Okay, I'm gonna go ahead and call this meeting to order.

This is the information technology board meeting.

My name is Joseph O'Connor.

I am the chairman of the board.

Today is September 23rd, 2025, approximately 9 02 a.m.

A.M.

and we are in room 221 of the city county building.

The first order of this will be to uh do a roll call or attendance.

And I'll start on my right.

Chief.

Kevin Wethington, uh Deputy Chief from IMPD, Mayor World Appointchief for Public Safety.

Colonel James Martin, uh point to Marion County Sheriff Carrie Forestall.

Mayor and County Treasure Barbara Lawrence appointing of the City County Council.

Deanne Goldblatt said again for Clerk Kate Sweeney Bell today.

Controller Abby Hansen.

Thank you.

Next up we have the uh approval of the twilight 22nd, 2025 meeting minutes.

Do I have any corrections or addition to those minutes?

Mr.

Chairman.

Excuse me, Mr.

Chairman hearing no additions or modifications.

I move approval of the minutes.

Second.

Okay, we have approval and a second.

All in favor, please signify by saying aye.

Aye.

Opposed, same sign.

Minutes are approved.

Next we have the ISA board report from Mr.

Colin Hill.

Good morning.

Good morning, Mr.

Chair and members of the board.

My name is Colin Hill, Chief Information Officer for Indianapolis and Marion County and Director of ISA.

As usual, we start our IT boards with the uh ISA IT board report.

Going through, you can see our updated enterprise project slides at the top.

We have passwordless authentication.

This is an effort from ISA to help facilitate uh increased security and access for different users within the uh enterprise, including uh the those responsible for uh CGIS compliance.

This is the primary goal of this.

There are two main use cases we're looking at, and two vendors that we're discussing options with, and we continue to test those options and work through that, and we'll update hopefully at the next board meeting what that direction looks like.

You can see we have a target data of the end of the year on that, but we continue to work through that process.

Next up there is the Windows 11 upgrade.

We have gotten through the large portion of the enterprise as far as Windows 11 upgrade has happened.

We have until October 15th.

There are largely three outstanding agencies with with IMPD, uh, the sheriff's office and IFD remaining.

We've had separate conversations with each agency on what it looks like to get those finished up by the deadline, and we continue to work through that process.

Next up is WebEx calling.

You'll notice that that says complete.

What we have completed the moving from the unified call management system that was primarily Cisco to WebEx calling with everyone who was on that former system.

There are still remaining a via systems, but we're working on those, and those are a little bit different and outside of this initial project, but we're still keeping track of that and working towards that goal of getting those out of here by the end of the year.

Uh stepping down, we have the PeopleSoft Cloud Migration.

Currently, there is a request for qualifications out on the street.

I think that end date is tomorrow.

Uh so we continue to work through that process and we'll we'll continue to update the board.

Uh step down with the CCB Restack.

Our biggest focus is assisting building authority, which with the HVAC moves and making sure people have what they need right now.

Uh, but we will continue working through phase three of that process uh as needed to work with our partners.

Uh next up is advancing AI within the city county.

Uh, this has been a year-long effort by us to look at artificial intelligence, particularly Gen AI, and decide how to kind of level up everyone's understanding and and prepare for usage and governance within the city county, and it has multiple layers, but our current focus right now uh from Kate Coton and uh uh AI cohort leads within ISA.

We're doing a cohort evaluation of co-pilot for M365 with around uh 160 users in the city county, and uh we have a really good engagement from all sorts of people uh across the city county and different levels of jobs and a little really good engagement, and I I hope that it's uh the current feedback is it's going really well for people.

Next up is the purview implementation.

Purview is a technology with Microsoft that allows you to have governance of data.

We've been working through that governance as far as like uh sensitivity labels, uh looking at data loss prevention and and how to identify and manage that to make sure that uh we're taking good care of our data.

We continue to upgrade this.

I think that the latest piece is a level of uh data loss prevention identification within um uh outlook and connecting that to purview.

Uh more information on that to come.

I'm trying to be a little a little a little vague, but I wanted to know that this effort that ISA is doing and and our partners is is significant and goes to ensure a secure and uh labeled environment for the city county as we handle our data.

Uh Enterprise GIS upgrade, you'll see that it's marked as complete.

That is an effort that's been ongoing for some time.

Uh it was uh not necessarily done ahead of schedule, but the plan was this hyper care until February of next year.

But we we've completed uh the significant portion of the we've completed that upgrade now.

We're moving on to the next phase there, which is the uh not necessarily phase, but a separate project called the master address database where we're upgrading the technology to uh query and and understand spatially all the addresses in the city county, uh and this will go to help support other initiatives within the city county as we move forward.

Uh and right now you'll see that there is no date on that.

Uh, as we get through the discovery phase and planning phase of that, we'll we'll add in that date.

Same with the next one, which is uh ACH reimbursements across uh for um using ACH in accounts payable uh and potentially for employees is something that the auditor's office is looking at, and since it has uh an impact to everyone within the city county, we want to talk about it here.

And so that's just in the discovery phase as well.

Moving on to our next slide, this is our capital project slide.

Uh the largest update I have for you is with a solid waste garage.

We've we've completed uh purchasing of network equipment for that one uh and that uh we're expecting that to arrive and go in working in conjunction with with DPW.

Also, I believe we we also ordered network equipment for the uh ACS shelter, and that should be going in soon as well.

On to the vendor service level agreements.

Uh for the most part, our vendors have helped us achieve all of the service level agreements and objectives that we have.

However, in July, there were it was an instance with Bell with the data center networking side uh where there were there were two shorts.

There were two missed uh SLAs.

The first one being uh priority three resolutions, uh if just for the board and the public, we have four levels of priority tickets.

There's P1 is the highest level, and it's uh uh very quick response and and attempted at recovery.

That's usually a major incident for us.

And then uh cascading lower uh priority goes down.

So P3 is the is the third level of a ticket, uh, and there was a missed SLA there due to contributing factors, but the bigger piece was there was a a higher level uh issue, and that was the phone call uh average speed to answer.

Uh Bell was working through some issues with uh service level personnel.

We had the HVAC moves ongoing, there was just contributing factors for a day where they missed it by 0.4 of a percent.

Uh but I wanted to be transparent and report it to you.

