We're gonna go ahead and call the meeting to order.

This is the information technology board meeting.

It is January 27, 2026, 9 30 a.m., and we are in room 221 of the City County Building.

My name is Joseph O'Connor.

I'm the chair of the board.

And just a quick reminder to everyone on the board.

Um if we could please put our microphics down to our close to our mouth and make sure it's on when we speak.

First order of business will be introductions starting on my left.

Madam Clark.

I'm Kate Sweeney Bell.

Good morning.

I'm Barton Lart Smarry in County Treasurer.

Abby Hansen controller.

Good morning, Colonel Martin.

MCSL.

Sorry.

We do have a quorum to conduct business.

We are waiting on a board member that should be here shortly.

But if we're gonna go ahead and uh look at the approval of the November 18th, 2025 meeting minutes.

Do we have any additions or corrections to those?

Aaron Not all entertain a motion.

Mr.

Chairman, I move with approval of the minutes as presented.

Second.

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

All in favor, please signify by saying aye.

Aye.

If we have ISA board report, Mr.

Hill, good morning.

Good morning, Mr.

Chair, members of the board.

Thank you all for coming and traveling the roads today.

They were mostly clear and glad that you're all here, and I'm glad that those in the audience were able to make it with us.

Appreciate you all being here.

This is our first board report board uh of the year.

Uh and so we uh usually start boards with the ISA board report and uh looking at that.

We start the board board report with enterprise projects.

Uh you can see that the list is uh all in green currently at the start of the year.

Uh if you look up at the top, there's the city county building restack.

We had done this previously in phases.

I've taken the phases off of it as there we're in the final of phase three, and then the IMPD's East Wing is uh attached to the CCB Restack, and so we're just kind of bringing them together and put an end date on there.

The auditor is the last of phase three.

Uh, I believe that is a March timeline when they would move back to their floor, and then uh we're still working through the uh East Wing with IMPD and what it looks like for those floors as well.

Uh have uh the end of August.

Uh sorry, that is not August, that's September.

Oh no, no, that's right, it is August.

Uh, that we're looking at that, and that is really just the estimate at this time, but we continue to work with IMPD to and OFM and building authority to figure out what that looks like.

Moving down on the list is uh password passwordless authentication for public safety.

Uh this is uh a project that we started last year and looking to select a vendor.

A vendor has been selected.

We're working to bring on a project manager to help us with this project.

It's a pretty quick timeline to roll this out.

We've already done pretty significant testing, uh, but we're we're pretty hopeful what this looks like, and we're we're expecting it to go relatively easy.

But this will be using what we have is as badges uh with devices in order for people to have uh multi-factor authentication uh into their devices, and so instead of putting in a password and and a badge, it'll be a pin and their badge in order to get into the devices.

Uh that is both for workstations and for shared devices.

So we're pretty excited about what that looks like as far as being able to get people into devices quicker and with uh uh multiple levels of access.

Down there is the the address and parcel modernization initiative.

Uh, this used to be called the master address database, uh which was mad.

Uh it was a terrible name, so we uh we we workshopped a new name for it.

Uh but essentially what it is is it's a modernization of our our our parcels uh and addresses within our GIS system, which should improve accuracy, particularly for the property tax management project that you see down further below.

Uh they're continuing to work through that, and we're on schedule for June of this year to get that completed.

Um more below that is our device refreshes.

This is something that we do every year.

Sometimes uh we have not, I don't think we've made brought this to the attention of the board and the public that this is a yearly activity that ISA does.

Uh we are working, we've already got inventory in for the year, and we're working to start the refresh program and hopefully get uh that completed by the end of June as well.

Um that actually says 2027.

Uh it's not gonna take that long, I promise.

Uh also uh of note on there is the PeopleSoft Cloud migration.

This is something I I personally would have have been working through or working on to move our PeopleSoft implementation from on-premise to the cloud in hopes of a better resilience, better cyber security, uh, and easier recovery, and uh potentially uh faster work for those people who use PeopleSoft Finance and HCM day in and day out.

We are currently working through that project with moving it to Oracle Cloud Infrastructure.

Looking forward to that.

We have that on there as the end of July.

I will say our plan is actually to have that done in May in time for heavy budget season.

But that being said, there is hyper care involved in that, meaning that our our chosen vendor who's supporting us will be there making sure that everything is working appropriately as we move into that season.

So that's the goal.

And we're pretty excited about I'm pretty excited to have that going.

Finally, on that list is a property tax management software.

This is new property tax management software for the city and the county.

We went through a long RFP last year, selected vendor.

And right now they're in the has begun and they are meeting with the different offices, working through business processes and having initial conversations as far as what it looks like on the new vendor software as opposed to what it had been doing.

But that is on schedule and on track for June 30th, 2027, and that is a real date as that project continues.

It's just a long time to get that thing going, and we want to make sure that we're not interrupting any of the services provided by those offices in regard to the property tax system.

Any questions on the projects?

Just one column.

For the telephone project via decommissioning.

So it's a good call out.

I appreciate that.

A via decommissioning is still ongoing.

Uh but we what we did is we rolled out WebEx calling to all the people who had the Cisco system.

So once the Cisco, the original Cisco system that was put in place in 2021, IS system still existed, and there are locations that cannot support currently the new phone system voice over IP.

And so we're working to recable those, and then that should be done, I believe, this year as well.

And a bio will be completely gone.

