Newark City Council
March 28, 2024

B. Where base flood elevations or floodway data are not included on the FIRM or in the Flood Insurance Study, they shall be established in accordance with

15.40.052 or 15.40.053 of these regulations.

C. Where the parcel on which the proposed development will take place will have more than 50 lots or is larger than 5 acres and base flood elevations are not included on the FIRM or in the Flood Insurance Study, such elevations shall be established in accordance with 15.40.052(B) of these regulations.

D. Location of the proposed activity and proposed structures; locations of water supply, sanitary sewer, and other utilities; and locations of existing buildings and structures.

E. Location, extent, amount, and proposed final grades of any filling, grading, or excavation.

F. Where the placement of fill is proposed, the amount, type, and source of fill material; compaction specifications; a description of the intended purpose of the fill areas; and evidence that the proposed fill areas are the minimum necessary to achieve the intended purpose.

G. Extent of any proposed alteration of sand dunes, provided such alteration is approved by the California Coastal Commission or certified Local Coastal Program, if applicable.

H. Existing and proposed alignment of any proposed alteration of a watercourse.

15.40.052. - Information in flood hazard areas without base flood elevations (approximate Zone A).

Where flood hazard areas are delineated on the FIRM and base flood elevation data have not been provided, the Floodplain Administrator is authorized to require one of the following:

A. Require the applicant to include base flood elevation data prepared by a qualified CA Licensed Civil Engineer in accordance with currently accepted engineering practices. Such analyses shall be performed and sealed by a qualified CA Licensed Civil Engineer. Studies, analyses and computations shall be submitted in sufficient detail to allow review and approval by the Floodplain Administrator. The accuracy of data submitted for such determination shall be the responsibility of the applicant.

B. Obtain, review, and provide to applicants base flood elevation and floodway data available from a federal or state agency or other source or require the applicant to obtain and use base flood elevation and floodway data available from a federal or state agency or other source.

C. Where base flood elevation and floodway data are not available from another source, where the available data are deemed by the Floodplain Administrator to Packet Page 196
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not reasonably reflect flooding conditions, or where the available data are known to be scientifically or technically incorrect or otherwise inadequate:

1. Require the applicant to include base flood elevation data in accordance with 15.40.052(A) of these regulations; or

2. Specify that the base flood elevation is two (2) feet above the highest adjacent grade at the location of the development, provided there is no evidence indicating flood depths have been or may be greater than two (2) feet.

D. Where the base flood elevation data are to be used to support a request for a Letter of Map Change from FEMA, advise the applicant that the analyses shall be prepared by a qualified CA Licensed Civil Engineer in a format required by FEMA, and that it shall be the responsibility of the applicant to satisfy the submittal requirements and pay the processing fees.

15.40.053 - Additional analyses and certifications.

As applicable to the location and nature of the proposed development activity, and in addition to the requirements of these regulations, the applicant shall have the following analyses signed and sealed by a qualified professional engineer for submission with the site plan and construction documents:

A. For development activities proposed to be located in a floodway, a floodway encroachment analysis that demonstrates that the encroachment of the proposed development will not cause any increase in base flood elevations; where the applicant proposes to undertake development activities that do increase base flood elevations, the applicant shall submit such analysis to FEMA as specified in

15.40.054 of these regulations and shall submit the Conditional Letter of Map Revision, when issued by FEMA, with the site plan and construction documents.

B. For development activities proposed to be located in a riverine flood hazard area where base flood elevations are included in the effective Flood Insurance Study or on the effective FIRM but floodways have not been designated, hydrologic and hydraulic analyses that demonstrate that the cumulative effect of the proposed development, when combined with all other existing and anticipated flood hazard area encroachments, will not increase the base flood elevation more than one (1) foot at any point within the community. This requirement does not apply in isolated flood hazard areas not connected to a riverine flood hazard area or in flood hazard areas identified as Zone AO or Zone AH.

C. For alteration of a watercourse, an engineering analysis prepared in accordance with standard engineering practices that demonstrates the flood-carrying capacity of the altered or relocated portion of the watercourse will not be decreased, and certification that the altered watercourse shall be maintained in a manner which preserves the channel's flood-carrying capacity. The applicant shall submit the analysis to FEMA as specified in 15.40.054 of these regulations. The applicant Packet Page 197
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shall notify the chief executive officer of adjacent communities and the California Department of Water Resources. The Floodplain Administrator shall maintain a copy of the notification in the permit records and shall submit a copy to FEMA.

D. For activities that propose to alter sand dunes in coastal high hazard areas (Zone V/VE) and Coastal A Zones, an engineering analysis that demonstrate the proposed alteration will not increase the potential for flood damage.

15.40.054 - Submission of additional data.

When additional hydrologic, hydraulic or other engineering data, studies, and additional analyses are submitted to support an application, the applicant has the right to seek a Letter of Map Change from FEMA to change the base flood elevations, change floodway boundaries, or change boundaries of flood hazard areas shown on FIRMs, and to submit such data to FEMA for such purposes. The analyses shall be prepared by a qualified CA Licensed Civil Engineer in a format required by FEMA. Submittal requirements and processing fees shall be the responsibility of the applicant. Provided FEMA issues a Conditional Letter of Map Revision, construction of proposed flood control projects and land preparation for development are permitted, including clearing, excavation, grading, and filling. Permits for construction of buildings shall not be issued until the applicant satisfies the FEMA requirements for issuance of a Letter of Map Revision.

15.40.060 INSPECTIONS

15.40.061 - Inspections, in general.

Development for which a permit for floodplain development is required shall be subject to inspection. Approval as a result of an inspection shall not be construed to be an approval of a violation of the provisions of these regulations or the building code.

Inspections presuming to give authority to violate or cancel the provisions of these regulations or the building code or other ordinances shall not be valid.

15.40.062 - Inspections of development other than buildings and structures.

The Floodplain Administrator shall make or cause to be made, inspections of all development other than buildings and structures that is authorized by issuance of a permit for floodplain development under these regulations. The Floodplain Administrator shall inspect flood hazard areas from time to time to determine when development is undertaken without issuance of a permit.

15.40.063 - Inspections of manufactured homes installations.

The Floodplain Administrator shall make or cause to be made, inspections of installation, replacement, substantial improvements of manufactured homes in flood hazard areas authorized by issuance of a permit for floodplain development under these Packet Page 198
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regulations. Upon installation of a manufactured home and receipt of the elevation certification required in 15.40.141 of these regulations the Floodplain Administrator shall inspect the installation or have the installation inspected.

15.40.064 - Buildings and structures.

The Building Official shall make or cause to be made, inspections for buildings and structures in flood hazard areas authorized by permit, in accordance with the building code:

A. Lowest floor elevation. Upon placement of the lowest floor, including the basement, and prior to further vertical construction, certification of the elevation required in the building code shall be prepared by a California Licensed Land Surveyor or Civil Engineer and submitted to the building official. For new or substantially improved non-residential buildings and structures, FEMA’s floodproofing certification should be required prior to final inspection.

B. Final inspection. Prior to the final inspection, certification of the elevation required in the building code shall be prepared by a California Licensed Land Surveyor or Civil Engineer and submitted to the building official.

15.40.070 VARIANCES

15.40.071 - Nature of variances.

The considerations and conditions for variances set forth in this article are based on the general principle of zoning law that variances pertain to a piece of property and are not personal in nature. A variance may be issued for a parcel of property with physical characteristics so unusual that complying with the requirements of these regulations would create an exceptional hardship to the applicant or the surrounding property owners. The characteristics must be unique to the property and not be shared by adjacent parcels. The unique characteristic must pertain to the land itself, not to the structure, its inhabitants, or the property owners. The issuance of a variance is for floodplain management purposes only. Federal flood insurance premium rates are determined by the National Flood Insurance Program according to actuarial risk and will not be modified by the granting of a variance.

It is the duty of the city council to promote public health, safety and welfare and minimize losses from flooding. This duty is so compelling and the implications of property damage and the cost of insuring a structure built below flood level are so serious that variances from the elevation or other requirements in the building codes should be quite rare. The long term goal of preventing and reducing flood loss and damage, and minimizing recovery costs, inconvenience, danger, and suffering, can only be met when variances are strictly limited. Therefore, the variance requirements in these regulations are detailed and contain multiple provisions that must be met before a variance can be properly issued. The criteria are designed to screen out those Packet Page 199
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situations in which alternatives other than a variance are more appropriate.

15.40.072 – Variances; general.

The Floodplain Ad-hoc Committee which consists of the Community Development Director, the City Engineer and the Chair of the planning Commission, or their designees, shall hear and decide requests for variances from the strict application of these regulations.

15.40.073 - Limitations on authority.

The Floodplain Ad-hoc Committee shall base its determination on technical justifications submitted by applicants, the considerations and conditions set forth in this article, the comments and recommendations of the Floodplain Administrator and Building Official, as applicable, and has the right to attach such conditions to variances as it deems necessary to further the purposes and objectives of these regulations and the building code.

15.40.074 - Records.

The Floodplain Administrator shall maintain a permanent record of all variance actions, including justification for issuance, and report such variances issued to the Federal Emergency Management Agency upon request.

15.40.075 - Historic structures.

A variance is authorized to be issued for the repair, improvement, or rehabilitation of a historic structure upon a determination that the proposed repair, improvement, or rehabilitation will not preclude the structure's continued designation as a historic structure, and the variance is the minimum necessary to preserve the historic character and design of the structure. When the proposed work precludes the structure’s continued designation as a historic structure, a variance shall not be granted and the structure and any repair, improvement, and rehabilitation shall be subject to the requirements of the building code in conjunction with the provisions of this Ordinance.

15.40.076 - Restrictions in floodways.

A variance shall not be issued for any proposed development in a floodway when any increase in flood levels would result during the base flood discharge, as evidenced by the applicable analyses required in 15.40.053 (A) of these regulations.

15.40.077 - Functionally dependent uses.

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A variance is authorized to be issued for the construction or substantial improvement necessary for the conduct of a functionally dependent use provided the criteria in Section 1612 of the building code (CCR Title 24 Part 2) or Section R322 of the residential code (CCR Title 24 Part 2.5) are met, as applicable, and the variance is the minimum necessary to allow the construction or substantial improvement, and that all due consideration has been given to use of methods and materials that minimize flood damages during the base flood and create no additional threats to public safety.

15.40.078 - Agricultural structures.

A variance is authorized to be issued for the construction or substantial improvement of agricultural structures that are not elevated or dry floodproofed, provided the requirements of this section are satisfied and:

A. A determination has been made that the proposed agricultural structure:

1. Is used exclusively in connection with the production, harvesting, storage, raising, or drying of agricultural commodities and livestock, or storage of tools or equipment used in connection with these purposes or uses, and will be restricted to such exclusive uses.

2. Has low damage potential.

3. Does not increase risks and pose a danger to public health, safety, and welfare if flooded and contents are released, including but not limited to the effects of flooding on manure storage, livestock confinement operations, liquified natural gas terminals, and production and storage of highly volatile, toxic, or water-reactive materials.

4. Is not located in a coastal high hazard area (Zone V/VE), except for aquaculture structures dependent on close proximity to water.

5. Complies with the wet floodproofing construction requirements of

15.40.078 (B), below.

B. Wet floodproofing construction requirements.

1. Anchored to resist flotation, collapse, and lateral movement.

2. When enclosed by walls, walls have flood openings that comply with the flood opening requirements of ASCE 24, Chapter 2.

3. Flood damage-resistant materials are used below the base flood elevation.

4. Mechanical, electrical, and utility equipment are elevated above the base flood elevation.

5. FEMA’s floodproofing certificate is required for new or substantially improved agricultural structures.

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15.40.079 - Considerations for issuance of variances.

In reviewing applications for variances, all technical evaluations, all relevant factors, all other requirements of these regulations and the building code, as applicable, and the following shall be considered:

A. The danger that materials and debris may be swept onto other lands resulting in further injury or damage.

B. The danger to life and property due to flooding or erosion damage.

C. The susceptibility of the proposed development, including contents, to flood damage and the effect of such damage on current and future owners.

D. The importance of the services provided by the proposed development to the community.

E. The availability of alternate locations for the proposed development that are not subject to flooding or erosion and the necessity of a waterfront location, where applicable.

F. The compatibility of the proposed development with existing and anticipated development.

G. The relationship of the proposed development to the comprehensive plan and floodplain management program for that area.

H. The safety of access to the property in times of flood for ordinary and emergency vehicles.

I. The expected heights, velocity, duration, rate of rise and debris and sediment transport of the floodwater and the effects of wave action, if applicable, expected at the site.

J. The costs of providing governmental services during and after flood conditions including maintenance and repair of public utilities and facilities such as sewer, gas, electrical and water systems, streets, and bridges.

K. Necessity to the facility of a waterfront location, where applicable.

L. Variances shall not be issued within any effective regulatory floodway if any increase in flood levels during the base flood discharge would result.

M. Variances may be issued for new construction, substantial improvement, and other proposed new development to be erected on a lot of one-half acre or less in size contiguous to and surrounded by lots with existing structure constructed below the design flood level, providing that the procedures of this ordinance have been fully considered. As the lot size increases beyond one-half acre, the technical justification required for issuing the variance increases.

15.40.080 - Conditions for issuance of variances. Variances shall only be issued Packet Page 202
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upon:

A. Submission by the applicant of a showing of good and sufficient cause that the unique characteristics of the size, configuration or topography of the site limit compliance with any provision of these regulations or renders the elevation standards of the building code inappropriate.

B. A determination that failure to grant the variance would result in exceptional hardship due to the physical characteristics of the land that render the lot undevelopable.

C. A determination that the granting of a variance will not result in increased flood heights, additional threats to public safety, extraordinary public expense, nor create nuisances, cause fraud on or victimization of the public or future property owners, or conflict with existing local laws or ordinances.

D. A determination that the variance is the minimum necessary, considering the flood hazard, to afford relief.

E. When the request is to allow construction of the lowest floor of a new building or substantial improvement of a building below the design flood elevation, notification to the applicant in writing over the signature of the Floodplain Administrator specifying the difference between the design flood elevation and the proposed elevation of the lowest floor, stating that issuance of a variance to construct below the elevation required in the building code will result in increased premium rates for federal flood insurance up to amounts as high as $25 for $100 of insurance coverage, and that such construction below the required elevation increases risks to life and property.

15.40.090 VIOLATIONS

15.40.091 - Violations.

Any development in any flood hazard area that is being performed without an issued permit or that is in conflict with an issued permit shall be deemed a violation. A building or structure without the documentation of the elevation of the lowest floor, other required design certifications, or other evidence of compliance required by these regulations or the building code, is presumed to be a violation until such time as required documentation is submitted. Violation of the requirements shall constitute a misdemeanor.

15.40.092 - Authority.

The Floodplain Administrator is authorized to serve notices of violation or stop work orders to owners of property involved, to the owner’s agent, or to the person or persons doing the work for development that is not within the scope of the building codes, but is regulated by these regulations and that is determined to be a violation.

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15.40.093 - Unlawful continuance.

Any person who shall continue any work after having been served with a notice of violation or a stop work order, except such work as that person is directed to perform to remove or remedy a violation or unsafe condition, shall be subject to penalties as prescribed by law.

15.40.100 DEFINITIONS

15.40.101 - General.

The following words and terms shall, for the purposes of these regulations, have the meanings shown herein. Where terms are not defined in these regulations and are defined in the building code (CCR Title 24 Part 2) and used in the residential code (CCR Title 24 Part 2.5), such terms shall have the meanings ascribed to them in those codes.

Where terms are not defined in these regulations or the building code, such terms shall have ordinarily accepted meanings such as the context implies.

15.40.102 - Definitions
“Accessory Structure” means a structure on the same parcel of property as a principal structure and the use of which is incidental to the use of the principal structure.

For floodplain management purposes, the term includes only accessory structures used A. solely for the parking of no more than 2 cars; or
B. A small, low cost shed for limited storage, less than 150 square feet and $1,500 in value.
“Agricultural Structure” means a walled and roofed structure used exclusively for agricultural purposes or uses in connection with the production, harvesting, storage, raising, or drying of agricultural commodities and livestock, including aquatic organisms.

Structures that house tools or equipment used in connection with these purposes or uses are also considered to have agricultural purposes or uses. “Alteration of a watercourse” means a dam, impoundment, channel relocation, change in channel alignment, channelization, or change in cross-sectional area of the channel or the channel capacity, or any other form of modification which may alter, impede, retard or change the direction and/or velocity of the riverine flow of water during conditions of the base flood.
“ASCE 24” means the standard Flood Resistant Design and Construction, referenced by the building code, developed and published by the American Society of Civil Packet Page 204
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Engineers, Reston, VA. Where cited, ASCE 24 refers to the edition of the standard that is referenced by the building code.
“Unless specifically defined below, words or phrases used in this chapter shall be interpreted so as to give them the meaning they have in common usage and to give this chapter its most reasonable application. Definitions set forth below are limited to this chapter and shall not be used to modify definitions set forth in other parts of this code or common usage unless otherwise provided. As used in this chapter:
"Area of shallow flooding" means a designated AO Zone on the Flood Insurance Rate Map (FIRM), where the base flood depths range from one to three feet, a clearly defined channel does not exist, the path of flooding is unpredictable and indeterminate, and velocity flow may be evident.
"Base flood”" means the flood having a 1-one percent chance of being equaled or exceeded in any given year. [Also defined in CCR Title 24 Part 2.] (also called the "onehundred-year flood").

”Base flood elevation” means the elevation of the base flood, including wave height, relative to the National Geodetic Vertical Datum (NGVD), North American Vertical Datum (NAVD) or other datum specified on the Flood Insurance Rate Map (FIRM). [Also defined in CCR Title 24 Part 2.]
“Basement” means, for the purpose of floodplain management, the portion of a building "Basement" means any area of the building having its floor subgrade (below ground level) on all sides. [Also defined in CCR Title 24 Part 2.] "Breakaway walls" are any type of walls, could bewhether solid or lattice, and orwhether constructed of concrete, masonry, wood, metal, plastic or any other suitable building material which is not part of the structural support of the building. A breakaway wall shall be and which is designed to break away under abnormally high tides or wave action without causing any damage to the structural integrity of the building on which they are used, or any buildings to which they might be carried by flood waters. A breakaway wall shall have a safe design loading resistance of not less than ten and no more than twenty pounds per square foot. Use of breakaway walls must be certified by a registered engineer or architect and shall meet the following conditions:

A breakaway wall shall have a safe design loading resistance of not less than 10 and no more than 20 pounds per square foot. Use of breakaway walls must be certified by California Civil Engineer and small meet the following conditions:

A. A. Breakaway wall collapse shall result from a water load less than that which would occur during the base flood; and
B. B. The elevated portion of the building shall not incur any structural damage due to the effects of wind and water loads acting simultaneously in the event of the base flood.

“Building code” means California Code of Regulations Title 24, the California Building Standards Code, the family of building codes specifically adopted by the State of Packet Page 205
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California and composed of:

A. Part 2, applicable to buildings and structures other than dwellings within the scope of this part.

B. Part 2.5, applicable to one- and two-family dwellings and townhouses not more than three stories, and accessory structures.

C. Part 10, applicable to existing buildings (as defined in that code).

D. Other specified codes.
“Coastal A Zone” means a special flood hazard area, landward of a V zone or landward of an open coast without mapped coastal high hazard areas. In a coastal A zone, the principal source of flooding must be astronomical tides, storm surges, seiches or tsunamis, not riverine flooding. During the base flood conditions, the potential for breaking wave height shall be greater than or equal to 1 ½ feet (457 mm). The inland limit of the coastal A zone is (a) the Limit of Moderate Wave Action if delineated on a FIRM, or (b) designated by the authority having jurisdiction. [Also defined in CCR Title 24 Part 2.]
”Coastal high hazard area” means the area within the special flood hazard area extending from offshore to the inland limit of a primary dune along an open coast and any other area that is subject to high-velocity wave action from storms or seismic sources, and shown on a Flood Insurance Rate Map (FIRM) or other flood hazard map as velocity Zone V, VO, VE or V1-30. [Also defined in CCR Title 24 Part 2.] “Design flood” means the flood associated with the greater of the following two areas:
[Also defined in CCR Title 24 Part 2.]
A. Area with a flood plain subject to a 1-percent or greater chance of flooding in any year.