Bell has since put in uh some some new levels of of making sure that they have the coverage necessary to do that.

Uh another thing that happened on that was that there were uh 200 and uh oh 250 uh requests from DPW as we transitioned them from to use MFA to log into some of our applications, and so all those things kind of convened and hit all at the same time.

But that that was the two SLAs that were missed.

So average speed to answer and our P3 resolution.

Uh our customer satisfaction is uh holding steady around 98%, uh which is which is really good uh and very happy from the support of everyone in ISA, both Bell and DAI as well.

So thank you to all of them.

I'm happy to answer some questions.

Any questions from the board on the ISA report?

I I don't have a question.

I do have a comment.

I love the new fountain system.

Thank you very much.

We're we're all really excited for it, and we're glad we were able to get it out for everyone.

Okay, hearing no questions, we uh moving on to the ISA financial report.

I know you're wearing a few different hats at this time, Colin, so go ahead.

Thank you, Mr.

Chair.

Uh, for the financial report, we're gonna give the update to where we are as far as our our spend.

Uh as you can see, ISA is still working to spend uh across our characters.

Uh as we get closer to the end of the year, particularly in in November and December, this this will get higher.

We don't usually report on that until January, but we are tracking where we normally track throughout every year uh with the average spend uh on to the collection side of things.

We we have re received quarter two chargebacks uh and collected those so you can kind of get a representation of where we are from that.

Uh quarter three chargebacks should be going out uh soon after quarter three is over.

So I forgot what data was.

My apologies.

Um questions on this side of things.

Thank you.

Uh first off, uh just want to say that uh the Office of Minority Women and Women in Business Development is available to certify vendors uh across the XBE space.

Uh and we generally send most of our vendors who are in the XBE segment to OMWBD to get certified or ensure that they are certified, but we would look forward to working with all businesses and uh uh continue to support OMWBD and how they operate with the vendor space to that end.

Uh you can see from our report, we're tracking a little bit behind.

We what we have is uh eligible spend.

This is spend that we think that that I that ISA has available, not that we think that we know ISA has available to spend on uh XBEs uh across across uh our budget.

It is a certain portion of our budget.

You see that our goal was 27%.

Uh we're um of that eligible spend, we're we're at 47%.

Uh if you look down, you'll see that we are from a variance of our goals at 15, 8, 3, and 1.

We're trailing a little bit behind, but we've always been very strong on the at least recently on the women business.

Uh I will say that while you'll see the total spent on MBEs at 601,000 in quarter two, it was 296,000.

So uh it's still behind where it should be, but we are working to to spend appropriately there with veteran-owned businesses.

We are at 59,000 in quarter two, we're at 109,000 now, and uh with disable owned businesses, we were at 16k in quarter two and at 22,000 now.

Happy to answer questions.

Any questions from the board?

Okay, hearing none, we will move on to our action items for today.

We have resolution 25-25 ESCO communications.

Looks like we have Amatov here for us.

Good morning, sir.

Good morning, Mr.

Chair.

Uh, good morning, members of the board.

Um, I'm here to present uh uh resolution 2525.

Um the court has used uh new ARP technologies uh since 2020 uh when we built the uh new justice center.

Um they handle the service for all the audiovisual equipment in all the courtrooms and uh the campus.

Um the new uh resolution is uh for a not to exceed uh over 534,000 for a total of uh a million eighteen thousand twenty-one dollars uh through twenty-eight that will handle the courthouse, it'll also handle the probation department and the new uh youth services center.

I'll answer any questions.

Any questions?

And this speaks uh specifically to the technology inside the courtrooms, and I know I I've taken it towards pretty high tech and in terms of uh uh white noising out juries so that you can you don't have to leave rooms, you can stay in the room and still conduct the business.

Yes, sir.

Okay.

Any questions on this resolution?

Okay, hearing only thing on the top, I'm sorry.

It says in the resolution, but I didn't hear you say you're also expanding services into the new family and youth center.

Youth services center and the probation department.

I heard probation that's in this few any more questions or comments for resolution 25-25.

Mr.

Chairman, I move approval of resolution 2525 as presented.

Okay, we have we have a motion and a second to approve.

All in favor, please signify by saying aye.

Aye opposed, same sign.

Motion carries.

Thank you.

Thank you.

Next we have resolution 25-26.

Ask reply.

Good morning.

Good morning.

I'm Michelle Navnet with the Office of Minority Women in Business Development.

Um, I'm here to present the resolution 2526.

It is for an updated total on our ask reply or B2G software program, which is for our certification contract compliance, and it can also uh move in if we want later for uh verifying payroll with those contracts and also grant management.

Okay.

Any questions from the board on 25-26?

Okay, hearing none, I'll entertain a motion.

I move approval of resolution 2526.

Second.

Okay, we have a motion to approve and a second.

All in favor, please signify by saying aye.

Aye.

Oppose, same sign.

Motion carries.

Thank you.

Thank you.

Moving right along to 25 27.

We have an EARC DocuSign.

Ms.

Coten, good morning.

Good morning, Mr.

Chairman, members of the board.

There we go.

Good morning.

My name is Kate Coten, Chief Digital Officer for ISA.

I'm here to present resolution 2527 for request for authorization to disperse enhance access funds to procure DocuSign for a total not to exceed our the funding request is for 115,000 to cover the expenses related to the purchase and implementation of DocuSign.

And I'd like to go through a little bit of information about DocuSign as this is an enhanced access fund request.

There we go.

So we'll go through a current state of our submission management platform offering and then a little bit about DocuSign to explain the benefit to the enterprise.

All right, our current use case for submissions platforms for forms essentially across the enterprise right now, based on our data is about 40 distinct agencies have a footprint in our two existing platforms.

That's a large majority, and that's just based on the data we captured.

And in this year alone, we've seen about 22,000 public submissions via 50 active public forms and over 50,000 internal submissions via via nearly a thousand active forms.

So we have quite an active use case.

However, these existing platforms have some gaps.

So some of these gaps are outlined here and include but are not limited to a lack of required compliance to receive and store sensitive data, an inability to e-sign, a lack of single sign-on across both platforms, ineffective administrative controls and reporting, which is why this data that I'm presenting is approximate.

