Carmel Information Technology Strategic Plan Woking Document 9-9-13 Final Draft

7/29/2019 Carmel Information Technology Strategic Plan Woking Document 9-9-13 Final Draft

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Draft - September 9, 2013

Information Technology Strategic PlanFY2013-2017

Working Document

Carmel-by-the-Sea



DRAFT IT Strategic Plan – September 3, 2013

Page 2

Section Page Executive Summary 3

Introduction 22

Vision and Mission 30

Goals and Objectives 32

Key Strategic Initiatives 39 Implementation Roadmap 65

Initial Estimated Cost 67

Measuring Our Success 74

IT Governance 79

Appendices Appendix A – Participants 84

Appendix B – Interview Methodology 87

Appendix C – Definitions 90

Appendix D – Projects 98

Table of Contents



Executive Summary




Page 4

Technology planning is imperative for the City to meet service demands efficientlyand effectively while maintaining a consistent focus on investment and

improvement.

The City’s technology implementation has fallen behind in recent years. Most

business functions are either still performed manually or rely on outdated

applications that are difficult to support.

Access to data is extremely limited resulting in time-consuming manual processes

to collect and aggregate data for analysis and reporting.

The City has a unique opportunity to capitalize on new, integrated technologies to

streamline daily operations, improve transparency and increase responsivenessand flexibility.

Executive SummaryIntroduction




Page 5

Our focus:

How to take advantage of the “cloud” and mobile applications while leveraging the new

technologies that make it quick and easy to respond to changing constituent demand

Become a more agile organization

An IT Strategic Plan is an identified policy plan for the City.

Developing the plan is a 2013 Key Initiative.





Page 6

The Information Technology strategic planning process began in March 2013, bybringing together the City’s leadership team to define how information technology

(IT) can be used to effectively and efficiently support the City’s vision and goals.

The collaborative strategic planning process yielded important insight that led to

identifying a vision and mission, and priority project and initiatives.

Facilitated by Public Consulting Group, this document presents the results of the

planning process: the City’s Vision for IT, the Mission of the IT organization and

identification of key Goals, Strategies and Initiatives to be addressed over the next

five years.





Page 7

Vision

Carmel-by-the-Sea will be recognized as a leader where residents, businesses, visitors and

government connect and work together for the benefit of the community through innovative

and engaging IT solutions.

Mission for City IT Organization:

By embracing the core standards of quality service, accountability, efficiency and customer

orientation, City IT will provide the highest level of professional services to its customers

through innovative information technology solutions aligned with the City’s strategic goals

and objectives.

Executive SummaryIT Vision and Mission




Page 8

We will have reached our vision for information technology when we have achievedthe following results:

Goal 1: Residents, businesses, visitors and staff have easy access to the information

and transactions they need at their convenience (anytime; anyplace).

Goal 2: IT applications are designed to encourage collaboration and communication

among internal and external users.

Goal 3: Processes and procedures are in place to manage and track IT investments to

ensure they directly and measurably, support business priorities, initiatives and outcome

goals.

Goal 4: The City’s applications effectively streamline business processes, improve

information sharing and enable an outcome-based, accountable approach to servicedelivery.

Goal 5: City staff are provided tools and training that enable them to work collaboratively

to provide internal and external customers the highest quality service and support.

Executive SummaryGoals




Page 9

To Achieve the Goals, We Will: Provide a secure, reliable and accessible infrastructure

Increase access channels

Provide the information people need and want; when they want it

Enable data sharing and exchange

Implement intuitive, easy-to-use applications

Implement intuitive, easy-to-use collaboration tools

Develop an IT funding strategy

Develop an IT sourcing strategy

Leverage public/private and public/public partnerships

Implement applications to support routine business needs

Implement a performance management system tied to City goals & objectives

Reduce the time it takes to access services and conduct business

Streamline and integrate business processes and workflow

Understand customer business needs

Prepare for the future through research and development

Increase technical expertise and proficiency

Executive SummaryStrategic Objectives




Page 10

The following Guiding Principles will guide our decision-making:

Information technology decision-making will be driven by the City’s business needs and

available resources.

Quality Service, Accountability, Efficiency and Customer Orientation will be the driving

considerations when selecting and implementing IT solutions.

We will make resource investments that support the City’s long-term vision andstrategic direction.

We will identify, measure and track the value of IT investments and increase

accountability of IT expenditures.

Strategic partnerships will be established between stakeholders and the City so that the

benefits of IT are leveraged to improve customer service and maximize the productivityof City employees.

IT will facilitate the development of a business driven architecture that ensures

departments can effectively communicate with each other, and share and exchange

information as appropriate.

Executive SummaryGuiding Principles




Page 11

We will implement security policies and standards to protect systems, networks,resources, and data from loss and unauthorized access, use, modification, destruction,

and disclosure.

Security will be the responsibility of every City employee. Employees will be trained so

that they can prevent security incidents from happening, and detect and mitigate such

incidents when they occur.

We will partner with neighboring jurisdictions and organizations when possible.

We will use open source solutions when feasible.

We will use integrated applications across departments to facilitate data sharing and

minimize costs.

We will move applications to the cloud when it makes sense to do so.

We will buy rather than build.

Executive SummaryGuiding Principles (Cont)




Page 12

23 key IT initiatives have been identified which are comprised of multiple projectsto move the City forward in achieving its goals and objectives. The focus at the

front-end of the Plan is on four immediate projects:

Online City Hall – Website Enhancement

Enterprise Resource Planning System Implementation

Enterprise Technical Architecture

Resident / Business Outreach

These four lay the foundation which will ultimately lead to a technology

implementation designed to bring City government and the community closer

together through shared forums and greater transparency.

Executive SummaryKey Initiatives




Page 13

This graphic

represents the

tentative timeline

for implementing

key initiatives

It will be adjusted

over time taking

into consideration

available funding,

staff,

dependenciesbetween initiatives

and City priorities

Executive SummaryImplementation Roadmap

\

The following diagram depicts key initiatives and projects The timeline will be evaluated and adjusted over time taking into

consideration available funding, staffing, dependencies between initiatives and City priorities.

Initiatives / ProjectsGoal

I-4

I-1

I-3

G-1

T-2

T-1

Carmel-by-the-Sea IT Strategic Plan Implementation Roadmap

Goal 1Residents, businesses, visitors and staff have

easy access to the information and transactions

they need at their convenience (anytime;

anyplace)

Goal 2

IT applications are designed to encourage

collaboration and communication among internal

and external users

Goal 3

Processes and procedures are in place to manage

and track IT investments to ensure they directly

and measurably, support business priorities,

initiatives and outcome goals

Goal 5

City staff are provided tools and training that

enable them to work collaboratively to provide

internal and external customers the highestquality service and support T-3

A-2

E-1

E-3

E-2

A-1

I-2

Goal 4

The City’s applications effectively streamlinebusiness processes, improve information sharing

and enable an outcome-based, accountableapproach to service delivery

Supporting Goal 3

G-1: IT Governance

2013/14 2014/15 2015/16 2016/17 2018/19

E-5

E-4

E-6

I-5

I-6

A-3

A-4 A-5

A-6

E-7

Supporting Goal 5

T-1:Using IT Effectively Program

T-2: IT Staff Development

T-3: Resident / Business Outreach

Supporting Goal 4

E-1: ERP – Financial/HR ManagementE-2: ERP - Business Process Reengineering

E-3: ERP – PermittIng/Code Enforcement

E-4: ERP - Fleet/Facility/Fuel Management

E-5: ERP – Request Tracking

E-6: ERP – Document Management

E-7: ERP - Public Safety Applications

Supporting Goal 1

I-1: Online City Hall – Web, Social Media

I-2: Alert Monterrey

I-3: Walking Tour

I-4: IT Security Program

I-5: Technical Architecture

I-6: Business Continuity & Disaster Preparedness

Supporting Goal 2

A-1: Online City Hall – City Source Civic Engagement

A-2: Agenda Management SystemA-3: IT Business Continuity – GIS Program

A-4: Online City Hall – City Intranet

A-5: Online City Hall – Discussion Forums

A-6: WebEOC




Page 14

Following are the preliminary high level cost estimates for key initiatives

Estimated costs are based upon experience and/or research and the scope of work as

envisioned during the planning process.

