Agenda packet, regular meeting — Cathedral City City Council, August 24, 2022 (part 3 of 4)

1. Contractor shall furnish certificates and endorsem ents from each subcontractor identical to those Contractor provides.

2. Any deductibles or self -insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers, or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administr ation, defense expenses and claims.

3. The procuring of such required policy or policies of insurance shall not be construed to limit Contractor’s liability hereunder nor to fulfill the indemnification provisions and requirements of this Agreement.

7.C.a
Packet Pg. 479
Attachment: Cathedral City Form Services Agreement - Client First (3336 : IT Asssessment & Master Plan) Response to RFP for
Information Technology
Master Plan
March 31, 2022
Client Locations
Coast-to-Coast
Practice Locations
California
Texas
Illinois
North Carolina
800.806.3080
www.clientfirstcg.com

7.C.b
Packet Pg. 480
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan)

OPTIMAL TECHNOLOGY GUIDANCE
California
2 | 60
March 31, 2022
Ms. Jan De Guzman
Chief Technology Officer
City of Cathedral City
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
RE: Response to RFP for Information Technology Master Plan Letter of Transmittal
Dear Ms. Guzman:

ClientFirst appreciates the opportunity to present the City of Cathedral City with our proposal, which includes developing and articulating a vision for the effective use of technology to support the work of the City.

We are adept at educating and building consensus among staff members, departmental leadership, senior management, and elected officials. Our approach is to assess the current environment, review alternatives, and provide the City with specific recommendations and supporting documentation regarding strategy and tactical implementation.

Methodology and Approach ClientFirst customizes industry best practices for Technology Assessment and Master Planning in a practical way to meet the unique needs of each agency.

We provide:

Assessment and gap analysis of business department applications, technology utilization, and operational needs
IT infrastructure, cybersecurity, operations, service delivery, and staffing assessments Development of strategies, goals, objectives, and recommendations Comprehensive technology initiative recommendations with budgets, timelines, and resource requirements
Master planning workshops with operational departments, IT management, IT Planning Committee, and executive management
Master Plan reports and supporting documentation
Tracking and measurement of plan objectives and initiatives Truly Independent ClientFirst is a truly independent technical services and consulting firm.

We are certified in multiple technologies, but we DO NOT resell hardware and software, nor represent those that do. Therefore, there is no risk of our analysis being biased towards a particular solution.

Local Government and Municipal Focus
includes over 3,000 projects for more than 500 local government agencies.

If you have any questions, feel free to contact us at 951.739.7989 or via email at [email protected] or [email protected] for additional information. We look forward to the opportunity of serving the City of Cathedral City as one of our many satisfied clients.

Sincerely,
David W. Krout, CPA (inactive) Tom Jakobsen
Partner Partner
Management Consulting Practice Leader IT Infrastructure and Operations Consulting Practice Leader

7.C.b
Packet Pg. 481
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
3 | 60
Table of Contents
LETTER OF TRANSMITTAL .........................................................................2 EXECUTIVE SUMMARY...............................................................................4 Technology Master Plan Objective ......................................................................... 5 Approach to Technology Assessment and Master Planning ................................... 6 Technology Planning Process Methodology ........................................................... 7 Firm Resources and Commitment .......................................................................... 8 COMPANY HISTORY ................................................................................10 Government Technology ...................................................................................... 11 History and Practice Locations ............................................................................. 11 Business Management Approach ......................................................................... 11 Integrated Technology Services ........................................................................... 14 EXPERIENCE...........................................................................................18 Similar Projects..................................................................................................... 19 PERSONNEL ...........................................................................................20 Time Dedication.................................................................................................... 21 Office Space Requirements .................................................................................. 21 REFERENCES .........................................................................................30 SERVICES...............................................................................................34 WORK PLAN...........................................................................................40 Estimated Project Timeline ................................................................................... 44 COMPENSATION......................................................................................45 Fee Summary ....................................................................................................... 46 Project Start.......................................................................................................... 46 Scope Changes and Management ....................................................................... 46 Payment Terms .................................................................................................... 46 Additional Services/Purchases by Other Seeking Public Agencies ...................... 46 EXAMPLE IT MASTER PLAN ....................................................................47 ADDITIONAL INFORMATION......................................................................48 APPENDIX 1: CASE STUDIES ..................................................................56 APPENDIX 2: CITY OF RANCHO MIRAGE PUBLISHED DIGITAL
TRANSFORMATION ARTICLE...............................................................60

7.C.b
Packet Pg. 482
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Executive Summary
Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
4 | 60
ClientFirst is well equipped to assist the City in this endeavor. Key differentiators that set our services
apart from other IT consulting firms, along with an
overview of the project, are outlined in the
following pages.

Executive Summary

7.C.b
Packet Pg. 483
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
5 | 60
The objective of the Assessment and Planning process includes developing and articulating a vision for the effective use of technology to support the work of the City, assuring the proper technical resources and organization structure to effectively manage the information technology (IT) function. The plan also identifies strategies for developing and implementing technology initiatives in support of the operational needs and Master Plan. We also focus our efforts on planning and recommending improvements in the City business applications to make those applications more effective in supporting the departmentsand the goals of the organization.

We create a well-documented plan to guide the IT team and the City operational departments over the next five years in planning, procuring, implementing, and managing current and future technology investments, as well as resources related to operational technology and information technology service delivery. The plan is the result of a thorough analysis of the following:

Interviews and workshops involving all levels of the City operational staff, including the management team, end-users, and other stakeholders
Existing hardware and network infrastructure, staffing, funding, applications, business systems, projects, processes, cyber security, telecommunications, training, and other investments and resources currently in use by the City
Gap analysis identification and prioritization of projects to undertake over the next five years, including a long-range twenty-year vision.

Identification of needs to accommodate current and future technology requirements, such as IT operations and management, legal requirements, cybersecurity requirements, service delivery, cloud computing, smart city technologies, etc.

Experience with Government Agencies We have experience in working with government agencies across the country. Our staff has subject-matter expertise that enables us to quickly understand operational demands and opportunities, and then equate them to beneficial technology improvements and recommendations.

Frankly, IT is a hard topic to handle,
technical. It was invaluable to have
them on-site meeting with people,
because their communication style is
Director of Administrative Services
CA Municipality

7.C.b
Packet Pg. 484
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
6 | 60
Technology Assessment and Master Planning is the
process by which information technology supports the goals and objectives of the organization. This process aligns technology strategies and objectives with key business
processes and drivers.

More than a Strategic Plan The industry standard in IT
planning for the past decade has been a high-level strategic analysis to develop what is called a strategic plan. Though helpful, such a plan lacks the depth and practical guidance necessary to successfully (1) implement the plan, (2) meet business goals through technology initiatives, and (3) maintain the plan into the future.

ClientFirst takes the strategic plan to a new level with our Technology Assessment and Master Plan, which provides several key features:

Collaborative Needs Assessment
Education and Prioritization Workshops
Step-by-Step Roadmap
Resource Assignments
Project Budgets
Project Timelines
Tactical Our emphasis is on providing the City with a technology plan that is both strategic and tactical. Our goal is to create a plan that fully documents each initiative and can be used without our continued help.

Business Perspective We approach Technology Assessment and Master Planning from a business perspective and create deliverables that be understood by everyone in the organization, from the IT technicians to upper-level management and elected officials.

Collaborative and More Comprehensive Our process is intended to create an interactive, collaborative environment conducive to the sharing of ideas, while building a single vision for the future of the City information technology function, decision-making, and ongoing support. This collaborative effort results in a detailed and comprehensive action plan that should be viewed as a fluid, agency staff on the adopted technology
initiatives and projects, as well as how to implement the plan over the next five years.

Practical and Sustainable Because of our focus on budget realities and sustainable solutions, the solutions we recommend will be practical and cost-effective. Receiving a plan that is too costly to implement and sustain does not help the City in the long run.

Use of Best Practices ClientFirst utilizes PMI, COBIT, ITIL, and EAP concepts as building blocks, drawing on our own experience and knowledge of best practices to guide our Technology Assessments and System Selections. Governance is an essential component to overseeing that technology strategies and recommendations align with business objectives in an ongoing, repeatable process.

PMI (Project Management Institute)
ITIL (Information Technology
Infrastructure Library)
COBIT (Control Objectives for Information
and Related Technology)
EAP (Enterprise Architecture Planning)
From the beginning, I was impressed
with how inclusive the process has
such a collaborative, cooperative, and
engaged project. Outstanding process.

City Manager
IL Municipality

7.C.b
Packet Pg. 485
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
7 | 60
We have developed a five-phase methodology on which we base our Technology Assessment and Planning projects. This serves as the cornerstone of the project, allowing the collaborative process to shape and develop our recommendations and approach, enabling us to tailor each step to fit unique specifications. We work in partnership with our clients to improve their information technology environments, so they can better meet the needs of staff and constituents.

ClientFirst is very sensitive to how
levels, able to communicate across a
variety of skill sets, and be effective
communicating with the IT side, as
well as the user side of a project.

This quality is very helpful.

City Manager
CA Municipality

7.C.b
Packet Pg. 486
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
8 | 60
We consider Technology Planning projects to be the premier service offering of our firm. We are a diversified firm, with a wide range of subject-matter experts who are committed to completing this project in a timely manner. We have included the steps necessary to attend meetings, advise staff on matters specific to the scope of services, prepare and present reports to City Management and members of the City Council (if desired), and assist with due diligence and disclosure processes relevant to the scope of services.

Project Team Resources
We will assign a comprehensive multi-discipline team to this project. This team is assembled from practice leaders in the Management Consulting, Enterprise Applications and Business Processing, and IT Infrastructure practices within our firm.

All members of this project team are ClientFirst employees and are not hired, third-party sub-contract resources. This ensures consistency, continuity, and quality in our deliverables.

Experience that Enhances the Master Planning Process
One of the unique qualities of ClientFirst is our breadth of service practice areas, summarized below. As a firm, our recommendations are based on real-life experience resulting from performing and delivering these services daily. Our continued engagement with our clients provides us with significant opportunities to stay current with industry trends and emerging technologies, while preserving our independence by not reselling vendor products.

IT Staffing and Leadership Experience
Interim IT Management Our firm has senior talent that held CIO positions, as well as led national, government-solution-based software companies. We have placed these resources at various government organizations to fill IT leadership vacancies and assist in hiring and transitioning to replacement IT leadership.

Staffing Assessment and Organization Our IT leadership experience helps our government clients IT staffing structures, and develops their IT teams to be more productive, efficient, and deliver a higher level of service.

IT Infrastructure
IT Infrastructure Resources Our firm has government-agency-experienced network engineers and senior system administrative talent. We utilize these experts in our Technology Assessment and Planning engagements for their real-world experience in making meaningful recommendations.

Telecommunication and Infrastructure Cabling A key resource in our firm is our telecommunications talent. They have designed, selected, and implemented state-of-the-art telephone and telecommunications systems for hundreds of local government agencies.

Our team experience includes inside/outside cable-plant expertise, including fiber-optic and wireless specialization.

IT Support Experience We provide IT support and act as the IT department or management for several agencies in Illinois. These teams have real-life experience in managing the IT operations of government agencies and can impart their knowledge when assisting with Technology Assessment and Planning recommendations and initiatives.

7.C.b
Packet Pg. 487
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
9 | 60
Local Government Application and Process Improvement Expertise Application Knowledge We have experienced enterprise application consultants that have assessed, reviewed, and assisted in the selection of all local government application suites, including Financial and Accounting, People Management, CIS/Utility Billing, Land Management, Work Orders and Asset Management, Public Safety, Parks and Recreation, Community Services, and more. They have literally worked with thousands of end-users in all agency departments. This experience helps us make effective departmental application and operational technology recommendations.

Application Implementation We have experienced Implementation Project Management staff. This is helpful to the Technology Assessment and Planning process because we know what it takes to implement these solutions according to best practices.

Process Improvement A key aspect of applications and operational technology is the ability to use these tools to eliminate manual and duplicate processes, reduce shadow systems, and improve processes to achieve higher levels of productivity and service to departments and citizens.

Experience in Multilevel Communication and Advising Clients For a plan to be successful, it must be communicated and understood at all levels, top to bottom. We provide deliverables and present materials in such a way to facilitate the communication of the plan across the organization to readers of multiple audiences. We also have experience in effectively presenting to executive management and elected officials to gain buy-in and support for the necessary strategies and resources required to implement a long- term Technology Master Plan.

7.C.b
Packet Pg. 488
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
10 | 60
Our consultants have been assisting local
governments with innovative technology solutions
for 18 years. Our risk-averse technology planning
and the quality of service we provide our clients
have resulted in numerous long-term business
relationships. Our subject-matter experts offer a
wide range of technology services that our clients
often leverage to resolve specific issues. We are
confident that no other consulting firm focusing on
local governments offers the wide range of IT
services that we do.

Company History
ClientFirst was extremely
knowledgeable, and I felt I have
learned more from my work with
ClientFirst
worked with in that capacity.

ClientFirst in their level of expertise.

Director of Administrative Services
CA Municipality

7.C.b
Packet Pg. 489
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
11 | 60
Focusing on local governments means that we understand the unique needs, processes, protocols, and political nuances involved in the industry. This understanding and experience ensures that our strategies and recommendations are practical in all respects. Our 3,000 projects for
more than 500 local government agencies.

Founded in Corona, California in 2004, ClientFirst has expanded to more than twenty employees in four offices. The company quickly evolved into a multi-disciplined technology consulting firm with experienced leadership in Business Applications and Infrastructure technology for local government.

We are proud of our diverse skillset and commitment to providing our clients with practical forward-thinking plans. We work diligently to provide a Technology Plan Roadmap that is easy to understand and a useful point of reference throughout the planned period.

We have a local presence with extensive experience in California. ClientFirst is a national firm, with practices located in California, Illinois, Texas, and North Carolina.

Corona, CA Schaumburg, IL San Antonio, TX Charlotte, NC We understand that not all government executives are versed in the latest technology issues and opportunities. Therefore, our approach and deliverables provide a business-management perspective that allows the layperson the ability to understand the technology issues, strategies, and potential solutions required to make more informed business decisions.

We believe in using technology as a tool to meet
business objectives; we do not apply technology just for technology's sake. We are serious in our quest to provide clients with practical solutions that meet their individual requirements.

Sometimes the proper solution includes cutting-edge technology.

However, a cost-effective and practical solution using proven technology is often the most beneficial.

ClientFirst believes in practicing true independence. We do not resell products, nor maintain relationships that would result in any add-on profit margins or referral fees. Our interest is in putting the client first by finding optimum solutions (i.e., the greatest value at lowest competitive cost) to meet their needs.

7.C.b
Packet Pg. 490
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
12 | 60
Our consultants are recognized nationally for their work by many of objectivity we demonstrate when dealing with their organizations.

CIO Review
ClientFirst
National Speakers
ClientFirst personnel have conducted educational sessions at national and local conferences such as CSMFO, MISAC, and GFOA, among others.

7.C.b
Packet Pg. 491
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
13 | 60
We have extensive experience with a wide variety of organizations and technology and processing environments. In addition, we have significant market knowledge regarding software and hardware providers and are well-informed with respect to vendor and industry developments.

Whatever needs are, we offer a unique combination of experts in their given disciplines who can guide technology decisions, planning, implementation, and management, chosen according to the specific needs of each project, working as an integrated team to provide end-to-end consulting and support services.

7.C.b
Packet Pg. 492
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
14 | 60
Management Consulting
Technology Strategic/Master Planning
IT Assessment
IT Staffing Assessment
Process Improvement
Procurement Assistance
Contract Negotiation
Project Management
IT Governance Seminars
Applications Consulting
Business Process Review
Business Case Analysis
Assessment and Recommendations
Process Analysis and Improvement
Software Selection
Feature / Function Requirements Definition
Implementation Risk Assessment
Change Management
RFP Development
Vendor Analysis and Evaluation
Demonstration Facilitation
Contract Review and Negotiation
Implementation Project Management
Ad Hoc Report-Writing Assistance
ECMS
Assessment
Business Process Review
System Selection
Planning
Implementation Oversight
Telecommunications Consulting
VoIP Readiness Review
Systems Evaluation, Design, Specification, and
RFP Development
Bill Audits (Cost Analysis and Negotiation)
Telecom Expense Management (TEM)
Credit / Refund Requests
Strategic Planning
Project Management
Carrier Services Cost Analysis
Operational and Workflow Review
System Selection and Contract Negotiation
GIS
Assessment and Planning
Design
Data Management
Development
Mapping
IT Infrastructure
Networking and Servers
Assessment, Design, and Installation
Replication and Redundancy Strategy
Virtualization
Cloud Computing
Wireless
Data Center Design
Disaster Recovery
Risk Assessment and Business Impact Analysis
Disaster Recovery Planning
Hot-Site and Recovery Service Evaluation
Storage Area Networking
Backup Strategies and Design
Cybersecurity
Assessment and Planning
Applications and Hardware Security
Cybersecurity Review
Security Policy and Control Development
Intrusion Testing
Workshops and Training
Compliance: NIST, NCCoE, PCI, CJIS,

NEA/FERC
Structured Cabling System Design
Assessment and Certification
CADD Design and Layout
RFP / Vendor Selection
Project Management
Documentation
Fiber-Optic Network Design
IT Staffing/Augmentation
IT Staffing Assessment and Operational Review
Interim IT Management
Virtual CIO Service
Supplemental IT Management Staffing
IT Services and Operations
IT Technical and Managed Services
On-Site or Remote Support
Inventory and Licensing Management
Network, Server, Selection, Implementation,
Configuration, and Management
Security Systems Support
Remote Systems Monitoring

7.C.b
Packet Pg. 493
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
15 | 60
The consultants assigned to this engagement have direct experience in a broad range of products and services.

DEPARTMENT AREA

EXPERIENCE
Council
Administration
Building and Safety
City Clerk
Finance
Fire
Library
Utility Billing
Customer Service/Call
Centers
Payroll
Human Resources
Planning
Police
Purchasing
Public Works
Parks and Recreation
Engineering
Geographic Information
System (GIS)
Water
Wastewater
Sanitation
Field Operations
Laboratories
Environmental Services
Facilities
Treatment Plants
Fleet Management
Engineering
Warehousing
SCADA
Information Systems

APPLICATION AREA

EXPERIENCE
General Ledger
Budgeting
Project Accounting
Grant Accounting
Cash Receipts
Purchasing and Receiving
Bids Management
Contract Management
Accounts Payable
Fixed Assets
Loans
Special Assessments
Financial Reporting
Business Licensing
Applicant Tracking
Human Resources
Employee Self-Service
Benefits Tracking
Time and Attendance
Payroll
CIS and Utility Billing
Customer Service / Call
Centers
Backflow
Service Orders
Work Orders / Preventative
Maintenance
Inventory and Fleet
Management
Planning, Permitting,
Inspection and Code
Enforcement
Land/Parcel/Address
Management
Computer-Aided Dispatch
(CAD)
Records Management
Mobile Computing
Citizen Request
Management (CRM)
Geographic Information
System (GIS)
Adjudication
Citation Management
Database Management

TELECOM

EXPERIENCE
Systems Evaluation and
Assessments
Telecommunications
System Management
Voice and Data Cable
Infrastructure Design and
Engineering
LAN/WAN Assessments,
Design, Procurement, and
Implementation
VoIP (Voice-over-Internet
Protocol) Readiness
Reviews and Assessments
Telecom Billing Audits and
Cost Reviews
Strategic IT and
Telecommunications
Planning
Systems Design and
Alternative Analysis
Business Continuation
Planning and Disaster
Recovery Planning
Call Center Planning and
Operational Design
Competitive System and
Vendor Selection
Project Management and
Implementation

IT INFRASTRUCTURE
& OPERATIONS

EXPERIENCE
Data Center Management
Cable Infrastructure
Wireless Systems
Routers and Switches
Server Installation,
Configuration and
Troubleshooting
Network Troubleshooting
and Configuration
Security Systems Support
Network Management
Event Monitoring
Patch Management
Inventory Management
Licensing Management
Software Distribution
Remote Network and
Desktop Monitoring
ClientFirst has such a broad and well-
rounded experience with cities that they
already have a good idea of what will or
won't work. Other vendors we have
worked with don't have this depth of
experience and suggest solutions that are
unrealistic in a city government
environment.

IT Director
CA Municipality

7.C.b
Packet Pg. 494
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
16 | 60
ClientFirst consultants collectively possess an extensive portfolio of certifications, revealing their commitment to ongoing professional training and ensuring that our clients have access to the latest information in the field.

7.C.b
Packet Pg. 495
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
17 | 60
We understand that the experience of the individual consultants is a significant factor in hiring a firm to conduct the project on your behalf. Our consultants have extensive public-sector experience in their respective careers, including projects with the following agencies:

California
City of Albany
City of Azusa
City of Big Bear Lake
City of Brentwood
City of Burbank
City of Calabasas
City of Camarillo
City of Carlsbad
City of Chico
City of Chino
City of Colton
City of Corona
City of Coronado
City of Downey
City of Dublin
City of Escondido
City of Foster City
City of Glendora
City of Healdsburg
City of Hemet
City of La Habra
City of La Puente
City of Laguna Niguel
City of Larkspur
City of Lathrop
City of Lomita
City of Menlo Park
City of Mission Viejo
City of Montclair
City of Murrieta
City of Pacific Grove
City of Palm Desert
City of Palmdale
City of Piedmont
City of Pismo Beach
City of Port Hueneme
City of Rancho Cucamonga
City of Rancho Mirage
City of Redlands
City of Rialto
City of Rohnert Park
City of Rosemead
City of Sacramento
City of San Clemente
City of San Gabriel
City of San Jacinto
City of San Pablo
City of San Rafael
City of Seal Beach
City of Sierra Madre
City of Simi Valley
City of South Gate
City of South Pasadena
City of South San Francisco
City of Tustin
City of Upland
City of Vacaville
City of West Covina
County of Mariposa
County of Mendocino
County of Riverside
County of San Bernardino
County of Tuolumne
County of Yolo
Town of Danville
Town of Hillsborough
Town of Truckee
Town of Yucca Valley
CA-NV American Water
Works Association
Castaic Lake Water Agency
Castro Valley Sanitary District
Cucamonga Valley Water
District
Glendale Water and Power
Hayward Area Recreation
and Park District
Irvine Unified School District
Jurupa Community Services
District
Livermore Area Recreation
and Park District
Midpeninsula Regional Open
Space District
Newhall County Water District
Piedmont Police and Fire
Ramona Municipal Water
District
Rincon del Diablo Municipal
Water District
Rosamond Community
Services District
San Bernardino Municipal
Water
San Mateo Fire District
San Marino Unified School
District
Southern California Coastal
Water Research
Sweetwater Authority
Walnut Valley Water District
Western Municipal Water
District
Colton Joint Unified School
District
Irvine Unified School District
Lake Elsinore Unified School
District
Menifee Unified School
District
Mesa Water District
Mountain View School District
Romoland School District
West Covina Unified School
District
Ohlone Community College
San Jose Community College
University of California
Berkeley
University of California San
Francisco
UCSF Medical Center
Stanislaus Council of
Governments
Mechoopda Indian Tribe
Alabama
City of Pelham
Arizona
County of Maricopa
Connecticut
City of Bristol
City of New Haven
Groton Police and
Communications Dispatch
Town of Groton
Florida
City of Cape Coral
City of Deerfield Beach
City of Dunedin
City of Fort Lauderdale
City of Pompano Beach
City of Port St. Lucie
City of Riviera Beach
Illinois
City of Bloomington
City of Champaign
City of Countryside
City of Crystal Lake
City of Highland Park
City of Joliet
City of Lake Forest
City of Moline
City of Morton Grove
City of Naperville
City of Oakbrook Terrace
City of Orland Park
City of Prospect Heights
City of Rockford
City of Rock Island
City of St. Charles
City of Waukegan
City of Wood Dale
County of DuPage County
County of Peoria County
County of Sangamon County
County of Winnebago County
Village of Arlington Heights
Village of Cary
Village of Glencoe
Village of Kenilworth
Village of Lake Barrington
Village of Libertyville
Village of Lincolnwood
Village of Matteson
Village of Norridge
Village of Northbrook
Village of Northfield
Village of Oak Brook
Village of Oak Park
Village of Oswego
Village of Palos Park
Village of River Forest
Village of Riverside
Village of Westmont
Village of Wheeling
DuPage County Health Dept.

Batavia Public School District
Central Community Unit
School District 301
Champaign County Forest
Preserve District
Civitas Schools
Community High School
District 99
Community Unit High School
District 205
Community Unit School
District 300
Community Unit School
District 308
Consolidated High School
District 230
Consolidated School District
158
DeKalb Community Unit
School District 428
Ela Township
Forest Ridge Elementary
School District 142
Geneva Community Unit
School District 304
Glenview Schools
Gower School District
Hampton School District 29
Harlem School District 122
Harrison School District 36
Harvard Community Unit
School District
Harvey School District 152
Hinsdale Township High
School District 86
Indian Prairie Community Unit
School District 204
J. Sterling Morton High
School District 201
Lake Zurich Community Unit
School District 95
Mount Prospect School
District 57
Naperville Community Unit
School District 203
Naperville Park District
Norridge Park District
Oswego School District 308
Pace Suburban Bus Division
Park Ridge Schools
Port Byron Central School
District
Posen-Robbins SD 143.5
Prospect Heights School
District
Riverside Public School
District 96
Rockford Public Library
Rock River Water
Reclamation District
Sherrard Community Schools
St. Charles School District
Sunset Ridge School District
Township High School District
214
Wheaton-Warrenville School
District 200
Winnetka Public Schools
District 36
Lake Forest College
Lincolnwood Public Library
Oak Park Library
Oswego Library District
Park District of Highland Park
Indiana
The University of Notre Dame
Indianapolis Public Library
Indianapolis Public Schools
Iowa
City of Ankeny
City of Bettendorf
City of Burlington
City of Cedar Rapids
City of New Hampton
City of West Des Moines
County of Johnson
County of Linn
State of Iowa
Burlington Community School
District
Cedar Rapids Community
School District
Davenport School District
Diocese of Davenport
Catholic Schools
Dubuque Community School
District
Knoxville Community School
District
Mason City School District
North Scott School District
Des Moines Area Community
College
Cedar Falls Utilities
Kansas
City of Shawnee
Michigan
University of Michigan
Lake Superior State
University
Minnesota
County of Anoka
Nevada
County of Nye
Town of Pahrump
New York
City of Batavia
Village of Ossining
North Carolina
City of Burlington
City of Gastonia
City of High Point
City of Kinston
City of Mount Airy
City of Salisbury
Arc of Stanley County
County of Buncombe
County of Cabarrus
County of Davie
County of Orange
St. Augustine College
Wake Forest University
Eastern Band of Cherokee
Indians
Salisbury Rowan Utilities
Ohio
County of Cuyahoga
County of Montgomery
South Dakota
Rapid City Area Schools
Texas
City of Dallas
City of Pflugerville
City of University Park
County of Collier
County of Denton
Corpus Christi Fire
Highland Park Police and Fire
International Bank of
Commerce
River Oaks Country Club
State Bank of Texas
University of
Texas Health Science
Center
Westwood Country Club
Utah
Washington County School
District
Virginia
Commonwealth of Virginia
Wisconsin
City of Appleton
City of Brookfield
City of Eau Claire
City of Wauwatosa
City of West Allis
County of Brown
County of Kenosha
County of Milwaukee
County of Waukesha
HIDTA Milwaukee
Diocese of Madison Catholic
Schools
Madison School District
Shorewood School District
Whitnall School District
West Allis School District

7.C.b
Packet Pg. 496
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
18 | 60
ClientFirst works with organizations to transform
the way they approach and make decisions
regarding information technology by educating and
building consensus among staff, departmental
leadership, management, and officials. Our
approach assesses the current environment,
reviews alternatives, and makes specific
recommendations, with supporting documentation
regarding strategy and tactical implementation.

Experience
I was extremely pleased with the product ClientFirst
delivered and the process used in their consulting.
department, and I was looking for a company that
could develop a roadmap for the City. I felt
ClientFirst kept everyone engaged and informed .

Director of Finance and Administrative Services
Technology Master Planning

7.C.b
Packet Pg. 497
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
19 | 60
The list below includes the list of agencies for whom our partners, managers and consultants have completed Technology Master/Strategic Plans and IT Assessments projects. More information related to these projects can be provided, upon request.

City of Albany
City of Ankeny
City of Appleton
City of Brentwood
City of Brisbane
City of Burbank
City of Camarillo
City of Chino
City of Colton
City of Corona
City of Countryside
City of Downey
City of Dublin
City of Foster City
City of Gastonia
City of Glendora
City of Hemet
City of Highland Park
City of La Habra
City of La Puente
City of Lake Forest
City of Larkspur
City of Manassas Park
City of Menlo Park
City of Mount Airy
City of Mission Viejo
City of Murrieta
City of Norco
City of Oakbrook Terrace
City of Pacific Grove
City of Palm Desert
City of Pflugerville
City of Piedmont
City of Pismo Beach
City of Port Hueneme
City of Rancho Cucamonga
City of Rancho Mirage
City of Redlands
City of Rialto
City of Riviera Beach
City of Rockford
City of Salisbury
City of San Gabriel
City of San Pablo
City of Seal Beach
City of Sierra Madre
City of Simi Valley
City of South Gate
City of South San Francisco
City of St. Charles
City of Tustin
City of Vacaville
City of West Covina
City of West Des Moines
Town of Danville
Town of Groton
Town of Groton PD
Town of Truckee
Town of Yucca Valley
Village of Cary
Village of Glencoe
Village of Kenilworth
Village of Libertyville
Village of Lincolnwood
Village of Lincolnwood PD
Village of Matteson
Village of Morton Grove
Village of Norridge
Village of Northbrook
Village of Northfield
Village of Oak Brook
Village of Oak Park
Village of River Forest
Village of Riverside
County of Atascosa
County of Davie
County of Denton
County of DuPage
County of Mariposa
County of Milwaukee County
County of Waukesha
Mendocino County
Sheriff
Riverside County Sheriff
Cucamonga Valley Water
District
CA-NV American Water Works
Association
Castaic Lake Water Agency
Castro Valley Sanitary District
Hayward Area Recreation &
Park District
Midpeninsula Regional Open
Space District
Ramona Water
Rosamond Community
Services District
San Bernardino Municipal
Water
Southern California Coastal
Water Research
Sweetwater Authority
Western Municipal Water
District
Consolidated High School
District 230
Dubuque Community School
District
East Aurora CUSD 129
Harrison School District 36
Indian Prairie Community Unit
School District 204
J. Sterling Morton School
District 201
Jurupa Community Services
District
Morton High School District
Naperville Community Unit
School District 203
Naperville Park District
Norridge Park District
Park Ridge Schools
Riverside Public School District
96 University of Michigan
West Covina Unified School
District
Illinois Action for Children
Illinois Municipal Retirement
Fund
Lincolnwood Public Library
Oswego Library District
Park District of Highland Park

7.C.b
Packet Pg. 498
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) PersonnelInformation Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
20 | 60
The personnel selected for this engagement are
experts in their given disciplines, chosen
according to the specific needs of this project,
working as an integrated team to provide end-to-
end consulting and support services. Detailed
profiles for each Project Team member are found
in this section.

Personnel

7.C.b
Packet Pg. 499
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
21 | 60
A Technology Planning project requires our staff to dedicate time to the project periodically over the length of the project. In some weeks, the City will be filling out questionnaires or reviewing documents and ClientFirst staff will spend a small amount of time on the project. Other weeks, for instance during interviews, plan development and workshops, ClientFirst staff would spend the majority of their time work on the Cathedral City technology plan.

The ClientFirst project manager resides in Palm Desert and will be available for onsite meetings as required.

At any given time, we expect a maximum of two consultants to be onsite. ClientFirst staff will be pleased to work from a conference room.

7.C.b
Packet Pg. 500
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
22 | 60
Partner IT Infrastructure and Operations Consulting Practice Leader
Tom Jakobsen has over 30 years of experience in the information technology arena. His interdisciplinary experience has given him a unique understanding of the interrelationship between IT infrastructures and the applications they support. It has also afforded him firsthand experience demonstrating the benefits of project management and system development life cycles for infrastructure- oles as a Virtual CIO and
Consultant provide clients with a resource of tremendous experience who understands interdepartmental and vendor relationships and their management.

Highlights
Former National IT Infrastructure Consulting Practice Leader for RSM -largest CPA and consulting firm
Ongoing Contract CIO for multiple agencies
Former CIO at Frame Relay Corporation
Interim CIO at AAA Colorado
Interim CIO at AAA Arizona
Two-time Interim CIO at Illinois Action for Children
Managed hundreds of IT consulting projects with dozens of municipalities and local governments
Agency Experience
City of Bloomington
City of Brentwood
City of Burbank
City of Calabasas
City of Camarillo
City of Chino
City of Colton
City of Corona
City of Downey
City of Dublin
City of Foster City
City of Glendora
City of Healdsburg
City of Highland Park
City of Joliet
City of La Habra
City of La Puente
City of Laguna Niguel
City of Lake Forest
City of Larkspur
City of Menlo Park
City of Mount Airy
City of Murrieta
City of Naperville
City of Oakbrook Terrace
City of Pacific Grove
City of Palm Desert
City of Palmdale
City of Piedmont
City of Rancho Cucamonga
City of Rancho Mirage
City of Redlands
City of Rialto
City of Riviera Beach
City of Rockford
City of Rohnert Park
City of Salisbury
City of San Gabriel
City of San Pablo
City of Seal Beach
City of Sierra Madre
City of Simi Valley
City of South Gate
City of South San Francisco
City of St. Charles
City of West Covina
City of West Des Moines
County of Denton
County of Davie
County of Mariposa
County of Mendocino
County of Tuolumne
Town of Danville
Town of Groton
Town of Yucca Valley
Village of Arlington Heights
Village of Bloomingdale
Village of Cary
Village of Glencoe
Village of Homewood
Village of Kenilworth
Village of Libertyville
Village of Lincolnwood
Village of Northbrook
Village of Northfield
Village of Oak Brook
Village of Oak Park
Village of Ossining
Village of Palos Park
Village of River Forest
Village of Riverside
Batavia USD 101
Butler SD 53
Carpentersville School
District
Central CUSD 301
CHSD 230, Orland Park
Colton Joint USD
Community CSD 158
Cucamonga Valley Water
District
CUSD 300
CUSD 308, Oswego
DeKalb CUSD 428
Durand CUSD 322
East Aurora SD 131
Forest Preserve District of
Will County
Geneva CUSD 304
Glenview SD 34
Harlem SD 122
Harrison SD
Hononegah Community
HSD 207
Illinois Action for Children
Illinois Municipal
Retirement Fund (IMRF)
Indian Prairie CUSD 204
Indianapolis Public Library
J. Sterling Morton HSD 201
Lake Elsinore USD
Lincolnwood Public Library
Mount Prospect SD 57
Naperville CUSD 203
Naperville Park District
Nationwide Trial Division
Norridge Park District
Oak Park Library
Orland Park D230
Oswego Public
Library District
Park District of
Highland Park
Park Ridge-Niles SD
Riverside SD 96
Romoland SD
Salt Creek SD 48
San Jose Evergreen
Community College
San Marino USD
SD U-46, Elgin
St. Charles CUSD
303
Stanislaus Council of
Governments
Township HSD 214
University of Chicago
Washington County
SD
West Aurora SD 129
West Covina USD
CA-NV American Water
Works Association
Castaic Lake Water
Agency
Castro Valley Sanitary
District
Jurupa Community
Service District
Mesa Water District
Midpeninsula Regional
Open Space District
Newhall Co Water District
Ramona Municipal Water
District
San Bernardino Municipal
Water
Western Municipal Water
District
Winfield SD 34

CREDENTIALS, DEGREES,

AND AFFILIATIONS
Bachelor of Science in
Mathematics and Economics
from University of Iowa
Member, Project Management
Institute, Midwest Chapter
Member, University of Iowa
Graduate College, Advisory
Board

SPECIALTIES
Network Design, Procurement,
Implementation, and Oversight
Cybersecurity
Disaster Recovery
IT Operations Management
Interim CIO/IT Management
Project Management
Assessments, Strategy, and
Planning
Know that I am extremely satisfied
with the team we have assembled. It
is comforting to have steady hands
guiding us into the 21st century!
City Administrator
CA Municipality
assisting us in moving forward on
all fronts.

City Manager
IL Municipality

7.C.b
Packet Pg. 501
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
23 | 60
(Inactive )
Partner Enterprise Applications Consulting Practice Leader David Krout has 24 years of experience assisting local governments with a broad scope of information technology needs. He specializes in working with organizations to identify their strategic, organizational, application, and functional requirements to determine which system and/or specific applications are a proper fit for both the agency and the vendor. accounting, and management consulting has given him the ability to collaborate with C-level executives and department staff from a practical, business-management perspective to maximize their technology utilization.

Having also worked for a leading local government enterprise software provider, Mr. Krout brings a unique understanding of consulting, client representation, and vendor relationships to the collaboration between the agency and software vendors.

Highlights
Served on the National Committee for Information Technology for the Institute of Management Accountants
Former President, Institute of Management Accountants, Inland Empire Chapter
Former Government IT Consulting Manager for RSM McGladrey, the -largest CPA and consulting firm
Featured speaker for the California Society of Municipal Finance Officers (CSMFO), Municipal Information Systems Association of California (MISAC), and Texas Association of Government Information Technology Managers
Project lead with over 100 public-sector agencies throughout the United States
Agency Experience
City of Batavia
City of Bloomington
City of Brentwood
City of Brisbane
City of Burbank
City of Burlington
City of Carlsbad
City of Camarillo
City of Chino
City of Clovis
City of Colton
City of Corona
City of Coronado
City of Dublin
City of Foster City
City of Gastonia
City of Healdsburg
City of Hemet
City of Highland Park
City of Indio
City of La Habra
City of La Puente
City of Laguna Niguel
City of Lake Forest
City of Larkspur
City of Lomita
City of Manassas
Park
City of Menlo Park
City of Mission Viejo
City of Murrieta
City of Pacifica
City of Palm Desert
City of Palmdale
City of Pelham
City of Piedmont
City of Rancho Mirage
City of Redlands
City of Rialto
City of Riviera Beach
City of Rosemead
City of Salisbury
City of Sandpoint
City of San Gabriel
City of San Jacinto
City of Shawnee
City of Sierra Madre
City of Simi Valley
City of South Gate
City of Tustin
City of West Covina
City of West Des
Moines
County of Butte
County of Buncombe
County of Denton
County of Mendocino
County of Orange
County of Riverside
County of San
Bernardino
Town of Danville
Town of Groton
Town of Hillsborough
Town of Truckee
Village of Glencoe
Village of Lincolnwood
Village of Northfield
Village of Oswego
Village of River Forest
CA-NV American Water
Works Association
Castaic Lake Water
Agency
Castro Valley Sanitary
District
Colton Joint Unified
School District
Cucamonga Valley
Water District
Gastonia Water & Power
Glendale Water and
Power
HIP Housing
Lake Elsinore Unified
School District
Menifee Unified School
District
Mesa Water District
Midpeninsula Regional
Open Space District
Ramona Municipal
Water District
Rincon del Diablo
Municipal Water
District
Rock River
Reclamation District
Rosamond Community
Services District
Salisbury-Rowan Utilities
San Bernardino
Municipal Water
Southern California
Coastal Water
Research (SCCWRP)
Walnut Valley Water
District
West County Wastewater
District
Western Municipal Water
District
Mechoopda Indian Tribe
Eastern Band of
Cherokee Indian

CREDENTIALS, DEGREES,

AND AFFILIATIONS
Certified Public
Accountant (CPA)
(Inactive)
Bachelor of Science in
Business Administration
Accounting, CSU San
Bernardino

SPECIALTIES
Business Process
Reviews
Applications
Requirements Definition
Enterprise Applications
Architecture
Current System Needs
Analysis and
Improvement
New Software Selection
Assistance
Technology Master
Planning
Project Management and
Oversight
Conversion Assistance
and Planning
Contract Reviews and
Negotiations
It has been absolutely key to this
project that ClientFirst, especially
Dave, knows the governmental
environment, its limitations and its
opportunities.

Director of Administrative
Services
CA Municipality
(Inactive)

7.C.b
Packet Pg. 502
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
24 | 60
Jamie T. Shell, PMP
Director, Enterprise Applications Consulting
Jamie Shell has over 25 years of public sector experience, including 10 years working in local government finance (Finance Director) and over 15 years assisting local governments with various information technology needs . He specializes in working with organizations to identify their strategic, organizational, application, and functional requirements to determine whi ch system and/or specific applications are a proper fit for both the agency and the vendor.
and software implementation has given him the ability to work jointly with C - level executives, agency/department heads, and staff to maximize their technology utilization.

Having worked in government and as an enterprise software provider, Mr.

Shell brings a unique understanding of the perspectives of both the agency and software vendors.

Highlights
Former municipal Finance Director
Served as President of the Eastern Kansas Government Finance Officers Association (2005)
Former manager of Client Services with one of the largest government ERP vendors.

Former manager of Professional Services with an other major government ERP vendors.

Successfully managed onsite and remote projects for over 50 public - sector agencies throughout the United States.

Agency Experience
County of Clermont
County of Cook
County of Denton
County of Douglas
County of Kauai
County of Nassau
County of New Castle
County of Ramsey
County of San Juan
County of San Mateo
City of Alpharetta
City of Atlanta
City of Barrie
City of Batavia
City of Battle Ground
City of Bentonville
City of Branson
City of Carlsbad
City of Chattanooga
City of Clovis
City of Coronado
City of Dubuque
City of East Point
City of Edmonton
City of Elgin
City of Elmhurst
City of Evanston
City of Flagstaff
City of Fort Collins
City of Gallup
City of Glendora
City of Grand Rapids
City of Henderson
City of High Point
City of Hoover
City of Indianapolis/
Marion County
City of Kansas City
City of Medford
City of Memphis
City of Mesa
City of Miami
City of Minden
City of Naperville
City of New Port
Richey
City of Norco
City of Oviedo
City of Pacifica
City of Palm Desert
City of Pearland
City of Port Angeles
City of Poulsbo
City of Prescott
City of Richmond
City of Salinas
City of Simi Valley
City of St. Petersburg
City of Stockton
City of Tyler
City of Vacaville
City of West Covina
City of West
Hollywood
City of West Lafayette
City of West
Sacramento
City of Wilmington
Town of Cary
Town of New Canaan
Town of Isle of Palms
Town of Prescott
Valley
Town of Vail
State of New Jersey
State of New Mexico
California State
Auditor's Office
California State
California Office of
Emergency Services
Ewing Marion
Kauffman Foundation
Province of Nova
Scotia
State of Hawaii
Campaign Spending
Commission
State of
Massachusetts
State of Maine
State of Michigan
Administrative Office
of Courts
State of Rhode Island
State of Virginia Dept
of Rail & Public
Transportation
Ewing Marion
Kauffman Foundation
Castaic Lake Water
Agency
Coachella Valley
Water District
Commodities Futures
Trading Commission
Cucamonga Valley
Water District
Four Rivers Sanitation
Authority
West County
Wastewater District

CREDENTIALS, DEGREES,

AND AFFILIATIONS
Project Management
Professional (PMP)
Bachelor of Science in
Business Administration
Accounting, Missouri
Western State University

7.C.b
Packet Pg. 503
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
25 | 60
Cindy got involved at a time when
the project was not on target, and
multiple entities were not on the
same page. Through her work ethic
and can-do attitude, she was able,
in a short period of time, to bring all
the different parties together and
.

