Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 0
City of FosterCity, California
Information Technology Strategic Plan
512 WEST BROADWAY AVENUE
MARYVILLE, TN 37801
865.415.3848
averoadvisors.com
August 23,2024
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 1
Table of Contents
I. Executive Summary.....................................................................................................................................................................2 A. Project Overview.....................................................................................................................................................................2 B. Current State.............................................................................................................................................................................3 C. Framework..................................................................................................................................................................................3
1. Security First....................................................................................................................................................................4
2. Digital City Experience .............................................................................................................................................4
3. Infrastructure Resiliency.........................................................................................................................................4
4. Data-Driven Decisions.............................................................................................................................................5 D. Approach and Methodology .........................................................................................................................................5
1. Phase 1 – Discovery Services...............................................................................................................................7
2. Phase 2– Critical Analysis......................................................................................................................................7
3. Phase 3 – Recommendations and Action Steps...................................................................................7 II. IT Strategic Roadmap ..............................................................................................................................................................8 A. IT Modernization Strategies & Action Items.........................................................................................................8 B. IT Strategic Roadmap.........................................................................................................................................................8 III. IT Strategic Plan .........................................................................................................................................................................12 A. Overview .....................................................................................................................................................................................12 B. Security First .............................................................................................................................................................................14 C. Digital City Experience ....................................................................................................................................................35 C. Infrastructure Resiliency................................................................................................................................................44 D. Data-Driven Decisions ....................................................................................................................................................52 IV. Conclusion...................................................................................................................................................................................72 Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 2
I. Executive Summary
A. Project Overview
The City of Foster City, nestled in the heart of California’s San Mateo County, blends innovative urban planning with scenic charm. Its unique network of canals and lagoons features striking waterways, drawing water enthusiasts and nature lovers alike. The meticulously designed neighborhoods showcase contemporary architecture, offering a glimpse into Foster City's modern lifestyle. Diverse landscapes, from well-maintained parks to waterfront activities, create opportunities for outdoor pursuits, including kayaking, sailing, and birdwatching. Foster City embodies a tranquil retreat from urban life while preserving its unique, planned community traditions.
The City’s leadership, including the City Manager’s Office, Communications, City Clerk, Financial Services, Human Resources, Parks & Recreation, Police Department, and Public Works, is committed to establishing a strategic roadmap that enhances the Information Technology Services (ITS) Department's efficiency in meeting The City’s technology needs.
This plan aims to empower both the ITS team and City Departments by assessing operational strengths and weaknesses while outlining the IT strategic direction. Recognizing the imperative for a comprehensive IT Assessment, Foster City seeks to contrast its existing technology infrastructure with current industry standards and emerging technological trends. This assessment forms the foundation for a strategic plan aimed at leveraging technology with innovative techniques, ensuring efficient staffing levels, and optimal resource allocation.
The IT Assessment conducted by Avèro Advisors evaluated the City’s current technology landscape, identified gaps, and recommends innovative solutions. This holistic approach not only bridges existing technology disparities, but also streamlines service delivery. The findings from this assessment will serve as a catalyst for enhancing technology utilization, allowing Foster City to maximize its potential while delivering services that meet the evolving needs of the community.
B. Current State
Avèro Advisors has identified that Foster City has ample opportunity to enhance its end-user experience by increasing the efficiency of its business systems in place, as well as the IT service delivery offered by Foster City. To improve efficiency, Avèro has outlined steps to Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 3
transition from siloed processes to an innovative collaborative digital environment. This assessment aims to identify gaps in the efficiency of the ITS Department and provide industry best practices to develop a comprehensive plan to overcome human, hardware, and software limitations for business systems optimization. Implementing these strategies will significantly reduce the inefficiencies present in Foster City’s current technology landscape and promote a business-savvy, Citizen-friendly, and process-mature community.
C. Framework
The IT Modernization Framework (Figure 1) is comprised of four (4) overarching strategies based upon industry best practices, which highlight the essential framework for a resilient, secure, efficient, and transparent technology infrastructure at Foster City:
Figure 1 – IT Modernization Framework
SECURITY FIRST
INFRASTRUCTURE RESILIENCY
DATA-DRIVEN DECISIONS
DIGITAL CITY EXPERIENCE
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 4
1. Security First
Cybersecurity and its importance cannot be overstated in today’s climate. Nearly every day, we see the havoc a cyber-attack can have on government organizations worldwide.
Organizations must be prepared to respond to cyber threats and security events, although the best course of action is perhaps the oldest – “Prevention is better than the cure.” Foster City will be better prepared to weather cyber events that come its way by implementing “Security First.” Ransomware, phishing, crypto-scams, and many other threats will not decrease in the near future. If anything, data shows that adversaries and their “armies of robots” are becoming more robust, more intelligent, and more persistent in launching attacks and enhancing threats to our public infrastructure.
In the optimized Future State, Foster City will be equipped with the hardware, software, and management sophistication to prevent threats and recover from any cyber event. The City will bolster the exterior and interior defenses using a layered cybersecurity framework.
2. Digital City Experience
Traditionally, government agencies have been more cautious regarding the adoption of newer technologies. A popular theory in IT was, “If it’s not broken, don’t fix it.” The Citizens and employees of Foster City have continued to rely on limited business processes and workflows to conduct business. With this Strategic Plan, the City can move away from these processes to streamline business. Harnessing the strategies included in The City’s IT Strategic Plan, the City will build on efforts to deliver a “Digital City Experience” that modernizes the Citizen experience in many ways. Requesting paying bills, applying for permits, and other opportunities will be quickly and easily accessible at their fingertips. The digital conveniences that Foster City Citizens enjoy in their personal lives will continue to be enhanced in their various touchpoints with the City.
3. Infrastructure Resiliency
Much like our roads, schools, and administrative buildings, the City’s IT infrastructure requires regular modernization efforts and resiliency planning over an extended period of time. Fiber- optic networks, servers, storage devices, computers, firewalls, and other networking equipment require a capital investment plan, similar to maintenance plans in other critical community assets. The City should not wait until there is an overwhelming need for repair; instead, The City should take a proactive approach to plan for infrastructure improvements.
Avèro’s IT Strategic Plan calls for The City’s infrastructure to be resilient through effective asset management and a service-oriented delivery of technology tools. Strategies for infrastructure resiliency include:
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 5
IT Services Management – deliver and manage IT Services in line with industry best practices and standards
IT Asset Management – know what assets are available when replacements are needed, and how to perform such work
IT Software Deployment – implement and redeploy software and security updates without disruption to end-users, Citizens, and businesses
4. Data-Driven Decisions
All modern enterprise software systems used for daily operations are designed to collect valuable data. For example, whenever time sheets are approved, a data set is created. A data point is created when a Citizen pays a utility bill. Once the City optimizes its enterprise applications, HTE NaviLine, a critical element of the strategy will be using data to advise and drive critical decisions. Based on historical data and predictive analytics tools embedded in modern financial and land management systems, the City can make decisions on hard data, not heuristics or assumptions. After implementing the IT strategic roadmap, the City will maximize the functional capabilities of existing technologies and further utilize enterprise software solutions that will make data-driven decision-making possible at every level of the organization.
D. Approach and Methodology
For this engagement, Avèro Advisors was tasked with developing an IT Strategic Plan through the execution of the following objectives as set forth by the City:
●Review equipment, systems, and programs to compare existing technology infrastructure with current industry standards and assess service approach as compared with best practices.
●Review and provide analysis of Foster City’s approach to services, compare current approach to relevant IT-centric best practices, and provide analysis of Foster City’s ability to provide such services based on current staffing levels, training, and collective skill pool.
●Identify gaps and provide recommendations and logical action steps achievable based on existing resources and future initiatives.
As part of this engagement, Avèro Advisors utilized a three-dimensional approach, namely People, Process, and Technology (PPT), to develop a high-level understanding of the current state of technology within The City. Applying this approach enabled Avèro to understand the Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 6
execution of different tasks across the organization using available technology, technology- enabled decision-making processes, and City operations’ overall efficiency and effectiveness.
Figure 2 – Project Methodology shows that the following activities were executed across multiple phases to develop The City’s IT Strategic Plan.
FIGURE 2 – PROJECT METHODOLOGY
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 7
1. Phase 1 – Discovery Services
During Phase 1, Avèro Advisors conducted “Discovery” sessions with the ITS Department and department directors from across the City. These interactive data-gathering sessions provided insights into the current state (“AS-IS”) of IT service delivery at the City. Discovery focused on the People, Process, and Technology used to execute critical business processes, both within and across all City departments. This phase assessed the state of cybersecurity practices to evaluate potential risks within the City. Avèro also facilitated “IT Modernization Visioning” sessions in tandem with the Discovery sessions to capture “wish list” items related to technology optimization in the future state (“TO-BE”) at the City.
2. Phase 2– Critical Analysis
During Phase 2, Avèro Advisors conducted an Analysis of Current State & Future State, including a Gap Analysis based upon data gathered during the “Discovery” sessions. The Gap Analysis focused on analyzing current state data for People, Processes, and Technology, and reporting on the inherent gaps between the existing current state and the desired future state of IT in relation to industry best practices.
