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ThirdWave

ThirdWave Corporation Information Systems Intelligently Applied

11400 W. Olympic Blvd. Suite 200 Los Angeles, CA 90064 www.ThirdWaveCorp.com 310.914.0186

Information Technology Strategic Plan & Roadmap

Part 1: Findings & Recommendations January 19, 2018

Thought Leadership, Exceptional Performance & Results, 1987 - 2018 YEARS

31

Digital Strategic Plan & Roadmap

City of Pasadena: January 19, 2018 V2

Table of Contents © 2018 i ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F

Table of Contents

IT Strategic Plan & Roadmap: Part 1 Findings & Recommendations

Preface ............................................................................................................................. P1

Executive Summary .......................................................................................................... 1

E 1 Information Technology Strategic Plan Vision ....................................................... 1 E 2 Project Goals & Objectives .................................................................................... 2 E 3 Project Approach & Methodology .......................................................................... 2 E 4 Information Technology Strategic Plan (ITSP) Findings ........................................ 2 E 4.1 Summary of Findings ............................................................................................. 3 E 4.2 ITSP Initiatives ....................................................................................................... 4 Figure E 4.2.1: ITSP Technology Initiatives (Not Prioritized) ................................ 4 E 4.3 ITSP Benefits ........................................................................................................ 5 Figure 4.3.1: ITSP Potential Benefits ................................................................ 6

Section 1 Requirements Definition Findings .................................................................................. 7 1.1 Project Background, Goal & Objectives ................................................................. 7 1.2 IT Assessment and Strategic Plan Project Approach ............................................ 8

Figure 1.2.1: Comprehensive Project Methodology .......................................... 9 Figure 1.2.2: Comprehensive Project Framework .......................................... 10

Section 2 Information Technology Strategic Plan Roadmap Recommendations ..................... 11

2.1 Management Requirements Findings ................................................................. 11 Figure 2.1.1: Management Team Business Challenges ................................. 12 Figure 2.1.2: Management Team Technology Challenges ............................. 13 Figure 2.1.3: IT Staffing, Knowledge and Resources Allocation ..................... 14 2.1.1 Summary of Management Interviews .................................................................. 14

2.2 Information Technology Focus Group Findings ................................................... 15 Figure 2.2.1: Focus Group Summary .................................................................. 15 2.2.1 Summary of IT Focus Groups .............................................................................. 18

Figure 2.2.1.1: DoIT IT Focus Group Problem Statement Dashboard .............. 18 Figure 2.2.1.2: Overall Summary of IT Department Challenges ........................ 18

2.3 City Staff Online Survey ....................................................................................... 19 Figure 2.3.1: City Staff Participation................................................................ 20 Figure 2.3.2: Overall Condition of Information Systems Rating ...................... 20 Figure 2.3.3: State of Specific Systems .......................................................... 21 Figure 2.3.4: Importance of Emerging Technologies ...................................... 22 Figure 2.3.5: Customer Services & Satisfaction ........................................... 23

2.4 City-wide Enterprise Technology Matrix .............................................................. 24 Figure 2.4.1: Enterprise Technology Matrix© ................................................. 24 Figure 2.4.2: Management Policies ............................................................... 25 Figure 2.4.3: Operational Solutions ............................................................... 26



Table of Contents © 2018 ii ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F

Figure 2.4.4 Infrastructure & Hardware Requirements ................................ 27 Figure 2.4.5: Department & Enterprise Software Requirements ................... 28 Figure 2.4.6: Internet of Things / Smart City Requirements .......................... 29

2.5 Preliminary Technology Initiatives ....................................................................... 30 Figure 2.5.1: Technology Initiatives Identified (Not Prioritized) ........................ 30

Section 3 ITSP Roadmap Recommendations ................................................................................... 33 3.1 Introduction to the ITSP Roadmap Recommendations ....................................... 33

3.2 Information Technology Strategic Roadmap Initiatives ....................................... 34 3.2.1 Technology Recommendations ........................................................................... 34

I Infrastructure ........................................................................................... 34 I 1 Networks/Communications .................................................. 34 I 1.1 City Fiber to All Facilities ..................................................... 34 I 1.2 Voice System (Telephones) ................................................ 35 I 1.3 Data Center Consolidation .................................................. 35 I 1.4 Fiber Management & Testing Tool ...................................... 36 I 1.5 Wi-Fi Strategy ...................................................................... 36

HW Hardware: Servers, Desktops, Mobile Devices, Peripherals .................. 37 HW 1.1 Tri-Band Radios .................................................................. 37 HW 1.2 Server Standardization ........................................................ 38 HW 1.3 Printer Standardization ........................................................ 38

D SW Software: Departmental .......................................................................... 39 D SW 1.1 Asset Management System (PWP) ..................................... 39 D SW 1.2 Work Order System (PWP) ................................................ 41 D SW 1.3 Data Analytic Tools ............................................................. 44 D SW 1.4 ITSM Solution ...................................................................... 45 D SW 1.5 Social Media Analytics ........................................................ 46 D SW 1.6 Parking Management System ............................................. 47 D SW 1.7 Public Works Work Order .................................................... 48 D SW 1.8 Public Works Pavement Management Software ................. 49 D SW 1.9 DOT Fiber Infrastructure ..................................................... 51 D SW 1.10 Transportation Asset Management ..................................... 52 D SW 1.11 CAD/RMS ............................................................................ 57 D SW 1.12 New Jail Intercom and Locking System .............................. 57 D SW 1.13 Rent / Lease Management .................................................. 57 D SW 1.14 Self-Check In Application .................................................... 58 D SW 1.15 Project Portfolio Management Software .............................. 58

E SW Software: Enterprise ............................................................................... 59 E SW 1.1 E-Procurement ................................................................... 59 E SW 1.2 ArcGIS: Enterprise Deployment .......................................... 63 E SW 1.3 Online City Bill Payment ...................................................... 64 E SW 1.4 Licensing Support Structure ................................................ 65 E SW 1.5 Tool-Track Survey Responses ............................................ 65 E SW 1.6 Customer Self Service Kiosk ............................................... 66 E SW 1.7 Revenue Contract Application ............................................. 66 E SW 1.8 Data Catalogue / Analytics Assessment ............................. 68 E SW 1.9 Enterprise Content Management ........................................ 70



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E SW 1.9 Password Reset Solution .................................................... 71 E SW 1.10 Security to City Facilities ..................................................... 72

IOT Internet of Things / Smart City ............................................. 72 IOT 1.1 City Website / Single Sign-on .............................................. 72 IOT 1.2 Single Customer Sign-on .................................................... 73 IOT 1.3 Communication Platform ..................................................... 73 IOT 1.4 Internet of Things Applications ............................................ 75 IOT 1.5 Right of Way Coordination Dashboard ................................ 75 IOT 1.6 Online Permitting ................................................................. 77 IOT 1.7 Citizen View ......................................................................... 78 IOT 1.8 E-Communications .............................................................. 78 IOT 1.9 Digital Navigation Signage .................................................. 79 IOT 1.10 City-Wide Service Center .................................................... 80 IOT 1.11 Real Time Data to Constituents .......................................... 80 IOT 1.12 Open Government ............................................................... 81 IOT 1.13 Online Constituent Profile .................................................... 81

3.2.2 Operational Recommendations ........................................................................... 82

O IT Operational Improvement ................................................................... 82 O 1 Backup Solution Strategy ........................................................................ 82 O 2 System Requirements Gathering ............................................................ 83 O 3 Server Lifecycle ...................................................................................... 83 O 4 Single Mobile Device Platform ................................................................ 84 O 5 Review Application Knowledge Support Process ................................... 84 O 6 Document Application Processes ........................................................... 85 O 7 Produce RACI Diagram .......................................................................... 85 O 8 Application Portfolio Management .......................................................... 86 O 9 Application Service Support & Catalogue ............................................... 86 O 10 Develop Application Architecture ............................................................ 86 O 11 Business Continuity Plan ........................................................................ 87 O 12 Develop Disaster Recovery Plan ............................................................ 87 O 13 Project Workload Projections .................................................................. 88

3.2.3 Management Recommendations ......................................................................... 89

MP Management Policies ............................................................................. 89 MP 1 Cyber Security Policy .............................................................................. 89 MP 2 City-wide Data Policy ............................................................................. 91 MP 3 Desktop imaging / SCCM Operations/Management Policy .................... 91 MP 4 IOT/BYOD Policy ................................................................................... 92 MP 5 Physical Security Policy ......................................................................... 92 MP 6 Single Printer Vendor Policy .................................................................. 94 MP 7 Social Media Policy ................................................................................ 94 MP 8 Unified Backup Solution Policy Focus .................................................... 95 MP 9 Video Surveillance Policy ........................................................................ 95

MO Management: Organizational / Financial ............................................... 96

MO 1 ITSP Roadmap Sustainability Staff ......................................................... 96 MO 2 IT Governance ........................................................................................ 99



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ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F

MO 3 R/W Coordinating Body ...................................................................... 100 MO 4 Funding for Fiber ................................................................................... 101 MS Management: Strategy ......................................................................... 101 MS 1 Mobile Workforce Strategy .................................................................... 101 MS 2 Wi-Fi Strategy ....................................................................................... 102 MT Management: Professional Development & Training ........................... 102 MT 1 City Staff Training ................................................................................. 102 MT 2 DoIT Staff Training: Various Technologies ........................................... 103 MT 3 Contracted Application Development ................................................... 103

Section 4 Appendix ........................................................................................................................ 105

4.1 Glossary ............................................................................................................. 105



IT Strategic Roadmap: Findings & Recommendations © 2018 P1 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F

Preface The City of Pasadena (City) Information Technology Strategic Plan and Roadmap (ITSP Roadmap) is a follow up refresh to a strategy developed for the City in 2011. It is operationally responsive and fiscally responsible. The ITSP Roadmap addresses the unique requirements of mission critical business needs at the City and its constituents, visitors and business community as a whole. The ITSP Roadmap represents a comprehensive and thorough assessment of the City’s existing technologies, operational requirements and service delivery needs. The ITSP Roadmap is the product of a collaborative effort with City management and staff who made valuable contributions throughout the project. Advancing the vision of the previous strategy, this project focused on emerging technologies and trends that are defining how progressive municipalities operate and provide services, including the digital workplace and workforce; digital services, mobile services, data analytics and Internet of Things/Smart Cities. A considerable focus was placed on addressing management, operational and technology challenges identified during the project. However, this report should not leave the impression that all ThirdWave assessed was problematic. Nothing could be further from the truth. ThirdWave observed numerous advances and strengths at the City since our last engagement:

The City has made significant investments in departmental and enterprise systems in the last several years. Most recently, the City implemented numerous enterprise systems including financial, land management and electronic document management systems.

Preface



IT Strategic Roadmap: Findings & Recommendations © 2018 P2 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F

The City has a number of new members on its leadership team, which has infused the City with a fresh set of progressive perspectives. Many City department heads are exceedingly capable and share a common vision to enhance the City’s Information Technologies.

City staff have a strong level of professionalism, with a conscientious commitment to delivering exemplary services to the residents, businesses and visitors of the visit the City of Pasadena.

The City’s Department of information Technology was reinvented since 2011, and the staff survey validated that the City’s DoIT Customer Satisfaction rating in one of the highest ThirdWave has seen in the last 10 years.

The ITSP Roadmap focuses on improving the status quo and articulating a path to continue its on a path of being an exceptional city, and is comprised of two complementary volumes:

Part 1: ITSP Roadmap Finding & Recommendations, a City-wide systems specification, identifying a comprehensive set of possible management, business process improvement, and Information Technology initiatives (this document); and,

Part 2: ITSP 5 Year Implementation Roadmap, a comprehensive technology blueprint, providing the final proposed and prioritized initiatives, budget estimate, 5-year timeline, and Cost Allocation Plan for implementing the Roadmap (a separate document).

The challenge of adopting, funding and implementing an ITSP Roadmap is a formidable one. However, given its 5-year timeline, there is plenty of latitude to execute the technology initiatives identified in the ITSP. The ITSP Roadmap is a living document that can be (and should be) reviewed and adjusted on a yearly basis. It provides an opportunity for new, more efficient ways of providing services - coupled with strategic investments in technology. The cornerstone of the ITSP Roadmap is to ensure that investments in strategic business technologies are sound and deliver the highest possible value to the City and its constituents. Additionally, the ITSP Roadmap aligns with, and support, the City of Pasadena’s Strategic Plan. Moreover, this document provides a wealth of data and actionable recommendations that can be leveraged over the next five years to facilitate excellence in municipal services, civic participation, and community wellbeing. A special thanks to the City Manager, Department Heads and staff at the City of Pasadena for their extraordinary engagement and valuable input. Roy R. Hernández Founder, President & CEO ThirdWave Corporation



IT Strategic Plan: Findings & Recommendations © 2018 1 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F

E.1 Information Technology Strategic Plan Vision This document reflects an Information Technology Strategic Plan (ITSP) custom tailored to the City of Pasadena. It is technologically sound with a focus on Strategic Business Technologies in response to the specific business and service delivery needs of the City of Pasadena and its community. The vision of the ITSP is to:

Provide a comprehensive roadmap fostering the

use of proven state-of-the-practice Information

Technologies in the most strategic, innovative, cost

effective and efficient ways possible to support

internal City operations, extraordinary customer

service delivery, civic participation and community

wellbeing.

The adoption and implementation of the ITSP Roadmap will leverage the effective investment in Information Technologies while at the same time supporting the City of Pasadena’s Strategic Plan.

Executive Summary




E.2 Project Goal & Objectives The goal of the IT Assessment and Strategic Plan project is to create a five (5) year Information Technology Strategic Plan (ITSP) employing a highly participatory process directly engaging City departments, staff, management, and the IT department. The objectives are to: Connect technology resources, innovation, and

initiatives to the City’s Strategic Planning Goals.

Serve as the framework for how IT services are delivered throughout the City.

Define a clear set of goals, guiding principles, and strategic priorities for accomplishing the City’s objectives of Information Technology strategy, principles and implementation roadmap.

The ITSP contains measurable objectives and will be the guiding document that shapes how the City delivers innovative and effective technology services throughout the organization and to the Pasadena community.

E.3 Project Approach & Methodology The City of Pasadena ITSP Roadmap project employed ThirdWave’s patented comprehensive and structured best practice methodology. The project collected and synthesized voluminous amount of information from various project tasks, including:

Data on existing and planned Information Systems; Focus Groups with IT staff and management; Management Interviews with the City’s leadership team; Online Staff Survey, to allow all City staff and management the opportunity to provide input

into the project; and, Nineteen (19) Rapid Workflow® business process analysis workshops addressing mission

critical business functions for City Departments.

E.4 Information Technology Strategic Plan (ITSP) Findings Pasadena is an ethnically diverse community that is home to approximately 137,122 people making it the 183rd-largest city in the United States. Pasadena is the ninth- largest city in Los Angeles County. It is one of the primary cultural centers of the San Gabriel Valley. The City covers approximately 22.5 square miles, with an average of ten residents per acre. The median age of its residents is approximately 36.9 years. There are over 100,000 jobs in a wide variety of industries in the City of Pasadena.




E 4.1 Summary of Findings The following provides a summary of key findings of the ITSP project: (Technical terms are defined in a glossary in Section 4 of this document.) 1. DoIT Services rated “Excellent/Very Good” by management and staff.

The management interviews rated the staffing levels and technical knowledge of DoIT staff as “very Good” to ‘Excellent.” DoIT’s Customer Satisfaction rating by staff in the Online Survey was rated as ‘Excellent/Very Good” by 63.83% of City staff. This is one of the highest satisfaction ratings we have seen, and a substantially improvement than the previous ITSP project in 2011.

2. Overall state of City Information Technologies rated “Good” by staff.

The Online Staff Survey revealed that staff perceive the overall condition (40%) of the City’s Information Technologies as “Good”, followed by Very Good (27%) and Excellent (10.04%).

3. Emerging Technologies, Internet of Things and Smart Cities, rated “Very Important.”

A number of emerging technologies all consistently received the highest rating of “Very Important” in the Management Interviews, Online Survey and Rapid Workflow® requirements workshops. These include digital services, mobile devices, data analytics, Internet of Things, and Smart Cities, which are a corner stone to the ITSP Roadmap.

4. Pasadena has made considerable progress implementing new technologies.

DoIT and Department staff have made considerable progress in the implementation of numerous technologies identified in the previous ITSP project in 2011. Many of these systems are emerging technologies, such as those employed in DOT, Parks & Recreation and Pasadena Water & Power.

5. Funding IT Initiatives is a challenge.

There is a general consensus that there is insufficient investment into Information Technologies and the resources required to support them. This perception was consistent across data gathered from Management, DoIT and City staff. The current funding policy creates challenges for both departments and the IT organization. Some departments feel as their needs are not sufficiently addressed, and DoIT resource allocation for project execution is challenging.

6. DoIT’s most significant challenge are operations/service delivery, not technology.

The most significant challenges identified in the IT Focus Groups with DoIT staff relate to service delivery (48%), followed by policy (39%), or technology issues (7%) a distant third. Specific challenges revolve around project prioritization and estimating, sufficient staffing and training, IT Governance, and the need for numerous policies.

7. City Staff expressed a number of opportunities for DoIT improvement.

City Staff rated the following as requiring substantial improvement: Mobile Devices, Cyber Security, Disaster Recovery, Project Management and End User Training. The requirements definition phase of the project identified forty-seven technology initiatives of which approximately one third are related to Internet of Things/Smart City initiatives.




8. Some Departments have started leveraging IoT/Smart City solutions. Some City staff and management recognize the role that IoT/Smart City solutions will play in the coming years. Participants in many Rapid Workflow® workshops identified that the City is not leveraging IoT/Smart City technologies to the extent that it could.

9. A number of key department and enterprise Information Systems are required.

The nine-teen half-day Rapid Workflow® workshops identified a number of Information Technology requirements spanning enterprise, department and Internet of Things applications including: Work Order, Asset Management, Rent/Lease Management, and numerous online/Internet of Things applications. Other infrastructure solutions include City Fiber to all facilities, Wi-Fi Strategy, physical and cyber security systems. In the areas of public safety, Tri-Band radios and CAD/RMS are big ticket items that have been identified for years without resolve.

10. DoIT is facing considerable challenges keeping up with the demand for services. Notwithstanding the high ratings from management and staff, DoIT is facing considerable

strain in keeping up with formal projects and informal requests for work. This will be exasperated with the addition of ITSP initiatives, requiring a review of the DoIT business model, including communication, coordination, prioritization, and clear cross functional definition of roles and responsibilities.

11. Tyler Munis implementation faces challenges, which can be mitigated.

Challenges with the Tyler Munis implementation were identified by management and staff throughout the project. Although the application appears to be performing sufficiently, there is an emotionally-based less than positive perception of Munis, not uncommon with the implementation of financial systems. Additional training, incremental improvements and marketing the benefits of the application is important to overcome the negative stigmatism.

E 4.2 ITSP Initiatives The figure on the following page, Figure E 4.2.1: ITSP Technology Initiatives (Not Prioritized), provides a list of technology initiatives identified in the ITSP project. The list is compiled from all ITSP project data sets including: management interviews, IT Focus Groups, Online Staff Survey, and Rapid Workflow® workshops with business process owners. The initiatives below are grouped by type of technology illustrating the number of possible initiative by type. Detailed descriptions of all initiatives are provided in Section 3 of this document. (Prioritized initiatives are in the companion document to this report, the ITSP Part 2: the ITSP Roadmap.)




Figure E 4.2.1: ITSP Technology Initiatives (Not Prioritized)

ITSP Initiatives

Management Policies 30

IT Operations 15

Infrastructure Systems 5

Hardware 4

Department Software 17

Enterprise Software 11

Internet of Things 19

E 4.3 ITSP Benefits The ITSP Roadmap project identified potential benefits that could be realized by implementing the ITSP at the City of Pasadena. Potential benefits were identified in the Rapid Workflow® workshops and focus groups, where comprehensive and detailed data was gathered on business process challenges. Benefits include qualitative and quantitative benefits if the proposed technology solutions are implemented, e.g., staff time savings, cost savings, streamline business process, enhanced service delivery, and so on. Benefits were identified at several levels, e.g., within a section or division for the business process being examined, to the City of Pasadena as a whole, or the public. This information was used to prioritize ITSP initiatives. A total of seven-hundred and eighteen (718) potential benefits were identified in nineteen (19) business process workshops, an average of thirty-seven (37) benefits opportunities per mission critical business process or technology opportunity. The figure on the following page, Figure E 4.3.1: ITSP Potential Benefits, provides the top twenty (20) out of 81 potential benefits that will be derived by approving and funding the ITSP. (The number in the column shown as “Qty.” indicate the number of times these benefits were identified in all of the Rapid Workflow® workshops.) While benefits are not quantified in terms of hard dollars, this data provides a level of magnitude on the potential impact that ITSP initiatives offer the City of Pasadena and its constituents.