Teddy Kavaleri, DC OUC CIO
Government of the District of Columbia
Director, Enterprise Applications Consulting
Ms. Belcher has over 25 years of public sector software implementation experience. She is familiar with all facets of the software project life cycle:
sales, procurement, project management, consulting, business analysis, training, and support. Cindy has helped an unprecedented number of organizations to successfully implement and sustain their technology systems.

Ms. Belcher has first-hand knowledge of what it takes to not only select the right software, but also the efficient means by which to successfully government industry. Ms. Belcher has worked for several leading software vendors in all specialties, which affords her a unique insight into software vendor operations.

She has also trained thousands of users and worked on extensive custom accomplishment stems from her unique ability to listen, understand the needs of her customers, and apply technology to fulfill their requirements.

Highlights
Successfully managed software implementation projects for over 130 agencies throughout the U.S.

Managed remote cross-functional project teams in a matrix organization for projects ranging from upgrades to new implementations worth $150K - $7M
Hands-on experience in the development of feature/function specifications, RFPs, and statements of work for successfu l IT software selection and implementation projects
In the last five years alone, developed requirements, documented, and implemented over 84 complex, custom interfaces
Agency Experience
City of Albany
City of Batavia
City of Bend
City of Benicia
City of Berkeley
City of Boulder
City of Brea
City of Brenham
City of Brisbane
City of Broomfield
City of Carlsbad
City of Casa Grande
City of Ceres
City of Chattanooga
City of Chico
City of Cincinnati
City of Cleveland
City of Coronado
City of Corpus Christi
City of Corvallis
City of Cotati
City of Dublin
City of Durham
City of Elk Grove
City of Eureka
City of Ferndale
City of Flagstaff
City of Folsom
City of Fortuna
City of Friendswood
City of Ft. Lauderdale
City of Galt
City of Golden
City of Goodyear
City of Healdsburg
City of Hemet
City of Huntington
City of Kingman
City of Laguna Beach
City of Lake Forest
City of Lake Havasu
City of LaPorte
City of Laredo
City of Mansfield
City of Marietta
City of Maywood
City of Milwaukee
City of Modesto
City of Molokai
City of Mountain View
City of Murrieta
City of New London
City of Newark
City of Nogales
City of Norco
City of Norfolk
City of Pacifica
City of Parker
City of Peoria
City of Petaluma
City of Piedmont
City of Prescott Valley
City of Red Bluff
City of Richmond
City of Rio Dell
City of Rio Rancho
City of Rohnert Park
City of Roseburg
City of Roswell
City of Salinas
City of San Benito
City of San Jose
City of Santa Ana
City of Santa Fe
City of Santa Rosa
City of Scottsdale
City of Seabrook
City of Sebastopol
City of Sierra Vista
City of Skokie
City of Sonoma
City of Springfield
City of Stephenville
City of Thorton
City of Tucson
City of Turlock
City of University Place
City of Vail
City of West Sacramento
City of Woodway
City of Yum

CREDENTIALS, DEGREES,

AND AFFILIATIONS
Bachelor of Science in Business
Administration from Ohio State
University
PMP Certification from the
Project Management Institute
(Current)

SPECIALTIES
Project Management (PMP)
Certified Prosci Change
Management Practitioner
GIS requirements
SOW Development
Consulting/Fit and Gap Analysis
Contract Negotiations
Critical-Path Project Scheduling
and Budget Accountability
RFP Development

7.C.b
Packet Pg. 504
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
26 | 60
Director, Infrastructure Consulting Services
Craig Williams has over 25 years of experience in the IT profession, focused primarily on providing visionary consulting and support for education and other public-sector organizations. A former school CIO, Craig emphasizes a balanced perspective of improvement in all areas of IT, from internal infrastructure to public-facing technologies. He is an articulate consensus - builder with executives, departments, staff, and the public . Craig leverages his extensive master planning, infrastructure design, application implementation and project management experience to provide districts with effective, lasting results in utilizing technology to fulfill their educational mission.

Highlights
Full Wireless replacement RFPs for school districts
Building security replacement for Illinois school district Numerous E-Rate network equipment RFPs
E-Rate WAN RFPs
Point-to-point WAN for Illinois school district
Fiber replacement for mid-sized K-12 school district
Selected as one of 16 technology directors nationally for HP and Intel Profiles in Leadership through Tech and Learning Magazine Directed technology support and oper -largest
public-school district, serving 40,000 students . Led technical staff of 71.

Increased customer satisfaction from 87.7% to 95.2% rate.

National award from the Help Desk Institute as one of Elite 50 organizations for customer support across all industries Agency Experience
Arie Crown Hebrew Day
School
Batavia School District
Butler SD 53
Carpentersville CUSD 300
Central CUSD 301
City of Azusa
City of Glendora
City of Joliet
City of Pacific Grove
City of Piedmont
City of Manassas Park
City of Rancho Mirage
City of Riviera Beach
City of San Pablo
City of South San Francisco
City of West Covina
City of West Des Moines
Community High School
District 99
County of Davie
County of Mariposa
County of Mendocino
County of Tuolumne
Chicago International Charter
Schools
DeKalb CUSD 428
Durand CUSD 322
Forest Ridge SD 142
Forest Preserve District of
Lake County
Geneva CSD 304
Harlem School District 122
Harvard Comm SD 50
Harvey SD 152
Hinsdale HSD 86
Hononegah SD 207
Huntley SD 158
Indian Prairie CUSD 204
J. Sterling Morton HSD 201
Lake Zurich SD 95
Marmion Academy
Mount Prospect SD 57
Naperville CUSD 203
Northbrook Public Library
Posen-Robbins SD 143.5
Rockford Public Library
Rock River Water Reclamation
District
Salt Creek SD 48
San Bernardino Municipal
Water District
Steppenwolf Theatre
Sunset Ridge School District
Town of Groton
Thornton Fractional HSD 215
Township HSD 214
Village of Lincolnwood
Village of Orland Park
Village of Park Forest
Village of River Forest
Village of Wheeling
West Aurora SD 129
Wheaton Warrenville CUSD
200
Winnetka SD 39

CREDENTIALS, DEGREES,

AND AFFILIATIONS
Bachelor of Science in
Architecture, University of Illinois
BICSI Registered
Communication Distribution
Design (RCDD)
BICSI Network Technology
Systems (NTS) Designer
MBA, North Central College
(Concentration in Management
Information Systems)

SPECIALTY AREAS
Infrastructure Low Voltage
Systems/Cabling
Data Center/Networking
Wireless
Project Management
Business and Human Resources
Systems
CIO Advisory
Public-Facing Web Technology
Staff Support/Customer Service
Craig, you were instrumental in the
successful completion of this project
all along the way, but especially as
Superintendent of Schools
IL School District
issues, as well as his ability to convey
them in a manner that made sense to
me.

Library Director
IL School District

7.C.b
Packet Pg. 505
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
27 | 60
Senior Help Desk Technician
Keith Culp is a versatile IT professional with over 12 years of experience in IT system support and administration across a broad spectrum of infrastructure environments and client types. He handles project management and product support to provide our clients with efficient and secure IT environments. -solving, and communication skills, combined with
his years of experience, formal training, and professional certifications make Highlights
Help Desk support
Hardware/software installation, maintenance, and upgrades On-site training and user-friendly documentation
Network Documentation
Server Management
Antivirus
Backup Design and Implementation, including Backups to Cloud Disaster Recovery Planning, Testing, and Maintenance
Experienced in multiple infrastructures
Project Management: Application Implementations, Har dware Upgrades, Infrastructure Build-Outs, and Office Relocations.

Agency Experience
Village of River Forest
Village of Riverside
Village of Lincolnwood
Northbrook Public Library
Harris Theater
Assurance Agency
Ares Asset Management
Cradle Adoption Services

CREDENTIALS, DEGREES,

AND AFFILIATIONS
CompTIA A+
Network +
Security +
Project +
CCNA Routing & Switching

SPECIALTY AREAS
Help Desk support
Hardware/software installation,
maintenance, and upgrades
On-site training and user-friendly
documentation
Network Documentation
Server Management
Antivirus
Backup Design and
Implementation, including
Backups to Cloud
Disaster Recovery Planning,
Testing, and Maintenance
Experienced in multiple
infrastructures
Project Management: Application
Implementations, Hardware
Upgrades, Infrastructure Build-
Outs, and Office Relocations.

Keith, I just wanted to thank you again for
working on the WatchGuard project. The
installation went smoothly, and you set
everything up perfectly. Thanks again.

Sergeant
IL Police Department

7.C.b
Packet Pg. 506
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
28 | 60
Management Consultant, Enterprise Applications
10 years
working within public agencies. His expertise includes business analysis and project management in the areas of public administration and finance, in executives, and department-level staff in business applications systems selection, risk mitigation, fiscal planning, and business process analysis for implementing practical technology strategies and solutions in the local government and public education environments.

Having worked closely with stakeholders and groups of various sizes in these they face and is well-versed in the collaborative process to implement best - practice strategies in finding optimal s olutions to serve their constituents.

Highlights
Project manager for systems selection/acquisition and implementations Conducted business/needs assessment analyses
Facilitated gap analyses
Developed business systems functional and technical requirements an d definitions
Lead feasibility and operations efficiency studies
Provided go-live-related user-acceptance testing (UAT) and readiness assessments
Former municipal budget planner with a triple -A bond-rated agency Agency Experience
City of Albany
City of Brentwood
City of Brisbane
City of Carlsbad
City of Clovis
City of Piedmont
City of Pacifica
City of San Bernardino
City of Benbrook
City of Boca Raton
City of Cedar Hills
City of Coral Springs
City of Corpus Christi
City of Dover
City of Farmers Branch
City of Fredericksburg
City of Gahanna
City of Gloucester
City of Grants Pass
City of Irving
City of Lauderdale Lakes
City of Lawrence
City of Lewiston
City of Lowell
City of Manassas Park
City of Midland
City of Mission Viejo
City of Pelham
City of Ormond Beach
City of Sandpoint
City of Santa Fe
City of Shawnee
City of Vacaville
County of Albany
County of Dane
County of Gallatin
County of Minnehaha
County of Steuben
County of Tompkins
County of Mendocino
Mt. Lebanon Township
Town of Andover
Town of Brunswick
Town of Freeport
Town of Groton
Town of Middleborough
Town of Sharon
Town of Wellesley
Town of Westwood
West County Wastewater District
Cherry Creek School District
Montgomery County Public Schools
Round Rock Independent School
District
Spokane Public Schools
California Air Resources Board
California Environmental Protection
Agency
San Bernardino Municipal Water
Maine Office of Public Advocate
Maine Public Utilities Commission
Massachusetts Energy Facilities Siting
Board
Rock River Reclamation District
US Federal Energy Regulatory
Commission
US Nuclear Regulatory Commission
Wellesley Municipal Light Plant

CREDENTIALS, DEGREES,

AND AFFILIATIONS
MPA Government
Administration/Finance,
Suffolk University
Bachelor of Arts,
Anthropology, Bates
College

SPECIALTIES
Business Process
Reviews
Applications
Requirements Definition
Current System Needs
Analysis and
Improvement
New Software Selection
Assistance
Project Management and
Oversight
Conversion Assistance
and Planning
Well organized, providing solid tools to track progress and provide a roadmap for our implementation. An
asset for pulling our team together for this lengthy and important organization-wide project.

Director of Human Resources
CT Municipality

7.C.b
Packet Pg. 507
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
29 | 60
Senior GIS Consultant
Toby Soto has 26 years of GIS experience in the local government sector. previous GIS positions in local government provides clients with tremendous GIS implementation and integration experience. He understands the link between Business Unit GIS needs, technical requirements, and a practical, cost-effective GIS strategy. Toby is considered an industry expert in GIS Leadership and Management and regularly publishes GIS-related articles and resources. He also hosts monthly Highlights
Esri SAG Award with the City of Anaheim GIS
2011 Implemented Project ViewFinder Application saving the City of Anaheim $100,000 per year in repaving cost
Podcasts, and Webinars
Former Orange County GIS Users Group Coordinator
Multiple Local Government GIS Implementations and Implementations Former IT Manager, City of Lake Elsinore
Former Chief of Technical Information, Wester Riverside County Regional Conservation Authority
Project Experience
Process Streamlining and Redefinition
Process Workflow Creation
Software Configuration and
Troubleshooting
Project Management
GIS Strategy and Organization
Development
GIS Policy Development
Open Data Strategy
Development
Business Process Analysis
Web/Cloud-Based Technology
and Workflow Optimization
GIS ROI Analysis
GIS Web App Development
Citizen Access GIS Web Maps
Development
GIS Migration and Workflow
Development
ETL Conversions
Cognos and Crystal Reports
GIS Enterprise Application
Integrations
Implementation and Maintenance
of Online GIS Services
Database Administration
GIS Budget Development
GIS Leadership Coaching and
Mentoring
Server Management
Network Analysis and
Maintenance
CIP Project Tracking
Agency Experience
City of Anaheim
City of Azusa
City of Brisbane
City of Carlsbad
City of Diamond Bar
City of Lake Elsinore
City of Pflugerville
City of Piedmont
City of Rancho Cucamonga
City of Rancho Mirage
City of Riverside
City of Salinas
City of Sandpoint
City of Simi Valley
City of Vacaville
City of West Sacramento
City of Wood Dale
Riverside County
Mendocino County
Four Rivers Sanitation Authority
Western Riverside County Regional
Conservation Authority
Disneyland (GIS Programmer/Analyst
Water/Electric utilities)

EDUCATION
California State University,
Fullerton, CA

SPECIALTIES
GIS Strategic Planning
GIS Implementation
GIS Integration
GIS Web Development
GIS Mobile Applications
Open Data/ Philanthropy

7.C.b
Packet Pg. 508
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Planning

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
30 | 60
We believe our clients are our best salespeople.

The references listed here are examples of clients
with similar needs. Each of these clients has
retained our services many times. We pride
ourselves on client satisfaction and strive to
maintain long-term relationships with our clients as
partners.

References
I would absolutely recommend ClientFirst to
other entities, and continue to hire them for our
projects.

City Manager
CA Municipality

7.C.b
Packet Pg. 509
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
31 | 60
ClientFirst as conducted this engagement nearly 100 times over the last 18 years. We have worked with local government agencies ranging from Riverside County to very small Villages.

The references below will provide a mix of agency sizes in population. We limited the below references to California. Please see the list of Similar Projects included above in this proposal.

City of Palm Desert
73-510 Fred Waring Drive, Palm Desert, CA 92260-2578
Lori Carney, Director of Administrative Services 760.346.0611 [email protected]
Clay Von Helf, Manager of Information Technology 760.346.0611 [email protected]
Initially, we assisted the City of Palm Desert in the selection of a new telephone system During the 2016/17 fiscal year we developed an IT Master Plan with 80 separate initiatives.

City of Rancho Mirage
69-825 Highway 111, Rancho Mirage, CA 92270
Jason Jaurigue, Information Services Manager 760-324-4511 x236 [email protected]
Isaiah Hagerman, City Manager 760.770.3207 x232
[email protected]
We delivered the ently, we assisted with an ERP
selection, a network and wireless redesign including a new outdoor auditorium space and other projects.

Town of Yucca Valley
57090 Twenty-Nine Palms Highway, Yucca Valley, CA 92284 Jessica Rive, Management Analyst 760.369.7207 x227
[email protected]
We performed an IT Assessment for the Town in late 2016. We recently received staff feedback that most of the initiatives included in the assessment have been completedand they are ready for a more comprehensive Technology Master Plan.

7.C.b
Packet Pg. 510
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
32 | 60
Mendocino County
501 Low Gap Road, Room 1010 Ukiah, CA 95482
Janelle Rau, Director General Services 707.463.4441
[email protected]
Darcie Antle, MS, HAS, Acting Chief Executive Officer 707.234.6034 [email protected]
We presented the final IT Master Plan to the Board of Supervisors in late 2018. We continue to work with the County, providing Strategic Advisory Services, project management, and subject matter expertise for a wide range of projects including ERP improvements, Cannabis program assistance, public safety radio and property taxes.

City of Larkspur
400 Magnolia Avenue, Larkspur, CA 94939
Dan Schwarz, City Manager 415.927.5110
[email protected]
Larkspur received their Technology Plan in summer of 2019. Since that time, we have assisted in the selection of a new IT Support company, Land Management system selection and implementation project management.

City of Brisbane
50 Park Place, Brisbane, CA 94005
Stuart Schillinger, Deputy City Manager 415.508.2151
[email protected]
The Brisbane Technology Master Plan was presented to Council in October 2021. As a follow- on project we developed a GIS Master Plan for the City.

City of Vacaville
650 Merchant Street., Vacaville, CA 95688
Keith McDonald, IT Manager 707.449.5495
[email protected]
Vacaville received their IT Master Plan in July 2020. Since that time, we created a GIS Master Plan for the City, provided IT Strategic Advisory services and assisted with defining future Land Management system improvements.

7.C.b
Packet Pg. 511
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
33 | 60
City of Albany, CA
100 San Pablo Avenue, Albany, CA 94706
Isabelle Leduc, Assistant City Manager 510.528.5710
[email protected]
ClientFirst completed Technology Master Plan for the City of Albany in April 2020. Since that time ClientFirst has assisted in the procurement of a new Hyperconverged server/storage system and developed draft technology policies of the City. We are currently creating a Business Continuity Plan for the City, expanding on the current Disaster Recovery Plan.

7.C.b
Packet Pg. 512
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
34 | 60
We assess overall technology strengths and
weaknesses. From these, we determine key
strategies, goals, and objectives to address
identified issues, which are provided in a
preliminary report summarizing our findings and
observations along with corresponding technology
initiatives.

Services

7.C.b
Packet Pg. 513
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
35 | 60
Project Kick-Off and Initiation
The project kick-off is a time to review the City available documentation and background information, as well as set expectations for the project. We provide information requests and questionnaires for completion by the operational departments and other stakeholder groups.

After obtaining and reviewing the background information, we meet with the Project Manager and Technology Planning Committee to review the work plan, establish overall responsibilities and communications for the project, schedule meetings, and finalize the project plandetails.

Operational Department Reviews
The focus of operational department reviews is understanding current and future use of technology to support the business operations of the organization. The best source of information regarding gaps and issues with the technology are the individuals who work with it on a daily basis. We conduct workshops with representatives from each department at all levels. This provides an opportunity for users to voice concerns, share gaps in IT services, and identify strengths and weaknesses of current technology and business processes.

Workshop discussion topics include:

Enterprise and Departmental Application
Needs
Business Processes
Improvements and Automation
Application Interfaces and Data Sharing
GIS
Reporting Issues
User IT Support Needs
User Training Recommendations
Departmental
Application Analyst Needs
Enterprise Communications
Remote Access and Mobile Computing
Emerging and Smart Technologies
Regulatory Compliance Issues
Technology Governance
Smart City Applications
ROI or Cost-Benefit Considerations
IT Infrastructure and IT Operations Review
ClientFirst conducts infrastructure reviews with highly qualified subject-matter experts, performing infrastructure and operations reviews with systems engineers that continually design, implement, and maintain IT infrastructure.

Our infrastructure and operations workshops focus on assessing the City and cybersecurity readiness, as well as IT service delivery. We will tour the City major technology facilities. We plan to meet with IT management to discuss the current budget, as well as existing and planned IT-related projects.

Our IT operations subject-matter experts currently design, procure, support, manage infrastructure, and support operations daily for numerous local government agencies. We address potential areas for improvement, such as staff productivity, collaboration alternatives, policies and procedures, security, disaster recovery, etc.

7.C.b
Packet Pg. 514
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
36 | 60
ClientFirst will conduct a gap analysis as a precursor providing specific recommendations, including projects, approaches, and best practices. We do not resell any hardware or software, so our recommendations and examples are vendor-agnostic. The options we suggest are tailored to accommodate agency skill sets, knowledge, current environment, strategic direction, and budget realities.

We provide unique service options that go far beyond traditional Technology Assessment and Plans because of the depth of our . Our
clients benefit from these in-depth technical services because of the long-term value they add to the assessment and planning.

Risk Assessment
Our team conducts a high-level evaluation of the City posture. The assessment includes the following related findings, recommendations, and initiatives.

IT Network and Infrastructure
Cybersecurity Readiness
IT Operational Readiness
Incident Response Capabilities
Resiliency
Policies, Procedures, and Effective
Cybersecurity Processes
IT Staffing Assessment
ClientFirst s project team includes an IT
Operations Practice Leader who manages daily
IT support operations for multiple agencies, as
well as ongoing contract IT Management and
CIO services. This daily, hands-on experience
results in real-world, relevant recommendations
regarding support for current and emerging
technologies.

ClientFirst will perform an IT staffing Needs
Assessment and review existing IT outsourcing
contracts and arrangements. We look at the
City current and future resource requirements,
service-delivery model, IT support structure,
and staff capabilities and skill sets and perform
a gap analysis. After identifying strengths and
weaknesses, we discuss potential structures, skill sets, and training options. Staffing recommendations and other metrics are based on benchmark surveys of similar organizations coupled with our own experience in managing similar IT environments.

Their current and relevant experience with government agencies was a real value. They could provide valid examples, and in many cases provide apples -to-apples comparisons, so it made the process easier. ClientFirst had direct experience about what other cities had done and how well it worked for them, so their recommendations were supported by meaningful examples and experiences, making the process feel very personalized.

Administrative Services Director
CA Municipality

7.C.b
Packet Pg. 515
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
37 | 60
We assess overall technology strengths and weaknesses. From these, we determine key strategies, goals, and objectives to address identified issues, which are provided in a preliminary report summarizing our findings and observations along with corresponding technology initiatives. Initiative categories include:

Best Practices
Technology Governance
Departmental Applications and Systems
Smart Technologies
IT Infrastructure
IT Operations
Cybersecurity/Risk Assessment
Telecommunications
IT Staffing
Technology Initiative Development
After categorizing the technology initiatives, we research implementation and support costs and prioritize them based on their level of importance to daily business operations. We then consolidate them into a Current State Technology Assessment and Recommendations Report, used for our workshops. This report contains descriptions of our findings and observations, recommendations, next steps, preliminary budgets, implementation timelines, as well as any dependencies that were identified as part of the process. PMI, COBIT, and ITIL, as noted earlier, are applied as methods of adopting and incorporating best practices into the City operations. We expect to identify approximately 60-100 technology projects or initiatives in the following categories:

Application Enhancements
Business Process Improvements and
Training Needs
GIS Improvements
Network Infrastructure
Telecommunications Infrastructure
Business Continuity
Cybersecurity
Help Desk and Metrics
Policies and Procedures
Emerging and Smart Technologies
Cloud Computing
Information Technology Staffing and
Training
Technology Governance
Additionally, we include planning for ongoing operations, maintenance and support budgets, and the development of project durations for each major initiative.

I received a lot of feedback from the departments about how they can see the positive changes that are ahead and have a much- It has had a
very positive impact on the IT team members. A woman in the department wanted to retire this year but has decided to delay her retirement for five years because she is so excited about the new purpose. Staff members are excited about coming to work because they have a new plan and manager, with new training and education, and a new purpose for their efforts.

Director of Finance and Administrative Services
FL Municipality

7.C.b
Packet Pg. 516
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
38 | 60
With our Current State Technology Assessment and Recommendations Report in hand, we conduct planning and prioritization workshops. We discuss our findings and recommendations with the Project Manager, Department of Information Technology, Technology Planning Committee, and executive management.

Departments and Project Team Workshops
The Departments and Project Team Workshop focuses mainly on operational needs, such as business processes, user productivity, software improvements, and customer service.

The goal of these workshops is for the consulting team and City staff to develop consensus on the recommendations and
objectives. The workshop format is conducive to a free-flowing discussion of ideas, while also providing an opportunity for City staff to question our assumptions, budgetary cost models, recommended priorities, and suggested solutions.

We strive to understand the City constraints and
develop creative solutions within those constraints. We will work with the City to prioritize projects via cost-benefit analysis and other ROI considerations.

IT Infrastructure and Operations Workshops
This workshop focuses primarily on findings and recommendations related to the City infrastructure, day-to-day operations, metrics, and staffing.

Prioritization Workshops
Once the entire project team is educated on the technology initiatives for the five-year planning period, we conduct a prioritization workshop in two parts. The initial prioritization will be conducted without the Project Committee seeing the project cost estimates. Priorities are then adjusted after taking budget and resource realities into consideration.

The workshop methodology prepares team members for the ongoing task of Technology Governance by helping them understand resource limitations and their effect on technology priorities. This workshop broadens the horizon of each team member to include a better understanding of colleagues needs in other departments.

ClientFirst keeps an eye on the costs. I feel David Krout's accounting background was evident in the way CF evaluated expense s. They were always looking for the "low -hanging fruit", the "big win", and the most cost-effective way for the agency to achieve its goals.

Their approach was very real-world. With other consultants, it seemed like the suggested solutions were pretty canned or the latest-and-greatest in the industry, instead of solutions that were specific to the agency's situation.

IT Director
CA Municipality

7.C.b
Packet Pg. 517
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
39 | 60
Executive Committee Workshop
We conduct an Executive Committee Workshop to educate and gain feedback from the City Executive Team. It is important for City leadership to understand the prioritization and importance that the Information Technology Department, as well as other departments, have placed on the various initiatives. The Executive Team will be able to take these prioritizations view.

We finalize our findings and recommendations, budgets, and implementation timelines to create the City Technology Assessment and Master Plan Report, complete with supporting documentation. Final report presentations will be made to City Executive Management as well as City Council.

7.C.b
Packet Pg. 518
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
40 | 60
The work plan and schedule are detailed in the
following section, showing the steps, associated
hours per consultant, and the estimated schedule
in weeks, in a concise, easy-to-use format that our
clients say they appreciate.

Work Plan

7.C.b
Packet Pg. 519
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
41 | 60
The following work plan outlines the project steps, the hours to be devoted by project team members, and an estimated timeline. The timeline starts on the date of the Kick-Off Meeting.

Information Technology Master Plan Scheduled
Week
Total
Billable
Hours
David Cindy/
Jamie
Tom/
Keith Toby Tam
Project Coordination
1 Overall Project Coordination 24 10 4 6 4
Phase 1: Project Initiation 1-4
2 Project Organization and Kick-Off Meeting with City Project Manager and Key Personnel 10 4 2 2 2 Project Team organization to include PMO office per Project Management Institute best practices
Assist in educating Project Team members and stakeholders on defined roles and responsibilities. This will be accomplished by providing forms to complete for use in workshops, including background concepts, instructions, and information requests Conduct formal Kick-Off Meeting to officially start the project and provide an overview of the project to Project Team members, key stakeholders, and other engagement participants
3 Develop Questionnaires/Information Requests 5 1 1 1 2 4 Obtain and Review Background Information and Preparation 10 4 2 2 1 1 Phase 2: Needs Assessment 4-7
5 General Data Collection/Gathering, Distribution of Questionnaire, and Collection of Completed Questionnaires/Surveys 8 4 2 2
6 Management and Functional Department Interview Workshops 4-6 City Manager 3 1 1 1
City Administration (City Manager's Office, Attorney, etc.) 3 1.5 1.5 City Clerk 3 1.5 1.5
Economic Development 3 1.5 1.5
Finance 3 1.5 1.5
Human Resources 3 1.5 1.5
Community Development 4 2 2
Public Works/Engineering 4 2 2
Parks & Recreation 3 1.5 1.5

7.C.b
Packet Pg. 520
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
42 | 60
Information Technology Master Plan Scheduled
Week
Total
Billable
Hours
David Cindy/
Jamie
Tom/
Keith Toby Tam
Police 4 2 2
Fire/Emergency Services 4 2 2
7 IT Infrastructure, Operations, and Staffing Reviews 3-4 IT Function Interviews 8 8
IT Information Gathering Activities, including: 8 8
Tour IT Facilities
Assessment and Information Gathering, including:

IT Outsourcing Contracts Review
IT Staffing and Support Needs (current and future)
Cybersecurity Framework
Disaster Recovery, Business Continuity, and Risk Management Storage and Backups
IT Network and Infrastructure
Servers, Server Applications, and Management
Telecommunications
Services, Lines, and Equipment
Operations, including Support/Service Agreements
Emergency Operations and Emergency Response Plans
Email and Message Archiving
Service Desk
IT Policies and Procedures
Metrics Review
IT Projects, PMO, and Budgets
GIS and GIS Integration 8 4 4
Website and Social Media Review
Audiovisual Systems
IT Governance
8 Documentation 5-7
Summarize Findings and Observations, Gap Analysis 48 8 16 12 4 8 Phase 3: Research and Preliminary Plan Development 7-10 9 Develop Key Strategies, Goals and Objectives 6 2 2 2

7.C.b
Packet Pg. 521
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
43 | 60
Information Technology Master Plan Scheduled
Week
Total
Billable
Hours
David Cindy/
Jamie
Tom/
Keith Toby Tam
10 Develop Preliminary Initiatives, Findings, Alternatives, and Recommendations 64 24 16 16 4 4 Current IT Environment Summary and Condition Included
All Applications/Systems, including ERP, Enterprise Content Management, GIS, all departmental-based solutions, etc. Included
Reporting and Business Intelligence Included
Application Architecture and Integration Included
Management and Operational Reporting Included
User Training Needs Included
Data Management Included
Site Security (Video and Physical) Included
IT and Telecommunications Infrastructure Included
Network Included
Servers, Storage, and Backups Included
Desktop, Handhelds, Mobiles Included
IT Operations Included
Software Licensing and License Management Included
Service Desk and Metrics Included
Email and Message Archiving Included
Management and Productivity Tools Included
IT Policies and Procedures Included
Technology Governance Included
Cybersecurity Framework/Risk Assessment Included
Business Continuity/Disaster Recovery/Emergency Operations Included Cloud Strategies: Computing/Cloud Storage Included
GIS and GIS Integration Included
Technology Master Plan Implementation Methodology Included Emerging and Innovative Technologies Included
13 Preliminary Budgets 23 4 8 8 1 2
14 Develop Preliminary Assessment Report 28 4 8 8 4 4
15 Preliminary Prioritizations 6 2 2 2

7.C.b
Packet Pg. 522
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
44 | 60
Information Technology Master Plan Scheduled
Week
Total
Billable
Hours
David Cindy/
Jamie
Tom/
Keith Toby Tam
Phase 4: Planning and Prioritization Workshops 11-14
16 Develop Workshop Materials 14 4 4 4 2
17 Workshops - Departments and Project Team 8 4 4
18 Workshops - IT Infrastructure and Operations 4 4
19 Workshop - GIS 4 2 2
20 Prioritization Workshops - Project Committee 6 2 2 2 21 Workshop - Executive Management 6 2 2 2
22 Revisions 11 2 4 4 1
Phase 5: Final Report and Presentations 14-16
23 Develop Final Report and Supporting Documentation 21 4 8 8 1 24 Develop Presentation Materials 12 4 4 4
25 Final Report Presentations - City Management 8 4 4
Hours by Consultant 387 111 109 116 24 27
The timeline below schedule for each phase of the project.

7.C.b
Packet Pg. 523
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) CompensationInformation Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
45 | 60
The cost information for the project is summarized
in the following section. We structure our fees to
be affordable and tie them directly to the Work
Plan so the hours and deliverables are clearly
understood.

Compensation

7.C.b
Packet Pg. 524
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
46 | 60
Our professional fees are based on the scope and approach outlined in this proposal, including expenses. Our standard billing rates for these types of services are dependent on the levels and skill sets of the consultant(s) assigned to specific aspects of the project.

Information Technology Master Plan
Total
Billable
Hours
David Cindy/
Jamie
Tom/
Keith Toby Tam
Hours by Consultant 387 111 109 116 24 27
Rate $ 215 $ 195 $ 215 $ 175 $ 160
Fees $ 78,580
Travel and Related (Mileage) $ 300
Total Cost (Not-to-Exceed) $ 78,880
We can begin the initial activities related to this project, such as project coordination and scheduling, within 1-2 weeks of finalizing an agreement regarding this proposal.

Alternative scope changes and fee adjustments are possible and are dependent on specific project needs and staff resources and capabilities. Minor changes to the scope and methodology stated above will not result in a change in our fees.

If the nature or scope of our work should change significantly during the project, we will discuss such matters and their effect on our fees and obtain written approval before proceeding.

We invoice monthly as work proceeds. ClientFirst will provide detailed accounting of all consulting time and expenses on the invoice. Payments are due within 30 days of receipt, via check or ACH.

ClientFirst iggyback
terms and conditions of a resulting similar services contract and/or purchases being offered in this contract or proposal. ClientFirst has the option to agree or disagree to allow contract piggybacks on a case-by-case basis. ClientFirst agrees to extend the same pricing, terms, and conditions as stated in this contract or proposal to each and every political entity, special district, and related non-profit. It is understood that other entities shall make purchases in their own name, make payment, and be liable directly to ClientFirst. The agency shall in no way be involved or responsible to ClientFirst

7.C.b
Packet Pg. 525
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Example IT Master PlanInformation Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
47 | 60
The Example IT Master Plan requested by the City
is included in the following section and is not
included in the page numbering.

Example IT Master Plan

7.C.b
Packet Pg. 526
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan
November 2019
Client Locations
Coast-to-Coast
Practice Locations
California
Illinois
Texas
North Carolina
800.806.3080
www.clientfirstcg.com

7.C.b
Packet Pg. 527
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
2 | 30
Table of Contents
ENGAGEMENT PURPOSE AND BACKGROUND..................................3 Technology Master Plan Objective ................................ ................................ ........ 3 Deliverables ................................ ................................ ................................ .......... 3 Methodology and Approach................................ ................................ ................... 4 TECHNOLOGY SPENDING BENCHMARK ..........................................5 Overview ................................ ................................ ................................ ............... 5 IT Spending Metrics ................................ ................................ .............................. 5 IT STRATEGIES, GOALS, AND OBJECTIVES ....................................7 TECHNOLOGY DECISION-MAKING PRINCIPLES.............................. 11 Vision / Mission Statement ................................ ................................ .................. 11 IT INITIATIVE SUMMARIES ........................................................... 12 Introduction ................................ ................................ ................................ ......... 12 IT Initiative Categories................................ ................................ ......................... 12 KEY INITIATIVES.........................................................................13 BENEFITS OF MODERN ERP SOFTWARE......................................20 CONCLUSION .............................................................................26 Moving Forward................................ ................................ ................................ ... 26 Benefits ................................ ................................ ................................ ............... 27 Immediate Next Steps ................................ ................................ ......................... 28 TECHNOLOGY MASTER PLAN CAPITAL BUDGET........................... 29 TECHNOLOGY CURRENT STATE ASSESSMENT (INITIATIVES)..........30

7.C.b
Packet Pg. 528
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
3 | 30
Engagement Purpose and
Background
The objective of this Technology Master Plan includes developing and articulating a vision for the effective use of technology to support the work of the City. The assessment identifies technology strategies that have a positive return on investment and improve public safety or resident service. The assessment deliverables include strategies, goals and objectives, actionable technology initiatives, and a five-year budget for the included recommendations.

The following plan is expected to serve as a guide to the IT team and City management over the next five years in planning, procuring, implementing, and managing current and future technology investments. Further, the plan will assist in managing departmental resources related to technology services within the City, including those provided to the public . The plan is the result of a thorough analysis of the following:

Existing hardware and network infrastructure, staffing, funding, applications, business systems, projects, processes, telecommunications, training, and other investments and resources currently in use by the City
Interviews and workshops involving all levels of City staff, including the management team, end-users, City and Police Department IT staff, and other stakeholders Identification and prioritization of projects that the IT staff should undertake over the next five years
Identification of resources required to accommodate current and future information technology requirements, such as data storage and management, legal requirements, security requirements, etc.

The assessment includes:

Project Purpose and Background
Methodology for Implementation and
Maintenance of the Assessment
Current Technology Environment
Summary
Key Benchmarking Metrics
Strategies, Goals, and Objectives
IT Vision and Principles
IT Initiatives (Projects) by Priority
Key Initiatives
Moving Forward
Timelines
IT Plan Budgets

7.C.b
Packet Pg. 529
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
4 | 30
We utilized a five-phase methodology for the development of this Technology Plan. This process served as the cornerstone of the project, allowing the collaborative process to shape unique specifications. We worked in partnership with the City to improve the IT environment, so that it better meets the needs of staff and constituents.

7.C.b
Packet Pg. 530
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
5 | 30
Technology Spending Benchmark
Significant spending on technology infrastructure last occurred approximately ten years ago.

Since then, existing systems and end-user devices have been maintained, but spending on the data network, servers, and phone system have been limited. Many core infrastructure components are obsolete and have reached the end of their useful life .

Three major applications systems are also aging and nearing end of life. Those systems are the Enterprise Resource Planning (Financial) system, the Computer Aided Dispatch/Records Management system (Police), and the Enterprise Asset Management system (Work Orders).

The age of the Enterprise Resource Planning (Financial) system has led to a significant number of manual interfaces between departmental systems. These interfaces are often paper-based cant staff time. Continuing with
prior generation systems is a significantly less-than-optimal approach. It takes more recurring staff time, and therefore labor cost, to make up for the lack of integrated IT systems that are common in other municipal governments.

Over the last few years, citizens have begun demanding more efficient interaction, online transactions, and more transparent information availability. The City will not be able to manage these changes without updating and improving the approach to business application utilization and business processes. This increases the need to improve methods to better utilize enterprise business applications and sustaining the IT infrastructure that supports them.

IT Spending versus Operating Budgets provides an overall indication of whether the IT function receives a sufficient level of organizational resources to provide the necessary services. Over time, underfunding typically reduces IT ability to respond to requests, reduces system availability, and negatively impacts organization-wide productivity.

IT Spending versus Operating Fund Budgets
The following table depicts South Gate IT Spending versus Recommended Best Practices and a municipal benchmark of 47 agencies.

South Gate
FYE 17
South Gate
FYE 18
Recommended
Low Benchmark Recommended High

1.37% 1.39% 2.50% 2.82% 4.50%

7.C.b
Packet Pg. 531
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
6 | 30
2017 and 2018, the
actual expenditures for operating related funds totaled $72,207,406 and $77,836,543. IT expenditures approximated $986,458 and $1,084,231. The municipal spending benchmark range from the surveys were between 1% and 8%, with an average of 2.82%. The percentage of IT expenditures versus operating related budgets at South Gate is significantly below municipal industry standards. This is indicative of an agency that has lower IT staffing levels than peer agencies, and that does not maintain IT infrastructure and major application system up to date.

The need for several very large technology projects in the next few years, as well as significant replacements for end-of-life systems and equipment will result in expenditures above the normal recommended high. We expect these system replacements to result in increased productivity throughout the City, as well as greater citizen transactions, service access, and interactions

7.C.b
Packet Pg. 532
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
7 | 30
IT Strategies, Goals, and Objectives
Strategies for leveraging and maximizing information system utilization in delivering City services are listed below. Within each strategy, we have listed initial goals and objectives for the City. We have translated those goals and objectives into specific initiatives in the Appendix of the report. Additionally, outlined later in the report are the budgetary costs for each initiative, resource requirements, implementation time frame, and, if appropriate, the next steps toward implementation.

Select and Implement a New Enterprise Resource Planning (ERP) System Goals and Objectives
Follow a system selection best-practice approach to choose an ERP system that best fits replaces the following core application suites:

Financials
Enterprise Asset Management (Work Orders / Preventative Maintenance) The ERP system should also include critical integration/interfaces, including, but not limited, to the following:

Community Development/Land and Licensing Management
Parks and Recreation
This process should include the following:

Assess and define needs
Develop an RFP based on the assessment and defined needs Analyze and determine short-list
Conduct detailed, tailored demonstrations
Perform reference checks
Conduct site visits
Select finalist
Conduct due diligence and contract review and negotiation Implement using best practices with Project Management Office, utilizing PMI (Project Management Institute) standards.

Focus on reducing the number of disparate departmental-focused systems to eliminate the need for custom interfaces.

7.C.b
Packet Pg. 533
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
8 | 30
Select and Implement a Computer-Aided Dispatch/Records Management (CAD/RMS) System Goals and Objectives
Follow a system selection best-practice approach to choose a CAD/RMS system that best replaces the following core application suites:

Computer-Aided Dispatch
Records Management
Jail Management
This process should include the following:

Assess and define needs
Develop an RFP based on the assessment and defined needs Analyze and determine shortlist
Conduct detailed tailored demonstrations
Perform reference checks
Conduct site visits
Select finalist
Conduct due diligence and contract review and negotiation Implement using best practices with Project Management Office, utilizing PMI (Project Management Institute) standards.

Focus on improving the integration with GIS and leveraging that integration to:

Develop crime analysis capabilities
Improve vehicle routing and tracking
Consolidate the IT Function
Goals and Objectives
Create a single, citywide IT function.

Expand the IT function to include an IT Manager (new position).

Develop service-level agreements with Police, followed by other departments.

Determine 24/7 support methodology.

Expand use of the Help Desk, and develop operational metrics.

Select and implement IT operational tools on a citywide basis.

Reduce manual processes within the IT function.

Move from a reactive to a proactive posture for IT.

Utilize the IT Steering Committee to advise on the establishment of citywide IT priorities.

Develop an IT Project Portfolio.

7.C.b
Packet Pg. 534
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
9 | 30
Move Towards a Citywide GIS/Geospatial Application Perspective Goals and Objectives
Create a GIS Master Plan to identify citywide GIS priorities and resource requirements.

Move to a centralized GIS data model for all City departments, and consolidate GIS system activity.
s.

Leverage GIS as a repository for geospatial data and Smart City application data.

Utilize analytical capabilities to inform reporting and decision-making.

Ensure IT Governance
Goals and Objectives
Formalize an IT Steering Committee and Governance mechanism.

Monitor the plan and recommend adjustments on an annual basis.

Collaborate on projects and initiatives.

Focus on applications integration across departments.

Identify key business process issues and improve.

Establish training goals and develop analytical skills.

Act as a sounding board for management and staff.

Modernize IT Infrastructure
Goals and Objectives
Upgrade obsolete core infrastructure systems to current generation infrastructure.

Upgrade from Active Directory and the server environment.

Virtualize the server infrastructure.

Move from the current email system to Microsoft 365.

Upgrade workstations to Windows 10.

Redesign the data network to improve security, segmentation, and network speeds.

Upgrade or replace the telephone system.

Reduce wasted staff productivity in time spent maintaining and resolving issues on aging technology.

Improve resiliency and uptime of infrastructure.

Reduce security risks through improved network management capabilities.

Design infrastructure to include cost-effective redundancies to reduce downtime.