But uh because of the long tail of that project and removing a via, it was dropped from the board report several years ago, but happy to talk about that.

Okay.

Any other questions?

Thank you.

Moving on to the capital project slide.

Uh the first up there is the solid waste garage from our standpoint.

I I kind of got a little excited to move this to completed, but uh, we're all ready for this uh from a networking standpoint from ISA standpoint.

The construction uh is is complete, the networking's in place, we're just waiting for move in.

Uh that is very similar mostly to what IFD32 is down there, and that one still says implementation.

Um for the ACS ACS shelter, uh, we have uh the network is is ready to be installed on that one uh and it's been configured and prepared, and we're just ready to put that in.

Uh for IFT20, we've ordered uh the networking equipment, and for IMPD North District, we're still in the planning sessions for our stage on that.

Any questions on those?

Thank you.

Moving on, uh, I double checked this three times so I wouldn't embarrass myself on uh like the November board meeting uh in October and November sorry, November and December.

I mean, uh both Bell and DAI hit all their service level objectives and agreements, uh, as you can see on that slide.

So we thank them for their continued work and effort on behalf of the city county and ISA.

And on our customer satisfaction slide, you'll see that in December we um continue to obtain a 99% customer satisfaction score.

Uh as you all know on this board when I report on this, and particularly because we have the survey results later, I I had uh had a conversation with uh with Bell, and they provided some additional information on kind of going into the details of the customer satisfaction scores.

Um we generally get about a 17% response rate on every ticket that we do, which is uh really high.

Like the industry average is between six and twenty percent, so it's it's towards the high end of it.

Uh, as we look through that uh and you think about like customer satisfaction with benchmarking tools, cut uh world class is anything above uh 85%, and we've been consistently hitting that for a pretty long time.

Uh and then the average for for most IT organizations is between 75 and 80 percent.

So uh between uh ISA uh the Bell team and the DAI team.

Uh we're we're setting a standard here that is is is relatively hard to achieve, and having dug into the numbers, I feel a little bit more confident with what where we are there, or actually, not a little bit.

I do feel more confident with where the numbers are.

That is it for that section.

Happy to entertain questions.

Do we have any questions from Mr.

Hill on the ISA board report?

Thank you.

Thank you very much.

It's like we have a ISA year end financial report.

Good morning.

Good morning.

Mr.

Chair members of the boards.

My name is Kai Davis.

There we go.

Thank you.

Good morning.

My name is Kai Davis, CFO for ISA.

I am here to present the 2025 ISA Financial Report.

Thank you.

Oh my gosh.

So we ended the year spending 99% of our budget.

And this also included a $500,000 plus fiscal to support our OCI migration and the new property tax system RFP.

Sorry, I keep looking at the character for 143 dollars.

Good job, Steve.

He helps us spend our money.

Is there any questions about the financial report for 2025?

The 2025 revenue, we have 91% collected for our internal chargebacks.

This is just due to uh year-end cleanup.

There's some journal errors that are still happening.

We're working with OFM and the auditor's office to get those sorted through.

The external chargebacks, uh, we are still working with some of our external agencies with MOUs and some of the uh previous billing, which we've been working through for about the past year or so, um, and we're almost closed out on that.

So uh, and then um is there any questions about the revenues?

Okay, not the XPE.

Oh, here it is.

Okay, sorry.

Usually the XBE was first.

I'm so sorry.

I'm also here to present the XBE report.

Right.

So thank you, Colin.

I appreciate that.

Uh so obviously uh only the MWBD WED, all these vendors uh who are registered with uh the OMWBD office are counted towards our XPE.

Um we always encourage our vendors to register.

Uh we have a wonderful vendor uh person, no, I shouldn't say vendor person, but she's our IT procurement person who works with the vendors, and she does a wonderful job of making sure that we purchase from XBE vendors and encourages vendors to register, and also the majority of our uh XBE spend does come from Bell and DAI, and we very much appreciate their efforts.

With that said, uh with a goal of 27%, uh ISA is still around that 50% range of the total eligible spending.

The XBE spending was uh almost nine and a half million, a little over.

Uh most of that is from the WBE, which again we we mainly get from uh DAI and Bell, and they do a lot of efforts to help with those.

So are there any questions about XBE spending?

Any questions from the board?

Okay.

Thank you very much.

Thank you.

Looks like we have government access TV.

So I have Mr.

Montgomery here to present.

Good morning.

Morning board members.

Good morning.

I'm Ken Montgomery, manager of Channel 16, still year 32.

Um before you you have presented the uh the summation of the annual report.

Do I advance it?

There we go.

There we go.

Uh just a reminder we have uh in addition to myself, we have uh five studio staff who work with me.

Uh Tim Barrett, Alan Dayer, Nick Hess, Cassandra Shea, Cassie, and Bradley Sims, who's covering this meeting right now for us.

And I like I always like compiling this report uh of activity compared to years past.

And there was a couple things I was very interested in uh seeing when I compiled this year's report, and that was the impact at the July uh start of the state new state law requiring coverage of meetings that happen from the meeting rooms that the council meets in on a regular basis, which is 221, 260, and the par.

Once we got clarification that it was just going to be meetings that happen in this room, whether or not they're a council meeting or not, they need to be covered by us.

I thought, uh oh, is that going to mean we're gonna have a big explosion of meeting coverage and stuff?

And actually, we didn't really.

