Year 2000 Priority One Business Functions

Status Report - September 1999

The Policy and Finance Committee reports having:

(1)received the following report (October 12, 1999) from the Chief Financial Officer and Treasurer; and

(2)requested the Chief Financial Officer and Treasurer to provide an additional follow-up report directly to Council for its meeting scheduled to be held on October 26, 1999, on the issue of external partnerships and agreements:

Purpose:

The Year 2000 Business Continuity Plan Status Report (September 1999) outlines the following information as requested by Council at its November 1998 meeting:

(i)Status report of each Priority One business function (October 5, 1999);

(ii)Status report on the ABC's and their state of readiness;

(iii)Status report on expenditures for Priority 1 Year 2000 functions (September, 1999); and

(iv)Change requests.

Funding Sources:

No funding is required at this time.

Recommendation:

It is recommended that this report be received for information.

Comments:

The City of Toronto Year 2000 project has achieved another project milestone. September 30 was the date targeted for the completion of year 2000 testing. At this point the essential public services are now year 2000 ready. These include services such as water supply, social services, traffic control, and fire and ambulance services. Work is continuing on the documentation of test results and completing the implementation of year 2000 ready solutions to production.

Clean Management:

In parallel to the above activity, the City has implemented a Clean Management Strategy. The objective of this strategy is to ensure that no new year 2000 issues are re-introduced once a system has been declared ready. This involves numerous steps such as:

(a)educating staff on the issues;

(b)issuing all RFPs, RFQs and POs with the appropriate year 2000 warranties and liabilities;

(c)wherever possible, renegotiating existing contracts to include the appropriate year 2000 warranties and liabilities;

(d)implementing "managed change" and "system freeze" procedures;

(e)decommissioning non-year 2000 ready systems; and

(f)ensuring that Commissioners acknowledge adherence to the Clean Management Strategy.

Transition Planning:

Transition planning has been initiated. The Year 2000 program has begun creating a countdown schedule for activities leading up to midnight December 31, 1999. The activities include precautionary steps to be taken by the City such as system backups, system printouts and topping up reserves. The Year 2000 readiness program will establish an operations center to monitor the millennium rollover. The Year 2000 Project Management staff will be on site to provide the ability to respond to and manage any year 2000 issues identified and to support the restoration of service where appropriate. The Year 2000 Operations Center will act as a resource to the City's Emergency Operation Center. All communications with the public will be handled through Corporate Communications. As the rollover occurs on a Friday night, there is a 3-day lead for problem resolution. The Operations Center plans to leverage the opportunity for pro-active problem identification and resolution over the long weekend. During the week of January 4 through 7 the Operations Center plans to monitor, log and respond to any year 2000 issues identified.

Data Retention Project:

As a result of the Year 2000 program, 2 mainframe computers and 577 mid-range servers will be decommissioned. These servers are not year 2000 ready. In addition, hundreds of applications are being decommissioned as they have been consolidated or replaced by other solutions. These applications are not year 2000 ready. The integrity of data left on platforms that are not year 2000 ready or data accessed by applications which are not year 2000 ready could be affected. Therefore, it is critical that this data is migrated to a year 2000 ready platform and that information used on a day-to-day basis (active data) is made accessible by year 2000 ready tools. The Data Retention Project team is in the process of identifying this "orphaned" data and assessing the retention and access requirements. They are working with the Year 2000 mainframe and server team to identify the data by platforms and with the Year 2000 departmental teams to identify the data by application. In addition, the Audit Department and the City Clerk's are working with the team to identify the appropriate data retention schedules. Access to active data will be addressed as part of the Year 2000 Project.

In discussions with the City Clerk and the Audit Department, it has been identified that a significant amount of the "orphaned" data is unusable. This is a result of issues such as inadequate documentation, loss of knowledgeable staff, encrypted information and meaningless file names. A report is being brought forward by the City Clerk to notify Council of the planned destruction of this useless information. Appropriate records retention schedules will be applied to all usable information.

Communications Strategy:

In the past month, public interest in Year 2000 has increased. The Year 2000 program office and the Emergency Services staff have co-presented at 2 sessions held by the Metro Toronto Housing Authority and at a session held by Councillor Saundercook for members of the York community.

A public information session for members of the Scarborough community is scheduled for later this month at the request of Councillor Berardinetti.

Now that the essential public services of the City of Toronto are year 2000 ready, the City plans to pro-actively notify the public that they can expect business as usual on January 1, 2000 and beyond. In addition to the usual distribution channels, this will be handled through a media briefing later this month, through inserts in water bills and other city mailings and through the use of advertisements in TTC shelters.

Status report on Priority One business functions (Appendix 1):

Desktop Rollout:

To date, the Desktop team has rolled out 13,593 units. This includes the 2,500 desktops rolled out by the Province. The remaining 748 desktops will be rolled out by October 22, 1999.

External Partnerships and Agreements:

After further analysis by the operating departments, the number of priority-1 vendors was reduced from 750 to 625. Follow-up calls and letters have been sent to all non-respondents. There are now 134 responses outstanding.

Mainframes:

The number of mainframes has been consolidated from 4 to 2. Of the approximately 14 millions lines of code assessed, approximately 10 million lines have been decommissioned leaving 4 million lines for remediation. Currently there are 4 applications pending implementation to production and these are scheduled for completion by October 20, 1999.

Midrange Servers:

359 of the targeted 523 servers have been certified year 2000 ready. The servers requiring certification are departmental servers. Departments have been contacted to provide testing windows for the midrange team to conduct the year 2000 testing.

Communications and Training:

Of the 10,000 City staff targeted for Desktop training, 8,554 staff have been assessed for their training needs. Of those assessed, 6,696 staff have received training. The target date for completing all desktop training remains December 17.

Of the 3,000 staff targeted for Groupwise Email training, 41 percent have been assessed, while 1 percent have received training. Groupwise training will also be completed on December 17.

