City Council Meeting
Tuesday, September 19, 2023
Information Technology
Department Overview
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Mission:
The Information Technology
Department will ensure investments
and strategic business technologies are
customer focused, sound, and deliver
the highest possible value to the City
and its constituents
3 Information Technology Services
The Information Technology (IT) Department is responsible for network administration, software development and installation, cybersecurity, and hardware and software maintenance for all City Departments.
Computer Operations
and Networking
FTE: 7
Administration
FTE: 6
Systems and
Programming
FTE: 9
• Planning
• Budget
• Project
• Personnel Administration
• Workflow Automation
• Purchasing and Financial
Analysis
• Contract Administration
• General Office Support
• Mobile Device
Management
• Help Desk-Technical
Support
• Public Safety Support
• Mobile Command Vehicles
• Network Infrastructure
• Data Centers Services
• Server/System
Administration
• Backup/Disaster Recovery
• Mobile Device Management
• Inventory Management
• Cybersecurity
• Physical Security
• Public Safety Systems
Support
• GIS System Analysis
• CAD/RMS Systems Support
• Programming Development
• Intranet development
and support
• Reporting Development
• Application
Maintenance
• Business Systems
• Systems Training
• Database Administration
Administration Division
Director
IT Manager
IT Project
Manager
(Vacant)
Executive
Assistance
Office
Specialist II
(Vacant)
Sr.
Management
Analyst
5 Administrative Division
• IT Department Oversight
• Executive team provides guidance and direction to staff performing relevant duties to reach City goals and objectives. • Ensure City staff have their IT needs met to allow for completion of smooth business processes.
• Purchasing and Financial Analysis
• Monitor and manage the department’s $8.8 million budget, the $9.6 ITSP budget and 80 contracts.
6 Administrative Division: Accomplishments
• Improved efficiencies and Cost Savings
• Developed and executing 5-year Information Technology Strategic Plan (ITSP).
• Performed fiber audit to reduce fiber monthly network costs for City Hall. • Workflow Automation and e-Forms.
• Directed a plan to create a standardized single computer work environment to allow staff to work remotely.
• Identified weaknesses and needs within the network infrastructure; Developed and implemented a plan for improvement.
Computer Operations
and Networking
Supervisor
Network
Administrator
5 FTE
Cybersecurity
Analyst (Vacant)
1 FTE
8 Computer Network Operations: Support
IT’s Network Administrators support and are responsible for:
• Complete Help Desk requests and technical support for over 1,000 active directory user accounts across 18 facilities along with the following assets:
• Data Centers
• Servers
• 200+ mobile devices
• Storage appliances
• Backup tape libraries and storage
• Mobile Command Vehicles
• Switches
• Data circuits and internet
connections/solutions
• Routers
• Firewalls
• UPS battery banks
9 Computer Network Operations: Infrastructure
10 Computer Network Operations:
Service Management
Network Administrators manage and monitor the following:
• Mobile Device Management – Over 200 City mobile devices. • Inventory Management – Over 3,000 devices in use.
• Security Camera Systems.
• Network Monitoring.
• Server Performance.
• Desktop support.
• Printers & Multi-function Copiers.
11 Computer Network Operations: Cybersecurity
United States: 2.3 Billion attacks in the last day
Costa Mesa:
• 7,744 emails
received/day (Barracuda)
• 1,063 emails
blocked/day (Barracuda)
• 20,000 connections
blocked/day (Threatstop)
12 Computer Network Operations: Cybersecurity
• Ensure layers of security are operational
• Web filtering, Intrusion Protection & Remediation,
Antivirus, Spam & Phishing Filtering, Next Gen
Firewalls and Cybersecurity Training.
• Costa Rica (November 2022): Ransomware held the
government hostage for weeks, causing a state of
emergency, but did not pay ransom.
• Shields Health Care Group of Massachusetts (April
2023): 2.3 Million personal data records stolen and
system access for over two weeks before detection.