Figure E 4.3.1: ITSP Potential Benefits




1.1 Project Background, Goal & Objectives The goal of the ITSP is to identify internal and external municipal technology needs and responsive technology solutions that will allow DoIT/City organizations provide exemplary services to the community of Pasadena. In addition, the ITSP will help guide the City in responsive technology planning and sound investments. The objective of the ITSP is to provide a 5-year ITSP Roadmap employing a highly participatory process directly engaging City departments and staff. The ITSP contains actionable recommendations that will guide and shape how Pasadena delivers innovative and effective technology services throughout the organization and to the community at large. This report is accompanied by a second volume, Part II: ITSP Roadmap focusing on prioritization, budgeting and deployment timelines. As such, the following pages address “what” should be done, and the implementation Roadmap addresses “when” and at “what cost.” The objectives of the ITSP are to:

Examine ways to enhance public access to information and services;

Develop an IT investment strategy that builds towards the enhancement/replacement of aged systems and develop a plan to integrate existing and modern new systems with an enterprise focus;

Section 1 Requirements Definition Findings




Maintain the City’s flexibility for expansion as it incorporates changing technology and demands of both the public and city departments;

Plan for, and incorporate, emerging technologies when appropriate;

Build upon the success of the previous IT Strategic Plan carried out by ThirdWave in 2011.

To this end, the implementation of future business systems and Information Technology projects must be properly prioritized, scheduled, and coordinated as part of an enterprise ITSP. Implementation of the ITSP Roadmap will help ensure the City’s technological advancement by making logical and sound investments in physical resources (i.e., hardware, software, integrated systems, etc.) and human resources (staff and training). These requirements are addressed in Part II: ITSP Roadmap.

1.2 IT Assessment and Strategic Plan Project Approach The ITSP project employed a comprehensive, logical and structured approach relying on the collection, assessment, and synthesis of various types of information, including:

Documentation of Current Technology IT Systems Inventory Management Interview data City Staff Online Survey data IT Focus Groups data Rapid Workflow® Business Process Analysis Workshop data. The figure on the following page, Figure 1.2.1: Comprehensive Project Methodology, illustrates the approach used on the ITSP Roadmap project. As shown, the project was broken out into three phases: Discovery, Requirements, and Recommendations.




Figure 1.2.1: Comprehensive Project Methodology

Data from one phase is referenced in subsequent project phases and forms the basis for the final recommendations and strategy.

Phase 1: The Discovery Phase established a baseline understanding of the City’s IT and business systems environment, including Focus Groups and an IT Staff survey.

Phase 2: The Analysis / Requirements Phase engaged a broad section of stakeholders, including: City Staff: with an Online Staff Survey. City Department Heads: in management interviews soliciting a Management

perspective on current and future operating challenges faced by Departments. IT staff: in four focus groups addressing Infrastructure, Hardware, Application /

Database Software, and Service Delivery. City staff: nineteen (19) business requirements workshops were held to address

departmental and enterprise operating needs.

Phase 3: The Strategic Plan Roadmap Phase: which synthesized all of the data collected in previous tasks to produce the findings, recommendations and implementation plan, including prioritized technology initiatives.




The ITSP Roadmap identifies opportunities for improving business process and customer service through policy, process and/or Information Technology initiatives. ThirdWave used a comprehensive analytical model that produced data to inform a pragmatic ITSP Roadmap custom tailored for the specific needs of the City of Pasadena. Figure 1.2.2: Comprehensive Project Framework ThirdWave’s IT Strategic Planning framework triangulates on all key facets of the organization to get a crisp definition of business, functional and technology requirements to produce responsive and actionable recommendations. The project employed a highly participatory process engaging the entire cross section of stakeholders including:

Management Interviews: To address business unit missions, business architecture, governance structure, management policies, strategic planning, fiscal and staff resource allocation to effectively sustain the Roadmap.

Operational/Business Process Workshops: To address opportunities for streamlined business processes, methods and procedures, and the service delivery tools required by staff to provide extraordinary service delivery.

Technology Focus Groups: To address strategic information technologies with the appropriate infrastructure, hardware, software, Enterprise Architecture, organizational structure, knowledge, skills and abilities; standards and best practices.

ThirdWave’s IT Strategic Planning Triangulation Framework recognizes that a viable IT strategy addresses all needs of the organization, including the needs of the constituents. This document is not meant to be read in one sitting; it is a reference guide – a roadmap for a five-year journey. The ITSP provides the rationale and technical description of strategic business/IT initiatives, facilitating the effective planning, procurement, implementation and management of information systems at the City of Pasadena. Part 1: ITSP Findings & Recommendations (this document) describes “what” the City should do, Part 2, the ITSP Roadmap describes “when” and at what cost.

ThirdWave’s IT Strategic Planning Triangulation Framework ©1988




2.1 Management Requirements Findings Management requirements were gathered via interviews; the issues discussed include the following:

The biggest business operational and/or service delivery challenges in the next 3 - 5 years.

The most significant IT challenges facing that department’s ability to effectively support its mission, i.e., technology, staff training, etc.

Significant emerging technology themes:

Digital Workforce & Workplace: Employee training and skills development, internal and external social collaboration tools, ubiquitous Wi-Fi, video conferencing, paperless processes, and emerging technologies.

Digital Services: Services delivered online, focus on customer self-service, customer/constituent experience and automation.

Mobile: Services delivered through mobile devices, mobile apps, employee field and remote access to City information, services and systems.

Data Analytics: Data extracted/categorized to identify and analyze behavioral data patterns, to identify organizational/constituent requirements.

Internet of Things: Employing sensors/actuators and other computing devices embedded in everyday objects, connected by networks to computing systems to enhance livability, workability, and sustainability.

Section 2 ITSP Roadmap Recommendations




Smart City: Information/communications technology to enhance, livability, workability, and sustainability. Data collected, fused, and communicated to users via wireless networks, from all data points.

The adequateness/responsiveness of the IT organization. Adequateness of IT knowledge, skills and abilities. Adequateness of budget and allocated resources for Information Systems. All City department heads participated in the management interviews. The figures below summarize the data collected from the City’s leadership team including the most significant management, business and technology challenges. Department challenges are shown on the left and corresponding number of times an existing challenge was mentioned is reflected under the quantity (Qty.) column, illustrated by the Gant chart. The responses are for the following question: “What are the most significant operational and/or service delivery (not technology) challenges facing your department at the present, and in the next 3 to 5 years?” Management responses have been generalized and grouped into similar responses below. Figure 2.1.1: Management Team Business Challenges

Operational Challenges Qty

Staffing 40

Budget 18

Customer Service 15

Planning Issues 10

Processes & Policies 8

Outdated Infrastructure 8

Asset Management 5

Understanding Technology 5

Analytical Issues 4

Lack of Communication 3

The most significant challenges facing City executives are noted in the first five items on the list, led by staffing. This is consistent with other data collected in the project. The figure on the following page, Figure 2.1.2: Management Team Technology Challenges, provides a summary of technology challenges identified in the City’s management interviews. Munis was consistently rated the top challenge, and while the project did not include a detailed assessment of Munis, our observation is that most issues are not technical, but more related to the adoption of new business processes and practices.




Figure 2.1.2: Management Team Technology Challenges

Technology Challenges Qty

Tyler Munis 13

New Systems / Applications 10

Systems Integration 5

CIS System 4

Lucity 3

Permitting 3

Data Analytics / Gathering 3

Asset Management 3

Digital Documents / E-Signatures 3

New Technologies 3

Project Portfolio Management 3

Engaging the Community 3

Work Order Management 2

SharePoint 2

Radio System 2

Training 2

Outdate Systems 2

Online Performance Evaluation 2

Online Payments 2

Databases 2

Staff Utilization 2

Multiple Systems 2

Lack SCADA System 1

Technology Governance 1

Tracking Decision Making 1

Requesting project to DoIT 1

Mobile Apps and Services 1

Social Media 1

GIS 1




The most significant management technology challenges are the implementation of Tyler Munis and new systems. The data coincides with data collected in the IT Focus Groups, Online Staff Survey and the Rapid Workflow® workshops. The figure below provides a listing of management responses for the following question: “What is your department’s level of satisfaction with the IT organization’s ability to support your department’s current or projected needs based on your perception of one or more of the following?” Figure 2.1.3: IT Staffing, Knowledge and Resources Allocation 2.1.1 Summary of Management Interviews The management interviews revealed the following with regards to DoIT: Management/Operational Challenges IT staffing levels received the highest rating of “Very Good” to “Good” ratings of all topics

covered in the management interviews.

Technology Knowledge Challenges Management ratings on this question were in line with IT Staffing Levels ratings. With the

majority of scores going from “Excellent” to “Good.”




IT Budget & Resource Challenges There was a general consensus that the City does not invest enough in technology and the

IT organization. This item received the highest “Poor” rating from the management team of all three levels.

2.2 Information Technology Focus Group Findings The following pages provide a summary of comments and findings from four Focus Groups held with IT staff from the City’s IT organization regarding the City’s Information Technology portfolio and operations. The following illustrates the nature of challenges and opportunities facing the City in five key technology areas as perceived by IT staff:

Network Infrastructure Hardware Investment and Management Application / Database Software Service Delivery Model Figure 2.2.1: IT Focus Group Summary Legend:

M Management Issues: related to finance, organizational structure, staffing, training, and/or policy.

O Operational Issues: related to operations, service delivery, methods and/or procedures.

T Technology Issues: related to any aspect of information technology. 1 Network Infrastructure M O T

1.1 LANs/WANs, Network Infrastructure 1. T1s across the City. ................................................................................................................... 2. Inadequate Staffing .............................................................................................. 3. Wi-Fi network ............................................................................................................ .....

1.2 Telecommunication Infrastructure 1. Radios ................................................................................................................... 2. Voice Systems (Telephones) ...............................................................................

1.3 Data Centers 1. Data Center Sprawl .............................................................................................. 1.4 Fiber Backbone 1. Funding for Fiber Connections ............................................................................. 2. Staffing for Fiber Network ..................................................................................... 1.5 Cyber Security 1. No policy ................................................................................................................... .....




2. Hardware M O T 2.1 Servers: Application, Database and Web Servers

1. Server Lifecycle .................................................................................................... 2. Server Standardization ............................................................................................. ........ ..... 3. System Requirements .............................................................................................. ........ ..... 4. Backups .................................................................................................................... ..... 5. Capacity for Backups ................................................................................................ ..... 6. Insufficient Licensing ................................................................................................ .....

2.2 Computers: Desktops, Laptops, Operating Systems 1. City Standards ...................................................................................................... 2. Desktop Imaging ....................................................................................................... ..... 3. Desktop Management ..........................................................................................

2.3 Printers, Plotters, Scanners, Copiers 1. Printer Standardization. ............................................................................................ ..... 2. Copiers. ................................................................................................................ 3. Printer Management. ............................................................................................

2.4 Mobile Devices 1. Laptop and Tablets ................................................................................................... .....

3. Application / Database Software M O T 3.1 Department Software

1. Hosted solutions ....................................................................................................... ........ ..... 2. Traffic Control System (Transparity, McCain)/SCATS in DOT ................................. ........ ..... 3. Faster (Fleet Management) ..................................................................................

3.2 Enterprise Software 1. Service Desk Express (Ticketing System) ............................................................... ..... 2. ArcGIS ...................................................................................................................... ........ ..... 3. GIS (Licensing limitations) .................................................................................... 4. Customer Master .................................................................................................. 5. Tyler Munis ............................................................................................................... ..... 6. ITSM ..................................................................................................................... 7. Portfolio & Project Management ...........................................................................

3.3 E-Government Applications / Digital Services 1. Website ..................................................................................................................... ........ ..... 2. Request to Develop Web Applications to Collect Data ........................................ 3. Data & Data Analytics ............................................................................................... ..... 4. Data Silos & Maintenance ........................................................................................ .....

4. Operations & Service Delivery Model M O T 4.1 IT Organizational Structure

1. DoIT does not have a RACI Diagram .................................................................. 2. Workload............................................................................................................... 3. System ...................................................................................................................... .....

4.2 Staff Skills 1. Lack of Application Knowledge Support ................................................................... .....




4.3 Staff Levels 1. Future Project Workload ....................................................................................... 2. Understaffing in DoIT ............................................................................................

4.4 Contracted Service Opportunities 1. Challenges with Contracted Application Development ............................................ .....

4.5 Training Needs: IT Staff and End Users 1. Staff Training ............................................................................................................ .....

4.6 Rapid Development 1. Lack of Application / System Dependencies ........................................................

4.7 Mobile Workforce 1. Lack of Mobile Support ............................................................................................. .....

4.8 Business Continuity Plan 1. No Business Continuity Plan .................................................................................... .....

4.9 Disaster Recovery Plan 1. No Disaster Recovery Plan ...................................................................................... .....

4.10 Help Desk & Reporting: Processes, Prioritization, Resource Allocation 1. Lack of SLA across departments ............................................................................. ..... 2. Customer Service ..................................................................................................... ..... 3. Purchase Orders ...................................................................................................... .....

4.11 Policy and Procedures 1. Operational Policy Changes Impacts Service to Customers .................................... .....




2.2.1 Summary of IT Focus Groups The figure below provides a high-level summary of the data collected in the four IT Focus Groups. The Gant chart illustrates the most significant challenges faced in DoIT, and their magnitude based on the number of times a type of issue (management, operational or technology) was identified by IT staff. Figure 2.2.1.1: DoIT IT Focus Group Problem Statement Dashboard

Areas Qty

1. Infrastructure Focus Group 6

6

1

2. Hardware Focus Group 5

6

2

3. Software Focus Group 6

4

4

4. Service Delivery Focus Group 5

11

0 Figure 2.3.1.2 below provides an overall summary of the challenges identified by IT staff during the IT Focus Groups. While the compiled instances of management, operational, and technology problems are not weighted, this dashboard provides a general indicator of existing challenges identified by the DoIT staff. Figure 2.2.1.2: Overall Summary of IT Department Challenges

Areas Qty %

Management 22 39%

Operational 27 48%

Technology 7 12%

56 100%

Legend:

Management

Operational

Technology




The figure above indicates that the most significant challenges faced by the IT organization relate to operational and management issues. (The solutions from the IT Focus Groups are incorporated into section 2.5, Summary of Technology Requirements, in this document.) This data is aligned with other findings in the discovery and requirements definition phases of the project, namely that the existing IT organization has challenges in operational areas and policies in supporting the City’s information systems. These issues are addressed in section 3.2.2, Operational Recommendations, in this document.

2.3 City Staff Online Survey An online City staff survey was posted from October 3 to October 17, 2017 to provide all City staff the opportunity to provide input to the project. Two-hundred eight-four (284) out of two-thousand (2,000) City staff responded to the survey, or approximately 14.2% of all City staff, an outstanding response. The online survey addressed the following:

Overall condition of the information systems

Importance of emerging technologies

Customer satisfaction with DoIT’s support services

Perception of DoIT’s allocation of human and financial resources

DoIT communications with City staff The data on the following pages was gathered via an online survey that allowed all City staff the opportunity to provide input on their perception of the City’s Information Technologies and the IT organization’s ability to support the City’s needs.




Figure 2.3.1: City Staff Participation

Department Qty %

Pasadena Water & Power 59 20.85%

Public Works 47 16.61%

Police Department 29 10.25%

Library & Information Services 24 8.48%

DoIT 21 7.42%

Public Health 19 6.71%

Human Resources 18 6.36%

Finance 17 6.01%

Planning & Development 9 3.18%

Transportation 8 2.83%

Human Services & Recreation 7 2.47%

Housing 6 2.12%

City Attorney / City Prosecutor 5 1.77%

City Manager 5 1.77%

Fire 4 1.41%

City Council 3 1.06%

City Clerk 2 0.71%

The figure below provides the sorted responses on what City staff and management perceive the condition of existing systems used at the City. Figure 2.3.2: Overall Condition of Information Systems Rating

38% of staff rate the City’s systems as Excellent and Very Good. 40% of staff rate the City’s systems as Good A 78% combined rating of Excellent/Very Good/Good is one of the highest City systems

ratings we have seen in the US in the last 10 years.

Excellent 28 10.04%

Very Good 78 27.96%

Good 112 40.14%

Needs Improvement 54 19.35%

Poor 7 2.51%

Responses 10 20 30 40 50




The follow-up to the question above asked a similar question but with more specificity in regards to the City’s information systems. Figure 2.3.3: State of Specific Systems

The data in this figure tells us two things: DoIT Support and Staff KSAs are perceived as being “Great’ or not needing improvement by

City staff. A number of areas require substantial improvement: Mobile Devices Security and Disaster Recovery Systems Project Management End User Training

The Online Survey also asked City staff to comment on emerging technologies. Generally speaking, City staff consistently indicated that the use of emerging technologies is very important. A summary of responses is provided below:

The top two emerging technologies, identified by an average of 56% of responses, believe Digital Workforce and Digital Services are the most important.

The second group identified as important were Mobile Devices and Data Analytics. The third group identified as important were Internet of Things and Smart Cities. Figure 2.3.4, Importance of Emerging Technologies, on the following page, reflects how City staff perceive the use of various emerging technologies.

1 Infrastructure

2 Phone System

3 Hardware

4 Mobile Devices

5 Applications Software

6 Online / E-Gov Apps

7 Security & DR Systems

8 Project Management

9 End User Training

10 DoIT Support

11 DoIT Staff KSAs

70 80 90 1006010 20 30 40 50




Figure 2.3.4: Importance of Emerging Technologies




The figure below illustrates how City staff and management rated the services provided by DoIT. Figure 2.3.5: Customer Services & Satisfaction

What is your level of satisfaction with DoIT's ability to support your department’s current or projected needs?

Generally speaking, DoIT was rated high in the area of customer service:

63.83% of all responses rated DoIT’s overall performance as Excellent/Very Good. 80.85% of all responses rated DoIT’s overall performance as Excellent/Very Good/Good. All DoIT groups were rated as performing at a “Good” or higher level by City staff, except

one.

The highest score (largest number of responses) for each DoIT group, from highest to lowest rated, is provided below: DoIT Overall Excellent Service Center/Help Desk Excellent Project Management Very Good Enterprise Computing Very Good Infrastructure Services Good Application Services Good GIS Good Administration Satisfactory




2.4 City-wide Enterprise Technology Matrix© The information on the following pages, starting with Figure 2.4.2, provide graphical representations of all needs collected from City staff and management in the following tasks:

16 Management Interview Sessions 4 IT Focus Groups (Infrastructure, Hardware, Software, and IT Operations) 19 Rapid Workflow® workshops These matrices provide a global view of needs identified in the course of the project. The figure below describes how the matrices work. Figure 2.4.1: Enterprise Technology Matrix©

How to read the matrices:

The enterprise initiative matrix provides a list of Rapid Workflow® process workshops, IT Focus Groups and Management Interview requirements on the left column. The table is meant to be read by line item from left to right. Each square symbol on that line indicates an IT initiative identified in that workshop, focus group or interview. The technology initiative is denoted above in the vertical text. In this illustration, the first initiative for the Public Works Facilities Management workshop is Enterprise Content Management; the second initiative is Automated Workflow, and so on. The figures on the following pages (Figures 2.4.3 through 2.4.8) illustrate where each of the initiatives shown identified in the ITSP Roadmap, e.g., Rapid Workflow® workshops, IT Focus Groups, or management interviews. This is important for future traceability purposes. In future years of the ITSP Implementation Roadmap, City staff will be able to reference where recommendations came from and reference the source.