If you look, um the third one down on the 2020 2025 stats, the number of meetings covered, 406.

2024, 406.

So we covered virtually the same number of meetings.

Now we did add the uh Indianapolis Bond Bank.

We that meets at 260 every month.

Uh we did add the um property tax assessment board of appeals, which I didn't even know existed.

They meet once a month, and we are covering them.

But even with folding in some of these new meetings, and DMD has four, no, I'm sorry, Department of Business and Neighborhood Red BNFs.

BNS has uh four boards for like electricians for plumbers and stuff that are like certification boards that are scheduled every month, four of them, but they only happen when we actually when they actually have business, and we've covered one of them so far in in six months.

So they don't happen as much as I thought they were going to.

So that was an interesting thing to look at.

We did have 467 hours and nine minutes of meeting coverage for the year, which was higher than the year before for 453.

So I just thought I was looking for a much bigger bump in our meeting coverage, and we actually at one point thought, oh, are we going to have to maybe add another staff member or something?

We are the way we manage things, it was able to absorb the extra and hardly a bump at all.

So I just thought that was the most interesting thing statistically that came out of this year.

I will go through this though, just for the record.

For the year we took produced total uh internally ourselves, 577 hours and 29 minutes of production.

That averaged about 48 hours and seven minutes a year of a month.

Again, I mentioned 406 meetings is what we covered both live and or tape delayed recorded and then brought back and shown on channel 16.

Um total number, total time of meetings 467 and hours and nine minutes.

Special events we covered 77, which is about average.

Uh, the time of special events was up a little bit, 94 hours and 34 minutes.

The number of in-kind productions, 64, and we considered in-kind productions, things that we're doing for other city-county agencies that if they had them produce otherwise externally, they would have to pay for them.

So we assess a basically a market value at the services we provide, and we track what those are.

And for uh we did 15 hours and 28 minutes of in-kind productions this past year.

The value for this year was 99,875, which is a new record.

And the reason is two new series that we're producing.

One is called On the Record that we do with Faith Kimbrough for the Mary County Recorders Office, and we've done 10 of those shows, and they are more labor-intensive and they're definitely more edit-intensive with a lot more time spent on the editing.

And then we're also doing the Tuesday 10, and we're doing those with the mayor's office, where uh each month they pick out 10 things that are going to be going on in the city of Indianapolis.

They're shooting one.

When this board meeting wraps, they're standing by in the studio to use the studio to shoot this next month's Tuesday 10 that will drop into the schedule next week.

It's starting in February.

And it's 10 things that the mayor's office wants to target.

Like people ought to be interested in knowing that this is going on in Indianapolis during the month.

So they do it, they they work with the mayor's office to produce that once a month, and it's very intensive as far as graphics and stuff like that.

So it's about 20 hours of editing per episode, and that kind of if you paid market value, that can be expensive.

So that's where the 99,875 comes from as far as this year's values, primarily from those two shows.

But also, I would mention that Tim Barrett on our staff was working on a couple of podcasts that have yet to come to fruition.

One for the mayor's office that they've actually got three episodes produced, but have not aired yet.

They're still trying to figure out the direction the show wants to go and so forth, but those have been produced and those are included in the tally for that, even though they weren't necessarily actual minutes produced in in 2025, but they're probably going to go forward in some manner this year.

So I'll keep you posted on that.

So I also, because I know you folks are love your statistics and stuff, I did pull up some statistics from our Granicus folks, where we have the ability to uh do some tracking of some of our usage and stuff.

We don't get any stats from the cable companies at all.

They do not track our our data whatsoever, what people are watching when we have viewer spikes on our live programs and stuff, they don't they don't care, they don't have the metrics set up to do that, do that on us at all.

So I quit asking years ago.

But Granicus does provide data, and here's here's some interesting tidbits.

Um page views last year just on Granica's 496,000, total visits 52,300, uh, unique visitors, 34,665.

And Granicus is the vendor that we work with with, they maintain our archives.

So we have an off-site vendor that does the archives, so when people go in to look at meetings from 10 years ago or whatever, if they're actually visiting the Granica site.

So Granicus tracks all the use of this of this site for us.

Because we're still that kind of operation that we need to have somebody keep an eye on things.

So I will do air checks from time to time, and I use my my phone to do to do that.

The second most, which kind of surprised me, but maybe not.

The uh alcoholic beverage commission, they had 13,444, so they barely lost to the council on the number of visits they have to their site on our Granicus page.

So that's kind of cool that you know you know that people are using this stuff.

They're they're accessing information in ways they never could before, at least a few years ago.

Um the most watched program was the government community.

Well, and I should say most viewed archive.

I can't say there was a spike also on live viewership on these days.

Uh the community affairs committee on on uh February 19th of 2025, they were considering appointing a new director of animal care services, and that was a very well attended and uh vocal meeting, shall we say?

So, and there was a lot of interest in that that they had all that was the most visited uh meeting, and they had uh over over 29,000, or I'm sorry, 2800 views on that on that particular thing.

The second was the um ILEA committee, the Indianapolis Local Education Alliance that had a series of meetings that were all covered by Channel 16, most of them live, uh, through the through the latter half of 2025, which culminated in their decision, painful decisions on some of the things that they wanted to recommend to the state legislature on how to reform government uh education in within the IP I uh the the Indianapolis Public Schools district and also the charter schools that lie within that district as well.

