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IT Strategic Plan Final 2013.10.22 THIS DOCUMENT IS FORMATTED FOR DUPLEX PRINTING THIS PAGE INTENTIONALLY LEFT BLANK October 2013 Information Technology Strategic Plan (ITSP) Page|2 Table of Contents 1 Introduction ............................................................................ 4 1.1 City Profile ....................................................................... 4 1.2 Background ..................................................................... 4 1.3 Project Purpose and Benefits ........................................ 5 2 Approach ................................................................................. 8 3 Current Environment ........................................................... 10 4 Assessment ......................................................................... 12 4.1 Assessment Activities .................................................. 12 4.2 Findings and Recommendations ................................ 13 5 Roadmap ............................................................................. 22 5.1 ITSP Enablers ............................................................... 22 5.2 Projects ........................................................................ 26 6 Conclusion ........................................................................... 42 NexLevel Information Technology, Inc. assisted the City of Pismo Beach in the development of this IT Strategic Plan. The Plan is intended to be used as a roadmap to help ensure information technology effectively supports the City’s current and future needs. October 2013 Information Technology Strategic Plan (ITSP) Page|3 THIS DOCUMENT IS FORMATTED FOR DUPLEX PRINTING THIS PAGE INTENTIONALLY LEFT BLANK October 2013 Information Technology Strategic Plan (ITSP) Page|4 1 Introduction 1.1 City Profile Pismo Beach is a beachfront community located on the Central Coast along six miles of the Pacific Ocean in San Luis Obispo County. The City encompasses approximately 3.6 square miles, with a significant amount of recreational beach area available to residents and visitors. Pismo Beach is primarily a residential and tourist community, with a base population of approximately 7,700 residents and a peak-season population of more than 30,000. Pismo Beach was first incorporated in 1939, then disincorporated the following year due to concerns over the possibility of increased taxes. Reincorporation as a general law City occurred in 1946. The City Council is made up of five members: the Mayor is elected to a two year term, and the remaining four City Council members serve four-year staggered terms with two members elected every two years. The City operates under a council-manager form of government. The City Council appoints the City Manager, City Attorney and City Clerk. The City of Pismo Beach has 94 authorized full-time equivalent employees and delivers municipal services through five departments: City Clerk; Administrative Services; Public Works; Community Development; and Police. Fire services are provided through a contract with the California Department of Forestry and Fire (CALFIRE). 1.2 Background Pismo Beach has a history of being fiscally conservative. In recent years, when the economy deteriorated, the City reduced costs in ways that avoided major service impacts to residents and businesses. Today, the City is experiencing overall economic stability and advancement due to the improving economic climate and the City’s active tourism industry. Given this outlook, the City continues with the budget goals of maintaining the levels of service currently provided to residents, reducing expenses wherever practical, meeting employee obligations and maintaining adequate general fund reserves. At the same time, technology in general has been progressing at breakneck speed, and citizens have become more technology savvy, expecting increased and more efficient services through the use of technology. Technology has the potential to improve citizen and tourist access to services, increase staff productivity, extend availability of services beyond the normal business hours, and provide more transparency regarding operations. As a part of the 2014-2015 budget, the Pismo Beach City Council established a set of City Council Goals and Priorities. Included in these were three technology related objectives: Acquire and install 21st century technology in the Police Department Pismo Beach’s Vision: Provide a safe place; maintain its small beach town character; manage growth effectively; and enhance a vibrant tourist- based economy, while becoming a world-renowned tourist destination. October 2013 Information Technology Strategic Plan (ITSP) Page|5 Move to paperless agendas incorporating best practices from elsewhere Acquire and install 21st century financial management software Establishment of these goals reflects the City Council’s desire to move Pismo Beach forward in terms of technology leverage. With the City Council’s leadership in prioritizing technology initiatives, along with City management’s desire to maximize the use of technology to increase efficiency and service to the community, the City of Pismo Beach selected NexLevel Information Technology, Inc. (NexLevel) to assist in the development of an Information Technology Strategic Plan (ITSP). NexLevel is a Technology Management Consulting company that specializes in helping California local governments plan for and implement technology. This document presents the resulting IT Strategic Plan. 1.3 Project Purpose and Benefits Over time, local governments typically struggle to keep up with technology demands. Technology needs and reliance often exceed what can be delivered by the supporting IT organization’s resources and capabilities. As shown in Figure 1, the IT Strategic Plan provides a roadmap that will help Pismo Beach close the gap between current and future technology needs compared to available resources. Figure 1 – Technology Gap For Pismo Beach, the ITSP addresses the key technology issues facing the City, describes the technology projects necessary to address the issues, as well as the IT organizational changes and hardware lifecycle management approach that will provide for the successful technology operation for the next three to five years. The ITSP also includes a project timeline, which addresses project priorities by fiscal year budget cycles. Implementation of the ITSP will provide the City with the following bottom-line benefits:  Improved public safety delivery  Improved business operations  Improved customer service  Increased staff productivity  Improved succession planning  Improved technology project decision making It is recommended that Pismo Beach make annual updates to the ITSP. By evaluating progress, while also revisiting goals and objectives, annual updates help identify any adjustments October 2013 Information Technology Strategic Plan (ITSP) Page|6 necessary to keep Pismo Beach focused on the best technology outcomes for its residents and businesses. October 2013 Information Technology Strategic Plan (ITSP) Page|7 THIS DOCUMENT IS FORMATTED FOR DUPLEX PRINTING THIS PAGE INTENTIONALLY LEFT BLANK October 2013 Information Technology Strategic Plan (ITSP) Page|8 2 Approach The ITSP development process was a City-wide effort involving City staff from every department. It focused on identifying both the City’s current and future technology challenges and needs. A goal of the planning process is to identify a “business driver” for each technology need. To support prioritization and planning, it is important that the business impact of any proposed project is well defined, because ultimately the return on the investment in technology is defined in business terms. The information gathered during the planning process, along with research regarding how other cities are addressing technology needs, was used to identify specific technology projects. In developing the ITSP, NexLevel provided expertise regarding best practices and industry standards. Figure 2 identifies the major tasks and general timing of the activities performed to develop the ITSP. Figure 2 – Project Activities Timeline At a summary level, the major activities included:  Initiate - development of project materials and conducting a kickoff meeting.  Analyze - administration of a user satisfaction survey; interviews with City management and staff; tours of City facilities; review of existing documentation; and development of a comprehensive IT Assessment report.  