Identify space and create a secure computer room for the Police Department.

Provide wireless to residents, staff, and other constituents.

7.C.b
Packet Pg. 535
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
10 | 30
Develop a Sustainability Plan
Goals and Objectives
Develop a long-term, sustainable plan to replace computer equipment, infrastructure components, and applications software when they have reached the end of their useful life.

Expand existing capital replacement planning to include all IT infrastructure items.

Document all applications-related costs, including maintenance, upgrades, and training.

Understand Total Cost of Ownership for new applications or Smart City initiatives.

Update Sustainability Plan to include TCO of new initiatives.

Improve Application Management and Support
Goals and Objectives
Improve departmental ownership of applications.

Identify key roles and responsibilities for core business applications.

Process Owners
Application Champions
Application/Business Process Analysis
Ad Hoc Report Writers
Add Business Analyst (Application Support Specialist) skill sets.

Improve application analysis and reporting capabilities within business departments and/or the IT Division.

Perform process reviews and document specific feature/function requirements for inclusion in RFPs when procuring new applications.

Create and maintain Application and User License Inventory.

Follow software selection best practices for new software acquisitions.

Follow implementation project management best practices.

Create standard operating procedures.

Utilize industry subject-matter experts for large, complex projects.

Expand Citizen Communication and Online Customer Service Goals and Objectives
Incorporate existing online services into the website to maintain a consistent City of South Gate brand.

Increase online transaction capabilities.

Introduce online planning, permitting, and inspection scheduling capabilities.

Allow license renewals and other form of regular payments online.

Provide for online applications for Boards and Commissions.

Implement online requests for residents and visitors.

7.C.b
Packet Pg. 536
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
11 | 30
Technology Decision-Making
Principles
The City of South Gate is dedicated to providing the highest quality technology-based services in the most cost-effective manner to deliver services effectively and efficiently on a sustained basis that reflects the organization's dedication to excellent customer service. The City will ensure its information systems are maintained in a secure environment, are capable of supporting information technology advancements made by the City, and will exist in an integrated environment that fosters an open, collaborative, and unifying culture. Technology is committed to the values of:

Reliability
Professionalism and Integrity
Efficiency and Effectiveness
Innovation
Excellence
Collaboration and Teamwork
Given Finite IT Resources, the City will focus these resources on the most productive and cost-effective projects.

City departments will agree on a Collaborative Long-Term IT Vision and Strategies, which requires active participation in setting IT priorities through an IT Committee consisting of department leadership.

The City will strive to Maximize Utilization of Existing Systems and prior investments in application software, as well as to expand functionality and seek enhancements to existing applications.

The City is committed to ensuring Sufficient Staff Training and Application Software Knowledge of existing vendor systems.

Department Ownership is fundamental to achieving maximum return-on-investment of applications. Departments recognize the importance of assuming responsibility for managing and implementing their specific core business applications, with the support of IT staff. City departments are committed to taking responsibility for adapting and improving processes to best integrate them with the application software.

The City will develop an IT Services Portfolio, so all interested parties and stakeholders understand the IT Division in servicing the City overall.

7.C.b
Packet Pg. 537
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
12 | 30
IT Initiative Summaries
Technology Planning is a process to assess, research, prioritize, budget, and plan future technology initiatives. Some of the following initiatives are ready for approval and implementation, while others require further assessment and research before the City can make a final determination of priority, resource requirements, and cost-benefit.

Productivity Improvement Many of the following initiatives will have a direct impact on overall productivity within the organization. Some of these initiatives will significantly impact specific processes, reducing staff time required to complete a certain process, while others will ease or speed delivery of services to City residents.

Cost Savings Many of the initiatives outlined will have direct or indirect cost savings when implemented. Extensive return-on- investment (ROI) calculations are not within the scope of this report.

An ROI considerations discussion is included in the Technology Current State Assessment of the report.

The assessment process resulted in 82 initiatives. Over the last few years, our Technology Assessments have included a range of 60 to 130 initiatives. Combined, there are hundreds of findings and recommendations throughout the report. CLIENTFIRST classified the major findings and recommendations into eight categories, including:

Best Practices
Departmental
Applications and
Systems
Smart Cities IT Infrastructure
IT Operations IT Security Telecom IT Staffing

7.C.b
Packet Pg. 538
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
13 | 30
Key Initiatives
The following are a list of key initiatives that were identified as a part of the planning process.

These initiatives could also be considered high priority. The key initiatives listed below either provide immediate ROI, are a long-term building block for the success of the plan, or mitigate risk. The City has made note of these as the initiatives from this plan that should be kept in the forefront during future implementation of this Technology Assessment.

It should also be noted these initiatives are not ranked in any particular order. The City is contemplating such a ranking prior to beginning the implementation of the Technology Assessment.

IT Governance
In the past, the City has made application system software selections on a department-level basis.

IT Governance provides a vehicle for departments to work together to manage the Technology Assessment and
coordinate recommendations within.

The recommended ERP Replacement, GIS Master Plan, and
Improved Online Resident Services initiatives will require a more holistic view of City information technology needs and increased interdepartmental coordination.

Enterprise Resource
Planning (ERP)
Replacement
The ERP system is the set of core applications that are used to The existing ERP system is reaching the end-of-support, so vendor support is increasingly limited. The system must be replaced within the planning horizon.

Due to limitations in Eden, other ancillary systems and shadow systems have been acquired or developed that are not
interfaced or integrated.

Many of these shadow systems would not be necessary with the implementation of a new ERP system.

7.C.b
Packet Pg. 539
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
14 | 30
Enterprise Asset
Management (EAM)
Replacement
The City currently uses CitiTech as their main system for managing assets (work order and preventative maintenance).

Many key EAM business processes continue to be manual.

Staff members also wish to utilize the application to support additional business processes.

We believe the best course of action will be to consider incorporating EAM functions into a replacement ERP system.

Consolidating EAM into ERP may result in significant long-term savings related to application support and integration.

CAD/RMS
Replacement
The City is currently using SafetyNet for computer-aided dispatch/records management and jail management.

SafetyNet was installed in 1999 or 2000 and is two generations behind and at end-of-support.

Replacing this system will result in improved public safety and officer safety capabilities for the Police Department.

There are many CAD/RMS vendors with a California presence, and conducting an RFP will ensure a highly competitive
selection process.

We recommend that best practice software selection
methodologies be utilized for the selection of a replacement system.

Public Safety Radio
System
The current radio system is end of life.

The system is no longer supported, and replacement parts are limited.

Modern radio systems allow integration capabilities to reach across multiple applications and resources for enhanced response coordination.

This is a mission critical system that increases ease of use for organizing resources, coordinating a response, and
communicating valuable information.

7.C.b
Packet Pg. 540
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
15 | 30
Sustainability
Planning
While the Technology Assessment outlines ambitious goals for information technology at the City, fiscal responsibility will remain a central goal for the responsible administration of City government.

Developing a plan that outlines the long-range costs of information technology including maintenance, upgrades, capital replacement, and training can inform the long-range budget and planning processes of the City and provide insights into the overall cost of information technology.

Develop GIS Master
Plan
GIS and spatial maps are a key component in the
management of assets and will drive many of the
, in the future.

GIS systems are integrated with land management and EAM applications to improve field-based information storage and retrieval.

GIS and maps also provide a visual interface for citizens to access services and information.

Having a citywide approach to GIS will set the City on a course to meet Smart City, address management, geospatial, and mapping needs.

Police Department
Computer Room
Police Department computer equipment is located in three different rooms:

A temporary room next to booking
A closet in the southeast section of the building
A hallway in the basement
None of the current spaces were designed as computer rooms and none of them are physically secure (or can be physically secured).

We recommend the Police Department identify a space of
sufficient size to hold public safety systems, construct a new computer room, and transfer equipment to that location.

7.C.b
Packet Pg. 541
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
16 | 30
Police Department
Structured
Connectivity System
Cabling for computers within the Police Department is obsolete and does not support current network speeds.

The cabling also terminates in the computer rooms on the first floor.

With the identification of a new Police computer room, cabling within the facility should be redesigned.

Cabling within the distance limitations of a new computer room should be homed to that room.

An ancillary cabling closet may be required in another section of the building to meet cabling distance limitations.

Network Redesign
The data network for the City was installed in 2006/2007 and is now 12 years old.

The data network equipment is end-of-life and no longer supported by the manufacturer.

The data network equipment operates at a minimum of a factor of ten times slower than current network speeds.

We recommend redesigning the data network to current
standards for speed and security.

Follow best practices for procuring highly complex technical systems by preparing an RFP and utilizing a competitive bidding process.

Server Upgrades and
Virtualization
The majority of City servers are end-of-life.

These servers are, for the most part, configured to individually provide a single function. Virtualization is not used to consolidate hardware and increase manageability and
resiliency.

We recommend redesigning the server environment and
migrating to a new, virtual platform.

We have budgeted for a hyper-converged system which
combines servers and disks into a single software-managed platform that can be distributed for improved resiliency.

Follow best practices for procuring highly complex technical systems by preparing an RFP and utilizing a competitive bidding process.

7.C.b
Packet Pg. 542
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
17 | 30
Wireless Networking
Wireless networking for the public, guests, and staff has been implemented in some key locations.

Wireless networking has rapidly become expected in public spaces, conference rooms, and throughout facilities.

We recommend the City procure wireless network capabilities for all public and staff spaces as a part of the network redesign project.

Follow best practices for procuring highly complex technical systems by preparing an RFP and utilizing a competitive bidding process.

Help Desk Ticketing
City and Police IT use electronic mail accounts to collect and track requests for assistance or service.

Using email for Help Desk ticketing does not allow for easy assignment or tracking of tickets. The current method does not provide for the ability to spot trends or develop
performance metrics.

Help Desk ticketing systems are a standard component of best practice IT operations.

We recommend the City should select and implement a
consolidated (all City technology) Help Desk system such as Trakit.

A marketing campaign will be required to gain staff acceptance of a Help Desk ticketing system.

Firewall
Replacement
The firewalls that separate City systems from the Internet are obsolete, end-of-life, and no longer supported.

These firewalls should be replaced with next-generation firewalls that provide advanced threat detection and filtering services. Care should be taken to acquire firewalls with sufficient Internet bandwidth capacity for the planning horizon.

Additional firewalls are recommended to increase network segmentation and threat visibility per current security best practices.

7.C.b
Packet Pg. 543
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
18 | 30
Phone System
Upgrade
The City VoIP phone system was installed in 2006/2007 and is now 12 years old.

The phone system is end-of-life and no longer supported by the manufacturer.

The phones themselves operate at a minimum of a factor of ten times slower than current network speeds.

We recommend preparing a competitive bid that is
independent of manufacture. We recently saved another
agency well into six figures by using this methodology.

Follow best practices for procuring highly complex technical systems by preparing an RFP and utilizing a competitive bidding process.

Consolidate the IT
Function
A Technology Services Manager is responsible for IT systems within the Police Department.

We recommend the addition of a part-time Help Desk
Technician to focus on public safety-related desktop and mobile device issues.

An IT staff of three, led by an IT Administrator, are responsible for citywide IT systems.

Consolidating the IT function will allow for improved resource allocation and the development of a succession plan along with improved staff resiliency.

Expand the IT function to include an IT Manager to manage all technical staff and this plan on a day-to-day basis.

7.C.b
Packet Pg. 544
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
19 | 30
Business Analysis
and Project
Management Skillset
Needs
The IT function has sufficient technical staff to fulfill its mission.

However, the IT Administrator currently has four primary areas of responsibility:

IT Management
Tier 3 Technical Support
Business Analyst
Project Manager
Successfully implementing this plan will require additional business analyst and project management skills beyond those that are currently available.

There are many manual processes in place that could be
automated without significant investment in equipment of software.

We believe automation will result in a significant return on investment and improved services.

Computer Equipment
Replacement
Planning
last updated in 2006/2007. These systems are now obsolete and no longer supported.

Limited investment over the last twelve years have caused this plan to recommend a significant capital expenditure to reach current levels of technology.

Development of a long-term Computer Equipment
Replacement Plan, and funding that plan through an Internal Service Fund or some other annual funding mechanism, can reduce spikes in capital costs for technology.

7.C.b
Packet Pg. 545
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
20 | 30
Benefits of Modern ERP Software
An Enterprise Resource Planning (ERP) System automates and integrates many core, citywide functions into a single solution while automating manual processes and providing a central location of information and reporting. An enterprise system allows collaboration and sharing of information between divisions, departments, and citizens to provide a transparent and efficient government operation. The benefits of an enterprise system are numerous and include:

Built-in integrations between Land,
Work, Financial, and People
Management application suites
Newer information technology platforms
(processing, capacity advantages)
Real-time notifications/queues
Task tracking
Real-time access to information
Elimination of duplicate data entry
Improved data integrity
Centralized location and customer
account maintenance
Reliable information
Workflow capabilities
Centralized cash receipt capabilities
Efficient revenue collection
Reduced operating costs
Improved internal communication
Foundation for future improvement
Potential reduction in annual
maintenance and support fees
Improved online information for citizens
to access

7.C.b
Packet Pg. 546
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
21 | 30
Financial and People Management
The financial management suite is a suite of an enterprise system that encompasses the financial tasks and processes performed to ensure all organization-wide activity is properly accounted for and accurately reported to local, state, and federal agencies. Benefits of a financial management suite include:

Quick generation of financial reports
More efficient budgeting processes
Real-time access to available budget and funding
Better spending controls for departments and projects
Management of grants and funding sources
Real-time inquiries into capital improvement project progress The people management suite
to the human resources, payroll, time keeping, and applicant tracking functions. Employee self- service is also available to allow employees the
flexibility in retrieving information at their
convenience. Benefits of a people
management suite include:

Paperless personnel forms
One-time data entry
Tracking or misplacement of employee
paper files
Incorporation of employee self-service
(ESS)
Integration between time keeping, payroll,
HR, and financial management
Quick and reliable reporting to federal and
state agencies
Improved employee satisfaction
Automated time entry approvals and payroll
calculations
Minimal steps between processing payroll
and issuing direct deposits and checks

7.C.b
Packet Pg. 547
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
22 | 30
Employee Self-Service
Employee self-service (ESS) allows employees to provide, change, and retrieve their personal information through an online employee portal, thereby reducing the manual interaction required with the Human Resources Department. ESS offers an online option for employees to access and manage the following information for
themselves:

Address changes
Tax allowances changes
Open enrollment benefits
Dependent changes
Leave/vacation accrual balances
Electronic paystub copies
Year-end W-2s
Populating and retrieving timesheets
Time requests
Tax forms
Many other forms and applications
Reporting
The number one problem that is commonly seen when utilizing disjointed applications is the extensive time users dedicate to the consolidation of information for reporting purposes.

Enterprise systems allow information to be quickly retrieved from a single source with numerous readily available reports. Users are also able to create their own reports without requiring them to be technical experts. This allows staff to spend more time studying analytics rather than manually assembling reports. Benefits of improved reporting include:

Aggregated data across divisions, departments, and the
organization as a whole
Improved data accuracy and reduced human error
Intuitive report creation capabilities
Board-ready reports
Sharing of created reports
Elimination of labor-intensive report creation
Individual User Dashboards
Dashboards
metrics regarding day-to-day operations, activities, and historical trends. Benefits of dashboards include:

Quick links for immediate access to required tasks and approvals Automated generation of dashboard information
Transformation of data into visual information
Easy-to-understand graphics
Real-time analysis
Drill-down access to activity detail

7.C.b
Packet Pg. 548
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
23 | 30
Mobile Computing
Mobile computing provides the flexibility to operate a more mobile and productive workforce. An enterprise system can allow staff to utilize applications while in the field in order to perform their job functions while away from their office. Common benefits of mobile computing include:

Completion of work while in the field
Real-time access to information
Inspection results in the field
Receipt of notifications and job assignments
Reduced travel to and from office locations
Map routing based on location of activities
Retrieval of mapping information
Management of code enforcement cases in field
Online Citizen Access
Online citizen access enables a more transparent government by providing the public with 24/7 access to real-time information for inquiries and payment processing. This allows residents to retrieve online information that is pertinent to each individual, and allows them to take further actions, improving customer relations by eliminating the need to be physically present at City Hall. The
following are examples of online citizen access
transactions:

Online permit applications
Submit and access plan review comments
Online payments
Submit complaints
Submit citizen requests
Submit inspection requests
Access to inspection results
GIS maps (zoning, voting cities, etc.)
Citizen Request Management
A citizen request management system is used to track, manage, and resolve citizen concerns and requests in a timely manner by automatically routing citizen requeststo the appropriate department. It also provides the citizen with the flexibility to submit and track their complaints through the Web or a mobile phone application. Common benefits of a citizen request management system include:

Ability for citizens to submit requests 24/7
through a phone application or the website
Automatic assignment and routing of requests,
by type, to appropriate department(s) or staff
Ability for citizens to view current request status
Conversion of requests to work orders
Ability to include photos and geolocation of a
request
More effective and efficient processes
Improved transparency and citizen relationships

7.C.b
Packet Pg. 549
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
24 | 30
Land Management
The Land Management system is one of the suites offered by enterprise application systems and manages the creation, issuance, and tracking of community development activities related to planning and zoning, permitting, building inspections, licensing, and code enforcement.

Benefits associated with the utilization of the application include:

More automated permit processing from application through permit issuance Automatic routing for permits requiring reviews and approvals Single electronic file for all permit applications and
documents
More automated tracking of reviews, inspections,
and fees by permit and development projects
Tracking of timelines, tasks, and required group
reviews
Viewing all project and permit information at a
glance
Readily accessible planning and zoning records
Automatic generation of case documentation
Centralized current and historical parcel information
GIS Integration
Enterprise systems offer real-time integration to geographic information systems (GIS) in order to display land-use, zoning, and infrastructure layers on a map, as well as parcel, permit, inspection, code enforcement, and work order activity that resides within the enterprise system.

Benefits of GIS integration include:

Viewing system activity on a map (e.g.,
active projects, permits, cases, etc.)
Map routing of work orders, service
requests, and daily inspections
Displaying locations of infrastructure assets
Generating asset condition analysis
Ability to overlay multiple map layers
Integration to website for resident inquiries

7.C.b
Packet Pg. 550
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
25 | 30
Maintenance and Asset Management
Another suite of an enterprise system is the maintenance and asset management system, which provides automation in managing the maintenance and day-to-day operations related to infrastructure assets, buildings, facilities, and fleet vehicles, while being able to capture and report on the labor, equipment usage, and material costs associated with a work order and preventative maintenance. System benefits include:

Electronic routing of citizen requests
Centralized task and maintenance management
Completion of work orders from the field
Streamlined public works operations
Retrieval of historic work order information and costs
Quicker work order completion times
Improved decision-making through access to real-
time information
Viewing of asset and activity trends visually through
GIS mapping capabilities
Better replacement planning and forecasting
Enhancement of staff productivity
Improved compliance with regulatory standards
Improved safety and risk management

7.C.b
Packet Pg. 551
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
26 | 30
Conclusion
Moving forward, over the next 18 to 24 months, the key areas of focus for information technology include a complete network
upgrade, ERP system replacement,
CAD/RMS system replacement, GIS
Master Plan development, and IT
operational improvements. Consideration
should be given to the role of enterprise
asset management in the ERP system
selection. Expanding City wireless for
guests and staff is a key technology
project. IT operational improvements and
automation improvements should also be considered.

The above paragraph contains ambitious and costly technology objectives for the City.

Because staff resources and available time for new projects is limited, in general, most organizations can only sustain one major application improvement project at a time.

If the City choses to implement these systems rapidly, organizational change management and many cases, we continue to work with
agencies on these issues during plan implementation, and we have found slow and steady progress following best practice methodologies leads to improved likelihood of success, higher quality implementations, and improved staff utilization of new systems.

IT must work to position itself in the following ways:

IT Infrastructure Follow best practices in replacing the data network and installing wireless throughout all City facilities, implementing IT operational improvements and automation, and in disaster recovery planning projects.

IT Staffing City IT staff members have many responsibilities. Consolidating IT staff and adding a Business Applications Analyst will allow IT leadership to focus their efforts on application and Smart City initiatives that are critical to the long-range success of the City and this plan. The addition of a Business Applications Analyst along with project management skills will provide long-term benefits as well as increase application utilization and organizational productivity.

Application Utilization City departments want to improve their core business processes and fully utilize their applications. The City should work to encourage a sense of application ownership and continuous improvement by the departments. Improved application utilization is one of the most effective ways to increase staff productivity and improve customer service.

ERP Replacement The entire effort to select and implement a new ERP solution to replace Eden, and potentially the Enterprise Asset Management system, will logistically require three years. The City needs to ensure all its applications needs have been identified and appropriate funding has been budgeted for a replacement ERP by conducting a comprehensive assessment and developing a Request for Proposals (RFP). Additionally, because the City has not conducted this type and complexity of project with these specific business analysis, documentation, and negotiation requirements, the City should obtain assistance from a municipal ERP Applications Subject-Matter Expert.

7.C.b
Packet Pg. 552
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
27 | 30
CAD/RMS Replacement The entire effort to select and implement a new CAD/RMS solution to replace SafetyNet will logistically require two years. The City needs to ensure all its public safety needs have been identified and appropriate funding has been budgeted for a replacement system by conducting a comprehensive assessment and developing a Request for Proposals (RFP). Additionally, because the City has not conducted this type and complexity of project with these specific business analysis, documentation, and negotiation requirements, the City should obtain assistance from a municipal ERP Applications Subject-Matter Expert.

Governance The formation of the internal IT Steering Committee will foster cooperation and collaboration in setting priorities and executing multi-department initiatives. Over the long run, the IT Steering Committee will oversee and maintain the execution and occasional modification of this plan.

We expect the projects outlined in this report to result in improved productivity and customer service, as well as improved sustainability.

Third-party subject-matter experts will be helpful for projects that are (1) high priorities, (2) beyond the scope of City skill sets, and/or (3) lacking internal resource availability.

Additionally, we recommend action plans be developed by the departments and IT for all active, short-term initiatives. The action plans should include all identified needs, recommended solutions, responsible individuals, and target due dates. These action plans can ensure all needs are being addressed and/or a decision has been made not to pursue an initiative. These action plans will also prove beneficial to annual resource and budget planning requirements.

The City should review and update the plan annually, using an abbreviated version of this planning methodology. In this way, the plan will be a vehicle to continuously guide the information technology activities of the City. The annual plan update should be synchronized The completed plan should not be viewed as static, but rather as a dynamic tool that is revised and updated as business conditions and requirements change. If the planning function is not an ongoing process, certain objectives and benefits will not be realized, because the objectives themselves may change as the organization and its environment evolves.

Major benefits that are (or should be) realized through the implementation of this Technology Assessment include:

Increased collaboration and communication between the departments and IT g, knowledge, and stewardship of
information technology
Clear direction for IT operations and IT projects for the next five years, focused on meeting Citywide department consensus and understanding of all IT initiatives and their priorities Foundational process and methodology for evaluation of project investments and analyzing business case justification

7.C.b
Packet Pg. 553
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
28 | 30
It is recommended the IT Steering Committee begin work by reviewing the plan and priorities, including the ranking and sequencing of the Key Initiatives. Next, assign lead and participatory resources to these Top Priority IT initiatives, as well as to all other high-priority IT initiatives.

This should include the finalization of target due dates for immediate next steps of those initiatives. Initiative leaders should then report status updates for active initiatives to the IT Steering Committee as part of each agenda.

Major issues for each initiative should be discussed among the Committee and/or sub- committees for general feedback, collaboration, and lessons learned, as many of the initiatives cross departmental boundaries.

In order to improve the culture of application utilization, management, and support, it is also recommended a series of training seminars be developed for all key department stakeholders and all enterprise business application users throughout the organization. This is an effective way to maintain momentum and kick off the tremendous change that is to occur in improving operations and constituent services.

7.C.b
Packet Pg. 554
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
29 | 30
Technology Master Plan Capital
Budget
The Technology Assessment budget on the following pages is not an entirely new set of spending requirements. The plan encapsulates all information technology issues and needs of all departments in the City. Some initiatives are normally funded by departments themselves, and some already have capital reserves set aside, while others are part of normal annual IT budgeting.

7.C.b
Packet Pg. 555
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan
Budget
Low High
Best Practices
1 Technology Governance
Best Practice for managing and prioritizing the limited resources of the IT function. Conduct a Technology Governance Workshop that will include a governance guideline binder for City's future use and reference.

H $7,500 $12,500 $10,000
2 IT Project and Services Portfolio Document IT roles and responsibilities for all services, including SLA, for business application support. H $5,000 $10,000 $10,000 3 Sustainability Planning Develop a long-range plan to continue to support applications and underlying technology with updates as needed. H $7,500 $12,500 $10,000 4 Project Planning and Implementation Best Practices Best Practice focused on utilizing project planning techniques to deliver projects in a timely manner with less risk. H N/A N/A N/A N/A N/A N/A N/A N/A 5 Applications Management Best Practices Identify application owners and champions within the Departments to lead improvement efforts. H N/A N/A N/A N/A N/A N/A N/A N/A 6 Business Process Reviews Utilize business process reviews to improve processes, reduce work steps, and save staff time. H N/A N/A N/A N/A N/A N/A N/A N/A 7 Enterprise Reporting Best Practices Ongoing application support and continued assistance with enterprise system reporting will be critical for implementation of these practices. M N/A N/A N/A N/A N/A N/A N/A N/A 8 ITIL (Information Technology Infrastructure Library) ITIL is a standard for delivering IT services. M N/A N/A N/A N/A N/A N/A N/A N/A 9 COBIT (Control Objectives for Information and Related Technologies)
Utilize COBIT Best Practices to improve IT services planning and life cycle management. M N/A N/A N/A N/A N/A N/A N/A N/A
10 User Training and Support Initially Windows 10, Office 2016, and then ongoing Office and Departmental training budget year-over-year. Recurring budget item. H $10,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 11 Training Room
The City currently uses Council Chambers or Executive Conference Room for large meetings and software training. The recommended applications improvements and implementation of a new ERP system will require space for computers, screens, and printers for configuration and training for the duration of the plan.

H $9,850 $14,650 $14,650
12 Software Selection Best Practices
Best Practice focused on reducing risk and improving software selection outcomes while maximizing value through a competitive selection process.

H N/A N/A N/A N/A N/A N/A N/A N/A
13 User Access Controls Integrate applications with Active Directory to ease administration and sign-on processes. H N/A N/A N/A N/A N/A N/A N/A N/A
14 Cloud Computing
Utilize return-on-investment methodologies to make decisions regarding options for Cloud/hosted solutions vs. a traditional license model.

M N/A N/A N/A N/A N/A N/A N/A N/A
15 Return-On-Investment Considerations
Policy and practices the City will follow per the initiative recommendations. Topic will be covered in the IT Governance Workshop noted in that initiative.

H N/A N/A N/A N/A N/A N/A N/A N/A
FYE 2025FYE 2021 FYE 2022 FYE 2024FYE 2023IT Initiative Comments Budget Range
FYE 2020

Page 1 of 6 ends

7.C.b
Packet Pg. 556
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan
Budget
Low High FYE 2025FYE 2021 FYE 2022 FYE 2024FYE 2023IT Initiative Comments Budget Range
FYE 2020
Departmental Applications and Systems
16 Eden (Enterprise Resource Planning - ERP) Replacement Budget for the acquisition and Best Practices implementation of a new ERP system including third-party implementation management services and annual recurring maintenance and support. NOTE: This is for an on-premise solution to be run on-site on City-owned servers.

Software as a Service (SaaS) subscription-based hosted/Cloud options are available and costs for hosted/Cloud can be as much as 50-100% higher compared to on-premise over a ten-year usage period.

H $750,000 $1,250,000 $500,000 $500,000 $70,000 $70,000 17 Selection Services
Budget for conducting Software Selection Best Practices to select new ERP and EAM systems, with assistance from a third-party resource.

H $75,000 $125,000 $50,000
18 Time and Attendance System Budget includes third-party SME and project management assistance due to complexity. H $75,000 $150,000 $125,000 $25,000
19 Performance-Evaluation Software Implement online work flow automation. H $15,000 $30,000 $20,000 20 EAM (Enterprise Asset Management) Replacement
This can be summarized as work orders and maintenance of City's physical and infrastructure assets. Project costs include Best Practices Implementation with third-party implementation management assistance.

M $300,000 $800,000 $400,000 $200,000 $100,000 $50,000
21 Project Tracking and Collaboration
Basecamp, Wrike, or other tools to foster collaboration on multi- department or multi-jurisdictional projects. These solutions are most often provided on a yearly subscription basis.

M $2,000 yearly $3,000 yearly $3,000 $3,000 $3,000 $3,000 22 Construction Management Software
This will be to automate the construction management process, which is currently manually-based using spreadsheets and MS Project. The ongoing cost shown after FYE 2022 is for annual maintenance and support fees.

M $50,000 $150,000 $150,000 $6,000 $6,000
23 InDesign and AutoCAD Software Upgrade Upgrade to newest versions of the software and replacement of PCs and monitors to improve productivity while using the software. M $25,000 $35,000 $35,000 $6,000 $6,000 $6,000 24 Land Management - EdgeSoft Implementation
The costs for this initiative are in the current year's budget and implementation is proceeding. This initiative is to ensure that implementation best practices are followed and the proper integration/interface is included.

H N/A N/A N/A N/A N/A N/A N/A N/A
25 Landscape Design Software
This is for landscape design software to be used for the Hollydale Park Master Planning Project and other park-related planning, refresh, and maintenance.

L $10,000 $20,000 $20,000 $1,750
26 Police CAD/RMS Replacement
This is the cost for the replacement of the existing CAD/RMS HITECH SafetyNet system environment. The FYE 2020 cost is for the effort to complete a third-party SME process review/assessment and select the system that is the best fit. It also assumes a contract would be signed before June 30th 2020 (encumbered). Ongoing maintenance and support will be about 20% of the software costs.

H $800,000 $1,600,000 $800,000 $500,000 $70,000 $70,000 $70,000 $70,000 27 Public Safety Radio System Cost of replacement and new annual recurring costs. H $1,200,000 $2,000,000 $1,400,000 $120,000 $120,000 $120,000 $120,000 $120,000 28 Electronic Ticketing and Citation System
Since most CAD/RMS vendors offer electronic citations modules, it is recommended the City look to their selected CAD/RMS vendor for this solution (see above).

M Included in CAD/RMS Replace
Initiative Included in CAD/RMS Replace Initiative

Page 2 of 6 ends

7.C.b
Packet Pg. 557
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan
Budget
Low High FYE 2025FYE 2021 FYE 2022 FYE 2024FYE 2023IT Initiative Comments Budget Range
FYE 2020
29 Police Interview Room Recording System
This is for replacing the existing interview room recording equipment.

Many vendors also offer cloud-based storage on an annual basis.

The initial budget shown is for the one-time cost of the equipment, and the annual recurring is for cloud-based video
storage/management.

M $20,000 $40,000 $40,000 $3,500 $3,500 $3,500
30 Electronic Document Management System (EDMS)
Budget for EDMS system selection per best practices, acquisition, and implementation of a new EDMS system with costs for third-party assistance for these activities.

M $350,000 $500,000 $350,000 $150,000
31 Intranet Implementation Budget for the acquisition and implementation of an intranet system.

Consider option with existing vendor (CivicPlus). M $25,000 $50,000 $50,000 Smart Cities
32 GIS Assessment and Strategies Budget for third-party assistance to complete a GIS assessment, determine strategies, and lay out a plan for improved GIS capabilities. H $40,000 $60,000 $60,000 $50,000 $50,000 $50,000 $50,000 33 Website Design Review and Improvement
The City's existing website solution provider offers refresh services every four years as part of the recurring maintenance and support fee.

These "included" services often fall short of needs. The number included for this initiative is for additional services to fully complete an assessment and refresh. City is considering a move away from the current website provider.

H $15,000 $100,000 $100,000
34 Online Citizen Access
This is a strategy-based initiative. The principle strategy to be applied is to extend online public access and services (including payments) for all applicable operations. Cost for these endeavors are incorporated in the initiatives included in this plan. OpenGov is currently used and offers City financial information as a public access service.

H N/A N/A N/A N/A N/A N/A N/A N/A
35 Citizen Request Management (CRM) Replacement Budget for a replacement CRM (Citizen Request Management) system. M $50,000 $80,000 $80,000
36 Passport Application and Renewal Processing
Off-the-shelf solutions were not found for these processes. The costs included for this initiative are roughly estimated based on possibly forming a consortium with other communities that provide these passport services (Santa Monica, Orange, Bell, etc.)
M $30,000 $50,000 $50,000
37 E-Filing Systems - Public Access
This is for the automation related to FPPC, SEI (Form 700), and Lobbyist Disclosure filings, which includes the ability for online filing and public access to this filing information. Solutions like NetFile and others are annual cloud-based subscription services.

H $5,000 yearly $10,000 yearly $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 38 Public Wireless - Tweedy Boulevard and South Gate Park Public wireless Tweedy Boulevard and South Gate Park. H $400,000 $650,000 $220,000 $220,000

Page 3 of 6 ends

7.C.b
Packet Pg. 558
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan
Budget
Low High FYE 2025FYE 2021 FYE 2022 FYE 2024FYE 2023IT Initiative Comments Budget Range
FYE 2020
IT Infrastructure
39 Computer Equipment Replacement Planning
Utilize a Best Practice equipment replacement schedule to eliminate end-of-life and obsolete equipment. Server and SAN replacement in PD FYE2022 and in CH FYE2023.

H Ongoing Cost Ongoing Cost $37,500 $37,500 $207,500 $232,500 $37,500 $37,500 40 City Hall Computer Rooms
Kitchen is across hall and sometimes room has water on floor. Must move power cables from floor to overhead. Move all non-essential equipment from basement computer room to first floor computer room (after virtualization). Move video surveillance system from high shelf to workstations within IT.

H $15,000 $25,000 $25,000
41 Police Computer Rooms
Consolidate two Police computer rooms into single Police computer room as a part of a remodel. Consider basement vault. Cost depends on fire suppression method selected.

H $200,000 $275,000 $275,000
42 Structured Connectivity System
Re-cable PD to support new computer room. Re-cable smaller facilities to bring up to standards. Create new patch panel and workstation network capability in City Hall first floor computer room.

H $200,000 $300,000 $35,000 $187,500 $37,500 $18,750 $18,750 $18,750 43 Power Distribution Good PDUs in first floor City Hall computer room, but need new PDUs for all other computer rooms. M $5,000 $10,000 $10,000
44 Network Redesign Network equipment from 2006 and must be replaced. H $300,000 $350,000 $350,000 45 City to purchase four additional servers, two for City Hall and two for Police. H $60,000 $75,000 $75,000
46 IT Infrastructure Roles and Responsibilities Best Practice division of responsibilities between City Hall and Police IT Staff. H N/A N/A N/A N/A N/A N/A N/A N/A
47 Create Best Practice Internet Connectivity (DMZ) Necessary for online services and secure remote access. H $5,000 $10,000 $10,000 48 Virtual Server Migration Utilize VMware to consolidate all servers. M $50,000 $75,000 $75,000 49 Wireless Network Expand wireless networks to cover all City facilities, including guest wireless access. H $50,000 $100,000 $15,000 $62,500
50 Mobile Access
This cost is for third-party assistance to do an assessment of mobile needs for non-Police field-based application (e.g., work orders, permits, inspections, CRM, etc.) Further budgets for the acquisition of mobiles and deployment will be an outcome of this assessment.

H $75,000 $100,000 $7,000 $30,500 $20,000 $20,000 $8,000 51 Mobile Digital Computer (MDC) Replacement Planning Replacement planning specific to in-vehicle MDCs, the majority of which serve Police. H $100,000 $125,000 $60,000 $60,000 52 Conference Room Audiovisual Improvements in conference room capabilities. M $25,000 $75,000 $14,000 $7,000 $7,000 53 Internet Bandwidth Expand Internet speeds at City Hall. Add secondary (resilient) Internet connection at PD. H $15,000/year $20,000/year $3,000 $36,000 $18,000 $18,000 $18,000 $18,000 54 Computer Upgrades
Upgrade from Windows 7 to Windows 10. Increase RAM and add Solid State Disk in those with spinning disk. Windows 7 obsolete in 2020.

H $60,000 $75,000 $65,000
55 Electronic Mail (Exchange) Move to Office 365. H $52,000/year $62,000/year $61,250 $52,500 $42,000 $42,000 $44,400 $44,400 56 Office Software Upgrades Move to Office 365, and include Office software. H Included in Email (O365)
Included in
Email (O365) Included in Email (O365)
57 E-Fax
Move to electronic faxing wherever possible to reduce cost of plain, old telephone lines. Do in conjunction with phone system upgrade or replacement.

M $5,000 $10,000 $7,500
58 Dual Monitors Implement dual monitors for majority of staff to increase productivity.

Includes monitor arms and any additional USB->HDMI adapters. H $60,000 $100,000 $20,000 $20,000 $20,000 $20,000 $20,000

Page 4 of 6 ends

7.C.b
Packet Pg. 559
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan
Budget
Low High FYE 2025FYE 2021 FYE 2022 FYE 2024FYE 2023IT Initiative Comments Budget Range
FYE 2020
59 Video Surveillance Single video surveillance management system for use throughout the City. Consider integration with door access control system. M $200,000 $350,000 $50,000 $90,000 $45,000 60 Door Access Control
Integrated door access control management system for use throughout the City. Consider system that integrates with video surveillance management system.

M $250,000 $400,000 $162,500 $35,000
IT Operations
61 Help Desk Ticketing System Implement robust Service Desk offering, and expand usage. H $10,000 $20,000 $15,000 62 Mobile Device Management Implement management product for smart phones, tablets, and laptops. H $750/year $3,000/year $1,000 $1,000 $1,500 $1,500 $2,000 $2,000 63 IT Asset Management Automation Implement Netrix or similar to track all IT assets. M $5,000 $10,000 $10,000 64 IT Automation Tools (Patch Management) Patch all critical applications versus existing Microsoft patching. H $5,000 $15,000 $14,500 65 Desktop Management Desktop inventory and software push capability. M $5,000 $15,000 $10,000 66 Network Management Tools (Configuration Management) Implement What's Up Gold or other configuration management and alerts/alarms tool. H $15,000 $25,000 $15,000
67 IT Support Metrics Measurements from Help Desk (Service Desk). M $7,000 $7,000 68 IT Policies and Procedures Develop IT policies and procedures. M $7,800 $14,800 $7,800 $7,000 69 IT Procurement Practices Best Practice for the procurement of large, complex technology systems. H N/A N/A N/A N/A N/A N/A N/A N/A
IT Security
70 Backups and Disaster Recovery Planning Cloud-based backups and disaster recovery capabilities.

Dependency - expanded Internet bandwidth. H $25,000 $50,000 $50,000 $25,000 $25,000 $25,000 71 Firewall Replacement Replace obsolete firewalls, and implement additional firewalls for CJIS security and additional bandwidth needs. H $75,000 $100,000 $100,000 72 Antivirus Updates Move to an enterprise antivirus solution that allows for tracking of non- compliant systems. H $6,250 $12,500 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 73 Two-Factor Authentication For all staff. M $15,000 $25,000 $25,000 74 IT Security Assessment Following network, DMZ, and firewall improvements. M $15,000 $25,000 $25,000 75 PCI Compliance Review Assess credit card processing methodologies and security procedures. M $7,500 $12,500 $10,000
76 Records and Data Retention
Expand City records retention to include electronic records and data.

Implement cloud-based electronic mail archiving and migrate .PST files.

H $5,000/year $10,000/year $14,500 $7,500 $7,500 $7,500 $7,500 $7,500 Telecommunications
77 VoIP Phone System Upgrade
Replace obsolete phone system. Will require a complete hardware and software upgrade. Recommended Best Practice methodology includes a competitive procurement process that considers replacement systems in addition to an upgrade.

H $170,000 $255,000 $25,000 $220,000

Page 5 of 6 ends

7.C.b
Packet Pg. 560
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan
Budget
Low High FYE 2025FYE 2021 FYE 2022 FYE 2024FYE 2023IT Initiative Comments Budget Range
FYE 2020
IT Staffing
78 IT Staff Training Include CBT Nuggets and one class per staff member. H $16,500 $20,000 $16,500 $16,500 $16,500 $16,500 $16,500 $16,500 79 Enterprise Applications Support Corresponding to the fiscal year of ERP system selection, add a Business Systems Analyst to the IT Team. M $105,000/ year $125,000/ year $57,500 $115,000 $119,600 $124,384 80 GIS Staffing Following the GIS Assessment, determine GIS staffing mechanism.

Consider outsourcing GIS to third party. M $50,000/ year 125,000/ year $75,000 $75,000 $75,000 $75,000 81 IT Staffing H N/A N/A N/A N/A N/A N/A N/A N/A
82 IT Project Management Technology Master Plan project management. H $125,000/ year $250,000/ year $171,000 $200,000 $206,000 $212,180 $218,545 $225,102 $4,354,400 $2,317,800 $1,908,500 $2,000,430 $1,685,795 $1,207,386 6-Year Grand Total $13,474,311
*Other Funding Sources (Funded, Planned and/or Estimated) *Other Funding Sources (Funded, Planned and/or Estimated) Subtotal - Other Funding Sources - - - - - -
Net new Funding $4,354,400 $2,317,800 $1,908,500 $2,000,430 $1,685,795 $1,207,386 6-Year Grand Total $13,474,311

Page 6 of 6 ends

7.C.b
Packet Pg. 561
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
30 | 30
Technology Current State
Assessment (Initiatives)
The following section contains the Technology Current State Assessment documentation in its entirety.

