Indio City Council
May 6, 2026

Information Technology Master Plan Findings and Recommendations (Ian Coz... Page 157 of 360 Information Technology Master Plan
City of Indio April 2, 2026

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The City of Indio Information Technology Master Plan
& Implementation Roadmap (ITMP Roadmap) is the
result of a comprehensive and thorough assessment
of the City’s existing technologies, operational
requirements and service delivery needs. This
document reflects a strategy that is technologically
strategic, operationally responsive, and fiscally
responsible. It addresses the unique requirements of
mission-critical business needs of City of Indio and its customers.

The ITMP Roadmap is the product of a collaborative effort with City of Indio’s management and staff who made valuable contributions throughout the project. A focus was placed on addressing management, operational and technology challenges that could be mitigated with Master investments in proven and emerging technologies. ThirdWave observed numerous strengths at the City of Indio including the following:
• Under the direction of the City Manager and the leadership of the Director of Information Technology, the execution of the 5-year IT Master Plan is a healthy indicator of the desire to intelligently plan the City’s future use of emerging technologies. • The City of Indio has made significant progress since the original IT Master Plan was completed by ThirdWave in June 2020, essentially executing the majority of strategic IT initiatives identified in that plan.
• City staff have a strong level of professionalism, with a conscientious commitment to delivering exemplary services to the city’s customers.

Preface

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• The level of engagement on the Staff Online Survey provided significant feedback in their written comments, providing considerable and valuable insights into end-user requirements. • The City’s leadership team is highly committed to the fullest use of automation, in order to provide extraordinary customer services.

The ITMP & Roadmap focuses on improving the status quo and articulating a path for City’s continuing evolution as an exceptional municipality ; it is comprised of two complementary volumes:

Volume 1: IT Master Plan (ITMP), providing functional and technical specifications and benefits for a comprehensive set of possible management, business process improvement, and Information Technology initiatives (this document); Volume 2: IT Master Plan 5-Year Implementation Roadmap (Roadmap), providing the final proposed and prioritized Information Technology initiatives, budget estimate s, 5 - year timeline, and enterprise benefits of adopting and finding the ITMP.

The challenge of adopting, funding and implementing an ITMP Roadmap is a formidable one.

However, given its 5-year timeline, there is plenty of latitude to execute the technology initiatives identified in the ITMP. The ITMP Roadmap is a living document that should be reviewed and adjusted on a yearly basis. It provides opportunit ies for new, more efficient ways of providing services. The purpose of the ITMP Roadmap is to ensure investments in Master business technologies are sound and deliver the highest possible value to City of Indio and its customers.

This document provides a wealth of data that can be leveraged over the next five years to facilitate excellence in service delivery, internal operations, and community well-being.

Special thanks to Ian Cozens , CGCIO and Director of IT, the leadership team, and Indio’s professional staff for their engagement and valuable input. This project could not have been completed without the close collaboration of staff and management.

Respectfully,

Roy R. Hernández
Founder, President & CEO
ThirdWave Corporation

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1.1 Information Technology Master Plan Vision

This document provides an Information Technology
Master Plan ( ITMP) custom tailored to the City of
Indio.

Informed by the unique organizational and
operational needs of City of Indio, the ITMP offers a
technologically sound vision focusing on Master
Business Technologies responsive to the challenges
and opportunities that exist at City of Indio.

The vision of the ITMP is to:

Provide a comprehensive roadmap fostering the use of proven state - of-the-practice Information Technology in the most Master, innovative, cost effective and efficient manner possible to support internal City operations, extraordinary customer service delivery, civic participation and community wellbeing.

The adoption and implementation of the ITMP will leverage effective investment in Information Technologies, while at the same time support City of Indio’s mission-critical services.

Section 1
Executive Summary

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1.2 Project Goal & Objectives

The goal of the project was to create an exceedingly
responsive five (5) year ITMP & Roadmap employing a
highly participatory process engaging City of Indio staff, management, and the IT department. The objectives are
to:
• Connect technology re sources, innovation, and
initiatives to the City’s core values and mission-critical services.
• Serve as an effective framework for how IT services are delivered throughout the City. • Define a clear set of goals, guiding principles, and Master priorities for accomplishing the City’s ITMP, principles and implementation roadmap.

The ITMP Roadmap represents the results of a comprehensive citywide assessment of IT needs.

It provides a high -level technical specification for thirty-six (36) Information Technology initiatives, including a compelling business case for each. Consequently, this is a sizable document.

This document is structured to provide sufficient details for each actionable recommendation, to the extent that the content could be used to develop numerous Request for Proposal/solicitation documents over the next five years. In other words, this is a technical reference volume (a blueprint for a 5-year construction project) not a document meant to be read in one sitting.

The ITMP document c ontains articulated obj ectives that will gui de how the City delivers innovative and effective services internally and to the public.

1.3 Project Approach & Methodology

The ITMP project employed a comprehensive and structured best-practice methodology. It applied ThirdWave’s patented data-driven method, which collects and synthesizes various types of information, including:
• Data on existing and planned Information Technology
• Focus Groups with IT staff and management
• Interviews with City of Indio’s leadership team
• Online Staff Survey, to allow all staff the opportunity to provide input • Ten (10) half -day Rapid Workflow ® business process improvement workshops addressing mission-critical business functions

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1.4 City of Indio Background Information

The City of Indio was incorporated in 1930. The City
operates under a City Council -City Manager form of
government with five elected members of the City
Council served by a City Manager and City Attorney.

The five Council Members are elected at large for four- year terms. Each year the Council selects the Mayor
on a rotational basis and determines assignments for
the external commissions and
committees.

Indio is a full-service city with 220 full-time staff and a $173.5 million budget for 2018 -19, with a $88.2 million General Fund budget. The City also operates three enterprise operations: Indio Water Authority, Indio Municipal Golf, and Solid Waste. Fire services are provided under contract by Cal Fire. While virtually all cities had to make significant cuts during the Great Recession, public safety was made, and continues to be, a priority for the City of Indio.

1.5 Information Technology Master Plan (ITMP) Findings

1.5.1 Summary of Key Findings

The ITMP project identified approximately thirty-six (36) Master initiatives spanning management, operational and technology areas of opportunity. Many of these represent solutions widely affecting customer service, are foundational to adopt emerging technologies, or provide staff with the fundamental tools they need to perform their operational/service delivery responsibilities.

The following provides a summary of the top ten (10) challenges and recommendations facing City of Indio but are not prioritized. (All initiatives are described in detail in Section 4, ITMP Recommendations in this document. Technical terms are defined in a glossary in Section 6 of this document.)

1. Tyler EPL Business License Enhancement (Organizational Excellence) IT staff revealed the public is having challenges in submitting business license applications. Other internal challenges include various workflows that require manual work, business license release issues, processing gross receipts and fees.

2. Project Planning & Procurement (Organizational Excellence) The IT Focus Groups staff revealed the IT Department often has several major projects going on at the same time. This results in the challenge of keeping track of them all.

3. Computerized Maintenance Management (Public Infrastructure) The Rapid Workflow® workshop with Public Works staff revealed the maintenance management process lacks automation. The lack of IT for inspections and maintenance work results in this work being done manually, a lack of historical data critical to maintenance management, and producing hardcopy Daily Progress Reports. The foregoing impacts budgeting and resource allocation.

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4. Construction Management Application (Public Infrastructure) The Rapid Workflow® workshop with Public Works staff and management revealed frustration with how long it takes to get a contract fully executed. This results in increased contractors, uncooperative contractors, impacts to project schedules, contractors/subcontractors not getting paid, and all submittals are not in the same place.

5. Mitel Phone system (Public Infrastructure)
The Infrastructure IT Focus Group with IT staff revealed the Mitel phone system is at end of sale and will be at end of life in 2028. Technical support will be at end in 2029. It is very difficult to patch Windows Servers . The existing system is unsupported and opens the City up to vulnerabilities.

6. CIP Application (Public Infrastructure)
The Rapid Workflow® business process workshop with Civil Engineering staff revealed there is no automated way to gather potential new CIP projects for the following year. The City l acks systematic methods and tools to gather and track projects; projects are in the big spreadsheet and are not reportable. Unknown projects can get in the way of other projects or result in duplicate efforts.

7. PD Radios (Car/Mobile Devices) (Public Safety)
The Infrastructure IT Focus Group with IT staff revealed current radios do not fully broadcast/meet PD needs; they cut out when first turned on and they lack sufficient battery life. This results in impacts to officer safety and a lack of service continuity.

8. EnerGov Meter Forms (Organizational Excellence)
The Rapid Workflow® workshop on EnerGov Meter forms with IWA revealed the B2: Water Meter Clearance Application is a PDF form, is not automated, and completing the form is confusing to the public. The D5: Water Meter Downsize Application has limited capabilities. This results in confused applicants, emailing forms back and forth, and wasted staff time.

9. Site Recovery Manager Setup (Organizational Excellence) The Hardware IT Focus Group with IT staff revealed Indio purchased Site Recovery Manager from VMware but have not implemented it for recovery across sites. If there was a disaster at one site, it would take a prolonged amount of time to recover another site, due to not fully implementing the recovery manager.

10. IT Staff Training (Organizational Excellence)
The IT organization Operation IT Focus Group with IT staff revealed IT has tools that are underutilized due to lack of staff time and training, including Cisco ISE identity control engine , Catalyst Center Network Monitoring and Control tool , and Argent device monitoring and log collector. This impacts the cybersecurity posture, is not leveraging automated network switches, IT is not as efficient as it could be and not leveraging security features.

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1.5.2 Summary of Key Recommendations

The ITMP & Roadmap project identified dozens of potential initiatives. The following are the most significant, and specific, actionable recommendations for the benefit they will deliver to City of Indio or its customers. The items below provide a summary of the top ten organizational and technical recommendations for the ITMP & Roadmap.

1. Tyler EPL Business License Enhancement (Organizational Excellence) Carry out system enhancements that will make the application friendlier to the public, e.g., simplify applications, focus on users that may not be computer savvy, provide auto -error notifications, automatically send renewal licenses. Configure internal enhancement, e.g., workflows providing access to other departments, fees, and changes in application fee status, etc.

2. Project Planning & Procurement (Organizational Excellence) Employ the IT Project Intake Form and the PMBOK best practice Project Management methodology. Provide Project Management fundamentals training and easy to use software to support these activities.

3. Computerized Maintenance Management System (Public Infrastructure) Carry out a CMMS planning/requirements definition initiative. Develop performance specifications including functional/technical requirements, report, and interface specifications tailored to Maintenance and Operations. The City has two options: Use these specs to investigate if CityWorks can meet the requirements and what cost. Option 2: Issue a competitive Request for Proposal for the evaluation, selection and procurement of CMMS software and professional implementation services. CMMS is critical from an operational standpoint as well as cost optimization.

4. Construction Management Application (Public Infrastructure) Public Works and Indio Water Authority are currently using Procore software. The application appears to provide the features and functions required by these departments. Business units seem to be satisfied with their functionality. Based on the foregoing, ThirdWave recommends Procore be evaluated to be adopted as a standard Construction Management tool for the City.

5. Mitel Phone System (Public Infrastructure)
The City should move forward with replacing the current phone system. Like all other projects, technical requirements and performance specifications should be articulated and used to ensure the new phone system meets the City’s requirements.

6. CIP Application (Public Infrastructure)
Carry out a C IP planning/requirements definition initiative. Develop performance specifications including functional/technical requirements, report, and interface specifications responsive to the City’s needs. Issue a competitive Request for Proposal for the evaluation, selection and procurement of CIP software and professional implementation services.

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7. PD Radios (Public Safety)
Purchase new hardware including 138 handheld and 99 car radios/mobile devices. (This formal replacement program started this year with quotes from Motorola.)

8. EnerGov Meter Forms (Organizational Excellence)
Make the B2 form electronic online forms in EnerGo v with editable fields, calculations, and clear labeling, instructions/helpful hints on how to fill out form with mouseovers . Change the name of the D5 Form to “Meter Downsize and Upsize Request Application”.

9. Site Recovery Manager Setup (Organizational Excellence) Finish the setup for Site Recovery Manager Setup. This will provide a fail over site with little or no intervention.

10. IT Staff Training (Organizational Excellence)
Develop a formal training plan with target dates for appropriate IT staff on the related systems.

Make this a priority for the IT Department. This promotes a more secure network, provides better visibility into the networks , and allows IT to respond to issues quicker. This would also r educe time used for configurations and be more proactive with network monitoring.

1.5.3 IT Master Plan & Roadmap Benefits

The IT MP project identified substantial potential
benefits that could be realized by implementing the
strategy. Qualitative and quantitative benefits were
identified in the Rapid Workflow® workshops.

This information was leveraged to prioritize IT MP
initiatives. A total of two hundred seventeen (217)
potential benefits were identified in nineteen (19)
types of benefit categories in the Rapid Workflow ®
business process workshops . The list is shown
below, with an average of 12 benefit opportunities per
mission-critical business process assessed in the
project.

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Figure 1.5.3.1: ITMP Potential Benefits

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2.1 Project Background, Goal & Objectives

The goal of the ITMP project is to identify internal and external technology needs; the role of Information
Technology within the I T organization; and responsive
technology solutions that will allow the City to provide exemplary services to residents and businesses in the City of Indio service area . Moreover, the ITMP Roadmap will help guide the City in responsive technology planning and sound investments.

The objective of the ITMP project is to provide a 5 -year ITMP Roadmap employing a highly participatory process
directly engaging City departments and staff. The ITMP Roadmap contains actionable recommendations that will
guide and shape how the City delivers innovati ve and
effective technology services throughout the organi zation and to the community at large.

This report is accompanied by a second volume, Volume II: Roadmap focusing on prioritization, budgeting and deployment timeline. As such, the following pages address “what” should be done, and the Roadmap addresses “when” and at “what cost.”

Section 2
Project Overview

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The objectives of the ITMP project are to:

• Perform an update on the Information Technology Master Plan. The last Master Plan was completed in April of 2020.
• Evaluate the current environment and to provide a strategic roadmap to align the IT effort and resources with the City’s recently completed Strategic Plan, industry best practices and standards and with the short and long-term goals of the City, Police, and Water Authority. • Provide actionable recommendations and be the guiding document that shapes how the City delivers innovative, unified and effective technology services throughout the organi zation and to the community.
• Look beyond the normal five year span to envision what an Indio “Smart City” of the future will look like.

To this end, the implementation of future business systems and Information Technology projects must be properly prioritized, scheduled and coordinated as part of an enterprise ITMP.

Implementation of the ITMP & Roadmap will help ensure the City’s technological advancement by making logical and sound investments in physical resources ( i.e., hardware, software, integrated systems, etc.) and human resources (staff and training).

2.2 IT Master Plan Project Approach

The ITMP project employed a comprehensive, logical and structured approach relying on the collection, assessment and synthesis of various types of information gathered during the project, including:
• Information Technology inventory data
• Management interview data
• City staff and Community online survey data
• IT focus group data
• Rapid Workflow® Business Process Workshop data

Figure 2.2.1 on the following page illustrates the approach used on the ITMP project. The project was broken into three phases: Discovery, Analysis / Requirements, and Recommendations / Strategy.

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Figure 2.2.1: Comprehensive Project Methodology

The project employed ThirdWave’s patented Enterprise Architecture data-driven methodology where data from one phase informs the subsequent project phases and forms the basis for the final recommendations and strategy.

Phase 1: Discovery Phase: established a baseline understanding of the City of Indio’s IT and business systems environment, including a survey of existing Information Technologies.

Phase 2: Requirements Assessment Phase : engaged a broad section of stakeholders, including:
• Department Heads: in eighteen (18) management interviews soliciting a management perspective on current and future operating challenges faced by departments.
• Online City Staff Survey with responses from 48 staff and management. • City staff: ten (10) Rapid Workflow® business requirements workshops were held to address departmental and enterprise operating/service delivery needs. The workshops had a total of twenty-one (21) staff participate. Many staff attended multiple workshops.
• IT staff: four focus groups addressing infrastructure, hardware, software, and I T operations and service delivery.

Phase 3: Master Plan and Roadmap Phase: synthesized all the data collected in previous tasks to produce prioritized technology initiatives, budget estimates and implementation plan.

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The ITMP & Roadmap identifies opportunities for improving business processes and customer service through policy, process and/or Information Technology initiatives.

Figure 2.2.2: Comprehensive Project Framework

ThirdWave’s IT Master Planning framework triangulates
on all key facets of the organization to get a crisp definition of business, functional and technology requirements to
produce responsive and actionable recommendations.

The project employed a participatory process including:
• Management Interviews: To address business unit
missions, business architecture, governance
structure, management policies, Master planning,
fiscal and staff resource allocation to effectively
sustain the ITMP & Roadmap.
• Online Staff Survey /Business Process
Workshops: To address city needs and opportunities
for streamlined business processes, methods and
procedures, and tools required by staff to provide
extraordinary service delivery.
• Technology Focus Groups: To address Master
information technologies with the appropriate
infrastructure, hardware, software, Enterprise
Architecture, organizational structure, knowledge,
skills and abilities; standards and best practices.

ThirdWave’s IT Master Planning Triangulation Framework recognizes that a viable ITMP must address all needs of the organization, including customer experience.

This document is not meant to be read in one sitting; it is a reference guide – a roadmap for a five -year journey. The ITMP provides technical descriptions of Master business/IT initiatives over five years, supported by the rationale for each. This will facilitate the effective planning, procurement, implementation , and management of Information Technologies at the City.

Volume 1 ITMP Findings & Recommendations (this document) describes “what” the City should do. Volume 2, the ITMP & Roadmap describes “when” and at what cost.

ThirdWave’s IT Strategic Planning
Triangulation Framework ©1988

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3.1 Management Requirements Findings

Management requirements were gathered via
interviews; the objectives included the following:

1. Obtain a management perspective on unique
business challenges facing each department.

2. Gather City-wide functional, operational and
service delivery requirements.

3. Solicit management opinion on the existing IT
organization and the level of their support
services.

The following City management participated:

1. Reymundo Trejo, General Manager 10. Gustavo Gomez, Principal Planner

2. Miguel Pena, Water Operations Manager 11. Ruben Franz, Building Inspection Sup

3. Andrew Ansoorian, Director of HR 12. Jonathan Nicks, Asst. City Manager

4. Ruby Walla, Director of Finance 13. Miguel Ramirez Cornejo, Dir. Econ. Dev.

5. Brian Tully, Chief of Police 14. Tim Wassil, Public Works Director

6. Helen Polanco, Dispatch Supervisor 15. Don Uyeno, Principal Civil Engineer

7. Lt. Haynes, Field Services 16. Juan Raya, City Engineer

8. Erika Martinez, Div. Chief Support Serv 17. Brian Halvorson, Dir. Community Dev.

9. Sabdi Sanchez, Dir. Of City Clerk Services

Section 3
IT Master Plan
Findings

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The figures below summarize the data collected from the City of Indio’s leadership team including the most significant management, business and technology challenges. Department challenges are shown on the left and the corresponding number of times an existing challenge was mentioned is reflected under the quantity (Qty.) column, illustrated by the chart.

The responses below are for the following question: “What are the most significant Information Technology challenges facing your department’s mission in the next 3 to 5 years? From the management perspective, what are the possible solutions?”

Figure 3.1.1: Emerging Technologies
Emerging Technologies Rating Qty.

Digital Workforce/ Very Important 8
Workplace Important 1
Somewhat Important 1
Not Important 0

Digital Services Very Important 3
Important 7
Somewhat Important 1
Not Important 0

Mobile Devices Very Important 7
Important 2
Somewhat Important 1
Not Important 0

Data Analytics Very Important 4
Important 5
Somewhat Important 1
Not Important 0

Internet of Things Very Important 4
Important 2
Somewhat Important 2
Not Important 3

Smart City Very Important 4
Important 2
Somewhat Important 3
Not Important 1

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Performance Very Important 7
Measurement Important 2
Somewhat Important 1
Not Important 0

Data Transparency Very Important 5
Important 5
Somewhat Important 0
Not Important 0

Cybersecurity Very Important 9
Important 0
Somewhat Important 0
Not Important 0

GIS Very Important 6
Important 2
Somewhat Important 1
Not Important 0

The data clearly indicates that the leadership team places a high level of importance on most emerging technologies. The highest level of importance was place d on Cybersecurity (9), Digital Workforce/Workplace(8) and Mobile Devices (7).

3.1.1 Satisfaction with IT Support & Services

The second part of the interview included gathering the leadership’s perspective on the services provided by the IT organization. The management team was asked to provide a rating on the following aspects of the IT organization. Figure 3. 1.1.1 on the following page shows the cumulative rating results.
• Adequateness of staffing levels: Adequateness of staffing levels, e.g., demonstrated by IT’s level of responsiveness and ability to deliver projects/services in a timely manner. • Adequateness of technical knowledge, skills and abilities: Adequateness of technical knowledge or training of IT staff, e.g., do IT staff seem to have the expertise to get the job done and/or resolve technical issues.
• Adequateness of investment: Adequateness of the IT budget and allocation of resources to meet current/future IT needs, i.e., in your opinion does City of Indio invest sufficiently in contemporary technology and IT staff resources.

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Figure 3.1.1.1: IT Organizational Knowledge, Skills & Abilities IT Service Levels Rating

Adequateness of staffing levels Excellent 4
Very Good 1
Good 3
Satisfactory 2
Poor 0

Technical knowledge/training Excellent 3
Very Good 1
Good 3
Satisfactory 2
Poor 1

Budget/allocation of resources Excellent 3
Very Good 4
Good 2
Satisfactory 1
Poor 0

3.1.2 Summary Management Comments on Services Provided by IT

Adequateness of staffing levels: The ratings of staffing levels were equally split between Excellent/Very Good (50%) and Good/Satisfactory. (The project got another data set on this from the Online Staff Survey.)

Adequateness of technical knowledge or training: The ratings of staffing levels was primarily on the Good/Satisfactory/Poor (60%) end of the spectrum. (The project g ot another data set on this from the Online Staff Survey.)

Adequateness of IT budget and allocation of resources : Ratings for this item were generally on the higher end of the spectrum (70%), Excellent/Very Good.

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3.2 IT Staff Focus Group Findings

Four focus groups were held with IT staff regarding
the City of Indio’s Information Technology portfolio
and operation. The following illustrates the
challenges and opportunities facing the City in four
key technology areas as perceived by IT staff:
• Infrastructure
• Hardware
• Software
• Sustainability & Service Delivery

Figure 3.2.1: IT Focus Group Summary Findings

Legend:

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

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

T ◼ Technology Issues: related to any aspect of information technology.