Figure 2.4.2: Management Policies Legend:

Management Policy Initiatives Operational Initiatives Infrastructure Initiatives Hardware Initiatives Software Initiatives Internet of Things / Smart City




Figure 2.4.3: Operational Solutions

Legend:





Figure 2.4.4: Infrastructure & Hardware Requirements

Legend:





Figure 2.4.5: Department & Enterprise Software Requirements

Legend:

Management Policy Initiatives Business Process Improvement Infrastructure Initiatives Hardware Initiatives Software Initiatives Internet of Things / Smart City




Figure 2.4.6: Internet of Things / Smart City Requirements

Legend:

Management Policy Initiatives Business Process Improvement Infrastructure Initiatives Hardware Initiatives Software Initiatives Internet of Things / Smart City




2.5 Preliminary Technology Initiatives The figure below, Figure 2.5.1: Technology Initiatives Identified, provides a list of the technology initiatives identified in the ITSP project. (The number under the “Qty.” column indicates the number of times mentioned in the requirements definition tasks.) It bears noting that the initiatives identified below are not final; some will be combined because they are related while others will be eliminated from the final implementation plan because they lack a strong compelling business case when compared to other ITSP initiatives. The above notwithstanding, all potential solutions identified in the course of the project are provided here for informational purposes and future reference. They will be prioritized in the Part 2: ITSP Implementation Roadmap document. Figure 2.5.1: Technology Initiatives Identified (Not Prioritized)

Legend

Initiatives: Infrastructure, Hardware, or Software solutions Qty,: Cumulative number of times a solutions was noted in Management Interview Sessions, DoIT

Focus Groups and Rapid Workflow® workshops Traceability Source: Focus - Focus Groups Types: INF: Infrastructure HW: Hardware SW: Software O: DoIT Operations M3: Management Interview number, followed by the department name RW: Rapid Workflow® workshop or Enterprise Focus Group, followed by the subject of the

workshop. Infrastructure Initiatives Qty. Traceability Source 1. City Fiber to All Facilities 2 Focus INF 2. Voice System (Telephones) 1 Focus INF 3. Data Center Consolidation 1 Focus INF 4. Fiber Testing Tool 1 Focus INF 5. Wi-Fi Strategy 1 RW 6 IOT Hardware Initiatives Qty. Traceability Source 1. Tri-Band Radios 3 Focus INF/HW, M Fire/Police Depts. 2. Server Standardization 1 Focus HW 3. Printer Standardization 1 Focus HW 4. New Cameras (Security) 1 M 3 City Manager’s Office




Software: Departmental Initiatives Qty. Traceability Source 1. Asset Management System (PWP) 6 RW 4 Asset Management As-Is 2. Work Order System (PWP/PW) 4 RW 1.2 Asset management To-Be 3. Replace/Upgrade Service Desk Express ITSM 2 Focus SW 4. Data Analytic Tools (Dashboards) 2 M 10 Pasadena Water & Power 5. Fiber Records Management System 1 Focus INF 6. Transparity/SCATS (Upgrade/Replace) 1 Focus SW 7. Integrate Project Mgmt. Tool (Clarizen) 1 Focus SW 8. Replace Existing ITSM Solution 1 Focus SW 9. Prioritized Model 1 Focus SW 10. Social Media Analytic Tool 1 Focus SW 11. Parking Management System 1 M 9 Public Works 12. Lucity Expansion 1 RW 13 Public Works Work Orders 14. Transportation Asset Management 1 RW 14 Public Works/DOT As-Is 15. PW - DOT Pavement Management Software 1 RW 15 Public Works/DOT To-Be 16. PW - DOT Fiber Infrastructure 1 RW 15 Public Works/DOT To-Be 17. Parking Meter Asset Management 1 RW 18 Enterprise Data Analytics 18. Parking Garage Asset Management 1 RW 18 Enterprise Data Analytics 19. Parking Vehicle Asset Management 1 RW 18 Enterprise Data Analytics 20. Bus / Bus Stop Asset Management 1 RW 18 Enterprise Data Analytics 21. Incident Planning System 1 M 2 Fire Department 22. Unique / Virtual Permit Center 1 M 4 Planning Department 23. CAD/RMS 1 M 11 Police Department 24. Jail Intercom and Locking System 1 M 9 Public Works 25. Camera Container Tracking SW 1 M 9 Public Works 26. Project Accounting Software 1 M 9 Public Works 27. Rent / Lease Management 1 M 9 Public Works 28. SCADA System 1 M 9 Public Works 29. Meter Data Management System/AMI 1 M 10 Pasadena Water & Power 30. Customer and System Data Acquisition 1 M 10 Pasadena Water & Power 31. Enterprise Service Bus 1 M 10 Pasadena Water & Power 32. Jail Door System 1 M 11 Police Department 33. Online Candidate Testing 1 M 13 Human Resources 34. Self-Check in Application 1 M 15 Public Health 35. Project Portfolio Management Software 1 M 16 DoIT Software: Enterprise Initiatives Qty. Traceability Source 1. E-Procurement 3 RW 5 Enterprise Procurement 2. Tyler Munis: Procurement 2 RW 5 Enterprise Procurement 3. Licensing Support Structure 1 Focus HW 4. Data Visualization Tool (dashboards) 1 Focus SW 5. Tool-Track Survey Responses 1 RW 9 Communications/Social Media 6. Self Service Kiosk 1 RW 8 Enterprise Digital Services 7. Revenue Contract Application 1 RW 10 Enterprise Revenue Contracts 8. Data Catalogue / Analytics Assessment 1 RW 18 Data Analytics Enterprise 9. Enterprise Content Management 1 M 9 Public Works Department 10. Password Reset Solution 1 Focus O 11. Enterprise Content Management 1 M 7 City Clerk’s Office 12. Online Credit Card Payment 1 M 15 Public Health




Internet of Things / Smart City Initiatives Qty. Traceability Source 1. City Website 4 Focus HW 2. Housing Mobile Application 3 Focus SW, M13, M16 4. Communication Platform 1 M3 City Manager’s Office 5. FRA Applications 1 M7 City Clerk’s Office 6. City Clerk Public Facing Portal 1 M7 City Clerk’s Office 7. Water & Power Mobile Application 1 M10 Pasadena Water & Power 8. Internet of Things Applications RW 6 IOT Enterprise Public Health Applications 1 RW 6 IOT Enterprise Kid Fitness Applications 1 RW 6 IOT Enterprise Smart Block Initiative 1 RW 6 IOT Enterprise Movement Application 1 RW 6 IOT Enterprise Leveraging Street Light Application 1 RW 6 IOT Enterprise Park and Building Security 1 RW 6 IOT Enterprise Park Irrigation 1 RW 6 IOT Enterprise Autonomous Vehicles-Charging Stations 1 RW 6 IOT Enterprise Parking Guidance/Availability 1 RW 6 IOT Enterprise Congestion Pricing 1 RW 6 IOT Enterprise Sensor Technology 1 RW 6 IOT Enterprise 9. Right of Way Dashboard 1 RW 8 Digital Services 10. Online Permitting 1 RW 8 Digital Services 11. Citizen View 1 RW 8 Digital Services 12. Digital Publications (Mail-Chimp) 1 RW 9 Communications/Social Media 13. Self-Service Kiosk at Service Center 1 RW 8 Digital Services 14. City E-Concierge 1 RW 8 Digital Services 15. City-Wide Service Center 1 RW 8 Digital Services 16. Real Time Data to Constituents – OpenGov 1 RW 8 Digital Services 17. Constituent Manage Their Digital Presence 1 RW 8 Digital Services 18. Right of Way Dashboard 1 RW 19 ROW Asset Management




3.1 Introduction to ITSP Roadmap Recommendations The following pages provide the findings and recommendations for the City of Pasadena’s ITSP Roadmap. This document reflects the City’s input, IT industry best practices, and ThirdWave’s 30 years of experience in this arena. This section of the ITSP includes a description of technology initiatives reflecting input provided in all phases of the project. It is important to note that not all solutions identified in Section 2.5 Leading Technology Requirements (Figure 2.5.1: Technology Initiatives Identified (Not Prioritized), Figure 2.4.2: Management Policies; 2.4.3: Operation Solutions; 2.4.4: Infrastructure & Hardware Requirements, Figure 2.4.5: Departmental & Enterprise Software Requirements; Figure 2.4.6: Internet of Things / Smart City Requirements) are included in the final recommendations shown in the following pages. The figures noted above captured solutions discussed in various discovery/requirements activities. The fact that a solution was mentioned by City staff in a requirements definition task does not automatically constitute a recommended initiative in the ITSP Roadmap. The following ITSP Roadmap initiatives include those that rated the highest in the prioritization process, eliminating those that lacked a compelling business case or sufficient justification. Therefore, there is not a one-to-one relationship with items in the figures listed above and recommended solutions in the following pages.

Section 3 ITSP Roadmap Recommendations




3.2 Information Technology Strategy Roadmap Initiatives This section provides an overall view of IT solutions identified in various tasks of the ITSP Roadmap project, including Rapid Workflow® workshops with stakeholders, IT Focus Groups with DoIT staff, and management interviews. Ongoing IT projects are not included in this document. 3.2.1 Technology Recommendations The following enterprise-wide technology recommendations are based on all phases of discovery and requirements definition of the ITSP Roadmap project. (The number indicates the number of times an initiative was noted in the project and the abbreviation notes the source of the requirement.) Moreover, ThirdWave synthesized staff input and industry best practices, as appropriate, for the City’s organizational and technological situation and culture. The findings identified here relate to technology issues; but in some cases, operational and management issues are also referenced in these findings where they relate specifically to technology recommendations. I Infrastructure

The ITSP Roadmap project assessed various infrastructure, networking, and communications technologies. IT operational opportunities were also assessed as part of the project. Infrastructure findings and recommendations are provided below.

I 1 Networks/Communications I 1.1 City Fiber to All Facilities 2 Focus INF Findings: There are many T1s currently used across the City (approximately 20 sites). According to

staff, this results in the following: Slows application response to the users, which affects end user’s productivity. Costlier to support. More reliant on outside providers, instead of having control in DoIT.

Recommendations:

Install fiber to all City facilities (approximately 30).

Benefits: City staff will become more productive. Able to provide better service to the community. Reduce the number of connection types that staff is required to support. Fiber is significantly more reliable than T1, fewer outages.




I 1.2 Voice System (Telephones) 1 Focus INF Findings: The City has outdated voice systems, including telephones, contact centers (Call Centers),

and IVR systems. Hardware for the phone system (Nortel) was last updated in 2008, it was originally installed around 1992 and relies on T1s. According to DoIT staff this results in the following: Hard to find vendor support. Unable to find external resources that can provide support. Hard to find compatible auxiliary services and hardware, sometimes they can’t find parts at

all. Unable to benefit from new technology. Inability to fulfill customer requests. Strain on internal resources (1 Technician). Unable to effectively plan for disaster recovery.

Recommendations:

Replace the current system and services with new hardware or a cloud based solution. Support all city locations. Scalable, with the ability to incorporate new locations on demand and locations not

currently supported. Benefits:

Ability to scale and prepare for disaster recovery. Increased productivity of DoIT staff and end users. Potential cost savings/benefits.

I 1.3 Data Center Consolidation 1 Focus INF Findings:

The Infrastructure Focus Group with DoIT staff revealed what was described as “Data Center Sprawl.” The City currently has 5 data centers: Cogent. City Hall Basement. Central Library. PD (3rd and 4th floors). W&P (Dispatch, City Yard Rubber Room, City Yard PWP Ops Building). Azure. According to DoIT staff, the existing conditions result in the following: Increased costs to maintain/manage and license. Increased support. Inefficiencies. More convoluted from a network standpoint, increased complexity across all of DoIT.

Recommendations:

Consolidate the data centers, with the preferred location being Cogent. Implement a redundant cloud data center.




Benefits: Simplified IT. Cost savings. Reduced maintenance staff time. Better uptime. Would have a DR center.

I 1.4 Fiber Management & Testing Tool 1 Focus INF Findings: The Infrastructure Focus Group with DoIT staff revealed a lack of staff to support the network

and to leverage its potential. DoIT noted fiber testing is currently done by “aging staff and contract support, with a lack of succession planning.” Although this is primarily a staff resource challenge, it is included here because part of the solution is technology. According to staff, this results in: It is challenging to expand and support the network simultaneously. Not realizing the foundational potential of the network. Not generating as much revenue as the city might, i.e., leased fiber and lit service.

This requirement was also noted in the DoIT Management Interview session. Recommendations:

Succession planning. Addition of (1) FTE, with the responsibility to support and maintain the network. Additional marketing and contract management support. Fiber tools, for fiber testing and support to increase the efficiency of the staff the City has. Upgrade or replace fiber records management system.

Benefits:

Better support of the network over time. More revenue generation.

I 1.5 Wi-Fi Strategy 1 [6] RW 6 IOT

Findings: City Wi-Fi was one of the most identified need raised across all requirements definition activities of the ITSP project. The Internet of Things/Smart City Rapid Workflow© workshop revealed communication

vendors are currently installing a new 5G network replacing City light poles, using the Caltrans specification and City specified luminaires. However, the City has not come up with a plan and specification for the City’s needs.

The IT Focus Group workshop identified Wi-Fi requirements, revealing the following: The City’s Wi-Fi network is not up to date and insufficient to support city and

community needs. There is not a clear direction of what is trying to be achieved, the “big picture” is

missing. Employee do not have access to the internal network.

According to staff the foregoing results in the following: The City not being able to fully leverage W-Fi infrastructure as the foundation in building

out an IoT/Smart City strategy.




Impacts the community, and community centers. It affects staff productivity, if you only have access to the Internet, which requires a

complicated authenticated procedure (VPN). Can’t compete with other cities. Recommendations: • Develop a Wi-Fi Strategic Plan, a city Wi-Fi overlay to use for negotiation with the vendors

installing the mesh networks. • Develop a technical Wi-Fi specification. • Need to have a strategy to get ahead of the installations, so when opportunities present

themselves, the City can say where Wi-Fi will best serve the City and Pasadena community.

Benefits: Convenience of Internet access for residents and tourists visiting the City of Pasadena. Ability to target messaging to constituents. Constituents could access/download information about the City of Pasadena, e.g., maps,

schedules, and tourist information. Gather visitor information to assist with budgeting and resource allocation. Potential to generate additional revenue or support operating costs through public/private

partnerships. HW Hardware: Servers, Desktops, Mobile Devices, Peripherals HW 1.1 Tri-Band Radios 4 Focus INF/HW, FD/PD M

The issue of Tri-Band radios was raised in the Fire Department Management Interview sessions. Fire Department staff noted that their radios are 10 years old and need replacement.

The Police Department Management Interview session noted the existing radios will be aging out in 3 – 4 years.

Tri-Band radios also came up in the IT Focus Groups. The PD, FD and Public Works have been requesting a funded radio replacement program for 12 years; money for a replacement program has not been available. Instead, they rely on T1s.

Impacts:

PD, FD, and public safety staff are using equipment no longer supported by the manufacture. Staff is scrambling to repair equipment on a break fix basis, which causes further delays for public safety staff.

Public Safety has to take time from their regular duties to find temporary equipment, and arrange for equipment to be repaired. (May get approval for parts which can take a week or month because of Tyler.)

Inconvenient to community for busses, using the radios for transit information. Recommendations:

Develop a strategic plan for strategic replacement for communication equipment on an ongoing basis – planned, scheduled, and funded.

Replace with XTS 1000 Tri-band radios, either through a purchase or a lease program. approximately 1,000 (portable and vehicle mounted radios), including interfacing with: fire




engine intercom system, fire stations, police cars; portable radios, chargers, batteries, chargers.

Benefits:

Public Safety staff spending more time doing their job instead of fixing radios. Improved officer safety. Enhanced public safety.

HW 1.2 Server Standardization 1 Focus HW

Findings: The challenge of server standardization was raised in the IT Focus Groups. According to DoIT staff, the City has a lack of standardization, different types of server models are being purchased, visualization platforms, all having different paths forward. Some are in Azure and some are not. According to staff, this results in the following: Increased overhead, in having to support multiple systems. Confusion, with disparate systems. A financial impact. Unpleasant user experience, which affects the user perception of DoIT. Recommendations: Articulate and adopt policies, standards and best practices for hardware and software. Adopt early engagement in the procurement process, via IT Governance, before the

budgeting is done. Benefits: Staff time savings. Better user experience. DoIT could be more agile.

HW 1.3 Printer Standardization 1 Focus HW

Findings: The challenge of printer standardization was raised in the IT Focus Groups. According to DoIT staff, the City lacks a printer standardization policy that management will back up, which results in the following: Service Center, which receives the first round of requests, has to research a compatible

printer and procure it. Staff time. Enterprise Computing, which manage the print servers, has to assume the task of making

the printer work; this can take more than a day. Recommendations: Identify end user requirements. Stick to the standards, printers, and the functions a printer will have. Management needs to back DoIT staff. (“Are in the business of saying yes.”) Benefits: Reduced cost and overhead. Better system performance. Clear standards, resulting in happy staff.




D SW Software: Departmental

Departmental software are applications meeting specific or unique internal department functionality. For instance, a Library would be the only department in a city requiring a Library Information Management System (LIMS). The following departmental applications were identified in the course of the project, either in a Rapid Workflow® workshop, IT Focus Group or Management Interview. The selection and implementation of these software should go through a detailed business, technical and functional specifications development and benchmarking to evaluate and procure the most responsive and cost-effective solutions.

D SW 1.1 Asset Management System (PWP) (6) RW 4 Findings: The PWP asset management Rapid Workflow® workshop revealed a number of challenges

including the following: A lack of an enterprise asset management system. Duplicate data/information entry. Have more than one asset number: different asset numbers between W&P and Finance. Inability of Munis to generate reports that contain the numbers used at the Yard. Inability to track status of PJOs - and who charges to it.

According to City staff, this results in the following: Inefficiencies. Lack of oversight. Affects costs and financing. Inaccurate and redundant data. Staff time to reconcile data in different systems. Cannot report costs accurately. Not capturing true costs. Engineering cannot identify assets after capitalization, to retire/replace.

Recommendations: Precure an enterprise utility specific Asset Management system meeting all the needs of PWP and provide training to appropriate staff.

Features and Functions Inventory Name plate data (electric specific data: size, type, const. methodology, test reports,

Customer: NEC compliance, CEC compliance, IBC compliance. Financial data. Spatial data link. Pasadena Grid. Equipment Hierarchy. Test reports.

Maintenance: NERC compliance, GO 95, 128, 174, 165 compliance maintenance requirements. Inspection records. Predictive Maintenance Models.




Test reports. Feedback to Work Order and generate a Work Order when required or during

appropriate planned periods. Maintenance Schedule. Scheduling.

Project Management: Accumulate date from asset and maintenance side for Criticality Index & Health Index

purposes. Provide ability to produce Risk Index.

Search: Multitude of search functionality, equipment type, equipment location, related asset,

address, Work Order Number: dates: received, installed, inspected; by combination of fields, structured queries.

Work Order. Search fields matching the look and field of the Asset entry screen.

Compatible construction units (construction). Group of Inventory items (Inventory Kit).

Forecasting: use acclimation of risk index to facilitate yearly budget process. Dashboards:

Good graphics (pie charts, Gant charts) spent and available funds. Management level data presentation. Work management for employees.

Standard templates: Equipment type.

Data analytics: Efficiencies. Areas for improvement. Performance measurement. Performance metrics (equipment installed over time).

Strong security. User friendly query. Work Order Management. O&M Capital. Job Costing. Depreciation Schedules. Forms Module. Comparative Units. Job Closing. Time Keeping. Material Costs. Emergency PJOs. Asset number linked to Munis. Support mobile devices. Web Based. Reports Maintenance man hours required by month, quarter, and year. Planned maintenance events. Equipment installed by timeframe.




Equipment by FERC code by timeframe. Job Costs. Materials, Time. Inspections. Budget versus Actual. Maintenance Reports. Inspection Reports. Assets. Status. FERC Reports. NERC Reports. PUC Reports. Fire Flows. Cross Connection. Back Flow. Depreciation Forecasts. Capital Assets on Hand. Finance. Interfaces Munis: Finance/HR/Building. GIS. VTI. OCAIC. Enterprise Content Management System / Shared Drive. Benefits: Improved efficiency. Better cost capture, analysis, budgeting. Accurate and real-time data. Improved transparency. Happier staff. Better, timely costumer service. Cost savings. Reduced manual steps. Reduced paperwork. Better view of system health. Sped up projects. Better, more timely and consistent reporting. Better forecasting of asset management replacement.

D SW 1.2 Work Order System (PWP) 4 RW 1.2 Findings: The PWP asset management Rapid Workflow® workshop revealed a number of challenges:

Lack of one solution to manage / track the process. Duplicate information. Lack of readiness of available information. Searching for information in responding to various request.




Managing a budget with insufficient cost information. Staff is using different processes. Communication between Construction Crews and Engineers. Lack of constant cost controls; who can use the PJO number (lack of an approval

process). Lack of follow through at “close out” and as- builts. Not clear what the financial close out process is. Lack of system integration. Management does not have visibility of status in a system. Cost forecasting. According to City staff, this results in the following: Inefficiency and delays. Added cost. Lack of continuity. Inconsistent information. Impacts customer service. Budget underruns / overruns. Cost overruns. Field Supervisor does design work. Impacts closeout. Staff charging to the wrong projects. Staff time for Finance to correct errors. Don’t have accurate records for the next design. Lack accurate accumulation in Asset Ledger (depreciation). Can’t do reconciliation after the project close out. Can’t accurately predict next year’s budget. Miss capturing estimated work. Recommendations: Implement an Work Order System with the following capabilities: Features and Functions Project Management CIP Budgeting:

Help define how much funding is required. Identify priorities, financial resource, and staff.

Schedule Work Orders. Using compatible units, the application should be able to calculate, the amount of time

the whole work order should take. Schedule work orders in a sequential basis, based on the time required for each one.

Provide ability to community the timeline to customers. Inform material requisitions.

Search Multitude of search functionality, location, engineer, address, type of work, CIP, date

fields: scheduled/called, ad-hoc, by combination of fields, structured queries. Open Work Orders and completed them. Search fields matching the look and field of the Work Order entry screen.