7.C.b
Packet Pg. 562
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current
State Assessment
(Initiatives)
November 2019
Client Locations
Coast-to-Coast
Practice Locations
California
Illinois
Texas
North Carolina
800.806.3080
www.clientfirstcg.com

7.C.b
Packet Pg. 563
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
2 | 129
Table of Contents
BEST PRACTICES................................ ................................ ................... 5

1. Technology Governance...............................................................................................6

2. IT Project and Services Portfolio ..................................................................................8

3. Sustainability Planning.................................................................................................. 9

4. Project Planning and Implementation Best Practices................................................ 11

5. Applications Management Best Practices.................................................................. 13

6. Business Process Reviews.........................................................................................18

7. Enterprise Reporting Best Practices .......................................................................... 21

8. ITIL (Information Technology Infrastructure Library)..................................................25

9. COBIT (Control Objectives for Information and Related Technologies)....................26

10. User Training and Support..........................................................................................27

11. Training Room ............................................................................................................ 29

12. Software Selection Best Practices.............................................................................. 30

13. User Access Controls ................................................................................................. 35

14. Cloud Computing ........................................................................................................ 36

15. Return-On-Investment Considerations....................................................................... 37 DEPARTMENTAL APPLICATIONS AND SYSTEMS ................................ ...... 41

16. Eden (Enterprise Resource Planning - ERP) Replacement ...................................... 42

17. Eden (Enterprise Resource Planning - ERP) Replacement Selection Services....... 50

18. Time and Attendance System ....................................................................................51

19. Performance-Evaluation Software.............................................................................. 53

20. EAM (Enterprise Asset Management) Replacement................................................. 54

21. Project Tracking and Collaboration............................................................................ 55

22. Construction Management Software.......................................................................... 57

23. InDesign and AutoCAD Software Upgrade................................................................58

24. Land Management - EdgeSoft Implementation..........................................................59

25. Landscape Design Software.......................................................................................61

26. Police CAD/RMS Replacement..................................................................................62

27. Public Safety Radio System .......................................................................................64

28. Electronic Ticketing and Citation System................................................................... 65

29. Police Interview Room Recording System................................................................. 67

30. Electronic Document Management System (EDMS)................................................. 68

31. Intranet Implementation..............................................................................................71

7.C.b
Packet Pg. 564
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
3 | 129
SMART CITIES ................................ ................................ ..................... 73

32. GIS Assessment and Strategies................................................................................. 74

33. Website Design Review and Improvement................................................................76

34. Online Citizen Access................................................................................................. 77

35. Citizen Request Management (CRM) Replacement..................................................79

36. Passport Application and Renewal Processing..........................................................80

37. E-Filing Systems - Public Access............................................................................... 81

38. Public Wireless Tweedy Boulevard and South Gate Park...................................... 82 IT INFRASTRUCTURE ................................ ................................ ............ 83

39. Computer Equipment Replacement Planning............................................................84

40. City Hall Computer Rooms.........................................................................................85

41. Police Computer Rooms.............................................................................................87

42. Structured Connectivity System ................................................................................. 88

43. Power Distribution....................................................................................................... 89

44. Network Redesign....................................................................................................... 90

45. Servers Windows 2016 Domain Upgrade...............................................................91

46. IT Infrastructure Roles and Responsibilities...............................................................92

47. Create Best Practice Internet Connectivity (DMZ).....................................................93

48. Virtual Server Migration ..............................................................................................94

49. Wireless Network........................................................................................................ 95

50. Mobile Access............................................................................................................. 96

51. Mobile Digital Computer (MDC) Replacement Planning............................................ 97

52. Conference Room Audiovisual...................................................................................97

53. Internet Bandwidth...................................................................................................... 98

54. Computer Upgrades.................................................................................................... 99

55. Electronic Mail (Exchange).........................................................................................99

56. Office Software Upgrades.........................................................................................100

57. E-Fax.........................................................................................................................100

58. Dual Monitors............................................................................................................ 101

59. Video Surveillance.................................................................................................... 102

60. Door Access Control................................................................................................. 103

7.C.b
Packet Pg. 565
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
4 | 129
IT OPERATIONS ................................ ................................ ................. 104

61. Help Desk Ticketing System.....................................................................................105

62. Mobile Device Management.....................................................................................106

63. IT Asset Management Automation ........................................................................... 106

64. IT Automation Tools (Patch Management) ..............................................................107

65. Desktop Management...............................................................................................107

66. Network Management Tools (Configuration Management)..................................... 108

67. IT Support Metrics..................................................................................................... 109

68. IT Policies and Procedures.......................................................................................110

69. IT Procurement Practices .........................................................................................111 IT SECURITY................................ ................................ ...................... 112

70. Backups and Disaster Recovery Planning ...............................................................113

71. Firewall Replacement ...............................................................................................114

72. Antivirus Updates...................................................................................................... 115

73. Two-Factor Authentication........................................................................................115

74. IT Security Assessment............................................................................................116

75. PCI Compliance Review...........................................................................................117

76. Records and Data Retention ....................................................................................117 TELECOMMUNICATIONS................................ ................................ ...... 118

77. VoIP Phone System Upgrade...................................................................................119 IT STAFFING................................ ................................ ...................... 120

78. IT Staff Training ........................................................................................................ 121

79. Enterprise Applications Support............................................................................... 122

80. GIS Staffing............................................................................................................... 127

81. IT Staffing..................................................................................................................128

82. IT Management......................................................................................................... 129

7.C.b
Packet Pg. 566
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
5 | 129
Best practices are methods that are recognized as
consistently providing better results than those
achieved with other methods. We believe that the
following best practices will enhance the City
ability to select, procure, and maintain solutions
that are more effective in the future, as well as
improve overall productivity of staff.

Best Practices

1. Technology Governance

2. IT Project and Services Portfolio

3. Sustainability Planning
4 Project Planning and Implementation Best
Practices

5. Applications Management Best Practices

6. Business Process Reviews

7. Enterprise Reporting Best Practices

8. ITIL (Information Technology Infrastructure
Library)

9. COBIT (Control Objectives for Information and
Related Technologies)

10. User Training and Support

11. Training Room

12. Software Selection Best Practices

13. User Access Controls

14. Cloud Computing

15. Return-On-Investment Considerations

7.C.b
Packet Pg. 567
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
6 | 129

1. Background
Technology Governance
Traditionally, key technology decisions are made by IT professionals and a select few organization managers. This does not always ensure the most effective delivery of technology to stakeholders (all departments and constituents). Technology governance can provide a collaborative forum for major decisions, planning, internal communication, and departmentand staff training regarding such matters. Technology governance can also provide a methodology for stewardship of technology resources on behalf of the stakeholders who demand a benefit and/or return on the investment.

Steering Committee
A Technology Steering Committee is a group of employees and managers from a variety of departments and
disciplines that provide long-term direction and oversight for an organization's technology resources. This
committee can provide a stabilizing influence and focus for development of organizational concepts and planning.

Some of the responsibilities the group may carry out
include:

Identifying and developing technology initiatives and projects Prioritizing technology initiatives
Monitoring the Technology Master Plan and project progress Project management of Technology Master Plan implementation Providing a forum for lessons learned during implementation of technology projects Providing an initial review process of technology-related projects requested by individual departments
Reviewing and providing feedback on long-term, unresolved Help Desk issues Developing and reviewing standards and policies
Helping to achieve support for technology across the organization Reviewing Help Desk statistics, issues, and long-term unresolved needs Discussing internal customer service concerns
Acting as a sounding board for management and staff
Implementation of a technology governance methodology can be an effective forum for departments to become more knowledgeable about technology and how it can be used to enhance customer service and create efficiencies throughout City business processes.

Findings and Observations
Interdepartmental cooperation is necessary to meet the C implementation of the Technology Master Plan recommendations will provide a great opportunity for City departments to collaborate on future technology use and application needs.

7.C.b
Packet Pg. 568
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
7 | 129
Recommendations
Assemble and formally implement a Technology Steering Committee, including a Technology Steering Committee Charter, to discuss technologies and recommend priorities, assist in policy development, communicate with department staff, and oversee the implementation of the Technology Master Plan.

Utilize the Technology Steering Committee as the initial forum for IT functions and other departments to propose and present new technology-related projects to ensure best practices are followed and applied to the review, selection, approval, procurement, implementation (project management), and ongoing technology maintenance.

Recommended Next Steps
Develop a Technology Steering Committee charter.

Determine potential Technology Steering Committee members who are:

Interested in participating on the committee
Able to speak for Department Heads
Develop and implement a Technology Steering Committee focused on:

Oversight of the Technology Master Plan
Adjusting priorities, based on limited IT resources
Annual IT budget review and prioritization
IT policy reviews
New project reviews and feedback
Lessons learned from ongoing projects
Determine representation of all departments on the Steering Committee for regular technology-based communication, ongoing education, and continued collaboration.

Assign leaders to report on Technology Master Plan initiatives implementation progress.

Monitor and discuss active Technology Master Plan initiatives at each Committee meeting.

Form sub-committees, as appropriate.

Consider a GIS sub-committee to focus on developing a strong citywide GIS program.

Benefits
More transparency, responsibility, and accountability
Prioritization of initiatives
Improved compliance and consistency
Enhanced communication and collaboration
Higher degree of business and technology alignment
Widespread personal and professional growth

7.C.b
Packet Pg. 569
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
8 | 129

2. Background
An IT Support Services Portfolio is a complete list of IT projects and services provided to City staff and the public. The support services portfolio outlines IT responsibilities for each service and any service-level agreement for those services (e.g., 24/7 support required, disaster recovery priorities, user-access permissions, report writing for certain software modules, server uptime requirements, etc.) Applications support is only one aspect of the complete portfolio.

Other IT services include projects, Help Desk, data network, telephone systems, cyber security, etc.

Recommendations
Create an IT Projects and Services Portfolio to effectively communicate and set expectations for all users regarding what support services IT provides and communicate service-level standards.

Utilize results of the Technology Master Plan as the basis for a five-year project portfolio and budget.
-TMP projects requiring less than forty
(40) hours of IT work.

IT Steering Committee (see Governance initiative) should track and review the portfolio and receive regular updates from IT staff and departments on the status of projects.

Utilize the Application Management Best Practices as well as User Training and Support initiatives as a basis to complete the services portfolio.

7.C.b
Packet Pg. 570
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
9 | 129

3. Background
Sustainability planning is the process of mapping the acquisition, maintenance, upgrade, improvements, training, and eventual replacement for major application systems over a long- term period (e.g. ten years). Sustainability planning helps in two significant ways:

1. It reduces the significant periodic spikes in capital expenditures for large software solutions.

2. It schedules upgrades and replacements of departmental business application systems in a convenient and timely manner.

3. It provides for ongoing use training.

Sustainability planning includes computer replacement planning to create a holistic view of necessary technology expenditures over the long run. Sustainability planning can be used to develop a minimum annual set-aside.

The growing practice of sustainability planning provides a more practical and realistic way to determine and plan for the ongoing operational needs of all departments.

Because software applications are the primary technology tools of business departments, the City can benefit from implementation of sustainability planning versus the more limited practice of replacement planning.

Return-on-Investment (ROI) Considerations
A study conducted by Express Metrix for quantifying ROI as it relates to IT and software asset management describes the following ROI benefits of replacement planning within an organization:1
Reduced cost of ownership related to IT assets by determining licenses for which an organization is overspending and reducing Help Desk costs Managed technology change by developing software procurement models that map current and future needs with technology migration and upgrade planning Minimized security risks by preventing unauthorized use, enforcing desktop standards, and identifying PCs with unlicensed applications
In a study conducted by the Aberdeen Group, the following were the cost savings that occurred after incorporating a sustainability plan:2
System automations reduced paper costs by up to 11%
Efficiencies reduced facility costs by up to 10%
Waste and disposal costs were reduced by up to 8%
Transportation and logistics costs were reduced by up to 5% Findings and Observations
The City has spent a limited amount on technology over the last three years.

Some application-related costs are in department budgets.

IT spending throughout the organization is somewhat fragmented.

IT spending cannot be easily summarized for the organization. 1 Express Metrix.
2 Aberdeen Group, 2009.

7.C.b
Packet Pg. 571
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
10 | 129
Recommendations
Develop a sustainability plan for major IT and department software applications.

Microsoft licenses should be replaced N-1 (i.e., every other version). The City should investigate the possibility of shifting to a subscription-based, hosted model (Office 365) in future budget years.

Consider subscription-based software for other software including Adobe, AutoCAD, etc.

Larger core applications (e.g., Financials, Land Management, Work Order Management, Recreation, etc.) benefit most from sustainability planning because these should only be replaced every 10-15 years, if procured and managed properly.

Investigate and track annual maintenance and support, and upgrade costs for all major systems to determine if the cost structure is sustainable. If the cost structure is not sustainable, consider alternatives and priorities over the next five-year period.

Benefits
Increased long-term investment through scalability
Reduced maintenance expenses
Increased trust in systems
Reduced risk and liability
Reduction in total cost of ownership
Avoidance of unforeseen upgrades
Informed purchase timing
Software lifecycle evaluation

7.C.b
Packet Pg. 572
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
11 | 129

4. Background
A best practice approach should be followed for all significant implementation projects. The complexity and risk determine the actual level of due diligence that should be performed. The following is an outline of project planning and
implementation best practices:

Determine Scope of Work Work with all stakeholders
to determine what needs to be accomplished.

Design For larger, more complex projects, the design
effort may become a separate project. For smaller
projects, design is integrated into budgeting.

Specifications Make sure an appropriate level of
vendor-agnostic specifications are included with
procurement requests that reduce ambiguity and provide
better comparisons between vendors.

Collaborate Include input and requirements of all
stakeholder groups to ensure all requirements are included in specifications and all stakeholders buy-in to the final solution. The IT Steering Committee should review as part of s and responsibilities.

Develop Budget Project budgets include hardware, software, and consulting and SME costs. Consulting costs are estimated by outlining the various work steps and estimating the hours required to complete them.

Gain Sign-Off Once the budget is complete, review the scope of work and costs with the project sponsor and gain their approval before continuing, including consent by the IT Steering Committee.

Create Project Plan Based on all stakeholder needs, delivery dates, and the tasks to be completed, develop a project plan and estimated implementation date.

Outline Communication Plan Outline the process for communicating implementation dates, improvements, and training to appropriate staff members.

Document Other Plans Other plans may include training, testing, contingency, and back- out. These plans are developed on an as needed basis.

Configure, Implement, and Train Utilizing planning methodologies and technical expertise, configure the necessary system components, and implement the solution with the least possible impact to staff and productivity. The IT Steering Committee should receive status reports on the progress of the implementation, including whether the project is on time and within budget, whether user needs are being met, and that vendors are following through with their contractual obligations.

Post-Implementation Review Complete a post-implementation review with successes, lessons learned, and any unresolved issues requiring vendor assistance. Report the results Post-Implementation Support All implementations that affect multiple users require on- site, post-implementation support to eliminate remote response times.

Documentation Develop any necessary procedures and update documentation as part of the project.

7.C.b
Packet Pg. 573
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
12 | 129
Findings and Observations
The City does not utilize a Project Management Office (PMO) approach or a culture of following project management best practices for all IT projects.

The City has limited IT project management expertise.

The IT function does not regularly utilize project management methodologies on larger projects, although third-party subject matter experts (SMEs) have been used on occasions for research and studies.

Recommendations
Develop a project portfolio for all IT and software-related projects.

Follow Planning and Implementation Best Practices as listed in the introduction of this initiative.

Review all major active and upcoming projects during Technology Steering Committee meetings.

Obtain services of third-party project managers and/or subject-matter experts, as appropriate and/or cost beneficial.

Benefits
Prioritization of projects
Reduced periods between transitions
Increased information-sharing capabilities
Enhanced communication and consensus
Increased anticipation and management of technology upgrades Improved analysis and planning
Increased departmental collaboration
Measurement and tracking of results and outcomes

7.C.b
Packet Pg. 574
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
13 | 129

5. Background
The City utilizes over 127 different software applications or modules throughout all departments.

Major systems include:

Application Functionality Vendor
Financial/Accounting Management & Budgeting Eden
Personnel Management & Payroll Eden
CIS/Utility Billing Eden (Radix & Itron AMR project)
Advanced Scheduling and Time Keeping Telestaff (Police only) Land Management (Planning, Permitting, Inspections, Code Enforcement, Licensing, etc.) HdL migrating to EdgeSoft Work Orders/Maintenance Management CitiTech
Electronic Document and Records Management N/A
Geographic Information System (GIS)
PW: GIS Nobel/GeoViewer 9
Police: Esri
Police: Geo maps
(geospatialtech.com)
CAD (Computer Aided Dispatch) / RMS (Records Management System) product line A more comprehensive example listing of City applications is included below.

Note: This is not an official inventory
Adobe
Acrobat Pro
Acrobat Reader
Flash
Illustrator
InDesign
Photoshop
Audacity
AutoCAD
Bank file transfer-
WinSCP
Bank of the West
(BofW)
BlueCheck
CalGang
California DOJ
CalPERS online
Canva
Chromecast
City App (Citizen
Engagement Tool)
CitiTech
Work Orders
Work Reports
Asset Management
Annual Work Plans
Inspections
Inventory
Civic Plus
Colorado Timing
System
Compliance Hub
(online)
County Assessors
maps
Credit Card Readers
Crystal Reports
Daktronics
Dropbox
Eden/Tyler
Technologies
Accounts Payable
Accounts
Receivable
Administration with
E-Server
administration
Applicant Tracking
Budget Preparation
General Ledger
Human Resources
Inventory Control
Parcel Manager
Payroll
Purchasing
Requisitions
Tyler Cashiering
Tyler community
Utility Billing
Elavon/Converge
website
eMedia
ESRI
E-Trak

7.C.b
Packet Pg. 575
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
14 | 129
Fingerprint Readers
Fire Fox
FTP
Fuel Station
Management
Geo Viewer
Geospat Tech
GIS Nobel/GeoViewer 9
Go Section 8
Google
Chrome
Drive
Maps
Sheets
GovInvest
Happy/MRI
HdL
Business License
Code Enforcement
Permits
HP Photo Image
IA-Pro
IDIS
IndigoVision
Itron
Java
JDIC
LA County Land
Development
LA County Stormwater
System
LiveScan
MC5500
Microsoft
Access
Excel
Internet Explorer
One Drive
Outlook
Paint
PowerPoint
Publisher
Word
Word Perfect
MicroStation
MJM Software
NeoGov
NPDES System
OmniPage 18
OpenEdge
OpenGov
Pavement Management
Software
PDF-Xchange Editor
PIC

PIPS/BOSSS
Pitney Bowes -
SendPro
Pitney Bowes Machine
Property Radar
PUMA
Quadrant Cashiering
Quattro Pro
QueTel
Radix
RecordPad Sound
Recorder
SafetyNet
SCADA
Scanner Program
Smart Cover (Sewer)
Smart viewer
Sony Vegas Studio
Soundcloud
SSD
Telestaff
Title Report Company
TMS
Voice Print
VPN remote access
VX Tracker
WCA Arbor Access
X2 Cross-Connection
Zoom
Findings
lack time-saving and
service-level functionality. This has left a number of these systems underutilized, resulting in loss of productivity due to manual processes, inefficient workarounds, and inefficient or unnecessary reconciliations.

Various versions of software are inconsistent creating compatibility issues (examples include AutoCAD and Adobe).

Training is needed for many software applications throughout the City (see User Training and Support initiative).

The City is lacking sufficient resources to document business processes, develop needs for applications systems, prioritize needs, evaluate solutions, and identify sufficient implementation as well as ongoing management and support resources for these software solutions.

Additionally, the City has insufficient IT resources to ensure quality applications utilization, increase department process improvements, and gain significant efficiencies in labor throughout the organization.

Gaining greater utilization of the existing application modules is vital to significant increases in staff productivity throughout the City. The ability to accomplish this is difficult because of limited resources and the diversity of application providers in use.

7.C.b
Packet Pg. 576
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
15 | 129
Future Applications Management Best Practices
The City can benefit greatly by changing traditional applications management and support practices. Use of the following recommendations can lead to improved functionality, use, and increase overall productivity.

Future Applications Roles and Responsibilities
Applications support and management roles and responsibilities must be identifiedand assigned to each department s operational application modules. We recommend starting with:

Finance, Accounting, and Budgeting
Personnel Management and Payroll
CIS Utility Billing
Land Management
EAM/Work Orders/Maintenance Management
Identification and assignment will help the City select capable staff resources to fulfill the roles and
responsibilities for applications management best
practices in the future.

Process Owner
member who is responsible for a given departmental process or function
May also be responsible for oversight and delivery of the daily, weekly, monthly, and annual processes that the application or module is utilized to fulfill Primarily makes final decisions on process policies, procedures, and deliverables for their area of expertise
Stays current with the applicable industry best practices, technology, and applications capabilities
Application Champion (Power User)
An expert on a specific application or software module
Possesses greatest knowledge of application or module
Lead trainer or support person for other staff members that utilize application or module Usually has formal training and is responsible for application configuration setup and changes on an ongoing basis
Often trained to provide ad hoc report writing capabilities Stays current with the applicable industry best practices, technology, and application capabilities
Stays current with exist
Business Process and Application Analyst Skillset
Assigned to work with process owners, application champions, report writers, and users Reviews business processes, current utilization of application, manual processes, and shadow systems (e.g., spreadsheets and other databases) to increase automation, improve efficiencies, and increase utilization of core business applications Assists in the development of user, application, and process requirements Assists in developing and documenting standard operating procedures (SOPs)

7.C.b
Packet Pg. 577
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
16 | 129
Ad Hoc Report Writer Aptitude
third-party tools such as Crystal Reports, Cognos, or Microsoft SQL Server Reporting Services (SRSS)
Assigned as the go-to person for ad hoc reports that other users cannot quickly generate on their own
IS Division Roles and Responsibilities
Define IT roles and responsibilities by application module. Consider taking the following actions:

Identify role of IS Division for a given application or module (primarily server and network support, but in some cases may also provide application analysis and support, or ad hoc and custom report writing).

Departments need to take as much responsibility as possible for applications management of software modules utilized by their primary business-process functions, as the IS Division does not have sufficient resources to fulfill all applications management support and maintenance roles for the entire organization.

Multiple Roles
Please note that the organization may not have an identified resource in some instances and that some applications may not require certain roles. It is also likely that,in some instances, the same person(s) will fulfill more than one role for a given application or modules.

Module Lead
Lead responsibility for needs assessments, selection processes, documentation, gathering information, and coordinating other Key Module Stakeholders (see below) Lead participant in reviewing software and business-process needs requirements Provides feedback or clarifications on software needs
Lead departmental implementer for new software module and functionality Key Module Stakeholders (often from other departments)
Participant in reviewing software needs requirements
Assists in gathering documentation and identifying department or division needs May also provide feedback or clarifications on software needs Shares responsibility in implementation of new software modules and functionality Recommendations
Consider adding more specialized application and business analyst personnel (application support specialist) to the IT staff to provide increased and improved applications support to departmental users for departmental business applications.

Departments should be encouraged to become more responsible for changes to application setup and configurations with assistance from IT personnel. If department personnel are unable to make these changes, training should be provided. If needed, third-party subject- matter experts can be helpful for large or complex projects.

Training department personnel to perform their own simple report writing (basic listings and extracts in tabular form) is challenging, but beneficial. More complex reporting often requires specific understanding of database structures in the application. This can free up the capacity of IT staff to focus on other important issues, such as providing assistance on more difficult or complex reporting needs.

7.C.b
Packet Pg. 578
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
17 | 129
Over time, we believe that applications utilization by departments will improve if applications sponsors (i.e., process owners and application champions) take a more active role in monitoring upcoming functionality improvements from new software releases that will benefit the City. In addition, it would be helpful if application sponsors and sponsoring departments monitored and discussed applications usage with other peer organizations and entities to gather information and potential productivity improvements that could be incorporated into the City
Specifically assign roles and responsibilities to each applicable application or module.

Key assignments should encompass responsibility for understanding industry best practices and solutions or processes available, as well as taking the lead in continually assessing and inventorying needs.

Inventory current and future feature/function, reporting, training, and support gaps, and maintain improvement needs lists by specific software modules.

Benefits
Increased use of applications features, resulting in higher return on software investment Higher degree of user independence as well as less reliability and cost for vendor assistance or time required by City IT staff
Identification of applications user roles and responsibilities Improved efficiencies and productivity
Improved customer service
Next Steps
Each department should complete Application/User Matrices for current and future applications usage and applications management roles. The IT Steering Committee should review completed matrices.
ble.

Identify application champion(s) for each module.

Differentiate (e.g., by color shading, annotations, etc.) if individuals are expected to assume roles in the future with additional training.

Define IS Division roles and responsibilities for all applications or modules.

7.C.b
Packet Pg. 579
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
18 | 129

6. Background
A Business Process Review (often called Business Process Improvement) is a method of analyzing and evaluating current processes for the purpose of:

Identifying enhancement and streamlining
opportunities
Automating manual processes
Eliminating or dramatically reducing the use of
shadow systems and processes
Eliminating paper and other equipment and supply
costs
Maximizing human resources involved in the
processes
Embedding or transferring the knowledge of subject-
matter experts (SMEs) into the processes and
associated workflows
Applying the functionality of technology and the
configuration of the system to support process
improvements
It should also be noted that the features, functions, and capabilities of applications systems can also dictate opportunities for process improvements.

Process review and improvement is a continual process. This is not an effort that is applied once and then forgotten, settling on the status quo. Individuals should strive for continuous improvement. An organization stays healthy in the same way, by continuing to review and improve processes and incorporating those improvements into the configuration and setup of the supporting application systems. Processes and system configurations need to be continually improved in response to:

Emergence and introduction of new technologies
Release of application software updates containing new features, functions, and capabilities Changes in law, regulations, or rules
Changes in the needs and demands of constituents and the public user community
Unforeseen changes in access to resources or funding
Changes in business operation processes
Although process review and improvement should be continual, it is most common for process improvement projects to occur:

7.C.b
Packet Pg. 580
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
19 | 129
Recommendations
Perform Business Process Reviews throughout the organization (as applicable), breaking processes down by department, division, and, finally, the process level. This should also take into consideration interdepartmental interaction and dependencies.

Begin by analyzing the staff feedback throughout this report to identify high-priority areas.

These Business Process Reviews should be scheduled per the following:

In preparation for, and during the implementation of, new or replacement application systems
When new technology becomes available that provides opportunities for additional automation
On a pre-established process review and improvement cycle (important to ensure a continued, regularly scheduled focus on improvement)
These Business Process Review (and improvement) efforts should be conducted prior to any enterprise system implementation and in coordination with the Application Management Best Practices initiative. Departmental process owners and the application support resources (Application Support Specialist/Business Analyst) need to be involved with this review process in parallel with their ongoing application management support roles.

City management needs to be aware of the potential need for employee reassignment or redeployment and the moral and emotional effect this may have (see Workload Transference concept described below).

Consider utilizing a third-party SME or consulting firm, initially, for scheduling, structuring, and conducting the necessary business process review and improvement efforts. It is often helpful to have an outside resource assist, due to their position as an unbiased third party.

Workload Transference (A Business Process Concept)
As a result of business process improvements, including those that occur during the implementation of new systems, the City
changes often require the shifting of workload (tasks and amount of effort) from one person to another. Even though a particular individual in the process may realize an increase in their to
achieve the potential gains from the implementation of a new system. The diagram below represents this principle of workload transference.

Even though Person #1 in the process has an increase of three work units, the work units of the individuals down the process stream have been reduced, with a total reduction of workload for the entire process stream (reduction of five work units).

7.C.b
Packet Pg. 581
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
20 | 129
Note: It is important to understand this as an example of a single process. This example represents a reduction of hours and effort, not a reduction in employee count.

Benefits
Improved efficiencies through:

Process enhancements and streamlining
Automation of manual processes
Elimination or dramatic reduction of shadow systems and processes Elimination of paper and other equipment and supply costs Maximization of human resources involved in the processes Improved utilization of existing system through reconfiguration and setup, gaining productivity, and achieving better results
Preservation of institutional knowledge by embedding or transferring staff knowledge into processes and associated workflows
Maximized investment in software applications and technologies by incorporating process improvements in system workflows, configuration, and setup

7.C.b
Packet Pg. 582
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
21 | 129

7. Background
Enterprise software applications that support the critical business functions and processes of the organization (i.e., ERP, Financial, Maintenance and Operations, and Property) also store critical information and data as a byproduct.

Reporting is based on the premise of entering or capturing data, and then extracting and presenting this data as information. Information is the outcome of the reporting process, presented in a useful, consumable, and digestible format, enabling the organization to:

Equip line, supervisory, and department or division management personnel with information to make necessary daily decisions during the conduct of fulfilling operational responsibilities Provide leadership with the ability to better understand and validate operations and output Measure how well the organization is meeting its goals, objectives, and service levels, as well as meeting any established key performance indicators Make decisions and establish practices and policies to manage risk Empower leadership to make strategic decisions necessary for guiding mid- and long-term direction for the organization as well as measure the ongoing implementation and results of those decisions
Information provided from reporting results can be presented in many formats, including, but not limited to:

Traditional rows and columns
Tabular
Pivot tables
Graphic (e.g., line, bar, and pie, including dashboard presentation) Overlay
Ideal reporting systems can also provide the results in actionable format, including, but not limited to:

Using analysis tools to apply filters and factors to view and better understand the information Using the data to determine options and apply decision criteria (what-if scenarios) Sharing and combining data with information from other departments, systems, or even external data sources
Allowing collaboration and group analysis
An organization will find it difficult to maximize utilization of their application software and achieve their goals in an environment where data is painstakingly entered into a system but cannot be retrieved in a meaningful way. In short, enterprise applications cannot deliver full value without providing the organization the ability to use data contained in these systems to manage their operations and guide them in determining their future direction.

Findings and Observations
Crystal Reports and SQL Server Reporting Services are used for reporting purposes throughout the City.

Multiple departments would like to receive Crystal reports and SQL Server Reporting Services user training.

7.C.b
Packet Pg. 583
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
22 | 129
Recommendations
The City should take a complete inventory of all reports, including shadow system reports (i.e., those compiled in MS Excel).

We have included the sample below as a starting point.

Note: This is only an example. Headings and data fields can be added, changed, or deleted to best meet City needs.

The history of changes or modifications to the reports with the reasons and benefits of those changes can be kept in the inventory and/or with the report itself.

Shadow system or unmet reporting needs should be addressed in the system to improve business processes.

Report
Name Priority & Reporting Tool Used User IT Vendor Report Options The inventory above provides a means to document responsible party(s) and roles (user, IT, or vendor), in keeping with Application Management Best Practices. Those responsible for report creation and development should be identified and maintained. Departmental staff members know their business processes and data best and are often best equipped to develop reports independently. We recommend that Departmental staff receive report writing training and develop the majority of reports within the function.

Only involve IT or a third party for more complex reporting needs.

Department staff can be trained to develop basic and moderately sophisticated reports. For more complex reports that require joins and other more complex functionality, department staff can partner with IT or a third party in the report development process. The table below is an example of what some organizations have used to assign departmental application and reporting, based on roles and responsibilities. These should be completed for each application software system within the organization.

7.C.b
Packet Pg. 584
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
23 | 129
The City should make use of all reporting and information presentation options available.

Options for meeting reporting needs are as follows and are also placed in order of preference and priority. It should be noted that these options are often dependent on the technology, database, database structure, and development tools the application vendor(s) applied when building their systems.

Dashboard(s) - Dashboards are provided by many enterprise application software vendors. Dashboards are often used as the launch platform for the application, but also The status of
expenditures against budget, number, and types of work orders issued versus completed for a particular time period, and much more, is an example of this. These results are often displayed graphically as context-sensitive content so that clicking on the graphic enables drilling-down to the detailed information contained in the application upon which it is based. Frequently-used reports can also be pinned on the Dashboard for quick access and execution.

Vendor Application Standard Reports - Most vendors provide a set of prewritten reports that are included with the software application. These are reports that the software vendors have determined are most commonly needed or requested by the application user community and included in a quick-access link that can be executed from a drop-down list or menu. These standard reports usually have additional criteria to select (e.g., applying a date range, specifying a particular value type, etc.) Some vendors have written these reports using their own report-writing services (i.e., SSRS), which allows the use of standard reports as a base from which user modifications are applied with the
Ad Hoc Reports - Ad hoc reporting tools allow for the custom development of reports without the benefit of programming knowledge. Most report-writing tools are intuitive enough for non-IT-oriented department staff to independently create customized reports.

It should be noted that familiarity with the application and data contained in the system is a prerequisite to be able to use any ad hoc reporting tool. However, any user that is a mid- to high-volume user of the application who is also computer proficient usually has the system knowledge to make use of an ad hoc reporting tool. As noted earlier, more sophisticated reports may require the assistance of IT staff. Ad hoc reports are a powerful tool for the user community, allowing them to independently meet their basic reporting needs. The types of ad hoc reporting tools that are available include:

7.C.b
Packet Pg. 585
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
24 | 129
Application vendor proprietary tools
Vendor-incorporated SQL Server Reporting Services (SSRS) Third-party reporting/BI tools (e.g., Crystal, Cognos, Business Objects, etc.) Other non-SQL, server database-specific reporting tools (e.g., Oracle reporting tools, etc.)
Financial Analysis and Financial Statement Report-Writing Tools - These reporting tools are a form of ad hoc reporting, but include additional capabilities related to financial analysis and financial reporting needs of finance and accounting staff. A few common reporting tools for this need are listed below:

Reporting tool developed by the software application vendor, to be used with their particular application
Tools to produce financial reports, like CAFR builders and other tools to produce other GASB-related/required reports
Third-party financial reporting tools offered to work with the more common financial/accounting systems in the local government market space.

Application Vendor Business Analytics and Key Performance Indicators (KPIs) - These are typically tools that allow for performance-based analytics and other performance measure-related reporting. These are often accompanied by a dashboard with the same characteristics described in the Dashboard option above. Many of these tools also provide more sophisticated capabilities for exporting to Excel for the use of Excel-based pivot tables and other advanced Excel capabilities. Some software vendors -
solutions.

User-Programmed/Coded Reporting - These are reports built using internal IT staff and could also include hard-coded reports that a vendor may build for the customer.

Standard and ad hoc reporting options should be explored before turning to this alternative. This option is usually deployed when the reporting need is so sophisticated or complex that a coding method is the only way to accomplish the desired outcome.

Examples of this type of report include:

SQL queries
Other coded/programmed reports
Application Vendor-Written Custom Applications -
knowledge of their own systems, they are often a good resource for hire to write custom reports. It is often best to have several reports grouped together, which will help keep costs more manageable as vendors will provide discounts for larger blocks of hours for these reporting services. It is also a good idea to request that the vendor build these reports using their report-writing tool, if possible, so responsibility in maintaining them can be assumed in the future, as needed, or used as a base to build variant (modified) reports.

After completing the existing report inventories and identifying City reporting roles and responsibilities as recommended above, an assessment and gap analysis should be conducted to include:

A review of existing reports to determine how well they meet needs as well as if any modifications are required to better meet needs or provide more value A detailed list of necessary reports that are needed for all departments and divisions, including any formatting or Excel export needs and reporting tool options to be applied (per definitions above), organization-wide cross-application reporting needs, which require additional processes to combine data from multiple sources using multiple reporting tools and options

7.C.b
Packet Pg. 586
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
25 | 129
Conduct a workshop, after the undeveloped necessary reports have been identified, to prioritize these reports, with participation of all staffing levels within the City from line and field staff to supervisors and management, including executive leadership, as necessary, to cover all reporting needs in the assessment and gap analysis process Prioritization should apply a High, Medium, and Low scale. High-priority reports should be done in the first third of the implementation period. Medium-priority reports should be completed in the middle third of the implementation period. Lastly, the low-priority reports should be completed in the final third of the implementation period. Cost-benefit and impact to operations and customers should be utilized in these prioritizations.

8. Background
This lifecycle approach to IT organization results
in strategies that align service management with
business strategy, structures IT services to
meet the real business environment, and builds
a support model for the day-to-day procedures
needed to support business objectives.

Through an understanding of Information
Technology Infrastructure Library (ITIL) and how
it relates to IT operational environments,
CLIENTFIRST can identify the strategies and
resources needed to accomplish the business
objectives based on the current structure of the
IS Department.

ITIL provides a common framework understood by suppliers, clients, vendors, and businesses through a set of global standards. CLIENTFIRST utilizes these concepts for service delivery throughout its IT planning process to provide a sound approach to support IT initiatives3. ITIL is a framework intended to assist organizations with the alignment of IT operations with business objectives through an IT service strategy of continuous realignment. ITIL is considered a best practice approach to IT service delivery that can be molded to fit all organizational structures.

ITIL v3 groups IT service into four (4) categories: Strategy, Design, Transition, and Operation.

CLIENTFIRST recommends that all IT Managers obtain at least foundational certification in ITIL.

Benefits
Reduction in unplanned work
Increase in number of successful changes
Improved operations management
Secure sharing of infrastructure and asset information
Increased anticipation and management of technology upgrades Maintained Software Updates
Reduced recovery times
Reduction in total cost of ownership
Improved alignment of technology with business requirements and needs 3 www.itil-officialsite.com ITIL, 2009.

7.C.b
Packet Pg. 587
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
26 | 129

9. Background
Control Objectives for Information and related Technology, also known as COBIT, helps to ensure alignment of IT with the environment through the adoption of incentives, metrics, and oversight. IT governance is the responsibility of executives and Board of Directors and consists For IT to be successful in
delivering, management should put an internal control system or framework in place. The COBIT control framework contributes to these needs by:

Organizing IT activities into a generally accepted process model Identifying the major IT resources to be leveraged
Defining the management control objectives to be considered The orientation of COBIT consists of linking organizational goals to IT goals, providing metrics and maturity models to measure their achievement, and identifying the associated responsibilities of organization and IT process owners. The benefits of implementing COBIT as a governance framework over IT include:

Better alignment based on an organizational focus
A view of what IT does that is understandable by management Clear ownership and responsibilities based on process orientation General acceptability with third-parties and regulators Shared understanding among all stakeholders, based on a common language COBIT is an IT governance framework and supporting toolset that allows managers to bridge the gap between control requirements, technical issues, and business risks. COBIT enables clear policy development and best practices for IT control throughout organizations.

COBIT emphasizes regulatory compliance, helps organizations increase the value attained from IT, enables alignment, and simplifies implementation4. CLIENTFIRST utilizes the concepts from COBIT throughout its technology planning process.
4 www.isaca.org COBIT, 2009.

7.C.b
Packet Pg. 588
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
27 | 129
Benefits
Reduction in unplanned work
Increased number of successful changes
Improved operations management
Secure sharing of infrastructure and asset information
Increased anticipation and management of technology upgrades Reduction in total cost of ownership

10. Background
Software systems are tools utilized to conduct business operations. Like other tools (e.g., phones, audiovisual equipment, backhoes, plotters, etc.), gaining greater utilization of these tools through sufficient training and installation of other available software modules is key to significant increases in productivity and greater efficiency, as well as achieving cost savings in many areas.

Findings and Observations
Software applications that are underutilized will gain significant increases in staff productivity if more training were provided.

An updated inventory list can clarify and confirm licensing compliance, over and under seat license requirements, and identify training needs and user-responsibility roles, as discussed in the Application Management Best Practices initiative.

Business Department Application Training
As applications software changes and grows in complexity, training staffmembers to properly use software becomes more critical. We believe that a renewed citywide emphasis on targeted staff training on applications software will pay significant dividends in increased staff effectiveness and productivity. An inventory of high-priority training is essential to achieve expected productivity. The City can identify and assess future training needs for all applications and users upon completion of an application/user matrix (see Applications and User Licensing Inventory initiative).

Return-on-Investment (ROI) Consideration
In a study conducted by Nucleus Research, an organization drove productivity gains of up to 50% through ongoing, successful user trainings.5
Recommendations
Develop a Training Plan including:

Completing an Applications/User Matrix, by department and user Conducting a survey, by user, to assess training required to address actual needs and determine anticipated enrollment (this should be driven by department managers to elicit participation when training is made available)
5 Nucleus Research, 2010.

7.C.b
Packet Pg. 589
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
28 | 129
Processing improvement reviews will uncover many needs for additional training across departments and application systems
Use existing training rooms and facilities for training and for use as a lab to implement application improvements, as well as configure and setup systems to accommodate process improvement/workflows.

Optimum configuration for a training facility is a minimum of 500 square feet, with 12 PCs and one-to-two printers for hands-on training.

Determine strategies for accomplishing training needs and engage software vendors, such as:

Self-learning aids
Internal classes (internal or external trainers)
On-site vendor training
Lunch-and-learns
Go-To Application Champions
Training opportunities at software vendor annual user conferences Participate in software vendor user conference and local user meetings if they are available.

Create a repository of basic how-to training aids and other training information (e.g., videos, past class information, etc.)
Consider procuring a screen-capture video solution to assist with developing internal video training aids.

Current and future needs can be evaluated and prioritized through a combination of mechanisms, including the Technology Steering Committee.

Consider class attendance as a factor in performance evaluations. This can be accomplished by having department management involved and agreeing to which classes each employee would benefit from.

Consider efforts to reduce and/or limit the total number of software vendors and databases whenever possible. This will reduce and limit overall cost-of-ownership, support requirements, training and reporting needs, and improve overall integration capabilities.

Benefits
Improved operations management
Improved utilization and efficiency of software applications Activation and use of existing functionality that is currently unknown but important to the City Review and activation of new functionality provided in future applications software releases Increased information sharing
Better identification of training needs
Increased training alternatives
Improved software administration (fewer staff required to service user community)

7.C.b
Packet Pg. 590
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
29 | 129

11. Background
A training room serves as a great opportunity for staff to become familiar with applications or expand on their current skills. It serves as a best practice to promote professional growth and continued improvement through increased utilization of existing or future organization applications to be released to staff. A dedicated training room is also a requirement for all major software implementation projects.

Findings and Observations
The City needs a permanent training location.

The City will benefit from a full-time training room with dedicated PCs to successfully complete the projects outlined in this plan.

An optimally configured training room would include eight-to-twelve PCs.

Recommendations
The organization should establish and then continue to maintain a training room for:

Testing new applications that are being implemented
Implementing and testing updates to existing applications, as well as support applications management best practices
Lab activities, including testing implementation of new application features or reconfiguration of existing application setup
Lab activities for resolution environment in instances where staff members are experiencing extensive computer difficulties
Use by staff (users) to improve upon existing application skill sets and competencies Maintaining an existing and new applications inventory and training room PC images can be a challenge
Consider using applications push or the IS imaging solution to easily push applications to training PCs
Time spent automating maintenance of training room PCs will pay large benefits in reduced maintenance in the long run
Identify approximately 500 square feet of space for use as a training room.

Eight-to-twelve computers or workstations should be maintained in a room that provides adequate individual space for each workstation.

A permanent training room will be needed if the organization implements ongoing user training, refresher training, and other training needs.

Due to the expected volume of upcoming applications training, two or three training rooms may be needed at various times.

Consider refreshing training rooms as a part of executing the Computer Equipment Replacement Planning initiative.

7.C.b
Packet Pg. 591
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
30 | 129

12. Background
Selecting the right system and technology is more critical today than ever before, because the efficiency and effectiveness of the organization is directly dependent on its use of technology and information systems. Organizations realize they must take greater advantage of automation to meet growing constituent and public demands.

Return-on-Investment Considerations
While new software solutions can transform
certain operations, processes, and constituent
services, consider these facts:

Without proper preparation, planning, and
methodology for selection and
implementation, organizations face many
problems and risks, including:

Spending hundreds of thousands and,
potentially, millions of dollars more than necessary in total cost of ownership Failed or prolonged implementation
Implementation of systems that still do not
Low productivity
Poor contract negotiation position
Lack of and/or reduced integration between
other software systems
Organizations typically fall short of their
implementation goals due to one or more of the
following factors:

Insufficiently defining system objectives and
requirements
Failing to adequately involve both
management and users
Underestimating the costs and effort required
Failing to adequately plan for expansion
Failing to properly evaluate software
For key software systems to be implemented
properly and for the organization to reap the full
benefits, the organization should utilize a
structured analysis and selection methodology. A
structured approach to selection and
implementation results in significant benefits,
including:

Reduced risk of a failed or prolonged
implementation
Lower total cost of ownership
Independent and objective analysis of potential alternatives Well-defined objectives and requirements
An education process for the organization

7.C.b
Packet Pg. 592
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
31 | 129
Selection of technology that meets the organizati - and long-term objectives and requirements
Effective contract negotiation through well-prepared and documented needs Overall project time savings
Improved implementation readiness
Recommendations
Adapt these best practices for size and complexity of projects. More due diligence is generally required for larger, more complex projects. However, even small projects can benefit from these due diligence methodologies.

