City of Piedmont COUNCIL AGENDA REPORT

Transcription

1 City of Piedmont COUNCIL AGENDA REPORT DATE: October 19, 2015 TO: FROM: SUBJECT: Mayor and Council Paul Benoit, City Administrator Consideration of Five-Year Information Technology Strategic Plan RECOMMENDATION Approve the five-year Information Technology Strategic Plan developed by ClientFirst Technology Consulting. BACKGROUND In her inaugural address, Mayor Fujioka announced that improved technology and citizen access to government would be one of her five areas of focus. With that announcement and Council support, the process of developing the City s Five Year Information Technology (IT) Strategic Plan began in April of 2014, when Rick Kitson, Public Affairs Director of the City of Cupertino agreed to perform a high level, general review of Piedmont s technology systems and opportunities for improvement. He spent two days in Piedmont, interviewing staff as well as our IT contractors. In August of 2014, the City Council received his report, which stated, Over the past 10 years, the City of Piedmont has cautiously adopted business technologies necessary to support day-today operations in the city. These solutions have been implemented on an as needed and as possible basis. The report also indicated significant opportunity for advancing or expanding services to the community, promoting organizational efficiency, and ensuring that our investments are prudent, well-focused, and aligned with community and organizational needs. Mr. Kitson s report also concluded that these changes will require expanded investment in support services dedicated to IT. Given Mr. Kitson s findings and a general understanding that the City had not adequately invested in its technology needs, Council directed staff to prepare a Request for Proposals (RFP) and seek the services of a professional consultant to conduct an in-depth review of the City's current technology systems and infrastructure and provide recommendations for improvement. Council also directed staff to develop a framework for establishing a citizen task force to assist in the technological review and evaluation process. The Task force was assigned the responsibility of working in a supporting role to the Consultant, providing insight and perspective as to the sustainability and appropriateness of report recommendations for the City

2 Agenda Report Page 2 of Piedmont and to assist with the vetting and prioritizing of suggested initiatives. In February of 2015, the Council selected ClientFirst Technology Consulting, a firm with deep expertise in both strategic planning and operation of governmental IT systems and a long history of working with small and medium sized cities in several states, including many in California. Since that time, staff has been working closely with the consultant and Task Force to develop the attached strategic plan. The consultant s work included an in-depth review of city-wide systems as well as each department s operations and technology needs, as well as workshops with staff knowledgeable of the technology needs and the technological debt in each department. In addition, the consultant met individually with Councilmembers to determine the direction they would like to see the City s technology move. Through the analysis and workshops, informed by ClientFirst s deep experience, the consultant developed initiatives to bring the City s technological infrastructure forward to a more modern state. A overarching goal of the various initiatives is to build and invest in a robust system that serves internal needs and provides residents full access to their City government. TECHNOLOGICAL DEBT What became clear to the consultant and the Task Force over the course of their work was the technological debt that the City currently possesses. The lack of adequate investment in technology over the past decades has left the City well behind modern operating standards. To quote the report: Although the organization has gotten by with very limited expenditures, a significant portion of the IT infrastructure and some of the enterprise business applications, which are the backbone of departmental operations and citizen services, are out of date, end of life, underutilized, and significantly behind peer municipalities. Continuing with obsolete systems and under-trained employees is a significantly less than optimal approach to doing business. It takes more staff time (and therefore labor cost) to make up for the lack of 21 st century IT systems that are common in other municipal governments. (ClientFirst Report, page 5) This debt negatively affects staff productivity and limits service to our residents. As a minor example, it would be beneficial and convenient to provide for the ability to make electronic payments, however, that service cannot be implemented using our current infrastructure. It would also be helpful to our residents and visitors if Wi-Fi were available in City Hall and surrounding areas. Throughout the City organization there are many processes and procedures which are currently done manually, which involve cumbersome multiple steps, or require duplicative work all of which appropriate technology could vastly simplify. In addition, the current structure of our web site does not allow for easy updating of most commission or department web pages, which makes the dissemination of timely information to the public on topics of interest more difficult. The current web site is also not optimized for mobile devices, which many, if not most, of our residents use to access information.

3 Agenda Report Page 3 One of the most significant areas where the City has made an inadequate investment is in staffing. We have functioned for many years without a dedicated full time staff member or contractor devoted to IT. While the City Clerk and an assortment of part-time contractors have worked diligently to keep the City s IT systems up and running, this lack of staffing has resulted in the City s inability to keep up with software and hardware upgrades. In some cases, the City is using legacy technology that is no longer supported by its vendor. As an example, the City uses an AS400 financial system, which is significantly outdated by any modern standard. The current system is configured in such a way so that only Finance Department staff are allowed access. This forces departments to rely on monthly printed reports and separately maintained spreadsheets to monitor budget status. Modern systems can be configured to allow designated staff in each department appropriate access to updated information they need. Another example of outdated systems is our server, which the City maintains on premise. This requires a significant amount of staff time to monitor and set up and this service could easily be transferred to an outside (cloud) provider who would handle tasks currently handled by staff. Currently, staff must continually adjust the level of spam filtering on our server, trying to balance the need for the public to communicate with their government and the desire to keep unsolicited bulk out of boxes. Going to a cloud provider would relieve staff of this time consuming task and, more importantly leave it to experts who know more about spam control than in house staff and contractors do. In addition, transferring to a cloud provider would also allow for more reliable access to on mobile devices. Our business telephone system is also nearing the end of its life, and will be unsupported by the vendor after Many cities have transferred their service from landlines to Voice Over Internet Protocol (VoIP) with great success and cost savings. These are a few examples of the technological debt faced by the City. THE STRATEGIC PLAN The Strategic Plan contains seventy initiatives, which are divided into eight categories. Each category is briefly described below: Best Practices Initiatives in this section will enhance the City s ability to select, procure, and maintain more effective technology solutions in the future, as well as improve the overall productivity of the staff Department Applications and Systems Initiatives in this section are primarily related to department business applications which can have a significant impact on overall productivity, enhanced communications, information sharing, improved constituent service, improved transparency, and cost efficiencies. Gov 2.0 Initiatives in this section will enhance the City s use of new technologies to better serve and interact with the public. IT Infrastructure Initiatives in this section are designed to improve the systems and equipment on which the City s technology works, providing for better efficiency, security, and access.

4 Agenda Report Page 4 IT Operations Initiatives in this section are designed to improve processes and procedures used by IT staff to maintain network operations, applications and workstations. IT Security Initiatives in this section will improve security systems and practices, including disaster recovery to protect City systems and data. IT Staffing Initiatives in this section are designed to ensure that there is adequate staffing to operate, maintain, and enhance the City s Information Technology infrastructure. Telecommunications The initiative in this category deals with the upcoming need to replace the City s business telephone system. The individual initiatives in the plan have been prioritized and placed on a schedule based on the priority, project cost, and availability of resources to complete the work. In the first year of the plan, the majority of the initiatives are devoted to working on infrastructure needs so that other improvements can be built upon and supported by the improved backbone infrastructure. In the out years of the plan, once staffing and infrastructure issues have been largely addressed, the plan focuses on applications and integrated systems, such as replacement of the City s financial system and Computer Aided Dispatch System. It is important to note that the plan includes investments not only in hardware and software, but also helps the City develop and use best practices in wide areas of technology, including system selection and implementation, software license management, getting the most out of existing systems, user training, and process improvement, among other investments. The plan has a strong focus on ensuring a return on investment made for information technology. As mentioned above and in the plan, the City s lack of dedicated IT staffing is a primary contributor to our technological debt, which this plan is designed to remedy. The plan recommends additional IT personnel in the form of a contract with an IT support firm. In addition, the plan allows for third-party subject-matter expert assistance where necessary to support the implementation of the plan. In year three of the plan, the staffing model splits, with the suggestion of the addition of an Application Support Specialist position on the City staff. The plan is envisioned as a living document. Technology is constantly changing and the needs and resources of the City are dynamic. Given the nature of that environment it will be incumbent upon staff to continually monitor progress and to propose adjustments appropriate to best meet the needs of the community and City organization. FINANCIAL IMPACTS At present, across all departments, the City invests approximately $300,000 per year on information technology related items and services. As detailed in the Strategic Plan, that level of investment is well below what is considered best practice for a municipality of our size to maintain and improve technology systems and services. To address aging, inadequate or missing infrastructure, as well as initial staffing needs, the plan proposes investment in Information technology as follows:

5 Agenda Report Page 5 Year 1 Year 2 Year 3 Year 4 Year 5 Current Investment $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 Additional Investment $ 219,475 $ 403,075 $ 683,500 $ 897,700 $ 354,600 Total Proposed Investment $ 519,475 $ 703,075 $ 983,500 $ 1,197,700 $ 654,600 The increases reflect the different work being done in the years of the plan. The high costs in years two, three, and four reflect the replacement of the City s Enterprise Resource Planning (ERP) software relating to the financial, payroll and human resources needs of the City, the Computer Aided Dispatch/Records Management System, and the telephone system which will soon cease to be supported by AT&T. While the additional needed investment is considerable, the high percentage increase over current expenditure levels is due primarily to the fact that the City, over a number of years, given competing demands, has not invested at a level appropriate to maintain, support and improve its technology systems and needs. As noted in the report, the City s current investment level is well below the thirty seven municipalities of similar size and population used to benchmark information technology spending. The proposed investment level is at or slightly below average investment levels for benchmark communities. If the Council chooses to implement and fund this plan on an ongoing basis, residents will see improved communication and greater ability to interact with city government. The plan will provide better, more efficient systems and processes, which will increase staff productivity and allow additional interactions with members of the public. Public Safety will be improved by allowing the Police and Fire Departments to spend less staff time on administrative tasks and more time on effectively doing their job. The plan will allow all departments to better disseminate information to residents both immediate, emergency related information, and more routine matters like street sweeping schedules, etc. IT TASK FORCE Since it was created by the Council, the IT Task Force met four times: in March and May as well as two times in July. The members of the task force, Tom Kutter, David Mason, Michael Parks, Poojitha Preena, and Adam Schwartz, represent a wealth of experience in different areas of IT, from small companies to large corporations, startups to established technology companies. The input they provided was tremendously helpful to staff and the consultant and was instrumental in helping structure the initiatives establishing priorities and a timeline for completion of the projects. Attachments: A: Letter from the Chair of the IT Task Force Page 6 B: IT Strategic Plan Page 7 C: Memo from ClientFirst RE: CAD/RMS Page 169 By: John O. Tulloch, City Clerk / IT Manager

6 Attachment A Agenda Report Page 6 To the Mayor and the City Council: City of Piedmont Information Technology Task Force Over the past several months, the Information Technology Task Force (IT Task Force) participated with ClientFirst Consulting (CFC), City Administrator Paul Benoit, and City Clerk John Tulloch. The task force members provided a wide variety of technology expertise and we were actively engaged reviewing and providing feedback to the Information Technology Master Plan. The approach the task force brought to the review was to leverage our subject matter expertise on managing data networks, software systems, IT spending, and technology strategy with an outsider s point of view to the City s IT Master Plan. Overall, we believe the approach and strategic plan provided by CFC was a reasonable and logical plan for upgrading the city s services and infrastructure. Many of the near term objectives are to simply update the basic network infrastructure and enterprise software. With the infrastructure in place, the city can begin to meet the objectives set forth for improving customer satisfaction with city residents, increase transparency across departments, and improving the productivity of city staff. We were confident in the findings based on the overall approach that CFC proposed given the research and benchmarking that was undertaken. During the engagement, there was extensive interviewing of IT needs and requirements across city departments. Supplementing that data was benchmarking of IT spending for cities of similar size to Piedmont. The taskforce requested that ClientFirst Consulting provide additional research on the option for cloud based, software as a service option for several of the proposed software solutions. For this request, ClientFirst completed both an audit of cloud based options of other municipalities of similar size to Piedmont, and reviewed Return on Investment options for traditional software implementations, hybrid options, and cloud based solutions. ClientFirst s research showed that few vendors provided a cloud based offerings. In addition, most cloud based offerings had a higher Total Cost of Ownership (TCO). Their recommendation was to build the infrastructure now to support both existing on premise software solutions that would still be needed to support cloud based solutions as well. Lastly, I would add that over time, the city s IT investments as compared to its peers of similar size is underfunded, which results in a high point of spending between year 3 and 4 of the plan. With the research provided by CFC and our own knowledge of IT strategy, we are in favor of the plan. As residents of Piedmont, it was our pleasure to serve on the Strategic IT Task Force. Regards, Tom Kutter Chair of the IT Task Force

7 Attachment B Agenda Report Page 7 g INFORMATION TECHNOLOGY MASTER PLAN REPORT Client Locations Coast-to-Coast Practice Locations California Illinois North Carolina Minnesota October 2015

8 Attachment B Agenda Report Page 8 TABLE OF CONTENTS Information Technology Master Plan Report ENGAGEMENT PURPOSE AND BACKGROUND... 3 Information Technology Master Plan Objective... 3 Deliverables... 3 Methodology and Approach... 4 CURRENT INFORMATION TECHNOLOGY ENVIRONMENT SUMMARY... 5 Summary IT Environment... 5 Key Statistics and Metrics... 6 IT STRATEGIES, GOALS, AND OBJECTIVES INFORMATION TECHNOLOGY (IT) PRINCIPLES IT INITIATIVE SUMMARIES Introduction IT Initiative Categories Best Practices Departmental Applications and Systems Other Application and Departmental Systems Initiatives Gov 2.0 (E-Government) IT Infrastructure IT Operations IT Security Telecommunications IS Staffing KEY ISSUES IS Staffing IT Infrastructure Website Redesign Wi-Fi Disaster Recovery Planning IT Governance Application Utilization Software Selection Best Practices Enterprise Resource Planning (ERP) Replacement CONCLUSION Moving Forward Benefits Immediate Next Steps IT MASTER PLAN CAPITAL BUDGET APPENDIX IT MASTER PLAN INITIATIVES CLIENTFIRST TECHNOLOGY CONSULTING Page 2 of 42

9 Attachment B Agenda Report Page 9 Information Technology Master Plan Report ENGAGEMENT PURPOSE AND BACKGROUND INFORMATION TECHNOLOGY MASTER PLAN OBJECTIVE The objective of the Master Plan included developing and articulating a vision for the effective use of technology to support the work of the City, identifying strategies for developing and implementing technology initiatives, and highlighting the cost benefits of doing so. As a result of the need to go beyond IT strategies and have the Plan include specific tactical and actionable IT initiatives, the terminology changed. The term IT Strategic Planning gave way to a new term called IT Master Planning. The IT Master Plan deliverables included strategies, as well as tactical and actionable IT initiatives. We created a well-documented plan to guide the IT Team over the next five years in planning, procuring, implementing, and managing current and future technology investments and resources related to Information Technology Services provided to the City. The plan is the result of a thorough analysis of the following: Existing hardware and network infrastructure, staffing, funding, applications, business systems, projects, processes, telecommunications, training, and other investments and resources currently in use by the City Interviews and workshops involving all levels of the City s staff, including the Management Team, end-users, and other stakeholders, recognizing limited staff availability Identification and prioritization of projects that the IT staff should undertake over the next five years Identification of needs to accommodate current and future technology requirements, such as data storage and management, legal requirements, security requirements, etc. DELIVERABLES The Master Plan includes: Project Purpose and Background Methodology for implementation and maintenance of the Master Plan Current Information Technology Environment Summary Key Benchmarking Metrics Strategies, Goals, and Objectives IT Vision and Principles IT Initiatives (Projects) by priority Key Issues IS Staffing IT Infrastructure Website Improvements Moving Forward Timelines IT Plan Budgets CLIENTFIRST TECHNOLOGY CONSULTING Page 3 of 42

10 Attachment B Agenda Report Page 10 METHODOLOGY AND APPROACH Information Technology Master Plan Report We utilized a five-phase methodology on which we base our IT Master Planning projects. This served as the cornerstone of the project, allowing the collaborative process to shape and develop our recommendations and approach, enabling us to tailor each step to fit the City s unique specifications. We worked in partnership with the City to improve the IT environment so it can better meet the needs of staff and constituents. CLIENTFIRST TECHNOLOGY CONSULTING Page 4 of 42

11 Attachment B Agenda Report Page 11 Information Technology Master Plan Report CURRENT INFORMATION TECHNOLOGY ENVIRONMENT SUMMARY SUMMARY IT ENVIRONMENT IS Staff (Full-time Equivalent - FTE) Police Department Application Support City Employees (FTE) User Log-Ins PC s Public Safety Mobile Computers Laptops Tablets Telephones Cellular/Smart Phones Physical Servers Virtual Servers City Hall Network Devices 20 Platforms Databases Windows, MS SQL MS SQL, MS Access Citywide software applications/modules Approx. 85 Avg. Reported Help Desk Tickets per Week n/a Closed 24 Hours Closed 48 Hours Closed 72 Hours Average Resolution Time Average Open after 7 Days n/a n/a n/a n/a n/a City management and staff have done an exceptional job of maintaining information technology systems with the limited financial and staff resources available. The City Clerk/IT Manager deserves a great deal of credit for how well the current system is functioning, while the staff deserves credit for their patience. Although the organization has gotten by with very limited expenditures, a significant portion of the IT infrastructure and some of the enterprise business applications, which are the backbone of departmental operations and citizen services, are out of date, end of life, underutilized, and significantly behind peer municipalities. Continuing with obsolete systems and under-trained employees is a significantly less than optimal approach to doing business. It takes more recurring staff time (and therefore labor cost) to make up for the lack of 21st century IT systems that are common in other municipal governments. CLIENTFIRST TECHNOLOGY CONSULTING Page 5 of 42

12 Attachment B Agenda Report Page 12 Information Technology Master Plan Report Over the last few years, citizens have begun demanding more efficient interaction, online transactions, and more transparent information availability. The City will not be able to manage these changes without updating, improving the management, and better utilizing enterprise business applications and the IT infrastructure that supports them. KEY STATISTICS AND METRICS The following analysis provides feedback on three key measurements regarding IT operations: IT Budgeting/Expenditures IT spending vs. Operating Fund budgets and users IS Staffing Resources Overall IS staffing vs. key equipment counts IT Capital Replacement Schedules IT equipment replacement schedules These measurements provide an indication of issues that may affect the organization s IT effectiveness as it relates to providing IS support of systems and application solutions. IT spending versus Operating and Revenue Fund budgets provides an overall indication of whether the IS function receives a sufficient level of organizational resources to provide the necessary services. Underfunding over time typically reduces IS s ability to respond to requests, reduces system availability, and negatively impacts organization-wide productivity. IS staffing levels versus servers, PCs, and the total number of logins are often a reflection of IS staff productivity. With the proper productivity tools, an individual IS staff member can support more users, reducing overall costs. Capital equipment replacement is an important measure of the ability of hardware to adequately support the ongoing vendor changes to application software. These changes often require additional resources and hardware that are more robust. Slow capital replacement cycles can result in increased downtime and slower system response times, overall. CLIENTFIRST TECHNOLOGY CONSULTING Page 6 of 42

13 Attachment B Agenda Report Page 13 IT Spending versus Operating Fund Budgets Information Technology Master Plan Report The following table depicts Piedmont s IT Spending versus Recommended Best Practices and a Municipal benchmark of 33 agencies. Piedmont FY Piedmont FY Recommended Low Municipal Benchmark Recommended High 1.21% 1.18% 2.5% 2.8% 4.5% Recommended High Benchmark Recommended Low Piedmont FY Piedmont FY % 1.21% 2.82% 2.50% 4.50% 0% 1% 2% 3% 4% 5% Piedmont FY13-14 Piedmont FY Recommended Low Benchmark Recommended High The 2014/2015 adopted budget for the general fund, plus the sewer fund (approximates city business activities that support users and operations) was $24,469,461, and the IT expenditure budgets total for the same period was $299,800. The 2013/2014 adopted budget for the general fund, plus the sewer fund was $25,450,004, and the IT expenditure budgets total for the same period was $308,750. The municipal spending benchmark range from the survey was between 1% and 8%, with an average of 2.8%. The percentage of IT expenditures versus operations budgets at Piedmont is significantly below recommended low and other municipalities. Overall, it represents significant under-spending versus industry standards for IT infrastructure and overall information technology solutions and support. The result of this under-spend has been an IT infrastructure that is obsolete in places, and a portfolio of application systems that include many aging and under-utilized departmental applications. Greater funding should also result in increased productivity at the department level, and greater citizen transactions and interactions through the City s website. CLIENTFIRST TECHNOLOGY CONSULTING Page 7 of 42

14 Attachment B Agenda Report Page 14 IS Staffing Ratios Information Technology Master Plan Report The following table depicts Piedmont s IS Staffing Ratios for logins and equipment versus a Municipality Benchmark of 45 similar agencies. These are commonly used measures in the industry to validate staffing levels. As the number of individuals served and the amount if equipment increases, staffing levels should also increase. City of Piedmont Municipality Recommended Benchmark Best Practice Logins Servers Computers In this comparison, the City s IS staff support more user logins and significantly more servers than their peers or recommended best practices. This confirms the findings in the report that IS function is understaffed Logins Servers Computers CLIENTFIRST TECHNOLOGY CONSULTING Page 8 of 42

15 Attachment B Agenda Report Page 15 Equipment Replacement Information Technology Master Plan Report The following table represents IT equipment replacement Recommended Best Practices and a Municipal benchmark of 38 agencies. City of Piedmont Municipal Benchmark Recommended Best Practices Laptops PCs Servers The City s equipment replacement program as a whole has fallen behind because of two factors. First, replacements were put on hold during the recession, and secondly, there has been insufficient IT staffing to perform the necessary upgrades. Generally, over time, older IT equipment requires more labor to maintain as more trouble shooting is required, reducing the effectiveness of the IS function. CLIENTFIRST TECHNOLOGY CONSULTING Page 9 of 42

16 Attachment B Agenda Report Page 16 Information Technology Master Plan Report IT STRATEGIES, GOALS, AND OBJECTIVES The strategies for leveraging and maximizing information system utilization in delivering City services are listed below. Within each strategy, we have listed initial goals and objectives for the City. We have translated those goals and objectives into specific initiatives in the Appendix of the report. Additionally outlined later in the report are the budgetary costs for each initiative, resource requirements, implementation time frame and, if appropriate, the next steps toward implementation. MODERNIZE IT INFRASTRUCTURE Goals and Objectives Move from obsolete hardware and software to current generation infrastructure. Upgrade from Active Directory 2003 to Move from the current system to Microsoft 365. Upgrade remaining XP PCs to Windows 7. Reduce wasted staff productivity in time spent maintaining and resolving issues on aging technology. Improve resiliency and uptime of infrastructure. Eliminate security risks and modernize cable plant. Design infrastructure to include cost-effective redundancies to reduce downtime. Provide wireless to residents, staff, and other constituents. Partner with school district to deliver outdoor wireless. EXPAND CITIZEN COMMUNICATION AND ONLINE CUSTOMER SERVICE Goals and Objectives Replace the website to provide for: Improved communications with citizens Regular departmental updates Opportunities to expand online services Increase online transaction capabilities through implementation of: Online Citizen Request Management (CRM) Online Permits Online Permit Inspection Requests Online Code Enforcement Complaints Online Business License Renewals Other online transactions for citizens CLIENTFIRST TECHNOLOGY CONSULTING Page 10 of 42

17 Attachment B Agenda Report Page 17 Information Technology Master Plan Report IMPROVE STAFF PRODUCTIVITY Goals and Objectives Introduce application management best practices. Improve departmental ownership of applications. Identify key roles and responsibilities for core business applications. Increase user application training. Provide key departmental personnel with report writer training. Conduct process reviews and document application feature/function requirements to identify automation and opportunities to streamline processes and reduce duplication, including: Identifying areas for automating existing manual processes Moving processes to core application systems to eliminate side-bar spreadsheets and other shadow systems Full implementation of application system reporting capabilities to better support business decisions and measurement of performance goals Utilizing return-on-investment (ROI) principals, identify areas for improvement and to justify additional applications to improve productivity and service. When justified, move to next-generation mobile computing (tablets and laptops). Provide the public and citizen online information and self-service capabilities reducing staff phone time and counter activity. Implement dual monitors for staff productivity gains. Use sustainability planning strategies to improve and maintain high network speed, network reliability and full citywide access. MAXIMIZE UTILIZATION OF APPLICATION SYSTEMS Goals and Objectives Utilize software selection best practices for all new application procurements. Follow implementation project management best practices. Maintain a complete Application and User License Inventory. Plan for and fund adequate user training and support. Train key users so they can fulfill their roles without extensive work-arounds and unnecessary reconciliations. Implement application management best practices, including: Funding an application support specialist (business analyst) to support the applications and the associated application users in the business departments. Create a culture of departmental enterprise application ownership for ERP system and any other core departmental applications. Fully implement CRW Land Management system Commit all levels, management down to line staff, to taking responsibility for adapting and improving processes, and integrate them with core application software applications. CLIENTFIRST TECHNOLOGY CONSULTING Page 11 of 42

18 Attachment B Agenda Report Page 18 Information Technology Master Plan Report ENSURE IT GOVERNANCE BEST PRACTICES Goals and Objectives Implement an effective internal IT Steering Committee. Review Help Desk metrics, and identify training needs. Monitor and review IT Initiatives. Develop and review standards and policies. Collaborate on projects and initiatives. Act as a sounding board for management and staff. IMPLEMENT BEST PRACTICES FOR PROCUREMENT AND PROJECT MANAGEMENT Goals and Objectives Procure large or complex equipment and services through a competitive process. Conduct an initial design phase for use during competitive bidding. Contract with Subject-Matter Experts (SMEs) to assist with complex procurements. Utilize best practices project management techniques for the implementation of larger, complex projects. Develop a project planning expertise, and utilize project planning techniques to report on project progress to management and the internal IT Steering Committee. CLIENTFIRST TECHNOLOGY CONSULTING Page 12 of 42

19 Attachment B Agenda Report Page 19 Information Technology Master Plan Report INFORMATION TECHNOLOGY (IT) PRINCIPLES VISION / MISSION STATEMENT The City of Piedmont is dedicated to providing the highest quality technology-based services in the most cost-effective manner to deliver services effectively and efficiently on a sustained basis in a manner that reflects the organization's dedication to excellent customer service. The City will ensure that its information systems are maintained in a secure environment, capable of supporting technology advancements made by the City, and will exist in an integrated environment that fosters an open, collaborative, and unifying culture. Information Technology is committed to the values of: 1. Reliability 2. Professionalism and Integrity 3. Efficiency and Effectiveness 4. Innovation 5. Excellence 6. Collaboration and Teamwork Given Limited IT Resources, the City will focus these resources on the most productive and cost-effective projects. City departments will agree on a Collaborative Long-Term IT Vision and Strategies, which requires active participation in setting IT priorities through an IT Committee made up of department leadership. City will strive to Maximize Utilization of Existing Systems and prior investments in application software, as well as to expand functionality and seek enhancements to existing applications. City is committed to ensuring Sufficient Staff Training and Application Software Knowledge of existing vendor systems. Department Ownership is fundamental to achieving maximum return-on-investment of applications. Departments recognize the importance of assuming responsibility for managing and implementing their specific core business applications, with the support of IS staff. City departments are committed to taking responsibility for adapting and improving processes to best integrate them with the application software. The City will develop an IS Services Portfolio so that all interested parties and stakeholders understand the IS Division s roles and responsibilities in servicing the City overall. CLIENTFIRST TECHNOLOGY CONSULTING Page 13 of 42

20 Attachment B Agenda Report Page 20 Information Technology Master Plan Report IT INITIATIVE SUMMARIES INTRODUCTION IT Master Planning is a process to assess, research, prioritize, budget, and plan future information technology initiatives. Some of the following initiatives are ready for approval and implementation, while others require further assessment and research before the City can make a final determination as to priority, resource requirements, and cost-benefit. Productivity Improvement Many of the following initiatives will have a direct impact on overall productivity within the organization. Some of these initiatives will significantly impact specific processes, reducing staff time required to complete a certain process, while others will ease or speed delivery of services to City residents. Cost Savings Many of the initiatives outlined herein will have direct or indirect cost savings when implemented. Extensive return-oninvestment (ROI) calculations are not within the scope of this report. An ROI Considerations discussion is included in the Appendix of the report. IT INITIATIVE CATEGORIES The master planning process resulted in 70 initiatives. Combined, there are hundreds of findings and recommendations. CLIENTFIRST classified the major findings and recommendations into eight categories, including: BEST PRACTICES IT OPERATIONS DEPARTMENTAL APPLICATIONS AND SYSTEMS IT SECURITY GOV 2.0 TELECOMMUNICATIONS IT INFRASTRUCTURE IT STAFFING CLIENTFIRST TECHNOLOGY CONSULTING Page 14 of 42

21 Attachment B Agenda Report Page 21 Information Technology Master Plan Report BEST PRACTICES A best practice is a method that consistently provides results greater than those achieved with other methods. CLIENTFIRST believes the following best practices will enhance the City s ability to select, procure, and maintain more effective technology solutions in the future, as well as improve the overall productivity of staff. The IT Initiatives addressed within this category, explained in greater depth in the Appendix, include: IT Initiative Return-on-Investment Considerations IT Governance Applications Management Best Practices Applications and User Licensing Inventory User Training and Support Software Selection Best Practices Centralized Land and Parcel Management Project Planning and Implementation Best Practices IT Policies and Procedures User Access Controls Cloud Computing Description Overview showing how to understand ROI opportunities in the City through various technology investments. Utilize an ongoing internal IT Steering Committee to drive technology education, policies, and the implementation of the IT Master Plan over the next five years. Establish roles and responsibilities for IT, departments, and users to improve overall utilization of software assets maintained by the City. Determine existing software resources in use by City staff. Improve ongoing user training to maximize system utilization and gain productivity and efficiencies. Follow best practices needs assessments, evaluation, and procurement when considering new or replacement software solutions. Consolidate Land/Parcel information for improved accuracy and data retrieval. Implement a best-practices approach for project planning and management. Develop new IT policies for passwords, encryption, data usage, new hire and termination procedures, back-up procedures, Web filtering, social media, etc. Inventory all user security and access requirements for all software modules and ensure that proper access is granted to improve productivity, efficiencies, and customer service. Leverage IT services or equipment that are not internal but available through the Internet. CLIENTFIRST TECHNOLOGY CONSULTING Page 15 of 42