Both a low and high estimate are provided due to the uncertain nature of estimating at

this level of detail.

Costs will be refined each year as part of the budgeting process and/or when a given

project is undertaken.

Executive SummaryInitial Estimated Costs

$

$$

$$$

$$$$

$$$$$ >$100,000

Legend

$0 – $10,000

$10,000 - $20,000

$20,000 - $50,000

$50,000 - $100,000




Page 15


Timeframe

One-Time CostAnnual Recurring

Cost

Low High Low High

Goal 1: Residents, businesses, visitors and staff have easy access to the information and transactions they need at their

convenience (anytime; anyplace)

Objective 1: Provide a secure, reliable and accessible infrastructure

I-4: IT Security Program FY14/15 $ $$ $ $

I-5: Technical Architecture FY14/15 $$$$ $$$$ $ $$

I-6: Business Continuity & Disaster Preparedness FY14/15 $ $ $ $

Objecte 2: Increase access channels

I-1: Online City Hall – Web, Social Media, Mobile Apps FY13/14 $$ $$$ $ $

Objective 3: Provide the information people need and want; when they want it

I-2: Alert Monterey FY13/13

I-3: Walking Tour




Page 16


Timeframe


Cost

Low High Low High

Goal 2: IT applications are designed to encourage collaboration and communication among internal and external users

Objective 4:Enable data sharing and exchange

A-1: Online City Hall – City Source Civic Engagement FY14/15 $$ $$$ $ $$

A-2:ERP - Agenda Management System FY13/14 $$$ $$$$ $ $

A-3: Online City Hall – GIS Program FY14/15 $$ $$$ $ $

A-4: Online City Hall – City Intranet FY14/15 $ $ $ $

A-6: WebEOC FY13/14

Objective 5:Implement intuitive, easy-to-use applications

Objective 6: Implement intuitive, easy-to-use collaboration tools

A-5: Online City Hall – Discusssion Forums FY16/17 $ $$ $ $




Page 17


Timeframe

One-Time Cost

Annual Recurring

Cost

Low High Low High

Goal 3: Processes and procedures are in place to manage and track IT investments to ensure they directly and

measurably, support business priorities, initiatives and outcome goals

Objective 7: Develop an IT funding strategy

G-1: IT Governance FY13/14 $ $

Objective 8: Develop an IT sourcing strategy

Objective 9: Leverage public/private and public/public partnerships




Page 18


Timeframe

One-Time Cost Annual RecurringCost

Low High Low High

Goal 4: The City’s applications effectively streamline business processes, improve information sharing and enable an

outcome-based, accountable approach to service delivery

Objective 10: Implement applications to support routine business needs

E-1: ERP – Financial/HR Management FY13/14 $$$$ $$$$ $$ $$

E-3: ERP –

Permittng/Code Enforcement FY14/15 $$ $$$ $ $E-4: ERP -Fleet/Facility/Fuel management FY15/16 $$ $$$ $ $

E-5: ERP – Request Tracking FY14/15 $$ $$$ $ $

E-7: ERP - Public Safety Applications FY13/14 $$$$$ $$$$$ $$ $$

Objective 11: Implement a performance management system tied to City goals & objectives

Objective 12: Reduce the time it takes to access services and conduct business

E-6: ERP – Document Management FY15/16 $$$ $$$$ $ $

Objective 13: Streamline and integrate business processes and workflowE-2: ERP - Business Process Reengineering FY14/15 $ $




Page 19


Timeframe


Cost

Low High Low High

Goal 5: City staff are provided tools and training that enable them to work collaboratively to provide internal and

external customers the highest quality service and support

Objective 14: Understand customer business needs

T-3: Resident / Business Outreach FY14/15 $ $$ $ $

Objective 15: Prepare for the future through research and development

Objective 16: Increase technical expertise and proficiency

T-1: Using IT Effectively Program FY14/15 $ $ $ $

T-2: IT Staff Development Program FY13/14 $ $ $ $




Page 20

Even the best-laid plans change. We will conduct formal and informal surveysregularly to measure our performance and alter course as necessary over the next

five years. We will know we have successfully implemented this plan when our

internal (employees, Mayor and City Council members) and external (residents,

businesses, visitors) customers tell us:

The City supports open government: transparency, accountability and collaboration;

They can conduct business with the City and access the information they need at their

convenience;

The City’s environmental footprint has been decreased; and

Investment decisions are tied to mission impact.

Executive SummaryMeasuring Our Success




Page 21

The next steps in the planning process are to:

9/9/2013 - Incorporate feedback from the Mayor and Council into the Draft Plan.

Over the next 4 weeks, solicit public comment on the updated Draft Plan.

Meet with Planning Team to discuss public input.

Modify Plan Draft as appropriate.

Present the Final Draft Plan to the Mayor and Council for comment.

In October, finalize the Strategic Plan.

In November, Adopt the Plan.

Executive SummaryNext Steps



The Plan

Introduction




Page 23

The City’s technology implementation has fallen behind in recent years. In March2013, Public Consulting Group (PCG) was retained to conduct a technical

assessment of the City’s information technology implementation and develop an IT

Strategic Plan to guide the City’s IT investments for the next five years.

PCG followed a structured approach which included documentation review, onsite

inspection, a technical assessment, interviews and workshops.

18 people were interviewed.

10 City staff participated in workshops.

A summary of the Technical Assessment follows.

Background




Page 24

Technical Assessment Results

The condition of Carmel’s IT infrastructure and applications has grown organicallyover several years.

Configurations, policies and operating procedures are largely un-documented.

The IT security posture does not appear to be in alignment with City priorities or

industry standards. The infrastructure is not prepared to recover from a disastrous event.

The physical infrastructure is somewhat disorderly and includes retired cables and

hardware intermingled with production equipment.

The lack of documented configurations, policies and operating processes; thequestionable security posture; the level of disaster preparedness; and the physical

condition of the infrastructure present a risk to maintainability and availability of the

City’s technology platform.




Page 25

The Planning Approach




Page 26

Planning Approach

Met with Executive leadership Identified project goals

Established preliminary project schedule

Reviewed relevant background material

Budgets Plans

Policies

Network diagrams

City’s website

Conducted interviews with elected officials, executivesand staff

18 People were interviewed

1.ProjectInitiation

2. Gather Data




Page 27

Planning Approach

We reviewed the City’s current technology implementation:

Physical inspection

Documentation review

Interviews with technical and non-technical staff

Recommendations for immediate and longer-termimprovements were identified

3. AssessEnvironment




Page 28

Developed the vision for the use of technology in the City Analyzed data and key findings

Drafted IT Vision and Mission Statements

Drafted Goals and Operating Principles

Conducted Workshop 1

Reviewed and discussed results of data gathering

Reviewed and discussed draft Vision, Mission, Goals and

Operating Principles


Developed Strategic Objectives for implementing each goal

Identified Key Initiatives / Projects


Prioritized Key Initiatives

10 City staff participated in the workshops

Planning Approach

4. ArticulateVision

5. Develop

Strategy




Page 29

Developed Implementation Roadmap Created the Information Technology Strategic Plan Working

Document

Developed the Communication Plan

Next Steps:

Present the Draft Plan to the Mayor and Council for comment

Solicit Public Comment

Finalize the Plan

Provide City with Project Library Documents

Planning Approach

6. Develop anEffective

ImplementationPlan

7. Review andAdopt the

Strategic Plan

8. ProjectClose-out



Vision and Mission




Page 31

Vision Carmel-by-the-Sea will be recognized as a leader where residents, businesses, visitors and

government connect and work together for the benefit of the community through innovative

and engaging IT solutions.

Mission for City IT Organization:

By embracing the core standards of quality service, accountability, efficiency and customer

orientation, City IT will provide the highest level of professional services to its customers

through innovative information technology solutions aligned with the City’s strategic goals

and objectives.

IT Vision and Mission



Goals and Objectives




Page 33

We developed the Strategic Plan goals and objectives using the Balanced ScorecardMethodology.

