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City of Las Vegas

City of Las Vegas. Information Sharing/ Business Intelligence Strategy. Patricia Dues Enterprise Program Manager City of Las Vegas pdues@lasvegasnevada.gov. City of Las Vegas - Background. Founded in 1905 Las Vegas City Population: 600,000 LV Valley Population: 2,000,000

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City of Las Vegas

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  1. City of Las Vegas Information Sharing/ Business Intelligence Strategy Patricia Dues Enterprise Program Manager City of Las Vegas pdues@lasvegasnevada.gov

  2. City of Las Vegas - Background • Founded in 1905 • Las Vegas City Population: 600,000 • LV Valley Population: 2,000,000 • CLV Land Area: 117 Square Miles • Mayor/Council – Strategic arm • City Manager – Operations arm • 15 Departments Under CMO • 3,300 Employees • CLV Total Budget: $1.3B • CLV GF Budget: $750M • Oracle eBusiness Suite Customer since 1998

  3. Current Reporting and Analysis ArchitectureMultiple systems, multiple databases, multiple reporting needs

  4. Information Sharing • Oracle Insight Study • Need for Enterprise Reporting • City’s Performance-Based Budgeting Initiative • Business Intelligence • OBI EE • Oracle Business Intelligence Enterprise Edition

  5. Proposed Solution • Business Intelligence • OBI EE • Oracle Business Intelligence Enterprise Edition

  6. Why Oracle? Gartner’s Magic Quadrant

  7. Business Intelligence Strategy The importance of BI Strategy • Establish the foundation and infrastructure for all successive phases. • Clarify the value and benefits that the City (the enterprise) expects to receive from the project. • Develop data governance infrastructure, decision support and maintenance criteria. • Strategic data needs will evolve over time necessitating a structured approach to change. • Managing cross functional and cross organizational priorities requires a pre-determined process for incorporating new data and revisions to existing data. • Tools and technology will continue to rapidly evolve. Governance assists with transition to newer technologies and tools.

  8. Scalable and Sustainable Process Provide greater self-sufficiency at each level and enable each member of the process to do what they do best Business Users • Share dashboards, reports, alerts • Easily build / modify their own analysis • Build shared dashboards, alerts, workflow processes for their user community • Utilize Business Process Manager to personalize approvals and improve business efficiencies Business Analysts & Operations IT • Focus on data infrastructure, metadata model, tuning performance, security

  9. Data Warehouse Data Mart Oracle Hansen, Sigma, Custom Apps Files Excel XML Business Process Business Intelligence All Sources – All Uses Desktop Gadgets Ad-hoc Analysis Interactive Dashboards Search Reporting & Publishing Proactive Detection and Alerts Disconnected & Mobile Analytics MS Office & Outlook Integration Common Enterprise Information Model Integrated Security, User Management, Personalization Multidimensional Calculation and Integration Engine Intelligent Request Generation and Optimized Data Access Services

  10. Roadmap to BI Recommendations Develop Enterprise BI Strategy. Establish data governance foundation. Complete KPI identification & definition. Refine PerformancePlus process. – How will the information be used? Release initial metrics. Refine management process & measures as necessary. Implement additional metrics. Begin rollout of Oracle Business intelligence Enterprise Edition dashboards, reports, analytics. Establish Business Intelligence Competency Center. 7 6 9 8 1 Higher 3 5 2 4 Value Lower Mid Term Long Term Short Term

  11. Project Resource Requirements • Steering Committee: Assist with managing scope and budget. Resolve cross-organizational disputes. • Deputy City Manager • Chief Information Officer • Director of Finance • Directors from Business Units • PerformancePlus Coordinator • Enterprise Program Manager • Extended Team Roles: Apply specialized functional and/or technical knowledge/skills specific to the project. • Enterprise Project Manager • Business Representatives • Technical Business Analysts • BI Tool Architects/Developers • Testers

  12. Best Practices: People, Processes & Policies • Executive commitment is essential. • Develop a common language with consistent definitions. • Commitment to data governance will be critical to success. • Start small for a quick win – Expand incrementally. • Work to achieve a balance between the usefulness of performance data and the cost of gathering and maintaining the data. • Leverage expertise & best practices from experienced consultants.

  13. Best Practices: Technology • Best practices and tools should be used. • A integrated web-based self service tool is essential. • An Enterprise Information Model should be created. • Make data available via integrated GIS presentations. • Architect for growth- The demand for information is exploding.

  14. Business Intelligence Long-Term Goals Enabling the Insight-Driven Enterprise • Empower Employees • Provide every individual with relevant, complete, contextual information that is tailored specifically to their role. • Provide Real-time Intelligence • Deliver insight that predicts the best next step, and deliver it in time to influence the business outcome • Use Insights to Guide Actions • Allow for the seamless integration of this information directly within operational business processes; • Lead people to take fact-based actions to optimize decisions & business interactions. • Insight-Driven Applications • Deliver complete area-specific BI/Analytic applications based on best practices that will mitigate risk, deploy quickly, and provide superior ownership economics

  15. Performance Plus Business Objectives Accountability, Transparency, Efficiency - Results Focus on the City’s core mission: Providing Municipal Services – Customer Service • Integrate business execution and management with Insight-driven business process optimization • Improve the efficiency and responsiveness with sense and respond • More responsive to ad hoc requests from external and internal users • Empower Performance Plus , It is not going away • Empower users- Let IT focus on other priority tasks • True ad hoc • Easy to use, Business terminology • Make information valuable, relevant, not a burden • Make information a tool for change and improvement not a tool for punitive efforts. Accurate, consistent, reliable information for all constituents Self Service Enhance the agility to support emerging City initiatives

  16. BI Competency Center • The consolidation of best practice functions and services, allowing rapid, repeatable successes with deployments. • The centralization of competency and operational efficiency which maximizes the use of technology resources and assets. • The ability to provide strategic BI deployment planning—accelerating rollout success. • Higher and faster adoption of the complete BI lifecycle and ‘single version of the truth’ across the entire enterprise which improves user satisfaction and self-service. • Enforce a BI standard with the ability to identify new opportunities to leverage the City’s intelligence capabilities. • Train end users on how to use the intelligence tools and technology effectively.

  17. High Level Iterative Projects Timeline

  18. Future Reporting & Analysis Architecture

  19. Questions? Patricia Dues Enterprise Program Manager City of Las Vegas pdues@lasvegasnevada.gov 702-229-5433

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