Network/Voice:

Voice Network testing is complete. Forty-five of the forty-nine systems to be remediated have been implemented. The projected target for completion is October 31, 1999. The solutions for the remaining systems include conversion to Centrex or the application of software patches.

The core and peripheral data network and the network systems management are year 2000 ready. Operating department initiatives has imposed additional network requirements. These additional requirements are 80 percent complete with a target completion date of November 1, 1999.

Facilities:

An additional 5,000 (bringing the revised total to 11,000) building systems have been identified as a result of the inventory of 2,100 buildings identified. Approximately 300 building systems have been identified as having date implications. These systems will be compared to a database of test results purchased by the City to identify the necessary action plan, if any. The QA manager will determine if the test database meets all the testing requirements. Testing of systems in critical buildings continue. Information will be available by building at the end of October.

Letters have been sent to the landlords of non city-owned facilities. 40 percent have responded to date. A second mail out is active. In addition, City tenants are being notified of the building status where no response has been received or the response is not satisfactory.

Only critical business machines are being addressed. A pool of "replacement" equipment is being acquired to address any year 2000 issues identified with office equipment. All medical equipment has been assessed. No problems were identified.

Fleet:

Fleet has assessed all vehicles in the fleet. Only fire engines were tested. Readiness of all other vehicles was determined based on research and vendor-provided information

Status from Year 2000 ABC Team:

There were 110 Agencies, Boards, Commissions and related organizations identified in a report to Council last November. The report stated that the City would apply the same due diligence to Agencies, Boards and Commissions as to Departments. In February 1999, the City's Y2K Project Office established an ABC Team to ensure this was done. The ABC Team has:

(i)Helped the Y2K Project Office and City Departments establish and get agreement to their responsibilities for the Agencies, Boards, Commissions and related organizations. City responsibilities have been finalized for 108 of the organizations. For the remaining two organizations, the Toronto Parking Authority and the Toronto Port Authority, only minor questions are outstanding. We expect to resolve the questions by September 30, 1999. Departments have responsibility for delivering or conducting quality assurance reviews, and reporting on, the Y2K programs of 95 of the Agencies, Boards and Commissions. The ABC Team is conducting quality assurance reviews of the Y2K programs of four Agencies, Boards and Commissions, and is providing assistance on request to the remaining eleven related organizations. Detailed documentation of the responsibility decisions and the reasoning for those decisions has been produced.

(ii)Provided awareness seminars or otherwise ensured that the organizations have an appropriate awareness of Y2K issues, the City's role and what Y2K actions they must be undertaking themselves. A communication plan has been documented for all the organizations. The final two meetings of the planned communication are scheduled for the week ending September 10.

The four organizations whose Y2K programs are under review by the ABC Team are Toronto Hydro-Electric Commission, Toronto Police Services, Toronto Economic Development Corporation, and Toronto Transit Commission. The review for Hydro, Police and TEDCO involves extensive interviews, document inspection, attendance at internal meetings, coaching and assistance as applicable. Due to TTC's legal independence from the City, the TTC review is being conducted at arms length. A summary of the review status follows.

Toronto Hydro-Electric Commission (August, 1999):

The findings from the initial review will be delivered to Hydro in September.

Toronto Police Services (August, 1999):

Draft findings, delivered to the Police August 6, identified a number of potential action items for Police attention. The Police are working, with assistance from the ABC Team, to analyze the items and initiate actions as appropriate. The items can be addressed in the time remaining to the end of the year. Meanwhile, review activities are ongoing.

Toronto Economic Development Corporation (August, 1999):

An interim report, delivered to TEDCO July 8, has been reviewed and accepted by TEDCO. As a result TEDCO is obtaining legal advice regarding their exposure as port lands property manager, and the ABC Team will be assisting TEDCO to ensure the adequacy of their software testing and their overall record of due diligence.

Toronto Transit Commission (August, 1999):

TTC engaged two independent companies to review their Y2K Project - Ernst & Young for their overall project, and Stone & Webster for engineering aspects. On September 7, the ABC Team will initiate work with TTC project management to examine the TTC response to the recommendations made by the reviewers.

Status report from the TTC - August 20, 1999:

Summary:

Project plans to remediate business applications, technology infrastructure and embedded systems are in place, and detailed plans have been integrated into a master plan. Integrated databases have been built to track the inventory of applications to be remediated, embedded systems, as well as the technical infrastructure.

Current remediation efforts for critical applications and embedded systems are expected to be completed by September 1999. Exceptions to this include a small number of replacement business applications, such as Scheduling and Engineering Document Control. Individual project plans are being tracked closely, and no critical delays are expected.

Contingency and continuity planning are well under way, to accommodate both IT application failures and external problems related to power supply, communications, and water, which will significantly impact service. A Contingency Task Force has been established within TTC with senior representation from each Branch.

A communications strategy has been developed, and an Intranet site to disseminate Y2K information to TTC employees has been completed.

Progress:

Details on progress by group, project, and project phase are represented in the Y2K Progress Chart (appendix 2) attached. The chart represents the seven major phases of the Year 2000 project: Initiation, Inventory, Assessment, Remediation or Replacement, Testing, Implementation, and Post Implementation. The percent complete is based on the amount of work accomplished.

A number of Critical IT applications have recently been certified and put into production. These include General Ledger, Metropass Discount Plan, the Ticket Order Processing System, Accounts Receivable, Job Based Cost System, Scheduling System (Trapeze), ATOS (Transit Admin System), WTIS (Wheel Trans), Route Planning (MADITUC), and the Delay Logs application, which monitors service delays. In addition, a number of other major applications have been tested and put into production, and are awaiting final documentation. As of August 20, 1999, 19 percent of the Commission's 135 Level 1 and 2 Systems are completing remediation, 42 percent are actively being tested for Y2K compliance, and the remaining 39 percent are in the process of being implemented or have been Y2K certified. By the end of August, over 78 percent of all Level 1 and 2 applications will be tested, with all of the most critical IT applications Y2K ready by September 30, 1999.

