HomeMy WebLinkAboutItem #22 - First Reading OrdinanceJoseph R. aesi.e
City Manager
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eit? 6P MIAMI. 1 ont A
INTER. ►RFiCE MEMORANDUM
t. February 16, 1977
sutii:ct:
Information and Tele,.
cotfiunications System
Services
ht0kO€kt€e:
ENCLCSURt :
ntibt Ai
Keith 12. $ergstrom
Assistant to City Mana•:_
Howard Gary, Director`
/
agemen Services Pear merit
66-fr. ufiff rson , Director
inane- De • "mutt
H'ci man, ie
Fire Department
Jack Piatt
Acting Dir.4 or
Counicat �-na Department
arOfanMatkins, Chief
Poje De *-, tmen
. ,% J„
Eric H. 'lson
Systems Development Manager
Police Department
',vat
The above named persons have jointly participated in a
general study of the City of Miami's approach to computer
based information and telecommunications systems (more
briefly referred to as computers and communications). This
study completes the first stage of a three -stage process
to develop a coordinated, cost-effective approach to meeting
departmental and City-wide needs in these areas. The
second and third stages consist of detailed planning for
the phased implementation of the recommendations arising
from the study conducted in the first stage.
Our recommendations, in summary form, are
1. The establishment of a management system
to develop an integrated, computer based
information and telecommunications technical
system that serves departmental and overall
City needs.
•
.e.
.2 2 y-77
Jnseptt R. Orattie
February 16s 19??
2The physical co -location of all computers
in the City in the computer center in the
neW police building.
3. The physical co -location to the extent
practicable of Fire, Police, and general
government radio dispatching in the com-
munications center in the new police building:
4, The development of a computer system based on
compatible hardware and software to the extent
it is technically feasible.
5. The enhancement of the City's communications
system to support the increasingly sophisticated
technical needs of the Fire Department, Police
Department, and general government:
6. The achievement of the cost avoidances/savings
that are inherent in an integrated, co -located,
compatible technical system as herein recommended
as opposed to the present system which is costly,
uncoordinated, fragmented, and composed of in-
compatible hardware and software.
For these recommendations to be fully implemented, City Com-
mission approval and action of a legislative nature must be
sought. If approvals are obtained, then detailed work can
commence to plan and implement information and telecommunications
system services. In other words, the specific actions requested
of the City Commission in these recommendations will make
it possible to move to the second and third stages of the
process of developing a coordinated, cost-effective approach
to the City's computer and communications needs.
Enclosed with this memorandum are documents which provide the
rationale for these recommendations to include supporting
data concerning costs and staffing. These data are summarized
in tables in appendices incorporated into this memorandum and
briefly described below.
JtAeph R, aAasSie
a 3.
February 165 1977
Also enclosed are four proposed ordinances for City CM..
Mission consideration, These ordinances would create an
organi2ational framtwork-a Department of Information and
Teletomtunications System Services (ITS) -..within which an
integrated5 domputer based information and telecommunications
System could be developed as a technical system and managed
as a tystem.
Further, the ordinances establish an intragovernmental services
fund to support the new Department. No additional 1976-77
operating budget appropriations are required to establish the
Department because it is essentially a product of the re-
organization of existing financial and personnel resources.
1. The first proposed ordinance creates the new
Department to be known as System Services,
It is a staff department that exists to support
other departments basically by providing and
coordinating computer based, integrated infor-
mation and telecommunications systems planning
and development services. Although System
Services may provide operational computer
services for general government users, depart-
ments with unique needs such as Fire and
Police should directly control operational
and developmental activities critical to their
special needs. However, such activities must
fit within overall plans for system development,
operations, intrasystem compatibility, and
financing. For financing, an intragovernmentai
services fund is established.
To insure that System Services is, in fact, a
staff department that provides responsive,
support services to other departments, the
City Manager is explicitly given the authority
in Section 5 to provide that the "coordination and
review of System Services shall be with such persons,
departments or groups as the City Manager may
direct." The practical form that such coordination
and review will take is that of a committee of
department heads and others who are major users
of, or participants in, computer and communications
systems.
1
doteph Rs 6rattie
da4= PebrUary lti i071 •
The System Services Coordinator formally
reports to the City Mahager but On a day..to.,
day basis he will functionally provide support
services to other department heads and their
Staffs, and operate under plans and policies
approved by the coMMittee and the City Managers
2. The second proposed ordinance transfers
computer assistance and development activities
froM the Management Services Department to
the new Department, and repeals the provision
for a separate computer systems development
section within the Management Services Depart
ment. The appropriate financial and personnel
resources previously assigned to that section
will be transferred to the new Department.
3. The third ordinance pertains to the Communications
Department and restates certain functions of
that Department so that the City Manager may,
by directive, insure the orderly development
and operation of an integrated, computer based
information and telecommunications system.
Under the wording of the current ordinance,
there is very little latitude for the City
Manager to adjust communications functions
to meet changing organizational and technological
needs.
4. The fourth ordinance establishes a funding
mechanism for the new Department in the form
of an intragovernmental services fund to be
known as the System Services fund. Such a
fund will permit the new Department to receive
funds from other departments for services pro-
vided and in turn to pay other departments for
services obtained, as well as to receive funds
from other sources such as bond funds or
capital budget funds to develop specific com-
ponents of the computer or communications systems
for using departments.
Joseph Rs Brassie
a 5 a
February 16s 1977
At-indioated .previouslyv the second and. third stages of
the prodett to develop a coordinated, tost-effettiVe • .
approadh to the City't computer and coirimuhiOatiOht needs
consist Of -detailedplhning to implementthe..six reoom-
mendatiOnts Host of this planning willbe dote by in= •
house pertonne4 hVeVers.tbMt external .assistance .may be
heoetaaryin tertain .Very.techitaI areas to provide.
Specific 'technical data and relateddollarcOsts for
broader..pfahning and adminittratiVe•poliey formulation by ••
the City Manager's. .Office department heads, and • their staffs.
As detailed planning is cOnducted,•:specific recommendations
may be made 'for initial acquisition •of computer and corn,- •
munications hardware and software modules that will be the
core of expanded and/or new systems as in the Fire•tepart.,ment
Detailed planning will probably indicate the desirability
of cancellation of the five-year lease -purchase agreement on
the Burroughs B-1717 computer presently operating under the
Management Services Department so that the monies saved
from the 3 1/2 years unused portion of the lease can be
applied to computer hardware and software that better meets
the City's needs. Further, it is far less costly to make
outright purchases than to engage in lease -purchasing.
It is anticipated that the planning activities of the second
and third stages will be completed by the beginning of
fiscal 1977-78. Therefore, the first phase of a coordinated,
City-wide implementation effort for the development of an
integrated, computer based information and telecommunications
system will begin about October 1, 1977.
The appendices which immediately follow depict pertinent
data on staffing and funding. First, it should be noted that
in formal opinions of the Law Department and Finance Department
bond funds can be utilized for "development" costs as well
as equipment costs even though development costs are largely
personnel salaries. When the development phases are com-
pleted and systems are operational, bond funds can not be
utilized. Of course, when development is completed, the number
of personnel needed for development, by definition, will be
no longer required.
4obtph :6tiat§ie
February 16, 1977
Setohd, rite and Police bond funds will be contributed-..
each 25%A-toward the Capital eRpehditutes to acquire
computer hatdwate and software to establish the overall
general government computer systeM, Such a contribution
i8 reasonable because the rite and Police Departments Will
utilite information and services from that system, e.g.
data from a City-wide management information system,
Third, rire and Police bond funds will be utilized to pro-
vide capital funds for general government computer equip-
ment acquisitions. The bond funds so utilized will be
paid back over twenty years with interest. The yearly
payback can be utilized by the departments for equipment
upgrades. rurther, the outright purchase of computer
equipment is much less costly than lease -purchase. Therefore,
it is greatly to the City's cost advantage to pursue this
funding arrangement.
Four, although the figures in appendix C indicate that the
new Department's operating cost in the next budgeted year
is $132,000 more than if it did not exist, that sum is
relatively modest for the establishment of a coordinated
management and technical system. This is especially true
when one considers that the Fire Department modernization pro-
gram will be then underway whereas it is not now; and,when
one considers that computer systems for general government
will then be under development toward a total City system.
Additionally, it should be noted as indicated in the enclosed
documents that a minimum of approximately $140,000 a year
is saved in recurring costs by adopting the recommendations
contained herein. This is not to mention construction costs
saved by physically co -locating computers and dispatching
operations, or the costs saved by not lease -purchasing the
additional computer equipment needed for general government
use.
Of the new positions noted in appendix A two are to be
funded from the operating budget and seven from bond funds.
The seven bond funded personnel will do developmental work
exclusively. The total data processing staff for the entire
City will total 51 persons as indicated in appendix D. It
is envisioned that this number of personnel will be the
approximate upper limit to complete the development of the
Jo ph Rs Oraseit
.7. February 165 1977
Police computer system; to begin and complete the Fire
dotPuter syttem; and to expand and complete the general
goVerhMeht computer systeM4
It must be emphasized Most strongly that the capital ex-
penditures and development costs noted in appendix B--
$2,100s000..mare illustrative of dollar costs ih the first
phase of computer systems implementation beginning basically
ih Octoberl 1977. A plan for complete and detailed dollar
CO8ts as well as a timetable for the full implementation of
an integratedcomputer based information and telecommunications
system for the entire City of Miami will be formulated
during the planning activities of stages two and three that
follow the first stage, the completion of which is signified
by the submission of this memorandum and related documents.
Finallyand most importantly) it must be again emphasized
that the proposed expenditure of funds is illustrative
only, Obviously no funds will be expended until they are
identified specifically as a component part of an approved
plan approved by the City Manager) and approved as is
appropriate by the City Commission.
APPENDIX A
umthar f New positions, as, Of 1 Oct 1977.
for City-wide applications
for Fire Dept► applications
Totals
Operating Bond Fund
Budget Financed Total
4
Nine new systems development positions are being established as a result
of the ITS concept. :Five of these are funded out of Fire Department bond
funds for Fire Department applications.. Four of these are for City -wide -
applications with the Fire and Police'departments contributing one each-_
out of their respective -bond funds. Police and•Fire.in this manner con-
-tribute 25% each for this cost on the justification:that'.they-will receive: -
corresponding benefits.
A ITE NDi X
( fl gur(:s An Lhourands )
Police bept,
Bond Fund
•
P i r e Dept,
Bond Fund
Oenerai Purpose City
Computer Equipment
with reimbursement $179 $179
General Purpose City
Computer equipment
contribution
General Purpose City
Development Costs
Fire/Police
Computer Equipment
Fire/Police
Development Costs-
1'l9
264
300— -
179
50
470
250
$972 t1128
Capital funds are expended out of Police and Fire bond funds to
finance a general purpose City Computer as well as equipment
dedicated to Police and Fire department needs. 50% of costs of
City computer are to be reimbursed with interest to Police and
Fire bond funds and 50% are to be contributed without reimbursement.