Challenging attachment upload management, cumbersome workflow creation, and a lack of integratability, inhibit automation of processes and centralization of data.

So all of these gaps have been acknowledged both within ISA and our agency partners, and we have been looking for the good part of the last year to find a unified solution to address these gaps.

About DocuSign.

So many of you have probably heard of DocuSign and you may be familiar with it.

It started out as like a signature, but it's expanded to include much more than that.

It can do end-to-end digitization of many government processes.

So here you see the work kind of process management for an agreement, for example.

You can generate the agreement, do I ID verification, which we've had certain agencies request, review and negotiate and track changes, manage the signatures, and then from that signature manage workflows.

This is a platform offering that is customizable based on the agency needs.

And then moving forward to the end, we get robust analytics and administrative controls.

I mentioned the need for integration.

We need ideally the city county needs a platform form creation offering that can then take that data and integrate it into each agency's system of record.

So what that means is if you're submitting a form, you don't want that data to just live in that form platform.

You need it to go back to where the agencies are doing their work.

These are just some examples within the city county that uh DocuSign integrates into, including a Cela, Salesforce, Oracle, which is our PeopleSoft tools, Service Now, which is ISA's tool.

Um, and so with this, we get ready-built API connections that will allow the data to flow seamlessly between, um, which will improve our automation.

This platform also comes with additional oversight that it's currently inhibits ISA's ability to fully manage uh the submission offerings.

Um so we'll get we'll get comprehensive reporting, external account management to manage the signatory piece of it, as well as centralized user management and the ability for agencies to kind of provision their own space and manage their own forms, which is a current gap.

The tool is very scalable, allowing for account configuration, delegated administration, and bulk actions from updating and managing accounts and users.

Again, these are all things that inhibit our current growth to be able to support digitization of services.

There's increased security from single sign-on to automatic provisioning of activating new users and revoking access to make sure that the people who need access have it, as well as an email domain for unmanaged accounts.

The other piece of this is that they are state ramp compliant, so we can receive sensitive data, um PII, etc.

So with that, um, I think that outlines the benefits of this platform for the city county.

Um, this is an overview of what we're currently um requesting, which is the enterprise for gov state ramp license with um with DocuSign.

We're looking currently at starting out with a license-based model for 75 seats that would allow allow for unlimited submissions, enterprise support, integratability, and it comes with 30 hours of consultant consultative onboarding for three use cases.

We're currently doing an audit of all of the forms I mentioned to try to find the best use case to ensure that we're focusing on some of that integration.

And then with these 75 seats, we can expand the use out across the enterprise so that everybody can um where there's interest, ability, capacity within agencies, they can um learn the tool and dive in.

Um so for this license model for year one, where we'll we're requesting 115,000 for from ERC.

Um I think there is potential for this is the first tier within DocuSign.

I think there's potential in year two or three to see us move to tier two or three, depending on the appetite of our agency partners.

Um, but we want to start conservatively with um a model that we think will support the growth without invest without over investing initially.

Okay.

Thank you.

Any questions or comments on resolution 25-27?

How are the 75 seats gonna be allocated?

It's a great question.

I think that that will be a conversation.

So one of the ways that we're looking to fund this year over year is migrating funds from our current submission platform to this.

So our priority will be to migrate the those forms, and that will require us to focus on those agency partners initially to ensure that we can sustain the cost and the investment so we're not duplicating our investment.

Um so that will be the first priority.

If we see that there's additional need, I beyond that, um, say the treasurer's office, for example, um, I think that that's a conversation to figure out how we allocate.

Um with 75 seats and 46 agencies, that would be approximately if we did it equally, two editors in each agency.

So I think that there's room for us to make sure where there's a need that there's at least one license so that somebody can manage the process.

Um, and we'll work to evaluate um moving forward.

Okay.

Thank you.

Thanks.

Dan, you mentioned ID verification.

Is that something that is included for all 75 seats for um as ID verification that could be used, or is that an additional add-on for the agency that uses it?

Yeah, it's a good question.

Um that is something that we haven't in our conversations with DocuSign, we focused a lot on the additional cost for integration.

And I know that integrations, there's a submission limit for the API calls.

For ID verification, I I would have to confirm with DocuSign the cost model and it being, I know it's a feature function, but I don't know if there's an additional cost.

I would imagine that there's probably a limit.

Um I know that it's available, but it would be I'm happy to follow up.

Thank you.

Any more questions on resolution 26-27?

Sure, Colonel.

Is this platform going to be robust enough for like an internal process, let's say a purchase order?

100%, yes, sir.

That's actually one of the use cases I'm most excited about when we look at a lot of our forms that aren't digitized right now.

A lot of our internal processes still rely on PDFs, which can delay reportability, accountability, and uh transparency.

So I think um while that falls outside the use case I outlined for Treasurer Lawrence about trying to migrate our current investment.

I do think that we're gonna try to do both at the same time.

So yes, it's both.

I think right now Microsoft Forms is mostly used for our internal, but that has challenges from uh centralized account management to um lack of workflow, lack of seamless workflow management.

So this could help solve the stuff getting lost in my desk with the case.

100%.

Yes.

Right.

We can we can have a follow-up about that, yes, sir.

Great.

And there's some on this board have experienced some of that.

No.

We'll be in touch.

Thank you.

It's it's a really good use case.

I know that we're in inundated, and the more we can um leverage automation, I think the better um we can support each other.

Great.

And then off the back end, since it's not a PDF, you can pull data off the all of those submissions.

You can, yeah, you can definitely.

You can also have the data feed into a PDF if you need your final, if you need the form to go into a PDF as your final um deliverable.

That's an opt.

There's it's a very robust platform, um, and we plan on diving into use cases with each agency.

Great.

Matt controller, you had a question.

I'm not sure I know how to articulate this question the best, so I'm gonna take a stab at it, but it's probably gonna be technologically uh troublesome.

Um I get DocuSign documents today, and uh they're associated with my account, but not necessarily the enterprise.

One thing I've always worried about is controllers before me were signing things, and I'm like, what happened to those files?

Um is this going to be something that now is within the city-county data?

So it's not just me signing things on behalf of the controller and it's out in the universe, and if I didn't save it somewhere, it's gone.

Yes.

So I think I'd like to dive more to make sure I'm not making assumptions.