Utilize best practice selection methodology when evaluating new software solutions (see example work plan below).

Consider third-party consults when selecting or improving complex or highly specialized solutions.

Ensure process reviews are completed and detailed feature/function specifications are documented as part of the RFP (see example below).

Ensure detailed feature/function specifications are utilized with test scripts before going live on new applications implementations.

Include all stakeholders in each software evaluation and implementation project.

Ensure detailed feature/function specifications are utilized in post-implementation reviews and ongoing training (see example work plan pages below).

Benefits
Reduction in hardware and software requirements
Reduction in preparation time for deployments
Better identification of integration requirements
Reduced license fees
Increased utilization of applications systems
More effective due diligence
Increased staff buy-in, consensus, and morale
Improved decision making (selecting software that is the best fit for assessed needs) Improved implementation results (time, costs, and results)

7.C.b
Packet Pg. 593
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
32 | 129
Example Work Plan
Step Software System Selection
Work Plan
Phase 1 Needs Assessment and Recommendations
1 Kick-Off and Project Team Development Hold a formal Kick-Off Meeting, and then work with the Project Manager to finalize the makeup of the selection Project Team and document required roles and responsibilities. Include representatives from all key stakeholder groups.

IT Infrastructure and Staffing Readiness Review
2 IT Information Meetings and Interviews Conduct information-gathering activities focused on the ability of the existing IT staff and infrastructure to support the needs of the organization and review the readiness to implement and support the platform that will be required for the new software system, including:

IT Network and Infrastructure
Storage and Backups
Servers, Server Applications, and Management
IT Security
Disaster Recovery
Desktop Environment
Printers
3 Documentation Document information and summarize the required preparation initiatives, findings, and recommendations.
4 IT Assessment Memo Prepare a memo assessing gap and readiness of IT infrastructure to support the organization's general needs and the introduction of the new software system. The memo is to include the following:

General readiness of IT to support the organization's needs and support the introduction of a new software
IT Initiatives with findings and recommendations, including the following scope:

IT Environment and Infrastructure
IT Applications Support Staffing Structure
Business Department Needs Assessment Interviews
5 Business Process Review and Feature/Function Analysis Meet with the identified personnel by functional area and software modules to review existing manual and automated systems and operations, including any custom-developed work-around systems and processes. Include a cross- section of all user types in each assessment workshop.
6 System Requirements Documentation Document information gathered during process reviews and develop feature/function requirement specifications specific to your organization.

Phase 2 RFP Development
7 Preliminary Vendor Research, Communication, and Coordination Research vendor community to identify qualified vendors meeting the organization's system and service requirements and communicate with potential vendors. Vendors do not respond to all RFPs, so pre-communication is helpful to obtain

7.C.b
Packet Pg. 594
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
33 | 129
Step Software System Selection
Work Plan
8 Develop Request for Proposals (RFP) Prepare a Request for Proposals (RFP) document, and work with the organization to make adjustments and revisions, as well as ensure its compliance with the RFP document). RFP should include, but will not necessarily be limited to, the following:

Comprehensive list of functions/requirements with prioritization Cost, including purchase or other financial payment plan options Required technical specifications
Installation costs
Migration from existing to new system (cost and timeline) Training cost and training schedule
New system hardware/network/system software requirements Phase 3 Vendor Evaluation and Demonstration Management
9 Manage vendor questions and answers during established proposal response timelines. 10 Proposal Evaluation Analyze and evaluate proposal responses. Provide an initial Summary Vendor Comparison Worksheet that provides side-by-side comparison of key system evaluation requirements, including feature/function compliance statistics.
11 Analysis Results Workshop to Determine Vendor Finalists (Short List) Conduct a collaborative review workshop with a key stakeholder committee and determine which vendors are to be short-listed. 12 Develop Demonstration Documents Prepare an agenda and sample demonstration scripts for vendor demonstrations to be sent to vendor finalists for their advance preparation. Also, prepare vendor demonstration evaluation forms for use by selection committee members during demonstration sessions. 13 Reference Check Form Preparation Prepare form to be used by project team members during finalist reference checks or calls.
14 Schedule and Facilitate Vendor Demonstrations Schedule demonstration dates and facilitate initial vendor demonstrations to ensure that pertinent requirements are addressed (estimate three vendors at X days each).
15 Develop Site-Visit Documents Prepare an agenda for each vendor site-visit and a site-visit evaluation form for organization selection committee members to complete during each visit. 16 Post Demonstration/Visit/Reference Check Due Diligence and Follow-Up Track follow-up issues and conduct comprehensive due diligence. This may include additional demonstrations, Q&A facilitation, reference checking, and site-visit assistance, etc.
17 Finalist Selection Conduct a meeting with the organization selection committee to facilitate discussion and finalize the vendor selection.
18 Review Selected Vendor's IT Requirements Review the IT (server, workstation, network, etc.) requirements provided in the selected vendor's proposal, and prepare a memo outlining observations and recommendations for IT.

Phase 4 Contract Review and Negotiation Assistance
19 Implementation Plan Review Review implementation plans, project management office, resource requirements, and timelines.
20 Implementation Team Organization Establish Implementation Project Team based upon PMI and COBIT Project Management Office (PMO) principles and applications management best practices. 21 Contract Review and Negotiation Assistance Conduct contract reviews and negotiations with an SME and legal representation.

7.C.b
Packet Pg. 595
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
34 | 129
Example Feature/Function Specification

7.C.b
Packet Pg. 596
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
35 | 129

13. Findings and Observations
Users sometimes lack access to certain information from various applications. CLIENTFIRST generally believes it is prudent for staff members not to be required to obtain necessary information through internal requests of other staff members or manual processes, if non- confidential information is available in an inquiry-only manner from various software programs.

South Gate does not currently utilize a single-sign-on solution.

Recommendations
Utilize integration with Windows Active Directory (AD) to facilitate user access management and reduce the amount of system logins.

Consider a single-sign-on application to further ease access to authorized information.

Utilize an applications or user inventory to determine user access needs that are currently not provided.

Consider the presence of confidential information (
license numbers, credit card numbers, etc.) as a part of granting access to staff. Grant inquiry-only access to staff members, where appropriate, that require it to improve productivity, increase efficiency, and enhance responsiveness.

7.C.b
Packet Pg. 597
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
36 | 129

14. Background
Cloud Computing can be described as IT services or equipment that are not internal, but available through the Internet. This can range from having a server hosted in an organization or facility other than the local organization, accessing information from a portable device, processing requests from the field, subscribing to an Internet-based software solution per a benefits of cloud computing allow individuals to collaborate and remain centralized, regardless of location.

Cloud computing is one of the most prominent discussions among current trends in IT.

Significant benefits can be achieved including security, disaster recovery, and cost savings.

However, cloud computing options for many systems are still not the most cost-effective or secure approach.

Findings and Observations
The organization has already used some forms of cloud computing, including:

The City utilizes some cloud-based off-site backups and is considering cloud-based disaster recovery planning.

Infrastructure improvements will be required for the organization to fully utilize cloud-based systems.

Recommendations
Before moving any significant applications to the cloud, the City should:

Expand Internet bandwidth
Procure a second Internet connection from a separate Internet provider Conduct a Cost-Benefit Analysis
Note: Insufficient Internet bandwidth and lack of redundancy can cause severe negative business impacts if the Internet is not available or performing as required.

As a part of this plan, we recommend cloud-based backups and disaster recovery services.

The City should continue to consider cloud computing options for future projects.

Cost-benefits can be a significant factor for some cloud decisions.

Some cloud solutions do not reduce cost.

Some cloud solutions have limited functionality when compared to some on-premise, server-based solutions.

Moving some existing on-premise, server-based solutions may provide little benefit to the City in regard to costs or functionality.

7.C.b
Packet Pg. 598
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
37 | 129

15. Background
We believe broader understanding of return-on-investment concepts and analysis for potential new projects will benefit the City in justifying wise technology investments and reduce self- regulation when considering technology and process improvements.

IT Infrastructure, Operations, and Support
Limiting the number of software and technology vendors supporting City functions will decrease the growth of IT infrastructure operational costs and support costs in the medium-to-long term.

The following is a list of technology areas impacted when determining the number of Hardware Servers required to house the applications
Software Additional software, such as key operational software applications and the number of different database tools required to support core applications Licensing Increased licensing due to an increased number of vendor applications and various associated database tools
Business Continuity Increased Disaster Recovery Planning effort, testing, and recovery complexity to support multiple-vendor applications
Support Costs IT support costs for hardware and software as vendor application volumes increase
Operation Costs Increased training for employees to meet expertise requirements as more vendor applications and different database tools are introduced Departmental Labor Costs
Many organizations do not adequately understand the impact of improved automation and the resulting reduction in manual processes and shadow systems when considering implementation of new systems or conducting process improvement analysis to improve utilization of existing systems. Most productivity analyses show that, over time, labor cost savings far exceed the cost of reasonable automation efforts. The savings associated with the avoidance of one new hire or the elimination of a position due to attrition may be $50,000 to $100,000, or more, per year (including total payroll, taxes, benefits, and other costs). The life of some new systems should be over ten years, making the savings from the avoidance of just one new hire and/or elimination of vacated positions the equivalent of $500,000 to $1,000,000 over ten years. Ten years should be the minimum expected life cycle for major applications systems.

Return-on-Investment (ROI) for Applications Systems
Improved utilization of applications systems can result in immediate and sustained savings in time spent performing specific tasks or processes. These individual improvements do not City,
the population that the City serves, or cumulative savings from reduced long-term personnel needs.

7.C.b
Packet Pg. 599
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
38 | 129
User Training and Support
Applications software is continually evolving. Improvements and enhancements are made yearly. Maintaining staff efficiency and improving productivity over time requires ongoing training of all staff. Users are typically not trained on all aspects or capabilities of particular software applications or other technology-based tools during initial implementation. Therefore, it is important for the organization to develop methodologies to carry out functionality use, reporting, and training requirements in order to utilize the important technological assets to their fullest potential over time.

Calculation Examples
Whenever possible, we recommend that staff calculate tangible and intangible benefits when requesting approval for a project. The following calculations can be utilized in those efforts. We believe in being conservative and practical. Exhaustive ROI studies should not be necessary.

Focusing on a limited number of reasonable examples, as outlined here, should normally be sufficient to provide adequate justification for strategic projects.

Labor Efficiency
Savings
= Labor Hours Saved x Gross Hourly Rate
Tangible Labor Cost
Savings
= New hire avoidance, elimination of position
through attrition, consolidation of workload and
positions, etc.

Hard Cost Savings
Hardware
Software
Maintenance
Inventory reductions
Intangible Benefits
Alignment with business needs
Improved decision-making
Compliance with regulatory requirements
Increasing levels of service
Improved service to public users
Increased safety
More transparency
Improved public communication
Improved employee communication and satisfaction
Systematic Technology Planning and improvements
Related Studies
A study conducted by Macquarie University6 discovered the following:

Overall ROI in IT projects is around 30%.

The projects that deliver at least some benefits should be about 52.5%.

Successful IT projects can have an ROI of around 400%.
6 Macquarie University, 2006.

7.C.b
Packet Pg. 600
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
39 | 129
Return-on-Investment (ROI) Cost Considerations
Shadow System Elimination
The propagation of numerous shadow systems has occurred due to the underutilization of the existing system as well as the limitations and the inability of the existing system to provide information in real time, analyze information, and perform management reporting. These shadow systems involve the management of offline spreadsheets, databases, paper, and other tools to meet the departmental and citywide needs that the existing processes and systems cannot fulfill. Some examples of these shadow systems include, but are not limited to:

1. Journal entries entered in Excel (Finance)

2. Tracking of Financial, HR, and Payroll information in Microsoft Access or Excel

3. Limited use of automated system allocations, causing extensive manual tracking and reporting

4. Departmental duplicate tracking of budgets in Excel
The City should inventory all shadow systems to identify, inventory, and determine which ones can be eliminated with the new system. Additionally, if resources are available, the City may want to consider estimating time spent on specific shadow systems throughout the organization.

If beneficial, the City may also wish to consider such an effort to determine true savings resulting from the elimination of these shadow systems through the implementation ofthe proposed new system. In the meantime, a very conservative example is provided below. It is expected that the true cost savings will exceed this example.

Shadow System Cost Savings - Example
4 departments each @
20 hours spent per week
on Shadow Systems
= 2 Full Employees =
Estimate of $100,000
annual Employee Cost
(fully burdened)
=
$1,000,000 in
Savings over 5
Years
Decrease in Staff Growth Rate
Personnel efficiencies and productivity gains will be realized from the new systems, including automation of existing manual processes, gains from the elimination of shadow systems, and process improvements. Seldom, if ever, have elimination in actual staffbeen observed due to hidden backlog or other needs that have been set aside due to existing workloads. But, reduction of staff through attrition (retirement, resignations, etc.), reallocation of staff, and the slowing of the organization growth in staff commonly occur. The diagram below is a visual representation (not quantifiable actual results) of the principle of what is often experienced regarding staff growth projections related to the implementation of a new system.

7.C.b
Packet Pg. 601
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
40 | 129
Productivity Cycle
Through the proper successful implementation of improved processes and new systems, the City should expect to achieve close to 100% of the expected gains in productivity. However, it should be understood that there is a lead time associated with when these productivity gains will be realized. The productivity cycle is represented in the diagram below. Initially, due to learning curves, the time required for implementing new processes, and the assimilation of the -to-180-day loss in productivity before actual gains begin to be realized.

7.C.b
Packet Pg. 602
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
41 | 129
The Departmental Applications and Systems
category includes IT Initiatives that are primarily
department business applications-related and
were identified during the assessment process.

Many of these initiatives and recommendations
can have a significant impact on overall
productivity, enhanced communications and
information sharing, improved constituent service,
improved transparency, and, in some cases, cost
savings.

Departmental Applications and Systems

16. Eden (Enterprise Resource Planning ERP)
Replacement

17. Eden (Enterprise Resource Planning ERP)
Replacement Selection Services

18. Time and Attendance System

19. Performance-Evaluation Software

20. EAM (Enterprise Asset Management) Replacement

21. Project Tracking and Collaboration

22. Construction Management Software

23. InDesign and AutoCAD Software Upgrade

24. Land Management Edgesoft Implementation

25. Landscape Design Software

26. Police CAD/RMS Replacement

27. Public Safety Radio System

28. Electronic Ticketing and Citation System

29. Police Interview Room Recording System

30. Electronic Document Management System (EDMS)

31. Intranet Implementation

7.C.b
Packet Pg. 603
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
42 | 129

16. Background
Enterprise Resource Planning (ERP) is an organization-wide software solution that allows integration among various departments and their respective functions. The result is a centralized system of communication, data storage, and operations management. Replacement or improvements to ERP solutions bring about processes from which multiple departments can benefit. Common City-related ERP application modules include Accounting, Financial Reporting, Payroll, Human Resources, Utility Billing, Planning and Permitting, and Work Orders.

The following graphic shows a typical city ERP environment. This diagram also depicts the

7.C.b
Packet Pg. 604
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
43 | 129
Findings and Observations
Currently, the City primarily utilizes the Tyler Eden system (Eden) for its ERP needs, with the exception of CitiTech for Maintenance Management and HdL for Land Management. The City also uses TeleStaff for Police Advanced Scheduling and Time Keeping and NeoGov for Applicant Tracking. Eden is built on
technology that was used one generation
back in the system development timeline. It
is, therefore, outdated and lacking adequate
integration, reasonable reporting capabilities,
and commonly utilized functionality found in
other City-based ERP systems. The Eden
system, although reasonably well-automated
within the City, still requires more manual
workarounds and reconciliations than other
modern ERP systems. The reporting
environment for Eden is also more
challenging to use and does not include
analytics provided by modern systems.

Nearly all departments noted Eden is not meeting the C needs or expectations and carries significant annual inefficient costs.

The City is missing opportunities for labor savings (perhaps thousands of labor hours per year), improved customer service due to lack of integrated solutions with sufficient training, and functionality to meet internal operational and citizen and public access needs.

All departments expressed a strong interest in newly available features and enhancements that a more modern ERP solution can provide. Departments described unmet reporting needs, feature/function requirement deficiencies, and an overall desire for the system to be replaced.

Gaining greater utilization in enterprise applications software modules through installation of a new ERP system is key to significant increases in citywide productivity and efficiencies.

The following is a table that shows the C major suites that are usually included in an ERP system. The table also depicts what prominent municipal ERP systems typically offer.

Industry-Typical
Enterprise Module Name
Current
Available
Vendor-
Equivalent
Module
Licensed Implemented
Potential
Process
Improvements
Financial Management
Eden
General Ledger General Ledger Yes
Budgeting Budget
Preparation Yes
Accounts Payable Accounts Payable Yes
Requisitions Requisitions Yes
Purchase Orders Requisitions Yes
Ad Hoc Reporting Crystal Reports Yes
Accounts Receivable Accounts
Receivable Yes
Inventory Management Inventory Control Yes

7.C.b
Packet Pg. 605
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
44 | 129
Industry-Typical
Enterprise Module Name
Current
Available
Vendor-
Equivalent
Module
Licensed Implemented
Potential
Process
Improvements
Quadrant
Cash Receipts Cashiering Yes
Online Capabilities
Online Payments
Online Misc. Receivables
Modules Not in Use or Not Available in Current Solution Bank Reconciliation
Financial Reporting
Fixed Assets
Project Accounting
Grant Accounting
People Management
Eden
Payroll Payroll Yes
Human Resources Human
Resources Yes
Applicant Tracking Applicant
Tracking No
NeoGov
Applicant Tracking Insight Yes
Kronos TeleStaff
Police Scheduling and Time
Keeping
Advanced
Scheduling Yes Yes N/A
Modules Not in Use or Not Available in Current Solution Time Tracking
Employee Self-Service
Performance Evaluations
Utility Billing
Eden
Customer Information
Management Utility Billing Yes
Utility Billing Utility Billing Yes
Parcel/Address Management Parcel Manager Yes
Tyler Cashiering
Cash Receipts Tyler Cashiering Yes
Online Capabilities
Online Utility Billing Utility Billing Web
Extension Yes
Modules Not in Use or Not Available in Current Solution Service Orders

7.C.b
Packet Pg. 606
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
45 | 129
Strategy
The City has expressed the need or preference to:

Replace the Eden system within the next two-to-three years to provide an opportunity to build a replacement reserve
Migrate within the Tyler family of products to the Munis solution Prior to the migration to Munis, the City would like to increase their system capabilities with the addition of a number of Tyler modules with the hope these investments will carry over to the implementation of the new Munis system. Some of these include:

Advanced Budgeting (if compatible with Eden Position Budgeting) Eden Project/Grant Accounting
Eden Contract Management
Eden Fixed Assets with BMI barcoding
Tyler Content Management (TCM-SE) for Eden
Tyler Output Manager
ExecuTime Time and Attendance
ExecuTime Advanced Scheduling
The City should understand circumstances the above approach presents and establish strategies to fully benefit the City, including:
much more expensive than bundling them together. Therefore, the City needs to ensure investments and licenses acquired now are preserved and can be carried over to the new Munis system.

The City needs to put Tyler in competitive posture. By following through with an Assessment, business process review, and a competitive RFP-based selection process, the City can:

Be fully prepared with the background and knowledge required to have a successful implementation
Identify business process improvements (streamlining and automation) to avoid just reimplementing the same process work plans into new software Place Tyler in a competitive position, saving the City as much as 20% Ensure consideration of all marketplace options and be certain that Munis is the proper solution fit for the City
The City should also understand the above approach of acquiring add-ons means the City will be implementing a number of capabilities twice. Even though some capabilities will carry over (e.g., ExecuTime), many add-ons will initially be implemented on the Eden system and then implemented again on the Munis system within one-to-two years. The City should contemplate all options and determine if the City should defer some capabilities to the Munis implementation.

7.C.b
Packet Pg. 607
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
46 | 129
Recommendations
Replace the existing Eden ERP solution with a modern, fully integrated ERP solution.

Ensure the City has identified all its application needs and that appropriate funding has been budgeted for a replacement ERP by conducting a comprehensive needs assessment, business process review, and developing a Request for Proposals (RFP).

The needs assessment process should provide an inventory of current and future functionality requirements by application suite or module and department. The following should be considered along with options.

Suite / Module Existing Description / Options
Financial Management Eden Most ERP offerings have full set of modules.

Revenue Management Eden Most ERP offerings have full set of modules.

Purchasing/Inventory Mgmt. Eden Most ERP offerings have full set of modules.

People Management Eden Most ERP offerings have full set of modules.

Utility Management Eden Most ERP offerings have full set of modules.

Work Order/Maintenance Mgmt. CitiTech Most ERP offerings have full set of modules.

The Assessment process can also be used to inventory all reporting requirements, as well as integration and interface requirements between other applications, including but not limited to:

A new EDMS system
GIS
NeoGov
EdgeSoft
Others, as required
The RFP process will also provide a methodology for the City to ask potential ERP software vendors to outline their capabilities and level of compliance with City-specific requirements.

Utilize the Software Selection Best Practices initiative to provide guidance for the software selection process.

Utilize Business Process Review Best Practices.

Similarly, utilize the Project Planning and Implementation Best Practices initiative to provide guidance related to the implementation process.

We would recommend the City work with a qualified third party to assist in gathering requirements, issuing the RFP, selecting a final vendor, and negotiating a contract.

ERP Background and Supplemental Information
This supplemental background section includes findings and observations that go beyond the core financial capabilities of prominent ERP vendors. Therefore, the following will be highlighted in this background section:

Advanced Budgeting and Position Budgeting (new)
Contract Management (new)
Bid Management and Proposal Tracking System (new)
People Management and Human Resources and Payroll System (expanded) Time Keeping and Attendance
Performance-Evaluation Software (new)

7.C.b
Packet Pg. 608
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
47 | 129
Work Orders and Maintenance and Asset Management System (option to CitiTech or CitiTech integration)
Inventory and Warehouse Management (option to CitiTech or CitiTech integration) Fleet Management (new)
CIS and Utility Billing
Contract Management (new)
Typical contract management systems include features that allow an organization to maintain information on contract approval processes, responsible parties, and key contacts. Systems also include automated alert reminders for events such as contract expirations, required financial obligations, or anticipated receipts tied to a contract.

The City is not using any software tools to manage and track contracts, expiration dates, or insurance compliance requirements.

Most ERP replacement systems the City will consider have this capability as a separate module or as a capability within the purchasing module.

Third-party contract management tools are available, but it is recommended the City pursue a strategy to look at the capabilities of their selected ERP vendor before employing third- party systems.

Bid Management and Proposal Tracking System (new)
Bid management software service-solutions vendors provide cloud-based e-procurement tools designed to give government agencies the ability to setup electronic bid packages to manage the bidding and contract award process. These solutions can provide bid details, workflows, transparency, and audit trails. The benefit of these services is that they provide a robust vendor portal that allows the City to post bids and the vendor to interact with the process electronically.

This ensures the City can reach out to a larger number of vendors to receive as many proposals as possible.

Example vendors include:

BidSync
BidNet
PlanetBids
eBid Systems
Onvia DemandStar
In addition, many ERP vendors offer Bid Management modules that may interface to these third-party service-solutions vendors. This integration provides a more seamless avenue into the purchasing modules within the ERP system, including the eventual onboarding into the ERP Contract Management module. Even though these third-party bid management system solutions are available, it is recommended the City pursue a strategy to look at the capabilities of their selected ERP vendor before employing third-party systems.

Human Resources and Payroll System (expansion beyond existing functionality) It is a common best practice to implement the HR and Payroll modules from their core ERP software vendor. This practice allows for tight integration with financials and better facilitates integration for payroll and position budgeting without requiring an interface. Common public sector-based ERP vendors prominent in California also have the necessary state requirements and interfaces (i.e., Interface with CalPERS).

7.C.b
Packet Pg. 609
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
48 | 129
A human resources information system (HRIS) contains numerous human resources-related functions within a single solution, while also providing accurate and secure access of employee information. An HRIS typically includes the following capabilities:

Employee Internal/External Training
Professional Development
Certifications and Licenses
EEO Reporting
OSHA Reporting
HIPAA Reporting
Insurance and COBRA Reporting
Emergency Medical Information
Workers' Compensation
FMLA Benefit Payments
Benefits Administration
Seniority Tracking
Retiree Tracking
Terminations
Employee Grievance Tracking
Position Control
Applicant Tracking
Organizational Chart Generation
Wage/Promotion/Disciplinary History
Performance Evaluations
Leave Requests
Compensation Reporting
What-If Scenarios
Labor Negotiation Tools
Merit/Step Increases
Tuition Reimbursement
Travel Management
Employee Surveys
And Others
Most modern municipal ERP vendor solutions integrate HRIS with payroll processing, time and attendance, and employee self-service (ESS) portals to provide employees the ability to retrieve their information in real time, 24/7. The HR Department mentioned that it is not fully using the HR features in Eden. Here are some consequences of manual HR processes:

Many manual HR operations performed on spreadsheets or
completed using a paper-based process
Employees complete Personnel Action Forms (PAFs) for
changes, such as a new address, in paper form
PAFs are sent back to the department through interoffice mail to correct errors and new copies are created and distributed and previous versions are destroyed
Many other forms are printed and sent to the employee to be completed
Time Keeping and Attendance (expansion beyond existing functionality) The tracking, recording, and storing of employee time and attendance information is a significant undertaking. A manual system with repeated entry and review steps often leads to inaccurate reporting, payroll discrepancies, and lost data. Automated time management systems can provide:

Single-occurrence data entry, with integration to time clock equipment as needed Standardized employment rules and implementation
Centralized database for electronic review of records
Consistent enforcement of vacation and sick policies, FLSA requirements, and union rules Web- and server-based options
Integration with other functions, such as accounting and/or payroll Automated calculations based on user parameters

7.C.b
Packet Pg. 610
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
49 | 129
Time Keeping and Attendance Systems benefits:

Reduced duplicate efforts, thereby saving valuable time and resources
Decreased inaccuracies and human error
Improved management of vacations, sick leave, and other absences
Recruitment and Applicant Tracking and Processing (option to NeoGov or NeoGov integration)
Most human resources departments are busy managing a constant stream of employment applications. Due to this volume of activity and the importance of a controlled process to acquire important human resources, there is a need to automate the hiring process from the moment an application arrives, all the way through the hiring and onboarding process.

Applicant tracking allows customization of online applications, so applicants provide all necessary information. Upon application, attached resumes and transcripts are immediately accessible by the HR Department. Thereafter, the software allows mass-activation or inactivation of applicants, viewing or reporting on individual or group applications, and constructing personnel records (onboarding) once an applicant has been hired. Often, additional workflow capabilities are offered to provide involvement of departments in need of candidates as well. Online capabilities for applicants are an integral part of the process within these application tracking systems.

The City currently uses NeoGov for recruitment, applicant tracking, notification, and onboarding.

Many ERP systems have Application Tracking and Recruitment modules within their HR suite. This provides the City with an option to determine whether the ERP system provides this function more effectively.

If the City decides to continue with their NeoGov solution, it is recommended that the City include scope in their ERP acquisition to include integration with NeoGov for automating the onboarding process.

Performance-Evaluation Software
Performance-evaluation software automates staff reviews based on individual and departmental performance. This allows the ability to measure the skill sets of the workforce, plan professional development efforts, reduce numerous
manually intensive reviews, and identify areas for
improvement.

CIS/Utility Billing
The City currently uses the Eden for CIS (Customer Information System) and Utility Billing.

The City should implement the CIS and Utility billing system from the C selected ERP vendor.

7.C.b
Packet Pg. 611
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
50 | 129

17. Background
Any critical, large-scale system that the City plans to implement as a replacement to Eden should follow the recommendations and processes described in the Software Selection Best Practices initiative described in the Best Practices section of this plan.

The Software Selection Best Practices initiative is an important risk management prerequisite to this initiative, and would include a thorough process, including:

Kick Off
Assessment
Assessment Interview Workshops
Documentation
Feature/Function Development
Vendor Research
RFP Development
RFP Proposal Analysis and Scoring
Vendor Short-List Workshop
Demonstration Management
Development of Demonstration Agendas, Scripts, and Demo Evaluation Forms Facilitation of Short-List Vendor Demonstrations
Post-Demonstration Issues and Questions Management
Reference Checking Forms and Instructions
Demonstration Results Analysis and Finalist Workshop
Due Diligence of Selected Vendor
Contract Review and Negotiations
Pre-Implementation Planning and Transition
It should be noted that the ERP selection process is the point where implementation of the entire new ERP system begins. Most ERP implementations go over budget, significantly miss timelines, or even fail because system selection best practices were not followed.

Findings and Observations
The City currently operates on the Tyler Eden system (Eden). The Eden ERP solution is no longer solution offerings for new customers.

Eden is built on old-generation tools, has an outdated user interface, and is considered to be out of date and unable to meet the C long-term needs by all the City departments interviewed.

Tyler has not made any formal announcements regarding discontinuing support for Eden, but due to the current industry landscape and other signs, it is likely Tyler may begin a phased sunset strategy for Eden in the next five years.

7.C.b
Packet Pg. 612
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
51 | 129
Recommendations
Most City leadership and staff only participate in a full ERP system implementation once or twice in their career. This means that few cities have a talent pool within their organization possessing a strong base of experience and background for successfully managing a complex selection and implementation of an ERP system. Therefore, the City should engage and utilize a third-party subject-matter expert for the assessment and RFP process for executing this Eden (Enterprise Resource Planning ERP) Replacement initiative, including:

Conducting a comprehensive assessment, including documenting detailed needs, and developing feature/function requirements for all modules and components for the ERP system
Following best practices according to the Software Selection Best Practices and Business Process Reviews initiatives
Closing out the project with contract review, negotiation assistance, and facilitation to transition to the implementation phase of the project

18. The tracking, recording, and processing of employee time and attendance information is a significant daily undertaking. A manual system with repeated entry and review steps often leads to inaccurate reporting, payroll discrepancies, and lost data. Automated time management systems can provide:

Single-occurrence data entry, with integration to time clock equipment as needed
Standardized employment rules and implementation
Centralized database for electronic review of records
Consistent enforcement of vacation and sick policies, FLSA requirements, and union rules
Web- and server-based options
Integration with other functions, such as accounting and/or payroll Automated calculations based on user parameters
Such systems:

Reduce duplicate efforts, thereby saving valuable time and resources
Decrease inaccuracies and human error
Improve management of vacations, sick leave, and other absences Findings and Observations
City management has determined this project to be a high priority to alleviate the extensive, time-consuming processes that currently exist. The project would especially benefit Public Works, Parks and Recreation, and Community Development. Implementation of the new Time and Attendance system can be one of the highest return-on-investment technology projects an agency can undertake.

7.C.b
Packet Pg. 613
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
52 | 129
Return-on-Investment (ROI) Consideration
In a software selection study conducted by Nucleus Research, an organization that transitioned to an automated time-entry system saw a return on investment within six months and an overall return of 225% of their initial investment.7
Recommendations
Conduct a comprehensive process review, and develop feature/function requirements for all time keeping, attendance, and accrual tracking needs.

Follow best practices according to the Software Selection Best Practices initiative.

Consider utilizing a third-party SME for an assessment process and RFP process in conjunction with the Eden (Enterprise Resource Planning - ERP) Replacement initiative.

Benefits
Consistent and standardized organization-wide timesheet system Reduced manual processes
Increased processing volume
Reduced data entry errors
Reduced payroll processing time (from improved processes, policies, and practices) Single automated interface to ERP system
7 Research 2003.

7.C.b
Packet Pg. 614
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
53 | 129

19. Performance-evaluation software automates staff reviews based on individual and departmental performance. This allows the ability to measure the skill sets of the workforce and plan expenditures accordingly with the internal
resources available, build succession plans for continuity purposes, reduce numerous manually intensive reviews, and identify areas for improvement.

Findings and Observations
The City does not currently have a performance evaluation solution.

Significant efficiencies and productivity can be gained by automating the workflow processes online.

Recommendations
Conduct a comprehensive process review, and develop feature/function requirements for all performance evaluation needs, including departmental online workflow (notifications, routing and approvals).

Follow best practices according to the Software Selection Best Practices initiative.

Consider performance-evaluation software functionality from the existing NeoGov software vendor or the future ERP replacement vendor, before considering other third-party solutions.

Benefits
Access to employee information
Scheduling and maintenance of employee training
Employee job feedback
Staff incentives and rewards
Facilitation of communication
Recognition and rewards of good performance
Consistent formula for establishing, tracking, and measuring performance for evaluation reviews

7.C.b
Packet Pg. 615
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
54 | 129

20. Background
Enterprise Asset Management (EAM) includes tools for work orders as well as maintenance and asset management of City infrastructure, facilities, streets, sidewalks, parks, trails, bridges, drainage, culverts, etc. EAM is new terminology, and many people still use the older Work Order and Maintenance Management or Computerized Maintenance and Management System (CMMS) terminology.

The following is a list of typical EAM software system functionalities. It is not intended to be all- inclusive or organized by specific software modules.

Enterprise Asset Management Functionalities
Work Requests
Inspections and Condition
Assessment
Work Orders
Preventative and Predictive
Maintenance
Facilities Maintenance
Warehouse Inventory
Parcel/GIS Location
Management
GIS Integration
Report Writing
Asset Tracking
Costing and Budget
Forecasts
Findings and Observations
The City is currently using CitiTech for EAM which was implemented in 1996. The City does not use CitiTech for preventive maintenance as those functions are performed outside the system.

Public Works has expressed the need for Fleet Management and would like to have Fleet capabilities provided by the same EAM system. Public Works did attempt to implement Fleet Management within CitiTech, but it did not work, and the effort was abandoned. Whether Public Works stays with CitiTech or implements a new system, they would like to have the system The City stores inventory for maintenance and fleet activities. It was understood that the City is not using CitiTech to manage its inventory and stores. The management of this inventory will ensure inventory control and provide better management of inventory requirements through reorder points.

7.C.b
Packet Pg. 616
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
55 | 129
Recommendations
Some ERP systems have a Work Order and Maintenance modules, including Fleet and Inventory management, within their suite of products with full integration with Financials.

It is recommended that the City include scope in their ERP acquisition to include integration of CitiTech to the ERP solutions Project Accounting module and the necessary accounting r.

EAM implementations on an organization-wide basis are commonly under-scoped and underfunded, leaving organizations with limited utilization and intended benefits.

EAM projects can be a complex, multi-year endeavor to streamline and automate various business processes. Therefore, consider utilizing a third-party subject-matter expert for the process review and analysis, system selection, and implementation project management.

Consider the implementation of a work order/maintenance and asset management suite from the C selected ERP vendor as an option to replace CitiTech. This would include capability for Work Orders, Maintenance Management, Fleet Management, and Inventory/Stores Management.

21. Background
Collaboration software can provide effective, flexible, and secure ways of sharing information, including storing, routing, and managing documents, maintaining task lists, managing forms, and creating and managing workflows. The following are benefits of project tracking and collaboration software:

Internal and external project teams will have a central repository of information related to each project.

Project documentation is stored centrally to the project (e.g., contracts, purchase orders, reports, interviews, findings, procedures, data, etc.)
Documents, final and interim reports, procedural documents, and collected project data are adequately tracked to projects.

Data is not duplicated due to distribution methods and management.

Teams are provided with an electronic distribution point for information regarding a project.

Project collaboration tools provide the ability to share information through multiple types of communication and media, such as:

Task creation, tracking, and assignment
Calendaring
Gantt charts
Contacts
Alerts
Document sharing libraries (versioning, check-in/out)
Workflow
Search
MS Office integration
Mobile access for smart phones
Project sites
Website content management
Discussion forums
Photo Galleries
Metadata management

7.C.b
Packet Pg. 617
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
56 | 129
Several vendor-hosted project tracking and collaboration solutions are available that will support collaboration with both internal and external groups of users. Sample project tracking and collaboration solutions include:

Basecamp
Teambox (Redbooth)
Zoho
Wrike
Smartsheet
Findings and Observations
Community Development has requested a solution for Project Tracking and Collaboration that has the ability to track tasks. Community Development is currently using a tool called g their needs. They also need a system that allows
people to share and collaborate on tasks and projects.
-
list.

The City does not have a designated standard project management and collaboration tool, and personnel are using various tools at their disposal.

Recommendations
Form a Technology Steering sub-committee to review project tracking and collaboration solutions as well as their overall capabilities so the organization can identify a single solution to meet this need.

Conduct an assessment that documents feature/function requirements and needed capabilities.

Follow software selection best practices.

The recommendations from the Project Planning and Implementation Management Best Practices initiative should be followed to implement the system, including the necessary system administration and end-user training.

7.C.b
Packet Pg. 618
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
57 | 129

22. Background
Project and Construction management software typically includes:

Management and tracking of construction projects
Documenting project and contract progress
Initiation or notification of milestone completions for contractor payments
Communication and interfaces to central financial systems, including grant and project accounting
Many government-based construction software systems are now offered in a service-oriented, cloud-based product. Many also offer field-based access and usage for inspections and tracking in the field.

Findings and Observations
Public Works staff members are using different methods in managing projects, some of which include manual processes, email notifications, Microsoft Project, Access, and Excel.

Tracking costs, schedules, scope, and task completion for projects is challenging with existing methods and various systems being used.

Staff members indicated that assignments, to-do lists, and deadlines would be clearer for everyone involved and are interested in a project software that can host all the live documents, rather than documents being stored in a shared drive.

The ability to access the software in the field on a mobile device is a necessity.

Recommendations
Complete a review and assessment of project and construction management requirements and document the results. This should be a single system that all departments and divisions within the City can use in a cooperative fashion.

Apply results of the assessment to research options and solicit quotes for project and construction management software solutions. Examples of systems in the marketplace include:

PMWeb
e-Builder
CapitalSoft
Aurigo
Primavera
Systemates
Fieldmanager
Projectmates
Follow software selection best practices to select the appropriate system.

Ensure integration between the new system and Project and Grant Accounting software in the
Consider utilizing a third-party SME or consulting firm for needs assessment, process review, and feature/function development.

7.C.b
Packet Pg. 619
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
58 | 129
Benefits
Shared project information
Ease of project tracking and reporting
Scheduling and resource management
Increased efficiency in managing multiple projects
A single, standard construction management solution used across the organization Integration with Project and Grant Accounting within the citywide ERP system

23. Findings and Observations
The Public Works Department is a primary user of:

Adobe InDesign: Desktop Publishing and Typesetting software Autodesk AutoCAD: Computer-Aided Design for 2D and 3D drawings These two software solutions are important to various Public Works processes and product issues include:

Older versions of the software are in use
Versions are inconsistent across the department
Lack of consolidated or site licensing reduces flexibility Recommendations
Inventory InDesign and AutoCAD needs across the organization.

Upgrade to the latest version on all workstations.

Apply the recommendations in the Computer Equipment Replacement Planning and Sustainability Planning initiatives to keep both workstation and the InDesign and AutoCAD software versions up-to-date, uniform, and compatible.

7.C.b
Packet Pg. 620
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
59 | 129

24. Background
Land Management, also commonly called Community Development, is a suite of application modules related to this function, including:

Development Planning and Zoning
Permitting
Inspections
Code Enforcement
Recurring Revenue and Business Licensing/Tax
Parcel/Address Management
Mobile/Field-Based Functionality
Findings and Observations
The above diagram is a visual representation of a typical land management system suite that exists in most prominent ERP offerings. It is a similar representation to the new system.

The City is in the process of implementing a new land management system by EdgeSoft.

7.C.b
Packet Pg. 621
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
60 | 129
Recommendations
The City should apply the recommendations outlined in the Project Planning and Implementation Best Practices initiative in this document. of risks. The City should ensure that:

The project team, including the project manager, module teams, and module leads, are carefully chosen and given time to fulfill their role as well as complete their assigned project tasks. The City should be prepared to back up key implementation project staff with additional resources, if necessary.

The City is able to implement key functionality for:

Online services and online payments
Online plan application and electronic plan submittal and review and markup Online license applications and renewals
Mobiles are in place for inspections, code enforcement case management, etc.

Training is provided to staff members and those members have the opportunity to use the training room to test, self-educate, and work on setup and configuration as required.

Note that training is a service that provides high level of return-on-investment.

The interface for cash receipts and refunds with Eden are properly designed, mapped, built, and tested to ensure successful financial data exchange.

Note that these enterprise implementations are complex, and the City should consider assistance from third-party subject-matter experts (SME), if needed. It is not uncommon for agencies to need assistance to ensure a successful implementation.

7.C.b
Packet Pg. 622
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
61 | 129

25. Background
Landscape design software for the planning and
design of park open spaces are a helpful tool.

There are numerous tools for this design process,
although only a small number specifically focus on
designing park spaces. This software provides the
ability to:

Upload photos of spaces to be designed
Drag and drop images of plants, fixtures (e.g.,
park bench), and retaining walls
Use a plant and tree database of thousands of
species for selection and placement
Start with templates
Render 2D and 3D designs
Some tools allow the user to take a walk through their design Findings and Observations
The City is preparing to embark on the Hollydale Park Master Plan, consisting of three parks scheduled to be updated.

The City would benefit from a landscape design tool for this project.

Recommendations
Research and investigate Landscape Design software options, while focusing on tools specific to supporting City park spaces.

Conduct a needs assessment that documents feature/function requirements and needed capabilities.

Follow software selection best practices.

7.C.b
Packet Pg. 623
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
62 | 129

26. Background
An integrated CAD/RMS/JMS system enables public safety and law enforcement to centralize public safety incident information, preserve data integrity, and enhance operational efficiency.

The City Police in this type of integrated environment is afforded the ability to quickly capture, record, update, share, and access critical incident and public safety data.

The following is a high-
operational or application area and integration points.

Findings and Observations
The City is currently operating using tyNet system
(SafetyNet) for CAD, RMS, and jail management (JMS). The system has been in operation at the City since 1999 or 2000.

The SafetyNet implementation is two generations behind the current software version.

The Police Department has been considering the replacement of SafetyNet and has investigated the following options:

Mark43 (cloud solution)
Spillman
Tyler New World
Omnigo
TriTech

7.C.b
Packet Pg. 624
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
63 | 129
Recommendations
The City should complete a needs
assessment and utilize the
recommendations noted in the System
Selection Best Practices initiative as a
guide.

There are several CAD/RMS/JMS
vendors that operate in California and
have integration and approved
communications with the State of California public safety system, who may wish to respond to an RFP. This includes the ones on the list above, but other additions could be considered (e.g. Sun Ridge RIMS).

Next to the implementation of organization-wide ERP systems, these CAD/RMS/JMS system implementations are the next most complex implementation a local government agency will encounter. We recommend that the City consider engaging an experienced public safety consultant to assist in the needs assessment, system selection, and implementation. Utilize the Project Planning and Implementation Best Practice initiative as a guide.