1. Infrastructure Focus Group

1.1 Network Infrastructure and Wireless M O T

1.1.1 PD 911

1. PD experiences constant outages and cut lines from providers (Frontier) ....................... ◼

2. The federal government has asked Frontier to add redundancy to their infrastructure ...................................................................................................................... . ◼

1.1.2 City Hall Radio

1. City Hall Radio at Indio Hill frequently fails ............................................................................. ◼

1.1.3 Corporate Yard Wi-Fi Zone Director

1. The Corporate Yard Wi-Fi Zone Director is at the end of life ............................................ ◼

1.1.4 VPN

1. There are issues connecting to the VPN; it is not very intuitive ............................................. ◼

1.1.5 Mitel Phone

1. The Mitel phone system is at end of sale, and will be at end of life in 2028 ..................... ◼

2. Technical support will be at end in 2029 ........................................................................... ◼

3. Difficult to patch Windows Servers; vendor recommends patching to a certain level .... ◼

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1.2 Voice and Data Telecommunications M O T

1.2.1 PD Mitel Server

1. The PD Mitel Server frequently locks up and has to be re-started .................................... ◼

1.2.2 Mitel Desk Phones

1. Some of the Mitel desk phones have mismatched firmware ............................................. ◼

1.2.3 PD Elevator

1. PD Elevator is using a POTS to SIP converter designed for emergency communication. ◼

1.3 Network/Cyber Security M O T

1.3.1 PCI Compliance

1. No one is regularly doing PCI compliance ........................................................................ ◼

1.3.2 Legacy Software

1. Indio still has legacy software, e.g., HDL Windows 2012 and Intranet ............................. ◼

2. Hardware Focus Group

2.1 Servers and Virtualization Infrastructure M O T

2.1.1 Site Recovery Manager
1 Indio purchased Site Recovery Manager from VMware, but have not implemented it for recovery across sites ........................................................................... . ◼

2. IT has many digital media that needs to be destroyed ...................................................... . ◼

2.1.2 SAN Consolidation

1. Have multiple SANs, including old SANs that are serving little to no benefit .................... .... ◼

2.2 Desktops/Tablets M O T

2.2.1 Devices with Windows 10

1. Have some devices that run Windows 10 ......................................................................... .... ◼

2. Windows 10 is not compatible with Windows 11 and cannot be upgraded. ..................... .... ◼

2.2.2 iMac Desktops

1. iMac Desktops: cannot be upgraded at the Senior Center ......................................... ..... .... ◼

2.3 Mobile Devices M O T

2.3.1 PD Mobile Devices

1. PD has a small number of users with many devices that are not used regularly .............. . ◼

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2.4 Peripherals M O T

2.4.1 Epson ES400 Scanner

1. Epson ES400 scanner conflicts with Tyler, which is not compatible with capture applications ........................................................................................................................ .... ◼

2.4.2 Epson TM S9000 MJ Scanner

1. The Epson TM S9000 MJ scanner does not work with Tyler Cashiering, check scanning, and receipt printing. .......................................................................................... .... ◼

3. Applications/Database Software

3.1 Databases M O T

3.1.1 Databases

1. PD: CAD database is messy, very hard to understand and follow links ........................... .... ◼

2. IT staff looked at new CAD/RMS system; vendor was unable to deliver .......................... ◼

3. The current system has been used since 2001, Alliance (Cyrun) .................................... ◼

4. Transfer work orders from Navaline DB to CityWorks DB is unreliable and errors out and has to be restarted often ............................................................................................ ◼

5. The City does not have a relationship or support from vendor ......................................... ◼

6. City is using an outdated HDL building permitting application (used prior to Tyler).......... ◼

7. Still use HDL to view old data, some data has not been migrated to Tyler ....................... ◼

8. City has quite a few databases, do not know how well databases are being maintained ◼

3.2 Application Software Portfolio M O T

3.2.1 Department Software

1. IT has some tools that are underutilized, e.g. Cisco ISE, Catalyst Center, Argent ................ ◼

3.2.2 Enterprise Software

1. Tyler EPL is not intuitive or easy to navigate with many customer complaints ...................... ◼

2. Laserfiche is underutilized ...................................................................................................... ◼

3. Since Laserfiche went to the cloud, cannot pull data out through web links .......................... ◼

4. GIS is underutilized across the City ........................................................................................ ◼

4. IT Organization Operations/Best Practices

4.1 Best Practices M O T

4.1.1 IT Governance

1. Staff do not adhere to IT Governance ............................................................................ ◼

2. Some HW and SW procurements never make its way to IT .......................................... ◼

3. PD: Access Request to shared folders or applications go to IT, not Chief .................... ◼

4.1.2 Requirements Definition

1. Do not have a formal process ........................................................................................ ◼

2. Major software purchases typically use consultants, not adhering to IT Governance ... ◼

4.1.3 Project Planning and Procurement

1. Often have several major projects going on at the same time ....................................... ◼

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4.1.4 Policies and Procedures

1. Lack documented procedures or practices: for servers, systems, backup systems. (Have recovery handbooks.) ............................................................................................... ◼

4.1.5 Business Continuity and Disaster Recovery

1. The City has a BC Plan; have used some of the steps of the recovery document ........... ◼

4.1.6 Help Desk

1. Users tend to bypass the Help Desk and will use phone calls and Teams instead .......... . ◼

3.2.1 Summary of IT Focus Groups

Figure 3.2.1.1, IT Focus Group Problems Statement Dashboard, provides a high -level overview of the four technology support areas addressed in the IT Focus Groups. The most challenging is the IT organization and service delivery model. It provides a summary of findings.

Figure 3.2.1.1: IT Focus Group Problem Statement Dashboard IT Areas Qty.

1. Infrastructure 0
5 8

2. Hardware 0
3 6

3. Software 0
1 12

4. Best Practices 6
1 0

The figure above indicates the most significant challenges faced by the IT organization related to a variety of technology issues. (Solutions from the IT Focus Groups are incorporated into section

2.5 Summary of Technology Requirements.)

Figure 3.2.1.2 on the following page provides an overall summary of the challenges identified by IT staff during the IT Focus Groups. While the compiled instances of management, operational and technology problems are not weighted; this dashboard provides a general indicator of existing challenges identified by City IT staff.

Legend:

Management
Operational
Technology

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Figure 3.2.1.2: Overall Summary of IT Department Challenges IT Areas Qty.

Management 6
Operational 10
Technology 26

3.3 City Staff Online Survey

The data on the following pages was gathered via an
online survey that allowed all City staff the opportunity to provide input on the City’s existing systems and the IT Department’s ability to support them.

The survey also solicited requirements in a number of
areas related to emerging technologies and how
Information Services could better support City of Indio staff and the community

The online survey was posted from August 19, 2025
to September 3, 2025. 48 City staff responded to the
survey.

The online survey addressed the following:
▪ Overall condition of City Information Systems
▪ The state of existing systems
▪ Information Technology needs
▪ Information Systems requiring improvement
▪ Services provided by Information Services
▪ Emerging Web Technologies

The data contained in this document will be referenced and incorporated into the findings and recommendations in the final phase of the ITMP Roadmap project.

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3.3.1 Key Findings

The following provides a summary of findings from the
Staff Online Survey.

• Most staff rated the overall condition of the City’s
Information technologies to perceived as Good
(66.67%). The second highest rating was Needs
Improvement (18.73%).
• Out of all existing systems, desk phones, desktop
computers, and networks were rated the highest by
City staff.
• Regarding existing systems, PD CAD/RMS was
rated the lowest (16.28%), followed by Permitting
(15.56%) and Business Licensing (15.22%).
• When asked to rate existing software, E -signatures
was rated the highest, 59.09%. Other software that
rated high include Scanning/Imaging (51.11%) and
E-Forms (48.84%) applications.
• In a question asking what areas of Information
Systems requires the most improvement, staff
responded Application Software, End User Training,
and Online/E-Government Applications.
• When asked to rate which web technologies would
best enhance customer service the top -rated web
technology identified by City staff was E -
Government Apps, (89.37% Very
Important/Important). This was followed by QR
codes and Instagram, at 78.73% and 78.72%,
respectively.
• Majority of staff rated online services provide on the City website as Good (50.00%), followed by Very
Good (18.75%) and Needs Improvement (12.50%).
• When asked to rate services provided by IT, staff
rated Help Desk the highest with an overall rating of

91.49% (Excellent, Very Good), followed by
Satisfaction of IT Response Times to Requests
(91.31%) and Cyber Security (89.37%). End User
Training was rat ed highest in the “Needs
Improvement” category (24.44%).

Application Software

End User Training

Online/E-Gov Apps

City Website

Hardware

Networks

Project Management

Mobile Devices

End User Reqs.

Video Conferencing

IT Staff Knowledge

Cybersecurity

Phone System

IT Help Desk Ticket.

Figure 3.3.1.1: Staff Rating of System
Requiring Most Improvement

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Figure 3.3.1.2: Staff Rating of Overall Condition of Information Systems

LEGEND
Excellent .............................. 14.58%

Good ................................... 66.67%

Needs Improvement ............ 18.75%

Poor ....................................... 0.00%

Not Applicable ..................... 0.00%

Figure 3.3.1.3: Staff Rating Services Provided by IT Department

Networks

Desktop Computers

Laptop Computers

Scanners

Printers & Copiers

Mobile Devices

Desk Phones

Video Conferencing

Excellent Good Needs Imp. Poor N/A Need

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3.4 Community Online Survey

An ITMP Community Online Survey was posted on the
City’s website from August 19 to September 3, 2025.

Two-hundred thirty -nine (239) community members
responded to the survey - an outstanding response.

The online survey addresses the following:
• Services, service delivery, and the customer experience • Website content and user friendliness
• Online service delivery

The following provides a summary of findings from the
Online Public Survey.
• The majority of respondents (93.31%) are City of
Indio residents.
• The largest number of respondents (59.41%) are in
the 65+ age group.
• With regards to computer technology, most respondents have smartphones (93.31%), and a large percentage of respondents have broadband/high-speed internet/Wi-Fi access (88.28%).

This is significant as it provides opportunities to provide online information and services. • The City departments residents interact with most are Indio Water Authority (41.84%) and Community Services (23.01%).
• The largest number of respondents access the City website a few times a year (43.10%) or Monthly (31.38%).
• The website services used most by residents are Pay Water Bill (43.51%) and Meeting & Agendas (30.13%) services.
• When asked how important it is for the City’s website to provide online services, the majority rated it as “Very Important” (60.67%) followed by “Important” (21.34%). • When asked to rate the City’s website and their ability to complete online transactions (i.e., pay bills, register for events, obtain permits / licenses, etc.), respondents rated it as “Good” (48.95%).
• When asked to rate the overall user experience of the City’s website, the majority of respondents rated it as “Good” (33.47%) and “Very Good” (32.64%). • When asked to rate various social media platforms, Mobile Apps (38.12%) and E -commerce (30.09%) were rated highest by residents.
• When asked to rate the City of Indio website’s ADA compliance, the majority of respondents selected “Not applicable” (56.12%). The other two most selected answers were “Good” (17.30%) and “Very Good” (13.08%).

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Figure 3.4.1: Community Rating of Importance for the City Website to Provide Online Services

LEGEND
Very Important ..................... 60.67%

Important ............................. 21.34%

Somewhat Important ........... 12.55%

Not Important at All................ 5.44%

Figure 3.4.2: Community Rating of Overall Experience using the City Website

LEGEND
Excellent .............................. 15.90%

Very Good ........................... 32.64%

Good ................................... 33.47%

Fair ...................................... 10.88%

Needs Improvement .............. 7.11%

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Figure 3.4.3: Community Rating of Technologies to Access City Information & Services

E-commerce

Mobile Apps

AI

Facebook

X (Twitter)

Instagram

YouTube

Nextdoor

Online Videos
Very Important Important Not Important Not Sure What This Is

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3.5 Rapid Workflow® Workshops

A comprehensive assessment of city-wide operational and service delivery requirements was carried out in the ITMP project. ThirdWave’s patented Rapid Workflow ® Business Process Improvement workshops were held with business
process owners/subject matter experts.

The workshops encompassed a detailed analysis of mission - critical business functions listed below. Business challenges and opportunities for improvements that might be addressed with Information Technologies, Business Process Change
and/or Policy Change we re reviewed with staff and
management.

Ten (10) Rapid Workflow ® workshops were held from October 15, 2025, to December 15, 2025.

Staff attendance and input was outstanding. Twenty -one (21) City staff and management participated in the workshops, with some staff participating in more than one workshop. The following workshops were held.

1. Finance Business License

2. Finance Seamless Docs (eForms)

3. Human Resources Performance Evaluations

4. Public Works CMMS System

5. Police Department Internal Data Analytics

6. Human Resources Onboarding Process

7. Finance Procurement

8. Indio Water Authority Meter Forms in EnerGov

9. Civil Engineering CIP Tracking

10. Public Works Construction Management

The data collected informed the ITMP initiatives shown in Section 3.6 of this document and was used to prioritized initiatives in Volume II, Roadmap.

Figure 3.5.1, Sample Rapid Workflow® Business Process Map, on the next page provides a visual sample (it is not meant to be legible) of a process map produced with City stakeholders.

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Figure 3.5.1: Sample Rapid Workflow® Business Process Map

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Figure 3.5.2: Sample Rapid Workflow® Business Process Narrative

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3.6 Leading Technology Initiatives

The ITMP project identified numerous Information Technology initiatives related to infrastructure, hardware, software solutions and I T Operations. The figures on the following pages provide a matrix of all operational and technology initiatives identified in the project. It bears noting that the initiatives identified in the figures starting with Figure 3.6.2 are for reference purposes; the list will be reviewed and prioritized in the ITMP Volume 2: Roadmap.

Figure 3.6.1: Sample Enterprise Initiative Matrix

How to read the matrices:

The enterprise initiative matrix provides a list of Rapid Workflow ® process workshops, IT Focus Groups and Management Interview requirements on the left column. Each square symbol on that line indicates an IT initiative identified in that workshop, focus group or management interview.

The technology initiative is denoted above in the vertical text. In this illustration, the first initiative for the Public Works Facilities Management workshop is Enterprise Cont ent Management; the second initiative is Enterprise Records Management, and so on.

Detailed descriptions for each ITMP initiative are provided in Section 4, Information Technology Master Plan Recommendations, in this document.

The figures on the following pages (Figures 3. 6.2 through 3. 6.7) illustrate where each of the initiatives was identified in the ITMP project, e.g., management interviews, IT Focus Groups, or Rapid Workflow ® workshops. This is important for traceability purpose s; in future years of the ITMP Implementation Roadmap, City staff will be able to reference where recommendations came from.

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Figure 3.6.2: Infrastructure & Hardware Requirements
Legend:
◼ Management Policy Initiatives
◼ Business Process Improvement
◼ Infrastructure Initiatives
◼ Hardware Initiatives
◼ Software Initiatives
◼ Web Initiatives
◼ Application Integration Initiatives

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Figure 3.6.3: Department Software Requirements
Legend:
◼ Management Policy Initiatives
◼ Business Process Improvement
◼ Infrastructure Initiatives
◼ Hardware Initiatives
◼ Software Initiatives
◼ Web Initiatives
◼ Application Integration Initiatives

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Figure 3.6.4: Enterprise Software Requirements
Legend:
◼ Management Policy Initiatives
◼ Business Process Improvement
◼ Infrastructure Initiatives
◼ Hardware Initiatives
◼ Software Initiatives
◼ Web Initiatives
◼ Application Integration Initiatives

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Figure 3.6.5: Web Initiatives & Interfaces
Legend:
◼ Management Policy Initiatives
◼ Business Process Improvement
◼ Infrastructure Initiatives
◼ Hardware Initiatives
◼ Software Initiatives
◼ Web Initiatives
◼ Application Integration Initiatives

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Figure 3.6.6: Operational Policies & Practices
Legend:
◼ Management Policy Initiatives
◼ Business Process Improvement
◼ Infrastructure Initiatives
◼ Hardware Initiatives
◼ Software Initiatives
◼ Web Initiatives
◼ Application Integration Initiatives

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Figure 3.6.7: Management Policies & Process Improvements Legend:
◼ Management Policy Initiatives
◼ Business Process Improvement
◼ Infrastructure Initiatives
◼ Hardware Initiatives
◼ Software Initiatives
◼ Web Initiatives
◼ Application Integration Initiatives

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The figure below provides a summarized list of technology initiatives identified in the ITMP project Enterprise Initiative Matrix® shown in the previous pages. ITMP initiatives are grouped by type of technology, then sorted in descending order in terms of how many times they were identified in the course of the project. However, the initiatives below are not prioritized; initiatives are prioritized in the companion document to this report, the ITMP Volume 2: Roadmap.

Legend

Type of Initiative Source

M Management Initiatives ITFG IT Focus Group
OPS IT Operation Initiative (1, 2, 3, or 4 indicates the focus group) INF Infrastructure Systems Initiative MI Management Interview HW Hardware Initiative (1 through 19 indicates the interview) DSW Departmental Software Initiative RW Rapid Workflow® workshops ESW Enterprise Software Initiative (1 through 10 indicates the workshop) W Web Initiative ITGOV IT Governance Workshop

Figure 3.6.8: ITMP Technology Initiatives (Not Prioritized) No. Abbr. Type of Initiative Qty. Source

INF Infrastructure

1. INF 1 Dedicated Fiber: Teen, Sr Center, City Hall 1 [ITFG1]

2. INF 2 Corporate Yard: Upgrade Smart Zone 1 [ITFG1]

3. INF 3 Mitel Phone system 1 [ITFG1]

4. INF 4 Battery Backup LTE Gateway 1 [ITFG1]

HW Hardware: Servers, Workstations, Peripherals

5. HW 1 Site Recovery Manager Setup 1 [ITFG2]

6. HW 2 Sr. Center iMac Desktop Replacement 1 [ITFG2]

7. HW 3 PD Radios (Car/Mobile Devices) 1 [ITFG2, RW5]

8. HW 4 PD Flock 1 [RW5]

9. HW 5 PD Drones 1 [RW5]

10. HW 6 Epson ES400 Twain Scanners 1 [ITFG2]

D SW Software: Departmental

11. D SW 1 Computerized Maintenance Management 3 [RW4,MI8,MI10]

12. D SW 2 EnerGov Meter Forms 2 [RW8,MI1]

13. D SW 3 Real Time Crime Center 2 [RW5, ITFG2]

14. D SW 4 Construction Management Application 1 [RW10]

15. D SW 5 PD CD Databases 1 [ITFG3]

16. D SW 6 HDL / Tyler Data Migration 1 [ITFG3]

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E SW Software: Enterprise

17. E SW 1 Artificial Inteligencie 4 [RW5,MI2,MI5,MI10]

18. E SW 2 Tyler EPL Bus. License Enhancement 2 [RW1,ITFG3]

19. E SW 3 PAF E-Forms 2 [RW2,MI8]

20. E SW 4 Onboarding Application 2 [RW6,MI2]

21. E SW 5 CIP Application 2 [RW9,MI10]

22. E SW 6 Tyler Implement Decision Engine 1 [ITFG3]

23. E SW 7 Laserfiche : Adopt Forms 1 [ITFG3]

24. E SW 8 Performance Evaluation 1 [MI2]

W Web

25. W 1 Move Intranet to SharePoint 1 [ITFG1]

INT Interfaces

26. W 2 Navaline - CityWorks Interface 2 [ITFG3,MI3]

O IT Operational Improvements

27. O 1 Requirements Definition 1 [ITFG4]

28. O 2 PCI Compliance Form 1 [ITFG1]

29. O 3 Media Destruction Cost/Benefit Analysis 1 [ITFG2]

30. O 4 SAN Consolidation 1 [ITFG2]

M Management Policies

31. M 1 IT Governance 1 [ITFG4]

32. M 2 Project Planning & Procurement 2 [ITFG4,MI10]

33. M 3 Document Policy & Procedures 1 [ITFG4]

34. M 4 Standard Contracts Business Processes 1 [MI3] 35 M 5 Procurement Process, Policies & Practices 1 [RW7]

36. M 6 IT Staff Training 2 [ITFG3,MI7]

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4.1 Introduction to ITMP Recommendations

The following pages provide the findings and
recommendations for the ITMP. This reflects City of
Indio’s input, IT industry best practices, ThirdWave’s
38 years of experience in this arena and 176 similar
projects we have carried out.

This section of the ITMP includes a description of
technology initiatives reflecting input provided in all phases of the project. This document captures all
solutions discussed throughout the project.

It is important to note that not all solutions identified in Figure 3.6.8: ITMP Technology Initiatives may be included in Volume II Roadmap. The fact that a solution was mentioned by City of Indio staff in a requirements definition task does not automatically constitute a recommended technology. The Roadmap does not include needs that lack a compelling business case or sufficient justification. Therefore, there is not a one -to-one relationship with items in the figures listed above and recommended solutions in the following pages.

City of Indio can use this document, however, as a reference document over the next five years to revisit all solutions identified in the course of the ITMP project.

Section 4
ITMP
Recommendations

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4.2 ITMP Implementation Roadmap Initiatives

This section provides a description of IT solutions identified in various tasks of the ITMP project, including infrastructure, hardware and software initiatives.

4.2.1 Technology Recommendations

The following City-wide technology recommendations
are informed by all phases of discovery and
requirements definition tasks of the ITMP project.

Recommendations synthesize staff input and industry
best practices, as appropriate, for the City’s
technological landscape and organizational culture.

The findings identified here relate to technology issues, but in some cases, operational and management
issues are also referenced in these findings where they relate specifically to technology recommendations.

For reference purpose s, each of the following initiatives is followed by an abbreviation, listed below. These indicates which task(s) in the project the solution was identified in.

Figure 4.2.1.1: ITMP Initiative Traceability
[MI] Management Interview
[ITFG] IT Focus Group
[RW#] Rapid Workflow® Workshop, the number indicates the specific workshop [SS] Staff Survey
[IT GOV] IT Governance Workshop

INF Infrastructure

The ITMP project assessed various infrastructure, networking, and communications technologies. Various IT operational opportunities were also assessed as part of the project. Our findings and recommendations on infrastructure issues are provided below.

INF 1 Dedicated Fiber: Teen, Sr Center, City Hall [ITFG1]

Finding:

The Infrastructure IT Focus Group with IT staff revealed:

1. The City Hall Radio at Indio Hill frequently fails, losing connectivity to the Teen Center and Senior Center.

2. Indio Hill radio is the redundant connection to PD and the Corporate Yard, should the main fiber connection go down.

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Recommendations:
• Install a dedicated fiber: connection between the Teen and Senior Center, and City Hall. (This is already in the works and funded.)

Benefits:
• No downtime for Teen and Senior Centers.
• PD access to Teen and Senior Center cameras.

INF 2 Corporate Yard: Upgrade Smart Zone [ITFG1]

Finding:

The Infrastructure IT Focus Group with IT staff revealed:

1. The Corporate Yard Wi -Fi Zone Director is at the end of life. It lacks vendor support and security patches.

Recommendations:
• Upgrade to the new version of Smart Zone.

Benefits:
• Up to date security patches.
• Better control.
• Unified networks across.

INF 3 Mitel Phone System [ITFG1]

Finding:

The Infrastructure IT Focus Group with IT staff revealed:

1. The Mitel phone system is at end of sale and will be at end of life in 2028.

Technical support will be at end in 2029. It is very difficult to patch Windows Servers, because the vendor recommends you can only patch to a certain level.

2. The City has an unsupported phone system.

3. Risk of opening up the City to vulnerabilities because the phone system is not patched to a certain level.

Recommendations:
• Replace the existing Mitel system.

Benefits:
• A stable, better phone vendor support.
• New features.
• Aligned with regulatory compliance.

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INF 4 Battery Backup LTE Gateway [ITFG1]

Finding:

The Infrastructure IT Focus Group with IT staff revealed:

1. The Police Department elevator is using a POTS to SIP converter designed for emergency communication. In the event of a system failure, it will not work.

This could result in someone needing emergency help and not receiving it.

Recommendations:
• Convert to a battery backup LTE Gateway.

Benefits:
• Improved safety for people in the elevator.

HW Hardware: Servers, Workstations, Peripherals

HW 1 Site Recovery Manager Setup [ITFG2]

Finding:

The Hardware IT Focus Group with IT staff revealed:

1. Indio implemented new Cisco UCS with Pure Storage Backbone that replicates between sites. Indio purchased Site Recovery Manager from VMware but have not implemented it for recovery across sites. If there was a disaster at one site, it would take a prolonged amount of time to recover another site, due to not fully implementing the recovery manager.