B. Area designated as a flood hazard area on a community’s flood hazard map, or otherwise legally designated.

“Design flood elevation” means the elevation of the “design flood,” including wave height, relative to the datum specified on the community’s legally designated flood hazard map. In areas designated as Zone AO, the design flood elevation shall be the elevation of the highest existing grade of the building’s perimeter plus the depth number (in feet) specified on the flood hazard map. In areas designated as Zone AO where a depth number is not specified on the map, the depth number shall be taken as being equal to 2 feet (610 mm). [Also defined in CCR Title 24 Part 2.]

“"Development”" means any manmade change to improved or unimproved real estate, including but not limited to, buildings or other structures, temporary structures, temporary or permanent storage of materials, mining, dredging, filling, grading, paving, excavations, excavation or drilling operations, flood control projects, and other landdisturbing activities.. “Encroachment” means the placement of fill, excavation, buildings, permanent Packet Page 206
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structures or other development into a flood hazard area which may impede or alter the flow capacity of riverine flood hazard areas.
"Exceptional hardship" means, for the purpose of variances from these regulations or the building code, the exceptional difficulty that would result from a failure to grant a requested variance. Mere economic or financial hardship is not exceptional.

Inconvenience, aesthetic considerations, physical handicaps, personal preferences, or the disapproval of one's neighbors do not, as a rule, qualify as exceptional hardships.

All of these circumstances can be resolved through other means without granting variances, even when the alternatives are more expensive or require the property owner to build elsewhere or put the parcel to a different use than originally intended. "Existing manufactured home park or subdivision" means a manufactured home park or subdivision for which the construction of facilities for servicing the lots on which the manufactured homes are to be affixed (including, at a minimum, the installation of utilities, the construction of streets, and either final site grading or the pouring of concrete pads) wasis completed before July 14thAugust 14, 1988. "Expansion to an existing manufactured home park or subdivision" means the preparation of additional sites by the construction of facilities for servicing the lots on which the manufactured homes are to be affixed (including the installation of utilities, the construction of streets, and either final site grading or the pouring of concrete pads).

“"Flood or flooding”" means a general and temporary condition of partial or complete inundation of normally dry land areas from:

A. The(1) the overflow of inland or tidal flood waters.

B. The; (2) the unusual and rapid accumulation or runoff of surface waters from any source.

C. Mudslides (i.e., mudflows) which are proximately caused by flooding.

“Flood control project” means a dam or barrier design; and constructed to keep /or (3) the collapse or subsidence of land along the shore of a lake or other body of water away from or out of a specified area, including but not limited to levees, floodwalls, and channelization.

“Flood damage-resistant materials” means any construction material capable of withstanding direct and prolonged contact with floodwaters without sustaining any damage that requires more than cosmetic repair. [Also defined in CCR Title 24 Part 2.] “Flood hazard area” means the greater of the following two areas: [Also defined in CCR Title 24 Part 2.]
A. The area within a floodplain subject to a 1-percent or greater chance of flooding in any year.

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B. The area designated as a flood hazard area on the community’s flood hazard map,result of erosion or undermining caused by waves or otherwise legally designated.

“Flood Insurance Rate Map (FIRM)” means currents of water exceeding anticipated cyclical levels or suddenly caused by an official map of a communityunusually high water level in a natural body of water, accompanied by a severe storm, or by an unanticipated force of nature, such as flash flood or an abnormal tidal surge, or by some similarly unusual and unforeseeable event which results in flooding as defined in this definition.
"Flood Boundary and Floodway Map (FBFM)" means the official map on which the Federal Emergency Management Agency or Federal Insurance Administration has delineated both the areas of flood hazard and the floodway. "Flood Insurance Rate Map (FIRM)" (Also referred to as DFIRM or Digital Flood Insurance Rate Map) means the official map on which the Federal Emergency Management Agency (FEMA)or Federal Insurance Administration has delineated both the special flood hazard areas and the risk premium zones applicable to the community. [Also defined in CCR Title 24 Part 2.]

”"Flood Insurance Study”insurance study" means the official report provided by the Federal Emergency Management Agency containing the Flood Insurance Rate Map (Administration that includes flood profiles, the FIRM),, the Flood BoundaryFBFM, and Floodway Map (FBFM), the water surface elevation of the base flood and supporting technical data. [Also defined in CCR Title 24 Part 2.]. “"Floodplain Administrator”administrator" means the chief building official of the city.
"Floodplain or flood-prone area" means any land area susceptible to being inundated by water from any source (see definition of "flooding"). "Floodplain management" means the community official designated by title to administeroperation of an overall program of corrective and enforce thepreventive measures for reducing flood damage, including but not limited to emergency preparedness plans, flood control works, and floodplain management regulations. “"Floodplain management regulations" means zoning chapters, subdivision regulations, building codes, health regulations, special purpose chapters (such as floodplain chapter, grading chapter and erosion control chapter) and other applications of police power. The term describes such state or local regulations in any combination thereof, which provide standards for the purpose of flood damage prevention and reduction.
"Floodproofing" means any combination of structural and nonstructural additions, changes, or adjustments to structures which reduce or eliminate flood damage to real estate or improved real property, water and sanitary facilities, structures and their contents.
"Floodway”" means the channel of thea river, creek or other watercourse and the Packet Page 208
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adjacent land areas that must be reserved in order to discharge the base flood without cumulatively increasing the water surface elevation more than a designated height. (not to exceed one foot, as set by the National Flood Insurance Program.) [Also defined in CCR Title 24 Part 2.]one foot. Also referred to as "regulatory floodway." "Fraud and victimization" means that the variance granted must not cause fraud on or victimization" means, for the purpose of variances from these regulations or the the public. In examining this requirement, the floodplain administrator shall consider the fact that every newly constructed building code, the intentional use of deceitadds to deprive another of rights or property, making a victim of the deprived person or the public. As it pertainsgovernmental responsibilities and remains a part of the community for fifty to buildings granted variancesone-hundred years. Buildings that are permitted to be constructed below the base flood elevation required by the building code,are subject during all those years to increased risk of damage from floods, while future owners or tenants of such buildingsof the property and the community as a whole may bearare subject to all the burden of increased risk of damage from floods, increased cost of flood insurance, and increased recovery costs, inconvenience, danger, and suffering. that those increased flood damages bring.

“Functionally dependent use” means a use that cannot perform its intended purpose unless it is located or carried out in close proximity to water, including only docking facilities, port facilities necessary for the loading or unloading of cargo or passengers, and shipbuilding or ship repair facilities. The term does not include long-term storage, manufacture, sales or service facilities.
“"Hardship" means an exceptional hardship would result from a failure to grant a requested variance. The variance shall be exceptional, unusual, and peculiar to the property involved. Mere economic or financial hardship alone is not exceptional.

Inconvenience, aesthetic considerations, physical handicaps, personal preferences, or the disapproval of adjacent property owners does not qualify as exceptional. "Highest adjacent grade”" means the highest natural elevation of the ground surface prior to construction next to the proposed walls or foundation of a structure. "Historic structure" means anyand structure that is:

A. A. Listed individually in the National Register of Historic Places (a listing maintained by the Department of Interior) or preliminarily determined by the Secretary of the Interior as meeting the requirements for individual listing on the National Register;
B. Certified or preliminarily determined by the Secretary of the Interior as contributing to the historical significance of a registered historic district or a district preliminarily determined by the Secretary to qualify as a registered historic district;
C. Individually listed on thea state inventory of historic places maintainedin states with historic preservation programs which have been approved by the California OfficeSecretary of Historic Preservationthe Interior; or Packet Page 209
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D. Individually listed on a local inventory of historic places in communities with historic preservation programs that have been certified either by an approved state program as determined by the secretary of the Interior or directly by the Secretary of the Interior or directly by the Secretary of the Interior in states without approved program. “Letter of Map Change (LOMC)” means an official determination issued by FEMA that amends or revises an effective Flood Insurance Rate Map or Flood Insurance Study.

Letters of Map Change include:programs.

1. Letter of Map Amendment (LOMA): An amendment based on technical data showing that a property was incorrectly included in a designated special flood hazard area. A LOMA amends the current effective Flood Insurance Rate Map and establishes that a specific property, portion of a property, or structure is not located in a special flood hazard area.

2. Letter of Map Revision (LOMR): A revision based on technical data that may show changes to flood zones, flood elevations, special flood hazard area boundaries and floodway delineations, and other planimetric features.

3. Letter of Map Revision Based on Fill (LOMR-F): A determination that a structure or parcel of land has been elevated by fill above the base flood elevation and is, therefore, no longer located within the special flood hazard area. In order to qualify for this determination, the fill must have been permitted and placed in accordance with the community’s floodplain management regulations and the standards set forth by Title 44 Code of Federal Regulation Sections 59,60,65, and 70

4. Conditional Letter of Map Revision (CLOMR): A formal review and comment as to whether a proposed flood protection project or other project complies with the minimum NFIP requirements for such projects with respect to delineation of special flood hazard areas. A CLOMR does not revise the effective Flood Insurance Rate Map or Flood Insurance Study; upon submission and approval of certified as-built documentation, a Letter of Map Revision may be issued by FEMA to revise the effective FIRM.

“Light-duty truck” means, as defined in 40 C.F.R. 86.082-2, any motor vehicle rated at 8,500 pounds Gross Vehicular Weight Rating or less which has a vehicular curb weight of 6,000 pounds or less and which has a basic vehicle frontal area of forty-five (45) square feet or less, which is:

A. Designed primarily for purposes of transportation of property or is a derivation of such a vehicle, or
B. Designed primarily for transportation of persons and has a capacity of more than twelve (12) persons; or
C. Available with special features enabling off-street or off-highway operation and use.

“Limit of Moderate Wave Action (LiMWA)” means a line shown on FIRMs to indicate the inland extent of the 1 1/2-foot breaking wave height during the base flood. [Also defined in CCR Title 24 Part 2.]
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“"Levee" means a man-made structure; usually an earthen embankment, designed and constructed in accordance with sound engineering practices to contain, control, or divert the flow of water so as to provide protection from temporary flooding. "Levee system" means a flood protection system which consists of a levee, or levees, and associated structures, such as closure and drainage devices, which are constructed and operated in accord with sound engineering practices. "Lowest floor”" means the lowest floor of the lowest enclosed area, (including basement, but excluding any). An unfinished or flood-resistant enclosure, usable solely for vehicle parking of vehicles, building access or limited storage storage in an area other than a basement area is not considered a building's lowest floor; provided, that such enclosure is not built so as to render the structure in violation of the nonelevationapplicable nonelevation design requirements of the building codes. [Also defined in CCR Title 24 Part 2.]this chapter.
“"Manufactured home”" means a structure that is, transportable in one or more sections, which is built on a permanent chassis, and is designed for use as a singlefamily dwelling with or without a permanent foundation when connected to the required utilities, and constructed to the Manufactured Home Construction and Safety Standards promulgated by the U.S. Department of Housing and Urban Development. Also see definitions in Health and Safety Code sections18000.(a)(2) and 18001.(a). For the purposes of floodplain management, . For floodplain management purposes the term "manufactured home" also includes mobile homes and recreational vehicles, park trailers, travel trailers and other similar transportable structures that are vehicles placed on a site for 180greater than one hundred eighty consecutive days or longer.. “"Manufactured home park or subdivision”" means a parcel (or contiguous parcels) of land divided into two or more manufactured home lots for sale or rent or sale.. “Market value” means the price at which a property will change hands between a willing buyer and a willing seller, neither party being under compulsion to buy or sell and both having reasonable knowledge of relevant facts. As used in these regulations, the term refers to the market value of buildings and structures, excluding the land and other improvements on the parcel. Market value may be established by one of the following methods: (1) Actual Cash Value (replacement cost depreciated for age and quality of construction), (2) tax assessment value adjusted to approximate market value by a factor provided by the Property Appraiser, or (3) a qualified independent appraiser. “"Mean sea level" means, for purposes of the National Flood Insurance Program, the National Geodetic Vertical Datum (NGVD) of 1929 or other datum, to which base flood elevations shown on a community's Flood Insurance Rate Map are referenced. "New construction”," means, for floodplain management purposes, means structures for which the “"start of construction”" commenced on or after June 1978August 14, 1988, and includes any subsequent improvements to such structures.

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"New manufactured home park or subdivision" means a manufactured home park or subdivision for which the construction of facilities for servicing the lots on which the manufactured homes are to be affixed (including at a minimum, the installation of utilities, the construction of streets, and either final site grading or the pouring of concrete pads) wasis completed on or after June 1978.August 14, 1988.

"Nuisance"One-hundred-year flood" means thata flood which has a one percent annual probability of being equaled or exceeded. It is injuriousidentical to safety or health of an entire communitythe "base flood," which will be the term used throughout this chapter.
"Person" means an individual or neighborhood,his/her agent, firm, partnership, association or any considerable number of personscorporation, or unlawfully obstructsagent of the free passageaforementioned groups, or use, in the customary manner, of any navigable lake,this state or river, bay, stream, canal,its agencies or basin.political subdivisions.
“Permit for floodplain development” means an official document or certificate issued by the community, or other evidence of approval or concurrence, which authorizes performance of specified development activities that are located in flood hazard areas and that are determined to be compliant with these regulations.

“"Recreational vehicle”" means a vehicle thatwhich is built:

A. Built on a single chassis, 400;
B. Four hundred square feet (37.16 m2) or less when measured at the largest horizontal projection, designed;
C. Designed to be self-propelled or permanently towable by a light-duty truck,; and designed
D. Designed primarily not for use as a permanent dwelling but as temporary living quarters for recreational, camping, travel or seasonal use. A recreational vehicle is ready for highway use when it is on its wheels or jacking system, is attached to the site only by quick disconnect type utilities and security devices and has no permanently attached additions. Also see definitions in Health and Safety Code section 18010., or seasonal use.
"Riverine" means relating to, formed by, or resembling a river (including tributaries), stream, brook, etc.

"Sand dunes" mean naturally occurring accumulations of sand in ridges or mounds landward of the beach.

"Remedy a violation" means to bring the structure or other development into compliance with state or local floodplain management regulations, or, if this is not possible, to reduce the impacts of its noncompliance. Impacts may be reduced by protecting the structure or other affected development from flood damages, implementing the enforcement provisions of this chapter or otherwise deterring future Packet Page 212
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similar violations, or reducing federal financial exposure with regard to the structure or other development.
"Special flood hazard area (SFHA)" means the landan area subject to having special flood hazards, and shown on a Flood Insurance Rate Map or other flood hazard mapFIRM as Zone A, AE, A1-30, A99, AR, AO, AH, V, VO, VE, or V1-30. [Also defined in CCR Title 24 Part 2.]A1-A30.

“"Start of construction" includes substantial improvement and other proposed new development, and means the date the building permit was issued, provided the actual start of construction, repair, reconstruction, rehabilitation, addition, placement, or other improvement was within 180one hundred eighty days from the date of the permit date.

The actual start means either the first placement of permanent construction of a structure on a site, such as the pouring of slab or footings, the installation of piles, the construction of columns, or any work beyond the stage of excavation; or the placement of a manufacturemanufactured home on a foundation. Permanent construction does not include land preparation, such as clearing, grading, and filling; nor does it include the installation of streets and/or walkways; nor does it include excavation for a basement, footings, piers, or foundations or the erection of temporary forms; nor does it include the installation on the property of accessory buildings, such as garages or sheds not occupied as dwelling units or not part of the main structure. For a substantial improvement, the actual start of construction means the first alteration of any wall, ceiling, floor, or other structural part of a building, whether or not that alteration affects the external dimensions of the building.

"Structure" means, for floodplain management purposes, a walled and roofed building that is principally above ground; this includes , including a gas or liquid storage tank or , that is principally aboveground, as well as a manufactured home.

“Substantial damage”improvement.

A. "Substantial improvement" means damage of any origin sustained by a repair, reconstruction, or improvement of structure whereby, the cost of restoring the structure to its before-damaged condition would equal or exceed 50which equals or exceeds fifty percent of the market value of the structure either:

1. Before the improvement or repair is started; or

2. If the structure has been damaged, and is being restored, before the damage occurred. [Also defined in CCR Title 24 Part 2.]

“Substantial improvement” means any repair, reconstruction, rehabilitation,B. For the purposes of this definition, "substantial improvement" is considered to occur when the first alteration, addition of any wall, ceiling, floor, or other improvementstructural part of athe building or structure, the cost of which equals or exceeds 50 percent of the market valuecommences, whether or not that alteration affects the external dimensions of the structure before the improvement or repair is started. When the structure has sustained substantial damage, any repairs are considered substantial improvement regardless of the actual repair work performed.. The term does not, however, include Packet Page 213
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either: [Also defined in CCR Title 24 Part 2.]
A. 1. Any project for improvement of a building required structure to correctcomply with existing state or local health, sanitary or safety code violations identified by the building official and that are the minimum specifications which are solely necessary to assure safe living conditions.; or

2. Any alteration of a historic structure provided that listed on the alteration will not precludeNational Register of Historic Places or the structure’s continued designation as State Inventory of Historic Places.

B. "Violation" means the failure of a historic structure. or other development to be fully compliant with the community's floodplain management regulations. A structure or other development without the elevation certificate, other certifications, or other evidence of compliance required in this chapter is presumed to be in violation until such time as that documentation is provided.

“Utility and Miscellaneous Group U” means buildings and structures of an accessory character and miscellaneous structure not classified in any special occupancy, as described in the building code.
“Variance” means a grant of relief from the (Ord. No. 435, § 1, 6-25-2009)

15.40.030 General provisions.

The following Sections 15.40.031 through 15.40.037 set out general provisions for this chapter.
(Ord. No. 435, § 1, 6-25-2009)

15.40.031 Lands to which chapter applies.

This chapter shall apply to all special flood hazard areas within the jurisdiction of the city.
(Ord. No. 435, § 1, 6-25-2009)

15.40.032 Basis for establishing special flood hazard areas.

The special flood hazard areas, identified by the Federal Emergency Management Agency or the Federal Insurance Administration in a scientific and engineering report entitled "Flood Insurance Study for the City of Newark," dated June 1978, including any subsequent amendments and/or revisions thereto, with an accompanying Flood Insurance Rate Map, is adopted by reference and declared to be a part of this chapter.

This flood insurance study is on file in the office of the city clerk at 37101 Newark Boulevard, Newark, California. This flood insurance study is the minimum area of applicability of this chapter and may be supplemented by studies for other areas which allow implementation of this chapter and which are recommended to the city council by the floodplain administrator.
(Ord. No. 435, § 1, 6-25-2009)
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15.40.034 Abrogation and greater restrictions.

This chapter is not intended to repeal, abrogate, or impair any existing easements, covenants, or deed restrictions. However, where this chapter and another chapter, easement, covenant, or deed restriction conflict or overlap, whichever imposes the more stringent restrictions shall prevail.
(Ord. No. 435, § 1, 6-25-2009)

15.40.035 Interpretation.

In the interpretation and application of this chapter, all provisions shall be:

A. Considered as minimum requirements of these regulations which permits ; B. Liberally construed in favor of the governing body; and C. Deemed neither to limit nor repeal any other powers granted under state statutes.
(Ord. No. 435, § 1, 6-25-2009)

15.40.036 Warning and disclaimer of liability.

The degree of flood protection required by this chapter is considered reasonable for regulatory purposes and is based on scientific and engineering considerations. Larger floods can and will occur on rare occasions. Flood heights may be increased by manmade or natural causes. This chapter does not imply that land outside the special flood hazard areas, or uses permitted within such areas will be free from flooding or flood damages. This chapter shall not create liability on the part of the city, any officer or employee thereof, or the Federal Insurance Administration, for any flood damages that result from reliance on this chapter or any administrative decision lawfully made thereunder.
(Ord. No. 435, § 1, 6-25-2009)

15.40.037 Severability.

This chapter and the various parts thereof are declared to be severable. Should any section of this chapter be declared by the courts to be unconstitutional or invalid, such decision shall not affect the validity of the chapter as a whole, or any portion thereof other than the section so declared to be unconstitutional or invalid. (Ord. No. 435, § 1, 6-25-2009)

15.40.040 Administration.

The following Sections 15.40.041 through 15.40.043 set out provisions for administering this chapter.
(Ord. No. 435, § 1, 6-25-2009)
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15.40.041 Requirement for building permit.

A building permit shall be obtained before any person starts construction in a manner otherwise prohibited and where specificspecial flood hazard area established by Section 15.40.032. Requests for permits shall be made on the "Application for Building Permit" form furnished by the building official. Information to be submitted may include, but not be limited to: plans drawn to scale showing the nature, location, dimensions, and elevation of the area in question; existing or proposed structures, fill, storage of materials, equipment, drainage facilities; and the location of the foregoing.