The Balanced Scorecard is a management system that enables organizations to clarify their

vision and strategy and translate them into action.

The Balanced Scorecard views the organization from four perspectives

Customer,

Financial,

Internal Process and

Learning and Growth.

It provides feedback around both the internal business processes and external outcomes inorder to continuously improve strategic performance and results.

Five goals were agreed upon.

Introduction




Page 34

Balanced Scorecard Perspectives

Balanced Scorecard Institute




Page 35

Goals for Information Technology

We will have reached our vision for information technology when we have achievedthe following results:

Goal 1: Residents, businesses, visitors and staff have easy access to the information

and transactions they need at their convenience (anytime; anyplace).

Goal 2: IT applications are designed to encourage collaboration and communication

among internal and external users. Goal 3: Processes and procedures are in place to manage and track IT investments to

ensure they directly and measurably, support business priorities, initiatives and outcome

goals.

Goal 4: The City’s applications effectively streamline business processes, improve

information sharing and enable an outcome-based, accountable approach to servicedelivery.

Goal 5: City staff are provided tools and training that enable them to work collaboratively

to provide internal and external customers the highest quality service and support.




Page 36

Sixteen strategic objectives designed to turn the goals into reality and achieve thevision were identified. Collectively, these objectives describe how the City’s IT

organizations will achieve the City’s information technology goals.

Each objective on the following pages is identified as supporting one of the four

Balanced Scorecard perspectives: Customer, Financial, Internal Process or

Learning and Growth and aligned with one of the five goals.

Strategic Objectives




Page 37

To Achieve the Goals, We Will: Provide a secure, reliable and accessible infrastructure

Increase access channels

Provide the information people need and want; when they want it

Enable data sharing and exchange

Implement intuitive, easy-to-use applications

Implement intuitive, easy-to-use collaboration tools Develop an IT funding strategy

Develop an IT sourcing strategy

Leverage public/private and public/public partnerships

Implement applications to support routine business needs

Implement a performance management system tied to City goals & objectives

Reduce the time it takes to access services and conduct business Streamline and integrate business processes and workflow


Prepare for the future through research and development

Increase technical expertise and proficiency

Strategic Objectives




Page 38

Goals and Objectives

Goal 3

Processes and procedures are in

place to manage and track IT

investments to ensure they

direct ly and measurably, support

business pr ior i t ies, in it iat ives

and outcome goals

Goal 5City staf f are provided tools and

train ing that enable them to work

col laborat ively to provide

internal and external customers

the highest qual i ty service and

support

Objective 14Understand customer

business needs

Objective 16Increase technical

expertise & proficiency

Objective 15Prepare for the future

through R&D

Objective 5Implement intuitive,

easy-to-useapplications

Goal 1Residents, businesses, visi tors

and staf f have easy access to the

informat ion and transact ions

they need at their convenience

(anyt ime; anyplace) Objective 1

Provide secure, reliable& accessibleinfrastructure

Objective 12Reduce time to access

services & conductbusiness

Objective 3Provide info people

need & want, when theywant it

Objective 13Streamline & integratebusiness processes &

workflow

Objective 8Develop IT sourcing

strategy

Goal 4

The City’s app lications effectively streamline business processes,

improve informat ion shar ing and

enable an outcom e-based,

accountable approach to service

del ivery

Objective 2Increase access

channels

Objective 7Develop IT funding

strategy

Objective 9Leverage public/

private & public/publicpartnerships

Objective11Implement performance

management system

Objective 4Enable data sharing and

exchange

Goal 2

IT Applicat ions are designed to

encourage col laborat ion and

communicat ion among internal

and external users

Objective 6Implement intuitive

easy-to-usecollaboration tools

Objective 10Implement apps to

support routinebusiness needs

VISIONCarmel-by-the-Sea will be

recognized as a leader where

residents, businesses, visitors

and government connect and

work together for the benefit of

the community through

innovative and engaging ITsolutions

Customer View

ProcessView

FinancialView

Learning &Growth View

Legend



Key Strategic Initiatives




Page 40

23 Key Strategic Initiatives were identified This section begins with a summary diagram of goals, objectives and initiatives. It

is followed by narrative for key initiatives.

Key Strategic Initiatives




Page 41

Goals, Objectives and Initiatives

Goal 3

Processes and proc edures are in

place to manage and track IT


direct ly and m easurably, suppor t

business pr ior i t ies, in it ia t ives

and outcome goals

Goal 5City staff are provided tools and

training that enable them to work

col laborat ively to provide


the highest qual i ty service and

suppor t

Objective 14


Objective 16Increase technical


Objective 15

Prepare for the futurethrough R&D

Objective 5Implement intuitive,

easy-to-useapplications

Goal 1Residents, businesses, visi tors

and staff have easy access to the

informat ion and transact ions


(anytime; anyplace) Objective 1

Provide secure, reliable& accessibleinfrastructure

Objective 12Reduce time to access



need & want, when theywant it

Objective 13Streamline & integratebusiness processes &

workflow

Objective 8Develop IT sourcing

strategy

Goal 4The City’s applications effectively

streamline business processes,


enable an outcome-based,

accountable approach to service

delivery

Objective 2Increase access

channels


strategy


private & public/publicpartnerships

Objective11Implement performance

management system

Objective 4Enable data sharing and

exchange

Goal 2

IT Applications are designed to


communicat ion among internal

and external users

Objective 6Implement intuitive

easy-to-usecollaboration tools

Objective 10Implement apps to

support routinebusiness needs

VISION

Carmel-by-the-Sea will be

recognized as a leader whereresidents, businesses, visitors

and government connect and

work together for the benefit of

the community throughinnovative and engaging IT

solutions

Technical Architecture

Online City Hall – Web; SocialMedia

IT Security Program

GIS Program

Agenda Management System

ERP System

Permitting & Code EnforcementSystem

Business Process Re-engineering

IT Governance

City Intranet

Alert Monterrey

IT Staff DevelopmentProgram

Using IT EffectivelyProgram

Document Management System


Fleet / Facility / Fuel ManagementSystem

Discussion Forums

Walking Tour Guide

Request Tracking System

Online City Hall –City Source

Web EOC

Customer View

ProcessView

FinancialView

Learning &Growth View

Legend

Business Continuity / Disaster

Recovery

Public Safety Services




Page 42

Goals, Objectives and Initiatives Prioritized

Goal 3Processes and procedures are in

place to manage and t rack IT


direc t ly and measurably , support

bus iness p r ior i t ies , ini t iat ives

and outcome goals

Goal 5City staf f are prov ided tools and

t raining that enable them to work

col laborat ively to prov ide


the highest qual i t y serv ice and

suppor t

Objective 14


Objective 16

Increase technical


Objective 15

Prepare for the future

through R&D

Objective 5

Implement intuitive,

easy-to-use

applications

Goal 1Residents , bus inesses, v is i tors

and staf f have easy access to the

informat ion and t ransact ions


(anyt ime; anyplace) Objective 1

Provide secure, reliable

& accessible

infrastructure

Objective 12

Reduce time to access



need & want, when they

want it

Objective 13

Streamline & integrate

business processes &

workflow

Objective 8

Develop IT sourcing

strategy

Goal 4The City’s applications effectively st reaml ine bus iness processes,


enable an outcome-based,

accountable approach to serv ice

del ivery

Objective 2

Increase access

channels


strategy


private & public/public

partnerships

Objective11

Implement performance

management system

Objective 4

Enable data sharing and

exchange

Goal 2IT Appl icat ions are des igned to


commun icat ion among internal

and external users

Objective 6

Implement intuitive

easy-to-use

collaboration tools

Objective 10

Implement apps to

support routine

business needs

VISION

Carmel-by-the-Sea will be

recognized as a leader whereresidents, businesses, visitors

and government connect andwork together for the benefit of

the community through

innovative and engaging ITsolutions


Online City Hall – Web; Social

Media

IT Security Program

GIS Program

Agenda Management System

ERP System

Permitting & Code EnforcementSystem

Business Process Re-engineering

IT Governance

City Intranet

Alert Monterrey

IT Staff Development

Program

Using IT EffectivelyProgram

Records Management System


Fleet / Facility / Fuel Management

System

Discussion Forums

Walking Tour Guide

Contact Management System

Online City Hall –City Source

Web EOC

Customer View

Process

View

Financial

View

Learning &

Growth View

Legend

Business Continuity / Disaster

Recovery

Public Safety Services




Page 43

The Plan in a Nutshell




Page 44

The goal of the Online City Hall is to createan electronic presence where residents,businesses and visitors can findinformation and conduct business withouthaving to physically come to City Hall.