So it was controversial, and they had 2,819 visits on there, so they were second, but the uh community fairs actually was the most so and channel 16 online views uh for the year.

We've had 18,447 where somebody actually was watching live, watching the live stream.

We've had 18,000 visits on that.

So with that, plenty of plenty of extra data.

Uh I'd be happy to answer any questions you might have.

Great.

Thanks for that report, Ken.

Any questions from the board?

Yes, I do.

Thank you.

How many views did this committee get?

I would have to look that up.

I can I'm sure it's up there.

I'm sure it's you know, just under the alcoholic beverage liquor board meeting, probably.

It's probably actually probably pretty well watched live because we have a lot of IT people who tune into this and say, Oh, I got I need to get down to the room because I've got to do a presentation or something like that.

So there's some IT folk I know who watched this live.

Uh, and we would have to look at we don't track the live per se so much unless we have a real big spike.

You can see that on a graph, like what was that?

And you say, Oh, that was that meeting.

I I think probably my father skews your numbers on uh on viewership, so my apologies for that.

But he could be looking at you at three o'clock in the morning on the archive, too, for that matter.

So any other questions from Mr.

Montgomery among the controller.

I have a question simply because you're here.

What is the tape delay time between when it's actually happening and when it shows up on the online feed?

That can vary a little bit, um like two to five seconds.

It it kind of has to spool onto a server and stuff, and then go out into the to the air, and it's not like a tape delay for cutting out uh obscenities or anything like that.

It's just and and we we were actually looking at um uh it was it was being considered in the public assembly room that possibly this room and 260 uh to do a uh projection of the channel 16 feed on the wall with the closed captioning visible so that people in the meeting room could see the closed captioning, maybe hearing impaired, although we do have hearing enhancement devices available now in the park we we looked at that, but the but I mentioned there's gonna be a delay, it's not gonna be live, it might be confusing to people watching.

You can't have the audio up on it because it's going to be competing with the actual audio in the room.

So, and that's all been in limbo about whether that's even going to try to be implemented or not.

But but the delay thing is uh factor, but yeah.

We we actually have it on the monitors downstairs as a return fee from the cable company, just as an assurance that we're on the air, and so you know, and we could see the delay of some and it varies.

So it just depends on I don't know, maybe other I I don't know what factors make it vary, but it does.

Thanks.

All right, any other questions?

All right, thanks so much for that report.

Always interesting to hear.

Sorry I was so long-winded, but I'll let you have the rest of the thank you.

Thank you.

All right, looks like we're moving on to our action items for today.

We have resolution 26-1.

Ergotech LLC doing business as industrial networking solutions.

Looks like we have Chief Chief Ross Rawlson here.

Ross here.

Good morning, Chief.

Good morning.

Morning, everyone.

Uh the Ergotech contract is for cradle points.

We're asking for 175 of those, and we're using a GSA contract to purchase those.

It's uh $5,775 per month for 60 months, giving us a total of $346,500 for the term of the note.

Um these devices, cradle points, uh, will be 5G routers in all the fire apparatus.

This gives us connectivity to the internet for multiple things.

One to receive run information from CAD.

Uh gives us the ability to transfer emergency run information from the fire crews on the scene to the transporting units from Indianapolis EMS.

Uh we have a Knox key secure system, which is an electronic key and a mechanical key that is locked in the vehicles.

The firefighters can put in a code to release the key, then they have to punch in another code in order to access the Knox box that is at businesses, and those boxes contain uh keys to the businesses so that uh firefighters can get in without damaging windows or doors.

Uh in the future, we're looking at telematics to transfer information from the vehicles to help us uh uh perhaps uh mitigate mechanical issues prior to them actually happening.

Uh also if you think of the internet of things and where we're going today, uh this will allow us to give the incident commanders 3D mapping technology options so that uh on the scene they can see a 3D map of a building.

And if you can imagine different points on the map, we can see what fire apparatus are where.

Uh if there are other responding agencies there, we can see them as well.

And uh even down to locating personnel on the fire ground.

So this information can all be transmitted over these cradle point devices.

Um of the reasons why the expense is a little higher than the last time is we have to replace all of the antennas in the apparatus because these are 5G modems instead of the uh 4G from the past, and and the um 4G antennas will not work with the new 5G modems.

So I'm happy to entertain any questions.

Do we have any questions from the board today from Chief Rawls?

Chief just from my own knowledge for our agency.

Are these um dual SIM, triple SIM?

They're dual SIM.

And does the provider do those or are you buying those through ATT T Mobile Verizon?

We're buying them through, yeah.

Now the vendor will do the installs for us if we want them to, but we've chosen to do those on our own.

Thanks.

Any other questions?

Hearing none I'll entertain a motion on 26-1.

I move approval of uh resolution 2617.

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

All in favor, please signify by saying aye.

Aye.

Opposed, same sign.

Motion carries.

Thank you.

Thank you.

Resolution 26-2, Virtusoft.

We have Ms.

Coten here.

Morning, good morning.

Good morning, Mr.

Chairman, members of the board.

My name is Keith Coder, I'm the Chief Digital Officer for ISA.

Good present resolution 26-2.

Um, a resolution to authorize additional expenditure share with Varisoft LLC.

The board is seeking or the ISA is seeking approval from the board to raise the not-to-exceed amount by 700,000 for a total revised not to exceed of 1,760, 283.40 cents.

Verisoft is a reseller through which we uh procure open gov both for OFM purchasing and DMD currently.