I'd like to dive more into that specific use case.

But in our conversations with DocuSign, the centralized the document management on the back is a centralized repository that is city county.

So we own that data, we have access to that data, and we can provision permissions accordingly as needed.

So I would definitely want to make sure that I'm not simplifying or misunderstanding, but I think that having an enterprise agreement will ensure that we have our arms around all of our data and are making sure that people have access to what they need.

It's a great question.

Any more questions on this resolution?

Hearing none, I will entertain a motion.

Mr.

Chairman, I'm approval of resolution 25-27 for docusign.

I have a motion to approve in a second.

All in favor, please signify by saying aye.

Aye.

Opposed, same sign.

Motion carries.

25-28.

Again, Ms.

Coton.

I'm gonna be here for a minute.

All right.

I bring to you resolution 2528, which is a resolution to authorize the dispersal of enhanced access funds to procure open gov, specifically request management to aid in the procurement and contract management for the city county.

This request is for 125,000 to cover the implementation and licensing costs.

I'm gonna go through again a presentation around current state and the suggested investment.

So the ask for open gov, as I mentioned, is largely related to contract management.

So our current, I wanted to do a review of our current state around digital contract workflow, which currently, as many of you may know, leverages COFAX Total Agility.

And while KTA does offer a comprehensive digital comprehensive digital framework, it has some limitations, namely uh difficulty updating and ensuring that it stays uh in a way that meets meets our growing and evolving business needs.

Um, in that those changes require investment of additional professional services with our third-party vendor.

This solution, our current solution is also leveraging on-prem um on-premise storage.

Uh it's currently connecting to FileNet, um, which is on it's our centralized document and archive management system.

Um, but being on premise does present limitations around flexibility, access, and growth.

And um migration to cloud is one of ISA's strategic priorities outlined in our strategic plan.

So the the on-premise dependence of our current digital contract solution does have scalability and flexibility concerns.

The other is a lack of a public portal.

So right now our contracts are digitally uh available to the public on indie.gov.

However, it relies on a search feature, not a browse feature.

So all contracts aren't just readily viewable, and that's a difficulty from a user experience.

If you don't know exactly what you're searching for, it can sometimes prove difficult to find what you're looking for.

So we've had numerous conversations and requests from different agency partners to improve that to aid in our transparency and access of our contracts.

Um that is uh a current gap.

All right, about open gov.

OpenGov is an enterprise level cloud-based platform designed specifically for the public sector.

As you can see here, they offer solutions and a variety of um aspects around uh public service from permitting and licensing, tax and revenue collection, payroll, utility billing, etc.

Currently, the city county has made an investment in two of these modules.

DMDs invested in permit and licensing, and um OFM has invested in procurement and contract management.

This request is to expand our investment in procurement and contract management to get the full um benefit of uh our current investment.

This essentially outlines that again.

So we have currently procured solid solicitation development and contract management.

However, to connect these two pieces, essentially that means procurement, so building an RFP, getting an RFP, scoring an RFP, doing the whole RFP process, and then the contract management is creating a contract in the portal.

The piece connecting those is the approval process and automation of comments and version control and all of that.

So there's a gap right now to optimize the flow in these very connected processes, and that's where request management comes in.

So this bridges the gap between a request and procurement to ensure full contract lifecycle management and allowing us to be fully automated and the connection between OFM, OCC, and the supporting agencies.

And will allow us to kind of pivot from our current digital contract solution.

Additionally, as I mentioned, DMD has made an investment in the permits and license permitting and licensing solution.

So as we look at kind of a unified solution and how our data all ties together, continuing to invest in a platform that allows us to connect and leverage that, optimize that investment is a good thing.

Okay, quick overview about solicitation development.

These are just some high-level features of what the tool does.

I should I should say the OFM purchasing team is currently implementing this.

I I don't know, I can't remember their exact go live date, but the um from discovery to implementation and testing has been a very smooth process.

Um we're looking forward to offering that the digital RFP submissions moving forward.

So as you see here, there's AI tools to help with writing, um, integration of policies and procedures, and collaboration through transparency, automation, and workflow approvals.

Then contract management.

So once you get through the RFP process, then you have a contract.

Um I think we've all been involved in contracts where version control and comments and questions can get very cumbersome.

So this tool is meant to centralize and help automate some of that to ensure that we have a very clear audit trail of who's commented when have they been addressed, et cetera, without getting things getting lost in email or a team's message or whatnot.

Um you can leverage logic-based templates and again replaces manual inefficiencies.

So request management bridges, as I said, it bridges the gap between these two ends of the procurement solution, kind of some high level features and functions around what this does.

I should say right now, request management.

We're we're looking to procure it specifically to bridge procurement to contracts, but this functionality can be applied to any OpenGov product.

So there'll be opportunity to, if we were to make an additional investment in another module, this this translates and can have additional optimization.

So we can track requests, um, as I mentioned, driving collaboration, um, bridging the gaps between finance and procurement, um, and then additionally more data.

I know our current digital contract solution, um, there's some opportunity for increased visibility with dashboards and data analysis, um, that this would uh kind of put the data in the hands of the departments and allow for greater visibility.

So I mentioned customizable workflows.

Our current solution requires a third-party vendor and professional services, which is additional unplanned dollars to make any additional changes to our platform.

This is a platform as service, low-code, no code, um, like it's very customizable and procurement the purchasing team is building their flows right now.

So they it'll be similar with with the contracts.

As I mentioned, there's a dashboard approval comments, um, offering greater accountability and transparency.

So this is an overview of the scope of the request.

Um, we're looking at the request management with e-signature.

So this also leverages their tool has built in DocuSign licensing to leverage e-signature.

Um, and that is a recurring license cost of 100,000 with an implementation cost, which is hours of professional service and support.

It's a one-time cost of 25,000.

So in year one, we'd be looking at 125,000 investment.

Um, and this this project has the support of both OFM and OCC.

Um, we've had numerous in terms of implementation.

Um, we've we've cleared people's implementations calendars and they're on board to make it a priority for um supporting the project.

Um, so yeah, that's this control.

Uh I maybe am one of the few people here who helped implement the KTA system.

Is it going to be do you think implementation of this is as time intensive as that was?

We met weekly for months to make that happen.