Most important, it is a place where the

community and City government can cometogether to share information and discussimportant issues.

Online City Hall

There are five main components of the Online City Hall initiative:

Website Enhancement

City Source – Civic Engagement Resident / Business Outreach

Additional Channels for Service Delivery

Business Process Integration




Page 45

Website Enhancement: culminates with the implementation of a design andsupporting structure for the City’s web presence providing both internal and

external services. This includes: Take advantage of cloud-based applications that make it easier for the public to receive

and share information with the City such as smart phone applications for requesting

service,

The technical infrastructure required to meet the City’s online applications needs, Utility-like services necessary to facilitate electronic transactions,

Supporting governance processes and procedures,

An implementation plan and

Skills transference to City staff to enable the departments to fully utilize this

infrastructure moving forward.

Finally, it includes the implementation of personalization capability so that stakeholderscan select what information they are interested in, whether they want to retrieve that

information themselves or have it sent to them automatically, the frequency of when

they would like to receive it and how they would like to see it.

Online City Hall




Page 46

City Source Civic Engagement is the implementation of applications to provideinformation and services to both internal and external customers via the enhanced

website. This includes services such as online business license and building

permit applications, the ability to report problems or make a service request via the

web and / or mobile devices, providing comments on Council agenda items prior to

the meeting, and implementation of a community calendar. The goal is to deploy

applications designed to foster civic engagement.

Online City Hall




Page 47

Resident / Business Outreach entails developing an understanding of whatelectronic services the community like the City to provide and building them into the

Plan.

The Additional Channels for Service Delivery component will expand the

implementation of mobile technologies and social media for enhanced service

delivery. Finally, we need to identify which business processes will be affected by this new

approach to service provision and identify opportunities for Business Process

Integration and information sharing to streamline business operations and improve

customer service.

Online City Hall




Page 48

Key objectives include: Provide services bringing people together for the benefit of the community.

Provide the highest level of services to customers through innovative IT solutions.

Streamline processes making it easier for the public to interact with City government.

Lower the cost of government while improving service.

Improve transparency into City government. Present all the wonderful things Carmel-by-the-Sea has to offer to potential residents,

businesses and visitors.

Online City Hall




Page 49

This project is the foundational project of the ITStrategic Plan.

The goal is to replace current disparate, outdated

systems with integrated systems built upon a shared

database in order to streamline and automate work

processes and more easily share data.

The scope is to define requirements, reengineer

business processes, select and implement systems

and train staff on effective use of the new tools.

Enterprise Resource Planning (ERP) System

Key objectives include:

Improve efficiency of daily business operations, Improve data accuracy and ease of reporting and

Enable internal and external customers to find and access the data they need to

answer questions and make informed decisions.




Page 50

Components include: Financial

Human Capital

Community

Work Orders

Workflow Fleet

Public Safety

The FY2013/2014 Capital Plan contains funding to

begin implementation of the Financial, Human

Resources, Agenda Management and Permittingcomponents.

Enterprise Resource Planning (ERP) System




Page 51

The Financial component of the ERP automates keyfinancial functions including: Payroll Accounting

General Ledger

Accounts Payable

Purchasing

Fixed Assets Budgeting

Project Accounting

ERP - Financial

Key objectives include: Adherence to Government Accounting, Auditing and Financial Reporting (GAAFR),

Generally Accepted Accounting Principles (GAAP) and Government Accounting

Standards Board (GASB) standards. Enhance ability to monitor cash flow and track assets.

Make financial information readily available for decision-making.




Page 52

The Human Capital component of the ERP automateskey personnel functions including: Payroll

Time and Attendance

Human Resources

Performance Management

Benefits Insurance

Workers Compensation

Labor Relations

Training

ERP – Human Capital


Move from manual to automated payroll and human resources processes. Manage employment information such as position history, pay details, disciplinary

actions and benefit information.

Provide employee self-service capabilities.

Improve workforce analysis reporting.




Page 53

The Community component of the ERP automates keyfunctions including: Business Licensing

Sales and Business Taxes

Planning and Development

Building Permits

Event Permits Code Compliance

Revenue Collection

Request Tracking

ERP – Community

Key objectives include: Streamline the process of applying and paying for business licenses, building permits

and event permits.

Improve tracking of code violations.

Ensure requests for service are properly routed and tracked to improve follow-up.

Improve timeliness of sales and business tax reporting.




Page 54

The Work Orders component of the ERP automates key

functions including: Facility Maintenance

Street Maintenance

Key objectives include: Plan and track facility maintenance activities and costs.

Plan and execute a street maintenance program. Improve employee efficiency through improved planning

ERP – Work Orders

and scheduling of maintenance activities.




Page 55

The Workflow component of the ERP automates keybusiness functions including: Agenda Management

Document Management

Project Management

Communication

Key objectives include: Streamline the process of developing, approving and

posting Council, Planning Commission and other key

meeting agendas and materials.

ERP – Workflow

Improve operational efficiency through role-specific workflow and approval processes.

Provide easy access to documents.

Provide ability to search, retrieve and store documents expeditiously. Reduce environmental footprint through paper reduction.

Increase visibility into projects.

Improve internal and external communication.




Page 56

The Fleet component of the ERP automates fleetmanagement functions including: Fuel Management

Fleet Maintenance

Utilization


Maximize fleet utilization. Reduce downtime.

Plan and execute maintenance according to schedule.

ERP – Fleet

Balance replacement vs. maintenance costs.

Track and manage fuel costs.

S f




Page 57

Though not typically thought of as part of an ERP system,the Public Safety component includes a number of public

safety applications, some of which are closely integrated

with the more typical components of an ERP: Dispatch

Incident Reporting

Records Management Field Reporting

Citations and Payments

Citizen Alerts


ERP – Public Safety

Quickly and reliably manage and dispatch emergency calls.

Collect and store critical information gathered during the course incidents andinvestigations.

Share real-time data between dispatch and officers in the field.

Provide timely notifications to the community during emergencies.

Share information with other agencies easily.

T h i l A hi




Page 58


Enterprise Technical Architecture is the termused to describe the various componentscomprising an organization's ITimplementation.

The goal of this initiative is ensure the City’s ITcomponents are aligned with the City’s core

goals and strategic direction. Objectives include:

Develop a scalable and flexible technologyinfrastructure.

Leverage existing City hardware and softwareresources.

Take advantage of newer technologies, such as cloud-enabled applications.

Develop a replace and refresh strategy.

Develop a funding strategy to ensure the sustainability of the infrastructure.

City Website

City Government Applications

City Enterprise Infrastructure

Enterprise Shared

Services E M a i l

D a t a

R e p o s i t o r y

G I S

T r a i n i n g

Governance

I T A r c h i t e c t u r eD e f i n i t i o n

IT Policies and Standards

Security and Privacy

Network Storage Phones

P o r t f o

l i o M a n a g e m e n t

W e b

S e r v i c e s

IT S it P




Page 59

Residents and businesses trust the City to safeguard their personal information.

Taxpayers expect us to protect our IT investments.

This initiative includes developing a comprehensive information technology security

program to ensure the safety of sensitive and confidential information.

Key objectives of this initiative include:

Develop security policies and procedures to protect the City’s information assets

regardless of technology platform.

Implement procedures to mitigate the impact of IT security incidents.

Develop a security awareness program.

Balance security measures with the need to get work done.

IT Security Program

B i C ti it d Di t R




Page 60

The City depends upon the use of information technology for service delivery,

especially during times of emergency when speed and efficiency could affect lives.

Working in conjunction with Public Safety, we will develop IT business continuity

and disaster recovery plans based upon City and departmental business needs.

An important goal is to balance risk versus cost when making recommendations.