22 Attachment B Agenda Report Page 22 Information Technology Master Plan Report DEPARTMENTAL APPLICATIONS AND SYSTEMS The Applications/Systems category includes initiatives primarily related to department business applications identified during the needs assessment process. Many of these initiatives and recommendations can have a significant impact on overall productivity, enhanced communications, and information sharing, improved constituent service, improved transparency, and in some cases, cost efficiencies. The IT Initiatives addressed within this category, which are explained in greater depth in the Appendix, include: IT Initiative Enterprise Resource Planning (ERP) Replacement Human Resources System Improvements Applicant Tracking Time Entry System Recreation System Improvements Scheduling System Land Management System Improvements Electronic Plan Reviews Work Orders/Maintenance and Asset Management System Fleet Management GIS Improvements Mobile Computing Electronic Content Management System (ECMS) Description Replace existing system and adoption of newer technologies to significantly improve City operations and customer service. Conduct a comprehensive process review and develop feature/function requirements for a new HRIS system. Improve applicant tracking capabilities to reduce staff efforts. Automate and improve the citywide employee time entry process. Improve Recreation software to streamline operations and improve customer service. Automate personnel scheduling through the use of a technology solution. Improve and utilize the following Land Management software modules: Project Planning / Zoning Permits Inspections Code Enforcement Business Licensing Parcel / Address Management Citizen Request Management Reviews of architectural plans related to City permitting and planning processes using technology. Automate work order and asset management functionalities. Automate fleet management utilizing software. Perform a citywide assessment and create a master plan for future GIS data and resource needs. Increase productivity by adding remote computing capabilities for staff in various departments. Implement advanced citywide document and content management technology to manage records, manage record retention, capture documents, store and retrieve data; provide workflow automation; manage FOIA requests; and provide electronic forms and application capabilities with routing and approvals. Many ECMS systems also offer integrated Agenda and Legislative Management for Council meeting automation and managing resolutions and ordinances. CLIENTFIRST TECHNOLOGY CONSULTING Page 16 of 42

23 Attachment B Agenda Report Page 23 Information Technology Master Plan Report IT Initiative Agenda Creation and Management Software Description Obtain an agenda management solution to improve access to information for all departments involved in the agenda process. OTHER APPLICATION AND DEPARTMENTAL SYSTEMS INITIATIVES IT Initiative Publishing Software Consolidation Police and Fire CAD/RMS Replacement Online Business Licenses Schoolmates Check-In/Out and Registration Fire Mobile Computers Police Call Recording Software Police Early Warning System Analytics Police Training Management Software Dog Licensing Badge Creation Software Description Consolidate to a comprehensive all-in-one publishing software solution, versus multiple vendors and programs. Consideration to replace existing CAD/RMS system. Process business license renewals online. Automate registration forms and check-in/out attendance capabilities. Implement New World Systems' Computer-Aided Dispatch (CAD) mobile application. Updating the 911 call recording software. Implement Internal affairs early warning system analytics software. Improve tracking and reporting of staff training records. Allow citizens to renew dog licenses online. Consolidate multiple badge creation software solutions. CLIENTFIRST TECHNOLOGY CONSULTING Page 17 of 42

24 Attachment B Agenda Report Page 24 GOV 2.0 (E-GOVERNMENT) Information Technology Master Plan Report Gov 2.0 is a growing body of shared knowledge regarding the utilization of new technologies in combination with creativity, information sharing, and the collaborative process to better serve and interact with the public. The principles of Gov 2.0 include: Principle 1 - Principle 2 - Principle 3 - Serve as the primary source of reliable, accurate, and timely City information, delivered to the customer on his/her platform of choice. Maintain a real-time, interactive, and usercentered website that offers easy access to public information and online services. Offer opportunities for online civic engagement and social collaboration. The possible benefits of developing such communication methods go beyond just simple release of information. The advantages include: Increased efficiency and cost reduction for public services offered electronically Allowance of greater government transparency Better-informed and more involved public More collaborative efforts between the City and the public Faster and more convenient access, promoting public satisfaction and approval The IT Initiatives addressed within this category, which are explained in greater depth in the Appendix, include: IT Initiative Citizen Request Management (CRM) Online Payments, Transactions, and Services Kiosks Social Media Strategies and Policies Website Replacement with Content Management Tools Mass Outbound Communications Description Implement a complete CRM system to track various requests initiated by citizens online or over the phone, including automated internal routing and status reporting Provide citizens with 24/7 online transaction capabilities. Consider public access informational kiosks at key locations for reduced wait times and 24/7 transaction capabilities. Develop a strategy for implementation and utilization of social media. Replace website to improve customer service and ongoing departmental website content updates. Simultaneously notify City residents and staff regarding information or status updates. CLIENTFIRST TECHNOLOGY CONSULTING Page 18 of 42

25 Attachment B Agenda Report Page 25 Information Technology Master Plan Report IT INFRASTRUCTURE CLIENTFIRST conducted a detailed IT infrastructure assessment, including the network, servers, equipment, inside/outside cable plant, and other communication infrastructures. The IT Initiatives addressed for this category, which are explained in greater depth in the Appendix, include: IT Initiative Computer Equipment Replacement Plan Municipal Area Network (MAN) Local Area Network (LAN) Upgrade Internet Bandwidth Create Best Practice Internet Connectivity (DMZ) Wireless Power Distribution Units Virtual Server Upgrade Windows Active Directory File Servers and Disk Storage Remote Access Upgrade Dual Monitors Electronic Mail System Replacement Fiber Capacity Planning Study Technology Support for the EOC Conference Room Audiovisual Council Chambers Audiovisual Systems Description Develop a five-year computer equipment replacement procurement plan. Procure a Municipal Area Network to significantly improve City network functionality, reliability, performance, and reduce redundant hardware and systems. Upgrade Local Area Network. Increase Internet bandwidth capacity. Create a network zone for internal and external network security. Expand wireless Internet access to the majority of the remaining City facilities. Provide ability to control and monitor power to particular network devices such as servers and switches. Upgrade servers to the same virtualization software version. Upgrade and consolidate security authentication capabilities. Increase utilization and storage capacities for existing servers. Improve remote access to computer systems for selected staff to use in the field and during off hours. Improve staff productivity by allowing an additional workstation monitor for certain users. Replace existing system with Microsoft 365 cloud. Research methods of leveraging high-speed fiber-optic for City use and economic development. Upgrade equipment and technology to support use of EOC in a large-scale emergency. Improve audiovisual capabilities of conference room. Improve Council Chambers room audiovisual maintenance capabilities. CLIENTFIRST TECHNOLOGY CONSULTING Page 19 of 42

26 Attachment B Agenda Report Page 26 IT OPERATIONS Information Technology Master Plan Report IT operations are the daily support and maintenance of all IT infrastructure and user support. These include the processes and procedures used by IS staff to maintain the network, applications, and workstations. Initiatives related to IT operations are often focused on productivity improvements and implementing IT best practices. The IT Initiatives addressed for this category, which are explained in greater depth in the Appendix, include: IT Initiative Help Desk Ticketing System IT Automation Tools (Imaging and Patch Management) Network Management Tools (Alerts / Alarms) Mobile Device Management Description Implement a citywide Help Desk ticketing system and to establish IT response time metrics. Obtain software to automate installation of application and security patches. Implementation of network monitoring, alerts, and alarms to provide early warnings for potential problems and improve IT response times. Develop monitoring and maintenance of field, mobile, and cell phone devices. CLIENTFIRST TECHNOLOGY CONSULTING Page 20 of 42

27 Attachment B Agenda Report Page 27 Information Technology Master Plan Report IT SECURITY IT Security refers to all security systems and practices, including Disaster Recovery to project City systems and data. IT Initiative IT Security Review Backups Disaster Recovery Planning Two-Factor Authentication Firewall Filtering and Consolidation Records and Data Retention Description Evaluate present security controls and future requirements. Improve maintenance and security for routine back up procedures. Develop capabilities to survive a major failure or catastrophic event involving IT resources and facilities. Implement user verification method as an additional security layer to user logins (i.e., something you have, plus something you own). Add network system intrusion prevention capability. Need policies and procedures for destruction of electronic records and data. CLIENTFIRST TECHNOLOGY CONSULTING Page 21 of 42

28 Attachment B Agenda Report Page 28 Information Technology Master Plan Report TELECOMMUNICATIONS VoIP Phone Replacement IT Initiative Description Replace existing telephone system with a networked VoIP based system. IS STAFFING IS Staffing IT Initiative IT Application Support Specialists Description Assess current staff size, additional staffing needs, and potential solutions. Develop ability for IT Department operations to provide application/business analyst roles and skill sets. CLIENTFIRST TECHNOLOGY CONSULTING Page 22 of 42

29 Attachment B Agenda Report Page 29 Information Technology Master Plan Report KEY ISSUES IS STAFFING During the project interviews and workshops, the majority of staff reported that the IS response to problems and services has been inadequate and that the IT function is understaffed. The IS function does not maintain a Help Desk system, so we do not have any metrics related to Help Desk utilization or the associated work load, although we feel that current staffing levels are barely sufficient to perform maintenance, support, and respond to Help Desk tickets. In addition, since each IS team member is part-time, problem response and resolution are localized to the individual, not allowing for root cause analysis or sharing of common problems and solutions. All Help Desk assistance is fragmented and is not always timely. The City does not have or maintain service levels such as these summarized below. Priority Response Time Resolution Time Urgent (multiple staff members unable to function) 2 hours 90% resolved in less than 4 hours High Priority (single system down or critical function unavailable) Medium Priority (a single program or function does not work) Low Priority (Issue reduces productivity, but work around exists) 4 business hours 90% resolved in less than 8 hours 8 business hours 16 business hours 75% resolved in less than 16 business hours 75% resolved in less than 1 week The age of the underlying infrastructure will continue to be an issue over the next two to three years. Additional resources, including staffing and consulting time, will be required to improve the infrastructure, implement desired application enhancements, and implement new systems. The 5-year IT Master Plan Capital Budget will require additional IS staff resources to assist with project management and business analysis for replacement systems and new software modules of existing systems. The eventual application support specialist position will also be critical to provide the department users with ongoing management and support of their enterprise applications. In our discussions with elected officials, the IT Task Force and City Management, it has become apparent the best staffing model for the City is an outsourced IS function, led by the City Clerk/IS Manager. The flexibility of an outsourced model would allow for immediate IS support and network improvement assistance. We would expect network engineering requirements to decrease as the technology deficit is repaired. Once the core infrastructure is sustainable, applications selection and implementation support will become necessary. CLIENTFIRST TECHNOLOGY CONSULTING Page 23 of 42

30 Attachment B Agenda Report Page 30 IT INFRASTRUCTURE Information Technology Master Plan Report The majority of the City s non-police IT infrastructure has not been refreshed since the mid- 2000s. The existing Microsoft server operating system is three generations behind, obsolete, and no longer supported. Also, the telephone system will not be supported after June 30, The data network infrastructure lacks management capabilities and the ability to support modern telephone systems. Because of a lack of funding, redundancy and resiliency are not built into the network or critical City systems at this time, increasing the potential for downtime and reduced application availability. The City Hall and Police Departments computer rooms are adequate, although both are spaceconstrained and require power distribution improvements. Backup systems should be replaced with current-generation technology, including disk-to-disk backup, off-site disk backup for disaster recovery, and cloud backup for tertiary needs. In summary, there are major challenges requiring significant expenditures to update the City s IT infrastructure to current generation. Even though we recommend moving some applications to the cloud, a strong infrastructure will be required in order to support the transport of information between staff, applications, and the cloud. City IT systems have a significantly high risk of failure that may last 24 to 72 hours, depending on the availability of personnel and equipment. This report and capital budget outline the initiatives and associated costs required to resolve these critical issues. CLIENTFIRST TECHNOLOGY CONSULTING Page 24 of 42

31 Attachment B Agenda Report Page 31 WEBSITE REDESIGN Information Technology Master Plan Report Citizens, elected officials, management, and several departments would like more information included on the website for both informational and transparency purposes. Municipal websites have become informational portals, so citizens can quickly access information and conduct transactions without having to call City staff or go to City Hall. Additionally, this interactive functionality is available 24/7. A municipal website of the 21 st century is a complex communication and transaction solution, whereby more timely and frequently disseminated information is available to constituents and businesses. Additionally, application, registration, and payment transaction help to streamline some business processes and improve customer service. We recommend utilizing independent third-party subject-matter expertise to conduct a formal RFP process for selecting a website development firm specifically focused on the municipal government industry. The process should follow the Software Selection Best Practices initiative. WI-FI Demand for expanded Wi-Fi for internal and public use is continually growing in facilities where staff frequently move around for meetings and presentations using laptops and tablets. Consultants, contractors, and vendors need to connect through guest Internet wireless access for meetings and presentations. Additionally, residents are increasingly expecting Wi-Fi for their tablets and smart phones wherever they go, whether shopping, dining, waiting for children at schools, sports fields, or other facilities for practices or attending classes, or other public spaces during leisure or transitional times. We recommend partnering with the school district to increase the availability of public wireless throughout the municipal campus area and park. Prioritization should be given to increasing wireless availability in the immediate City Hall area, followed by Piedmont Park. CLIENTFIRST TECHNOLOGY CONSULTING Page 25 of 42

32 Attachment B Agenda Report Page 32 DISASTER RECOVERY PLANNING Information Technology Master Plan Report The City does not have anadequate IT Disaster Recovery plan. In order to create a Disaster Recoveryt Plan, the City must develop Service Level Agreements (SLAs) for application recovery in the event of a disaster. A disaster recovery strategy needs to be developed to consider: Loss of computer room (or City Hall building) Loss of all area communications and IT infrastructure due to major disaster Loss of data Consider all scenarios when developing strategies Local (within Piedmont) replication and some backup servers will provide restoration of servers in the event of the loss of computer room or City Hall. However, true disaster recovery of applications would require either vendor-by-vendor outsourced arrangements or capabilities outside the Oakland area. Emergency Preparedness refers to steps taken to provide for the ongoing storage and recovery of valuable electronic information in the event of a disaster or system failure at the City. The potential need for the recovery of electronic data from off-site storage ranges from retrieval of files accidently deleted a month ago to recovery of information following a fire or flood in City Hall. Emergency preparedness best practices include off-site backups, agreement on the priority and speed with which systems are to be restored, and a detailed, tested, specific plan to restore those systems within the allotted timeframe. For systems requiring restoration in less than 72 hours, automated backup systems are usually required. Specific to Piedmont, a Disaster Recovery Plan does not exist, and improvements to backup policies and procedures would be beneficial. City staff is planning to commence development of a Disaster Recovery Plan during in the next fiscal year. CLIENTFIRST recommends enhancing the backup systems and procedures according to the detailed recommendations in the report. CLIENTFIRST TECHNOLOGY CONSULTING Page 26 of 42

33 Attachment B Agenda Report Page 33 IT GOVERNANCE The IT Master Plan implementation provides a great opportunity for City departments to collaborate on future technology use and applications through an internal IT Steering Committee. Traditionally, key IT decisions have been made by a select few organization managers. IT governance can provide a collaborative groundwork for major decisions, planning, internal communication, and department/staff training regarding such matters. IT governance is committed to the stewardship of IT resources on behalf of the stakeholders who demand a benefit and/or return on the investment. Information Technology Master Plan Report The IT Steering Committee is a group of internal staff and managers from a variety of departments and disciplines that provide long-term direction and oversight for an organization's Information Technology systems. This internal stakeholder committee can provide a stabilizing influence and focus for development of organizational concepts and planning. Some of the responsibilities the group may carry out include: Identification, prioritization, and development of technology initiatives Monitoring and reviewing initiative implementations Project managementof the implementation of the IT Master Plan Providing a forum for lessons learned during implementation of technology projects Providing an initial review process of technology-related projects requested by individual departments Reviewing Help Desk statistics, issues, and long-term unresolved needs Developing and reviewing information technology standards and policies Acting as a sounding board for management and staff Implementation of IT Governance can be an effective forum for internal departments to become more knowledgeable about technology and how it can be used effectively to enhance customer service and create efficiencies throughout the City s business process environments. CLIENTFIRST TECHNOLOGY CONSULTING Page 27 of 42

34 Attachment B Agenda Report Page 34 APPLICATION UTILIZATION Information Technology Master Plan Report The City utilizes over 85 different software applications or modules throughout all departments. These software applications and implementations have cost millions of dollars, and are a significant City asset. Major systems include: Module Financial Management Personnel/People Management (Payroll and Personnel Management) Land Management Work Orders/Maintenance and Asset Management ECMS Geographic Information System (GIS) Recreation Public Safety (Fire, Police) Vendor ACS Financial System ACS Financial System TRAKiT (CRW Systems) None None Esri ArcGIS ACTIVE Net New World Systems Many City software applications, modules, and systems are underutilized, resulting in loss of productivity due to manual processes, inefficient workarounds, and inefficient or unnecessary reconciliations. Additional user training is needed for many software applications. The City does not have sufficient resources to document practices and procedures regarding developing needs for application systems, prioritizing, evaluating solutions, and identifying sufficient implementation, and ongoing management and support resources for these solutions. Additionally, the City has insufficient IS resources to ensure quality applications utilization, increase department process improvements, and gain significant efficiencies in labor throughout the organization. Gaining greater utilization of the existing application modules is vital to a significant increase in productivity by staff throughout the City. The ability to accomplish this is difficult because of limited resources and the diversity of application providers in use. In order for the City to achieve significant improvement in staff productivity and efficiency and constituent services and transparency, the City will need to gain improved utilization of its software/application assets. CLIENTFIRST TECHNOLOGY CONSULTING Page 28 of 42

35 Attachment B Agenda Report Page 35 SOFTWARE SELECTION BEST PRACTICES Information Technology Master Plan Report Selecting the right system and technology is more critical today than ever before, because the efficiency and effectiveness of the organization is directly dependent on its use of technology and information systems. Organizations are realizing they must take greater advantage of automation and technology to be in a better position to meet growing constituent demands. Additionally, many agencies must provide better service to their constituents while coping with fewer employees and greater budget constraints. The City has several major application additions and/or replacement projects in the short and long term that require utilization of best practices for needs assessment, procurement, implementation planning and readiness, and implementation project management. Many application utilization issues start with less than Best Practice approaches to software selection. Unfortunately, this is a common industry occurrence due to resource constraints. Consider these statistics: In order for key software systems to be implemented properly, and for the organization to reap the full benefits, the organization should utilize a structured analysis and selection methodology. Additionally, for major software systems, such as Financials, Community Development additions, Maintenance Management, EDMS, and other specialized application systems, it is highly recommended the City consider utilizing independent, third-party subject matter experts for assessment, specification, procurement assistance and project management. STARTLING STATISTICS: Only 32% of projects are on-time, on-budget, deliver all required features and functions, and achieve measurable business and stakeholder benefits 1. Approximately 44% of projects are challenged (late, over budget, and/or with less than the required features and functions) 2. 69% of project failures are due to a lack of and/or improper implementation of project management methodologies. Nearly 40% of those surveyed said that a "lack of employee buyin and executive support" was the biggest challenge facing a successful implementation 3. A recent customer survey shows that enterprise implementation projects: Have only a 7% chance of on-time implementation Will likely cost more than estimated Will likely deliver unsatisfying results (only 21% will realize half or more of expected benefits) 4 In a past study of local government enterprise implementation, published in Government Finance Review, it was found that the average project was 176% over budget and 243% past the planned implementation timeline. 1 Standish Group, CHAOS Summary, Standish Group, CHAOS Summary, KPMG survey of 252 organizations. 4 Panorama Group, based on a 2009 survey of more than 1,300 online respondents and focus group participants who had implemented ERP within the last three years. CLIENTFIRST TECHNOLOGY CONSULTING Page 29 of 42

36 Attachment B Agenda Report Page 36 ENTERPRISE RESOURCE PLANNING (ERP) REPLACEMENT Information Technology Master Plan Report Enterprise Resource Planning (ERP) is an organization-wide software solution that allows integration among various departments and their respective functions. The result is a centralized system of communication, data storage, and operations management. Improvements to ERP solutions bring about processes that multiple departments can benefit from. Common municipal-related ERP application modules include accounting, financial reporting, payroll, human resources, planning and permitting, and work orders. The following graphic shows a typical municipal ERP environment. CLIENTFIRST TECHNOLOGY CONSULTING Page 30 of 42

37 Attachment B Agenda Report Page 37 Information Technology Master Plan Report Currently, the City utilizes multiple software vendors to support its enterprise application requirements. ACS is used for finance and accounting, and CRW s TRAKiT for Land Management (planning, permitting, inspections and code enforcement). However, the City does not have a system to automate work orders and maintenance and asset management. CRW is a quality system that is commonly utilized in municipal government. ACS requires many manual workaround and reconciliations, is outdated, and lacks commonly utilized functionality found in other municipalities that are using modern ERP solutions. The City is missing opportunities for labor efficiencies (thousands of labor hours per year), improved customer service due to lack of integrated solutions with sufficient training, and functionality to meet internal operational and customer needs. Departments have a strong interest in newly available features and enhancements that a more modern ERP solution can provide. Gaining greater utilization in enterprise application software modules through installation of a new ERP system is key to significant increases in citywide productivity and efficiencies. The table below represents current and potential future ERP applications. The entire effort to select and implement a new ERP solution to replace ACS will logistically require two years. CLIENTFIRST TECHNOLOGY CONSULTING Page 31 of 42

38 Attachment B Agenda Report Page 38 Information Technology Master Plan Report Benefits of Modern ERP Software An Enterprise Resource Planning (ERP) System automates and integrates many core, citywide functions into a single solution, while automating manual processes and providing a central location of information and reporting. An enterprise system allows collaboration and sharing of information between divisions, departments, and citizens to provide a transparent and efficient government operation. The benefits of an enterprise system are numerous and include: Built-in integrations between Land, Work, Financial, and People Management application suites Newer technology platform (processing and capacity advantages) Real-time notifications/queues Task tracking Real-time access to information Elimination of duplicate data entry Improved data integrity Centralized location and customer account maintenance Reliable information Workflow capabilities Centralized cash receipt capabilities Efficient revenue collection Reduced operating costs Improved internal communication Foundation for future improvement Potential reduction in annual maintenance and support fees Improved online information for citizens to access CLIENTFIRST TECHNOLOGY CONSULTING Page 32 of 42

39 Attachment B Agenda Report Page 39 Financial and People Management Information Technology Master Plan Report The financial management suite is another part of an enterprise system that encompasses the financial tasks and processes performed to ensure all organization-wide activity is properly accounted for and accurately reported to local, state, and federal agencies. Benefits of a financial management suite include: Quick generation of financial reports More efficient budgeting processes Real-time access to available budget and funding Better spending controls for departments and projects Management of grants and funding sources Real-time inquiries into capital improvement project progress The People Management suite manages the organization s workforce and provides automation to the human resources, payroll, timekeeping, and applicant tracking functions. Employee selfservice is also available to allow employees flexibility in retrieving their information at their convenience. Benefits of a People Management suite include: Paperless personnel forms One-time data entry Tracking or misplacement of employee paper files Incorporation of Employee Self-Service (ESS) Integration between timekeeping, payroll, HR, and financial management Quick and reliable reporting to federal and state agencies Improved employee satisfaction Automated time entry approvals and payroll calculations Minimal steps between processing payroll and issuing direct deposits and checks CLIENTFIRST TECHNOLOGY CONSULTING Page 33 of 42

40 Attachment B Agenda Report Page 40 Employee Self-Service Employee Self-Service (ESS) empowers employees to provide, change, and retrieve their personal information through an online employee portal, therefore reducing the manual interaction required with the Human Resources Department. Employee Self- Service offers an online option for employees to access and manage information for themselves: Address changes Tax allowances changes Open enrollment benefits Dependent changes Leave/vacation accrual balances Electronic paystub copies Year-end W-2 s Populating and retrieving time sheets Time requests Tax forms Many other forms and applications Reporting Information Technology Master Plan Report The number one problem that is commonly seen when utilizing disjointed applications is the extensive time users dedicate to the consolidation of information for reporting purposes. Enterprise systems allow information to be quickly retrieved from a single source with numerous readily available reports. Users are also able to create their own reports without requiring them to be technical experts. This allows staff to spend more time studying analytics rather than manually assembling reports. Benefits of improved reporting include: Aggregated data across divisions, departments, and organization Improved data accuracy and reduced human error Intuitive report creation capabilities Board-ready reports Sharing of created reports Elimination of labor-intensive report creation CLIENTFIRST TECHNOLOGY CONSULTING Page 34 of 42

41 Attachment B Agenda Report Page 41 Dashboards Information Technology Master Plan Report Dashboards form part of a user s homepage and display reports, key indicators, and other metrics regarding day-to-day operations, activities, and historical trends. Benefits of dashboards include: Quick links for immediate access to required tasks and approvals Easy modification of dashboards for each user s preference Automated generation of dashboard information Transformation of data into visual information Easy-to-understand graphics Real-time analysis Drill-down access to activity detail Mobile Computing Mobile computing provides the flexibility to operate a more mobile and productive workforce. An enterprise system can allow staff to utilize applications while in the field in order perform their job functions while away from their office. Common benefits of mobile computing include: Completion of work while in the field Real-time access to information Inspection results in the field Receipt of notifications and job assignments Reduced travel to and from office locations Map routing based on location of activities Retrieval of mapping information Management of Code Enforcement cases in field Online Citizen Access Online citizen access enables a more transparent government by providing the public with 24/7 access to real-time information for inquiries and payment processing. This empowers residents to retrieve online information that is pertinent to each individual, and for them to take further actions, which improves customer relations by eliminating the need to be physically present at City Hall. The following are examples of online citizen access transactions: Online permit applications Submit and access plan review comments License renewals (business, animal, etc.) Utility, permitting, planning, licensing, and tax payments Submit code enforcement complaints Submit citizen requests Submit inspection requests Access to inspections results GIS maps (zoning, voting districts, etc.) CLIENTFIRST TECHNOLOGY CONSULTING Page 35 of 42

42 Attachment B Agenda Report Page 42 Citizen Request Management Information Technology Master Plan Report A Citizen Request Management system is used to track, manage, and resolve citizen concerns and requests in a timely manner by automatically routing requests to the appropriate department. It also provides constituents with the flexibility to submit and track their issues through the Web or a mobile phone application. Common benefits of a Citizen Request Management system include: Ability for citizens to submit requests 24/7 through a phone application or the website Automatic assignment and routing of requests, by type, to appropriate department(s) or staff Ability for citizens to view current request status Conversion of requests to work orders Ability to include photos and geolocation of a request More effective and efficient processes Improved transparency and citizen relationships Land Management The Land Management system is one of the suites that are offered by enterprise application systems and manages the creation, issuance, and tracking of community development activities related to planning and zoning, permitting, building inspections, licensing, and code enforcement. Benefits associated with the utilization of the application include: More automated permit processing from application through permit issuance Automatic routing for permits requiring reviews and approvals Single electronic file for all permit applications and documents More automated tracking of reviews, inspections, and fees by permit and development projects Tracking of timelines, tasks, and required group reviews Viewing all project and permit information at a glance Readily accessible planning and zoning records Automatic generation of case documentation Centralized current and historical parcel information CLIENTFIRST TECHNOLOGY CONSULTING Page 36 of 42

43 Attachment B Agenda Report Page 43 GIS Integration Enterprise systems offer real-time integration to geographic information systems (GIS) in order to display land use, zoning, and infrastructure layers on a map, as well as parcel, permit, inspection, code enforcement, and work order activity that resides within the enterprise system. Benefits of GIS integration include: Viewing system activity on a map (e.g., active planning projects, permits, code cases, etc.) Map routing of work orders, service requests, and daily inspections Displaying locations of infrastructure assets Generating asset condition analysis Ability to overlay multiple map layers Integration with City s website for resident inquiries Electronic Plan Submittals and Reviews Electronic plan submittals are architectural/developmental plans that are in an electronic format. These plans can be submitted by the public through the City s permitting and planning processes. In addition to the electronic receipt of plans, electronic plan reviews allow City staff to review plans and electronically mark up and track plan comments. The following are benefits associated with electronic plan submittals and reviews: Increased productivity through quicker processing Elimination of physical plan routing Submittal, review, and tracking of electronic plans Centralized storage and retrieval of electronic plans Performance of activities in parallel Concurrent review of plans by multiple staff Electronic collection of plan review comments Reduced number of and shorter resubmission cycle(s) Information Technology Master Plan Report CLIENTFIRST TECHNOLOGY CONSULTING Page 37 of 42

44 Attachment B Agenda Report Page 44 Maintenance/Work Order Management Information Technology Master Plan Report Another suite of an enterprise system is the Maintenance/Work Order Management system, which provides automation in managing the maintenance and day-to-day operations related to infrastructure assets, buildings, facilities, and fleet vehicles, while being able to capture and report on the labor, equipment usage, and material costs associated with a work order and preventative maintenance. System benefits include: Electronic routing of citizen requests Centralized task and maintenance management Completion of work orders from the field Streamlined Public Works operations Retrieval of historical work order information and costs Quicker work order completion times Improved decision making through access to realtime information Viewing of asset and activity trends visually through GIS mapping capabilities Better replacement planning and forecasting Enhancement of staff productivity Improved compliance with regulatory standards Improved safety and risk management CLIENTFIRST TECHNOLOGY CONSULTING Page 38 of 42