Strategize – compilation of a technology project listing from information coming out of the user satisfaction survey and department interviews; development of a prioritized project timeline resulting from the Project Prioritization Workshop; and completion of draft and final ITSP documents. The use of a structured planning approach and methodology encouraged participation and buy-in from all stakeholders. October 2013 Information Technology Strategic Plan (ITSP) Page|9 THIS DOCUMENT IS FORMATTED FOR DUPLEX PRINTING THIS PAGE INTENTIONALLY LEFT BLANK October 2013 Information Technology Strategic Plan (ITSP) Page|10 3 Current Environment A reliable and high performing technology infrastructure is critical to obtaining the maximum benefits from business and operations technologies (e.g. finance, payroll, permitting, document management, etc.). Responsibility for management of the City’s technology infrastructure and applications resides with the Administrative Services Director. The Director is responsible for management and oversight of all IT related activities. The City contracts with a local vendor, TechXpress, for hardware support, help desk services, and data communications management. Under the agreement with TechXpress, additional services can be requested when needed. While TechXpress participates in software installations and provides a limited role in version upgrades, users in City departments generally manage the implementation of new technology, provide on-going application administration, and coordinate software version upgrades. The City contracts for application support from the various software vendors. The departments contact the vendors when support is needed. The departments also coordinate application administration (i.e. adding new users) and the installation of release upgrades. The City’s IT support resources are limited to the services provided by TechXpress and the technology knowledge of staff in the various departments. These limited resources present a challenge to the organization today, and will increase when new technology is procured to support the City’s goals of increasing efficiency and providing additional services to the community. The challenges presently facing the City in the absence of a coordinated strategy for information technology include:  Inability to readily leverage technical assets and knowledge across Departments.  Inability to readily scale the environment to take advantage of bulk license purchases, upgrades, and other features.  Incurring additional costs for activities such as business continuity planning, disaster recovery, and application security.  Inability to accurately and easily calculate the City’s return on investment and total cost of ownership for its IT related assets and activities. The City supports approximately 150 full and part time technology users. Support hours are Monday through Friday from 8:00 AM – 5:00 PM, with on-call service available after hours. The IT support (including the Administrative Services Department and TechXpress) scope of services includes:  Hardware support and deployment (desktops, laptops, printers, servers, etc.)  Communications (voice and voice mail, wide area network, local area network, wireless network access, internet, network security)  Help Desk services The City Council’s commitment to technology enhancements provides the driver to build upon to realize the full benefits technology has to offer. October 2013 Information Technology Strategic Plan (ITSP) Page|11  Website oversight, including integration with outside vendors  Broadcasting of City Council and other public meetings  Limited support of City-issued cell phones and pagers In addition to the technology services provided through the Administrative Services Department and TechXpress, the City also relies on vendor hosted and supported software applications via the Internet (referred to as “cloud” or Software as a Service (SaaS) applications). Additionally, the City relies on third party service providers to support certain software applications. Table 1 identifies the City’s core applications, the department that “owns” the application, and the vendor responsible for maintenance support. Table 1 – Core Application Support Responsibilities Application Application Owner Maintenance Support Vendor Finance / Payroll / Utility Billing Administrative Services Harris Wintegrate Document Management City Clerk Laserfiche Agenda Management, Streaming Video City Clerk Granicus City Website City Clerk Civic Plus Communications Tracking Software Customer Relationship Management City Clerk Comcate Permitting Community Development CitizenServe Recreation Registration and Facility Scheduling Community Development - Recreation Active Net Computer Aided Dispatch (CAD) and Records Management System (RMS) Police EIS Geographic Information Systems (GIS) Public Works ESRI ARC GIS Work Order System Public Works iWorks October 2013 Information Technology Strategic Plan (ITSP) Page|12 4 Assessment In order to help the City maximize its investment in technology and provide the highest level of service to its customers, it is first necessary to assess the current state of the City’s technology operations. To complete the assessment, NexLevel used the processes and data identified in Section 4.1 below. NexLevel then compared this information against research regarding how other municipalities address technology needs, and against a series of operational best practices that represent the typical roles and responsibilities for a municipal technology service delivery organization including:  Technology Governance - The leadership, reporting structure, management overview, method of communicating with stakeholders, and consistent tracking of technology services that ensure end-user business needs and requirements are met.  Service Delivery - The function of coordinating the processes involved in providing robust customer technology support including training, helpdesk, and service delivery management.  Business Technology – The business and operational software applications supporting City departments.  Infrastructure - The data center, hardware/equipment, storage area network (SAN), server virtualization, operating systems, support software, and communications network services used within the City to provide technology services to end users.  Security - The effective application of policies and standards, user conduct, software tools (filtering, monitoring, etc.), and audits to validate that the City’s material and software resources are used only for their intended purposes.  Administration – The management of the technology in terms of budgets, maintenance agreements, and software licenses.  Documentation – The development and maintenance of current and accurate documentation of all technology activities such that processes can be completed in the absence of any one individual while promoting cross training, enabling backup and recovery, and reducing the risk of change. The resulting IT Assessment report provided a high-level view of each best practice area (dimension), as a weakness in any one area can adversely impact the overall effectiveness of the organization. To achieve best practices for technology management, an organization needs to perform strongly in all dimensions. 4.1 Assessment Activities The Assessment included the following activities:  Interview with City Manager Jim Lewis  Interview with Director of Administrative Services Nadia Feeser  Interviews with more than 30 City staff A comprehensive understanding of how an organization uses technology to support its business provides the foundation upon which to plan. October 2013 Information Technology Strategic Plan (ITSP) Page|13  Web-based user satisfaction survey distributed to 150 City staff and responded to by 51 staff  Tour of the offices of the City’s IT services provider, TechXpress, and interview with the City’s primary representative from TechXpress  Tour of the City’s data centers  Review of technology related documentation (e.g. budget, policies, procedures, etc.)  Review of results from the IT survey the City conducted in December 2012  Follow up interviews and queries with the Administrative Services Director and Tech Xpress to resolve or clarify issues  Compilation of information regarding technology practices in similar organizations  Research and analysis of findings  Project prioritization workshop attended by executive management staff 4.2 Findings and Recommendations NexLevel evaluated the City’s use and management of technology and plotted performance, by best practice area, on a diagram as presented in Figure 3. The diagram identifies areas requiring focus, as well as areas that are performing at or near best practice levels (as indicated by green). In order to evaluate each best practice area, NexLevel used information gathered from a user satisfaction survey, department interviews, review of documentation, and site tours. The results were representative of the feedback and findings obtained during the department interviews. NexLevel evaluated all information compiled to arrive at the best practice ratings, and accompanying recommendations, as presented in the following pages. Figure 3 - Assessment Dimension Summary Results The following sections (4.2.1 – 4.2.7) provide information on each of the 7 dimensions illustrated in Figure 4. 4.2.1 Technology Governance The City’s technology governance includes informal and formal processes associated with the daily IT operations and the City’s strategic planning activities related to technology. NexLevel October 2013 Information Technology Strategic Plan (ITSP) Page|14 observed that the IT function is challenged to keep up with existing demands, and is not adequately staffed to meet the growing department technology needs. The City’s overall technology governance would benefit from a more formal steering committee structure with active participation from department directors on a regular basis. NexLevel provides the following recommendations:  Add a City IT position to proactively direct and manage the City’s technology service providers and provide City- wide oversight for all IT activities.  Continue to utilize outsourced support services for help desk, desktop support, and 24/7 network monitoring.  As new technology is introduced, allocate the necessary budget to ensure support resources are available.  