3. Phase 3 – Recommendations and Action Steps
During Phase 3, Avèro then developed IT Modernization Strategies in response to the Gaps identified and facilitated an interactive review session with the City to finalize the prioritization of the IT Strategic Roadmap. Finally, Avèro developed the IT Strategic Plan, which includes the IT Strategic Roadmap. The IT Strategic Plan includes an action plan for each strategy identified in the IT Strategic Roadmap. The detailed template showcases each IT Strategy, an action plan for implementation, the gaps being addressed, resources required, any prerequisites, stakeholder groups involved, and an impact statement detailing the value that the strategy is bringing to the City.
Avèro Advisors strongly recommends that Foster City and the Executive Management Team adopt this IT Strategic Plan as The City’s definitive guide for future IT strategy implementation over the next three (3) years. Avèro would like to note that as the City’s needs evolve, the timeline of the strategies is subject to change. It is also recommended that The City conduct a semi-annual (twice a year) review to “refresh” this IT Strategic Plan to ensure that the strategies remain in line with The City’s mission, vision, innovations, and industry best practices.
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 8
II. IT Strategic Roadmap
A. IT Modernization Strategies & Action Items
The IT Strategic Roadmap is comprised of four (4) overarching IT Modernization Strategies based upon industry best practices. The proposed strategies resolve the gaps identified in Phase 2’s Analysis of Current State & Future State. They are also based on the City’s priorities, business needs, and goals and consider the interests of City stakeholder groups. Further, the IT Modernization Strategies identify opportunities to build operational efficiencies through integrated enterprise technology, improve access to data in real-time for informed decision- making, enhance cybersecurity, and expand citizen access to City services through digital experience.
B. IT Strategic Roadmap
As shown in Figure 3, the IT Strategic Roadmap will guide Foster City in its investments of technology resources for the next three (3) years, including strategies that address operational and infrastructure concerns identified in the Current State Assessment. The corresponding Action Items support the implementation of each IT Modernization Strategy for The City. Avèro Advisors has developed an IT Assessment & Strategic Roadmap based upon the prioritized IT Strategic Roadmap of IT Modernization Strategies, which subsequently appears in Section III – IT Strategic Plan.
The rest of the page was intentionally left blank.
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 9
SECURITY FIRST
Cybersecurity is crucial for a city because it protects sensitive data and critical infrastructure from cyber threats, ensuring the continuity of essential services such as water, power, and emergency response. Additionally, robust cybersecurity measures safeguard residents' personal information, fostering trust and maintaining public safety. •Conduct Semi-Annual Reviews of Cybersecurity Plan
•Update IT Policies & Procedures
•Introduce IT Governance
•Develop and Document a Clear IT Succession Plan
•Implement and Deploy Multi-Factor Authentication
•Achieve PCI Compliance
•Perform an Audit of all information Housed within “Randy-Ware” Software •Review City Wide Physical Security Plan
DIGITAL CITY EXPERIENCE
A robust digital city experience is vital as it enhances the efficiency and accessibility of urban services, making daily life more convenient for residents. By integrating technology into public services, cities can streamline operations, reduce costs, and improve citizen engagement and satisfaction. Furthermore, a seamless digital experience attracts businesses and tourism, driving economic growth and innovation. •Optimize Website
•Implement City Council Vote Tracking Technologies
•Implement Internet of Things (IoT) Devices
•Implement Agenda Management Software
•Implement A.I. Meeting Minutes Software
INFRASTRUCTURE RESILIENCY
Infrastructure resiliency is crucial for a city because it ensures the ability to withstand and quickly recover from disruptions, such as natural disasters or cyberattacks. Resilient infrastructure protects public safety, maintains essential services, and supports economic stability. Additionally, it enhances community confidence and preparedness, promoting a robust and sustainable urban environment.
•Upgrade / Replace Outdated Hardware
•Perform Battery Replacements for the UPS
•Evaluate Software as a Service (SaaS) Migration Opportunities •Implement a Modernized Phone System
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 10
•Standardize Hardware and Software Usage
DATA-DRIVEN DECISIONS
Data-driven decisions empower a city to allocate resources more efficiently, address community needs effectively, and plan for future growth with precision. By analyzing data, city officials can identify trends, optimize public services, and implement policies that enhance the quality of life for residents. This strategic use of data fosters transparency, accountability, and informed decision-making.
•ERP Replacement Planning
•Implement New ERP System
•Optimize and Integrate Current Systems:
•Establish Document Management Standards-Laserfiche
•Implement Scheduling Software for the Police Department •Implement Quarterly Systems Training
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 11
Figure 3 – IT Strategic Roadmap (Implementation Timelines) Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q41Conduct Semi-Annual Reviews of Cybersecurity Plan2Update IT Policies & Procedures3Review Disaster Recovery Plan4Introduce IT Governance5Develop and Document a Clear IT Succession Plan6Implement and Deploy Multi-Factor Authentication7Achieve PCI Compliance8Perform an Audit of all Information Housed within "Randy-Ware" Software9Review City Wide Physical Security Plan9aDeploy City Wide Physical Security Plan10Managed Security Provider11Optimize City Website12Implement Agenda Management System with Vote Tracking Technologies13Implement Internet of Things (IOT) devices:13aSmart Traffic Lights13bCity Park Wi-Fi13cSmart Building Systems13dSmart Meters14Implement A.I. Meeting Minutes Software 15Upgrade / Replace Outdated Hardware16Perform Battery Replacements for the UPS17Evaluate Software as a Service (SaaS) Migration Opportunities18Implement Modernized Phone System19Standardize Hardware and Software Usage20Implement Performance Management Software21Implement Permitting System22ERP Replacement Planning23Implement New ERP System23aFinancial Management System23bHuman Resources / Payroll System23cEnterprise Land Management System24Optimize and Integrate Current Systems:24aCartegraph24bArcGIS25Establish Document Management Standards-LaserFiche26Implement Scheduling Software for the Police Department27Implement Quarterly Systems Training 2024 2025 2026 20282027
DIGITAL CITY EXPERIENCE
Foster City - IT Strategic Roadmap (2024 - 2028)
DATA-DRIVEN DECISIONS
SECURITY FIRST
INFRASTRUCTURE RESILIENCY
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 12
III. IT Strategic Plan
A. Overview
The IT Strategic Plan presents Avèro Advisors’ proposed IT Modernization Strategies as optimally prioritized and based upon industry best practices, institutional knowledge, and Foster City’s user input. The IT Strategic Plan will function as the City’s tactical blueprint for IT modernization over the next three (3) years. The IT Modernization Strategies include improvements to the City’s cybersecurity strategy, IT organization, and enterprise software systems.
This document includes a strategic action plan for each prioritized IT Modernization Strategy showcased in the Roadmap, as shown in Figure 3. The detailed template showcases each IT Strategy, a strategic action plan for implementation, the gaps being addressed, the resources required, any prerequisites, the stakeholder groups impacted, and an impact statement. Figure 4 provides a legend for the IT Strategic Plan.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 13
Figure 4 – Strategic Recommendations Format (Legend)
(#) – Name of Action Item
[Border Color indicates urgency]
Urgent (0-3
Months)
Immediate (Year 1) Short-Term (Year 2-
3)
Long-Term (Year 4-5)
Gaps Addressed
▪Gaps addressed (and alleviated) by the implementation of the IT Strategy.
Action Steps
▪Sequence of activities that must be executed for successful implementation of the IT Strategy.
Prerequisites
▪Action Item that requires completion prior to the implementation of the IT Strategy.
Stakeholders
▪All parties that are impacted by the implementation of the IT Strategy.
Resources
▪Personnel, materials, or other assets required for undertaking the action steps/activities defined in the Action Plan for the implementation of each IT Strategy.
Estimated Timeline
▪Estimated timeframe associated with the implementation of the recommended IT Strategy based on industry research and institutional knowledge.
Impact Statement
▪The impact on Foster City and its staff for following through with the implementation of the recommended IT Strategy.
Several of the proposed recommendations included in the IT Strategic Plan Report have been assigned as Urgent. These strategies should take precedence over the others because they present significant operational risks should the completion of the strategies be delayed. The urgent items included in The City’s IT Strategic Plan Report consist of the following:
Strategy #3: Review Disaster Recovery Plan: The city must review and update the disaster recovery plan to ensure the ability to quickly restore functionality in the event of Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 14
a disaster affecting city IT equipment. This proactive approach will enhance the city's resilience and ensure continuity of operations during emergencies.
Strategy #7: Implement and Deploy Multi-Factor Authentication: Implementing multi- factor authentication (MFA) will strengthen the city's cybersecurity posture by preventing data intrusions and unauthorized access. This enhanced security measure will protect sensitive information and ensure the integrity of the city's IT systems.
Strategy #17: Perform Battery Replacements for the UPS: Regular maintenance and replacement of the uninterruptable power supply batteries ensure that critical City functions continuously operate during a power outage.