Specifically, the following information is required:

A. Proposed elevation, in relation to mean sea level, of the lowest floor (including basement) of all structures; in Zone AO, elevation of highest adjacent grade and proposed elevation of lowest floor of all structures;
B. Proposed elevation in relation to mean sea level, to which any structure will be floodproofed;
C. All appropriate certifications listed in Section 15.40.043(D) of this chapter; and D. Description of the extent to which any watercourse will be altered or relocated as a result of proposed development.

E. Proposed locations of water supply, sanitary sewer, and other utilities.

F. Grading information showing existing and proposed contours, any proposed fill, and drainage facilities.

G. Location of regulatory floodway when applicable.

H. Base flood elevation information.

I. Certification from a registered civil engineer or architect that the nonresidential floodproofed building meets the floodproofing criteria in Section 15.40.051.

J. For a crawl-space foundation, location, and total net area of foundation openings as required in Section 15.40.051 and detailed in FEMA Technical Bulletins 1-93 and 7-93.
(Ord. No. 435, § 1, 6-25-2009)

15.40.042 Designation of the floodplain administrator.

The building official is hereby appointed to administer and implement this chapter by granting or denying building permits in accordance with its provisions. (Ord. No. 435, § 1, 6-25-2009)

15.40.043 Duties and responsibilities of the building official.

The duties and responsibilities of the building official shall include, but not be limited to:

A. Permit Review.

1. Review all development permits to determine that the permit requirements of this chapter have been satisfied;

2. The site is reasonably safe from flooding;

3. The proposed development does not adversely affect the carrying capacity of Packet Page 216
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areas where base flood elevations have been determined, but a floodway has not been designated. For purposes of this chapter, "adversely affects" means that the cumulative effect of the proposed development when combined with all other existing and anticipated development will not increase the water surface elevation of the base flood more than one foot at any point.

4. Review proposed development to assure that all necessary permits have been received from those governmental agencies from which approval is required by federal or state law, including Section 404 of the Federal Water Pollution Control Act Amendments of 1972, 33 U.S.C. 1334.

5. All Letters of Map Revision (LOMRs) for flood control projects are approved prior to the issuance of building permits. Building permits shall not be issued based on Conditional Letters of Map Revision (CLOMRs). Approved CLOMRs allow construction of the proposed flood control project and land preparation as specified in the "start of construction" definition.

B. Use of Other Base Flood Data.

1. When base flood elevation data has not been provided in accordance with Section 15.40.032, the building official shall obtain, review, and reasonably utilize any base flood elevation and floodway data available from a federal, state or other source, in order to administer Section 15.40.050.

2. Prior to issuance of any building permit, all such information shall be approved by the city council.

C. Whenever a watercourse is to be altered or relocated:

1. Notify adjacent communities and the California Department of Water Resources prior to such alteration or relocation of a watercourse, and submit evidence of such notification to the Federal Insurance Administration;

2. Require that the flood-carrying capacity of the altered or relocated portion of said watercourse is maintained.

D. Base Flood Elevation changes due to physical alterations:

1. Within six months of information becoming available or project completion, whichever comes first, the building official shall submit or assure that the permit applicant submits technical or scientific data to FEMA for a Letter of Map Revision (LOMR).

2. All LOMRs for flood control projects are approved prior to the issuance of building permits. Building permits shall not be issued based on Conditional Letters of Map Revision (CLOMRs). Approved CLOMRs allow construction of the proposed flood control project and land preparation as specified in the "start of construction" definition.

3. Such submissions are necessary so that upon confirmation of those physical changes affecting flooding conditions, risk premium rates, and floodplain management requirements are based on current data.

E. Obtain and maintain for public inspection and make available as needed:

1. The certification required in Section 15.40.051(C)(1) (floor elevations);

2. The certification required in Section 15.40.051(C)(2) (elevations in areas of shallow flooding);

3. The certification required in Section 15.40.051(C)(3)(c) (elevation or Packet Page 217
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floodproofing of nonresidential structures);

4. The certification required in Section 15.40.051(C)(4)(a) or 15.40.051(C)(4)(b) (wet floodproofing standard);

5. The certified elevation required in Section 15.40.053(B) (subdivision standards);

6. The certification required in Section 15.40.055(A) (floodway encroachments).

E. Make interpretations for development permits where needed, as to the exact location of the boundaries for the special flood hazard areas (for example, where there appears to be a conflict between a mapped boundary and actual field conditions).

F. Take action to remedy violations of this chapter as specified in Section 15.40.033 herein.

G. Maintain a record of all variance actions, including justification for their issuance and report such variances issued in its biennial report submitted to the Federal Emergency Management Agency.
(Ord. No. 435, § 1, 6-25-2009)

15.40.044 Appeals.

As per Chapter 15.04.030 shall hear and decide appeal when it is alleged there is an error in any requirement, decision, or determination made by the Floodplain Administrator in the enforcement of administration of this chapter. (Ord. No. 435, § 1, 6-25-2009)

15.40.045 Variances.

A. The Floodplain Administrator may grant variances for new construction, substantial improvement, and other proposed new development on a lot of one-half acre or less in size contiguous to and surrounded by lots with existing structures constructed below the base flood level provided the following standards are met:

1. Failure to grant the variance would result in exceptional hardship. to the applicant; and
“Violation” means a development that is not fully compliant with these regulations or the flood provisions of the building code, as applicable. “Watercourse” means a river, creek, stream, channel or other topographic feature in, on, through, or over which water flows at least periodically.

15.40.110 FLOOD RESISTANT DEVELOPMENT FOR BUILDINGS AND

STRUCTURES

15.40.111 - Requirements for buildings and structures in flood hazard areas.

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Applications for building and structures within the scope of the building code that are proposed in flood hazard areas shall comply with the applicable requirements of the building code and the floodplain development requirements of this Ordinance.

15.40.112 – Detached garages and accessory storage structures.

Detached garages and accessory storage structures used only for parking or storage are permitted below the base flood elevation provided the garages and accessory storage structures:

A. Detached garages and accessory storage structures, with the exception of small, low cost sheds as defined in 15.40.102, are one story and not larger than 600 square feet in area when located in special flood hazard areas other than coastal high hazard areas.

2. Granting of a variance will not result in increased flood heights, additional threats to public safety, or extraordinary public expense, create a nuisance condition, cause fraud, and victimization of the public, or conflict with existing local ordinances or state laws.
(Ord. No. 435, § 1, 6-25-2009)

15.40.050 Provisions for flood hazard reduction.

The following Sections 15.40.051 through 15.40.055 set out provisions for flood hazard reduction.
(Ord. No. 435, § 1, 6-25-2009)

15.40.051 Standards of construction.

In all special flood hazard areas except for Zones V, V1-30, and VE, the following standards are required:

A. Anchoring.

1. All new construction and substantial improvements of structures, including manufactured homes, shall be anchored to prevent flotation, collapse or lateral movement of the structure resulting from hydrodynamic and hydrostatic loads, including the effects of buoyancy.

2. All manufactured homes shall meet the anchoring standards of Section

15.40.054.

B. Construction Materials and Methods.

1. All new construction and substantial improvements shall be constructed with materials and utility equipment resistant to flood damage.

2. All new construction and substantial improvements shall be constructed using methods and practices that minimize flood damage.

3. All new construction and substantial improvements shall be constructed with electrical, heating, ventilation, plumbing and air conditioning equipment and other service facilities that are designed and/or located so as to prevent water from entering or accumulating within the components during conditions of Packet Page 219
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flooding.

4. Require within Zone AO, adequate drainage paths around structures on slopes to guide flood waters around and away from proposed structures.

C. Elevation and Floodproofing.

1. New construction and substantial improvement of any structure shall have the lowest floor, including basement, elevated to or above the base flood elevation. Residential structures shall be elevated to or above the base flood elevation or to a minimum of six inches above the building pad which shall be at a minimum elevation of eleven and one-quarter feet on the National Geodetic Vertical Datum (NGVD) or the equivalent North America Vertical Datum (NAVD), whichever affords the greater degree of flood damage protection. Nonresidential structures may meet the standards in subdivision (C)(3) of this section. Upon the completion of the structure the elevation of the lowest floor including basement shall be certified by a registered professional engineer or surveyor to be properly elevated. Such certification shall be provided to the building official.

2. New construction and substantial improvement of any structure in Zone AO shall have the lowest floor, including basement, elevated above the highest adjacent grade at least as high as the depth number specified in feet on the FIRM, or at least two feet if no depth number is specified. Nonresidential structures may meet the standards in subdivision (C)(3) of this section. Upon the completion of the structure the elevation of the lowest floor including basement shall be certified by a registered professional engineer or surveyor, to be properly elevated. Such certification shall be provided to the building official.

3. Nonresidential construction shall either be elevated in conformance with subdivisions (C)(1) or (C)(2) of this section or together with attendant utility and sanitary facilities:
a. Be floodproofed so that below the base flood level the structure is watertight with walls substantially impermeable to the passage of water; b. Have structural components capable of resisting hydrostatic and hydrodynamic loads and effects of buoyancy; and
c. Be certified by a registered professional engineer or architect that the standards of this subsection are satisfied. Such certifications shall be provided to the building official.

4. Require, for all new construction and substantial improvements, that fully enclosed areas below the lowest floor that are subject to flooding shall be designed to automatically equalize hydrostatic flood forces on exterior walls by allowing for the entry and exit of floodwaters. Designs for meeting this requirement must either be certified by a registered professional engineer or architect or meet or exceed the following minimum criteria:
a. Either a minimum of two openings having a total net area of not less than one square inch for every square foot of enclosed area subject to flooding shall be provided and the bottom of all openings shall be no higher than one foot above grade. Openings may be equipped with screens, louvers, Packet Page 220
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valves or other coverings or devices provided that they permit the automatic entry and exit of floodwaters; or
b. Be certified to comply with a local floodproofing standard approved by the Federal Insurance Administration.

5. Manufactured homes shall also meet the standards in Section 15.40.054. (Ord. No. 435, § 1, 6-25-2009)

15.40.052 Standards for utilities.

A. All new and replacement water supply and sanitary sewage systems shall be designed to minimize or eliminate infiltration of floodwaters into the system and discharge from the system into floodwaters.

B. On-site waste disposal systems shall be located to avoid impairment to them or contamination from them during flooding.
(Ord. No. 435, § 1, 6-25-2009)

15.40.053 Standards for subdivisions.

A. All subdivisions shall identify the flood hazard area and the elevation of the base flood and conform to the requirements of Title 16, Subdivisions, of this code.

B. All final subdivision plans will provide the elevation of proposed structure(s) and pads. If the site is filled above the base flood, the final pad elevation shall be certified by a registered professional engineer or surveyor and provided to the building official.

C. All subdivision proposals shall be consistent with the need to minimize flood damage.

D. All subdivision proposals shall have public utilities and facilities such as sewer, gas, electrical and water systems located and constructed to minimize flood damage.

E. All subdivisions shall provide adequate drainage to reduce exposure to flood hazards.

F. If the site is filled above the base flood elevation, the following as-built information for each structure shall be certified by a registered civil engineer or licensed land surveyor and provided as part of an application for a Letter of Map Revision based on Fill (LOMR-F) to the building official:

1. Lowest floor elevation.

2. Pad elevation.

3. Lowest adjacent grade.
(Ord. No. 435, § 1, 6-25-2009)

15.40.054 Standards for manufactured homes.

All new and replacement manufactured homes and substantial improvements to manufactured homes shall:

A. Be elevated so that the lowest floor is at or above the base flood elevation; and B. Be securely anchored to a permanent foundation system to resist flotation, Packet Page 221
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collapse or lateral movement.

C. Shall not be placed in any coastal high hazard area. (Ord. No. 435, § 1, 6-25-2009)

15.40.055 Standards for coastal high hazard areas.

Within coastal high hazard areas, Zones V, V1-30, and VE, as established under Chapter 15.40.032, the following standards shall apply:

A. All new residential and nonresidential construction, including substantial improvements, shall be elevated on adequately anchored pilings or columns and securely anchored to such pilings or columns so that the bottom of the lowest horizontal structural member of the lowest floor (excluding the pilings or columns) is elevated to or above the base flood level. The pile or column foundation and structure attached thereto shall be anchored to resist flotation, collapse, and lateral movement due to the effects of wind and water loads acting simultaneously on all building components. Water loading values used shall be those associated with the base flood. Wind loading values used shall be those set forth in the California Building Code.

B. All new construction and other development shall be located on the landward side of the reach of mean high tide.

B. C. All new construction and substantial improvement shall have the space below the lowest horizontal structural member of the lowest floor free of obstructions or constructed with breakaway walls as defined in Chapter

15.40.102 of this ordinance020. Such enclosed space shall not be used for human habitation and willshall be usableused solely for parking of vehicles, building access, or storage.

C. Are anchored to resist flotation, collapse or lateral movement resulting from flood loads.

D. Have flood openings in accordance with the building code.

E. Have flood damage-resistant materials used below the base flood elevation.

F. Have mechanical, plumbing and electrical systems, including plumbing fixtures, elevated to or above the base flood elevation.

G. ) The accessory structure or detached garage must comply with floodplain encroachment provisions in 15.40.134

15.40.113 - Utility and Miscellaneous Group U.

Utility and miscellaneous Group U includes buildings that are accessory in character and miscellaneous structures not classified in any specific occupancy in the building code, including, but not limited to, agricultural buildings, aircraft hangars (accessory to a one- or two-family residence), barns, carports, fences more than 6 feet (1829 mm) high, Packet Page 222
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grain silos (accessory to a residential occupancy), greenhouses, livestock shelters, private garages, retaining walls, sheds, stables, and towers. In addition to the building code requirements for fire and life safety, the following Basements shall apply to utility and miscellaneous Group U buildings and structures in flood hazard areas:

A. New construction and substantial improvement of such buildings and structures shall be anchored to prevent flotation, collapse or lateral movement resulting from flood loads, including the effects of buoyancy, during conditions of the design flood.

B. New construction and substantial improvement of such buildings and structures, when fully enclosed by walls, shall be elevated such that the lowest floor, including basement, is elevated to or above the design flood elevation in accordance with ASCE 24 or shall be dry floodproofed in accordance with ASCE

24. C. Unless dry floodproofed, fully enclosed areas below the design flood elevation shall be constructed in accordance with ASCE 24 and limited to parking, storage, and building access.

D. When fully enclosed by walls, flood openings shall not be installed in accordance with ASCE 24.coastal high hazard areas.

E. Flood damage-resistant materialsD. Fill shall not be used below the design flood elevation.

F. Mechanical, plumbing, heating/cooling, ventilation and electrical systems, including plumbing fixtures, shall be located or installed in accordance with ASCE

24. 15.40.120 SUBDIVISIONS

15.40.121 - Minimum requirements. Subdivision proposals in flood hazard areas, including proposals for manufactured home parks and subdivisions, shall be reviewed to determine that:

A. Such proposals are consistent with the need to minimize flood damage and will be reasonably safe from flooding.

B. All public utilities and facilities, such as sewer, gas, electric, communications, and water systems are located and constructed to minimize or eliminate flood damage in accordance with 15.40.132 and 15.40.133 of these regulations, as applicable, and appropriate codes.

C. Adequate drainage is provided to reduce exposure to flood hazards; in Zones AH and AO, adequate drainage paths shall be provided to guide floodwater around and away from proposed structures.

15.40.122 - Subdivision requirements. In addition to the requirements of 15.40.121 of these regulations, where any portion of proposed subdivisions, including proposals for Packet Page 223
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manufactured home parks and subdivisions, lies within a flood hazard area, the following shall be required:

A. The flood hazard area, including floodways, coastal high hazard areas, and Coastal A Zones, as appropriate, shall be delineated on preliminary subdivision plats.

B. Where the subdivision has more than 50 lots or is larger than 5 acres and base flood elevations are not included on the FIRM, the base flood elevations determined in accordance with 15.40.052 (A) of these regulations.

C. When, as part of a proposed subdivision, fill will be placed to support buildings, the fill shall be placed in accordance with the building code and approval of the subdivision shall require submission of as-built elevations for each filled pad certified by a California Licensed Land Surveyor or Civil Engineer

15.40.130 SITE IMPROVEMENTS, UTILITIES AND LIMITATIONS

15.40.131 - Minimum requirements. All proposed development in flood hazard areas shall be reviewed to determine that:

A. Such proposals are consistent with the need to minimize flood damage and will be reasonably safe from flooding.

B. Where the proposed development has more than 50 lots or is larger than 5 acres and base flood elevations are not included on the FIRM, the base flood elevations determined in accordance with 15.40.052 (A) of these regulations.

C. All public utilities and facilities, such as sewer, gas, electric, communications, and water systems are located and constructed to minimize or eliminate flood damage.

D. Adequate drainage is provided to reduce exposure to flood hazards; in Zones AH and AO, adequate drainage paths shall be provided to guide floodwater around and away from proposed structures.

15.40.132 - Sanitary sewer facilities.

All new and replaced sanitary sewer facilities, private sewage treatment plants (including all pumping stations and collector systems) and on-site waste disposal systems shall be designed in accordance with Chapter 7, ASCE 24, to minimize or eliminate infiltration of floodwaters into the facilities and discharge from the facilities into flood waters, and impairment of the facilities and systems.

15.40.133 - Water supply facilities.

All new and replaced water supply facilities shall be designed in accordance with the provisions of Chapter 7, ASCE 24, to minimize or eliminate infiltration of floodwaters into the systems.

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15.40.134 - Development in floodways.

Development, site improvements and land disturbing activity involving fill or regrading shall not be authorized in the floodway unless the floodway encroachment analysis required in 15.40.053 (A) of these regulations demonstrates the proposed work will not result in any increase in the base flood level during occurrence of the base flood discharge.

15.40.135 - Limitations on placement of fill.

Subject to the limitations of these regulations, fill shall be designed to be stable under conditions of flooding including rapid rise and rapid drawdown of floodwaters, prolonged inundation, and protection against flood-related erosion and scour. In addition to these requirements, when intended to support buildings and structures, fill shall comply with the requirements of the building code. The placement of fill intended to change base flood elevations, change floodway boundaries, or change boundaries of flood hazard areas shown on FIRMs shall be subject to the requirements of 15.40.054 of these regulations.

14.40.136 Location and fill in coastal high hazard areas (Zone V/VE) and Coastal A Zones.

In coastal high hazard areas and Coastal A Zones:

A. New buildings shall only be authorized landward of the reach of mean high tide.

B. The use of fill for structural support of buildings is prohibited..

15.40.137 - Nonstructural fill orE. Man-made alteration of sand dunes in coastal high hazard areas Zone V/VE and Coastal A Zones. , which would increase potential flood damage, is prohibited.

Nonstructural fill or alteration of sand dunes in coastal high hazard areas (Zone V/VE) and Coastal A Zones shall be permitted only when authorized by appropriate federal, state or local authorities. Where permitted, such fill or alterations shall comply with the following, as applicable:

A. Minor grading and the placement of minor quantities of nonstructural fill shall be permitted for landscaping, and for drainage purposes under and around buildings.

B. Nonstructural fill with finished slopes that are steeper than one unit vertical to five units horizontal shall be permitted only when an analysis prepared by a qualified registered design professional demonstrates no harmful diversion of floodwaters or wave runup and wave reflection that would increase damage to adjacent buildings and structures.

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C. Alteration of sand dunes shall be permitted only when the engineering analysis required by 15.40.053 (D) of these regulations demonstrates that the proposed alteration will not increase the potential for flood damage.

D. Sand dune construction and restoration of sand dunes under or around elevated buildings are permitted without additional engineering analysis or certification of the diversion of floodwater or wave runup and wave reflection when the scale and location of the dune work is consistent with local beach-dune morphology and the vertical clearance is maintained between the top of the sand dune and the lowest horizontal structural member of the building.

15.40.138 - Other site improvements in coastal high hazard areas (Zone V/VE) and Coastal A Zones.

Development and site improvement activities other than buildings and structures, where located in coastal high hazard areas (Zone V/VE) and Coastal A Zones, shall be permitted only when authorized by appropriate federal, state or local authorities. In addition, development and site improvement activities shall be permitted when located outside the footprint of, and not structurally attached to, buildings and structures and when analyses prepared by qualified CA License Civil design professionals demonstrate no harmful diversion of floodwaters or wave runup and wave reflection that would increase damage to adjacent buildings and structures. Such development and site improvement activities include but are not limited to:

A. Bulkheads, seawalls, retaining walls, revetments, and similar erosion control structures.

B. Solid fences and privacy walls, and fences prone to trapping debris, unless designed and constructed to fail under flood conditions less than the base flood or otherwise function to avoid obstruction of floodwaters.