Consider partnering with neighboring jurisdictions for the provision of IT support and / or specialized IT services.  Establish a Technology Steering Committee to oversee the City’s technology strategic direction and ensure that IT resources remain aligned with the City’s priorities.  Provide dedicated project management for technology projects. 4.2.2 Service Delivery The City’s present technology support agreements are sufficient to support day-to-day customer support operations. However, these agreements do not sufficiently address macro- level items such as disaster recovery and business continuity. As with virtually any technology environment, there are opportunities to improve the level of support provided and to respond to unmet support requirements as well as new requirements that may be identified in the future. The City has been proactive in maximizing the value of the technology services it receives through sourcing support services; however, in the absence of centralized IT direction and support, it is likely that some proportion of staff resources in City departments are being used for IT support services. The performance of IT duties by individuals in non-IT classified positions is often referred to as “hidden” or “shadow” IT spending and this typically results in:  A proliferation of ad-hoc applications, databases, and spreadsheets that are non-standard and undocumented, creating islands of information that cannot be readily shared.  Potential business continuity and disaster recovery risks, along with IT systems that are seldom properly secured against unauthorized access, disclosure, and modification.  The use of resources on projects that may be departmental priorities, but that are less critical from a City-wide perspective.  Increased risk of disruption in City operations and increased total cost of ownership. NexLevel is recommending the City take the following actions to ensure that it continues to receive the services and service levels it requires:  Review and document the scope of services that TechXpress provides the City. For those services that TechXpress does not provide to the City, identify alternate resources for the provision of those services October 2013 Information Technology Strategic Plan (ITSP) Page|15 including additional service contracts, expansion of existing service contracts and/or partnering with neighboring jurisdictions for service delivery. It should be noted that many of these service delivery gaps may be addressed with the addition of an IT management position to the City’s workforce.  Implement a process whereby TechXpress provides monthly statistical reports on all help desk tickets.  Utilizing help desk reporting, identify the most common concerns of users in order to address those concerns organization-wide.  Survey City staff regarding specific IT training needs to establish a formal training schedule.  Identify specialized training needs that TechXpress cannot provide (i.e. Wintegrate), and contact the technology vendor to provide this training.  As a part of all future technology implementations, ensure that training is a key component, and budget for refresher training by the technology vendor. Note that the implementation of a formal technology governance structure will also help improve service delivery as it will help quickly identify and ensure focus on timely resolution of service delivery issues. 4.2.3 Business Technology The effective selection, implementation, and management of department software applications is critical toward attaining a high level of staff productivity, cost-effective service delivery, efficient business processes, and a return on the City’s technology investment. The sum of the City’s applications is called the Application Portfolio. The City’s Application Portfolio supporting the City’s business and operational functions are providing the features and functionality consistent with similar size municipalities. However, it should be noted that some software applications are nearing the end of their useful life, while others such as the Wintegrate financial system are past their useful life. In addition, there are several business and operational functions that are currently not leveraging applications or are relying on internally developed software that does not provide the functionality that is needed. To help evaluate the effectiveness of Pismo Beach’s Application Portfolio, NexLevel plotted core applications on a chart where the vertical axis represented “Application Capabilities” (i.e. features and functionality) and the horizontal axis represented “User Effectiveness” (i.e. how effectively is staff at leveraging the application). The following figure plots Pismo Beach’s current application effectiveness. October 2013 Information Technology Strategic Plan (ITSP) Page|16 Figure 4 – Business Technology Effectiveness Diagram October 2013 Information Technology Strategic Plan (ITSP) Page|17 Since the applications are critical to the City’s ongoing success, NexLevel provides the following recommendations:  Comcate - Citizen / business requests for services Establish City-wide policies and processes for responding to citizen requests, and ensure that all departments adhere to the policy.  Active Net - Recreation class registration Continue to remain current with software releases and look to take advantage of new features and functions as they become available.  Active Net - Facility reservations software Dedicate the necessary resources to implement this module and fully train staff.  Laserfiche - Document Management software Establish and enforce a City-wide standard for indexing documents. As time permits, examine the existing repository of documents in Laserfiche for re-indexing.  Granicus – Agenda Management and Streaming Video Review the connectivity and performance of the Council Chambers local area network to determine if Granicus issues are related to the network. If network issues are not identified, Granicus should be alerted to resolve issues.  ESRI Geographic Information System (GIS) Acquire an interactive GIS viewer to provide simple access to all City departments and the public. Consider providing a resource to load and maintain information in the GIS so that it is fully functional for all City departments.  Civic Plus - Website Application Procure and install the most current version of Civic Plus, and arrange for training for City staff.  CitizenServe - Permitting & inspection system Replace the CitizenServe application with a full feature permitting system that includes, among other items, electronic application and plans submittals, electronic workflow, and a public portal for citizen access to the status of pending projects.  iWorks - Public Works Work Order System Procure a full feature work order system that can integrate labor information from payroll, vehicle and equipment, and other pertinent data into one system, so that the City can capture the true cost of its work order responses.  Harris Wintegrate – Financial system Replace the Wintegrate financial system with a full feature financial system including payroll, human resources, and utility billing modules.  EIS - Police Records Management System Elevate City’s concerns with the vendor and with the other system users in the County. Hold meetings between EIS and all users in the County to outline the issues and request a plan from the vendor for resolution of the issues. On a regular basis, communicate the status of the issues resolution to all affected Police staff. Section 5 of the IT Strategic Plan identifies projects to address the above recommendations. October 2013 Information Technology Strategic Plan (ITSP) Page|18 4.2.4 Infrastructure While the majority of the City’s technology infrastructure is performing well, during staff interviews and in responses to the user survey, some staff indicated they are not satisfied with the network performance or the inability to work from remote facilities. NexLevel provides the following recommendations:  Expand the Wide Area Network (WAN) to all City facilities where network access is needed.  Reconfigure the network with Virtual Local Area Networks (VLANs) to improve communication speed.  Implement procedures to monitor Internet capacity.  Provide Department Directors with monthly Internet usage reports.  Implement an Intranet and establish City-wide protocols for loading and managing the information contained on it.  Implement virtual server technology to replace existing servers.  Establish a server refreshment schedule.  Replace existing routers with equipment that improves the ability to proactively monitor and manage the network performance.  Implement a switch management protocol to help maximize network speed.  Publish a technology refreshment policy and budget that supports the policy.  Install standardized versions of Microsoft on all desktops, and standardized versions of other popularly used applications (i.e. Adobe).  Utilize CISCOM to periodically survey City staff regarding items such as hardware and software needs and compatibility issues.  Publish a Remote Access policy with guidance from the Technology Steering Committee.  Monitor mobile computing devices (i.e. smartphones, tablets, etc.) and implement standards, training, and support as necessary to allow staff to leverage mobile technologies to improve service delivery.  Evaluate the mobile computing features and functions of current and future business applications to take full advantage of mobile computing.  