25% of the benefits of the City computer are expected to accrue
each to the Police and Fire departments making this an equitable
distribution of costs ofrihe City Computer. Development costs
are contributed on the same basis by Police and Fire bond funds
matched by two new positions established in the ITS operating
budget,
APPBNDtX C
OtAthrharNt Approximate Annual;ITS, Operating dostik
(figures in thousands)
Absorbed from other Operating Budgets: $634
New Operating Costs: $13.2
Total ITS Operating Budget Costs: $766
Most of the costs of the ITS operating budget are
other budgets. The $634,000 is absorbed from the
Management Services anticipated budgets for the c
year; it includes a $100,000 maintenance cost for
The $132,000 new costs are broken down as follows
a
absorbed from
Police and
oming fiscal
Police computers.
New salaries for ITS
New computer maintenance costs
Bond fund reimbursements
Burroughs computer lease
Burroughs computer maintenance
Other ITS operating expenses, est
Total
* after first quarter 1978
** to be itemized upon budget preparation
**
$52
76
20
-53*
-13 *
50
132
APPBNOIX b
•
bath Process ig Pos%tio_ .after ITS•Reorga. izatiott
lT. Police Deets Fire
From Management Services
Operating Budget 13
From Police Dept,
Operating Budget 17
From new Fire Dept,
Bond Financing
From continued Police Dept.
Bond Financing
new ITS positions in
Operating Budget
Totals
3T— 1 r
does not reflect three temporary LEAA funded positions
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CONCEPT PAPER 'OA TAE CITY 010 MIAMI
Tnfotmatie i ane Teletommunieatioms Systet (ITS)
Table of Corite tts
Sutar
The Dispatch Center
The Computer Center
Cost Economies
Compatible Computers City -Wide
Conversion from Burroughs
Modular Expansion To Complete Systems
ITS Organization
ITS operating Costs and Funding
•
Conversion Timetable
Equipment List, Genera. City of Miami Computer
Equipment List, Fire Department Computer
MPD Computer Related Equipment Extensions
Floor Layout of Joint Dispatch Center
Organization Layout of ITS
ITS Approximate Annual Operating Costs
Approximate ITS Salary Breakdown
Befbz'e/After Reallocation of Personnel under. ITS Concept
Financing of Equipment in Appendices B,C, and A
Additional Follow on Costs to be Absorbed in Annual Budget 3
Appendix
A
B
Phis ofineept papery describes a 000rdihated approach to i iforr atio i
and teleeommulioations systems development and operations for the
City of Miami, The concepts established herein have been developed
as the result of discussions by the City of Miami information and
TeleeOmnunioations Systems (ITS) Committee.
The purpose of this paper is to establish the framework in Which a
City of Miami computer, dispatch center and ITS computer systems
group will operate at the Miami Police facility. It is envisioned
that economies of scale can be achieved and systems development ex-
pedited through site consolidation and management coordination to
keep down operating costs, while still retaining the benefits of
decentra7.ized control of the computers, their applications and
development. Site consolidation refers to the installation of
compatible computer hardware on the fifth floor of the Police
building, a joint dispatch operation at a single 911 center on the
fourth floor of the Police building, and an Information and Tele-
communications Development Center on the third floor of the Police
building.
An interdepartmental transfer fund will be established for the purpose
of facilitating the distribution of expenses and revenues to users of
and contributors to the Information and Telecommunications System..
For example, the Police Department bond fund account will be reimbursed,
one y.ear at a_time, fair the floor space and other services provided
to the ITS; these funds will accrue until a future date when they will
in turn be applied to upgrading police systems.
These twinge and dOst avoidance will result troth this oohceptt
ls The teed for 880 square feet of floor tpaee for the Pire
Department ditpateh from Another iodation will be saVed,
a taving or approximately $35,000 less iMprOveMeht8 needed.
2. In the computer room, the need for approximately 300 square
feet of floor space rot the Pire Department and about 300
square feet of floor space for the general City computer will
be saved, a saving of approxim'ately $24,000 less improvements
needed.
3, 8y reorganizing the Management Services Computer System group
into the ITS and by using space at the Police Department systen.s
development center, about 600 square feet of floor space is saved,
a saving of approximately $18,000.
4. By determining to use compatible computer equipment City-wide
the City will sav, approximately $25,000, or more, in computer
maintenance annually.
5. By determining to use compatible computer equipment City-wide the
City will save approximately one analyst/programmer year, each
year, by avoiding the learning curve between systems, a saving of
$18,000 annually.
6. By consolidating computer operations staffs the City will reduce
the current operator positions by one, a saving of $15,000 annually.
••••• •••••
7. By consolidating computer operations staffs, the City will avoid
the need for computer operators for the Fire Department, thereby
avoiding approximately $90,000 annually.
1-2
The Pi.4ftgtkil Ooltp.r
The Dispatch Center will be a joint venture of the POliCe and Pipe
Departments, Although control of dispatching optratiOht Will re.
main with the respective Chiefs of Fire and Police, the site of the
dispatching operation will be consolidated. Incoming "911" calls
will be answered by a pool of operators who will forward cant for
police service to the police dispatchers by way of the police cot-
puter and who will switch fire cal?_S to the fire dispatchers. The
respective Chiefs will be fully in control of the nature of their
own dispatch operations and of the extent to which their operations
are automated. This concept explicitly recognizes that control over
dispatch is a most important ingredient of management control for
both Police and Fire.
The current communications system for Police and Fire is recognized
as being inadequate for the future. A study of communications capa-
bilities for the City ,of Miami as a whole will begin at once and will
recommend improvements that will facilitate better command and control
from this Dispatch Center.
One particular capability required of the communications system will
be digital communications between the vehicles and the Dispatch Center
by way of the computers. The Police Department foresees extensive use
of mobile digital terminals in the Police vehicles as well as the po-
tential application of hand held digital terminals. The Fire Department
also expects 4o partic-ipate in mobile digital communications. Both the
Fire and Police Departments will use mobile digital terminals for up
dating status, for point-to-point communications, and for inquiry to
large computerized databases.
•
The nner core of the fourth floor or the once buirding is aft
ideal location for thin Dispatch Center. It is equipped with suf-
ficient apace) light) air conditioning) and power t6 serve for both
Police and Vire. The atmosphere is attractive t6 employees and is
safeguarded by an extensive security system. /t has already been
planned that this site be the center for incoming "911" calla for
Police and Fire serVice.
Minor improvements in wiring, equipment, telephone, and air will
make this room suitable for both Fire and Police dispatching.
Class partitions can be erected to separate the Fire Dispatch
operation from the Police Di patch operation. The Fire Dispatch
operation will have one room for the supervisor and another,
larger room for the three dispatch consoles. The Fire Department
personnel will be provided lockers and will have access to the
Lounge. (See Appendix D for drawing).
It is anticipated that this arrangement is permanent, not temporary.
The floor layout provides space for a comfortable expansion to 15
and an uncomfortable expansion to 25 "911" receptionists when that
system becomes operational. The expense of moving the Fire Depart-
ment dispatchers at another date would be extermely expensive; for
this reason, care is being taken at this_time to size the dispatch
center correctly to avoid the necessity for another move in the near
future. The Fire Department budget could reimburse annually the
Police Department -budget at a rate to be determined for the use of
these 880 square feet of floor space. This is approximately the
same amount of space as used by the four police dispatchers and
supervisor.
11-2
When mobile digital terminals bee Me ebtiMonpiade ih patrol oars and
the use of an information oh&nhel becomes unnecessary, the place WA
used for the imformation channel operator will become available for
use for the purpose of general City dispatching, if this is desired
at that times To use this space for that purpose would accomplish
the objective of having one dispatch detitet' for all City operatic is,
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11.3
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$
h Computer Center
The Computer Center will be a computer r 6M Oh the riftfloor or
the "inner core" of the Police building where computer equipment
will operate to serve the needs of the City, Control of the
applications developed and operating on the computers in the tenter
is reserved to the Departments for which the computers have been
acquired.
A basic operating premise of the Information and Telecommunications
System is that exclusive and first priority use of the computers
purchased by a Department are reserved to that Department Head.
Second and lower priority uses or such computers must be approved
by the ITS Committee. In the event of contested lower priority
uses, either the Department Head, the ITS coordinator, or the ITS
Committee may bring the issue to the City Manager for resolution.
The single purpose of site consolidation is to gain the economies
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of operations, maintenance, and development that accrue from a
coordinated computer center. One set of computer operators will
man the installation around -the -clock; one maintenance contract
will cover substantially all equipment; one body of software know-
ledge will apply to all compatible equipment; and through management
coordination the most effective use of the computers may be obtained.
On the other hand, this concept does not exclude the establishment
of dedicated special purpose micro -computers in other locations around
the City where economies cannot be achieved by co -locating these special
purpose micro -computers with the other general purpose equipment at
the Computer Center.
'fhe opmputert that are iodated. at the Computer Center will be used •
from all poit:ite of the City. lemote ter ii is s in offices tYlro thottt
..the ityoffices will be used to enter and retrieve data Mont
oOMputer applioatioht developed •in the Future will be transaction
triented to avoid large batch production operationst ln.this Manner •
informatian will be entered• at remote terminals and will be accessed
from remote terminals, turd copy or displayed data will both be
available. Only high volume .printouts will be produced. at the •Police
Department; these will be picked up daily or as required. Most print-
outs will be produced on remote printers in the offices where they are
needed,•
Each of the principal computer using Departments will have complete
control of its own applications. 1'or example, the Fire Department
and the Police Department will each have their own developmental
staff for as long as the development need exists. The purpose of
distributing the development staff to user departments is to insure
that the development personnel are fully in touch with the applica-
tion areas. Nevertheless, management coordination of the development
staffs will be achieved via the Information and Telecommunications
System management (ITS)
111-2.
The Co t cuter Center is e3Fpected to evtintua11y houte a auinber of
Computers, The ? 1ice Department will have its two 11/70 do
puters and 11/45 terminal concentrators, The lire Department is
planning for an 11/70 computer and a terminal eoneentrator, The
Management Services bepartrnent is also planning for an 11/70 co i-
puter and a terminal concentrator. In addition, the Police Departs
vent is planning for an automatic fingerprint identification com-
puter system. All of this computer equipment can be housed on the
fifth floor inner core of the Police building, although the
fu11
operation will require additional air-conditioning and will be very
compact.
The Police Department operating budget could be reimbursed annually
for the floor space used by these computers at rates to be determined
for the Fire Department and for the general purpose City computer.
Eli
A number of soot economies will be achieved by the adoption
of the ITS eoneept. These economics are itemized in the
points below. Some economies are ep1icit and some are
implicit, but all are obtainable.