Recommendations:
• Finish the setup for Site Recovery Manager Setup.

Benefits:
• Ability to fail a site over to another with little or no intervention.

HW 2 Sr. Center iMac Desktop Replacement [ITFG2]

Finding:

The Hardware IT Focus Group with IT staff revealed:

1. iMac Desktops cannot be upgraded at the Senior Center. This results in s low computers and security exposures.

Recommendations:
• Check with the Senior Center if these devices are being used. • If they are being used, replace them.

Benefits:
• Happier seniors.

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• Better service to the community.

HW 3 PD Radios (Car/Mobile Devices) [ITFG2,RW5]

Findings:

• PD Rapid Workflow® Workshop
The Rapid Workflow® business process workshop with PD staff revealed:

1. There are dead zones within the City, contributed to radio hardware.

2. Current radios do not fully broadcast/meet PD needs, they cut out when first turned on.

3. Current radios lack sufficient battery life.

4. Funding and cost of replacement.

5. Staff resourcing: POST management study identified Indio PD has staffing deficiencies, e.g., Supervisor and Management positions. Do not have proper workflow study on the ground level to assess if the City needs more officers. The PD lacks a workflow analysis to determine if has sufficient staff.

The forementioned results in the following:
• Officer safety.
• Lack of service continuity.
• Not in alignment with recommendations from POST.
• Lack of proper span of control.
• Requirements are not fully specified.
• Potential higher costs.
• Potential for project failure.
• Additional work.
• Potential impacts to Public Safety.

Recommendations:
• Identify dead zones.
• Buy new hardware (138 handheld, 99 car radios/mobile). (Starting formal replacement program this year. Are getting quotes from Motorola.) • Identify project completion and funding.
• Full internal staffing review and assessment of org chart. • Accurately document officers call and booking times (New CAD/RMS). • Carry out business process workflow design and detailed requirements, to determine resource requirements, policies and practices.

Benefits:
• Increased officer safety.
• More reliable equipment.
• Enhanced efficiencies.
• Administrability and organizationally more efficient.

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• Identify department needs across all business units.
• Improved budgeting.

• IT Focus Group

1. The Hardware IT Focus Group with IT staff revealed PD has a small number of users with many devices that are not used regularly. (This also applies to City Hall staff.) This results in IT spending extra time tracking, upgrading, and managing these devices.

Recommendations:
• Work to reduce users to a single device, e.g., laptop with a docking device.

Benefits:
• IT staff time savings.
• Cost saving to the City and PD, as it pertains to the Internal Service Fund charges, which charges by device.

HW 4 PD Flock [RW5]

Findings:

The Rapid Workflow ® business process workshop with PD staff revealed the following:

1. There is a lack of budget to build the Flock entirely.

2. Flock will have integration requirements and the associated costs wil l be a challenge. Flock is leased.

3. Users will have to obtain a new level of tech savviness to use it.

The foregoing results in the following:
• Public Safety because the City lacks an investigative tool. • Are spending money on computers vs. personnel.
• Increased training.
• System may be underutilized or will not be used the way it is intended.

Recommendations:
• Articulate detailed systems requirements and provide it to Flock. • Allocating funding for Flock Nova, Flock OS upgrade, additional cameras (LPR, drone) throughout the City.
• Ensure systems implemented interoperate with Flock.
• Develop internal SMEs.
• Provide role-based training for PD SMEs.

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HW 5 PD Drones [RW5]

Findings:

The Rapid Workflow ® business process workshop with PD staff revealed the following:

1. PD leadership wants to move forward at a rapid pace with Drone as a First Responder.

2. Lack staff with FA Certified Part 107 pilot license.

3. Lack staff dedicated to flying drones.

4. Flying drones at 200 or 400 feet from Real Time Crime Center.

5. Operating Drones as a First Responder (DFR) from MDC or cell phone impacts officer safety while in police vehicles.

6. The major drone manufacturer, DJI, is located in China, which may be banned by the Federal government.

The foregoing results in the following:
• Unprepared, inadequately trained staff.
• Systems are being underutilized.
• Not getting ROI from system.
• Having drones no one can fly.
• Limited coverage from the drone.
• Would not get force multiplier.
• Longer response time.

Recommendations:
• Determine budget estimates.
• Slow down effort to determine if Axon or Flock will be the best solution. • Develop detailed requirements and implementation plan. • Allocate funds in budget.
• Provide formal, role-based training to appropriate staff. • Adopt a policy for 400 ft. high drone flights.
• Ensure technology is compatible to fly from phone or MDC. • Evaluate the safety of running the video in police cars. • Procure American drones.

Benefits:
• Get drones quicker.
• Better utilization of drone technology.
• Maximize the use of current technology withing FFA rules. • Increase likelihood of suspect apprehension.
• Enhanced officer and public safety.
• Multi-faceted force multiplier.
• Obtain certain grants that require US drones.

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HW 6 Epson ES400 Twain Scanners [ITFG2]

Finding:

The Hardware IT Focus Group with IT staff revealed:

1. The Epson ES400 scanner conflicts with Tyler. Tyler does not work with desktop capture applications. This results in wasted staff time and slows down the work.

Recommendations:
• Investigate Twain Scanners that have Twain, and test with Tyler to ensure it functions.
• Scan into desktop and upload to Tyler. (Tyler specifically recommends Epson.) • Submit a technical support call to Tyler.

Benefits:
• Staff time savings.
• Expedite the capture process.
• Eliminate paper.

D SW Software: Departmental

D SW 1 Computerized Maintenance Management [RW4,MI8,MI10]

Findings:

The Rapid Workflow® business process workshop on maintenance management revealed the following:

1. Making sure enough time is allocated to do requests is challenging, which affects the building operation.

2. Do not have historical data of work that has been done, which results in:
• Not knowing what has been spent impacting budgeting capabilities. • Do not have the data needed to justify resources based on workload.

3. Staff n ote the time spent on hardcopy Daily Progress Report s, e.g., name, date, time spent per job.

4. Are using paper to document inspections and hours, which results in:
• No way to search or track maintenance data.
• The cost of paper, toner, copiers.
• Inefficiency of making copies.
• Inefficient use of staff time.

5. Email is used to receive requests, which results in:
• No way to monitor the work and documents.
• Tracking emails is time consuming and cumbersome.
• Emails are restricted to inbox of the receiver; they cannot be leveraged to other staff.

6. Do not have workstation in the yard, limiting access to maintenance data.

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7. Getting workers to buy in into putting information into system is challenging, which results in staff time and resistance to change.

8. Storing hardcopy documents in filing cabinets, which is inefficient and there is a lack of disaster recovery of documents.

9. Have to match Contracted Service invoice number to work, resulting in:
• Contractor complaints.
• Miscommunication on invoices.
• Staff time to go back and figure out what invoice was for and where it was supposed to paid from.

Recommendations:

Computerized Maintenance Management System

Inventory Management
• Asset Inventory.
• Asset labeling.
• Track asset types:
▪ All City owned buildings
▪ Parks
▪ Sewer System
▪ Storm Drain System
▪ Roadways
▪ Streetlight
▪ Light Poles
▪ Curb Ramps
▪ Sidewalks
▪ Curbs and Gutters
▪ Green Infrastructure
▪ City Electrical
▪ City Irrigation
▪ City Trees
• Search functionality:
▪ Asset Type
▪ Asset Location
▪ Related Assets
• Track equipment lifespan.
• Track cost of:
▪ Equipment
▪ Maintenance cost
• Provide historical data.
• Date installed.
• Cost.
• Ability to add attachments:
▪ Pictures/Images file formats
▪ Specifications
▪ Test reports

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• Central repository of information.

Inspections
• Weekly/monthly/etc. inspections:
▪ Flooring
▪ Trip hazards
▪ Ceilings
▪ Missing ceiling tiles
▪ Roof leaks
▪ Restroom fixtures
▪ Toilets
▪ Partitions
▪ Wall damage
▪ Lighting
▪ Doors
▪ Roll up doors and sensors
▪ Equipment
▪ HVAC
▪ Air handling units
▪ Trash or debris
▪ Grounds
▪ Grass
• Building Inspection Forms, e.g.:
▪ Date
▪ Building
▪ Name of person doing inspection
▪ Findings

Work Orders
• By Building, with Dropbox
• Generate Work Orders, e.g.:
▪ Electrical
▪ Flooring
▪ Paint patch
▪ Replace toilets
▪ Replace faucets
▪ Light retrofits
▪ General building maintenance
• Track time is spent on:
▪ Building
▪ Building systems
▪ Building finishes
• Time spent on WOs:
▪ Name
▪ Date
▪ Time spent per job

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Generate E-Work Order
• Define type of work, auto populate.
• Assign WOs:
▪ Assign WOs to Facilities Workers based on facility and type of work ▪ Perform Workload balance
▪ Prioritize WOs
▪ Distribute WOs automatically
• Work/Staff Scheduling.
• Provide staff daily task list.
• Assign service codes.
• Ability to route WOs to Contractors.
• Track WOs.
• Status of the WOs.
• Track work performance.
• Search / sort WOs by date open and closed.
• Staff Self-report weekly open WOs.

Close Out WOs
• Edit / close WOs in the field.
• Send auto notification to Requestor of completed work. • Work Order History.

E-Forms
• Smart forms adjusting to field work.
• Preventive Maintenance forms.
• Customer Service portal for submittals and status checking. • Central repository of information and WO related data. • Print temporary visitor badges.
• User friendly reporting / analytics.

Workflow Automation
• Electronic Routing.
• Violation Notices.
• Review.
• Approval.
• Delegation.
• Auto-notifications.
• Status checking.
• Follow-ups.
• Reminders.
• E-signatures.

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Reports
• WOs per building.
• Number of open and closed WOs.
• Contracted Wos.
• Hazard WOs.
• Projects.
• Costs:
▪ Maintenance type
▪ Equipment type

System Requirements
• Web-enabled application.
• Attach documents.
• Add photos directly to a case.
• Automated email notifications.
• Data validation.
• Digital photos.
• GUI (Graphical User Interface).
• Mobile application.
• Provides an audit trail.
• Support responsive design.
• Support mobile devices.
• Store electronic photographs.
• Support video.

Benefits:
• Ability for staff to review vendor invoice against WO numbers. • Vendor invoices would have WO number.
• Ability to balance work.
• Ability to do trend analysis.
• Better resource management.
• Improved cost efficiency.
• Ability to search and track data.
• Improved access to data for staff, from City Hall, Corp Yard, etc. • Improved budgeting capabilities.
• Not having to store paper.
• Staff time savings.

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D SW 2 EnerGov Meter Forms [RW8]

Findings:

The Rapid Workflow ® workshop on EnerGov Meter forms with IWA revealed the following:

B2 Application
• B2: Water Meter Clearance Application PDF
▪ Forms are tied to calculations and calculations change. There are limitations on EnerGov side, e.g., B2 Form has calculations based on whether it is a residential or commercial.
▪ When the applicant completes the form, have to note the fixtures.

Applicants get confused by the formulas.
▪ The l ine item for Fire Sprinklers has two checkboxes: 13D and NFPA ; applicants do not know the difference.
• D5: Water Meter Downsize Application
▪ The application on website only reads downsize but is used for downsize and upsize.

The foregoing results in the following:
• Some applicants are confused by what they have to put under the fixture count field.
• Forms were created to be completed by Designer. Applicants need to rely on Designer.
• Plan Check coordination, customers must reach out via email to receive the form and then have to email it back.
• Staff time, time from the process from application to installation. • Customer interactions are not time efficient.

Conservation Forms
• The current Rebate Application uses PDF application forms, lacking electronic forms and workflow, which results in staff time coordinating with the customer.

Other Inspection Forms
• Email inspection requests from residents and business community. Inspection 1st, 2nd, and 3rd request, which results in staff time to manually review requests and assign them to appropriate Inspector.
• Inspectors have to do field measurements in the field to confirm square footage matches the application, which takes staff time.

Recommendations:

B2: Water Meter Clearance Application
• Make it an electronic online form in EnerGov:
▪ Have editable fields.
▪ Calculations:

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o Redesign the data required for calculations to make it friendlier to applicants.
o Program the system do the calculations automatically. ▪ Add disclaimers to the form where appropriate.
▪ Clearly label the difference between 13D (residential fire sprinkler) and NFPA (National Fire Protection Agency). Revise to either Residential or Commercial Fire Sprinkler Design.
▪ Fire Sprinkler requirements, have one checkbox for Residential and another for Commercial.
• Redesign the portion of the form to make it easier to read and fill out: provide instructions/helpful hints on how to fill out form with mouseovers. • Change the name of the D5 Form to “Meter Downsize and Upsize Request Application”.

Rebate Application In EnerGov
• Provide an interactive online application where the applicant can click a link for the rebate application . The application will redirect the applicant to clear instructions of the requirements of what they need to submit. • Provide City staff the ability to review application attachments to allow for a response in a timely manner.
• Allow reimbursing the applicant once the application is completed and approved, and issue rebate checks.
• Keep track of applications and rebates that have been approved.

Inspections
• Provide ability for online Inspection Requests (similar to what Building & Safety and Public Works currently have).
• Establish criteria where requests are automatically routed to appropriate division for response.
• Explore if EnerGov can calculate the length of lines or areas of polygons:
▪ Use Google Earth calculations to interface into EnerGov. ▪ Explore third party plugin allowing calculations of the length of lines or area of polygons.

Benefits:
• Streamline the process.
• Eliminate errors in calculations.
• Coordinate with applicants and other city departments in a timely manner. • Improve customer experience.
• Reduce calls to the City.
• Staff time savings.
• Enhance the approval process.
• Complete the rebate.

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D SW 3 Real Time Crime Center [RW5,ITFG2]

Findings:

The Rapid Workflow ® workshop on the implementation of a Real Time Cri me Center with PD staff revealed the following:

1. The City is currently integrating different technologies -- a significant effort:
• Flock Nova
• Flock OS
• DJI Drone Program – Drone Sense
• CV Sync Traffic Signal Control
• Body Worn Camera Capability
• City Cameras
• Private Cameras (cannabis and schools)
• CAD RMS
• 911 System

2. Lack staff and expertise to manage the RTCC 24 hours 7 days a week.

3. May not be able to access it because the City does not have city Wi-Fi. (The City is currently implementing public fiber throughout the City.)

4. Lack space for a Real Time Crime Center.

The foregoing results in the following:
• Systems do not talk to each other.
• Cannot leverage technology most effectively.
• Lack of reliable high-speed connectivity.
• Gaps in data.
• Underutilization of staff.
• Dispatch staff listen to calls and dispatch officers ; the noise and chatter bleed into dispatch area.

Recommendations:
• Investigate and confirm all systems work together before spending money. • Hire or promote someone to RTCC, explore if sworn/not sworn. • Implement citywide Wi-Fi.
• Clearly identify personnel needs for SOW, roles, and responsibilities:
▪ Monitor all call of services.
▪ Monitor calls for officer self-initiated activities.
▪ Responsible for reporting on their activities.
• Integration within department, redirecting patrols, and identifying crime patterns
• Determine whether to run from PD or new City Hall.

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D SW 4 Construction Management Application [RW10]

Findings:

The Rapid Workflow® workshop with Public Works staff and management revealed the following:

1. City Manager frustration with how long it takes to get a contract signed, getting business licenses, insurances, etc. (3 months). (The person who did this retired.) This results in the following:
• Increased cost to the Contractor.
• Contractors become less cooperative.
• Public perception things are not getting done.
• Impacts the project schedule. In April the City stops PW projects for the festivals. If they miss that window, projects may go into the next year.

2. Public Works Contractors are not getting paid in a timely manner. Sometimes, the Progress Pay Application get s lost in emails. They are either sending it to AP or the Project Manager. This can result in Contractors not bidding.

3. Inspectors inspecting projects have to leave 2-3 hours at the end of the day to write Daily Inspection Reports. Cannot document Daily Inspection Reports in the field. This results in the following:
• Staff time to come back to the office.
• Finding Inspection Reports may be difficult. Inspector may not have had time to write a Daily Report.
• Finding information for emergency projects is impacted. • Rushing to write report the following day and trying to remember who was there and what equipment was used.

4. Going to City Council to get large Change Orders processed is a challenge .

Once it is approved, there is follow -up in Tyler. Finance may take weeks to update the Contract or Contract Amount. The Check Request is put on hold.

This can result in subcontractors not getting paid or getting a lot of preliminary notices from subcontractors.

5. All submittal information documents are not in one place; they may have multiple reviewers. This results in the following:
• Using an email-based system may result in things getting lost. • Not knowing what the latest submittal is.
• Staff time to find out which is the approved submittal. • Can impact the schedule.

6. Are not currently closing project out in the State’s Division of Industrial Relations (DIR) website, which is not following best practices.

7. Staff forget when the 35 days after recording are up and the Contractor does not get the Release of Retention, which may result in the contractor not getting paid. The amounts can be significant.

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Recommendations:

Construction Management Software
PW and IWA are currently using Procore software (Procure Technologies, Inc.) The application appears to provide the features and functions required by these business units. Business units seem to be satisfied with their functionality. Based on the foregoing, ThirdWave recommends Procore be evaluated and adopted as a standard Construction Management tool for the City. Key functionality identified by business process owners is provided below.

Features & Functions
• Ability to do field inspections and produce Daily Inspection Reports:
▪ Date
▪ Weather conditions
▪ Materials
▪ Equipment
▪ Traffic control
▪ Laborers: Foremen
▪ Statement of current construction activities for the day ▪ Attach photos of work, equipment, and labor
▪ Capture unforeseen field conditions
▪ Capture other agency inspections
• Ability to pull up plans and addendums in the field.
• Ability to pull up approved submittals in the field.
• One common source of construction management information:
▪ Daily Inspection Reports
▪ Change Orders
▪ RFIs
▪ Submittals
▪ Approved plans
▪ Schedules
▪ Meeting Minutes
• Version control.
• Ability to have a Field Log.
• Workflow:
▪ Routing
▪ Auto notifications
▪ Review
▪ Approvals
▪ Reminders, e.g. 35-day Release of Retention
▪ Delegation
▪ Signatures
• Ability to have multiple reviewers.
• Ability for multiple staff to have access of multiple types. • Remote access.
• Support mobile devices.

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• Support responsive design.
• Dual factor authentication.

Reports
• Monthly Report for CIP:
▪ Location
▪ Current project progress
▪ Budget
▪ What has been completed
• Submittal Logs:
▪ Sequential number of submittals
▪ Status of open submittals
• RFI Logs
• All active projects, status

Interfaces
• GIS

Other
• Adopt SOPs and make sure all appropriate people are properly trained. • For Public Works, invoices go to PM for review and approval. For IWA, review and then go to PM for approval.
• Finance is currently reviewing the Change Order process to expediate this.

Benefits:
• Projects start on time, promoting project budget and schedule integrity. • Better contractor relationships.
• More competitive bids.
• More staff time in the field for inspections.
• Inspection data available in the field.
• More accurate information, eliminate need to remember work in the field. • Contractors would get paid.
• Subcontractors get paid Change Order work.
• Streamlined business processes.
• Improved compliance.
• Improved contract closeout.

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D SW 5 PD CD Databases [ITFG3]

Finding:

The Software/Database Focus Group workshop with IT staff revealed the following:

1. The PD CAD SQL Database is messy, very hard to understand and follow links. (Implemented in 2002). IT is looking at a new CAD/RMS system.

Impacts:
• It is hard to fetch data for reporting purposes or to create dashboards.

Recommendations:
• Have the vendor create a proper data dictionary, or
• Have the vendor implement a specific view ing tool to query the production database, with only relevant fields, or
• Procure a third-party application to make it more friendly.

Benefits:
• Better able to get information and track data , e.g., have been working on a dashboard and it has taken a better part of a year to find data and extract it. (3 months of solid work).

D SW 6 HDL / Tyler Data Migration [ITFG3]

Findings:

The Software/Database Focus Group workshop with IT staff revealed the following:

1. The City is using an outdated HDL building permitting application (used prior to Tyler). They still use that legacy system to view old data, as some data has not been migrated over to Tyler. This results in the following:
• The data is not synched to Tyler product.
• Most staff have access to Tyler, but only a few staff have access to HDL. • One staff member who is the administrator for HDL will be retiring soon.

Recommendations:
• Produce parameters/criteria of what data to migrate to Tyler. • Adopt an application for solar applications.
• Develop a web interface to the data for historical data.

Benefits:
• More accurate info.
• More historical information.
• Save staff time, e.g., with the solar application.

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E SW Software: Enterprise

Enterprise Software denotes applications used by all departments, by all key departments, or many departments across the City. An enterprise technology vision, which the ITMP & Roadmap proposes, typically adheres to the following:
• Enterprise software benefits several business units across the organization, taking advantage of economies of scale.
• Enterprise software pools financial resources from one or more business units or departments to procure systems that otherwise might not be affordable by one business unit.
• Voids the purchase of technically disparate systems that provide the same functionality.
• Procures systems that meet Enterprise Architecture and established technology standards to minimize operational costs and maximize investments in technology.
• Decreases the overall workload on IT staff by not having to provide technical support on numerous redundant applications or applications that do not meet the City’s standard Enterprise Architecture or standards. • Typical enterprise applications include ERP Systems (e.g., financial, human resource, work order, procurement, asset management applications, etc.), Enterprise Content Management Systems, and Geographic Information systems.

E SW 1 Artificial Intelligence [RW5,MI2,MI5,MI10]

AI can enable governments to operate more efficiently and make more informed decisions in an environment of growing demand and constrained resources.

Findings:

Artificial Intelligence was raised in the project: the management interviews and Rapid Workflow® workshops. Examples are included below:
• Public Safety: To improve workflow process using AI report writing:
▪ Adopting legal mandates such as Senate Bill 524 , which states if AI is used to generate police reports, the first draft must be saved and noted in the report it was fully or partially generated with AI. The PD does not have a mechanism for that.
▪ Lack a system that can write a report with the sensitivity of confidential information. Cannot have information leakage into machine learning. • Human Resources: The use of generative AI to reduce routine tasks that humans are doing now which would allow staff to take on higher -level and complex activities and responsibilities.
• Economic Development: Noted how City staff are already using Chat GPT.

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Recommendations:
• Carry out a focused AI assessment answering a basic set of questions: Why use AI, where does it adds value, how should it be governed responsibly, and how it can be scaled safely over time:
▪ Objectives
▪ Use-Case Identification & Prioritization
▪ Data Strategy & Readiness
▪ Governance, Ethics & Risk Management
▪ Technology & Architecture (High Level)
▪ Workforce & Change Management
▪ High Level Implementation Roadmap

Benefits:
• Deliver better services.
• Operate more efficiently.
• Make more informed decisions.
• Responsiveness.
• Transparency.
• Cost controls.
• Support predictive maintenance.
• Optimize scheduling.
• Resource allocation.

E SW 2 Tyler EPL Business License Enhancement [RW1]

Findings:

The Rapid Workflow ® business process workshop with the Finance Department revealed the following:

1. The City receives wrong, incomplete or duplicate applications, which results in:
• Staff time, take time to reach out and tell the applicant they did the wrong application, which leads to a transfer of payment and/or a refund process. • Applicant time, they may have to go in and reapply.

2. Some applicants are not tech-saving, which results in s taff time ; staff help applicants on phone calls (45 minutes) or in person (25 minutes).

3. For renewals, system adds them to queue when they’re supposed to be automated.

4. The EPL system does not release business licenses and staff must go into the business license workflow. Staff must mark it as issued, and the business license is then issued. This results in the applicant taking time to call staff and explain they can’t print their license.