Implement security procedures, policies, and tools for the use of mobile computing devices, and to ensure mobile devices can be “wiped” clean if lost or stolen.  Make necessary modifications to the City Hall data center to protect equipment and eliminate unauthorized access.  If feasible, modify the overhead fire sprinklers in the Police Department data center. 4.2.5 Security The City has recently implemented security policies and practices that appear to be performing well. However, in today’s world, municipalities are prone to malicious attacks, and as such, NexLevel makes the following recommendations:  Perform an annual network penetration test.  Secure the data center in City Hall (see Infrastructure recommendation). October 2013 Information Technology Strategic Plan (ITSP) Page|19  Implement email encryption to protect confidential information.  Implement a process to restrict unauthorized access to user devices.  Consider establishing a limited number of designated representatives who have desktop administrative rights.  Ensure that TechXpress responds immediately to all requests asking for assistance for the installation of software and/or equipment that require administrator privileges.  Implement more robust data backup protocols after the completion of a security assessment and disaster recovery / business continuity plan.  Create and publish a Business Continuity Plan (BCP).  During development of a Business Continuity Plan, include in the BCP a process to ensure the EOC has access to key systems in the event of an activation.  Establish a procedure to periodically install patches on the EOC laptops.  Centralize log files to prevent overwriting. 4.2.6 Administration Overall, the City has been adequately managing the administrative aspects of its technology operations. At present, the City dedicates approximately 2.43% of its general fund budget toward IT, which is below the typical resource allocation of between 3% and 5%. The City’s IT operation would be better served with the dedication of additional funding toward IT along with continued focus on administration of budgets, maintenance agreements, and software licensing to ensure effective operations. NexLevel makes the following recommendations:  Establish a management level IT position (see Technology Governance recommendation).  Review the current processes and procedures in place that enable the Finance division to capture and report on the full cost to provide information services to the City.  Establish a dedicated internal service fund for technology related activities.  Centralize all IT purchases in the Administrative Services Department budget.  Require that all major technology procurements are reviewed by the Technology Steering Committee.  City-wide, review all maintenance agreements annually to confirm the agreements provide the appropriate level of service.  Create a centralized repository for all technology maintenance contracts and review annually to ensure they align with the City needs.  Implement a centralized license management role (which should include department applications) in the Administrative Services Department. 4.2.7 Documentation Best practice organizations maintain current, accurate, and comprehensive documentation on all activities such that processes can be completed in the absence of any one individual. NexLevel makes the following recommendations: October 2013 Information Technology Strategic Plan (ITSP) Page|20  Regularly review technical documentation for all aspects of the City’s day-to-day IT operation to ensure the documentation is kept current and is retained in a centralized location.  Engage the Computer Information Steering Committee (CISCOM) and / or the Technology Steering Committee in the review of all existing IT policies to obtain input on potential gaps or shortcomings. Develop and publish new policies as needed.  Distribute policies to staff and require signatures during annual performance evaluations to acknowledge receipt of the policies.  Establish processes whereby the Administrative Services Department monitors compliance with established policies and the Technology Steering Committee acts as the enforcement mechanism of the policies. 4.2.8 Summary The City performs effectively in many of the assessment dimensions. However, as shown by the recommendations, there are still opportunities for improvement and, as a result of constantly changing technology and user needs, the City must continue to evolve technology management and support activities to ensure a secure, reliable, and robust technology environment. It is important to note that some of the recommendations presented are incorporated into the IT Strategic Plan as projects, while others should be addressed at an IT management level. The latter, considered “non-strategic project recommendations,” will be addressed by staff over time. Some will be implemented quickly, while others may take significant planning, hardware/software purchases, and additional personnel resources to execute. October 2013 Information Technology Strategic Plan (ITSP) Page|21 THIS DOCUMENT IS FORMATTED FOR DUPLEX PRINTING THIS PAGE INTENTIONALLY LEFT BLANK October 2013 Information Technology Strategic Plan (ITSP) Page|22 5 Roadmap The IT Strategic Plan focuses on the identification and definition of strategic projects and provides the opportunity to carefully consider each project’s relative priority to maximize the value the City receives from the utilization of limited technology resources. An industry research firm reported that: “Creating the right mix of investments to properly use limited resources while providing the maximum business benefit is the ultimate challenge for IT leaders…balancing resources, technology, business needs, and changing situations while simultaneously maximizing returns and minimizing risk.”1 Organizations with limited IT resources, such as the City of Pismo Beach, must be able to:  Select and prioritize IT investments by identifying strategic projects that provide the greatest value.  Establish performance indicators, monitor the status of each strategic project, and reallocate resources as needed.  Modify plans and priorities based on changes in requirements (such as mandates), changes in resources, and changes in technology. 1 Best Practices, Defining IT Portfolio Management, Forrester Research, 2004. Within this context, a strategic project is one that has the potential to provide benefits to the City and/or the citizens and businesses it serves. A strategic project may:  Streamline existing processes or enable new capabilities to improve service delivery.  Remediate or mitigate a serious risk to the City’s ability to provide services and to meet public expectations.  Improve operational processes to allow staff to be more productive, potentially reducing costs to meet budget demands.  Improve public safety. The City should look at the components of its information technology environment (applications, hardware, etc.) as infrastructure assets similar to buildings: all of them require maintenance (some more urgently than others), some need minor repairs, some need major renovations, and some need to be replaced. The primary focus of the IT Strategic Plan is to provide a roadmap for the City that identifies the strategic projects that will be implemented over the next three to five years and the resources required to complete them. 5.1 ITSP Enablers As discussed in the previous section, the IT Assessment recommendations that are not deemed to be strategic projects should be addressed by City management over time. However, NexLevel believes there are several recommendations that are critical to the overall success of the IT Strategic Plan and referred to as Enablers. The key Enablers, as shown in Figure 5, include Governance, Infrastructure, Project Management, Standards, and Organization. They form the foundation upon The ITSP provides a roadmap, as well as a call to action, to take the City’s technology from where it is today to where it needs to be to meet business needs. October 2013 Information Technology Strategic Plan (ITSP) Page|23 which the plan is built and should be addressed as soon as possible to provide the best chance for a successful ITSP. Figure 5 – IT Strategic Plan Enablers In the remainder of this section, we discuss the key Enablers. 5.1.1 Governance Industry studies completed by respected research firms have suggested that as high as 20% of all technology investment is wasted each year. When you factor in the potential wasted investment, along with the annual technology expenditure, the importance of IT governance in managing and ensuring an adequate return on investment is significant. The City would enjoy significant benefits by implementing a formal technology governance structure to oversee and guide technology activities that are being performed at the staff level and within other groups. A formal technology governance structure would create an effective forum to plan, communicate, manage, and coordinate technology projects from an enterprise perspective. The City should establish a Technology Steering Committee whose members are comprised of department heads and selected line staff from each department as needed. The Technology Steering Committee will create an effective forum to plan, communicate, manage, and coordinate technology projects, as well as to ensure decisions about projects, resources, and priorities are made with an enterprise-wide view. The scope and responsibilities of the Technology Steering Committee will include:  IT Strategic Plan – The Technology Steering Committee will provide input to, and review of, the technology project priorities and timelines.  