Compatible Construction Units (construction: the smallest unit of work that will be completed as a repeatable process).




Have inventory numbers. Man hours. Accounting data (FERC number, activity).

Automated Workflow: Workflow automation. Reviews / kick-back. Approvals. Status only. E- notifications. Escalations. Manage staff requirements. Perform financial checks to see if funds are available, identify encumbrances, or work

that has been executed but have not been received as an invoice. Allow for attachments in an ECMS. Material requisitions. Allow external vendors access- (web enabled / Mobile): Access status, timelines,

schedules, and other specific fields. Forecasting:

Reconciliation of hours to scheduled projects. Provide ability to forecast monthly, quarterly, and yearly.

Dashboards: Good graphics (pie charts, Gant) spent and available funds. Management level data presentation. Work management for employees.

Standard templates: Work Order Types:

o Cable/switch replacements. o Mains, W&P Services, Underground Utility Districts. o Booster projects, and others.

Data analytics: Efficiencies. Areas for improvement. Performance measurement. Performance metrics (equipment installed over time).

Strong security. User friendly query. Reports Active projects. Ongoing work. Work by Council District. Historic. Status. Integration Tyler Munis. GIS. High Jump (Intended Mgmt.). VTI (Timesheet) to Tyler. Enterprise Content Management System / Shared Drive.




Benefits: Improved efficiency. Improved customer service. Cost savings. Enhanced data integrity and consistency. More accountability. More efficient scheduling. Consistent cost forecasting. Staff time savings. Pinpoint costs. Savings, reduced overruns. Accurate records. Improved management access to information. Quick access to information. Better budgeting and cost controls. Enhanced reporting. Resource allocation maintenance.

D SW 1.3 Data Analytic Tools 2 M 10

Findings: Data analytics was brought up three times in the project: the PWP and DOT management interviews. Because data analytics was one of the key areas addressed in the ITSP, a workshop was held to address it specifically. The following challenges were identified: DoIT receives a variety of requests for data, versions of data, keep repeating the process

over and over. The City has significant amounts of data, but no data catalogue to describe it. DoIT Staff do not get data issues from the departments. When operational problems are identified, they are not able to prioritize them. There are people who have data, that when requested can't provide or can't find the right

person to provide it. Data is in different formats. Have implemented data analytics tools, but have not had the time to understand all of the

capabilities of what the City has. Data is scattered and unsynchronized, in different locations or with vendors. There is no consistency, or policy, for the way departments manage their data.

Recommendations: Carry out a data assessment. Articulate and adopt data standards and policies. Create and advertise a data catalogue. Identify restrictions and guidelines for data sharing. Include data analytics as part of the scoring mechanism for IT projects. Provide training to department staff on data design / management best practice. Adopt a more data visualization tools, i.e., dashboards. Make tools available for staff to play with, i.e., Tableau, Power BI, R, SAS and STATA.

Esri Insights, and IMAP. Utilize Big Data.




Benefits: Improved informed decision making. Simplify results based on data. Better collaboration between departments. Save staff time increased efficiencies in locating, storing, organizing data. Improved ability to communicate across audiences. Potential cost savings. Improved operational services. More and better-quality data to the community the City serves. Increase the ability to innovate. Can have more timely data, and on demand queries.

D SW 1.4 ITSM Solution 1 (Focus SW)

Findings: The IT Focus Groups with DoIT staff revealed that existing ticketing system has been used for 8 years and is no longer supported by the vendor (BMC). DoIT relies on this software for requests, statistics, staffing resources, etc. Right now, there is a license limitation. According to staff this results in: Patches have to be done regularly. Have been expanding original functionality, there is always a risk of the software breaking

when patches are applied. ITSM is one of DoIT’s most critical business tools to support customers. DOIT is in severe need of replacing the current solution, BMC SDE Express, which is practically at end of life (on extended limited support). BMC has announced that Service Desk Express (SDE) has moved to "Limited Support" and will no longer be supported after December 31, 2017. Challenges include the following: The City lacks a true service and incident management system. Change management is on SharePoint 2003 and performed completely manually. The asset inventory is home grown and doesn’t have any integration to the ITSM. DoIT

started subscribing to Knowledge Management as a methodology, but without any integration to ITSM, they leverage SharePoint Wiki’s.

The current solution is highly manual, disconnected and lacking many of the needed enterprise capabilities.

Lack mobile aspect to the ITSM for field staff to open/review/close requests or our customers to open and check the status of their requests.

When it comes to a digital workforce/workplace and service mobility, DoIT cannot deliver with the existing outdated ITSM. Additionally, the built-in reports and capability to create reports is virtually non-existent.

According to DoIT staff this results in the following:

Staff have made all incremental changes worth the time and effort to get the most out of the current system.

Don’t have a problem management process, which is a significant impact to identifying reoccurring issues and requires a heavy amount of data mining, discussions, and a challenge to prioritize solving ongoing issues.

Every report is created by DoIT developers and takes a substantial amount of time to get information out (new ITSM tools have much better handles on custom and built-in reports).




Recommendations: Replace the existing system. The Service Center should take the lead on replacing the

system; all DoIT sections will be involved. Explore integrating the new ITSM with the phone system to automatically generate

requests upon phone calls,

Benefits: Increased customer self-service. Provide customers the ability to solve their own requests and greater visibility on their

requests. Better reporting. Modernize the ability to interface with end users. Improved licensing.

D SW 1.5 Social Media Analytics 1 RW 9

Findings: The City’s PIO Team will be meeting with representatives from Hootsuite (Social Engagement Analytics), on how to engage the social media platform. At the present, approximately half of City departments are using social media, and the City is working to increase that level of use. Solutions: Employ Hootsuite (or comparable tool) to tie social media postings together for posting,

setting them up in advance, and do a higher level of analytics. Explore possible use of this tool, e.g., for public safety purposes. Use social media analytics to gauge ROI. Focus on mobile friendliness, e.g., 40% of all traffic in Parks & Recreation is on mobile

devices. Use a combination of tools, e.g., Facebook, Google Analytics, and Hootsuite. Benefits Public Receive messages that are tailored to them. Increased participation on City programs. Community would feel that they are better informed. City • Statistical data will allow the City to custom tailor the message. • Increase revenues. • Statistical data can allow the City to better design programs and scheduling. • Data can be a powerful reporting tool for management, providing numbers to evaluate the

effectiveness of objectives and programs.

D SW 1.6 Parking Management System 1 (RW 11)

Findings: The Parking Permit Rapid Workflow® workshop revealed a number of challenges: T2 is not interfaced with Excel and DMV. Lack a complete list of development addresses. Customers can’t buy all permits on line. There are multiple data sources.




This is a paper dependent process. Lack of virtual permits. Are not able to assign and track all permits to a license plate. This process requires a lot of staff. Limited capability of hosted T2 system. According to DoIT staff, these challenges result in the following: Excel takes a longer processing time, and the lack of DMV interface could get customers

sited. Longer processing time for staff and additional workload. Permits issued in error. Calls to the Mayor. Customer service impacts, angry citizens. Customers have to come in to the City. Increased customer wait times. Conflicting information. Higher likelihood of errors. Budget issues and impacts. Lost paper work and permits. Adversely affects enforcement efficiency. Duplicated work, additional work for IT staff. Recommendations: Implement an Parking Management System with the following capabilities: Features/ Functions Web enabled with responsive design. Online payments. PCT/DSS compliant. Submit attachments online. Contain same data currently in Excel data:

Name. Number of spaces at addresses. Number of permits. License plate number. Field check information (approve/denied). Address groups.

Issue/query virtual permit. Ability to assign/track all permits to a license number. Explore a hosted solution with group API. Workflow automation. Reports Daily financial report. Permit by location, address, license plate. Address reports for renewals. Permits by district. Permits by ‘ADNOC’.




Interfaces Provide access to address data via interface to InnerGov. CA DMV. Tyler Munis. City payment gateway (credit card processor). LPR-Genetec. Benefits: Shorter processing times. Improved customer service and decreased customer wait times. Fewer customers coming to the city. Better enforcement. Increased efficiencies. Decreased errors. Cost savings. Reduced workload and staff resource bottlenecks. Easier access to information. Staff can perform high value work. Lower support/ maintenance costs Could allow for being more innovative.

D SW 1.7 Public Works Work Order 1 RW 12, 13

The Public Works Work Order Rapid Workflow® workshops and Public Works management interviews revealed a number of challenges including the following: Producing paper Work Orders, which results in wasted staff time, lost information, and the

inability to track documentation, is inefficient. Lack of Integration across systems used to process Work Orders, which results in

knowledge transfer, cannot find information, wasted staff time and double data entry. Different Work Order processes for Public Works Divisions, making it difficult to learn how

each Division functions for customer service representatives; CSC staff have to learn five different business processes.

CSC is not the intake for all divisions, which results in the inability to answer inquiries to work being done, cannot ensure Work Order is out in the field being processed, duplicate Work Orders and staff frustration.

ECIS at PWP is archaic (a 2001 AS400 system). All refuse related Work Orders are done in ECIS, resulting in all manual data entry, including closing Work Orders and paper Work Orders.

Not fully utilizing Lucity, i.e. for scheduling, reviewing annual work accomplishments, and full costs; assets are not accurate in Lucity. This results in not knowing what is being done from one day to the next., ineffective use of time, and the inability to measure Work Order processing/maintenance work against industry standards.

Budget constraints; can only use maintenance funds on certain things, which results in maintenance dollars on leased building getting used up at the beginning of the year.

The existing facilities are not conducive to working in an efficient manner; staff work in different locations, which results in affecting the ability to provide good customer service.

Manually entering work hours into VTI and then manually into Lucity, Munis does not interface to either of them. This results in spending hours every day doing manual data entry into VTI: 2 -3 hours every day for 3 Superintendents.




Recommendations: Roll out Lucity Mobile to everyone, including the following:

Engineering Division. BSFMD. Parks & Natural Resources. Street Maintenance: Signs & Paint.

Implement Lucity in all Public Works divisions, including the Engineering Division. Normalize different processes, explore using GIS and ECMS for the final step in the

Engineering process. Populate Lucity with the street light inventory, storm drains, building plans, from GIS. On the refuse side, need a new C.I.S to replace ECIS. Features/functions:

Better reporting: customer counts, bin counts, container counts, rate structure. Support mobile devices.

Integration between the following systems: Lucity to Munis. Lucity to VTI (Payroll System). CSC GoGov with Tidemark. CSC GoGov with ECIS (or the new CIS).

Complete the Lucity implementation to include other functionality.

Benefits: Staff time savings, improved efficiency. Cost savings. Consolidated information accessible to all users. More timely information, and correct financial information. More accurate billing. Improved reporting and auditing. Better customer service, including online services. Mobile systems will provide access to information in the field. Better planning, could be proactive vs. reactive. Better able to address unfunded emergencies. Improved facilities management. Time savings for superintendents.

D SW 1.8 Public Works Pavement Management Software 1 RW 15

Findings: The Public Works Asset Management Rapid Workflow® workshop and Public Works management interviews revealed a number of challenges: The history of streets is kept in hardcopy binders, and is not accessible to others. This

results in impacts to everyone; every street in the City for the last 25 years is in this binder. There is no disaster recovery for the documents in the binder.

Low priority streets never get paved. This results in Community impacts. There is a lack of funding for programs and maintenance work. Can’t perform City

services, which results in not keeping up with aging infrastructure, increased costs, and for the communication systems, it affects keeping up with technology and operability.

The existing process takes too long, which results in costs to the City in claims, poor public perception of the City, and can impact home values.




Recommendation 1: Implement New Pavement Management Software with the following capabilities: Feature & Functions: Data Collection. Analysis of all conditions. Capture inventory of all streets. Provide ability to produce a pavement plan. History. Provide ability to run several queries/scenarios, i.e., slurry seal candidates based on

pavement condition rating. Highlight streets worked on that day, over 6 months, show corridors, etc.

Reports: Provide ability to produce reports. Scenarios: type of improvement, how improvement would help, scenarios by year,

forecasts. Interfaces: GIS. Recommendation 2: Implement a formal Pavement Management Program: Convert the documents/data in binders into GIS. This contains 8.5x11 sheets of inventory

analysis carried on streets throughout the City. This information could go back as much as 25 years. It contains: tables, descriptions of existing roads, street profile, and a rating for each road. (The Micropaver application has been used at the City for at least 15 years.)

Digitize historical information in the Pavement Binder into the GIS: previous ratings, previous projects and types of repairs conducted or completed.

Recommendation 3: Adopt a GIS Query / Reporting tool. Store as-built information in GIS. Provide ability to search and manage files. Adopt a graphical user interface to search for PDF or AutoCAD as-builts anywhere in the

City, i.e., in ECMS, as opposed as searching through a list in Access, including streets, sewer, storm drain, traffic signals, street light plans, striping plans, etc.

Provide view access to appropriate departments. Explore integrating it to an Enterprise Content Management System, SharePoint; develop

a comprehensive taxonomy.

Benefits: Reduced search times. More than one person would have access to that information. More accurate selections. Disaster recovery. More efficient process. Happier residents. Build more.




Share the City’s approach with other cities. Improved efficiency.

D SW 1.9 DOT Fiber Infrastructure 1 RW 15

Findings: The Public Works Asset Management Rapid Workflow® workshops and Public Works management interviews revealed a number of challenges including the following: Network design documents are in separate hardcopy files, which results in staff time to

piece together information, not knowing if strands work together, makes trouble shooting more difficult, and is labor intensive.

There is a lack of funding for programs and maintenance work, which results in affecting performing City services, keeping up with aging infrastructure, increased costs, it affects keeping up with technology and operability of communications systems.

The ITS Master Plan has been built out, and needs updating, which results in identifying new projects, and future projects are not identified.

As-Builts are not in GIS, and are not searchable, which result in it takes longer to find files. When researching a corridor, it can take anywhere from 1 to 8 hours.

Public Directories on the shared drive are inconsistent, which results in it takingi8 longer to find files, e.g., hours.

Access to interdepartmental documents, which results in phone calls and messages, and wasted staff time.

Recommendations: Implement GIS Tool to manage fiber infrastructure. This application will replace an existing binder containing plans, schematics, channel assignments, tables, hardware description, intersection information, and traffic control details. Provide the following capabilities: Features & Functions: Identify location of fiber, strands, details, connectivity between strands, Logical and

physical connection points. Export data to a Word document. Export data to Excel. Reports: Available dark or available fiber. Fiber paths. Splicing configurations. All controlling elements. Project lists & prioritizations. Interfaces: Solarwinds: Network management software, to manage switches. Hardware: Implement large monitors: 36” – 42” diagonal monitors. Benefits: Reduced search times, staff time savings. More than one person would have access to that information.




More accurate selections. Disaster recovery. More efficient process. Build more. Share the City’s approach with other cities. Have a new list of projects. Have a guiding document to provide structure. Reduced errors. Improved version control of documents.

D SW 1.10 Transportation Asset Management 1 RW 16

Findings: The Transportation Asset Management Rapid Workflow® workshops addressed a number of operational needs, for the following: Parking Meters. Parking Meter Tools/Parts. Parking Garage Management. Parking Vehicles. Buses. Bus Stops.

Ideally, the following requirements should be addressed with one robust application with various modules providing the functionality identified below. 1. Parking Meter Asset Management Findings: Lack records of servicing, which results in meters going down, duplicated efforts, loss of

revenue, and citizen frustration and complaints. Lack of exact location of meters, which results in making it hard to sell permits, difficult to

setup service and collection schedules. Lack of collection information, which results in making it difficult to accurately track money

received and auditing problems and staff time. Lack replacement schedules for preventative maintenance, which results in meters going

down, duplicated efforts, loss of revenue, and citizen frustration and complaints.

Recommendations: Implement a Parking Meter Asset Management Application with the following capabilities: Features/Functions: Track service records/history. Meter locations with GPS. Collections, cash boxes, canisters, amount collected, deposited. Provide preventative maintenance/replacement scheduling. GPS tracking of cash boxes. Bar code capabilities. Track actions by staff/mechanic.




Reports: Preventative Maintenance. Repairs. Collection variance/audit report. Asset location. Interfaces: Munis. Meter back office software. Benefits: Improved up time. Increased revenue. Reduced expenses. Enhanced customer services.

2. Parking Meter Tools/Parts Management Findings: There is a lack of inventory. There is a lack of inventory check in/check out process. There is a Lack of part failure tracking. The above result in the following: Duplication of purchases. Delays in repairs. Negative impact, customer service. Impact revenue & expenses. Recommendations: Implement a Parking Meter Tool Management application with the following capabilities: Features & Functions: Track inventory. Track inventory by user. Track part failures. Reports: Inventory. Users. Failures. Benefits: Improved up time. Increased revenue. Reduced expenses. Enhanced customer services.




3. Parking Garage Management

Findings: Lack garage maintenance and capital improvement schedules, as well as service history,

which looks bad to citizens when equipment does not work, has a negative impact to revenue, and increases expenses. This also results in inefficiencies and duplication of efforts.

Lack equipment, space and supply inventory, which results in redundant equipment purchases and negative impact to customer service and revenue.

Recommendations : Implement a Parking Garage Management application with the following capabilities: Features & Functions: Track/provide maintenance schedules. Capital improvement schedule. Track service record history. Track equipment inventory. Track space inventory. Track supplies. Reports: Maintenance schedules. Service history. Inventory. Historical usage. Supplies. Benefits: Improved up time. Increased revenue. Reduced expenses. Enhanced customer service. 4. Parking Vehicle Management

Findings: Lack of preventative maintenance schedule. Lack check in/checkout process. Lack of inspection records, and access to them. Lack of historical equipment data. Lack of GPS location. According to staff, this results in the following: Vehicle downtime. Impacts revenue. Impacts compliance. Citizen complaints. Confusion. Inability to track staff performance.




Recommendations: Implement a Parking Vehicle Management application with the following capabilities: Features & Functions: Preventative maintenance. Check in/out. Inspection records. Historical equipment data, user, and miles. GPS tracking. Reports: Historical. Vehicle problems. Vehicle usage by date. GPS report history. Benefits Improved up time. Increased revenue. Reduced expenses. Enhanced customer service. 5. Buses Findings: 1. The use of Excel results in data being in different locations, additional staff to look for data

and duplication of work. 2. There is a lack of Vehicle Funding source data, results in the City possibly not meeting

grant requirements, and current/future requirements. 3. There is a lack of reportable inspection/maintenance records from an existing system,

which results in the inability to do trending for vehicle replacement, which is not efficient. 4. There is a lack of replacement schedule, which prohibits the ability to be proactive. Recommendations: Implement a Bus Asset Management application with the following capabilities: Features & Functions: Store all related data in one system: contracts; specs, procurement docs, and funding

sources. Maintenance/inspection data. Sub-equipment in vehicles. Replacement schedule. Store pictures of vehicle damage. Reports: Replacements. Life expectancy. Maintenance history when vehicles have been down.




Interfaces: Maintenance software used by contractor. Tyler Munis. Benefits: Clearer audits. Reduced likelihood of findings. More proactive when dealing with capital purchases, and more accurate. Better understand and improvement of on-time performance issues. Enhanced customer satisfaction.

6. Bus Stops Findings: There is a lack of bus stop history and bus stop improvements. When there are

changes/improvements, they do not know if they were don’t right. This affects coordination.

Data on Bus Stops is in disparate places, which results in staff time looking for information, the inability to track maintenance; which results in budget impacts, and if it is too late, it impacts planning budgeting, affects customer service and creates a poor perception of the City.

Not knowing where all furniture is, which results in furniture getting placed in the wrong place, businesses can get upset, and can lose track of where things are.

Lack closure reporting, which result in upset passengers, staff hazards and impacts accessibility.

Recommendations: Implement a Bus Stop Asset Management application with the following capabilities: Features & Functions: Bus Stop history:

Critical correspondence. Adjacent project conditions. External/internal contracts.

Track Bus Stop closures. Photo/maintenance records. Repairs. Specifications of the zone. Reports: Damage frequency. Cause of damage. Frequency/timeframe of closures. Change to the zone. Interfaces: Citizen Service Center GoGov application. Tyler Munis.




Benefits: Less likelihood for mistakes. The team would be on the same page, with improved efficiencies. Improved customer service. Improved budgeting/plan of repairs, focus on the City efforts. Better understanding of closure impacts. Can be more proactive, recapture funds.

D SW 1.11 CAD/RMS 1 M 11 PD Findings: The management interview with the Police Chief revealed that the City does not have their

own CAD/RMS. The City currently uses the City of West Covina’s system. Recommendations:

Implement an independent CAD/RMS system integrated with the FD.

Benefits: Improved operations. Improved responsiveness to public safety.

D SW 1.12 New Jail Intercom and Locking System 1 M 9 PW Findings:

The Public Works management interview revealed that the City jails locking system and intercom need replacement.