We will also develop risk measures. Objectives include:

Prevent and mitigate the risks of IT disasters by

Reducing the risk of partial failures and

Minimizing the potential of complete system failures.

Prevent and mitigate the risks of non-IT disasters on IT resources. Leverage current and future technology investments.

Prepare for disasters via scenario development and drills.

Business Continuity and Disaster Recovery

U i IT Eff ti l




Page 61

The Using IT Effectively initiative consists of developing and implementing an IT

training program for all City employees. In order to maximize the value the City’s

investment in IT, City employees must be able to take full advantage of the

capability of automated tools to increase their efficiency and effectiveness.


Easy-to-use technologies are implemented to support business processes. Employees understand how to maximize the technology tools provided.

Using IT Effectively

IT St ff D l t




Page 62

The City’s IT staff needs to be up-to-date on the City’s implemented technologies

as well as positioned for the implementation of future technologies.

The scope of this initiative is to develop plans and programs to recruit, train,

develop and retain qualified information technology experts.


Provide the highest quality service with a well-trained staff and Recruit, train and develop employees to support the City’s information technology.

IT Staff Development

IT G




Page 63

IT Governance is the framework for how IT decisions and policies are made,

administered and enforced. This framework includes an appreciation for the criticalimportance of personnel, organizations and business processes affected by

changing technologies within a complex and rapidly evolving information centric

environment.

IT Governance is concerned about two things:

Ensuring IT investments deliver maximum value to the enterprise and

Mitigation of IT risks.

IT Governance

IT G




Page 64

The objectives of this initiative are to:

Design, implement and institutionalize an IT Governance structure that will provide

guidance on the management of information technology and a framework for making

timely IT decisions.

Clearly define the process, rules, agreements and standards appropriate for the City’s

IT needs.

Ensure IT resources are deployed to deliver maximum value.

Ensure appropriate management of IT-related risks.

Ensure that IT investments meet the following objectives:

Alignment of IT with the enterprise,

Realization of the promised benefits and Support and coordinate with the City’s performance management systems, strategic planning

activities and the budget process.

IT Governance



Implementation

Roadmap

Implementation Roadmap




Page 66

Implementation Roadmap

This graphic

represents the

tentative timeline

for implementing

key initiatives

It will be adjusted

over time taking

into consideration

available funding,

staff,

dependenciesbetween initiatives

and City priorities



Initial Estimated Cost

Initial Estimated Costs




Page 68

Following are the preliminary high level cost estimates for key initiatives Estimated costs are based upon experience and/or research and the scope of work as

envisioned during the planning process.

Both a low and high estimate are provided due to the uncertain nature of estimating at

this level of detail.

Costs will be refined each year as part of the budgeting process and/or when a given

project is undertaken.


$

$$

$$$

$$$$

$$$$$ >$100,000

Legend

$0 – $10,000

$10,000 - $20,000$20,000 - $50,000

$50,000 - $100,000





Page 69


Timeframe

One-Time Cost

Annual Recurring

Cost

Low High Low High

Goal 1: Residents, businesses, visitors and staff have easy access to the information and transactions they need at their

convenience (anytime; anyplace)

Objective 1: Provide a secure, reliable and accessible infrastructure

I-4: IT Security Program FY14/15 $ $$ $ $

I-5: Technical Architecture FY14/15 $$$$ $$$$ $ $$

I-6: Business Continuity & Disaster Preparedness FY14/15 $ $ $ $

Objecte 2: Increase access channels

I-1: Online City Hall – Web, Social Media, Mobile Apps FY13/14 $$ $$$ $ $

Objective 3: Provide the information people need and want; when they want it

I-2: Alert Monterey FY13/13

I-3: Walking Tour





Page 70


Timeframe

One-Time Cost

Annual Recurring

Cost

Low High Low High

Goal 2: IT applications are designed to encourage collaboration and communication among internal and external users

Objective 4:Enable data sharing and exchange

A-1: Online City Hall – City Source Civic Engagement FY14/15 $$ $$$ $ $$

A-2:ERP - Agenda Management System FY13/14 $$$ $$$$ $ $

A-3: Online City Hall –

GIS Program FY14/15 $$ $$$ $ $

A-4: Online City Hall – City Intranet FY14/15 $ $ $ $

A-6: WebEOC FY13/14

Objective 5:Implement intuitive, easy-to-use applications

Objective 6: Implement intuitive, easy-to-use collaboration tools

A-5: Online City Hall – Discusssion Forums FY16/17 $ $$ $ $





Page 71


Timeframe


Cost

Low High Low High

Goal 3: Processes and procedures are in place to manage and track IT investments to ensure they directly and

measurably, support business priorities, initiatives and outcome goals

Objective 7: Develop an IT funding strategy

G-1: IT Governance FY13/14 $ $

Objective 8: Develop an IT sourcing strategy

Objective 9: Leverage public/private and public/public partnerships





Page 72


Timeframe

One-Time Cost

Annual Recurring

Cost

Low High Low High

Goal 4: The City’s applications effectively streamline business processes, improve information sharing and enable an

outcome-based, accountable approach to service delivery

Objective 10: Implement applications to support routine business needs

E-1: ERP – Financial/HR Management FY13/14 $$$$ $$$$ $$ $$

E-3: ERP – Permittng/Code Enforcement FY14/15 $$ $$$ $ $

E-4: ERP -Fleet/Facility/Fuel management FY15/16 $$ $$$ $ $

E-5: ERP – Request Tracking FY14/15 $$ $$$ $ $

E-7: ERP - Public Safety Applications FY13/14 $$$$$ $$$$$ $$ $$

Objective 11: Implement a performance management system tied to City goals & objectives

Objective 12: Reduce the time it takes to access services and conduct business

E-6: ERP – Document Management FY15/16 $$$ $$$$ $ $

Objective 13: Streamline and integrate business processes and workflow

E-2: ERP - Business Process Reengineering FY14/15 $ $





Page 73


Timeframe

One-Time Cost

Annual Recurring

Cost

Low High Low High

Goal 5: City staff are provided tools and training that enable them to work collaboratively to provide internal and

external customers the highest quality service and support

Objective 14: Understand customer business needs

T-3: Resident / Business Outreach FY14/15 $ $$ $ $

Objective 15: Prepare for the future through research and development

Objective 16: Increase technical expertise and proficiency

T-1: Using IT Effectively Program FY14/15 $ $ $ $

T-2: IT Staff Development Program FY13/14 $ $ $ $

Measuring Our Success




Page 74

Even the best-laid plans change. We will conduct formal and informal surveysregularly to measure our performance and alter course as necessary over the next

five years. We will know we have successfully implemented this plan when our

internal (employees, Mayor and City Council members) and external (residents,

businesses, visitors) customers tell us:

The City supports open government: transparency, accountability and collaboration;

They can conduct business with the City and access the information they need at their

convenience;

The City’s environmental footprint has been decreased; and

Investment decisions are tied to mission impact.

Measuring Our Success

Measures and Targets




Page 75


Objectives Measures Targets Initiatives

Provide a secure, reliable and accessible

infrastructure• No adverse findings in an

audit

• No intrusions detected

• Minimal crashes / downtime

• Website ADA compliant

TBD • Technology

Architecture

• IT Security Program

• Online City Hall -

Website Enhancement

• Business Continuity &

Disaster Recovery

Increase access channels • # Applications available on

the web

• # Mobile Applications

• Online City Hall

• Technical Architecture

Provide the information people need and want;

when they want it• Web Analytics / Statistics

• Customer surveys• Online City Hall

• Alert Monterey





Page 76



Enable data sharing and exchange • # data sets have available for

sharing (internal)

• and then how much

meaningful info is posted on

web

• Agenda Management

• Document

Management

• ERP

• Web EOC

• Online City Hall

• GIS Program

Implement intuitive, easy-to-use applications # users; # applications • ERP

• City Source

Implement intuitive, easy-to-use collaboration

tools

# users; # tools • City Source

• Discussion Forums

Develop an IT funding strategy Yes / no • IT Governance

Develop an IT sourcing strategy Yes / no • IT Governance





Page 77



Leverage public/private and public/public

partnerships

# partnerships • IT Governance

Implement applications to support routine

business needs

# applications • ERP

• Public Safety Services

Implement a performance management system

tied to City goals & objectives

• Does it exist? Performance

evaluation?