Strategic Direction/Alignment – The Technology Steering Committee will provide input and feedback relative to each activity. This dialog will ensure appropriate priority and efficient and effective use of technology systems and services.  IT Operations Project Review – The Technology Steering Committee will review IT projects for consistency and compliance with the ITSP to ensure the City’s business systems are supported by the existing platforms and that they can be easily integrated, as needed, with other City applications. This will be a collaborative effort to ensure technology solutions are solving real business needs and that the requirements of all impacted departments are addressed. October 2013 Information Technology Strategic Plan (ITSP) Page|24  Policy Guidance – The Technology Steering Committee will review technology policies and guidelines. The Technology Steering Committee will approve these policies, communicate them to staff and ensure City- wide compliance.  Platform Usage – The Technology Steering Committee will discuss how new technologies will be used and provide input relative to performance metrics, equipment utilization and hardware/software acquisitions.  Technology Information – The Technology Steering Committee will receive updates and status reports relative to technology issues, information security and evolving technology trends. Members will disseminate this information, when appropriate, to their respective staffs. The Technology Steering Committee will oversee the City’s technology strategic direction; thus it is important that membership consist of department heads and selected line staff as needed, and attendance and participation should not be delegated to others with less authority. Those with limited technical knowledge or experience may hesitate to participate in technology governance. However, technology impacts the delivery of business services, and participation in governance by senior executives of the organization is needed for effective service delivery to meet organizational needs. 5.1.2 Infrastructure To ensure a reliable, robust, and secure technology infrastructure, best practice encourages timely replacement (refreshment) of technology infrastructure hardware and equipment. Technology infrastructure includes all hardware and equipment (from the desktop to the data center) that ensures the City’s technology users are able to access software applications. As technology infrastructure hardware ages, it becomes less reliable, resulting in higher support costs and increased staff disruption. In addition, as software applications are upgraded or replaced, the new applications are generally optimized to run on the most current hardware. Technology infrastructure replacement cycles typically run three to five years depending upon the hardware. 5.1.3 Project Management Project management is the discipline of planning, organizing, securing and managing resources to achieve specific goals. Ineffective project management can result in extended timelines, budget overrun, and project failure. For each of the IT Strategic Plan projects that are initiated, the City should assign a project manager who has the skill set and authority to effectively perform the required project duties. The project manager should be accountable to the project owner, as well as the Technology Steering Committee for project updates. For some of the projects outlined in the IT Strategic Plan, the project manager may be a subject matter expert from the using department; for other projects, management could be provided by the IT management position being recommended as a part of this report. Technology projects should be executed following basic standard project management methodologies, practices, and templates. Prior to initiating a project, a formal project charter should be completed to help ensure that the project is well defined. A project charter authorizes a project and ensures that necessary resources are provided to be successful. It is a document that provides an understanding of the role and responsibilities of all affected staff before the project starts. It October 2013 Information Technology Strategic Plan (ITSP) Page|25 simply provides a common understanding of what the project is about, why it is being done, who is involved, roles and responsibilities, schedule and delivery approach. Once a project is initiated, the City should have standardized templates for the project manager to track and report on project progress. At a minimum, the project manager should complete the following tasks throughout the project.  Project Plan (inclusive of issues management, change management, risk management, etc.)  Project Schedule  Budget Tracking  Project Status Reports The use of a standardized project management framework will help ensure a comprehensive understanding of projects among stakeholders and impacted staff and help mitigate any risks to the project. 5.1.4 Standards Establishing City-wide technology standards provides the following benefits:  Promotes consistency in common infrastructure systems  Minimizes duplicative efforts among departments  Ensures or enhances continuity of ongoing technology operations  Promotes efficiencies relating to ongoing support and problem resolution  Promotes short or long-term cost savings or cost avoidance  Streamlines the delivery of information or services by promoting consistency in the handling, collection, transport or storage of data information  Protects and secures the City’s technology infrastructure and/or data  Increases productivity  Enables greater workforce mobility  Promotes ease in training new staff and support succession planning While standards may define or limit the tools, vendors, and software that is implemented, the tradeoffs are generally well worth it. Standards should be established, monitored and enforced by the City’s technology governance structure. General equipment standards include desktops, mobile devices (i.e. PDAs, Smartphones, Tablets, etc.), network equipment, data center servers, and printers. In addition, standards should be maintained for desktop software environment (i.e. versions of Office, Adobe, etc.) and database software (i.e. SQL, Oracle, etc.). 5.1.5 Organization Effective leverage and organization of the City’s technology resources is critical to the successful implementation of the IT Strategic Plan and in ensuring cost-effective ongoing support. Currently, the City’s IT operation lacks adequate resources to provide its customers with the level of service expected by the organization. There is no City staff dedicated to providing the type of specialized support necessary in public organizations, particularly public safety departments. This structure contributes to limiting the City’s ability to respond to and resolve technology issues. October 2013 Information Technology Strategic Plan (ITSP) Page|26 In addition, the organization is not placing an appropriate level of focus on technology issues. Lack of a formal technology governance structure is resulting in constantly changing priorities and a lack of strategic technology direction. The IT Assessment included the following recommendations that would improve the City’s ability to support current and future technology.  Add a position to the existing City staffing structure that provides for a management level individual with experience supporting IT in a municipality to oversee the City’s technology related activities. This individual’s skill set would require knowledge of infrastructure, data communications, data center management and network security. This position would be responsible for overseeing the City’s overall IT needs rather than be reactionary in a break/fix environment.  Continue to utilize outsourced support services for help desk, desktop support, and 24/7 network monitoring with oversight and direction provided by the newly created IT position. Supplement the services provided by the City’s IT resource to ensure coverage is available when the IT resource is unavailable (i.e. vacation).  As new technology is introduced, carefully evaluate the required technology support for both implementation and ongoing support, and allocate the necessary budget to ensure support resources are available. As the City moves forward with the implementation of new technology identified in the ITSP, demands for IT operational support will increase. If the resource requirements are temporary (i.e., project management for new system implementation), then an effective service approach is to use outside resources to augment the City’s IT resources. This strategy will allow the City to access resources with specific skills on an as- needed basis.  Consider partnering with neighboring jurisdictions for the provision of IT support and / or specialized IT services such as public safety initiatives. 