Um they're a SAS platform that is uh able to be configured for a number of public sector use cases.

Any questions today from Ms.

Coton on 26-2?

Mr.

Chairman, hearing no questions that move approval.

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.

Resolution 26-3, enhanced access review committee appointments.

Good morning, Mr.

Chairman, members of the board.

Resolution 20 26 3 is the resolution to um reaffirm the appointed members of the enhanced uh access review committee.

And I also like to make note um that the board appoints Kate Coten as the new chairperson of the board.

Any questions on this resolution?

Harry Nunn will entertain a motion.

I move approval of resolution 26 26 3.

Second.

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

All in favor, please signify by saying aye.

Aye.

Opposed, same sign.

Motion carries.

Resolution 26-4.

We have information technology cybersecurity committee.

Resolution 26 4 is the resolution to reaffirm the appointed members of the information technology cybersecurity committee.

Those members are Patrick Becker from Marion County Election Board, David Schwartz from PSC and Mesa, and Amata Tamba from Mary Ann Superior Courts.

Any questions from the board on 26 4?

Hearing none, I'll entertain a motion.

I move approval of resolution 26-4.

Second.

Okay, we have a motion and a second.

All in favor, please signify by saying aye.

Aye.

Opposed.

Same sign.

The ayes have it.

Motion carries.

Looks like that concludes our action items today.

Looks like we do have an annual survey report from Mr.

Hill.

Go ahead.

Thank you, Mr.

Chair.

Uh it's me again.

Uh this is our annual survey report.

Every year we have done an annual survey at the city county, at least for the the seven years that I've been with ISA.

I'm sure it's gone on past that.

You can see some of the dates that it shows later on in the report.

Uh this year we switched uh up what platform we were using to put out uh our survey.

Previously, we had used a uh a public free tool uh like SurveyMonkey.

Instead of that, we used an enterprise tool that we have on hand and that we pay for in survey 123.

There was some feedback on the the tool itself uh where people were uh appreciated the platform and and the tool that we use, so much so that they had asked to uh do surveys of their own on the tool, so I think that was a good use of our our enterprise applications that we already have.

That being said, however, uh the survey goes out to all 7700 users uh within the city county.

This year we only had a total of 548 responses, which is just over seven percent.

That is not a very good number of responses, uh, and it's down 83 from 2024.

Uh that being said, there were there was a good mix of uh management level supervisors and and staff members of that number.

Uh I think in as we look forward, uh we we may want to begin our surveys a little earlier in the year because as it transitions into December, it can be a little hit and miss at the city county on getting responses for that.

And granted, everybody doesn't really want to do the survey anyway, so let's let's get it while they're here and not necessarily while they're on vacation.

So I think that's probably something to look forward to for us.

On the next page, you'll see our overall satisfaction numbers, and I just wanted to make note of this compared to there was a two percent decrease from last year, but with the the drop in the numbers, I don't know if the two percent is actually uh relative or significant, but it's still a higher level of of a higher percentage from responses showing their their satisfaction with the services.

That in conjunction with the numbers on the tickets, I think shows a good level of the amount of uh work that ISA does across the board to support the city county.

Uh and going into the individual survey questions and results.

Uh we asked questions specifically for management and supervisors.

We asked questions for all all uh all survey takers.

Sorry, I don't know why that was so hard.

Uh and so first off, we look at the management questions, and as you look at that, uh a couple things drop jump out.

So, for example, um you'll see green is generally means an increase, and red means a decrease, depending on the question, a red or green could be positive or negative.

In some cases, dropping lower is a good a good thing.

Um at the at the top, um I think uh one thing that I appreciate is that there has been uh an increase from the management side and understanding what ISA's strategic direction is.

I think that means that we're we're being better at communicating what we're attempting to do with the leadership throughout the city county, and then that is obviously is a good thing.

Um tracking down, I'll I'll talk a little bit more about the BSC drop on the next screen.

Um, but I I think uh I'm also pretty proud of the 96% uh result for the ISA provides a good value for the services they provide.

That had been pretty low uh over time, and uh that's a pretty significant increase.

I think again that goes to our our focus on communication, at least to the management and supervisor levels on on what value that we're we're offering.

Um we did add three questions related to chargeback, and as you can imagine, uh those questions were pretty pretty low as far as satisfaction is concerned, or or understanding, I guess, uh, in in regard to those bottom three questions.

But the last question there, uh I feel confident in understanding and enforcing ISA policies and standards within my agency or department.

Uh 96% is is really pretty high.

Uh I'll talk more about this a little bit later slide, but I I was pretty pleased with that number.

Um back to the business services uh question, there was a 10% drop in that the BFC were essential to the function of the department or agency.

Uh and that that I think was noted over time by by us, and one of the strategic direction changes that we did last year was transitioning business services uh from within its own own tower within the strategy tower to within the digital tower, so it could be closer to the technical team so that it would drive a little bit more value and understanding for the departments and agencies, and I think over the course of this year time will tell on that front and see if that improves.

But that is certainly our goal.

Looking at all participant questions, uh meaning that's management supervisors and and staff, uh, you'll see that there were there was one new question uh related to our ISA SharePoint site.

That one uh was a big release for us to try and communicate all the things that ISA does and for people to be able to find and get what they need, whether it's internal knowledge, whether it is uh support, whether it is policy, uh, the new SharePoint site attempts to make that a little bit easier to understand ISA as a whole, uh, and I think that's an important when you have people who are trying to get other things done.