• ERP - HR

Reduce the time it takes to access services and

conduct business• # days to get through

permitting process (simple)

• # days to close the financial

books

• # days before CC videos /

minutes are posted

• ERP – Permitting

• ERP – Finance

• ERP – Agenda

Management

• ERP – Document

Management





Page 78


Objectives Measures Targets InitiativesStreamline and integrate business processes

and workflow• ERP - Business

Process Re-

engineering

Understand customer business needs Survey results • Resident / Business

Outreach

Increase technical expertise and proficiency•

Training plans / trainingbudgets

• # hours / days for Help

Desk issue resolution

•Using IT Effectively

• IT Staff Development



IT Governance

IT Governance

IT Guiding Principles




Page 80

The following Guiding Principles will guide our decision-making:

Information technology decision-making will be driven by the City’s business needs and

available resources.

Quality Service, Accountability, Efficiency and Customer Orientation will be the driving

considerations when selecting and implementing IT solutions.

We will make resource investments that support the City’s long-term vision and

strategic direction.

We will identify, measure and track the value of IT investments and increase

accountability of IT expenditures.

Strategic partnerships will be established between stakeholders and the City so that the

benefits of IT are leveraged to improve customer service and maximize the productivity

of City employees.

IT Guiding Principles

Guiding Principles (Cont )




Page 81

IT will facilitate the development of a business driven architecture that ensures

departments can effectively communicate with each other, and share and exchangeinformation as appropriate.

We will implement security policies and standards to protect systems, networks,

resources, and data from loss and unauthorized access, use, modification, destruction,

and disclosure.

Security will be the responsibility of every City employee. Employees will be trained sothat they can prevent security incidents from happening, and detect and mitigate such

incidents when they occur.

We will partner with neighboring jurisdictions and organizations when possible.

We will use open source solutions when feasible.

We will use integrated applications across departments to facilitate data sharing andminimize costs.

We will move applications to the cloud when it makes sense to do so.

We will buy rather than build.

Guiding Principles (Cont.)

Annual Plan Refresh Process




Page 82

Annual Plan Refresh Process

The Plan is meant to be a living document

responsive to changes in priorities and the availability

of funding.

Communication with City staff and the public is key to

its success.

The “evergreening” process is composed of the

following steps: Annually aligning IT with City priorities, Developing an Annual Budget and Operating Plan,

Updating the Implementation Roadmap,

Conducting quarterly management reviews and

Presenting an Annual Progress Report to the Mayor and Council.

These steps, complemented by implementation of project management best

practices, IT Governance and performance measurement will ensure the Plan stays

relevant and its implementation on track.



Appendices

Appendices



Appendix A - Participants

Appendix A -

Participants

Interviewees




Page 85

Mayor Jason Burnett Council Members

Victoria Beach

Steve Hillyard

KenTalmage (via email)

Carrie Theis City Administrator - Jason Stilwell

Administrative Services - Susan Paul

City Clerk - Heidi Burch

Community Services - Cindy Lopez

Finance - Deanna Allen Fire - David Jedinak

IT - Rose Franzen, SteveMcInchak

Library - Janet Bombard

Police - Mike Calhoun, PaulTomasi

Planning and Building - MarkWiener

Public Services - SharonFriedrichsen

Workshop Participants




Page 86

p p

Administration Jason Stilwell, City Administrator

Susan Paul, Administrative ServicesDirector

Heidi Burch, Asst. City Administrator / City Clerk

Finance Deanna Allen, Finance Specialist

Paul Wood, Finance Manager

Library Janet Bombard, City Librarian

Planning & Building Mark Wiener – Sr. Planner

Police Paul Tomasi, Commander

Public Safety Mike Calhoun, Public Safety

Director Public Services

Sharon Friedrichsen, PublicServices Director



Appendix C – InterviewMethodology

Appendix B

Interview Methodology

Interview Methodology




Page 88

Interview questions focused on seven areas

Strategic Alignment,

Current and Planned Business and Information Technology Initiatives,

Decision-Making,

Resource Management,

Risk Management,

Value Delivery and

Operating Principles.

Interviews were conducted for approximately 1 hour with individuals and

groups.

Participants included elected officials, City leadership and staff members.

gy

Analysis of Interview Results




Page 89

Results were analyzed for similarities and differences of opinion.

Results were analyzed for key themes.

Information was assimilated to develop draft:

IT Vision,

IT Mission for the IT organization,

Goals and Objectives and Key Strategic Initiatives.

y



Appendix B - Definitions

Appendix C

Definitions

Mission and Vision Defined




Page 91

Mission

A mission statement is a brief statement of the purpose of an organizationthat answers the following questions:

What do we do?

For whom do we do it?

Why do we do it?

Vision

A vision statement is a compelling, conceptual image of the desired futurethat answers the question “What do we want to be?” and is:

Inspiring and challenges everyone to achieve that future and

Brief, memorable, idealistic.

Mission and Vision Defined

Goals Defined




Page 92

Goals answer the question of “what”:

What are we trying to achieve in relation to our mission?

What are our desired end results?

Goals Must Be:

Definable,

Discrete and separable,

Focused to provide impetus for action,

A critical few (usually 3-5),

Mutually achievable and

Supportive of the organization’s vision.

Strategic Objectives Defined




Page 93

Strategic Objectives are action statements that:

Clarify how the organization will implement the goals

Collectively “tell the story” of the goal

Should be actionable and measurable

g j

Strategic Initiative Defined




Page 94

A Strategic Initiative is a significant program that will close the gap of where we are

today and where we want to be tomorrow; the strategy of how we will accomplish

the goals and objectives

Key Strategic Initiative Components

Program Sponsor,

Scope,

Stakeholders,

Objectives,

Milestones and

Start and End Dates.

g

Balanced Scorecard Methodology*




Page 95

The Balanced Scorecard was developed by Drs. Robert Kaplan and David Norton.

It is a management system that enables organizations to clarify their vision and

strategy and translate them into action.

It provides feedback around both the internal business processes and external

outcomes in order to continuously improve strategic performance and results.

When fully deployed, the balanced scorecard transforms strategic planning from anacademic exercise into the nerve center of an enterprise.

gy

*Balanced Scorecard Institute

Balanced Scorecard Perspectives (Views)




Page 96

The Balanced Scorecard suggests that we view the organization from four

perspectives; and to develop metrics, collect data and analyze it relative to eachof these perspectives:

Customer

“What needs to be done to meet customer expectations and achieve their business

requirements?”

Internal customers include: department heads/division managers and end users. External customers include: citizens, businesses, visitors, government agencies.

Financial

“How will we effectively use and leverage taxpayer dollars?”

Internal Business Processes

“Where do we need to excel and what processes should we streamline to satisfy

stakeholders, partners and City elected officials?”

Learning and Growth

“What will we do to ensure organizational performance improvement, change and learning?”

Balanced Scorecard Perspectives




Page 97

Balanced Scorecard Institute



Appendix D –

Projects

Appendix D

Initiatives / Projects

Initiatives and Projects




Page 99

During Workshops 2 and 3, possible projects were discussed and prioritized.

Following are abstracts of each grouped into logical groupings and then prioritized

into key initiatives.

Online City Hall




Page 100

Priority: First Priority

Project Executive: Administrative Services Director, Susan Paul Stakeholders: Elected Officials, the Public, City Staff

Scope: There are five main components of the Online City Hall initiative:

Website Enhancement

City Source – Civic Engagement


Additional Channels for Service Delivery

Business Process Integration

Initiative Objectives:

Create an electronic presence where residents, businesses and visitors can find information and conduct business without having to

physically come to City Hall.

Provide a place where the community and City government can come together to share information and discuss important issues.

Key Milestones:

Project Plan approved by the Mayor and Council.

Website redesign is implemented. Key applications become available on the website.

City Source Civic engagement goes live.

Start Date:

October 2013

Online City HallWebsite Enhancement




Page 101


Project Executive: Administrative Services Director Susan Paul Stakeholders: City Website users, Elected Officials, City Staff

Scope: Implementation of a design and supporting structure for the City’s web presence providing both internal and

external services.