45 Attachment B Agenda Report Page 45 Information Technology Master Plan Report CONCLUSION MOVING FORWARD Moving forward, over the next 18 to 24 months, the focus of Information Technology should be on infrastructure upgrades and increasing IS support staff to meet the needs of 21st Century technology. While some software applications improvements are possible during this time, major software system utilization improvements and replacement system implementations must follow the initial focus on infrastructure. IS must work to position itself in the following ways: IT Infrastructure Follow best practices infrastructure equipment replacement recommendations to reduce risk. Replace obsolete Windows 2003 Active Directory structure, move electronic mail to the cloud and expand City wireless. IS Staffing The IS function does not have the staffing resources to maintain existing systems, much less drive City technology into the 21 st Century. Over the near term, a significant investment in infrastructure will require additional IS Support and Network Engineering skills. Over the longer term, the City will benefit most by adding an Application Support Specialist to staff and leveraging those skills to increase applications utilization and organizational productivity. Communication The City website is out-of-date and cumbersome to update. Replacing the website with a modern website that allows for mobile computer use and each department s ability to quickly and easily make their own content changes will be a major improvement. There are several website development companies that can provide such a product. Application Utilization City departments want to improve their core business processes and fully utilize their applications. The City should work to encourage a sense of application ownership and continuous improvement by the departments. Improved application utilization is one of the most effective ways to increase staff productivity and customer service. ERP Replacement - The entire effort to select and implement a new ERP solution to replace current ACS system will logistically require two years. The City needs to ensure that all its applications needs have been identified and that appropriate funding has been budgeted for a replacement ERP by conducting a comprehensive needs assessment and developing a Request for Proposal (RFP). Additionally, because the City has not conducted this type and complexity of project with these specific business analysis, documentation, and negotiation requirements, the City should obtain assistance from a municipal ERP Applications Subject Matter Expert (SME). Governance The formation of the internal IT Steering Committee will foster cooperation and collaboration in setting priorities and executing multi-department initiatives. Over the long run, the IT Steering Committee will oversee and maintain the execution and occasional modification of this plan. CLIENTFIRST TECHNOLOGY CONSULTING Page 39 of 42

46 Attachment B Agenda Report Page 46 Information Technology Master Plan Report We expect the projects outlined in this report to result in improved productivity and customer service, as well as improved sustainability. Third-party Subject-Matter Experts (SMEs) will be helpful for projects that are (1) high priorities, (2) beyond the scope of City skill sets, and/or (3) lacking internal resource availability. Additionally, we recommend that action plans be developed by the departments and IS for all active, short-term initiatives. The action plans should include all identified needs, recommended solutions, responsible individuals, and target due dates. These action plans can ensure that all needs are being addressed and/or that a decision has been made not to pursue an initiative. These action plans will also prove beneficial to annual resource and budget planning requirements. The City should review and update the plan annually, using an abbreviated version of the master planning methodology. In this way, the plan will be a vehicle to continuously guide the information technology activities of the City. The annual IT Master Plan update should be synchronized with the City s annual budget process, so the City s IT Plan initiative costs can be properly represented in the City s annual budget. BENEFITS The completed plan should not be viewed as static, but rather as a dynamic tool that is revised and updated as business conditions and requirements change. If the planning function is not an ongoing process, certain objectives and benefits will not be realized, because the objectives themselves may change as the organization and its environment evolves. Major benefits that are, or should be, realized through the implementation of this IT Master Plan include: Increased collaboration and communication between the departments and IS Transformation of the organization s overall understanding, knowledge, and stewardship of information technology Clear direction for IS operations and IT projects for the next five years, focused on meeting the organization s needs Citywide department consensus and understanding of all IT Initiatives and their priorities Foundational process and methodology for evaluation of project investments and analyzing business case justification IMMEDIATE NEXT STEPS We recommend the IT Steering Committee begin work by reviewing the plan and priorities. Next, assign lead and participatory resources to each high-priority IT initiative, and finalize target due dates for immediate next steps of those initiatives. Initiative leaders should then report status updates for active initiatives to the IT Steering Committee as part of each agenda. Major issues for each initiative should be discussed among the Committee and/or subcommittees for general feedback, collaboration, and lessons learned, as many of the IT/application initiatives cross-departmental boundaries. In order to improve the culture of application utilization, management, and support, it is also recommended that a series of training seminars be developed for all key department stakeholders and all enterprise business application users throughout the organization. This is an effective way to maintain momentum and kick off the tremendous change that is to occur in improving operations and constituent services. CLIENTFIRST TECHNOLOGY CONSULTING Page 40 of 42

47 Attachment B Agenda Report Page 47 Information Technology Master Plan Report IT MASTER PLAN CAPITAL BUDGET The IT Master Plan budget on the following pages is NOT entirely new spending requirements. The plan encapsulates all information technology issues and needs of all departments in the City. Some projects, initiatives are normally funded by departments themselves, some initiatives already have capital reserves set aside and others are part of normally annual IT budgeting. CLIENTFIRST TECHNOLOGY CONSULTING Page 41 of 42

48 Attachment B Agenda Report Page 48 Initiative # City of Piedmont 10/9/2015 Information Technology Master Plan Report Project / Initiative Budget Estimates Best Practices IT Initiative 1 Return-on-Investment Considerations Comments Providing tools and staff training, including working on several project examples Priority Budget Range Low High Dept(s) Potential Funding Source(s) FYE 2016 H $ - $ 3,000 All $ 3,000 FYE 2017 FYE 2018 FYE 2019 FYE IT Governance Assist in establishing a Steering Committee with roles and responsibilities. Educational/Training Seminar for Steering Committee Members and providing tools and next steps. Possibly facilitating first several months of Steering Committee meetings H $ - $ 5,000 All $ 5,000 3 Applications Management Best Practices 4 Applications and User Licensing Inventory 5 User Training and Support 6 Software Selection Best Practices 7 Centralized Address and Parcel Management 8 Project Planning and Implementation Best Practices 9 IT Policies and Procedures Providding tools and staff training. Establishing roles and responsibilities for enterprise applications Included in IT Governance training above and internal resources Annual Recurring TBD Included in applicable software projects below Included in Land Management Improvements below Part of IT Governance Training above Part of IT Governance Training above H $ - $ 7,500 All $ 5,000 H All H All $ 20,000 $ 20,000 $ 20,000 $ 20,000 H H H All IT, GIS IT, All H $ - $ 3,500 IT, All $ 3, User Access Controls Internal resources M IT, All 11 Cloud Computing Consider costs benefits for future procured system, as applicable L All Page 1 of 3

49 Attachment B Potential Agenda Report Page 49 Budget Range IT Initiative Comments Dept(s) Funding FYE 2016 FYE 2017 FYE 2018 FYE 2019 FYE 2020 Low High Source(s) Initiative # Priority Applications & Departmental Systems 12 Enterprise Resource Planning (ERP) Replacement H $ 300,000 $ 500,000 Fin, All $ 45,000 $ 250,000 $ 100, Human Resources System Improvements H Included with ERP HR, All 14 Applicant Tracking M Included with ERP HR, All 15 Time Entry System Could be included with PS Scheduling H $ 25,000 $ 80,000 Fin, All $ 50,000 System 16 Recreation System Improvements Full Replacement Budget M $ 75,000 $ 150,000 Rec $ 20,000 $ 50,000 $ 25,000 Could be included 17 Scheduling System with Time Entry H $ 55,000 $ 100,000 PD, Fire $ 20,000 $ 50,000 $ 25,000 System 18 Land Management System Improvements H $ 90,000 $ 125,000 Plan, Clerk $ 22,500 $ 29,000 $ 15,000 $ 45,500 $ - 19 Electronic Plan Reviews L $ 1,000 $ 35,000 Plan, Bldg $ 1,000 Work Orders/Maintenance and Asset Management 20 System M Included with ERP PW 21 GIS Improvements H $ 100,000 $ 250,000 IT, GIS $ 35,000 $ 60,000 $ 60,000 $ 60,000 Included with ERP, Land, Bldg, PW, Rec, 22 Mobile Computing L $ 25,000 WOs PD, Fire 23 Electronic Content Management System (ECMS) M $ 100,000 $ 350,000 All $ 25,000 $ 100, Agenda Creation and Management Software M $ 20,000 $ 45,000 Clerk, All $ 30, Publishing Software Consolidation L $ 2,500 $ 5,000 All $ 5, Police and Fire CAD/RMS Replacement H $ 300,000 $ 450,000 $ 50,000 $ 350,000 $ 50, Online Business Licenses L $ 2,000 $ 5,000 Clerk $ 2, Schoolmates Check-In/Out and Registration Already Licensed H $ - $ 1,500 Rec $ 1, Fire Mobile Computers Deferred H $ 38,000 $ 38,000 Fire $ 38, Police Call Recording Software Already budgeted M $ 25,000 $ 25,000 PD $ 25, Early Warning System Analytics H PD TBD 32 Training Management Software H $ 5,000 PD TBD 33 Dog Licensing L $ - $ 2,500 Clerk $ 3, ID Badge Creation L $ 15,000 $ 25,000 Fire, Rec, PD $ 25,000 Gov Citizen Request Management (CRM) H $ 15,000 $ 20,000 All $ 15, Online Payments, Transactions, and Services M Included with ERP, Land, WOs, Others All 37 Kiosks L $ - $ 10,000 IT $ 10, Social Media Strategies and Policies M All 39 Website Replacement with Content Management Tools H $ 50,000 $ 75,000 All $ 10,000 $ 60, Mass Outbound Communications Annually, additional M $ 5,000 $ 15,000 All $ 5,000 $ 7,500 $ 10,000 Page 2 of 3

50 Attachment B Potential Agenda Report Page 50 Budget Range IT Initiative Comments Dept(s) Funding FYE 2016 FYE 2017 FYE 2018 FYE 2019 FYE 2020 Low High Source(s) Initiative # Priority IT Infrastructure NWS Refresh in 41 Computer Equipment Replacement Plan H All $ 46,000 $ 20,000 $ 20,000 $ 20,000 $ 60,000 FY Municipal Area Network (MAN) FY16 - Fix CH to PD H IT $ 19,500 $ 7,500 $ 50,000 $ - 43 Local Area Network (LAN) Upgrade M IT $ 21,100 $ 12, Internet Bandwidth H IT $ 3,000 $ 3,000 $ 3,000 $ 3, Create Best Practice Internet Connectivity (DMZ) H IT $ 5, Wireless M IT $ 80,800 $ 10, Power Distribution Units H IT $ 2, Virtual Server Upgrade M IT $ 15, Windows Active Directory H IT $ 6, File Servers and Disk Storage H IT $ 36, Remote Access Upgrade M IT, All $ 500 $ 500 $ Dual Monitors Included in replacement L All 53 Electronic Mail Upgrade H IT $ 2,100 $ 2,100 $ 2,100 $ 2,100 $ 2, Fiber Capacity Planning Study M IT $ 15, Technology Support for the EOC M Fire $ 28,600 $ 25, Conference Room Audiovisual M All $ 7,500 $ 7, Council Chambers Audiovisual Systems M IT $ 53,600 IT Operations 58 Help Desk Ticketing System H IT 59 IT Automation Tools (Imaging and Patch Management) H IT $ 2, Network Management Tools (Alerts / Alarms) H IT $ 1, Mobile Device Management M IT $ 1,250 IT Security 62 IT Security Review H IT $ 15, Backups H IT $ 21,000 $ 3,600 $ 10,000 $ 50, Disaster Recovery Planning H IT, All 65 Two-Factor Authentication M IT $ 2, Firewall Filtering and Consolidation L IT $ 25, Records and Data Retention Archiver H IT $ 3,500 Telecommunications 68 VoIP Phone Replacement M All $ 15,000 $ 100,000 $ 222,250 $ 445,850 $ 732,500 $ 946,700 $ 403,600 * (Other Funding Sources (Funded, Planned and/or Estimated) Comments Description Dept(s) Normal Annual Computer/Equipment Replacement Plan $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 PEG Funds Potential Funding FYE 2016 FYE 2017 FYE 2018 FYE 2019 FYE 2020 IT Dept. Allocation $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 202,250 $ 425,850 $ 712,500 $ 926,700 $ 383,600 IS Staffing 69 IS Staffing H IT, All $ 273,600 $ 233,600 $ 132,000 $ 132,000 $ 132, Application Support Specialist M IT, All $ 23,625 $ 23,625 $ 119,000 $ 119,000 $ 119,000 Page 3 of 3 $ 519,475 $ 703,075 $ 983,500 $ 1,197,700 $ 654,600

51 Attachment B Agenda Report Page 51 Information Technology Master Plan Report APPENDIX IT MASTER PLAN INITIATIVES The following section contains the IT Master Plan Initiatives Workshop documentation in its entirety. CLIENTFIRST TECHNOLOGY CONSULTING Page 42 of 42

52 Attachment B Agenda Report Page 52 APPENDIX IT INITIATIVES IT MASTER PLAN Client Locations Coast-to-Coast Practice Locations California Illinois Minnesota North Carolina October 2015

53 Attachment B Agenda Report Page 53 TABLE OF CONTENTS BEST PRACTICES Return-on-Investment Considerations IT Governance Applications Management Best Practices Applications and User Licensing Inventory User Training and Support Software Selection Best Practices Centralized Address and Parcel Management Project Planning and Implementation Best Practices IT Policies and Procedures User Access Controls Cloud Computing APPLICATIONS AND DEPARTMENTAL SYSTEMS Enterprise Resource Planning (ERP) Replacement Human Resources System Improvements Applicant Tracking Time Entry System Recreation System Improvements Scheduling System Land Management System Improvements Electronic Plan Reviews Work Orders/Maintenance and Asset Management System GIS Improvements Mobile Computing Electronic Content Management System (ECMS) Agenda Creation and Management Software Publishing Software Consolidation Police and Fire CAD/RMS Replacement Online Business Licenses Schoolmates Check-In/Out and Registration Fire Mobile Computers Police Call Recording Software Early Warning System Analytics Training Management Software Dog Licensing ID Badge Creation CALIFORNIA ILLINOIS MINNESOTA NORTH CAROLINA FAX

54 Attachment B Agenda Report Page 54 GOV Citizen Request Management (CRM) Online Payments, Transactions, and Services Kiosks Social Media Strategies and Policies Website Replacement with Content Management Tools Mass Outbound Communications IT INFRASTRUCTURE Computer Equipment Replacement Plan Municipal Area Network (MAN) Local Area Network (LAN) Upgrade Internet Bandwidth Create Best Practice Internet Connectivity (DMZ) Wireless Power Distribution Units Virtual Server Upgrade Windows Active Directory File Servers and Disk Storage Remote Access Upgrade Dual Monitors Electronic Mail Upgrade Fiber Capacity Planning Study Technology Support for the EOC Conference Room Audiovisual Council Chambers Audiovisual Systems IT OPERATIONS Help Desk Ticketing System IT Automation Tools (Imaging and Patch Management) Network Management Tools (Alerts / Alarms) Mobile Device Management IT SECURITY IT Security Review Backups Disaster Recovery Planning Two-Factor Authentication Firewall Filtering and Consolidation Records and Data Retention TELECOMMUNICATIONS VoIP Phone Replacement IS STAFFING IS Staffing Application Support Specialist CLIENTFIRST TECHNOLOGY CONSULTING Page 3 of 117

55 Attachment B Agenda Report Page 55 BEST PRACTICES A best practice is a method that consistently provides results greater than can be achieved by other methods. We believe that the following best practices will enhance the City s ability to select, procure, maintain, and sustain solutions that are more effective in the future, as well as improve overall productivity of staff. 1. RETURN-ON-INVESTMENT CONSIDERATIONS IT Infrastructure, Operations, and Support Limiting the number of software vendors supporting City functions will decrease IT infrastructure, operational costs, and support costs in the medium-to-long term. Following is a list of IT functional areas impacted when determining the number of applications required for the support of a municipality s core business solutions: Hardware Servers required to host the applications Software Additional software, such as database applications, required to support core applications Licensing Licenses needed to support the number of vendor application users Business Continuity Disaster Recovery Planning required to support multiple vendor applications Support Costs IT support costs for maintaining hardware and software Operation Costs Employee resources and training required for effective use of vendor applications Further analysis outside of the scope of this project would be required to determine specific potential cost savings. Departmental Labor Costs Many organizations do not adequately understand the impact that improved automation (reduction in manual processes and shadow systems) will have when considering implementation of new systems or conducting process improvement analysis. Most productivity analyses show that, over a period of time, labor cost savings far exceed the cost of reasonable automation efforts. The savings associated with the avoidance of one new hire or the elimination of a position due to natural attrition may be $40,000 to $70,000 or more per year (including total payroll, taxes, benefits, and other costs). The life of most new, municipal-wide or core departmental systems should be over ten years, making the savings from the avoidance of just one new hire and/or elimination of vacant positions the equivalent of $400,000 to $700,000 over ten years. Ten years should be the minimum expected life cycle for major/large application systems. Return-on-Investment (ROI) for Application Systems Improved utilization of application systems can result in immediate and sustained savings in time spent performing specific tasks or processes. These individual improvements do not CLIENTFIRST TECHNOLOGY CONSULTING Page 4 of 117

56 Attachment B Agenda Report Page 56 always equate to immediate, hard savings. They may result in intangible benefits to the City or the residents, or cumulative savings from reduced long-term personnel needs. User Training and Support Application software is continually evolving. Improvements and enhancements are made yearly. Maintaining staff efficiency and improving productivity over time requires ongoing training of all staff. Users are typically not trained on all aspects or capabilities of particular software applications during initial implementation. Therefore, it is important for the organization to develop methodologies to carry out functionality, reporting, and training requirements in order to utilize the City s important technological assets to their fullest potential over time. Calculation Examples Whenever possible, we recommend staff calculate tangible and intangible benefits when requesting approval for a project. The following calculations can be utilized in those efforts. We believe in being conservative and practical. Exhaustive ROI studies should not be necessary. Focusing on a limited number of reasonable examples, as outlined herein, should normally be sufficient to provide adequate justification for strategic projects. Labor Efficiency Savings = Labor Hours Saved x Gross Hourly Rate Tangible Labor Cost Savings = New hire avoidance, elimination of positions through attrition, consolidation of work load and positions, etc. Hard Cost Savings Hardware Software Maintenance Inventory Reductions Supplies Intangible Benefits Increasing Levels of Service Improved Constituent Service Safety Transparency Improved Community Communication Improved Employee Communication and Satisfaction IT Planning and Improvements Return-on-Investment (ROI) Consideration A study conducted by Macquarie University 1 discovered the following: Overall ROI in IT projects is around 30%. The projects that deliver at least some benefits should be about 52.5%. Successful IT projects can have an ROI of around 400%. 1 Macquarie University, CLIENTFIRST TECHNOLOGY CONSULTING Page 5 of 117

57 Attachment B Agenda Report Page IT GOVERNANCE Findings and Observations The IT Master Plan implementation provides a great opportunity for City departments to collaborate on future technology use and applications through an IT Steering Committee. IT Governance Traditionally, key IT decisions have been made by a select few organization managers. IT governance can provide a collaborative groundwork for major decisions, planning, internal communication, and department/staff training regarding such matters. IT governance is committed to the stewardship of IT resources on behalf of the stakeholders who demand a benefit and/or return on the investment. IT Steering Committee The IT Steering Committee is a group of internal staff and managers from a variety of departments and disciplines that provide long-term direction and oversight for an organization's Information Technology systems. This internal stakeholder committee can provide a stabilizing influence and focus for development of organizational concepts and planning. Some of the responsibilities the group may carry out include: Identification and development of technology initiatives Prioritization of initiatives Monitoring and reviewing initiatives Project managing implementation of the IT Master Plan Providing a forum for lessons learned during implementation of technology projects Providing an initial review process of technology-related projects requested by individual departments Taking into consideration sharing, compatibility, and potential integration between applications and departments Reviewing Help Desk statistics, issues, and long-term unresolved needs Reviewing and providing feedback on long-term, unresolved Help Desk issues Developing and reviewing information technology standards and policies Updating standards and policies as changes occur in the organization and technology Helping to achieve support across the organization Acting as a sounding board for management and staff Implementation of IT Governance can be an effective forum for department stakeholders to become more knowledgeable about technology and how it can be used effectively to enhance customer service and create efficiencies throughout the City s business process environments. CLIENTFIRST TECHNOLOGY CONSULTING Page 6 of 117

58 Attachment B Agenda Report Page 58 Recommendations Assemble and formally implement an internal IT Steering Committee to discuss and recommend priorities, assist in policy development, communicate with department staff, and manage and oversee implementation of the IT Master Plan. Utilize the IT Steering Committee as the initial forum for IS and other departments to propose/present new technology-related projects to ensure best practices are followed and applied to the review, selection, approval, procurement, implementation project management, and ongoing maintenance of those systems. Benefits More transparency, responsibility, and accountability Prioritization of initiatives Improved compatibility and integration between software applications and technologies Enhanced communication and collaboration Higher degree of business and technology alignment Widespread personal and professional growth Next Steps Determine potential Steering Committee members who are: Process-oriented, well organized, good communicators, results-minded, and well respected within the organization Interested in positive technology outcomes and interested in Steering Committee participation Able to speak for Department Head Assemble, organize (structure), and implement the Steering Committee focused on: Determining the Committee s organizational structure and assign roles and responsibilities for members Determining priorities based on limited IT resources Annual IT budget review and prioritization IT policy reviews New project reviews and feedback Lessons learned from ongoing projects Involve all departments in the Steering Committee for IT communication, education, and collaboration. Assign a lead and/or subcommittee for all individual IT Master Plan initiatives. Monitor and discuss active initiatives at each committee meeting. Form subcommittees, as appropriate for various projects or critical operational tasks. CLIENTFIRST TECHNOLOGY CONSULTING Page 7 of 117

59 Attachment B Agenda Report Page APPLICATIONS MANAGEMENT BEST PRACTICES Findings and Observations The City utilizes almost 85 different software applications or modules throughout all departments. Major systems include: Module Financial Management Personnel/People Management (Payroll and Personnel Management Land Management Work Orders/Maintenance and Asset Management ECMS Geographic Information System (GIS) Recreation Public Safety (Fire, Police) Vendor ACS Financial System ACS Financial System TRAKiT (CRW Systems) None None Esri ArcGIS ActiveNET New World Systems A more comprehensive example listing of City applications is included below. Application Admin Finance Fire PD Planning PW Recreation Office Productivity Adobe Reader x x x x x x x Adobe Professional x x x x x x Dropbox x x x x x Firefox x x x Google Calendar x x Google Chrome x x x x x Windows XP x x x x x x x Windows 7 x x x x x x x Internet Explorer x x x x x x x Microsoft Access x x x x x Microsoft Excel x x x x x x x Microsoft Outlook x x x x x x Microsoft Photo Manager/Editor x x x x x Microsoft PowerPoint x x x x x x x Microsoft Publisher x x x x x x x Microsoft Silverlight x x Microsoft Visio x Microsoft Word x x x x x x x Photoshop Elements 2.0 x x CLIENTFIRST TECHNOLOGY CONSULTING Page 8 of 117

60 Attachment B Agenda Report Page 60 Picasa Application Admin Finance Fire PD Planning PW Recreation Cannon Camera Software Calameo Publishing Flickr Skype x x Enterprise Applications AllProp x x x x ArcGIS / ArcView x x x x x FileMakerPro x x x ParcelQuest x x x Java x x x Kerio Connect x x x OASIS x x Symantec Endpoint Protection x x x x x x x TRIM x x x x x Department Applications Administration AT&T Connect Utility BLIS (Old DOS Business License Program) CISN Display CodeRED x x x Compix DIMS Filezilla Granicus x x x x x x x Konica/Minolta PageScope x x Legis PlayBox Suite Remote Desktop Connection x x Retrospect Sonicwall Global VPN Client x x Synergy TextEdit VMWare VSphere Client x x x x x x x x x x x CLIENTFIRST TECHNOLOGY CONSULTING Page 9 of 117

61 Attachment B Agenda Report Page 61 Application Admin Finance Fire PD Planning PW Recreation WordPress x Finance ACS Financial System General Ledger x Payroll x Cash Receipts x AP/Disbursements x Payroll x GL Reporting x Fixed Assets x AccuWage x DMV File Generation System x ICS x Lewis Software x Fire epcr (non-police) x Evernote x New World Systems - FRM x TeleStaff x Police New World Systems Computer Aided Dispatch x x Law Enforcement RMS x Mapping x x Mobile Field Reporting x x CLETS/NCIC Access x 2FA x Audiolog x BOSS x Cisco VPN Client x x Data Ticket x Dell SonicWALL x OpenEye RADIUS x Python x Sync x CLIENTFIRST TECHNOLOGY CONSULTING Page 10 of 117

62 Attachment B Agenda Report Page 62 TMS Planning CRW Recreation ActiveNet SchoolDude Notepad WhenToWork TeamSnap Application Admin Finance Fire PD Planning PW Recreation Planning Projects x x x Business Licensing x Building Permits x x Inspections SurveyMonkey Bitly Land Management (LandTRAK) x x Google Earth x x x x x Google Docs x x x Google Maps x x x x Many City software applications, modules, and systems are underutilized, resulting in loss of productivity due to manual processes, inefficient workarounds, and inefficient or unnecessary reconciliations. Additional user training is needed for many software applications (see the User Training and Support initiative). The City does not have sufficient resources to document practices and procedures regarding developing needs for application systems, prioritizing and evaluating solutions, and identifying sufficient implementation and ongoing management and support resources for these solutions. Additionally, the City has insufficient IT resources to ensure quality applications utilization, increase department process improvements, and gain significant efficiencies in labor throughout the organization. Gaining greater utilization of the existing application modules, including compatibility and interface/integration capabilities, is vital to significant increases in productivity by staff throughout the City. The ability to accomplish this is difficult because of limited resources and the diversity of application providers in use. x x x x x x x x x CLIENTFIRST TECHNOLOGY CONSULTING Page 11 of 117

63 Attachment B Agenda Report Page 63 Future Application Management Best Practices The City can benefit greatly by changing traditional application management practices. Use of the following recommendations can lead to improved functionality, use, and increased overall productivity. Future Application Roles and Responsibilities Application support and management roles and responsibilities will have to be identified and assigned to departments' operational applications and modules. We recommend focus on the following major system groups: Financials People Management Land Management (Planning, Permits, Inspections, Licensing, Code Enforcement) Work Order/Maintenance Management (potentially part of ERP) Public Safety (Police and Fire) Recreation Software ECMS (Enterprise Document/Content Management) Identification and assignment will help the City spot capable resources to fulfill the roles and responsibilities for Applications Management Best Practices in the future. It is also important to note that department personnel will need some additional time allocated to these responsibilities. Although they are IT-related, they are really about improving business processes and are appropriate for department personnel versus IS department personnel. Process Owners Staff resident expert who is responsible for a given departmental process or function May also be responsible for oversight and delivery of the daily, weekly, monthly, and annual processes that the application or module is utilized to fulfill Primarily makes final decisions on process policies, procedures, and deliverables for their area of expertise Stays current with the applicable industry best practices, technology, and application capabilities Stays current with their department s existing core application vendors capabilities, offerings, and enhancements Application Champions An expert on a specific application or module Possesses greatest knowledge of application or module Lead trainer or support person for other staff that utilizes application or module Usually has formal training and is responsible for application configuration setup and changes on an ongoing basis Often trained to provide ad hoc report writing capabilities for the application or module Stays current with the applicable industry best practices, technology, and application capabilities Stays current with existing application vendors capabilities, offerings, and enhancements Business Process and Application Analyst Skills (Applications Support Specialist) CLIENTFIRST TECHNOLOGY CONSULTING Page 12 of 117

64 Attachment B Agenda Report Page 64 Assigned to work with process owners, application champions, report writers, and users Reviews business processes, current utilization of application, manual processes, and shadow systems (e.g., spreadsheets and other databases) in an effort to increase automation, improve efficiencies, and increase utilization of the core business application Assists in the development of user, application, and process requirements Assists in developing and documenting standard operating procedures (SOPs) Note: An application analyst may be a person already fulfilling one or more of the above roles. Ad Hoc Report Writers Aptitude to develop ad hoc reports using vendors report writing tools, which may include third-party tools such as Crystal Reports, Cognos, or Microsoft SQL Server Reporting Services (SRSS) Assigned as the go-to person for ad hoc reports that other users cannot quickly generate on their own Define IT Roles and Responsibilities by Application Module Identify role of IT for a given application or module (primarily server and network support) Departments are to take as much responsibility as possible for application management of modules utilized by their primary business-process functions, as the IS department does not currently and will never have all the resources to fulfill all application management support and maintenance roles for the entire organization Please note that the organization may not have an identified resource in some instances, and that some applications may not require certain roles. It is also likely that, in some instances, the same person(s) will fulfill more than one role for a given application/module. Business Department Application Training As application software changes and grows in complexity, training staff to use software properly becomes more critical. We believe that a renewed emphasis on targeted staff training on the City's application software will pay off significantly in increased staff effectiveness and productivity. An inventory of high-priority training is essential to achieve expected productivity. The City can identify and assess future training needs for all applications and users upon completion of an Application/User Matrix (see Applications and User Licensing Inventory initiative). Recommendations Departments should be encouraged to become more responsible for changes to application setup and configurations. If department personnel are unable to make these changes, training should be provided. Specifically assign process owners, application champions, primary business analysts, application administrators (set-up and configuration responsibility), and ad hoc report writers for each application or module. Key assignments should encompass responsibility for understanding industry best practices and solutions or processes available, and taking the lead in continually assessing and inventorying needs. CLIENTFIRST TECHNOLOGY CONSULTING Page 13 of 117