The number of embedded systems being tested now stands at over 350, due largely to the addition of testing equipment to the inventory. All but 12 of these have now been tested, and final certification documentation is currently being compiled.

 Highlights of Accomplishments:

Embedded Systems:

-All in-house testing is complete. The remaining testing requires vendor involvement, which will take place in August.

-All buses, streetcars, and revenue subway cars are certified Y2K compliant.

-RT1 and RT3 subway work cars are certified Y2K compliant.

-Wilson CNG Plant: Y2K test completed; vendor supplied PC motherboard upgraded and is now Y2K compliant.

-SMC: Y2K tested, and date is incorrectly recorded on event logs after January 1, 2000. No impact to system. Technical Requirements for replacement have been written.

Financial:

-General Ledger system has been upgraded to most current version, and has been certified as Y2K compliant.

-Payroll: All applications are in production, and awaiting final certification

-MDP: upgraded system is in production.

-TOPS: upgraded system is in production.

-A/R: certified Y2K compliant

-JBCS: upgraded system is in production.

Transportation:

-FOCUS: Security (which includes the Security Occurrences database) are tested and implemented.

-Service Planning Applications (which includes Stops Administration and all the Counts) are tested and are currently being implemented.

-Scheduling System (Trapeze): tested and certified Y2K compliant.

-ATOS (Transit Admin System): tested and certified Y2K compliant.

-Delay Logs: tested and certified Y2K compliant.

Maintenance:

- Maximo: Tested and in production.

- SMS 2 in production in all but one location.

Corporate and Other:

-Wheel Trans: Certified Y2K compliant.

-Wheel Trans IVR: Vendor selected, and implementation plan is underway.

-Claims (Riskmaster): New application software being implemented in pilot parallel mode.

-MADITUC (scheduling) replaced, tested, implemented, and Y2K certified

-Corporate Client-Server applications: 4 of 10 Level 1 and 2 applications certified.

Engineering:

-CADD applications tested and in production.

-Contract Management schedule reviewed; implementation targeted for November.

-Document Management: Implementation plan being assessed to determine opportunities to advance the implementation schedule.

IT Infrastructure:

-Desktop rollout Commission-wide is 89 percent complete.

-Network Servers: All NT and Novell Servers designated for remediation have been replaced or upgraded.

-Voice: All Voice systems (Hardware and Software) are now Y2K compliant.

-Mainframe: All VM and VSE software has been certified Y2K compliant.

Contingency Planning:

-All Business Operations contingency plans are drafted. These Department/Branch plans handle outages from hydro, water, telecommunications and external suppliers.

-All detailed IT contingency plans (Applications, Infrastructure and Embedded Systems) have been drafted. Most are in their final review with almost one quarter of them signed-off. All plans are targeted for completion by August 30, 1999.

Budget:

The current projected cost for the TTC Y2K project is $15.8M. This does not include the costs for permanent IT employees working on Y2K (which is most of the department) nor the costs of the User Testers and User Coordinators from all Branches participating in the test planning, testing, and contingency planning efforts. This amount is $1.0M over the approved budget, and the Y2K Project Office is currently investigating options to make up the shortfall internally.

Conclusions:

-Expected to meet target of all level 1 and 2 applications Y2K ready be end of September 1999, with a few exceptions.

-Exceptions are: SMC for SRT, Engineering's Document Management System, Time Keeping and Contract Management System, Wheel Trans Interactive Voice Response System, and the Drop Vault System.

Status Report from the Toronto Police Service - August 23, 1999:

Year 2000 preparations are continuing to progress at the Toronto Police Service. In this update the Service reports on its preparedness status conforming to the previously submitted reporting format.

Emergency Preparedness:

Consistent with established timelines, the Service is in the process of preparing unit specific operational contingency plans. Unit plans are expected to be finalized by the end of the month. These plans prepare units in the event that they have to operate with diminished services (i.e., electricity, heat and water) or have to re-locate to another facility.

Contingency plans are also being prepared to enable police services to be delivered if computerized systems fail or suffer prolonged downtime.

The Toronto Police Services Y2K Task Force is making the necessary preparations and seeking approvals to provide all police divisional facilities with emergency power generation capability. In addition plans are being prepared to facilitate fuel delivery to police facilities in the event that the normal fuel distribution process becomes disrupted.

Information Technology Systems:

The TPS project is close to its target schedule, with most high priority systems implemented or nearing implementation. As per the original plan, there are still a number of systems to be converted, with work expected to extend right up to the end of 1999.

The status is as follows:

(i)Priority A: All of the remediation work for applications in this category is complete. Two of the 21 applications are undergoing internal testing since they were delivered and certified by the vendor late.

(ii)Priority B: Ten of the 21 systems in this category are completed and implemented; two will be replaced by a new application; two are awaiting new releases from the vendors. The rest have been renovated and are undergoing internal testing with scheduled implementation in September.

(iii)Priority C: 13 of the 28 systems in this category are completed and implemented; the rest are expected to meet their target date.

(iv)Priority D: 5 of the 17 systems in this category are completed; three have been decommissioned as no longer required; the rest have still not been addressed, due to their relatively low priority.

Staff has also been assisted recently by the City of Toronto ABC Quality Assurance team on the Year 2000 Project Review. The City of Toronto team has found that overall, good progress has been made on the renovations of TPS' applications inventory. Also, there are a number of suggested improvements made by this team which the Service will be using to strengthen its administrative diligence.

Information Technology System Funding:

As previously reported, it is anticipated that the remaining funding of $1.35 million included in the Service's 1999 budget request to Council will be sufficient to complete the remaining aspects of priority A-D technology systems.