7.C.b
Packet Pg. 625
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
64 | 129

27. Background
Public Safety radio is a communications radio system.

Modern radio systems allow integration capabilities to
reach across multiple applications and resources for
enhanced response coordination. Integration can
include messaging, CAD, mapping, and logging
recorders systems. This is a mission critical system
that increases ease of use for organizing resources,
coordinating a response, and communicating valuable
information.

Findings and Observations
South Gate Police Department (SGPD) has been operating its own radio system since 1999 and needs to modernize the radio system. The current system is no longer supported by Motorola and replacement parts are hard to find. As the radio infrastructure deteriorates, the ability to broadcast the signal becomes limited, especially at outer boundaries of the cities.

When seconds count, communication between dispatchers and officers need to be clear and concise.

Many agencies surrounding SGPD have upgraded or are on the path to modernizing their radio system. With the increased need for interoperability with other cities and jurisdictions, it is communications improve.

Recommendations
The recommendations from the Project Planning and Implementation Management Best Practices initiative should be followed to implement the system.

7.C.b
Packet Pg. 626
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
65 | 129

28. Background
Citation systems offer agencies the ability to issue tickets and citations electronically.

Numerous vendors provide this capability as a stand-alone system. Other full CAD/RMS vendors have electronic citation system modules that fully integrate this functionality.

Citation Management systems provide the following capabilities:

Citations This capability provides the ability to track citations, from issuance to determination. The systems provide the ability to set classes and fine structures. Violation and history are also maintained for quick inquiry along with people, addresses, and related subjects.

Parking Tickets If needed, many systems provide a parking tickets component that streamlines the administrative adjudication process for parking and equipment violations.

There is also the ability to track late payments and assess late fees.

Access Permits and Parking Stickers Some systems provide the ability to sell, manage, and enforce tags or stickers for parking or other services that can deliver a stream of revenue for the organization. Some organizations have used this capability to issue annual passes for unlimited visits to parks or other facilities or programs.

Mobile or Field Capabilities This includes the ability to issue citations in the field with the connection to a small portable printer. Vendors typically support a variety of handheld devices, including handheld computers, laptops, and tablets. Many also integrate license plate recognition technology.

Reporting These systems support reporting, including a
number of standard reports that can be picked from a list and run as needed. They also include Ad Hoc reporting
capabilities so specific reports can be created, as needed.

Online Services Most systems provide the additional
capability for public access to their citations and tickets and to pay for any associated fines online using credit cards.

The following is a diagram that illustrates a typical Citation Management system:

7.C.b
Packet Pg. 627
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
66 | 129
Findings and Observations
The Police Department does not currently have an Electronic Citation system and much of the process is manual and on paper.

The paper process requires rekeying information, which is time consuming, inefficient, and can lead to accuracy problems if there is a data-entry error.

Recommendations
Conduct a system needs assessment identifying required feature/function capabilities.

Apply the results of the needs assessment to research options and solicit quotes for an Electronic Citation system.

Note: Paper citations are specific to the jurisdiction where they are located, but the automation does not necessarily have to be right at the issuance of the actual ticket.

Reviewing the entire process may show different options for automation and streamlining that may provide a real return-on-investment when considering total labor of the entire process from beginning to end.

Follow the Software Selection Best Practices initiative to select the appropriate system.

Since the City is planning to replace the CAD/RMS system, the Police Department should evaluate the Electronic Citation module from the selected CAD/RMS vendor.

7.C.b
Packet Pg. 628
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
67 | 129

29. Background
The Police Department is required to capture audio and video from interviews with witnesses and suspects. Systems for the electronic recording of interrogations and interviews (ERI) and associated cameras are designed to capture video and audio evidence to be used in a court of law.

Findings and Observations
The -of-life and requires
replacement.

Recommendations
The City should complete a needs assessment and utilize the recommendations noted in the System Selection Best Practices initiative as a guide.

There are several vendors that operate in California. The Police Department should contact peer departments nearby to determine a list of potential system vendors.

Work with IT to determine the technical requirements and needs (e.g. storage and security).

Implement, as needed, following the Project Planning and Implementation Best Practices initiative.

7.C.b
Packet Pg. 629
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
68 | 129

30. Background
Electronic Document Management Systems (EDMS), also sometimes referred to as Electronic Content Management Systems (ECMS), can be utilized for much more than document scanning, storage, and records retention management.

Additional uses include:

Enterprise records management, including retention
management
Integrated document and process workflow management,
including internal request management, routing, and
distribution (Accounts Payable, Accounts Receivable, HR, Project Tracking, etc.)
Forms management (Web and internal-based)
Project and process collaboration
Minutes management
Agenda management (often through third-party partner)
Media management, including synchronized meeting video
streaming
Web publication or posting for all above items, if desired Findings and Observations
The City does not have a consensus on a singlular
preferred solution for a future organization-wide document management system. The City does not have a true
citywide document management solution and primarily
uses share drives for storing and retrieving documents and other files.

In interviews with departments, it became clear that nearly all departments would like to consider EDMS solutions that are prominently implemented in cities or other local governments throughout California. The departments wish to focus on a single organization-wide solution for integrated and interactive document sharing, as well as commonality and consistency of file and document storage and retention. The goal of the City should be for the successful implementation of an enterprise EDMS solution that can provide the following benefits:

Compliance Improved and more efficient abilities to comply with increasing volume and complexity of regulations and retention requirements
Security Improved physical abilities and accessibility to security Workflow Capabilities Electronic capture, routing, and approvals of manual paper processes
Improved Efficiency Increased productivity through automation of manual processes and time reduction in retrieving and sharing information
Reduced Costs Reduced costs of printing, paper, storage space, and labor Reduced Carbon Footprint Minimized paper waste
Improved Transparency Increased accessibility to information via the Web, including full automation of some types of documents immediately upon creation without additional processing or labor
Disaster Recovery Protection of vital records through storage redundancy

7.C.b
Packet Pg. 630
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
69 | 129
Return-on-Investment (ROI) Considerations
A study conducted by Coopers and Lybrand found the following:

The average document gets copied 19 times in its life.
90% of documents that are handled in an office are merely passed along or shuffled through.

The costs to manage a single document are below:
$20 to file a document
$120 to find a misplaced document
$220 to replace a lost document

7.5% of all documents get lost.

An office that generates 200 documents a week will lose 15 of them, costing a total $3,300.
3% of all documents are misfiled.

An office generating 200 documents a week will misfile six of them, costing the company $720.

A feasibility study by the North Dakota Information Technology Department regarding ECMS technology found the following:

An organization that scans 600 documents per day can have the following benefits upon implementing an ECMS:

An ROI payback period of 15 months
Gained productivity of almost $114,375
Subsequent annual savings of $110,295
An overall three-year benefit impact of $531,990
Saved $36,556 in annual costs when compared to manually storing and managing documents
A study conducted by Prescient Digital Media found that an ECMS saves employees between 50-60% of time searching for documents.

Recommendations
Consider all EDMS alternatives, including (not in any particular order), but not limited to:

Laserfiche
Tyler Content Management (TCM Enterprise)
Granicus
Conduct a needs assessment and process review with all departments as a first step to gain an understanding of how the EDMS system should work across the entire organization.

Consider what functionality, configurations, and training would improve the staff members ability to effectively utilize an EDMS system, provide more transparency, and integrate other departmental applications and business processes.

The City has a need for receiving, managing, and responding to Public Records Requests.

The City should consider EDMS vendors that have modules to address this need.

Follow a software selection best practices approach to develop an RFP, applying needs assessment results to determine a primary vendor to meet citywide needs.

EDMS implementations on an organization-wide basis are commonly under scoped and underfunded, leaving organizations with limited benefits. The selection process should

7.C.b
Packet Pg. 631
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
70 | 129
include a full assessment of potential costs and resources required in order to properly prioritize implementation efforts that will occur over multiple years.

Integration with other core enterprise application systems across the City should be considered.

Conversion of documents from all document retention sources, including share drives.

EDMS can be a complex and multi-year endeavor to streamline and automate various business processes across departments. Therefore, consider utilizing a third-party subject- matter expert for the process reviews, ROI analysis, and procurement project.

Benefits
Automated workflow and routing
Reduction in paperwork and related costs
Online document retention and archiving
Improved version and authorization control
Improved public records access
Increased information-sharing capabilities
Ability to provide Web posting and public access to residents Integration with Agenda Management and Media Management

7.C.b
Packet Pg. 632
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
71 | 129

31. Background
An Intranet -facing website, except it uses the
uter network to house a website-structured presence to share information in a private and secure manner. Generally, it is dedicated to internal use by the organization, staff, and management.

Intranets or intranet sites provide useful information, such as the ability to communicate within the organization and reduce miscommunication by providing consistent information and instructional content. It also reduces time spent requesting and distributing documents between and throughout departments and the need for maintaining physical documents. Intranets can be used to:

Quickly communicate news, changes
in policies or benefits, and emergency
information
Promote a common culture
Offer a dynamic calendar of events,
activities, due dates, etc.

Send important news and newsletters
Allow easy access to policies and
procedures, training manuals, or forms
Provide contact information for
departments, supervisors, and other
staff
Collaborate on City projects with
contractors and vendors
Contain links to application-supported services (i.e., there may also be a link to Employee Self-Services that is tied to the Human Resource and Payroll applications, enabling employee capabilities to access electronic check stubs, electronic W-4 forms for filing changes, or other HR services)
Additional potential citywide Intranet uses could include, but would not be limited to:

Increased City-employee communications
Tricks and tools that would benefit users
Contact information (internally and externally shared)
Major project-related information
Personnel forms
Benefits information
Policies and procedures
Administrative forms
Training libraries
Agencies that are most successful with Intranets configure staff personal computers to have the Intranet site as the homepage that launches whenever a browser is opened.

7.C.b
Packet Pg. 633
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
72 | 129
Findings and Observations
Numerous departments expressed a strong need and interest for the creation of an intranet at the City.

During the assessment interview workshops, several departments expressed it would be nice to have the intranet manage content similarly to the way the public website operates, which would eliminate the need to learn content management on two different systems.

Major local government-focused website vendors provide Intranet design and Each vendor prices these services a bit differently.

Recommendations
Conduct a citywide assessment for internal department communications that could be posted or stored on the intranet, such as frequently asked questions and frequently requested information, so employees can utilize the i -service capabilities.

Consider integration of the Intranet with future EDMS capabilities (see the EDMS Electronic Document Management System initiative).

Make the intranet the default Internet browser homepage for all City staff.

Use the intranet site as a method to reduce other mass employee communications, such as email, flyers, and bulletin board posters (as applicable).

Design the intranet with tools to automatically convert the intranet content and presentation components to a mobile-compatible display format, so employees can use their smart phones and tablets to access the City intranet.

Provide training for staff to access self-service capabilities as users. In addition, provide training for staff that need to post content and provide self-service information to ensure they can post and maintain content regularly.
-facing website and
implementing an internal organization-wide intranet. It is recommended the City consider designing and building the intranet with the same tools and resources that are used for the City
Implement best practices, and make the intranet a component of the Technology Steering Committee responsibilities to ensure the site is maintained regularly and remains relevant and up-to-date for the C employee community (see Technology Governance initiative).

Benefits
Reduction in miscommunication due to the use of a single-source communication location Electronic document availability (decreasing labor and space requirements for physical documents, such as procedure manuals or paycheck inserts) Electronic form availability (decreasing the need for physical employee forms) Increased employee productivity and collaboration
Remote access to information when outside the office

7.C.b
Packet Pg. 634
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
73 | 129
Smart Cities utilize information and
communications technolgy to improve operational
efficiencies, delivery of services, and engagement
with citizens.

Smart Cities

32. GIS Assessment and Strategies

33. Website Design Review and Improvement

34. Online Citizen Access

35. Citizen Request Management (CRM)
Replacement

36. Passport Application and Renewal Processing

37. E-Filing Systems Public Access

38. Public Wireless Tweedy Boulevard and
South Gate Park

7.C.b
Packet Pg. 635
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
74 | 129

32. Background
GIS systems are integral components in the business of
tracking all parcels within the community, many municipalities inventory infrastructure assets (e.g., street signs, streetlights, storm sewers, fire hydrants, trees, and other fixed items) throughout the GIS system. GIS systems are often integrated with computerized maintenance management systems
(CMMS) to improve the accuracy of work order location
information and reduce the amount of time spent locating equipment. Many benefits from the use of GIS have already been realized by the City, but further benefits can be realized, including reduced field observations, more informed decision-making, and improved parcel management, with the convenience of centrally managed information and better analysis of infrastructure.

Findings and Observations
The City is using various GIS software solutions, which equate to a number of separate GIS databases, including, but not limited to:

GIS Nobel/GeoViewer 9 (Third-Party Contractor)
Geo maps by geospatialtech.com (Police)
Esri
GIS system management and support are currently being provided by several staff members. One IT staff member provides GIS assistance across the organization, but this is not their primary responsibility. GIS meets some individual reporting needs, but there is a lack of coordination and connectivity between individual GIS databases, and therefore data consistency or standardization. The lack of coordination and connectivity creates challenges when attempting to report on GIS data or view map representations from a citywide perspective.
capabil
requirements. There is tremendous potential for GIS benefits across the City.

The City will benefit from a plan that addresses and prepares for future GIS operations and helps co
and document the needs for future GIS resources by providing a prioritized roadmap of potential GIS improvements and benefits across the City.

Recommendations
Develop a GIS Plan which includes:

Consolidation into a single GIS solution with a single GIS database Identification of City cyclical processes from LA County GIS for ongoing maintenance and GIS database updates
GIS applications and hardware needs
Evaluation of existing Esri licensing and server implementation to determine the most effective and cost-managed approach in the future
Organization-wide operational application integration needs (all departments)

7.C.b
Packet Pg. 636
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
75 | 129
Continued expansion of the use of GIS for internal City departmental access and for public access to information in a spatial or map-oriented format Plans for identifying all assets and tagging (coordinates) all assets for maintenance and view on a layer-by-layer basis.

IT staffing and/or outsourcing needs, including alternative approaches to GIS staffing or staff augmentation needs
Identification of potential partnerships and data-sharing opportunities Five-year budget with prioritized initiatives
Consideration of assistance from an independent, third-party, subject-matter expert to develop the GIS Master Plan
Make GIS integration a requirement for all new geo-based and spatially oriented software application procurements. The applications that are most critical for implementation are Land Management and Public Works Work Orders and Maintenance Management.

Upgrade current Esri ArcGIS licenses to a single-enterprise licensing scheme.

Consider a hybrid approach using an on-premise, sever-
Web Services.
overnment templates and modules for quick, easy-to-deploy applications.

Due to financial and personnel constraints, the City should consider collaboration with other municipalities in the area and tap into third-party resources on a contract basis for specific GIS projects. Some options for collaboration could include:

Creating a consortium or cooperative with other municipalities in the area to share the costs for GIS technical resources, Esri servers and software, digitization, and development of layers.

There are some other resources available that could also be tapped into, including GIS services from the City of Rancho Cucamonga. Rancho Cucamonga has begun providing services to other municipalities through their REGIS Connect organization (Rancho Cucamonga Enterprise GIS [REGIS] Connect). REGIS Connect provides full- service enterprise GIS consulting and support services. Their services and deliverables are tailored to the individual needs of their client agencies.

Benefits
Improved geospatial management
Improved utilization of applications that support GIS integration Inventory with location of all assets for maintenance management and planning Secure sharing of information
Access to information by more City personnel
A more mobile and productive workforce
Faster, well-informed decision-making
Real-time access to information from the field
Increased ability for team members to communicate and collaborate from separate locations Easier creation and storage of digital maps
Better analysis of infrastructure
Improved land/parcel management
Improved customer service through the ability to publish for public access

7.C.b
Packet Pg. 637
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
76 | 129

33. Background
Municipal websites have become informational portals for citizens to quickly access information and conduct transactions without having to call City staff or go to City Hall. Additionally, interactive functionality is available 24/7.

Many local government-focused website vendors incorporate Intranet design and implementation into their website offering. Each vendor has a different method for expanding website projects to Intranets. Often Intranet project fees are negotiable when combined with procurement of a new website.

Return-on-Investment (ROI) Considerations
A study conducted by Aaron Marcus and Associates, Inc. discovered the following8:

More than 83% of Internet users are likely to leave a website if they feel they have to make too many clicks to find what they are looking for.

Once a system is in development, correcting a problem costs ten times as much as fixing the same problem in design.

The average user interface has as many as 40 flaws. Correcting the easiest 20 of these flaws yields an average improvement in usability of 50%.

Findings and Observations
developed and hosted by CivicPlus, a website development company that focuses on city and county governments.

Included in the maintenance agreement, CivicPlus offers a website refresh every four years.

A number of departments noted the website could use a refresh and redesign to make it easier to navigate and faster for the public to find what they are looking for.

Staff also believes implementation of an Intranet is a high priority project to improve employee communication.

Recommendations
Follow Software Selection Best Practices, and develop an RFP for website and Intranet vendor selection.

Request that CivicPlus respond to the RFP along with the other website vendors.

Contact CivicPlus to determine when the City is entitled to a website redesign.

As a part of the RFP process, document CMS (Content Management System) and general website update and administration issues.

Identify user training requirements.

Implement standard practices and make the website maintenance a component of the IT Steering Committee responsibilities to ensure the site is maintained regularly and remains relevant and up-to-date for the public.

Offer regular training to keep staff skills fresh and to ensure they can keep website content current.
8 Aaron Marcus and Associates, 2004

7.C.b
Packet Pg. 638
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
77 | 129
Benefits
Reduced resident in-person visits
Improved public records access
Increased information-sharing capabilities
24/7 availability
Improved resident-user experiences
Increased resident interaction and transaction capabilities

34. Background
Online and On-site Credit Card Payments A variety of online payments can be accepted through numerous alternatives, with the most commo
result will be expanded customer service hours and increased efficiencies due to reduced labor and easy digital retrieval of information for both customers and staff. Online payments also provide citizens with the convenience of not having to involve staff or go to City offices.

Online Services and Information Access On the
website, the City already provides a significant amount of general information and online access to some services.

OpenGov information regarding budgets and other
information can be made available on the website.

Services such as registration for activities or City facilities reservations can also be extended to the public. Providing online information and services is a popular trend
evidenced by the emergence of vendors providing public
access tools such as OpenGov, Socrata, and others.

Findings and Observations
Some examples of commonly provided online information or transactions availability include:

Committee, Board, and Commission application forms
Budgets
Financials
Labor Agreements
Salary Schedules
Citizen Requests
Garage Sale Applications
Other examples of online payments and service transactions or requests could include, but would not be limited to:

Online Plan Review List (so applicant can verify review times) Online Inspection Requests
Public Works over-the-counter permits, such as:

Encroachment Permits
Block Party Permits
Plan Checks
As-Built Requests
Survey Monument Requests
Public Records Requests

7.C.b
Packet Pg. 639
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
78 | 129
Online payments for plan review and permit fees
Online archive or record searches for permits
Committee and Commission application forms (interactive form) Chat capability on tourism website
Citizen requests and complaints and status inquiries
Job postings and online application submittals
Official online records requests (e.g., agendas, minutes, documents, etc.) Online access to Human Resources documents (i.e., job descriptions, employment agreements, etc.)
The City does not have a standard for card-based payments either on-site or online. Various departments are taking payments and others would like to do the same. Below are some examples of payments currently being taken:

Water Utility Credit card payments are being taken using OpenEdge
Park and Recreation Credit card payments are being taken using Elavon or Converge
Recommendations
Conduct a citywide needs assessment to determine all useful online services and payment types that could be implemented to improve constituent service.

Consider combining the needs assessment with a website refresh or redesign.

Conduct cost-benefit and prioritization analysis.

Focus on payment types that will be used most frequently by residents.

Select other software payment vendors per the Software Selection Best Practices initiative.

Consider existing core business applications options, such as ERP, parks and recreation software, permit management, ticket and citation management, among others, before considering new, third-party solutions to eliminate requirements to integrate new solutions with back-end operational systems.

Manage improvements per the Project Planning and Implementation Best Practices initiative.

Benefits
More accurate and consistent information
Timely and reduced reconciliation
Increased awareness of resident self-service
Reduced over-the-counter time for transactions
Increased staff and resident satisfaction

7.C.b
Packet Pg. 640
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
79 | 129

35. Findings and Observations
Citizen request management (CRM) solutions are used to
receive, track, and manage all types of requests and
complaints. These solutions can categorize requests,
prompt for typical information required, assign and route information to specific staff or departments, track status, and fulfill overall reporting requirements for more effective handling and response. The primary objective is to ensure all inquiries, requests, and complaints are captured when received, routed to the proper resource, and responded to or resolved in a timely manner, ensuring that the loop is closed on every contact. Ideal CRM functionality includes:

Citizen responsiveness (requests captured and
completed, and responses provided to citizens,
including when and how resolved)
Prompt request routing (departments or persons)
History (complaints, requests, timeliness of responses, who completed, how resolved, cost analysis)
Interdepartmental resource linking
Managing resources
Benchmarking and performance-based measurements
Planning and budgeting
GIS integration
Online customer surveys
Findings and Observations
submit non-emergency work orders. City App has been in place for about three years with a limited level of satisfaction from several City departments. The City is also looking into SeeClickFix for an online City app for Citizen Request Management (service requests).

Departmental feedback suggests the City could provide better service and be more responsive to citizen requests with a different Citizen request system by replacing the City App with a better solution.

Recommendations
The City should consider upgrading its online capabilities for citizen responsiveness and replacing the City App solution.

Consider CRM system capabilities from your website vendor or your ERP system provider, since they both provide solutions. Also consider other options such as SeeClickFix, GOGov, or many other options that are available.

Select new software vendor or vendors according to the Software Selection Best Practices initiative.

Ensure that integration with backend systems, like EAM, are included.

7.C.b
Packet Pg. 641
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
80 | 129

36. Findings and Observations
The City Clerk .S. Passport application service.

The process involves some equipment (scanners) for Passport Application filing, but most of the process is manual and paper-based.

The City does not take passport photos. However, the City does have new photo equipment to provide photo service as part of the application process.

The City would also like to provide a service for processing Passport renewals in addition to original Passport applications.

In summary, the City Clerk would like to have the whole process automated with a software solution, if such a solution is available.

There are several Cities, such as Santa Monica, Orange, and Bell, that also provide the Passport application service.

We have not uncovered a system that automates the process in our research.

Recommendations
Work with City IT Staff to:

Investigate options and determine the best way to automate the process.

Consider the EDMS system initiative recommended as a potential option as a tool to automate the process using workflows, scanning capabilities, storage and retrieval of electronic files, etc.

Set up the photo equipment so the photo service can be added to the process. .

7.C.b
Packet Pg. 642
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
81 | 129

37. Background
Cities are using various methods for this, including workflows associated with their internal EDMS system and providing public access through the EDMS systems publishing capabilities to provide online public access. However, there are vendors that work specifically with cities and counties, providing hosted (cloud-based) services to assist specifically with e-filing and public access for:

FPPC Campaign Filing
SEI (Form 700) Statements of Economic Interest Filing
Lobbyist Disclosure Form Filing
These systems have full capabilities for the City to administer, manage, and report as required.

Online access is both private and public.

The most common provider of these services in California is NetFile, headquartered in Mariposa, and Fresno.

Findings and Observations
The City accepts FPPC filings over the counter at City offices. It is mostly a manual paper- based process that does not have a public access portal or support open government access.

The City would like to provide the ability to file online and then provide electronic public access for residents through a portal.

Recommendations
Investigate NetFile and their competitors. Ensure that any considered vendor can accommodate the State of California filing requirements.

Analyze and review the alternatives, solicit pricing quotations for the available vendors, and chose the vendor that is the best fit and provides the highest value.

Implement the system following the Project Planning and Implementation Best Practice methods outlined in this report.

Implementation would include establishment of a link to e-filing and access services from

7.C.b
Packet Pg. 643
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
82 | 129

38. Background
Studies show the availability and use of high-speed Internet access in a community has significant economic and quality-of-life benefits. These include better health outcomes, improved job-seeking capabilities, more rapid re-employment, and community transparency. Public high-speed wireless access can also be a business development tool.

Residents are increasingly expecting Wi-Fi for their tablets and smart phones wherever they go, whether shopping, dining, waiting for children at schools, ballfields, swimming pools or other facilities for practices, attending classes, or other public spaces during leisure or transitional times.

Finally, broadband, or high-speed wireless Internet, is a key infrastructure component of a smart city strategy. A strong wireless infrastructure can be an enabler for smart meters (water, parking, traffic management), the Internet of Things (IoT), automatic license plate readers, some low-resolution video applications, and many more smart city tools.

Findings and Observations
The City is interested in encouraging business development along the Tweedy Boulevard corridor.

City Council and staff believe providing free public wireless access along the Tweedy Boulevard corridor will attract and retain small businesses in the area.

City Council and staff also believe customers will be more likely to shop in the area if free public wireless is available.

The City is interested in providing residents and South Gate Park users with wireless while using the many facilities the park has to offer.

The City is interested in installing smart city sensors, including license plate readers, video cameras, and other devices at many locations.

Over the long term, the corridor would benefit significantly from improved connectivity for smart meters, visitor wireless, parking, and traffic sensors.

Recommendations
Prepare a vendor-neutral RFP for a wireless mesh network along the Tweedy Boulevard corridor.

Include options for a public/private partnership to install and maintain the network.

Consider using existing City facilities at South Gate Park as a hub for the wireless deployment.

Research and map available City assets that might be suitable for mounting and powering wireless access points.

Determine if the City is interested in video cameras or other smart city technologies in the area over the long term.

Determine any criteria for use or limitations on use, and include these items in the RFP.

Determine potential broadband bandwidth backhaul to either a City facility or a telecommunications carrier.

Issue RFP, and follow City procurement best practices.

Utilize third-party subject matter expertise during the RFP process and for contract administration.

7.C.b
Packet Pg. 644
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
83 | 129
IT Infrastructure refers to networks, servers,
equipment, inside or outside cable plant, and other
communications infrastructure.

IT Infrastructure

39. Computer Equipment Replacement Planning

40. City Hall Computer Rooms

41. Police Computer Rooms

42. Structured Connectivity System

43. Power Distribution

44. Network Redesign

45. Servers Windows 2016 Domain Upgrade

46. IT Infrastructure Roles and Responsibilities

47. Create Best Practice Internet Connectivity (DMZ)

48. Virtual Server Migration

49. Wireless Network

50. Mobile Access

51. Mobile Digital Computer (MDC) Replacement
Planning

52. Conference Room Audiovisual

53. Internet Bandwidth

54. Computer Upgrades

55. Electronic Mail (Exchange)

56. Office Software Upgrades

57. E-Fax

58. Dual Monitors

59. Video Surveillance

60. Door Access Control

7.C.b
Packet Pg. 645
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
84 | 129

39. Findings and Observations
The City does not have a complete, formal replacement schedule for end-user devices or capital computer equipment, including servers, storage, switches, or firewalls.

This is true for City Hall, Police, Traffic Management Center (TMC), and SCADA infrastructures.

The City generally uses a 4-year PC replacement schedule while the Police Department uses a 7-year schedule.

Equipment replacement funds are requested as part of the annual operating budget cycle.

User devices are covered by the PC replacement schedule. Servers, network devices, and other equipment is not covered.

Limited workstation upgrades have been completed for City Hall departments.

There are some reports of slow desktop computers.

Many mobile data computers in the Police Department need replacement.

The City has some older servers, switches, and other computer equipment that is past its expected end-of-life.

The City does not maintain complete, detailed inventories of computer equipment, including when purchased and expected end-of-life.
are greater because of the specialized software
they are required to run. This should ensure the specs consider processor speed, video card level, need for dual monitors.

Recommendations
Create and maintain an inventory of all
computer equipment, year purchased,
warranty duration, and other useful
information.

Develop a five-year, rolling computer
equipment replacement plan and budget
accordingly.

Allow customized length of time for
replacement of any technology that may have
a unique end-of-life.

Continue to purchase discounted extended
warranties at the time of purchase that will
cover the equipment throughout its useful life
(e.g., five years for computers and servers,
etc.)
Staff should provide capital replacement
information for use at the start of each budget
cycle.

IT Equipment
Recommended
Replacement Cycle
(Years)
Network Switches 7
Phone System Upgrade 5
Phone System
Replacement 10
Audiovisual Equipment 5
Servers 5
Disk/Cloud Storage 5
PCs 5
Laptops 4
Mobile Devices 2
Wireless Devices:

Point-to-Point 5
Wireless LAN 4
Windows Software +/- 5
MS Office (MS 365) +/- 5
Printers, Scanners 4-5
Plotters 4-5

7.C.b
Packet Pg. 646
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
85 | 129
Benefits
Better forecasting of purchases
Managed process that flattens capital expenditures over time Improved computer performance
Improved available features
Reduction in trouble tickets to support failing or faulty hardware Ability to keep spare equipment around to be reissued, eliminating employee downtime Increased employee performance by eliminating the use of old, slow, and post-life-cycle technology
Reduction in total cost of ownership

40. Findings and Observations
Main Communications Room (Basement)
Power cabling runs along the floor and can potentially be exposed to water.

The room has had flooding problems in the past.

Power distribution (from the UPS to the equipment) does not follow best practices.

The main communications room does not have proper air conditioning system or controls.

Cable management and distribution does not follow best practices.

Legacy equipment is present in the room.

Walls have penetration points that are not properly sealed.

Unable to implement proper fire suppression.

Main Server Room (First Floor)
is in the IT area and houses mostly servers and backup
equipment. Some video surveillance equipment is also in the room.

As servers are virtualized, space will be made available for new systems.

This room is too small to implement fire suppression systems.

Power cabling runs along the floor and can potentially be exposed to water.

The room has had flooding problems in the past.

HVAC distribution inhibits hot air evacuation.

Video surveillance control system is installed on a shelf and accessed by using a step ladder.

The location of the video surveillance system means that third-party technicians enter the computer room regularly.

7.C.b
Packet Pg. 647
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
86 | 129
Recommendations
Add automated door access control to the Main Communications Room in the basement.

Main Communications Room (Basement)
Move any unnecessary equipment upstairs to main server room (dependent on virtualization in main server room to create space).

Extend communications point of entry to main server room.

All cables and equipment need to be up off the floor to avoid potential water damage.

Distribute water sensors around the room to provide alarms, should water flood the area.

Implement temperature controls within the room to alarm, should the room become too warm.

Remove all equipment and cabling no longer in use.

Revise newly installed cabling to comply with best practices.

Main Server Room (First Floor)
All cables and equipment need to be off the floor to avoid potential water damage.

Distribute water sensors around the room to provide alarms, should water flood the area.

Implement temperature controls within the room to provide an alarm if the room temperature exceeds a recommended level.

Improve power distribution and HVAC within the room.

Seal wall penetrations as appropriate.

Vent hot air from rear of servers and recirculate.

Review cabling installation and implement standards from dressing and labeling cables.

As space becomes available, move as much non-network equipment as possible to the main server room.

Eliminate use of the video surveillance system in room. Improve the installation method when possible.

Eliminate the need for third-party technicians to enter the room to access the video surveillance system.

Benefits
Improved productivity for IT staff as a result of more space and more effective organization Increased environmental monitoring
Improved service assurance (uptime and reduced risk of failure) Increased computer room capacity
Immediate Next Steps
Add water and temperature monitoring in main communications room.

Review power and space requirements.

7.C.b
Packet Pg. 648
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
87 | 129

41. Findings and Observations
The Police Department has three computer-related spaces.

Communications and radio equipment are housed in the basement.

Note: This equipment will be phased out and will remain only as a backup.

Additional communications equipment, specialty servers, and ancillary systems are located on the first floor, near Booking.

Department servers and other systems are housed on the first floor, southwest section, None of the Police Computer Rooms are suitable for electronic equipment.

None of the Police Computer Rooms have sufficient space to justify long-term use as the Police Computer Room.

The Police Department has been remodeling the building section by section.

Recommendations
Plan to include a new computer room in a subsequent remodeling effort.

Include sufficient space for fire suppression equipment.

Consolidate all computer, new radio, and telecommunications equipment into the new room.

In the interim, implement temperature and water monitoring in all communications and server rooms.

Implement improved power distribution in as cost-effective a manner as existing communications and server rooms.

Review cabling installation and implement standards from dressing and labeling cables.

Install door access controls using existing proximity codes, if cost-effective.

Benefits
Improved productivity for IT staff as a result of more room and better organization Increased environmental monitoring
Improved service assurance (uptime and reduced risk of failure) Increased computer room capacity
Immediate Next Steps
Finalize long-term location of computer room.

Review power and space requirements.

Review fire suppression needs.

Design revised computer room.

7.C.b
Packet Pg. 649
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
88 | 129

42. Background
A structured connectivity system is a complete set of cabling and connectivity products that integrate voice, data, wireless video, and other technology systems into a comprehensive infrastructure.

Findings and Observations
The copper, horizontal cabling system is primarily comprised of Category 5e (1 GB) cable.

Category 5e cable is inadequate for the newest generation of wireless access points.

Patch panel cables in each computer room poorly installed, with overly long cables that sag and may eventually cause failures.

Some cable runs at City Hall meet or exceed recommended distances.

There is not a standard for copper or fiber cabling at the City.

IT staff members have performed small cabling jobs to assist facility moves.

Equipment racks and cabinets are not grounded.

As-built record documentation related to the horizontal and backbone communications system does not exist.

Additional facilities work is upcoming for Parks and Recreation, including:

Girls Clubhouse facility
Hollydale Parks Master Plan improvements.

Recommendations
Improve supports for newly completed City Hall cable.

Create new location for workstation cable within main computer room to reduce distances and ease future installations.

Develop Structured Cabling Systems (SCS) standards as a basis for any upcoming recabling efforts.

This document will be used to support the ongoing needs of the County as it relates to maintaining the existing SCS, and can be provided to architects and/or contractors as part of the construction specification for future projects. The SCS Standards Document should have the following as its goals:

Implement a non-proprietary cable infrastructure system supporting multi-vendor equipment and services.

Provide reduced cost for future cable installation, support, and management.

Maintain consistency providing reduced training requirements for employees.

Improved troubleshooting and support for ongoing management/maintenance.

System based on recognized industry standards (ANSI, TIA/EIA, IEEE and BICSI).

Develop and implement a unified labeling system that incorporates the fiber-optic cable.

Provide suitable patch cord management system at equipment racks and/or cabinets.

Improve patch cord management by reducing patch cord lengths and improved

7.C.b
Packet Pg. 650
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
89 | 129
Utilize the SCS standards to bid and hire a contractor to perform small cabling jobs as required.

Charge Departments back for cabling as a part of Department moves (See IT Cost Allocation initiative).

Plan to upgrade wireless access-point cabling.

Industry best practice specifies two (2) Category 6A cables to each access point.

43. Findings and Observations
Power distribution in main computer room generally follows best practices.

Some computer room electric power utilizes UPS systems, while other servers are plugged directly into generator-driven power outlets.

Generators have been known to create power spikes and brown-outs that decrease the life of attached equipment.

Power distribution units (PDUs) are used within the computer rooms of most organizations to control and monitor power to particular network devices, such as servers and switches.

PDUs can extend the life of network hardware by utilizing power more efficiently.

PDUs can be used to monitor and remotely control power distribution to computer infrastructure equipment.

The City utilizes PDUs on a limited basis within the main computer room.

The PDU units that are in place are not advanced enough to support best-practice monitoring and management functions.

Recommendations
Budget for additional UPS capabilities as part of the Police Department data center remodeling project.

Budget for and implement PDUs within City Hall and Police Department computer rooms.

Consider procuring network management software for the UPS.

Create battery and PDU replacement cycles.

Move all power cables away from floor to overhead distribution.

Benefits
Improved support for electronic devices
Improved management and monitoring capabilities
Longer-lasting equipment
Reduce cost in replacement of failed hardware

7.C.b
Packet Pg. 651
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
90 | 129

44. Findings and Observations
Existing network was installed in 2006.

Most network devices are end-of-life.

End-user device network switching capability is 10/100 Mb, current switching technology is typically 10/100/1000 to the desktop.

Current server backbone switching is typically 10Gb for agencies of this size.

Older multi-mode fiber is used between City Hall and Police and City Hall and the Museum.

Current standards for inter-building fiber are single-mode.

Remote sites are connected by AT&T OPT-E-MAN service.

AT&T OPT-E-MAN service is now two generations old.

City Hall and Police as well as City Hall and SCADA networks are properly segmented.

Recommendations
Redesign the core network to increase speeds by a minimum factor of ten.

Create a resilient core network that eliminates single points of failure.

Replace existing multi-mode fiber with single-mode fiber during upcoming construction projects.

Upgrade AT&T OPT-E-MAN to AT&T ADE or equivalent Wide Area Network (WAN) service.

Review Virtual LAN (VLAN) network segmentation and revise per current best practices.

Consider implementing firewalls between the City administrative network, and the Police and SCADA networks.

Benefits
Improved network performance speed and reliability
Reduced support costs
Full redundancy across sites
Increased security

7.C.b
Packet Pg. 652
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
91 | 129

45. Findings and Observations
Windows Domain environment is lacking routine maintenance and being supported by an operating system that is outdated and no longer supported.

Domain Controllers are nearing end of life
Other City Hall and Police servers are running Windows 2008 through 2012.

New Windows Domain servers have been purchased by the City, but are not yet installed.

Recommendations
Upgrade domain to Windows 2016 platform or higher.

Decommission existing Server Platform.

Spread Domain roles across multiple servers to increase resiliency.

Recommend four domain servers (two at City Hall, two at PD).

7.C.b
Packet Pg. 653
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
92 | 129

46. Findings and Observations
Police Department and City Hall IT staff are not always certain of their IT responsibilities in relation to each other and shared County Information Technology Resources. /7 operation, and the remainder of the City is generally 8/5.

City Hall IT does not maintain an after-hours call rotation.

Police Department IT staff members are not included on the EOC team.

Recommendations
Police Department and City Hall IT staff could utilize the following matrix to determine roles and responsibilities:

Technology Responsibilities Police Department
IT City Hall IT
Workstation support
Antivirus
Policy and Procedures
Staff Cell Phone Mobile Device Management
Server Configuration OS and Middleware
Provide Technical
Assistance
Server Configuration Applications
Provide Technical
Assistance
Server Configuration AD and Network Services
Server Administration Account Add/Chg/Delete
Network Configuration Switching, Routing,
Firewall
Wireless Network Configuration
Internet Connectivity
Content Filter Administration
Electronic Mail Account Administration
Telecommunications Account Administration
IT Inventory
Video Surveillance
Help Desk
VoIP (Voice over IP Phone System)

7.C.b
Packet Pg. 654
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
93 | 129
Technology Responsibilities Police Department
IT City Hall IT
Audio Video Systems
Access Control Systems - Installation
Access Control Systems - Administration
Radio handsets and in vehicle
Dispatch workstations

47. Background
A Demilitarized Zone (DMZ) is the area of a network that is accessible to the public. This area is separate from an internal network that is used only by internal staff. DMZs are utilized to maintain online services used by the public, such as viewing the website or online applications (i.e., license renewals, online permitting, online utility billing information, online payment transactions, applications, and other online public inquiries).

Findings and Observations
Security policy outlining DMZ and external to internal network connections has not been created by the City.
network.

DMZs are best-practice security tools used to create an additional layer of security between the Internet and an internal network.

Email Services, such as OWA and mobile services, exist internally.

VPN services exist internally on the network.

Recommendations
Develop security policy, including a section outlining external to internal connection security.

Create a DMZ using one of the field office small file servers running virtualization to provide for growth.

Benefits
Improved security and management
Proper segmentation of publicly accessible resources for external to internal network connections

7.C.b
Packet Pg. 655
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
94 | 129

48. Background
Hardware virtualization refers to the creation of a virtual machine(s) that act like a real computer with an operating system. Software executed on a virtual machine is separated from the underlying hardware resources. Virtualization enables servers to be easier to implement and less costly to own and manage.

Findings and Observations
Server virtualization has been limited.

Three servers at Police have been virtualized
using Hyper-V.

There are many legacy servers in production which
are two or three generations behind.

At City Hall, new servers have been purchased to
support an Active Directory upgrade.

Recommendations
Create a plan to virtualize nearly all servers at City Hall and Police.

Utilize advanced virtualization management to increase server resiliency.

Establish active Simple Network Management Protocol (SNMP) monitoring and logging.

Enable additional features on virtual environment:

Fault Tolerance
Network Interface Bonding
DR and Failover Services
Benefits
Reduced data center space requirements
Reduced power requirements
Improved failover and reliability

7.C.b
Packet Pg. 656
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
95 | 129

49. Findings and Observations
The City has limited wireless capabilities for staff and guest computing.

Demand for Wi-Fi will continue to increase.

Staff demand will increase as they become more mobile.

Public demand for wireless at City facilities is increasing.

Recommendations
When procuring the network infrastructure, procure wireless for all City facilities.

Consider wireless for all outdoor spaces as Phase 2.

When planning the wireless infrastructure, develop an open RFP, and evaluate cloud strategies from multiple vendors.

Re-cable all wireless access points per the recommendations in the Structured Cabling System initiative.

Benefits
Improved wireless speeds
Reduced complexity
Increased security
Expanded coverage

7.C.b
Packet Pg. 657
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
96 | 129

50. Findings and Observations
The City has limited remote access solutions in place.

Demand for remote access will continue to grow for on-
premise applications, especially for staff with significant computing needs from the field.

Increased access to mobile applications for
smartphones and tablets will also be part of increased
remote-access demand.

Staff members report the need for remote access.

SCADA (water) staff has remote access.

Utilize individual username and passwords.

Two-factor authentication (2FA) is a best practice for remote access to SCADA systems. 2FA will become the standard for remote access to all sensitive computer systems in coming years.

Recommendations
Develop and implement a remote access policy.

Expand Internet bandwidth to improve remote access speeds.

Implement two-factor authentication for all department laptops requesting remote network access.

Provide training for staff regarding security best practices for mobile devices.

Benefits
Increased mobility for the current workforce
Increased security

7.C.b
Packet Pg. 658
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
97 | 129

51. Background
Police Departments have been benefiting from mobile technology for many years, starting with mobile data terminals (MDTs) and now mobile digital computers (MDCs or laptops).

Findings and Observations
The City has recently purchased and deployed some MDCs for Police.

Approximately 40-50 squad cars require MDCs (not including command).

All XP models have been removed and are currently running Windows 7.

Compatibility issues will become apparent between older MDCs and the newest versions of the CAD/RMS system.

Based on officer work and shift processes, MDCs require accompanying docking stations.

Recommendations
Include MDCs in the computer capital replacement plan.

Begin an annual purchase program for MDCs until all units have been upgraded to the same model and running the latest OS.

Include accompanying docking stations and the required in-car mounting components.

It may be best to stay with the same model MDCs that were recently acquired for the sake of continuity and support benefits.