5. Gross receipts, applicants don’t know where they’re supposed to put them or skip them, resulting in extra work for City staff to issue an additional payment, and produce extra invoices, and applicants time and frustration.

6. In the Planning Review step, the workflow is not updated with current correct staff, which results in staff having to manually go into the workflow so it reflects the correct people in Planning.

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7. Application stays in Planning until full approval , which d oes not allow for continued workflow.

8. Applicants do not pay and the business license sits there, resulting in staff time and having to constantly reach out.

9. Towards the end of the process, if there are changes to application, fees are automatically inputted. The system can randomly input fees and does not let staff proceed until they’re deleted (system error) which takes staff time.

10. The EPL system does not notify staff when payment has been made at the end (a system error), resulting in more work for staff.

Recommendations:
• System enhancements:
▪ Allow staff to change the application type without submitting a new application.
▪ Ask the applicant what type of business they are, display the right application, instead of the applicant choosing from several applications. ▪ Note there is an existing application and confirm they want to submit a new application.
▪ Provide applicant an auto -error notification when there is a duplicate application.
▪ EPL could be a lot more user friendly ; less time consuming, use smart forms.
▪ Simply the applications, eliminate redundant questions. ▪ Fix the online portal to simplify it.
▪ Automatically provide a business license when the applicant pays a renewal fee.
▪ EPL automatically send renewal licenses.
▪ Make submittal of gross receipts a required field, applicable for new and renewal applications.
▪ Adopt smart forms to identify required attachments and validate receipt. ▪ At time of hire or termination, identify workflow assignments in connection with the applications.
▪ Workflow configuration to give EPL access to other departments, add Additional Action option, approval with conditions, providing a soft release into the next stages of the workflow.
▪ Provide system generated notification to applicants of pending fees. ▪ Fix the system from creating random fees.
▪ Implement a simpler process to delete fees that are not invoiced. ▪ If application status is fees due, once a payment is made, change the status to be reviewed in the appropriate staff’s queue.

Benefits:
• Staff time savings.
• Enhanced customer experience.

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E SW 3 PAF E-Forms Application [RW2]

Findings:

The Rapid Workflow ® business process workshop with the Finance Department revealed the following:

1. Trakstar is not integrated with the Tyler HRIS system. Staff have to manually update the Trakstar database for any changes to personnel, resulting in double data entry.

2. Do not have one central place for employees to get their necessary information.

3. Employee data has to be filled out manually, including employee name, address, and job title, which results in a propensity for human error.

4. Cannot configure the cells in Seamless Docs to be required fields , which results in:
• Incomplete forms.
• Requires follow up to the originator.
• Delays the employees merit increase
• Staff time.

5. If there is an error, and it is discovered later downstream, the whole process has to be started over.

6. Seamless Docs is not integrated with Tyler:
• Staff time.
• Double data entry.
• Vulnerability to data entry errors.
• Data integrity.

7. If there is too much data in the comment section, it is not visible to anyone but the submitter. The text box does not expand with text. Important information may not be visible or get chopped off.

8. If they want to make changes to a form, HR staff have to ask IT to make the changes for them, which causes delays, staff time and more work for IT staff.

9. The Salary Range in the step needs to be expanded and entered manually in Seamless Docs which takes more staff time.

10. The Salary Schedule is a static PDF that does not integrate with anything. (The Salary Schedule is also in Tyler but it does not communicate with PAF system.) Any piece of data outside of PAF comment section resides in Tyler.

11. If Finance, or any reviewer or approver, rejects the PAF, unless Finance informs the originator, they won’t know it was rejected or why it was rejected, i.e., if there is a typo, or selected the wrong thing. This delays the action.

12. Lack of integration between the Budget Worksheet and the PAF which results in:
• Staff time to reconcile.
• Vulnerability to errors.
• If wrong allocation is being used, it creates the potential for payroll staff projection errors.

13. If an approver misses data, the employee can be overpaid or underpaid, which results in doing a retro or trying to recover overpayment from employee.

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14. Seamles Docs do es not have automated reminders, it only provides one notification, which results in delays and staff time to research why it is pending.

Recommendations:

PAF E-Forms Application
• Investigate adopting a PAF module, and if Tyler PAF can meet City needs rather than getting another standalone product:
▪ Salary ranges are in Tyler
▪ Account numbers and percentages, allocations, are in Tyler • Establish one central system of truth for PAF data.
• Provide the ability when entering employee name, all related employee data populates automatically (name, job title, address, etc.) • Provide configurable required fields.
• Provide workflow capabilities:
▪ Routing
▪ Auto notifications
▪ Reviews
▪ Approvals
▪ Rejections: Ability to add a rejection message and automatically send it to originator.
▪ Delegations
▪ Status
▪ Reminders
o Ability to make changes, with auto -notification of the change to the originator
o Make a digital record of changes, e.g., person, date and time • Provide an expandable comment section with no character limit. • Creating or making simple changes to a form should not require IT assistance. • Have system provide data validation.

E SW 4 Onboarding Application [RW6,MI2]

Findings:

The Rapid Workflow® business process workshop on onboarding with the Human Resources Department revealed the following:

1. Request to Hire process is not integrated with NeoGov, which takes staff time.

2. Seamless Docs lacks the ability to integrate with HRIS system , which results in:
• Vulnerability to discrepancies.
• Cannot see if there is a position with the allocation for them.

3. NeoGov and HRIS do not communicate.

4. Applications are sent via email to the Hiring Manager, which results in:
• If a manager misses the email, have to manually remind them. • Staff time.
• Managing emails is cumbersome.

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5. This is a manual process, which results in:
• Staff time.
• Potential delays.
• Cost of paper, toner, and copiers.

6. Scheduling interviews with panelists internally via email.

7. Extensive use of paper, which is inefficient.

8. The PAF is not electronic, which is inefficient.

9. The Hiring Manger does not reach out to candidate right away , start date delays.

Recommendations:

Onboarding Application
Features & Functions
• Ability to send multiple applications to Hiring Manager via workflow. • Scheduling capabilities with Outlook calendar integration. • Workflow:
▪ Routing:
o HR Department
o Finance Department
▪ Auto notifications:
o Intent to hire
o Send authorization from HR Analyst/Senior HR Analyst to candidate ▪ Reminders
▪ Checking the status
▪ Delegation
▪ Review:
o Finance: budget, allocation
o Application reviews
▪ Approval:
o Finance: budget, allocation
▪ Reroute
▪ E-signatures for the following documents:
o Request to Hire
o Offer Letter
o Authorization for Treatment
o PAF
o Onboarding documents
o Policies
o Employee Oath
• Electronic PAF, with Smart Form capabilities, which would adjust by type of document, e.g.:
▪ Merit
▪ Promotion
▪ Termination
• Ability to submit Request to Hire.

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• Ability to generate and email Offer Letters.
• Data validation.
• Candidate Portal:
▪ Submit
▪ Send
▪ Schedule appointments
• Document management capabilities.

Reports
• Recruitment Data
• Mean Time to Onboard

Interfaces
• NeoGov
• HRIS

Benefits:
• Enhanced data integrity.
• Reduction in staff time.
• Error mitigation.
• Enhanced convenience for employee access to information. • Would have one system of truth.
• Staff time savings for IT.
• More swiftly adapt to changing needs.
• Improved communication.
• Mitigated confusion.
• Would have a timelier process.

E SW 5 CIP Application [RW9,MI10]

Findings:

The Rapid Workflow ® business process workshop with Civil Engineering staff revealed the following:

1. Sometimes the City Manager will have CIP projects the Principal Civil Engineer is not aware of. Unknown projects can get in the way of other projects or result in duplicate efforts.

2. There is no automated way to gather potential new CIP projects for the following year. Lack systematic method and tool to gather and track projects.

3. Projects are in the big spreadsheet and are not reportable.

4. There are not enough consultants in the area. It takes longer to do projects.

5. PlanetBids has become less user friendly, and they charge for access, resulting in increased barriers to bidding.

6. City Managers complain that once the bid is awarded, it takes a long time to start construction (wet signatures are still utilized in some cases). This results in the public perception that it takes so long to do projects.

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7. Finance will not approve contracts unless the formal procurement process and procedures have been followed. This results in poor public perception because it takes so long to do projects and project delays.

8. Contractors are not getting paid in a timely manner (this is a significant reoccurring challenge), which can also result in project delays.

9. Not tracking the 45 days after Notice of Completion has been filed, to release retention, which impacts vendor relationship.

Recommendations:

CIP Application
Features & Functions
• Ability to capture and store future projects by:
▪ City Manager
▪ Council
▪ Directors
▪ Public Works staff
• CIP project data:
▪ CIP category:
o Streets
o Drainage
o Traffic signals
o Fleet
o Bridges
o City Landscaping
o Electric/Utility
o Buildings
o Parks
o Lighting and Landscape District
▪ Project priority:
o Essential (start within one year)
o Necessary (start within 1-3 years)
o Desirable (start within 3-5 years)
o Deferrable (start within 5-10 years)
▪ Project title
▪ Department
▪ Project Number
▪ Project Scope and Description
▪ Project Justification
▪ Current Status:
o Planning
o Design
o Construction
o Right of Way
o On Hold
▪ Project Schedule:

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o Design complete date
o Right of Way Cleared date
o Bid Date
o Award Date
o Construction Start date (NTP)
o Construction End date (NOC)
▪ Budgets:
o Funding Sources:
• Grants
• General funds
• Other agencies
o Dollar amounts
o Create a budget estimate
o Expended budget
o Budget Balance
▪ Project Location Map
• Workflow automation:
▪ Auto notification
▪ Routing
▪ Approval
▪ Reminders
▪ E-signatures (Docusign/Adobe E-sign)
• Adopt formal procurement policies and practices (see Rapid Workflow ® Session 7: Procurement)
• Track invoices.
• Track payments.
• Track release of retention.
• Dashboard.

Reports
• Total CIP
• CIP Category
• CIP Projects by Priority
• Project Status
• Budget Reports
• Reports by invoice payments
• Funds Expended and Balance
• Retention Report
• Ad hoc reports

Interfaces
• Use Munis to run routine canned reports and explore a tool to make them graphically/visually easy to understand.
• Munis, fetch budget data, total, budget expended (stored procedure). • GIS.

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Benefits:
• Staff time savings.
• Ability to use custom reports.
• Streamline the process.
• Reduce City’s risk on CIP projects.
• Better relationships with Contractor.

E SW 6 Tyler Decision Engine [ITFG3]

Finding:

The Software/Database IT Focus Group with IT staff revealed there have been complaints from customers on the Tyler EPL (Land Management) self-service portal. It is not intuitive or easy to navigate. This results in staff time and customer service calls and complaints.

Recommendations:
• Do a public workshop live streamed for the public’s education. • Implement Tyler Decision Engine to assist customers, which the City owns but has not implemented it.

Benefits:
• Improve the site.
• Save staff time.
• Improve community satisfaction.

E SW 7 Laserfiche: Adopt Forms [ITFG3]

Finding:

The Software/Database IT Focus Group with IT staff revealed Laserfiche is underutilized. Originally Water used it for workflow and stored records for the City Clerk. The Records Management module is implemented, and it is being used more now, e.g., with Docusign. Since Laserfiche went to the cloud, cannot pull data out through web links. This results in:
• Paying for software that is not used.
• Staff cannot pull data out through web links.
• There are multiple locations for public records.

Recommendations:
• Adopt the use of Laserfiche forms.
• Adopt Laserfiche as an enterprise tool, using best practices.

Benefits:
• Could get rid of some form software, e.g., Seamless Docs. • Save money by not paying for two similar systems.
• Compliance with FOIA.

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E SW 8 Performance Evaluations [MI2]

Finding:

The Software/Database IT Focus Group with IT staff on Performance Evaluation revealed the City has Munis as their HR system , but they do not use the Munis Performance Evaluation module because it is terrible. The HR department uses Trackstar for performance evaluations. (The PD uses it too.) Trakstar lacks an interface with Munis. They have to do duplicate work, which is not efficient.

Recommendations:
• Develop a detailed interface functional and technical specifications for performance planning.
• Explore what the marketplace has to offer to determine of a responsive and superior Performance Evaluation software exists.
• If an alternate Performance Evaluation cannot be identified, develop and implement an interface between Trackstar and Munis.

Benefits:
• Provide HR the tools they need to carry out their mission critical responsibilities.

W Web

W 1 Move Intranet to SharePoint [ITFG1]

Finding:

The Infrastructure IT Focus Group with IT staff related to the legacy systems, for instance, revealed the City still has legacy software, e.g., HDL Windows 2012 (old permitting software) and the Intranet is developed in Front Page (from 2002). The latter results in the following:
• System vulnerabilities.
• Servers are at end of life.
• Lack of a modern looking Intranet.

Recommendations:
• Mitigate the effects of legacy software on the network. • Move the Intranet to a SharePoint site.

Benefits:
• Reduce vulnerabilities and risks.
• Modernizing the software would make it easier to use.

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INT Interfaces

INT 1 Navaline - CityWorks Interface [ITFG3,MI3]

Findings:

The Software/Data base IT Focus Group with IT staff revealed the need for a Navaline - CityWorks Interface. The transfer of work orders from the Navaline Database to the CityWorks database is unreliable, errors out and has to be restarted often. It was put together as a custom piece of software. The firm that did it does not have a relationship with the City and does not support it. This results in the following:
• Limited functionality.
• Time consuming to address errors once or twice a month. • Represent a risk should it go down.
• If there is a change in how either system changes their system, it makes the interface incompatible and would have to be replaced.

Recommendations:
• Find a modern purpose-built solution from a vendor the City can trust for a long- term solution.
• Allow bi-directional data transfer (the existing one is only one way).

Benefits:
• Increased functionality and reliability.

4.2.2 IT Organization Operational Recommendations

The area of operational sustainability relates to the IT organization’s ability to provide the complete spectrum of services required to effectively and successfully
meet the technology needs of the City and public.

Issues related to sustainability include the use of
professional best practices commonly found in IT
organizations committed to providing exceptional
customer service.

Best practices encompass methods, procedures or techniques that have been shown by research, experience and application to produce optimal results; they establish a standard suitable for widespread adoption. Best practices become generally accepted as supe rior to non- standard alternatives because they produce consistent and predictable results.

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In the area of Information Technology, best practices ensure that every phase of the technology lifecycle is executed successfully. This applies to systems planning, requirements, definition, evaluations, selection, implementation, integration, development and project management. For IT organizations, it also applies to proper resourcing, operations and service delivery. IT best practices significantly mitigate risk, ensure technology is responsive to organizational needs, fosters the effective use of emerging technologies, and provides the highest return on investment.

Several IT operation best practices were addressed in the IT Operations Focus Group with IT staff, revealing the following challenges. The following findings and recommendations are based on input gathered throughout the ITMP project related to sustainability.

O IT Operational Improvements

O 1 Requirements Definition [ITFG4]

Finding:

The IT Operations IT Focus Group with IT staff revealed the IT Department does not have a formal requirements definition methodology . If it’s a major software purchase, they typically hire consultants. IT does not have an intake form, which goes along with the lack of governance. This results in the following:
• A City department might procure/implement a technology that may not meet the Enterprise Architecture requirements.
• It takes more staff time to define the initiative.
• Inability to prioritize projects based on organizational needs. • Software can get approved or procured outside of the IT organization. • Incomplete IT requirements definition.
• Software acquisitions are not fully specified or planned. • A business case cannot be developed for the review in IT Governance process. • Poorly defined functional and technical and poorly structured RFPs. • IT solutions do not meet business needs.
• Software is implemented without understanding IT support requirements.

Recommendations:
• Adopt a formal Project Intake Form used by all departments (sample data):
▪ Project Name
▪ Description
▪ Justification
▪ Risk & Priority categorization: H, M, L
▪ Project Sponsor (if applicable)
▪ Business Lead (if applicable)
▪ Project Manager
▪ Current & Future Project Support Requirements
▪ Funding
▪ Estimated Due Date (fixed and aspirational)
▪ Resources: IT Department, Vendor, Department

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• Adopt a best practice requirements definition methodology, used by the City or Consultant, depending on the project size, addressing the following:
▪ Features & Function Technical Requirements Specifications ▪ Report Specifications (if applicable)
▪ Interface Specifications (if applicable)
▪ Data Migration Specifications (if applicable)
▪ Implementation Plan
▪ Scope of Work
• Incorporate requirements definition into the IT Governance process.

Benefits:
• IT staff would be engaged with end users at the beginning of the process. • IT staff could assist in developing requirements that are responsive to department needs and are aligned with Enterprise Architecture. • Allow all parties to initial their review, and all appropriate persons/department have been engaged.
• Allow stopping missteps before they get too far down the project. • Produce a good project definition up front, including functional and technical requirements.
• Provides the ability to plan IT work.
• Better vendor proposals, responsive to technology performance specifications. • More satisfied end users and public customers.
• Cost savings via reduced change orders on IT deployments.

O 2 PCI Compliance Form [ITFG1]

Finding:

The Infrastructure IT Focus Group with IT staff revealed no one in the IT Department is regularly filling out the PCI compliance form. (PCI is the acronym for Payment Card Industry; it refers to security standards established to protect sensitive financial information during transactions.) This results in the City possibly not being in compliance and open to vulnerability risks.

Recommendations:
• Assign appropriate City staff the responsibility to f ill out the PCI Compliance Forms, e.g., Finance.
• IT Department will contribute their information as required.

Benefits:
• Ensure the City is following PCI regulations.
• Reduced risk.

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O 3 Media Destruction Cost/Benefit Analysis [ITFG2]

Finding:

The Hardware IT Focus Group with IT staff revealed IT has a large amount of digital media that needs to be destroyed, e.g., hard drives, cellphones, and tablets.

This results in the following:
• Existing devices take up a lot of storage space.
• Opens up security risks if the equipment was stolen.
• May have to produce data on those devices for FOIA requests.

Recommendations:
• Identify the quantity of items to be destroyed.
• Produce an estimate of yearly cost.
• Perform a Media Destruction Cost/Benefit Analysis of doing it in-house, having a third-party destroy the media, or vend out the destruction.

Benefits:
• Follow CJIS requirements.
• Reduce the clutter in the storage area.

O 4 SAN Consolidation [ITFG2]

Finding:

The Hardware IT Focus Group with IT staff revealed the IT Department has multiple SANs, including old SANs that are serving little to no benefit. It is difficult to update their firmware. This results in the following:
• Do not know where data is housed.
• Lack ability to easily upgrade SANs.
• The age of the system s makes them more likely to fail, and more difficult to recover.

Recommendations:
• Do an extensive review of data on current SANs.
• Determine what is needed and not needed.
• Determine space used.
• Look at consolidating down to one or two single devices.

Benefits:
• Easier to perform upgrades.
• Knowing where data is located.
• Improved ability to protect data from failures.

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4.2.3 Management Recommendations

This section of the report includes management
recommendations designed to support the
implementation of the ITMP & Roadmap over the next
5 years. Management recommendations are based on
information gained from a thorough review and
assessment of the City's mission, business processes,
and requirements. An understanding of the City’s IT
management issues was realized by holding interviews
with all department heads, IT Focus Groups, an Online
Staff Survey and Rapid Workflow® process workshops.

M Management Policies

The ITMP effort assessed the capabilities and challenges of the Information Technology organization, funding and policies. Several organizational issues were identified with regards to sustaining the City’s existing and future Information Technologies, i.e., the knowledge, skills, and abilities of IT staff, the number of IT staff, and the support capabilities of the IT organization. Opportunities for improvement, and the ability to sustain the IT Master Plan, are articulated below.

M 1 IT Governance [ITFG4]

IT Governance is a best practice used in organizations to implement business controls for the definition, selection, procurement and implementation of Information Technologies. IT Governance is the QC/QA process allowing IT solutions deliver better services, operate more efficiently, and make more informed decisions. It ensures government agencies get the best return on investment in technology, in an environment of growing demand and constrained resources.

IT Governance process, policies, and practices entail clearly defined activities, as shown below:
• Project Initiation and Planning
• Functional & Technical Performance Specifications
• Justification/Business Case Development
• Review and Funding Approval
• Contract Negotiating
• Procurement of IT products or services

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Findings:

The IT Organization Operations IT Focus Group with IT staff revealed the City has an IT Governance process but s taff do not adhere to it. For instance, PD bought Crash & Retrieval software. PD and Finance went through the entire process to procure hardware and software, but it never made its way to IT. It happens sometimes. This results in the following:
• IT staff hours trying to make the software work.
• The dropping of other projects.
• Urgent projects replace important projects/work.
• Possible waste of funds if the technology solution ends up not working. • Lack of proper technology/cybersecurity vetting.
• There may be other solutions the City already has that may work or work better.

Recommendations:
• The City’s Leadership should direct their department staff to adhere to the existing IT Governance process, and IT to be included in their technology projects.

Benefits:
• Could save money and time.
• Improved software security.
• Fit procurements into the overall IT yearly plan.

M 2 Project Planning & Procurement [ITFG4,MI10]

Finding:

The IT Organization Operations IT Focus Group with IT staff revealed the IT Department o ften ha s several major projects going on at the same time. This results in the challenge of keeping track of them all , and the difficulty of f ocusing on one at a time.

Recommendations:
• Adopt an IT Project Intake Form to space out projects. • Adopt the PMBOK Project Management methodology.
• Provide Project Management fundamentals training to all IT staff, e.g., Scope of Work/Work Breakdown Structure Definition, Project Scheduling, Budget Estimating, and Risk Management principles. (This does not mean PMI Certification).
• Adopt Project Portfolio Management practices to prioritize projects. • Adopt an easy-to-use project management/project tracking tool. • Assign appropriate staff to act as Project Managers.

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Benefits:
• Facilitate being able to focus on which projects are more urgent than others. • Improve project tracking, so project do not fall by the wayside. • Organize the chaos.
• Set up a more formal project management procedure and determine where projects are in the priority list.

M 3 Document Policy & Procedures [ITFG4]

Finding:

The IT Organization Operations IT Focus Group with IT staff revealed there are challenges with documented routine procedures or practices related to servers, backup systems , etc . (IT does have recovery handbooks. ) The is a risk if something breaks or is down, staff might not realize it.

Recommendations:
• Produce formal checklist on activities done daily.
• Identify key activities.

Benefits:
• If a key person is gone, there is continuity.

M 4 Procurement Process, Policies & Practices [RW7]

Findings:

The Rapid Workflow® business process workshop with Finance staff revealed the following:

1. There is a lack of standardized procurement processes, which results in:
• Wasted staff time and frustration.
• The Principal Civil Engineer has become the de facto Purchasing Agent, acting as the person who handles questions and clarifications, which impacts their job responsibilities.
• Departments may be doing solicitations differently.
• The lack of a written procedure makes it difficult to train new staff. • Staff interpret aspects of the procurement differently.

2. Staff d o not check the budget prior to proceeding with procurement, which results in s taff spending a significant amount of time on projects that change or are canceled.

3. Sometimes, limited consultant resources are available and c annot make progress on projects.

4. Different understandings of what constitutes the Scope of Work, resulting in wasted staff time and frustration.

5. Scope creep , resulting in the b udgeted project no longer having enough money, the length of the project is extended, and it has a d omino effect on other projects.

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6. Often times, there is an expectation to finish the task while not knowing where the budget is going to come from, resulting in the following:
• Must document after the fact.
• Becomes a burden on Finance to write a justification and move funds after the fact.
• Must match the contract to the authorization.
• Must figure out if it is within City Manager authority. • Impacts on contractors getting paid.

7. The use of solicitation nomenclature e.g., RFQ, RFB, and the lack of standards in procurement process. Other departments may not understand the solicitation types.