1. Money can be saved in future budgets by consolidating
computer maintenance at one center and by selecting
compatible computer hardware. These computer main-
tenance savings arise from several factors:
(a) With compatible equipment available for
failover purposes, the computer operation is
not completely "down" when a failover occurs;
consequently, it is not necessary to require top
priority maintenance in which a premium is
paid for around -the -clock attention.
(b) With a consolidated operation on compatible
computer equipment, one maintenance contract
will be able to cover more equipment; savings
accrue to the contractor which can be passed
on to the City by way of the competitive bidding
Iv-1
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pra 'ss; thiese are
Cotniputer Maintt ante ttChnitiar s can be
permanently assigned to the site, rather
than hating to rotate between'sites.
do. -the -job training can be provided
to maintenance assistants, such that
trainees can grow into the position under
the supervision of more experienced technicians
at sites where more than one technician can
be applied; the level of expertise per dollar
of computer equipment is lower.
Where compatible computer equipment has been
selected, there is more interchangeability
between parts; therefore, a computer main-
tenance supplier need not maintain as
large an inventory of spare parts on site as
he would otherwise need; the spare parts are
expensive to keep in the spare parts inventory.
With fewer differing types of equipment, the
training problem for the computer maintenance
engineers is lessened.
IV-2
It should be noted that these savings ap iy even if the
6[puter Taintehante is accomplished in-house as Might some
•day be anticipated via the Communications Department,
Fewer computer operators will be necessary and
those operators at the consolidated center will be
used to itian an around -the -clock operation. Dy con-
solidating the Management Service and Police computer
operators, the need for growth by either group will
be eliminated and the need for an independent set of
Fire Department operators will be completely eliminated.
Batch processing will now be able to be accomplished
around -the -clock for Dinner Key operations without
acquiring additional personnel.. In fact, one vacant
Police Department computer operator position will be
e3 iniinated.
3. There will be a saving in programming costs resulting in
fewer programmers being necessary to accomplish the same
amount of work. This saving may be as much as twenty
percent of overall programming costs and will result
because of these factors.
•
IV-3
Commohality in training ad standardization Of
programmihg techniques Will result it a much
faster learning curve in an organization that
has adopted a standard type of equipment with
only one operatiAg systems software and related
utility program package to learn about and with
a single prime language, either COBOL, FOIZTRAN,
or BASIC, to learn to program expertly in;
with DEC as an equipment standard across-the-
board a programmer who gets promoted from one
position in the City to another will not have
to ride a new and expensive learning curve,
the Police Department is now using a Data Base
Management System package called "TOTAL" on its
computer --it is important that the City adopt the
same package on all computers so that programmers
will not have to learn all over again about another
package on another computer upon promotion and
subsequent transfers; finally, it is difficult
to build expertise in any one system when there
are multiple types of computers around -- when
the City lacks expertise in an area it will end
up contracting for this expertise at a premium
price;
7
The aaoptLon of a tingle Coiputer Center with
tOordinated information systems development on
standard equipment will allow software developed
for one application to be reusable for another
application in whole and/or in part; general
purpose subroutines can be placed in a library
for general use; utilities written for one
purpose can be used for another.; in fact, several
applications already developed for the Police
Department, including geocode, can most likely
be reused, at least in part, in other City
applications if there is enough management
coordination to take advantage of such savings.
4. The establishment of both the Dispatch Center and the Com-
puter Center in the existing police facility will result
in avoiding building costs for the expensive environment
appropriate for these operations and will result in
reduced follow-on costs to maintain these environments.
Both centers are equipped with primary and back-up air-
condition, primary and back-up electric power, raised
floor's for convenience of electronic adaption and as
a plenum for even distribution of air conditioning.
Tv-5
ARNIM
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Thttd t6htert; and the entire building are protected
by ah elaborate Security system that cost $800000
to ihstall providing different grades of security for
different hours of the day and for different states
Of emergency. The,inner core was designed for
expansion to the needs of the year 2000 A.D. at a
total cost of at least $500,000; the cost of building
comparable sites elsewhere in the City would be about
$40 per square foot minimum. The existing site is
well protected from fire (by Halori), flood (by height);
hurricane (by strength designed to withstand the 100
year storm), and theft (by safes on two different floors,
not to mention abundant police protection), thereby
decreasing insurance costs. The savings in building
cost are large. The existing site needs only minimal
electrical and air conditioning enhancements to adapt
it to the needs of the entire City, as opposed to Police
only. The air conditioning is expandable from the
present 30 tons to 40 tons at a cost of approximately
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$12,000. The electrical circuiting under the raised
floor wou).d need to be extended to support additional
dispatchers, additional computer equipment, and additional
radios and consoles at a cost of perhaps $8,000. Should
the Police Department provide 2,000 square feet to
TV-6
O e +atiohs of Other fiepart rents the het savir g Bari be
ealeulated to be;
Cost of 2,000 s& ft$40 @ $ 80,000
Less Air Conditioning 125000
Less Wiring _,8,:000_r
Total Costs Avoided $ 60,000
The calculations are, of course, very general approximations
for the purpose of illustration.
There are several other explicit savings and advantages
of adopting these recommendations:
t The rire Department and General City Computer
Services will get a head start in on-line
systems development by the use of common programs
that can be reapplied and by the avai]ability of
knowledge on how these programs can be reapplied;
The General City Computer Operation will get
around -the -clock services of computer operators,
as opposed to the five day, 16 hours coverage
they now have;
IV-7
NIP
The r.tre Department can save money by using
the General City Computer for back-up purposes,
the Genera. City Computer Services can benefit by
having the police Department tofiiputer for backup
purposes in emergency cases, such as getting out
payroll on tifne,
All departments will benefit from the availability
of each other's data bases via computer interfaces
and by the design of a management information system
for the City as a whole;
The software to facilitate the exchange of data
between processors becomes a minor consideration
when a DEC standard is adopted. A general purpose
software package called DtCNET provides cross -talk
between computers on a routine basis, such that
it becomes commonplace for one computer to use
another computer's peripheral. It becomes unnecessary
to_have more than one of certain expensive and/or
infrequently used peripherals, such as plotters,
mark sense readers, or card punches
IV-8
1
;MAUDffiDujtPitSaMift,
One fundaMental aspect of the 1T8 concept it that ecoh6Mies dan be
achttVed by using compaLlbJe computer equipment rop the entire clty,
Inasmuch an th 1'bflc h .Aeparttent already has DigitaI EquipMent Cbra.
poratitn (DEC) computern and has a large noftware ihvesttent in these
machines, it is tout reasonable te) continue USe of this type 6r equip
met as the ntandard frog this point forward.
The use of D8C compatible equipment does not necessarily meat that the
equipment must be purchased from Digital Equiptent Corporation. All
equipment purchased under this concept will be competitively bid with
the specifications stating that they be operationally compatible with
existing equipment and software already on -site. Several computer
vendors will respond to such specifications because many vendors buy
in quantity from printer, magnetic disk, magnetic tape, mainframe, and
remote terminal manufacturers to put together systems at lower cost
and better performance than can be obtained from any one vendor alone,
even including Digital Equipment Corporation. Nevertheless, it can
be seen from cost comparisons against other vendors that DEC equipment
is quite economical to purchase; DEC's published catalog prices reflect
the upper limit costs of computer equipment under this concept.
Digital Equipment Corporation is a well-known company in the computer
industry. Its reputation has been achieved in the mini -computer market
in which it is still a leader, if not the leader. As small computers
have become less expensive their applications have been growing because
compartmentalized applications are less complex and because it is more
reasonable to have two smaller computers with 50% of the applications
"backed up" than to have one larger computer without any backup. Witt
this growth in market DEC has grown as a company and DEC computers have
V-1
a
alto inertated in eapability. EXCeliont software is available oh
DEC tquipment to make for effieient dperatiOh8. COBOL) PORTRAN and
BASIC are all available) and many programt tah be run eoneurrently
in thote languaget 6h DEC maehinet by use of powerful retouree tharing T
Operating tyttemt. The experience of the Police Department in the uSe
of DEC equipment has been favorable. Some initial setbaeks eauted by
the choice of inappropriate software and hardware have been overeoffic
and the operation i8 becoming relatively sound. The selectionof DEC
equipment for this application is Considered a good choice.
One particular advantage of extending the use of DEC -compatible equip-
ment City-wide is that much of the software already.developed for the
Police Department will be able to be re -used in whole or in part for
other applications around the City. There are numerous examples of
such programs, one of which is the geo-code system which will have
applicability beyond the Police Department. The selecting or non -
compatible equipment would make the re -use of this and other software
impossible.
Another, and perhaps the most important reason for adopting DEC com-
patibility as a standard is that tbe City already has a heavy invest-
ment in employee training on DEC equipment. At the Police Department
there are systems analysts, programmers, supervisors, operators, and
others who have acquired, through training or on-the-job over a period
of two years, a wealth of knowledge on how to use DEC'equipment. As
these individuals get promoted within the Civil Service system to other
Departments within the City it makes good sense for them to continue
working with the same concepts and premises, rather than to have to
start again with an entirely new body of knowledge as to hardware
capabilities, systems software usage, and the workings of applications
V-2
programa already daval pad, Although it would be dift cult to place
a dollar figure ca the saving that can be obtained in this regard,
over the long run the saving will be very real and very large.
Conversion roman Dana= Computer
To implement the conoept of Compatible computers pity -wide,
it it neoesaary to Convert applications off of the B.,17 7
coiitputer now at City Hall, to terminate the leasempurehase
eortrict With turroughs and to acquire DEC -compatible equipment
Capable of performing the' currently required tasks plus expan-
tion to the anticipated needs of the future. EXaMihatioft of
the CiWs contract with Burroughs indicates that the City can
terminate the lease -purchase with ninety days notice from the
anniversary date of the contract if the needs for that computer
no longer exist. In this case the needs of the City is for
online financial systems -- not batch mode cysterns; therefore ,
the needs for the Burroughs system no longer exist.
Most of the software being made to run on the B-1717 is written
in COBOL and RPG and is therefore amenable to conversion for
operation on DEC equipment. After the computer itself is
available, the programs should be able to be converted to the
DEC equipment by the programming staff in a period of five
calendar months. With an additional two months for a parallel
operation for checkout purposes,\the entire conversion process
should take approximately six months from the point that it
begins, assuming that little or no software maintenance/change
is required to the on -going system.
VI-1
Despite the fact that COB CL is tfist pp sed" to be machine
independent, a COBOL to COBOL conversion 'will be required
because of differences between Versiois and ievels of the
COBOL language impiententations which will require a large
amount of attention. This COBOL conversion process is 'ate-
,
consuming, but is substantially less costly than beginning
from scratch With new software, especially in light of the
fact that money and effort has already been expended to bring
these COOL applications to the City of Miami. To minimize
the language differences it is best to use Version III of
DEC COBOL which will be a higher level COBOL and therefore
easier to adopt to existing COBOL applications. This version
of COBOL can be made available to the City at the time that
the new hardware is delivered, but no earlier because it will
still be in field test prior to release to customers. The
conversion itself cgnsists of three areas of effort, each
described below:
(I) Peat Marwick Mitchell's (PMM) FAMOUS accounting systems
package has been 95 percent made operational in COBOL on the
B-1717. This implementation has, been a large effort itself.