Strategy #19: Implement Scheduling Software for the Police Department: Implementing scheduling software will assist the City in its goal of eliminating current paper-based processes.
Strategy #20: Implement Modernized Phone System: The City is currently undergoing an initiative to modernize its telecommunications. Completing this project is vital to ensuring streamlined communications.
Strategy #25: Implement Quarterly Systems Training: Implementation of quarterly systems training will ensure that users are trained properly across multiple systems. This will help bridge any knowledge gap that may be presented if a City employee is unavailable for an extended period of time.
B. Security First
This section identifies areas that need immediate and sustained improvement and give Foster City a set of recommendations and processes to resolve cybersecurity issues through short-term incremental strategies that build upon each other to achieve a sustainable, high- level cybersecurity plan. Inadequate security across City technologies will likely lead to disastrous results for the organization, its employees, and its citizens.
Recognizing the City’s immediate security needs, Avèro has identified “Security First” as the initial IT Modernization Strategy to guide the City’s IT planning efforts. Following the National Institute of Standards and Technology (NIST) guidelines, this layered cybersecurity approach focuses on developing policies and processes in leadership and coordination to better prepare for a significant cyber disruption while building a robust, internal cybersecurity workforce to ensure resilience and continuity.
To help the City place “Security First,” Avèro has identified the corresponding action items regarding security aspects and best practices. These recommended action items focus on establishing a recurring review process to evaluate potential vulnerabilities within the City’s Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 15
infrastructure, develop IT Policies and Procedures, and introduce IT Governance into the City’s IT decision-making efforts. Implementing the proposed strategies is especially significant because failure to take adequate cybersecurity measures for prevention and protection from cyber-attacks can easily result in legal liability, loss of public trust, and substantial financial impacts and data loss. Furthermore, building a well-educated internal culture of cybersecurity best practices across the City will set clear expectations for all employees and help mold City employees into the first cyber defense line while ensuring sensitive business data confidentiality.
SECURITY FIRST
Conduct Semi-Annual Reviews of Cybersecurity Plan
Update IT Policies & Procedures
Introduce IT Governance
Standardize Hardware and Software Usage
Develop and Document a Clear IT Succession Plan
Implement and Deploy Multi-Factor Authentication
Achieve PCI Compliance
Perform an Audit of all information Housed within “Randy-Ware” Review City Wide Physical Security Plan
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 16
(1)- Conduct Semi-Annual Reviews of Cybersecurity Plan
Gaps Addressed
▪The cybersecurity documentation objectives and protocols that address potential incidents should be reviewed, practiced, and revised regularly. Maintaining an up- to-date, rehearsed Cybersecurity Plan, as well as refreshing items that may have naturally become outdated, is pivotal to ensuring the City’s infrastructure is secure.
Action Steps
▪Review objectives and protocols associated with the Cybersecurity Plan ▪Prioritize risks based on identified vulnerabilities
▪Develop a formal action plan and timeline for outstanding tasks ▪Develop Equipment recovery processes
▪Annual review and testing should include the plan of action items, as well as associated documentation
Prerequisites
▪Develop inventory of documentation to include last modified date ▪Develop inventory of existing hardware
Stakeholders
▪Foster City Staff
▪ITS Department
Resources
▪ITS Department
▪Third Party Consultant
Estimated Cost
▪Staff Time
▪External Consulting Fees: ~$25,000 (could be included with MSP contract) Estimated Timeline
▪ Ongoing: (every other quarter)- Starting Q4 2024
Impact Statement
▪The absence of a consistent review of the City’s cybersecurity plan can lead to antiquated policies and procedures that leave the organization vulnerable to common attack vectors. The Cybersecurity Plan review will help guide the City’s ITS Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 17
to a proactive approach in addressing its cybersecurity concerns. The review will also serve to increase the City’s network protection to ensure business continuity and compliance with best practices while fortifying the City network to combat opportunistic cybercrime. Essential pieces of the cybersecurity plan include the maintenance of the disaster recovery strategy, documented policies and procedures, the inclusion and application of Information Technology Infrastructure Library (ITIL) principles, and data governance policies, including data accessible by staff and the protection of Personally Identifiable Information (PII).
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 18
(2) - Update IT Policies & Procedures
Gaps Addressed
▪The City currently has policies that are accessible to all city staff. However, these policies need an update to establish relevant best practices based on today's new and emerging threats.
▪The City currently lacks a policy regarding the appropriate usage of A.I.
Action Steps
▪Conduct a comprehensive review of current IT policies and identify areas needing updates.
▪Establish a working group responsible for updating IT policies and incorporating AI guidelines, with input from various stakeholders, including IT, legal, compliance, and department heads.
▪Develop updated IT policy guidelines that include ethical AI usage, data privacy, security, and transparency.
▪Review and update current IT Policies and Procedures to address new and emerging threats.
▪Conduct a City Council presentation or feedback process to ensure the updated IT and AI policies align with community values and address public concerns, seeking input from City Council.
▪Finalize and implement the updated IT and AI policies, ensuring all departments are informed and trained on the new guidelines and procedures. ▪Ensure that all departments are informed and trained on the new guidelines and procedures.
▪Implement necessary changes to better protect the City and maintain relevance in both IT and AI usage.
Prerequisites
▪None
Stakeholders
▪Foster City Staff
▪Foster City Residents
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 19
Resources
▪Executive Team
▪ITS Department
▪Third Party Consultant
Estimated Cost
▪Staff Time
▪External Consulting Fees: ~$20,000
▪Avèro can provide resourcing, along with templates and customized documentation, for the implementation of this strategy.
Estimated Timeline
▪Q4 2024 (3 Months)
Impact Statement
▪Approaches to computer usage, remote access, internet access, IT equipment procurement, and many other activities should be standardized and communicated throughout the City. Policies should be defined to establish uniform standard operating procedures (SOP) and establish the foundation for enforcement of these policies. Failure to maintain relevant policies and procedures leaves the City vulnerable to inappropriate use of IT infrastructure.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 20
(3) – Review Disaster Recovery Plan
Gaps Addressed
▪The existing Disaster Recovery Plan requires an update to address current-day threats and ensure its relevance and effectiveness.
▪The current policy is overly general and lacks specificity, necessitating a more detailed and targeted approach.
▪There is no established protocol within the current policy for replacing hardware in the event of damage, highlighting a critical gap that needs to be addressed.
Action Steps
▪Gather existing documentation and assemble a review team with ITS staff and stakeholders to define objectives for the update process. ▪Identify critical systems and data, assess risks and vulnerabilities, and conduct a Business Impact Analysis (BIA) to prioritize recovery efforts. ▪Evaluate existing recovery strategies and procedures, then incorporate new risks and technologies into the plan, revising strategies and updating contact information as needed.
▪Establish communication protocols for disaster scenarios and coordinate with external agencies and service providers to ensure cohesive response efforts. ▪Create detailed recovery procedures and conduct regular testing of the plan, while training ITS staff and key personnel on their roles and raising awareness among all employees.
▪Document all updates and changes, review and approve them with senior management, and schedule regular reviews and audits to implement continuous improvement and compliance.
Prerequisites
▪IT Disaster Recovery Plan
Stakeholders
▪Foster City Staff
Resources
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 21
▪ITS Department
▪Foster City Leadership
▪Third Party Consultant
Estimated Cost
▪Staff Time
▪External Consulting Fees: ~$15,000
Estimated Timeline
▪Q3 2024 (3 Months)
Impact Statement
▪The City currently has a formal disaster response plan framework in place, providing a solid foundation for handling IT emergencies. However, the plan is slightly outdated and must be revised to address the evolving threats of today's digital landscape. Updating this policy will enhance the City's resilience against new risks, ensuring quicker recovery and continuity of critical services. An up-to-date disaster recovery plan will safeguard public data, maintain trust in City services, and optimize resource allocation during crises, ultimately becoming a valuable asset that strengthens the City's overall security posture.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 22
(4) – Introduce IT Governance
Gaps Addressed
▪Stakeholders report that they would like to see more proactivity from the ITS department regarding modernization strategies for City systems.
Action Steps
▪Establish a governance framework that aligns with organizational goals and industry standards.
▪Identify and communicate clear, measurable objectives that support the organization’s future state vision.
▪Form a steering committee with representatives from key departments to oversee IT governance and ensure alignment with business goals. ▪Develop and track performance metrics to measure progress towards strategic objectives and make data-driven decisions.
▪Schedule regular governance reviews to assess the effectiveness of IT initiatives and adjust strategies as needed to stay aligned with the future state vision.
Prerequisites
▪None
Stakeholders
▪Foster City Staff
Resources
▪ITS Department
▪Foster City Leadership
Estimated Cost
▪Staff Time
▪External Consulting Fees: ~$5,000 - $8,000
Estimated Timeline
▪Q1 2025 (3 Months)
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 23
Impact Statement
▪Implementing IT governance will significantly enhance the alignment of IT initiatives with the organization’s strategic goals, ensuring that all efforts contribute to the overall vision. By establishing clear objectives and performance metrics, the IT department can stay focused on key priorities and measure progress effectively.