Um we have been very forthcoming and transparent with OpenGov around the difficulties and challenges of our current implementation, and they've assured us that they will, we've accounted for that in our project plan with having a few more focused discovery sessions.

Um they have implemented this tool across the county.

And they're known for their because of the way their development works, they're known for quick to quick to return on investment.

So from contract signature to deployment, their timelines are, you know, I I felt they were very aggressive, but in working with purchasing on the procurement piece, I think that that team has reported back on unprompted that they've been pleasantly surprised with how easy the implementation has been.

And I know there were a lot of concerns.

So I can't say 100% it will be painless, but I can say that I feel that we've done the due diligence around research and investing additional conversations around the plan that I feel confident will we have a partner to work through it.

Do you know how long you think implementation is?

Is it like three months, six months?

Um I do, but it's it's on my computer, and I don't have that part downloaded into my brain.

I think it was like a month of discovery, two months of testing, two months.

I think it was like a five-month deployment, somewhere around there.

Um but I can follow up with you on a we have a rough project plan I can send to you.

Okay, thank you.

Any more questions or comments on this resolution?

Okay, hearing none, I will entertain a motion.

I move approval of resolution 2528.

Second.

Okay, we have a motion to approve and a second.

All in favor, please signify by saying aye.

Aye.

Opposed, same sign.

Motion carries.

Ms.

Coden.

Try to make it quick.

This is resolution 2529, um, a resolution to authorize the dispersal of enhanced access funds for Preservica for a total not to exceed of 120,000 dollars to cover the implementation and storage costs for Preservica, which is a cloud-based software designed for preservation, organization, and retrieval of digital assets.

So this request aligns with, again, I mentioned ISA's uh interest in moving from an on-premise archival solution to a cloud-based solution.

And um that's what this is.

So similar, I'm gonna go through, talk through briefly an overview of why we document archiving.

This is largely for the benefit of any members of the public who may be less familiar with document archiving and why we do it, looking at the benefits of cloud-based archiving, and then a little bit about Preservica.

And I should say that this investigation was very collaborative with OFM's um administrator of archives, I think is her title.

Um, and uh so as you can imagine, archiving and archives are very inner intertwined.

Um, and so they actually brought this tool to our attention and and have kind of spearheaded this investigation.

So, why do we document archive?

Why do why do we do it?

Um, it's very important to preserve vital records as a government agency for future reference and compliance.

Um it's but by following proper document archiving standards, you can easily retrieve that information and enhance productivity and decision making when you're not trying to find things in the metadata is right.

Um, and again, I mentioned compliance.

Um, there are state and federal statutes around um retention laws and having a unified solution assists with that, and that's you know, that's why we do it.

Our current solution, as I mentioned, is an on-premise solution, just a quick overview of some of the challenges with an on-premise solution.

There are cost implicate implications, um, higher costs due to hardware and uh maintenance can impact the overall budget.

Um, and cloud solution doesn't have that same um requirement.

IT resources, um, maintaining network connection, hardware updates, et cetera, ongoing maintenance and support.

Um, there are challenges with scalability uh and that makes it difficult to adapt and grow as the enterprise retention records are ever expanding.

It's not a shrinking uh repository, it's only it's only growing.

Um but on-premise doesn't have the same ability to do hot and cold storage, so when you need it, you pay what when you need it, you pay more.

When you don't need it, you pay less.

So cloud solutions offer that um flexibility.

And then access and security concerns.

I don't want to misrepresent this.

Our on-premise solution is secure and we have permission-based access controls.

However, the oversight of that is a little bit cumbersome, and working with a cloud-based solution will allow more seamless integration with our Azure identity management and be a little bit more transparent to end users.

Okay.

So I've kind of talked through some of those benefits, but just high-level scalability and accessibility.

Um, it's 2025.

I don't know about you, but I can do a lot of work from my phone and um when I'm on the go and being able to access um documents in a secure way that it ensures my ability to address the needs of the city county.

Enhanced collaboration.

I think we've all experienced the pain of downloading a file and nobody seeing your comments or your work in a cloud environment allows for increased collaboration where you can have multiple people in the same file at the same time, and while not jeopardizing audit controls and versioning.

Enhanced security and compliance.

The platform provides strong security measures, including encryption, access controls, and particularly this vendor has the necessary certifications for sensitive information.

Rule-based access control ensures that only people who need to see things can see them.

And then again, compliance with data regulations allows safeguards us against potential breaches.

Migrating to the cloud solution reduces the need for physical storage, as I mentioned, which can lead to significant cost savings.

There's the reduced maintenance costs as this is offloaded onto our vendor partner with the cloud solution.

And it allows the IT resources to be our capacity to be reorganized in a way that is focused and allows for collaboration rather than hindrance.

Centralizate centralized and transparent access, as I mentioned, well, maybe I didn't mention this, but our current on-prem solution has some usability concern or challenges around the interface and how it functions.

This investigation has what this was one of the lenses that we look to address.

Okay, so why do we do this?

It fosters transparency, it increases engagement, it improves our reputation, and it drives community awareness.

The city archivist does a lot in this realm already, and having a tool that is more readily accessible to the public increases and increases efficiency and trust with the public.

All right, about Preservica.

As I mentioned, security is a big piece here.

I'm not gonna read all of this.

It leverages two factor authentication and single sign on and the metadata and audit trails are uh extensive.

So the way this is managed, it's it's leveraging our investment in Microsoft 365.

So they will have their own Azure tenant that connects to our space or the tools that people are already using and allows us to leverage that existing knowledge within the city county.

And as Colin mentioned, we're working on purview, and we can we can all of that investment in purview rules and policies will translate to this new platform, which it doesn't you know send us off in a different direction, but just builds on that investment.

The there's two kind of ways to manage the files is one is a drag and drop.

So if somebody's on a on an on-prem local device, you can drag and drop it locally.

If you're on, if those are already, if you're already have cloud-based resources, like there's agencies who have things in SharePoint or OneDrive, they're already in cloud.

You can also do an ingester through the cloud environment already.

So there's kind of two paths, um, and both will kind of look at use cases and figure out the best way for each each agency.

The biggest selling feature of this platform in terms, well, I mean, it's all great, but the the really big one that's a differentiator from our current solution is the unique active digital preservation, which automatically keeps the digital assets alive in a readable and feature-friendly format.