As the original IBM version required ISAM (Indexed Sequential
Access Method) routines, the Burroughs DISK FORTE package was
substituted. The Management Services programmers consider the
• FAMOUS software -to be grossly inefficient in that it does not
utilize the computer resources properly. However, the Finance
Department considers the system to be sound from its viewpoint.
VI-2
1
To convert rAmoua to the P1515 11/70 will require a version of
CON% that tupperta the ute of 1SAM routines eomparable to DI X
FORTE. This .tem is available on the POP 11/70 but will hOt
be available until the last quarter of 10775 at which tiiie
Version III of DEC COOL will be released. The bEC software
option called RMS-11 will` substitute adequately for b1SI< F01 T
This is jrntst to say that the conversion will be entirely without
effot. It is estimated that three Calendar months of effort
will be required to recompile and rehook all of this software,
and this process will be followed by another two months for a
parallel operation before releasing the 13-1717. It will be
wise to get the bugs out of the system now operating on the
B-1717 before converting to the DEC computer and to .make it
easier to eleminate bugs during the latter conversion and to
facilitate a sound parallel test.
•
(II) The Management Science of America (MSA) Payroll package
is currently being implemented to run on the B-1717, although
this effort is only in the initial stages. This payroll package
is expected to make the time accounting system at MPD obsolete
when it becomes operational (anticipated September 1977). It
is reasonable to begin conversion of this package to the DEC
PDP-11/70 at an early date (e.g. May) on computer time that
can be made available at the Police Department. It is assumed
that operations will begin upon acceptance of the DEC PDP-11/70,
VIM3
•
before the decision it made to convert this systems some study
should be made ,into whether it will substitute adequately for
the MPD payroll system.
at ) Conversion it at this time not yet complete from the IBM
360/2`0 card oriented system. The processing on the card system
includes some 480 programs written in IBM Report Generator
language, RPG. About half of these programs have been converted
to run under Burroughs :PG with a disk, rather than a card,
orientation. Another third of these programs will be made obsolete
by the introduction of the MSA PAYROLL system. The rest of the
programs are infrequently used and have not yet been converted.
Much of the conversion process to the B-1717 has been comprised
of substituting additional computer programs for manual processes
that are done by computer operators between runs on the IBM
360/20. By a thorough study of the RPG systems, it may be
possible to completely eliminate the need for even more of this
conversion by the application of MPD developed Local Data Base
programs.
Conversion to the DEC PDP 11/70 will require that RPG be avail-
able on DEC to continue the 360/20 programs until they all
eventually become obsolete. RPG is available on the 11/70 and
a "filter" program is also available that will convert from
either Burroughs or IBM RPG to DEC RPG. It is reasonable to
continue the conversion from IBM to Burroughs in order to
completely establish the t1is orientatian. After the disk
orientation is obtained it will heeote easier tO convert to
C AM because the change will be in processors, net procedures,
for this reason the tp ecnversion will be able to begin in
Septeer er before in order, t8 be substantially eonp.ete
before the FAmous conversion begins.
An additional factor that has been added to the conversion plan
tti make the conversion smoother is the inclusion in the specifi-
cations for bid of a resident software specialist with the
knowledge of and capability to make changes to DEC software
(compilers and runtime modules) to minimize conversion incom-
patibilities. This individual will serve to train the ITS
computer systems development group in DEC operating systems,
as well as to assist in the general conversion effort. This
resident will be scheduled to be on -site for six months from
acceptance of the computer and will bring with him any software
tools available to assist in the conversion effort.
the conversion to the DEC PDP 11/70 in summary will be easier if
the City waits for Version III of DEC COBOL and allows for the
complete transition from the 360/20 before conversion to the
11/70 begins. The rationale for this approach comes from two
factors (1) it is easier to wait and convert from a -disk based
system to another disk based system when the conversion to
Burroughs is complete than to immediately start a second con-
version from a card based system to a disk based system, and
VI5
() i`t is Bauch aas Teri to wait until the last quarter of 1077
and eonVert PAMO1.Jt with an LAM padkfAge than to immediately
convert from one grad of COBOL to another. Alto, confusion
may result from attempting to engage in one conversion before
completing another. It is not ',unreasonable to firiali2e the
conversion to Burroughs and then to begin another conversion
to EEC, assuming no newt projects are initiated on the Burroughs
computer while waitiig for delivery of the 11/70. Meanwhile
conversion of the VISA PAYROLL package can begin. Delivery time
on DEC computers is currently seven months because of the
backlog on customer orders. It will be possible to reserve
a slot on the DEC assembly line be a letter of intent to purchase
a PDP.11/70 through a competitive bidding process; otherwise
the seven months begins at the time of contract signing. Given
the foregoing constraints Appendix A shows the timetable for
the conversion process to the equipment listed in Appendix B.
The equipment list shows more than what is needed for strictly
the conversion; instead there is sufficient capacity to expand
to service on-line needs and to support some on-line program
development. This equipment alone will not suffice for the
City's complete needs but is a step toward meeting these needs.
VI
1
•
IdUlar titna s.L ST ToLard _ f�l lett ,$V tphlt
In addition t
the l`omhunications study, the tT8 Committee will
doMMilltiOn an ini,house study to assess the needs yot infa station
systems throughout the City, Several items will be identified
as a retult Of this" study:
The first item is the amount and nature of computer equipment
that will be needed to support the entire City information system
for the anticipated future. Given this data, detailed speci-
fications for purchase can be drawn and a development and
implementation schedule created.
The second item is the resources necessary to develop the
software will be identified. These resources will be some mix
of in-house and external resources best suited to derive the
desired result at least cost to the City.
•
The third item is the priority of tasks to be accomplished.
These priorities will come from two sources: public safety and
cost reduction/avoidance. Public safety applications will
naturally have first priority, especially where funding has
already been established. Cost reduction/avoidance will be
the goal for other applications insofar as savings to future
budgets can be identified. There will also be a number of
by-products that will be available when the computer capacity
is available but justified by the cost savings from other
projects.
ViI.1
A fourth itein that will be identified is the ffaCrofilM and
microfiche technology and equipment that will be needed to
support the total City heeds in the most eCt5hOMical manner.
At least three projects will be started before this study is
completed. 'these projects will have a head start either because
they have been planned for a long time already and/or because
the basic components are sufficiently well known to be able to
be purchased without an additional. study.
One is the Police Department Automatic Fingerprint System This
is a turnkey package that is currently being bid. The technology
required to bid on this package is extensive but the potential
rewards of a sound application are very high. The Police
Department has thoroughly investigated this technology over
the past few years and is now undertaking a careful step forward
in its possible appla.cation.
The second is the Fire Department command and control system.
The Fire Department has observed the introduction of CAD
(Computer Aided Dispatch) and CARE (Computer Aided Report Entry)
to the Police Department and is satisfied that it wishes to
introduce computer technology into its_dispatch, fire prevention,
and reporting procedures. At this time the Fire Department will
immediately purchase a limited, program development and test
-computer that it will use to establish a CAD, CAFP(Computer
Assisted Fire Prevention), and CARE operation. To accomplish
VZI-2
1
.a_
this development the Fire i epartfent will lean heavily on
gtftware already developed for the Mtb, will transfer frorn the
MPb to the Mri) a large fraction of this software due to the
use of compatible equipment, and will develop the rest of the
software from in-house ideas and from ideas gleaned from other
ebmputerited fire operations. It is clear that More equipment
will be heeded to support a fully automated system for the
Tire Department, however, the equipment list depicted in
Appendix C is the first step.
The third project to be started before the systems study is
completed is the conversion to the DEC PDP 11/70 from the
Burroughs 1717 discussed earlier. Like the Fire Department
purchase, the purchase of the 11/70 hardware is merely a
first step toward the goal of a complete computer system.
Again, the DEC PDP 11/70 equipment is expandable, like a stereo
set, from certain basic components to a variety of forms, and
capabilities. It is anticipated that a second purchase of
equipment will take place after more precise system definitions
and dimensions have been established.
The immediate acquisition of this computer equipment will not
constrain the information system needs study. Because of the
modular expansion capability of DEC equipment, the City will
remain in a flexible position to pursue whatever development
plans it conceives. Later computer equipment purchases will
serve to complete the system.
Vil-3
ITS Orgsnitation
The ITS Will be reOpOnsible f r the day -today operation Of
the Computer Center. The ITS operators and staff will perform
the following duties of an operating ftatutet
1. batch processing as Nstructed by the ITS Committee;
2b failover operations as instructed by the ITS Committee;
3. calls for hardware maintenance as required; documentation
of response times
4. analysis of software maintenance problems for'follow up;
documentation of resolution
In addition to operational duties, the ITS will provide a
number of services related to systems development:
1. development of systems and programs for application in
departments within the City government
2. assistance to City departments in developing technical
specifications for computer and communications equipment
and in evaluating bidders responses;
3. high leel software assistance to City departments in the
resolution of technical software matters;
4. high level assistance to City departments in the planning
for information systems;
.5. _coordination in_the establishment of standards for systems
analysis, programming and documentation,
•
1
COOrditiat on in fostering eCottoniet of software deve to mment
by planning ?er re -useability in software,
tottering the sharing of interagency data bases by coordi�
11
nation of contents responsibilities, and interfaces.
Pinallyi the ITS will also be responsible for certain managerial
functions relating to information and telecommunications:
1, liaison with vendors who Will be installing equipment in
the Computer or Dispatch Center or equipment electronically
attached to Computer or Dispatch Center equipment;
2. preparation of specifications for contracts for hardware
and systems software maintenance in Computer and Dispatch
Centers and follow through in obtaining best and least cost
maintenance support;
3. assistance as requested by City departments in vendor
liaison for information and telecommunications systems
planning, installation and maintenance;
4. budget preparation for the ITS and proper management of
ITS personnel;
5. performing information needs surveys; and planning for
improvements in communications and computer systems;
contracting for -technical assistance as necessary in plan-
ning for City information and communication development
as instructed by ITS Committee.
VIII-2
The ITS ataff Lt acc impliah ng the foregoing duties Will have
a special reaponaibility to remain Well -Versed in State-of.the-
af t coiirnunieatior s and information t ysten technologies of d tebts.
The staff Will also have a responsibility to maintain an
atitetphere of cooperation to foster good technical coordination
between City depattientt% The staff will additionally oversee
the application of capital funds for the development of computer
and communications systems and will be tasked with clearly ident.-
ifying past and planned expenditures with given budgets. The
ITS general staff required to support the above functions is
outlined in Appendix r in organizational format.