65 Attachment B Agenda Report Page 65 Training department personnel to perform their own simple report writing (basic listings and extracts in tabular form) is challenging, but beneficial. More complex reporting often requires specific understanding of database table structures in the application. Consider adding more specialized application/business analyst personnel to the IS department to provide increased and improved application support to departmental users for departmental business applications (e.g., ERP, Planning and Permitting, Maintenance Management, CAD/RMS, etc.) When selecting new software in the future, the City should consider efforts to limit the total number of software vendors, databases, and instances of hardware requirements whenever possible, thereby reducing or limiting the growth of different software vendors. This can also potentially limit overall cost of ownership, support requirements, training and reporting needs, and improving overall integration capabilities. Over time, we believe that application utilization by departments will improve if application sponsors take a more active role in monitoring upcoming functionality improvements from new software releases that will benefit the City. The IT Governance strategy and implementation of an IT Steering Committee can be an effective forum for departments to become more knowledgeable about technology and how technology can be used effectively to enhance customer service and create efficiencies throughout the City s business-process environments. Conduct a complete inventory of software applications and/or key technology systems currently utilized and needed in the future at the department level. Inventory specific users by software application. Inventory current and future feature/function, reporting, training, and support gaps. Benefits Increased use of application features resulting in higher return on software investment Higher degree of user independence and less reliability and cost for vendor assistance Identification of application user roles and responsibilities Improved efficiencies and productivity Improved customer service Next Steps Each department and the IT Steering Committee should review an Application/User Matrix for current and future application usage and application management roles. Identify process owners for each module, or insert N/A if not applicable. Identify application champions for each module. Identify application analysts for each module, or insert N/A if not applicable. Identify ad hoc report writers, or insert N/A if not applicable. Differentiate (e.g., by color-shading, annotations, etc.) if individuals are expected to assume roles in future with additional training. Define IS Department roles and responsibilities for all applications or modules. Identify user roles as F (Full), I (Inquiry/Reporting Only). Differentiate between current/licensed and non-current/non-licensed users, so that budgeting can be addressed for additional user license requirements. CLIENTFIRST TECHNOLOGY CONSULTING Page 14 of 117

66 Attachment B Agenda Report Page APPLICATIONS AND USER LICENSING INVENTORY Findings and Observations A citywide applications inventory can be helpful in understanding/confirming licensing compliance, over/under seat license requirements, and identifying training and user roles mentioned in the Applications Management Best Practices initiative. Recommendations Create an inventory of all organization software applications/modules currently in use, as needed. Identify all current user license holders, as well as those that need additional licenses, by department. Determine which users can transfer their licenses to others users, if applicable. Consider development of IT Application Support Portfolio to document departmental ownership and IS Department service-level agreements (SLAs). Benefits Assurance that investment in licenses are matched to users truly in need Assurance that investment of licenses match the organization s software needs Improved ability to identify potential integration requirements Ability to obtain proper support and reference information for licensed software Improved scheduling and training implementation for staff, based on software usage Better-informed decision making for application acquisitions or maintenance cancellations Potential reduction in application license and maintenance fees by cancelling applications no longer in use Mitigation of legal risk from use of non-licensed software CLIENTFIRST TECHNOLOGY CONSULTING Page 15 of 117

67 Attachment B Agenda Report Page USER TRAINING AND SUPPORT Software systems are tools utilized to conduct business operations. Like other tools (e.g., phones, audiovisual equipment, backhoes, plotters, equipment, etc.), gaining greater utilization of these tools through sufficient training and installation of other available software modules (tools) is key to significant increases in productivity and greater efficiency, as well as achieving costs savings in many areas. Findings and Observations A complete inventory of all applications and/or modules by department and user does not exist. This list can be helpful in understanding and confirming licensing compliance, over/under seat license requirements, and identifying training needs and user-responsibility roles, as discussed in the Application Management Best Practices initiative. Software applications that are underutilized should be reviewed to determine if the potential exists for increases in staff productivity if more training were provided. Staff Feedback Admin Citywide training on applications would be useful Fin Need training on current software versions of Office Suite Fin Need training on Microsoft Access PD Need training on Microsoft Word PD Need training on Microsoft Excel PD Need training on Microsoft Outlook Planning Individuals will need training as new software arrives (i.e., GIS, Adobe Creative Suite, website uploads) Planning We need to create and illustrative brochures and worksheets (i.e., graphic calcs, setbacks) Fire Need training on any new applications Fire Need training on Microsoft Word Fire Need training on Microsoft Excel Fire Need training on Microsoft Office programs PW Want training at regular intervals and when new or updated software is installed PW Need training on Microsoft Office (Word, Excel, Outlook, PowerPoint, Publisher, Access) PW Need training on Adobe Acrobat (Updated version and/or professional) PW Need training on TRAKiT PW Need training on ArcView GIS (Update version) PW Need training on Trim PW Need training on Konica copiers (all features available) PW Need training on telephone system for regular staff use and expanded use for administrative assistants Recreation Are in great need of MS training Recreation Need ActiveNet Training Recreation Need training on MS Excel CLIENTFIRST TECHNOLOGY CONSULTING Page 16 of 117

68 Attachment B Agenda Report Page 68 Recreation Need Access training Recreation Need training on Google Docs and Google Calendar Fire Need New World Systems ad hoc report training Committee Need a lot of ActiveNet training Committee There only one person scratching the surface of ActiveNet Committee Have had ActiveNet for almost eight years and have only gotten little training Return-on-Investment (ROI) Consideration In a study conducted by Nucleus Research, an organization drove productivity gains of up to 50% through ongoing successful user trainings. 2 Recommendations Conduct a survey, by user, to determine what training would be helpful and to determine actual need and planned attendees (should be driven by department managers to elicit participation when training is made available). Determine strategies for accomplishing training needs: Self-learning aids Internal classes (internal or external trainers) On-site vendor training Lunch-and-learns Go-to Application Champions Create a repository of basic how to training aids and other training information (e.g., videos, past class information, etc.) Current and future needs can be evaluated and prioritized through a combination of mechanisms, including the IT governance function. Consider class attendance as a factor in performance evaluations. This can be accomplished by having department management involved in agreeing to which classes each employee would benefit from. Benefits Improved operations management Improved utilization and efficiency of software applications Activation and use of existing functionality that is currently unknown Review and activation of new functionality provided in future application software releases Increased information sharing Better identification of training needs Increased training alternatives Improved software administration (fewer staff required to service user community) 2 Nucleus Research, CLIENTFIRST TECHNOLOGY CONSULTING Page 17 of 117

69 Attachment B Agenda Report Page SOFTWARE SELECTION BEST PRACTICES Findings and Observations Selecting the right system and technology is more critical today than ever before, because the efficiency and effectiveness of the organization is directly dependent on its use of technology and information systems. Organizations are realizing they must take greater advantage of automation and technology to ensure a better position to meet growing constituent demands. Additionally, many agencies must provide better service to their constituents while coping with greater budget constraints. Return-on-Investment Consideration While new software solutions can transform certain operations, processes, and constituent services, consider these statistics: 1 3, 2 4, 3 5, 4 6 Without proper preparation, planning, and a methodology for selection and implementation, organizations face many problems and risks, including: Spending hundreds of thousands and, potentially, millions of dollars more than necessary in total cost of ownership Failed or prolonged implementation Implementation of systems that still do not meet the organization s functional needs Low productivity Poor contract negotiation position Lack of and/or reduced integration between other software systems Organizations typically fall short of their implementation goals due to one or more of the following factors: Insufficient definition of system objectives and requirements Failure to adequately involve both management and users Underestimating the costs and effort required 3 Standish Group, CHAOS Summary, Standish Group, CHAOS Summary, KPMG survey of 252 organizations. 6 Panorama Group, Based on a 2009 survey of more than 1,300 online respondents and focus group participants who had implemented ERP within the last three years. CLIENTFIRST TECHNOLOGY CONSULTING Page 18 of 117

70 Attachment B Agenda Report Page 70 Failing to adequately plan for expansion Failing to properly evaluate software In order for key software systems to be implemented properly and for the organization to reap the full benefits, the organization should utilize a structured analysis and selection methodology. A structured approach to ERP selection and implementation results in significant benefits, including: Reduced risk of a failed or prolonged implementation Lower total cost of ownership Independent and objective analysis of potential alternatives Well-defined objectives and requirements An education process for the organization Selection of technology that meets the organization s short- and long-term objectives and requirements Effective contract negotiation through well-prepared and documented needs Overall project time savings Improved implementation readiness Staff Feedback Admin Several of our departments want to jump forward with regard to their systems and programs Admin There should be a coordinated way in which departments can vet software and ITrelated programs to ensure that the City s IT infrastructure can support them PD The latest DOJ application lists a number of new security requirements, and the PD will have to purchase software and establish procedures to meet them Recommendations Utilize best practice selection methodology when evaluating new software solutions (see methodology below). Consider third-party subject matter experts (SME s) when selecting or improving complex or highly specialized solutions. Ensure process reviews are completed and detailed feature/function specifications are documented as part of the RFP (see example below). Ensure detailed feature/function specifications are utilized with test scripts before going live on new application implementations. Include all stakeholders in each software evaluation and implementation project. Ensure detailed feature/function specifications are utilized in post-implementation reviews and ongoing training. See example page below. Benefits Reduction in hardware/software requirements Reduction in preparation time for deployments Better identification of integration requirements Reduced license fees Increased utilization of application systems More effective due diligence Increased staff buy-in, consensus, and morale CLIENTFIRST TECHNOLOGY CONSULTING Page 19 of 117

71 Attachment B Agenda Report Page 71 Improved decision-making (selecting software that is the best fit for your needs) Improved implementation results (time, costs, and results) CLIENTFIRST TECHNOLOGY CONSULTING Page 20 of 117

72 Attachment B Agenda Report Page 72 Step Phase 1 Needs Assessment and Recommendations Software System Selection Work Plan Kick-Off and Project Team Development Hold a formal Kick-Off Meeting, and then work with the Project Manager to finalize the makeup of the selection Project Team and document required roles and responsibilities. Include representatives from all key stakeholder groups. IT Infrastructure and Staffing Readiness Review IT Information Meetings and Interviews Conduct information-gathering activities focused on the ability of the existing IS staff and infrastructure to support the needs of the organization, and to review the readiness to implement and support the platform that will be required for the new software system, including: IT Network and Infrastructure Storage and Backups Servers, Server Applications, and Management IT Security Disaster Recovery Desktop Environment Printers Documentation Document information and summarize the required preparation initiatives, findings, and recommendations. IT Assessment Memo Prepare a memo assessing gap and readiness of IT infrastructure to support the organization's general needs and to support the introduction of the new software system. The memo is to include the following: General readiness of IS to support the organization's needs and support the introduction of a new software IT Initiatives with findings and recommendations, including the following scope: IT Environment and Infrastructure IT Application Support Staffing Structure Business Department Needs Assessment Interviews Business Process Review and Feature/Function Analysis Meet with the identified personnel by functional area and software modules to review existing manual and automated systems and operations, including any custom developed work-around systems/processes. Include a cross-section of all user types in each needs assessment workshop. System Requirements Documentation Document information gathered during interview process, and develop feature/function requirement specifications specific to your organization. Phase 2 RFP Development 7 8 Preliminary Vendor Research, Communication and Coordination Research vendor community to identify qualified vendors meeting the organization's system and services requirements, and communicate with potential vendors. Vendors do not respond to all RFP s, so pre-communication is helpful to obtain proposals that are in the organization s best interest to consider. Develop Request for Proposal (RFP) with Electronic Response Forms Prepare a Request for Proposal (RFP) document and work with the organization to make adjustments and revisions, as well as ensure it complies with the organization s purchasing guidelines and is distributed per policy (assumes development of a single RFP document). RFP should include, but will not necessarily be limited to, the following: Comprehensive list of functions/requirements with prioritization CLIENTFIRST TECHNOLOGY CONSULTING Page 21 of 117

73 Attachment B Agenda Report Page 73 Step Software System Selection Work Plan Cost, including purchase or other financial payment plan options Required technical specifications Installation costs Migration from existing to new system (cost and timeline) Training cost and training schedule New system hardware/network/system software requirements Phase 3 Vendor Evaluation and Demonstration Management 9 Facilitate RFP Response Activities Facilitate pre-proposal activities, including: Manage vendor questions and answers during established proposal response timelines Proposal Evaluation Analyze and evaluate proposal responses. Provide an initial Summary Vendor Comparison Worksheet that provides side-by-side comparison of key system evaluation requirements, including feature/function compliance statistics. Analysis Results Workshop to Determine Vendor Finalists (Short List) Conduct a collaborative review workshop with a key stakeholder committee and determine which vendors are to be short-listed. Develop Demonstration Documents Prepare an agenda and sample demonstration scripts for vendor demonstrations to be sent to vendor finalists for their advance preparation. Also prepare vendor demonstration evaluation forms for use by selection committee members during demonstration sessions. Reference Check Form Preparation Prepare form to be used by project team members during finalist reference checks/calls. Schedule and Facilitate Vendor Demonstrations Schedule demonstration dates and facilitate initial vendor demonstrations to ensure that pertinent requirements are addressed (estimate three vendors at X days each). Develop Site Visit Documents Prepare an agenda for each vendor site visit and an evaluation form for organization selection committee members to complete during each visit. Post Demonstration/Visit/Reference Check Due Diligence and Follow-Up Track follow-up issues and conduct comprehensive due diligence. This may include additional demonstrations, Q&A facilitation, reference checking, and site-visit assistance, etc. Finalist Selection Conduct a meeting with the organization selection committee to facilitate discussion and finalize the vendor selection. Review Selected Vendor's IT Requirements Review the IT (server, workstation, network, etc.) requirements provided in the selected vendor's proposal, and prepare a memo outlining observations and recommendations for IT. Phase 4 Contract Review and Negotiation Assistance Implementation Plan Review Review implementation plans, project management office, resource requirements, and timelines. Implementation Team Organization Establish Implementation Project Team based upon PMI and COBIT Project Management Office (PMO) principles and Application Management Best Practices. Contract Review and Negotiation Assistance Conduct contract reviews and negotiations with an SME and legal representation. CLIENTFIRST TECHNOLOGY CONSULTING Page 22 of 117

74 Attachment B Agenda Report Page CENTRALIZED ADDRESS AND PARCEL MANAGEMENT Findings and Observations Centralized parcel data is important for consistent organization-wide parcel and address data for all departments to utilize. The updating and sharing of a central database is essential in allowing departments to operate more efficiently moving forward and in retrieving historical records. Staff Feedback Fin Helpful to determine if property transfer tax is in the City without reviewing it with another department PD Would be helpful to have a process to update our GIS data on a regular basis PD Need to allow citizens to retrieve property information Committee Need to offer citizen's access to property information Committee GIS needs to be accurately updated and maintained Committee Public Safety GIS data has inaccuracies (e.g., addresses, street names, etc.) Recommendations Utilize the GIS database for master address/parcel records. Master addresses/locations should be shared across all geo-based applications. All updates of information from external and internal sources should first be done through the GIS. Then, updates to other systems would be done using the GIS master information. Strict control of who is authorized to make updates of this information should be enforced, and typically limited only to GIS data editors. Geo-based applications should be configured so that users select valid addresses, not type in free-form addresses, for each transaction. Benefits Improved data integrity; consistent, organization-wide parcel and address data. Connectivity with city/county parcel systems. Increased staff efficiency by reducing data entry into multiple land-based systems. Ability to allow access to this information, via the Web to the public. CLIENTFIRST TECHNOLOGY CONSULTING Page 23 of 117

75 Attachment B Agenda Report Page PROJECT PLANNING AND IMPLEMENTATION BEST PRACTICES Findings and Observations A best practices approach should be followed for all projects. The complexity and risk determine the actual level of due diligence that is completed. The following is an outline of project planning and implementation best practices: Determine Scope of Work Work with all stakeholders to determine what needs to be accomplished. Design For larger, more complex projects, the design effort may become a separate project. For smaller projects, design is integrated into budgeting. Specifications Make sure an appropriate level of vendor-agnostic specifications is included with procurement requests that reduces ambiguity and provides better comparisons between vendors. Collaborate Include input and requirements of all stakeholder groups to ensure all requirements are included in specifications and all stakeholders buy-in to the final solution. Develop Budget Project budgets include hardware, software, and consulting/sme costs. Consulting costs are estimated by outlining the various work steps and estimating the hours required to complete them. Gain Sign-Off Once the budget is complete, review the scope of work and costs with the project sponsor, and gain their approval before continuing. Create Project Plan Based on all stakeholder needs, delivery dates, and the tasks to be completed, develop a project plan and estimated implementation date. Outline Communication Plan Outline the process for communicating implementation dates, improvements, and training to appropriate staff members. Document Other Plans Other plans may include training, testing, contingency, and backout. These plans are developed on an as-needed basis. Configure and Implement Utilizing planning methodologies and technical expertise, configure the necessary system components, and implement the solution with the least possible impact to staff and productivity. Post-Implementation Support All implementations that affect multiple users require onsite post-implementation support to eliminate remote response times. Documentation Develop any necessary procedures and update documentation as part of the project. Recommendations Develop a project portfolio for all IT and software-related projects. Follow planning and implementation best practices. Review all major active projects during IT Committee meetings. Obtain services of third-party project managers/subject matter experts, as appropriate and/or cost beneficial. CLIENTFIRST TECHNOLOGY CONSULTING Page 24 of 117

76 Attachment B Agenda Report Page 76 Benefits Prioritization of projects Reduced periods between transitions Increased information-sharing capabilities Enhanced communication and consensus Increased anticipation and management of technology upgrades Improved analysis and planning Increased departmental collaboration Measurement and tracking of results/outcomes 9. IT POLICIES AND PROCEDURES Findings and Observations A reasonable number of additional IT policies should be developed to protect the organization. Staff Feedback Admin The City should develop a uniform policy on wireless devices and how they are supported Admin Will be necessary to develop policies to ensure social media interactions will be constructive Admin - IS Policies needs to be brought up to date with current best practices and standards Recommendations Revise and create a limited number of IT policies and procedures, including the following: Encryption Policy Data Usage Security Awareness Training Policy Web Filter Exceptions Social Media Policy Electronic Information and Retention Policy (currently in draft form) Computer Security Incident Response Policy Utilize the IT Steering Committee to review policies and procedures and facilitate communication throughout the organization. CLIENTFIRST TECHNOLOGY CONSULTING Page 25 of 117

77 Attachment B Agenda Report Page USER ACCESS CONTROLS Findings and Observations Users sometimes lack access to certain information from various applications. In some cases, this may be due to a current policy, such as not being allowed to see social security numbers or driver s license information. CLIENTFIRST generally believes it is prudent for staff to not have to acquire necessary information through internal requests of other staff or other manual processes, if non-confidential information is available in an inquiry-only manner from various software programs. Staff Feedback Fin No one outside of Finance can get access to the financial system unless they are directly connected to the server Planning Need USB uploading permissions (e.g., upload photos taken, download documents, etc.) Planning Cannot download applications without administrative permission PW Need USB connections on top of workstation for flash drives, camera connections, and CD/DVD access PW Need ability to turn on computer and insert flash drives without having to bend down under desk Planning Some users have to save created PDF's to their desktop then move to the F drive Planning Need ability to turn on computer and insert flash drives without having to bend down Recommendations Utilize integration with Windows Active Directory (AD) to facilitate user-access management and reduce the amount of system logins. Utilize an applications/user inventory to determine user access needs that are currently not provided. Determine if any citizen confidential information is available in requested application modules (e.g., social security numbers, driver s license numbers, credit card numbers, etc.) If not, grant inquiry-only access to City staff members that require it, in order to improve productivity, increase efficiency, and enhance responsiveness. Policies and standards should be developed to address USB capabilities. IS staffing should address faster response for installing necessary new applications. It is not advised to grant administration rights to general users. CLIENTFIRST TECHNOLOGY CONSULTING Page 26 of 117

78 Attachment B Agenda Report Page CLOUD COMPUTING Cloud computing can be described as IT services or equipment that are not internal, but available through the Internet. This can range from having a server hosted in an organization or facility other than your own, accessing information from a portable device, procession requests from the field, subscribing to an Internet-based software solution, etc. The benefits of cloud computing allow individuals to collaborate and remain centralized, regardless of location. Cloud computing is one the most prominent discussions among current trends in IT. Significant benefits can be achieved, including security, disaster recovery, and cost savings. However, cloud computing options for many systems are still not cost-effective or the most secure approach. Findings and Observations The organization has already utilized some forms of cloud computing. Several infrastructure improvements will be required for the organization to be able to fully utilize cloud-based systems. Recommendations Before moving any significant applications to the cloud, the City should: Upgrade the metropolitan area network (MAN) Improve the computer room to meet best practices Upgrade core network switching to provide resiliency Geographically separate Internet provider services Move to Active Directory 2012 Cloud computing options should be considered for future projects. Cost/benefit should be the overriding factor for most final decisions. CLIENTFIRST TECHNOLOGY CONSULTING Page 27 of 117

79 Attachment B Agenda Report Page 79 APPLICATIONS AND DEPARTMENTAL SYSTEMS The Applications and Departmental Systems category includes IT Initiatives that are primarily department business applications-related and were identified during the needs assessment process. Many of these initiatives and recommendations can have a significant impact on overall productivity, enhanced communications and information sharing, improved constituent service, improved transparency, and in some cases, cost savings. 12. ENTERPRISE RESOURCE PLANNING (ERP) REPLACEMENT Enterprise Resource Planning (ERP) is an organization-wide software solution that allows integration among various departments and their respective functions. The result is a centralized system of communication, data storage, and operations management. Improvements to ERP solutions bring about processes that multiple departments can benefit from. Common municipal-related ERP application modules include accounting, financial reporting, payroll, human resources, planning and permitting, and work orders. The following graphic shows a typical municipal ERP environment. CLIENTFIRST TECHNOLOGY CONSULTING Page 28 of 117

80 Attachment B Agenda Report Page 80 Findings and Observations Currently, the City utilizes multiple software vendors to support its enterprise application requirements. ACS is used for finance and accounting, and CRW s TRAKiT for Land Management (planning, permitting, inspections and code enforcement). However, the City does not have a system to management work order and maintenance and asset management. CRW is a quality system that is commonly utilized in municipal government. ACS requires many manual workaround and reconciliations, is outdated, and lacks commonly utilized functionality found in other municipalities that are using modern ERP solutions. The City is missing opportunities for labor efficiencies (thousands of labor hours per year), improved customer service due to lack of integrated solutions with sufficient training, and functionality to meet internal operational and customer needs. Departments have a strong interest in newly available features and enhancements that a more modern ERP solution can provide. Gaining greater utilization in enterprise application software modules through installation of a new ERP system is key to significant increases in citywide productivity and efficiencies. The table below represents current and potential future ERP applications. CLIENTFIRST TECHNOLOGY CONSULTING Page 29 of 117

81 Attachment B Agenda Report Page 81 The following is a table that shows the City s major suites that are usually included in an ERP system. The table also depicts what prominent municipal ERP systems typically offer. Industry Typical Enterprise Module Name Current Available Vendor Equivalent Module Financial Management ACS Financial System Owned (Lic.) Implemented General Ledger General Ledger Yes Yes Budgeting General Ledger Yes Yes Ad Hoc Reporting Reporting Yes Yes Accounts Payable Accounts Payable Yes Yes Fixed Assets Fixed Assets Yes Yes Financial Reporting Reporting Yes Yes ACS Modules Not In Use Or Not Available Budgeting Project Accounting Requisitions Purchase Orders Bids Management Inventory Management Contract Management Grant Accounting Investment / Cash Management Trust Account Tracking Ad Hoc Reporting Vendor Self-Service People Management ACS Financial System Payroll Payroll Yes Yes ACS Modules Not In Use Or Not Available Position Control Applicant Tracking Online Applicant Tracking Human Resources Employee Benefits Tracking Employee Self-Service Time Tracking Personnel Budgeting Employee Travel Expense Requisitions and Reimbursements CLIENTFIRST TECHNOLOGY CONSULTING Page 30 of 117

82 Attachment B Agenda Report Page 82 Industry Typical Enterprise Module Name Current Available Vendor Equivalent Module Work Orders/Maintenance Management Owned (Lic.) Implemented Citizen Request Management (CRM) Work Order Management Infrastructure Assets Tracking Inventory Management Fleet Maintenance GIS Integration Staff Feedback Admin Are manually processing time sheets Admin Are manually submitting check requests to Finance Admin Departments need a better way to track agreements Admin Need the ability to accept credit cards Admin Online fillable forms are not used due to constraints from the City s web host Admin Our financial system is old and not widely used in our area, it could probably be replaced Admin The City does not provide any online payment capabilities Admin The City does not use any online web application capabilities Committee ACS annual maintenance is $15,000 for on premise and $18,000 for cloud Committee All Human Resources tracking and administration is manual and mostly paper Committee Many departments are tracking budgets in Excel Committee Need a Human Resources module Fin All cash and checks are received in Finance Department for deposit and are recounted to verify before going to the branch to make a deposit Fin All Account Payable and payroll journal entries are printed out for approval and review Fin Allow public to have online access to City s Financial Statement Reports Fin Applicant tracking would save staff time by not having to manually input the candidate information Fin Assuming Internet speed is improved, City may consider the Cloud version of the ACS product Fin Current system has issues identifying voided and reissued checks Fin Interested in a financial system stored in the cloud Fin We currently need to manually search through employee files and paperwork Fin Need a financial system that could produce financial systems at any point in time Fin Current system configuration doesn t allow staff outside of Finance to have access to the financial system Fin Several potential candidates miss the opportunity to compete for an open position because they miss the filing deadline (in the mail) or if they re not able to walk the application in since they live too far away. Fin The City should consider updating the entire financial system product Fin The server box that supports the ACS financial system needs to be replaced CLIENTFIRST TECHNOLOGY CONSULTING Page 31 of 117

83 Attachment B Agenda Report Page 83 Fin There would be added benefits to allow various departments to track their respective contracts in the system and not on Excel Fin There would be time savings if each departments entered their check requests and time sheets directly into the system Fin Using Lewis Software to transmit 941 quarterly payroll reports Fin Would like a realistic paperless solution for the future Fin Recreation manually calculates base pay for employees which can cause human calculation error Recreation Manually processing payroll Recreation Need budget reports Recreation Need financial Daily Close reports Recreation Need payroll reports Recreation Need profit/loss reporting Recreation Need to automate the check request process Recreation Recreation invoices and payments are done through ActiveNet Recreation Process of invoicing clients is very manual PD Are manually processing payroll Recommendations Replace the current outdated, ACS software application environment with a modern, integrated ERP solution. Ensure that the City has identified all its applications needs, and that appropriate funding has been budgeted for a replacement ERP by conducting a comprehensive needs assessment and developing a Request for Proposal (RFP). The needs assessment process should provide an inventory of current and future functionality requirements by application and department. The process can also be used to inventory all reporting requirements, as well as integration/interface requirements between other applications, such as CRM, ECMS, website, GIS, etc. The needs assessment should also include a business process review for each module, including reviewing manual processes and shadow systems, such as spreadsheets, to determine automation improvements that will result in labor efficiencies. Through the RFP process, potential ERP software vendors will be asked to respond with their capabilities and compliance with City-specific requirements. Select new ERP software vendor according to the Software Selection Best Practices initiative. Follow implementation project management best practices according to the Project Planning and Implementation Best Practices initiative. Note: The City has not conducted this type of project with these specific business process analysis, documentation, and negotiation requirements. It is highly recommended that the City consider obtaining consulting services from a municipal ERP Applications Subject-Matter Expert (SME) to perform the business process reviews, needs assessment, RFP development process, and contract negotiations process. Benefits Free up thousands of labor hours per year Faster invoicing and purchasing Identification of integration requirements CLIENTFIRST TECHNOLOGY CONSULTING Page 32 of 117

84 Attachment B Agenda Report Page 84 Centralized access to information Elimination of information silos Improved streamlined processes Improved operational consistency, efficiency, and accuracy Improved online access to information Improved financial reporting Improved utilization and realization of ERP investment Potential reduction in ERP annual maintenance and support fees CLIENTFIRST TECHNOLOGY CONSULTING Page 33 of 117

85 Attachment B Agenda Report Page 85 Benefits of Modern ERP Software An Enterprise Resource Planning (ERP) System automates and integrates many core, citywide functions into a single solution, while automating manual processes and providing a central location of information and reporting. An enterprise system allows collaboration and sharing of information between divisions, departments, and citizens to provide a transparent and efficient government operation. The benefits of an enterprise system are numerous and include: Built-in integrations between Land, Work, Financial, and People Management application suites Newer technology platform (processing and capacity advantages) Real-time notifications/queues Task tracking Real-time access to information Elimination of duplicate data entry Improved data integrity Centralized location and customer account maintenance Reliable information Workflow capabilities Centralized cash receipt capabilities Efficient revenue collection Reduced operating costs Improved internal communication Foundation for future improvement Potential reduction in annual maintenance and support fees Improved online information for citizens to access CLIENTFIRST TECHNOLOGY CONSULTING Page 34 of 117