13 Computer Network Operations: Cybersecurity
• Search for a dedicated Cybersecurity Analyst.
• Monitor threat activity: Incident Response, Intrusion Detection and Remediation, Breach Planning and Threat Mitigation.
• Deploy best practice of multiple layers of security, employee education, monitoring of firewalls and Internet traffic Meta Data Monitoring.
• Monthly DOJ Port Scan and Vulnerability Testing.
• Maintain regulatory requirements (PCI DSS, HIPAA, DOJ/FBI CJIS, etc.).
14 Computer Network : Accomplishments
• Created a fault tollerant remote network environment. • Implemented Web content Security.
• Implemented Web Security Training.
• Conducted Telephone System assessment to convert to Voice over Internet Protocol (VoIP).
• Upgraded Operating System to Windows 11 and deployed Office 2019. • Upgraded OneSolution CAD Client for the Police and Fire Departments. • M365 & Teams Pilot Group Project.
• Fiber Optics Audit for City Hall Campus.
• Completed IT Physical Inventory for the Enterprise
15 Computer Network : Accomplishments
• Completed a 3-year plan for desktop replacement.
• Installed network for body-worn cameras.
• Replaced aged WiFi equipment for City Hall and PD.
• Completed mobile data computer upgrade to PD and Fire vehicles. • Completed server farm implementation for the new LMS system. • Replaced SonicWall Firewalls for increased network security. • Completed IT Physical Improvements for server rooms.
• Procured switches and routers that needed replacement to improve network connectivity for increased performance.
• City Hall, Fire Stations #1 – 6, and PD Verizon Extender Installation. • City Hall Nimble Storage Upgrade and iSCSI Switch Replacement • Backup performance improved from 4 ½ hours to 45 minutes, 84% improvement.
• Security Camera Replacement for Downtown Recreation Center & City Hall Systems and Programming
Supervisor
Sr. Programmer
4 FTE
Programmer
Analyst II
4 FTE
17 Systems and Programming: Business Systems
• Our Programmer Analysts handle and provide support for the following various systems for the City:
• Public Safety Applications
• Computer Aided Dispatch (CAD)
• Record Management Systems (RMS) support
• Parking Enforcement
• Pet Licensing
• Property and Evidence Tracking Auditing Software
• Geographic Information Systems (GIS) – Analysis and reporting development. • Public Works Applications
• Completed upgrade to AssetWorks to version 22.1.0.1
• Fueling Application
• Storehouse Inventory Software
• Intranet development and support
18 Systems Programming: Accomplishments
• Upgraded the following systems and application:
• Upgrade to SQL Server 2019.
• Laserfiche Enterprise document imaging system.
• City Intranet with newer design which is more user-friendly and more intuitive.
• New PD Intranet
• Manual phone directory to a dynamic web application.
• WaitWhile App was restructured to provide a more user-friendly appointment setting interface for the public.
19 Systems Programming: Accomplishments
• Creation and new implementation of the following
applications systems:
• Land Management System (LMS)
• Database conversion
• Report generation
• Peoplesoft HR/Payroll Support – MOU implementation, troubleshooting, tax updates, Open Enrollment, and user requests;
• New Crystal reports for CAD/RMS and PeopleSoft;
• Additional workflow forms in SeamlessDocs;
• New features in Homeless Web Application;
• New GIS enterprise environment, and created additional online map applications.
20 Systems Programming: Accomplishments
Police Incident Heat Map Fire Phone App with
Unit Addresses
Measure K Map
Information Technology
Strategic Plan
(ITSP)
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Overview
• In 2020, a 5-year ITSP Initiatives and Roadmap was
presented and approved by City Council to highlight
objectives, projects, and goals for improving the business processes of City Departments.
• Thirty-eight (38) Initiatives were introduced to enhance the organization and service delivery environment. The
IT Department prioritized the Initiatives based on
available resources and needs.