This is particularly, imagine if you have I've gave this analogy previously, but if you were trying to access a cassette, like you, there was a cassette in the 80s that you're like, I love this, I'm gonna archive this so I can listen to it in the future.

It's be much more difficult to play that cassette today.

So, what this platform does is it would have taken that cassette and put it on a CD and then put it in an MP4 and then uploaded it to Spotify so you can get it all the time.

So it ensures that the media, particularly as we look at media that is multimedia, video, audio, things that move and evolve very quickly.

Um, the platform will constantly make sure that it's in the most readable format.

And it keeps an audit trail of all the previous versions it's kept it in.

So it ensures that we're not just archiving, but we're ensuring access, which is very you can you can have it, but can you act if you store it but you can't access it, it doesn't do many you much good.

This is the other biggest selling feature.

Uh there's a lot.

This is I'm this is a tool I'm very excited about.

Um, but I mentioned public access and public transparency.

There's a built-in public portal that this is an example from another county, just a screenshot where you can agencies and the city archivists can select which files, folders, um, collections, so to speak, should be viewable to the public, and then make those accessible to the public.

There's a robust amount of rules that you can make in terms of what they can they download, can they not, can they access like it's very robust, and that there will be a lot of conversations around that.

But right now, our public access to archives is mostly by request as I understand it.

I know ISA has an open data portal of our GIS data, but when you imagine the smallness of that team, and that every request is individual and not there's no self-service, um, it's a huge this has the potential to save on human efforts currently and expand our offerings because it will allow people to serendipitously um research and investigate.

All right, so this is an overview of what we're requesting.

Um we are looking at an enterprise management solution.

Um this would be a recurring annual cost of around $91,000.

Keep in mind that this is storage-based, so this is based on the current estimates of our current capacity and will likely grow.

Um, it has some room, but it will likely grow is our needs for storage grow.

It comes with accelerated success, which is recurring annually.

These are hours that will help archives, ISA agencies figure out how to meet their business use cases to leverage this tool and optimize it.

And then there's a tenant configuration piece that's a one-time cost of $9,000 for a total of $125,000.

Thank you.

Do we have any questions for Ms.

Coton on this resolution?

Mr.

Chairman here, no questions.

I made approval of resolution 25-29 for preserving second.

Okay, we have a motion to approve and a second.

All in favor, please signify by saying aye.

Aye, opposed, same sign.

Motion carries.

Last but not least, we have resolution 25-30.

Ms.

Coten.

Last but not least, um, I'm here to present resolution 25-30 to approve RFP 51 ISA 48 for an award to EXOFT for a total not to exceed over four years of six million ninety dollars, 90,000 dollars.

Um, and in this presentation, we're gonna go over kind of the RFP process and have some remarks from the um our vendor partner.

So a bit of background on the RFP.

Um, the city county is responsible for uh maintaining a nearly half a million parcels and as mandated by the state of Indiana property tax code, state statutes, and county ordinances.

There's a variety of agencies involved, um, each having a unique and distinct role in the critical processes.

The objective of this RFP was to identify a unified solution to manage city counties property tax assessment, tax billing, and related processes.

The project was initiated by property system stakeholders who recognized there was a significant benefit in modernizing processes and applications.

This was the timeline.

Um we released the RFP to the vendor community in November on November 8th of 2024.

It's hard to believe it was so long ago.

Um, there was a pre-proposal conference in December, written questions, um, vendor questions, proposals were due in January, um, and we've been working on contract for the past um month or so.

This is a review of our scoring criteria.

Um we focused on an ability to comply with the scope of services as outlined by the um committee for a weight of 60 percent pricing was 15, ability to certify.

Um, this solution requires state certification with DLGF, and um as well as uh vendor experience in the field and references that that component made up 15%, and our XBE or supplier diversity participation was 10%.

I mentioned a variety of agencies who are committed stakeholders.

The selection committee comprised of ISA Information Services Agency, the County Assessors Team, County Auditors Team, County Treasurers team, Department of Business and Neighborhood Services, and the Department of Metropolitan Development.

As I mentioned in the resolution, the proposed contract award for the initial configuration and setup, we're looking at $3,515,000.

Annual support and maintenance of 70 775,000 for three years.

Um we are requesting an additional NTE so that if there are any change orders needed or additional functionality in aft post implementation, it will limit the uh need to come back to the board immediately.

So an additional amount of 250 for a total for four years of six million ninety dollars.

Sorry.

All right, and with that, I'd like to bring up our partners to talk through their piece.

Thanks, Kate.

Welcome.

Good morning.

Good morning.

Well, good morning, everyone.

My name is Brian Booker.

I'm the president and co-owner of XSoft.

With me is Scott Stevens, who's our senior vice president of business development.

And we just want to chat a little bit about who who we are, what we do, what we're bringing to the table, what some of this project evolves for the county and city.

We're an Indiana based company.

We focus 100% of our attention on local government's financial software.

So Cam attacks for the Auditor Assessor Treasurer, as well as public engagement.

We have a project called Engage that allows the public to access data.

It's map driven.

We have a team of about 30 plus employees, mostly based in Indiana.

Probably 80%, I would say.

We have a lot of programmers that are around the country in different locations.

But our primary core business is here in Indiana with our support and product development.

So we have an example of that.

Recently, we've we've brought on some people to our team to help handle this project.

Recently, a senior consultant who has uh over 30 years experience with a national firm that does the type of work that we do as well as an additional programmer.

Um earlier in the year, we brought on a few additional support staff in anticipation of some growth outside even of this project in the state of Indiana.

Um let's see.

Uh the project, you know, we've this you see the 20 on there this coming January will be our 20th year anniversary.

And in that time, we've grown from obviously zero counties to we're up around 83 counties in the state of Indiana, many of which are large counties.

Um obviously Marion being the largest.

Um several others that maybe are good examples would be Lake, uh St.

Joe, Allen.

Um, probably the top 10 largest, we're I think an eight of the top ten of those counties.

And um one of the key components I think that we and I think the county um and city will benefit from is is the fact that we partner with our clients.

Uh we bring to the table uh a lot of years of experience.

Um all of the the things that have sort of developed from our product that it's it's turned into a lot of that comes from our client base.