The formation of a steering committee will provide essential oversight and facilitate better decision-making through cross-departmental collaboration. Regular governance reviews will ensure continuous improvement and adaptability in response to changing business needs. Ultimately, this structured approach will lead to increased efficiency, reduced risks, and a stronger foundation for future growth and innovation within the organization.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 24
(5) – Develop and Document a Clear IT Succession Plan
Gaps Addressed
• The City currently lacks knowledge transfer and a clear succession plan for the IT department.
Action Steps
▪Identify key roles and responsibilities within each department and establish criteria for succession planning, including skills, experience, and potential for growth. ▪Develop a standardized knowledge transfer protocol to document critical processes and procedures, encouraging experienced employees to create detailed documentation and instructional materials.
▪Create a feedback mechanism for employees to report gaps in knowledge transfer and succession planning, regularly reviewing and updating processes based on feedback and evolving organizational needs.
Prerequisites
▪Identification of key roles and critical systems within each department.
Stakeholders
▪Foster City Staff
Resources
▪ITS Department ▪Foster City staff
Estimated Cost
▪Staff Time
Estimated Duration
▪Q3 2025 (3 Months)
Impact Statement
▪Implementing a clear succession plan and structured knowledge transfer processes will enhance the City's operational efficiency and resilience. Ensuring multiple team members are proficient in critical systems minimizes disruptions from key personnel unavailability.
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 25
(6) – Implement and Deploy Multi-Factor Authentication
Gaps Addressed
▪The City currently does not employ multi-factor authentication (MFA), leading to increased vulnerability to unauthorized access and security breaches. ▪Relying solely on single-factor authentication exposes the City's systems and data to potential risks from phishing, password theft, and other cyber threats.
Action Steps
▪Assess current authentication processes and identify areas where MFA can be implemented to enhance security.
▪Choose an MFA solution that aligns with the City's IT infrastructure and security requirements, considering factors such as ease of use, cost, and integration capabilities.
▪Develop and implement a phased rollout plan for MFA, starting with high-risk systems and gradually extending to all critical systems and applications. ▪Conduct training sessions for employees to educate them on the importance of MFA, how to use it, and how it will impact their daily activities.
Prerequisites
▪Assessment of current authentication methods and identification of high-risk systems and applications.
▪Selection of an MFA solution that meets the City's security needs and integration requirements.
Stakeholders
▪Foster City Staff
▪ITS Department
Resources
▪ITS Department
▪MFA Technology
▪Foster City staff
Estimated Cost
▪Staff time
Estimated Duration
▪Q3 2024 (3 Months)
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 26
Impact Statement
▪Implementing multi-factor authentication will significantly enhance the City's cybersecurity posture by reducing the risk of unauthorized access and security breaches. MFA adds an additional layer of protection, making it more difficult for malicious actors to compromise user accounts and access sensitive information.
This improved security measure will help protect the City's data, maintain public trust, and ensure industry standards and regulations compliance. This resulted in an increased insurance premium. Ultimately, adopting MFA will contribute to a safer and more resilient IT environment for the City.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 27
(7) –Achieve PCI Compliance
Gaps Addressed
▪The City is currently not PCI Complaint
Action Steps
▪Install and maintain firewall configurations, change default security settings, and protect against malware by regularly updating anti-virus software. ▪Encrypt stored cardholder data and data transmitted over open, public networks.
Use encryption, truncation, masking, and hashing as needed. ▪Limit access to cardholder data to those with a business need to know and implement strong authentication measures for accessing system components. ▪Track and monitor all access to network resources and cardholder data and conduct regular security tests and assessments.
▪Maintain a comprehensive information security policy addressing security responsibilities and practices for all personnel.
Prerequisites
▪None
Stakeholders
▪Foster City Staff
▪ITS Department
Resources
▪ITS Department ▪Foster City staff
Estimated Cost
▪Staff Time
▪Cost TBD requires formal scoping
Estimated Duration
▪Q1 2025 (3 Months)
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 28
Impact Statement
▪Achieving PCI compliance ensures the City's cardholder data handling meets industry security standards. Implementing comprehensive security measures reduces the risk of data breaches, enhancing the integrity and confidentiality of cardholder data. This initiative boosts trust in the City's financial transactions, supports regulatory compliance, and protects against legal and financial liabilities.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 29
(8) – Perform an Audit of Information Housed in “Randy-Ware” Software
Gaps Addressed
▪Information is housed in an old legacy system (Randy Ware) that is hard to maintain and secure.
Action Steps
▪List Randy Ware programs that contain information relevant or sensitive to the City. ▪Identify stakeholders currently using Randy Ware systems and gather their input on system usage and data importance.
▪Assess data security to evaluate the current security measures in place for the Randy Ware system, identifying vulnerabilities and potential risks. ▪Review data relevance to determine the importance and necessity of the data stored within Randy Ware programs, streamlining and prioritizing critical information.
▪Develop a plan to replace all Randy Ware systems with more secure and manageable solutions.
Prerequisites
▪None
Stakeholders
▪Foster City Staff
▪ITS Department
Resources
▪ITS Department ▪Foster City staff
Estimated Cost
▪Staff Time
▪Cost TBD requires formal scoping
Estimated Duration
▪Q1 2025-Q2 2025 (3-6 Months)
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 30
Impact Statement
▪Performing an audit of all information housed within the in-house Randy Ware system will identify critical gaps in data security and system maintenance. By listing relevant programs and stakeholders, assessing current security measures, and reviewing data relevance, the City can develop a comprehensive plan to replace all Randy Ware systems. This initiative will enhance the security and manageability of the City's information systems, reducing risks associated with the legacy system and ensuring the protection of sensitive data.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 31
(9) – Review City Wide Physical Security Plan/ Implement Plan Gaps Addressed
▪The City lacks physical security in certain areas, including unsecured doors in areas of the building that can allow access to stairwells, posing a risk for the intrusion of data and sensitive information.
▪Insufficient physical security measures can lead to unauthorized access to multiple building floors, increasing the risk of data breaches and exposure of sensitive information.
▪The City has a lack of security cameras within server rooms, compromising the ability to monitor and secure these critical areas.
▪Certain hardware is behind locked doors, but critical hardware components lack warning labels, increasing the risk of accidental or unauthorized interference (e.g., unplugging critical plugs).
Action Steps
▪Conduct a comprehensive security assessment to identify all vulnerable areas, focusing on unsecured doors and access points to stairwells. ▪Develop a plan to enhance physical security, including installing secure locks, access control systems, and surveillance cameras in identified vulnerable areas. ▪Implement stricter access control measures, such as electronic keycards or biometric systems, to limit unauthorized entry to sensitive areas. ▪Train employees on physical security protocols, emphasizing the importance of maintaining secure access points and reporting any security concerns. ▪Regularly review and update the physical security plan to address emerging threats and ensure ongoing protection of the building and its contents.
Prerequisites
▪None
Stakeholders
▪Foster City Staff
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 32
Resources
▪Foster City Staff
▪Third Party Consultant
Estimated Cost
▪Staff Time
▪External Consulting Fees: ~$5,000.00
Estimated Duration
▪Review: Q4 2024
▪Implement: Q3 2025
Impact Statement
▪Enhancing physical security measures across the City’s buildings will significantly reduce the risk of unauthorized access, protecting sensitive data and information.
By securing doors and access points to staff areas, the City can prevent potential intrusions and ensure that only authorized personnel have access to restricted areas. This initiative will foster a safer environment, safeguarding both physical and digital assets, and maintaining public trust in the City's ability to protect its infrastructure and information. Ultimately, improved physical security will contribute to the overall resilience and integrity of the City's operations.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 33
(10) – Managed Security Provider
Gaps Addressed
▪Currently, there is no around-the-clock monitoring and incident response capabilities.
▪Receive access to security experts and advanced tools to offer comprehensive security management, threat intelligence, and up-to-date knowledge on emerging cyber threats.
Action Steps
▪Conduct a thorough analysis to identify the specific security needs and objectives of the organization.
▪Research and evaluate potential MSPs based on their expertise, service offerings, and fit with organizational needs. Request proposals, conduct interviews, and select the MSP that meets the criteria. Finalize contracts, Service Level Agreements (SLAs), and terms of service.
▪Allow the MSP to perform an initial assessment of the existing IT infrastructure to identify potential risks and areas for improvement. Provide the MSP with necessary access to systems, networks, and data.
▪Configure and customize security tools with the MSP, integrating them with existing IT infrastructure and setting up monitoring systems.
▪Pilot-test the MSP’s services, resolve any issues and validate that the MSP meets SLAs and performance metrics.
▪Roll out the MSP’s services organization-wide, provide training sessions, and ensure all processes and configurations are documented.