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Initiatives: Year One
Accomplishments
• Installed Police Mobile Data Computers
• Began Desktop Replacement Program (Phase 1 of 3)
• Began Land Management System (LMS)
Implementation
• Agenda Management Application (Legistar)
• Police In-car Video
• Implemented AssetWorks: Fleet Management Module
• Hired a GIS Programmer Analyst II
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Initiatives: Year Two and
Three Accomplishments
• Desktop Replacement Program (Phase 2 of 3)
• IT Physical/Security Improvement (Server Room)
• Fire: Mobile Data Computers
• Continuation of LMS implementation
• Hired an IT Manager and two Network Administrators
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Initiatives: Year Four
Accomplishments
• Began RFP process for a replacement ERP System
• Completed Desktop Replacement Program (Phase 3 of 3)
• Print Management Services
• We are piloting Office 365 in IT
• Completed LMS Implementation
• Initiated Disaster Recovery Planning (consulting)
• Began saving for CAD/RMS Project Funding (Year 1 of 2) • Hired two Sr. Programmer Analysts and one Programmer
Analyst II
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Initiatives: Year Five
• Initiate CAD/RMS Project Funding (Year 2 of 2)
• Desktop Replacement – Year 1
• Single Device Model
• Implement Fire Prevention Mobile Module
• Initiate VoIP RFP
• Enhanced Laserfiche Strategy (Digitizing Documents)
Initiatives for the next 5 years:
• In 2024/25, begin planning stage for years 6 -10 of the ITSP. • In FY 2025/2026, initiate a council-approved ITSP plan for the next five years.
Begin replacement and upgrades for:
• Replace the City’s Core Switches.
• Initiate Single Device and Monitor Replacement.
• Set aside 1/10 savings for the next 5 years for Enterprise System Replacements:
•ERP
•Permitting -LMS
•CAD/RMS
•VoIP
•Legistar
•Laserfiche Upgrades
•Switches (Core & Network)
•Servers
•Firewalls
•Cable and Plant
•Verkada Access Control
•City Hall & PD UPS replacement
Challenges and
Opportunities
Challenges and Opportunities
• Budget
• Office Space
• New Hires
• Update Department Administrative Regulations
• Automation & improve business processes
• Leverage the existing software suites through
training
• Implementation of Email Management Policy
Questions?
COMPENSATION PLAN AND SALARY
SCHEDULE REVISIONS FOR
DESIGNATED CLASSIFICATIONS
September 19, 2023
Background
• The Costa Mesa City Employees Association (CMCEA) MOU with the City contains a provision for CMCEA to request up to five compensation inequity studies and classification studies to be conducted by Human Resources each year.
• This MOU provision allows for identified positions to be analyzed by Human Resources to identify whether there is a discrepancy in that position’s total compensation relative to the market.
Background
• The market analysis includes an analysis of the average total compensation of comparable classifications in the five cities that border the City of Costa Mesa which include Fountain Valley, Huntington Beach, Irvine, Santa Ana and Newport Beach.
• The total compensation for each classification includes: the classifications’ base salary, PERS retirement benefit formulas, employee retirement contributions, and City contribution(s) to medical and dental plans or cafeteria plans.
Background
• Human Resources also makes recommendations to the City Manager regarding positions that may require compensation adjustments based on City departments and labor associations along with recruitment and retention trends.
• Due to significant difficulties in recruiting for various Analyst classifications, the Human Resources Division is recommending adjustments to the Management Analyst and other specialized Analyst classifications.
• The Police Department also requested a compensation update and title change to the part-time Police Aide classification and a title change to the Animal Services Supervisor classification.
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Analysis – CMCEA Classifications
• For 2023, CMCEA requested the review of the following classifications:
• Code Enforcement Officer
• Construction Inspector
• Police Records T echnician
• Maintenance Worker
• Fairview Park Administrator
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Analysis – CMCEA Classifications
• The total compensation analysis revealed the following:
• Code Enforcement Officer: -12.63% below market
• Police Records T echnician: -12.24% below market
• Maintenance Worker: -8.44% below market
• Construction Inspector: -12.29% below market
• Fairview Park Administrator: minimal comparisons in the current survey market. Recommendations will be based
on internal alignment with Associate Engineer as past
practice.