86 Attachment B Agenda Report Page 86 Financial and People Management The financial management suite is another part of an enterprise system that encompasses the financial tasks and processes performed to ensure all organization-wide activity is properly accounted for and accurately reported to local, state, and federal agencies. Benefits of a financial management suite include: Quick generation of financial reports More efficient budgeting processes Real-time access to available budget and funding Better spending controls for departments and projects Management of grants and funding sources Real-time inquiries into capital improvement project progress The People Management suite manages the organization s workforce and provides automation to the human resources, payroll, timekeeping, and applicant tracking functions. Employee selfservice is also available to allow employees flexibility in retrieving their information at their convenience. Benefits of a People Management suite include: Paperless personnel forms One-time data entry Tracking or misplacement of employee paper files Incorporation of Employee Self-Service (ESS) Integration between timekeeping, payroll, HR and financial management Quick and reliable reporting to federal and state agencies Improved employee satisfaction Automated time entry approvals and payroll calculations Minimal steps between processing payroll and issuing direct deposits and checks CLIENTFIRST TECHNOLOGY CONSULTING Page 35 of 117

87 Attachment B Agenda Report Page 87 Employee Self-Service Employee Self-Service (ESS) empowers employees to provide, change, and retrieve their personal information through an online employee portal, therefore reducing the manual interaction required with the Human Resources Department. Employee Self- Service offers an online option for employees to access and manage information for themselves: Address changes Tax allowances changes Open enrollment benefits Dependent changes Leave/vacation accrual balances Electronic paystub copies Year-end W-2 s Populating and retrieving time sheets Time requests Tax forms Many other forms and applications Reporting The number one problem that is commonly seen when utilizing disjointed applications is the extensive time users dedicate to the consolidation of information for reporting purposes. Enterprise systems allow information to be quickly retrieved from a single source with numerous readily available reports. Users are also able to create their own reports without requiring them to be technical experts. This allows staff to spend more time studying analytics rather than manually assembling reports. Benefits of improved reporting include: Aggregated data across divisions, departments, and organization Improved data accuracy and reduced human error Intuitive report creation capabilities Board-ready reports Sharing of created reports Elimination of labor-intensive report creation CLIENTFIRST TECHNOLOGY CONSULTING Page 36 of 117

88 Attachment B Agenda Report Page 88 Dashboards Dashboards form part of a user s home page and display reports, key indicators, and other metrics regarding day-to-day operations, activities, and historical trends. Benefits of dashboards include: Quick links for immediate access to required tasks and approvals Easy modification of dashboards for each user s preference Automated generation of dashboard information Transformation of data into visual information Easy-to-understand graphics Real-time analysis Drill-down access to activity detail Mobile Computing Mobile computing provides the flexibility to operate a more mobile and productive workforce. An enterprise system can allow staff to utilize applications while in the field in order perform their job functions while away from their office. Common benefits of mobile computing include: Completion of work while in the field Real-time access to information Inspection results in the field Receipt of notifications and job assignments Reduced travel to and from office locations Map routing based on location of activities Retrieval of mapping information Management of Code Enforcement cases in field Online Citizen Access Online citizen access enables a more transparent government by providing the public with 24/7 access to real-time information for inquiries and payment processing. This empowers residents to retrieve online information that is pertinent to each individual, and for them to take further actions, which improves customer relations by eliminating the need to be physically present at City Hall. The following are examples of online citizen access transactions: Online permit applications Submit and access plan review comments License renewals (business, animal, etc.) Utility, permitting, planning, licensing, and tax payments Submit code enforcement complaints Submit citizen requests Submit inspection requests Access to inspections results GIS maps (zoning, voting districts, etc.) CLIENTFIRST TECHNOLOGY CONSULTING Page 37 of 117

89 Attachment B Agenda Report Page 89 Citizen Request Management A Citizen Request Management system is used to track, manage, and resolve citizen concerns and requests in a timely manner by automatically routing requests to the appropriate department. It also provides constituents with the flexibility to submit and track their issues through the Web or a mobile phone application. Common benefits of a Citizen Request Management system include: Ability for citizens to submit requests 24/7 through a phone application or the website Automatic assignment and routing of requests, by type, to appropriate department(s) or staff Ability for citizens to view current request status Conversion of requests to work orders Ability to include photos and geolocation of a request More effective and efficient processes Improved transparency and citizen relationships Land Management The Land Management system is one of the suites that are offered by enterprise application systems and manages the creation, issuance, and tracking of community development activities related to planning and zoning, permitting, building inspections, licensing, and code enforcement. Benefits associated with the utilization of the application include: More automated permit processing from application through permit issuance Automatic routing for permits requiring reviews and approvals Single electronic file for all permit applications and documents More automated tracking of reviews, inspections, and fees by permit and development projects Tracking of timelines, tasks, and required group reviews Viewing all project and permit information at a glance Readily accessible planning and zoning records Automatic generation of case documentation Centralized current and historical parcel information CLIENTFIRST TECHNOLOGY CONSULTING Page 38 of 117

90 Attachment B Agenda Report Page 90 GIS Integration Enterprise systems offer real-time integration to geographic information systems (GIS) in order to display land use, zoning, and infrastructure layers on a map, as well as parcel, permit, inspection, code enforcement, and work order activity that resides within the enterprise system. Benefits of GIS integration include: Viewing system activity on a map (e.g., active planning projects, permits, code cases, etc.) Map routing of work orders, service requests, and daily inspections Displaying locations of infrastructure assets Generating asset condition analysis Ability to overlay multiple map layers Integration with City s website for resident inquiries Electronic Plan Submittals and Reviews Electronic plan submittals are architectural/developmental plans that are in an electronic format. These plans can be submitted by the public through the City s permitting and planning processes. In addition to the electronic receipt of plans, electronic plan reviews allow City staff to review plans and electronically mark up and track plan comments. The following are benefits associated with electronic plan submittals and reviews: Increased productivity through quicker processing Elimination of physical plan routing Submittal, review, and tracking of electronic plans Centralized storage and retrieval of electronic plans Performance of activities in parallel Concurrent review of plans by multiple staff Electronic collection of plan review comments Reduced number of and shorter resubmission cycle(s) CLIENTFIRST TECHNOLOGY CONSULTING Page 39 of 117

91 Attachment B Agenda Report Page 91 Maintenance/Work Order Management Another suite of an enterprise system is the Maintenance/Work Order Management system, which provides automation in managing the maintenance and day-to-day operations related to infrastructure assets, buildings, facilities, and fleet vehicles, while being able to capture and report on the labor, equipment usage, and material costs associated with a work order and preventative maintenance. System benefits include: Electronic routing of citizen requests Centralized task and maintenance management Completion of work orders from the field Streamlined Public Works operations Retrieval of historical work order information and costs Quicker work order completion times Improved decision making through access to realtime information Viewing of asset and activity trends visually through GIS mapping capabilities Better replacement planning and forecasting Enhancement of staff productivity Improved compliance with regulatory standards Improved safety and risk management CLIENTFIRST TECHNOLOGY CONSULTING Page 40 of 117

92 Attachment B Agenda Report Page HUMAN RESOURCES SYSTEM IMPROVEMENTS A Human Resources Information System (HRIS) contains numerous Human Resources-related functions within a single solution, while also providing accurate and secure access to employee information. A Human Resource system typically includes the following capabilities: Employee internal/external training Professional development Certifications and licenses EEO reporting OSHA reporting HIPAA reporting Insurance & COBRA reporting Emergency medical information Workers' Compensation FMLA benefit payments Benefits administration Seniority tracking Retiree tracking Terminations Employee grievance tracking Position control Applicant tracking Organizational chart generation Wage/promotion/ disciplinary history Performance evaluations Leave requests Compensation reporting What If Scenarios Labor negotiation tools Merit/step increases Tuition reimbursement Travel management Employee surveys These solutions also have integration with payroll processing and Employee Self-Service (ESS) portals to provide employees the ability to retrieve their information in real time 24/7. The City has limited personnel functions as part of the ACS payroll system. However, there is no HRIS system with the wide range of above functionality. Staff Feedback Fin Need employment applications with online submittal and candidate tracking Fin Manually maintaining employee files and paperwork Fin Several potential candidates miss the opportunity to compete for an open position because they miss the filing deadline (in the mail), or are not able to walk the application in since they live too far away Fin Applicant tracking would save staff time by not having to manually input the candidate information Fin Have to manually update website for job announcements and/or descriptions PW Need a department/citywide contact list or address book of current/previous elected city officials, commissioners, community organization contacts, key residents, staff, etc. Committee Need a Human Resources module Committee All Human Resources tracking and administration is manual and mostly paper Committee Need a Human Resources software module, as all Human Resources tracking and administration is manual and mostly paper CLIENTFIRST TECHNOLOGY CONSULTING Page 41 of 117

93 Attachment B Agenda Report Page 93 Recommendations Conduct a comprehensive process review and develop feature/function requirements for a new HRIS system. Consider implementation of an HRIS as part of the new ERP purchase and implementation. Follow best practices according to the Software Selection Best Practices initiative. Coordinate the purchase and selection of an HRIS and/or ERP with the Time Entry System initiative. 14. APPLICANT TRACKING Most Human Resource Departments are busy managing a constant stream of employment applications. Due to this volume of activity and the importance of a controlled process to acquire important human resources, it is beneficial to automate the hiring process from the arrival of an application, all the way through the hiring and onboarding process. Applicant Tracking applications allow customization of online applications, so that applicants provide needed information. When applicants apply, they can also attach resumes and transcripts that are immediately accessible by the HR Department. Thereafter, the software allows you to mass activate/inactivate applicants, view or report individual or group applications, and build personnel records, once an applicant has been hired. Often, additional workflow capabilities are offered to include the departments needing candidates so that they can be engaged in the process. Online website capabilities for applicants are also an integral part of the process within these Application Tracking systems. Findings and Observations The City s application tracking functions are largely manual. Staff Feedback Fin Need employment applications with online submittal and candidate tracking Fin Manually maintaining employee files and paperwork Fin Several potential candidates miss the opportunity to compete for an open position because they miss the filing deadline (in the mail), or are not able to walk the application in since they live too far away Fin Applicant tracking would save staff time by not having to manually input the candidate information Fin Have to manually update website for job announcements and/or descriptions Recommendations Review applicable manual processes and shadow systems, such as spreadsheets, to determine automation improvements that will result in efficiencies. Select new software vendor according to the Software Selection Best Practices initiative. Consider implementation of an Application Tracking system as part of a new HRIS and ERP solution. CLIENTFIRST TECHNOLOGY CONSULTING Page 42 of 117

94 Attachment B Agenda Report Page 94 Benefits Automation of process that tracks candidates and maintains necessary documentation Web portal access for candidate applications Increased efficiencies through workflow automation and elimination of manual process and shadow systems Time savings and elimination of duplicate data entry through integration with HR and Payroll systems 15. TIME ENTRY SYSTEM Findings and Observations The tracking, recording, and storing of employee time and attendance information is a significant undertaking. A manual system with repeated entry and review steps often leads to inaccurate reporting, payroll discrepancies, and lost data. Automated time management systems can provide: Single-occurrence data entry Standardized employment rules and implementation Centralized database for electronic review of records Consistent enforcement of vacation and sick policies, FLSA requirements, and union rules Web- and server-based options Integration with other functions, such as accounting and/or payroll Automated calculations based on user parameters Such systems: Reduce duplicate efforts, thereby saving valuable time and resources Decrease inaccuracies and human error Improve management of vacations, sick leave, and other absences The City is currently processing all time entry through multi-step, duplicate-entry manual processes. Although, the Fire Department uses legacy TeleStaff software. Return-on-Investment (ROI) Consideration In a software selection study conducted by Nucleus Research, an organization that transitioned to an automated time-entry system saw a return on investment within six months and an overall return of 225% of their initial investment. 7 Staff Feedback Admin Are manually processing timesheets Fin The City still uses manual timesheets for all departments, which are completed by staff and approved by managers/supervisors 7 ROI Case Study: Kronos Workforce Timekeeper Anonymous Healthcare Organization, Nucleus Research CLIENTFIRST TECHNOLOGY CONSULTING Page 43 of 117

95 Attachment B Agenda Report Page 95 Fin Manual time entry for Recreation is difficult since they can work different positions during a shift (e.g., lifeguard for part of day, and a clerk working at the pool desk for the other part of day) which have different rates of pay Fin A timekeeping system needs to be mobile and portable since many Recreation employees are not near a computer PD Are manually tracking overtime Planning Need electronic timesheet reminders PW Need electronic submittal of timesheets Recommendations Conduct a comprehensive process review and develop feature/function requirements for all time, attendance, and reporting. Follow best practices according to the Software Selection Best Practices initiative. Consider the time tracking capabilities offered by a new ERP system. Benefits Consistent and standardized organization-wide time-sheet system Reduced manual processes Increased processing volume Reduced data entry errors Reduced payroll processing time (from improved processes, policies, and practices) Single, automated interface to the ERP system CLIENTFIRST TECHNOLOGY CONSULTING Page 44 of 117

96 Attachment B Agenda Report Page RECREATION SYSTEM IMPROVEMENTS Findings and Observations The City utilizes the ActiveNet recreation system. The system is underutilized and additional functionality and software modules are available from the vendor that would be helpful to the departments operations. Overall ActiveNet functionality and modules include: Membership Management Activity Registrations Facility Scheduling League Management Swim Team Management Point-of-Sale Equipment and Locker Rental Fundraising and Donation Management Child Care Management Marketing Website Content Management Reporting Online Customer Access Registration Software Facility Scheduling Software Equipment and Locker Rentals Customer Relationship Management Staff Feedback Fin The Recreation Department uses ActiveNet for class tracking and online payments Recreation Manually checking kids in and out of roll sheets Recreation Manually managing calendaring Recreation Manually processing drop-in registrations Recreation Manually processing tennis court reservations Recreation Need budget reports Recreation Need financial Daily Close reports Recreation Need profit/loss reporting Recreation Need to automate registration forms and packets Recreation Need to determine if ActiveNet is the best for our needs Recreation Need to streamline facility scheduling and payments Recreation Need credit card readers to link with ActiveNet Recreation Recreation invoices and payments are handled through ActiveNet CLIENTFIRST TECHNOLOGY CONSULTING Page 45 of 117

97 Attachment B Agenda Report Page 97 Recommendations Conduct a needs assessment of all unmet needs, additional functionality requirements, additional modules needed, and additional user training that is needed. Review applicable manual processes and shadow systems, such as spreadsheets, to determine automation improvements that will result in labor efficiencies. Work with the vendor to develop a customized project improvement and training plan. Manage improvements similar to new system implementation, following best practices for project planning and implementation. Expand ActiveNet s use to other non-recreation departments to prevent organization from procuring more software vendors with separate hardware and support requirements, when appropriate. If full implementation of ActiveNet is cost prohibitive, consider other solutions that very widely in price and capabilities. Benefits Improved training Improved software application utilization Improved reporting, resulting in better management decision making CLIENTFIRST TECHNOLOGY CONSULTING Page 46 of 117

98 Attachment B Agenda Report Page SCHEDULING SYSTEM Findings and Observations Various departments within the City have need for scheduling employees, such as Police, Fire, and Recreation. The Fire Department has an older legacy version of TeleStaff software and Aquatics uses WhenToWork. However, the Police Department is still scheduling manually. TeleStaff is a common public safety scheduling and time tracking solution. Staff Feedback PD Are manually managing scheduling Recreation Aquatics uses WhenToWork for staff scheduling Committee Need to upgrade TeleStaff version Recommendations Conduct a comprehensive process review and develop feature/function requirements for all roster development, shift scheduling, and accrual calculations. Follow needs assessment best practices according to the Software Selection Best Practices initiative. Since the City is considering replacement of its ERP system, it may be prudent to investigate what potential ERP vendors offer scheduling, if warranted. If the selected ERP vendor does not have this capability or the necessary level of desired functionality, it should be determined which scheduling software vendors the ERP vendor may already integrate with. Select a new software vendor according to the Software Selection Best Practices initiative. Consider upgrading and fully implementing TeleStaff for scheduling and time entry, possibly for all City departments, as the most current version of TeleStaff may be a good fit for the City. Benefits Reduction of overtime Elimination of paper forms Better management/supervisory reporting on staff hours, shifts, etc. Potential integration with Timekeeping/Attendance CLIENTFIRST TECHNOLOGY CONSULTING Page 47 of 117

99 Attachment B Agenda Report Page LAND MANAGEMENT SYSTEM IMPROVEMENTS Findings and Observations A typical Land Management suite of applications includes Project Planning and Zoning, Permits, Inspections, Code Enforcement, Licensing and Business Registration, and Land Parcel/Address Management. The City uses CRW s TRAKiT for some of these functions, but expansion of the systems overall capabilities would prove beneficial to City staff and citizens/customers. Additional software modules and training will need to be purchased and implemented if the City is to fully implement the system that is needed. The following table illustrates typical modules available in Land Management systems, including CRW. CLIENTFIRST TECHNOLOGY CONSULTING Page 48 of 117

100 Attachment B Agenda Report Page 100 Industry Typical Enterprise Module Name Planning Projects Current Available Vendor Equivalent Module ProjectTRAK Land Management CRW TRAKiT Owned (Lic.) Implemented Permits PermitTRAK Yes Yes Inspections Yes Yes Code Enforcement CodeTRAK Yes Limited Business Licenses LicenseTRAK Yes Yes Parcel/Address Management LandTRAK Yes Yes CRW Modules Not in Use or Not Available GIS Viewer Citizen Request Management Mobile Inspections Electronic Plan Review e-permitting (online) e-inspections Scheduling (online) e-business Licensing (online) e-planning Projects (online) e-code Enforcement (online) CRMTrak itrackit emarkup etrackit etrackit etrackit etrackit etrackit Staff Feedback Admin Need an online application for business licenses Admin Need the ability to accept credit cards Admin Need better sharing of GIS information Admin We should update our existing MS DOS-based database programs to something more modern Admin ALLPROPS could probably be integrated into the LandTRAK module of TRAKiT Admin The City does not use any online web application capabilities Admin The City does not provide any online payment capabilities Admin Online fillable forms are not used due to constraints from the City s Web host PD Would be helpful to have a process to update our data on a regular basis Planning Filing and storing of project files and documents of every residence in the City takes up a large amount of space (the whole basement of City Hall) Planning Project files have a high risk of being damaged or destroyed in a fire or by water Planning Need ability for the public to submit online applications (planning, permits, etc.) and automatically capture that information into the system(s) Planning Need the ability for the public to make online payments using a credit card with the ability to automatically provide payment confirmations Planning Would be helpful to allow public access to planning project information via website Planning General Plan and Housing Element updates requires updated graphics to format and illustrate zoning changes CLIENTFIRST TECHNOLOGY CONSULTING Page 49 of 117

101 Attachment B Agenda Report Page 101 Planning Need to convert electronic planning documents (reports, notices, letters, etc.) from WordPerfect to PDF and store by address PW Need an online Code Enforcement module PW Manually filing and storing documents on every residence (approx. 4,500) in the City PW Need a building inspection mobile module to enter the inspection results and notes from the field PW All payments in Public Works Dept. (building permits, design reviews, dumpsters, sidewalk repairs, etc.) are currently only taken by cash or check PW Need an online method of accepting payments PW Need the ability for applicants to enter all their information once online or in an electronic format PW Need the ability to provide the public with information on properties and permits online PW Need to provide an expedited/streamlined process for solar installation permits PW Need electronic signatures for correspondence and electronic letterhead PW Need a monthly report to Alameda County Assessor s Office on all building permits issued PW Need lists of various building and planning information: architects, contractors, description of permits/projects, etc. PW Building Officials need handheld devices to enter data in field for inspections PW Should consider collaborating with Contractors State License Board (CSLB) PW Should consider collaborating with California Architects Licensing PW Should consider collaborating with Alameda County Assessor Committee ALLPROP is a software in a MS DOS application, which is still being updated Committee ALLPROP contains: Owner Information Parcel ID Older Tax Data Committee Manually updating ownership data instead of periodically synchronizing with County data PW Would like a digital and online database of design review and permit history of all the properties in Piedmont PW Need efficient storage and organization of documents in the cloud, in case physical documents are lost or destroyed PW Need to free up storage, which is currently reaching its capacity PW Need the ability to access and view stored documents at the customer service counter PW Need a solution to provide comprehensive permit history CLIENTFIRST TECHNOLOGY CONSULTING Page 50 of 117

102 Attachment B Agenda Report Page 102 Recommendations In order to avoid spending thousands of dollars on unfocused application training that can leave processes un-automated and/or un-optimized, we recommend conducting needs assessment(s) and developing an improvement plan. The needs assessment process inventories current and future functionality requirements by application and department. The software vendor is then asked to respond as to its capabilities and compliance with the organization s specific requirements. The GAP between the vendor s capabilities and the organization s current usage is then used to develop a customized, focused training and application implementation or re-implementation plan. Review applicable manual processes and shadow systems, such as spreadsheets, to determine automation improvements that will result in labor efficiencies. Conduct a needs assessment of all unmet needs, additional functionality requirements, additional modules needed, and additional user training requirements. The requirements that the vendor is not capable of providing can then be dealt with by other means, such as efficient work-arounds, third-party applications, modifications, change in processes and procedures, etc. This process can also be used to inventory all reporting, as well as integration/interface. Work with vendor to develop a customized project implementation and training plan. Acquire new software modules and contract for vendor training and implementation services. Implement and/or re-implement applications and provide customized, focused training. Manage improvements similar to new system implementation, following best practices for project planning and implementation. Benefits Significantly greater workflow efficiencies within planning, permitting, and inspections, as well as integration with Code Enforcement Reduced stressors and workload due to improved automation and reduction in manual processes Reduced risk of institutional knowledge reliant on highly manual processes leaving the organization due to staff turnover or retirement Improved project and permit tracking and reporting Potential for mobile laptop or tablet field units for inspectors and code enforcement officers Automated time tracking and workload tracking of billable and non-billable hours Online citizen access capabilities: Improve community relations through 24-hour citizen access Ability to automate inspection scheduling online Eliminate time-consuming "status check" phone calls Ability to apply and pay for permits online Instant inspection result retrievals by contractors and applicants CLIENTFIRST TECHNOLOGY CONSULTING Page 51 of 117

103 Attachment B Agenda Report Page ELECTRONIC PLAN REVIEWS Electronic plan reviews for development and architectural plans related to City permitting and planning processes can be submitted, reviewed, and marked-up electronically. Electronic plans can result in a reduction of lost plans and physical storage requirements while enhancing sharing, collecting, storing, and retrieving of plans during the process and through retention periods. Findings and Observations Community Development would like to utilize electronic plan submittal and review processing. CRW has this functionality available, but it is not currently licensed by the City. Staff Feedback Planning Filing and storing of project files and documents for every residence in the City takes up a large amount of space (the entire basement of City Hall) Planning Project files have a high risk of being damaged or destroyed in a fire or by water Planning We may look into EMC ApplicationXtender in order to scan, store, and manage application materials and permits electronically Planning Need automated permit/design review with electronic expiration notices to homeowners Fin Would like a realistic paperless solution for the future Recommendations Explore CRW s solution and consider cost/benefits. Follow Project Planning and Implementation Best Practices initiative. CLIENTFIRST TECHNOLOGY CONSULTING Page 52 of 117

104 Attachment B Agenda Report Page WORK ORDERS/MAINTENANCE AND ASSET MANAGEMENT SYSTEM The City has a computerized maintenance management system, OASIS, for the sanitary sewer system but does not currently have a software solution to manage work orders for repairs and maintenance for the rest of city operations. The use of OASIS is a requirement of the Federal Consent Decree regarding sanitary sewers that Piedmont is a party to. A more fully featured CMMS (Computerized Maintenance Management System) can include the following capabilities operating in a single, integrated fashion: Comprehensive Work Order Tracking Preventative and Predictive Maintenance Facilities Maintenance Condition Assessment Asset Management Asset Tracking Built-In Maintenance Procedure Libraries Maintenance Scheduling Warehouse/Stores Inventory Costing and Budget Forecasting Report Writing Integration to CRM/Service Requests, Purchasing, and GIS Maintenance and Asset Management Functionalities The following illustration shows typical modules available in typical Work Order/Maintenance and Asset Management software system. Example Maintenance and Asset Management System CLIENTFIRST TECHNOLOGY CONSULTING Page 53 of 117

105 Attachment B Agenda Report Page 105 Staff Feedback Admin Need to allow residents to submit issues or work requests via an electronic device or through the website Admin Need to improve work order tracking Admin The City does not use any online web application capabilities Admin Online fillable forms are not used due to constraints from the City s Web host PD Are manually tracking equipment and apparatus maintenance (i.e., guns, vests, helmets, etc.) PD Are manually tracking inventory and replacements PD Need better reporting of fleet maintenance PW Need an automated work order solution PW Need a streamlined method of tracking all maintenance schedules, problems, etc., of all vehicles in the department. PW Manually entering data on all City buildings and facilities PW Need electronic signatures for correspondence and electronic letterhead PW Need reports to EBMUD on private sewer lateral program as required by EPA PW Need a streamlined method of tracking all maintenance schedules, problems, etc. of all department vehicles Committee Need a work order and maintenance management system Recommendations Conduct a process review and feature/function needs assessment. The needs assessment process inventories current and future functionality requirements by application module and functional area. The software vendor is then asked to respond as to its capabilities and compliance with the organization s specific requirements. Review applicable manual processes and shadow systems, such as spreadsheets, to determine automation improvements that will result in labor efficiencies. Select new software vendor according to the Software Selection Best Practices initiative. Consider the work order capabilities of a new ERP solution. Benefits Significantly greater workflow efficiencies within Maintenance Management, Work Orders, and Infrastructure Asset Tracking Reduced time and effort to provision services Improved tracking of asset condition Increased staff and citizen satisfaction Improved performance tracking, reporting, and measurement Reduced stressors and workload due to improved automation and reduction in manual processes Reduced risk of institutional knowledge reliant on highly manual processes leaving the organization due to staff turnover or retirement Improved project management and reporting CLIENTFIRST TECHNOLOGY CONSULTING Page 54 of 117

106 Attachment B Agenda Report Page GIS IMPROVEMENTS GIS systems are becoming integral components in the business of managing a municipality s assets and activities. In addition to tracking all parcels within the community, many municipalities inventory land management planning hazards, infrastructure assets, (e.g., street signs, street lights, storm sewers, fire hydrants, trees, and other fixed items) through the GIS system. GIS systems are often integrated with work order systems to improve the accuracy of work order location information and reduce the amount of time spent locating these assets. Additional benefits of a GIS system include reduced field observations, more informed decision making, improved parcel management, centrally managed information, and better analysis of infrastructure. Findings and Observations The City is using ArcView GIS version 3.1 and 9.0 The City s current GIS data and map layers include: Access-ways Address Labels Bikeway Network (existing) Border Parcels Bridges Building footprint Buildings Catch Basins City Limit City Right-of-way Creeks Crosswalks Dam Inundation Areas Driveways Easements Electricity Poles Existing Land Use Fire Hydrants Fire Hazard Areas Housing Opportunity Sites Landmarks Liquefaction Areas Manholes Medians Municipal Facilities Noise Contours Orthophotos Parcels (with loss of imbedded data and a link to our Piedprop) Parkways Police Beats Properties Recreation Features Reporting Districts Roads (including PMS Scores) Schools Sewer Lines Sidewalks Storm Drains Street Configuration Street Lamps Street Trees Topographical Lines Transit Lines Water Points Waterlines Watersheds Zoning Staff Feedback Admin The City s GIS could also use an update, including the possibility of installing ArcGIS Server and making some data available to the public Admin The City has a fairly robust set of GIS data, but it is not effectively used Admin Transition to a ArcGIS Server-like environment would enhance data availability for the departments CLIENTFIRST TECHNOLOGY CONSULTING Page 55 of 117

107 Attachment B Agenda Report Page 107 Admin We currently have many GIS layers, but most of the departments don t have the current software to be able to access them Fin It would be helpful to determine if property-transfer tax is in the City without reviewing it with another department PD Would be helpful to have current map data for Alameda County PD It would be helpful to have satellite and aerial views PD Would be helpful to have large scale maps PD Would be helpful to have updated citywide maps PD Would be helpful to have a process to update our GIS data on a regular basis PD Need to allow citizens to retrieve property information via website Planning Not everyone can view aerial base map layers in their current ArcView GIS applications Planning Previously entered shape file addresses are difficult to access and add to maps Planning Grant submittals requires map-making capabilities (i.e., GIS) and other graphics Planning The Ped/Bike Master Plan Implementation requires GIS to create and manipulate layers Planning Staff needs a more updated version of GIS with full capabilities, not just ArcView PW Need a method of plotting all of the signs and street markings PW Need a method of plotting all of the trees on a map PW Need full access of ArcView GIS at each workstation Recreation Would be helpful to use Google Maps and Google Earth Recreation More GIS information would be required if we activate GPA/GEO mapping in ActiveNet Committee Need to offer residents access to property information Committee Need to offer residents access to information about current projects that are in process Committee GIS needs to be accurately updated and maintained Committee Need to have street centerlines updated Recommendations The City should consider organizing a dedicated, centralized GIS division. This would provide consistency across the City and make more effective use of resources. Although this would be a centralized division, the individual GIS personnel could be assigned to specific departments to provide continuity. The focus would be to: Consolidate GIS Resources Staff Software Databases Hardware Establish common centralized GIS layers Determine the best points of integration with key departmental systems Integration with City s website The City should consider developing a GIS Master Plan. Although the City has an extensive, GIS database, it will benefit from a plan that will help leverage its investment in GIS. The GIS Master Plan should include: Identification of City data maintenance update processes CLIENTFIRST TECHNOLOGY CONSULTING Page 56 of 117

108 Attachment B Agenda Report Page 108 GIS applications and hardware needs and server consolidation Esri software licensing consolidation and standardization Personnel organization and structure Integration with key software applications in Community Development, Recreation, Utility District, etc. GIS views for City personnel and for the public on the City s website GIS as the master address/parcel data source for all other address- or parcel-centric software systems Five-year budget, with prioritized initiatives Consider assistance from an independent, third-party, subject-matter expert (SME) to develop the GIS Strategic Plan. Make GIS integration a requirement for all new geo-based software application procurements. Benefits Centrally managed GIS data and information Improved continuity and consistency Improved accuracy of GIS information Easier creation and storage of digital maps Better analysis of infrastructure Improved parcel/address management Improved customer service through the ability to publish GIS information for public access Improved cost management CLIENTFIRST TECHNOLOGY CONSULTING Page 57 of 117