Uh so the good results on that, it's very positive.

Um I would like to point out that 91% there at the bottom, uh and talk about that here in the next page for you.

Um it's interesting to note that management felt confident in enforcing a policy, and then everyone was had 91% in understanding ISA's uh policies and standards.

So I think we've done a little better job in previous years in explaining what our policies are and getting those out there.

I know that's been a sore spot for me personally uh over the years, and I I think we've done good effort in that regard to get that out there.

On the next slide is general service desk.

You'll see that these numbers are relatively uh stable.

Uh they do show uh slight decreases, uh, but they're still in the 90% range.

Uh and with the the few survey results we go, I don't I don't I can't really judge anything from this and whether it's a positive or a negative sign, but holding in the 90s, I I think overall is a is a good positive.

Oh, one one thing I almost skipped there.

Um I I will say I am really one thing that uh we did in this survey is we did links to our policy pages, and on that bottom question there is uh the the mic, which is our internal knowledge base.

Uh, we provided links in the survey to that as well.

Uh in some cases, respondents were were excited to find that we had an internal knowledge base that they could get information.

Uh and so I think continuing to communicate out that those tools available, but that one did increase, and uh I we've done work over the years to try, and particularly like our executive team are the ones who focused on getting this out there and getting it created several years ago and continuing to invest in it and making sure that the knowledge is there for the departments and agencies, I think is important.

Uh, think of it as like self-service knowledge.

On the next one, you'll see is network devices, uh, a couple call outs here.

Um the adequate file storage going down.

I I do talk about that on the next slide.

Um, and then there are two on both the non-public and the public Wi-Fi that are trending positive.

We've spent a lot of time and effort uh over the last two years updating our wireless networks uh both from the public side and the internal side and seeing a slight uptick well granted with the number of respondents that we had may not mean anything it still is uh a lot of effort that we put forth that we're we're seeing some positive results in uh going back to the storage question uh it was uh it's kind of a strange thing to call out but I I I wanted to call out that we are from our our hyper converged infrastructure and our storage from a from a networking side and then leaning into OneDrive and the collaboration tools on Microsoft we're trying to figure out what the next strategy is for city county data storage as a whole and so we've had conversations uh with uh multiple entities within the city county on on how they'd like to see this store we had uh an idea from IMPD which was sort of a a hybrid storage piece that the prosecutor's office courts and and even the sheriff's office were we're interested in in doing uh so that is part of our conversation as we look at that next generation of what we do so uh uh kevin more and and and Steve York are and the the Bell team are and even our our digital side under Cater are working to understand what what the need is there as we move forward so uh hopefully uh this year well we will this year we'll out a new strategy on what that looks like and looking to see uh something which would hopefully uh give us positive results in surveys like this in the future on application training um this was a question two questions here that were asked on the the top one uh about maintaining uh applications on on city county devices that's still a trending positive we spent a lot of time in this regard making sure uh devices are updated that applications continue to be updated as needed uh there's good results there uh the one below that with uh percent of respondents with high knowledge confidence we asked about specific applications that are generally used throughout the city county and you can see that Microsoft Power BI and the Esri GR GIS tools have a lower confidence level I think I think we'll see that change over the next uh uh little while as the the GIS team continues with their upgrade continues it to communicate out the new tools and training opportunities I've seen those go out on a regular basis and I the enterprise adopts that and goes into it I think we can see a a marketed increase there with the Power BI training uh Power BI has only been previously had only been rolled out to a select few individuals at a developer level so there really wasn't much of a chance for all staff to be able to use that tool but with our move to uh from our Microsoft license from a from a G3 to a G5 last year every person in the city county who has a license has Microsoft Power BI tools and the Office of Audit and Performance uh currently is putting forth a uh uh a workshop that they're doing for training additional training on there and there's a new cohort that they're doing so I think that gives everyone within the city county the opportunity to spend a little bit more time in there and train.

Additionally reporting to to Kate is Alison Hughes our enterprise tech technically technical training manager and Alison and Kate are working on a technical enterprise training strategy for the year so that we can get behind and get ahead of what it is that people need and are looking to to understand we spent a lot of time last year working on AI training and and bringing AI to the city county and we'll continue to do so but clearly there's applications that we use every day that we needed to develop a strategy to roll out training for as well.

Moving on to our security questions I I think mostly these are really interesting but uh I when I was reading the initial results the only thing that actually made me laugh in this entire thing was that uh I'm aware of ISA's monthly fishing campaigns at 99% so good job Nicole and team everybody knows so that that's that's good.

It does show that we know we've spent a lot of effort in that regard trying to to get the enterprise has come a long way in the last four years to where from where we were when we first started the fishing campaigns to where we are now but the awareness is good and I I think in further reports from Nicole to the board maybe and then to the cybersecurity committee meeting we'll see how far we've come and finally the the last page questions were on AI we asked these same questions last year there isn't really the so this is a green that went down and we think is good which is the hesitancy to incorporate AI tools there's less hesitancy so that's a that's a good green going down we made it green even though it went down and then uh I'm familiar with the concept of AI and we spent a lot of time like I mentioned training folks in AI and getting them up to speed and there seems to be a higher number but again number of respondents was was pretty low.

Maybe not so much a question on this first part, but as far as the fishing campaign, uh I can't speak for everybody in city government, but you pretty much made me paranoid not to click on anything to include links that ISA sends out.