Facilities and Other Equipment Assets:

A complete inventory of equipment assets that may be affected by the Year 2000 conversion has been prepared. Remediation and testing of these assets is continuing. It is anticipated that critical or priority A equipment assets will be remediated and tested before year end.

The Service continues to work closely with city staff on the assessment and remediation of facilities in keeping with established timelines.

In closing, Chief David Boothby remains confident that the Service will be prepared to deliver police services in the new millennium in keeping with the expectations of our communities.

Status Report from Toronto Hydro - August 27, 1999:

Toronto Hydro's Year 2000 project is on target and there are currently no known issues that jeopardize the goal of 100 percent year 2000 readiness.

Systems affecting the flow of power to customers are now 100 percent ready with only contingency planning remaining to be completed. 100 percent ready means that inventory, assessment, remediation and testing of all systems affecting the delivery of power are completed . The Contingency Planning team reports that the finalizing of contingency plans, including practice and revision, is targeted for October 31.

Half of Toronto Hydro's electrical distribution control systems are already operating in the Year 2003 and the transition from December 31 to January 1 will be from Year 2003 to 2004. This operating procedure eliminates any possibility of rollover problems associated with the turn of the century in these systems.

The Year 2000 Project Office has met with Toronto Hydro's senior vice presidents to update them on the Y2K readiness programs in their area. Testing authorization and exemptions have been thoroughly documented. Reports are being prepared for each of the senior vice presidents, documenting the testing and results for all systems for which they have responsibility.

The City of Toronto is currently performing a quality assurance audit of Hydro's entire Year 2000 readiness effort. Interviews have been arranged with more than 30 key Toronto Hydro staff, managers and vice presidents. The review is now 95 percent complete and Hydro looks forward to receiving the final report.

Hydro is continuing to participate on the Emergency Services Providers Ad Hoc committee to ensure that its emergency communications and response are coordinated with those of other key agencies. Upcoming communication activities focus on youth, senior and disabled populations. Communications with Toronto's health sector include a bulletin to be issued by Community Care Access Centre Toronto to its members to notify them of Toronto Hydro's life support services registry.

Corporate communications staff are developing emergency communications protocols in cooperation with all business units and these will be finalized by the end of September. Extra communication officers will be on duty through the year-end changeover and during the first few days of the New Year.

Status report on the City of Toronto's expenditures:

Attached is a status report on the $149.6 million allocated to the Y2K project to remedy all Priority 1 business functions. As of October 5, 1999, a total of $87.2 million has been committed or spent leaving $62.4. For September 1999, $3.3 million have been committed. The majority of this expenditure is again for resources, hardware, software, servers, and network equipment. Contingency Planning and change requests for critical 2 and 3 will be approved on an individual basis and money will be drawn from the administration funds allocated to each department first, then from the Project Contingency Fund. Additional funding will be requested to Council only after these funds have been depleted. It should be noted that the original budget for each area is not adjusted based on approval change requests. (See Appendix 3).

Change Requests:

The following change requests have been approved by the Year 2000 Steering Committee and are presented for information.

Community and Neighborhood Services:

B.C. No. 20 - Media and Communications (Public Health):

Log No. 181 - Remediate Food Handler Certification Program:

The Food Handler Certification Presentation has been replaced by a version written in MS PowerPoint97. Therefore, this application should be considered replaced (retired).

B.C. No. 10, Criticality 2 No. 150 - Library Services, Voice applications:

Log No.182 - Request to activate a criticality 2 business case:

The Library's criticality 1 business case, Library Services (four partitions) is on schedule and on budget. The Library Services business case is scheduled to be completed before the end of the third quarter.

The Library would like to activate the criticality 2 business case, Library Services, Voice Applications, based on the revised version of the business case. The original funding request has been revised from $95,040 to $18,620. This represents a net decrease of $76,420 to the original business case.

B.C. No. 10, Criticality 2 No. 149 - Library Services, Room Booking:

Log No. 183 - Request to activate a criticality 2 business case:

The Library's criticality 1 business case, Library Services (four partitions) is on schedule and on budget. The Library Services business case is scheduled for completion before the end of third quarter.

The Library would like to activate the criticality 2 business case, Library Services, Room Booking, based on the revised version of the business case. The original funding request has been revised from $257,850 to $47,186. This represents a net decrease of $210,664 to the original business case.

B.C. No. 10 Criticality 2 No. 156 - Library Services, Electronic Services:

Log No. 184 - Request to activate a criticality 2 business case:

The Library's criticality 1 business case, Library Services (four partitions) is on schedule and on budget. The Library Services business case is scheduled for completion before the end of third quarter.

The Library would like to activate the criticality 2 business case, Library Services, Electronic Services, based on the revised version of the business case. The original funding request has been revised from $172,800 to $45,880. This represents a net decrease of $126,920 to the original business case.

B.C. No. 10 Criticality 2 No. 146 - Library Services, Management of Donated Revenue:

Log No. 186 - Request to activate a criticality 2 business case:

The Library's criticality 1 business case, Library Services (four partitions) is on schedule and on budget. The Library Services business case is scheduled for completion before the end of the third quarter.

The Library would like to activate the criticality 2-business case, Library Services, Management of Donated Revenue, based on the revised version of the business case. The original funding request has been revised from $125,550 to $48,195. This represents a net decrease of $77,355 to the original business case.

B.C. No. 6 - Operating Budget Preparation and Analysis:

Log No. 200 - Changes to Social Development EP&A Requirements:

Reinstatement of Strategic Reporting Systems (aka Borland) Report Smith from EP&A list for year 2000 readiness letter pursuit.

The new version of Debudas was to have all reports converted to Crystal Reports thereby not requiring any further usage of ReportSmith. Current revision Debudas strategy requires the continued usage of ReportSmith (Year 2000 ready version) until the implementation of the new Debudas system is completed (to follow Year 2000).