Recommendations:

Implement a new jail management software system. Implement a new jail intercom and locking systems.

Benefits:

Enhance jail management. Improved correction staff safety.

D SW 1.13 Rent / Lease Management 1 M 9 PW Findings: The Public Works management interview revealed that City groups managing rental properties

are using Excel spreadsheets. This results in disparate databases, data that can’t be leveraged, and differing ways of collecting rent tracking information.

Recommendations:

Implements a rent tracking/lease management application with the following capabilities: Features and Functions: Generate data-driven information to make optimal use of City real estate. Keep track of key dates and notifications, including start and end dates, break clauses,

rent reviews, rent free periods and indexations. Manage rent payments, integrate with ERP system. Capture correct lease data and agreements.




Ensure complete financial control by gaining a comprehensive insight into all cost-driven information.

Manage rental information and properties. Ensure compliance with accounting standards. Stay ahead of tasks with prompts and real-time email reminders. Provide easy online access to lease information and documents. Benefits: Provide a common tool for rental/lease management. Improve business processes automation. Reduce staff time wasted producing manual reports. Achieve hard savings by avoiding unclaimed tenant improvement allowances, missed

deposit returns and unnecessary rent payments. Graphically sum up portfolio performance with lease intelligence. Save time and money with faster processing of lease related expenses. Provide rigorous reporting tools. Gain business insights with reports for every aspect of the leased portfolio. Manage a diverse portfolio in a single system.

D SW 1.14 Self-Check In Application 1 M 15 Public Health Findings:

The Public Health management interview revealed that customers can sometime wait a considerable amount time to receive medical services.

Recommendations: Implement an online customer management system and self-check in for customers.

Benefits: Improved customer services and convenience. Staff time savings.

D SW 1.15 Project Portfolio Management Software 1 (M 16 DoIT) Findings: The DoIT management interview reviewed that IT staff in all groups have significant

challenges keeping up with ongoing and new technology initiatives. This includes: Lack of resources to handle requests that come in, every day that cannot be fulfilled. There’s a prioritizing issue when it comes to department issues/projects.

Recommendations: Implement a Project Portfolio Management applications with the following capabilities: Features and Functions: Project Schedules. Collaboration. Tracking. Reporting. Pipeline Management: Manage tasks, projects, programs and portfolios. Demand Management.




Resource Management. Change Control. Financial management. Risk Management. Reporting. Benefits: Staff time savings. Tie project performance to business goals and objectives. Enforce consistent project governance policies. Gain real-time visibility into portfolio performance. Perform in-depth analysis of project portfolio.

E SW Software: Enterprise

Enterprise Software denotes applications used by all departments, by all key departments, or many departments across the City. An enterprise technology vision, which the ITSP Roadmap proposes, typically adheres to the following: Enterprise software benefits several business units across the organization, taking

advantage of economies of scale. Enterprise software pools financial resources from one or more business units or

departments to procure systems that otherwise might not be affordable by one business unit.

Avoids the purchase of technically disparate systems that provide the same functionality. Procures systems that meet an Enterprise Architecture and established technology

standards to minimize operational costs and maximize investments in technology. Decreases the overall workload on IT staff by not having to provide technical support on

numerous redundant applications or applications that do not meet the City’s standard Enterprise Architecture or standards.

Typical enterprise applications include ERP Systems (e.g., financial. human resource, work order, procurement, asset management applications, etc.) Enterprise Content Management Systems, and Geographic Information systems.

E SW 1.1 E-Procurement 3 RW 5

The Procurement/E-Signature Rapid Workflow® Enterprise workshop revealed a number of challenge related to the procurement/contract management process, which have been grouped by PWP and Finance challenges.

Finance

Finding 1: The length of time to get through the approval process is lengthy. According to staff, contracts can take up to a month and a half for the vendors to begin work. Recommendations: Change the business process to go to Council with a signed contract. Optional Process: Once the Vendor has signed the contract, route the staff report/contract

to Finance (Purchasing, Budget, Finance Director), City Attorney, City Manager’s Office,




then go to Council for approval. The Clerk would do all of the routing for wet signatures, call staff when it was ready – or call Purchasing. directly. Then upload into the financial system along with Council Meeting Minutes.

Benefits: Streamlined approval process. Vendors can begin work right after the council approval. Finding 2: Lack the ability to track the development of solicitations. According to staff, this results in: Affecting the ability to monitor and respond to departments during the drafting of their

solicitations. Departments that are preparing solicitations for the first time have a more difficult time

learning and optimizing the process. Recommendations: DoIT is currently working on this: install some low-level form of database that can track

formal solicitations or utilize a Munis Procurement Module. Provide version control. Benefits: Streamlined approvals of formal solicitations. Enable improved collaboration. Staff time savings. Minimized confusion on what is the latest document. Findings 3: Finance - There is a lack of integration of liability and claims division in the workflow. According to staff, this results in: Putting staff in a vulnerable position. Staff are being put in a position to determine if Liability & Claims should be involved. Recommendations: Make Liability & Claims automatic in the workflow. Benefits: Alleviate pressure on staff to make judgment calls they should not have to make. Water & Power Finding 3: The City is unwilling to adapt to using e-Signatures. According to staff, this results in: Everything has to be done manually, resulting in more staff time. Project delays. If the person is not in the City, have to wait for them to return to the office. Recommendations: First review case law or challenges (or no challenges) to adopting e-signature. Introduce e-signatures. Consider different options: e-signatures internal, wet signatures with vendors.




Benefits: Improved efficiencies. Shortened timeline for approvals/signatures. Finding 4: There is no formal, ongoing, or consistent process of development through communication. According to staff, this results in: Citywide confusion and inconsistent execution of tasks. Impacts staff morale. Internal controls, some approvers might be doing things differently. Recommendations: Adopt a standard model that everyone can use and adopt to. Benefits: Improved consistencies. Minimized confusion on what is the latest document. Finding 5: There is no Citywide application that tracks the signing authority. According to staff, this results in: A lack of internal controls. If a Director leaves, have to make up a form, may result in delays. Inadvertently

exceeding their signature authority. Recommendations: Develop/implement an application to track staff/management signing authorities. Signing authority should be reviewed or revised on an ongoing basis. Benefits: Improved business process. Eliminate delays, only authorized staff could approve. Staff time savings, eliminating phone calls to confirm authority. Finding 6: You can forward an invoice or requisition to anyone, but that person may not have the same spending authority. According to staff, this results in: Weal internal controls. If a Director leaves, have to make up a form, may result in delays. Inadvertently

exceeding their signature authority. Recommendations: Develop/implement an application with a module within Munis to track spending authority

levels, with checks to track staff/management signing authorities. Has to be reviewed or revised on an ongoing basis.

Improve the workflow. Benefits: Improved business process. Eliminate delays, only authorized staff could approve. Staff time savings eliminating phone calls to confirm authority.




Finding 7: You can forward an invoice or requisition to anyone, but that person may not have the same spending authority. According to staff, this results in: Internal controls. If a Director leaves, have to make up a form, may result in delays. Inadvertently

exceeding their signature authority. Recommendations: Develop/implement an application with a module within Munis to track spending authority

levels, with checks to track staff/management signing authorities. Has to be reviewed or revised on an ongoing basis.

Improve the workflow. Benefits: Improved business process. Eliminate delays, only authorized staff could approve. Staff time savings eliminating phone calls to confirm authority. Finding 8: When purchase orders and requisitions are rejected for whatever reason, the process has to start all over from the beginning. According to staff, this results in: Delays. Confusion with the person who is signing wondering why it’s going back several times

though their workflow. It might be unclear on who is supposed to be fixing the problem. Recommendations: Improve the workflow process repetition. Adopt a policy/feature that if something was changed for an early approver, the requisition

would come through that person again. Benefits: Minimize delays. Staff time savings. Finding 9: There is a dual Contract Routing Process, hard copy and electronic, caused by the lack of e-Signatures. According to staff, this results in: Contracts can take up to a month and a half for the vendors to begin work. Duplication of work. Have to assign staff to walk the contract through the contract process, manually which

causes inefficiency. Use sticky notes to track the progress. When a contract is routed, get an email, a voicemail – it ripples into other communications.

Rather than maximizing Muni, it all happens twice. Recommendations: First review case law or challenges (or no challenges) to adopting e-signature. Introduce e-signatures. Consider different options: e-signatures internal, wet signatures with vendors.




Adopt one electronic process. Benefits: Staff time savings. Streamlined approval process, Vendor can begin work right after the council approval. Finding 10: The General Ledger driven workflow results in unrelated approvers, which results in: Delays and confusion. Approvers approve things they know nothing about or do not approve at all. Recommendations: Set some sort of categorization per approver, establish certain things that staff can

approve. Benefits: Eliminate confusion. Eliminate unapproved staff signing off on things they should not. Reduced risk. Eliminate delays. Finding 11: Multi-year contracts are not amended without electronically updating balances. According to staff, they could not overspend what the Council approved. Recommendations: Munis enhancement to know when to display the amended amounts for the next contract

to accurately represent contract balances. Provide end user training. Benefits: Contract balance would always be accurate. Improved trust in data.

E SW 1.2 ArcGIS: Enterprise Deployment 3 Focus SW

Finding: The IT Focus Group revealed the City is missing opportunities by not making the GIS system

an enterprise system due to licensing limitations. According to staff this results in being unable to address customer needs when they are identified, even when the software could resolve it. DoIT is held back from providing the solutions.

Recommendations:

Implement an ELA (Enterprise License Agreement). Provide unlimited access to the GIS platform, which will support the desktop and web tier,

and include the entire suite: ArcGIS Desktop, Arc GIS Enterprise. (This solution is in the works.)




Benefits: Provide tools to customers so when they identify a need, a solution can be matched to the

customer. Quicker to market. Reap a return on the investment. Save IT staff time, users can do the work, they currently ask DoIT staff to do.

E SW 1.3 Online City Bill Payment 1 RW 8 Digital Services Findings: The issue of online bill payment came up in several requirements meetings with City staff and

management. The following findings are combined from data gathered in the: Digital Services Rapid Workflow® workshop, IT Focus Group for software solutions, and management interview with the Public Health Department.

There are a number of billings systems in the City.

General Billing out of Tyler Munis. Health Department. DOT. PWP. Fire. Others.

The Public Health management interview revealed that customers cannot pay with a credit. card, which results in customer inconvenience, particularly with customers from other countries. According to staff this results in the following: Delayed revenue collection. Redundant staff effort. Multiple reporting requirements vs. central reporting. Customer inconvenience. Poor customer experience.

Recommendations:

Implement one enterprise online payment application with the following capabilities: Provide an on-line payment portal for online City billing where customers will register and

get a City ID. They would be presented with one consolidated page with all their open billings.

Implement an online credit card payment system. If one exists in a department, it should be cloned in the Public Health Department.

Make payments easy for the constituents. Provide E-Delivery of bills.

Benefits:

Improved revenue collection. Improved service and customer experience. Makes it easier to interact with the City. Improved reporting. Staff time savings. Improved business and accounting controls. Improved perception of the City. Reduced late payments.




Easier to collect revenues. Cost savings to the City in staff time and materials (process and open mail manually,

supplies).

E SW 4 Licensing Support Structure 1 Focus HW

Findings: The IT Focus Group revealed that there is insufficient licensing to support the user base, i.e.,

Citrix and Appsense (profile management software). There is no future growth plan, which according to staff results in: Citrix servers cannot be upgraded. Applications cannot be virtualized. Unable to continue migration of clients to Appsense, because of the lack of licenses

(which would require additional staff licenses).

Recommendations: Develop a formal strategy with funding, to acquire proper licenses across departments. Provide sufficient licenses for future growth. Decrease the inefficiency of procurement to allow for “Just in Time” procurement.

Note: W&P has their own systems; they manage some and DoIT supports some. But, sometimes W&P will request support on systems that DoIT does not have access to. This will require some management leadership and direction.

Benefits:

Cohesive direction. Provides more automation, in a more efficient organization.

E SW 1.5 Tool-Track Survey Responses 1 RW 9

Findings: The Communications Social Media, Print, and Website Rapid Workflow® workshop revealed that a number of surveys tools are used by departments at the City: Google Forms. SurveyMonkey. LifeChat or GoGov Apps (Service Center). Formidable Form, WordPress Plug. Gravity Forms, WordPress Plug. Recommendations: Provide an enterprise tool to track survey responses. Benefits Public Consistent branding and messaging. Can allow the public feel that there is another channel to be heard. Increased trust and credibility.




City Support policies. Notes: 1. Low income residents rely on the phone, therefore responsive design is important.

E SW 1.6 Customer Self Service Kiosk 1 RW 8

Findings: The Enterprise Digital Services Rapid Workflow® workshop revealed that customers coming to the City for services often do not know where to go, and this can be further aggravating if the services they are seeking are not at City Hall. Solutions: Implement a self-service kiosk at the service center, for any walk-in service providing

simple transactions: Yard sale permits. Business license renewals. Banner Permits. Temporary parking permits. Bill payments. Access to information about the City. Anything digitally available at any City location.

Benefits: Public: Easier interaction with the City to get things done. Reduced wait times.

City: Reduced staff time.

E SW 1.7 Revenue Contract Application 1 RW 10

Findings: The Revenue Collection Rapid Workflow® workshop with the DoIT staff revealed a number of challenges: Managing revenue contracts outside the Munis financial system. Providing wet signatures on hardcopy for customers. Manually tracking contracts. It takes a long time to work through this process

DOT: 2 – 3 months DoIT: Up to 5 months

There are no criteria to bypass inapplicable steps in the routing process. There is no SLA for how long staff have to sign a contract. In DoIT only one person knows this process. It is unclear whether TPA applies. Lack the willingness to share documents electronically in a central place to review/edit. Receiving payments can be a problem, things get lost in the mail and convoluted customer

process. Receiving payments and not knowing what contract it applies to.




According to staff, this results in the following: The lack of a central place to store documents makes it difficult to find everything. Additional staff time communicating with the customer. Poor perception of the City. Wasted staff time. Frustration. Could cause delays. Delays revenues. Customers may have deadlines that are missed. Work arounds. The City takes on risk. Inefficiencies. Recommendations: Implement an Electronic Revenue Contract Application with the following capabilities: Features/Functions: Web enabled. Responsive Design. Electronic Forms / Electronic Signatures Workflow Automation:

Defined steps. Participants. Business rules/logic. Auto-notifications. Escalations. Reminders.

Share versions and track changes. Ability to accept online payments. Send alerts per an SLA. Identify criteria for TPA and link to City Clerk website. Articulate a policy for when TPAs are needed. Provide staff cross training.

Develop and Adopt SLAs: Time Frames. Interfaces: Munis. ECMS: Store Standard Contract. Reports: Payments received from customers. Payments by contract number. Aging/Date. Invoicing. Status in the process (workflow). Benefits: A central depository to store revenue contracts would save staff time. Get to revenue collection sooner. Sell services faster.




Increased revenue collection. Handle additional volumes, and create more revenue. Be more responsive to customers. Research and audits would be simplified. Improved image of the City. Get projects moving forward. Reduced staff stress. Improved business controls. Staff time savings. Increased staff productivity. Happier staff and costumers. Increased speed in which documents are executed. Better managed process. Reduced risks.

E SW 1.8 Data Catalogue / Analytics Assessment 1 RW 18

Data Analytics was addressed in a Rapid Workflow® Enterprise Focus Group. This resulted in a comprehensive conversation with considerable input provided by workshop participants, including the following challenges. Findings: Have significant amounts of data, but no data catalogue to describe it. DoIT staff do not get data issues from the departments. When operational problems are identified, they are not able to prioritize them. Staff have data, but when it is requested, they can’t provide it, or can’t find the right person

to provide it. Data is in different formats. Prioritization of staff/financial resources to maintain data, or a lack of department

prioritization. Have implemented a lot of data analytics, but have not had the time to understand all of

the capabilities of what the City has. Data is scattered in different locations or with vendors, and it is not synchronized. A lot of people are skeptical of what the data can provide, or worried about the results.

Some people do not want to use data. Data does not exist, it might not be compiled, or reside in a system. There is no consistency, or policy, for the way departments manage their data. There is a lot of data that could be collected that is not. The City is not a data driven organization. According to staff, the above challenges result in a number of impacts: Affects effective resource allocation. Application development is challenging. Are forced to do cross referencing of data prior to downloading data. Bad data prohibiting data analytics, can't do trend analysis Can’t leverage Open Data initiatives. Don’t know what data exists. Duplication of data, have to find space to store data temporarily. Impacts confidentiality. Impacts operational, predictive, prescriptive work.




Improper records retention. Inability to respond effectively, customer service. Inability to share data with third parties. Incomplete/out dated data or stale data. Increases delivery time for solutions. Lack of informed decision making. Loss of opportunities for better analysis, which leads to better results. Lots of missing data. May not be leveraging investment in data. May use the wrong data. Results in staff creating spreadsheets. Missed opportunities for collaboration, cost savings, providing services to disarmaments of

the public. Multiple formats and data sets, lack of consistency. Not employing best practices. Potential cost for conversion software. Data may not be defendable. Risk of lost funding. Unable to cross reference data. Wasted staff time. Recommendations: Technology: Carry out a data assessment. Articulate and adopt data standards. Create and advertise the data catalogue. Adopt a city-wide form that departments can use to communicate to DoIT. Adopt a real data analytics technology: Tableau, Power BI, R, SAS and STATA. Esri

Insights, IMAP. Include data as part of the call for projects. Invest in Big Data. Policies: Create and adopt the following policies enforced by the City leadership: Data management. Data analytics for performance metrics. Data collection, usage and protection. Vendors provide automation for data sharing. Management: Hire a Data Analyst/Data Architect to work with Departments Provide basic data analytic training to department staff on data design / management best

practice. Carry out campaign to raise awareness. Add training program in the Training Academy. Communicate services DoIT can provide. Leverage City Manager performance measures. Project Managers address in routine meetings with departments.




Operational: Identify and adopt method to prioritize initiatives that are data driven. Identify methods of getting at the data, interface, query, or API. Identify restrictions/guidelines for data sharing. Identify what data could/should be collected. Identify data owners and the data sets they have. Leverage the existing working group. Benefits: Better collaboration between departments. Better prioritization of City investments. Better use of resources, staff and funding. Can have more timely data, and on demand queries. Cost savings by limiting duplicated systems. Faster delivery. Improved ability to communicate across audiences. Improved consistencies. Improved informed decision making. Improved operational services. Improved response time. Increased experimentation and ability to innovate. Informed workforce. More and better-quality data to the community the City serves. Provide ability to spot check and ability to audit the vendor system/data. Reduced errors. Reduced operational support. Reduced rework. Save staff time increased efficiencies in locating, storing, organizing data. Simplify results based on data. Smarter city.

E SW 1.9 Enterprise Content Management 1 M 9 Findings: The need for Enterprise Content management solutions came up in several management

interviews and Rapid Workflow® workshops: The Public Works Management interview revealed the need to store data/document

management of plans, sewer videos, etc. in central program or database, e.g., ECMS. The City Clerk revealed the inability to retrieve records that are not in the SharePoint site.

See Questys, which runs non-Windows XP, which stores a lot of records, i.e., land use, is a huge issue.

The Finance interview revealed that they created a SharePoint DB for RFP Proposals for internal review. Which has been on DoIT’s plate for a year. There is no way to track proposals.

The PWP Work Order Rapid Workflow® workshop revealed that a new WO system should be interfaced to a content management system to store attachments related to work order processing.

The Revenue Contracts As-Is Rapid Workflow® workshop revealed that a new Electronic Revenue Contract application should be interfaced to a content management system to store Standard Contracts.




PW & DOT Asset Management As-Is Rapid Workflow® workshop revealed that this process should explore using SharePoint, instead of shared drives, to store related documents.

On observation made by ThirdWave in the course of the project is that the SharePoint system was implemented approximately two years ago and yet the City Clerk is the primary user of it.

Recommendations: Develop an ECMS deployment plan to deploy SharePoint across the City. Develop a content migration plan for moving content in Questys into SharePoint.

Benefits: Cost savings: paper, toner, copier maintenance costs. Reduced staff and customer time. Provide the ability to share information with departments. Save time, money and duplicate storage. Enhanced business controls and business process efficiencies. Reduced paper waste, improved efficiencies, curtailing the use of hardcopy documents,

and helps the City be environmentally green. Enhanced public convenience; meet the transparency expectations by the public. Reduced duplication/version control. Better emergency preparedness/resiliency. Increased user acceptance.

E SW 1.9 Password Reset Solution 1 Focus O Findings: All calls to DoIT are facilitated through the Service Desk, whether by phone, e-mail or web

requests. DoIT captures, analyzes the data, looks for trends and opportunities to improve the customer experience. The greatest challenge is being able to prioritize the issues and customer requests. One of the highest volume of requests are password resets. According to staff each password reset takes roughly 15 minutes due to DoIT’s security approach and causes downtime for our customers as they are trying to get back into the system.