Uh where I'm like, I don't I don't know, I tried to report you guys too.

Uh however, good job.

Uh question on AI.

Does that AI platform roll out to everyone in city-county government in terms of like email, Word and Excel and all of that?

That's a really good question.

So co-pilot chat is a uh a general chat tool that rolled out to every single person within the city county.

That is not what you find in in your office applications.

That is a separate license.

Uh co-pilot, sorry, M365 Copilot, I think is how they word that.

Uh and that is an additional license and additional cost.

Um and requires additional training uh for the individuals who do it, uh, data classification training and uh innovate us training uh too, which is uh a general AI, generative AI training for public service professionals.

Oh, and if I could add real quick, uh when you do get a when anyone in the ISA, or sorry, within the city county who gets a link or or gets an email with links that they don't want, there is a tool at the top of your outlook which you can click and report that, and uh uh our security team and the tool will review it and determine whether it is malicious or not.

And if it's not malicious and they say it's fine, it is generally okay to continue and click on those things, even if they're from ISA.

Yeah, I figured that out, it wouldn't let me report your guys' actual email.

Well, you can actually I I have.

Nick Nicole sent me something, I reported it, but it was legitimate.

I thought she was testing me.

Great great job overall though.

Thank you.

Appreciate it.

Chief, yeah.

Um could you go back to slide one for the overall results?

Pretty please.

You showed it and then you didn't talk about it.

The the two right columns uh for the strongly or the very dissatisfied and the dissatisfied.

Um it's it's great results, but there's always going to be the outliers.

I know when I've uh submitted surveys to my vendors in the past, when I report something like that, I get a phone call pretty soon thereafter.

Did you follow up on those really bad surveys?

So that's a good question.

Uh we have not currently followed up on those.

Uh we did follow up in action on some of those items that came across.

Uh I'll I'll be vague on on what that that looked like.

But um there was there was follow-up and it has been marked a follow-up, but it hasn't happened yet.

So um as as an agency boss, um, I I know there's a lot of misunderstanding within the enterprise.

People don't understand the big picture of how IT works and how ISA works, and and some of it is just misinformation or ignorance, quite frankly.

So I I didn't know if there was an opportunity to pick up any of those very dissatisfied or dissatisfied people who just don't understand exactly what it all means.

So there is a lot of that, and I think that's why we try to lean so hard into communication just to get information out there because ISA uh has been sort of a black box to a lot of people not knowing how it actually works through um for each department or agency and who to contact and all these things.

And so we've spent a lot of time trying to make it as clear as possible, as transparent as possible who we are.

But there's always going to be some level of dissatisfaction.

Um and some of the dissatisfaction that was listed in the survey was was legitimate complaints that that need to be addressed, and it's good call-outs, and and trying to do those at a at a tactical and strategic level is sometimes isn't as easy as pushing a button in some cases it is, but I think having those conversations with that department or agency leadership and understanding what it is that they're looking for, what the outcome it is that they they want to have, it may be something that we already have, and they just weren't aware of it to your point.

One more thing.

Yes, I'm sorry.

Um your focus on Power BI.

Um, I I'd like to kind of make a plug for that that for any of the bosses up here on the board or anyone watching.

Uh I was part of the inaugural uh group that went through the Power BI training.

It was a week of uh painful um in person with Elliot and Jack O'Tane, uh OAP, uh a small group of us.

Um adoption has been poor.

Um it's complicated, but it's not rocket science.

Um and what you can get out of that tool uh and and the ability to uh operationalize and and bring your data to action is second to none.

And we need to do a better job within all the agencies of using Power BI.

So somehow, some way get the champions out there and drive Power BI because the AI stuff is great and all of the other things.

But until you get the data structured and you get it, AI is not going to work.

I I really appreciate that comment.

We've had a couple uh false starts, I guess is probably the word I would I would put on on trying to get enterprise data strategy going and looking at the outcomes that folks want.

There have been uh significant investment in uh building dashboards and trying to start that over time, uh, whether um through multiple agencies and departments, and I think we have an opportunity and and really like from from an IT board and ISA standpoint, focusing on on enterprise data strategy and getting people to understand how to use data and how to what types of data they have is really important, and it's really hard to do at this level uh with the city county structured the way it is.

Uh it it requires a lot of attention to education, a lot of attention to finding the champions in each agency and department who want to go through the hard hard times to build build that capacity.

Right now we have a lot of people who just want to do the cool thing and have hey, I'm I'm making data driven decisions because I did this report, but it takes a lot to get there at an enterprise level.

And so uh we're we're gonna work on that this year as a as a as a focus.

I don't know uh from a from a budget standpoint from from trying to get it right.

Uh I think we can take steps that data classification training to forget people interested in AI or to be able to use AI last year was a first step, but there's many steps to go along the way.

Thank you.

One last follow-up to that, just as a board.

Um so I'm looking at a vendor right now who just gave us a presentation, they're the third one.

It's all on a Power BI backbone, right?

It looks like Power BI.

Um, but they want a half a million dollars a year to provide us dashboards on our own data, right?

So if we as an agency, we as an enterprise uh could could devote more resources to it, every agency could benefit.

But but again, I'm I'm at a half a million dollars on a quote just to use Power BI.

So yeah.

Please.