Continued usage of ReportSmith means this software must be reinstated on the EPA list of critical software for Social Development and Administration.

B.C. No. 26 - Research and Data Support for Partition No. 1:

Log No. 201 - Add MapInfo Inc. MapInfo:

EPA list of CNS02601 critical vendors had removed MapInfo Inc.'s MapInfo software from the list. MapInfo is a critical piece of software for CNS02601 operations and should be included within the sphere of EPA.

B.C. No. 11 - Hostels (Housing Improvement and Support Mainframe):

196 - This Change Request is to initiate a new business case (Criticality 1) for 10 new Shelter Housing and Support mainframe applications were recently discovered - $94,500.

(1)Termite Program;

(2)Low-rise Rehabilitation Program;

(3)Ontario Home Renewal Program;

(4)Residential Rehab. Assistance Program;

(5)Carpenter Ants Program;

(6)Home Modification Program;

(7)City of Toronto Program;

(8)Contract After Care Program;

(9)Convert to Rent Program; and

(10)Commercial Façade Program.

EDS has completed the assessment and is in the process of remediating the applications. This change request is to add the above applications to the Hostels business case (create a new partition to track the HIPS costs).

B.C. No. 10 - Library Services:

Log No. 206 - Clean Management Strategy for the ILS:

The ILS production environment (7X24) requires a departure from the "Clean Management Guidelines". This request seeks acknowledgement of the need for business continuity. The Library requests that it be released from future date testing and it be allowed to implement changes to the application when required according to its own clean management practices, informing the PMO/Steering Committee through the change request process after the change has been implemented.

The other three partitions associated with this business case are not affected by this request. The Library has a test environment available for those applications. Departure from the city's Clean Management Guidelines for those partitions will not be required.

B.C. No. 6 - Operating Budget Preparation and Analysis:

Log No. 210 - Continued use of current production Year 2000-ready Debudas system:

Social Development and Administration has chosen not to implement the new version of the Daedalian remediated Debudas system which was to be implemented by 30-September-1999. Social Development and administration will instead use their existing Debudas system, which has been certified by the vendor (Daedalian) as Year 2000 ready.

Because of the conflict between freezing code revisions after Year 2000 certification following post-remediation, and the necessity of making continued revisions to the new Debudas system in order to meet Divisional Budget Reporting requirements in the Year 2000, Social Development feels they will be unable to meet an implementation deadline before late in the fourth quarter.

In order to meet the Year 2000 readiness certification and ensure continued business operation, Social Development has chosen to continue using the current Debudas system, which is in production and Year 2000 ready, but without the new reporting features to be implemented in the next release (due no earlier than March 2000).

B.C. No. 7 - Subsidy Claims:

Log No. 211 - Omission of detailed Year 2000 testing of remediated and converted spreadsheets because of lack of date impact.

Social Development and Administration has chosen not to conduct further detailed Year 2000 testing beyond functionality and user acceptance testing following Year 2000 conversion of their spreadsheet files. This decision is based on the year conversion of their spreadsheets from Lotus 123 to the Year 2000 ready Excel 97 and a cell-by-cell assessment of the converted files by Daedalian.

The vendor assessment of all spreadsheets before and after conversion has determined that all date-related field fall in the following categories:

(1)Text fields (with no date impact on formulas or calculation); and

(2)System date fields (which are defined by the Corporate Desktop Initiative and beyond the control of the Business User to change).

It has been determined by Daedalian and the business users that to conduct detailed Year 2000 testing on the spreadsheets is not relevant due to the following:

(1)Lack of date fields that can be tested;

(2)Reliance of date formatting on the desktop system date settings which are determined by CWI and the Desktop group; and

(3)Year 2000 testing and approval of the current desktop configuration and software applications used.

B.C. No. 23 - Financial Reporting:

Log No. 212 - Omission of detailed Year 2000 testing of remediated and converted spreadsheets because of lack of date impact.

Description same as Log No. 211 above. This request was approved by the Year 2000 Steering Committee.

B.C. No. 23 - Financial Reporting:

Log No. 213 - Omission of detailed Year 2000 testing of shrink-wrapped software packages:

Social Development and Administration, Research and Data Support plans to test only the high level functionality of its current report generation tools for Year 2000 compliance. The omissions to testing concern the complete software list of this business case, namely:

(1)MS Office 97;

(2)Corel WordPerfect Office 2000;

(3)SAS v6;

(4)MapInfo and tools;

(5)Harvard Graphics; and

(6)Stats Canada Census Browser.

The omission of testing is justified on the basis that each of the software packages listed above is a shrink-wrapped solution with exclusive maintenance and support of the program being provided via the vendor. The City of Toronto in no way has control over remediating any aspect of the program source code and must rely solely on vendor support to do so (e.g., Version upgrades, maintenance releases, etc.). All versions of the software used are the most current ones readily available.

Items 1 - 3 above are applications used throughout the City and have received Year 2000 readiness confirmation via the Year 2000 Corporate Standards group, as well as the Corporate Year 2000 Desktop Rollout Team.

Items 4 - 6 above are also used through the City and verification of Year 2000 readiness via the vendors is handled via External Partners and Agreements. Vendor compliance statements received through EP&A in the case of items numbered 4-6 above verify Year 2000 readiness of the above products.

Corporate Services:

B.C. No. 27 - Fleet Management and Maintenance - $156,497:

Log No. 160 - Advance Completion Date of this project to September 30, 1999 from November 30.

The project team has been asked to advance the completion date of this project from November 30 to September 30. This Change Request defines the minimum additional hardware and labour needed to accomplish this schedule improvement.

B.C. No. 28 - Integrated Disability Management and Claims Processing - $34,668:

Log No. 179 - The Human Resources Division is requesting additional funds in the amount of $25,680 (+35 percent PM, QA, Systems Mgmt.) for the above Business Case.