8. There are no written procurement procedures, which results in several adverse impacts:
• Wasted staff time and frustration.
• Departments may be doing solicitations differently.
• It makes it difficult to train new staff.
• Staff interpreting things differently.
• Makes it hard to follow-up on questions, e.g., Auditor questions. • Administering the appropriate contract for any specific project. • Management of the Contract against the budget.
• Lack of a standard process results in the process taking longer. • Lack of best practices.

9. The n aming convention of documents could be better , which i mpacts automating the process and more difficult to do queries and searches.

Recommendations:
• Develop a Fiscal Procedure manual:
▪ Procurement types
▪ Dollar thresholds
▪ Roles and responsibilities
▪ When contracts are used
▪ Contracts required
▪ Types of contracts
▪ Informal bidding
▪ Formal bidding
▪ Purchasing
▪ Process diagrams for each type of solicitation process. • Adopt a best practice to determine the budget at the time of identifying a project.
• Adopt a best practice to determine the resource requirements at the time of identifying a project.
• Elevate issues to Director.
• Establish standard naming conventions (taxonomy).

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Benefits:
• Enhanced efficiency.
• Organized records.
• Adhering to government procurement best practices.
• Cost savings.
• Staff time savings.
• More efficient workflow.
• Improve payment process.
• Improve contractor satisfaction with timely payments. • Eliminate or mitigate false starts.
• Things would get done faster.
• Easier to meet expectations.
• Eliminate or mitigate false starts.
• Staff can focus on usual day-to-day tasks.
• Help eliminate mistakes.
• Easier to search and find information.
• Ability to automate.

M 5 IT Staff Training [ITFG3,MI7]

Findings:

The Software/Database IT Focus Group with IT staff revealed IT has tools that are underutilized due to lack of staff time and training, including:
• Cisco ISE: identity control engine.
• Catalyst Center: Network Monitoring and Control tool. • Argent: device monitoring, log collector.

This result in the following:
• Cisco: the City is not as secure as it could be.
• Catalyst: the City is not leveraging automated network switches, not as efficient as IT could be, and not leveraging security features.
• Argent: not getting alerts as well as IT could.

Recommendations:
• Develop a formal training plan with target dates for appropriate IT staff. • Make this a priority for the IT Department.

Benefits:
• More secure network, and better visibility into the networks. • Be able to respond to issues quicker.
• Reduced time used for configurations.
• Be more proactive with network monitoring.

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5.1 IT Master Plan Roadmap Benefits

The ITMP project identified substantial potential benefits that could be realized by implementing the strategy.

Qualitative and quantitative benefits were identified in ten (10) Rapid Workflow® workshops.

This information was leveraged to prioritize ITMP
initiatives. A total of two-hundred and thirty -seven (237) potential benefits were identified in twenty-four types of benefit categories in the Rapid Workflow ® business
process workshops. These are shown in the table on the
next page, with an average of 24 benefit opportunities per mission-critical business process assessed in the project.

The figure on the following page, Figure 5.1.1 : ITMP Potential Benefits lists the potential benefits to be derived by approving and funding the ITMP. (The number in the column shown as “#” indicates the number of times these benefits were identified in the Rapid Workflow® workshops.)

The figure on the following page illustrates the level of magnitude of potential benefits the ITMP initiatives offer the City and its residents. The top ten will be particularly impactful in assisting the City continue moving forward as the high performing City it already is.

Section 5
Benefits

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Figure 5.1.1: ITMP Potential Benefits

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6.1 Glossary of Terms

Term Definition

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

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

3. As-Is Business Process
Map
Graphical business process model used to depict the existing condition of a business process. Used for the analysis of current business process steps and activities. Typically produced with input from business subject matter experts and business process owners.

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

This is commonly referred to as “Automated Workflow.”

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

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

Section 6
Appendix

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Term Definition

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

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

James Harrington's 1991 book Business Process Improvement.

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

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

11. Customer Relationship
Management Software
Customer Relationship Management, CRM, entails all aspects of interaction a company has with its customer, whether it be sales or service related.

12. Departmental Software Software providing functionality specific to a department in an organization, features and functions not required by any other department. In government, an example might be a Library Information System or Police Department 911 system, both systems which n o other departments require. Departmental application software solves department -specific problems and may integrate with enterprise systems.

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

14. E-Commerce E-commerce is business that is conducted over the Internet using any of the applications that rely on the Internet, including interactive

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Term Definition
and transactional functions, e.g., online payments, registration and application submittals.

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

16. Electronic Document
Management System
(EDMS)
Functionality to support the computerized management of electronic and paper -based documents. Associated components include a system to convert paper documents to electronic form, a mechanism to capture documents from authoring tools, a database to organi ze the storage of documents, and a search mechanism to locate the documents.

17. Enterprise Architecture
(EA)
A discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes.

EA delivers value by presenting business and IT leaders with signature-ready recommendations for adjusting policies and projects to achieve target business outcomes that capitalize on relevant business disruptions.

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

19. Enterprise Content
Management System
(ECMS)
An automated system with the functionality to capture, manipulate, retrieve, and publish the entire inventory of digital assets (e.g., web pages, office documents, databases, scanned images, digital photos, digital video, digital recordings, e -mail) create d by an organization.

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

21. Electronic Records
Management System
(ERMS)
A collection of hardware, software, staff, policies, and procedures that work in concert to enable an agency to effectively manage records electronically. A software product that identifies, classifies, and disposes of records according to specified recor ds disposition policies.

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

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

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Term Definition

24. E-Services The concept of e-service (short for electronic service) represents one prominent application of utilizing the use of information and communication technologies (ICTs) in different areas.
'E-Service constitutes the online services available on the Internet, whereby a valid transaction of buying and selling (procurement) is possible, as opposed to the traditional websites, whereby only descriptive information is available, and no online tran saction is made possible.'

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

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

Optical fiber is also immune to electrical interference.

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

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

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

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

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

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

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

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Term Definition

34. Internet Service Provider
(ISP)
Refers to a company that provides Internet services, including personal and business access to the Internet.

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

36. ITS Short for Federal Intelligent Transportation Systems, it is a broad range of wireless and wired communications-based information and electronics technologies that are integrated into the transportation system and in vehicles themselves. ITS is made up of 1 6 types of technology-based systems.

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

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

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

40. Optical Character
Recognition (OCR)
The recognition of printed or written text characters by a computer.

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

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

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Term Definition

42. Portable Document
Format (PDF)
This format is proprietary to Adobe Inc. and is widely used as a de - facto data exchange method.

43. ThirdWave Rapid
Workflow Process
Modeling®
US Patent 8615423 B1: A method of rapid workflow process modeling, which is established according to a triangulation principle.

The method integrates issues of management, operation and technology including information technology that are three fundamentals of a triangulation principle to characterize challenges and opportunities for process improvement of any organization including military units, governmental agencies and public and private business sectors. Specifically, the method is comprised of seven steps such as the As -Is process mapping, problem statements, impact statements, solution statements, benefit statements, To -Be process mapping and cost benefit analysis for generating a quantitative projection of the business cost reduction.

Application of the method is able to comprehensively and effectively address challenges and opportunities for all aspects of the organizational process improvement.

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

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

46. Retention Period The length of time that a record must be kept before it can be destroyed. Records not authorized for destruction are designated for permanent retention. Retention periods for temporary records may be expressed in two ways:
• A fixed period from the time records in the series or system is created. Normally, a fixed period that follows their regular cutoff dates. For example, the phrase “destroy after 2 years” provides continuing authority to destroy records in a given series 2 years after their creation (normally 2 years after their regular cutoff date). • A fixed period after a predictable event. Normally, a fixed period following the systematic cutoff applied after completion of an event.

The wording in this case depends on the kind of action involved.

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Term Definition

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

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

49. Service-Oriented
Architecture (SOA)
An architectural pattern in computer software design in which application components provide services to other components via a communications protocol, typically over a network. The principles of service-orientation are independent of any vendor, product or technology, Services can be combined to provide the functionality of a large software application. [3] SOA makes it easier for software components on computers connected over a network to cooperate.

Every computer can run any number of services, and each service is built in a way that ensures that the service can exchange information with any other service in the network without human interaction and without the need to make changes to the underlying program itself.

50. Taxonomy The study of the general principles of scientific classification:
systematics; classification; especially orderly classification of plants and animals according to their presumed natural relationships.

Taxonomy is a high -level, hierarchical classification for documents and records that facilitates the management (storage, access, retrieval, revision, archiving, and disposition) of recorded information throughout its life cycle. A taxonomy is a living document that changes as the work within the company ch anges. It is never final because organizations constantly change their content types, processes and organizational structures.

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

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Term Definition

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

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

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

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

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

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ThirdWave Corporation
Information Systems Intelligently Applied
12100 Wilshire Blvd. Suite 800
Los Angeles, CA 90025
www.ThirdWaveCorp.com
310.804.7565

Information Technology Master Plan
City of Indio
Volume 2: ITMP Implementation Roadmap
March 16, 2026
Thought Leadership, Exceptional
Performance & Results since 1987

38 YEARS

ThirdWave

Rapid
Workflow®
Problems, Impacts,
Solutions, Benefits

$

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Contents

Information Technology Master Plan: Volume 2 Roadmap

Section 1 Introduction ....................................................................................................................... 1

1.1 Introduction to the ITMP Implementation Roadmap .............................................. 1

1.2 ITMP Vision, Mission and Values .......................................................................... 2

1.3 ITMP Roadmap Framework ................................................................................... 3

1.4 ITMP Roadmap Objectives .................................................................................... 3

1.5 ITMP Roadmap Guiding Principles ........................................................................ 3

Section 2 ITMP Initiatives .................................................................................................................. 6

2.1 Technology Initiatives ............................................................................................ 6

2.2 Prioritization Criteria & Process ............................................................................. 7 Figure 2.2.1: ITMP Implementation Roadmap Initiative Prioritization Criteria ...... 7 Figure 2.2.2: Prioritized ITMP Implementation Roadmap Technology Initiatives . 8

Section 3 Budget Estimate .............................................................................................................. 10

3.1 Budget Overview ................................................................................................. 10

3.2 ITMP Initiative Investment .................................................................................... 11 Figure 3.2.1: ITMP Implementation Roadmap 5-Year Estimated Investment .... 12

3.2.1 Budget Footnotes ................................................................................................. 13

Section 4 5-Year ITMP Roadmap .................................................................................................... 16

4.1 ITMP Roadmap Implementation Principles ......................................................... 16

4.1.1 Technology Implementation Principles ................................................................ 16

4.2 5-Year ITMP Implementation Timeline ................................................................ 18 Figure 4.2.1: Overall 5-Year Implementation Roadmap ..................................... 19

4.2.1 Implementation Roadmap Footnotes ................................................................... 20

Section 5 City & Customer Benefits ............................................................................................... 23

5.1 ITMP Roadmap Benefits ..................................................................................... 23 Figure 5.1.1: Summary of City-wide ITMP Potential Benefits ............................ 24

5.1.1 Implementation Roadmap Benefit Footnotes ...................................................... 24

Section 6 Closing Recommendations ............................................................................................ 27

6.1 Adoption & Funding ............................................................................................. 27

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1.1 Introduction to the ITMP Implementation Roadmap

This document provides the City of Indio a five -year IT Master Plan (ITMP Roadmap), including the prioritized
phased and implementation of Information Technology
initiatives. The ITMP addresses the acquisition and
implementation of strategic business technologies, in
addition to addressing the sustainability of the ITMP
Roadmap with IT human resources.

Volume 1 of the ITMP document articulates “what” should be undertaken. This document is a management tool that
defines “when” ITMP Roadmap initiatives might be carried out and at what investment.

As with any planning document, the ITMP Roadmap should be revisited and refreshed on a yearly basis. Updates should consider changing circumstances in a variety of areas: e.g., City organization, community demographics, emerging Information Technologies, and fluctuations in the state of the economy.

The following pages lay out a pragmatic ITMP Roadmap that will ensure the successful deployment of initiatives, reflects sound investments in technologies, and addresses the following:
• The criteria used to prioritize ITMP Roadmap Initiatives; • Implementation Roadmap over a 5-year timeline; and,
• Resources required to sustain the ITMP implementation.

Section 1
Introduction

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1.2 ITMP Vision, Mission and Values

The following outlines the City’s ITMP Roadmap vision,
mission and values:

Vision
Provide a comprehensive roadmap fostering the use of
proven state-of-the-practice Information Technologies in the most strategic, innovative, cost effective and efficient manner possible to support internal City operations,
extraordinary customer service delivery, civic participation and community wellbeing.

Mission
Ensure IT investments and strategic business technologies are customer focused, sound, and deliver the highest possible value to the City and its constituents.

Implementation Values
ITMP initiatives are guided by three values integral to everything the IT organization does:

Excellence: Lead with a clear vision, communicate, form partnerships, and take full ownership and responsibility in fulfilling our mission. Our information technology work is relevant, timely, and delivered with superior customer service that reflects our commitment to collaboration and the highest standards of quality.

Transparency: Uphold a standard of transparency, accountability, and reliability. We conscientiously run our IT operations to promote a City workforce that is worthy of the public trust.

Innovation: Constantly seek new ways to accomplish our work through efficiency and collaboration to generate extraordinary transformative results. We are dedicated to delivering creative, innovative and forward ‐looking technology solutions.

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1.3 ITMP Roadmap Framework

The ITMP Roadmap fosters a transformative framework for how the City leverages its Information Technologies, embracing Information Technology as a strategic enabler, embedding it as a critical and fundamental component in all the City does. The City will continue to ensure the application of Information Technologies stays aligned with , and supportive of , efficient and responsive delivery of services to all City’s customers – residents, businesses, and visitors.

By aligning Information Technology in support of the City’s business and service delivery processes, the City will become a more agile organization, better able to support the City of Indio community. Moreover, the ITMP Roadmap will allow the City to leverage existing and emerging technologies. Through investment in technology, the City will develop and implement innovative and cost-effective approaches for improving the quality and delivery of municipal services.

1.4 ITMP Roadmap Objectives

The objectives of the ITMP Roadmap are to:
• Develop a high performance and reliable Citywide IT infrastructure to support the dynamic requirements of the City;
• Align the City’s IT initiatives with the City’s strategic plans while ensuring the City’s responsibilities and priorities are recognized and taken into account; • Invest in IT systems based on a rational and impartial assessment of both quantitative and qualitative benefits, and a realistic assessment of project costs, benefits and risks; • Reduce the cost of operations and service delivery, while improving the quality of services delivered to customers through responsible IT investment; and, • Deliver IT services, internally to the City and externally to the residents of the City in a cost- effective manner.

1.5 ITMP Roadmap Guiding Principles

ThirdWave recommends the City adopt a new set of guiding principles related to the implementation of Information Technologies.

ThirdWave recommends the following principles be adopted for implementing the ITMP Roadmap:

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1. Leadership Embrace technology as a strategic enabler and utilize IT to improve the way all City staff perform their jobs and deliver services to residents and businesses.

2. Communications Foster effective communications between the City and the public to keep all parties, e.g., residents, business and visitors, informed on the progress of ITMP initiatives. The City will keep the public informed on the use of technology in the City via its website, and other means.

3. IT Governance Adopt a formal management process to ensure that IT initiatives across all City Divisions are properly vetted by the IT organization for consistency with the ITMP Roadmap, IT industry best practices, emerging trends, are fiscally sound, and are effective in improving operating efficiencies and customer service prior to proceeding with them.

4. Enterprise Approach Encourage an enterprise approach when procuring, implementing and managing the City’s Information Technologies. The City will utilize state -of-the-practice technology ensuring investments are effectively leveraged across departments, business units and customers while employing economies of scale wherever possible.

Information Technologies will foster cost containment and/or the highest return on investments possible.

5. Accountability Create an environment that encourages accountability through service level agreements, performance measures /metrics, and individual responsibility, including the City IT staff and contracted service providers.

6. Proven Technology Implement contemporary, but proven, technologies that maximize future options by emphasizing open standards. Applications should use Commercial Off -the-Shelf software wherever possible, and should be web based, wireless ready, employing a Service Oriented Architecture, and GIS compatible, where appropriate and applicable.

7. Efficiencies Decisions regarding funding for future technology initiatives should be based on a Business Process Improvement assessment using a formal and standard Continuous Improvement methodology. The resulting data will be used to produce a comprehensive business case that takes both tangible and intangible costs and benefits of the project into account.

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8. Strategic Investments IT assets, systems, skills and support operations will be viewed as strategic investments that are critical in attaining internal City-wide business operational effectiveness and external service delivery objectives.

9. Partnerships The City will maintain partnerships with outside Information Technology firms, consultants and regional government
organizations to undertake collaborative efforts in the provision of information and services, and obtain expert advice and knowledge of IT trends.

10. Accessibility Implement Information Technology that provides all internal and external customers easy and timely access to online information and services. The City will strive to make data available for the benefit of the public subject only to the need to protect the privacy of individuals.

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2.1 Technology Initiatives

Volume I, IT Strategic Plan , identified management,
business process and technology solutions for enhancing the organization and service delivery environment at the City over the next five to ten years.

The initial list of potential ITMP Roadmap initiatives was consolidated, reduced and prioritized in this document, bringing the final number to thirty-four (34) technology initiatives. The final list of initiatives offer s actionable recommendations related to five Information Technology
categories: infrastructure, hardware, departmental software, enterprise software, IT operations and management policies and practices.

Some solutions in Volume 1, not contained in this document, include operational and/or policy recommendations related to the use, operation and management of the City’s IT portfolio. These are activities the IT organization is chartered to provide on an ongoing basis.

IT solutions identified in the requirements definition phase of the project were vetted to produce the final list used in the prioritization process. Information Technology initiatives are described in some detail in Volume 1: ITMP Findings and Recommendations document, January 7 , 202 6 which will act as a reference document over the five-year duration of the ITMP Roadmap.

Section 2
ITMP Initiatives

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2.2 Prioritization Criteria & Process

The ITMP Roadmap initiatives were processed through a
prioritization model that includes a range of performance parameters aligned with common municipal business
objectives and tangible internal/public benefits.

The criteria were used by the City/ThirdWave Project Team to identify a preliminary sorting of initiatives. A final prioritization was carried out which takes into account technology prerequisites, related applications, optimum sequencing of IT initiatives and investment balancing.

The figure below describes the criteria employed to prioritize ITMP Roadmap initiatives, using a weighted rating system as described below.

Figure 2.2.1: ITMP Implementation Roadmap Initiative Prioritization Criteria

Business Case Benefit Rating
5 High: Provides significant benefit to internal operating efficiencies, and extraordinary customer service.
3 Medium: Provides some benefit to internal operating efficiencies and very good customer service.
1 Low: Provides limited benefit to internal operating efficiency and good customer service.

Prioritization Application of Criteria

1. Internal or External ITMP Requirements
• The number of times an initiative was identified in the requirements definition phase of the project, including the Rapid Workflow ® workshops, Management Interviews, Online Staff Survey, and/or IT Focus Groups;
• Provides the architecture and infrastructure required to implement other key projects; • Facilitates collaboration; and/or,
• Provides an enterprise solution, highly leverageable, benefiting the City as a whole.

3. Improved Staff Productivity
• Staff time savings;
• Fosters internal operating efficiencies;
• Improves organizational practices, aligning them with enterprise/departmental goals; and/or,
• Enhances the ability to share data.

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5. Improved Customer Services
• Significantly improves customer service;
• Provides online 24x7 convenience; and/or,
• Provides Web-enabled services for faster/easier service to the public.

6. Cost Savings
• Provides the potential for hard dollar savings;
• Potential deferred expenses; and/or,
• Provides cost avoidance opportunities.

7. Revenue Generation
• Provides potential of increased revenues where the City collects fees for services.

Figure 2.2.2 below provides a list of the final technology initiatives identified in the prioritization process, grouped into yearly phases for management consideration and budgeting. Some of the initiatives listed below were broken out into phased deploy ments; therefore, the number of initiatives shown below and the actual number of initiatives in the implementation may differ. The primary entity responsible for each initiative, e.g., City IT, Vendor, or Consultant is also shown. It bears noting that even when an external resource carries out an initiative, IT Staff will still need to provide oversight, which will impact the workload of the IT organization.

Figure 2.2.2: Prioritized ITMP Implementation Roadmap Technology Initiatives Legend:

Type of Initiative Responsible Party:

M Management Initiatives City IT Staff: Policies, practices, system deployments OPS IT Operations Consultant: Assessments, Planning, Training INF Infrastructure Systems Vendor: Systems Implementations / Integration HW Hardware
DSW Departmental Software
ESW Enterprise Software
WEB Web Services

YEAR 1 Initiative Responsible

1. E SW 2 Tyler EPL Enhancements Vendor

2. E SW 3 PAF E-Forms Vendor

3. D SW 4 Construction Management Application Vendor

4. E SW 5 CIP Application Vendor

5. INF 3 Mitel Phone System Vendor

6. M 2 IT Project Planning & Procurement Intake Form Consultant

7. D SW 1 Computer Maintenance Management System Vendor

8. M 1 IT Governance City IT Staff

9. INF 2 Corporate Yard: Upgrade Smart Zone City IT Staff

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YEAR 2 Initiative Responsible

1. O 1 Requirements Definition Practice City IT Staff

2. D SW 3 Real Time Crime Center Requirements Definition Consultant

3. E SW 1 AI Assessment Consultant

4. D SW 6 HDL / Tyler Data Migration Vendor

5. D SW 2 EnerGov Meter Forms Vendor

6. E SW 3 Onboarding Application Vendor

7. E SW 6 Tyler Implement Decision Engine Vendor

YEAR 3 Initiative Responsible

1. D SW 5 PD CAD Databases Integrator

2. HW 1 Site Recovery Manager Setup City IT Staff

3. E SW 7 Laserfiche: Adopt Forms City IT Staff

4. E SW 8 Performance Trackstar Integrate with Munis Vendor

5. M 3 Document Policy & Procedures City IT Staff

YEAR 4 Initiative Responsible

1. M 4 Std. Contracts Business Processes City IT Staff

2. M 5 IT Staff Training City IT Staff

3. W 1 Move Intranet to SharePoint Integrator

4. O 3 Media Destruction Cost/Benefit Analysis Consultant

YEAR 5 Initiative Responsible

1. O 4 SAN Consolidation Consultant

2. INT 1 NaviLine - CityWorks Interface Consultant

3. O 2 PCI Compliance Form City IT Staff

4. INF 5 Battery Backup LTE Gateway City IT Staff

5. HW 6 Epson Twain Scanners City IT Staff

A detailed description of each strategic initiative listed above is provided in the Volume 1: ITMP Findings & Recommendations document.

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3.1 Budget Overview

The budget estimate reflects a comprehensive
analysis, drawing on specific data collected during the ITMP project. The ITMP provides a management
planning and budgeting tool.

While every effort has been made to estimate the
approximate cost of the proposed ITMP initiatives (i.e., gross order of magnitude estimates), the City should
be aware that technology hardware and software
vendor prices vary widely, both in pricing models,
product suites, bundling , hosting, and maintenance
options.

Moreover, the cost of implementation vendors/systems integrators can vary even more than system vendors, depending on the geographic location, size of the firm, overhead costs, business model and even the state of the economy.

The following pages provide high level budget estimates, or investment requirements, for a phased 5-year implementation of the City’s ITMP Implementation Plan. It should be noted that the budget estimate represents gross level of effort estimates using the most currently available data; it does not represent a price quote . Furthermore, the budget estimates do not include detailed and/or total training costs, data conversion costs, systems integration and other system- related costs. These costs can only be developed after detailed specifications and scope of work have been articulated.