The ITS Committee will have the authority to allocate the
available Systems development resources from one City department
to another as reeds and directions change within the City.
These resources will be budgeted as required from year-to-year
to reflect these reallocations. The ITS coordinator will assist
Department heads in determining their needs for development
resources. Department heads will have the prerogative to budget
for whatever resources they deem necessary for systems develop-
ment, within the guidelines set by the ITS Committee.
The ITS Committee has agreed that initially the Police Depart-
ment will continue its current development group, the Fire
Department will acquire its own development group, but that
the Management Services Department will consolidate its develop-
ment staff with the ITS staff. The .development groups will
VIII-3
be initially funded ih part out Of bond Mthies ih the oase of
fire and polides The t it ctor of rinAhde has determined that
using bond moneys for this purpose is both reasonable and
feasible,
The ITS staff itself will be housed at the Miami Police building
in the 3rd floor "infer core" . The Police Department operating
budget will be reimbursed at a rate to be determined annually
for this floor space from the ITS budget. This space will
suffice for all ITS needs and willbe shared with the Police
Department development group. The development group for the
Fire Department will occupy space within its own respective
facility and will use the computers remotely.
Each development group such as fire and police is expected to
have its own systems development manager or comparable supervisor
inasmuch as the ITS will be performing a coordinative, as
opposed to developmental role with respect to these groups.
The relationship between the group managers and ITS Coordinator
will be an informal "functional supervision". The department
heads to which the development groups respond will exercise
administrative supervision over the personnel within these groups
and will evaluate all employees in these groups. But with
respect to the group manager or supervisor, the ITS coordinator
will exercise a functional type of supervision and will assist
.111111.
in the personnel evaluation process by adding comments to the
valmat to tint be submLtted by the manager of tupet v so "
dep rtr nt head prabl ms atisirg out d sagieements in this
funttipnal supet'v ion. and evaivatibn ptioeess will be resolved
by the City Managet
VIII-5
ITS Operating Costs And u diig
The approximate operating dbsts for the ITS obi ah annual Zed
basis are set forth in Appendix G. With the exceptin of five
,ew salaried positions and computer mtiaintenance , all costs set
forward are costs that are absorbed (funds presently ekisting
in 1976-77 budget) from either the Police Department or the
Management Services Department.
The ITS salaries are mostly absorbed from the Management Services
Computer Systems group and from the Police Department System
Development Group (bee Appendex I for detail). Five new positions
are established out of funding not yet identified. Four are
development positions for general City applications that are
required to strengthen the applications development capability
for City-wide applications. These positions are needed because
the City's development capability is at this time very limited.
With the current two programmers, one analyst and one manager,
the current Management Services staff is in reality limited to
a sy:.tems maintenance function►. To create any new capability
will require_ a larger systems development staff. In addition,
one position is funded out of as yet unidentified moneys for
telecommunications planning.
The costs of maintenance at this time are very difficult to
.estimate because. definitive plats for the extent of the complete
system have not yet been established . However, a gross estimate
TX�-1
•
o00 i 000 it set forward with the underttanding that it
u)d ba as low as $1505000 or as high as $2S03b00 dopohding
upon (a) the total atount of Computers and accessories acquired,
(b) the ettent of compatibility and interchangeability between
systems, (c) the number and maintainability of mobile units
in the future, (d) the competitive bidding response upon the
specifications to be issued, and (e) the mix that can be obtained
between equipment maintained "in-house" by the Communications
Department and "out -of -house" under contract. One fundamental
purpose of establishing an ITS is to minimize this cost by
pooling the maintenance problem. The current maintenance contract
for Police DepartmentComputers alone now costs over $110,000
annually. If this trend to allow incompatible computers at
three separate computer centers were continued, the cost could
potentially triple in the long run. By site consolidation,
this cost can be kept down to reasonable amounts for the reasons
set forth earlier in section IV of this document.
Funding for the purchase of the Burrough's replacement computer
and for the Fire Department computer is from bond moneys as
set forth in Appendix J. It makes good sense to purchase these
computers together since price advantages are available by
purchasing more than one computer at a time. Gross estimates
for the costs to be incurred in these purchases are set forth
in Appendices 8-and-C. The purchase of certain additional
computer equipment to facilitate on going development at the
IMMO..1...._I..1.._.� .... ;...A
a
Mpb-is alto planked for j as in Appehdix b* these Mpp purchases
art heeded to•routed out the development of those applications
Arcady in progress Arid to facilitate the initial stages of
Phase 1V development.
The follow -oft annual costs of this concept are shown in Appehdix
X. The added costs of Police and Fite bond fund reimbursements
and the added cost of maintenance for these much larger systems
are partially offset by discontinuing the lease/purchase of
the Burroughs computer, The net increase of $n0,000 is caused
mostly by the repayments of capital and interest to the Police
and Fire bond funds, these amounting to $A0,000. These payments
will be in reality a sinking fund for the upgrading of Police
and Fire information systems in the years to come; in this sense
the $a0,000 is not a cost at a11, rather it is merely an
accumulation of City funds, even though it will have to be
budgeted. Although the offsetting Burroughs computer expense
would only last for four years, given the City's needs the
Burroughs computer is so limited in capability that it would
be obsolete and require replacement before that time anyway;
consequently, the offsetting Burroughs saving can be considered
permanent, rather than merely a four_year temporary expense.
Ix 3
rebruary 24, 1977
February 28
April 14
April 28
May 1
July 1
August 31
September• 1
September 30
November 1
February 1, 1978
April 1
ApPMIX A
Con PV$ion TiTOtAble
A-1
Approve Concept
Release Specifications for tid
Award Contracts)
Sign Contract
Began MSA Payroll Conversion'
Prepare Computer. Room
Ship Computer
Begin RPG Conversion
Accept Computer
Begin rAMOUS Conversion
Begin Parallel Operations
Release Burroughs Computer
•
APPENDIX B
talk$VA01# List f9r Grner41- City of Miami Computer
PDP 11/70 Central Processing Unit*
256K Words of Memory (expansion to)
5 44M word magnetic disk'drives, dual access
3 - 1600/800 bpi 45 ips magnetic tape drives
2 - block mode (dma) 9600 baud multiplexers, EIA
1 character mode 9600 baud EIA multiplexer
2 - interfaces (to Police & Fire computers)
Software
: -
Operating System
FORTRAN
COBOL, Version III
DECNET
RPG
BASIC
RMS
TOTAL
Modems: four - 16 line modem (2 pairs)
6 - 180 cps remote printers
2 - 600 1pm line printer, 64 characters
2 - 300 cmp card reader
32 - CRTs and stands, six with slave printers
1 - software resident for six months to facilitate
conversion
Miscellaneous (10%)
Approximate
Costq
$1005000
2/1000
175,000
30,000
24,000
4,000
5,000
$ 35,000
$ 30,000
301000
40,000
12,000
108,000
301000
$650,000
65,000
*Includes expansion cdbinet, disk controllers, tape con- $715,000
trollers and memory
Appro +irate
tAtlifitett LiS f rite ett e it Pot tt et ''% Botts
P)p 11/70 Central Processing UnitA
152X words of memory (expansion to)
3 44M word magnetic disk drives, dual access
8100,000
18,000
105,000
1 1600/800 bpi 45 ips magnetic tape drive 10,000
2 block mode (dma) ETA 0600 baud multiplexers 24,000
1 - character mode EIA 5600 baud multiplexer 4,000
interfaces (to Police and General City of Miami
Computers) 5,000
Software:
Operating System
ror TRAM
EECNET
BASIC
RMS
TOTAL
Modems: (Undetermine8 configuration) estimate
3 180 cps remote printers 15,000
24 - CRT,, and stands, 12 with slave printers 96,000
$ 30 ,000
Miscellaneous' (10%)
*' Mobile vehicle units not included in -this purchase
* Includes expansion cabinet, disk controllers, tape controllers
and memory
$ 30,000
$427,000
43,000
$470,000
C-1
APPENDIX D
Approximate
MP om utor Re 4ted k
„� p .�.. ._. �._.,._., _ Agi`pmen"t. rxtent;oh0
196K wards of memory (expansion to)
4 - 44XC word magnetic disk drives,. dual: access
extension of RS>-11t Support Contract
t- 180cps remote printers
Unit Record Microfilm Equipment
$ 47,000
1405000
305000
IS,000
32,000
Total: $264j000
*To facilitate on -going development and to initiate Phase IV
Organi2atior Layout I—.
ITS Staff:
TS Coordinator
Assistant - CofnmUnicatioi s
Secretary II (Manpower)
Typist Clerk
Systems Development:
Assistant '- Information Systems
Senior Systems Analyst
(2) Analyst/Programmer III
(2) Analyst/Programmer II
(2) Analyst/Programmer I
Production Control:
(2) Control Clerks
(1) Distribution Clerk
Computer•Operations:
Systems Maintenance Supervisor
Computer Operations Supervisor
(3) Shift Supervisors
(6) Computer Operators
Keypunch Operations:
(2) Shift Supervisors
(6) Keypunch Operators
F-1
APPENDIX O
AIDAMO.P10,0 AralPal C„per,a.tijg Ccists **
(figures in thousands)
Absorbed from New ITS Total ITS
other Operating Operating Operating
Budgets ttetts._. Budget_,__��
Salaries absorbed from
Management Services Dept.