C. On-site sewage treatment and disposal systems, including mound systems.

15.40.140 INSTALLATION OF MANUFACTURED HOMES

15.40.141 - Installation.

All manufactured homes installed in flood hazard areas shall be installed by an installer that is licensed pursuant to the Business and Professions Code and shall comply with the requirements of the Department of Housing and Community Development (HCD) and the requirements of these regulations. In addition to permits pursuant to these regulations, permits from the HCD are required where the HCD is the enforcement agency for installation of manufactured homes. Upon completion of installation and prior to the final inspection by the Floodplain Administrator, the installer shall submit certification of the elevation of the manufactured home, prepared by a California Licensed Land Surveyor or Civil Engineer, to the Floodplain Administrator.

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15.40.142 - Foundations.

All new and replacement manufactured homes, including substantial improvement of manufactured homes installed in flood hazard areas shall be installed on permanent, reinforced foundations that:

A. In flood hazard areas other than coastal high hazard areas and Coastal A Zones, are designed in accordance with the foundation requirements of Section R322.2 of the residential code (CCR Title 24 Part 2.5) and these regulations.

Foundations for manufactured homes subject to 15.40.145 of these regulations are permitted to be reinforced piers or other foundation elements of at least equivalent strength.

B. In coastal high hazard areas(Zone V/VE) and Coastal A Zones, are designed in accordance with the foundation requirements of Section R322.3 of the residential code (CCR Title 24 Part 2.5) and these regulations.

15.40.143 - Anchoring.

All new and replacement manufactured homes to be placed or substantially improved in a flood hazard area shall be installed using methods and practices which minimize flood damage and shall be securely anchored to an adequately anchored foundation system to resist flotation, collapse and lateral movement. Methods of anchoring are authorized to include, but are not limited to, use of over-the-top or frame ties to ground anchors. This requirement is in addition to applicable State and local anchoring requirements for resisting wind loads and seismic loads.

15.40.144 - General elevation requirement.

Unless subject to the requirements of 15.40.145 of these regulations, all manufactured homes that are placed, replaced, or substantially improved on sites located: (a) outside of a manufactured home park or subdivision; (b) in a new manufactured home park or subdivision; (c) in an expansion to an existing manufactured home park or subdivision; or (d) in an existing manufactured home park or subdivision upon which a manufactured home has incurred "substantial damage" as the result of a flood, shall be elevated such that the lowest floor, or bottom of the lowest horizontal member of the lowest floor, as applicable to the flood hazard area, is at or above the base flood elevation.

15.40.145 - Elevation requirement for certain existing manufactured home parks and subdivisions.

Manufactured homes that are not subject to 15.40.144 of these regulations, including manufactured homes that are placed, replaced, or substantially improved on sites located in an existing manufactured home park or subdivision, unless on a site where substantial damage as a result of flooding has occurred, shall be elevated such that either the:

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A. Lowest floor, or bottom of the lowest horizontal structural member, as applicable to the flood hazard area, is at or above the base flood elevation.

B. Bottom of the frame is supported by reinforced piers or other foundation elements of at least equivalent strength that are not less than 36 inches in height above grade.

15.40.146 - Flood damage-resistant materials.

Materials below elevated manufactured homes shall comply with the flood-damage resistant materials requirements of Section R322 of the residential code (CCR Title 24 Part 2.5).

15.40.147 - Enclosures. Fully enclosed areas below elevated manufactured homes shall comply with the enclosed area requirements of Section R322 of the residential code (CCR Title 24 Part 2.5).

15.40.148 - Protection of mechanical equipment and outside appliances.

Mechanical equipment and outside appliances such as but not limited to air conditioners, furnaces, proprane tanks, water heating equipment and electrical services boxes shall be elevated to or above the lowest floor orF. At the conclusion of construction a registered engineer or architect shall certify that the structure complies with Chapter 15.50.055 and shall provide the elevation of the bottom of the lowest horizontal structural member of the manufactured home, as applicable to the flood hazard arealowest floor.

Exception. Where such equipment and appliances are designed and installed to prevent water from entering or accumulating within their components and the systems are constructed to resist hydrostatic and hydrodynamic loads and stresses, including the effects of buoyancy, during the occurrence of flooding up to the elevation required by 15.40.134 or 15.40.135, as applicable, the systems and equipment shall be permitted to be located below that elevation. Electrical wiring systems shall be permitted below the design flood elevation provided they conform to the provisions of NFPA 70 (National Electric Code).

15.40.150 RECREATIONAL VEHICLES

15.40.151 - Temporary placement.

Recreational vehicles in flood hazard areas, shall be(Ord. No. 435, § 1, 6-25-2009) Packet Page 228
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15.40.056 Standards for recreational vehicles.

A. All recreational vehicles placed in Zones A1-30, AH, AE, V1-30, and VE shall:

1. Be on athe site for lessfewer than 180 consecutiveone hundred eighty days in any one year period; or shall be

2. Be fully licensed and ready for highway use. Ready for highway use means theA recreational vehicle is onready for highway use if it is on its wheels or jacking system, is attached to the site only by quick disconnect type utilities and security devices, and has nonot permanently attached additions, such as rooms, stairs, decks and porches.. (Ord. No. 435, § 1, 6-25-2009)

15.40.152 - Permanent placement. 057 Floodways.

Recreational vehicles that do not meet the limitations in 15.40.151 for temporary placement shall meet the requirements of 15.40.140 for manufactured homes.

15.40.160 OTHER DEVELOPMENT

15.40.161 - General requirements for other development.

All development, including man-made changes to improved or unimproved real estate for which specific provisions are not specified in these regulations or the building code, shall:

A. Be located and constructed to minimize flood damage.

B. Meet the limitations of 15.40.134 of these regulations when located in a regulated floodway.

C. Be anchored to prevent flotation, collapse or lateral movement resulting from hydrostatic loads, including the effects of buoyancy, during conditions of the design flood.

D. Be constructed of flood damage-resistant materials.

E. Have mechanical, plumbing, heating/cooling, ventilation, and electrical systems above the design flood elevation or meet the requirements of ASCE 24, except that minimum electric service required to address life safety and electric code requirements is permitted below the design flood elevation provided it conforms to the provisions of the electrical part of the building code for wet locations.

15.40.162 - Tanks.

Tanks that serve buildings shall comply with the requirements of the building code.

Underground and above-ground tanks that serve other purposes shall be designed, constructed, installed and anchored in accordance with ASCE 24.

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15.40.163. - Requirements for temporary structures and temporary storage in flood hazard areas.

Temporary structures shall be erected for a period of less than 180 consecutive days and temporary storage of goods and materials shall be permitted for a period of less than 180 days. Extensions may be granted in accordance with 15.40.045 of these regulations. In addition, the following apply:

A. Temporary structures shall be anchored to prevent flotation, collapse or lateral movement resulting from hydrostatic loads, including the effects of buoyancy, during conditions of the design flood. Fully enclosed temporary structures shall have flood openings that are in accordance with ASCE 24 to allow for the automatic entry and exit of flood waters.

B. Temporary stored materials shall not include hazardous materials.

C. The requirements of 15.40.134 of these regulations, when located in floodways.

15.40.164 - Fences in floodways.

Fences in floodways that have the potential to block the passage of floodwaters, such as stockade fences and wire mesh fences, shall meet the limitations of 15.40.134 of these regulations.

15.40.165 - Oil derricks.

Oil derricks located in flood hazard areas shall be designed in conformance with flood loads required by the building code.

15.40.166 - Retaining walls, sidewalks and driveways in floodways.

Retaining walls and sidewalks and driveways that involve placement of fill in floodways shall meet the limitations of 15.40.134 of these regulations and the requirements for site grading in Chapter 18 of the building code.

15.40.167 - Roads and watercourse crossings in floodways.

Roads and watercourse crossings that encroach into floodways or riverine waterways with base flood elevations where floodways have not been designated, including roads, bridges, culverts, low-water crossings and similar means for vehicles or pedestrians to travel from one side of a watercourse to the other side shall meet the limitations of

15.40.134 of these regulations. Alteration of a watercourse that is part of work proposed for a road or watercourse crossing shall meet the requirements of 15.40.053 of these regulations.

15.40.168 - Swimming pools. Above-ground swimming pools, on-ground swimming pools, and in-ground swimming pools that involve placement of fill in floodways shall Packet Page 230
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meet the requirement of 15.40.134 of these regulations. Swimming pools in coastal high hazard areas and Coastal A Zones shall be designed and constructed in accordance with ASCE 24.

15.40.170 FLOOD CONTROL PROJECTS

15.40.171 - Flood control projects; general.

In addition to applicable Federal, State and other local permits, a permit for floodplain development is required for construction of flood control projects. The purpose for the permit is to examine the impact on flood hazard areas, floodways, and base flood elevations shown on the FIRM. Unless otherwise authorized by separate regulations, issuance of this permit does not address the sufficiency of the structural elements of the proposed flood control project. Permits for floodplain development and building permits in areas affected by proposed flood control projects shall not be issued based on Conditional Letters of Map Revision issued by FEMA.

15.40.172 - Flood control projects; applications.

Applications for permits for flood control projects shall include documentation including but not limited to:

A. Site plan or document showing the existing topography and the boundaries of the flood hazard areas, floodway boundaries, and base flood elevations shown on the FIRM.

B. Site plan or document showing the proposed topography and the proposed changes to the boundaries of the flood hazard areas, floodway boundaries, and base flood elevations.

C. The documentation submitted to FEMA for a Conditional Letter of Map Revision (CLOMR) and, if issued, the Conditional Letter of Map Revision. Submittal requirements and processing fees shall be the responsibility of the applicant. A CLOMR is required when a proposed flood control project alters a floodway and increases base flood elevations more than greater than 0.00 feet, or alters a watercourse a riverine flood hazard area for which base flood elevations are included in the Flood Insurance Study or on the FIRM and floodways have not been designated and increases base flood elevations more than 1.0 foot.

Located within special flood hazard areas established in Section 15.40.032 are areas designated as floodways. Since the floodway is an extremely hazardous area due to the velocity of floodwaters which carry debris, potential projectiles, and erosion potential, the following provisions apply:

A. Prohibit encroachments, including fill, new construction, substantial improvements, and other development unless certification by a registered professional engineer or architect is provided demonstrating that encroachments shall not result in any Packet Page 231
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increase in flood levels during the occurrence of the base flood discharge.

B. If Section 15.40.055(A) is satisfied, all new construction and substantial improvements shall comply with all other applicable flood hazard reduction provisions of Section 15.40.050.
(Ord. No. 435, § 1, 6-25-2009)

15.40.060 Violation unlawful and deemed infraction.

It is unlawful for anyone to construct, locate, extend, convert, or alter any structure or land without complying with the provisions of this chapter in their entirety. Violations of the provisions of this chapter, including failure to comply with any of the requirements (including violations of conditions and safeguards established in connection with conditions), shall constitute an infraction and, upon conviction thereof, shall be punishable in accordance with the provisions set forth in Chapter 1.16 of this code. (Ord. No. 435, § 1, 6-25-2009)
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15.40.062 Violation declared nuisance—Abatement.

It is found and declared that the existence of a violation of any of the sections of this chapter within the city is a public nuisance and dangerous to the public health and safety of persons within the city, and, in addition to any other remedies provided by law, the building official or appropriate legal officer is authorized and directed to investigate any such nuisance, to notify any person or persons maintaining such nuisance to abate the same in conformance with the provisions of this chapter, and, upon failure to comply, to enter upon the premises, public or private, wherein the nuisance exists and summarily abate the same.
(Ord. No. 435, § 1, 6-25-2009)
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Item  F. 2.

DATE 03/28/2024
TO Honorable Mayor and City Council Members
FROM Ed Miranda, Information Technology Director/CIO
SUBJECT    Presentation of the Technology Master Plan
SUMMARY AND RECOMMENDATION
Staff recommends that the City Council receive a presentation on the Technology Master Plan. The presentation will encompass the plan’s objectives, planning methodology, strategies, goals and objectives, and project budgets. This item is informational only.

BACKGROUND
The City has consistently sought the expertise of professional consultants to fulfill services and offer experience beyond the capabilities of City staff, particularly in the realm of information technology (IT). In April 2022, a Contractual Services Agreement (CSA) was established with ClientFirst Technology Consulting, LLC (CTC) to provide temporary professional IT services. Due to the Consultant's exceptional performance and the City's ongoing IT needs, the CSA was amended in October 2022 to extend and broaden its scope. This expansion included development of a comprehensive Technology Master Plan (Plan), a strategic planning document of IT initiatives for technological improvement.

DISCUSSION/ANALYSIS
The Plan's objective is to establish an actionable multi-year roadmap of priorities, budget estimates, and timelines for IT initiatives. This strategic planning document aims to improve constituent services, increase department operational and expenditure efficiency, reduce risk, and improve cybersecurity. The Plan was designed to align technology with the City’s strategies and goals, and considered the original Information Systems Strategic Framework presented to City Council in November 2020.

A phased approach was employed to develop the Plan, beginning with an assessment focused on determining business operations, issues and needs.  As a key part of the assessment, a wide range of staff from all departments were interviewed on their technology needs, and an inventory of technology resources, infrastructure, operations, and staffing was completed. CTC then assessed strengths and weaknesses to define strategies, goals, and objectives. After researching alternative solutions, preliminary projects, budgets, prioritizations, and staffing recommendations Packet Page 234
were developed and shared with key stakeholders. The Plan was further refined considering return on investment and anticipated City resources, resulting in a guiding document with a six-year budget plan to fund the City's current and projected technological needs. Staff will use the Plan to guide decision-making over the next several years, though it is a flexible document that can adapt to changing needs and resources as needed.

FISCAL IMPACT
There is no fiscal impact associated with this item.  Estimated budgets for each project initiative are provided in this informational Technology Master Plan.  All project approvals will follow standard City budget requests and procurement policy and procedure requirements.

REVIEW AND APPROVAL
Prepared by - Edwin J. Miranda, Information Technology Director Reviewed by - Lenka Hovorka, Assistant City Manager
Reviewed by - Krysten Lee, Finance Director
Reviewed by - Kristopher J. Kokotaylo, City Attorney
Approved by - David J. Benoun, City Manager
Attachments
TMP Report
TMP Budget
TMP Master Initiatives
TMP Presentation
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Optimal Technology Guidance

Technology Master Plan
December 2023
Client Locations
Coast-to-Coast
Practice Locations
California
Illinois
North Carolina
Texas
800.806.3080
www.clientfirstcg.com
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Technology Master Plan

CLIENTFIRST TECHNOLOGY CONSULTING

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2 | 31
Table of Contents
ENGAGEMENT PURPOSE AND BACKGROUND..................................3 Technology Master Plan Objective ......................................................................... 3 Deliverables............................................................................................................ 3 Methodology and Approach.................................................................................... 4 TECHNOLOGY ASSESSMENT SUMMARY..........................................5 Overview................................................................................................................. 5 Current Technology Environment ........................................................................... 8 Key Statistics and Metrics....................................................................................... 9 TECHNOLOGY DECISION-MAKING PRINCIPLES..............................13 Vision / Mission Statement ................................................................................... 13 TECHNOLOGY STRATEGIES, GOALS, AND OBJECTIVES .................14 TECHNOLOGY INITIATIVE SUMMARIES ..........................................19 Introduction........................................................................................................... 19 Technology Initiative Categories........................................................................... 19 KEY ISSUES AND INITIATIVES .......................................................22 SUMMARY PLAN BUDGET ANALYSIS............................................26 NEXT STEPS...............................................................................28 Moving Forward.................................................................................................... 28 Benefits................................................................................................................. 29 Immediate Next Steps .......................................................................................... 29 TECHNOLOGY MASTER PLAN CAPITAL BUDGET ...........................30

TECHNOLOGY CURRENT STATE ASSESSMENT (PROJECT
INITIATIVES)...........................................................................31 Packet Page 237
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Engagement Purpose and
Background
Technology Master Plan Objective
This Technology Master Plan articulates a vision for supporting the work of the City through efficient technology use. This includes ensuring the proper technical resources and organizational structure to manage information technology and the applications utilized by the departments effectively. This plan identifies strategies for developing and implementing technology initiatives and projects supporting the organization’s operational needs. The plan’s recommendations focus on improving both the City’s IT infrastructure and business applications.

Over several years, a well-documented plan guides the planning, procurement, implementation, and technology investment management
for IT functions and City operational
departments. It also provides strategies
for resources related to operational
technology and information technology
service delivery.

This plan is the result of a thorough
analysis of the following:
• Interviews and workshops involving all
levels of the City’s operational staff, including the management team, end users, and other stakeholders, as available
• Existing hardware and network infrastructure, staffing, funding, applications, business systems, projects, processes, telecommunications, training, and other investments and resources currently in use by the City
• Identification and prioritization of initiatives and projects to undertake over the next five years
• Identification of the resources required to accommodate current and future technology requirements, such as IT operations and management, legal requirements, cybersecurity requirements, service delivery, cloud computing, staffing, and more.

Deliverables
The assessment and plan includes:
• Project purpose and background
• Methodology for implementation and
maintenance of the assessment
• Current technology environment
summary
• Key benchmarking metrics
• Strategies, goals, and objectives
• Technology initiatives (projects) by
priority
• Key issues
• Timelines
• Technology plan budgets
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Methodology and Approach
ClientFirst uses a five-phase methodology for technology master planning. This phased approach serves as the cornerstone of the project by allowing a collaborative process to shape and develop the recommendations.
ta eholder Tea Develop ent
hange Manage ent
Technology nventory
ic O

on T Depart ent Assess ent or shops
T n rastr ct re Operations and ta ing evie
Assess trengths and ea nesses
De ine trategies oals and Objectives

Project ponsor and
Project o ittee
ec tive Manage ent
ost ene it O onsiderations

Develop Preli inary nitiatives Projects
ta ing eco endations
esearch Alternative ol tions
Preli inary dgets and Prioriti ations
Develop inal eport
eadership and lected O icials
Presentations or shops
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Technology Assessment Summary
Overvie
Technology Best Practices
Following best practices as a part of each technology project initiative is critical to ensuring the initiative’s success and allowing the City to realize the potential benefits. This plan details several best practices to ensure the City’s future success. Key best practices include:
• Software Needs Assessment: Software needs assessments identify and define the detailed needs of the City’s users and stakeholders.
• Business Process Reviews: A business process review systematically examines an organization’s business processes and workflows to identify areas where the City can improve its efficiency and effectiveness.
• Software Selection: Selecting the right system and technology is more critical than ever because operational efficiency and effectiveness are directly dependent on the use of business applications. Organizations that follow best practices recognize that they must take advantage of automation to meet growing constituent and staff demands. • User Training: Ensuring the City’s staff can utilize the available software applications is critical to ensuring maximum application utilization and adoption to promote efficiency and productivity, thereby reducing and eliminating manual processes and workarounds. • Project Management: Successful implementations follow the same basic formula. As detailed in the plan, utilizing documented and proven best practices will provide the City with a solid foundation for success.

With each of these technology project initiatives, whether improvement or replacement, utilizing a best practice approach to the project will benefit the City. Key benefits include:
• Improve Chances of Success: Following best practices improves the chances of successful software implementation because they are based on the experience of others who have successfully implemented software.
• Reduce Risk of Failure: Following best practices reduces the risk of a software implementation failure by identifying and mitigating potential risks. • Time and Money Savings: Following best practices streamline the implementation process and avoid costly mistakes.
• Improve Quality of Software: Following best practices improves the quality of the software implemented by ensuring that the software meets the applicable users’ needs and is rigorously tested.
• Improve User Experience: Following best practices improves the user experience of the software implemented by ensuring that the software is easy to use.

In developing this plan, ClientFirst applied a best practices approach combining decades of public sector technology experience with industry-standard best practices such as Control Objectives for Information and related Technology (COBIT), Information Technology Infrastructure Library (ITIL), and Prosci Change Management. ClientFirst utilized this experience and body of knowledge in the analysis and recommendations throughout this project and planning reports.

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IT Infrastructure
Staff have done a good job improving the IT Infrastructure. Additional work is necessary to consolidate and standardize backups and network equipment. Staff have made significant improvements to the City’s cybersecurity posture, with additional improvements planned.

Additional IT operational tools are necessary to move from a reactive state to proactive management and incident response.

This report includes recommendations to support the ongoing focus on improving system redundancy and resiliency to reduce the impact of an individual equipment failure that would impact resident services and staff productivity.