Recommendations:

Implement an enterprise password reset solution. A prioritized model with an ITSM solution.

Benefits: Improved customer service. Increased staff productivity. Decreased password reset requests.




E SW 1.10 Security to City Facilities 1 RW 17 Findings: The issue of physical security was addressed in an enterprise Rapid Workflow® workshop, where staff noted that the City has to provide security to 30+/- buildings. This is currently being done the old fashion way – with keys. According to staff, this results in a number of challenges: City Hall, a historic building, is hard to secure. Staff have to manually set intrusion alarms and turn them off. Have to physically unlock/lock City Hall. There is no security remote access to City facilities. Recommendations: Provide remote access. Adopt a building automation system for intrusion: lock/unlock and set/unset intrusion

alarms. This security system needs to be integrated with the intrusion system. This should be carefully thought through and designed.

Benefits: Cost savings, by remote access and building automation, by not requiring staff to

lock/unlock doors. Could be more proactive. At the City Yard, it could reduce staff.

IOT Internet of Things / Smart City IOT 1.1 City Website / Single Sign-on 4 Focus HW Findings: The entire City website is hosted, but the E-services functionality is on premise. The two sites

are decoupled. This results in a number of challenges including: leveraging latest technology, i.e., Single sign-on, questions on whether applications be ported to the hosted environment, how security will be addressed, and might require rewriting the e-service/databases.

Recommendations:

Leverage new technologies, use OAuth (similar to a single sign on concept). Rewrite the application over a host on the cloud, including databases, including security. Deploy a hybrid solution.

Benefits:

If the website is off premise, there no downtime concerns. Improved replication.




IOT 1.2 Single Customer Sign-on 1 RW 8

Findings: The Enterprise Digital Services Rapid Workflow® workshop revealed that the public currently has to use numerous sign-on to access City systems and services, which results in a less than easy and friendly customer experience. Recommendations: Implement a single constituent log-in for all City Services providing the following

capabilities: Features and Functions: Log-in to get any City service. Provide common and secure access method. Provide transactional access and history of use. Provide online bill presentment (Credit Card, ApplePay, etc.). Benefits: Public: Enhanced customer experience. Makes it easier to interact with the City.

City: The ability to have standardized information, i.e., addresses. Better data analytics. Supports enterprise solutions and collaboration. Reduce customer traffic for all departments. Simplifies City marketing.

IOT 1.3 Communication Platform 1 RW 9

Findings: The Enterprise Communications – Social Media, Print, Website Rapid Workflow® workshop revealed that the City is not where they should be in leveraging web technologies such as IoT and Smart City solutions. As a result, the City has not been able to replicate the hardcopy communication in the digital world. Recommendations: Implement a new customer information system for billing system. Engage the citizens with a more interactive communication method. Need a technology platform to reach as many constituents as possible, i.e., a web

application. Need to be more aggressive with mobile devices, more interactive with mobile

technologies. Possibly using Facebook Live, which reached 60,000 at a cost of $250.00 in one

government example. Use the leverage of social media platforms.

Benefits: Enhanced customer engagement. Provide constituents the same level online services that the public has become

accustomed to in many other areas of business and municipal service delivery.




IOT 1.4 Internet of Things Applications 1 RW 6

Findings: The IoT Enterprise Rapid Workflow® workshop began with a general discussion of IoT and Smart City opportunities. Possible solutions were identified by the department staff who attended the meeting. Although detailed requirements were not identified for the following possible initiatives, it does provide DoIT with a list of potential applications.

IOT 1.4.1 Public Health Healthy Eating Application IOT 1.4.2 Parks & Recreation Kid Fitness Applications IOT 1.4.3 Smart Block Initiative IOT 1.4.4 Movement Application, leveraging Street Light Application IOT 1.4.5 Park and Building Security IOT 1.4.6 Park Irrigation Application IOT 1.4.7 Autonomous Vehicles IOT 1.4.8 Motion detectors to mitigate suicides off Colorado Bridge IOT 1.4.9 Parking guidance/availability: in parking structures or in cell phones for on street parking. IOT 1.4.10 Congestion Pricing: based on parking demand application.

Benefits: Enhance customer engagement. Improved customer services. Improved customer experience.

IOT 1.4.11 Sensor Technology 1 RW 6

This part of the workshop was used to articulate specific IoT/Smart City solutions where sensor technology could be employed. Noise monitoring. Water & Power monitoring. Infrastructure monitoring. Transportation, parking, payment for the Rose Bowl event. Air quality/pollution monitoring. Water Pooling / Vector Control monitoring. Transportation has numerous:

Traffic count. Origin/destination. Travel time. Speed time for multiple modes.

Building systems: Efficiencies. Occupancy information. Customer counting (Library).

Occupancy information: Parking structures. Parks. People.

Park safety: Monitoring who is in the park, when virtually closing the park, unusual activity in parks,

streets, buildings monitoring/reporting.




Recommendations: The IoT applications listed above should be further explored with detailed specifications

developed, prioritized, and run through eh City’s IT Governance process for implementation consideration.

Develop specifications for the infrastructure of the future, allowing the City to select a vendor, prohibiting disparate vendors and equipment.

IOT 1.5 Right of Way Coordination Dashboard 1 RW 8

Findings: The Rapid Workflow® Enterprise Digital Service workshop revealed a number of challenges in coordinating Right of Way activities, including the following:

Do not have a central R/W software/map that allows everyone to see what is occurring. This results in poor coordination and planning, have to make phone calls to get information, and general public has no idea of lane closures.

There is no standard method/structure for managing information in a central place. This results in poor coordination and planning, inefficient in having to go to multiple sources to get information.

Do not get information on regular maintenance, street sweeping, trash, tree trimming, sewer cleaning, restriping, and street light maintenance. This results in delaying permitting / construction projects, created conflicts, i.e. two contractors in the same area, and general public impacts: delays, frustrations, lack of confidence in the City, inconveniences, i.e. closed bus stops.

Lack of internal communication. This results in a lack of information on maintenance activities, and impacting other department staff in the work that they do.

There is no governing body, or cross functional coordinating group. This results in impacting the work other departments do and impacts Planning.

The existing Access DB used to track activities is not robust enough. This results in not being able to use the data to convey a better picture of ongoing activities and the data gets stale quickly.

Do not have a comprehensive operational picture, which results in poor coordination and planning.

Recommendations: Implement a R/W Coordination Dashboard application available to City departments for

the presentation of various data related to planned and ongoing activities carried out in the City’s Right of Way.

Explore adopting existing commercial dashboard software, or developing an application if a commercial product cannot be procured.

Create a governing P/W coordination body to: Coordinate R/W activities. Direct what the application provides, oversee the effective leveraging of existing

departmental systems. Emphasize the importance of maintaining the data, and data integrity.

Note: The existing Access database is currently being transitioned to EnerGov.




Features and Functions: Central Data Base. Role based access to a variety of users:

Viewers. Editors.

Provide alerts of potential Right of Way conflicts to City staff. Ability to query spatially data and by attributes, to see what is occurring in different areas

of the City. Make use of ESRI solution templates. Provide Structured Data:

By locations: address, street segment, intersection. Time frame (short/long). Type of work. Impacts: to mobility, public. Contacts: Contractor, Owner, Inspectors.

Dashboard to present maintenance activities fetching data from existing systems: Street Sweeping (from GIS Layer). Trash Pick-up (from GIS Layer). Tree Trimming (Lucity). Sewer Cleaning (GIS Layer, Lucity). Re-striping. Streetlight Maintenance (Pending in Lucity).

Provide automatic notifications to individuals or groups on a need to know basis. Post up information to the public, e.g., on the duration of closures, level of impacts, etc. Push information to vendors who provide web navigation services by repurposing the

City’s data. Web-enabled application. Employ responsive design. Reports: Dashboard output, ability to print maps. Historical reports. Generate need-based dashboards. Interfaces: Esri GIS: Pull GIS layers. Lucity: scheduled maintenance information. CitizenServe: Provide for public data input using an existing system, provide a link to view

CitizenServe from the Dashboard. Waze: the web-based traffic reporting app, which the City has an existing relationship with.

Push data to Waze, traffic impacts; and pull data as a view. DOT Performance Monitoring: Pull travel time and closure information. ArcGIS Online: Push data, leverage application templates. DOT Connections: which provides Transit Vehicle Arrival System. Push closure

information to Connections, becoming a service alert.




Benefits: Better planning and coordination. Improved mobility across the City for the public. Reduce the amount of time to get information. Improved transparency. Build public confidence. Efficiencies in scheduling crews. Improved staff and materials resource planning. Improved budgeting. More efficient governance and municipal government. Improved buy-in to the adoption and use of the new Public Works Coordination Dashboard

application. Do more with the data: analysis and communications. Note: Participants suggested that a follow-up meeting be held with PD, Special Events and Filming to gather their unique requirements. These departments were not present in this workshop.

IOT 1.6 Online Permitting 1 RW 8

Findings: A Land Management application is currently being implementing at the City, however, City staff identified the need for additional functionality. Recommendations: Provide the following additional functionality: Complex permits: Provide development standards, necessary entitlement information,

submittal requirements for permit and entitlement application, and overview of process Less complex permits: Define project by parcel information, automate the review, accept

payment, and issue permit. Transportation: apply for overnight and daytime permits, which would be annual permits. Permit Center Website: Provide a central point to integrate the entire process, which will

be dictated by the project. Benefits: Public: Cost savings, by not having to hire an architect to design a project that does not meet

development standards. Time savings by not having to come to the permit center. Better educate the customers on project feasibility, on what they can do. Increased predictability to the customer. Improved perception of the City. Fewer corrections and corrections, which would cut the process time down.

City: Reduced staff time, providing over the counter services. Less reworked and involved permitting process.




IOT 1. 7 Citizen View 1 RW 8

Findings: The Rapid Workflow® Enterprise Digital Service workshop revealed the need and opportunity to enhance the information provided to the public. Recommendations: Provide residents online information on their community and neighborhoods employing digital services and information providing the following: Trash. Street sweeping. Road construction. Permits. Large development projects. Events. Resources, nearby. Calls for service for PD. Potholes. Street light outages. Geographic elements. Alerts. Benefits: Public: More informed decision making. Greater transparency and trust. Time savings. Improve quality of life. Improve sense of community.

City: Increased revenues. Improved reputation. Decreased calls to the City. Improved communication. Better citizen engagement. Economic growth.

IOT 1.8 E-Communications 1 RW 9 Findings: The Enterprise Communications – Social Media, Print, Website Rapid Workflow® workshop revealed the opportunity to enhance how the City communicates with the Pasadena community. Recommendations: Use Mailchimp to track who is reading E-Pasadena InFocus. Use economies of scale and leverage different email lists across departments. Obtain statistics and return rates.




Explore establishing one City contract for publishing to the public, with a mandate for department to use this vehicle.

Benefits: Public The public would see consistent tools, look and feel, and branding. The information can be forwarded to others. Greater sharing of customer lists. Offer cross sharing of newsletter/content. Share event information. Greater public engagement.

City: One tool to train City staff on. Define the best public interest. Greater public engagement.

IOT 4.9 Digital Navigation Signage 1 RW 8

Findings: The Rapid Workflow® Enterprise Digital Service workshop revealed that constituents going to the City of Pasadena for services can find it difficult to locate where their desired services are located. Recommendations: Implement a system to digitally direct customers where to go, and provide the following functionality: Ability to redirect the public to another location, walking paths, transportation modes. Provide direction to where to get city services. Each city facility, as you get near to it, would direct the customer. Provided as a mobile app. Benefits: Public: Enhanced customer experience. Time savings, not having to go to different buildings. Improved perception of the City.

City: Reduced staff time. Reduced staff stress. Not having to deescalate issues. Improved reputation of the City. Improved consistency.




IOT 4.10 City-Wide Service Center 1 RW 8

Findings: The Rapid Workflow® Enterprise Digital Service workshop revealed that there is an opportunity to enhance customer service for the public that visit City Hall. Recommendations: Implement a city-wide Service Center counter, where customers could obtain any city services from any (or one) counter. Provide the following: This would provide in-person counter service. Single counter to take city-wide payments. This person would have access to a digital city-wide service application. Benefits: Public: Enhanced customer service experience.

City: Potential for increased revenue. Increased efficiency.

IOT 4.11 Real Time Data to Constituents 1 RW 8

Findings: The Rapid Workflow® Enterprise Digital Service workshop revealed that there is an opportunity to provide the public more, better quality real time data. Recommendations: Provide real time data to constituents, including the following information: Business license, see what licenses exist in your community. Open Government. Permits, see what permits have been pulled in your community. Traffic information. Parking Conditions. Benefits: Public: Greater transparency. More informed decision making. Reduced traffic. Improved perception of the City.

City: Staff time savings. Potential for reduce FRAs.




IOT 4.12 Open Government 1 RW 8

Findings: The Rapid Workflow® Enterprise Digital Service workshop revealed that there is an opportunity to promote data sharing with other government agencies. Recommendations: Implement systems that promote digital data sharing with the County/State, the following information: Share commute/traffic date as you drive down the road. Provide other municipal transit services, using APIs from other transit operators and bring

the data in to the City website. Information about City facilities that can be rented. Benefits: Public: Improved decision making. Improved perception of the City.

City: Improved perception of the City. The City could act as a catalyst for technology/economic development. Maximize regional resources.

IOT 4.13 Online Constituent Profile 1 RW 8

Findings: The Rapid Workflow® Enterprise Digital Service workshop revealed that there is an opportunity to enhance the customer experience when accessing online services. Recommendations: Implement a web-based solution to manage a constituent’s presence at the City with the following capabilities: Features and Functions: Ability for a constituent manage their digital presence in the City. Offer constituents a “My Pasadena Page” Provide constituent Passwords. Provide constituent utilization History.

Benefits: Public: Improved transparency. Higher perceived trust.

City: Reduced PRAs.




3.2.2 Operational Recommendations

The area of operational sustainability relates to the IT organization’s ability to provide the complete spectrum of services required to effectively and successfully meet the technology needs of the public. Issues related to sustainability include sufficient human resources, appropriate knowledge, skills and abilities, and the use of professional best practices commonly found in IT organizations committed to providing exceptional customer service. The following findings and recommendations are based on input gathered throughout the ITSP Roadmap project related to sustainability. O IT Operational Improvement O 1 Backup Solution Strategy Focus HW

Findings: DoIT lacks a unified backup solution: The hardware IT Focus Group revealed the lack of

one unified backup solution, i.e. the City has Commvault, DPM, Azure. According to DoIT staff this results in the following: Increased operating costs. Increased support overhead. Decreased capacity. Unreliability.

The hardware IT Focus Group revealed DoIT is out of capacity for backup because there is no backup policy. (There is a lack of understanding between archive and backups.) Everything is currently being kept. According to DoIT staff, this results in the following: Slows down production, by having to allocate resources to backups. Jeopardizes data integrity. It “Kills” the network performance, heavy network impact. Increased costs.

Recommendations: Define and adopt a backup policy and strategy, including a retention policy that addresses

all document types. Adopt a policy of backup methods and products being used. Benefits: Reduced costs. Reduced overhead and support requirements. Improved data security. Improved reliability of backups. Reduced hardware requirements.




O 2 System Requirements Gathering

Findings: The Hardware IT Focus Group revealed that DoIT does not get clear system requirements from the customer/vendor. Note: ThirdWave would note that the articulation of system requirements should not/cannot be provided by customers; they simply do not have the technical expertise or methodology to produce them. This is the responsibility of DoIT. A possible cause for this challenge may be the current lack policies and methods used to articulate requirements. According to DoIT staff this results in the following: DoIT ends up with inconsistent platform. Increased overhead, have to support multiple systems. Confusion with systems. Financial impacts. Delay of delivery to the customer. Unpleasant user experience, which affects the user perception of DoIT. Recommendations: Articulate and adopt policies and standards: hardware, software, best practices. Early DoIT engagement, even before the budgeting is done, e.g., IT Governance. Benefits: Consistent platforms. Reduced costs. Improved customer services.

O 3 Server Lifecycle

Findings: The Hardware IT Focus Group revealed that DoIT is keeping server’s OS/hardware beyond their supported lifecycle. According to DoIT staff this results in the following: Large amounts of overhead to support, staff and hours. Security vulnerabilities. Software incompatibility. Lack of vendor support. Recommendations: Create a lifecycle management for both software and hardware. Benefits: Happier staff. Hardware compatibility. Increased security. Lowered overhead support cost, which would allow other things to be done. Reduced overall number of supported systems.




O 4 Single Mobile Device Platform

Findings: The Hardware IT Focus Group revealed that the City has multiple device management

platforms, and lack a unified platform: Intune (Microsoft) & Airwatch (VMware), running different OS. According to DoIT staff this results in the following: More difficult to manage. Security impacts. DoIT does not have the expertise in any of the platforms to properly manage. Potential software compatibility issue.

Recommendations:

Migrate to a single platform, as long as all end user requirements are met. This will require a formal requirements definition of all devices used at the City.

Benefits:

Easier management. Shorter learning curve for DoIT staff. Reduced overhead.

O 5 Review Application Knowledge Support Process Findings: The Software IT Focus Group revealed that there are too many disparate systems to support.

There is no policy to support these systems. There may not be anyone in the City that knows these applications. There are not enough resources to define what the applications should be and there is no application portfolio. According to DoIT staff this results in the following: There are not enough resources to effectively support all of these applications. Customer service is impacted. Recommendations: Cross training, and knowledge shared across the DoIT organization. Reuse what the City has, i.e., not having multiple email platforms. Develop an application portfolio. Enforce life-cycle management. Strengthen IT Governance. Identify, where it is appropriate, have departmental SMEs help support department-

specific applications. Benefits:

More efficient workflow. Better defined roles. Reduced staff stress.




O 6 Document Application Processes Findings: The Software IT Focus Group revealed that there are challenges with contracted application

development. When contractors leave, there is no knowledge transfer or training to assume support. The artifacts left are not very good. According to DoIT staff this results in the following: Lack of documentation. Slow response. Lack of DoIT skills, in addition to redundant skills. Unable to reproduce or restore the environment. There is never a calculation on what it will take to support the application on the back end.

Recommendations: On Call contracts. Better definition of technical documentation in the contract. Do a calculation of front end for back-end/ongoing support costs.

Benefits:

Better efficiencies. Continuity of service. Easier to trouble shoot, with good documentation. You would have the funds (labor/systems) to replace the solutions.

O 7 Produce RACI Diagram Findings:

The Service Delivery/Operations Focus Group revealed that DoIT does not have a RACI diagram. There are grey areas on which DoIT group should address issues: Enterprise Computing (EC) and Services. There is no RACI diagram. There is a similar issue between Service Center (SC) and the PMO group. According to DoIT staff, this results in the following: Impacts time to completion. Service Center may direct some items to EC, which should

have been done by them. Either group may end up with a request they can’t do. Inefficient resource allocation.

Solutions: Produce a RACI chart for all DoIT sections. Benefits: More efficient workflow. Better defined roles. Reduced staff stress.




O 8 Application Portfolio Management

Findings: The Software IT Focus Group revealed that DoIT has a Portfolio and Project Management tool (Clarizen) that is not integrated. Not having an integrated solution results in the following: Staff time. Additional cost.

Recommendations: Procure and implement an integrated and centralized Project Management tool. Benefits: DoIT will meet and exceed customer needs, as well as DoIT’s. Potential cost savings if solutions are combined. More efficient access to project information.

O 9 Application Service Support & Catalogue

Findings: The Software IT Focus Group revealed that there are a lot of applications that no one knows how to support. (Sometimes the systems are so old, that no one knows how to support them). In the Service Center, there are many times this occurs with software/hardware, or the CAD system. There are three different SharePoint environments, this makes it difficult for people to store documents. The City does not have an Enterprise Architect. According to DoIT staff this results in the following: Staff stress. Staff time it takes to help customers. Recommendations: Reduce portfolio, all system and technologies. Develop an Enterprise Architecture Blue Print. A review process before DoIT says yes. Adopt a Service Catalogue – with teeth. Better Knowledge Management methods. Benefits: Better customer service. Improved response time. Less stressful environment. Reduced IT costs.

O 10 Develop Application Architecture

Findings: The Software IT Focus Group revealed there is a lack of Application / System’s mapping, logical flow, and system dependencies. According to DoIT staff this results in the following: Do not know the impact of making a change. The ability to support application is impacted, could bring systems down. Inability to think about a DR strategy.




Recommendations: • For every application/system, develop an architecture diagram. • Document how things work. • Allow customers to understand the IT process and support it. Benefits: • Improved customer support. • Increased up time. • Easier trouble shooting. • Would allow DoIT staff to complete their projects more effectively.