109 Attachment B Agenda Report Page MOBILE COMPUTING Findings and Observations The 21st Century has brought an increasing demand for time and resources. Because of the need for maintenance supervisors, building and planning inspectors, and other employees to work off-site, bottlenecks in obtaining the information and producing the reports necessary for building safety, code enforcement, permitting, and project management can occur. By providing field workers with the necessary equipment and software, they are able to: Interact with necessary applications and databases in real time View, change, or request inspection and maintenance scheduling Create new cases on the go Remotely submit inspection and maintenance reports Respond quickly to requests and questions from the public Reduce carbon emissions and transportation costs Such off-site capabilities offer: Increased productivity and improved time management Centralized data that can be monitored in real time Improved accuracy and reporting Reduced paperwork This is primarily a hardware and secure wireless networking issue, as software applications that use browser technology require no additional software. Software programs that are not browser-based may require a remote access software solution, such as Microsoft Remote Desktop or Terminal Services with Secured VPN remote connectivity. Demand for remote access will continue to grow as staff becomes more portable. Access to mobile applications for smart phones and tablets will be a portion of remoteaccess demand. The other major demand segment will continue to be remote access from laptops and desktops. Demand for remote access will continue to grow as staff becomes more portable. Some software solutions that are designed for specific field operations, such as maintenance work, code enforcement, and building inspections, may have smart applications that can be downloaded from a Play or app store, or natively written mobile-device modules. These software modules generally have less functionality than the full applications that are accessible from laptops or Toughbooks in the field. One major advantage of these type modules is storen-go technology, which allows a user to continue working on a record even if they are disconnected from a cellular or Wi-Fi connection. Additionally, it is important to note that expansion of more mobile technology also increases hardware and IT support requirements throughout the organization. CLIENTFIRST TECHNOLOGY CONSULTING Page 58 of 117

110 Attachment B Agenda Report Page 110 Return-on-Investment (ROI) Consideration The Center for Digital Government (CDG) reports that one city s wireless laptop-based inspection solution helped its Code Enforcement Division increase the number of daily inspections. Another municipality used laptops and electronic ticketing to increase building inspector efficiency by 30 percent, saving the agency approximately $500,000. A pilot mobility program in San Diego County helped the Land Use and Environment Group (LUEG) save $130,000. Inspectors that participated in the project used mobile devices connected via a mobile VPN and were 31 percent more productive than before. They completed more inspections each day, and the agency was able to use less office space and fewer landlines. Staff Feedback Fin Need a timekeeping system that can be mobile and portable since many Recreation employees are not near a computer PD Staff needs to be able to use devices to access the Internet PD Portable device support is non-existent PW Need a building inspection mobile module to enter the inspection results and notes from the field PW Building Officials need handheld devices to enter data in field PW Do not currently have any laptops or portable devices Fire Need a mobile application for New World CAD Recommendations Determine and inventory mobile/field computer needs by specific staff, departments and applications needed, based upon productivity and customer service benefits (also see Remote Access Upgrade initiative). Follow recommendations for mobile hardware recommended and supported by core business department applications, such as Building Inspections, Code Enforcement, and Work Orders/Maintenance Management. Benefits Improved operations management Secure sharing of information Enhanced communication A more mobile and productive workforce Faster well-informed decision making Real-time access to information from the field Increased ability for team members to communicate/collaborate from separate locations CLIENTFIRST TECHNOLOGY CONSULTING Page 59 of 117

111 Attachment B Agenda Report Page ELECTRONIC CONTENT MANAGEMENT SYSTEM (ECMS) ECMS, also referred to as Electronic Document Management Systems (EDMS), can be utilized for much more than document scanning, document storage, and records retention management. Additional uses include: Enterprise records management, including retention management Searching Integrated document/process workflow management, including internal request management, and routing Versioning and distribution (Accounts Payable, Accounts Receivable, HR, Project Tracking, etc.) Collaboration Forms management Project/process collaboration Minutes management Agenda management Media management, including synchronized meeting video streaming Web publication/posting for all above items, if desired Findings and Observations The City currently uses a system called TRIM, which was purchased by HP. However, the system is not utilized in a citywide manner. Implementing an enterprise ECMS solution can provide the following benefits: Compliance Improved and more efficient ability to comply with increasing volume and complexity of regulations and retention requirements Security Improved physical abilities and accessibility security Publishing Reproduction Workflow Capabilities Electronic capture, routing, and approvals of manual paper processes Improved Efficiency Increased productivity through automation of manual processes and time reduction in retrieving and sharing information Reduced Costs Reduced costs of printing, paper, storage space, and labor Reduced Carbon Footprint Minimized paper waste (see Green IT initiative) Improved Transparency Increased accessibility to information via the Web, including fully automating some types of documents immediately upon creation without additional processing or labor Workflow Disaster Recovery Protection of vital records through storage redundancy Metadata Integration EDMS Security Distribution Catpure Retrieval Indexing Storage CLIENTFIRST TECHNOLOGY CONSULTING Page 60 of 117

112 Attachment B Agenda Report Page 112 Return-on-Investment (ROI) Considerations A study conducted by Coopers and Lybrand found the following: The average document gets copied 19 times in its life. 90% of documents that are handled in an office are merely passed along or shuffled through. The costs to manage a single document are below: $20 to file a document $120 to find a misplaced document $220 to replace a lost document 7.5% of all documents get lost. An office that generates 200 documents a week will lose 15 of them, costing a total $3,300. 3% of all documents get misfiled. An office generating 200 documents a week will misfile six of them, costing the company $720. A feasibility study by the North Dakota Information Technology Department regarding ECMS technology found the following: An organization that scans 600 documents per day can have the following benefits upon implementing an ECMS: An ROI payback period of 15 months Gained productivity of almost $114,375 Subsequent annual savings of $110,295 An overall three-year benefit impact of $531,990 Save $36,556 in annual costs when compared to manually storing and managing documents A study conducted by Prescient Digital Media found that an ECMS saves employees between 50-60% of time searching for documents. Staff Feedback Admin Departments need a better way to track agreements Fin Need various departments to track their respective contracts in the system and not on Excel Recreation Manually sharing documents Recreation Need an electronic hiring packet Recreation Need to convert departments forms to electronic, interactive forms Recreation Need training on creating interactive, online forms PD Need to allow citizens to register a video camera system Planning Filing and storing of project files and documents for every residence in the City takes up a large amount of space (the whole basement of City Hall) Planning Need to convert electronic Planning documents (e.g., reports, notices, letters, etc.) from WordPerfect to PDF and store by address Planning Project files have a high risk of being damaged or destroyed in a fire or by water Planning We may look into an EMC ApplicationXtender in order to scan, store, and manage application materials and permits electronically CLIENTFIRST TECHNOLOGY CONSULTING Page 61 of 117

113 Attachment B Agenda Report Page 113 PW Are manually filing and storing documents for every address location (approx. 4,500) in the City PW Need efficient storage and organization of documents in the cloud, in the case of physical documents being lost or destroyed PW Need the ability to access and view stored documents at the front counter used for resident applications PW Need to free up physical storage, which is currently reaching its capacity Recommendations Consider conducting a needs assessment and process review with all departments to gain an understanding of how the ECMS system should work and what configurations, training, etc., would improve staff s ability to utilize an ECMS system to its fullest; provide more transparency to citizens; and what other departmental application integration would help improve the departments business processes. Follow a Software Selection Best Practices approach to build an RFP, applying the needs assessment results, and determine a vendor to meet the citywide needs. ECMS implementations on an organization-wide basis are commonly under scoped and underfunded, leaving municipalities with limited benefits. ECMS implementations, on a citywide basis, are commonly spread over several fiscal years Review ECMS implementation in other local/regional municipalities that use it in a similar manner as intended by the City. Benefits Automated workflow and routing Reduction in paperwork and related costs Online document retention and archiving Improved version and authorization control Improved public records access Increased information-sharing capabilities Ability to provide Web posting and public access to residents Integration with Agenda Management/Media Management CLIENTFIRST TECHNOLOGY CONSULTING Page 62 of 117

114 Attachment B Agenda Report Page AGENDA CREATION AND MANAGEMENT SOFTWARE Automated Agenda Management Systems provide access to information for all departments involved in the agenda process and are sometimes offered as a stand-alone module, or as part of an Enterprise Content Management System (ECMS), (see previous ECMS Improvements initiative). Staff submits proposed agenda items online (and supporting documentation or packets can be attached), where they can be automatically routed for approval through preconfigured workflows. Approvers receive notifications with links to items awaiting review. City Clerk or other responsible parties add items to meetings, then prepare agendas, finalize packets, and publish them. Agenda content is available online throughout the process and is easily accessible to those with a role in the process. In many instances, Agenda Management is also integrated with media management systems to stream and record video and audio information, time-stamp it, and tie it to the correlating meeting agenda. There is then the ability to push/publish agendas, minutes, and media to the City s website. Additionally, some Agenda Management vendors have modules for creating and tracking committee and commission vacancies and applications. Finding and Observations Preparing City Council and all Boards, Commissions, and Committees meeting agendas are done manually and use large amounts of paper and time to copy and assemble. Recommendations Consider budgeting for and implementing an automated agenda management solution. Select agenda management software following the approach described in the Software Selection Best Practices initiative. All vendor options should be considered. However, a solution that is already integrated with a new ECMS vendor may deserve particular attention. Consider an agenda management solution that is also integrated with media management systems to stream and record video (see Council Chambers Audiovisual Systems initiative). Benefits Time savings in manually disseminating and routing documents for review Paper-costs savings by disseminating and routing electronically Easily archived and retrievable View agenda items and related materials in real-time Provides public online access to agendas, minutes, and potentially online audio/video synchronization CLIENTFIRST TECHNOLOGY CONSULTING Page 63 of 117

115 Attachment B Agenda Report Page PUBLISHING SOFTWARE CONSOLIDATION Findings and Observations The following table lists the software that are used by each department to perform content changes and create published materials: Application Admin Finance Fire PD Planning PW Recreation Adobe Professional x x x x x x Microsoft Photo Manager/Editor x x x x x Microsoft Publisher x x x x x x x Photoshop Elements 2.0 x x Picasa Cannon Camera Software Calameo Publishing Flickr Staff Feedback PW Are using Adobe Acrobat 8.0 Planning The General Plan and Housing Element updates requires Adobe InDesign to create more updated graphics Planning Design Review Guidelines updates requires Adobe InDesign to create more updated graphics Planning We need to create and illustrative brochures and worksheets (i.e., graphic calculations, setbacks) Recommendations Consider consolidating to a comprehensive all-in-one solution for most of the above software solutions. Examples include Foxit or Adobe Creative Cloud. A study of individual users needs is required to determine most cost beneficial solution Benefits More consistency in application utilization Improved institutional knowledge by sharing training and internal application support x x x x CLIENTFIRST TECHNOLOGY CONSULTING Page 64 of 117

116 Attachment B Agenda Report Page POLICE AND FIRE CAD/RMS REPLACEMENT Findings and Observations The City currently uses New World s Aegis CAD and RMS software. The Aegis software is used for both the Police Department and the Fire Department. The CAD component is used to dispatch Police, Fire, and EMS. The RMS manages the records needs for the Police and Fire departments. The City is currently operating on Aegis software v10.2. The City has contracted with New World to upgrade to Aegis v11. However, rather than upgrade the City to v11, New World has told the City that they cannot honor the contract and will not complete the upgrade to v11. New World has explained to the City that they will need to update to New World s next generation.net-based product, called Enterprise. Some background information related to this move for the City of Piedmont is summarized below: An additional cost of $63,000 to New World is added for the update to the new Enterprise software. An additional cost of approximately $20,000 is added for Enterprise training and travel. Annual Maintenance costs for the new Enterprise software is estimated to be $120,000, compared to the $41,500 Annual Maintenance cost for the existing Aegis software. The City acquired approximately $75,000 - $90,000-worth of server hardware and software, as well as new disk storage for the upgrade to Aegis v11, which New World initially required for the upgrade. However, this new hardware and software is not compatible and cannot be used for the new Enterprise software. The Police and Fire Departments have stated that they are not using all the capabilities of their existing New World Aegis software, and believe Aegis is a software solution better suited to larger police and fire departments. Situational Summary The move from New World s Aegis system to the new Enterprise next-generation software will involve a full implementation and conversion process. This is not an update or an upgrade. The Enterprise solution is a full system redesign and rewrite by New World and, therefore, the implementation effort will be similar to acquiring a new system from any CAD/RMS vendors and implementing from scratch. Since this move to New World s Enterprise product will involve a full implementation process, it would be wise for the City to consider competitive alternatives. Some advantages to this approach include: This would provide the ability to evaluate competitive solutions that might be better suited to the City of Piedmont s size and complexity. A competitive situation will likely result in lower prices from competing vendors, including New World. The City may find a suitable solution that is used by many regional peer cities, increasing opportunities for collaboration. There are a number of CAD/RMS vendors that deliver CAD/RMS systems in the State of California. CLIENTFIRST TECHNOLOGY CONSULTING Page 65 of 117

117 Attachment B Agenda Report Page 117 Recommendations Consider budgeting for, acquiring, and eventually implementing a replacement CAD/RMS system for dispatching Police, Fire, and EMS, and for Police RMS. Consider budgeting for, acquiring, and eventually implementing a replacement Fire RMS, including integration with the CAD system noted in the bullet above. Conduct a comprehensive needs assessment and process review, and document needs, including the development of detailed feature/function requirements for these new systems. Apply the needs and feature/function requirements from the process review to solicit proposals and evaluate system options from the various vendors noted in this initiative. Follow best practices according to the Software Selection Best Practices initiative to select the appropriate system. Keep in mind that a competitive procurement process will likely yield the best pricing and control costs. Consider utilizing a third-party subject-matter expert or consulting firm for the needs assessment, process review, and feature/function and RFP development. Benefits Process and productivity improvements A system that is better fit to the City s size and complexity A system that is used by regional peers that will allow collaboration with other peer communities Better reporting capabilities Higher satisfaction levels Potential lower life cycle costs including potentially lower annual maintenance and support fees CLIENTFIRST TECHNOLOGY CONSULTING Page 66 of 117

118 Attachment B Agenda Report Page 118 OTHER APPLICATION AND DEPARTMENTAL SYSTEMS INITIATIVES Initiative Description Findings/Recommendations 27. ONLINE BUSINESS LICENSES 28. SCHOOLMATES CHECK-IN/OUT AND REGISTRATION 29. FIRE MOBILE COMPUTERS Staff Feedback Admin Want an online application for business license Admin The City does not currently have any online web application capabilities Staff Feedback Recreation Need to automate registration forms and packets Recreation Manually processing drop-in registrations Recreation Manually checking kids in and out of roll sheets Staff Feedback Fire - Need a mobile application for New World CAD Budget estimate is $38,000 Recommendations Explore, plan, procure and implement CRW s TRAKiT for online licensing capabilities. Recommendations Explore ActiveNet s childcare check-in/out functionality. Recommendations Follow Project Planning and Implementation Best Practices initiative. CLIENTFIRST TECHNOLOGY CONSULTING Page 67 of 117

119 Attachment B Agenda Report Page 119 Initiative Description Findings/Recommendations 30. POLICE CALL RECORDING SOFTWARE 31. EARLY WARNING SYSTEM ANALYTICS 32. TRAINING MANAGEMENT SOFTWARE Staff Feedback PD The 911 call recording software is outdated and needs to be updated. Budget estimate is $25,000 PD Phone calls only being recorded in dispatch. Onsite recording equipment is old and fails frequently causing loss of data. PD Sergeants and Detectives phones should have dedicated, privately numbered and recorded lines for investigative purposes. PD Currently, there is no ability to record investigative calls other than hand-held recorder. Staff Feedback PD Need early warning system analytics for Police Internal Affairs Staff Feedback PD Need better reporting of staff training records Follow Project Planning and Implementation Best Practices initiative Recommendations Follow a Software Selection Best Practices approach to build an RFP, applying the needs assessment results, and determine a vendor to meet the citywide needs. Recommendations Consider the Police Records Management or the new ERP s HRIS solutions. CLIENTFIRST TECHNOLOGY CONSULTING Page 68 of 117

120 Attachment B Agenda Report Page 120 Initiative Description Findings/Recommendations 33. DOG LICENSING Findings: The City manually intakes and tracks the following dog licensing information: Name Hazard Information Complaints Breed Color Sex Owners Rabies Vaccinations Veterinarian Information Off-Leash Permits Registration is manual No automation is available for processing annual renewals No online payments are available Staff Feedback PD Need to allow citizens to renew or apply for dog licensing online Recommendations Explore whether CRW s LicenseTRAK can adequately meet the City s functionality needs. Obtain assistance from vendor implement and train staff. CLIENTFIRST TECHNOLOGY CONSULTING Page 69 of 117

121 Attachment B Agenda Report Page 121 Initiative Description Findings/Recommendations 34. ID BADGE CREATION Staff Feedback Recreation Need the ability to produce badges for seasonal employees Recreation Equipment is needed for pool pass and Staff ID production Recommendations Identify the City s needs for badge creation and badge access. Investigate the marketplace to determine the three to four most prominent providers of the system in your regional/state area. Prepare an RFP document or request for quotes that includes your identified needs to these prominent vendors and request responses and price quotes. Review the responses and analyze to determine the top two vendors responses (shortlist) and request a demonstration/presentation or review of their proposals product solution. Make sure there is integration with the Recreation software. Select the preferred vendor from the demo shortlist and make reference calls. If all checks out from the references, proceed with acquiring the system. Ensure that there is adequate support on the system, assistance for implementation, and an adequate amount of training. CLIENTFIRST TECHNOLOGY CONSULTING Page 70 of 117

122 Attachment B Agenda Report Page 122 GOV 2.0 With the advent of computer technologies, the world is experiencing an unprecedented explosion in communications options. Gov 2.0 is the concept of using those new technologies in combination with creativity, information sharing, and the collaborative process to better serve and interact with the public. The principles of Gov 2.0 include: Principle 1 Serve as the primary source of reliable, accurate, and timely organization information delivered to the customer on their platform of choice. Principle 2 Maintain a real-time, interactive, and user-centered website that offers easy access to public information and online services. Principle 3 Offer opportunities for online civic engagement and social collaboration. Some examples of Gov 2.0 technologies include: Online Transactions and Services Applications, registrations, requests, and payment processing are some of the 24/7 examples being employed. Online Information Requests and Queries More transparency is being demanded and FOIA requests increase, making common types of documents readily available through query or menu on the website creates efficiencies for organization staff and constituents. 311 Is available in some communities around the country as a non-emergency general information number to a citizen service center. These centers typically centralize the inquiry and response of general and/or routine questions from citizens and customers. CRM (Citizen Request Management) Online citizen request tracking includes automated internal routing, status reporting, etc. Blogging This is a Web-based process (Web logging) that allows regular posting of commentary, news, events, and other materials in a more casual and interactive manner. Visitors may leave comments or communicate with each other through the blog. Podcasting Digital media files utilizing audio, Web protocols, and a media player are released on a regular schedule and often downloaded through a Web-based subscription. RSS (Really Simple Syndication) This is a group of formats used to publish works, such as blog entries, news headlines, and media files, in a standardized format. This allows publishers to automatically "feed" their entries to a syndicated audience, often used with podcasting. Social Media Ranging from blogs (WordPress, LiveJournal, Twitter, Facebook) and social and/or professional networking (MySpace, Facebook, LinkedIn) to virtual worlds where people can interact in real-time (Second Life), social media is, by far, the fastest-growing form of interactive communication. Andreas Kaplan and Michael Haenlein define social media as "a group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, and that allow the creation and exchange of user-generated content." 8 8 Kaplan, Andreas M., Michael Haenlein (2010). "Users of the World, Unite! The Challenges and Opportunities of Social Media". Business Horizons 53 (1): doi: /j.bushor ISSN Retrieved CLIENTFIRST TECHNOLOGY CONSULTING Page 71 of 117

123 Attachment B Agenda Report Page 123 Wikis A wiki is a website that allows collaborative creation and editing of Web pages to produce a simplified exchange of information. The possible benefits of developing such communication methods go beyond simple release of information. Advantages can include: Increased efficiency and cost reduction for public services offered electronically Allowance of greater government transparency Better-informed and more involved public More collaborative efforts between the organization and the public Faster and more convenient access, which promotes public approval 35. CITIZEN REQUEST MANAGEMENT (CRM) Findings and Observations Citizen request management solutions are used to receive, track, and manage all types of requests and complaints. These solutions can categorize requests, prompt for typical information required, assign and route information to specific staff or departments, track the status, and fulfill overall reporting requirements for more effective handling. Ideal CRM functionality includes: Citizen responsiveness (requests captured, completed, responses to citizens, when and how resolved) Prompt request routing (departments/persons) History (complaints, requests, timeliness of responses, who completed, how resolved, cost analysis) Inter-departmental resource linking Managing resources Benchmarking and performance-based measurements Planning and budgeting GIS integration Public records requests Online customer surveys Staff Feedback Admin Most online communications with the public are done via links Fin Online products similar to OpenGov would allow public access to financial data PD Need to allow citizens to submit a complaint or recommendation PD Need to allow citizens to submit anonymous tip information Planning Need to respond to complaint/improvement-driven requests (e.g., safety signage, bike lanes, etc.) PW Need automated customer service request capabilities PW Would be helpful to have online forms to fill out for service, questions, solutions/ideas, compliments, and complaints Admin Need to allow residents to submit issues or work requests via an electronic device CLIENTFIRST TECHNOLOGY CONSULTING Page 72 of 117

124 Attachment B Agenda Report Page 124 Recommendations Consider budgeting for and implementing a full CRM solution. Select new software vendor according to the Software Selection Best Practices initiative. To eliminate the requirement to integrate other applications, consider future ERP, Work Order/Maintenance Management software solution options before other third-party solutions. As an alternative, consider CRW s capabilities. Benefits Increased resident satisfaction Centrally managed information Less time manually managing and monitoring Improved access to information 36. ONLINE PAYMENTS, TRANSACTIONS, AND SERVICES A variety of online payments can be accepted through numerous alternatives, one being the City s website. The result will be increased efficiencies, due to reduced labor and easy, digital retrieval of information for both customers and staff. Online payments also provide citizens with 24/7 transaction capabilities and the convenience of not having to involve staff or go to City Hall. The City currently provides a limited number of online services (e.g., Recreation activity registrations and some online citizen requests), and does not accept credit card payments except for online recreation registrations. Other types of Municipal Online Payments, transactions, and services include: Permit applications and fees Inspection scheduling Licenses (business licenses and others) Donations Police reports Code enforcement complaints Alarm billing Official online records (e.g., agendas, minutes, documents, etc.) Event registrations Facilities reservations Parking tickets Staff Feedback Admin Need the ability to accept credit cards Admin City does not provide online payment capabilities outside of the Recreation Department Fin Allow for use of credit cards at counters in City Hall without cost to City Fin Recreation Department uses ActiveNet for class tracking and online payments Recreation Need to streamline facility scheduling and payments PD Provide ability for citizens to log into department website and pay parking citations CLIENTFIRST TECHNOLOGY CONSULTING Page 73 of 117

125 Attachment B Agenda Report Page 125 PD Need to allow citizens to fill out YANA applications online PD Need to allow citizens to obtain report copies PD There are no capabilities for online Web applications or payments Planning Need the ability for the public to make online payments using a credit card, including the ability to automatically provide payment confirmations PW All payments in Public Works Department (e.g., building permits, design reviews, dumpsters, sidewalk repairs, etc.) can currently only be made by cash or check PW Need an online method of accepting payments PW Need the ability for applicants to enter all their information once online or in an electronic format PW Need to provide an expedited/streamlined process for solar installation permits PW We do not have online Web applications or payment capabilities Recommendations To eliminate requirement to integrate other applications, consider future ERP provider solution options before new third-party payment solutions. Consider implementing CRW s online permitting, inspection scheduling, license renewals, and code enforcement complaint tracking. Conduct a citywide needs assessment to determine all useful payment types that could be implemented to improve constituent service. Conduct cost-benefit and prioritization analysis. Select other software payment vendors according to the Software Selection Best Practices initiative. Consider existing core business application options (e.g., ERP, Recreation software, Land Management, among others) before new third-party solutions, in order to eliminate requirements to integrate new solutions with backend operational systems. Manage improvements according to the Project Planning and Implementation Best Practices initiative. Benefits More accurate and consistent information Timely and reduced reconciliation Increased awareness of citizen self-service Increased processing volume Reduced over-the-counter time for transactions Increased staff and citizen satisfaction CLIENTFIRST TECHNOLOGY CONSULTING Page 74 of 117

126 Attachment B Agenda Report Page KIOSKS Findings and Observations Kiosks are public-access computers placed in convenient places for citizens to use to access information and conduct transactions without having to call City staff or wait in line at the office counter. This also offers the ability for citizens without home computers to use a kiosk to conduct business with the City. Potential uses include: Accessing various types of program information (perhaps from the City websites) Accessing other community-oriented information Completing online forms Completing various types of registrations or applications Making online payments Staff Feedback Planning Need an ipad/computer at the front counter so that staff can readily access and provide information to residents and applicants PW Need a computer terminal at the public works counter Recommendations Understand potential usage patterns. Consider using repurposed desktop computers before spending additional funds on kiosks. Consider placement and use of kiosks for self-service at City facilities, libraries, etc., where appropriate. Deployment should include, at minimum, any transactional capability offered on the City website. CLIENTFIRST TECHNOLOGY CONSULTING Page 75 of 117

127 Attachment B Agenda Report Page SOCIAL MEDIA STRATEGIES AND POLICIES Findings and Observations A Social Media Policy is a code of conduct that provides guidelines for departments and individual employees who create a social media presence and post content on the presence or on the Internet, either as part of their responsibilities or as a private person. Setting clear expectations for departments and employees can positively affect the organization's image within the community, as well as avoid embarrassment and deter legal action. Staff Feedback Admin Social media is a tool that can be used, but the ramifications as to staff time have to be addresses before this path can be followed Admin Need a more dynamic website that allows communication with and from residents Admin Social media is a direction in which Council and some departments wish to move Admin Will be necessary to develop policies to ensure social media interactions will be constructive Admin Staff resources will need to be appropriately tasked and managed so that they will not be consumed by social media interaction PD Unable to utilize social media due to limited IT assistance and availability PD Social media has taken off in the last year and has proved to be an extremely useful tool for law enforcement PD IT support and staff are unable to monitor/manage social media applications Planning NextDoor, Twitter, and Facebook can be used to interact with and provide announcements/updates to residents PW One or two video monitors will be needed on new City Hall entry space for City messages and Beautification Foundation messages PW Would be helpful to use social media (Nextdoor, Facebook, or Twitter) PW NextDoor Lower Piedmont and NextDoor Upper Piedmont are used by many residents PW Facebook could improve integration between City and its residents PW Twitter could improve integration between City and its residents Recreation Would like social media (Twitter, Instagram, Facebook, Snapchat, etc.) Recreation Would need resources in place to maintain and support social media Recommendations Typical social media policy determines: What departments are allowed to establish a social media presence and on what social media services (e.g., Facebook, Twitter, etc.) Sets guidelines on what type of information can be posted and what information can be fed Sets guidelines on the personnel that can be responsible for social media establishment and maintenance at the departmental level and levels of departmental management review If two-way blog posts are allowed, most municipalities monitor them every day. Software products that automatically update several social media outlets from the Web page are readily available and should be used to realize efficiencies. Consider potential social media integration opportunities with the organization s websites. CLIENTFIRST TECHNOLOGY CONSULTING Page 76 of 117

128 Attachment B Agenda Report Page 128 Provide approval to employ a limited number of named social media sites, subject to review by the IT Steering Committee and approved by appropriate management levels. Provide tutorial for employees who use social media to promote organization events and information. Benefits Increased community involvement Improved public records access Enhanced communication Improved public relations Meeting public expectations Increased promotion of business growth Mitigation of risk through education of staff on policy and practices CLIENTFIRST TECHNOLOGY CONSULTING Page 77 of 117

129 Attachment B Agenda Report Page WEBSITE REPLACEMENT WITH CONTENT MANAGEMENT TOOLS Website Findings and Observations Municipal websites have become informational portals, so that citizens can quickly access information and conduct transactions without having to call City staff or go to City Hall. Additionally, interactive functionality is available 24/7. Return-on-Investment (ROI) Consideration A study conducted by Aaron Marcus and Associates, Inc. discovered the following 9 : More than 83% of Internet users are likely to leave a website if they feel they have to make too many clicks to find what they re looking for. Once a system is in development, correcting a problem costs ten times as much as fixing the same problem in design. The average user interface has some 40 flaws. Correcting the easiest 20 of these yields an average improvement usability of 50%. Website Staff Feedback Admin Need to update the City s website to better suit mobile devices Admin The City s GIS could also use an update, including the possibility of installing ArcGIS Server and making some data available to the public Admin All communications with the public are done via links Admin Need a more dynamic website that allow communication with and from residents Admin The City should definitely switch Web hosts Committee All departments should be able to update content on their portions of the website PD The website is outdated PD Need to allow citizens to check Megan's Law information online PD Need to allow citizens to register a video camera system PD Need to continue to allow citizens to get crime stats or crime-prevention tips PD Need to allow citizens to retrieve properties PD Need to allow citizens to communicate with Neighborhood Watch groups or the Public Safety Committee Planning The Planning Department should have its own page with more categories/pages and access/control to update Planning Many members of the public (architects, residents, appraisers, etc.) complain that it is difficult to navigate to the online planning information Planning Ability for members of the public to sign up on the website for various mailing lists PW The website (both content and forms) are very out of date PW Would be helpful to have online forms to fill out for service, questions, solutions/ideas, compliments, and complaints Recreation Need training on website utilization and improvements Recreation Need training on creating interactive, online forms Recreation Would like a user-friendly website that can be updated easily 9 Aaron Marcus and Associates, CLIENTFIRST TECHNOLOGY CONSULTING Page 78 of 117