Operating Budget $189 $189
Salaries absorbed from
Police Dept. Operating
Budget
New ITS Salaries
Maintenance of exsiting
Police computer equipment
Maintenance on new computer
equipment
Computer Special Supplies
from Police and Management
Services Operating Budgets
214
100 **
30
76
Equipment Rental from
Police and Management
Services Operating Budgets 83 •-53 *
Maintenance Contracts from
Management Services Operating
Budgets 18 -13 *
Bond Fund Reimbursements
for Computer Equipment
Other Operating Expenses
214
52
100
76
30
30
20 20
50 50
Totals: $634 $132
* after discontinuance of Burroughs, April 1, 1978
** this amount is not currently budgeted but required in next fiscal budget
G.-1
$766
APP IX1-1
AprproXifate ITS SalAnt tredkdowh for Ope at .t g 8110get
ITS Cc ardiniator
Asst Coordinator, Communications
Asst Coordinator, Information Systems
Senior Systems Analyst
Systems Maintenance Supervisor
(2) Analyst/Programmer III *
(2) Analyst/Programmer II
(2) Analyst/Programmer I
30,000
26,500
26,500
22,000
20,500
19,500
18,000
32,000
Computer Operations Supervisor 17,000
(3) Computer Operator Its 45,000
(6) Computer Operator Is 75,000
(2) Keypunch Operator Its 28,000
(6) Keypunch Operator Is 66,000
(2) Clerk IIIs 20,000
9,000
Typist Clerk I
Secretary II (manpower)
Clerk I (manpower)
n/a
n/a
$455,0015
* one of these two positions financed out of bond moneys;
only one position included in totals for operating budget
APPENDIX 1
tdfote/After Pea11riodtioi of Per o ,,e1 uhder ITS ConQ P
PositiOht Mani MPb Mrb ITS
%A b /A /
COOrdihator
AsSt, COMM 0/1 (2)
Asst, Irt 1/0 0/1
SDM 1/1 0/1 (1)
SSA 2/2 0/1 (1) 0/1 (1)
SMS 1/0 0/1
A/P III 1/0 3/3 (3) 0/1 (1) 0/2 (1)
A/P II 1/0 3/3 (3) 0/1 (1) 0/2 (2)
A/P I 1/0 3/3 0/1 (1) 0/2 (2)
COS 1/0 0/1
CO II 1/0 2/0 0/3
CO I 2/0 5/0 (1 vacancy 0/6
eliminated)
SECR II (M) 1/0 0/1
CLK I (M) 1/0 0/1
TYP/CLK I 1/0 0/1
CLK III 2/0 0/2
K/P II 1/0 1/0 (4) 0/2
K/P I 5/0 1/0 (4) 0/6
Totals 1 29/12 0 55 0/34
1/0
0/1
(1) New position to be bond funded
(2) New funding required on additional positions
(3) Does not include temporarily LEAA Funded Programmers
(4) Does not include Keypunch Operators and Clerks scheduled to be
Screener/Transcribers and support for C.A.R.E. at MPA
*B/A means Before/After
I-1
APPtNbtX t (oontinued)
7ata Prad r;t .tag P sitionM Arter IT8 Reor„gahigRat,io as or Oct an
1T8 ice ,.Dept F`i. ep
Out of Management Services
Operating Budget:
Administrative /
Supervisory
Analysts/Programmers
Computer Operators
Keypunch Operators
Out of Police Dept. Operating
Budget:
Administrative/
Supervisory
Analyst/Programmers
Computer Operators
Keypunch Operators
Clerical Support
Out of new Fire Dept. Bond
Financing:
Administrative/
Supervisory
Analyst/Programmers
Out of continuing Police
Dept. Bond Financing
Analyst/Programmers
Out of newly budgeted funds
Asst, Communications
Analyst/Programmers
Computer Operator
(reduction)
* doos not reflect
1
3
3
-1
"71 12
temporary I4I'.A A funded poo i t i ons
1
APPtNbtk
t.Nr1,010.g• har„,t.
• (in thbuSandS)
Police Dept,
8quipment Costs:
General Purpose City Computer
costs purchased out of bond
'funds without reimbursement
$179
Fire Dept,
BondFund
$179
General Purpose City Computer
costs purchased out of bond
funds to he reimbursed with
interest over 20 yrs 179 179
Fire Dept, Computer Costs
purchased out of bond funds 470
Police Dept, Computer Costs
purchased out of bond funds 264
Development Costs:
General City Development costs
paid out of bond funds over
two years 50 50
Fire Department Development
costs paid out of bond funds
over two years 250
Police Department Development
costs paid out of bond funds
over two years
Total:A
J-1
300
$972 $1128
Ar'f't;ttut X K
.E(40 > VOt rollow=ob Costs to be AbsoYb rl in Ann al Budget
tot'` New City Computer
For MFD Computer
For MPb Computer
Savings from Economies of
Scale (25% estimate)
Maintenance_ Savings from
Release of Burroughs
Contract
Total Additional
Costs
Additional
Maintenance
50 ,120
82,900t'
18.480:
(25,500)
76,000
*Based upon 7% of purchase price
_* Includes interest
Lease
Purchase Boyd Fund** Total
Sot, t}gs Reimbursements Req irethehts
MPb MFb
(53,000) 10,000 10,000
(13,000)
17,120
32,900
18,480
(25,500)
(13,000)
(66,000) 10,000 10,000 30,000
r cutudry i9 / /
Po.g`ition Paper re
tnfbrmatioh and TelecomMuniCations 8ystet gervices
t, tntroduction
The City of Miami like nearly all other Local governments
is structured along "classical" lines in terms of organi-
zation. That structure is hierarchial and divided into
line and staff departments with formal communications
flowing vertically. Coordination is an essential task
of top management because the formal structure and
communications process culminates at the top due to
departmentalization below that level.
Organizations in fact as opposed to theory operate much
differently than the formal organizational chart would
suggest because of critical factors such as personalities
and organizational sociology. Further, "classical"
organizations must operate informally if they are to
function at all because lateral communications and
coordination must occur at all levels in the organization
for it to survive and even minimally accomplish that for
which it exists.
For these reasons and other"classically" oryani2ed
gOVernMentdi entitled often become dysfunctional ih whole
Or in part With respect to the goals such entities are
formally expected to purstie. Some Of the syrnptoms of
such dysfunctionalisffi ate the development of virtually
autonomous sub-entitiesp poor coordination, poorer
communicationts and fragmentation of both physical and
human resources into competing, duplicate, and even in
compatible efforts. To the extent that the organization
functions at all, it functions on the basis of the informal
organization. In the extreme case, such dysfunctionalism
becomes a case of organizational survival of the strongest
and the devil take the hindmost with the hindmost often
being the basic mission of the organization and taxpayers
who support the organization.
The problems of "classically" organized governmental entities
are compounded when the environment in which it exists is
characterized by accelerating change and ever more un-
certainty brought about by changing social, political,
and economic forces which are at best only dimly perceived
by even the most astute observors. These problems are
exponentially compounded by the impact of technology which
is both the producer of change and a tool for coping with
change.
-2-
• r 1
Thd City of Mi.aMi presently finds itself in the environment
Olat the foregoing comments suggest, The City, among all
the other forces to which it is subjected, has been and
it now impacted upon by technology. It is, in fact, at
a critical point in time with respect to the issue of
whether technology specifically computers and tele-
communications --- will warp the organization to supporting
it, or will technology be subordinated to supporting the
organization. Computers and telecommunications technology
impacts upon a 'classically' organized entity in diverse
ways. Some of these are
1. That such technology cuts across organizational
lines in that basically the same technical systems
support and draw from all departments in the organization
to a lesser or greater extent.
2. That such support is so critically needed that the
technology becomes something more akin to an end
rather than a means. Means - ends displacement
as it were.
3. That in this case, computer and telecommunications
technology is so inextricably mixed that one can not
function without the other. Buying into one requires,
inevitably, buying into the other.
What this technology .s itself changing so rapidly
that when one purchases such technology, one roes
capably also purchases obsolesence.
That technology is to the lay person a world inhabited
by the arcane and the mysterious a world best left
alone to its own denizens.
That technology carries with it a frightful dollar
cost both capital and operational. One might afford
the former but perhaps not the latter.
7. That technology has three distinct phases in an
organization. First, it must be developed a
costly, time consuming, disaster - prone phase.
Second, it must be operated once developed. Third,
when finally operational, such technology must be improved
upon, new hardware and software acquired just to
stay abreast of the state-of-the-art. Hence,
technology is a never ending, three-phase cycle.
8. Computer and telecommunications technology is a
process, a way of doing something to some thing.
Additionally, it has a life -cycle that is a process
in and of itself:
Computer and telecomrunications•technology can be
best co ncettialized in an otganizational sense. as
a ..system a group of interacting, interdependent
elements --• that processes things received froth •
across organizational boundaries to supportusers
•across those same boundaries.
lb. That such technology, if it can be managed at all,
is best managed as a system that consists of inter-
dependent relationships. It can not be departmentalized
on the conventional, governmental premises of
purpose, place, person, thing, or process (because
it processes across organizational lines). It must
be managed as a system of interdependent relationships
which weave throughout the organization supporting
all in a few ways, some in many ways, but none in
all ways (i.e. exclusively).
II. Information and Telecommunications System Services (ITS)
Flowing from the points raised in the introduction it is
proposed that an entity to be known as Information and
Telecommunications System Services be organizationally
established as a service activity, but managed as a system
to support individual departments and the City as a whole.
An entity which provides .for integrated, computer based
information and telecommunications technoio ical s stern
development throughout the City, yet provides for
individual department, day-to-day, operational Control and
use of that system, Therefore, tTS is both a technological
system and a way of managing that system.
It must be emphasized, here, and again and aggain, that the
proposal of an ITS to be managed as a SYSTEM is an evolving
concept. Its finite characteristics and functioning are
not here laid down as dogma nor can they be. The blueprint
can not be drawn because: one, we do not know enough to
do so; two, it is a system that will evolve both technologi-
cally and managerially as experience is gained; and,
three, it is a system deliberately created to be never
static in structure or activity. Rather, it is to be a
system consciously predicated upon a base of dynamic
tension created by the competition of who wants what,
when, and where in terms of technological services as
constrained by costs and time. As a management system it
can survive only so long as and to the extent that it
successfully accommodates competing demands through
bargaining relationships.
1
Or, in other words, it is a tnanageMent syste fi to insti-.
tutionalize one area of organizational conflict
allocation
of technological resources. Admittedly, such a management
system carries with it the ever present danger of internecine
warfare; but, it eliminates the danger of an ossified
bureaucracy; i.e. an agency that forever exists, but never
acts.
In short, although Information and Telecommunications System
Services may be amorphous both on the organization chart
and in fact, it will be a system that encourages communication
to and from all points; that has an amoeba like changeable
form to meet changing conditions; that forces people at
all levels and points to interact; and, that resolves
most intraorganizational conflict by bargaining through
a network of checks and balances. No one person or entity
controls all, but all control a little; none is immune, all
are vulnerable. The mere act of existing in this System
will require people to work together. In some respects,
then, this System is a conscious effort to capitalize on
that which is often most effective in formal organizations
the informal organization which, in turn, is essentially
a web of relationships.
AdminIstratively, where Will. the Ultimate power lid'? it
Will lid with he to whOM the people in the 8ystoM must turn
for th last word, administratively, when ah issue ig too
contested or too significant to be bargained out. That
person in the City of Miami can only be the City Manager.
/It. Relationships, Functions, Staffingt AesPoheibilitY and
Authorillt within the Information and Telecommuhicatioh_s
SYstom Services:
A. Relationships
1. The ITS would be first, last, and always a SUPPORT
activity established to serve intradepartmental,
interdepartmental, and overall City needs in
the area of computer based information systems and
telecommunications.
2. The ITS in a legal sense would be a department.
Conceptually, however, it would be a system to
provide a service that flows like a stream through
and around all departments. Functionally, the ITS
would act as a service agency to the line departments
because they exist to provide the services for
which the City exists, whereas the ITS would exist
to service the line departments.
-8-
ww4.00;04s4ioulsattmi4041,,0444.,4444:7 Avig,
CohdeptUAlly, the ITS would be like any other
Staff agendy in the City it exists to
serve the line.
The ITS would play a dominant role in the
development of computer based informational 8ysteffiS
and telecommunications so that at integrated, cost
effective City-wide system could be developed.