O 11 Business Continuity Plan

Findings: The Service Delivery/Operations IT Focus Group revealed that the City only have a draft Business Continuity Plan (BCP) and it has never been tested, which results in the following: A lack of resilience and continuity in the event of a natural or manmade disaster. Inconsistent emergency operations response. Risk to City's Information Systems. Could impact service delivery. Could impact public safety resulting in increased liability and costs. Risk in the event of a disaster. Recommendations: Finalize and adopt a plan. Retain a professional organization to develop a Business

Continuity Plan, if required. Include planning for non-IT related aspects such as key personnel, facilities, crisis

communication and reputation protection, and should refer to the disaster recovery plan (DRP) for IT related infrastructure recovery/continuity.

Verify and validate BCP to ensure its effectiveness and efficiency for recovery of City operations on a yearly basis.

Benefits: Disaster recovery. Quicker response. Less down time. Business continuity. Improved track-ability. Enhance reporting. Improved customer service. It would allow for identifying KPIs.

O 12 Develop Disaster Recovery Plan Findings: The Service Delivery/Operations IT Focus Group revealed that the City does not have a

Disaster Recovery Plan (DRP). The absence of a RDP result in the following: The inability to recover systems / data in the event of a natural or manmade disaster. Inconsistent emergency operations response. Risk to City’s Information Systems. Could impact service delivery.




Could impact public safety resulting in increased liability and costs. Additional risks in the event of a disaster.

Recommendations: Develop a DR plan, in collaboration with the City resilience plan (if one exists). Include

policies, processes and procedures to recover and ensure business continuity in regards to technological infrastructure in the event of a disaster whether manmade or natural.

Retain a professional organization to develop a Disaster Recovery Plan if City IT staff lack the expertise to develop the DR Plan. Disaster recovery planning is a subset of a larger process (the Business Continuity Planning) and should include planning for resumption of applications, data, hardware, communications (such as networking) and other IT infrastructure.

The disaster recovery plan should address three key control measures: Preventive measures: controls aimed at preventing an event from occurring. Detective measures: controls aimed at detecting or discovering unwanted events. Corrective measures: controls aimed at correcting / restoring systems after a disaster.

Integrate with EOC. Coordinate with Public Works. Adopt a formal Service Level Agreement (SLA) so DoIT can get Public Works engaged

with a sense of urgency. Verify and validate DRP to ensure its effectiveness and efficiency for recovery of City operations on a yearly basis.

Benefits:

Plan and be prepared in the event of disasters. Quicker response and disaster recovery. Fosters business continuity supporting restoration of business processes, systems and

data recovery after a disaster occurs. Ensure key functions and essential services continue operating in case of a disaster and

at the earliest time possible. Reduced liability. Improved public safety. Protect the City’s assets.

O 13 Project Workload Projections

Findings: The Service Delivery/Operations IT Focus Group revealed a number of challenges related to

project workload projections: Do not know what DoIT’s future project workload is. There is no analysis done on service

requests. A lot of things get bypassed because they are opened as a service request, and there is no time calculation of the true time requirements for that type of request.

There are operational things that should be projects, for instance, Exchange Online. Projects are departmentalized, don’t understand what project priorities are. Anything less than 200 hours are considered a Service Request.

Impacts:

Can’t take off the “keep the lights on” infrastructure, and projects.




Recommendations: Estimate true operational time requirements. Redefine what constitutes a project, in terms of hours. Prioritize projects / service requests on the redefinition.

Benefits:

Better customer services. Reduced costs. Predictable project delivery. Better resource allocations. Better able to meet the customer expectation, because they would be realistically set.

Note: DoIT PMs are currently implementing project life cycle, portfolio management and project resource management.

3.2.3 Management Recommendations This section of the report includes a comprehensive set of management recommendations related to policies, human and financial resources and organizational issues and opportunities. designed to support the implementation of the City’s Information Technology Strategic Plan over the next 5 years. These management recommendations are based on information gained from a thorough review and assessment of the City's mission, business processes and service requirements. A baseline understanding of the City’s IT management issues were realized by holding interviews with all department heads. IT Focus Groups and Rapid Workflow® sessions with staff and management. MP Management: Policies MP 1 Cyber Security Policy Focus SD Findings: The issue of cyber security was addressed in Service Delivery/Operations IT Focus Group as

well as a Rapid Workflow® Enterprise session with participants from various City departments. The requirements gathering workshops revealed the following challenges: The City lacks a cyber security policy at the City, or cyber security officer. City

Management formed a security working group and has been given the accountability for cyber security, but no authority.

Trying to get everyone in the city, in their jobs, to adhere to a security policy because there is no City-wide Security Officer.

Do not know what cyber security compliance requirements are. There is no definition around Internet of Things (IOT)/ BYOD devices. There is not a consistent tie in with HR hiring (staff, contractors, temp staff) staff and

access control, separation.




According to DoIT staff, this results in the following: No ownership or single point of responsibility. Duplication of effort, work in opposition to each other, does not promote team work. Data is at risk. Lack of ability to perform, system patching and maintenance, out of cycle. Exposure to future security breaches and related public embarrassment. Regulated data (HIPPA, PCI, CJIS, ISAC) data could get lost, which could result in legal

and/or monetary exposure. There is no formal cyber security training program. Affects the ability to keep up with threat environment. The City is less safe. The ability to move forward in a Just in Time fashion is diminished. There is no clear definition of roles and responsibilities. Liability to the City is unknown. Lack of compliance to PCI, NERC, FERC, HIPPA, and CJIS regulations. Potential fines. Operational impacts, i.e., may not talk to JRIC if systems are not upgraded. Lack ability to do life cycle management. Risk to public safety. Creates morale issues. If a user changes from one department to the next, do not have what that department

access levels are. Temp staff and contractors are not managed in a central database, which gives them

access to systems. Currently rely on the departments to inform DoIT.

Recommendations: Implement a Cyber Security Officer, with the authority to provide direction to handle this

function. Carry out a security assessment, and develop a strategy. Implement a security group to manage security and be accountable. Redo class specifications for appropriate/all DoIT staff to include scope for cyber security

needs to be a key element in their job description. Provide security training for City employees (now a requirement for PCI compliance). Implement more security tools, develop cyber security/resilience master plan. Create a cyber security policy, and maintain it.

Benefits:

Reduced risks. Be in compliance with security regulations. Reduced maintenance time. Security damage would not be as significant as it might. Better compliance PCI/HIPAA and DOJ requirements. More secure and safer. Reduced risk and liability. Avoid political scandals, maintain a good reputation. Reduce cyber insurance costs. Reduced staff time.




MP 2 City-wide Data Policy RW 18

Findings: The Enterprise Digital Services Enterprise workshop revealed that DoIT staff do not get data issues from the departments. According to City staff this results in the following: Roll data logs. Missed opportunities for collaboration. Missed opportunities for cost savings. Missed opportunities for providing services to departments. Recommendations: Develop a city-wide data policy, data collection and protection. Adopt a city-wide form that departments could use to communicate to IT. Educate departments. Train data owners of the services IT can provide them. Advertise the data catalogue. Project Managers (which are relationship managers) could bring this up as part of their

routine meetings. Benefits: Improved informed decision making. Simplify results based on data. Better collaboration between departments. Save staff time increased efficiencies in locating, storing, organizing data. Improved ability to communicate across audiences. Potential cost savings. Improved operational services.

MP 3 Desktop imaging / SCCM Operations/Management Policy

Findings: The Hardware IT Focus Group revealed that DoIT does not currently have dedicated expertise in desktop imaging/SCCM operations/management. There is no definition where desktop management lives: Enterprise Computing (AD, desktop imaging for VDI, from network drop to the user vs. Service Center (who does hardware/lifecycle replacement and support desktop from client support perspective).

Impacts: Imaging is not working as expected. Recommendations: Define a desktop management policy. Dedicate adequate resource to support this vital function. Benefits: Save staff time. More agility in filling requests.




MP 4 IOT/BYOD Policy RW 6

Findings: The Enterprise Internet of Things Rapid Workflow® workshop revealed that there is no definition around Internet of Things (IoT)/ BYOD devices. Impacts: IoT is less secure and safe. Higher risk and liability. Risk to public safety. Lack of visibility of IoT solutions.

Recommendations:

Develop a definition and a policy for IoT/BYOD. Implement network access controls and end point security. Benefits: More secure and safer City work environment. Reduced risk and liability. Avoid political scandals, maintain a good reputation. Reduce cyber insurance costs. Staff time savings. Eliminate rogue devices. Better insight and visibility of the work environment.

MP 5 Physical Security Policy RW 17

Finding 1: The Enterprise Focus Group on Security revealed that the City still uses keys as its primary security mechanism. According to staff this results in the following: Do not have an inventory of all of the keys that are out there. No control over who gives their keys to others. Have a number of master keys, there is no one city master key. There are places BSFMD does not have access to, i.e., rooms in the PD, some libraries. Don’t have a log of intrusion entries, or an audit trail. Recommendations: Utilize the existing centralized enterprise access control system (originally adopted by

PWP). Scale the existing PWP system to support the entire city. Assign sufficient staff resources to support the system. City Manager provide direction on who should be responsible for the system. Adopt security policies:

Establish a policy around access control and review it periodically. Engage the appropriate departments: HR, PW, DoIT, PWP and City Manager, and

determine ownership. Establish a policy on who has access, how it is determined, and who has the authority

to assign access. Staff are not sure who should be determining this. Adopt a video surveillance policy. Define a policy for multi-persons in a vehicle entering the City Yard.




Adopt the use of a smart card versus a photo ID card, or other emerging identity access system.

Benefits: Easier management of access control. Able to perform access analysis. Risk reduction. Enhanced employee safety. Staff cost saving by not having 24-hour staff. Eliminate false alarms and the cost associated with them, for Police and Fire. There is

also a soft cost associated with this. Could integrate with parking security system and employee parking. Findings 2: There is no single entity in charge of managing the security administrative policy. According to staff this results in the following: Have installed an electronic security system at the yard that is not being fully used (the

Administration Building has key card access, but staff still use keys on the same door). It is possible to circumvent the security system. Lack of direction and authority. There are older legacy electronic systems at other departments, that are not compatible

with the PWP system. Staff have to issue, manage and carry several cards. There is no central database to manage the cards. There is no policy on who to call. Recommendations: Same as above. Allocate formal funding for physical security operating costs. Rekey the locks in the City. Develop security policy. Benefits There would be a clear direction across the City. Business continuity. Easier management of access control. Able to perform access analysis. Risk reduction. Enhanced employee safety. Staff cost savings by not having 24-hour staff. Eliminate false alarms and the cost associated with them, for Police and Fire. There is

also a soft cost associated with this. Reduction of operational staff costs. Would remote access to secure and manage security/intrusion systems. Could audit and enforce adopted policies.

Finding 3: There is no security strategy across the City. According to staff this results in the following: Decisions are being made by staff autonomously, or not being made at all. No owner or ownership. No visibility of changing needs across the City.




Do not know if the City is meeting all required compliances, or what the risk is in non-compliance.

Recommendations: Perform an organizational security assessment and develop a strategy. Benefits: Enhanced perception of the City and reputation. Reduced risk and liability to the City. Reasonable mitigation of risk. Improved standardization reduced system costs, with different equipment, vendor

contracts, and non-proprietary systems, reduced likelihood of injury. Improve system interoperability.

MP 6 Single Printer Vendor Policy

Findings: The Hardware IT Focus Group revealed a number of challenges related to the procurement of printers at the City. For instance, the Finance Department decided to vend out copiers, which covered a few departments. Other departments are left to make their own decisions. There are multiple vendors used throughout the city that departments directly contract with, which DoIT is expected to support. There is a lack of pre-thought and testing on the platform these printers will be used for. According to staff this results in the following: No standards, no warning to set up printers. Disrupts ongoing work and operational support. Printers may be purchased and not work with the application, i.e. ERP reports.

Recommendations:

Adopt a single vendor policy. Have an agreement with the vendor what is and is not covered. Involve DoIT at the inset of the process.

Benefits:

Reduced costs. Reduced support costs.

MP 7 Social Media Policy RW 9

Findings: The Enterprise Social Media, Print, Website workshop revealed a number of challenges related to Social Media Policy. Recommendations: Review and revisited the existing policy, i.e., to address a department having multiple

tweeting done by multiple staff. Identify the intent. Use tools to measure the effectiveness of social media tools.




Benefits Public Reduced digital clutter. Eliminate redundancy.

City Eliminate redundancy. Set clear expectations on what the City will post, i.e., purpose. Better defined roles, responsibilities, purposes and better designed standards.

MP 8 Unified Backup Solution Policy Focus

Findings: The Hardware IT Focus Group revealed that the City lacks one unified backup solution, i.e. the City has Commvault, DPM, and Azure. According to staff this results in the following: Increased costs. Increased support overhead. Decreased capacity. Unreliability. Recommendations: Define a single backup strategy solution. Adopt a policy: what is the backup method and product being used. Benefits: Reduced costs. Reduced overhead and support requirements. Improved data security. Improved reliability of backups.

MP 9 Video Surveillance Policy RW17

Findings: The Security Enterprise Focus Group revealed that the City lacks a defined/written policy for Citywide video surveillance. According to staff this results in the following: Buildings are not under video surveillance that should be. Some systems are not monitored. No centralized solution. Recommendations: Define and adopt a written policy and ownership. Define retention policy. Implement sufficient storage and bandwidth based on the policy. Allocate sufficient staff resources. Identify and meet NERC and other regulatory requirements Benefits: Immediate response. Reduce risk. Potential reduction of crime.




Safer work environment. MO Management: Organizational / Financial MO 1 ITSP Roadmap Sustainability Staff

Findings: The ITSP project identified a number of staff resources that will help sustain the implementation of the ITSP Roadmap. These resources were identified in the management interviews, IT Focus Groups and Rapid Workflow® workshops. The above notwithstanding, ThirdWave recognizes that often times additional staff resources are seen as the panacea to ever growing workloads and continuously increasing customer service demands. However, experience shows that improved business processes and updated policies can go a long way towards mitigating workload demands. Moreover, the introduction of standards and emerging technologies replacing no longer supported systems can further alleviate IT organization challenges. Many of the initiatives in the ITSP Roadmap addresses these two options. Having said that, there are sustainability resource issues that warrant attention in the ITSP Roadmap, as describe below.

Cyber Security Officer

The Hardware Focus Groups revealed the need for a Cyber Security Officer, related to the lack of a Cyber Security policy or someone formally accountable for developing and enforcing cyber security policies and practices to protect the City from cyber-attacks.

The Enterprise Security Rapid Workflow® workshop identified the need for a Cyber Security Officer, also related to the lack of a City-wide cyber security policy.

City staff also suggested establishing a Cyber Security Group. However, ThirdWave would rather suggest introducing a Cyber Security Officer first, let that person establish policies and practices, and then assess the resource requirements to enforce those policies. According to staff, the absence of a Cyber Security Office includes the following: Data is at risk. The city is exposed to future security breaches and related public embarrassment. Regulated data (HIPPA, PCI, CJIS, ISAC) data could get lost, which could result in

legal and/or monetary exposure.

Recommendations: Retain a highly qualified and experienced Cyber Security Officer (a new position),

reporting to the CIO and is a member of the Executive Team, to oversee all City cyber security issues, and provide vision, direction and oversight for the City's cyber security function and enterprise projects.

Benefits:

Mitigate cyber-attacks to the City. Protect City assets, physical as well as data. Work to enforce the City’s cyber security policy once articulated and adopted.




Network/Fiber Staff The IT Focus Groups, including Infrastructure, Hardware, Software and Service Delivery, all identified a need for Network/Fiber support staff to support the fiber and data networks. The Fire Department, PWP, and DoIT also identified the need for Network / Fiber support staff. The lack of these resources results in the following: Project delays. Delays resolution of outages. Delays upgrades and implementations of lifecycle upgrades.

Recommendations:

Retain one Network Engineer to install, maintain and monitor the Fiber and Wi-Fi networks. (There are currently 3 staff members supporting the network).

Benefits: Reduced failures. Timelier implementation of projects and increased capacity to support projects. Fewer sleepless nights for DoIT staff. Reduce staff stress.

Applications Support Specialist Staff

A number of departmental, enterprise and Internet of Things/Smart City applications were identified in the course of the ITSP project. The applications that rose to the surface in year 1 of the implementation plan include Asset Management, Work Orders, and Lease Management. Year 2 of the implementation includes numerous web-enabled (IoT/Smart City) applications and data analytics. Given the current, and sure to grow, workload of existing DoIT staff in all sections with the introduction of ITSP initiatives, ThirdWave believes additional staff will be required to sustain the ITSP Roadmap. Recommendations: Retain one Application Support Specialist to support proposed Asset Management,

Work Orders, and Lease Management applications implemented in year 1 and 2 of the Roadmap.

Retain one Web Developer / Application Support Specialist to support proposed IoT/Smart City online applications.

Benefits: Ensure the successful implementation and support of high priority applications. Provide extraordinary customer services. Allow for predictable project delivery. Better DoIT staff resource allocation. Better able to meet the customer expectations.

Data Architect

The Enterprise Data Analytics Rapid Workflow® workshops revealed a number of challenges. Have significant amounts of data, but no data catalogue to describe it. Staff have data, but when it is requested, they can’t provide it, or can’t find the right

person to provide it. Data is in different formats. Prioritization of staff/financial resources to maintain data, or a lack of department

prioritization.




Have implemented a lot of data analytics, but have not had the time to understand all of the capabilities of what the City has.

Data is scattered in different locations or with vendors, and it is not synchronized. A lot of people are skeptical of what the data can provide, or worried about the results.

Some people do not want to use data. Data does not exist, it might not be compiled, or reside in a system. There is no consistency, or policy, for the way departments manage their data. There is a lot of data that could be collected that is not. The City is not a data driven organization.

According to staff, the above challenges result in a number of impacts: Inability to leverage emerging technologies such as IoT/Smart City and Open

Government. Application development is challenging. Are forced to do cross referencing of data prior to downloading data. Bad data prohibiting data analytics, can't do trend analysis Can’t leverage Open Data initiatives. Don’t know what data exists. Duplication of data, have to find space to store data temporarily. Inability to respond effectively, customer service. Inability to share data with third parties. Incomplete/out dated data or stale data. Lack of informed decision making. Loss of opportunities for better analysis, which leads to better results. Missing data. May not be leveraging investment in data. May use the wrong data. Multiple formats and data sets, lack of consistency. Not employing best practices. Data may not be defendable. Unable to cross reference data. Wasted staff time.

Recommendations: Hire a Data Architect to work with City Departments Benefits: Ability to implement robust data analytics. Support the deployment of IoT/Smart City solutions. Better use of resources, staff and funding. Can have more timely data, and on demand queries. Improved informed decision making. Increased experimentation and ability to innovate. More and better-quality data to the community the City serves. Save staff time increased efficiencies in locating, storing, organizing data. Simplify results based on data.




MO 2 IT Governance RW 3

Findings: The City has an IT Governance process which has been use for several years. The IT Governance Enterprise Focus Group workshop identified numerous challenges with the City’s current IT Governance process and practice, including the following.

There is insufficient funding for all of the projects requested by departments. Some of these may be “like to haves.” What they want and what they should have should be addressed. Requests can occur at any level, and not make it to the ITGC. This results in critical projects not being completed. Do not have resources that are needed to get high productivity out of the work.

Wishes of certain departments may not be in the best interest of the City; i.e., the amount of resources/money might not be the best for the City. There is no filter to say what is good or bad. This results in other projects that may have been more important lack funding or resources; labor resources may not be available for other projects.

Can’t determine the merits of a proposed project, alternatives, which results in a waste of resources.

The criteria the City is working with is light on the quantitative aspects, e.g., Enterprise, Council Goals, Support Multiple Departments, and Legal Mandates. Do not do cost benefit analysis or ROI, not just for technology, but across the City; the squeaky wheel syndrome. Big decisions are being made with minimal information. The most impactful initiatives are being delayed or not being done. The City may not be picking low hanging, or picking it when it is not the best initiatives.

Anything that is General Fund becomes unfunded, the City tends to focus on things that are funded. General Fund departments do not get their projects completed.

Finance: Department work plans are not vetted for the impacts to other departments, i.e., Cannabis, short term rentals, etc. Consequently, staff gets burned out, overworked, and have to keep up with the regular jobs plus internal unfunded mandates. Primary department missions are hampered. Inefficient processes and use of staff are perpetuated by not getting to the right project, which perpetuates not doing the right projects. Are reactive instead of being proactive resulting in inefficiencies, wasted funds and resources.

The cycle for initiatives is an annual process, but many things come up in the middle of the year. Can’t wait a year for some technologies.

Have difficulty accounting for long term/life cycle costing; not accounting on how the system is organized. This results in making decisions or acquiring systems without knowing the total life cycle costs, or a full understanding of the costs. Existing systems fail because they can’t be properly maintained, which can result as safety problems. New technologies may be implemented but the City still keeps the parallel paper process.