130 Attachment B Agenda Report Page 130 Website Content Management Tool Findings and Observations Municipal websites are typically managed with a website content management system, which is an application to create, deploy, manage, and store content on webpages. Most newer versions of website content management tools are designed for general department staff to be able to update frequently changed information, such as events, news, schedules, etc. Website Content Management Staff Feedback Admin When departments have updates to be made to their static pages, they send them to Admin to be done on a time-available basis Admin Generally, departments are asked to review their static pages once a year and provide updates Admin The main reason that all Web work is done by Admin is to maintain a clear website and not allow individual departments to make changes to their pages that do not reflect the City s overall look and feel Admin We hope there is a way to allow departments to do their own updating while incorporating the look and feel of the City s website PD No department has the ability to update their webpage information PD Command staff is responsible for website updates, but has no access to perform them Planning Because of limited resources, asking for website updates requires a lot of lead time PW No one in the Public Works Department has access to update the website PW Public Works Director and Planning Director should be given access to perform website updates PW The City Clerk is currently responsible for website-content updates PW The website (both content and forms) are very out of date Recreation Recreation does not have access to change the website content Recommendations Issue a website redesign and development Request for Proposals. Conduct a citywide Needs Assessment to determine all useful features and information that could be implemented to improve the website. Conduct cost-benefit and prioritization analysis. Select new website developer/software vendor according to the Software Selection Best Practices initiative. Manage improvements according to the Project Planning and Implementation Best Practices initiative. Develop a strategy and use of tools to allow the departments to easily manage frequently changing content on their webpages. In addition, training should be regularly offered to keep staff skills fresh and ensure they have the ability to keep website content current. Design the website with tools to automatically convert the website content and presentation components to a mobile-compatible display format so the public can use their smart phones and tablets to access the City s intranet. Many municipalities have gone out to bid for municipal-based website/intranet software tool and design companies to use as a collaboration partner in the design and building of their websites. The City should consider leveraging the results of the needs assessment noted in the recommendation above to conduct a website vendor selection effort to choose a prominent vendor to partner with in this effort. There are a number of municipal-focused website and CLIENTFIRST TECHNOLOGY CONSULTING Page 79 of 117

131 Attachment B Agenda Report Page 131 online services vendors that can be of value, based on their experience in working specifically with municipality-based websites and intranets. Some of the features and capabilities these vendors bring to the table include, but are not limited to, the following: Tools to develop dynamic, interactive website capabilities ASP.NET and SQL Server technology on the backend Easy-to-use content management tools Site navigation development and maintenance tools Automatic sitemap generation Backend dashboards and site auditing for overseeing and monitoring site activity and volumes In-page editing Automatic rendering of resolution and view to tailor the look for that visitor s screen Tools to automatically convert the intranet content and presentation components to a mobile-compatible display format so the public can use their smart phones and tablets to access the site wirelessly Automatic Translation tools, if there is a multilingual presentation Tools that link to social networking (e.g., Facebook, Twitter, etc.) to update both the website and social network profiles simultaneously Notification tools for pushing RSS feeds, Twitter, etc. (see Outbound Communication initiative in this report) Ability to have your site hosted, if that is the City s preference These vendors can also perform custom development if the City should desire some Web-development services Implement standard practices and make the website maintenance a component of the IT Steering Committee responsibilities to ensure that the site is maintained regularly and remains relevant and up-to-date for the public. Benefits Improved resident-user experiences Increased information-sharing capabilities Easy access to organization information 24/7 Availability Improved public records access Reduced resident in-person visits Resident interaction and transaction capabilities Promotion of City services, including promotion of revenue center departments, such as Recreation CLIENTFIRST TECHNOLOGY CONSULTING Page 80 of 117

132 Attachment B Agenda Report Page MASS OUTBOUND COMMUNICATIONS Findings and Observations Outbound communication systems, such as Reverse 911, have gone through a significant transformation in the last five years. There are many more system providers, and pricing has come down significantly. Enhanced emergency notification systems can also integrate with severe weather warning systems, s, texts, RSS feeds, etc. These systems can be used for non-emergency mass notifications as well. Examples include: street closures, interruptions in water service, major organization events, etc. The City currently uses a solution called Code Red for emergency and urgent communications. Recommendations Consider including s, texts, and RSS feeds for more than just mass emergency notifications (e.g., street closures, street cleaning, special events, etc.) Consider utilizing various methods to collect citizens' communication preferences (e.g., mail, , text, website, opt-in or -out for specific types of communications such as public safety, emergency, community events, general info, etc.) Determine costs of greater usage. Costs are usually measured per contact, but some vendors have gone to an annual subscription model based on agency population. Consider integration with Severe Weather Warning System and automating certain emergency notifications. Benefits Increase community outreach Improved public relations Increased citizen engagement CLIENTFIRST TECHNOLOGY CONSULTING Page 81 of 117

133 Attachment B Agenda Report Page 133 IT INFRASTRUCTURE IT Infrastructure refers to networks, servers, equipment, inside/outside cable plant, and other communications infrastructure. 41. COMPUTER EQUIPMENT REPLACEMENT PLAN Findings and Observations A computer equipment refresh plan is not currently in practice. The City has many older servers, switches, and other computer equipment that are past their expected end-of-life. IT does not maintain a complete inventory of computer equipment, including when purchased and expected end-of-life. Recommendations Develop a five-year, rolling computer equipment replacement plan, and budget accordingly. Allow customized length of time for replacement of any technology that may have a unique end-of-life. Purchase discounted extended warranties at the time of purchase that will cover the equipment throughout its useful life (i.e., five years for computers and servers, etc.) Benefits Better forecasting of purchases Managed process that flattens capital expenditures over time Improved computer performance Improved available features Reduction in trouble tickets to support failing or faulty hardware Ability to keep spare equipment around to be reissued; eliminate employee downtime Reduction in total cost of ownership Recommended IT Equipment Replacement Cycle (Years) Network Switches 7 Phone System Upgrade 5 Phone System Replacement Audiovisual Equipment 5 Servers 5 Disk Storage 5 PCs 5 Laptops 4 Mobile Devices 2 Wireless Devices: 10 Point-to-Point 5 Wireless LAN 4 Windows Software +/- 5 MS Office +/- 5 Printers, Scanners 5 CLIENTFIRST TECHNOLOGY CONSULTING Page 82 of 117

134 Attachment B Agenda Report Page MUNICIPAL AREA NETWORK (MAN) A municipal area network (MAN) is a network that typically spans multiple City facilities. Normal MANs interconnect multiple local area networks (LANs) to allow for better communication among organizations where a physical presence cannot be accommodated. Findings and Observations City Hall and Police Department are connected using copper cabling. City Hall and Recreation are connected using wireless. The City has signed an agreement to connect City Hall to Recreation and the Corp Yard via Comcast MPLS. Several City facilities and the main school City offices are located adjacent to each other. Piedmont Arts Council wishes to hold an after-school program. Recommendations Proceed with the selection and implementation of the Comcast MAN. Consider construction of a fiber-based network to provide high-speed connectivity to nearby facilities that are owned by the City or, potentially, house not-for-profits that the City has an interest in. CLIENTFIRST TECHNOLOGY CONSULTING Page 83 of 117

135 Attachment B Agenda Report Page LOCAL AREA NETWORK (LAN) UPGRADE A local area network (LAN) is a group of interconnected computers that span a building using Ethernet cables or Wi-Fi as a means of communication. A LAN allows only permitted users access to the network and use resources and applications assigned to them. LANs are very common due to their small size, low maintenance, fast speeds, and basic complexity. Findings and Observations The City currently has mixed deployment of switching hardware. Network equipment is unmanaged. Lack of network management can cause performance degradation, bandwidth storms, and security issues. Most desktops use static IP addresses. Lack of support for POE devices and gigabit (older legacy switches still exist on network). No patching schedule or deployment templates for new or existing switches. No network monitoring system in place to monitor traffic and health of network hardware. Recommendations Fix issues related to uplinks between closets (recommend fiber backbone to PD). Configure DHCP scope and move desktops and laptops to DHCP as they are replaced. Edge switch upgrades are planned as a part of capital replacement cycle. Remove all unmanaged switches from the network. Benefits Improved network performance and reliability Increased security on network and resources Reduction in cost associated with replacements and failures Ability to establish an internal SLA (99.9% would be standard for local government) CLIENTFIRST TECHNOLOGY CONSULTING Page 84 of 117

136 Attachment B Agenda Report Page INTERNET BANDWIDTH Increased Internet bandwidth and high availability are becoming increasingly important to organizations for daily functionality. This allows for additional resources to become available during peak Internet usage and provide for resiliency when disasters occur that may affect primary Internet connections that are no longer accessible. Findings and Observations AT&T is the current service provider. Service Type: 3 bonded T1s at 4.5Mbps All staff utilize the same Internet connection. Staff is recommending an increase in Internet speeds to 100Mb as a part of the Comcast MAN implementation. Recommendations We agree with moving to 100Mb of Internet bandwidth at City Hall. In a future year, investigate adding in a second Internet connection at Police to enable high availability (HA). Benefits Improved performance Increased Internet uptime CLIENTFIRST TECHNOLOGY CONSULTING Page 85 of 117

137 Attachment B Agenda Report Page CREATE BEST PRACTICE INTERNET CONNECTIVITY (DMZ) A Demilitarized Zone (DMZ) is the area of a network that is accessible to the public. This area is separate from an internal network that is used only by internal staff. DMZs are utilized to maintain online services used by the public, such as viewing the website or online applications (i.e., online utility billing information, online payment transactions, applications, and other online public inquiries). Findings and Observations Security policy outlining DMZ and external to internal network connections has not been defined by the City. A DMZ does not exist to proxy applications between the Internet and the City s internal network. DMZ is defined for guest wireless at EOC. DMZs are best practice security tools, used to create an additional layer of security between the Internet and an internal network. Recommendations Develop a security policy, including a section outlining external to internal connection security. Create a DMZ using a small file server running virtualization to provide for growth. Benefits Improved security and management Proper segmentation of publically accessible resources for external to internal network connections CLIENTFIRST TECHNOLOGY CONSULTING Page 86 of 117

138 Attachment B Agenda Report Page WIRELESS Demand for Wi-Fi access continues to grow more rapidly than ever before. Whether a citizen, engineer, or public employee is in a conference room or at soccer practice, people desire Internet access on smart phones, tablets, and laptops for presentations, checking , or working wherever they can. Findings and Observations Wireless coverage is limited to a separate guest network at some locations. Wireless required at Corp Yard to upload sewer-line video from the vehicle. The Piedmont Recreation Department wishes to hold an after-school program. This program will require wireless. Lack centralized management system for wireless network. Wireless device management systems reduce administrative time in the following ways: Providing for advanced frequency troubleshooting Allowing updated information to be pushed from a central console to all access points Maintaining inventory information and signal-strength graphs Second wave ac will become available in summer and fall of Recommendations Develop an integrated wireless design that incorporates guest and City staff needs. Expand the wireless design to all City facilities that require it. Integrate mobility and wireless-usage section into existing IT policy. Develop a wireless design model to implement citywide. Select a wireless vendor to supply a management platform. We would recommend a cloud-based management platform. Implement management platform with initial purchase and continue to expand as the wireless network grows. Specify second wave ac access points for deployment. Benefits Increased staff efficiency and comfort level with technology More mobile workforce Real-time access to information from the field Improved remote accessibility on-the-go Reduction in cost to add in additional cabling and infrastructure CLIENTFIRST TECHNOLOGY CONSULTING Page 87 of 117

139 Attachment B Agenda Report Page POWER DISTRIBUTION UNITS Findings and Observations Power distribution units (PDUs) are used within the computer rooms of most organizations to control and monitor power to particular network devices, such as servers and switches. PDUs can extend the life of network hardware by utilizing power more efficiently. PDUs can be used to monitor and remotely control power distribution to computer infrastructure equipment. The City does not utilize PDUs within all of its computer rooms. The PDU units that are in place are not adequate and are not advanced enough to support monitoring and management functions. Recommendations Budget for and implement PDUs within the City Hall and Police Department computer rooms. Consider procuring management tools for the UPS. Create battery and PDU replacement cycle. Establish downtime and standby time required by the City s disaster recovery plan. Benefits Improved support for electronic devices Improved management and monitoring capabilities Longer lasting equipment Reduce cost in replacement of failed hardware CLIENTFIRST TECHNOLOGY CONSULTING Page 88 of 117

140 Attachment B Agenda Report Page VIRTUAL SERVER UPGRADE Hardware virtualization refers to the creation of a virtual machine(s) that acts like a real computer with an operating system. Software executed on a virtual machine is separated from the underlying hardware resources. Virtualization enables servers to be easier to implement and less costly to own and manage. Findings and Observations Implemented VMWare ESX Version 5.1 for virtualizing at Police Department. Servers at City Hall are virtualized. VMware VSphere 5.5 for most on Hyper-V Recommendations Upgrade all host servers (except ) to same version of VMware for standardization. Purchase Enterprise Licensing of VMware to enable advanced feature sets. Configure a stand-alone physical machine to be vcenter Host Manager. Dedicate shared storage between all host machines for active VMotion capabilities. Establish active SNMP monitoring and logging. Set up NTP on all host machines time synchronization. Enable authentication using LDAP to better secure environment. Enable additional features on virtual environment: Fault Tolerance Network Interface Bonding DR and Failover Services For business continuity and high availability of the City s virtual servers, VMware vsphere VMotion should be implemented to enable the live migration of virtual machines from one VMware vsphere 5 host to another. Benefits Reduced data center space needs Reduced power requirements Improved failover and reliability CLIENTFIRST TECHNOLOGY CONSULTING Page 89 of 117

141 Attachment B Agenda Report Page WINDOWS ACTIVE DIRECTORY Windows Active Directory (AD) is a central directory structure that provides authentication to network resources (files, printers, applications, and more). Groups and organizational units can be created in AD to lessen the ongoing maintenance requirements of adding and deleting user rights. Domain controllers are Windows Servers running a version of AD Domain Services. Findings and Observations Domain controllers are running Windows Server Domain controllers are also used as file servers. IT security best practices for password management have not been followed. Routine password change policy has not been implemented. Recommendations Upgrade all AD domain controllers to Windows Server Move non-ad services to other servers. Ensure separation of services between domain controllers. Implement integration between AD and Remote Authentication Dial-In User Service (RADIUS) to provide a means for centralized authentication for network device management. Develop and implement an IT password security procedure based on security best practices. Specifications for future application software should include the requirement to support AD. Benefits Improved functionality and security Meet industry compliance standards Enhanced feature sets are available that were once non-existent CLIENTFIRST TECHNOLOGY CONSULTING Page 90 of 117

142 Attachment B Agenda Report Page FILE SERVERS AND DISK STORAGE Finding and Observations Two servers are in place at City Hall. A Network Attached Storage device is in place at City Hall and provides reasonable diskstorage capabilities and adequate speed. The finance server and financial application are only accessible by Finance staff. File servers in the Police Department are being upgraded and virtualized as a part of a New World Systems (CAD/RMS) upgrade. Police Department maintains a separate domain. Recommendations Implement a trust relationship between existing domains, primarily to allow Police Department Command Staff to access City administrative systems directly. Implement a shared virtual file server in the City s main City Hall Data Center with sufficient storage resources for all City staff to store non-confidential documents and files. Consider allowing Department Heads access to the financial application. Benefits Plan will eliminate unexpected space availability Better management of data retention and management Improved availability for storage and access to user community CLIENTFIRST TECHNOLOGY CONSULTING Page 91 of 117

143 Attachment B Agenda Report Page REMOTE ACCESS UPGRADE Findings and Observations Demand for remote access will continue to grow, especially for staff that works in the field the majority of the time. Access to mobile applications for smart phones and tablets will be a portion of remote-access demand. The other major demand segment will continue to be remote access from laptops and desktops. Remote access can generally be provided through three methods: traditional terminal services/remote desktop, Virtual Desktop Infrastructure (VDI), and remote application publishing. The City uses Sonicwall firewall for VPN connectivity. Recommendations Implement an inexpensive remote access solution, such as Hamachi. Benefits Increased remote access More mobile workforce Real-time access to information from the field Ability to be mobile, but in a secured environment Increased remote access with intuitive navigation Improved network performance CLIENTFIRST TECHNOLOGY CONSULTING Page 92 of 117

144 Attachment B Agenda Report Page DUAL MONITORS Utilizing dual monitors for many users can significantly increase the speed of completion for certain computer tasks, thereby increasing overall employee productivity. Some studies have shown increased overall productivity of 20-30% for office staff and up to 50% and 74% for certain computer tasks. These studies demonstrate a return on investment multiple times the cost of the additional monitor when calculating the efficiency savings with gross hourly labor costs. Findings and Observations The majority of staff use single-monitor systems. Studies show dual monitor systems are approximately 20% more productive. Our experience has been that staff requires 30 days to understand how to use the technology for productivity improvement. Return-on-Investment (ROI) Considerations A Microsoft productivity study concluded that adding an extra monitor can boost productivity by 9% to 50%.10 A study conducted by the University of Utah found that dual monitors helped users complete tasks as much as 52% faster.11 Recommendations Staff to prioritize potential dual monitor implementations. Implement as PCs are replaced, or more quickly, if demand requires. Benefits Improved staff productivity return on investment (multitasking) Easy-to-compare work Sharing data between applications Compatibility with both laptops and computers 10 4 Studies which Show that Using a Second Monitor Can Boost Productivity, Core Communication 11 Dec. 2010, 4 Apr. 2013, < >. 11 Core Communication, 11 Dec CLIENTFIRST TECHNOLOGY CONSULTING Page 93 of 117

145 Attachment B Agenda Report Page ELECTRONIC MAIL UPGRADE Findings and Observations system is Kerio. system has a built-in SPAM filter Archiving is accomplished by creating a monthly CD of s. Existing is not compatible with Outlook Staff Feedback Admin We are behind in migrating away from Windows XP Admin We use Office 2003, which needs to be updated Fin Most staff are using Office 2003 Fire Are using Office Suite 2003 Fire Would be helpful to have a more modern office suite Recreation Are in great need of new MS Office platforms Recreation Need an Excel upgrade Recreation Are using Word, Excel and Outlook 2003 PD General office applications need to be upgraded (i.e., Office 2003 to 2013) PD Using Microsoft Office version 2003 Planning Newer Excel documents must be converted in order to open Planning Updating Microsoft software to a newer version would provide more efficiency PW Each work station needs the same software and same version of the software installed PW Mostly using Microsoft Office 2003 (includes Outlook) PW Need to upgrade Microsoft Office from its current 2003 version Recommendations Move to Microsoft 365. Include SPAM filter in move to Microsoft 365. We believe moving to a local archiving system, such as Barracuda, which will be more cost-effective over the long run. Benefits Reduced time managing Better stability of environment and higher availability of -based services CLIENTFIRST TECHNOLOGY CONSULTING Page 94 of 117

146 Attachment B Agenda Report Page FIBER CAPACITY PLANNING STUDY Findings and Observations The City is small, but has many hills. Comcast leased service will provide adequate speeds at a cost. Consider construction of high-speed fiber optic network to nearby City facilities. Explore options for bandwidth sharing with the school district and other not-for-profit organizations. Recommendations Benefits Perform detailed fiber design and budgeting as a part of RFP preparation. Improved staff productivity return on investment Timely access to information for serving residents/public Reliability, dependability, and consistency of network communication CLIENTFIRST TECHNOLOGY CONSULTING Page 95 of 117

147 Attachment B Agenda Report Page TECHNOLOGY SUPPORT FOR THE EOC Findings and Observations City s Emergency Operations Center (EOC) does not have sufficient technology to function optimally in a large-scale emergency. Existing technology includes: Two monitors Cable TV Projector Limited public wireless network Recommendations Add wireless capabilities to provide high-speed support for up to 20 individuals or 60 total devices. Conduct a study of EOC needs and budget recommended improvements accordingly. Audio/Visual improvements: Multiple monitors and monitor control systems Workstation display systems GIS mapping capabilities housed within the room Consider adding Smart Board display technology. Need to add cellular phone booster to improve cell reception in the EOC room. Benefits Alignment with Disaster Recovery Plan Support for Incident Command System Event Information Tracking Coordinated support for emergency responders Basis for communication to the public during local incidents and for recovery activity CLIENTFIRST TECHNOLOGY CONSULTING Page 96 of 117

148 Attachment B Agenda Report Page CONFERENCE ROOM AUDIOVISUAL Findings and Observations Currently, some conference rooms lack 21 st -Century audiovisual capabilities. As portable devices proliferate, demand for audiovisual capabilities will increase. Wall-mounted monitors can provide very costeffective audiovisual capabilities in most conference rooms. Recommendations Review standard AV design provided by CLIENTFIRST and update monitor specifications (the remainder continues to be applicable). Expand audiovisual capabilities in conference rooms, as budget allows. 57. COUNCIL CHAMBERS AUDIOVISUAL SYSTEMS Findings and Observations Council Chambers audiovisual and lighting are older, but still functional. Modern presentation capabilities are not available. Three remote-control cameras are installed in Council Chambers. Council Chambers is a difficult room to provide advanced audiovisual services. Council Chambers audio system is six to seven years old. Council Chambers maximum occupancy is 49, for controversial issues. Veterans Hall is used for overflow. Recommendations Design and develop an RFP for replacement of audiovisual equipment and lighting systems in Council Chambers. Utilize PEG fund balance and PEG fees over time to keep improvements budget-neutral, if possible. Benefits Improved production quality of City Council meetings and other public meetings held in the Council Chambers Increased availability of IS staff for core technology projects and staff support Improved government transparency CLIENTFIRST TECHNOLOGY CONSULTING Page 97 of 117

149 Attachment B Agenda Report Page 149 IT OPERATIONS IT Operations refer to the daily support and maintenance of all IT infrastructure and user support. 58. HELP DESK TICKETING SYSTEM Findings and Observations A Help Desk ticketing system is not currently in use at the City. Recommendations Implement a Help Desk ticketing system. We have found that Spiceworks is a cost-effective option. Develop customer service measurement metrics associated with the Help Desk system so these performance measurements can be reported monthly. Priority Description Priority Emergency High Medium Low Very Low Response Time 1-Hour 2-Hour 8-Hour 48- to 72-Hour 5 Business Days Benefits Increase in resolution rates Support for all devices Better diagnostics and problem identification Metrics and reporting (including performance tracking) CLIENTFIRST TECHNOLOGY CONSULTING Page 98 of 117

150 Attachment B Agenda Report Page IT AUTOMATION TOOLS (IMAGING AND PATCH MANAGEMENT) Findings and Observations Imaging software is not in use to create desktop images for deployment and redeployment. Patches and security updates are performed manually. Desktops are configured individually and are accessing updates and patches directly from the Internet. We have noticed Internet performance improvements of up to 30% when a central patch management system is utilized. Without a comprehensive patch management solution in place, individual servers, PCs, and laptops may not receive important security updates, which exposes the City to security risks. Recommendations Implement imaging and patch management software. Acronis is a cost-effective imaging solution. IS staff should evaluate and purchase a patch management solution such as Microsoft Windows Server Update Services (WSUS). WSUS can be used with Group Policy for configuration of the Automatic Updates client on each desktop for Windows updates. Consider utilizing a patch and security management product, such as GFI LanGuard, or one that works in concert with WSUS. CLIENTFIRST TECHNOLOGY CONSULTING Page 99 of 117

151 Attachment B Agenda Report Page NETWORK MANAGEMENT TOOLS (ALERTS / ALARMS) Network management is the general term for the activities, procedures, and tools that relate to the operation, administration, provisioning, and maintenance of computer network systems, effectively keeping the network up and running smoothly, while also monitoring the system to quickly spot possible problems. Findings and Observations The City does not currently maintain a baseline of bandwidth utilization. This baseline is very valuable in justifying bandwidth upgrades. Bandwidth utilization is also a critical component in troubleshooting slow response times. IS does not use a comprehensive tool for monitoring alerts and analysis of performance data from routers, switches, servers, and other SNMP-enabled devices. Some alerts and alarms are precursors to failure. Others provide IS with early notification of failures. Monitoring can provide IS 24-hour notification to problems, even if users are not present. In many cases, such a tool will notify IS of problems before the user community notices. Moves IS from a reactive to a more proactive posture. Recommendations Procure and implement a network management system that can provide alerts and alarms across the enterprise (i.e., Spiceworks, PRTG, What s-up Gold, etc.) Provide for the development of baseline bandwidth and usage measurements. Create alerts and alarms to notify staff before a failure. Provide justification for bandwidth and/or performance upgrades. Develop a matrix of triggers for various devices (e.g., server disk space bandwidth utilization percentage, etc.) Implement matrix values and adjust. Develop bandwidth utilization baseline over time. Network Management Network Device Monitoring Performance Monitoring Bandwidth Monitoring Firewall Management Router/Switch Management Proactive Monitoring Threshold Customizations Altering Network Interface Stats Benefits Less time manually managing and monitoring Increased utilization Increased resource access Centralized access to multiple applications and platforms Early warning allows for intervention and incident avoidance CLIENTFIRST TECHNOLOGY CONSULTING Page 100 of 117

152 Attachment B Agenda Report Page MOBILE DEVICE MANAGEMENT Mobile Device Management (MDM) is software that allows management, distribution, usage, and maintenance of laptops, tablets, and smart phones. Additional features allow configurations to be done on devices to discourage wrongful use and reduce individual device maintenance. Finding and Observations Currently, there are many City-managed mobile devices. Staff has access to City on mobile devices. MDM provides the ability to see and control all mobile devices entering the enterprise, whether they are provided by the City or are part of a Bring Your Own Device (BYOD) program. Recommendations Research, pilot, and select Mobile Device Management software. MaaS360 integrates with Spiceworks and is an inexpensive, but full-featured product. Benefits Improved Staff efficiency and mobility Support for all devices Less time manually managing and monitoring Increase use of remote access Easier distribution of software CLIENTFIRST TECHNOLOGY CONSULTING Page 101 of 117

153 Attachment B Agenda Report Page 153 IT SECURITY IT Security refers to all security systems and practices, including disaster recovery, to protect City systems and data. 62. IT SECURITY REVIEW An IT Security Review is a complete review of IT assets and the development of recommendations for improvements to security-related policies, security systems, physical security, servers, workstations, laptop security, and compliance with existing policies and procedures. The focus of an IT Security Review is on the security of the IT infrastructure, including the physical computer room(s) and environment, data network, file servers and backups, desktop PCs, laptops, and disaster recovery. Findings and Observations An IT Security Assessment was performed in Best Practice is to perform a security review every three years or after a major upgrade. Recommendations Implement the recommendations from the 2014 IT Security Assessment, after upgrading the network and file servers. Develop security policies and procedures, as recommended. Upon completion of the above recommendations, conduct a third-party IT Security Review. Benefits Improved performance and efficiency Meet compliance requirements and industry best practices CLIENTFIRST TECHNOLOGY CONSULTING Page 102 of 117

154 Attachment B Agenda Report Page BACKUPS Findings and Observations At City Hall, non-financial systems are backed up to disk, then to tape. Full backup performed each week. Tapes are moved offsite weekly. The financial system backup is directly to tape. Backups are moved offsite quarterly. PD systems are backed up to disk, then to tape. Full backup performed each week. Tapes are moved offsite weekly. Recommendations Immediately increase frequency of offsite storage of financial data to weekly. Replace backup system with more robust enterprise backup software solution that includes cloud-based backup. Plan for disk-to-disk replication to a second site at the City. Move to cloud-based storage, instead of tape for tertiary backup. Encrypt backup data (this is considered to be sensitive material). CLIENTFIRST TECHNOLOGY CONSULTING Page 103 of 117

155 Attachment B Agenda Report Page DISASTER RECOVERY PLANNING Findings and Observations City does not have a Disaster Recovery plan. City does not have Service Level Agreements (SLAs) for application recovery in the event of a disaster. Recommendations Develop a Disaster Recovery Plan and strategy. Consider three disaster recovery scenarios when developing strategies: 1. Loss of data center at Police Department 2. Major disaster eliminating all area communications and IT infrastructure 3. Loss of City Hall data center True disaster recovery of applications would require either vendor-by-vendor or outsourced arrangements. Evaluate application portfolio and determine SLA for restoration. Develop strategies for restoration of high-priority applications. Begin implementation, based on strategy and application priority. Test portions of plan each year. Benefits Emergency preparedness compliance Improved communication Heightened awareness of procedures Better diagnostics and problem identification Reduced risk and liability Faster, well-informed decision making Identification of business-critical functions Decreased recovery times and exposure to system failures Heightened awareness of immediate actions CLIENTFIRST TECHNOLOGY CONSULTING Page 104 of 117