5.2 Projects The technology planning process culminated in the identification and prioritization of technology projects that will help ensure the City’s technology environment supports current and anticipated business needs. These projects span across all departments and will improve services, operations, and/or increase the security and reliability of the existing technology environment. Projects were prioritized based on criteria such as financial impact, health and safety impact, customer service impact, business operations impact, alignment to business vision and mission, and technology obsolescence. In addition to these criteria, the plan also considered the limited resources (both human and capital) available to implement and manage technology projects. The IT Strategic Plan strives to set reasonable expectations as to when the projects will be completed. However, a project’s ultimate start date will be based on funding or budget approval. It is the intent of the IT Strategic Plan to support the City’s annual budgeting process by providing direction and input necessary to justify expenditures. The IT Strategic Plan does not include detailed specifications, requirements, or recommended vendor solutions. When a project is initiated, the Strategic Plan assumes City department October 2013 Information Technology Strategic Plan (ITSP) Page|27 staff will follow traditional project planning and management processes that would include detailed requirements analysis, formal procurement and selection, and implementation processes. With the rapid change in technology and vendor solutions, City departments would be best served by carefully evaluating the market solutions available at the time a project is scheduled for procurement. 5.2.1 Project List by Department Table 2 on the following pages lists each of the projects by department. October 2013 Information Technology Strategic Plan (ITSP) Page|28 Table 2 – Projects by Department Administrative Services – Information Technology Project Name Primary Dept. Project Description IT Security Assessment / IT Policy Development Admin. Services Info. Tech. The City should conduct a comprehensive security assessment utilizing a qualified IT security consultant. At a minimum, the assessment should include network penetration testing, system accessibility and protections, existing infrastructure configuration and physical security, and data backup and storage protocols, and should provide a comprehensive report of findings and recommendations. The recommendations contained in the assessment could then be utilized as a starting point for the development of IT policies and procedures. IT Disaster Recovery Plan Admin. Services Info. Tech. This project is to develop, test, and implement a disaster recovery plan to ensure the City's technology infrastructure can respond to an adverse event according to the timeline needs identified by the departments. The project will include completion of a business impact assessment to determine recovery requirements by the departments, assessment of the options and cost to meet those requirements, and the implementation of an IT disaster recovery plan to support established requirements. Server Needs Assessment Admin. Services Info. Tech. The City currently utilizes several servers for data storage, management and backup. Some servers are at end of life, others are at or near capacity. The City would benefit from a comprehensive assessment of the current server environment with a resulting go-forward strategy that may include server replacement, virtualization and / or a combination of solutions. City Hall Computer Room Assessment / Improvements Admin. Services Info. Tech. The City Hall computer room requires several improvements in order to assure uninterrupted service to internal and external customers, including a redundant cooling system, removal of non-IT related items currently stored in the room, and securing the room from entry by other than IT personnel. This project would evaluate and make recommendations for improvements to the City’s computer room. Wide Area Network and WIFI Connectivity Admin. Services Info. Tech. The ability to access systems while working remotely would increase staff effectiveness. The scope of this project is to determine how the City’s network could be expanded. City WIFI would allow the parking kiosks to connect without the use of solar powered cell phones, establish the framework to add security cameras in additional locations, provide network access from the downtown parking office, and establish the framework for providing mobile access for field crews. The scope of the project would identify how a private wireless network could be established for use to support City activities. October 2013 Information Technology Strategic Plan (ITSP) Page|29 Administrative Services – Information Technology (continued) Project Name Primary Dept. Project Description Desktop Refreshment / Public Counter PCs Admin. Services Info. Tech. The City has an informal PC refreshment policy (review of needs is completed during budget cycle); however, several Departments reported slow PC performance and a policy that includes moving older PCs to less critical positions in the organization. In addition, Departments expressed a need to provide public access PCs at public counters. This project would identify the immediate needs related to PC desktop replacement, along with identifying the number and placement for PCs at public counters. Telephone System Replacement Admin. Services Info. Tech. The current telephone system does not utilize functions and features available in new systems, such as automated phone trees, forwarding and other features. A replacement telephone system would allow the City to more fully automate processes. Desired features include automated call out to assist departments (ie Utility Billing, Police, Public Works), and the ability to establish hotlines for incoming callers to access important City information. Intranet Implementation Admin. Services Info. Tech. An intranet is a tool to allow information to be shared internally (MOUs, forms, etc.). The intranet can be a tool for collaborating on projects or documents. Currently, the City utilizes a shared network folder to access and share data, which is cumbersome to navigate. Establishment of an intranet would increase efficiencies in information sharing across Departments. Facilities Cabling Upgrade Admin. Services Info. Tech. Currently, City facilities contain CAT 5 cabling. Technology demands going forward will place additional demands on this infrastructure; thus an upgrade to CAT 6 cabling is recommended. This project would identify a detailed plan for the replacement of cabling throughout all City facilities. October 2013 Information Technology Strategic Plan (ITSP) Page|30 Administrative Services - Finance Project Name Primary Dept. Project Description Financial/Payroll/Human Resources System Replacement Admin. Services Finance Replacement of the existing Wintegrate finance and payroll system with commercial-off-the-shelf (COTS) solution proven for municipalities. Project scope will include supporting Finance, Payroll, and Human Resource business functions. Major functionality will likely include General Ledger, Project Accounting, Budget, Contract Management, Fixed Assets, Grant Reporting, Accounts Payable, Accounts Receivable, Purchasing, Payroll (with automated timesheet reporting), and Human Resources. Significant features of the new system should include a robust workflow and self-service modules (i.e. employee self-service, vendor self-service, etc.); and automated bank reconciliation. The new system will likely include integration to Laserfiche document management. The project will include software, hardware, interfaces, training, conversion, project management, and business process improvements. City-wide Cashiering System Admin. Services Finance City Departments accept payments for utility bills, permits, class registration, facility reservation, citations, parking, etc. Balancing cash is completed using reports and Excel spreadsheets; then Finance makes journal entries into the general ledger by account code. This project would procure a cashiering module that automates balancing and posting cash, and integrates with the software applications in use by individual departments. NOTE: A cashiering module may be available in the system chosen to replace Wintegrate, or a standalone system could interface with it. Utility Billing System Replacement Admin. Services Finance This project will replace the utility billing application, which is included in the Wintegrate system. The application provides limited features and consequently requires manual processes. Activity reports are created manually rather than system generated. Online payments are processed through a third party, which requires the payment to be entered into the Utility Billing application rather than automatically applied. Seven filing cabinets are filled with paper that must be maintained because information is not available in the system. The Public Works Department would like to implement automated technology to complete meter reading, but the Wintegrate utility billing module cannot support the interface. The scope of this project is to identify a new vendor to support utility billing services. Preferably, this would be the same vendor chosen to replace the Wintegrate Financial and Payroll system. NOTE: Utility billing system needs may be addressed through the replacement of the existing Wintegrate financial system. October 2013 Information Technology Strategic Plan (ITSP) Page|31 Administrative Services – Finance (continued) Project Name Primary Dept. Project Description Business License System Replacement Admin. Services Finance The Business License application is included in the Wintegrate financial application. Certain one-time licenses are