Recommendations: Create a system that is fair to all departments, and looks at the whole city: a model that

looks at all technology requests, all departments that are affected should know about it. Define the cause and effect, identify feasibility (this and other departments). Identify a business case via a Cost Benefit Analysis, and determine whether the right amount of funding and resources is allocated to DoIT, and to stay current in provided expected services.




Establish benchmarks and metrics, what is the expected level of technology for a city of this size.

Reevaluate the existing budget process. Departments make their pitch to DoIT, and other departments do not know. This is done in silos. Adopt a process where this is done in a group. Director level sign-off in IT, at a certain threshold.

Adopt the practice of a Cost-Benefit Analysis. Identify metrics. Communications should happen with a city-wide focus in a personal setting. (SMG and ELT)

Make an annual budget commitment to projects, i.e., IT, infrastructure. Adopt a policy that a certain percentage of annual budget gets allocated to infrastructure (some percent of $250M GF).

Address mid-year ITGC items, or allocate funding to departments, employing a Cost Benefit Analysis to identify the need.

Include a long-term life cycle cost analysis in the Cost-Benefit Analysis. Establish a policy that initiatives should not be approved without long term life cycle costs, part of a fiscal impact report for all level projects.

When a new system is proposed, describe the approach to retire the existing system. Provide disincentives to continue using paper. Do a better job on the front end, better

marketing, define the new workflow with stakeholders. Benefits: More efficient use of resources. More collaborative process; the overall system benefits rather than the silos. Would have a strong method of making decisions on what projects to go forward with.

Ensure the sustainability of infrastructure in the future and wider range of benefits throughout the City.

More consistent application of project reviews, making reviews more nimble and fair. Systems would stay current. Operate more efficient. System cost savings. Staff could work on new things. More efficient smaller government. Allow the City to procure standard and strategic Information Technologies. Minimizing the risk of buying the wrong technologies. Take advantage of economies of scale when purchasing Information Technologies. Improves the IT Department’s ability to effectively support the City’s systems, end user

operational needs and service delivery to the public. MO 3 R/W Coordinating Body RW 19 Findings: An Enterprise Focus Group was held to assess the issue of coordinating Right of Way related

activities at the City. A number of challenges were identified and a technology was specified and a solution. However, staff noted that that the solution went beyond technology.

Recommendations: Create a governing Public Works coordination body to:

Coordinate Right of Way activities. Direct what the application provides, oversee the effective leveraging of existing

departmental systems. Emphasize the importance of maintaining the data, and data integrity.




Benefits: Better Planning and Coordination. Build public confidence. Efficiencies in scheduling crews. Improved staff and materials resource planning. Improved budgeting. More efficient governance and municipal government.

MO 4 Funding for Fiber Focus INF Findings: The Infrastructure Focus Group workshop with DoIT staff revealed that individual departments

have to identify funding for fiber connections to their facilities for projects. According to staff this results in the following: A lot of disparities between facilities and departments with their network connectivity, with

related productivity impacts. It’s harder to support network connectivity when there is a wide variety of technologies and

approaches. Do not always leverage the potential of the fiber network to support City systems, i.e.,

could extend fiber to the radio sites, but they would have to come up with the funding. Results in competition of other various priorities. Fiber expansion is driven by who has money.

Recommendations: Treat fiber as a common good, and fund in a global perspective. Network Connectivity for a Smart City.

Benefits:

Improved productivity. Ability to provide customer services. Improved public safety. Enhanced customer services. Improved network reliability. Provides foundational support for a host of other services and functions.

MS Management: Strategy MS 1 Mobile Workforce Strategy Focus SD Findings: The Service Delivery IT Focus Group workshop revealed that the City lacks an overall

strategic for supporting a mobile workforce. DoIT does not have a mobile work force. There is no mobile version for Service Request application. According to staff this results in the following: Have to come back to the office to do work. Inefficiencies. Limits DoIT’s ability to support customer mobile workforce needs.

Recommendations:

Develop and adopt a mobile workforce strategy with corresponding policies. Enable and secure enterprise over the wireless.




Benefits:

Staff time savings. Improves efficiency, respond more quickly. Quicker, more accessible data. Improved ability to support customer requirements.

MS 2 Wi-Fi Strategy Focus INF

Findings: The Infrastructure IT Focus Group workshop revealed the at the City’s Wi-Fi network is not up

to date and is insufficient to support City and community needs. There is not a clear direction of what is trying to be achieved, e.g., the “big picture”. Employee do not have access to the internal network. According to staff this results in the following: Impacts becoming a digital city. Impacts community and community centers. It affects staff productivity, if you only have access to the Internet, which requires a

complicated authenticated procedure (VPN). Can’t compete with other cities.

Recommendations:

Develop a plan and strategy for implementing a solution that meets broader needs, versus just a specific location or departmental function.

Benefits: Ability to compete with other cities. Improved productivity in the field, mobile services, and mobility. Creating potential revenue.

MT Management: Professional Development & Training MT 1 City Staff Training Findings: Several Management Interview Sessions and Rapid Workflow® workshops revealed the need

for staff training on current City technologies. Recommendations:

The Library Department identified the need for Library staff training, since they have assumed more IT related responsibilities since DoIT was consolidate.

The Finance Department identified a need on two fronts: Tyler and general training as part of succession planning.

The City Attorney Department identified the need for staff training due to the rapid change of technology and the ability to keep up with it. For instance, legal research, the courts are switching to online filing, learning the technology as it advances.

Benefits:

Professional, competent staff. Enhanced staff efficiencies and productivity. Enhanced customer service. Getting the highest return on investments in technology.




MT 2 DoIT Staff Training: Various Technologies Findings: The Service Delivery IT Focus Group workshop revealed a number of staff training challenges,

including: A lack of DoIT staff and departmental SME training: examples include, but are not limited

to, the following: New OS Exchange Online Application Develop and Integration T2 Crossroads TVAIS Lucity PMP PDU

Project planning does not include training to support the system, this is truer with very large projects.

Lack of training for DoIT staff on basic productivity tools (Office, Outlook, SharePoint) across the department.

According to staff this results in the following:

Inefficient use of staff time. System vulnerabilities. Increased downtime. Lengthy response time. Lack of vendor support and updates. DoIT isn’t modeling effective use of technology.

Recommendations:

Incorporate formal training with every system implemented. Make refresher training mandatory on existing products. Pursue informal opportunities (brown bag sessions, identification of internal DoIT experts),

to share productivity and departmental standards re: common productivity tools. Implement and prioritize staff development plans.”

Benefits:

Professional, competent staff. Getting the best value from DoIT staff. Enhanced customer service. Getting the highest return on investments in technology.

MT 3 Contracted Application Development

Findings: The Service Delivery Focus Group workshop with DoIT staff revealed challenges with contracted application development. When contractors leave, there is no knowledge transfer or training to assume support. The artifacts that are left are not very good. According to staff this results in the following: Lack of documentation. Slow response. Lack of DoIT skills, redundant skills. Unable to reproduce or restore the environment.




There is never a calculation on what it will take to support the application on the back end. Recommendations:

Provide contracted developer detailed Scope of Work and Terms and Conditions clearly articulating the expected level of deliverables, including content and quality of technical documentation.

Produce and provide more detailed technical specs for application development. Employ On-Call contracts. Do a calculation of front end for back-end/ongoing support costs.

Benefits:

Better efficiencies. Continuity of service. Easier to trouble shoot, with good documentation. You would have the funds (labor/systems) to replace the solutions.




4.1 Glossary Term Definition

1. Access Control The term “access control” denotes a technique used to define or restrict the rights of individuals or application programs to obtain data from, or place data onto, a storage device.

2. Administrator A role responsible for the day to day operation of the corporate records management policy. The tasks attributed to Administrators may be divided between several roles, with titles such as Records Manager, Records Officer, Archivist, etc.

3. As-Is Business Process Map

Graphical business process model used to depict the existing condition of a business process. Used for the analysis of current business process steps and activities. Typically produced with input from business subject matter experts / business process owners.

4. Automated Workflow The tasks, procedural steps, organizations or people, required input and output information, and tools needed for each step in a business process. A workflow approach to analyzing and managing a business process can be combined with an object-oriented programming approach, which tends to focus on documents, data, and databases. This is commonly referred to as ‘Automated Workflow.”

5. Backbone Another term for bus, the main wire that connects nodes. The term is often used to describe the main network connections composing the Internet

Section 4 Appendix




Term Definition

6. Bulk Load An automatic data import of scanned documents utilizing the indexing schema attributes for subsequent search and retrieval of electronic documents / records stored in an ECMS.

7. Business Intelligence (BI)

Often described as "the set of techniques and tools for the transformation of raw data into meaningful and useful information for business analysis purposes. BI technologies are capable of handling large amounts of unstructured data to help identify, develop and create new strategic business opportunities. BI allows for the easy interpretation of large volumes of data. Identifying new opportunities and implementing an effective strategy based on insights, providing businesses with a competitive market advantage. BI technologies provide historical, current and predictive views of business operations. Common functions of business intelligence technologies are reporting, online analytical processing, analytics, data mining, process mining, complex event processing, business performance management, benchmarking, text mining, predictive analytics and prescriptive analytics.

8. Business Process Improvement

Business process improvement (BPI) is a systematic approach to help an organization optimize its underlying processes to achieve more efficient results. The methodology was first documented in H. James Harrington's 1991 book Business Process Improvement.

9. CCTV Closed-circuit television (CCTV), also known as video surveillance, is the use of video cameras to transmit a signal to a specific place, on a limited set of monitors.

10. Change Management An approach to transitioning individuals, teams, and organizations to a desired future state. It focuses on how people and teams are affected by an organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions. In a project management context, change management may refer to the change control process wherein changes to the scope of a project are formally introduced and approved.

11. Customer Relationship Management Software

Short for customer relationship management, CRM entails all aspects of interaction a company has with its customer, whether it be sales or service related.

12. Departmental Software Software providing functionality specific to a department in an organization, features and functions not required by any other department. In government, and example might be a Library Information System or Police Department 911 system, both systems which no other department requires. Departmental application software solves department specific problems and may integrate with enterprise systems.

13. DOD 5015.2 Design Criteria Standard for Electronic Records Management Applications, DOD 5015.2-STD: A DOD and NARA approved set of requirements for Electronic Records Management applications.




Term Definition

14. E-Commerce E-commerce is business that is conducted over the Internet using any of the applications that rely on the Internet, including interactive and transactional functions, e.g., online payments, registration and application submittals.

15. E-Government A generic term that refers to any government functions or processes that are carried out in digital form over the Internet. Local, state and federal governments essentially set up central Web sites from which the public (both private citizens and businesses) can find public information, download government forms and contact government representatives.

16. Electronic Document Management System (EDMS)

Functionality to support the computerized management of electronic and paper-based documents. Associated components include a system to convert paper documents to electronic form, a mechanism to capture documents from authoring tools, a database to organize the storage of documents, and a search mechanism to locate the documents.

17. Enterprise Architecture A discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes. EA delivers value by presenting business and IT leaders with signature-ready recommendations for adjusting policies and projects to achieve target business outcomes that capitalize on relevant business disruptions.

18. Enterprise-wide Deployment or use of a single software application throughout all departments, divisions, or components of the organization.

10. Enterprise Content Management System (ECMS)

An automated system with the functionality to capture, manipulate, retrieve, and publish the entire inventory of digital assets (e.g., web pages, office documents, databases, scanned images, e-mail) created by an organization.

20. Electronic Record The information recorded in a form that requires a computer or other machine to process it and that satisfies the legal definition of a record according to section 3301 of title 44 of United States Code (USC).

21. Electronic Records Management System (ERMS)

A collection of hardware, software, staff, policies, and procedures that work in concert to enable an agency to effectively manage records electronically. A software product that identifies, classifies, and disposes of records according to specified records disposition policies.




Term Definition

22. Enterprise Resource Planning System (ERP)

Business management software that allows an organization to use a system of integrated applications to manage the business: e.g., Finance, Human Resources, Asset Management, Customer Relationship Management, Project Management, Business intelligence, to name a few.

23. Enterprise Software Enterprise applications (e.g. CRM, ERP, BI) assist an organization in solving enterprise problems. They integrate with other enterprise systems.

24. E-Services The concept of e-service (short for electronic service) represents one prominent application of utilizing the use of information and communication technologies (ICTs) in different areas.

'E-Service constitutes the online services available on the Internet, whereby a valid transaction of buying and selling (procurement) is possible, as opposed to the traditional websites, whereby only descriptive information are available, and no online transaction is made possible.'

25. Ethernet A local-area network (LAN) architecture that uses a bus or star topology and supports data transfer rates of 10 Mbps.

26. Fiber Optics A high-bandwidth transmission technology that uses light to carry digital information. One fiber telephone cable carries hundreds of thousands of voice circuits. These cables, or light guides, replace conventional coaxial cables and wire pairs. Fiber transmission facilities occupy far less physical volume for an equivalent transmission capacity, which is a major advantage in crowded ducts. Optical fiber is also immune to electrical interference.

27. File Plan A document containing the identifying number, title, description, and disposition authority of files held or used in an office.

28. E-Forms Program development tools that build applications by designing electronic forms for data entry, update or processing. Electronic forms are generally designed with visual programming tools that allow fields, buttons and logos to be drawn directly on screen.

29. E-Signatures An electronic sound, symbol, or process attached to or associated with a contract or other record and used as the legal equivalent of a written signature.

30. Geographic Information System (GIS)

GIS is a collection of computer hardware, software and geographic data for capturing, managing, analyzing and displaying every form of geographically referenced information, often called spatial data.

31. Image Capture (scanning)

A process whereby documents are scanned into a system and stored electronically. Imaging is the digital capture, storage, manipulation and delivery of copies of digitized originals, which may be texts, manuscripts, pictures or other information types.




Term Definition

32. Infrastructure An enterprise's entire collection of hardware, software, networks, data centers and facilities used to develop, test, operate, monitor and/or support information technology services.

33. Interoperability The ability of software and hardware on different machines from different vendors to share data.

34. Internet of Things The Internet of Things (IoT) is a system of interrelated computing devices, mechanical and digital machines, objects, animals or people that are provided with unique identifiers and the ability to transfer data over a network without requiring human-to-human or human-to-computer interaction.

35. ISP Short for Internet Service Provider, it refers to a company that provides Internet services, including personal and business access to the Internet.

36. IT Governance The processes that ensures the effective and efficient use of IT in enabling an organization to achieve its goals. IT demand governance (what IT should work on) is the process by which organizations ensure the effective evaluation, selection, prioritization, and funding of competing IT investments; oversee their implementation; and extract measurable business benefits. ITG is a business investment decision-making and oversight process, and it is a business management responsibility. IT supply-side governance (how IT should do what it does) is concerned with ensuring that the IT organization operates in an effective, efficient and compliant fashion, and it is primarily a CIO responsibility.

37. ITS Short for Federal Intelligent Transportation Systems, it is a broad range of wireless and wired communications-based information and electronics technologies that are integrated into transportation system and in vehicles themselves. ITS is made up of 16 types of technology based systems.

38. Life Cycle The records life cycle is the life span of a record from its creation or receipt to its final disposition. It is usually described in three stages: creation, maintenance and use, and final disposition.

39. Metadata In the context of records management, meta-data is the structured or semi-structured information which enables the creation, management and use of records through time and within and across domains in which they are created.




Term Definition

40. Open Data The idea that some data should be freely available to everyone to use and republish as they wish, without restrictions from copyright, patents or other mechanisms of control. The goals of the open data movement are similar to those of other "Open" movements such as open source, open hardware, open content, and open access. The term "open data" is recent, gaining popularity with the rise of the Internet and World Wide Web and, especially, with the launch of open-data government initiatives such as Data.gov and Data.gov.uk.

41. Optical Character Recognition (OCR)

The recognition of printed or written text characters by a computer. This involves analysis of the scanned-in image and then translation of the character image into character codes, such as American Standard Code for Information Interchange (ASCII). OCR is applied to image (raster) files to create text-searchable files.

42. PBX System A private branch exchange (PBX) phone system that's delivered as a hosted service, typically by one of the major telephone companies.

43. Portable Document Format (PDF)

This format is proprietary to Adobe Inc., and is widely used as a de-facto data exchange method.

44. [ThirdWave] Rapid Workflow Process Modeling®

US Patent 8615423 B1: A method of rapid workflow process modeling, which is established according to a triangulation principle. The method integrates issues of management, operation and technology including information technology that are three fundamentals of a triangulation principle to characterize challenges and opportunities for process improvement of any organization including military units, governmental agencies and public and private business sectors. Specifically, the method is comprised of seven steps such as the As-Is process mapping, problem statements, impact statements, solution statements, benefit statements, To-Be process mapping and cost benefit analysis for generating a quantitative projection of the business cost reduction. Application of the method is able to comprehensively and effectively address challenges and opportunities for all aspects of the organizational process improvement.

45. Record The information, regardless of medium, that details business transactions. Records include all books, papers, maps, photographs, machine-readable materials, and other documentary materials, regardless of physical form or characteristics. Records are made or received by an Agency under Federal law or in connection with the transaction of public business. Records are preserved or appropriate for preservation by that Agency or its legitimate successor as evidence of the organization, functions, policies, decisions, procedures, operations, or other activities of the Government, or because of the value of data in the record.




Term Definition

46. Records Manager Individuals who are responsible for records management administration.

47. Retention Period The length of time that a record must be kept before it can be destroyed. Records not authorized for destruction are designated for permanent retention. Retention periods for temporary records may be expressed in two ways: A fixed period from the time records in the series or system is

created. Normally, a fixed period that follows their regular cutoff dates. For example, the phrase “destroy after 2 years” provides continuing authority to destroy records in a given series 2 years after their creation (normally 2 years after their regular cutoff date).

A fixed period after a predictable event. Normally, a fixed period following the systematic cutoff applied after completion of an event. The wording in this case depends on the kind of action involved.

48. Retention Schedule A plan for the management of records listing types of records and how long they should be retained by the organization for business purposes; the purpose is to provide continuing authority to dispose of, transfer, or archive records.

49. SAN A storage area network (SAN) is a network that provides access to consolidated, block level data storage. SANs are primarily used to enhance storage devices, such as disk arrays, tape libraries, and optical jukeboxes, accessible to servers so that the devices appear to the operating system as locally attached devices.

50. Service-Oriented Architecture (SOA)

An architectural pattern in computer software design in which application components provide services to other components via a communications protocol, typically over a network. The principles of service-orientation are independent of any vendor, product or technology, Services can be combined to provide the functionality of a large software application.[3] SOA makes it easier for software components on computers connected over a network to cooperate. Every computer can run any number of services, and each service is built in a way that ensures that the service can exchange information with any other service in the network without human interaction and without the need to make changes to the underlying program itself.

51. Smart City A City that makes optimal use of all the interconnected information available to better understand and control its operations and optimize the use of limited resources, who adopt scalable solutions that take advantage of information and communications technology to increase efficiencies, reduce costs, and enhance quality of life.




Term Definition

52. Taxonomy The study of the general principles of scientific classification: systematics; classification; especially: orderly classification of plants and animals according to their presumed natural relationships. Taxonomy is a high-level, hierarchical classification for documents and records that facilitates the management (storage, access, retrieval, revision, archiving, and disposition) of recorded information throughout its life cycle. A taxonomy is a living document that changes as the work within the company changes. It is never final because organizations constantly change their content types, processes and organizational structures.

53. ThirdWave Strategic Planning Triangulation©

Methodology

ThirdWave’s Strategic Planning Triangulation methodology is a powerful technique that facilitates validation of data through cross verification from two or more sources. This is accomplished by the collection and synthesis of data from three: Management perspective (Organizational, policy and finance), Operational perspective (business process and practices), and Information Technology perspective (enterprise-wide systems). In particular, it refers to the application and combination of several research methods in the study of the same phenomenon to produce comprehensive and thorough strategies based on a compelling business case.

54. To-Be Business Process Map

Graphical business process model used to depict the future state (To-Be) condition of a business process. Used for the design of a reengineered business process steps and activities. Typically produced with input from business subject matter experts / business process owners.

55. Waterfall Methodology The waterfall model is a sequential design process, used in software development processes, in which progress is seen as flowing steadily downwards (like a waterfall) through the phases of conception, initiation, analysis, design, construction, testing, production/implementation and maintenance.

56. Web Browser Web browser is a software application used to locate, retrieve and display content on the World Wide Web, including Web pages, images and video.

57. Wi-Fi Wireless-Fidelity certification mark issued by the Wi-Fi Alliance to certify that a product conforms to the 802.11b, g and standards for WLANs.

58. XO ISP Bandwidth Bandwidth Shaping. The process of manipulating, managing or controlling (shaping) portions of a network connection to the outside world and determining an allowed bandwidth consumption based on types of activities. The term is commonly used in conjunction with Internet Service Providers (ISP), where it refers to a tool that is used to limit or direct bandwidth consumption by users.