52. Background
Conference room audiovisual (AV) tools are used to enhance meetings, which include projectors, video conferencing software, smart boards, and other technology aids.

Findings and Observations
Conference rooms are not equipped with current
generation collaborative smartboard tools and
technology.

Skype for Business (included in Office 365) can
provide video conferencing between sites.

Recommendations
Consider moving toward current-generation collaborative smart-board technology during the next AV device refresh.

Include Room Wizard technology in the conference room AV device refresh plan.

Consider using Skype for Business for video conferencing between facilities.

Develop a conference room upgrade schedule and implement as prioritized.

7.C.b
Packet Pg. 659
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
98 | 129

53. Background
Increased Internet bandwidth and high availability are becoming increasingly important to organizations for daily functionality. This allows for additional resources to become available during peak Internet usage and provides for resiliency when disasters occur that may affect primary Internet connections that are no longer accessible.

Findings and Observations
The City currently utilizes a single 100Mb Internet connection.

Most peer organizations would be expected to have 2-5 times faster Internet connections that the City.

There is not a secondary Internet connection.

Recommendations
As a part of the recommended upgrade to the WAN, upgrade current Internet bandwidth.

A second Internet connection should be implemented as a part of Recovery and Resiliency Planning initiatives.

Best practice would be to implement an Internet connection from a separate provider at a separate City location.

Implementation of a second Internet connection at the Police Department would require an additional firewall.

Additional Internet bandwidth will be required as the City increases the use of cloud-based systems.

Increased Internet costs have been included in recommended Five-Year Budget.

Benefits
Improved performance
Increased Internet uptime
Increased resiliency, providing increased cloud-based applications and services uptime Reduced risk and liability
Disaster Recovery safeguard

7.C.b
Packet Pg. 660
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
99 | 129

54. Findings and Observations
On January 13, 2015, Microsoft ended mainstream support for the Windows 7 desktop operating system.

The City has approximately 240 desktop computers and the majority are running Windows

7. 35 desktops have been upgraded to Windows 10.

The City does not utilize an imaging platform to distribute applications to desktops.

Computers are running different versions of Microsoft Office 2010 and 2013.

An accurate count of Microsoft Office licenses does not exist.

Recommendations
Finalize an inventory of desktops and laptops to determine age, model, and operating system of all systems, focusing on identifying the number of computers running Windows 7.

PCs and laptops running Windows XP or Windows 7 should have their operating system upgraded to Windows 10 or be replaced with a new computer.

Evaluate and procure a desktop imaging system.

Acronis has become our standard recommendation and is used in a basic way by staff.

Inventory all desktop and laptops and determine upgrade path to a consistent version of Microsoft Office across the organization.

Staff to prioritize potential dual-monitor implementations.

All new PCs should be purchased with the ability to natively connect two monitors.

Solid-state hard drives have become the standard for all workstation purchases.

55. Findings and Observations
Exchange 2010 is the electronic mail platform of the City.

Exchange 2010 is now two generations behind.

The City does not have an electronic mail archiving solution.

Some staff members have email archives stored locally (PST files).

An email records retention policy is currently not enforced.

Recommendations
Investigate and select an improved email archiving solution.

Investigate migration to Office 365 and Barracuda Cloud Archiving.

As a part of the process, eliminate all local email archives.

Develop an Email Records Retention Policy and implement automatic retention guidelines in support of the policy.

Benefits
Reduced time managing email for public records requests Reduced time on public records requests
Improved stability of environment and higher availability of email-based services

7.C.b
Packet Pg. 661
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
100 | 129

56. Findings and Observations
Current desktop and laptop computers utilize a mixture of Microsoft Office 2010 and 2013.

Microsoft Office 2016 has been in general release, while Office 2019 was released recently.

Training on Office software for City staff appears to be inconsistent across the organization.

Recommendations
As a part of a move to Office 365, move to Office 2016 and upgrade computers as necessary.

Budget for classroom training as a part of the Office 2016 implementation.

Align upgrade to Office 2016 with upgrade to Office 365 for best pricing on licensing.

57. Findings and Observations
The City currently has 15 fax machines and six (6) fax lines.

Each fax line costs the City $30 per month or $360 per year.

Total current fax line costs are $2,160.

The estimated cost of a basic integrated fax solution is $8,000 to $10,000.

Centralizing fax services and integrating faxing into electronic mail can eliminate the bulk of the fax lines, reducing costs by approximately $1,000 per year.

Paper, toner, and fax device maintenance costs would be reduced.

Each individual could have their own fax number, which would be correlated to their email address.

Departmental fax numbers can be shared between several Outlook profiles.

Recommendations
Inventory all fax machines and fax numbers.

Investigate fax solution alternatives.

Develop ROI.

Implement the most cost-effective solution.

7.C.b
Packet Pg. 662
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
101 | 129

58. Findings and Observations
Utilizing dual monitors for many users can significantly increase the speed of completion for certain computer tasks, thereby increasing overall employee productivity. Some studies have shown increased overall productivity of 20-30% for office staff and up to 74% for certain computer tasks. These studies demonstrate a return-on-investment multiple times the cost of the additional monitor, when calculating the efficiency savings with gross hourly labor costs.

Most staff members use single-monitor systems.

Return-on-Investment (ROI) Considerations
A Microsoft productivity study concluded that adding an extra monitor can boost productivity by 9% to 50%.9
A study conducted by the University of Utah found that dual monitors helped users complete tasks as much as 52% faster.10
Recommendations
Staff to prioritize potential dual monitor implementations.

Implement as PCs are replaced, or more quickly, if demand requires.

Benefits
Improved staff productivity return-on-investment (multitasking) Enhanced ability to compare work
More efficient sharing of data between applications
Compatibility with both laptops and computers
9 Dec. 2010, 4 Apr. 2013, < http://www.corecommunication.ca/4-studies-which-show-that-using-a-second- monitor-can-boost-productivity/ >.
10 Core Communication, 11 Dec. 2010.

7.C.b
Packet Pg. 663
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
102 | 129

59. Background
Actively monitored, security camera surveillance systems can be an effective security tool and criminal deterrent. One study by the Urban Institute determined that the savings and benefits of fewer incidents and crimes outweighed the cost of video surveillance systems. The study also found that police, policymakers, and others involved in facility or property oversight largely viewed security, surveillance, or monitoring cameras as a useful tool for managing behavior, preventing crimes, aiding in response, assisting in arrests, and supporting investigations and prosecutions.

Video surveillance systems can be integrated with door access control systems to improve visibility into door-related alarms, such as focusing a camera on a door that has been propped open for an extended period.

Findings and Observations
Police and City have separate video surveillance platforms.

Current platforms are building specific and lack integration.

Recommendations
Staff to inventory quantity, type, and location of existing cameras.

Move to IP-based cameras as soon as feasible.

Consider placing video surveillance network traffic on its own VLAN Conduct a needs assessment study on the potential use of integrated door access controls and video surveillance systems at all required facilities.

Develop a bid from the completed needs assessment and create a design specification that incorporates door access control and video surveillance integration if that is the desired direction.

Optionally, select and install an integrated management platform that will support existing and potential video surveillance needs. Alternatives including:

Avigilon
Genetec
Milestone
ONSSI

7.C.b
Packet Pg. 664
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
103 | 129

60. Background
Door access control, sometimes referred to as keyless entry, is an effective way for the City to manage security and access to various buildings, facilities, and secure spaces. Door access control systems allow the City to track and restrict who can access facilities where and when.

This limits security risks and allows for the management of access by employees and the public.

Many municipalities are moving to a single, organization-wide system to manage security and access to facilities.

Findings and Observations
The Police Department has a door access control system.

City Hall also has a door access control system.

Door access control systems can be integrated with video surveillance systems.

Recommendations
requirements for external and internal doors.

Consider a single, citywide system that all departments and divisions within the City utilize.

Access should also allow extending to constituents and others, as appropriate.

Consider utilizing a third-party SME or consulting firm for the assessment and feature/function development.

Benefits
Improved maintenance requiring less time
Mechanical locks and keys replaced with electronic locks, badges, or cards and readers Eliminated expense of rekeying or changing locks for employee separations Employees and others are less likely to set off false alarms Automatic regulation of access reduces need for on-site security personnel Allows for more efficient temporary access by outside personnel, like visitors or vendors Decreases liability and risk from greater access control

7.C.b
Packet Pg. 665
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
104 | 129
IT Operations
The IT Operations section addresses daily support
and maintenance of all IT infrastructure and user
support.

61. Help Desk Ticketing System

62. Mobile Device Management

63. IT Asset Management Automation

64. IT Automation Tools (Patch Management)

65. Desktop Management

66. Network Management Tools (Configuration
Management)

67. IT Support Metrics

68. IT Policies and Procedures

69. IT Procurement Practices

7.C.b
Packet Pg. 666
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
105 | 129

61. Background
Help Desk systems provide an easy way for users to submit requests. IT staff members can assign tickets. The automated electronic, mail-based communications included in Help Desk systems can allow users to track the progress of their tickets as IT staff members update the requests. Another key benefit of Help Desk ticketing systems is the collection and analysis of metric data related to the number of requests submitted, resolved, and remaining open.

Findings and Observations
The City does not currently utilize a Help Desk system, currently emails from staff are used for requests.

The City utilized Layton Service Desk as a Help Desk platform in the past.

Staff members often call IT to ask questions and resolve issues.

Phone calls are the most expensive vehicle to communicate Help Desk requests to the IT Department.

Recommendations
A Help Desk ticketing system should be utilized to track staff productivity and service.

Users should be strongly encouraged to utilize the Help Desk ticketing system and email to report issues.

Metrics related to meeting Help Desk service levels should be developed and tracked on a weekly and monthly basis.

We recommend a single Help Desk system be utilized by City Hall and Police. Tickets can be directed to the appropriate party based on submitting individual or system.

Each month, summaries of Help Desk tickets opened and closed should be presented to the IT Steering Committee.

IT Steering Committee members should be prepared to discuss any Help Desk issues or festering problems during the monthly meeting.

Benefits
Central ticketing system
Availability to many users
Increased resolution rates
Support for all devices
Improved user communication, experiences, and satisfaction Better diagnostics and problem identification

7.C.b
Packet Pg. 667
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
106 | 129

62. Background
Mobile device management (MDM) software is a collection of applications that allows management, distribution, usage, and maintenance of laptops, tablets, and smartphones.

Additional features allow configurations to be done on devices to discourage wrongful use and reduce individual device maintenance.

Findings and Observations
MDM provides the ability to see and control all mobile
devices entering the enterprise, whether provided by the City or whether they are part of a Bring Your Own Device (BYOD) program.
partition on the device if it is lost or stolen.

Strong interest by IS staff for using a mobile device management software.

Recommendations
Research, pilot, and select MDM software.

Potential MDM software vendors include Dell, AirWatch, and MaaS360.

Products that integrate with a Help Desk system or inventory system should be given top priority in any evaluation.

Benefits
Improved staff efficiency and mobility
Support for all devices
Less time manually managing and monitoring
Increased use of remote access
Easier distribution of software

63. Background
IT asset management automation is a computer-aided system for asset maintenance and management functions, which include asset management, inventory, deployment, and security- patch management. The automation features allow reduction of manual processes, enabling more efficient processing and monitoring of activities.

Findings
IT does not currently have an asset management solution.

Staff does inventory workstations and printers.

The City has licensed AuditWizard, which can be used for workstation and software inventory.

IT asset management systems automate network and desktop inventory tasks.

IT asset management systems are often integrated with Help Desk systems.

Recommendations
Consider selecting and implementing a Help Desk solution that includes IT asset management.

7.C.b
Packet Pg. 668
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
107 | 129

64. Findings and Observations
Patches and security updates are performed through Windows Server Update Service (WSUS).

WSUS will patch Windows software but will not patch common desktop applications such as Adobe or Java.

Server patches occur periodically, but not on a regular schedule.

Recommendations
IT should replace WSUS with an enterprise patch management solution to cover all software within the organization.

Create a best practices patch deployment methodology that includes a small subset of desktop deployments to verify patch performance before full deployment.

65. Background
A desktop management (DM) interface is a framework for managing and keeping track of the The concept of desktop management (DM) refers to the comprehensive approach of managing all computers within an organization, including laptops and other devices. Tasks include installing and maintaining hardware and software, setting up spam filters, and providing user permissions. As security-related tasks have increased over the years, desktop management is also providing more patch management (code changes), corrections against viruses and spyware, and controlling programs installed without permission.

Findings and Observations
A global desktop management system is not currently being utilized.

Staff use Acronis for some tasks, but on a limited basis.

IT staff members are spending a significant amount of time manually running software updates on individual workstations.

Automating additional desktop management functions will improve the timeliness of the updates and optimize staff productivity.

Recommendations
Select a global operations platform which includes (if possible) Help Desk, asset inventory management, and desktop management products to be included in the software selection process.

Standardize desktop configurations to ease maintenance and support and improve security.

7.C.b
Packet Pg. 669
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
108 | 129

66. Background
Network management is the general term used for the activities, procedures, and tools that relate to the operation, administration, provisioning, and maintenance of computer network systems, effectively keeping the network up and running smoothly, while also monitoring the system in order to quickly identify potential problems.

Findings and Observations
The City has implemented PRTG on a limited basis.

The City does not currently utilize a standard enterprise grade set of tools to manage device configurations.

Network management tools can simplify configuration
updates by automatically storing configuration files and tracking revision levels.

Network management software can also provide availability metrics for IT applications.

In many cases, network management tools will notify IT of problems before the user community notices.

A full-feature network management platform can move
IT from reactive to a more proactive posture.

Recommendations
Expand the current PRTG implementation to include all network devices.

In a future year of the plan, consider implementing a global operations platform and/or expand the current network management system that can manage device configurations -Up Gold, etc.)
Provide for the development of baseline bandwidth and usage measurements.

Create alerts and alarms to notify staff before a failure.

Utilize network management results to provide justification for bandwidth and/or performance upgrades.

Develop a matrix of triggers for various devices (e.g., server disk space, bandwidth, utilization percentage, etc.)
Implement matrix values and adjust.

Implement configuration management and version control for all network devices.

7.C.b
Packet Pg. 670
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
109 | 129

67. Findings and Observations
- -assign responsibility for Help Desk ticket assignment.

This appears to work well for the IT team.

IT reports staff members use the Help Desk system most of the time.

Phone calls are the most expensive vehicle to communicate Help Desk requests to IT staff members.

Summary metrics related to Help Desk performance are not available, viewed, or considered.

It does not appear that reports have been customized to provide South Gate with metrics.

IT Division does not track Help Desk ticket response-time or resolution-time goals.

These goals are usually proposed by IT and agreed to by the departments as a part of an IT Services Portfolio.

Recommendations
Metrics related to meeting Help Desk service levels should be developed and tracked on a weekly and monthly basis.

Key metrics may include:

Tickets submitted by department
Tickets closed during the month
Average number of tickets open during the
month
Thirteen-month rolling graphs of the above
metrics
Ticket aging reports, such as tickets open
more than seven days
Develop Help Desk ticket response-time and resolution-time goals based on urgency.

Track number of tickets assigned, priority, response time, and resolution time by team member.

Track and report on these goals during IT Steering Committee meetings.

IT Steering Committee members should be prepared to discuss any Help Desk issues or festering problems during the monthly meeting.

Priority Response Time Resolution Time
Urgent (multiple staff members unable to function) 2 hours 75% resolved in less than 4 hours
High Priority (single system down or critical function unavailable) 4 business hours 75% resolved in less than 8 hours
Medium Priority (a single program or function does not work) 8 business hours 75% resolved in less than 16 business hours
Low Priority (issue reduces productivity, but work-around exists) 16 business hours 75% resolved in less than 1 week
Hardware Assets
Configurations

7.C.b
Packet Pg. 671
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
110 | 129

68. Findings and Observations
Administrative systems.

The City expressed the desire to develop and tighten policies to improve compliance. They also wish to enact policies to ensure the organization is protected.

Security-related policies and operational procedures for the SCADA network appear to be limited.

Recommendations
Revise and create a limited number of IT policies and procedures that include the following topics:

Password management
Encryption
Security awareness training
Device configuration (e.g., servers, desktops, network devices, etc.) Computer security incident response
Personally Identifying Information (PII) protection
Include HIPAA and PCI compliance requirements.

Remote access
Utilize the IT Steering Committee to review policies and procedures, and facilitate communication throughout the organization.

Consider applying security-related policies and procedures to the SCADA network in addition to the Administrative network.

Review policies and modify as appropriate at least every other year.

7.C.b
Packet Pg. 672
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
111 | 129

69. Findings and Observations
The City has a small degree of technology-oriented procurement practices in place. These procurement practices should be expanded to include more detail and address different procurement types, including:

Commodity systems
Complex systems
Highly complex or expensive systems
Oversight of the procurement process by IT and the IT Steering Committee should also be included as a practice.

Recommendations
For commodity systems where several vendors provide very similar products, if three quotes are required by City policy, the City should consider creating an open RFP that does not specify a product manufacturer but provides vendors with specifications that must be met.

Encourages increased vendor participation.

Increases vendor participation, which often results in lower pricing and better products.

For complex systems, the City should consider procuring installation services from the vendor supplying hardware and software, or other third-party implementers. than 80 hours of third-party implementation assistance.

Reduces chance of finger-pointing for poor design, damaged product, or poor installation.

For highly complex or expensive systems, the City should consider including all components in the RFP: final design, installation, construction, testing, conversion, post-implementation support, and knowledge transfer.

Includes procurement of complex systems that may cross budget years because of cost considerations.

All components should be practically considered and integrated.

For oversight, before approval of purchase of a complex system or a system requiring three bids, the IT Steering Committee should review any complex or highly complex system procurement, and Finance/Purchasing should require the following of the IS Department:

A diagram of the system
High-level implementation plan (can be one page of bullet points) A bill of material that includes all components, list price, quantity, discounted price, and ongoing maintenance
Costs associated with final design, installation, any construction, testing, conversion, post-implementation support, and knowledge transfer
A vendor cost matrix and assurances that all responses are truly comparable A written recommendation
In general, the City should follow best practices for IT hardware and software replacement and procurements.

7.C.b
Packet Pg. 673
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) IT Security
Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
112 | 129
IT Security
IT Security addresses all security systems and
practices, including disaster recovery, to protect
systems and data.

70. Backups and Disaster Recovery Planning

71. Firewall Replacement

72. Antivirus Updates

73. Two-Factor Authentication

74. IT Security Assessment

75. PCI Compliance Review

76. Records and Data Retention

7.C.b
Packet Pg. 674
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
113 | 129

70. Findings and Observations
An IT Disaster Recovery Plan is currently not in place.

Service-level agreements (SLAs) are not in place for application recovery in the event of a disaster.

City Hall utilizes cloud-based backup for some systems.

Police do not currently have offsite backups for systems located in the Police Department.

Utilizing cloud-based backup and disaster recovery is becoming a best practice.

Backups are tested periodically to ensure recovery in the event of a failure.

Application restores are not tested on a regular basis.

Recommendations
City Hall Validate all systems and applications are backed up offsite.

Police Department Incorporate all non-CLETS-related backups into the City Hall offsite backup mechanism.

Encrypt CLETS data, and backup offsite.

Work with the departments to understand expected service restoration timeframes to develop the Disaster Recovery Plan.

Consider the following disaster recovery scenarios when developing strategies:

Loss of the communications room in the basement of City Hall Loss of main server room
Major disaster eliminating all area communications, the Administrative Offices, and IT infrastructure
After virtualizing the server infrastructure, leverage offsite virtual solutions in conjunction with existing backup mechanisms for Disaster Recovery.

Evaluate applications portfolio, and determine the SLA for each application for restoration.

Develop strategies for restoration of high-priority applications.

Begin to implement, based on strategy and application priority.

Test portions of plan every six (6) months.

7.C.b
Packet Pg. 675
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
114 | 129
Benefits
Emergency preparedness compliance
Improved communication
Awareness of procedures
Better diagnostics and problem identification
Reduced risk and liability
Faster, well-informed decision-making
Identification of business-critical functions
Decreased recovery times and exposure to system failures Awareness of immediate actions

71. Findings and Observations
Currently, the City utilizes an older Cisco ASA firewall.

The City does not have intrusion protection and other advanced antivirus, anti-malware, and anti-intrusion subscriptions enabled.

There is not currently an internal antivirus product running on Exchange Firewalls are not currently in place between City Hall and Police, and City Hall and SCADA, systems.

Recommendations
Procure and install firewalls with advanced threat protection for the main external firewall.

The product will include Intrusion Prevention Systems (IPS), anti-malware, and content filtering.

Procure and install firewalls between City Hall and Police, and City Hall and SCADA, networks.

Benefits
Improved security, and reduced risk of viruses
If the City does get an infection, an antivirus engine on exchange could prevent its spread.

Content filtering reduces risks related to inappropriate staff use of the Internet

7.C.b
Packet Pg. 676
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
115 | 129

72. Findings and Observations
The City uses ESET as an anti-virus solution.

The anti-virus solution is managed locally, without central visibility into specific systems anti-virus status.

Antivirus updates occur on most systems, but they are not centrally managed.

Anti-malware and intrusion prevention and detection systems are not in use.

Recommendations
Procure and implement an anti-malware product on all desktops and laptops.

Procure and implement intrusion prevention and detection systems in conjunction with the firewall.

Procure and implement additional antivirus scanning from a separate vendor for Exchange.

Configure ESET Enterprise for the centralized management of endpoints virus protection

73. Background
The need for both increased information sharing and access to government data networks creates new requirements to certify confidence in the identity of the individuals accessing information. To meet these new requirements, many agencies at all levels of government are two-factor authentication
approach supplements traditional username and password authentication with alternative forms Findings and Observations
Two-factor authentication is a network protection strategy based on the principle of defense- in-depth.
-factor authentication
Federal Bureau of Investigation (FBI) systems Criminal Justice Information Services (CJIS) Security Policy (Version 5.2) requires advanced authentication methods for remote access to all systems that contain Criminal Justice Information (CJI) beginning September 30, 2014.

The CJIS mandate includes access to data from City police vehicles or any location that cannot be physically secured.

Other systems the City maintains should use advanced authentication for remote access include electric, water, and wastewater utility supervisory control and data acquisition (SCADA), HVAC/building control systems, and IT system administration.

Recommendations
Budget for and implement two-factor authentication for remote access to SCADA systems and for IT staff remote network access.

Benefits
Enhanced security and compliance

7.C.b
Packet Pg. 677
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
116 | 129

74. Background
It is a best practice to conduct an IT Security Assessment every three years. Penetration testing should be performed annually or when major firewall changes are made.

Findings and Observations
An IT Security Assessment has not been performed at the City.

We believe the City should implement the recommendations in Years 1 and 2 of the Technology Master Plan before contracting for a Security Assessment.

The City does not have a central system log or activity log storage and management solution.

The City does not maintain an Active Directory change management audit trail.

Recommendations
Redesign and implement IT security as a part of the Active Directory upgrade implementation.

Procure a solution to provide centralized system logging and activity login.

Procure a solution to provide Active Directory-related audit trails.

Develop security policies and procedures.

Upon completion of the above recommendations, conduct a more global third-party IT Security Assessment.

Benefits
Improved performance and efficiency
Meets compliance requirements and industry best practices

7.C.b
Packet Pg. 678
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
117 | 129

75. Background
Payment Card Industry (PCI) compliance can reduce credit card transaction fees by complying with the Payment Card Industry Data Security Standard (PCI-DSS) for credit and debit card transactions. The major card brands (Visa, MasterCard, American Express, Discover, and JCB) issued the PCI-DSS to enhance the protections in place against the theft of cardholder data and require all merchants and service providers who store, process, or transmit paymentcard information to comply with its provisions.

Findings and Observations
Credit cards are accepted as a form of payment at the City.

Credit card transactions are cloud-based.

Credit card transactions are limited to credit card
terminals separate from the point-of-sale workstations.

Most PCI technical requirements have been met by the City.

Recommendations
Review the current credit card payment methodology,
including manual processes surrounding the transaction itself.

Validate compliance with PCI for all credit card processing workflows.

Create a complete inventory of all credit card processing devices, including location, make, model, date installed, and PCI capabilities.

76. Findings and Observations
The City has not provided us with an Electronic Records and Data Retention Policy.

Electronic records retention durations should mirror paper records and data retention durations.

As with paper records, timely destruction is important.

A policy for email retention has been developed but is not being enforced.

Items that are discarded in the Windows Recycle bin are retained forever.

Recommendations
Inventory all forms of electronic records storage at the City.

Implement an email archiving solution, and migrate existing archive folders to the archive appliance.

Develop procedures for electronic records retention for the various record types.

Implement procedure for records retention and subsequent destruction of electronic records.

7.C.b
Packet Pg. 679
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
118 | 129
The telecommunications system is a critical tool for
local government entities. It enables the ability to
communicate effectively with constituants and deliver
high standards of service. Telecommunication is also
a key element in teamwork, allowing employees to
collaborate easily from wherever they are located.

Telecommunications

77. VoIP Phone System Upgrade

7.C.b
Packet Pg. 680
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
119 | 129

77. Findings and Observations
The City implemented a Voice-over-Internet Protocol (VoIP) telephone system in 2006. -
Staff has numerous examples of desired setup and configuration changes, training, and implementation of additional features that would improve productivity and enhance customer service.

Staff familiar with the current system administration
and would prefer to continue with the manufacturer.

Contact with the City through telephones is an important mechanism for communication with City customers.

Voicemails are integrated with email.

Other advanced telecommunications, cellular, and
collaboration capabilities have not been implemented.

Utilizing a competitive bidding process will result in a lower cost solution rather than selecting a manufacturer and soliciting bids that utilize a government contract to procure the upgrade.

Recommendations
Upgrade the telephone system to current product version Utilize a competitive bidding procurement methodology that engages the major telephony vendors.

Engage a Subject Matter Expert (SME) in the selection process as appropriate.

Follow the complex procurement section of the Procurement Initiative.

As a part of determining requirements, assess and determine effectiveness of advanced telephony integration tools
Consider improved integration of the telephone system and cell phones for mobile staff.

Consider improved integration of the telephone system with MS Office for knowledge workers.

7.C.b
Packet Pg. 681
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) IT Staffing
Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
120 | 129
IT staffing can be one of the most important areas
of business management, especially in view of the
productivity, budget, morale, and overall success.

IT Staffing

78. IT Staff Training

79. Enterprise Applications Support

80. GIS Staffing

81. IT Staffing

82. IT Management

7.C.b
Packet Pg. 682
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
121 | 129

78. Background
Information technology complexity has increased exponentially over the years. Continued

Classroom training provides multiple benefits, including:

The ability to meet and share problems, concerns, and solutions with peers A theoretical foundation in the subject matter that will, over time, be more efficient and effective than video or book training
Multi-faceted training that provides for different types of learning styles Dedicated time away from the distractions of day-to-day job responsibilities, allowing for increased retention of the subject matter
In general, IT staff members especiall
be encouraging learning for all employees.

Findings and Observations
Some IT staff have received limited training opportunities.

Best practices for IT training include one week of classroom training per year.

Many organizations also subscribe to online video training libraries to provide additional training opportunities.

Opportunities for uninterrupted training provide for the highest retention and most productive use of training time.

Recommendations
Increase the IT budget to include one week of classroom training for each IT staff member.

Incorporate training plans into the annual review process.

Attend user conferences in key functional areas as appropriate.

Utilize the Municipal Information Systems Association of California (MISAC) training, where possible, to introduce staff to peer individuals at other agencies.

7.C.b
Packet Pg. 683
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
122 | 129

79. Background
Local government agencies increasingly understand the direct correlation of effective applications utilization, organizational efficiency, and productivity gains. As described throughout this document, increasing applications utilization is key for the organization to do more with the same labor resources. Additionally, institutional knowledge too often leaves the organization through retirements and other employment separations because many processes and procedures are inadequately automated. Typically, agency goals of improved transparency and constituent services are also accomplished through various software programs that automate and streamline processes.

Most organizations have a blend of application/business analyst skill sets within their business departments and their IT department. However, we have yet to encounter a small- or mid-sized To meet these needs, IT departments are beginning to transform their overall department structures (over time) to take on more responsibility in hiring, training, retaining, and managing applications support services. This trend is being made possible, in some measure, by the streamlining of typical IT department operations through productivity and monitoring tools.

Typical applications support staff proactively handle Help Desk needs related to business department applications, business process analysis, applications training, applications setup and configurations, ad hoc report writing, and database administration.

It is not unusual to designate applications support staff for the following major applications systems:

ERP (Accounting, Finance, and People Management)
Work Orders/Maintenance Management
CIS
Personnel Management
ECMS (Electronic Content Management System)
Findings and Observations
IT staff lacks skills related to business process improvements to identify and prioritize major business applications.

Recommendations
In conjunction with the effort to replace the ERP system, consider adding a Business Systems Analyst FTE to the IT staff.

This position would be critical to the selection and implementation of a new ERP system.

Over the long term, this position can assist Departments in improving application utilization and efficiency and improving business processes. following:

Assist department subject-matter experts (SMEs) in the resolution of enterprise application software-related Help Desk tickets.

7.C.b
Packet Pg. 684
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
123 | 129
Work closely with department managers, division leads, and application users to document and/or design/redesign effective business processes and associated business applications, including projects that require effective implementation or reimplementation.

Make recommendations on improvements to business processes and applications, with the goal of delivering enhanced service and outcomes (e.g., faster permit processing times, automating current manual or inefficient processes, etc.) Manage software improvements for various departments. These activities include procurement recommendations (e.g., cost-benefit analyses, software configuration and implementation/re-implementation, etc.); collaboration in testing configurations with personnel of affected departments; communication with internal customers, network and server administrators, and vendors to ensure that applications systems are being utilized to their full potential.

Provide project coordination and oversight of multiple applications system projects.

Assist with research of applications software products and services, and coordinate feasibility studies for applications, software, and system products under consideration for purchase and provide findings.

Develop and deploy standards, methodologies, and best practices for applications deployment, business process improvement, application interfaces, and report writing.

Document procedures, applications interfaces, service-level agreements, and other methodologies related to applications systems.

Collaborate in the testing of applications, and communicate with network and server administrators, vendors, and software developers to ensure quality assurance and fulfillment of contractual obligations.

Develop, implement, and disseminate information on best practices for information technology and applications support.

Compile and maintain an inventory of all applications software and system assets and their corresponding contracts and agreements, documenting system configurations and change management.

Coordinate training, including oversight of training materials and user procedures and training curriculum; facilitate training sessions as necessary. Develop and maintain user documentation, implementation, and maintenance plans.

Oversee the maintenance, support, and upgrade of existing software applications and systems; coordinate and communicate upgrades, enhancements, and changes with vendors and internal customers.

Maintain a secure information technology environment for software applications. Oversee application security administration and update processes and schedules, notifying users of any potential service interruptions.

Participate in integration, initialization, and interfacing between multiple systems, either through in-house or outsourced development, when required.

Analyze technical literature for systems, and provide explanations understandable to end- users, often in the form of user manuals or training materials.

7.C.b
Packet Pg. 685
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
124 | 129
Business Systems Analyst Job Description (SAMPLE)
Description
Under general supervision, coordinate and manage activities related to the support, deployment, configuration, and usage of departmental applications systems. This includes assistance with applications system selection, implementation, project coordination, management of interfaces, applications setup and configurations, business process reviews, and custom reporting.

This individual will apply technical, communication, analytical, and problem-solving skills to the analysis of business processes for business applications software systems to improve The position will be responsible for providing expert troubleshooting, resolution, and reporting on business applications issues and supervising additional application support specialist staff.

Other related duties may be required, as assigned.

Duties
Assist department subject-matter experts (SMEs) in the resolution of enterprise applications software-related Help Desk tickets.

Work closely with department managers, division leads, and applications users to document and/or design/redesign effective business processes and associated business applications, including projects that require effective implementation or reimplementation.

Provide project coordination and oversight of multiple applications system projects.

Assist with research of applications software products and services. Coordinate feasibility studies for applications, software, and system products under consideration for purchase, and provide findings.

Develop and deploy standards, methodologies, and best practices for applications deployment, business process improvement, applications interfaces, and report writing.

Document procedures, applications interfaces, service-level agreements, and other methodologies related to applications systems.

Develop, implement, and disseminate information on best practices for information technology and applications support.

Compile and maintain an inventory of all applications software and system assets and their corresponding contracts and agreements, documenting system configurations and change management.

7.C.b
Packet Pg. 686
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
125 | 129
Oversee the maintenance, support, and upgrade of existing software applications and systems. Coordinate and communicate upgrades, enhancements, and changes with vendors and internal customers.

Maintain a secure information technology environment for software applications. Oversee applications security administration, and update processes and schedules, notifying users of any potential service interruptions.

Participate in integration, initialization, and interfacing between multiple systems, either through in-house or outsourced development, when required.

Analyze technical literature for systems, and provide explanations understandable to end- users, often in the form of user manuals or training materials.

Perform related duties as assigned.

Qualifications
The following generally describes the knowledge, ability, and education required to successfully perform the job duties.

Knowledge
Windows operating systems and applications, including MS Office, MS SQL, Outlook, and other applications software
Government business processes and the systems that support them. Agency business systems may include: Financials, timekeeping, utility billing, human resources, payroll, asset control systems, inventory, work orders, land management, building permits, utility billing, and citizen request management, among others
Current technology goals, objectives, and technological trends Database knowledge, including a working understanding of MS SQL, SQL queries, report writing, applications interfaces, and data import/export methodologies Principles of project management, including training and vendor management Office procedures, methods, and equipment, including computers and applicable software applications such as word processing, spreadsheets, and databases.

Principles and practices of applications system development, evolution, and product life cycles, including sustainability planning for applications systems Applications system security principles and best practices for ongoing system security, including related concepts of user applications roles/passwords, single sign-on, and Active Directory
Abilities
Understand, plan, and coordinate business applications systems implementations and upgrades.

Review and assist in evaluating the work of professional and support staff.

Gather and document business requirements and processes.

Communicate ideas, directions, and requirements clearly and concisely, both orally and in writing.

Understand and communicate ideas in a technical, but user-friendly, language.

Perform duties appropriate to classified system privileges. Maintain professional handling and protection of confidential and secure information.

Commit to the highest standards of moral and business ethics, including organizational values.

Work in a team environment, understanding the customer service and supplier model and how it is used in an internal support environment.

7.C.b
Packet Pg. 687
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
126 | 129
Prepare clear and concise reports, including metrics, service-level agreement summaries, test plans, cases, and test scripts.

Interpret and explain agency policies and procedures.

Manage projects in a timely manner.

Work with information system users under challenging conditions and short deadlines.

Set priorities based on value to the organization.

Operate office equipment, including computers and related word processing, presentation, spreadsheet, and database applications.

Foster communications between the user community, project management, contractors, and all levels of management.

Education and Experience
Any combination of education and experience that would likely provide the required knowledge and abilities qualifies a candidate for the position. Typical education, training, and experience may include:

Education/Training
computer science, information technology, business administration, etc.

Experience
Five years as a business or systems analyst, supporting a broad range of departmental applications systems, including business process improvement, and applications administration, implementation, and upgrades
Five years of general IT support or IT analysis (or similar) for a medium-sized organization supporting Microsoft applications
One to three years in coordination and/or project management of applications implementation or upgrades
One to three years of supervisory experience

7.C.b
Packet Pg. 688
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
127 | 129

80. Background
GIS can unlock information and places geospatial data into the hands of the staff members that need this data. The true value of GIS includes:

Unlocking geospatial assets via
secure sharing and collaboration
GIS integrates with and enhances
existing investments in the system
Documents ownership
Cross-platform and multiple-device
support
Creates a central repository of data
elements
Creates a foundation for data
analytics
Application Programming Interface
(APIs)
Ready-to-use content and apps
Ability to integrate with other backend operational software applications, such as work orders/maintenance management
Findings and Observations
City IT Staff does not have any current information or knowledge of a GIS implementation.

Recommendations
Develop a GIS Master Plan.

Determine staffing requirements.

Determine training needs for GIS implementation and data entry.

7.C.b
Packet Pg. 689
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
128 | 129

81. Findings and Observations
City Hall staffing in the IT function includes an IS Administrator, an IS Coordinator, and an IS Technician. The Police IT function includes a Technology Services Manager. A part-time IS Technician position is budgeted for the Police IT function, but the position has not been filled.

This Technology Master Plan outlines significant technology resource requirements to bring South Gate to technical capabilities that would be nearly equivalent to peer organizations.

Due to increased IT staff needs related to the new Police CAD/RMS system, the half-time budgeted position, in practice, is nearly 100% Police IT.

Police IT staffing does not appear to be sufficient for the amount of ongoing work and Technology Master Plan projects.

City Hall IT staffing does not appear to be sufficient for the amount of ongoing work and Technology Master Plan projects.

Some efficiencies can be gained through implementation of a single set of productivity tools related to IT Operations.

City Hall IT staff members do not have the necessary resources to implement these tools.

City Hall IT staffing is generally sufficient for ongoing IT support but not for Technology Master Plan project related work.

City Hall IT staff members do not have the necessary resources to implement these tools.

Recommendations
Consolidate the City Hall and Police IT functions into a single organization.

Implement an after-hours support rotation for 24/7 support.

All IT staff should be included in the on-call rotation schedule.

Formalize an agreement between City Hall IT and Police IT for after-hours support.

Utilize the Help Desk to develop metrics related to the actual use of after-hours support, and fund as appropriate.

Add an IT Manager position (recommendation outlined below).

Utilize third-party subject matter experts, as appropriate, to assist in implementing the Technology Master Plan.

Benefits
Clearer alignment of IT staff resources with the City technology needs Increased anticipation and management of technology upgrades Increased productivity

7.C.b
Packet Pg. 690
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
129 | 129

82. Findings and Observations
City Hall and Police IT staff are focused on completing day-to-day tasks and have very little time to devote to project work.

Currently, the City Hall IT Administrator and Police Department Technical Services Manager time allocation is sufficient for:

Help Desk support
Some network support
Some project coordination duties
Existing task lists should be expanded to include key project information, including:

Due dates
Resources required
Resources assigned
Key budget information
Overall status
IT project portfolios should be published on an intranet when one is available.

Due to resource constraints, project management, strategic planning, or long-range planning has been limited.
size, a full time CIO or IT Director-level position is excessive.

Utilize this plan to provide a basis for ongoing long-range planning.

Refresh and re-prioritize this plan in conjunction with the annual budget process.

Recommendations
The City should consider hiring an IT Manager to supervise City Hall and Police IT operations and manage the implementation of this Plan.

The IT Manager should have responsibility for the implementation of this plan overall and the project management of many of the recommended projects.

The IT Manager would also have responsibility for IT staff and day-to-day IT operations for all City departments.

Some projects, such as CAD/RMS or ERP replacement, ,
and utilizing third-party subject matter expertise for project management will be prudent.

We believe third-party subject matter experts may be required to manage some of the projects in this plan each year. In several of the years covered by the plan, the number of projects recommended will exceed available staff resources.

Develop an Information Services Portfolio documenting IT roles and responsibilities related to all organization applications.

IT staff should be provided with additional technical and report writing training.

7.C.b
Packet Pg. 691
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
48 | 60
The following section includes additional
information that would be essential to the proper
Request for Proposal. ClientFirst is uniquely
positioned for this critical master planning project
due to our diversified technology consulting
disciplines and our hands on project types that we
routinely provide to our many government client
agencies.

Additional Information

7.C.b
Packet Pg. 692
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
49 | 60
A core competency of ClientFirst is the design and implementation of digital infrastructure. We have ongoing projects that include pre-construction planning, structured connectivity system design, outside plant fiber design, network design, resiliency upgrades, implementation, support, and maintenance. This includes design and implementation of the following elements:

Networks
Hyperconverged and Virtual Environments
Cloud Computing
Video Surveillance Systems
Door Access Control Systems
Structured Connectivity Systems
Outside Plant Fiber Optic Design
Disaster Recovery and Redundant Systems
Secure Networks for Public Safety Applications
Cybersecurity
Public Safety Communications
Unified Messaging Design, Selection, and Implementation IoT Networks
We work with each client to design, procure, and implement the appropriate solution according to their unique requirements. We have significant experience with Public Works bid projects in addition to the more traditional RFP and vendor selection methodologies.

For Public Works bid projects, we
provide ongoing contract
administration expertise in conjunction
with the Public Works Department.

We utilize a traditional American
Institute of Architects (AIA)
methodology for these projects,
including cut sheet review and
approval, weekly project meetings,
multiple site visits (as needed), punch
lists and documentation close-out.

Often, we are asked by our clients to provide implementation project management for complex multi-vendor infrastructure upgrades. We utilize traditional project management methodologies to develop, track and, if necessary, expedite these projects. We work with our clients to establish realistic completion dates and then work to resolve any issues encountered during the project in a time sensitive way. The projects we manage are completed on budget and within the time frames provided by the client.

From the beginning, I was
impressed with how inclusive the
associated with such a
collaborative, cooperative, and
engaged project. Outstanding
process.

City Manager
Software Selection

7.C.b
Packet Pg. 693
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
50 | 60
One
we provide our clients with tremendously experienced Project Managers. These individuals work with public agencies over 75% of their time and have extensive knowledge of industry best practices. This combination of knowledge and experience has resulted in success stories from IT departments across the country.

Our IT Management practice area works with clients to improve the quality of their IT situations and customize our management style to fit their specific needs.

We provide our clients with a complete project management methodology that improves communication and delivery of services and lays the groundwork for high-quality, low-cost solutions that meet the City
Because we are a full-service, independent consulting firm, we can provide non-biased expertise in all areas of information technology.

Our methodology includes:

Strategic Planning Maintaining a
Five-Year Strategic Plan and
Capital Replacement Plan
Project Planning Planning and
executing individual projects on time
and within budget
Budgeting Working with our
client to maintain their IT budget
and meet budgetary goals
Regular Communications
Communicating upcoming goals,
objectives, and IT support status
through monthly or quarterly IT committee meetings
Rapid Escalation Rapidly escalating critical problems within ClientFirst, so the right subject-matter expert can be engaged to resolve the problem quickly and efficiently Attention to Detail Working to maintain accurate documentation and track maintenance and vendor contracts and software licenses to ensure that there are no surprises in these often-overlooked areas
Regular Measurement Measuring our accomplishments monthly and working to improve our performance
Productivity Improvement Continually assessing areas for improved business processes, rather than simply maintaining existing systems

7.C.b
Packet Pg. 694
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
51 | 60
-channel communications
solutions design and procurement assistance for clients that are ready to move beyond traditional telephony services.

Our staff are unique in the telecommunications consulting industry, providing agencies with digital communications platforms that can be used to support multi-channel call center solutions.

We provide our clients with a focused, experienced, and innovative team of professionals.

We provide a wide breadth of professional services that include:

Systems evaluation and assessments
Unified Communications system management projects
VoIP (Voice-over-Internet Protocol) readiness reviews and assessments
Telecom billing audits and cost reviews
Strategic digital communications planning
Systems design and alternative analysis
Business continuation planning and disaster recovery planning Call center planning and design
Competitive system and vendor selection
Project management and implementation projects
ClientFirst
appreciate the fairness and objectivity we demonstrate when dealing with their organizations.