Enterprise Applications
The City’s business applications can meet the department’s operational requirements overall with some exceptions:
• Tyler New World, the City’s vendor for its Enterprise Resource Planning (ERP) system (financials, human resources, and payroll), has announced that the product will be “sunsetted,” and support will be discontinued. It is prudent to plan for an ERP upgrade or replacement within the next five (5) years. The City will need to determine whether moving to Enterprise ERP or exploring the marketplace for a new ERP system is the better and more cost-effective strategy. In the short term, the City should conduct business process reviews to identify and inventory all functional gaps and system needs and develop an improvement plan.
• TRAKiT is the primary Land Management system. The City is in the process of upgrading its TRAKiT software to the cloud version. The upgrade is expected to fix some known issues. • The existing enterprise asset management (EAM) system, PubWorks, used for work order fulfillment and infrastructure asset management, does not have the needed functionality for key processes, causing staff to continue the use of manual workarounds. The City has begun researching replacement alternatives. It should also consider adding scope to the ERP acquisition to include integration for the chosen EAM solution.

Overall, significant user training and support across departmental applications is needed. Staff report that many systems are underutilized due to a lack of training. These gaps in user knowledge prevent the City from realizing the productivity gains and cost reductions associated with effective application utilization.

Application Systems Utilization
Over the past several years, many municipalities’ constituents have begun demanding more efficient interaction, online transactions, and transparent information availability, increasing the need to improve enterprise business application utilization and the sustainability of the IT infrastructure that supports them. The City will not be able to meet these demands without updating and improving its approach to business application utilization.

Despite there being over 240 different application systems and modules, there are still numerous examples of processes that are manual or require inefficient use of workarounds and a shadow system such as Excel, including reporting, budgeting, project tracking, and contract tracking, to name a few.

The City requires a Business Application Training Plan and future business application analyst support staff in the IT department to support departmental users’ ongoing needs.

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Staff realize that business applications, process updates, and improvements are necessary to meet constituents’ needs. An increased desire to leverage business applications that serve constituents has resulted in a desire to increase investment in technology, leading to the creation of this plan. Over time, we recommend that the City undertake detailed assessments and process reviews to improve efficiency and resident services in most business applications.

Mobility
The demand for more flexible working arrangements remains strong. The City’s existing filesharing methodology must be updated to utilize Microsoft 365, OneDrive, and SharePoint. Staff should be trained to use tools enabling mobility and collaboration. IT has recently procured additional training resources to help departments adapt to these new tools. Improving OneDrive and SharePoint adoption rates will provide staff with additional collaboration, communication, and productivity capabilities.

Internal IT Services Demand
The demand for IT services exceeds available resources. This Technology Master Plan contains more than two dozen application improvement initiatives. Several of these initiatives have significant large application systems improvements. Further, the City has very limited GIS capabilities versus peer agencies. Some departments have a significant need for GIS assistance.

Additional investment in improving and managing business applications is necessary to support increased communications, applications, data sharing, and reporting needs. Successful implementation will also require additional resources dedicated to cybersecurity and business application analyst(s) assisting departments in improving application utilization and efficiency.

The plan aims to affect a digital transformation in the City, reducing reliance on paper, manual processes, and shadow systems while increasing automation and efficiency.

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rrent Technology nviron ent
ClientFirst undertook an extensive analysis of the City’s existing technology environment.

Additional investments in cybersecurity mitigation efforts, disaster recovery planning, and internet resiliency are outlined in the plan. COVID-19 caused a rapid move toward mobile computing, including the expanded use of Microsoft 365. Staff training has not kept pace, causing limited utilization of these new tools. Investment in staff training should reduce risk while improving collaboration capabilities and productivity.

We recommend that the City expand capital replacement planning to include all technical equipment and a long-term sustainability plan to institutionalize ongoing investment in technology.

The table below summarizes the current technology environment in the City:

Item Quantities
Number of Agency Facility Addresses 7
IT FTE (including contracted IT Staff) 7
Number of Employees (FT/PT/Seasonal PT) 158/1/127
User Log-Ins 275
Telephones 252
Smartphones 135
Mobile Devices 222
Laptops 195
PCs 225
Printers 30
Physical Servers 15
Virtual Servers 64
Network Devices
(e.g., routers, switches, access points, etc.) 73
The City also utilizes over 240 application systems and software modules. Major enterprise application systems include:

Application Functionality Vendor
Financial Management Tyler New World
Human Resources Management Tyler New World
Payroll Tyler New World
Applicant Tracking CalOpps
Enterprise Asset Management (EAM) PubWorks
Electronic Document and Records Management Laserfiche
Land Management Software TRAKiT
Recreation Software Sportsman
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ey tatistics and Metrics
The following analysis provides feedback on key measurements regarding technology investments and IT support operations:

Technology Budgeting/Expenditures Technology Spending vs. Operating-Related Budgets IT Staffing IT Staffing Ratios
IT Capital Replacement Schedules Equipment Replacement Schedules Technology Spending Comparisons
Analyzing technology spending versus operating budgets indicates whether the technology systems and IT support function receive sufficient organizational resources to provide the necessary services. Over time, underfunding typically:
• Reduces the IT Department’s ability to respond to requests • Reduces system availability
• Negatively impacts organization-wide productivity and constituent services The following table depicts the City’s Technology Spending versus Recommended Best Practices and a local government benchmark of 29 agencies.

Recommended
Low Benchmark RecommendedHigh FY22 (Actual) FY23 (Actual) FY24 (Adopted)

3.00% 4.06% 6.00% 2.05% 3.81% 3.45%

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City Operating Expenditures vs. Technology Expenditures FY22 (Actual) FY23 (Actual) FY24 (Adopted)
Operating Exp. $63,784,367 $69,875,924 $77,416,637
Technology Exp. $1,307,998 $2,661,716 $2,668,214
The ClientFirst local government IT spending benchmark ranges between 1.2% and 8.1% applicable agency-wide spending. Survey results of 29 well-performing agencies have an average technology expenditure of 4.06%.

The City’s historical technology expenditures are below local government industry standards.

Until recently, the City’s technology expenditure have been significantly below local government industry standards. The City has been under-investing in technology. The benchmark is the average of other well-performing agencies. The benchmark is a reference point for analysis purposes, not a recommendation.

Under-investment in technology is most apparent in departmental applications. Recent improvements in IT funding have generated very positive improvements in IT Infrastructure. The plan calls for increased spending on departmental application improvements, selection, and implementation. The plan also calls for increased spending on IT operational tools to improve efficiency and reduce risk. Funding for additional IT infrastructure upgrades is included in the current year’s budget. Increased departmental application funding will:
• Improve application utilization and staff effectiveness • Improve constituent services
• Align City application system selection and implementation with best practices • Reduce the risk of failed implementations or frequent system replacement activity • Reduce overall cost-of-ownership by improving quality The heightened level of cyber threats and increasing cybersecurity insurance requirements are raising the City’s ongoing investment in cybersecurity. In addition, the need for several large technology projects, including a new ERP solution over the next few years, will result in expenditures above the recommended benchmark. We expect the recommended application system and IT operations enhancements to increase productivity throughout the City.

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IT Staffing Ratios
The following table depicts the City’s IT Staffing Ratios using Computers/Devices per IT Staff and Servers per IT Staff as benchmarks. To develop this benchmark, we reviewed ClientFirst benchmark data of other local government agencies similar to the City in size and complexity.

More than 70 agencies’ data are included in the benchmark. Employees per IT Staff is a commonly used metric in the industry to validate staffing levels. As the number of individuals served and the resulting equipment increases, staffing levels should also increase, resulting in a smaller ratio.

Recommended
Best Practice
Municipality
Benchmark Newark
Computer/Devices per
IT Staff 60 66 92
Servers per IT Staff 10 10 11
In this comparison, the City’s IT staff supports approximately 50% more computers and mobile devices than recommended or compared to peer agencies. The comparison of servers per IT staff shows Newark is close to the municipal benchmark.

These benchmarks do not completely reflect the City’s needs related to closing a technology deficit and departmental business applications. Departmental demand is high for digital innovation, improved application integration, constituent service levels, and internal information flow. Staffing recommendations include near term contract assistance with the potential to expand business systems analysis skills in the IT team to support the expanded need for business applications support over the longer term.

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Equipment Replacement
Capital equipment replacement is an important measure of the ability of the hardware to support the ongoing vendor changes to application software adequately. These changes often require additional resources and more robust hardware. Slow capital replacement cycles can increase downtime overall and slower system response times.

The following table represents IT equipment replacement recommended best practices and a local government benchmark of 57 small to mid-size local government agencies.

Recommended
Best Practice
(Years)
Municipality
Benchmark
(Years)
Newark
(Years)
Laptops 4 4 4
PCs 5 4 4
Servers 5 5 N/A
The City does not have a documented IT equipment replacement policy. IT has focused on replacing older desktops and laptops. Server replacement is budgeted for the coming year. We recommend that the City document a computer replacement plan and expand computer equipment replacement schedules to include all electronic devices (e.g., audiovisual, door access control, public safety video, etc.).

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Technology Decision-Making
Principles
Vision Mission tate ent
The City of Newark Information Technology Department is dedicated to providing the highest quality of technical services that are secure, cost effective, efficient, and tailored to the needs of the City and the greater community it serves. The department is committed to the values of Reliability, Innovation, Customer Service, and Excellence.

Strategic Framework going forward
Strategic framework is key to the success of the IT Department. It provides a disciplined approach for IT to succeed and ensures alignment with the City’s vision and service goals. It provides a framework for staff to design project milestones and plan delivery of the projects in a timely manner.

The core objective of such a strategic framework is to provide general, macro-level direction for IT to move forward, and thereby giving teams the ability to evaluate their project plans before implementing and spending resources on a project.

The proposed strategic framework for the City is divided into five (5) main areas. They are:
• Governance
• Security
• Infrastructure
• Software
• E-Government
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Technology Strategies, Goals,
and Objectives
Key strategies for leveraging and maximizing the City’s information system utilization are listed below. Each strategy identifies initial goals and objectives. The reports appended to this Technology Master Plan provide additional strategies and details. • Technology Current State Assessment Report: Findings, goals, and objectives have been translated into specific project initiatives.
• Plan Budget: Budgetary costs for each initiative, prioritization, and implementation time frame.

Key strategies detailed below include:
• Ensure Technology Governance
• Continue to Improve Cybersecurity
• Strengthen Infrastructure Resilience and Disaster Recovery Capabilities • Improve Application Utilization
• Establish a Citywide Technology Training Program
• Adopt a Best Practices Approach to Software Needs Assessments • Adopt a Best Practice Approach to Software Selection and Implementation • Expand Business Analysis Staffing Capabilities
• Investigate and Adopt Artificial Intelligence as a Core Strategy Ensure Technology Governance
The City’s Technology Steering Committee will be a critical contributor to the successful management of this plan.

Goals and Objectives
• Expand a Technology Steering Committee’s scope to include participation in the implementation of this Plan.

Focus committee meetings on:
 Assisting in the prioritization of technology projects and training needs.  Monitor the plan and recommend adjustments and budgetary needs on a regular basis.  Improving collaboration on projects and initiatives.
▪ Focus on application integration across departments.
▪ Identify key business process issues and improve.
• Establish training goals and develop analytical skills throughout the organization.

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Continue to Improve Cybersecurity
Continued improvement in cybersecurity threat prevention will be necessary to reduce risk and maintain services and data integrity.

Goals and Objectives
• Cybersecurity insurance carriers are rapidly increasing base requirements for maintaining cybersecurity insurance.
 The City’s cybersecurity insurance provider has assigned a third party to assist in cybersecurity improvements. Much of the work effort continues to fall upon IT staff. • The City has made significant improvements in cybersecurity. Additional improvements are necessary to meet these increasing requirements.
 IT operational improvements are necessary to comply with current cybersecurity mandates.  Additional work on IT policies and procedures is necessary.  Incident Response and Disaster Recovery plans should be reviewed and expanded.

Strengthen Infrastructure Resilience and Disaster Recovery Capabilities Resiliency is critical to providing services and maintaining ongoing operations during incidents and equipment failures.

Goals and Objectives
• Continue to implement redundant high-speed internet connections. • Expand backups to include cloud-based storage and restoration capabilities for all City systems. • Information technology security efforts include additional monitoring and advanced threat-protection tools. • Develop and test a disaster recovery plan.
 Continue to identify high-priority systems and recovery time frames.  Exercise and test disaster recovery plans regularly.

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Improve Application Utilization
Improved application utilization will increase staff efficiency and speed constituent service delivery.

Goals and Objectives
• Develop improvement plans for departmental and enterprise applications utilization and efficiency.  Identify and implement improvements to speed up business processes and reduce manual workarounds.  Continue to work with departments to increase efficiency by leveraging application software functionality to streamline and automate processes.
• Plan for and fund adequate user training and support for business application systems. • Maintain a culture of departmental ownership for core applications.  Continue to adapt and improve processes and data availability while integrating business application software.
• Increase IT resources available to assist departments, improve business processes, and increase application utilization.
 Application support is critical in any organization that relies on software applications to operate. By ensuring that applications are available, functioning correctly, and easy to use, application support teams can help organizations improve their efficiency, productivity, and financial position.

Establish a Citywide Technology Training Program
Technology training is critical to improving efficiency and staff utilization of applications.

Goals and Objectives
• All departments requested technology training, including Microsoft Office classes and departmental software applications.
• Utilize the Technology Governance Committee to develop citywide training priorities and create a biennial budget to fund training.
• Incorporate sufficient training in business application improvement or replacement projects.

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Adopt a Best Practices Approach to Software Needs Assessments Detailed assessments are an essential step in evaluating current and future needs for application projects Goals and Objectives
• Key considerations and resources needed to be successful include:
 Identify the assessment objective. Understanding the “big picture” is critical to success.  Identify the appropriate resources/stakeholders to conduct and participate in the assessment process.  Determine the documentation detail level needed to communicate current and potential future needs.

Possibilities include:
▪ Distributing surveys or information requests to end users and compiling the results ▪ Conducting workshops as a group to review the results of questionnaire feedback and identified issues ▪ One-on-one interviews with power users and/or subject-matter experts ▪ Reviewing or observing business processes
▪ Documenting detail needs as described above
 Develop a plan to implement the findings and recommendations that result from the assessment process.  Obtain third-party subject matter expertise and project management for large complex projects.

Adopt a Best Practice Approach to Software Procurement and Implementation Best Practice software selection, including utilization of third-party subject-matter experts, reduces implementation risk.

Goals and Objectives
• Utilize best practices for selecting and implementing business application systems. • Focus on reducing the number of separate departmental systems to eliminate the need for custom interfaces. • Prepare the City to select new and critical enterprise applications. • Utilize third-party subject-matter experts to assist with selecting large/complex application software. • Consider cloud applications when appropriate.
• Assign an internal project manager for enterprise software implementations or upgrades.  Follow best practice project management methodologies as appropriate.  Increase focus on software training during implementation or major upgrades.  Include contingency funds where possible to meet unforeseen project circumstances.

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Investigate and Adopt Artificial Intelligence as a Core Strategy Artificial Intelligence and machine learning can be applied in many ways to increase efficiency, provide data more transparently, and improve responses to resident queries.

• Develop an Artificial Intelligence policy to ensure the proper use of AI tools. • Identify processes that AI may be able to improve.
• Increase retention of historical information for trending and decision support as appropriate. • Train management to recognize potential AI opportunities. • Train IT and other knowledge workers to leverage AI.
• Utilize AI to assist in polishing staff reports.

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Technology Initiative Summaries
ntrod ction
Technology Planning includes assessing, researching, prioritizing, budgeting, and planning future technology initiatives. For example, some initiatives are ready for approval and implementation. In contrast, others require further
assessment and research before the City can determine
priority, resource requirements, and cost-benefit.

Productivity Improvement – Many of the plan initiatives will directly impact overall productivity within the
organization. Some of these initiatives will significantly impact business processes, reducing staff time required to complete specific tasks. In contrast, others will ease or speed up the delivery of services to City constituents.

Reporting and Data Availability – Many initiatives outlined will directly impact the data available for reporting and management decision-making. New application systems and, in some cases, improvement of existing software systems are necessary before additional functionality can be made available.

IT Infrastructure Improvements – The technical initiatives focus on improving the City’s technological infrastructure to provide staff and residents with secure, reliable, and supportable network services. IT Infrastructure improvements may involve equipment upgrades, cybersecurity enhancements, or operational improvements focused on efficiently and effectively delivering business applications to City users.

Technology nitiative ategories
The assessment process resulted in 80 major initiatives and projects. Combined, there are hundreds of findings and recommendations throughout the report. ClientFirst classified the major initiatives into eight categories in the Current State Assessment, including:

Best Practices
Departmental
Applications and
Systems
Smart
Technologies
IT
Infrastructure
Cybersecurity IT Operations
Telecommunications
IT Staffing
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The following are the total initiatives by priority and initiative category, including sub-initiatives that are budgeted separately.

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Key Issues and Initiatives
The key issues and initiatives identified during the planning process could also be considered a high priority. Each initiative listed below either provides long-term building blocks for the plan’s success or mitigates risk. Therefore, the City has noted these as the initiatives from this plan to keep at the forefront during its future implementation.

Disaster Recovery
& Incident
Response Planning
• The City does not have Disaster Recovery or Business Continuity Plans.
• The City does not have a Cybersecurity Incident Response Plan. • Incident Response Planning can reduce the time required to respond to a cybersecurity issue, potentially reducing its impact. • We recommend that the City develop an Incident Response Plan as soon as practical.
• Disaster Recovery Planning has changed recently due to the prevalence of cloud-based backup and restoration services. • Once cloud-based recovery is implemented and tested, the Disaster Recovery Plan should be modified to reflect changing technology. • Continue to implement redundant high-speed internet connections. • Investigate high-speed fiber connectivity to all city facilities as a part of the Broadband Master Plan.
• Expand backups to include cloud-based storage and restoration capabilities throughout the City.
• Information technology security efforts to include additional monitoring and advanced threat-protection tools.
• Develop and test a disaster recovery plan.
 Continue to identify high-priority systems and recovery time frames.
• Exercise and test disaster recovery plans regularly.

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Enterprise Asset
Management
Replacement
(EAM)
• An EAM system comprises a suite of modules in a software application that manages work orders, preventative maintenance, and asset management of City infrastructure.
• The City has gone out to market for a new EAM. We recommend including scope in its ERP acquisition to include integration of the City’s chosen EAM solution to the ERP solutions Project Accounting module and the necessary accounting to the ERP system’s General Ledger.
• Conduct comprehensive business process reviews. Compile the findings into a detailed list of needed features and functions.  Utilize Best Practices enterprise system assessment
methodologies
• Conduct the implementation per best practices. Follow the guidelines in the Enterprise Applications Implementation Project Management Best Practices Initiative.

Enterprise
Resource Planning
(ERP)
• The ERP system is the set of core applications used to operate the City’s most common accounting, financial, and human resources operations.
• The ERP vendor recently announced that they are discontinuing the system and recommending customers move to their premier midmarket local government ERP system. • The plan recommends an assessment and process reviews to properly scope the implementation services to avoid implementing a system that does not adequately meet the needs of Finance and other departments.
• Follow a system selection best practices approach to choosing an ERP system that best fits the City’s needs:
 The selection process should include the following:
▪ Assess and define needs across the organization
▪ Develop an RFP based on the needs assessment
▪ Analyze and determine short-list vendors
▪ Conduct detailed, tailored demonstrations
▪ Perform reference checks
▪ Conduct site visits
▪ Select finalist
▪ Conduct due diligence, contract review, and negotiation • Conduct the implementation per best practices. Follow the guidelines in the Enterprise Applications Implementation Project Management Best Practices Initiative.

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GIS Improvements
• GIS and spatial maps are key components in managing the City’s assets and development.
• GIS can provide critical information and data elements that benefit many of the City’s operations, including future Smart Technologies. • GIS systems can be integrated with land management, asset management, and document management applications to improve field-based information storage and retrieval.
 Expanded integration with the City’s enterprise applications will improve application effectiveness.
• The plan recommends expanding the City of Newark’s GIS capabilities to supply departments with geospatial data and coordinate training on GIS tools.
• The plan recommends the development of GIS datasets that can be used to create geospatial data interfaces for major application systems.
 This will improve information availability and efficiency.

Microsoft 365
(SharePoint/Teams)
• Microsoft 365 is the cloud-based alternative to on-premise email. It can also be utilized for video conferencing, chat, file sharing, and other productivity functions.
• The plan recommends training on Microsoft 365 to expand department utilization and increase productivity.
 File collaboration and sharing are particularly important for department staff.
• We recommend inventorying desktop applications and working to standardize versions.