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Analysis – CMCEA Classifications
• The following recommended adjustments are based on a combination of the market survey results along with internal alignment.
Classification % Below
Market
Proposed
Adjustment
# of
Positions
Annual
Impact
Code Enforcement Officer II (new classification)
(Includes Sr. Code Enforcement Officer, Chief of
Code Enforcement, Community Improvement
Manager)
-12.63% 12.63%
11.34%
(Com Imprv
Mgr)
11 $146,951
Police Records Technician
(Includes Sr. Police Records Tech, Police Records
Shift Supv)
-12.24% 12.24% 19 $180,941
Maintenance Worker
(Includes Maint Asst, Sr. Maint Worker, Facilities
Maint Tech, Lead Maint Worker, Lead Facilities
Maint Tech, Sr Lead Maint Worker)
-8.44% 8.44% 22 $167,698
Construction Inspector -12.29% 12.29% 3 $39,794
Fairview Park Administrator N/A 5.96% 1 $8,951
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Analysis – Management Analyst and Police Aide
• The total compensation analysis revealed the following:
• Management Analyst: -8.07% below market
• Senior Management Analyst: -15.95% below market
• Police Aide: -24.60% below market
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Analysis – Management Analyst / Police Aide
• The following recommended adjustments are based on a combination of the market survey results along with internal alignment.
Classification % Below
Market
Proposed
Adjustment
# of
Positions
Annual
Impact
Management Analyst /
Management Analyst (Conf)
(Includes Management Aide)
-8.07% 8% 5 $38,245
Sr Management Analyst /
Sr Management Analyst (Conf)
-15.95% 15% 11 $206,344
Budget Analyst, Sr Budget
Analyst, Financial Analyst,
Crime Analyst
Based on
internal
alignment
12% 6 $92,342
HR Technician, HR Analyst,
Principal HR Analyst, HR
Administrator
Based on
internal
alignment
8% (Tech)
5% (Analyst)
12.18%
(Princ/Admin)
9 $100,209
Police Aide (Part Time) -24.60% 29% (to Step 1) 10 $47,479 The picture can't be displayed
Recommendations
• The salary ranges for designated classifications
are recommended for adjustment
• The Fiscal Year 2023-24 pro-rated increase is
estimated at $792,729 for the full-time
classifications and $38,348 for the part-time
classifications.
• The total annual fiscal impact of these
adjustments in future budgets is $981,475 for
the full-time classifications and $47,479 for the
part-time classifications.
• This item supports the City Council’s goal to
Recruit and Retain High Quality Staff
QUESTIONS?
September 19, 2023
State’s Southern Region Emergency
Operations Center Project at the Fairview
Developmental Center
2 Cal OES - Southern Region Emergency Operations
Center (EOC) Project
• California Office of Emergency Services (Cal OES) provides disaster planning, readiness, and state resources for various emergencies facing California.
• Cal OES operates the State’s Emergency Operations Centers in the City of Mather in Northern California and a temporary site in the City of Los Alamitos.
• The State is proposing to replace its temporary facility with a permanent State EOC serving the Southern California region on a 15-acre portion of the State’s Fairview Developmental Center property in Costa Mesa. 3 State EOC Project – Proposed Location
The State’s Southern
Region EOC is proposed
on 15 acres of the
Fairview Developmental
Center (FDC) Site
The remaining FDC
acreage (approximately
100 acres) would be
planned for a residential
community by the City as
a separate effort.
Public visioning meetings
for master planning the
remainder of the site will
begin this fall.
4 State EOC Project - Proposed Components
A. Helicopter Pad* for medium-
size helicopters; limited to two
landings annually or as needed
during emergency response
operations
B. 20,000-square-foot warehouse
C. 120’ tall communications tower
D. A single-story office building,
up to 35,000 square feet
Other: landscaping and fencing,
microgrid, parking lots, utilities,
and roadway improvements.