Us working together with them to build products that um meet their needs.

You know, we're very driven by um Indiana law uh as Kate mentioned.

We have to be certified by the state of Indiana.

So everything sort of revolves around what is needed in this state in this city and this county and how those things work.

Um, we're uh partnering with a local firm to provide um the uh storage and um server process of this data's cloud-based uh company named XOS, which Scott will uh uh get into a little bit more detail of here in a second.

Um we think that bringing uh you know this this partnership together with us yourselves and XOS will be a good solution for the county.

Good uh maybe next slide if we can please.

Yeah, I don't know if we control that or can I do that?

Okay, thank you.

Um thank you, Brian.

Um good morning, Mr.

Chair and members of the board.

My name is Scott Stevens, like uh Brian said.

Um I've been with Xbox uh with XOS with XSoft.

I'm looking at Exos on my slide here.

I've been with XSoft for about eight years prior to that.

I was uh with another national uh cam and tax firm, which I've been in my my whole career, 30 plus years.

Um in pursuing this project, one of the important components for us was to partner with a company that could uh provide, like uh Brian mentioned, cloud hosting of your data, cyber security for your data.

Um, and so that was an important piece for us, and that company is XOS.

Uh Exos happens to be um certified by the city county uh as a minority business.

And they've they've honestly they've provided services to the city and county since 2010.

Joining myself and Brian today is Jeff Rader and Robert Paglia from Exos.

Jeff is the director of government operations.

I'm sorry, director of external affairs, and Robert is the director of government operations.

They'll be available if you have questions that need their expertise.

So they do bring to the table a specific Microsoft Azure cloud hosting expertise that we're going to need through this project.

So a couple of differentiators about Xoft.

It's going to be tough with Exos and Xoft, but a couple of our differentiators.

One of our or the very first software that we developed was for the assessor's office, and it was computer assisted mass appraisal, CAMA software.

We were certified in 2008.

We were the first company to be certified under the new guidelines to be certified by the DLGF, and we're very proud of that.

Since that time, we've continued to maintain our certification.

In fact, earlier this year, we went through yet another round of certification.

That's very common and typical, and we we passed that certification working with the DLGF.

One of the reasons that I think we can provide that kind of service is because our team is made up, as Brian mentioned, of about 30 people, the majority of which have worked in local government.

Myself, I worked for Johnson County earlier in my career.

Brian worked for Elkhart County early in his career and with the state.

It was before it was called the DLGF, it was the state tax board at that time.

So we we as well as our team bring a lot of understanding to the table about what you go through on a daily basis.

Yes, there are size differences between counties, and we work with a variety of them.

Very small ones, very large ones.

And but but in the at the end, each of the processes is relatively the same.

There are some differences, and we we really try to focus on accommodating those differences and not dictating to you how you should do those things.

So for example, we're going to be going through a fact-finding effort where we try to understand what your business processes are so that we can accommodate our software and processes to meet what your business processes are.

That's a big differentiator for us.

I think too, some part, you know, the fact that we you know part of our mission statement is that we partner with our clients.

And I think that with 99% retention over the 20 years that we've existed with the counties in Indiana.

I think that speaks to um I think our success in this market, in this industry.

Yep.

So and as Brian mentioned, you know, of the 92 counties, we're working in 83 of them, so we've had a variety of opportunities to do things like data conversion of your existing data into our software.

We have a strong history in doing that.

Um, and we've uncovered a lot of challenges along the way, and we think that you can benefit from those things that we've already discovered as being challenges.

Another key point, too, I would say, is that we're not um we're a private company and we don't take money from private equity.

We don't have a large group of investors, so that helps us also to be able to work very closely with our clients.

We dictate with our clients together, we work together.

We don't we don't dictate in fact, we accommodate you by the fact that we can make decisions easily.

Uh we don't have to go out and answer to someone else about what direction we're gonna go, um, what kind of development path we're gonna take, those types of things.

So moving on to our project approach, really can break this down, even though it is a very large project to really six key components.

The very first component is really where I consider us being starting kind of right now, and that's what we would call a fit gap analysis.

We've already started some document uh uh recovery, not recovery, but um uh research, fact-finding, we're gathering information, and very soon we'll start meeting with each of the offices and the stakeholders within those offices to get a better understanding of your current processes, things that you like about your current processes, things that you don't like about your current processes, so that we can put a project plan together that will address those things so we can try to accommodate what those things that you like are and and prove the things that you don't like.

That's where we're sitting now, and obviously once we receive the notice to proceed, we will get very heavy into this first phase of of that fit gap analysis.

And what that's going to really allow us to do then is lead into the next phases, for example, the software enhancements.

We know that the way that we have our software configured right now may not fit your processes.

So we're going to need to take some time to make enhancements to that software so it does fit your processes.

That's going to take a bit of time.

But that would be the second phase we roll into, kind of simultaneous to that.

We're going to roll into a data conversion phase, taking your existing data.

And that's something that I've been impressed with in my time working with Brian is that as the owner of this company, he he is a very hands-on in the day-to-day operations, and he will personally be involved in the data conversion that we work through.

So I'll turn it over to you a little bit, Brian, to talk about data conversion.

Yeah, so we have had the experience, as Scott mentioned, with aspects of conversion from the current system you're using.

We take a lot of time, spent a lot of effort to try to make this database as clean as it can be, the conversion.

We try to keep our the accuracy of that.

A lot of what matters to us, a lot of the metrics we use are the values that exist in the current database.

We convert that data.

We revalue those things in our processes to see if we're close to how you're you're actually coming up with the same assessments as we have currently.

So there's a lot of metrics there.

There's a lot of work that goes into it.

We've got a lot of background again for 20 years we've been converting data into these 83 counties that we're working in.

And you know, it's evolved over the years, it's become uh very much cleaner.

Um beyond that, we provide a lot of reports, um, a lot of um uh comparison reports and things like that that that can help to uh get the data clean that isn't maybe uh where it should be.

Uh we find a lot of times that uh maybe we do things a little differently than our our our you know other vendors in the state.

So uh there are some differences, even with the same amount of data or the same the accuracy of the data, we could come up with different results through some of our processes.

But we work very closely with with you, and that's again back to what Scott said regarding the um the phase where we're doing the fit gap and doing enhancements.