Telephone System
Improvements
• The City’s telephone system has grown organically. Management of telecommunications costs has been limited.
• As recommended by the auditors, staff are currently evaluating proposals for telecommunications systems to rationalize and potentially replace the current system.
• We expect the telecommunication system procurement to reduce costs and provide more effective communications for residents and other constituents.

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Sustainability
Planning
• Historically, the City has invested limited funding in replacing aging applications and technology infrastructure.
• The spending has been less than required to maintain systems adequately.
• All technology, including door access control, staff workstations, mobile devices, network infrastructure, telephone systems, radio, video surveillance systems, wireless, and all major application systems upgrades, should be included in Sustainability Planning. • Technology has a limited lifespan and must be upgraded and replaced regularly.
• Planning for replacement is a key component of Sustainability Planning and budget management.

Public Safety Video
Expansion
• Public safety video expansion is necessary to meet current standards for the Police Department to improve staff safety and facility security. • Also included are additional door access controls and panic buttons for staff security.
• A Public Safety Video procurement bid is in progress, with a presentation of the low bid proposal to Council for approval in the Spring, with installation expected over the summer.

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Summary Plan Budget Analysis
The Technology Master Plan budget is not an entirely new set of spending requirements. The plan encapsulates City information technology issues and departmental needs. Departments themselves typically fund some project initiatives, and some may already have capital reserves set aside, while others are part of the normal biennial IT budgeting process. These are estimated budgets for each project initiative. All project approvals will follow standard City budget requests and procurement policy and procedure requirements.

Budgets by Initiative Category

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Budgets by Priority and Fiscal Year

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Next Steps
Moving or ard
Moving forward over the next 18 to 24
months, the key focus areas for information
technology include cybersecurity and
continued IT infrastructure improvements.

Immediate focus on cloud-based backup and
restoration and disaster recovery planning is
necessary.

Major application system improvements or
replacements are also necessary, including
the replacement of the sunsetted ERP system, which is often the largest technology project an agency undertakes. Other important projects include implementing public safety video and telephone system improvements.

Creating a Cybersecurity Incident Response Plan while implementing internet redundancy is a critical component of a successful technology plan implementation.

This report contains ambitious and costly technology objectives for the City. If the City chooses to implement these systems rapidly, organizational change management and strategic oversight will be critical to the City’s success. We often continue to work with agencies on these issues during assessment, planning, and implementation. We have found that slow and steady progress following best practice methodologies leads to an improved likelihood of success, higher quality implementations, and improved staff utilization and data management of new systems.

Cybersecurity – The demand for cybersecurity resources continues to increase. Developing policies and procedures, expanding the City’s cybersecurity toolset, and improving resiliency and recoverability are important components of a cybersecurity program that will reduce the risk of compromise and improve recoverability.

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

IT Staffing – City IT staff have many responsibilities. Expanding City business analysis skillsets and creating a focal point for cybersecurity improvements will provide the IT team with additional capabilities necessary to assist departments in making business process and application improvements while reducing cyber risk. Third-party subject-matter experts can initially fill these roles.

ClientFirst expects that the projects outlined in this report will result in improved productivity and customer service, as well as improved resiliency and sustainability.

The City should review and update the plan annually, using an abbreviated version of this assessment and planning methodology. In this way, the plan will be a vehicle to guide the City’s information technology activities. Plan updates should be synchronized annually, but also with the City’s biennial budget process to represent technology initiative costs properly.

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ene its
The completed plan is a dynamic tool to be revised and updated as business conditions and requirements change. Objectives may change as the organization and its environment evolve.

The City will not realize certain objectives and benefits if the planning function is not ongoing.

Implementing this Technology Assessment and Plan should realize significant benefits, including:
• Increased collaboration and communication on technology projects within the organization • Improved resident services through expanded data availability and online capabilities • Transformation of the organization’s overall understanding, knowledge, and stewardship of information technology
• Clear direction for IT operations and technology projects for the next several years, focused on meeting the organization’s needs
• Citywide department consensus and understanding of all technology initiatives and their priorities
• A roadmap for the selection, implementation, and improvement of business applications to better serve residents and staff
ediate e t teps
We recommend that the City expand the scope of the Technology Steering Committee to review the plan and budget and advise on priorities and any new projects that may arise. Next, the City should assign lead and participatory resources to the top-priority technology and other highpriority initiatives. Finally, initiative leaders should report status updates for active initiatives to the Technology Steering Committee as part of each meeting agenda.

The Committee should discuss significant issues for each initiative by providing general feedback, collaboration, and lessons learned, as many initiatives cross departmental boundaries.

We also recommend developing a training seminar series for key department stakeholders and system users to improve application utilization, management, and support. This is an effective way to maintain momentum and kick off the tremendous change that is to occur in enhancing operations and constituent services.

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Technology Master Plan Capital
Budget
The following section provides the five-year master planning budget detail by project initiative.

Please note that these subtotals are not the biennial IT Department operating budget. These are estimated budgets for each project initiative. All project approvals will follow normal City budget requests and procurement policy and procedure requirements.

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Technology Current State
Assessment (Project Initiatives)
The following section contains the Technology Current State Assessment documentation in its entirety. The assessment resulted in 80 major technology initiatives and projects with hundreds of additional recommendations.

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Budget
Low High FYE 2025 FYE 2026
Best Practices
1 Technology Governance Assistance in developing Governance model and associated policies/procedures H $0 $10,000 $10,000
2 Application Management Best Practices Identify application owners and champions within the Departments to lead improvement efforts. H
3 User Training and Support Ongoing user training - general IT skills - Planet Technologies (Evolve365) H $15,000 $35,000 $12,900 $20,000 $20,000 $20,000 $15,000 $15,000 4 Software Needs Assessment Best Practices Utilize software needs assessment methodology to identify gaps in application functionality for improvement. H
5 Business Process Reviews
Business process reviews are key to understanding
existing processes and identifying ways to improve or make them more efficient.

M
6 Software Selection Best Practices
Best Practice focused on reducing risk and improving
software selection outcomes while maximizing value
through a competitive selection process.

H
7 Applications Implementation Project Management Best Practices Follow PMI based project management principles for all larger or complex projects H
8 Enterprise Reporting Best Practices
Best practices approach and methods to utilizing different reporting and business intelligence tools with enterprise application systems
M
9 IT Project Planning and Implementation Best Practices Follow PMI based project management principles for smaller, less-complex projects H
10 Cloud Computing
Continue to move enterprise applications to the cloud.

Consider moving Laserfiche to the cloud. Tyler will sunset on-premise versions of their ERP product in this decade.

M
11 COBIT (Control Objectives for Information and Related Technologies)
Utilize COBIT Best Practices to improve IT services
planning and life cycle management M
12 IT Project and Services Portfolio Develop and maintain a IT project portfolio and Service Level Agreements for IT systems and services M $0 $10,000 $10,000 13 ITIL (Information Technology Infrastructure Library) ITIL Best Practice - Third party assistance budgeted if needed. H $10,000 $15,000 $5,000 $5,000 $5,000
14 Sustainability Planning Document all IT costs, develop Equipment Replacement or Internal Service Fund, and develop long-range cost model. H $0 $25,000 $15,000 15 Training Room Using Police training room and laptops L $0 $25,000 $15,000 Departmental Applications and Systems
16 Enterprise Resource Planning (ERP) Improvements From original IT budget 3/22 L $85,000 $750,000 $500,000 17 Budget Software Improvements Interim solution already budgeted H Included with New ERP Solution Project Range Biennial Budget
FYE
2027
FYE 2028 FYE 2029
Current
FYE 2024
Initiative
IT Initiative Comments
Priority

Packet Page 267
Technology Master Plan
Budget
Low High FYE 2025 FYE 2026
Project Range Biennial Budget
FYE
2027
FYE 2028 FYE 2029
Current
FYE 2024
Initiative
IT Initiative Comments
Priority
18 Expense Reimbursement Software Streamline and automate submission and approval of employee expense reimbursements H Included with New ERP Solution 19 Time and Attendance System Improvements Assessment and selection of a Time and Attendance solution H Included with New ERP Solution
20 Human Resources System Improvements Close functional gaps, implement new modules, integrations, and end-user training. L Included with New ERP Solution 21 Trakstar Trakstar improvements and expansion H $25,000 $50,000 $24,000 $24,000 $26,000 $28,000 $30,000 $33,000 22 Risk Management Software Assessment and selection of a risk management system. L Included with New ERP Solution 23 Scholarship Management Software Assessment and selection of a scholarship management system. M $18,000 $30,000 $4,000 $4,000 $4,000 $4,000
24 Electronic Content Management System (ECMS) Improvement Laserfiche Cloud M $150,000 $350,000 $23,500 $25,000 $27,500 $29,000 $31,000 $33,000 25 Agenda Management Improvements AgendaQuick L $20,000 $40,000 $7,280 $7,644 $8,026 $8,428 $8,849 $20,000 26 Public Safety Scheduling Software InTime - PD Funds H $50,000 $100,000 $17,424 $36,424 $36,424 $11,424 $11,424 $11,424 27 Law Enforcement Training and Standards (LETS) Software Assessment and selection of Law Enforcement Standards Software. H $20,000 $30,000 $30,000 $10,000 $10,000
28 Electronic Ticketing and Citation System PD Funds H $15,000 $75,000 $20,000 $20,000 $20,000 $20,000 29 Land Management System Improvements Close functional gaps, implement new modules, integrations, and end-user training. H $300,000 $600,000 $75,000 $150,000 $150,000 30 Enterprise Asset Management (EAM) Replacement From original IT budget 3/22 H $300,000 $600,000 $75,000 $500,000 $80,000 $84,000 $88,200 31 Recreation System Improvements Close functional gaps, implement new modules, integrations, and end-user training. L $10,000
32 Pool Management and Recreational Staff Scheduling Digiquatrics - Rec Funds H $10,000 $10,000 $3,000 $3,000 $3,000 $3,000 33 Volunteer Management System Assessment and standardization of the volunteer management system. L $15,000 $30,000 $20,000
34 Microsoft Office 365 and Teams Microsoft EA - Expand to G3, P1 for additional cybersecurity features. Then Expand to G5 H $140,000 $200,000 $177,272 $131,830 $230,000 $230,000 $230,000 $275,000

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Technology Master Plan
Budget
Low High FYE 2025 FYE 2026
Project Range Biennial Budget
FYE
2027
FYE 2028 FYE 2029
Current
FYE 2024
Initiative
IT Initiative Comments
Priority
35 Digital Signatures DocuSign M $20,000 $50,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 36 Dashboard Preparation and Automation Review, assessment, and selection of performance dashboard needs. L $15,000 $30,000 $20,000
37 Intranet Axero H $29,354 $21,356 $22,691 $25,800 $27,400 $29,000 Smart Technologies
38 Website Granicus with $2500 migration to ca.gov M $50,000 $175,000 $13,877 $16,820 $14,786 $150,000 39 Request Management Software Citizen Request Management software L $25,000 $50,000 $35,000 $15,000 40 Public Records Request Assessment and selection of public records request software. M $5,000 $25,000 $15,000 $15,000
41 Kiosks Estimate up to 6 kiosks M $60,000 $120,000 $40,000 $40,000 $40,000 42 GIS Assessment and Plan
Esri SGEA.Create a GIS Plan to determine requirements.

Expect cloud based GIS and some contractor services to
follow.

H $30,000 $50,000 $39,700 $39,700 $100,000 $50,000 $50,000 $50,000 43 Mass Outbound Communications System Assessment and selection of mass outbound communications software. L $15,000 $30,000 $20,000
44 Social Media Policy and Strategy Internal project. H 45 Artificial Intelligence Best practice for getting started H 46 Smart Cities Technology Strategy Smart Cities implementation strategy discussion H $0 $50,000 $50,000 47 Broadband Master Plan Implementation Connecting city facilities H $3,000,000 $3,000,000 $1,500,000 $1,500,000 IT Infrastructure
48 Computer Equipment Replacement Planning Four year rotation. Added contingency H $400,000 $400,000 $100,000 $100,000 $100,000 $100,000 $100,000 49 Computer Room, IT Closets, and Power Distribution Improvements UPS for all switches, small cabinets where possible. H $25,000 $50,000 $25,000 $25,000 50 Council Chambers Audiovisual Council chambers upgrades H $150,000 $200,000 $175,000 51 Conference Room Audiovisual Refresh Included with Council Chambers A/V H Included Above Included Above 52 Internet Bandwidth Redundant internet with satellite for tertiary H $100,000 $100,000 $10,500 $21,000 $21,000 $21,000 $21,000 53 Network Upgrade Replace leased end-of-life switches (Est 7) H $35,000 $40,000 $212,500 $150,000 54 Server Upgrades CH & PD server replacement separate years H $600,000 $1,000,000 $500,000 $50,000 $50,000 $50,000 $50,000 55 Structured Connectivity System Replace old cabling were applicable H $25,000 $25,000 $25,000

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Technology Master Plan
Budget
Low High FYE 2025 FYE 2026
Project Range Biennial Budget
FYE
2027
FYE 2028 FYE 2029
Current
FYE 2024
Initiative
IT Initiative Comments
Priority
56 Public Safety Video System Procurement for additional video cameras for City facilities H 57 Door Access Control Improvements Expect Capital Project in FYE24. Some continued spending expected. H $1,500,000 $2,000,000 $2,000,000 $100,000 $100,000 $100,000 $100,000 58 Wireless Network Improvements (Wi-Fi) Complete parks coverage, mostly Silliman. M $50,000 $50,000 $50,000 Remote Access VPN Remote access improvements (possible Zscaler implementation) H $15,000 $20,000 $55,000 $47,000 $47,000 $50,000 $52,000 IT Operations
59 Help Desk Ticketing System ConnectWise installed. H $28,000 $25,000 $25,000 $35,000 $35,000 $35,000 60 IT Asset Management Automation Included with Help Desk H 61 IT Automation Tools (Patch Management)
Need to consolidate to single solution. Assume
LanSweeper or InTune using G5 license - third party
assistance for implementation
H $25,000 $30,000 $25,000
62 Identity and Access Management Implement complete onboarding/offboarding procedures.

Active Directory Audit Tool for auditing and management. H $15,350 $10,100 $10,100 $10,100 $10,100 63 IT Policies and Procedures Incident Response Plan followed by policy library. H $12,500 $20,000 $15,000 64 Mobile Device Management Verizon MDM - Assume InTune - can use 3rd party assistance. H $10,000 $10,000 $5,000 $20,000
65 Network Management Tools (Configuration Management) What's Up Gold, PRTG or similar. H $25,000 $30,000 $25,000 Desktop Management Assume InTune - can use third-party assistance included above. M N/A N/A
Cybersecurity
66 Audit Logs and Log Management Log Management tool - separate from SIEM - Arctic Wolf H $125,000 $175,000 $63,904 $67,100 $70,455 $73,978 $77,677 $81,560 67 Backups and Testing Consolidate cloud and on-premise backups to Rubrik. M $100,000 $125,000 $150,000 68 Disaster Recovery/Business Continuity Planning Do after backup consolidation. H $15,000 $25,000 $15,000 69 Firewall Filtering and Consolidation High Availability pairs for each Internet Connection.

Separate firewall CH <-> PD. Three year agreement H $175,000 $200,000 $175,000 $175,000 70 IT Security - General Barracuda or M365 G5 for email archival H $18,000 $36,000 $36,000 $36,000 $36,000 71 Multi-Factor Authentication City staff to complete. H $12,000 $12,000 $12,000 $12,000 $12,000 IT Staffing
72 IT Staff Training Training plan development H $165,000 $185,000 $25,000 $30,000 $36,000 $42,000 $45,500 73 IT Staffing L
74 GIS Staffing Contract to start. H $450,000 $500,000 $60,000 $60,000 $60,000 $162,750 $170,888

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Technology Master Plan
Budget
Low High FYE 2025 FYE 2026
Project Range Biennial Budget
FYE
2027
FYE 2028 FYE 2029
Current
FYE 2024
Initiative
IT Initiative Comments
Priority
75 Enterprise Applications Support Add two business analysts. One to start with EAM, second to start with ERP. M $133,000 $173,000 $155,000 $162,750 $170,888 76 Staff Security Awareness Training In progress H $15,000 $15,000 Telecommunications
77 VoIP Phone and Telecommunications Replacement Expect funding to be committed in FYE24 H $150,000 $200,000 $177,000 $177,000 $177,000 $200,000 $200,000 $652,211 $5,675,224 $3,745,982 $1,962,730 $2,753,950 $2,286,559 *Other Funding Sources (Grants, Reserves, Funded, Planned and/or Estimated) ARPA Funds Utilizing for Broadband Master Plan $1,200,000 State Grants Utilizing for Broadband Master Plan $300,000 $1,500,000 Expected Telecommunications Savings Offset to VoIP & Telecommunications Initiatives $53,000 $53,000 $53,000 $53,000 $53,000 GIS Fund for CIP 1331 Second Phase Setup $50,000 $100,000 IT Technology Reserve Fund $1,500,000 $500,000
Public Safety State Organized Retail Theft (ORT) Grant $166,667 $166,667 $166,667 PEG Fund for CIP 1298 City Council Chambers A/V $175,000 Retirement of XXX
Operational Funds (FYE 2024) & expected (FYE 2025-6) $477,211 $1,219,874 $393,668 Subtotal - Other Funding Sources 652,211 4,489,541 2,713,335 219,667 53,000 53,000 Net new Funding $0 $1,185,683 $1,032,647 $1,743,063 $2,700,950 $2,233,559 Total Plan Budgets $8,895,902

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Optimal Technology Guidance

Technology Current
State Assessment
December 2023
Client Locations
Coast-to-Coast
Practice Locations
California
Illinois
North Carolina
Texas

800.806.3080
www.clientfirstcg.com
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Table of Contents
BEST PRACTICES..........................................................................5

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

2. Applications Management Best Practices ..................................................................8

3. User Training and Support.......................................................................................13

4. Software Needs Assessment Best Practices ...........................................................16

5. Business Process Reviews......................................................................................20

6. Software Selection Best Practices ...........................................................................23

7. Applications Implementation Project Management Best Practices ...........................30

8. Enterprise Reporting Best Practices ........................................................................36

9. IT Project Planning and Implementation Best Practices...........................................40

10. Cloud Computing.....................................................................................................42

11. COBIT (Control Objectives for Information and Related Technologies)....................43

12. IT Project and Services Portfolio..............................................................................45

13. ITIL (Information Technology Infrastructure Library) ................................................46

14. Sustainability Planning.............................................................................................48

15. Training Room.........................................................................................................50 DEPARTMENTAL APPLICATIONS AND SYSTEMS.............................51

16. Enterprise Resource Planning (ERP) Improvements ...............................................52

17. Budget Software Improvements...............................................................................58

18. Expense Reimbursement Software..........................................................................60

19. Time and Attendance System Improvements...........................................................61

20. Human Resources System Improvements...............................................................62

21. Trakstar ...................................................................................................................65

22. Risk Management Software.....................................................................................67

23. Scholarship Management Software .........................................................................68

24. Electronic Content Management System (ECMS) Improvement..............................70

25. Agenda Management Improvements .......................................................................72

26. Public Safety Scheduling Software ..........................................................................74

27. Law Enforcement Training and Standards (LETS) Software ....................................76

28. Electronic Ticketing and Citation System .................................................................78

29. Land Management System Improvements...............................................................80

30. Enterprise Asset Management (EAM) Replacement ................................................84 Packet Page 273
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31. Recreation System Improvements ...........................................................................86

32. Pool Management and Recreational Staff Scheduling .............................................88

33. Volunteer Management System...............................................................................91

34. Microsoft Office 365 and Teams ..............................................................................92

35. Digital Signatures.....................................................................................................94

36. Dashboard Preparation and Automation..................................................................96

37. Intranet ....................................................................................................................98 SMART TECHNOLOGIES.............................................................100

38. Website .................................................................................................................101

39. Request Management Software.............................................................................103

40. Public Records Request ........................................................................................105

41. Kiosks....................................................................................................................106

42. GIS Assessment and Master Plan .........................................................................107

43. Mass Outbound Communications System .............................................................110

44. Social Media Policy and Strategy...........................................................................112

45. Artificial Intelligence...............................................................................................113

46. Smart Cities Technology Strategies.......................................................................115

47. Broadband Master Plan .........................................................................................117 IT INFRASTRUCTURE .................................................................118

48. Computer Equipment Replacement Planning ........................................................119

49. Computer Room, IT Closets, and Power Distribution Improvements......................120

50. Council Chambers Audiovisual ..............................................................................121

51. Conference Room Audiovisual Refresh .................................................................122

52. Internet Bandwidth.................................................................................................123

53. Network Upgrade...................................................................................................124

54. Server Upgrades ...................................................................................................125

55. Structured Connectivity System.............................................................................126

56. Public Safety Video System...................................................................................127

57. Door Access Control Improvements ......................................................................128

58. Wireless Network Improvements (Wi-Fi)................................................................129 IT OPERATIONS ........................................................................130

59. Help/Service Desk Ticketing System .....................................................................131

60. IT Asset Management Automation.........................................................................133

61. IT Automation Tools (Patch Management).............................................................134 Packet Page 274
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62. Identity and Access Management..........................................................................135

63. IT Policies and Procedures ....................................................................................138

64. Mobile Device Management ..................................................................................140

65. Network Management Tools (Configuration Management) ....................................141 CYBERSECURITY.......................................................................142

66. Audit Logs and Log Management ..........................................................................143

67. Backups and Testing .............................................................................................144

68. Disaster Recovery/Business Continuity Planning...................................................145

69. Firewall Filtering and Consolidation .......................................................................147

70. Cybersecurity – General ........................................................................................148

71. Multi-Factor Authentication (MFA) .........................................................................150 IT STAFFING.............................................................................151

72. IT Staff Training .....................................................................................................152

73. IT Staffing ..............................................................................................................153

74. GIS Staffing ...........................................................................................................155

75. Enterprise Applications Support.............................................................................156

76. Staff Security Awareness Training .........................................................................161 TELECOMMUNICATIONS.............................................................162

77. VoIP Phone and Telecommunications Replacement .............................................163 Packet Page 275
Best Practices
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Best practices are methods recognized as
consistently providing better results than those
achieved with other methods. We believe that the
following best practices will enhance the City’s
ability to select, procure, and maintain more
effective solutions in the future and improve staff
productivity overall.