Approx. 260
parking
spaces
* In recent meetings, the State has indicated that
the helipad will not be included in the final project.
5 State’s Floor Plan Exhibits
Office Building
Warehouse
6 State EOC Project - Helipad
Helicopter Pad
* Although evaluated in the
Draft EIR, in recent meetings,
the State has indicated that the
helipad will not be included in
the State’s final project.
7 State EOC Project – Communications Tower
Visual Simulation from Vantage Point 1
8 State EOC Project – Communications Tower
Visual Simulation from Vantage Point 2
9 State EOC Project – Communications Tower
Visual Simulation from Vantage Point 3
10 State EOC Project – Communications Tower
Visual Simulation from Vantage Point 4
11 State EOC Project – Communications Tower
Visual Simulation from Vantage Point 5
12 State EOC Project – Streets
Conceptual Roadway Improvements
13 State EOC Project – Utilities
Conceptual Utility Improvements
14 State’s Environmental Impact Report (EIR)
The proposed project is subject to the California Environmental Quality Act (CEQA). The CEQA process is intended to:
1) Inform decision-makers and the public about the potential environmental effects of the proposed project;
2) Identify the ways that environmental impacts can be avoided or significantly reduced;
3) Prevent significant, avoidable environmental impacts by requiring changes in projects, either by the adoption of alternatives or imposition of mitigation measures; and,
4) Disclose to the public why a project was approved if that project has significant environmental impacts that cannot be mitigated to a less than significant level.
15 State’s Environmental Impact Report
• Cal OES is the lead agency responsible for the preparation of the Environmental Impact Report (EIR).
• A Notice of Preparation (NOP) of an EIR and public scoping meeting was issued on March 1, 2023.
• Two one-hour Scoping Sessions to discuss the scope and content of the forthcoming EIR were conducted March 13, 2023.
• The NOP public comment period closed on April 17, 2023. City submitted a comment letter requesting specific issues and concerns be addressed in the State’s EIR
16 City comment letter on the State’s EIR
• City comment letter dated April 17, 2023 highlighted the following requests:
• Comprehensive project description
• Ongoing land use planning coordination for the remainder of FDC site • Clear project objectives which included facilitating housing on the remainder of the FDC site • Evaluating a reasonable range of alternatives including offsite and other onsite locations for the facility;
• Visual compatibility of the proposed communications tower with existing and future adjacent residential uses
• Noise, hazards, and safety
• Transportation/traffic including a request to study specific intersections and incorporating active transportation systems;
• Impacts to public services and recreation (the onsite soccer fields and adjacent community golf course), utilities, and cumulative impacts.
17 Draft EIR released by the State
• The State’s Draft EIR was released on
September 5, 2023.
• The EIR has a 45-day public review period
and all comments are due by October 20,
2023 by 6 p.m.
• The EIR is available online at:
https://oesregionsoutheoc.org/library/
• The public is encouraged to participate in
the environmental review process; a public
meeting will be hosted by the State on
September 28, 2023 at the Fairview
Developmental Center’s Auditorium at 6
p.m.
State’s EIR Summary
• Aesthetics
• Agriculture and
• Energy
• Land Use and Planning
• Mineral Resources
• Noise
• Population and Housing
• Public Services
• Recreation
• Transportation
• Utilities
• Wildfire
No impacts or less than significant
State’s EIR Summary
• Air Quality
• Biological Resources
• Cultural Resources
• Tribal Cultural Resources
• Hazards and Hazardous Materials
• Paleontological Resources
Less than Significant with Mitigation
Staff is currently reviewing the DEIR and
will prepare a comment letter.
20 How can the public participate?
1) Review the State’s EIR
• Available online at:
https://oesregionsoutheoc.org/library/
2) Attend the State’s Meeting
• September 28, 2023 @ 6 p.m. at the
Fairview Developmental Center’s
Auditorium
3) Communicate your concerns
• Written comments are due by October 20,
2023 by 6 p.m.