Yeah, to your to your point, Deputy Weddington, uh, we in looking at some of the the failed things that we've done, you know, it's uh $600,000 here, $800,000 here at a department and agency level.

And if we can solve this at a city-county level, uh we can uh uh forgetting the word right now, but we could we could save uh plenty of dollars that we're not using if we can solve it or at least start a foundation for it uh centrally uh to be able to share it uh from a centralized location.

That doesn't mean that we pull all the data into the centralized location, but we make it available to that centralized location.

It's a bunch of different ways to architect it, and I don't want to get into that.

But I I think from a cost savings perspective, if we can set it up from a centralized way, it will save agencies and departments and the city county uh lots of money uh in the future.

Yeah.

I mean, just to echo what what Chief said and what you were talking about.

I mean, is it is the onus on the agency to sort of champion on their own, or is is there what is what is the instrument that we can maybe help champion all parties, all agencies, all offices.

So I I think there's there's a couple pieces here.

I I think that getting together agency and department leaders to look at what the outcomes are for the city county as a whole, what people are trying to achieve, and then work back from those outcomes uh and you use the board, uh, IMPD, the sheriff's office, uh and as OPHS is a is a department that I think could could have provide value there as well as uh as someone who is data heavy uh and could also have significant results.

Uh and so one of the conversations that that we've had is is trying to build that strategy and make sure that we're all aligned on what we think the outcomes will be.

So then we're building it together the right way.

Uh when I look at the board, I I think it it's probably we have some data policies, but I think we have to update those and bring those to the board uh as far as as what data roles are.

So what a and this is into the weeds, but you know, data custodians, data stewards, uh, and then data champions, like those people in each agency and department who are gonna lead the way on on data in their organizations, uh, and making sure from a leadership perspective, um, as as leaders in different departments and agencies, and then uh having you all support and and move that forward uh within your departments and within your new sphere your spheres of influence, uh, and then also from a centralized standpoint being able to to build that foundation and platform of training and learning and actually building the tool.

The tool is the smallest part of it.

It's all the culture change underneath the water uh if it's an iceberg, right?

Like that that tool is is the the easiest part.

It's the execution and the culture change that is always a problem in an organization our size.

So it's that and building it from the groundwork up.

So if if an agency sees us and says, hey, I want to make data-driven decision, I want to use Power B I, like what do you think what is their best next step?

So their hands.

Certainly, OAP is doing trainings on that on a regular basis.

I I would send that person to that.

There is opportunity to not spend $500,000 and just connect to whatever data is there and and to build some dashboards, but really with all the data that OFM has, that IMPD has, that the sheriff's office has, Treasurer's office, the clerk's office, the assessor's office.

How do we bring that data together and really make it work for us?

Because that all of our data in all these departments and agencies can be a force multiplier for this entity and the residents of this county and city.

Uh and it and it's really making sure that that's a priority for all of us as leaders, and and so having to build that, and I kind of have beginning to have those conversations again within with vendors trying to understand what that would look like.

And I've I've spoken with OPHS and the mayor's office a little bit about it and OAP about what that could look like, but there will need to be uh almost like a committee of individuals who are leaders within the city county who who are aligned on what that looks like.

So uh it's certainly opportunity.

I really appreciate you calling it out and supporting them.

Great.

I did have a question just on the uh the survey.

I mean, you you talked and and I'll take ownership on you know the the bad response numbers uh I mean hope to do more outreach for this year.

But what what would be a have you looked at a better opportune time to do the survey?

Yeah, that's uh that's a good question.

I I I we're gonna try and pull it forward into November, earlier in November.

We did it did it almost like the week before Thanksgiving, uh like after our last IT board, and and that's that's a really a horrible time to hit uh and we had benefits and stuff on uh I mean I think there was a lot going on at the end of the year that may played into that, but yeah.

Yeah, so I think pulling it into earlier November, November 1st, uh, you know, after Halloween and getting started there, and maybe letting it run um for the final two months of the year, something to that effect.

Not that we expect more in that year, but just leaving it open for a longer period of time in case someone forgets about it.

And not uh I know everybody loves to see receive emails from ISA by some of the survey results here, but uh you know, uh we can find the appropriate times to send those, yeah.

Okay.

That's all I had.

Any other questions from the board?

Yeah, if you're on the board, did you respond to the survey?

Did you?

Of course I did.

Somebody asked my opinion, yes, I gave it.

Uh and I trust that when you say it's anonymous, it really is.

Because I'm still on the board, so I think I'm safe.

No, I'm kidding.

I was not in the two percent.

All right.

A very dissatisfied.

Look, it it you're always going to have people who if I say the sun is shining, they're gonna say, oh no, it's not look at the clouds.

I mean, that's you can never get away from that.

I think that's a phenomenal response.

Yeah, it's a decrease, but it happens.

There was an option to stay anonymous or put your name in, I thought, right?

Yes.

Yeah.

And it really is anonymous uh through that tool.

So we didn't know it was you.

Look, with some of the comments I put, I how could you not know?

Anyway, thank you.

Nothing, nothing further.

Do we have any more business to come before the information technology board meeting today?

Hearing or seeing none, I won't entertain a motion to before we adjourn.

I do I'll announce that we have a scheduled IT board meeting uh February 17th, 2026 at 9 30 a.m.

in this same room.

So uh see you all next month at that date and time.

But hearing and seeing other business, we do have a motion to adjourn.

Do we have a second?

Second.

We are adjourned.

Thank you.