156 Attachment B Agenda Report Page TWO-FACTOR AUTHENTICATION The need for increased information sharing and access to government data networks creates new requirements to verify the identity of the individuals accessing information. To meet these new requirements, many agencies at all levels of government are using a strategy known as advanced authentication or two-factor authentication. This approach supplements traditional username and password authentication with alternative forms of verification based on a user s physical characteristics (such as a fingerprint) or an object in the user s possession (such as a smart card or a token). Findings and Observations The City is working to implement two-factor authentication for Police Mobile Data Computers (MDCs). Two-factor authentication is a network protection strategy based on the principle of defense-in-depth. Two-factor authentication is being implemented for the Police Department. Federal Bureau of Investigation (FBI) systems Criminal Justice Information Services (CJIS) Security Policy (Version 5.2) requires advanced authentication methods for remote access to all systems that contain Criminal Justice Information (CJI) beginning September 30, The CJIS mandate includes access to data from City police vehicles or any location that cannot be determined physically. Other systems that the City maintains that should use advanced authentication for remote access include electric, water, wastewater utility supervisory control and data acquisition (SCADA), HVAC/building control systems, and IT system administration. Recommendations Continue implementation of two-factor authentication for Police Department laptops. Expand two-factor authentication to include IT remote access. Budget for and implement two-factor authentication for remote access to SCADA systems. Benefits Enhanced security and compliance CLIENTFIRST TECHNOLOGY CONSULTING Page 105 of 117

157 Attachment B Agenda Report Page FIREWALL FILTERING AND CONSOLIDATION Findings and Observations Currently, the City utilizes a SonicWALL firewall. Additionally, there is a SonicWALL between City Hall and Police Department. City Hall Web filtering rules are in the City Hall firewall, while PD Web filtering rules are in the PD firewall. Recommendations Consider adding Intrusion Prevention System capability to City Hall firewall. Create procedures to document Web filter, VPN and other firewall changes, encompassing all firewalls. Benefits Reduction in cost for maintaining multiple filters 67. RECORDS AND DATA RETENTION Findings and Observations Electronic records retention durations should mirror paper records and data retention durations. As with paper records, timely destruction is important. Detailed records classifications and retention guidelines are maintained by the City Clerk s Office. A policy for retention is not in place. records are retained in three places: 1. Monthly CDs from the existing system 2..PST files 3. Web-based accounts Records retention is not applied to backup tapes. Recommendations Purchase an electronic mail archive appliance and combine all types of archives into that device. We typically recommend Barracuda Mail Archiver. Inventory all forms of electronic records storage at the City. Work with the Clerk s office to develop procedures for electronic records retention for the various record types. Implement procedure for records retention and subsequent destruction of electronic records. CLIENTFIRST TECHNOLOGY CONSULTING Page 106 of 117

158 Attachment B Agenda Report Page 158 TELECOMMUNICATIONS 68. VOIP PHONE REPLACEMENT Voice-over-IP (VoIP) technology uses an Internet connection to accommodate calls. It is highly reliable and fast when compared to conventional telephone systems, and is an accepted communication standard. Benefits include reduced costs, ability to easily change numbers as needed, and increased features and support. VoIP hardware upgrades can occur automatically and seamlessly. Findings and Observations The existing Centrex-based telephone system will only be supported by AT&T for two more years. Annual maintenance costs for the existing system continue to increase at a rapid rate. Not all City phones are connected to voic . In order to upgrade to VoIP, the data network switches must be replaced. Some training issues exist with the current phone system. Staff Feedback Planning A transferred phone call returns back to the transferor if the other party does not pick up Planning Need better speed-dial capabilities for frequently called recipients Planning Need a digital call log to keep track of phone numbers and time spent on the phone Fire Need to unblock Caller ID from dispatch PW Need City phones to allow transferred calls to go into voic when staff doesn t answer PW Some phones do not work at the Corporate Yard PW Phones at the Corporate Yard to not have voic Recreation Need voic capabilities at the schoolmates sites Recreation School site coordinators may need smartphones Recreation Need similar City telecommunication capabilities at the Pool and schoolmates sites Committee Need a telecom review and upgrade CLIENTFIRST TECHNOLOGY CONSULTING Page 107 of 117

159 Attachment B Agenda Report Page 159 Recommendations Select a new VoIP system according to the Software Selection Best Practices initiative with an independent telecommunications consultant/subject Matter Expert (SME). It is prudent to compare multiple vendors to get best price and value. Conduct an RFP for a replacement telephone system. Include in the process development of ROI to justify the project. If, as expected, the replacement system is Voice over IP, move responsibility for the system to IT. Benefits Reduced implementation, support, and maintenance costs Increased long-term ROI Enhanced communications Increased use of features Improved user experiences Reduction in total cost of ownership CLIENTFIRST TECHNOLOGY CONSULTING Page 108 of 117

160 Attachment B Agenda Report Page 160 IS STAFFING 69. IS STAFFING Findings and Observations Current IS staff includes: Position Hours Per Week Comments City Clerk/IS Manager 20 Police Support Services Manager 24 CAD/RMS upgrades, application administration and troubleshooting Network Administrator/Engineer (contractor) 10 Recently, mostly for PD Help Desk/Desktop Support (contractor) 10 Website maintenance (contractor) 4 Range of 2 to 4 hours GIS n/a Very limited use of GIS currently Total 68 In total, more than 1.5 FTE (including non-is department staff) of effort is allocated to IS today. The amount of staff time required to implement this plan will be greater over the next three years. Implementing this plan will place additional burdens on the City Clerk/IS Manager, and the Police Support Services Manager to coordinate the implementation efforts. Police IS support needs have grown significantly with the introduction of new technology, including; 37 license plate readers New World Systems CAD/RMS upgrades for Police and Fire Staff and third-party expenditures will be higher, with restructured IS Staffing, particularly over next three years, as many IT infrastructure components and systems must be upgraded or replaced. Upgrading the City Hall Microsoft Active Directory environment, moving to Office 365 and upgrading the data network will require a significant amount of time over the next 18 months. Replacing PCs, moving desktops to Windows 7 and Windows 10, and implementing desktop management best practices will require a significant amount of time in the next 18 to 24 months. Timing of this work depends, to some extent, on the quality of Windows 10 when it is released. City Departments have expressed the need for additional application support. In Fiscal Years 2016 and 2017, additional support needs include: Improvements to the Land Management system (CRW Permitting, Planning, Code Enforcement, Licensing) CLIENTFIRST TECHNOLOGY CONSULTING Page 109 of 117

161 Attachment B Agenda Report Page 161 Purchase and implementation of additional Land Management modules Assistance with the support of Police Department CAD/RMS system Assistance with the selection and implementation of a new website Beginning in Fiscal Year 2018, additional support needs include: Alternatives Selection and implementation of a new Financial System Work on improving department business processes Assistance with Application Security Integration of document management with Land Management, ERP and GIS Improved integration of GIS with other enterprise systems In a workshop format, we presented staffing alternatives that included combinations of contract and staff positions at the City. We also discussed pros and cons of staff positions, versus contracting with a firm for ongoing IS Support and assisting with the necessary IT infrastructure and systems upgrades. Based on our experience and the needs of the City, the pros in favor of contracting are: Third party responsible for all HR-related items (hiring, termination, discipline, backfilling, etc.) Third party responsible for providing fully qualified staff and training Third party firm more likely to stay current on new technology and encourage City to keep up with changes in technology City would have additional flexibility to revise contract hours due to priority changes, budget issues or other needs. Third party would be responsible for maintaining multiple contractors who would be familiar with the City s infrastructure, reducing reliance on a single City staff person. Staffing flexibility IS Support and Network Engineering needs will be highest in Years 1 and 2, and can be reduced from Year 3 onward. Application Support Specialist role would then increase over time. Based on our experience and the needs of the City, the cons opposed to contracting are: Additional cost City and City Clerk/IS Manager must manage contract City Clerk and Police Department Support Services Manager have many other responsibilities Potential costs associated with terminating a contract due to poor performance, including: Higher costs for a temporary firm until a replacement can be found Third-party costs for assistance with the selection Potential loss of institutional knowledge when Network Engineering role is reduced Contract firms often lack Strategic Planning expertise Limited pool of contract firms with municipal experience in Bay Area CLIENTFIRST TECHNOLOGY CONSULTING Page 110 of 117

162 Attachment B Agenda Report Page 162 Recommendations We recommend utilizing a third-party IS Support firm to provide ongoing desktop support and network engineering assistance. For fiscal years 2016 and 2017, we recommend utilizing a third-party Applications Analyst for applicable projects. Beginning in fiscal year 2018, assuming the implementation of a new financial system, we recommend the City hire a full-time Application Support Specialist. We recommend the following staffing model and budgetary estimates: CLIENTFIRST TECHNOLOGY CONSULTING Page 111 of 117

163 Attachment B Agenda Report Page 163 City of Piedmont Recommended Alternative City Clerk/ IS Manager Responsibilities Manage technology vendors, contracts and agreements Supervise staff Coordinate requests for IT services Provide project oversight Make budgetary recommendations Chair IT Steering Committee IT Support Specialist (Contract) Network Engineering (Contract) Application Support Specialist (Contract until FY18) Responsibilities Desktops, laptops and peripherals management Respond to telephone or help desk system requests Troubleshoot desktop hardware and software problems Ongoing support for network systems Troubleshoot software and networking issues Perform system backups and recovery Systems administration Responsibilities Implement network hardware Conduct server builds Implement automation and management tools Manage and configure network security devices Troubleshoot software and networking issues Document network configurations Responsibilities Help Desk business departments applications Perform business process reviews and improvements Administer application security roles Perform setup and configuration for enterprise application systems Implement custom forms and workflows Ad hoc reporting Support the database environment CLIENTFIRST TECHNOLOGY CONSULTING Page 112 of 117

164 Attachment B Agenda Report Page 164 City of Piedmont IS Staffing Analysis Network Engineer Server and Desktop Admin IS Services Recommended - FY16 with Contract IS Support, Network, Applications Support PM/ Application Support Specialist IS Support Specialist (Contract) $ 153,600 $153,600 Network Engineering (Contract) $120,000 $120,000 Applications Support Specialist (Contract) $ 23,625 $ 23,625 Total Totals $120,000 $ 153,600 $ 23,625 $297,225 IS Services Recommended - FY17 with Contract IS Support, Network, Applications Support IS Support Specialist (Contract) $ 153,600 $153,600 Network Engineering (Contract) $120,000 $120,000 Applications Support Specialist (Contract) $ 23,625 $ 23,625 Totals $120,000 $ 153,600 $ 23,625 $297,225 IS Services Recommended - FY18 with Contract IS Support, Network, Applications Support IS Support Specialist (Contract) $ 153,600 $153,600 Network Engineering (Contract) $120,000 $120,000 Applications Support Specialist (Staff) $ 119,000 $119,000 Totals $120,000 $ 153,600 $ 119,000 $392,600 Using Best Practices, select a third party to redesign the website and provide a low-maintenance content management system for the site, which allows individual departments to manage their own content within the City s template. Outsource GIS to a third party, utilizing ArcGIS Online to host layers. The forecasted percentage cost increase for third-party contract versus City staff is approximately 30%. Benefits Improved ability to implement the IT Master Plan Ability to implement the necessary technology and tools to move from a reactive to a proactive IS function Ability to implement IT Capital Replacement initiatives in a timely manner Elimination of infrastructure systems that are obsolete and no longer supported Applications Support Specialist will provide departments with assistance in: Adding modules to existing systems and coordinating staff training Improving business processes Implementing current generation application systems Application security Ad hoc reporting Help Desk issues related to department enterprise applications Coordination of software upgrades CLIENTFIRST TECHNOLOGY CONSULTING Page 113 of 117

165 Attachment B Agenda Report Page APPLICATION SUPPORT SPECIALIST Findings and Observations More and more local government agencies understand the direct correlation of effective application utilization, organizational efficiency, and productivity gains. As described throughout this document, increasing application utilization is key for the organization to do more with the same labor resources. Additionally, institutional knowledge too often leaves the organizations, through retirements and other employment separations, due to many processes and procedures being inadequately automated. Typically, agency goals of improved transparency and constituent services are also accomplished through various software programs that automate and streamline processes. Most organizations have a blend of application/business analyst skill-sets within the business departments and the IS department. However, we have yet to encounter a mid-sized agency with adequate resources to meet the organization s needs. Over time, in order to meet these needs, IS departments are beginning to transform their overall department structures to take on more responsibility of hiring, training, retaining, and managing application support services. This trend is being made possible to some measure by the streamlining of typical IS department operations through productivity and monitoring tools. Typical application support staff proactively handle: Help Desk needs related to business department application questions, business process analysis, application training, application setup and configurations, ad hoc report writing, and database administration. It is not unusual to designate application support staff for the following major application systems: ERP Land Management Maintenance Management Recommendations In the future, the organization should consider adding application/business analyst positions to IS or organization departments to provide better support to department software programs that are the backbone of organization operations (see sample job description). Develop an Information Services Portfolio documenting IT roles and responsibilities related to all organization applications. Departmental staff should be provided with additional training in applications systems and report writing. Municipal Enterprise Applications Support Specialist Job Description (SAMPLE) Description Under general direction, coordinate and manage activities related to the support, deployment, configuration, and usage of departmental application systems. This includes assistance with application system selection, implementation, project coordination, management of interfaces, application setup and configurations, business process reviews, and custom reporting. CLIENTFIRST TECHNOLOGY CONSULTING Page 114 of 117

166 Attachment B Agenda Report Page 166 This individual will apply technical, communication, analytical, and problem-solving skills to the analysis of business processes for business application software systems in order to improve productivity and efficiency in the organization s departments. The position will be responsible for providing expert troubleshooting, resolution, and reporting on business application issues. Functional areas this individual will support may include finance, human resources, public works, building and safety, public safety, and water utility applications, as well as other associated functions. Other related duties may be required, as assigned. Duties 1. Assist department subject-matter experts in the resolution of enterprise application software-related Help Desk tickets. 2. Work closely with department managers, division leads, and application users, to document and/or design/redesign effective business processes and associated business applications, including projects that require effective implementation or reimplementation. 3. Make recommendations on improvements to business processes and applications, with the goal of delivering enhanced service and outcomes (e.g., faster permit processing times, automating current manual or inefficient processes, etc.) 4. Manage software improvements for various departments. These activities include procurement recommendations (e.g., cost-benefit analyses, software configuration and implementation/re-implementation, etc.); collaboration in testing configurations with personnel of affected departments; communication with internal customers, network and server administrators, and vendors to ensure that applications systems are being utilized to their full potential. 5. Provide project coordination and oversight of multiple applications system projects. 6. Assist with research of applications software products and services and coordinate feasibility studies for applications, software, and system products under consideration for purchase, and provide findings. 7. Develop and deploy standards, methodologies, and best practices for applications deployment, business process improvement, application interfaces, and report writing. Document procedures, applications interfaces, service-level agreements, and other methodologies related to applications systems. 8. Collaborate in the testing of applications, and communicate with network and server administrators, vendors, and software developers to ensure quality assurance and fulfillment of contractual obligations. 9. Develop, implement, and disseminate information on best practices for information technology and applications support. 10. Compile and maintain an inventory of all applications software and system assets and their corresponding contracts and agreements, documenting system configurations and change management. 11. Coordinate training, including oversight of training materials and user procedures and training curriculum; facilitate training sessions as necessary. Develop and maintain user documentation, implementation, and maintenance plans. CLIENTFIRST TECHNOLOGY CONSULTING Page 115 of 117

167 Attachment B Agenda Report Page Oversee the maintenance, support, and upgrade of existing software applications and systems; coordinate and communicate upgrades, enhancements and changes with vendors and internal customers. 13. Maintain a secure information technology environment for software applications. Oversee application security administration, update processes and schedules, notifying users of any potential service interruptions. 14. Participate in integration, initialization, and interfacing between multiple systems, either through in-house or outsourced development, when required. 15. Analyze technical literature for systems, and provide explanations understandable to end-users, often in the form of user manuals or training materials. 16. Perform related duties as assigned. Qualifications The following generally describes the knowledge, ability, and education required to successfully perform the job duties. Knowledge Windows operating systems and applications, including MS Office, MS SQL, Outlook, and other application software Government business processes and the systems that support them; agency business systems may include: Financials, time keeping, utility billing, human resources, payroll, asset control systems, inventory, work orders, police dispatch, police records management, land management, building permits, utility billing, and citizen request management, among others Current technology goals, objectives, and technological trends Database knowledge, including a working understanding of MS SQL, SQL queries, report writing, application interfaces, and data import/export methodologies Principles of project management, including training and vendor management Office procedures, methods, and equipment, including computers and applicable software applications such as word processing, spreadsheets, and databases. Principles and practices of application system development, evolution and product life cycles, including sustainability planning for application systems Application system security principles and best practices for ongoing system security, including related concepts of user application roles/passwords, single signon, and Active Directory. Abilities Understand, plan, and coordinate business applications systems implementations and upgrades. Review and assist in evaluating the work of professional and support staff. Gather and document business requirements and processes. Communicate ideas, directions, and requirements clearly and concisely, both orally and in writing. Understand and communicate ideas in a technical, but user-friendly language. Perform duties appropriate to classified system privileges. Maintain professional handling of and protection of confidential and secure information. Commit to the highest standards of moral and business ethics, including organizational values. CLIENTFIRST TECHNOLOGY CONSULTING Page 116 of 117

168 Attachment B Agenda Report Page 168 Work in a team environment, understanding the customer service and supplier model and how it is used in an internal support environment. Prepare clear and concise reports, including metrics, service-level agreement summaries, test plans, cases, and test scripts. Interpret and explain agency policies and procedures. Manage projects in a timely manner. Work with information system users under challenging conditions and short deadlines. Set priorities based on value to the organization. Operate office equipment, including computers and related word processing, presentation, spreadsheet, and database applications. Foster communications between the user community, project management, contractors, and all levels of management. Education and Experience Any combination of education and experience that would likely provide the required knowledge and abilities qualifies a candidate for the position. Typical education, training, and experience may include: Education/Training Bachelor s degree from an accredited college or university, with major course work in computer science, information technology, business administration, etc. Experience Three years as a business or systems analyst, supporting a broad range of municipal, departmental application systems, including business process improvement, and applications administration, implementation, and upgrades Five years of general IT support or IT analysis (or similar) for a medium-sized organization supporting Microsoft applications One to three years in coordination and/or project management of applications implementation or upgrades. CLIENTFIRST TECHNOLOGY CONSULTING Page 117 of 117

169 Attachment C Agenda Report Page 169 OPTIMAL TECHNOLOGY GUIDANCE DATE: 10/09/15 Memorandum FROM: TO: CC: SUBJECT: Steve Robichaud, ClientFirst John Tulloch, City of Piedmont Chief Rikki Goede, City of Piedmont CAD/RMS Alternatives This memo is a summary of the existing CAD/RMS environment within the City of Piedmont, outlining future CAD/RMS alternatives, and presents high-level recommendations. Existing CAD/RMS Environment The City currently uses New World s Aegis CAD and RMS software. The Aegis software is used for both the Police Department and the Fire Department. The CAD component is used to dispatch Police, Fire, and EMS. The table below was a survey that was completed for CLIENTFIRST to provide informational background and to also use for obtaining some estimated budgetary costs estimates. General Information ClientFirst Questions Number of Sworn Officers 19 Number of Civilian Staff 12 Number of CAD Workstations 2 Are you dispatching for Police, Fire, EMS, other? Number of Squads 6 Do all Squads have MDCs? City of Piedmont s Response Police, Fire, and EMS Annual number of Calls for Service (CAD) Police = 12,000, Fire = 1,200 Annual number of recorded incidents (RMS) 12,000 Do you have Fire Records Management from NW? Does the Fire Department have plans to move to a new system in the next year or two? What are their plans? If Fire went to a new RMS separate from the Police, would they still be dispatched from a shared Police/Fire CAD environment? If Fire went to a new RMS separate from the Police Department, would they still operate under a shared Police/Fire Dispatching environment? Police Yes Yes Preference is to move Fire with Police Yes City Licensing From New World? Field-Based Reporting Yes Yes Alarms Tracking and Billing Yes Yes Analysis and Mapping Yes Yes CAD Mapping Yes Yes Investigations (including field) Yes Yes City Using? CALIFORNIA ILLINOIS MINNESOTA NORTH CAROLINA FAX

170 Attachment C Agenda Report Page 170 ClientFirst Questions CAD/RMS Alternatives Memo City of Piedmont s Response Property Room, Chain of Custody Tracking/Management Yes Yes Training and Certification Tracking Yes Yes GIS Integration Yes Yes Fire Fire Records Management Yes Yes Training and Certification Tracking Yes Yes General Inventory Yes Yes Equipment Tracking Yes Yes Vehicle Tracking Yes Yes GIS Integration Yes Yes The City is currently operating on Aegis software v10.2. The City has contracted with New World to upgrade to Aegis v11. However, rather than upgrade the City to v11, New World has told the City that they cannot honor the contract and will not complete the upgrade to v11. New World has explained to the City that they will need to update to New World s next generation.net-based product called Enterprise. Some background information related to this move for the City of Piedmont is summarized below: There is an additional cost of $63,000 to New World for the update to the new Enterprise software. There is an additional cost of approximately $20,000 for Enterprise training and travel. The Annual Maintenance costs for the new Enterprise software is estimated to be $120,000 (compared to the $41,500 Annual Maintenance cost for the existing Aegis software). The City acquired approximately $75,000 - $90,000-worth of server hardware and software, as well as new disk storage for the upgrade to Aegis v11, which New World initially required for the upgrade. However, this new hardware and software is not compatible and cannot be used for the new Enterprise software. The Police and Fire Departments have stated that they are not using all the capabilities of their existing New World Aegis software and believe Aegis is a software solution better suited to larger Police and Fire Departments. Situational Summary The move from New World s Aegis system to the Enterprise next-generation software will involve a full implementation and conversion process. This is not an update or an upgrade; the Enterprise solution is a full system redesign and rewrite by New World, and therefore the implementation effort will be similar to acquiring a new system from any CAD/RMS vendors and implementing from scratch. Since this move to New World s Enterprise product will involve a full implementation process, it would be wise for the City to consider competitive alternatives. Some advantages to this approach include: This will provide the ability to evaluate competitive solutions that might be better suited to the City of Piedmont s size and complexity. A competitive situation will likely result in lower prices from competing vendors, including New World. The City may find a suitable solution that is used by many regional peer cities, increasing opportunities for collaboration. CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 2 13

171 Attachment C Agenda Report Page 171 CAD/RMS Vendor Alternatives CAD/RMS Alternatives Memo There are a number of CAD/RMS vendors that deliver systems in the State of California, including, but not limited to: SunGard TriTech Tiburon Versiterm Motorola Intergraph Sun Ridge (RIMS) Cyrun and, New World The most widely used CAD/RMS system in the area that wraps the south end of the bay (Contra Costa, Alemeda, Stata Clara, San Mateo, and San Francisco counties) is the RIMS software from Sun Ridge Systems Inc. The RIMS system has been acquired by nearly 30 cities in the southern area of the bay. A complete list of California RIMS customers is provided at the end of this document. Based on the prominence of RIMS in the area, CLIENTFIRST requested from Sun Ridge Systems a list of the five representative RIMS customers in the region near the City of Piedmont. After receiving this list, we made calls to determine their satisfaction and experience in working with SunRidge Systems. We were able to reach four of the five RIMS users, and the table below is a summary of these calls and their responses to a pre-established list of questions. Livermore San Mateo Rocklin Citrus Heights Newark County Alameda San Mateo Sacramento Alameda Placer County County County County County Population 85K 100K 59K 85K 44K Phone x Contact Name Greg Park Lt. Peruzzaro (Monday) Matthew Deradoni Sandy Maraviov Matthew Breen Are you an RIMS Customer? Just acquired Yes Yes Yes 2. Are you using: a. CAD? Implementing, Feb 2016 Yes Yes Yes b. RMS? Implementing, Feb 2016 Yes Yes Yes c. Mobiles w/field- Implementing, Yes, MDCs in Based Reporting? Feb 2016 vehicles Yes 3. If you are using CAD, do you Dispatch for: a. Police? Yes Yes Yes Yes No, County of b. Fire? Alameda Yes No No dispatches Yes, MDCs in vehicles c. EMS? No No No No CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 3 13

172 Attachment C Agenda Report Page 172 CAD/RMS Alternatives Memo 4. When did you go live on your RIMS System? 5. Was your implementation on time and on budget? 6. What were the driving factors for you choosing RIMS (main factors for choosing RIMS, 2-3 reasons)? (cost, timeline, features, etc.) 7. What are the features or RIMS characteristics that you like the most in the system? 8. Would you recommend RIMS for your any peer Police Department? 9. If you had the chance to choose again would you still choose RIMS? 10. Can you share some information about your Police Department? (Approximate numbers are ok) a. How many sworn officers? b. How many civilian staff? c. How many squad vehicles? Livermore San Mateo Rocklin Citrus Heights Newark Currently Implementing 30 years (1st customer) July years ago Both Unknown Yes Both Only one that answered RFP demo'd then selected, price competitive, well regarded in industry Intuitive So far happy with implementation Not yet implemented Unknown Very intuitive, using almost every system module, except Jail or Training, very happy. Californiabased, a single database for the solution (single solution), not lowest bids, but was the product that best met the requirements Customer services, workflows work really well, Help Desk support is great Cost (major), references Workflow great, real-time reporting, evidence/ property management (inventory management), training management post raining Yes Definitely Definitely Yes Definitely Definitely CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 4 13

173 Attachment C Agenda Report Page 173 CAD/RMS Alternatives Memo d. How many annual taken incidents? e. How many CAD stations? f. How many annual CAD calls? 11. What do you use for Fire RMS and is it integrated with RIMS CAD? 12. Is Fire RMS integrated with RIMS CAD? 13. Do you have anything else you would like to share about your RIMS experience or RIMS environment? Livermore San Mateo Rocklin Citrus Heights Newark See below See below 3460 (cases) ,960 Dispatch by Alameda 9 Intergraph Not yet, not yet requested Straightforward, intuitive, no concerns 150 incidents/city/ day (City of Rocklin and Lincoln are on one system) 80,000 54,500 Yes No integrations only PD Yes No integrations only PD Local company (CA), customer service, Invited Piedmont for onsite demos Great product Very responsive company (customer service) Upgrades (small regular releases and no costs associated with them) 18 minutes downtime for upgrades 40 minutes at most for an upgrade CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 5 13

174 Attachment C Agenda Report Page 174 Cost Comparison Estimate CAD/RMS Alternatives Memo Due to the nature of this initiative, it was determined that providing a cost comparison between the City s existing New World system and the Sun Ridge RIMS system would provide a helpful perspective. The table below includes this cost comparison. It should be noted that these are estimates. The pricing for the RIMS system was provided as a budget estimate from Sun Ridge Systems. A copy of this proposal will be provided to the City separately. It should also be noted that RIMS does not have a solution for Fire RMS. Sun Ridge noted that most of their customers run FireHouse and that RIMS has a standard interface from RIMS CAD to FireHouse RMS. RIMS / FireHouse New World Description Low High Low High Comments One-Time Cost Software (CAD & RMS) $135,000 $175,000 TBD TBD New World did not provide software costs for new Enterprise software Implementation Services $115,000 $150,000 $80,000 $105,000 New World "Low" is based on New World verbal quote to move from existing 10.2 to new Enterprise software Total One-Time Cost $250,000 $325,000 $80,000 $105,000 Annual Recurring Cost Annual CAD/RMS Maintenance Fee $20,250 $26,250 $41,500 $120,000 New World "Low" is based on last year's annual maintenance and high is based on New World's verbal quote for annual maintenance increase to $120,000 per year for the new Enterprise software Annual FireHouse Cloud Fee $3,700 $4,500 New World "Low" is based on last year's annual maintenance and high is based on New World's verbal quote for annual maintenance increase to $120,000 per year for the new Enterprise software 10 Year Cost Summary 10-year. CAD/RMS Maintenance Fee $232,000 $300,000 $475,000 $1,375,000 RIMS and New World annual maintenance is based on 3% increase each year 10-year. FireHouse Cloud Fee $42,500 $51,500 FireHouse annual cloud fee is based on 3% increase each year TOTALS - 10 Year Comparison 10-year estimated cost comparison $525,500 $676,500 $555,000 $1,480,000 New World cost estimates exclude the $75,000 - $90,000 in server hardware purchase that cannot be used as the platform for the new Enterprise software CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 6 13

175 Attachment C Agenda Report Page 175 Recommendations and Benefits Recommendations CAD/RMS Alternatives Memo Consider budgeting for, acquiring, and eventually implementing a replacement CAD system for dispatching Police, Fire and EMS, and for Police and RMS. Consider budgeting for, acquiring, and eventually implementing a replacement Fire RMS with integration with the CAD system noted in the bullet above. Conduct a comprehensive needs assessment and process review and document needs, including the development of detailed feature/function requirements for these news systems. Apply the needs and feature/function requirements from the process review to solicit proposals and evaluate system options from the various vendors noted in this initiative. Follow best practices according to the Software Selection Best Practices initiative, to select the appropriate system. Keep in mind that a competitive procurement process will likely yield the best pricing and control costs. Consider utilizing a third-party subject-matter expert or consulting firm for the needs assessment, process review, and feature/function and RFP development. Benefits Process and productivity improvements A system that is better fit to the City s size and complexity A system that is used by regional peers that will allow collaboration with other peer communities Better reporting capabilities Higher satisfaction levels Potential lower life-cycle costs, including potentially lower annual maintenance and support fees NOTE: See Sun Ridge RIMS California Customer List on the following pages. CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 7 13

176 Attachment C Agenda Report Page 176 CAD/RMS Alternatives Memo Sun Ridge RIMS California Customer List CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 8 13

177 Attachment C Agenda Report Page 177 CAD/RMS Alternatives Memo CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 9 13

178 Attachment C Agenda Report Page 178 CAD/RMS Alternatives Memo RIMS Piedmont Bugdet Estimates CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 10 13

179 Attachment C Agenda Report Page 179 CAD/RMS Alternatives Memo CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 11 13