• Email:[email protected]
• By Mail: Terry Ash, Senior Environmental
Planner, DGS – Real Estate Division, c/o
Dudek, 2635 North First Street, Ste. 149,
San Jose, California 95134.
September 19, 2023
State’s Southern Region Emergency
Operations Center Project at the Fairview
Developmental Center
Why we need to accelerate
our safe streets efforts
4 Reasons
Reason #1 we need to accelerate safe streets efforts
Kids lack the perceptual judgement an motor skills to consistently cross streets safely.
University of Iowa 2017 study:
● Children ages 6 to 14, along with a control group of adults ● Conducted in 3D environment designed to mimic a single lane of typical residential traffic ● Each person was tasked with safely crossing a nine-foot single lane 20 times ● Virtual vehicles travelled at 25 mph with gaps between vehicles varying from 2-5 seconds Reason #1 we need to accelerate safe streets efforts
Kids lack the perceptual judgement an motor skills to consistently cross streets safely.
University of Iowa 2017 study results:
● 14-year-olds were struck 0% of the time
● 12-yea r-ol ds were struck 2% of the time
● 10-yea r-ol ds were struck 5% of the time
● 8-yea r-ol ds were struck 6% of the time
● 6-yea r-ol ds were struck 8% of the time
Conclusion: kids do not have the cognitive ability to consistently cross streets safely.
Reason #1 we need to accelerate safe streets efforts
Kids lack the perceptual judgement an motor skills to consistently cross streets safely.
Reason #2 we need to accelerate safe streets efforts
The probability that a driver will stop for a crossing pedestrian plummets as car speeds rise.
Reason #2 we need to accelerate safe streets efforts
Kittelson & Associates experiment findings:
12%
75%
0%
Reason #3 we need to accelerate safe streets efforts
Source: National Traffic Safety Board (2017) Reducing Speeding-Related Crashes Involving Passenger Vehicles
Reason #4 we need to accelerate safe streets efforts
A portion of drivers will always be irresponsible, reckless, dangerous ● Pe ople drink
● People age
● Peopl e take medi cati ons
● People work long hours and commute
● Peopl e make mi stakes
● Peopl e cave to peer pressure
● People get too comfortable
● People get angry
● Pe ople run la te
● Peopl e get i mpati ent
● Peopl e get di stracted
● Peopl e feel enti tl ed
Given these facts, what ought our policies and standards be on the design of our public space? Are we doing enough? 12%
75%
0%
Kids
cannot
adapt to
speed
Speed
kills
Drivers
won’t
yield
Irresponsible/reckless
driving is inevitable
HSS Storage Bin next to vernal pool
HSS Bin two weeks later – has gas
mower and other gas powered items
Fairview Park before assault
HSS has total disregard for
Fairview Park’s nature and Costa
Mesa city council has authorized
the destruction of Fairview Park’s
sensitive habitat by ignoring
USFW, CDFW, City Staff, City
Committee, FPMP , and the
community!
This Juvenile White-tailed Kite has been trying to hunt but has been kicked out by glider planes. He waited on Saturday in a near by tree for the planes to leave. It’s not fair to him or the community.
State of California
Proposed Emergency
Operations Center
Cynthia McDonald
September 19, 2023
State’s
depiction of
120 ft
Orange and
White
Tower
What the tower will look like
For a sense of
scale, this
depiction of a
10- story building
shows how the
tower would fit
into the
neighborhood
120 ft
communications
tower at Mauna
Loa Observatory
day and night
Other Issues
•Use of this site as an EOC is not compatible
with existing and future residences nearby
•Not an industrial area typical of warehouses
and offices
•Helicopter take off and landings would impact
neighbors
•Creates havoc with implementation of
Costa Mesa Housing Element
•Removes the option of housing on a prime
parcel overlooking the golf course
•New roadway bisects parcel that is not part of
EOC
•Roadway and utility improvements will impact
areas outside of FDC (Merrimac and Fair Dr)
•Biological resources would be impacted