We want to get things as tight as they can be.

And you know, this project is very long.

We're not jumping in this, um, you know, it's not going live tomorrow.

We're talking about uh a schedule that and you can see on the board here, uh, end of 26 uh Q4 of 26 uh for camma assessors type of stuff, and then uh earlier in the year Q1 and 27 for the tax side of stuff for the auditor treasurer.

So there will be a tremendous amount of effort put into again the fit gap analysis, the enhancements as well as the conversion.

Um as part of that too, I'll talk a little bit about the training.

Uh we have a multi-tiered approach to that.

Um after we get through the fit gap and we've done a little bit of work, we've had our chance to uh do a test conversion, uh see how close we are just out of the gate.

Uh we will provide the county with what we call a sandbox.

It's an environment that they can begin working, uh practicing playing with the system uh well ahead of the time that we do actual training.

Um so uh we hope that you know by the time the county goes live, you know, the goal with the processes that we do are that they're ready to hit the ground running.

So you go live, you've already had plenty of opportunity to work with the system.

We have uh very good documentation, training manuals, exercises for people to work and run through to really prepare them for that day one.

You know, things start to things go very slowly in the beginning, obviously, but once it's live, you know, obviously everyone has to be kind of ready to go, and it's a very complicated uh and involved process.

So uh we pay very close attention to putting people in a position to to be ready to go.

Uh so Brian mentioned we've anticipate go live uh for CAMA towards the end of 2026 and for tax towards the beginning of 2027.

We do that by design.

Obviously, we're going to work hand in hand as we go through this fit gap analysis to determine what is the exact time of year that is best to go live.

From our experience, going live with CAMA towards the end of the year is better timing.

Doesn't mean it's the only time, it's better timing.

Going live with tax towards the beginning of the year is better timing.

It doesn't mean it's the only timing, but it's better timing.

So that's why we've put these kind of staggered because we don't think it's ideal to go live with both at the same time, just due to the time constraints of what uh the cyclical nature of the assessment office and and the tax billing and collection offices.

So we've staggered that.

Once we go live, then you'll shift into a maintenance and support mode.

Obviously, that's still way down the road.

But our uh vice president of customer uh support is uh Victoria Voris.

Um Vicky's been with us pretty much for the past 15, at least 16 years.

And in fact, she came from uh working in the Marion County, um, it was Washington Township, I believe, assessor.

Well, that was Wayne.

I'm sorry, Wayne Wayne Township, that's right.

Um, and then she also worked uh for a bit with the uh the DLGF.

So she comes uh uh with a lot of knowledge, not just from the state of Indiana, but specifically in in Marion County, and she'll be integrally involved as we make that transition into the support and maintenance side of things.

We obviously have other team members who will be involved, and each of them will be working with you uh hand in hand as you go live with the the software and shift over to maintenance and support.

I think that gives you an overview uh that we wanted to provide, and we would certainly uh open it up to to you if you had questions or other comments that we can address.

I don't have a question, I just have a comment.

I think the key word that's been thrown around today is partner, and obviously it's always you know good to have a good partnership with the client-vender relationship, but I do think you know, hearing that you know being a good partner with other vendors is also equally important to the client to make sure that the best and uh most efficient services are delivered to that client.

So I think that uh is a good thing to hear, and I'm confident that uh you know that's gonna take place.

I've been around long enough to remember the last RFP that was implemented for the property system.

So I know the challenges.

Uh I know it's a big lift, but I do think that uh we are gonna have a good partnership and get this done and meet these deadlines.

So I appreciate the partnership.

Thank you here.

We couldn't agree more.

Any other questions from the board on this resolution?

Are we ready for a motion?

Okay, I'll entertain a motion.

Mr.

Chairman, uh, I would like to move approval of resolution 25-30.

Uh approve.

Resolution.

Here we have a motion to approve in a second.

All in favor, please signify by saying aye.

Aye.

Opposed, same sign.

Motion carries.

Congratulations.

Thank you.

Look forward to it.

Thank you very much.

Yep, we look forward to it as well.

Thank you.

Well, that concludes today's agenda.

It looks like our next scheduled information technology board meeting will be held October 28th, 2025 at 9:30 a.m.

in this room, which is room 221.

Seeing or hearing no other to interrupt.

Um if I could ask permission to ask the CIO a question about that I heard uh prior to the meeting that uh he's gonna be losing a member of his staff uh next week.

Uh first week of October.

Okay, yes.

Uh so uh I'll I'll address that.

Thank you with with your uh permission.

Um Ryan Click uh Ryan Click has uh been with the city county for uh approximately just over 12 years, and coming up uh in the beginning of October, he will be leaving the city county and moving uh off to uh future endeavors, and I think it's uh appreciate you mentioning that, Deputy Chief Worthington.

Uh being a public servant, being a poster for 12 years and primarily two agencies between uh BNS and I'm sorry, DMD.

Duggett wrong.

BNS, sorry, I got him confusing my mind there.

BNS and and ISA.

Uh he's served uh faithfully, he's been a good steward of public trust along the way, and he's been involved in so many different projects throughout the city county with so many department partners uh and has done a great job helping ISA meet our our customers where where they're at, making sure that we keep their interests at our heart as we continue to operate.

You can get uh moving pretty fast from a technology standpoint and forget that there is services that that are impacted by your choices and your decisions, and Ryan has been a good steward uh uh for those departments, making sure that we're we're doing right.

And I think uh while there is no no resolution here, I think taking a moment to to say thank you to Ryan is appreciated.

So that being said, thank you, Ryan.

Appreciate your service.

So, Mr.

Mr.

Chairman, uh uh uh serving in my last role and and my current role, um, I I just wanted to speak uh to echo what Colin said.

Uh Ryan uh has done a fabulous job of trying to keep me on track, uh, which is difficult to do.

Um but but he uh has coordinated a number of the recent uh major structural upgrades uh that have been very tedious uh and very technical.

Uh and he did a bang up job.

So I had not heard he was leaving.

I was back in the back talking before the meeting and heard.

So uh it was worthy of recognition and and my appreciation as well.

Absolutely.

Okay, thank you, Ryan, and congratulations.

Um hearing or seeing no other business, I'll entertain a motion to adjourn.

Okay.

We are adjourned.