Prerequisites
▪Policies & Procedures
Stakeholders
▪Foster City Staff ▪ITS Department
Resources
▪ITS Department
▪Foster City Departments
Estimated Cost
▪Staff Time
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 34
▪Budget Allocation: $50,000
▪Software Cost: ~$50,000 - $90,000
Estimated Timeline
▪Q1 2025 (6 Months)
Impact Statement
▪Implementing a Managed Security Provider (MSP) will significantly enhance the organization's cybersecurity posture by providing continuous, expert monitoring and rapid response to threats. This proactive approach minimizes the risk of data breaches, ensures regulatory compliance, and protects sensitive information.
Additionally, leveraging the MSP's advanced tools and expertise allows internal IT resources to focus on core business functions, ultimately improving overall operational efficiency and security.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 35
C. Digital City Experience
The Foster City website contains hard to find information, outdated graphics, leading to underuse by Citizens. To address these issues, it's crucial to optimize the website experience and enhance Digital City initiatives. Additionally, to further improve communication and data gathering, the City recognizes the importance of reliable connectivity during outreach events. Foster City is committed to modernizing its services and embracing technology to provide an enhanced "Digital City Experience" for its Citizens and employees.
DIGITAL CITY EXPERIENCE
Optimize Website
Implement City Council Vote Tracking Technologies
Implement Internet of Things (IoT) Devices:
Smart Traffic Lights
City Park Wi-Fi
Smart Building Systems
Smart Poles
Smart Meters
Implement Agenda Management Software
Implement A.I. Meeting Minutes Software
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 36
(11) - Optimize Website Experience
Gaps Addressed
▪The City's website lacks visually appealing graphics, making it less engaging for visitors.
▪Information is hard to find, leading to a poor user experience for citizens. ▪The website does not support embedded files linked to text, limiting its functionality.
Action Steps
▪Conduct a comprehensive review of the current website to identify specific areas for improvement and gather feedback from citizens and staff. ▪Develop a detailed plan for revamping the website, incorporating visually appealing graphics, better navigation, and support for embedded files. ▪Implement an AI feature to assist citizens with finding information and answering questions, such as permitting inquiries.
▪Create an interactive calendar to better communicate information regarding City events, parks, and other activities.
▪Develop interactive dashboards to display City progress on legislative topics and other key initiatives.
▪Design and integrate virtual tours of City facilities available to the public, enhancing transparency and engagement.
▪Improve the citizen inquiry and complaint distribution/tracking system to ensure efficient handling and resolution of issues.
Prerequisites
▪Comprehensive assessment of current website functionalities and identification of areas for improvement.
▪Selection of appropriate technologies and tools to support the desired features and functionalities.
Stakeholders
▪ITS Department
▪Foster City citizens
▪Foster City Staff
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 37
Resources
▪Website Vendor
▪Third Party Consultant
▪ITS Department
Estimated Cost
▪Staff time
▪Budget allocation: $15,000
▪Software costs: $15,000-$50,000
Estimated Timeline
▪Q1 2025 (3 Months)
Impact Statement
▪Optimizing the City's website will significantly enhance the user experience for citizens and support the various departments that utilize the website to share critical information. By incorporating visually appealing graphics, better navigation, and advanced features such as AI assistance, interactive calendars, dashboards, and virtual tours, the website will become a more effective tool for communication and engagement. Improved inquiry and complaint tracking will ensure that citizen issues are addressed promptly and efficiently. Ultimately, these enhancements will lead to greater citizen satisfaction, better access to information, and increased transparency in City operations.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 38
(12) – Implement Agenda Management System with Vote Tracking Technologies
Gaps Addressed
▪City Council voting is currently conducted verbally, leaving room for errors and miscommunication.
▪Attendees and citizens have difficulty keeping track of City Council members' votes. ▪There is no visual display of voting results, leading to potential confusion and lack of transparency.
▪The current agenda management software (PrimeGov) is ineffective and has never worked correctly since its launch in late 2022.
Action Steps
▪Determine the key features needed based on input from citizens and City Council. ▪Develop a basic plan with budget, timeline, and vendor options. ▪Conduct a needs assessment to identify the specific requirements for agenda management software, including input from all departments involved in meeting preparation.
▪Research and select an agenda management software solution that meets the identified needs, ensuring it integrates with existing systems and workflows. ▪Develop an implementation plan, including system configuration, data migration, and training for relevant staff.
▪Pilot the agenda management software with a small group of users to test its functionality and gather feedback for any necessary adjustments. ▪Roll out the agenda management software citywide, providing ongoing support and training to ensure smooth adoption and effective use.
Prerequisites
▪None
Stakeholders
▪Foster City Staff
▪Foster City Council
▪Citizens
Estimated Cost
▪Staff Time
▪Consulting Services: $35,000
▪Software Costs: $85,000
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 39
Estimated Timeline
▪Q1 2025 (3 Months)
Impact Statement
▪Implementing City Council vote tracking technologies and agenda management software will significantly enhance the accuracy, transparency, and efficiency of council voting processes and meeting management. By displaying voting results on a video board, attendees and citizens will clearly see how council members vote, reducing potential errors and miscommunication. The new agenda management software will streamline meeting preparation, management, and documentation through automated agenda creation, real-time collaboration, and easy access to historical records. These technologies will improve public trust and engagement by providing clear, accessible records of council decisions and meeting materials.
Ultimately, this initiative will lead to more effective governance and decision- making, benefiting both City officials and the public.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 40
(13) – Implement Internet of Things (IoT) Devices
Gaps Addressed
▪The city currently does not use advanced IoT (Internet of Things) devices, which could enhance various services and infrastructure management. ▪There is limited real-time data collection and analysis to optimize city services such as traffic management, public Wi-Fi, building systems, street lighting, and utility metering.
▪Existing infrastructure does not fully leverage technology to improve efficiency, safety, and citizen engagement.
Action Steps
▪Conduct a comprehensive needs assessment to identify the specific IoT applications that will provide the most benefit, such as smart traffic lights, city park Wi-Fi, smart building systems, smart poles, and smart meters. ▪Research and select suitable IoT technologies and solutions that align with the city's infrastructure and requirements.
▪Develop a detailed implementation plan for each IoT application, including pilot testing, integration with existing systems, and data management protocols. ▪Train city staff and relevant personnel on the installation, use, and maintenance of IoT devices to ensure effective deployment and operation. ▪Establish a monitoring and evaluation framework to assess the performance of IoT devices, gather feedback, and make necessary adjustments to optimize their functionality and benefits.
Prerequisites
▪Comprehensive assessment of current infrastructure and identification of areas for IoT integration.
▪Selection of appropriate IoT solutions that meet the city's needs and integration requirements.
Stakeholders
▪Foster City Staff ▪Citizens
Resources
▪ITS Department
▪Third Party Consultant
▪Software Vendor
Estimate Cost
▪Requires formal scoping
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 41
Estimated Timeline
▪Q1 2026- Q3 2027 (18 Months)
Impact Statement
▪Implementing IoT devices such as smart traffic lights, city park Wi-Fi, smart building systems, smart poles, and smart meters will significantly enhance the city's infrastructure and services. These technologies will enable real-time data collection and analysis, leading to more efficient traffic management, improved public safety, better energy management, and enhanced citizen engagement. By leveraging IoT solutions, the city will be able to provide more responsive and effective services, improve operational efficiency, and create a more connected and intelligent urban environment. Ultimately, these advancements will contribute to a higher quality of life for citizens and a more sustainable and resilient city.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 42
(14) – Implement A.I. Meeting Minutes Software
Gaps Addressed
▪The current system for generating meeting minutes only produces action items, lacking comprehensive summaries of the meetings.
▪The City Council requires both action items and detailed summaries to ensure thorough documentation and understanding of discussions and decisions. ▪Manual creation of meeting summaries can be time-consuming and prone to errors, leading to incomplete or inaccurate records.
Action Steps
▪Research and select an AI meeting minutes solution that can generate both action items and detailed summaries, ensuring it meets the City's needs and integrates with existing systems.
▪Train relevant staff and council members on using the new AI meeting minutes software to ensure effective adoption and usage.
▪Conduct thorough testing on selected software to ensure the accuracy of recorded minutes and seek approval from the City Council for the generated note format.
Prerequisites
▪None
Stakeholders
▪Foster City Staff ▪City Council
Resources
▪ITS Department ▪Software Vendor
Estimated Cost
▪Staff time
▪Software costs: $0-$20,000
Estimated Timeline
▪Q4 2024 (3 Months)
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 43
Impact Statement
▪Implementing an AI meeting minutes software will significantly enhance the efficiency and accuracy of documenting City Council meetings. By generating both action items and detailed summaries, the new system will provide comprehensive records of discussions and decisions, improving transparency and accountability.