Provide services bringing people together for the benefit of the community

Provide the highest level of services to customers through innovative IT solutions

Streamline processes making it easier for the public to interact with City government

Lower the cost of government while improving service

Improve transparency into City government

Market Carmel to potential residents, businesses and visitors

Key Milestones:

Design Team Convened

Vendor Selected Design Approved

Design Implemented

Start :

October 2013

Website Enhancement

Online City HallCity Source Civic Engagement




Page 102

Priority: Second Priority

Program Sponsor: Administrative Services Director, Susan Paul

Stakeholders: All City Website Users

Scope: The scope of this initiative is to deploy online services such as business license and building permit

applications, the ability to report problems or make a service request via the web and or mobile devices, accept

comments on Council agenda items prior to the meeting.


The goal is to deploy online tools and applications designed to foster civic engagement. Key Milestones:

New City website design implemented

ERP components implemented such as:

o Agenda Management

o Request Tracking System

Granicus is updated Start and End Dates:

March 2014

City Source Civic Engagement

Online City HallResident / Business Outreach




Page 103

Priority: Varies and will be done multiple times as part of other efforts

Project Executive: Assistant City Administrator, Heidi Burch

Stakeholders: The whole community

Scope: Develop an understanding of what electronic services the community would like the City to provide


Ensure that technology solutions are defined, developed and implemented in response to customer needs

Ensure customers are aware of service availability

Encourage the use of online services through outreach and education Improve customer service and communication

Key Milestones:

Opportunities for outreach are identified

Outreach occurs

Feedback

Start and End Dates: Ongoing


Online City HallCity Intranet




Page 104


Program Sponsor: Administrative Services Director, Susan Paul

Stakeholders: All City employees

Scope: Begin implementation of the City’s Online City Hall by providing information and tools to City staff via the City’s

Intranet


Identify and prioritize those e-government services that would most improve the efficiency and effectives of City staff

Identify and implement quick wins Key Milestones:

City Website Enhancement is complete

Technical Architecture is designed

ERP Components are rolled out

Start and End Dates:

June 2014

City Intranet

City SourceWalking Tour Guide




Page 105

Priority: Third Priority

Project Executive: Library Director Janet Bombard

Stakeholders: Visitors and Residents;

Scope: The scope is to develop a mobile application to anyone with a smart phone who wants to take a walking tour

of the City. This project is included in the Library’s Strategic Plan.


Enhance the visitor experience

Provide Camel’s history in an easily available format (possibly expand beyond history to marketing, etc.)

Self-serve format

Key Milestones:

Determine the platform

Determine which vendors / products

Identify funding

Start and End Dates Year 3 of Library’s plan

Walking Tour Guide

Online City HallDiscussion Forums




Page 106

Priority: Third Priority

Program Sponsor: Assistant City Administrator, Heidi Burch

Stakeholders: Residents and businesses

Scope: Develop a discussion forum capability on the City’s web site


Provide collaboration tools via the City’s Web site to encourage information sharing and collaboration

Identify how best to monitor and support such tools

Key Milestones: City Website Enhancement is complete

Technical Architecture is complete

IT Security Program is implemented

Business and resident Outreach


March 2015

Discussion Forums

Enterprise Resource Planning System




Page 107


Program Sponsor: Administrative Services Director Susan Paul

Stakeholders: All City Departments

Scope: Possible components of the ERP include: Finance, Human Capital, Community Services, Work Orders,

Workflow, Fleet, Public Safety. The scope is to define requirements, reengineer business processes, select and

implement systems and train staff on effective use of the new tools.


Improve efficiency of daily business operations

Improve data accuracy and ease of reporting

Enable internal and external customers to find and access the data they need to answer questions and make

informed decisions

Enterprise Resource Planning System




Page 108

Key Milestones:

Current business processes are documented .

The City’s ERP system requirements are defined / documented.

System RFP is issued.

Vendor is selected.

System is implemented.


September 2013

ERP - Business Process Re-engineering




Page 109


Project Executive: Administrative Services Director, Susan Paul

Stakeholders: All City departments

Scope: As part of the ERP initiative, business processes will be reviewed and modified as appropriate to take best

advantage of the new tools in streamlining daily operations.


Improve operational efficiency by adjusting operating procedures and processes to take advantage of

functionality in the new ERP system Key Milestones:

ERP Requirements are defined

Software purchased

Project kick-off


November 2013

ERP - Finance




Page 110


Program Sponsor : Administrative Services Director, Susan Paul Stakeholders: City departments, employees

Scope:

This project will provide the City with an updated Financial Accounting and Management System. This

component of the ERP system may include integrated Payroll Accounting, General Ledger, Accounts Payable,

Purchasing, Fixed Assets, Budgeting, Project Accounting modules upon a common database.


Adherence to Government Accounting, Auditing and Financial Reporting (GAAFR), Generally Accepted

Accounting Principles (GAAP) and Government Accounting Standards Board (GASB) standards

Enhance ability to monitor cash flow and track assets

Make financial information readily available for decision-making

Key Milestones:

Requirements are defined

RFP is released

Vendor is selected

Project Plan is approved

Start Date:

September 2013

ERP - Human Capital




Page 111


Program Sponsor : Administrative Services Director, Susan Paul Stakeholders: City departments, employees

Scope:

This project will provide the City with an automated Human Resources Information System (HRIS). This

component of the ERP system will include a payroll component to provide access to critical workforce data,

improve workforce analysis and reporting, facilitate strategic decision-making, and automate and streamline

current manual personnel transactions.


Move from manual to automated payroll and human resources processes

Manage employment information such as position history, pay details, disciplinary actions and benefit information

Provide employee self-service capabilities

Improve workforce analysis and reporting

Enhance decision-making capability through superior reporting and analytics

Improve the City’s ability to measure the effectiveness of workforce initiatives

Improve access to accurate workforce data for all departments

Key Milestones:

ERP - Human Capital (Cont.)




Page 112

Key Milestones:

Requirements are defined RFP is released

Vendor is selected

Project Plan is approved

Start Date:

September 2013

ERP – CommunityPermitting and Code Enforcement




Page 113


Project Executive: Marc Wiener Stakeholders: Development Community, Staff, Law Enforcement, Residents

Scope: Implement an automated permitting and code enforcement system - including online applications and

payments


Streamline the permitting process

Improve customer service

Improve accessibility of planning and development information

Regulation compliance Tracking of the development process; issues

Uniformity of applying City codes and processes

Key Milestones:

Requirements defined

Software selected

Software implemented

Business processes reviewed and modified as necessary Start Date:

TBD

g

ERP – CommunityRequest Tracking System




Page 114


Project Executive: Asst. City Administrator, Heidi Burch

Stakeholders: Mayor and Council, Staff and the Community

Scope: Implement a system to monitor customer requests, complaint and comments, and interactions with the public


Ensure requests for service are properly routed and tracked to improve follow-up

o Track requests and interactions with the public

o Route requests, complaints and suggestions to the appropriate staff person for actiono Not lose site of suggestions that come in at the wrong time in the planning cycle

o Close the loop on suggestions / requests

Understand what the issues are

Key Milestones:


Tool acquired Trained

Start Date:

q g y

ERP – Workflow Agenda Management




Page 115


Program Sponsor: Assistant City Administrator / City Clerk Heidi Burch Stakeholders: Mayor and Council, Staff and anyone interested in City’s legislative process

Scope: The scope of this initiative includes an upgrade to the Granicus system used to broadcast key City meetings,

such as City Council meetings, and to implement an automated Agenda Management system.


Streamline the process of developing, approving and posting Council, Planning Commission and other key meeting agendas and

materials

Provide easy access to documents

Enhance the Granicus experience

Create a searchable archive of the City legislative process

Key Milestones:

Additional Granicus modules are acquired

Agenda Management System is purchased

System is implemented

Start Date:

October 2013

g g

ERP – WorkflowDocument Management System




Page 116


Project Executive: Assistant City Administrator / City Clerk Heidi Burch Stakeholders: City staff

Scope: This scope of this initiative is to develop a citywide document management strategy and implementation plan

for a realistic approach to electronic document management. This will include strategies for records management and

document imaging, storage and retrieval.