Based on current SAP development and implementation information, the effort to interface the IDSM application and SAP are now known. These include employee number conversions, organizational specification, input from former municipal payrolls and manual entry of employee profile information as required. These changes will require a project extension of 2 - 3 weeks. The Integrated Disability and Safety Management application is not viable and cannot be implemented without these changes.

All Priority 1 Business Cases - $28,400:

Log No. 224 - A Contingency Planner is required by the Corporate Services Department to assist divisional Y2K project teams with the development of contingency plans for Y2K priority one projects.

The Contingency Planner has met with all divisions who require contingency plans for their Priority One Business Cases and estimates that it will take her approximately 200 hours to document all required contingency plans for the City Clerk's. Facilities and Real Estate, Fleet, Human Resource (Integrated Disability Claims Management only), Information and Technology and Legal Divisions. This estimate does not include testing of the Y2K Contingency Plans. This was approved by the Y2K Steering Committee. However, it was felt that this person may need to stay on longer and additional funding may be required.

B.C. No. 28 - Integrated Disability Mgmt. and Claims Processing - $120,336:

Log No. 225 - The Human Resources Division is requesting additional funds.

The original submission assumed that Oracle, as a City standard, would be available for common use. Discussions with Computer Operations and Telecommunications began in May re the need/process of acquiring Oracle as licensing issues were then under review. It appears that insufficient licenses are available for our use at this time and that it would be prudent to acquire additional licenses. We are asking for 60 full concurrent licenses. Our current projected user base is 80-85 HR users, with a possible 500-600 supervisors being added some time after implementation. The supervisors would be ultra-low usage users, simply using the system to fill in claims forms.

Criticality 2/3 Systems, B.C. No. 100, 101, 102, 103, 104, 105, 106, 161, 162, 163, 164, plus 3 new ones:

Log No. 226 - Assessment of Criticality 2/3 Systems, Corporate Services.

This Change Request is provided as a marker for the Corporate Services Critical 2/3 Business Cases.

A final review of the Business Cases developed in January 1999 is currently in progress. This work is being performed by business unit staff and is independent of Critical No. 1 projects. As assessments are completed, individual Change Requests will be submitted requesting activation of each business case and confirming impact statements, project completion dates, resources and costs for the individual projects. The current Freeze schedule for new applications from September 30, 1999 to January 15, 2000 will be respected. Implementation dates are to be targeted for January 16, 2000. As identified in the Freeze schedule, the Change Request process for critical circumstances will be utilized on an as needed basis. It is understood any staff involved with Criticality 1 Systems must complete those tasks prior to commencement of work on Criticality 2/3 systems.

Economic Development, Culture and Tourism:

B.C. No. 43 - Recreational Program Delivery:

Log No. 136 - To comply with the directive put forward by the CAO and Commissioners to bring forward the implementation timetable for the CLASS project - $2,124,100

Advance implementation, harmonization and business continuity - $1,507,600

35 percent Allocation $616,500

Due to an oversight in the original business case, the 35 percent allocation was missed.

B.C. No. not yet assigned - $357,750:

Log No. 174 - Request to extend Y2K remediation for hardware/software to the Heritage and Museum Boards including Heritage Toronto.

B.C. No. 48 - Maintain Cultural Attractions/Finance - Zoo - $295,000:

Log No. 175 - Funds to implement Critical 2 Business Cases for the Zoo.

Additional funds are requested to implement a Year 2000 solution for:

(1)Admissions (Point of Sale);

(2)Development/Membership; and

(3)Maintenance Management.

B.C. No. not yet assigned - $108,000:

Log No. 176 - Request to bring forward this Critical 2 Business Case for independent Toronto Arena Boards in the former City of Toronto.

Provide assistance to the Toronto Arena Boards. Provide Y2K compliant hardware and upgrade financial software where necessary to ensure the Arenas are able to operate, provide services and track finances through the year 2000.

Finance:

B.C. No. 59 - Capital Budget Preparation:

Log No. 148 - Request for incremental funding due to a change in scope of the project - $220,495:

The Finance Department's Capital Budgeting process needs a single integrated system to replace the former cities' budgeting system and to achieve reporting and operational efficiencies. Each of the cities had their own systems and interface between these systems was through an Excel spreadsheet file submitted to Finance for consolidation. The proposed system will eliminate this exercise by having the users input the business cases directly into the system.

B.C. No. 58 - Operating Budget Preparation:

Log No. 157 - Daedalian functional changes of Operating Budget System - $50,000:

In 1999, the City of Toronto implemented a new accounting system and introduced a number of administrative changes including restructuring of feature detail and account structure codes. The new system's budgeting module will not be available for immediate use. As a result, DEBUDAS will be used to prepare the year 2000 budget with certain changes/modifications.

Change in scope requires additional funding. The modifications will cost $40,000 to complete. Only $5,000 has been budgeted for Y2K testing last October 15, 1998. After the completion of the changes, Y2K assessment and remediation will be conducted prior to testing. This will require an additional $10,000 bringing the total request to $50,000.

B.C. No. 56 - Accounting (SAP):

Log No. 173 - Request approval for $437,000 in order to implement the SAP Accounts Receivable module.

The implementation of SAP application has been undertaken by the City as the Year 2000 solution for a number of applications, as well as being the integrated solution for the amalgamated City. Phase 1A of the SAP Project went into production at the end of June and Phase 1B is scheduled for production at the end of August. The following modules have been implemented: General Ledger, Accounts Payable, Purchasing, and Material Management. The Accounts Receivable module was removed from implementation scope in 1999 in the interest of saving implementation time and effort. The original plan called for a remediation of the Accounts Receivable Module of the Computron Financial System as a short-term solution. However, upon an analysis of the viability of this alternative, it became clear that this is not a solution, even in the short term.