Best Pract ices

1. Technology Governance

2. Applications Management Best Practices

3. User Training and Support

4. Software Needs Assessment Best Practices

5. Business Process Reviews

6. Software Selection Best Practices

7. Applications Implementation Project Management Best Practices

8. Enterprise Reporting Best Practices

9. IT Project Planning and Implementation Best Practices

10. Cloud Computing

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

12. IT Project and Services Portfolio

13. ITIL (Information Technology Infrastructure Library)

14. Sustainability Planning

15. Training Room
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1. Technology Governance
Background
Technology Governance
Traditionally, key technology decisions are made by IT professionals and a select few organization managers. This approach does not always ensure the most effective delivery of technology to stakeholders (all departments and constituents). Technology governance can provide a collaborative forum for major decisions, planning, internal communication, and department staff training. Technology governance can also provide a methodology for stewardship of technology resources on behalf of the stakeholders who require IT services.

Steering Committee
A Technology Steering Committee is composed of a group
of employees and managers representing a cross-section
of the organization's leadership, departments, and
disciplines who assist in providing long-term direction for an organization's technology resources. This committee can assist and facilitate prioritization and focus on the
development of organizational concepts and planning.

Some specific responsibilities may include:
• Identifying and developing technology initiatives and projects
• Assisting with prioritization of technology initiatives • Monitoring the Technology Master Plan and projects' progress • Providing a forum for lessons learned during the implementation of technology projects • Reviewing and providing feedback on long-term, unresolved Help Desk issues • Reviewing and assisting with the implementation of technology standards and policies • Providing support for technology across the organization Implementation of a technology governance methodology can create an effective forum for departments to become more knowledgeable about technology and how it can be used to enhance customer service. Technology governance assists in identifying effective uses of technology within the organization's technology budget, creating efficiencies throughout the City's business processes.

Findings and Observations
• Prioritizing technology projects across Departments will be critical to the success of IT. • A Technology Committee was formed in 2020. It has been renamed the IT Steering Committee and meets bi-monthly.
• The implementation of a Technology Steering Committee provides a great opportunity for City departments to collaborate on future technology use and application needs that will improve their day-to-day operations and constituent services. • The committee structure will ensure that technology issues, needs, and investments have a formal identification process and a mechanism for transparently making investment decisions.

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Recommendations
• Review the Technology Steering Committee charter and membership base. • Utilize the Technology Steering Committee as the initial forum for departments to propose and present new technology-related projects.
 Assure best practices are followed and applied to the review, selection, approval, procurement, and implementation project management of approved projects.  Assure ongoing application maintenance and support meet department needs.  Discuss ongoing security concerns and security awareness initiatives. • Continue to utilize the Technology Steering Committee to assist with:
 Communicating significant changes
 Coordinating application software training needs
 Identifying potential improvements in inter-department information flow Recommended Next Steps
• Develop a Technology Steering Committee Mission Statement. • Review Technology Steering Committee membership focusing on who:
 Can represent their department and understand department priorities  Have a holistic view of citywide needs and budget constraints • The Technology Steering Committee should be focused on:
 Adjusting priorities based on limited IT resources
 Annual IT initiative/project review and prioritization  IT policy implementation and security awareness
 New project reviews and feedback
 Lessons learned from ongoing projects
• Ensure representation of departments on the Steering Committee for regular technologybased communication, ongoing education, and continued collaboration. • Monitor and discuss active initiatives and projects at each Committee meeting.

Benefits
• Increased transparency, responsibility, and accountability • Prioritization of initiatives
• Improved compliance and consistency
• Enhanced communication and collaboration
• Higher degree of business and technology alignment
• Widespread personal and professional growth
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2. Applications Management Best Practices
Background
Many agencies underutilize their software systems, resulting in a loss of productivity due to manual processes, inefficient workarounds, and ineffective or unnecessary reconciliations.

Additionally, most agencies do not have sufficient resources in their IT organization to document operational requirements for applications and business processes. Identifying additional application improvement opportunities requires prioritizing and evaluating alternative solutions and identifying sufficient implementation, ongoing management, and support resources.

Successful projects spread responsibility for a technology project between department subject matter experts, other stakeholders, and the technical team. This best practice applies to the system's implementation and ongoing support and maintenance.

Gaining greater utilization of the existing application modules is vital to increasing staff productivity throughout the City. Accomplishing this is often challenging due to limited resources, the diversity of application providers, and the systems in use.

The City can greatly benefit from evolving beyond traditional application management practices.

Implementing the following recommendations can improve functionality and system use, as well as overall productivity, customer service, and transparency.

The roles and responsibilities for application support and management need to be identified and assigned for all department operational software. The "Future Application Roles and Responsibilities" matrix recommends a starting point for identifying staff and end-user roles.

The following table is an unofficial inventory of the City’s different software applications or modules throughout all departments. The City of Newark currently utilizes over 200 applications, modules, and systems. Major systems include:

Application Functionality Vendor-Application Name
Financial Management Tyler New World
Human Resources Management Tyler New World
Payroll Tyler New World
Applicant Tracking CalOpps
Enterprise Asset Management (EAM) PubWorks
Electronic Document and Records Management Laserfiche
Land Management Software Central Square Community Development Recreation Software Sportsman is going to Tyler.

Below is a sample listing of the City’s applications and modules. This list is not an official or complete inventory.
• 10-21 App
• AC Alert
• Accurint LE Plus
• Achieve Social
• Adobe
 Acrobat
 Creative Cloud
 Illustrator
 InDesign
 Adobe Pro
• AdTech Legal
Advertising
• Agenda Quick
• AirMap
• Alameda SFTP
• Amazon Business
• APBNet
• Arbor Access
• Archive Social
• Aries
• Asana
• Authorize.net
• AutoCAD/Civil 3D
• Avery
• AWS
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• Axon – Evidence.com
• B4UFLY App
• BACIAA Wildapricot
• BAHM
• Blue Jeans
• BlueBeam
• Box
• Brightwheel
• Bulletproof Vest
Partnership
• Cal Opps
• Calendarly
• California.cjisapps.com
• Callyo.com
• CalOpps
• Calopps.com
• Cal-Photo
• Canva
• Capcut
• CAPE
• CAPSS.doj.ca.gov
• Castviz
• cde.ca.gov
• CDSS.ca.gov
• Cellebrite.com
• CIBRS Repository
• CJIS.gov
• Clear Gov
• CLEW.doj.ca.gov
• Compass
• Cop-Link X
• CopWare
• CoStar
• CPOA
• Crash Math
• Crime Form
fpdcrimeform.org
• CRIMS
• Data.acgov.org
• Decatur Easy Stat
• DocuSign
• DOJ CA ATC
• DOJ CSAR
• DOJ URSUS
• Domainsnext
Registration
• DropBox
• Dymo Label
• eFax
• eGIS
• Egis.fremont.gov
• Enterprise GIS
• Equifax Report
• eSign Genie
• Esri ArcGIS Enterprise
• e-TRAKiT
• Eventide NexLog
Mediaworks Call &
Radio Logger
• Everbridge
• Evernote
• FAA
• Facebook
• FARO Zone 3D
• Fastrak
• FEMA
• Field Light
Programming
• Fincen.gov
• First Two
• Flock Safety
• FortiClient VPN
• Foxit
• GEMS OTS Grant
• Genetec
• Google
 Analytics
 Drive
 Forms
 Meets
• Grammarly
• Granicus
• Greenhalo
• Groups.io
• Harris/Wintegrate
• HdL Corn Coren
• HDL Prime
• Hightail
• Hootsuite
• iAnnotate
• ICAC
icacdatasystem.com
• In-house GIS (ESRI)
• Instagram
• Issuu
• Justicia.com
• KnowBe4
• Laserfiche
• Le.alcoda.org
• Leadsonline.com CellHawk
• legalupdates.com
• Leginfo.ca.gov
• Lers.google.com
• Lesp.ncmec.org
• Lexipol KMS
• LexisNexis
• Life 360
• LinkTree
• LinkedIn
• Livermore PD Records
• Loomly
• Mailchimp
• Mark43 Production
• Microsoft
 Excel
 Notes
 OneDrive
 OneNote
 Outlook
 PowerPoint
 Publisher
 SharePoint
 Teams
 Visio
 Word
• Mindbase
• Missionvalleyca.infinite
campus.org
• Modena
• Monday.com
• Mrgsuite.com
• MuniCode
• My AED
• NCRIC
• NDCAC
• NDI
• Netfile
• Netflix
• NextDoor
• Nixle
• Odyssey – Court
System
• Parole Leads 3.0
• Peregrine
• Pge.com
• Photos/Paint 3D
• Placer
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• Police1.com
• Portal.doj.ca.gov
• POST EDI
• POST Learning Portal
• POST PASS Portal
• Procreate
• PubWorks
• RapidDeploy
• RapidSOS
• Rems.ed.gov
• Resideo Total Connect

2.0 • RIPA Repository
• Risk.net
• RLSlawyers.com
• Search.org
• Sentinel
• Skyebrowse
• Snapchat
• SnapMap
• SolarApp+
• Sportsman
• Spotify
• SQL
• Stalker – Easy Analyst
• Startup Space
• Sunridge RIMS
• Survey Monkey
• Swim Lesson Levels
• Synergy.newarkunified
.org
• Tactitrack.com
• Tango
• Target Solutions
• Teams
• Text My Gov
• TRAKiT
• Trakstar
• TurboData
• Tweetdeck
• Twitter
• Tyler
 ACFR Builder
 E-Suite
 Executime
 New World
 Parks & Recreation
• Uscourts.gov
• Utility TeleCom
• Vector solutions
• Veoci
• Verkada (Camera
System)
• VieVu
• Vigilant
• Vimeo
• VIMS
• VIQnsconnect.aiassist.
ai
• Visual Statement Edge
FX
• Waitlist me
• WebEx
• Western States
Information Network
(WSIN) riss.net
• WhatsApp-Promotores
• When to work
• Whooster.com
• Wintegrate
• Wix.com
• YoDeck
• YouTube
• ZoneHaven
• Zoom
Findings and Observations
• Both initial and ongoing software training is needed for many existing and future applications throughout the City (see "User Training and Support" initiative). • Several core applications in the City require further effort to improve utilization and/or possible replacement.
• Key tasks that will lay the foundation for a successful implementation down the line are:
 Committing resources from the beginning of an initiative to document business processes
 Documenting functional needs for applications
 Prioritizing requirements
 Evaluating vendor solutions
 Assigning the right project team members
• Greater utilization of the City’s software systems will significantly increase staff productivity and data sharing throughout the City.
• The City should identify application support and management roles and responsibilities.

Then, assign them to each department's operational modules. We recommend starting with:
 Enterprise Resource Planning (ERP)
 Enterprise Asset Management (Work Order System)
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Other application systems utilized by multiple or all City departments See the list of major applications above. Identifying capable staff to fulfill the roles and responsibilities for optimizing applications will help the City achieve the goals of the "Applications Management Best Practices" initiative in the future. Examples include:

Process Owner
• Primarily makes final decisions on process policies, procedures, and deliverables for their area of expertise
• May also be responsible for oversight and delivery of daily, weekly, monthly, and annual processes
• Stays current with applicable industry best practices, technology, and application capabilities • Stays current with existing application vendors' capabilities, offerings, and enhancements Power User
• Department expert on application/module
• Possesses the greatest knowledge of application/module • Lead trainer/support person for other department staff that utilize the application/module • Usually has formal training and is responsible for application configuration setup and changes on an ongoing basis
• Stays current with the applicable industry best practices, technology, and application capabilities
• Stays up to date with current application vendors' capabilities, offerings, and enhancements IT Roles and Responsibility
The IT Department serves an important role in the implementation and ongoing support of application systems. However, they are not usually operational experts, as described above. IT roles and responsibilities should be clearly defined and complement the skills and knowledge of other project/support team members. Some common IT staff responsibilities include:
• Maintain supporting equipment/peripherals
• Network support and maintenance
• Provide Help Desk support to users
• Perform backups of system data
• Copy/refresh data between development, training, and production databases • Implement and test security roles
• Database Administration
• Assist with the installation, upgrades, and ongoing maintenance of the application systems It is important to note that IT staff involvement in supporting and maintaining enterprise application systems is critical. However, they may have limited operational process knowledge and IT resources available.

When defining roles and responsibilities, consider how users obtain assistance with issues, receive appropriate training, and become proficient in utilizing application systems.

The most successful application support infrastructure teams comprise technical and operational staff. While IT staff may serve numerous roles, they are not process owners or power users. Individual departments should take as much responsibility as possible for supporting and maintaining modules used in their primary business operations.

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Module Lead
• Responsible for gathering documentation/information and coordinating the activities of other key Module Stakeholders
• Lead participant in reviewing assembled software and business process needs requirements
• Liaises and/or coordinates with department staff, project managers, and vendors • May also be a feature function reviewer
• Provides feedback or clarifications on software needs • Lead department implementer for new software module/functionality Module Stakeholders
• Participate in business process reviews to determine software requirements • Assist in gathering documentation and identifying department or division needs • May also provide feedback or clarification on software needs • Participate in the implementation, testing, documentation, and training of other users Recommendations
• Consider adding staff to the IT Department to provide specialized enterprise application support to department users.
• Departments should be encouraged to become more responsible for application setup and configuration changes with IT personnel's assistance. Provide training if department personnel cannot make these changes. Third-party subject-matter expertise can be helpful for large or complex projects.
• Assign staff-specific roles and responsibilities for each application or module. • Key assignments should be responsible for understanding industry best practices and solutions as well as taking the lead in continually assessing and inventorying needs. • Inventory and maintain current and future feature/functions; reporting, training, and support gaps; and lists of improvement needs by software module. • Consider cross-training department personnel on utilizing report writing tools to generate required reports with proper security access. More complex reporting often requires a specific understanding of database structures in the application, necessitating IT assistance. • Process owners and/or power users should actively monitor upcoming functionality improvements in new software releases. In addition, it would be helpful if process owners monitored and discussed application usage with other peer Cities and entities. Incorporate the feedback from intercity exchanges into the City’s systems to improve functionality further and increase usage across the City.

Benefits
• Higher return on software investment from the increased use of application features • Lower costs and less reliance on vendor assistance
• Less time required by IT staff due to increased user independence. • Identification of application user roles and responsibilities • Improved efficiencies and productivity
• Improved customer service
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3. User Training and Support
Background
Software systems are tools utilized to conduct daily business operations. Like other tools, becoming proficient in the software’s use and ensuring all necessary functionality is key to achieving greater productivity and efficiency, which leads to cost savings.

Findings and Observations
• Staff requested additional training across many software applications in the department surveys and assessment
workshops.
• A consistent and more structured training program for certain applications and systems could benefit new employees and existing users.
• Additional training could improve staff productivity.  When software systems are underutilized, additional training can significantly improve staff productivity.
 Ongoing training on new software releases also protects the City’s investment in software by optimizing functionality within existing applications. • End-user training also helps to ensure that application ownership resides at the department level.
 Applications ownership at the department level ensures that support is a collaborative effort among end users and IT services.
 This collaboration optimizes support for the application and the utilization of limited IT resources.
• As application software programs change and become more complex, training staff members to use them properly becomes more critical.
• A renewed City-wide emphasis on targeted staff training for applications software will pay significant dividends in increased staff effectiveness and productivity.

Staff Feedback
Building
• Staff need training on TRAKiT, eTRAKiT, Bluebeam, SolarApp+, Tyler New World, Microsoft (Excel, Outlook, SharePoint), Laserfiche, Green Halo, eGIS, ESRI, Agenda Quick, Granicus City Manager's Office
• Staff need training on Granicus, OneDrive, Microsoft Suite, Excel, PowerPoint, Teams, SharePoint, OneNote, Veoci, and the Website
Community Development
• Staff need training on New World, Executime, Adobe Creative Cloud, Microsoft Office (Teams, Outlook, Publisher, SharePoint, OneDrive), HdL Prime, Laserfiche, Trakit, Enterprise GIS, Granicus, Lexus Nexus, Canva, BlueBeam
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Engineering
• Microsoft Office 365 was deployed to all staff without training. • For OneNote—Most staff aren’t aware that the app is currently available. For those who do use it, what we know has all been self-taught. I’m sure we are currently using only a fraction of its full potential.
• Need ArcGIS training.
• Need Bluebeam training. When it was initially purchased, we asked IT if there were any training or tutorial videos available. We were told there were none. Due to a lack of familiarity with software and the lack of time to self-teach, the application remains underutilized as many staff continue to defer to using Adobe Acrobat instead. • Need training on how to use Teams more/most effectively. What we currently know has all been self-taught. I’m sure we are currently using only a fraction of its full potential. • There are two versions of OneNote installed on workstations – OneNote (which I believe is with the MS Office 365 suite) and OneNote for Windows 10 (which I believe was installed with the Windows 10 OS). It would help to have IT clarify which one we should be using. • Training is required on how to use SharePoint and OneDrive most effectively. Staff have been able to share files within a working group; however, we have not yet figured out how to access the shared file link without going back to the original email, which we have found to be most inefficient.

Facilities
• Staff need training on Tyler (New World, eSuite, and Executime) Finance
• Need training on OneDrive vs SharePoint
Human Resources
• Need training on the Badging system by Genetec, SharePoint, Visio, Acrobat Pro, New World, and Trakstar
Police
• Employees have historically received little to no training in software systems • Staff need training on RapidDeploy, RapidSOS, CRIMS, AWS, Flock Safety, Cal-Photo, Cop-Link X, NCRIC, Peregrine, Sunridge RIMS (CAD, RMS, PropRoom), ESRI ArcGIS Enterprise, Accurint LE Plus, Zone-Haven, Tyler (New World, eSuite, and Executime), Everbridge, Eventine NexLog, Utility TeleCom, Western States Information Network, Leadsonline Cell Hawk, DOJ CSAR, DOJ URSUS, AutoCAD, Visual Statement FX, Crash Math, AgendaQuick, FARO Zone eD, Mindbase, APB Net, CJIS Validations Portal, RIPA Repository, CIBRS Repository, SQL, Adobe Suite, Google Analytics, Recreation & Community Services
• Staff need training on Sportsman, DocuSign, Adobe (Illustrator, Photoshop, InDesign), Tyler (New World, Executime, eSuite), Microsoft (OneDrive, SharePoint), Tango, YoDeck, Field Light Programming, Vector Solutions, Authorize.net, Foxit, My AED, GIS Packet Page 285
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Recommendations
• Develop a Business Applications Training Plan.
 Utilize the Technology Steering Committee to assess the training required to address department needs and determine anticipated enrollment.
 Business process improvement reviews will also uncover many needs for additional training across departments and application systems.
 Incorporate a formal training plan into the City’s new employee onboarding process and utilize technology to assign the training plan to make it easier for new hires to track progress.
• Determine strategies and engage software vendors to accomplish training needs, such as:
 Self-learning aids
▪ Enterprise software vendors sometimes have online resource portals and an extensive user community where users can query and ask other users questions.  Internal classes
 On-site vendor training
 Lunch-and-learns
 Monthly updated training sessions for both new and existing employees  Application champions/power users
• If available, participate in software vendor user conferences and local user meetings. • Create a repository of basic how-to training aids and other information (e.g., videos and past class information)
• Consider procuring a screen-capture video solution to assist with developing internal video training aids.
• Consider training as a factor in performance evaluations.  Accomplish this by involving department management and agreeing to the classes each employee would benefit from.
• Consider efforts to reduce and/or limit the total number of software vendors and databases whenever possible.
 This will reduce and limit overall cost-of-ownership, support requirements, and training and reporting needs.
 This will also improve overall integration capabilities. • Current and future needs can be evaluated and prioritized through a combination of mechanisms, including the Technology Steering Committee.