Increase timely access to information

Ensure proper storage and retention of electronic official records

Reduce the amount of paper circulated and stored by City departments

Reduce duplicative electronic records management and storage activities

Key Milestones:


Records management policies are developed

Tools are selected

Start Dates

July 2014

g y

ERP - Fleet




Page 117


Project Executive: Public Services Director, Sharon Friedrichsen Stakeholders: City staff, Community Members

Scope: The scope of this initiative includes implementing an asset maintenance and management system. Areas may

include: fleet, facilities, streets.


Risk management

Maximize asset utilization Track and manage fuel costs

Reduce downtime

Plan and execute maintenance according to schedule

Balance replacement vs. maintenance costs

Track and manage facility maintenance costs

ERP – Fleet (Cont.)




Page 118

Key Milestones:

Requirements defined Software selected

Plan approved

Implemented

Trained

Start Date:

TBD

ERP - Public Safety Services




Page 119

Priority: Second

Program Sponsor: Chief Mike Calhoun Stakeholders: City Staff, Community Members, Citizens, Visitors, Businesses

Scope: The scope of this initiative includes data and revenue collection for services to include: permits, vehicle towing,

alarm billing, animal fees, training reimbursement, asset forfeiture, property sales and Live Scan fees; and citation sign-

offs; restitution; contract services. This will be integrated with other the ERP components such as Finance and

Permitting; and the Wittman Enterprise system.


Ensure cost recovery for services Ensure collection of all appropriate fees

Improved reporting capabilities

Key Milestones:


System acquired / implemented

Start Date:

Ongoing

ERP - Public SafetyWeb EOC




Page 120


Project Executive: Chief Mike Calhoun Stakeholders: City employees and allied agencies

Scope: The scope is to implement the Web EOC product – an emergency management tool


Have the whole City using the same emergency management tools

Enhance emergencies preparedness systems and services

Track emergency costs in order to obtain reimbursement

Share information easily with other agencies Key Milestones:

Train personnel on the use of the tool

Populate all the City’s data


In process

ERP –Public Safety Alert Monterey TENS




Page 121


Project Executive: Chief Mike Calhoun Stakeholders: Residents, citizens, community partners and allied agencies

Scope: The scope of this initiative is to provide emergency notifications within our sphere of influence


Reverse 911 to automatically alert those affected by the situation

Efficiency, a wider net

Customer service – always informed about what is going on in your community

Key Milestones:

City system is managed by Carmel-by-the-Sea for our notifications

Identification scheme (as have no street numbers) is determined

Start and End Dates

Ongoing





Page 122


Project Executive: Administrative Services Director, Susan Paul

Stakeholders: All City Departments, all entities and people with whom the City conducts business

and/or transactions

Scope: Create a City-wide technical architecture that is based on City business needs. The

architecture will identify business and technology drivers, architecture principles and requirements,

policies, standards and product lists.


Develop a scalable and flexible technology infrastructure

Leverage existing City hardware and software resources

Take advantage of newer technologies, such as cloud-enabled applications

Develop a replace and refresh strategy

Develop a funding strategy to ensure the sustainability of the infrastructure

Technical Architecture (Cont.)




Page 123

Key Milestones:

An assessment of the City’s existing information technology systems is completed, includingapplications and data, to determine the gap between where we are today and where we want to be

tomorrow.

Formal mechanisms to define and maintain the City-wide architecture are developed.

Technical environment improvement projects are defined, budgeted and scheduled.


October 2013

IT Security Program




Page 124


Project Executive: Administrative Services Director Susan Paul Stakeholders: All City Departments, all entities and people with whom the City conducts business and/or transactions

Scope: Developing a comprehensive information technology security program to ensure the safety of sensitive and

confidential information from the desktop to the host.


Develop security policies and procedures to protect the City’s information assets regardless of technology

platform Implement procedures to mitigate the impact of IT security incidents

Develop a security awareness program

Balance security measures with the need to get work done

Key Milestones:

A security policy is developed

Security Policy is approved by the Mayor and Council

Employees are trained in the new policy

Start and End Dates October 2013

IT SecurityNet Motion




Page 125


Program Sponsor: Chief Mike Calhoun Stakeholders: Police Officers

Scope: Implement secure computer access to the City’s network in public safety vehicles


Put information into the officers’ hands so they can stay in the field more

Increased visibility in the community

Process communication better

Officer safety

Efficiency for the customer

Key Milestones:

Framework Complete (End – end of June 2013) (1st vehicle)

Training complete

Implemented in all vehicles


Tied to vehicle replacement cycle

IT Business Continuity & Disaster Recovery




Page 126

Priority: High

Program Sponsor: Administrative Services Director, Susan Paul and Police Chief, Mike Calhoun

Stakeholders: All City Staff and Partner Agencies

Scope: The City depends upon the use of information technology for service delivery, especially during times of

emergency when speed and efficiency could affect lives . Working in conjunction with Public Safety, we will develop IT

business continuity and disaster recovery plans based upon City and departmental business needs. An important goal is

to balance risk versus cost when making recommendations. We will also develop risk measures.


Prevent and mitigate the risks of IT disasters

Reduce risk of partial failures

Minimize potential of complete system failures

Prevent and mitigate the risks of non-IT disasters on IT resources

Leverage current and future technology investments

Prepare for disasters via scenario development and drills

Key Milestones:

Requirements defined Processes and procedures defined

Plan adopted

Plan tested


TBD

IT Business Continuity & Disaster RecoveryGIS Program




Page 127


Project Executive: Planning, Marc Weiner Stakeholders: Development community, operational staff, the public, allied agencies

Scope: The scope is to establish GIS capabilities to support internal and external customer geographic information

needs including critical infrastructure documentation.


Have a geographic base upon which to lay data and against which to perform analysis

Provide real time data - i.e. pothole identification

Key Milestones: Define GIS requirements

Develop a Plan to meet those requirements

Develop a funding and staffing strategy to support the Plan


Plan approved


TBD

Using IT Effectively Program




Page 128


Project Executive: Administrative Services Director, Susan Paul Stakeholders: All City staff; Customers

Scope: The scope of this initiative is to ensure that City staff are trained in how best to utilize the technology tools

provided by the City


Ensure City employees can increase their efficiency and effectiveness through the use of automated tools.

Easy-to-use technologies are implemented to support business processes Employees understand how to maximize the technology tools provided

Key Milestones:


Training materials developed

Classes conducted


Ongoing as Plan is implemented

IT Staff Development Program




Page 129


Project Executive: Administrative Services Director, Susan Paul Stakeholders: Staff

Scope: Develop plans and programs to recruit, train, develop, and retain qualified technology experts.


Provide the highest quality service with a well trained staff.

Establish performance measures tied to the City’s core standards, and goals and objectives.

Key Milestones:

Required skills are defined

Staff skills inventory completed

Training requirements identified

Training commenced

Start and End Dates: October 2013

IT Governance




Page 130


Project Executive: Administrative Services Director ,Susan Paul Stakeholders: All City Departments

Scope: Implement an information technology governance framework that will facilitate information technology decision-

making, strategic planning implementation, and measurement of effectiveness of information technology investments.


Develop a collaborative information technology decision-making process.

Ensure technology decisions are driven by business needs. Effectively implement, monitor and update the City’s Information Technology Strategic Plan.

Prioritize the City’s limited information technology resources.

Key Milestones:

Governance Charter developed incorporating guiding principles.

Governance framework for information technology planning and decision-making launched.

IT sourcing and funding strategies developed Start and End Dates:

October 2013 – December 2013

IT Governance - IT Best Practices



Priority: High

Program Sponsor : Administrative Services Director, Susan Paul Stakeholders: Executive management, department directors

Scope:

Implement information technology best practices that result in significant cost savings


Ensure the City effectively manages its technology investments

Key Milestones:

Implement technology purchasing best practices

Implement technology lifecycle management best practices Implement technology surplus management best practices

Implement project management best practices

Implement remote and wireless computing best practices


January 2014