issued through the Community Development CitizenServe permitting system. Features of a new Business License system could include the ability to identify unlicensed businesses, allow for online payment acceptance, and provide workflow to route applications through City Departments for compliance with land use requirements. NOTE: A Business License module may be available in the suite of Financial, Payroll and Human Resources applications, or in a replacement Permitting application. October 2013 Information Technology Strategic Plan (ITSP) Page|32 City Clerk Project Name Primary Dept. Project Description Comcate – Installation Review and User Training City Clerk The Comcate customer relationship manager (CRM) application allows the public to submit requests for service through the City’s website. The application has many features that automate tracking the status of requests. However, requests can be directed to the wrong person and some users need training. The scope of this project is to review the application set up to ensure the City is receiving maximum benefit, to document the policies, and to provide training for the users. Website Refreshment City Clerk This project would refresh the City’s web site. Installed in 2007, staff reported it is difficult to direct the public where to find information because the site is difficult to navigate. The vendor, Civic Plus, has a more robust package available. Desired features include allowing departments to keep their pages current, which would increase communication with the public, creating a foundation to allow business to be performed on the web site, and providing the ability for use of social media through the City’s website. Agenda Management System City Clerk Departments email City Council agenda items and staff reports to the City Clerk. Community Development is responsible for creating the agendas for the Planning Commission, Parks, Recreation and Beautification and the Parking Advisory Committee. Agendas for the City Council and Planning Commission are created in Granicus. Agendas are posted on the web site in the document center (Civic Plus), Laserfiche (document management and the network share drive. The scope of this project is to determine how agenda creation and archiving could be streamlined. This could include investigating agenda management capabilities with the City’s Granicus and Laserfiche systems, procurement of an agenda management application, additional user training for Granicus, or creating procedures to limit the duplication of effort for agenda archiving. Special Event Permitting Application Software City Clerk As a premiere location, the City frequently hosts special events. Many of the events require support from the Departments (traffic control, additional trash receptacles and pickup, etc.). The City has manual processes in place to support application processing and approvals. Efficiencies could be gained from automating the process to increase information sharing and notification of responsibilities between departments through automated workflow. The scope of this project would be to document the requirements and identify possible solutions. Solutions should include full integration with other City applications (ie Public Works work order system). NOTE: Special Event Permits functionality may be available when the Permitting application is replaced. October 2013 Information Technology Strategic Plan (ITSP) Page|33 City Clerk (continued) Project Name Primary Dept. Project Description Laserfiche Document Management Improvements City Clerk The City’s current Laserfiche document management system was implemented without a project plan. As a result, the application contains scanned images, but the information is not searchable because proper indexing was never established. In addition, boxes of documents were scanned by a third party but the quality of the scanning was not reviewed. As a result, some two- sided documents were scanned only on one side, some pages were crooked and one file may contain hundreds of pages that should have been indexed separately. The scope of this project is to acquire services from a Laserfiche consultant in order to obtain maximum value from the Laserfiche system. The services required include establishing protocols for document scanning and indexing, OCR requirements, document retention for each type of document, identifying needed application integration points (ie – Permitting, Finance, GIS systems), and to provide user training and documentation. In addition, evaluation of the existing stored images should be made to determine what changes could be made to the existing scanned images to make the information searchable. October 2013 Information Technology Strategic Plan (ITSP) Page|34 Community Development Project Name Primary Dept. Project Description Community Engagement Software Comm. Dev. The Community Development Department expressed an interest in acquiring an automated system to help engage community members when pending projects are contemplated. Community engagement applications provide electronic tools for public outreach, information gathering and sharing, and public input into City decision making. Such a system could potentially be utilized in many different areas of the City, including Police, Public Works and others. Facility Reservations System Implementation Comm. Dev. A calendar in Microsoft Outlook is used to reserve City facilities (Veterans’ Halls and six rentable parks). The City has the license for Active Network facility reservations but due to limited staff availability, the application has not been implemented. The scope of this project is to implement the Facility Reservations application in order to automate the manual processes. This will require implementation assistance from Active Network and staff time for set up and user training. Parking System Assessment Comm. Dev. The City has 12 parking kiosks in its downtown area. Digital Payment Technologies provides a digital online office to manage the kiosks and provide reporting on revenue intake. The data download / revenue reporting does not consistently operate properly, causing problems with reconciliation. Phoenix provides citation issuance and processing with handheld devices; however the performance of this equipment is lacking. This project would entail an evaluation of current systems in place for management of the parking kiosks and citation issuance and processing, followed by recommendations for improvements to the current systems or replacement of portions or all of the current systems. The City should also consider ADA accessibility requirements when completing the parking system evaluation. Permitting and Code Enforcement System Replacement Comm. Dev. and Public Works The City currently utilizes CitizenServe, a hosted permitting application. The application lacks features the Department would like to implement, including providing information on the website (i.e. plan review status; inspection requests), electronic plans submittal ability, providing field staff with real time access to view and update information (i.e. inspection results) and workflow tools to notify the required plan reviewers and obtain their review comments. This project would identify a replacement Permitting system that would provide the City with the features and functionality desired, including features to support Code Enforcement and other activities currently managed manually. October 2013 Information Technology Strategic Plan (ITSP) Page|35 Community Development (continued) Project Name Primary Dept. Project Description Geographic Information System Improvements Comm. Dev. and Public Works The City currently utilizes the ESRI ArcMap application. An intern is in the process of updating the application with changes to the water, sewer, storm drains and streets layers that were noted on paper maps. GIS is a tool that can provide information to support decision making, i.e. identification on a map of frequent calls for service, property ownership information for notifications within a 300 ft. radius, link as built documents by clicking on a location on a map, etc. The scope of this project is to acquire an interactive viewer to provide a simple way for staff and the public to access GIS data. NOTE: GIS is supported by both Public Works and Community Development; thus this project is listed in both departments. October 2013 Information Technology Strategic Plan (ITSP) Page|36 Police Project Name Primary Dept. Project Description Computer Aided Dispatch and Records Management System Improvements Police The City participates in shared services for computer aided dispatch (CAD) and records management (RMS) with the County and the cities of Grover Beach, Arroyo Grande, Morro Bay, Atascadero and Paso Robles. The vendor, Executive Information Services (EIS), provided a system that met the needs of the department until the vendor completed an application upgrade. Since the upgrade, the quality of the information and its value to the Department has decreased significantly. Previously, information would flow from CAD to RMS (i.e. license plate, driver’s license numbers, etc.) but now there is no CAD/RMS integration, resulting in the officers having to spend more time in the office duplicating data entry. The vendor has not provided a training manual. Uniform crime reporting (UCR) statistics must now be calculated manually. In addition to the performance issues, the quality of the vendor’s data conversion