Section 3
Budget Estimate

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High level budget estimates have been determined by:
• Applying industry best practice estimating for the implementation of Information Systems; • Past experience carrying similar IT initiatives;
• Data provided by the City, based on staff research; or • Data researched by ThirdWave.

All proposed solutions identified in the ITMP Roadmap should be thoroughly reviewed and go through formal planning and development of project requirements, specifications and preliminary work breakdown structures, resource allocation planning, and development of MS Project Schedules prior to the issuance of solicitation documents or internal implementation by the City’s IT organization.

3.2 ITMP Initiative Investment

ThirdWave recommends that Information Technology
assume a level of strategic importance at the City, and that an IT Internal Service Fund be established (if one does not already exist) to successfully execute and
sustain the implementation of the ITMP Roadmap.

The figures on the following pages provide high level
investment requirements for a phased multiple year
implementation of the City’s ITMP Roadmap.

A “0” cost indicates work conducted by City staff or no net maintenance and support costs are required, typically because the ITMP initiatives does not involve software purchases or related maintenance costs.

ITMP Initiative Types
• M: Management: initiatives related to the adoption of policies and practices, staff resources, or investments in training.
• OPS: Operational: initiatives related to the ongoing duties of the IT organization. • INF: Infrastructure: initiatives related to networks, communications, or associated components.
• HW: Initiatives related to servers, personal computers, laptops, tablets, mobile devices and peripheral.
• D SW: Departmental Software: application software proving functionality need by a department or more.
• E SW: Enterprise Software: application software proving functionality need by all City departments, typically related to Enterprise Resources Planning solutions. • WEB: Web Service or online applications.

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Figure 3.2.1: ITMP Implementation Roadmap 5-Year Estimated Investment

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3.2.1 Budget Footnotes
The footnotes below provide a synopsis of assumptions for each of the ITMP initiatives listed in the 5 -year timeline. The foregoing assumes all project deployments will be preceded by the development of formal functional and technical requirements, development of a comprehensive Request for Proposal document where appropriate and will utilize competitive solicitation processes to contain costs where the initiative will be conducted by a third party.

YEAR 1

1. E SW 2 Tyler EPL Enhancement (Organizational Excellence) : This cost entails professional services to enhance existing software conducted by vendor.

2. E SW 3 PAF E -Forms (Organizational Excellence) : This cost entails software and installation conducted by vendor.

3. D SW 4 Construction Management Application (Public Infrastructure ): This cost entails software and implementation conducted by vendor. This initiative will require the participation of City subject matter experts.

4. E SW 5 CIP Application (Public Infrastructure ): This cost reflects professional services to perform requirements definition, functional and technical specifications for a formal solicitation process, systems, and professional implementation services. This initiative will require the participation of City subject matter experts.

5. INF 3 Mitel Phone System (Public Infrastructure ): This cost entails software, hardware, and installation carried out by vendor.

6. M 2 IT Project Planning & Procurement Intake Form (Organizational Excellence): This cost reflects professional consulting services.

7. D SW 1 Computer Maintenance Management (Public Infrastructure ): This cost reflects professional services to perform requirements definition, functional and technical specifications for a formal solicitation process, systems, and professional implementation services. This initiative will require the participation of City subject matter experts.

8. M 1 IT Governance (Organizational Excellence): City IT staff will conduct this work, therefore there is no cost associated with it.

9. INF 2 Corporate Yard: Upgrade Smart Zone (Public Infrastructure): City IT staff will conduct this work, therefore there is no cost associated with it.

YEAR 2

1. O 1 Requirements Definition Practice (Organizational Excellence): This work will be carried out by City IT staff, therefore there is no cost associated with it.

2. D SW 3 Real Time Crime Center Requirements Definition (Public Safety): This cost reflects professional consulting services.

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3. E SW 1 AI Assessment (Organizational Excellence) : This cost reflects professional consulting services.

4. D SW 6 HDL / Tyler Data Migration (Organizational Excellence) : This cost reflects professional consulting services.

5. D SW 2 EnerGov Meter Forms (Organizational Excellence) : This cost entails professional services to enhance existing software conducted by vendor.

6. E SW 3 Onboarding Application (Organizational Excellence) : This cost reflects professional services to perform requirements definition, functional and technical specifications for a formal solicitation process, systems, and professional implementation services. This initiative will require the participation of City subject matter experts.

7. E SW 6 Tyler Implement Decision Engine (Organizational Excellence) : This cost entails software and installation conducted by vendor.

YEAR 3

1. D SW 5 PD CAD Databases (Public Safety): This cost reflects professional consulting services provided by a consultant or systems integration firm.

2. HW 1 Site Recovery Manager Setup (Organizational Excellence): City IT staff will conduct this work, therefore there is no cost associated with it.

3. E SW 7 Laserfiche: Adopt Forms (Organizational Excellence) : City IT staff will conduct this work, therefore there is no cost associated with it.

4. E SW 8 Performance Trackstar Integrate with Munis (Organizational Excellence) :

This cost entails systems integration conducted by vendor.

5. M 3 Document Policy & Procedures (Organizational Excellence): This work will be conducted by City IT staff, therefore there is no cost associated with it.

YEAR 4

1. M 4 Standardize Contracts Business Processes (Organizational Excellence) :

This work will be carried out by City IT staff, therefore there is no cost associated with it.

2. M 5 IT Staff Training (Organizational Excellence): This work will be conducted by City IT staff, therefore there is no cost associated with it.

3. W 1 Move Intranet to SharePoint (Organizational Excellence): This cost reflects professional consulting services provided by a consultant or systems integration firm.

4. O 3 Media Destruction Cost/Benefit Analysis (Organizational Excellence): This cost reflects professional consulting services.

YEAR 5

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1. O 4 SAN Consolidation (Organizational Excellence) : This cost reflects professional consulting services.

2. INT 1 NaviLine - CityWorks Interface (Organizational Excellence) : This cost reflects systems integration by a vendor.

3. O 2 PCI Compliance Form (Organizational Excellence): City IT staff will conduct this work, therefore there is no cost associated with it.

4. INF 5 Battery Backup LTE Gateway (Organizational Excellence): City IT staff will conduct this work, therefore there is no cost associated with it.

5. HW 6 Epson Twain Scanners (Organizational Excellence) : This work will be conducted by City IT staff, therefore there is no cost associated with it.

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4.1 ITMP Implementation Roadmap Principles

The ITMP Roadmap illustrates the prioritized
sequencing and projected timelines for strategic
initiatives over a 5 -year period. The Roadmap
represents the logical and well -planned implementation phase of the IT Master Plan.

The yearly ITMP project schedules reflect the final
priorities identified as of this writing. However, it bears noting that this Roadmap is a living document. As a
planning and implementation document, this document
should be reviewed on a yearly basis, and adjusted
as the City’s organization needs, financial position,
technologies emerge, and the City’s Information
Technology portfolio changes.

4.1.1 Technology Implementation Principles

The ITMP Roadmap adheres to a framework comprised of a number of general operating principles, as outlined below:

1. Build a solid and secure infrastructure foundation.

The ITMP Roadmap assumes that the City’s network and communications infrastructure is sound and secure, allowing for the deployment of various strategic technologies. This is a prerequisite to the deployment of departmental and enterprise applications.

Section 4
5-Year ITMP Roadmap

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2. Focus on economies of scale in the investment and deployment of initiatives.

For instance, the implementation of an Enterprise Resource Planning (ERP) system will meet the needs of several departments; an Online Payments application can be used to address several online payment requirements across numerous departments and applications.

3. Provide staff with sufficient tools of the trade.

The ITMP Roadmap focuses on providing staff with the fundamental tools needed to provide City services and interface with all the City’s customers, i.e., contemporary department and enterprise application software, mobile devices, and web-enabled service delivery solutions.

4. Recognize deployment prerequisites.

The ITMP Roadmap recognizes that deployment of certain solutions requires up -stream system preparation, i. e., upgrading the City’s network, ubiquitous remote Wi-Fi access to data for City staff working in the field, and so on. In some cases, this may require the City to acquire enabling hardware and/or software technologies either in -house or through “cloud-based” service providers.

5. Utilize parallel deployment approaches to fast-track initiatives.

To the extent possible, based on available resources, some ITMP Roadmap initiatives will occur in parallel using appropriate I T staff resources and/or service providing firms to execute IT projects and initiatives. It bears noting that even with an external resource conducts an initiative, IT Staff will still need to provide oversight, which will impact the workload of the IT organization. However, multiple enterprise systems should not be deployed at the same time as that might unnecessarily tax the workload of existing City IT staff and end users.

6. Use IT best practices for the execution and management of ITMP Roadmap initiatives.

All development and implementation projects will use formal industry standard PMBOK ® (the Project Management Institute’s Project Management Body of Knowledge ) Project Management methodology and a uniform Enterprise Architecture, Structured Development Life Cycle (SDLC) methods, development tools and databases. The ITMP assumes IT staff have been trained in project management fundamentals.

7. Allocate sufficient IT resources to ensure sustainability.

The ITMP Roadmap currently includes ITMP initiatives of varying scale and complexity over the next several years. This represents a significant workload for the IT organization – on top of existing IT projects and ongoing I T operational activities. The ITMP implementation will require the City to place an elevated level of importance on IT staff resource allocation (City staff, contractors and/or consultants) to successfully deploy and effectively sustain the IT Master Plan.

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4.2 5-Year ITMP Implementation Timeline

The figure on the following page (4.2.1) provides an
overview of the proposed 5 -year ITMP Roadmap. In
general, the 5 -year plan follows the prioritization identified in Section 2 of this document. The following should be
noted:
• Projects requiring requirements definition /IT
Governance and/or a solicitation process are shown
with a light -colored bar preceding the solid dark
color bar , which indicates the deployment timelines.

ITMP Roadmap initiatives that require a solicitation
process tend to be larger and more complex projects.

These projects will be conducted by external
professional resources supported by internal City IT
staff/subject matter experts.
• Projects anticipated to be conducted by existing IT staff resources without a solicitation phase are shown with a solid bar indicating approximate deployment timelines. (The solid bar indicates the projected implementation timelines, not the upfront requirements definition and solicitation timelines.)
• From a planning perspective, the solicitation timelines are important because they imply:
▪ A formal requirements definition effort;
▪ The allocation of staff resources for the development of RFP documents; ▪ The formation of end user evaluation/selection committees; ▪ The assignment of appropriate IT staff resources for the execution of initiatives; ▪ The assignment of appropriate City staff backfilled resources for the execution of large IT projects, i.e., Enterprise Resource Planning solutions; and ▪ The identification of appropriate Change Management activities. • Ongoing ITMP Roadmap initiatives are shown with a dashed line. • The number in the column titled “MO” indicates the approximate number of months estimated to conduct an initiative.
• The timing of ITMP Roadmap initiatives is subject to change based on the availability of funding, either at the department or enterprise level. • The ITMP Roadmap proposed here is not cast in concrete and should be reviewed on a yearly basis, revised, and adjusted as appropriate.

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Figure 4.2.1: Overall 5-Year Implementation Roadmap

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4.2.1 Implementation Roadmap Footnotes

The numbers shown in the “MO” column in the figure above indicates an estimated number of months for the implementation of an ITMP initiative, shown with the dark colored bar. It does not include the front-end work to develop requirements or conduct a solicitation which will extend the overall project duration.

Implementation Assumptions:

The footnotes below provide a synopsis on the implementation approach for each of the ITMP initiatives listed over the 5-year timeline. The number in parenthesis indicates the estimated duration of each initiative in months. The foregoing project timelines assume all project deployments will use formal PMBOKTM Project Management and Change Management Best practices.

YEAR 1

1. E SW 2 Tyler EPL Enhancement: This assumes a 3-month timeline to retain a Vendor to provide professional services.

2. E SW 3 PAF E -Forms: This assumes a 2-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 3-month timeline to deploy.

3. D SW 4 Construction Management Application: This assumes a 4-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 8-month timeline to deploy.

4. E SW 5 CIP Application: This assumes a 4-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 8-month timeline to deploy.

5. INF 3 Mitel Phone System : This assumes a 4-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 6-month timeline to deploy.

6. M 2 IT Project Planning & Procurement Intake Form: This assumes a 1-month timeline for a Vendor to provide professional services.

7. D SW 1 Computer Maintenance Management System : This assumes a 4-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 6-month timeline to deploy.

8. M 1 IT Governance: This assumes a 2-month timeline for IT staff to carry this out.

9. INF 2 Corporate Yard: Upgrade Smart Zone: This assumes a 1-month timeline for IT staff to carry this out.

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YEAR 2

1. O 1 Requirements Definition Practice: This assumes a 1-month timeline for IT staff to carry this out.

2. D SW 3 Real Time Crime Center Requirements Definition: This assumes a 3-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 6-month timeline to deploy.

3. E SW 1 AI Assessment: This assumes a 3-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 3-month timeline to deploy.

4. D SW 6 HDL / Tyler Data Migration : This assumes a 3-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 4-month timeline to deploy.

5. D SW 2 EnerGov Meter Forms: This assumes a 3-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 4-month timeline to deploy.

6. E SW 3 Onboarding Application: This assumes a 4-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 6-month timeline to deploy.

7. E SW 6 Tyler Implement Decision Engine : This assumes a 4-month timeline for a Vendor to provide professional services.

YEAR 3

1. D SW 5 PD CAD Databases: This assumes a 3-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 3-month timeline to deploy.

2. HW 1 Site Recovery Manager Setup : This assumes a 2-month timeline for IT staff to carry this out.

3. E SW 7 Laserfiche: Adopt Forms: This assumes a 2-month timeline for IT staff to carry this out.

4. E SW 8 Performance Trackstar Integrate with Munis : This assumes a 2-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 4-month timeline to deploy.

5. M 3 Document Policy & Procedures: This assumes a 2-month timeline for IT staff to carry this out.

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YEAR 4

1. M 4 Standardize Contracts Business Processes: This assumes a 2-month timeline for IT staff to carry this out.

2. M 5 IT Staff Training: This is an ongoing initiative for IT staff to conduct.

3. W 1 Move Intranet to SharePoint : This assumes a 3-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 4-month timeline to deploy.

4. O 3 Media Destruction Cost/Benefit Analysis: This assumes a 2-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 2-month timeline to deploy.

YEAR 5

1. O 4 SAN Consolidation: This assumes a 2-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 2-month timeline to deploy.

2. INT 1 NaviLine - CityWorks Interface: This assumes a 2-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 4-month timeline to deploy.

3. O 2 PCI Compliance Form: This is an ongoing initiative for IT staff to conduct.

4. INF 5 Battery Backup LTE Gateway : This assumes a 2-month timeline to develop detailed technical and functional requirements, RFP and go through a formal procurement process to procure a system solution, followed by a 1-month timeline to deploy.

5. HW 6 Epson Twain Scanners: This assumes a 1-month timeline for IT staff to carry this out.

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5.1 ITMP Roadmap Benefits

A number of quantitative and qualitative benefits were
identified in the ITMP Roadmap project indicating
considerable opportunity for enhancing internal operations and service delivery to the public.

Eighteen (18) types of potential benefits , for a total of two- hundred and forty -six (2 37), were identified in ten (10) mission critical business processes mapped in Rapid
Workflow® workshops. This represents an average of
thirteen (13) business process/service delivery benefits per workshop.

While the benefits were not quantified ( e.g., there is no measure of benefits in terms of dollars) the list below provides a general indicator of the magnitude of the opportunity. It is notable that the top 5 benefits to be derived from implementing the ITMP include:
• Staff time savings
• Improved efficiencies
• Improved data integrity
• Increased community safety
• Good vendor relations
The figure on the following page, Figure 5.1.1: ITMP Potential Quantitative & Qualitative Benefits, provides a compiled list of sorted ITMP Implementation Roadmap benefits identified by City staff and management if the ITMP initiatives were implemented.

Section 5
City & Customer
Benefits

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Figure 5.1.1: ITMP Potential Quantitative & Qualitative Benefits

5.1.1 Implementation Roadmap Benefit Footnotes

1. Staff Time Savings
Funding the ITMP Roadmap will allow for better use of staff time and time -savings; given the resource challenges small cities face, getting more productive outcomes with the same number of staff may mitigate the need for more staff across the City. The implementation of the ITMP Roadmap will allow existing City staff to better meet service demands of the City’s customers

2. Increased Efficiency
Implementing the IT MP will further t he efficient use of staff time, in terms of executing common work tasks, looking for information, not re -keying data into redundant systems, and/or looking for (and gathering) information from numerous disparate systems. Staff productivity will be improved by fostering a workplace where more can be done with existing staff resources. It bears noting that this does not equate to reduced staffing, but rather existing staff will do more work in less time, resulting in enhanced customer service.

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3. Improved Data Integrity
Implementing the ITMP will further the city’s data integrity in many areas, e.g., by producing accurate data management and real -time access, improved data validation and risk assessment, real-time data access, reporting, and analytics, De-normalized data allowing for more flexible data use. Accurate account information and better data -driven decisions.

At the end user level, implementing ITMP initiatives will mitigate duplicate data entry, significantly decreasing manual data entry, enhanced reporting capabilities for internal data analytics.

4. Increase community safety
Implementing the IT MP will enhance the City ’s public safety organization ’s improve community safety and wellbeing. These include introducing better investigating tools, enhanced reporting to the public, and the development of Real Time Crime Centers will foster increased efficiency, promote expedited crime resolution, and will keep officers out in the field longer.

5. Good vendor relations
Implementing the IT MP will allow the city to maintain positive and mutually beneficial relationships with the vendor and contractor community. Examples include improved vendor invoice processing, more expeditious vendor services, improved CIP tracking,

6. Streamline processes
The adoption and funding of the IT MP Roadmap will provide significant opportunities to streamline the execution of work activities in many areas. The IT MP will foster the introduction of workflow automation provided in most of the proposed software solutions, and the opportunity to optimize outdated business processes. This will result in faster responses and resolution to customer requests, complaints, an d expedited execution of internal City operations and enhanced service delivery.

7. Mitigate errors
Implementation of the ITMP will enhance the quality of work products produced by City staff.

This includes eliminating errors in calculations , system defined allocations, d ata integrity, and reduction in staff time, reducing rework, and improving risk management.

8. Improved Customer Services
Implementation of the ITMP will improve the levels of customer service, internally amongst City staff and externally to customers. Internally, the ITMP will foster workflow automation, mitigate disparate systems and data, and information will be processed electronically instead of in hardcopy. Externally, City staff will use automation to gather and process public requests for services, including providing online services and e -commerce, providing convenient access to City services. In both cases, workplace automation replaces the need to manually access, process and/or manage information.

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9. Increased Officer Safety
Implementation of the IT MP will improve officer safety by providing officers with contemporary technologies needed for policing, including c urrent radios that fully broadcast/meet PD needs, radios that do not cut out when turned on and have an acceptable battery life. Moreover, proposed upgrades to the CAD system will also enhance how PD operates and emergency calls are managed.

10. Improved operations
Implementation of the IT MP will improve Improved application software and network performance, allow for f aster project delivery, communication, and response to issues , r educed downtime and maintenance needs, enhanced transparency and accountability, enhanced operational efficiency through automation and modernization.

The benefits identified above, and the remaining quantitative and qualitative benefits not shown here, provide a compelling business case for approving and funding the City’s ITMP Roadmap.

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6.1 Adoption & Funding

Based on the voluminous amount of data collected from City staff and management, the findings and recommendations
of the ITMP Implementation Roadmap, and the
opportunities for making substantial progress in the use of emerging Information Technologies, ThirdWave
recommends that the City of Indio approve and fund the ITMP.

Doing so will result in business process improvement,
increased operational efficiencies, and enhanced service delivery to residents, businesses, and tourists to the City, while containing operational costs.

Adoption of the ITMP represents a substantial opportunity to position the City to leverage emerging automation, and enhance the sustainability of these technologies, for the next 5 to 10 years.

Section 6
Closing
Recommendations

NEXT STEPS

Information Technology Master Plan Findings and Recommendations (Ian Coz... Page 275 of 360 City of Indio
City Council
May 6, 2026

STAFF REPORT

To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Leila Namvar, Public Arts Analyst
Subject: Review proposals from three (3) artists recommended by the Public Arts Commission and approved the three (3) murals for three (3) restroom buildings, with a total project budget of $30,000, allocating $10,000 for each mural.

RECOMMENDATION:

Staff recommends that the City Council review proposals from three (3) artists recommended by the Public Arts Commission and approved the three (3) murals for three (3) restroom buildings, with a total project budget of $30,000, allocating $10,000 for each mural.

SUMMARY:

The City Council approved the Indio Public Arts Commission Work Plan for Fiscal Year 2025/2026, which includes the Restroom Mural Project. In response, a Request for Proposals (RFP) was issued, and the City received 26 submissions from qualified artists. An Ad Hoc Committee, comprised of Chairperson Gabriela Armenta, Commissioner Jon Prudhomme, and staff member Leila Namvar, conducted a virtual review of all submissions and shortlisted nine artists to advance to the next phase of the selection process. The Public Arts Commission reviewed the nine (9) proposals at its regular meeting on April 14, 2026. After consideration and discussion, the Commission selected three (3) mural designs by the following artists: • Saul Gonzalez • Patrick Barwinski • Michelle Guerrero The selected proposals reflect a range of artistic styles and concepts that align with the project’s goals of enhancing visual interest while fostering a sense of place within the community. Staff recommends that the City Council review the proposed mural designs and approve the selected artwork, along with a total project budget of $30,000. This budget will cover artist fees, materials, and installation costs associated with the mural program.

BACKGROUND INFORMATION:

The City Council approved the Indio Public Arts Commission Work Plan for Fiscal Year 2025/2026, which includes the installation of public art murals on restroom buildings at select City parks. This initiative is intended to deter graffiti while enhancing the visual character of park facilities and strengthening community identity through meaningful and engaging artwork.

The identified project locations include Jackson Park, Dr. Carreón Park, and Miles Avenue Park.

The project budget is $10,000 per mural, for a total of $30,000.

AGENDA ITEM #10.2
Review proposals from three (3) artists recommended by the Public Arts C... Page 276 of 360 A Request for Proposals (RFP) for mural installations at the three (3) park sites was approved by the Public Arts Commission and released from February 2 through February 26, 2026. By the submission deadline, the City received a total of 26 proposals from qualified artists.

Jon Commissioner Armenta, Chairperson of Gabriela Committee Hoc Ad An consisting Prudhomme, and staff member Leila Namvar met virtually on March 24 and March 26, 2026, to interview artists, receive presentations, and ask questions. The Committee reconvened on March 31, 2026, and selected nine (9) artists to advance to the next phase of the review process.

The Public Arts Commission reviewed the nine (9) finalist proposals at its regular meeting on April 14, 2026. Following discussion and evaluation, the Commission selected three (3) mural designs, one for each park location, from the following artists:

1. Saul Gonzalez
The artist proposes mural concepts that celebrate the City’s agricultural heritage, multicultural identity, and community spirit. One design concept highlights cultural celebration through imagery of children playing musical instruments set against a vibrant geometric background, reflecting Indio’s festivals and diverse cultural landscape. The proposed designs aim to transform functional structures into visually engaging and culturally meaningful landmarks.

This mural is selected for Miles Avenue Park.

2. Patrick Barwinski
The artist’s proposed “Colorful Full Wrap Nature” mural transforms the restroom facility into a vibrant focal point within the park. Inspired by the surrounding desert environment, the design incorporates native plants such as cacti and wildflowers, along with regional wildlife including Gambel’s quail. The full-wrap composition utilizes a bold and dynamic color palette to create an immersive visual experience from all sides of the structure. The design celebrates the natural environment while enhancing the park’s overall aesthetic and fostering a sense of place. This mural is proposed and selected for Dr. Carron Park.