This technology will save time and reduce errors associated with manual minute- taking, allowing staff to focus on more strategic tasks. Ultimately, the AI meeting minutes software will contribute to better-informed decision-making and increased public trust in the City's governance processes.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 44
C. Infrastructure Resiliency
Moving forward, Foster City aims to achieve "Infrastructure Resiliency" by reducing the magnitude and duration of disruptive IT-related events. To be effective, a resilient infrastructure or enterprise must be able to anticipate, absorb, adapt to, and rapidly recover from a potentially disruptive event. To better manage its IT assets and service delivery across The City, well-defined IT Service Management Standards are essential. Moreover, evaluating the help desk tool currently in use can help increase the quality and confidence in the services provided by the ITS department. Additionally, exploring the potential of moving systems from on-premises to a cloud-based model generally is beneficial in cost savings and lowered resourcing demands.
The efficacy of The City organization significantly hinges on the performance of its Information Technology Services (ITS) department, especially in an era where digital transformation dictates operational success. An inefficient ITS department compromises essential functions, from public service delivery to internal operations, data management, and security protocols. Consequently, conducting an IT Staff Skills Assessment becomes imperative to identify knowledge gaps, obsolete skill sets, and areas requiring immediate improvement. Following this assessment with a logical departmental restructuring ensures alignment with contemporary technological trends, promotes efficiency, and positions The City for better service delivery, risk mitigation, and sustainable growth.
Through the implementation of the proposed Action Items, The City will improve its level of Infrastructure Resiliency. These projects will positively impact The City’s IT environment, which will aid The City in providing improved service delivery to Foster City’s Citizens.
INFRASTRUCTURE RESILIENCY
Upgrade / Replace Outdated Hardware
Perform Battery Replacements for the UPS
Evaluate Software as a Service (SaaS) Migration
Opportunities
Implement Scheduling Software for the Police Department Implement a Modernized Phone System
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 45
(15) – Upgrade/ Replace Outdated Hardware
Gaps Addressed
▪The City currently has outdated servers that require upgrades.
Action Steps
▪Conduct a comprehensive inventory and assessment of all existing hardware to identify outdated or underperforming equipment.
▪Establish criteria for hardware specifications and performance standards that align with the City's current and future technological needs. ▪Develop a phased plan for upgrading or replacing outdated hardware, prioritizing critical systems and areas with the most significant impact on City operations. ▪Allocate budget and resources for the procurement of new hardware, ensuring compatibility with existing systems and future upgrades. ▪Implement a regular review schedule to assess hardware performance and specifications, making adjustments as needed to keep all equipment up to date.
Prerequisites
▪Comprehensive assessment of current hardware and identification of specific needs for upgrades or replacements.
▪Selection of appropriate hardware solutions that meet the City's performance and compatibility requirements.
Stakeholders
▪Foster City Staff
▪ITS Department
Resources
▪ITS Department ▪Hardware Vendor
Estimated Cost
▪Staff Time
▪Requires Formal Scoping; ~$1,000 - $10,000
Estimated Timeline
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 46
▪Q4 2024 (3 Months)
Impact Statement
▪Upgrading and replacing outdated hardware will ensure that the City's technological infrastructure remains robust, efficient, and capable of supporting new systems and upgrades. By maintaining up-to-date hardware and operating systems, the City can enhance performance, reduce downtime, and improve overall operational efficiency. Regular reviews and proactive upgrades will prevent potential issues related to compatibility and performance, allowing the City to leverage advanced technologies effectively. Ultimately, this initiative will contribute to a more resilient and future-proof IT environment, benefiting both City employees and the public they serve.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 47
(16) – Perform Battery Replacements for the UPS
Gaps Addressed
▪In the past, the City has experienced disruptions from the UPS affecting critical City functions.
▪City Stakeholders have identified this as an area for improvement and one that needs to be regularly maintained.
Action Steps
▪Conduct an inventory of all UPS units and identify those with aging or expired batteries.
▪Develop a maintenance and replacement schedule for UPS batteries, ensuring regular checks and timely replacements.
▪Allocate budget and resources for the procurement and installation of new batteries.
▪Train relevant staff on the maintenance and replacement procedures to ensure proper handling.
▪Implement a monitoring system to track battery health and performance, enabling proactive maintenance.
Prerequisites
▪Comprehensive inventory of existing UPS units and batteries. ▪Allocation of budget and resources for battery procurement and replacement.
Stakeholders
▪Foster City Staff
Resources
▪ITS Department
▪UPS Battery Vendor
Estimated Cost
▪Staff time
▪Staff training
▪Hardware costs: ~$5,000 - $30,000
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 48
Estimated Timeline
▪Q3 2024 (3 Months)
Impact Statement
▪Regular maintenance and timely replacement of UPS batteries will significantly reduce the risk of power disruptions, ensuring continuous and reliable power supply to critical systems. This proactive approach will minimize downtime, prevent potential data loss, and enhance overall operational efficiency. By implementing a monitoring system, the City can stay ahead of potential issues and maintain a robust power infrastructure that supports its technological needs.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 49
(17) – Evaluate Software as a Service (SaaS) Migration Opportunities Gaps Addressed
▪Inflexibility and high maintenance costs of on-premises software solutions. ▪Limited scalability and accessibility of current software systems. ▪Potential for improved efficiency and cost savings through SaaS solutions.
Action Steps
▪Conduct a comprehensive review of current software systems to identify those suitable for migration to SaaS.
▪Research and evaluate potential SaaS solutions, considering factors such as cost, scalability, security, and functionality.
▪Develop a migration plan, including timelines, resource allocation, and risk mitigation strategies.
▪Train staff on the new SaaS solutions and provide ongoing support to ensure smooth adoption and utilization.
Prerequisites
▪None
Stakeholders
▪Foster City Staff ▪ITS Staff
Resources
▪ITS Department ▪Third Party Consultant
Estimated Cost
▪Staff time
Estimated Timeline
▪Q3 2025 (3 Months)
Impact Statement
▪Migrating to SaaS solutions will provide the City with flexible, scalable, and cost- effective software, reducing reliance on on-premises systems. This lowers maintenance costs, enhances accessibility, and improves efficiency. The transition Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 50
ensures the City's software infrastructure stays current with technological advancements and supports evolving needs.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 51
(18) – Implement Modernized Phone System
Gaps Addressed
▪The City operates with outdated phone equipment, leading to poor communication and inefficiencies.
Action Steps
▪Complete the vendor selection process, leveraging the published RFP to choose the most suitable modern phone system.
▪Develop an implementation plan, including system configuration, data migration, and user training.
▪Pilot the modern phone system with a small group of users to test its functionality and gather feedback.
▪Train all relevant staff on using the new phone system and provide ongoing support to ensure smooth adoption.
▪Transition from the outdated phone system to the modernized solution, ensuring minimal disruption to City operations.
Prerequisites
▪None
Stakeholders
▪Foster City Staff
Resources
▪IT Staff
Estimated Cost
▪ Budget Allocation: $275,000
▪Software costs:
oFirst Year: ~$90,000
oAnnual: ~$70,000.
Estimated Timeline
▪Q3-Q4 2024 (6 Months)
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 52
Impact Statement
▪Implementing a modernized phone system will significantly enhance communication capabilities across the City. By adopting advanced features such as voicemail-to-email, smartphone apps, voicemail transcription, and Microsoft Teams integration, the City can improve operational efficiency and reduce communication-related costs. The transition to a modern phone system will ensure reliable and effective communication, supporting better coordination and service delivery for City operations.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 53
(19) Standardize Hardware & Software Usage
Gaps Addressed
▪Currently, there is no clear approach to the issuance of City hardware. ▪Department stakeholders must request each piece of hardware for new employees individually, leading to many employees being unaware of what is available to them.
▪Employee system permissions are modeled after existing or former employee roles, resulting in employees frequently encountering issues with access to necessary resources.
Action Steps
▪Determine department-specific hardware and software requirements ▪Collaborate with each department to prioritize the replacement of workstations ▪Standardize the equipment available and used in each department, including warranty and lifecycle service terms
▪Determine which processes within departments require uniform versions of software
▪Utilize an Asset Management Tool to document service life for hardware such as workstations
Prerequisites
▪IT Policies and Procedures
▪IT Governance
Stakeholders
▪Foster City Staff
Resources
▪ITS Department
▪Foster City Staff
▪Third Party Consultant
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 54
Estimated Cost
▪Staff time
Estimated Timeline
▪Immediate: (3 Months) Q1 2025
Impact Statement
▪Standardizing City equipment and system usage will greatly enhance operational efficiency and service delivery. By implementing uniform standards, the City can streamline maintenance processes, reduce downtime, and improve equipment repairs and replacements. Standardization will also simplify training for City employees, leading to quicker onboarding and more consistent performance across departments. Additionally, it will enable better data integration and analysis, facilitating more informed decision-making and resource allocation. This approach will ultimately improve the reliability and quality of public services, contributing to a more efficient, responsive, and resilient City infrastructure.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 55
D. Data-Driven Decisions
With the help of modernized enterprise software systems, workflow automation can be achieved for process optimization, which can access data in real-time. Continuously optimizing these systems is essential to make the dashboarding tools effective for visualizing key performance indicators, which are used by businesses to evaluate various aspects of their performance while generating actionable insights through scenario planning.