to the upgraded system was poor. For example, running the same statistics multiple times will result in different answers. The scope of this project is to determine the Department’s minimum acceptable CAD/RMS system performance, develop a prioritized list of corrections needed to meet minimum requirements, and require the vendor to provide a detailed plan for making the necessary system corrections. MDC Implementation Police This project is currently underway. The Department acquired six mobile data computers (MDCs) for installation in Police vehicles. The project goal is to provide officers with automation while working in the field. Currently, one MDC is installed, and connectivity to the desired applications is not available. The scope of this project is to acquire services from an IT professional familiar with MDC implementation and support to manage the project and/or guide TechXpress to perform the required tasks. October 2013 Information Technology Strategic Plan (ITSP) Page|37 Public Works Project Name Primary Dept. Project Description Automated Meter Reading System Public Works The City currently contracts with a third party vendor for water meter reading services. The Department would like to bring this function in house via the use of automated metering technology. Computer Maintenance Management System Public Works CMMS software systems are intended to help maintenance workers complete daily tasks in a more effective and efficient manner. Further CMMS software allows for organizations to be proactive in maintaining the lifespan of their facilities, equipment and assets with the use of preventative maintenance scheduling tools. Laboratory Testing Software System Public Works The Department would like to explore software systems for the management of laboratory testing results and other related activities. October 2013 Information Technology Strategic Plan (ITSP) Page|38 5.2.2 Timeline and Costs To be successful, the IT Strategic Plan must establish a realistic and achievable schedule as to when projects can be completed. During the City’s Project Prioritization Workshop, NexLevel facilitated a process that allowed Pismo Beach management to actively participate in establishing the project implementation sequence using a combination of needs, staff resources, risk to the City, and budget. For each project, NexLevel included a planning and evaluation period, and it is during this time that City staff will define detailed requirements, develop and release a request for proposal (RFP), evaluate vendor solutions, complete the procurement, and oversee the implementation. In addition, several of the projects involve ongoing processes that will follow after the implementation period, and these have been identified as such. It will be critical for the City to identify and quantify any potential staffing or support requirements prior to implementing each project. This includes identifying necessary training of staff to ensure ongoing support of the technology implemented. To implement projects without addressing staffing requirements will jeopardize support and service levels. The project timeline presented in the following tables provides a clear roadmap for the City in terms of project planning and budgeting. The information is provided in individual tables by fiscal year, provides a cost range for each project, along with the Planning and Implementation phases by quarter. October 2013 Information Technology Strategic Plan (ITSP) Page|39 Table 3 – FY 13/14 Technology Projects Low High Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CAD / RMS Improvements - IN PROCESS $0 $10,000 Impl.Impl. Mobile Data Computer Implementation - IN PROCESS $10,000 $25,000 Impl.Impl. IT Secrurity Assessment & Policies $10,000 $25,000 Planning Impl. Community Engagement Software $10,000 $10,000 Planning Impl.Impl. IT Disaster Recovery Plan $5,000 $10,000 Impl. Comcate Review and Training $0 $10,000 Impl. Server Needs Assessment $0 $10,000 Impl. City Hall Computer Room Improvements $25,000 $50,000 Impl. Facility Reservation Implementation $0 $25,000 Planning Impl.Impl. Total Estimated Cost Range for FY 13/14 $60,000 $175,000 Projects Cost FY 14/15FY 13/14 Table 4 – FY 14/15 Technology Projects Low High Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Financial / Payroll / HR Replacement $100,000 $200,000 Planning Impl.Impl.Impl.Impl.Impl. Citywide Cashiering System $25,000 $50,000 Planning Impl. Wide Area Network & WIFI Connectivity $50,000 $100,000 Planning Impl.Impl. Desktop Refreshment / Public Counter PCs $25,000 $50,000 Planning Impl. Website Refreshment $25,000 $50,000 Planning Impl.Impl. Parking System Assessment $10,000 $25,000 Planning Impl. Total Estimated Cost Range for FY 14/15 $235,000 $475,000 Projects Cost FY 14/15 FY 15/16 October 2013 Information Technology Strategic Plan (ITSP) Page|40 Table 5 – FY 15/16 Technology Projects Low High Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Utility Billing Replacement $100,000 $200,000 Planning Impl.Impl. Agenda Management System $25,000 $50,000 Planning Impl. Telephone System Replacement $50,000 $100,000 Planning Impl.Impl. Business License Replacement $50,000 $100,000 Planning Impl.Impl. Automated Meter Reading $100,000 $200,000 Planning Impl.Impl.Impl.Impl. Total Estimated Cost Range for FY 15/16 $325,000 $650,000 Projects Cost FY 16/17FY 15/16 Table 6 – FY 16/17 Technology Projects Low High Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Special Event Permitting Software $10,000 $25,000 Planning Impl. Permitting & Code System Replacement $150,000 $200,000 Planning Impl.Impl.Impl. Computer Maintenance Management System $50,000 $100,000 Planning Impl.Impl.Impl. Laserfiche Improvements $10,000 $25,000 Planning Impl.Impl. Intranet Implementation $25,000 $50,000 Planning Impl.Impl. Total Estimated Cost Range for FY 16/17 $245,000 $400,000 FY 17/18ProjectsCostFY 16/17 October 2013 Information Technology Strategic Plan (ITSP) Page|41 Table 7 – FY 17/18 Technology Projects Future Low High Q1 Q2 Q3 Q4 GIS Improvements $10,000 $25,000 Planning Impl.Impl. Laboratory Testing Software $10,000 $25,000 Planning Impl. Facilities Cabling Upgrade $50,000 $100,000 Planning Impl. Total Estimated Cost Range for FY 17/18 $70,000 $150,000 Estimated Cost for Entire Plan 935,000$ $1,850,000 FY 17/18ProjectsCost October 2013 Information Technology Strategic Plan (ITSP) Page|42 6 Conclusion At its most basic level, technology promises to reduce the costs associated with delivering services. At the next level, when technology is fully leveraged across an organization, it has the potential to significantly improve and enhance service delivery. Pismo Beach recognizes the importance of leveraging technology to meet the growing business and service delivery needs in the most cost effective manner. The IT Strategic Plan is a valuable tool to ensure technology is procured, implemented, and managed in a cost-effective approach that maximizes the benefits to the City and its customers. The City has made progress by enhancing and improving its existing technology environment. However, it is evident from the number of projects in the IT Strategic Plan that the City faces a significant challenge over the next three to five years to implement and manage technology. As many organizations have come to realize, the cost and risk of implementing technology can be significant. The IT Strategic Plan recognizes this and places a high level of importance on implementing a formal technology governance process to help manage and provide oversight to technology implementations. The IT Strategic Plan is the result of a comprehensive, City-wide planning effort that provided the opportunity for management and staff to review, discuss, and integrate their technology needs into a common framework. It provided a common understanding of the City’s technology priorities, and served as a tool to provide an overall picture of what is to be accomplished and why. Pismo Beach’s current technology environment represents a complex system that consists of numerous applications and infrastructure. As with any complex system, the addition or modification of any component has the potential to impact other parts of the system. The IT Strategic Plan includes projects that are aimed at improving business applications, technology infrastructure, and governance. As projects are implemented, it will take careful coordination and planning to manage the change introduced and to ensure the projects do not adversely impact other components within the City’s technology environment. While the creation of the IT Strategic Plan represents the culmination of only one step in the planning process, it also marks the beginning of another step – one through which City leaders must work together to create an environment that supports the Plan. The City Council, City management, and staff must work together closely as they begin the journey to create an organizational sense of purpose that goes much deeper than any vision statement, mission statement, or plan can communicate. The potential is significant, but so too are the challenges. Pismo Beach has the opportunity to transform the organization into an environment that has the information it needs to function at peak performance, while it and its constituents are well connected in a seamless, effective manner. Pismo Beach’s IT Strategic Plan is a tool for the City to move forward in both technology use and improved service to the community.