The individual departments would play the dominant
role in and manage the daily operations of their
informational and telecommunications activities
so that they can control a staff service which
significantly impacts upon their line activities.
In this area, the ITS would act as a resource or
consultant to the departments. In turn, the
departments would be a resource and consultant to
the ITS to insure that departmental needs are
anticipated and met in the development of an enlarged
and enhanced system.
4. The further development of the ITS as a technological
.system would be contributed to by the individual
departments; and, specifically contributed to and
monitored by the Information and Telecommunications
-9-
8ysteM Committee (ITSC) appointed by the City
Manager consisting of department heads who are
the primary users and/Or participants in the system.
The Committee would function on the basis of
consensus with major, contested items appealable
to the City Manager by any of the contesting
parties -- an individual department head, the
Committee, or the ITS Coordinator.
5. The ITS Coordinator would receive overall system
developmental guidance from the ITS Committee with
day-to-day input on system activities from depart-
ment heads and others. Formally, the ITS Coordinator
would report directly to the City Manager, but
his functional relationships would be primarily
with department heads and specifically with the
ITS Committee.
B. Functions
1. The ITS would be responsible for overall planning
and implementation of departmental and City-wide
computer based information system and telecommunications
services guided by the ITS Committee with individual
department head input. The broad -based planning
would be done within the trg; the dot iird planning
would be done by the departments which have ITS
subsystems or are users of the ITSI Once plans
are approved by the appropriate parties, implemen-
tation would become the primary responsibility of
the ITS with departments required to assist as
appropriate and as called for in the plans.
2. The formulation of specifications, evaluations of
bids, bid awards, vendor contract management, etc.
would be primarily the responsibility of the ITS
with departmental assistance as appropriate.
3. ITS would be responsible for the capital budget and
bond fund programs that pertain to the developmental
aspects of computer based informational system and
telecommunications services based on the guidance
of the ITS Committee and input from individual
department heads. Operating budgets with respect
to such services that are operational would be the
primary responsibility of the departments involved
with the ITS Coordinator having formal advisory
status.
-11-
ITS would control and be accountable for under
the .appropriate financial and budgetary► regulations,
the expenditure of all bond and capital budget
monies to be utilized in developing the overall.
system.
5. The ITS Coordinator would have formal, concurrence
authority with respect to the hiring of the senior,
professional personnel in informational systems and
telecommunications throughout the City. He would
have formal advisory power with respect to those
personnel in matters of performance evaluation,
and disciplinary actions when those actions stem
from professional misconduct or incompetence.
6. The ITS Coordinator would be the chief resource
person to the ITS Committee and that Committee must
consult him.
7. The ITS Coordinator would report informationally to
the City Manager and appropriate department heads on
ITS activities and related subjects as necessary.
8. The ITS Coordinator would have formal advisory status
with the department head(s) who have computer and
telecommunications services currently operating.
_12-
.1kt:pontAbility ad AUOlority
The ITS Coordinator should have the authority in
writing trot the City Manager to maintain the
relationships and perform the functions enumerated
in It. A and 8 above and such other activities
as are listed hereunder: and, for the same he
should be responsible.
2. The ITS Coordinator should report formally and
directly to the City Manager. 8ut, his functional
relationships should be primarily with department
heads and specifically with the ITS Committee.
D. Staffing
1. Because the ITS Coordinator is managing a system
with emphasis on the developmental aspects, and
with day-to-day operational control and responsibility
under the department head where computer and
telecommunications services are currently operating;
and, because these same departments must contribute
as appropriate to the detailed planning and imple-
mentation of an enlarged and enhanced system, initial
personnel staff needs should be limited.
-13-
0. Tho !iaff could Oon3h4t of .WO awii:0-.ant coordinators
who have detailed knowledge in either computer
based information systems Or telecommunications
and at least A basic familiarity with the other;
a secretary; and ar account clerk/typist.
IV. DeveloPment of an integrated, City -Wide Computer 8ased
Information and Telecommunications System
To integrate is To make into a whole by bringing all the
parts together; unify." Integrate in this proposal refers
to bringing together into a total system the disparate
computer and telecommunications subsystems that exist within
the City. Integrate also refers to bringing together into
this same total system the presently planned and/or wished
for enhancement or enlargement of the subsystems --in a word,
developmental activities. When these developmental ac-
tivities become reality, then the total system must be
improved upon and new state -of -the art technology acquired;
this, too, must be brought into the total system. In, short,
the three-phase life cycle of computer based information
systems and telecommunications technology must be brought
together and incorporated within the total system --the ITS.
-14-
The Whole iS the City -elide •iT and the parts are the subs
•systeffis of the ITS that function within a specifie
department or function to service two or mote departments.
'The whole or total system is accomplished by.
1. City-wide planning involving the Information and
Telecommunications System Committee to include input
from individual departments to meet intra and inter-
departmental and overall City needs.
2. Unified implementation of those plans through the
ITS under the rnonitorship of the ITS Committee with
input from various departments.
3. Expenditure of bond and capital budget funds through
the ITS.
4. Formaladvisory authority for the ITS in selected
personnel staff areas and subsystem operations to
include the operating budget for the routine functioning
of these subsystems.
5. A decision -making and human communications process that
is characterized by checks and balances, and organi-
zational conflict resolution through negotiation with
only major, contested issues going directly to the
City Manager for resolution.
-15-
Thd IT8 Coordinator reports formally and directly to
the City Mah ger.
Through planning and the setting of policies for
technological hardware and software, intrasystem
compatibility can be achieved as well as technological
communication (e.g. computer to computer links).
Physical co -location of computer based information and
telecommunications subsystems wherever possible will
contribute to a unified system with the cost benefits
of economies of scale.
The parts--subsystems--that make up the whole --total system--
will, for day-to-day operations, fall under the direct
control of the department or departments they serve.
Department heads in effect will manage their own subsystems
and associated personnel. In those instances where the
hardware and software for the subsystems utilized by the
department head are located at a site center, he will
function as if the subsystems were in his department through
remote terminals, printers, electronic communication links,
etc.
To the department head, the benefit is both apparent and
real. He controls the support activity that vitally affects
his departmental operations. No longer will he be held
-16-
adO6Uhteble totsts overall departmental operations but lack
control over a kdy support activity, thus making such
accountability a mockery in fact and aft inequity ih theory.
TO the City Manager and his staff the benefit of such A
system iS also both apparent and real. Now, department
head a can be justly and realistically held accountable
for departmental operations.
If a department head ia to be expected tO take an interest
in computer based information and telecommunications sub-
systems to support and improve his departmental operations,
he must have control of that which he uses; and, he must
be held accountable for that usage.
V. Advantages and Disadvantages
A number of the advantages of the ITS have been suggested
specifically or generally in the body of this proposal;
however, two need to be emphasized. One is that the
"system" approach provides an organization check and balance
process that precludes any one person from having so much
power by virtue of resources, authority, or status that he
creates a relationship where others are dependent upon
him.
-17-
A dependenCy Which Could ih the case of staff versus
line agendies result in the tail (staff agency) Wagging
the dog (line agency). By creating a new organigational
entity'" the IT8—whidh is based on the concept of system
management (interdependent relationships) that same
dependency relationship is avoided among departments or
department heads. To put it bluntly, the system management
concept deliberately diffuses and blurs traditional lines
and poihts of authority and communication to prevent
agency autonomy yet create agency interdependence.
Together, all can succeed; separately, each must fail.
Hence, a balance of power as it were. Admittedly, the
foregoing alludes to an unpleasant aspect of organizational
life and strife. One which is too seldom articulated, too
often ignored.
The second advantage is a curious one in that "system"
management is a term without precise form and content.
It will come to have form and content only as experience
is gained in organizing a system to be managed and then
managing it. The real advantage is that lack of form and
content --read conventional wisdom --allows for evolution;
evolution allows for change; and, in managing technology
as well as in managing other activities, change is the name
of the game --perhaps, the management of change is the only
game in town.
-18-
•
or Ow mifily ihA .ipp.irunt in
ffionovmont gohetally, and.ih IntolMAtion and ioic
t-!oattrititii.CAtiong System gerViCOS hore•prOpbs'edi SeVetAt
deservedeery to be Mentioned
i, First, it is a radical change and following in the
wake of change are fear, insecurity, and resistance.
2. The ITS is extremely dependent upon people: people
who are competent, who are committed to doing a job,
and who, above all, are willing to work and risk with
and through others to accomplish a goal. Such a group
may exist today, but tomorrow?
3. For the ITS to work, people will have to make it work --
a commitment perhaps too great in terms of time and
psychic energy for people to stick it out.
4. The risks in managing technology in terms of dollar
costs and unmet expectations are frightening enough
without adding to those risks experimentation with a
new, unknown organizational entity called a "system",
and a management form vaguely labeled "system management".
Some might argue that the better part of wisdom is to
cope with the devils we know, rather than those we
do not know.
-19-
tat
;ei'th7Rergstroot
( 4p Program Manager;
1u:V: reorgye t'a Knox, Jr.
City At-torney
GFK/sdp
tit'V o Mt4oAt.
Mt:MORANbUt
Gktt:
Pebruary 4, 197
St)rl91tt feint Funds EY1)C'iIdi t.ures
1if.F CN EI+C . :
L'NCL.osuRt6:
1 concur with previous opinions, but would
emphasize that expenditures for personnel
services he in the developmental stages.
fart' r)F" ' lt.!bly i'1 r7: ih
I�dr►:t .oI:t.rc tr,r:r.�,rar2�,`tt)u
to q -`it•f e XritJX, Jr,
(.1. ty Attorney
�,• tit T p.3rtlnt'nt
t =;,tA Kn_ i th P.(r�gs t rpm
3;PMPb t'o;rarn Manager
i'eoru.ir•y 2, 1977 rn.e
t!g 1 ()pinion on
SL°�J:t Request for 11
bona funds ex;;end i tunes
Ci.tldcsi on Tao, daLet3
NCI OSR Es 14 r. t.:e!., Lunt 5 �:r'•�e1r�. dated 1.0/1 1/714
t t .r rrorn uen H. D i.c ens g/10/14
In i'he past, Police bond funds have been spent to purchase computer
and communication hardware and software. Additionally bond funds
have ber-n utilized to pay salaries of professional personnel who
work exclusively to develop capital assets in the .form of computer
hardware and software. Personnel who simply maintain or operate
current computer systems have never been paid out of bond funds
because such activities are clearly maintenance and/or running
expenses of the City. Further, bond funds have been expended to
purch,ise professional services in the form of technical or consulting
studies to develop overall plans for capital assets or to assist in
specific areas of the development of such assets. As Mr. James E.
Gunderson's memorandum indicates, expenditures of bond funds as
described above are appropriate from the Finance Department's point
of view. Previous city attorneys and a bond counsel have indicated
the same.