3. Michelle Guerrero
The artist proposes a fully immersive mural series titled “Desert in Motion,” designed to wrap all four exterior walls of the restroom structure. The mural features vibrant, high-saturation colors and dynamic compositions that incorporate desert flora and fauna, flowing forms, and playful, storybook-inspired imagery. The design includes site-specific elements tailored to the North Jackson Park location, reflecting local identity and community context. The dense visual composition is also intended to help deter graffiti while creating an engaging and inclusive public art experience.

The artists’ proposals are attached to this staff report as Attachments 1 through 3.

Staff recommends that the City Council review the proposals submitted by the three (3) selected artists and approve the artwork and total project budget of $30,000, allocating $10,000 for each mural installation.

FINANCIAL SUMMARY:

Current FY Financial
Impact:
$30,000 In current year budget: Yes

Review proposals from three (3) artists recommended by the Public Arts C... Page 277 of 360 Current FY General
Fund Impact:

None Budget adjustment: No
Next FY Financial
Impact:

Depend on the completion
timeline
Strategic Objective: Community Well-being
Source of funds: Arts Fund Fund-Org-Object
Reference:
203521064

ALTERNATIVES:

1. Refer the project back to the Public Arts Commission for further review and reconsideration.

2. Refer the project back to staff to provide additional information or analysis as requested by the City Council.

ATTACHMENTS:

Attachment 1- Saul Gonzalez
Attachment 2 - Patrick Barwinski
Attachment 3 - Michelle Gurrero

APPROVAL(S):

Miguel Ramirez-Cornejo, Dir. of Economic Development Approved - 29 Apr 2026 Ruby D. Walla, Director of Finance Approved - 29 Apr 2026 Steven Graham Pacifico, City Attorney Approved - 29 Apr 2026 Bryan H. Montgomery, City Manager Approved - 29 Apr 2026

Review proposals from three (3) artists recommended by the Public Arts C... Page 278 of 360 APPLICATl,ON:

INDIO PARK RESTROOM MURAL PROJECT
Name: ______ S_a _ul _G_on_z _a _le _z_L_a _ur_e_a _n _o __________ _ Date: _________________ _ Address:
________________ _
__City: ___ M_e_r _ce_d ______ State: Zip Code: _ _
Work Phone: Cell Phone:

Email: s aul.gonzale z.laurean o@gma il.com
Website: ___ i_n_st_a _g_ra_ m_: s _ a_u_l_ s _ie _t _e _g_o_n_za_l_e _z ____________ _ Please select the city park for which you are applying. Applicants may apply for more than one project.
� North Jackson Park
� Miles Avenue Park
I]] Dr. Carreon Park
As an applicant for the opportunity to complete this outdoor art project for the City of Indio, I certify that I am at least eighteen years of age. I also certify that all works submitted represented as my work are the product of my creation and no other. I further certify that all statements made in this application are true to the best of my knowledge.

I understand that the City of Indio and/or the Public Arts Commission may make duplicates of my images and application materials solely for the purpose of consideration of my application. I understand that any liability for loss or damage to my application or images is not the responsibility of the City of Indio, the Public Arts Commission, or the panel installed to review applications.

Applicant Signature: Sa ul G onz ale z Laurean o D t 02/17/202 6 a e: _____ _ Indio Park Restroom Mural Project Page 8 of 20

Review proposals from three (3) artists recommended by the Public Arts C... Page 279 of 360 Carta de Interés – Indio Park Restroom Mural Project
Dear Selection Committee,
I am pleased to submit my proposal for the Indio Park Restroom Mural Project. As a California- based mural artist and naturalized U.S. citizen, I am deeply committed to contributing meaningful public artwork that reflects the identity, history, and cultural richness of the communities I serve.

My work is rooted in fresco-style muralism, emphasizing strong symbolism, representational imagery, and thoughtful composition. I do not approach public art as decoration, but as an opportunity to create visual narratives that honor local heritage and foster civic pride. I believe that public spaces deserve artwork of both artistic and technical quality—pieces that are visually impactful, culturally relevant, and constructed with durable, professional-grade materials.

The City of Indio’s agricultural history, multicultural identity, and vibrant cultural presence provide powerful inspiration. My proposed designs integrate references to the region’s railroad origins, farming traditions, desert ecosystem, and community celebration. Each mural is designed to transform these functional structures into landmarks that residents can recognize as reflective of their own stories.

It is important to me that public art not only beautifies, but strengthens a sense of belonging. I am committed to executing these murals with craftsmanship, integrity, and respect for the community and environment.

Thank you for your consideration.

Sincerely,
Saúl González Laureano
[email protected]

Review proposals from three (3) artists recommended by the Public Arts C... Page 280 of 360 Saúl González Laureano Muralist & Visual Artist
■ Merced, California, USA ■ celphone (209) 6312860 ■ mail. [email protected] ■Instagram: saul siete gonzalez
Artist Statement
I am a Mexican-American muralist inspired by the Mexican fresco tradition, with a style rooted in realism, symbolism, and community engagement. My murals transform public spaces into cultural landmarks, celebrating resilience, unity, and identity.

Education
Postgraduate Studies in Pedagogy – Universidad Nacional Autónoma de México (UNAM), Mexico City Bachelor in Pedagogy – Universidad Nacional Autónoma de México (UNAM), Mexico City Credential Evaluation – ACREVS, Milpitas, California (U.S. equivalency: Bachelor’s degree) Major Mural Projects:
-Titanes – Clean California Initiative, Fresno, CA – 2025 22 x 32 ft mural at 45 ft height. Acrilyc paint latex Lattitude Sherwin Williams. Sponsored by Clean California, Caltrans, Fresno Arts Council, and the City of Fresno.

Theme: multicultural youth holding planets of light as symbols of unity and community strength. -Alcanzando Propósitos – Clean California Initiative, Fresno, CA – 2025 Large-scale mural at San Pablo Park 22 x 22 ft. Acrilyc paint latex Lattitude Sherwin Williams.

Sponsored by Clean California, Caltrans, Fresno Arts Council, and the City of Fresno. Concept:
hands breaking ropes to reach birds in flight, symbolizing resilience and the role of art and culture. -Valle de Sueños y Esperanzas – Fresno Yosemite International Airport, Fresno, CA – 2025.

Fresno Yosemite International Airport Terminal expansion proyect. Size 8 x 24 ft Acrilyc paint latex Lattitude Sherwin Williams. Theme: Depicts children, paper cranes, local flora and fauna, highlighting diversity and the Central Valley’s identity.

Skills
Large-scale mural execution (up to 45 ft height).

Exterior latex paint (Sherwin-Williams MPI Approved).

Anti-graffiti & UV protective coatings (Vanguard).

Operation of lifts and skyjacks (20–25 ft) and boom lifts up to 50 ft. Community engagement through art workshops.

Community Engagement & Educational Experience
Founder of a nonprofit organization in Mexico providing free cultural programs for youth, combining music, urban art, and community murals as tools for social transformation and addiction prevention. Over 15 years of teaching experience in Mexico, across all levels: preschool, youth community projects, university, and postgraduate courses.

Volunteer instructor in Merced, CA: taught free music classes through Cultiva, and currently preparing to serve as a facilitator for the Parent Leadership Training Institute (PLTI) at the Merced County Office of Education (MCOE).

Strong background in developing community-based art projects that merge pedagogy and public art, fostering identity, empowerment, and social integration.

Collaborations
Clean California Initiative (Caltrans, Fresno Arts Council, City of Fresno). Selected artist for Fresno Yosemite International Airport mural, 2025.

Review proposals from three (3) artists recommended by the Public Arts C... Page 281 of 360 -Valle de Sueños y Esperanzas –
08/30/2025
Fresno Yosemite International Airport,
Fresno, CA – 2025. Fresno Yosemite
International Airport Terminal expansion
project.

Size 8 x 24 ft Acrilyc paint latex Lattitude
Sherwin Williams. Theme: Depicts
children, paper cranes, local flora and
fauna, highlighting diversity and the
Central Valley’s identity.

Budget: 13k dlls
Reference: Francisco Partida, Interim
Director of Aviation. City of Fresno Ca.
-Titanes –
06/30/2025
Clean California Initiative, Fresno, CA –
Size 22 x 32 ft mural at 45 ft height.

Acrilyc paint latex Lattitude Sherwin
Williams. Sponsored by Clean California,
Caltrans, Fresno Arts Council, and the
City of Fresno.

Theme: multicultural youth holding
planets of light as symbols of unity and
community strength.

Budget: 55k dlls
Reference: Eric Martinez, Program
Cordinator, Fresno Arts Council.
559 237 9734
-Alcanzando Propósitos –
04/25/2025
Clean California Initiative, Fresno, CA –
Large-scale mural at San Pablo Park 22
x 22 ft. Acrilyc paint latex Lattitude
Sherwin Williams. Sponsored by Clean
California, Caltrans, Fresno Arts Council,
and the City of Fresno.

Concept: hands breaking ropes to reach
birds in flight, symbolizing resilience and
the role of art and culture.

Budget: 33k dlls
Reference: Eric Martinez, Program
Cordinator, Fresno Arts Council.
559 237 9734

Review proposals from three (3) artists recommended by the Public Arts C... Page 282 of 360

4. Contemplated Expenses per park / Saul Gonzalez Laureano / Indio Park Mural Project

MATERIALES
Descripción Cantidad Costo Unitario Importe
Sherwin Williams Latitud Latex Acrylic, Various Colors 15 40 600 Exterior Latex, Primer White Loxon, Sherwin Williams (MPI3) 2 60 120 Diferent sizes brushes, rollers, paper roll for protect surface, tape adhesive, extra accesorios
_ _ 200
Andamio de construccion 6 pies 1 180 180
Protector Anti graffiti UV Vandlguard 1 300 300
TOTAL: 1400TOTAL: 1400TOTAL: 1400TOTAL: 1400

SEGURO, ALIMENTO Y TRANSPORTACION
Descripción Tiempo Costo por mes Importe
Insurence Walter Reinhardt Insurance Agency, Inc. 1 year __ 476 Gas cost for week 100 7-10 days ---- 150
Food cost for week 350 7-10 days ---- 400
Hospedaje 7-10 days ---- 700
Contingencia ---- 200
TOTAL: 1900TOTAL: 1900TOTAL: 1900TOTAL: 1900

TRABAJO
Descripción Total de Horas Costo por hora Importe
Preparación de Muro -- -- 500
Instalación de Mural -- -- 4,200
Aplicación Anti Graffiti UV -- -- 500
TOTAL: 5,200TOTAL: 5,200TOTAL: 5,200TOTAL: 5,200
Subtotal 8,500
Taxes work 15% 1,500
TOTAL 10,000

Review proposals from three (3) artists recommended by the Public Arts C... Page 283 of 360 Dr. Carreón Park, propuesta.

Este diseño transforma la estructura en un símbolo de crecimiento, identidad y pertenencia, alineado con la historia agrícola y el entorno natural de Indio.

La niña regando plantas representa el acto de sembrar futuro. Indio se consolidó gracias al trabajo agrícola; esta imagen honra a las generaciones que han cultivado la tierra y han construido comunidad. No es solo una escena infantil: es una metáfora del cuidado colectivo y la inversión en las próximas generaciones.

En el muro posterior, la Vermilion Flycatcher, ave nativa de la región, aporta identidad ecológica y fuerza visual inmediata. Su color rojo vibrante simboliza energía, resiliencia y adaptación al clima desértico, valores que reflejan el carácter de la ciudad.

Los patrones florales y las siluetas de palmeras integran una estética contemporánea con elementos reconocibles del paisaje local, generando una imagen accesible, alegre y culturalmente conectada.

En conjunto, la propuesta activa un espacio utilitario con significado, celebra la historia agrícola de Indio y proyecta un mensaje claro: donde se cultiva con intención, florece la comunidad.

Miles Avenue Park, propuesta mural Celebración y Comunidad Esta propuesta transforma la estructura en un escenario permanente de celebración cultural. El fondo geométrico multicolor simboliza la diversidad de Indio: una ciudad construida por múltiples generaciones, culturas y expresiones artísticas que conviven y se entrelazan como los planos de color que cubren el edificio.

En uno de los laterales principales, un niño tocando trompeta representa la fuerza musical que identifica a la región.

Indio es reconocido por sus festivales, su herencia sonora y su tradición comunitaria donde la música no es solo espectáculo, sino encuentro y pertenencia. La figura infantil proyecta continuidad: la cultura no se hereda pasivamente, se aprende, se practica y se comparte.

En el lado opuesto, una niña tocando guitarra refuerza esta narrativa, aludiendo tanto a la tradición latina como a la identidad multicultural de la ciudad. Las palmeras integradas al fondo conectan la escena con el paisaje icónico del Valle de Coachella.

El conjunto convierte el baño público en un símbolo visible de orgullo local, recordando que la cultura y la comunidad son tan esenciales para Indio como su historia agrícola y su entorno desértico.

Review proposals from three (3) artists recommended by the Public Arts C... Page 284 of 360 North Jackson Park, propuesta mural Raíces del Valle
Esta propuesta convierte la estructura en una declaración visual sobre el origen y la identidad de Indio. El gran sol geométrico en tonos cálidos envuelve el edificio y simboliza la fuerza del desierto, la energía del trabajo agrícola y el crecimiento que nace de la tierra. Su composición radial evoca los campos cultivados del Valle de Coachella y el ritmo constante del sol sobre el paisaje.

En uno de los laterales, un niño sostiene un tren, haciendo referencia al papel esencial del ferrocarril en el desarrollo de Indio. El tren no solo transportó productos agrícolas, sino que conectó comunidades y permitió el crecimiento económico de la región. En manos de un niño, representa el legado histórico que impulsa el futuro.

En el lado opuesto, una niña campesina con sombrero y un ave en vuelo simbolizan la tradición agrícola, la esperanza y el espíritu migrante que ha dado forma a la ciudad. En la parte posterior, una niña sostiene una planta con raíces visibles, reflejando identidad cultural, continuidad y nuevas generaciones.

Las palmeras estilizadas integran el paisaje local, consolidando un mural que honra la memoria, celebra la comunidad y proyecta el futuro de Indio.

Review proposals from three (3) artists recommended by the Public Arts C... Page 285 of 360

6. Project Timeline/ Saul Gonzalez Laureano
Estimated Duration Per Park: 7–10 Days
Day 1 – Surface Preparation
Site protection (masking, covering signage, etc.)
Pressure wash / manual cleaning of concrete
surface
Minor surface repairs (crack filling if needed)
Surface dry time (if required)
Objective: Ensure proper adhesion and long-term
durability.

Day 2 – Priming
Application of Sherwin-Williams Loxon Concrete
Primer (MPI approved)
Uniform coverage across all mural surfaces
Drying and curing time
Objective: Seal surface and create professional
foundation for mural.

Day 3 – Layout & Design Transfer
Grid or projection method for accurate scaling
Outline drawing and structural composition lines
Adjustments for architectural alignment
Objective: Ensure precision and compositional
balance.

Days 4–8 – Painting Phase (Main Execution)
This is the primary artistic phase.

Base color blocking
Layer development
Figure rendering
Detail refinement
Shadow and light modeling
Geometric pattern execution
Objective: Complete full mural execution with
professional finish.

Day 9 – Final Detailing & Review
Edge corrections
Color adjustments
Touch-ups
Final visual inspection in daylight
(For more complex structure: extend to Day 9 if
needed.)
Day 10 – Protective Coating
Application of Vanduar Anti-Graffiti Coating with UV
protection
Final cleanup of site
Documentation photographs
Objective: Long-term protection and official
completion.

Total Estimated Time Per Structure:
7–10 working days depending on weather conditions and drying times.

Timeline may be adjusted slightly depending on weather conditions and drying times to ensure proper curing and long-term durability of materials.

Total Estimated Time Per Structure:
7–10 working days depending on weather conditions and drying times.

Timeline may be adjusted slightly depending on weather conditions and drying times to ensure proper curing and long-term durability of materials.
🔹

7. Project Approach – Technical Methodology and Longevity Strategy This project will be executed using a professional-grade exterior mural system specifically selected for high- exposure desert environments and long-term public infrastructure durability.

Surface Evaluation and Preparation:

Prior to painting, all restroom structures will be inspected to assess surface condition, porosity, and existing coatings. Surfaces will be pressure-cleaned or mechanically cleaned as needed to remove dust, debris, chalking, and contaminants that may compromise adhesion. Minor cracks or surface irregularities will be addressed to ensure coating stability. The inherent texture of the concrete masonry units will be incorporated into the aesthetic approach rather than concealed, preserving architectural integrity.

Review proposals from three (3) artists recommended by the Public Arts C... Page 286 of 360 Priming System:

A full masonry seal will be achieved using Sherwin-Williams Loxon Concrete & Masonry Primer (MPI-listed), formulated for alkaline substrates and moisture resistance. This primer mitigates efflorescence risk, improves adhesion, and stabilizes the substrate under thermal expansion conditions common in Indio’s climate.

Mural Application Materials:

Artwork will be executed with Sherwin-Williams Latitude Exterior Acrylic Latex (Flat, MPI-approved). This high-performance coating provides exceptional UV resistance, flexibility under temperature fluctuations, fade resistance, and long-term color stability in desert environments.

Protective Coating and Maintenance Integration:

Upon completion, a UV-resistant anti-graffiti coating (Vanduar Anti-Graffiti System) will be applied. This sacrificial protective layer allows safe graffiti removal without damaging the mural surface and significantly reduces long-term maintenance costs for the City.

This structured, multi-layer coating system ensures adhesion, environmental resistance, vandalism mitigation, and a projected service life aligned with the City’s 10–15 year durability expectations.

8. Warranty for Completed Work
The completed mural installations will be warranted for a period of two (2) years from the date of final acceptance by the City of Indio.

This warranty covers:

Peeling or adhesion failure due to improper surface preparation Premature paint failure under normal environmental exposure Defects related to application methods or material performance The murals will be executed using MPI-listed, professional-grade exterior systems (Sherwin-Williams Loxon Primer and Latitude Acrylic Latex) specifically designed for high-heat and UV-intense climates such as Indio, California. When properly maintained and protected under the specified anti-graffiti coating system, the expected display life of the murals aligns with the City’s projected durability range of up to 10–15 years.

This warranty does not cover:

Vandalism or intentional damage
Structural failure of the building substrate
Natural disasters or extreme environmental events
In the event of warranted issues, the artist agrees to repair affected areas within a mutually agreed timeframe at no additional cost to the City.

This warranty demonstrates the artist’s commitment to craftsmanship, material integrity, and long-term public value.

10. Artist Maintenance Plan
The proposed murals are designed for long-term outdoor durability under desert climate conditions, including high UV exposure, heat fluctuation, and occasional moisture.

Protective System
All mural surfaces will include:

Sherwin-Williams Loxon Masonry Primer for proper adhesion and substrate sealing Sherwin-Williams Latitude Exterior Acrylic (MPI-listed) for UV stability and color retention VandlGuard Anti-Graffiti Coating with UV protection for surface defense and cleanability The anti-graffiti system will allow for safe removal of vandalism without damaging the original artwork.

Review proposals from three (3) artists recommended by the Public Arts C... Page 287 of 360 Patrick
Barwinski
Artist
Application
Patrick Barwinski
Artist
Patrick Barwinski Artist Application

Review proposals from three (3) artists recommended by the Public Arts C... Page 288 of 360 Name:

Date:

Address:

City:

Work Phone:

Email:

Website:

Date:Applicant Signature:

State:

Zip Code:

Cell Phone:

As an applicant for the opportunity to complete this outdoor art project for the City of Indio, I certify that I am at least eighteen years of age. I also certify that all works submitted represented as my work are the product of my creation and no other. I further certify that all statements made in this application are true to the best of my knowledge.

I understand that the City of Indio and/or the Public Arts Commission may make duplicates of my images and application materials solely for the purpose of consideration of my application. I understand that any liability for loss or damage to my application or images is not the responsibility of the Ci ty of Indio, the Public Arts
Commission, or the panel installed to review applications.

Please select the city park for which you are applying. Applicants may apply for more than one project.

North Jackson Park
Miles Avenue Park
Dr. Carreón Park
APPLICATION:

INDIO PARK RESTROOM MURAL PROJECT
APPLICATION:

INDIO PARK RESTROOM MURAL PROJECT
Patrick Barwinski
2/25/26
[email protected]
www.mrbarwinski.com
Indio
2/25/26

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Barwinski
Cover Le/t_ter
Patrick Barwinski
Artist
Patrick Barwinski Cover Le/t_ter

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A/t_tn: Leila Namvar
Indio Park Restroom Mural Project
Dear Members of the Public Arts Commission,
I am pleased to submit my proposal for the Indio Park Restroom Mural Project. As a professional mural artist, I specialize in large-scale public artworks that transform everyday spaces into vibrant, meaningful visual experiences.

Public art has the power to strengthen community identity and create a sense of place.

My technique focuses on bold compositions, rich colors, and visually engaging detailed elements that not only enhance a site but also help deter vandalism through a complete and intentional design approach. I understand the importance of durability in outdoor public art and prioritize proper surface preparation, high-quality materials, and protective coatings to ensure long-term performance in desert environments.

This opportunity is especially compelling because it allows art to activate essential community spaces within Indio’s parks. I am commi/t_ted to delivering a mural that reflects the energy of the surrounding environment while contributing positively to the City’s growing public art collection.

Thank you for your consideration. I look forward to the opportunity to contribute to Indio’s Art in Public Places Program.

Patrick Barwinski
Artist
Patrick Barwinski Cover Le/t_ter

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Barwinski
Resume / CV
Patrick Barwinski
Artist
Patrick Barwinski Resume / CV

Review proposals from three (3) artists recommended by the Public Arts C... Page 292 of 360 “My passion lies not only in
painting but in the impact art has
on people’s lives”
With a deep appreciation for public art and its ability to transform spaces, I have dedicated my career to creating captivating and meaningful art that engage, upli/f_t and unite communities. I’m driven by a deep desire to make art that ma/t_ters and my passion lies not only in painting but in the impact that art can have on people’s lives, encouraging pride in their surroundings and fostering a sense of belonging.

This connection between art and community is at the heart of everything I do, and it’s why I am fully commi/t_ted to my work.

Patrick Barwinski
Artist
[email protected]
Patrick Barwinski Resume / CV

Review proposals from three (3) artists recommended by the Public Arts C... Page 293 of 360 Professional Summary
Accomplished mural artist with a passion for transforming overlooked spaces into vibrant, community-driven artworks. Specializing in large-scale murals that inspire, upli/f_t, and foster cultural connections. Adept at collaborating with local organizations, city officials, and community members to create meaningful public art. Dedicated to using creativity as a tool for social change and community engagement.