Insufficient integration between enterprise systems results in burdensome and siloed operations. Providing comprehensive training programs for critical business systems is essential to ensure that employees have the necessary knowledge and skills to use the systems efficiently, leading to improved accuracy, productivity, and efficiency in day-to-day operations. The training program will promote standardized practices and enhance consistency across various departments, leading to better collaboration and streamlined processes, ultimately serving its community better.
Avèro Advisors has proposed a set of Action Items that can help Foster City address its existing gaps and meet its business goals of making "Data-Driven Decisions" a reality. The proposed activities aim to optimize the functional capabilities of modern enterprise technologies and empower City employees by providing them with the necessary knowledge to use these systems effectively. The activities also aim to enhance collaboration, streamline processes, and improve service delivery through a technology modernization approach.
DATA-DRIVEN DECISIONS
ERP Replacement Planning
Implement New ERP System
Financial Management System
Human Resource/ Payroll System
Enterprise Land Management System
Optimize and Integrate Current Systems:
Cartegraph
ArcGIS
Establish Document Management Standards-LaserFiche
Implement Quarterly Systems Training
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 56
(20) – Implement Performance Management Software
Gaps Addressed
▪Standardizes and automates the review process, ensuring regular, objective, and consistent evaluations, which help in maintaining fairness and transparency ▪Facilitates continuous feedback and creates personalized development plans, providing employees with regular guidance and access to relevant training resources, thereby enhancing their growth and performance.
Action Steps
▪Conduct a thorough analysis to identify the specific performance management needs and objectives of the organization. Engage stakeholders to gather detailed requirements and the desired features and functionalities of the software. ▪Research and evaluate potential performance management software vendors based on functionality, ease of use, scalability, and cost. Request demos, review case studies, and select a vendor that meets the organization’s requirements.
Finalize contracts and terms of service.
▪Work with the selected vendor to configure and customize the software to align with the organization’s performance management processes. Set up performance metrics, review cycles, user roles, and permissions according to organizational needs.
▪Integrate the performance management software with other relevant systems, such as HR and payroll systems, to streamline processes and data flow. ▪Develop and deliver comprehensive training programs to ensure all users are proficient in using the new software.
Prerequisites
▪None
Stakeholders
▪Foster City Staff
▪Foster City Human Resources
▪ITS Department
Resources
▪ITS Department
▪Foster City Departments
▪Foster City Human Resources
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 57
Estimated Cost
▪Staff Time
▪Software fees: ~$25,000 - $170,000 (Dependent on modules desired) Estimated Timeline
▪Q1-Q2 2025 (6 Months)
Impact Statement
▪Implementing performance management software will transform the way our organization tracks and enhances employee performance, fostering a culture of continuous improvement and accountability. This software will streamline goal setting, performance reviews, and feedback processes, reducing administrative burden and increasing efficiency. By providing real-time insights and data- driven analytics, it will empower managers to make informed decisions and support employee development more effectively. Ultimately, this will lead to improved employee engagement, productivity, and overall organizational success.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 58
(21) – Implement Permitting System
Gaps Addressed
▪Addresses the inefficiencies and inaccuracies associated with manual data entry by automating workflows and ensuring data consistency across departments. ▪Bridges the gap between different departmental systems, providing a unified platform for real-time access to permit information, thereby improving coordination and reducing delays.
Action Steps
▪Conduct a thorough needs assessment to understand the specific requirements of the permitting process. Engage with stakeholders to gather detailed requirements and define the scope of the system.
▪Evaluate and select a suitable permitting system vendor that meets the identified requirements. Follow procurement procedures to acquire the system, ensuring it fits within budget and compliance guidelines.
▪Configure and customize the permitting system to align with the organization's workflows and processes. This includes setting up user roles, permissions, and integrating with existing systems if necessary.
▪Provide comprehensive training to all users on how to effectively use the new permitting system. Plan a phased rollout, starting with a pilot phase, followed by full implementation, while offering ongoing support to address any issues that arise.
Prerequisites
▪Comprehensive review of current systems and engagement with stakeholders.
Stakeholders
▪Foster City Staff
▪Foster City Community Development
Resources
▪ITS Department
▪Foster City Departments
▪Foster City Human Resources
Estimated Cost
▪Staff Time
▪Software Fees: ~ $65,000 – ~ $200,000
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 59
Estimated Timeline
▪ Q3-Q4 2025 (6 Months)
Impact Statement
▪Implementing a new permitting system will significantly enhance operational efficiency by automating workflows and reducing manual data entry errors. It will improve real-time access to permit information across departments, fostering better coordination and faster processing times. This modernization will lead to increased transparency, accountability, and customer satisfaction.
Ultimately, the new system will support the City’s growth and development by streamlining the permitting process and enabling more effective resource management
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 60
(22) – ERP Replacement Planning
Gaps Addressed
▪City stakeholders have identified replacing the ERP system as a goal. ▪Current City systems lack integration, and often, users must enter data redundantly into City systems.
▪Stakeholders state that the current finance system NaviLine is outdated and very difficult to navigate, and reports generated from the system are difficult to read.
Action Steps
▪Conduct a comprehensive needs assessment to identify the specific requirements and challenges with the current ERP system.
▪Establish a dedicated project team, including members from IT, finance, procurement, and other relevant departments, and define their roles and responsibilities.
▪Develop a detailed project plan outlining the scope, objectives, deliverables, timeline with key milestones, and potential risks along with mitigation strategies. ▪Estimate the total cost of the ERP replacement project, including software, hardware, training, and consulting services, and identify potential funding sources to secure the necessary budget.
▪Conduct workshops and meetings with key stakeholders to gather detailed requirements and prioritize them based on importance and impact on City operations.
▪Conduct market research to identify potential ERP solutions and develop a comprehensive Request for Proposal (RFP) document outlining the City's requirements, evaluation criteria, and selection process. ▪Present the project plan, budget, and RFP to senior management and City council for review and approval, and make any necessary revisions based on feedback to secure final approval.
Prerequisites
▪Comprehensive needs assessment and engagement with all relevant departments.
▪Formation of a dedicated project team with defined roles and responsibilities. ▪Form a selection committee to ensure the new ERP system will meet City-wide requirements.
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 61
Stakeholders
▪Foster City Staff
▪ITS Staff
Resources
▪ITS Staff
▪Third Party Consultant
Estimated Cost
▪Staff Time
▪External Consultant Requirements Definition Fees: ~ $40,000 - $60,000 ▪External Consultant RFP Solicitation & Selection Fees: ~ $70,000 - $100, 000 Estimated Timeline
▪ Q4 2024-Q2 2025 (9 Months)
Impact Statement
▪Implementing an ERP system in Foster City will revolutionize our operational efficiency by integrating all departments into a unified platform, ensuring seamless communication and data sharing. This will lead to enhanced decision-making capabilities, allowing for more strategic and informed planning. The ERP system will automate routine tasks, reducing the workload on our staff and enabling them to focus on higher-value activities that directly benefit our community. Financial management will become more transparent and streamlined, ensuring better accountability and resource allocation.
Additionally, residents will experience improved services and faster response times due to the increased efficiency and coordination among City departments. Ultimately, the ERP system will foster a more responsive, efficient, and transparent government, enhancing the overall quality of life in Foster City.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 62
(23) – Implement New ERP System
Gaps Addressed
▪City stakeholders have identified replacing the ERP system as a goal. ▪The current ERP system is outdated and lacks necessary functionality to support City operations.
Action Steps
▪Establish a comprehensive implementation roadmap that outlines project objectives, key milestones, deliverables, timelines, and risk management strategies to guide the successful deployment of the new ERP system. ▪Oversee the procurement process, including publishing the Request for Proposal (RFP), evaluating vendor proposals, and selecting the ERP solution that best aligns with the organization’s needs and stakeholder expectations. ▪Perform system demonstrations that include selection committee members with shortlisted vendors to assess their solutions' capabilities and finalize the selection. ▪Develop and execute an implementation plan, including data migration, system configuration, and integration with existing systems.
▪Provide comprehensive training and support to all relevant staff to ensure smooth adoption and effective use of the new ERP system.
▪Monitor the implementation process, gather feedback, and make necessary adjustments to address any issues that arise.
Prerequisites
▪Complete ERP Replacement Planning task and gain support from senior management and City Council for the ERP replacement and implementation initiative.
▪Comprehensive needs assessment and engagement with all relevant departments.
▪Allocation of budget and resources for ERP procurement, implementation, and training.
Stakeholders
▪Foster City Staff
▪ITS Staff
Resources
▪ITS Staff
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 63
▪Foster City Staff
▪Software Vendor
▪Third Party Consultant
Estimated Cost
▪Staff Time
▪External Consultant Implementation Fees: ~$300,000 - $350,000 (Implementation fees vary depending on vendor and software(s) selected, accurate cost will require formal scoping)
▪Software fees: ~$250,000 - $1,400,00 plus annual service fees Estimated Timeline
▪Q3 2025-Q4 2027 (30 Months)
Impact Statement
▪Implementing a new ERP system will greatly enhance the City's ability to manage its resources, streamline processes, and improve data integration. A modern ERP system should include financial management, utility billing, human resources/payroll, and enterprise land management functionalities. The new ERP system will provide advanced functionality, better reporting capabilities, and support for process automation, leading to increased productivity and efficiency.