This high level of visibility results in the best competitive proposals in respon RFP documents and provides the information our clients need to make informed decisions and realize the best value for their purchasing dollar.

I have never seen such professionalism and thoroughness in managing an RFP as I have with ClientFirst. Whether or not we win this contract, I would be happy to provide a reference if you ever need it.

Vendor
Vendor Selection Assistance

7.C.b
Packet Pg. 695
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
52 | 60
ClientFirst provides assistance helping to develop improvements in Geographic Information Systems (GIS). With the ever-evolving use of technology in agency decision-making, the importance of GIS systems cannot be understated. Choosing sites, maintaining assets, planning distribution networks, drawing boundaries, capturing data, and other activities involve questions of geography and special imagery.

GIS Master Planning sets forth procedures and methods used to determine where an agency envisions going with GIS in the future, which can include:

Improvements to the GIS Enterprise
Evaluating potential data sources and data needs
Evaluating hardware and software solutions
Updating and standardizing GIS databases
Developing additional GIS applications
Creating or improving interfaces to enterprise application systems
Improved GIS data accuracy or granularity
Staffing requirements
Prioritized resource requirements
Planning for the long-term maintenance of the GIS
system and the data
Development of a GIS-specific budget tied to the various elements or initiatives within the GIS Master Plan
GIS has become a basic building block for many enterprise applications and is incorporated into all ClientFirst Technology Planning engagements.

7.C.b
Packet Pg. 696
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
53 | 60
ClientFirst understands the need for a reliable fiber-optic cable infrastructure, especially with remote work becoming more common and thus the need for more reliable communications connections.

Fiber optic planning can provide guidelines for design, construction, implementation, main
technologies. We work to help each client review existing fiber-optic cable plant and its use.

We are then able to create a guide regarding the development and utilization ofthis important infrastructure resource, using the following approach:

Site Visits and Existing Conditions Review
Interview Stakeholder Departments
Contract and Installation Q & A
Research Alternatives and Potential
Opportunities
Identify Potential Business Opportunities
Develop Broadband Installation Standards
Resiliency Recommendations
Identify Ongoing Maintenance
Recommendations
Identify Potential Funding/Joint Partnership Ideas
Develop a Report and Budget Plan
Workshop Discussion
In addition to evaluating fiber-optic needs of an organization and developing strategies to address those needs, we design and administer inside plant and outside plant fiber-optic cabling installations for our clients.

7.C.b
Packet Pg. 697
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
54 | 60
ClientFirst has what we believe is a unique approach to Enterprise Applications consulting. Our Enterprise Application Consulting practice has expanded over the years and is now comprised of, but not limited to, the following elements:

Process Review/Improvement, Assessment, and Business Case Justification Selection Services, including RFP development, proposal analysis, demonstration management, due diligence, and
contract negotiation
Implementation Project Management,
including all phases of implementation.

This process includes ensuring all
manual processes are improved, paper
is eliminated, and internal and external
customers receive services electronically
and have access to information
Post-implementation review to ensure
objectives/goals and utilization levels
were met including a plan to close any
identified post implementation gaps
Implementation Rescue Projects We
have the history and ability to assess
enterprise application implementations
that have become challenged or gone off
the rails. Through analysis we determine
the problem(s), so implementation
management best practices can be
applied, and the project can be put on a
successful path. This may often include
intermediary services to address problem
issues with the existing vendor.

Application Gap Analysis and Utilization Improvement for existing enterprise applications that are viable but require reconfiguration and setup, training, or other needs Integration between applications, with tools (ECMS, GIS, Field-based mobiles), desktop/office applications, external entities (payment processors, banks, PERS, etc.), and much more
, including staff inventory,
staff availability, skill sets, etc.

In years past, it was typical to see t
related to hardware infrastructure and the staff to support this hardware (servers, desktops, printers, servers, network equipment, etc.) In many cases, cities have seen their Software Application budget line items grow. Often, Technology Departments have not adjusted to address this change and are now adding more Application Software Business Analysts to their organizations to support the expanding software needs and demands of the user community.

7.C.b
Packet Pg. 698
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
55 | 60
T -
based processes, to use software to gain efficiencies and increase productivity, but it is also to improve public access and to provide electronic services to the public. This also includes access and electronic services to internal customers (employees), as well as access to information and services for management, leadership, and elected officials to improve effective decision-making.

Our specialization in local government and cities provide an in-depth knowledge of all the related local government operations and applications and the vendors that provide them.

From the beginning of our software
selection process, I was impressed
with how inclusive the process has
with such a collaborative,
cooperative, and engaged project.

Outstanding process.

City Manager
Software Selection
The level of detail ClientFirst
explored in our software project
was extremely valuable. We had
attempted to do the same effort a
few years ago, and there was no
comparison. Through a needs
assessment process, ClientFirst
collected a tremendous amount
of valuable details.

IT Coordinator
Software Selection

7.C.b
Packet Pg. 699
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
56 | 60
Appendix 1: Case Studies
The following case studies are California agencies that ClientFirst has worked with to digitally transform their technology environments. These case studies began with Technology Master vels, including their city
councils, has since resulted in significant digital transformation that has improved internal business department process, management decision-making, transparency, citizen services, and citizen engagement. Also, provided separately is a sample Information Technology Plan recently completed for another California municipality.

Mendocino County
Project Background
ClientFirst started with a County-wide Technology Master Plan and Roadmap to digitally transform the County and its operations. Other following projects have included:

Technology Plan development and funding
Technology Plan management and semi-annual plan updates in conjunction with mid-year and annual Board of Supervisors budget workshops
Initial risk mitigation projects to increase resiliency of critical systems Emergency Operations Center redesign and refresh of EOC technology and equipment (Phase 1 & 2)
Public Safety Cabling and Fiber Optic Improvements
Public Safety and Radio Data Center Space Planning
Detailed public safety County-wide radio assessment, cost analysis, and successful funding request
Fiber Optic Systems Upgrades
Procurement Business Process Review and Improvements
Cannabis Permit and Licensing Process Improvements Efficiency Study Budgeting Process Improvements
Point Arena Radio & Microwave Project Management (Improved Public Safety Radio Resiliency)
County-Wide Radio and Broadband Upgrade Project Management Property Tax System Assessment and Project Restart
Property Tax System Implementation Oversight
Cannabis Permits & License Business Process Review and Improvements Cannabis E-Permitting
Cybersecurity Roadmap and Board Presentation
Network Upgrade RFP & Project Management Assistance
IT Strategic Advisory Services
IT staffing and staff roadmap to support digital transformation and Board goal of increased efficiency

7.C.b
Packet Pg. 700
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
57 | 60
Description of Services Performed and Outcomes
ClientFirst was initially engaged to develop a multi-year Technology Master Plan and Roadmap.

The initial five-year plan is budgeted at over $20 million. The initial assessment also uncovered several high-risk areas. County management placed the project on hold, but immediately allocated $605K to mitigate many of those high-risk items. ClientFirst provided oversight and project management services for the implementation of these risk mitigation measures. The Board appropriated $1MM for Phase 1 projects and has subsequently appropriated over $1MM every six months for additional project work. ClientFirst provides oversight for approximately twenty-five Technology Master Plan projects. ClientFirst is also managing the Master Plan budget and project portfolio, with project additions and subtractions based on Board and Executive Office priorities.

In addition to managing the Technology Master Plan, ClientFirst provides detailed project management and vendor selection assistance for a wide range of projects. Implementation assistance is provided to augment staff for critical or high-profile projects such as E-Permitting (now implemented for about 65% of permit types), Cannabis business process improvements, public safety and emergency operations projects, preparations and replacement of a fragile end- of-life tax system, and others.

Also, ClientFirst and Mendocino County jointly presented at the California Society of Municipal Finance Officers (CSMFO) on process improvements resulting from these digital transforming projects.

City of Piedmont
Project Background
ClientFirst started with a citywide Technology Master Plan and have continued to assist the City to digitally transform the City and City operations. Projects have included:

Technology Plan development and successful funding
Technology Plan management, annual plan updates, and Council updates on status of plan Fiber optic systems upgrades
Ongoing Technology Governance Committee participation as their senior IT advisor CAD/RMS vendor strategy and roadmap upgrade
Wide area network improvements
Initial IoT wireless network deployment
ERP software selection and business process improvements analysis ERP software implementation project management
Land Management Assessment & Improvement Plan
Ongoing Land Management process improvements
Cloud computing strategy analysis
Public Safety Verizon Private Cloud analysis, implementation, and resiliency Public Safety Scheduling and Time and Attendance Procurement Management Cybersecurity Incident Response
Telecommunications System Design and Procurement Management Website constituent survey, redesign, and social media rollout Coordination of 5G cellular tower including Council briefings Cybersecurity improvement and roadmap, and Cybersecurity Council briefings Hyperconverged system selection and project oversight
Ongoing IT Strategic Advisory services

7.C.b
Packet Pg. 701
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
58 | 60
Description of Services Performed and Outcomes
initiated with the selection of ClientFirst to develop a Technology Strategic Plan in conjunction with a Citizen Advisory Committee. Unsurprisingly, as a bay area community, the Citizen Advisory Committee has strong technologists, including the first US employee of Skype (now an ClientFirst worked collaboratively with the Citizen Advisory Committee to develop and prioritize the Plan and then jointly presented the Plan and budget to Council. presenting ongoing updates to Council.

ClientFirst is also the primary technology consultant for the City, assisting with the implementation of recommended initiatives, including best practices, departmental applications, smart technologies and civic engagement, IT infrastructure, day-to-day IT staffing and operations, cybersecurity, and communications.
-of-life. Some
previously implemented systems were implemented in a manner that provided little opportunity to take advantage of the improved technology. Automation was limited and resident services were mostly manual, with limited use of technology to automate business processes. Overuse of shadow systems and manual processes were still the norm.

City of Rancho Mirage
Project Background
ClientFirst started with a citywide Technology Master Plan. We also jointly presented these transformation efforts at the annual California Society of Municipal Finance Officers (CSMFO) fforts, City
of Rancho Mirage Published Digital Transformation Article.

Other following projects have included:

Technology Master Planning
IT Organization Improvement Assistance
Enterprise Software Needs Assessment
ERP Selection and Contract Negotiations
Audiovisual System Design, RFP, and Implementation Oversight Contract Management Process Review and Improvements
Disaster Recovery Planning Services
Cybersecurity Assessment and Risk Mitigation
EDMS Needs Assessment Services
Electronic Mail Implementation Consulting Services
IT Management Mentoring and Advisory Services
Wireless Network Design Amphitheater, Library, Park Spaces Network Improvement Vendor Procurement
Work Order/Asset Management Preliminary Assessment

7.C.b
Packet Pg. 702
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
59 | 60
Description of Services Performed and Outcomes
automate business applications in a secure manner. This project included working with ongoing City Council sub-committee. ClientFirst presented Plan to Council, and Council approved funding of the plan in its entirety. ClientFirst worked with City staff to upgrade technology infrastructure, resident connectedness, and applications improvement and integration. The Master Plan also included a comprehensive analysis of the IT human resources to ensure the City had the resources to maintain existing technology, implement new technology projects, and maintain the environment that would be put in place as part of the implementation of the Technology Master Plan. A significant piece of the future IT organizational structure included an increase in business analyst talent to help implement and support critical enterprise applications.

ClientFirst assisted with the ERP system selection, which was concluded on time and within budget. Departmental assistance was also provided for the selection of a new Contract Administration system.

Technical assistance was provided for the development of a Disaster Recovery Plan.

ClientFirst worked with Departments to develop a prioritized recovery plan that met the needs of the City.

7.C.b
Packet Pg. 703
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan) Information Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
60 | 60
Appendix 2: City of Rancho Mirage
Published Digital Transformation
Article
ClientFirst has assisted the City of Rancho Mirage with various Technology Projects, starting with a citywide Technology Master Plan and Roadmap to digitally transform the City and its operations. The following article was published to showcase these digital transformation improvements. We also jointly presented these transformation efforts at the annual California Society of Municipal Finance Officers (CSMFO) conference.

7.C.b
Packet Pg. 704
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan)

7.C.b
Packet Pg. 705
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan)

7.C.b
Packet Pg. 706
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan)

7.C.b
Packet Pg. 707
Attachment: Client First Proposal (3336 : IT Asssessment & Master Plan)

Cathedral City Page 1 of 6 Printed on 8/23/2022

Staff Report

City Council

Item No. 7.D

Meeting Date: August 24, 2022
From: Charles McClendon, City Manager
Title: First Reading Cannabis Ordinance Amendment Chapter 5.88

City Council

RECOMMENDATION:

To introduce, waive reading beyond the title, and provide first reading to an ordinance amending Chapter 5.88 of the municipal code regarding the regulation of cannabis businesses.

BACKGROUND:

With the passage of Proposition 64 by California voters, C annabis businesses became fully legal for both medicinal and adult use. The full implementation of Prop 64 became effective January 1, 2018. The industry continues to grow and mature in Cathedral City.

On September 8, 2021, Staff provided an update to the City Council at their study session, covering the history of tax collections in Cathedral City and discussed a request from a business owner to consider a retail “tax holiday”. At that time, Council declined to proceed with a tax holiday.

After the Cannabis Task Force meeting held on November 29 , 2021, staff provided an update to the City Council in study session on January 12, 2022 and reviewed the discussions of the Task Force. As result of that meeting , Council asked staff to conduct a full review of the City’s Municipal Code provisions related to Cannabis, the tax and fee structure and related data.

The data and staff suggestions resulting from that review were presented to the Cannabis Task Force during a meeting on April 11, 2022. All task force members were present for the discussion and the primary topics of the meeting were reviewed with Council during the presentation on this item.

The recommendations from the staff and task force were presented to the City Council during a study session meeting on April 20, 2022. Council agreed with many recommendations related to the regulations, asked for more information on others and asked for a follow -up discussion on taxation. Details on direction provided by Council are included in the discussion section below.

7.D
Packet Pg. 708

Cathedral City Page 2 of 6 Printed on 8/23/2022

A follow-up study session discussion was held on May 11, 2022. The outcome was the Council asked staff to separate the tax discussion from the ordinance revisions in that they do not necessarily need to be addressed together. The direction was to proceed with modifications to the def initions regarding taxable area for the cultivation tax. This went to Council separately on June 8, 2022. Therefore, this report no longer discusses any issues related to taxation. The other direction provided on May 11 was to provide additional informa tion related to the proposal to allow outdoor consumption lounges.

Specifically, the outstanding questions related to the locations of existing and licensed dispensaries and their distances to Resort Residential neighborhoods and to provide more specific regulations related to odor control for outdoor lounges.

The discussion regarding outdoor lounges, including setback and odor control requirements was held during study session on August 10, 2022. Direction was given to staff to include provisions to all ow and regulate outdoor lounges with proper setback from residential neighborhoods, including Resort Residential.

DISCUSSION:

MUNICIPAL CODE REVISIONS:

Over the course of the multiple prior study session discussions , Council provided adequate direction to allow staff and legal counsel to work on the amendments to Chapter 5 and Chapter 9 and the changes as summarized below have been prepared for consideration and possible action. The Chapter 9 revisions are included in a separate item on the agenda tonig ht as part of the comprehensive zoning code update.

The changes to Chapter 5 are summarized below:

• Under 5.88.025 Definitions there is a definition of Good Cause to deny or suspend a local license. The current language is as follows:
“Good cause” for purposes of denying an initial local license issuance, for suspending or revoking a local license, or for denying a local license renewal, means:

1. The applicant or licensee has violated any of the terms, conditions or provisions of this chapter , of state law, of any regulations and rules promulgated pursuant to state law, any applicable local rules and regulations, or any special terms or conditions placed upon its conditional use permit, state license, or local license;
The ordinance amendment makes the following change:

1. The applicant or licensee has been cited for violating any of the terms, conditions or provisions of this chapter, of state law, of any regulations and rules promulgated pursuant to state law, any applicable local rules and regulations, or any special terms or conditions placed upon its conditional use permit, state license, or local license;

7.D
Packet Pg. 709

Cathedral City Page 3 of 6 Printed on 8/23/2022
• In the same section, also under the Good Cause definition is the following:

6. The applicant or licensee, or any owner of the applicant or licensee, operated a cannabis business in violation of this chapter or Chapter 9.108 of the code;
This language was deleted in the ordinance amendment as it i s covered in the section noted above:
• The following language is under the definition of Owner:

A. A person with an aggregate ownership interest of ten percent or more in the person applying for a license or a licensee, unless the interest is solely a security, lien, or encumbrance.

The ordinance amendment changes this section to 20 percent to align with state law. • Under 5.88.035 Local license required there is the following language:

B. Beginning January 1, 2018, it is unlawful for a cannabis business to ope rate in the city unless it has been granted the appropriate temporary or permanent state license(s) for its commercial cannabis activities. Notwithstanding the foregoing, any licensee operating in the city prior to January 1, 2018, may continue to operate without a state license provided that it applies for the appropriate temporary or permanent license(s) from the state no later than forty - five days from the date that the state begins accepting applications. If the state denies the application for a tempor ary or permanent license(s) for any reason, the cannabis business must cease operations until such time as it obtains the appropriate temporary or permanent state license(s).

This was part of the initial transition to legal cannabis in California after the passage of Prop 64. The transition language is no longer necessary, and the ordinance amendment changes this section to read as follows:

B. It is unlawful for a cannabis business to operate in the city unless it has been granted the appropriate tempora ry or permanent state license(s) for its commercial cannabis activities. If the state denies the application for a temporary or permanent license(s) for any reason, the cannabis business must cease operations until such time as it obtains the appropriate t emporary or permanent state license(s).
• Under 5.88.065 Cannabis business operational requirements is the following language:

P. Seed to Sale Tracking Required. Until such a time that the state of California fully implements the track and trace program required by Section 26067 of the Business and Professions Code , a cannabis business must utilize seed to sale software, third -party software that tracks all sales, transfers , purchases, receipts, deliveries of cannabis and cannabis products. The software must be capable of

7.D
Packet Pg. 710

Cathedral City Page 4 of 6 Printed on 8/23/2022
producing electronic shipping manifests, tracking all cannabis inventory in possession of the cannabis business, promptly identifying a discrepancy in the stock, and tracking cannabis from the end purchaser back to its source in the event of a serious adverse event.

The state program described is in place and this section of the code is deleted in the ordinance amendment.
• Also under 5.88.065 Cannabis busines s operational requirements is the following language:

R.2. Cannabis Waste. Cannabis waste must be made unusable and unrecognizable prior to leaving the licensed premises by grinding it and incorporating it with fifty percent non -medicinal cannabis waste . If necessary to protect the health and safety of individuals working on a licensed premises, a cannabis business may grind the stalk of a cannabis plant outside of its licensed premises provided all grinding activities occur within twenty feet of the lic ensed premises and cannot be seen from any public street.

R.3. Composting. A cannabis business may compost cannabis waste onsite, in accordance with this provision and all other applicable laws, rules, and regulations.

Staff has encountered some issues with odors that have been traced to the handling of waste. The ordinance amendment adds language to reinforce that waste and cannabis operations must be done in accordance with the conditional use permit which will consider placement of containers and impose odor control requirements. • Under 5.88.070 Dispensary operational requirements is the following language:

A. Limited Hours of Operation. A dispensary may only be open to the public and engage in sales between the hours of eight a.m. and ten p.m.

B. Product Not Visible To Public. The display of cannabis and cannabis products for sale shall not be visible from outside the licensed premises.

State law allows businesses to operate from 6 a.m. to 10 p.m. The policy question is does the City want to be more re strictive than state law. Additionally, the Planning Commission has recommended the elimination of item B. They believe the requirement makes buildings less aesthetically pleasing and inhibits the use of windows and glass as design features. The same pr ovision related to visibility exists related to cultivation businesses in 5.88.080 Cultivation operational requirements in section D.

The amendment changes the operating hours to align with state law . The prohibition on visibility of the product is delet ed from the amendment and language is added indicating the visible displays cannot include cartoon characters or other images designed to appeal to children.

Also under 5.88.070 Dispensary operational requirements is the following language:

7.D
Packet Pg. 711

Cathedral City Page 5 of 6 Printed on 8/23/2022
I. Sale of Untes ted Products. A dispensary may sell cannabis or cannabis products that have not been tested by a testing laboratory from January 1, 2018 until such time as determined by the state. Thereafter, all cannabis and cannabis products sold by a dispensary must be tested by a testing laboratory prior to sale to a purchaser in accordance with MAUCRSA.

Testing facilities are now available and operational, and this provision has been deleted from the amendment.
• Under 5.88.095 Packaging and labeling is the following language:

D. State-Mandated Warnings and Information. All cannabis and cannabis product labels and inserts shall include the state -mandated warnings and information contained in Business and Professions Code Section 26120(c).

Notwithstanding the foregoing, during the period of time that the state permits untested cannabis and cannabis products to be sold to purchasers, all cannabis and cannabis products must have a label aff ixed to each package that clearly states “This product has not been tested as required by the Medicinal and Adult - Use Cannabis Regulation and Safety Act” and must comply with any other labeling requirements imposed by the state. (Ord. 800 § 1, 2017) The transition period is over, and testing is a state requirement. The text in red above is deleted in the amendment.
• Under 5.88.120 Civil fines is the following language:

Any person convicted of an infraction or misdemeanor violation shall, for each separate violation of this chapter, be subject to the following civil fines in addition to any infraction or misdemeanor penalties:

A. A fine in an amount not to exceed two hundred fifty dollars for a first conviction of an offense;
B. A fine in a n amount not to exceed five hundred dollars for a second conviction of the same offense within a twelve -month period of the date of the first offense;
C. A fine in an amount not to exceed seven hundred fifty dollars for a third conviction of the s ame offense within a twelve -month period of the date of the first offense; and
D. A fine of one thousand dollars for the fourth and subsequent convictions of the same offense within a twelve-month period of the date of the first offense.

The City is converting from having fines listed in the code to have fines adopted through a companion resolution and the ordinance deletes this section. A companion resolution establishing the fines is also on tonight’s agenda.

7.D
Packet Pg. 712

Cathedral City Page 6 of 6 Printed on 8/23/2022
• Under 5.88.070 Dispensary operational requirements is the following language:

C. Cannabis consumption must occur within the interior building space of the dispensary. Consumption may not occur on patios, in parking areas, or in any other space that is not fully enclosed.

Language has also been added related to odor control requirements for outdoor lounges:

The cannabis business shall submit and abide by a certified odor control plan approved by the local licensing authority as a part of the license application and approval process. The plan sha ll include the use of a Vapor Phase System utilizing an odor neutralizer, such as Cannabolish or a similarly effective technology.

FISCAL IMPACT:

None with amending the code or allowing outdoor lounges. Staff costs are recovered through the fees paid by the businesses. In calendar year 2021, total cannabis taxes paid to Cathedral City were $4,971,001.

ATTACHMENTS:

Cannabis licensing regulation clean up ordinance 8.15.22

7.D
Packet Pg. 713

-1-
RIV #4889-3092-9927 v1
ORDINANCE NO. _______

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
CATHEDRAL CITY AMENDING CHAPTER 5.88 (CANNABIS

BUSINESSES)
WHEREAS, the City of Cathedral City has allowed a wide range of cannabis businesses to operate within the City, subject to licensing and other regulatory requirements, since Proposition 64 legalized medicinal and adult-use cannabis; and WHEREAS, as the cannabis industry and State regulations evolve, the City desires to update its local regulations to address new concerns and ensure consistency with State requirements; and
WHEREAS, the City Council and Cannabis Task Force have held study sessions on proposed revisions to the City’s cannabis regulations and provided input and direction on desired changes.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1 AMENDMENT OF SECTION 5.88.025 (DEFINITIONS)
A. The definition of “good cause” in Section 5.88.025 is amended as follows:
“Good cause” for purposes of denying an initial local license issuance, for suspending or revoking a local license, or for denying a local license renewal, means:

1. The applicant or licensee has violated been cited for violating any of the terms, conditions or provisions of this chapter, of state law, of any regulations and rules promulgated pursuant to state law, any applicable local rules and regulations, or any special terms or conditions placed upon its conditional use permit, state license, or local license;

2. The premises has been or is proposed to be operated in a manner that adversely affects the public health, safety or welfare or the safety of the immediate neighborhood in which the establishment is located;

3. The applicant or licensee has knowingly made false statements, misrepresentations or material omissions on an application form, renewal form, or any other document submitted to the city;

4. The criminal history of the applicant’s or licensee’s owner(s) indicates that one or more of the owner(s) lack good moral character; 5 An owner of the applicant or licensee is a licensed physician providing physician’s recommendation to qualified patients for medicinal cannabis;

7.D.a
Packet Pg. 714
Attachment: Cannabis licensing regulation clean up ordinance 8.15.22 (3378 : Cannabis Ordinance Amendment Chapter 5.88)

-2-
RIV #4889-3092-9927 v1

6. The applicant or licensee, or any owner of the applicant or licensee, operated a cannabis business in violation of this chapter or Chapter 9.108 of the code;

76. The applicant or licensees, or any owner of the applicant or licensee, is a person who is prohibited from holding the license under this chapter;

87. The premises proposed to be licensed or the licensed premises is located on land that is owned by the United States and held in trust for any federally- recognized Indian tribe or any member of the tribe, or that is subject to a restriction on alienation imposed by the United States;

98. For renewals, suspensions and revocations, the licensee has allowed a person whose criminal history indicates that person is not of good moral character to work within the premises as an employee, independent contractor, or volunteer; or 109. For renewals, suspensions and revocations, the licensee fails to allow inspection of the security recordings, activity logs, or business records of the licensed premises by city officials.

B. The definition of “Owner” is amended as follows:
“Owner” means any of the following:

1. A person with an aggregate ownership interest of ten twenty percent or more in the person applying for a license or a licensee, unless the interest is solely a security, lien, or encumbrance.

2. The chief executive officer of a nonprofit or other entity.

3. A member of the board of directors of a nonprofit.

4. An individual who will be participating in the direction, control, or management of the person applying for a license.

SECTION 2 AMENDMENT OF SECTION 5.88.035 (LOCAL LICENSE

REQUIRED)
A. Paragraph B of Section 5.88.035 is amended as follows:

B. Beginning January 1, 2018, it is unlawful for a cannabis business to operate in the city unless it has been granted the appropriate temporary or permanent state license(s) for its commercial cannabis activities. Notwithstanding the foregoing, any licensee operating in the city prior to January 1, 2018 may continue to operate without a state license provided that it applies for the appropriate temporary or permanent license(s) from the state no later than forty -five days from the date that the state begins accepting applications. If the state denies the application for a temporary or permanent license(s) for any reason, the cannabis business must cease operations until such time as it obtains the

7.D.a
Packet Pg. 715
Attachment: Cannabis licensing regulation clean up ordinance 8.15.22 (3378 : Cannabis Ordinance Amendment Chapter 5.88)

-3-
RIV #4889-3092-9927 v1
appropriate temporary or permanent state license(s). It is unlawful for a cannabis business to operate in the city unless it has been granted the appropriate temporary or permanent state license(s) for its commercial cannabis activities. If the state denies the application for a temporary or permanent license(s) for a ny reason, the cannabis business must cease operations until such time as it obtains the appropriate temporary or permanent state license(s).

SECTION 3 AMENDMENT OF SECTION 5.88.065 (CANNABIS BUSINESS

OPERATIONAL REQUIREMENTS)
A. Paragraph I of Section 5.88.065 is amended as follows:

I. Cannabis Consumption on Licensed Premises. Smoking, vaporizing, ingesting, or otherwise consuming cannabis and cannabis products at a licensed premises is prohibited, except on the premises of a licensed dispensary in accordance with Section 5.88.070(JK). “Licensed premises” as used in this subsection includes the actual building, as well as any accessory structures, common areas and parking areas. A sign shall be posted at each entrance to a licensed premises that clearly and legibly states, “Smoking, vaporizing, ingesting, or otherwise consuming cannabis or cannabis products on these premises or in their vicinity is prohibited and a violation of the Cathedral City Municipal Code.” B. Paragraph P (Seed to Sale Tracking Req uired) of Section 5.88.065 is deleted in its entirety, and all subsequent paragraphs within the section are re-lettered to maintain alphabetical order.

C. A new subparagraph 4 is added to paragraph Q (Waste Disposal) of Section 5.88.065 to read as follows:

4. Odor. Disposal of cannabis waste shall be done in a manner consistent with the conditional use permit for the business. The conditional use permit may include conditions to minimize odor generated by cannabis waste, including but not limited to the placement of waste containers and the imposition of odor control requirements.

SECTION 4 AMENDMENT OF SECTION 5.88.070 (DISPENSARY

OPERATIONAL REQUIREMENTS)
A. Paragraph A of Section 5.88.070 is amended as follows:

A. Limited Hours of Operation. A dispensary may only be open to the public and engage in sales between the hours of eight six a.m. and ten p.m.

B. Paragraph B of Section 5.88.070 is amended as follows:

B. Product Not Visible To Public Displays. The display of cannabis and cannabis products for sale shall not be visible from outside the licensed premises include cartoon characters or other images designed to appeal to children .

7.D.a
Packet Pg. 716
Attachment: Cannabis licensing regulation clean up ordinance 8.15.22 (3378 : Cannabis Ordinance Amendment Chapter 5.88)

-4-
RIV #4889-3092-9927 v1
C. Paragraph I (Sale of Untested Products) is deleted in its entirety and all subsequent paragraphs in the section are re -lettered to maintain alphabetical order.

D. Subparagraphs 3 and 4 of Paragraph J (Consumption of Cannabis and Cannabis Products on Premises) are amended as follows:

3. Cannabis consumption must occur only within the interior building space of the dispensary areas designated for consumption by the license. Consumption may not occur on patios, in parking areas, or in any other space that is not fully enclosed.

4. The cannabis business must install and maintain in good working order an odor control system in accordance with Section 9.108.080(A)(1). Odors caused by the consumption of cannabis at the dispensary must not be detectable from any public place. The cannabis business shall submit and abide by a certified odor control plan approved by the local licensing authority as a part of the license application and approval process. The plan shall include the use of a Vapor Phase System utilizing an odor neutralizer, such as Cannabolish or a similarly effective technology.

SECTION 5 AMENDENT OF SECTION 5.88.095 (PACKAGING AND

LABELING)
A. Paragraph D of Section 5.88.095 is amended as follows:

D. State-Mandated Warnings and Information. All cannabis and cannabis product labels and inserts shall include the state-mandated warnings and information contained in Business and Professions Code Section 26120(c).

SECTION 6 AMENDMENT OF SECTION 5.88120 (CIVIL FINES)
A. Section 5.88.120 is amended as follows:

Any person convicted of an infraction or misdemeanor violation shall, for each separate violation of this chapter, be subject to the following civil fines in amounts set by resolution of the city council in addition to any infraction or misdemeanor penalties.:

A. A fine in an amount not to exceed two hundred fifty dollars for a first conviction of an offense;

7.D.a
Packet Pg. 717
Attachment: Cannabis licensing regulation clean up ordinance 8.15.22 (3378 : Cannabis Ordinance Amendment Chapter 5.88)

-5-
RIV #4889-3092-9927 v1

B. A fine in an amount not to exceed five hundred dollars for a second conviction of the same offense within a twelve-month period of the date of the first offense;
C. A fine in an amount not to exceed seven hundred fifty dollars for a third conviction of the same offense within a twelve-month period of the date of the first offense; and
D. A fine of one thousand dollars for the fourth and subsequent convictions of the same offense within a twelve-month period of the date of the first offense.

SECTION 7 SEVERABILITY
The City Council declares that, should any provision, section, paragraph, sentence or word of this Ordinance be rendered or declared invalid by any final court action in a court of competent jurisdiction or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences or words of this Ordinance as hereby adopted shall remain in full force and effect.

SECTION 8 EFFECTIVE DATE
This Ordinance shall take effect thirty (30) days after its second reading and adoption by the City Council.

SECTION 9 POSTING
The City Clerk shall, within fifteen (15) days after passage of this Ordinance, cause it to be posted in at least three (3) designated public places; shall certify to the adoption and posting of this Ordinance; and shall cause this Ordinance and its certification, together with proof of posting, to be entere d in the Book of Ordinances of this City.

SECTION 10 CERTIFICATION
The foregoing Ordinance was approved and adopted at a meeting of the City Council held on the ____ day of _____________, 2022, by the following vote:

Ayes:

Noes:

Abstain:

Absent:
___________________________

7.D.a
Packet Pg. 718
Attachment: Cannabis licensing regulation clean up ordinance 8.15.22 (3378 : Cannabis Ordinance Amendment Chapter 5.88)

-6-
RIV #4889-3092-9927 v1
Ernesto Gutierrez, Mayor
ATTEST:

____________________________
Tracey Martinez, City Clerk

APPROVED AS TO FORM:

____________________________
Eric S. Vail, City Attorney

7.D.a
Packet Pg. 719
Attachment: Cannabis licensing regulation clean up ordinance 8.15.22 (3378 : Cannabis Ordinance Amendment Chapter 5.88)

Cathedral City Page 1 of 2 Printed on 8/23/2022

Staff Report

City Council

Item No. 7.E

Meeting Date: August 24, 2022
From: Charles McClendon, City Manager
Title: Resolution Establishing Fines for Violations of Cannabis Business Regulations

City Council

RECOMMENDATION:

To approve a resolution establishing fines for violations of cannabis business regulations.

BACKGROUND:

A series of discussions with the Cannabis Task Force and the City Council over the past year have resulted in a comprehensive review of the ordinances regulating cannabis business in Cathedral City. The resulting ordinance amendments also provided the opportunity to remove fine provisions from the code and instead adopt them through a resolution as has been recent practice in all code updates.

DISCUSSION:

This resolution is a companion measure amending Chapter 5.88 of the Municipal Code.

The ordinance removes the specific fine amounts from the Code. This resolution will adopt the same fines as currently exist in the Code so that the fines will still be effective once the amended ordinance takes effect.

ESTABLISHMENT OF CIVIL FINES
Pursuant to Section 5.88.120 of the Cathedral City Municipal Code, any person convicted of an infraction or misdemeanor violation shall, for each separate violation of this chapter, be subject to the following civil fines in addition to any infraction or misdemeanor penalties:

7.E
Packet Pg. 720

Cathedral City Page 2 of 2 Printed on 8/23/2022
C. A fine in an amount not to exceed seven hundred fifty dollars for a third conviction of the same offense within a twelve -month peri od of the date of the first offense; and
D. A fine of one thousand dollars for the fourth and subsequent convictions of the same offense within a twelve-month period of the date of the first offense.

FISCAL IMPACT:

None. The adopted fines are identical to the amounts currently in effect.

ATTACHMENTS:

Reso Establishing Fines for Violation of Chpt 5.88 (002)

7.E
Packet Pg. 721
RIV #4882-4961-2053 v2
RESOLUTION NO. 2022-__

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CATHEDRAL

CITY, CALIFORNIA, ESTABLISHING CIVIL FINES FOR VIOLATION OF

CANNABIS BUSINESS REGULATIONS
WHEREAS, on October 25, 2017, the City Council adopted Ordinance No. 800 establishing civil fines for convictions for violations of Chapter 5.88 (Cannabis Businesses) of the Cathedral City Municipal Code and codified said fines in Section

5.88.120 of the Code; and
WHEREAS, on August 24, 2022, the City Council introduced for fi rst reading Ordinance No. ____ amending Section 5.88.120 to delete the civil fines stated in that section and authorizing the City Council to adopt civil fines by resolution; and WHEREAS, by this Resolution the City Council adopts civil fines for violations of Chapter 5.88 of the City Code in the same amounts as were previously established by Ordinance No. 800.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY, DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. INCORPORATION OF RECITALS
The City Council hereby finds the recitals set forth above to be true and correct.

SECTION 2. ESTABLISHMENT OF CIVIL FINES
Pursuant to Section 5.88.120 of the Cathedral City Municipal Code, any person convicted of an infraction or misdemeanor violation shall, for each separate violation of this chapter, be subject to the following civil fines in addition to any infraction or misdemeanor penalties:

A. A fine in an amount not to exceed two hundred fifty dollars for a first conviction of an offense;
B. A fine in an amount not to exceed five hundred dollars for a second conviction of the same offense within a twelve-month period of the date of the first offense; C. A fine in an amount not to exceed seven hundred fifty dollars for a third conviction of the same offense within a twelve-month period of the date of the first offense; and
D. A fine of one thousand dollars for the fourth and subsequent convictions of the same offense within a twelve-month period of the date of the first offense.

7.E.a
Packet Pg. 722
Attachment: Reso Establishing Fines for Violation of Chpt 5.88 (002) (3379 : Resolution Establishing Fines for Violations of Cannabis Business RIV #4882-4961-2053 v2
SECTION 3. EFFECTIVE DATE
This Resolution shall take effect on October 14, 2022.

SECTION 4. CERTIFICATION
The City Clerk shall attest to and certify the vote adopting this Resolution.

PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of Cathedral City held on this 24th day of August, 2022, by the following vote:

Ayes:

Noes:

Absent:

Abstain:

Ernesto M. Gutierrez, Mayor

ATTEST:

Tracey R. Hermosillo, City Clerk

APPROVED AS TO FORM:

Eric S. Vail, City Attorney

7.E.a
Packet Pg. 723
Attachment: Reso Establishing Fines for Violation of Chpt 5.88 (002) (3379 : Resolution Establishing Fines for Violations of Cannabis Business

Cathedral City Page 1 of 3 Printed on 8/23/2022

Staff Report

City Council

Item No. 7.F

Meeting Date: August 24, 2022
From: Charles McClendon, City Manager
Title: Resolution Regarding Propositions 26 and 27

City Council

RECOMMENDATION:

To consider resolutions related to Propositions 26 and 27.

BACKGROUND:

Propositions 26 and 27 have qualified for the statewide election ballot for November 8, 2022. In early July officials from the Agua Caliente Band of Cahuilla Indians (ACBCI) reached out to staff requesting a meeting with Mayor Gutierrez to discuss the ACBCI position on the propositions and to seek support for that position. The meeting was held on July 6 and tribal chairman Reid Milanovich explained the ACBCI position on the propositions and asked for support from Cathedral City. Subseque ntly the topic was raised by Mayor Gutierrez during the discussion of future agenda items at the August 10, 2022 City Council meeting. Council agreed to ask staff to place the item on the next agenda to allow for a full Council discussion.

DISCUSSION:

Following is a summary of the two propositions taken from the California Secretary of State website:

Proposition 26
1886. (19-0029A1)
AUTHORIZES NEW TYPES OF GAMBLING. INITIATIVE CONSTITUTIONAL AND STATUTORY AMENDMENT. Allows federally recognized Native Am erican tribes to operate roulette, dice games, and sports wagering on tribal lands, subject to compacts negotiated by the Governor and ratified by the Legislature. Beginning in 2022, allows on -site sports wagering at only privately operated horse -racing tracks in four specified counties for persons 21 years or older. Imposes 10% tax on sports-wagering profits at horse -racing tracks; directs portion of revenues to enforcement and problem -gambling programs. Prohibits marketing of sports wagering to persons un der 21. Authorizes private lawsuits to enforce other gambling laws. Summary of estimate by Legislative Analyst and Director of Finance of fiscal impact on state and local governments: Increased state

7.F
Packet Pg. 724

Cathedral City Page 2 of 3 Printed on 8/23/2022
revenues, potentially reaching the tens of millions of d ollars annually, from payments made by facilities offering sports wagering and new civil penalties authorized by this measure. Some portion of these revenues would reflect a shift from other existing state and local revenues. Increased state regulatory costs, potentially reaching the low tens of millions of dollars annually. Some or all of these costs would be offset by the increased revenue or reimbursements to the state. Increased state enforcement costs, not likely to exceed several million dollars annually, related to a new civil enforcement tool for enforcing certain gaming laws. (19-0029A1.)

Proposition 27
1911. (21-0017A1)
ALLOWS ONLINE AND MOBILE SPORTS WAGERING. INITIATIVE
CONSTITUTIONAL AMENDMENT AND STATUTE. Legalizes online and mobile sports wagering, which currently is prohibited, for persons 21 years and older.

Such wagering may be offered only by feder ally recognized Indian tribes and eligible businesses that contract with them. Individuals placing bets must be in California and not located on Indian lands. Imposes 10% tax on sports -wagering revenues and licensing fees. Directs tax and licensing revenues first to regulatory costs, then remainder to: 85% to homelessness programs; 15% to nonparticipating tribes. Specifies licensing, regulatory, consumer -protection, and betting-integrity standards for sports wagering. Summary of estimate by Legislative Anal yst and Director of Finance of fiscal impact on state and local governments: Increased state revenues, potentially reaching the mid- hundreds of millions of dollars annually, from online sports wagering-related taxes, licensing fees, and penalties. Some portion of these revenues would reflect a shift from other existing state and local revenues. Increased state regulatory costs, potentially reaching the mid-tens of millions of dollars annually, that would be fully or partially offset by the increased revenues. (21- 0017A1.)

The full analysis of the propositions from the Legislative Analyst’s Office are attached.

The ACBCI seek Council support for resoluti ons in support of Proposition 26 and in opposition to Proposition 27. The sample resolutions proposed by the tribe are attached.

The CalCities Board took a position of neutral on Proposition 26 and opposed on Proposition 27. The following summary comes from the CalCities website:

Action taken on gaming ballot measures
After an update on several priority bills in the Legi slature — including measures related to housing and land use, behavioral health services, single -use plastics, and transportation — and ongoing state budget negotiations, the Board took action on two ballot measures that have qualified for the November ballot.

The Board voted to take a neutral position on Proposition 26, the California Sports Wagering Regulation and Unlawful Enforcement Act. This ballot measure would legalize in-person sports wagering on tribal lands and specific horse racing

7.F
Packet Pg. 725

Cathedral City Page 3 of 3 Printed on 8/23/2022
tracks and allow roulette and dice games at tribal casinos. It wo uld also impose a new 10% state tax on horse racing tracks based upon daily sports wagers.

Additionally, the Board voted to oppose Proposition 27, the California Legalize Sports Betting and Revenue for Homelessness Prevention Fund, for several reasons: It jeopardizes local tax revenues, fails to ensure that all California cities receive funding to address homelessness, lacks proper enforcement mechanisms commensurate with the substantial increase in virtual sports wagering, and creates an unlevel playing fi eld between existing cardrooms and new market participants.

This proposed measure would authorize online sports wagering in California upon the payment of a multimillion -dollar licensing fee and periodic renewal fees.

It would also impose taxes payable to the state, some of which would be required to be allocated to the Homeless Housing, Assistance, and Prevention Program.

FISCAL IMPACT:

None with these resolutions

ATTACHMENTS:

Prop26-Legislative Analysis
Prop27-Leiglative Analysis
Resolution Prop 26
Resolution Prop 27

7.F
Packet Pg. 726
November 8, 2022 Ballot

Page 1 of 6 ends

Cathedral City City CouncilAugust 24, 2022

Cathedral City City Council
August 24, 2022