Education
Bachelor of Arts, Graphic Design & Art Direction
Toulouse-Lautrec, 2013
Certificate, Graphic Design
“ACT” Academy of Creative Technology, 2006
Public Art Projects & Murals Recent Work
KIA - Auto Dealership, Moreno Valley, CA - 2025
Blue Zones Project - Arts and Culture District, Riverside, CA - 2025 A.I.R - Arts and Culture District, Riverside, CA - 2025 “Lime Street Bridge”- Arts and Culture District, Riverside, CA - 2025 “Desi Memorial”- Loma Linda Children’s Hospital, Indio, CA - 2025 AR Animation “Harmony in The Valley” - Conference and Recreation Center, Moreno Valley, CA - 2025 AR Animation “Eternal Bloom” - Conference and Recreation Center, Moreno Valley, CA - 2024 “Seeds of Knowledge and Power” - Cesar E. Chavez Library, Perris, CA - 2024 “Harmony in The Valley” - Conference and Recreation Center, Moreno Valley, CA - 2024 “The Caroline E. Wylie Center” - Riverside, CA - 2024
“Poolside” - Private Residence, Riverside, CA - 2024
“Eternal Bloom” - Conference and Recreation Center, Moreno Valley, CA - 2024 “TRASHed Art Coachella” - Coachella Music Festival, Indio, CA - 2024 “Higher Ground” - Retail, Moreno Valley, CA - 2024
“There’s No Place Like Home” - Conference and Recreation Center, Henderson, NV - 2023 “Treelogy” - Soraya Performing Arts Theatre, Los Angeles, CA - 2023 Award & Recognition
Inland Socal Creative Corps Grant, Moreno Valley, CA
My Moval Mural Project, 2024
Patrick Barwinski Resume / CV

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Barwinski
Portfolio
Patrick Barwinski
Artist
Patrick Barwinski Portfolio

Review proposals from three (3) artists recommended by the Public Arts C... Page 295 of 360 KIA
Auto Dealership - Moreno Valley, CA - 2025
Size: 35’ x 12” (approx. 420 sq /f_t)
Medium: Acrylic paint on stucco CMU wall
Location: KIA
Cost: $10K
KIA Auto Dealership - Moreno Valley, CA 2025

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Review proposals from three (3) artists recommended by the Public Arts C...Page 297 of 360 Lime Street Bridge
Arts & Culture District - Riverside, CA - 2025
Size: Unknown
Medium: Acrylic paint on stucco bridge wall
Client: Altura Credit Union + City of Riverside
Cost: $30K
Lime Street Bridge Arts & Culture District - Riverside, CA 2025

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Review proposals from three (3) artists recommended by the Public Arts C...Page 299 of 360 Desi Memorial
Loma Linda Children’s Hospital - Indio, CA - 2025
Size: 150’ X 14’ (approx. 2,100 sq /f_t)
Medium: Acrylic paint on cement block wall
Client: SAC Health + City of Indio
Cost: $85K
Desi Memorial Loma Linda Children’s Hospital - Indio, CA 2025

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Review proposals from three (3) artists recommended by the Public Arts C...Page 301 of 360 Seeds of Knowledge and Power
Cesar E. Chavez Library - Perris, CA - 2025
Size: 27’ x 12’ (approx. 324 sq /f_t)
Medium: Acrylic paint on drywall
Client: Riverside County Library System + City of Perris Cost: $20K
Seeds of Knowledge and Power Cesar E. Chavez Library - Perris, CA 2025

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Review proposals from three (3) artists recommended by the Public Arts C...Page 303 of 360 Harmony in the Valley
Conference & Recreation Center - Moreno Valley, CA - 2024 Size: 150’ x 30’ (approx. 4,500 sq /f_t)
Medium: Acrylic paint on cement block wall
Client: City of Moreno Valley
Cost: $70K
Harmony in the Valley Conference & Recreation Center - Moreno Valley, CA 2024

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Review proposals from three (3) artists recommended by the Public Arts C...Page 305 of 360 Eternal Bloom
Conference & Recreation Center - Moreno Valley, CA - 2024 Size: 40’ x 30’ (approx. 1,200 sq /f_t)
Medium: Acrylic paint on cement block wall
Client: City of Moreno Valley
Cost: $15K
Eternal Bloom Conference & Recreation Center - Moreno Valley, CA 2024

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Review proposals from three (3) artists recommended by the Public Arts C...Page 307 of 360 There’s No Place Like Home
Conference & Recreation Center - Henderson, NV - 2023
Size: 38’ x 12’8” (approx. 485 sq /f_t)
Medium: Acrylic & spray paint on textured drywall
Client: City of Henderson
Cost: $10K
There’s No Place Like Home Conference & Recreation Center - Henderson, NV 2023

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Review proposals from three (3) artists recommended by the Public Arts C...Page 309 of 360 How to Fly
Arts & Culture District - Riverside, CA - 2022
Size: 210’ x 12’ (approx. 2,500 sq /f_t)
Medium: Acrylic & spray paint on stucco cement wall
Client: City of Riverside
Cost: $25K
How to Fly Mariposa Alley (Downtown) - Riverside, CA 2022

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Review proposals from three (3) artists recommended by the Public Arts C...Page 311 of 360 Patrick
Barwinski
Cost
Estimate
Patrick Barwinski
Artist
Patrick Barwinski Cost Estimate

Review proposals from three (3) artists recommended by the Public Arts C... Page 312 of 360 Artist Fee $5,300
Design development & revisions, project management & coordination, on-site painting labor
Materials & Supplies $2,250
Masonry primer (high-bond exterior), professional exterior mural paint system, brushes, rollers, trays, tape, masking, drop cloths, anti-graffiti coating
Equipment & Rentals $1,100
Scaffolding, pressure washer, paint sprayer, misc. tools, extension ladders, PPE / jobsite safety materials
Surface Preparation $850
Pressure washing & cleaning
Insurance & Admin $500
General liability insurance, travel, fuel, transport
Total $10,000
Patrick Barwinski
Artist
Patrick Barwinski Cost Estimate

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Barwinski
Design
Concept
Patrick Barwinski
Artist
Patrick Barwinski Design Concept

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Review proposals from three (3) artists recommended by the Public Arts C...Page 315 of 360 Inspiration
Represents the flourishing spirit of Indio, where
our diverse community comes together to
cultivate a vibrant future.

Just as each flower in a garden contributes its
unique beauty, every individual in Indio adds to
the rich tapestry of our city.
“Garden of Life”
This mural celebrates our collective growth, rooted
in a deep respect for nature and nurtured by the
strength of our unity.

Together, we thrive, building a place where every
seed of hope and every bloom of possibility is
cherished and celebrated.

Patrick Barwinski Design Concept Details
“Garden of Life”

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Review proposals from three (3) artists recommended by the Public Arts C...Page 317 of 360 Patrick Barwinski Design Concept Details

Review proposals from three (3) artists recommended by the Public Arts C...Page 318 of 360 Patrick Barwinski Design Concept Details
Colorful Full Wrap Nature

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Review proposals from three (3) artists recommended by the Public Arts C...Page 320 of 360 Dr. Carreon Park

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Review proposals from three (3) artists recommended by the Public Arts C...Page 323 of 360 Patrick
Barwinski
Project
Timeline
Patrick Barwinski
Artist
Patrick Barwinski Project Timeline

Review proposals from three (3) artists recommended by the Public Arts C... Page 324 of 360 Surface Preparation Week 1
Pressure washing and application of high-bond exterior masonry primer.

Proper curing time per manufacturer specifications.

Layout & Base Coats Week 2
Mural layout (chalk & pounce/projection method), establishment of base colors, and structural composition across all four elevations.

Detailed Painting Week 3
Layer development, refined detail work, highlights, shadows, and completion of all exterior wall surfaces.

Final Review Week 4
Final walkthrough, touch-ups (if necessary), documentation, and delivery of maintenance guidelines.

Protective Coating Week 5
Application of anti-graffiti coating system. Proper curing time per manufacturer specifications.

Project Timeline 3-4 Weeks
Patrick Barwinski
Artist
Patrick Barwinski Project Timeline

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Barwinski
Project
Approach
Patrick Barwinski
Artist
Patrick Barwinski Project Approach

Review proposals from three (3) artists recommended by the Public Arts C... Page 326 of 360 Surface Preparation
All walls will be pressure washed to remove debris, dust, and contaminants. Surfaces will be primed using a high-bond exterior masonry primer to ensure proper adhesion (Dunn-Edwards Premium Ultra Grip Primer)
Materials & Paint System
Professional-grade exterior acrylic mural paints will be used (Dunn-Edwards Evershield Ultra Premium Exterior Paint), specifically formulated for long-term outdoor durability in high-heat desert environments. Colors will be UV-resistant to reduce fading over time.

Application Method
The mural will be laid out using a grid / projection method to ensure accuracy and proper scaling across all four elevations. Layered painting techniques will be used to build depth, detail, and visual richness while maintaining a cohesive composition on all sides of the structure. Paint sprayers, rollers and brushes will be used to complete this mural.

Protective Coating System
Upon completion, the mural will be sealed with an anti-graffiti coating system (Rainguard Pro Mural Guard Anti Graffiti). This will allow for easier removal of vandalism without compromising the artwork’s integrity.

Longevity & Maintenance
All materials and coatings will be selected to withstand Indio’s desert climate, with a projected lifespan consistent with the City’s 15-year display expectation. A detailed maintenance plan outlining inspection and cleaning schedules will be provided.

Patrick Barwinski
Artist
Patrick Barwinski Project Approach

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Barwinski
Project
Warranty
Patrick Barwinski
Artist
Patrick Barwinski Project Warranty

Review proposals from three (3) artists recommended by the Public Arts C... Page 328 of 360 Warranty of Completed Work
The completed mural will be executed using professional-grade exterior acrylic paint systems (Dunn-Edwards Evershield Ultra Premium Exterior Paint), high-bond masonry primers (Dunn-Edwards Premium Ultra Grip Primer), anti-graffiti coatings (Rainguard Pro Mural Guard Anti Graffiti) specifically selected for long-term performance in desert climates.

All materials used will be appropriate for exterior masonry surfaces and rated for high heat, sun exposure, and temperature fluctuation. Proper surface preparation procedures including pressure washing and priming will be performed to ensure optimal adhesion and longevity.

The Artist warrants the cra/f_tsmanship and installation of the mural for a period of one (1) year from the date of final acceptance by the City of Indio.

During this period, the Artist will address any defects resulting from improper application or material failure not caused by vandalism, structural damage, or environmental events beyond reasonable control.

The expected lifespan of the mural, when maintained according to the provided maintenance plan and with routine anti-graffiti treatment upkeep, is consistent with the City’s anticipated display life of up to fi/f_teen (15) years.

This warranty does not cover damage caused by vandalism, graffiti, structural movement, impact, or extreme environmental conditions beyond normal wear.

Patrick Barwinski
Artist
Patrick Barwinski Project Warranty

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Barwinski
Maintenance
Plan
Patrick Barwinski
Artist
Patrick Barwinski Maintenance Plan

Review proposals from three (3) artists recommended by the Public Arts C... Page 330 of 360 Indio Park Restroom Mural Project
Protective Coating System
Upon completion, the mural will be sealed with a professional-grade anti-graffiti coating system (Rainguard Pro Mural Guard Anti Graffiti) appropriate for exterior masonry surfaces. This system will allow for safe cleaning and graffiti removal without damaging the artwork.

Recommended Maintenance Schedule - Quarterly (Every 3–4 Months):
- Visual inspection of all wall surfaces
- Spot cleaning of dust, debris, and surface buildup
- Inspection for vandalism or coating wear
As Needed:
- Graffiti removal using manufacturer-approved cleaning products - Reapplication of anti-graffiti coating in affected areas Every 3–5 Years (Estimated):
- Inspection of anti-graffiti protective layer
- Reapplication of protective clear coat if fading or surface breakdown is observed Responsibility & Coordination
Routine inspection and cleaning may be performed by City staff or a designated maintenance provider. The Artist is available for consultation regarding appropriate cleaning methods or touch-up procedures upon request.

Estimated Display Life
When properly maintained in accordance with this plan, the mural is expected to meet the City’s anticipated display life of up to fi/f_teen (15) years.

Patrick Barwinski
Artist
Patrick Barwinski Maintenance Plan

Review proposals from three (3) artists recommended by the Public Arts C... Page 331 of 360 Indio Park Mural Projects Proposal Michelle Guerrero

COVER LETTER / STATEMENT OF INTEREST
To the City of Indio Public Arts Commission,
Michelle Guerrero (MR B BABY) is honored to submit a proposal for the Indio Park Restroom Mural Project.

Indio is a city defined by celebration, color, and forward movement. Known as the City of Festivals, it attracts global visitors while maintaining a strong neighborhood identity.

This proposal responds to that energy with a vibrant, joyful, fully immersive mural wrapping all four exterior walls of the restroom structure.

The concept prioritizes:
● High color saturation
● Minimal negative space to deter graffiti
● Playful, dynamic movement
● A welcoming and universally relatable visual language Michelle’s murals transform architecture into story-driven landmarks. Her experience executing large-scale exterior murals for municipalities, brands, and community institutions throughout California demonstrates strong artistry and professionalism.

2. DESIGN CONCEPT
Title: “Desert in Motion”
Core Theme
A vibrant, inclusive celebration of movement, imagination, and shared public space.

This design avoids heavy cultural symbolism while remaining joyful and emotionally resonant. It focuses on:
● Desert flora and fauna
● Playful abstract sun forms
● Flowing color ribbons
● Whimsical universal characters

Review proposals from three (3) artists recommended by the Public Arts C... Page 332 of 360 ● Butterflies, tortoises, birds, wind patterns ● Celebration motifs without specific ethnic coding The tone is uplifting, colorful, and energetic — aligned with Indio’s identity as a destination

city

Visual Language
The design reflects Michelle’s established style:
● Rounded, storybook-inspired characters ● Bold linework ● Saturated color blocking ● Layered backgrounds to prevent blank areas

3. WALL-BY-WALL COMPOSITION
Each restroom has four exterior walls. The mural wraps continuously.

Wall 1 – “Desert Sunrise”
Large radiant sun composed of layered geometric shapes.

Flowing

ribbons

extend

outward

and

wrap

around

building

corners.

Foreground:

stylized

agave,

desert

flowers,

butterflies.

Wall 2 – “Community in Motion”
Playful figures riding bikes, running, flying kites.

Abstract

wind

shapes

fill

negative

space.

No

open

background

areas.

Wall 3 – “Nature & Play”
Desert tortoise, birds in flight, oversized flowers.

Subtle

nod

to

park

identity

(e.g.,

tortoise

reference

for

North

Jackson).

Wall 4 – “Reflection & Celebration”
Large central character looking upward.

Surrounding:

color

bursts,

abstract

stars,

layered

pattern.

All walls integrate:

Review proposals from three (3) artists recommended by the Public Arts C... Page 333 of 360 ● Continuous visual movement ● Dense color fill ● No large blank zones ● Anti-tagging visual density strategy

4. MOCK SKETCH VISUALIZATION (DESCRIPTIVE LAYOUT)
Below are mock composition layouts that can be converted into digital mockups:

Can provide additional sketches and concepts for each:

MOCK SKETCH 1 – Dr. Carreón Park
Version

Visual direction:
● Conical geometric sun towers in
background
● Angular desert patterns echoing
sculpture
● Bright cobalt, coral, teal, gold
palette
● Dynamic triangular rhythm
integrated

into

mural

MOCK SKETCH 2 – Miles Avenue Park Version
Reflective of proximity to downtown and museum.

Visual direction:
● Flowing timeline
ribbon

running

across

wall
● Subtle abstract
references

to

history

through

shapes
● Warm golden sunset
gradient

Review proposals from three (3) artists recommended by the Public Arts C... Page 334 of 360 ● Dog silhouettes playfully integrated (reference to existing dog sculptures mentioned

in

RFP

MOCK SKETCH 3 – North Jackson Park Version
Neighborhood-focused.

Visual direction:
● Bike riders and children in motion ● Desert tortoise integrated prominently ● Cooler greens and blues with vibrant accents ● Organic curved composition to mirror pedestrian movement

5. MATERIALS & TECHNIQUE
Preparation:
● Power wash ● Crack fill and patch repair ● Masonry primer (Sherwin-Williams Loxon or equivalent) Paint:
● High-performance exterior acrylic mural paint ● UV resistant pigments Protection:
● Anti-graffiti sacrificial coating ● UV-resistant clear coat All materials selected for:
● Desert climate ● Heat resistance ● Longevity up to 15 years ● Vandalism mitigation

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6. PROJECT TIMELINE
Week 1
Finalize design, approvals, materials procurement
Week 2
Surface preparation and priming
Week 3–4
Base color blocking and major figures
Week 5
Detailing and layering
Week 6
Protective coating application
Completion aligns with City’s projected schedule.

7. ITEMIZED BUDGET (Per Park – Max $10,000
Artist Fee: $6,000
Assistant Support: $1,000
Materials & Supplies: $1,200
Lift/Equipment Rental: $900
Surface Preparation: $500
Protective Coatings: $400
Total: $10,000
Within budget.

8. MAINTENANCE PLAN SUMMARY
Annual Inspection:
● Check for peeling, cracking
● Inspect high-contact areas
Cleaning:

Review proposals from three (3) artists recommended by the Public Arts C... Page 336 of 360 ● Non-abrasive wash annually ● Spot clean tagging immediately Re-Coating:
● Anti-graffiti reapplication every 5–7 years
Estimated lifespan: 15 years (aligned with RFP expectations

9. WARRANTY
Artist guarantees:
● Use of professional-grade materials ● Proper adhesion and sealing ● Touch-up support within first year if required

10. EXPERIENCE & REFERENCES
Michelle Guerrero has executed large-scale public and commercial murals throughout California

including

municipal

commissions

and

major

brand

collaborations.

References include:

Guillermo Avila Rodriguez- Arts and Culture Consultant for the Watts Towers Email: [email protected] Phone: 818- 919-9705 Tommy Ramirez- Director of Maac Charter School Email: [email protected] Phone: 619 761-3807 Celina Jimenez- Grants manager at city of Coachella Email: [email protected] Phone: 760- 904-7780

Review proposals from three (3) artists recommended by the Public Arts C... Page 337 of 360 Portfolio: https://mrbbabyart.com/
● Large scale craftsmanship ● Vibrant color control ● Durable exterior execution

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Review proposals from three (3) artists recommended by the Public Arts C... Page 340 of 360 City of Indio
City Council
May 6, 2026

STAFF REPORT

To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Steven Graham Pacifico, City Attorney
Subject: an of Approval and Compensation of a on Report Orally Summary Employment Agreement Appointing Jonathan Nicks as City Manager and Setting Compensation and Other Terms of Employment.

RECOMMENDATION:

It is respectfully recommended that the City Council receive the oral report on a summary of compensation and approve an employment agreement with Jonathan Nicks as City Manager setting compensation and other terms of employment.

APPROVAL(S):

Sabdi Sanchez, Director of City Clerk Services Approved - 29 Apr 2026 Bryan H. Montgomery, City Manager Approved - 29 Apr 2026

AGENDA ITEM #10.3
Orally Report on a Summary of Compensation and Approval of an Employment... Page 341 of 360 City of Indio
City Council
May 6, 2026

STAFF REPORT

To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Bryan H. Montgomery, City Manager
Subject: Second reading of Ordinance No. 1832 (“City of Indio Electrical Infrastructure Adequacy and Development Standards Ordinance”) as Chapter 164 of the Indio Municipal Code.

RECOMMENDATION:

Staff recommends that the City Council approves Second reading of Ordinance No. 1832 (“City of Indio Electrical Infrastructure Adequacy and Development Standards Ordinance”) as Chapter 164 of the Indio Municipal Code.

ATTACHMENTS:

CHAPTER 164 - Draft Electrical Ordinance FINAL
CHAPTER 164 - Draft Electrical Ordinance SHELL FINAL (1)

AGENDA ITEM #11.1
Second reading of Ordinance No. 1832 (“City of Indio Electrical Infrastr... Page 342 of 360

EXHIBIT A
CHAPTER 164

ELECTRICAL INFRASTRUCTURE AND DEVELOPMENT
164.01 TITLE.

This Chapter 164 shall be known and may be cited as the “City of Indio Electrical Infrastructure Adequacy and Development Standards Ordinance.” All references to this Chapter shall encompass the standards set forth herein, along with any technical specifications or administrative regulations adopted by the City to implement these infrastructure requirements. 164.02 PURPOSE AND FINDINGS.
(A) Purpose. The purpose of this Chapter is to establish mandatory Electrical Infrastructure Adequacy Standards for all Development Projects within the City. These standards are intended to ensure that every project provides the physical infrastructure necessary to support its own electrical demand without detrimental impact to the surrounding community or the grid as a whole. The objectives of this Chapter include:
(1) Reliability and Safety: Maintaining the integrity of the electrical distribution system to prevent fire hazards, equipment failure, and localized brownouts caused by insufficient infrastructure.
(2) Coordinated Planning: Ensuring that substation capacity improvements are identified, planned, and funded in a timely and coordinated manner to support the cumulative growth demands of Development Projects and to avoid electrical capacity constraints that would delay development, impair public safety, or reduce grid reliability. (3) Alternative Compliance: Providing developers with a voluntary In-Lieu Fee pathway to satisfy these standards in instances where the City determines that collective system improvements are more efficient than project-specific installations. (4) General Plan Implementation: Fulfilling the City's commitment to the Infrastructure and Safety Elements of the General Plan by maintaining a grid capable of supporting planned growth.
(B) Findings. The City Council finds and declares as follows:
(1) Direct Impact on Substation Capacity: Every Development Project that increases the Net New Load on the electrical system creates a discrete and quantifiable demand on substation capacity. Because the electrical grid is an interconnected system, this demand is experienced at the substation level regardless of the Project's physical location within the service area.

Second reading of Ordinance No. 1832 (“City of Indio Electrical Infrastr... Page 343 of 360 (2) Infrastructure as a Prerequisite: Just as the provision of water, sewer, and fire access is a prerequisite for development, the provision of adequate substation capacity is a fundamental development standard necessary to ensure a project is fit for its intended use and occupancy.
(3) Nexus and Rough Proportionality: There is a direct legal nexus between the approval of a Project and the requirement to provide or fund substation capacity to serve that Project.

Any substation capacity required to be funded or constructed, or any voluntary In-Lieu Fee paid in the alternative, shall be roughly proportional to the Project's specific impact on substation capacity within the system.
(4) Benefits of Coordinated Improvements: The City Council finds that requiring any individual developer to construct an entire electrical substation as a condition of a single Development Project is not always feasible and is less efficient than the City or Serving Utility coordinating a larger System Capacity Improvement serving multiple projects.

Therefore, the voluntary payment of an In-Lieu Fee serves as a valid and efficient alternative to project-specific substation construction. (5) Utility Primacy and Tariffs: The City recognizes that the Serving Utility possesses primary jurisdiction over system engineering and tariffs. This Chapter is intended to complement, not conflict with, utility-mandated standards. 164.03 DEFINITIONS.

For purposes of this Chapter, the following definitions apply:
(A) Adequate Point of Connection (APOC). The specific location on the Serving Utility's existing electrical distribution system, as designated by the Serving Utility, that possesses: (1) sufficient thermal capacity; (2) acceptable voltage profile; and (3) appropriate fault-current characteristics to serve the Project's Net New Load without degrading service to existing customers or violating Serving Utility reliability standards. (B) Area of Benefit. The entire incorporated limits of the City of Indio. The City of Indio constitutes a single, unified, citywide Area of Benefit for all purposes of this Chapter. This designation reflects the City Council's finding, set forth in Section 164.02(B)(1), that the electrical grid serving Indio is an interconnected system in which every Development Project's Net New Load creates a demand on substation capacity that affects the system as a whole, regardless of the Project's specific location within the City. No sub-geographic zones, districts, or separate benefit areas shall be established or designated under this Chapter. (C) Development Project or Project. Any activity requiring a discretionary permit, subdivision map, grading permit, or building permit that results in: (1) the creation of Net New Load; (2) an increase in existing electrical demand; or (3) a physical alteration to a site that necessitates the relocation, protection, or expansion of existing electrical facilities to maintain substation capacity adequacy.