B.C. No. 55 - Pension Administration:

Log No. 185 - Delete non-critical vendors from EP&A vendor list:

The following vendors were originally associated with the Pension Administration business case, but have been re-evaluated and found not to be criticality 1 vendors. They will not cause injury, result in a major lawsuit, loss of revenue or impact the reputation of the city if they are not Year 2000 ready.

The vendors are:

Baker GilmoreMulvihill FinancialTAL

Beutel GoodmanPearlstein FinancialTD Quantitative Capital

Bissett & Assoc.Phillips, Hager Investment CounselUltravest Investment Council

Gryphon Investment CounselSanford C. Bernstein & CoWilliam M. Mercer

Howson TattersalSceptre InvestmentYield Mgmt. Group

McLean BuddenState Street Global Advisors

B.C. No. 61 - Insurance Management - $10,500 (Finance Contingency Fund):

Log No. 227 - Add a new Priority 2 System - W5 Claim System:

This claim management is required by the insurance division to keep track of the claims and to manage the claim data. However, this link to McLaren Toplis is not highly critical to the business, since alternative modes of communication such as fax, telephone, and courier are available to obtain information. Hence, the business has decided to add this application as a Priority 2 system.

In addition, it is recommended that the cost be absorbed by the Finance Y2K project contingency fund.

B.C. No. 56 - Accounting Services:

Log No. 203 - Request for Year 2000 compliance remediation and funding of $1,553:

The Furniture and Equipment Inventory of the Accounting Services Division is a mainframe system. It was agreed to perform only a year 2000 compliant testing for this system by the Year 2000 Mainframe Group. Unfortunately, the system was failed in the year 2000 compliant testing and the users must have this system operational beyond year 2000 to continue their services.

Reason for Change: The system was failed in the year 2000 compliant testing and a remediation to make the system year 2000 compliant is required.

Cost Analysis: The remediation will cost $1,445 to complete. The Accounting Services Division has no budget for the Year 2000 Project. It is recommended to have this amount of $1,445 be absorbed by the contingency fund.

B.C. No. 62 - Tendering and Contract Management.:

Log No. 204 - Recommendation that the sign-off date of this project be changed from August 4, 1999 to October 19, 1999, with a go-live date of October 20, 1999.

(1)Testing was delayed as the division experienced two major setbacks to operations and, as a result, all staff were assigned to work on these two high priority projects, leaving no staff available to work on the macro conversion project. The two setbacks were: printer problems for corporate purchase orders, and problems with Word Perfect on the new desktops.

(2)The training of SAP staff took place over 3 sessions only, which resulted in the unit having to send several staff to each session, leaving a staffing deficit. Aside from covering off critical areas and services in PMMD, the project leader was not able to dedicate staff for the macro conversion project during that period.

(3)The rollout of SAP will be commencing August 30 and there is still preparation at this end for the effective conversion and implementation, etc. All available staff are being utilized to assist in the implementation process.

(4)In the month of September, staffing levels will not be sufficient to commence testing until the week of September 13.

B.C. No. 52 - Payroll:

Log No. 199 - delete non-critical vendors from EP&A vendor list - amended:

The following vendors were originally associated with the payroll business case, but have been re-evaluated and found not to be criticality 1 vendors, as they will not cause injury, result in major lawsuit, loss of revenue or impact the reputation of the City if they are not Year 2000 ready.

The following vendors are insurance carriers covering the employees of the City. The impact to the City of one or more of these vendors not being ready for the year 2000 is to move the coverage to a carrier that is year 2000 ready:

Cumba

Lloyds of London

London Life

Manion, Wilkins & Assoc.

Mutual Life

It is the intention of Payroll to notify staff of any problem supplier and to initiate benefit service from another supplier. In addition, these suppliers report that they are already Year 2000 compliant or will be compliant by the end of September, 1999. In addition, the product Sync Up by I.T. vendor, Universal Data, is no longer used, so it can be removed from the list.

The following vendor Bell and Howell provides mailing machinery. This contract is the responsibility of the city-wide facilities initiative. EP&A project manager has confirmed this transfer with the CWI facilities project manager.

B.C. No. 50 - Tax Collection:

Log No. 214 - Delete non-critical vendors from EP&A vendor list :

The following vendors were originally associated with the Property Tax business case, but have been re-evaluated and found not to be criticality 1 vendors, as they will not cause injury, result in a major lawsuit, loss of revenue or impact the reputation of the City if they are not Year 2000 ready.

The following vendors are armoured couriers used to transport cash and cheques to the bank. The impact to the city of one or more of these vendors not being ready for the year 2000 is to switch to another vendor for cash delivery.

The vendors are Brinks Armoured Services and Loomis Armoured Services. There are other service providers that could be used if one or both of the above fail. In addition, deposits could be held for a period of time in vaults of the City.

The following vendors provide cash register services. These contracts are the responsibility of the city-wide facilities initiative: Ithaca, Quandrant Systems, Sweda Litton.

EP&A project manager has confirmed this transfer with the CWI facilities project manager.

B.C. No. 61 - Insurance Management:

Log No. 215 - Reduce scope to a manual process supported by an Excel spreadsheet - completion date from November 15 to October 15.

This project commenced later than originally planned. The recommended solution to support the City's requirement is a purchased package (called STARS). At this time, negotiations are underway to finalize a contract between the vendor and the City. Timing of this implementation is early 2000. This requires a change in strategy to ensure business continuity. The insurance and risk management unit has been converting to a manual process supported by an Excel spreadsheet.

This project scope is now reduced to ensuring the manual process and associated spreadsheet is year-2000 ready. Testing confirms the spreadsheet is not compliant. Since the original cost of the purchased software is in the Treasury Division budget, there is no change to this partition budget. Completion date is reduced from November 15 to October 15.