Because of the anticipate expenditures of the remaining Police bond
funds .as well as the planned expenditure of Fire bond funds, it is
respectfully requested that your Department provide a legal opinion
to guide us in the expenditure of bond funds.
KB:te
1)
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30N S B ^ s. 7 1tt1 �0 FOR :, 'ice P 7 `;'o OF
• ♦ • Z r� . t 7 : l�f ri TTyyr . Y'� ..,1. ..� 7 ` : 1 3 3 "�
P;7OCZ ;a.1!s+l..y \.l:i•,?l) l..r:'aJ 'lJJ'J0 �'�!Z i �'�::y � .�:.: �.� .� O� P173._
Vr i1'.'a?vG >i Lr'
1 r_ .. -, 1 �? - 3 - a ra..
l..:lJ" �::.. JlC �S •�UtJt('_ t;r�S i:0 %�1 l_ l._�.`t: �� ''C i.�?3 �'^�i:s O.i
to t'.r.a 'ocogr `7,ers dur i,i?. the 13".-!1 —2 O_ i .'U• s:.. `'1'ti?• 1:1:3
z:id ` r1or Lo ::_^.a time that i:ila, ,'v:.--putz-rs CJ,o into
actLEIO?3ra3tion .i a ropa.r i:O 1)2 (`E1a tc'•3d LO _u1, !:..
!"a3 i t„,-d by i l })O:)r', 3 ? Or 013 ij1_•CJi'_1l ri::i. �:) t o. i:'12 !'%)0 :- : it
•
•
This •plost3Ori '. S Coo dir3 T d with our bond '="t!1 A.
ric ons. hss sis 7 li.?d us win a ti_%;+ i_:_t3:1 C3c'1f-_r :'a _Ot•1 of his
p:2vton.siy ..c u?d oral opinion. His c.O:l li'•:1`=t.ioil Conti . s a
.� r!s ;of ' Oin i:' .,>..- r^s
G �C?'1?� L7I7 C.t1 '+"•- ,50:1^0 for our opinion. 1fJ;1. l��• _i� ..,
a copy js = cac;nad for your
infozmati.on and gu =eianc
+C: c : 15011 r. V. Jo' i o n, . 3'_1 d g ?t Off i c a r -W/e n (7 i .
3,:t--na:.d L. GaraLr3� Gfiaf of ?Clic t: - /ac .
•
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t
t .l) '.11. 4.1 F'. Irt.lit.11t.i
...• t (.• )...4 4.•.0
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it t,..;ac...:t 1..4461,
t.' i.'t, t' t
t.._ ....� t
t vtt•.+1 .. 1,i.t , t+4. )4.
1S. Y: :',�i f',1 Vt„ )*.
Jul -In 8, 000, - q i i ce
Cis y :'.tLI)t:nuy
LaW
oE
6' S. W. First Street
Florida 33130
Oc.Ar Mr. Lloyd:
: • f•t, 1 ,1 1 i.Y 0. • •19.'i
. teoo r 10, 19/4
•
This will confirm lily telephone converSat ).on with youand
i.:s;:on a few days at o concerning permissible uses of a part
of i)ic prone, ds of the Police l3eari';unrl:eri s Bonds.
.1y understanding of the question is as -follows:
?; Y A PART OF THE MONEYS RECEIVED FROM 'THE PROCEEDS
OF THE POLICE HEAD7UT-.RT FRS iNts CRIME PREVENTION
F?;C I T, t`1'I ►-:S }3ONDS BE EXPENDED FOR THE PURPOSE OF
PRO(_ RT!,''M NG COr-;PUTEr S USED FOR THE PURPOSE OF PRE-
VENTING CRIME?
The programming will to a substantial extent be for the
cost of labor. Ti Bonds recited on their face that the proceeds would
be used in part for tithe acquisition and installation of modern
elect -ionic crime fighting equipment and facilities and the
acquisition of any necessary land and equipment."
Sc cJ ion 3 1 9 of the City Charter, with reference to
ii prov..;,eni_s that may be financed with bonds, states that the
t:ost of i.mprove,T,ents, includes 114 (a) Labor and material.t"
.
oyi
r, ;ra
�11 1 1' •
.24 n(i t:i117t`is 1 0, ) ! )4
i i
r
t
St:ei#�
:l11 t)a oI t{'t)f Charter pr ov1 t)i's i l)at 1+rJ1)(15 1*r• /�(3
]' 'i0f='U Priv any municipal I)t7 :(lt)�3(Yf t- :►;i.j_1� for 3,1r11n1i.C'.1�.'.i)c_tf Lind
i t
1,:T:1 l.'t; 4 It c,xci'pi fort 1)(y 'C1111►11nr t r's):•1):;c.; of tS)r (I:11_y.
r1: .i s a ?act that )r•(;t 1)i1t.. 1 :11 'a ?or )i s i o jr.(_
t d •��. i r:,.` .' a� it .:t S'
t:1)1. ri tj ;fippr oVi'd 1iy i_1):: .i.,Ur) t- 1e ('cj1)(.-tt L)i\01V(y the t?;, ,:':.:dj)ng Of
;a i + i
1; pros-." is for labor. The central 1 (.Inr• i t'. i on no:'7i i. S i it TS tilC.it'
nny 1'c>'!'�r711 `.11i�c a di f1?i t?!1L 7111(5 ::iionld 1)1 i?ii 11r'd to the i?',4)(�l:i]1.11.1' 2
of 1?(l;l(i �),I`o t'i t:S ;loin :his 11 l.1.t.. ]1 ci C 1"i0)?d 1.5',11t?i it t can i l )1d )1C1
0..150T1 r)k 1101: applying i:1G�tole to the s o_a (jlit
j;:!r j
CYIt'1? ;a3:C''l%i?lltl017 rac 1i".11
YC 1!a, f:lit?):2r0Ct1j ht.y opinion (.'OS'i. of the initial
co olti:0i. pl.ogrt?m;ll'lrl CQn';i.sLing of .`il( 111.ricani e-,:L3:?11(jit:..UL' S ?')r
+li�oC� ) •:y `jr:oparty bd paid J f:t.11n .fond pt'occodsa
( believe a %vold of caution u :ion is. n,-,:c_Q Sc31y in V1t:w of the
p•oillbi.i, ion in Section 53 of the L:llaCier a9anst: pa}.ii??nt or r%lnnlpg
c'?:;:.�tn es of Hid C i. i_y .end ?%1."3 n is►? nc'_ilce and ro a3 irs i 1"oil bond prOCOC:,3s .
fi: wood :.ireu rt i.o 1•,e to hr.! tjood policy to .1.1rhl.ir the labor ei.pnditu,es
o i? period which i.C)t?ly
d 3.ot 0 1_,c';,vond 1:11e point at which the crDrr:Jtlt•:Is
1inV3 i)i�t:f1 piO r ir•,i1.?d to i11ric'.:ion and p?rioi n the task Tor 1l lc}l:lcy
1eaVG b..:c'n installed pills a reasonable period thereafter for break-in
and testing,
1 hop? this 1nfoc ation will be 'oe.1pfu1.
•
Sincerely,:,
Ben H. Dickens
t`,irY Ft . :A
•. 1 •.t it. i f1 t:i t y i.:no y+'r
'.i' p.1I ; ..,••lit +ri f'I►l i rC
i' •.es) . Cun+iorsor
bi ncL:t or of Finance
r 1 :nti::ry 31, i9/1
}'.11„Ih1t' turd Feud i',},p1ndit11res
tr :.. :s:
Section 58 of the Miami City Charter provides:
"The City Ce..m iss i c•imrs shall have power to issue bonds
of the city for any municipal purpose, except for the
maintenance and repairs, and except for the running ex..
ponies of the city, to an n'ilount..." (emphasis ours),
The key words "except for the maintenance and repairs, and except
for the running (.expenses", must be defined according to generally
accepted accounting classifications:
Expenditures are classified in accordance with whether they represent
current expenses or capital outlays. The character classification
emphasizes the time period or periods expected to be benefited by an
expenditure. Current expenses, maintenance and repairs, are expected
to be consumed in the current period, whereas a capital outlay results
in the acquisition of a fixed asset which will serve the city during
a number of fiscal periods.
Those expenses which are accumulated to constitute a fixed asset, are
not maintenance and repair, but are current expenses such as salaries
and wages, plus materials which go to provide the form of the fixed
asset. Typical examples of this capital asset formulation, are the
making of trailers, snow -blades, etc..
For additional information, see ray memo to all departments, dated
January 13, 1977, entitled "General Fixed Assets".
cc: Ms. Betty Harris
Assistant Finance Director
et
It. in'. 111 Iiii.11
(1) I
t.t„, • -
1.4(1un1t!rson
t
Tricot of Finance
t*.
,00
it*
.1 m.•ty 11, 19/i
ttz:Lc
t:SoCt...C5u4ES;
/n order to be consistent,accounting wise, the following guidelines are
hereby established for all assets owned by the city.
1. The asset must be of a tangible nature.
2 The asset must have a minimum life of two years.
3. The asset most have a minimum value of $300. The
value is determined by the actual cost incurred by
the City in acquiring the asset. A gift or donation
is to be recorded at its cash market value at the
time of its receipt.
Proper accounting for costs related to general fixed assets, after their
acquisition, requires careful differentiation between maintenance ex-
penditures and costs for addition and betterments.
Maintenance costs are those which are necessary to keep cn asset in its
intended operating condition but uhich do not materially increase the
value of the asset.
An addition refers to a physical extension of some existing asset. A
bettement is when a part of an existing asset is replaced by another,
and the replacement provides a significant increase in the life or value
of the projects.
Subsidiary records on each recorded asset is to include the following
information:
1. Class Code:
(1) Land
(2) Buildings
(3) Improvements other than building
(4) Machinery & Equipment
Page 1 of 2
nrt
5i})ject: ftr.w.r.il Fixed Ar.set_s (ror}tin•:.rd)
B17
>s P. ; ent voucher n'rAer
3, bate of :tyui.51t iott
�. t,bhrr_•v at' d description
56 bepa t:r:}ent and division char -cl with custody
6. toc t.loii
7. Cost i'
8. Pund and account trot which purchased
9. method of Acquisition
10. hate, method And authorization of disposition
*11 • Estimated life and depreciatiotit
'ko. 11 above is applicable to Intragovernmental, Trust and >nterprise
Funds only. Depreciation will not be taken on all other assets. A
revised Data Processing Inventory Control Sheet, providing for estimated
life and depreciation, will be distributed at a later date,
intra;;ovcramental Funds are defined as working capital funds, such as
City Garage, Motor Pool, Property Maintenance, Print Shop and Stationery
Stock..
Fnterprise Funds are defined as Self Supporting Funds, such as the Depart-
ment of Public Facilities) Dayfront Auditorium, Dinner Key Leased $uildings,
Golf, Warehouse Property, Dallas Park building and Little Havana Community
Center.
Pose 2 of 2