By replacing the outdated system with a modern solution, the City will ensure that its ERP infrastructure meets current and future needs, supporting better decision- making, improved resource management, and enhanced service delivery. This initiative will lay the foundation for a more efficient, effective, and responsive City administration.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 64
(24) – Optimize and Integrate Current Systems
Gaps Addressed
▪Multiple City stakeholders identified a need for better optimization of existing systems.
▪There is a strong desire to integrate systems where applicable, including Cartegraph and ArcGIS.
Action Steps
▪Conduct a comprehensive review of existing systems (Cartegraph, ArcGIS) to identify optimization and integration opportunities.
▪Develop a detailed integration and optimization plan, including specific objectives, timelines, and resource requirements.
▪Engage with stakeholders to gather detailed requirements and prioritize integration and optimization efforts based on impact and feasibility. ▪Allocate budget and resources for the optimization and integration initiatives, ensuring necessary tools and support are in place.
▪Implement the optimization and integration plan in phases, starting with critical systems, and provide training and support to staff for smooth adoption.
Prerequisites
▪Comprehensive review of current systems and engagement with stakeholders.
Stakeholders
▪Foster City Staff ▪ITS Staff
Resources
▪ITS Staff ▪Third Party Consultant
Estimated Cost
▪Will require formal scoping
Estimated Timeline
▪Q3 2027- Q2 2028 (12 Months)
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 65
Impact Statement
▪Optimizing and integrating current systems, including Cartegraph and ArcGIS, will enhance the efficiency and effectiveness of the City's IT infrastructure. By improving data sharing and collaboration, the City can improve service delivery and operational efficiency. This initiative will ensure that IT systems are fully leveraged to support the City's strategic goals, leading to better decision-making and improved performance. This comprehensive approach will result in a more cohesive and streamlined IT environment, supporting better resource utilization and improved outcomes for City operations.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 66
(25) – Establish Document Management Standards- LaserFiche Gaps Addressed
▪City stakeholders state that documents are hard to find within the system. ▪Currently, there is no efficient quick search feature; all searches result in multiple results.
▪Only two-thirds of the City's documents are stored digitally, with the remaining third still in physical form.
Action Steps
▪Conduct a comprehensive assessment of the current document management system to identify key issues and areas for improvement. ▪Develop and implement document management standards to streamline the organization and retrieval of documents within Laserfiche. ▪Improve naming fields/requirements for imported documents to create a searchable environment.
▪Digitize and integrate all remaining physical documents into the Laserfiche system to ensure a complete digital archive.
▪Provide training and support to staff on the new document management standards and search functionalities to ensure smooth adoption.
Prerequisites
▪None
Stakeholders
▪Foster City Staff ▪ITS Department
Resources
▪ITS Department ▪Third Party Consultant
Estimated Cost
▪Staff time
▪Staff training
▪Software fees: ~$20,000
Estimated Timeline
▪Q1 2025- Q4 2025 (12 Months)
Impact Statement
▪Establishing document management standards and implementing enhancements within Laserfiche will significantly improve the organization and retrieval of documents. By developing a robust quick search feature and digitizing all physical Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 67
documents, the City can ensure that all information is easily accessible and efficiently managed. This initiative will enhance operational efficiency, reduce the time spent searching for documents, and support better decision-making and service delivery. Ultimately, the project will lead to a more streamlined and effective document management system, benefiting all City departments and stakeholders.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 68
(26) – Implement Scheduling Software for the Police Department Gaps Addressed
▪Current time tracking and scheduling processes in the police department are paper-based and inefficient.
▪Officers must manually fill out paperwork for occurrences of overtime (OT), paid time off (PTO), and court time, leading to increased administrative workload and potential for errors.
▪Manual entry of scheduling and time-tracking information results in delays and reduced productivity.
Action Steps
▪Conduct a needs assessment to identify the specific scheduling and time- tracking requirements of the police department.
▪Research and select a scheduling software solution that meets the department's needs, ensuring it integrates with existing systems.
▪Develop an implementation plan, including system configuration, data migration, and user training.
▪Pilot the scheduling software with a small group of users to test its functionality and gather feedback.
▪Train all relevant staff and officers on using the new scheduling software and provide ongoing support to ensure smooth adoption.
▪Transition from paper-based to digital scheduling and time tracking processes, ensuring all occurrences of OT, PTO, and court time are recorded and managed within the new system.
Prerequisites
▪None
Stakeholders
▪Foster City Staff
▪Foster City Finance
▪Foster City Police Department
Resources
▪ITS Department ▪Software vendor
Estimated Cost
▪Staff Time
▪Software Costs: ~$15,000
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 69
Estimated Timeline
▪Q3-Q4 2024 (6 Months)
Impact Statement
▪Implementing scheduling software for the police department will significantly enhance the efficiency and accuracy of scheduling and time-tracking processes.
By transitioning from paper-based to digital processes, the department can reduce administrative workload, minimize errors, and improve overall productivity. This software will enable officers to easily record OT, PTO, and court time occurrences, ensuring accurate and timely data entry. The new system will streamline scheduling, enhance resource management, and support better decision-making, ultimately improving operational efficiency and service delivery in the police department.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 70
(27) – Implement Quarterly Systems Training
Gaps Addressed
▪Currently, there is no structured training program for systems; training is done via shadowing existing employees.
▪Some stakeholders report that only select users know how to use certain systems, and when that person is unavailable, operations are significantly slowed due to the knowledge gap.
Action Steps
▪Identify the current knowledge and skill gaps among employees to determine the key areas for training.
▪Plan a quarterly training schedule that aligns with the City’s operational calendar and employee availability.
▪Choose qualified trainers, either internal or external, and gather the necessary training materials and resources.
▪Define clear objectives for each training session to ensure focused and effective learning outcomes.
▪Inform all employees about the training schedule, objectives, and expectations well in advance.
▪Deliver the training sessions as per the schedule, using interactive and engaging methods to enhance learning.
▪Collect feedback from participants after each session to assess the effectiveness and make necessary adjustments for future training.
Prerequisites
▪Policies & Procedures
Stakeholders
▪Foster City Staff
▪Foster City Human Resources
▪ITS Department
Resources
▪ITS Department
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 71
▪Foster City Departments
▪Foster City Human Resources
Estimated Cost
▪Staff time
▪Software Training Tracking / Modules: ~$10,000 (Optional- price dependent on modules desired)
Estimated Timeline
▪ Ongoing: (every quarter)
Impact Statement
▪Implementing a structured quarterly training program will ensure that all employees are knowledgeable and proficient in using critical systems, reducing the reliance on a few key users. This initiative will enhance operational efficiency, minimize disruptions caused by knowledge gaps, and ensure that all staff members are equipped with the necessary skills to perform their duties effectively.
By providing regular and comprehensive training, the City can foster a culture of continuous learning and improvement, leading to better service delivery and a more resilient workforce.
Rest of page intentionally left blank
Development of an IT Strategic Plan
Final report date (08-23-2024)
Page | 72
IV. Conclusion
In today's digitally driven world, The City of Foster City’s commitment to a comprehensive IT Strategic Plan is paramount, ensuring both the effective functioning of its services and the safeguarding of its digital assets.
Updating Cybersecurity documentation is non-negotiable. As cyber threats continually evolve, so must The City’s defenses against them. Outdated security protocols leave The City vulnerable to attacks, which can lead to data breaches, financial losses, and a tarnished reputation as stewards of critical data. Updated documentation ensures that the organization is prepared to combat emerging threats, protect sensitive data, and maintain the trust of its Citizens.
Assessing ITS staff skills and evaluating the efficacy of the ITS departmental structure are equally crucial. As technology advances, IT professionals must continuously upgrade their skills to remain effective. Regular skills assessments help in identifying gaps, thereby informing training or recruitment needs. An efficient ITS departmental structure ensures that IT operations run smoothly, projects are executed successfully, and there is clear communication and collaboration among teams. An outdated or misaligned structure can lead to inefficiencies, bottlenecks, and missed opportunities for innovation.
Lastly, auditing enterprise business systems is foundational for operational excellence. Foster City must regularly assess that it has the right digital tools in place and that the tools are being utilized optimally. Without such audits, The City risks operating with redundant systems, wasting resources, or missing out on the benefits of more advanced or suitable solutions.
Ensuring tools are used to their full potential maximizes ROI and ensures that The City's operations are agile, efficient, and effective.
In conclusion, for Foster City to remain efficient, resilient, and trusted by both its employees and its constituents, The City must proactively forge ahead through the adoption of its IT Strategic Plan, addressing every facet from cybersecurity to the efficacy of its tools and teams.
Avèro recommends that The City revisit this plan every six (6) months during the plan’s initial rollout, and annually thereafter. It is important to document (and celebrate) completed milestones while still looking ahead to the next critical initiative.