B.C. No. Payroll and HR (SAP):

Log No. 218 - To fund an SAP consultant to do Year 2000 testing - $54,500:

The Atlas HRP Project team has analyzed the testing requirements and timeline essential to demonstrate continuity of business processes using the SAP software in year 2000. Resourcing the SAP Year 2000 HRP test effort with City would critically impact either the timelines of the Metro/Scarborough Go Live or the ability of the SAP Yorks production team to process payrolls in a timely and efficient manner. It is recommended that this change request for a SAP consultant familiar with the City business rules by hired through the Year 2000 Project. The Atlas HRP Team Leads for payroll and HR will review and sign-off on the Y2K testing.

The estimation of the job is between 14 and 20 days to conduct the testing for HRP at a total of $54,400.

Urban Planning and Development:

B.C. No. 67 - Building Permits, Municipal Standards, Urban Planning - Group 1:

Log No. 155 - Upgrade monitors to 17" - $150,166:

The Integrated Business Management System (IBMS), the main Y2K and strategic system for UPDS, requires that larger monitors be used wit the display of geographical and land use information in graphic form. This request is to cost-share the monitors on a 50-50 basis between the Y2K project and the UPDS department. The total cost for the monitors is $300,232; split in half, the requested cost is $150,116.

B.C. No. 67 - Building Permits, Municipal Standards, Urban Planning - Group 1:

Log No. 172 - Resources for Desktop and IBMS Rollout - $92,400:

UPDS requires additional staff to support the desktop rollout and server migration in Metro Hall and North York, as well as the IBMS rollout. A total of 3 people x 16 weeks are required. Assuming a $55/hr. rate x 35 hours per week, a total of $92,400 is requested. These resources are required as backfill for existing staff working on other Y2K projects for UPDS (for the IBMS project and the ATS project).

B.C. No. 68 - Service Integration and Support - Prosecutions:

Log No. 207 - Funding for Pen-based Units - $148,786:

The pen-based units (Fujitsu Stylist 500, 1000) used by the North York Municipal Standards department are not Y2K-ready and need to be replaced immediately. With the new NT server rollouts, the current pen-based units are not longer functional and the department is now forced to operate in contingency mode. This request is to obtain Y2K funding in the amount of $148,786.

The scope of the business case only covered the Y2K testing of the application. With no resolution, an issue was officially raised on June 28, 1999 to request these units. By the end of August, it was established that the desktop business case would not include this in its scope.

The quoted cost is $146,285.75 (from the sole supplier, Filbitron Marketing Corp.). This amount is rounded to $148,786 to cover the UPDS resource costs in implementing these upgrades.

B.C. No. 112, Criticality 3 - Building Permits, Municipal Standards, Urban Planning - Group 3:

Log No. 220 - Merge Business Cases, move partitions:

UPDS would like to make the following realignments of systems within the Criticality 2/3 Business Cases to improve project management and organization and simplify reporting:

(i)Merge business case 110 to 113 (affects one Criticality 2 system, testing of Microstation SE/J);

(ii)Merge business case 108 to 112 (one system, North York ISS, to move to partition 112-01);

(iii)Business case 109; add one system that was not in original inventory (testing of SYDPLUS app);

(iv)Move four systems from business case 112 to 111 (North York ARCView, EY Desktop GIS, Toronto GIS ARCView, MapInfo) to better align with the "Drafting and Design (3)" business case

Citywide Initiatives - Desktops:

B.C. No. 82 - Desktops - $375,000:

Log No. 180 - Request for advance of funds from next year's Operating Budget to finance 250 desktops:

The Year 2000 Project Office is currently utilizing these desktops. As the project will not be completed until next year and there is a need for 250 desktops right now, a request is being made for an advance of $375,000 from next year's operating budget. The Steering Committee approved for the purchase of these desktops as part of the Year 2000 Project.

B.C. No. 82 - Desktops:

Log No. 229 - Request to send decommission computer to a recycling plant.

A request was put forward to have obsolete computers (previously rejected by the School Board) decommissioned be sent to a recycling plant. If we do not recycle, it is estimated that the removal of operating systems and erasing hard drives would cost an additional $2 million dollars. However, using a computer recycling facility, the City would incur no cost.

CityWide Initiatives - Facilities and Fleet:

B.C. No. 81 - Building Systems - $3,500,000:

Log No. 170 - Engineering Firms required to perform building system test activities:.

Approval of DMSI/GSI and AGRA/Microlar to perform the testing of at least 900 Building Control Systems. Approval to proceed under a letter of intent to be given in order to meet the project deadline.

B.C. 81 - Facilities - Building Systems:

Log No. 217 - Change the scope of the Facility Systems project to include 5,000 additional systems discovered during the inventory process. Date change from October 22 to November 30, 1999. No funding impact at this time.

City Wide Initiatives - Network - Voice:

B.C. No. 87 - Network - Voice:

Log No. 202 - Change in scope related to contingency planning - $35,000:

The change in mandate, related to the contingency plan for voice, highlights the need to extend the contract of the Contingency Planner (Terry Wasylycia) which was initially identified to the end of September. However, since it is now the expectation that the Network-Voice Project Manager, along with the Contingency Planner, prepare a high-level contingency plan for the whole City, without the assistance and necessary input from the Business Units, the contract will have to be extended until November 30, 1999.

NOTE: Remediation costs have not been increased. There is some risk that these may be understated. Remediation is expected to be in the form of workarounds in the majority of cases. This was approved, but it was stated that there might be a requirement from the Project Management Office to retain the contingency planner to January 15, 2000.

Conclusion:

The City of Toronto's Year 2000 readiness program is moving forward as anticipated. Council will continue to receive progress reports as requested.

Contact:

Lana Viinamae, Director Year 2000.

(A copy of the Y2K Progress Charts detailing progress by group, project, project phase, and charts respecting Priority 1 business functions referred to in the foregoing report, were forwarded to all Members of Council with the October 14, 1999, agenda of the Policy and Finance Committee and a copy thereof is also on file in the office of the City Clerk).