Benefits
• Improved operations management
• Improved utilization and efficiency of software applications • Activation and use of existing functionality that is currently unknown but important to the City • Review and activation of new functionality provided in future applications software releases • Increased information sharing
• Better identification of training needs
• Increased training alternatives
• Centralized training, with documentation of who has been trained and when • Improved software administration (fewer staff members required to service user community) Packet Page 286
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4. Software Needs Assessment Best Practices
Often, one of the first requirements identified in technology-related software implementation and improvement projects is to conduct an assessment. Detailed assessments are an important step in evaluating current and future needs for technology projects. Still, they can apply to just about anything requiring an evaluation. Many Cities are unfamiliar with this detailed process, nor do they have staff with the skills or experience to conduct successful assessments.

This initiative aims to identify what an assessment is, when it is best applied, the basic guidelines for conducting one, and to provide recommendations for finding the right resources for the process.

What is an Assessment?
The official definition of "assessment" is "the action of evaluation and making a judgment" (Webster's
Dictionary). For technology projects, assessments most
often refer to the process of making a judgment
regarding the current and future state use of an
application, interface, or integration needs.

Assessments conducted for business applications
typically result in one of the following decisions:

1. Improvements to specific deficiencies in an existing application, interface, or integration

2. Implementation of a new application, interface, or integration to eliminate existing manual processes

3. Replacement of an existing application, interface, or integration that is not capable of meeting the City’s requirements
Components of a technology assessment may include an evaluation of the City’s:
• Documenting process workflows and/or workflow diagrams • Software functional requirements (portals, dashboards, mobile app, and online credit card processing), including the deployment/adoption of new features rolled out in vendor software releases after the original implementation
• Gaps with existing systems and potential needs for improvements • Third-party system interfaces or integrations
• Data conversion needs (the type of records and the number of years of data) • Current and future reporting needs
• Unmet training needs
• User licensing needs (e.g., number of users, type of licenses, concurrent users, mobile users, and inquiry vs. edit capability)
• Assessment of IT infrastructure requirements
Guidelines for Conducting an Assessment
Every assessment is unique. Some may include business process reviews in which current operational processes are analyzed and evaluated. If needed, more comprehensive business process reviews may include formal workflow analysis and/or process diagrams. Most assessments result in customized feature/function requirements for an implementation, replacement, or improvement project. Large or complex projects should follow the guidelines of the "Business Process Review Best Practices" initiative.

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For technology master plans, high-level assessments identify needs and gaps in existing technologies to determine individual project needs. This process results in recommendations to complete more detailed assessments and/or business process reviews of specific application and infrastructure systems (a different project purpose). The technology plan becomes a roadmap for the City to prioritize, budget for, and implement short- and long-term technology strategies resulting from City-wide collaboration efforts.

Regardless of the type of assessment needed, some key considerations and resources are needed to succeed. These include:
• Identify the assessment objective
• Identify the appropriate resources/stakeholders to
conduct and participate in the assessment process
• Determine the level of documentation detail needed to communicate both current and potential future needs
• Develop a plan to implement the findings and
recommendations that result from the assessment
process
Each of these areas is discussed in more detail in the sections below.

Identifying the Assessment Objective
Always consider the big picture when determining an assessment's objective. The scenario below is an illustrative example:

A City implemented a new ERP system four years ago. While the application met the Finance Department's needs, other departments that utilized different system components struggled and continued to produce reports that required data manipulation using spreadsheets and manual processes.

In this scenario, the Finance Department may not have favored replacing the core enterprise application system. On the other hand, other departments may have been open to evaluating alternative solutions.

Unless it is apparent that the incumbent vendor cannot perform the functions needed or is sunsetting the product, determining the gaps in the existing system before pursuing its replacement is always recommended. This analysis will guide the resulting action plan.

These big-picture items, the detailed feature/function needs, and subsequent documentation can lay the foundation for implementing a new system or replacing the old one, if appropriate.

Additionally, detailed needs documentation becomes the foundation for improving or replacing a system.

Identifying Stakeholders and the Right Resources
Having the right resources involved in conducting an assessment is critical to achieving the objectives of the process. There are two types of resources recommended:
• The interviewer
• Stakeholders
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The interviewer should have business analysis skills,
including:
• Analytic thinking
• Good listening
• Problem-solving
• Oral and written communication skills
• General knowledge of the application or processes in
question
• Possibly a role in support of the application
• Familiarity with the existing vendor
• Reputation from the end users as a champion for their needs • Ability to articulate the department's needs in a concise manner • Ability to lead the follow-up effort with the vendor upon the conclusion of the assessment Stakeholders' use of the system or role in the process will vary, and their needs may differ.

Stakeholders should represent the application end-user community and/or assessment focus.

Identifying and interviewing two key stakeholder groups is important to capture their needs and determine improvement recommendations to address their concerns. The first stakeholder group should represent the department responsible for administering a system or module.

Those stakeholders should understand the configuration of the current system or module and some of the application's functional deficiencies.

The second group of stakeholders should consist of cross-departmental end users who may have insights into the day-to-day use of the system or process. Their operational perspective should complement that of the administering department's staff.

Documentation Details and Communication Methods
The assessment type dictates the level of documentation detail needed. A successful assessment process will articulate findings with a recommended follow-up plan.

Various tools and techniques are available to gather the needed information for making recommendations during the assessment process. Some of these tools/ techniques, depending on the type, size, and complexity of the project or system, could include:
• Distributing surveys or information requests to end users and compiling the results • Conducting workshops as a group to review the results of questionnaire feedback and identify issues
• One-on-one interviews with Power Users and/or subject-matter experts • Reviewing or observing business processes
• Documenting detail needs as described above
The goal is to achieve collaboration and involvement from the user community without judgment or criticism. In addition, the recommendations made due to the assessment process need to identify useful, realistic, and implementable solutions.

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Developing an Improvement or Implementation Plan
Assessment findings and recommendations must be realistic and include a feasible action plan.

If the City has a limited budget or staffing resources, it may not be a realistic recommendation to replace the system at that time. An interim alternative may be to utilize the needs assessment documentation to work with the existing system to set up features not originally implemented or available at that time, set up workflow automation, or improve existing integrations.

If additional training is needed, the assessment should outline all the City’s training needs, identify who should participate, and who should conduct research with the vendor regarding the amount and cost of the training. A long-term strategy might also be identified for an ongoing training program to ensure that software updates/new releases are implemented and to onboard new employees.

The resources needed to execute the action items identified in the assessment may include executive leadership, a project manager, temporary staffing, training facilities, hardware, data extraction experience, GIS assets, and a citywide change management strategy.

Each assessment will be different depending on the specific objective and project needs. The City should evaluate the skillsets of staff available to lead an assessment and determine whether third-party assistance is needed. The assessment process determines specific requirements and is crucial in optimizing technology investments.

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5. Business Process Reviews
Background
A Business Process Review (often called Business Process Improvement) is a method of analyzing and evaluating current processes for:
• Identifying enhancement opportunities and streamlining processes • Automating manual processes
• Eliminating or dramatically reducing the use of shadow systems and processes
• Eliminating paper, other equipment, and supply costs
• Maximizing the human resources involved in processes
• Embedding or transferring the knowledge of subject-matter experts (SMEs) into the processes and associated workflows • Optimizing the configuration and functionality of the system to support process improvements
 Note that system features, functions, and capabilities can also dictate process improvement opportunities
• Defining functional requirements for business application implementation, replacement, or improvement projects
Business process reviews and looking for ways to improve productivity are continuous processes. To optimize application utilization, business processes, and system configurations should undergo continuous improvement in response to the following:
• Emergence and introduction of new technologies
• Release of application software updates containing new features, functions, and capabilities • Changes in law, regulations, or rules
• Changes in the needs and demands of the City’s constituents and the public user community
• Unforeseen changes in access to resources or funding
• Changes in business operation processes
• Although process reviews and improvements should be continual, it is most common for process improvement projects to occur:
 In preparation for, and during the implementation of, new, replacement, or improvement of business application systems
 When new technology becomes available that provides opportunities for additional automation
 On a pre-established process review and improvement cycle (e.g., annually) Business process reviews for complex processes can also include as-is and to-be documentation and diagrams.

Recommendations
• Perform business process reviews throughout the City, breaking processes down by department, division, application module, and finally, the process level, e.g., procurement or cashiering. This should also take into consideration cross-departmental interactions and dependencies.
 Conduct business process reviews before implementing new software and major changes to existing platforms.

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 Begin by analyzing the staff feedback throughout this report to identify high-priority opportunities.
• Conduct Business Process Review efforts in conjunction with evaluating any required business applications.
• City management needs to be aware of the potential need for employee reassignment or redeployment and the operational and emotional effect this may have (see “Workload Transference” concept described below).
• Consider initially utilizing a third-party SME or consulting firm to schedule, structure, and conduct the necessary business process review and improvement efforts for large, complex projects.

Workload Transference (A Business Process Concept)
As a result of business process improvements, including those that occur during the implementation of new systems, the City’s processes will be changed and streamlined. These changes sometimes require shifting workload (tasks and amount of effort) from one person to another. Even though a particular individual may experience an increased workload, the total work effort for the entire process is reduced. This is called “workload transference” and is why reallocation and change in personnel duties are sometimes required to achieve the potential gains from implementing system improvements. The diagram below represents this principle.

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

Note: It is important to understand that this is an example of a single process. This example represents a reduction of hours and effort, not a reduction in employee count.

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Benefits
• Improved efficiencies through:
 Process enhancements and streamlining
 Automation of manual processes
 Elimination or dramatic reduction of shadow systems and processes  Elimination of paper, other equipment, and/or supply costs  Maximization of the human resources involved in processes • Improved utilization of existing systems through reconfiguration and setup, gaining productivity and achieving better results
• Preservation of institutional knowledge by embedding or transferring staff knowledge into processes and associated workflows
• Maximized investment in software applications and technologies by incorporating process improvements in system workflows, configuration, and setup • Customized requirements for business application implementation, replacement, or improvement projects
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6. Software Selection Best Practices
Background
Selecting the right system and technology is more critical today than ever because the efficiency and effectiveness of the City are directly dependent on its use of technology and information systems. Cities that follow best practices recognize that they must take greater advantage of automation to meet growing constituent and public demands.

Following best practices while procuring
new software solutions can transform a
City’s operations, processes, and
constituent services. Without proper
preparation, planning, and methodology
for selection and implementation, Cities
face many problems and risks,
including:
• Spending sometimes hundreds of
thousands of dollars more than necessary in the total cost of ownership • Failed or prolonged implementation
• Implementation of systems that still do not
meet the City’s functional needs
• Low productivity
• Poor contract negotiation position
• Lack of and/or reduced integration between
other software systems
Cities typically fall short of their implementation
goals due to one or more of the following
factors:
• Insufficiently defining system objectives and
requirements
• Failing to involve both management and
users adequately
• Underestimating the costs and effort
required
• Failing to plan for expansion adequately
• Failing to evaluate software properly
The City should utilize a structured analysis and
selection methodology to implement key
software systems and reap the full benefits
properly. A structured approach to selection
and implementation results in significant
benefits, including:
• Reduced risk of a failed or prolonged
implementation
• Lower total cost of ownership
• Independent and objective analysis of
potential alternatives
• Well-defined objectives and requirements
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• Opportunities for staff and project participants to learn about application functionality and business processes outside of their scope of work that they may not see during their day-today tasks • Selection of technology that meets the City’s short- and long-term objectives and requirements
• Effective contract negotiation through well-prepared and documented needs • Overall project time savings
• Improved implementation readiness
• Longevity of the system selected for years to come
Findings and Observations
• Software selection and procurement that follows best practices include departmental endusers in the assessment process to capture each business unit's functional needs. • A best practices approach to software selection can avoid thousands of staff labor hours performing tasks that modern enterprise systems can automate and/or streamline. • Following selection best practices, beginning with an assessment, streamlines processes and consolidates siloed systems into a fully integrated enterprise system.

Recommendations
• We recommend that the City adopt these best practices when initiating the search and procurement of application software. Larger, more complex projects generally require more due diligence. However, even small projects can benefit from these methodologies. • Utilize best practice selection methodology when evaluating new software. • Consider third-party subject-matter experts (SMEs) when selecting or improving complex or highly specialized solutions.
• For major enterprise-level systems:
 Complete process reviews and document detailed feature/function specifications as part of an RFP.
 Include cross-function stakeholders in each software evaluation and implementation project by module (e.g., budgeting should include all staff who participate in that process; fixed assets should only include staff who participate in that process)  Identify all reporting needs.
▪ This will help inform implementation decisions to capture all data and fields required to create a report.
▪ This focus can save significant implementation and system costs. • For department-specific applications:
 Develop a high-level application requirements inventory. ▪ Requirements do not have to be as detailed as an enterprise-level system. ▪ This allows the City to structure software demonstrations to show functionality relevant to the departmental end-user.
 Functionality was identified, and associated costs may be shared among two or more departments. For example, Public Works, Community Development, and Recreation may all use Project Tracking and Collaboration.
▪ This is also an effective way to build a business case for the new applications.

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Benefits
• Reduced preparation time for deployments
• Better identification of integration requirements
• Reduced license fees
• Increased utilization of application systems
• More effective due diligence
• System functional alignment with overall City goals
• Higher probability of having a successful implementation Example Work Plan Step

Software Selection Workplan
Project Coordination and Management
1 Project Coordination and Management - Finalize the project work plan and timelines and arrange communications, logistics, and support. Schedule various meetings with personnel from each functional area to review and discuss existing and future information system needs. Provide ongoing project coordination and status updates. The project manager will:

Act as a liaison between the executive stakeholder team, project team, vendor(s), and City staff
Develop and manage a comprehensive project plan detailing project stages, milestones, and resources
Manage the Change Management Process with oversight from the City's Executive Project Steering Committee
Develop a communications plan and provide monthly executive/project status reports detailing any key decisions, issues, and action items
Phase 1 - Project Team Development and Kick-off
2 Project Initiation and Project Team Development - Develop and finalize the makeup of the Project Team, documenting required roles and responsibilities as well as ensuring representation from all key stakeholder groups. Follow "Enterprise Application Support and Management Best Practices." This will include the following steps:

Development of a Project Charter
Establish a project management office (PMO), per Project Management Institute (PMI) best practices
Develop Module/Functional Area Teams based on Enterprise Application Management and Support best practices. These Teams will also be utilized during the actual software implementation and should include cross-function stakeholders/users from multiple divisions and departments, as appropriate
Assist with educating Project Team and Module Team members on defined roles and responsibilities, facilitated through the completion of forms and gathering of information for use in workshops, including background concepts, instructions, and finalization Conduct a formal Kick-Off Meeting to officially start the project and provide an overview of the project to the Project Team, Module Team members, and other engagement participants.

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Step

Software Selection Workplan
Phase 2 - Assessment and Process Reviews
3 Needs Assessment Questionnaires/Information Requests - Develop tailored assessment questionnaires and information requests related to existing and future information systems that need to be used during the discovery process. Questionnaire results will be utilized to guide the business process reviews by module/function, including automating manual processes, streamlining others, improving integrations, and identifying unmet reporting needs. 4 Business Process Review and Requirements Workshops - Meet with Module/Functional Area Teams to review existing manual and automated systems and operations, including any customdeveloped workaround systems or processes. Change management and best practices for vendor selection and implementation preparation should be addressed throughout all workshops.

Workshops should also identify deficiencies in current processes and establish expectations for improved design and efficiencies in a modern software solution. Also, include documentation of all other system integration and data conversion requirements. 5 Software Functionality Requirements Documentation - Review information gathered during the process reviews and develop system requirements (software feature/function requirements) specific to the City's needs.
6 System Functionality Requirements and Documentation Revisions - Incorporate and revise the process review and requirements specification documents by incorporating reviews and feedback from the various Module/Functional Area Teams. 7 IT Information Meetings and Interviews - Conduct information-gathering activities focused on the ability of the existing IT staff and infrastructure to support the needs of the new system and review the readiness to implement and support the platform that will be required for the new software system, including:

IT Network and Infrastructure
Storage and Backups
Servers, Server Applications, and Management
Cybersecurity
Disaster recovery
Desktop environment
Document information and summarize the required preparation initiatives, findings, and recommendations
Prepare a memo assessing gaps and the readiness of IT infrastructure to support the City's general needs and the introduction of the new software system. The memo is to include the following:

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

IT Environment and Infrastructure
IT Applications Support Staffing Structure
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Step

Software Selection Workplan
8 Assessment and Recommendations Reporting - Based on the information gathered and analysis performed, prepare an assessment/gap analysis report and presentation documenting current processes, with recommended improvements and future needs, including:

New System Opportunities and Existing System Challenges Findings and Recommendations
New-Solution Requirements
Integration Needs
Conversion Requirements
Implementation Risk Assessment
Budget, Resource, and Timeline Considerations
Phase 3 - Develop Request for Proposals (RFP)
9 Preliminary Vendor Communication/Research—Based on the assessment process and new system requirements, Research and prepare a list of pre-screened information system vendors and their contact information. The objective is to identify vendors specializing in government agencies with application modules for future needs already in use in the industry. Vendors do not respond to all RFPs, so pre-communication is helpful to obtain proposals that are in the City's best interest. 10 Develop Request for Proposals (RFP) Documents - Prepare Request for Proposal (RFP) or Bid documents. RFPs should include, but will not be limited to the following:

Project objectives and process
Evaluation criteria
Proposal forms and supporting information
Software feature function compliance
Vendor software support, reference ability, and reputation Reporting capabilities and ease of use
Modern technology utilization
Customer base similarities
Cost (proposals for SaaS/cloud and on-premise options, professional services, third-party integrations, and conversions)
11 RFP Issuance and Facilitate Vendor Response Activities - Facilitate pre-proposal vendor response activities, including:

Manage vendor questions and answers during established proposal response timelines Assist with required RFP addenda
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Step

Software Selection Workplan
Phase 4 - Vendor Proposal Evaluation and Finalist Vendor Selection 12 Vendor Proposal Evaluations—Analyze and evaluate proposal responses. Provide an initial Summary Vendor Comparison Worksheet and Vendor Executive Summary Analysis Memorandum that compares key system evaluation requirements, including feature/function compliance statistics, side-by-side.
13 Vendor Analysis Workshop to Determine Vendor Finalists (Short List)—The Project Team and Executive Project Steering Committee should conduct an analysis results workshop that includes reviewing the Vendor Comparison Worksheet and Vendor Executive Summary Analysis to determine a short list of vendors to provide comprehensive software demonstrations. 14 Develop Demonstration Documents, Agenda, and Coordination - Develop documents, including an agenda and sample guides for vendor demonstrations. Send these documents to vendor finalists for their preparation. Also, prepare Vendor Demonstration Evaluation Forms for use by all participating City staff during demonstration sessions. 15 Facilitate Vendor Demonstrations - Schedule demonstration dates and facilitate initial vendor demonstrations to address applicable requirements. City personnel should evaluate vendor demonstrations using Demonstration Evaluation Forms.
16 Post Demonstration/Visit/Reference Check Due Diligence and Follow-up - Conduct/facilitate additional finalist vendor(s) follow-up issues and due diligence. This may include additional demonstrations, Q&A facilitation, reference checking, and site visits. Also, prepare a form to be used by Project Team members to conduct finalist reference checks and/or calls and a Site-Visit Form for City personnel to use during the site visit(s). IT should also review the technical requirements in the selected vendor's proposal and prepare a memo outlining observations and recommendations.
17 Facilitate Final Vendor Selection—The Project Manager should meet with the City's Project Team and the Project Executive Steering Committee to discuss and finalize the vendor selection.

The Vendor Demonstration Evaluations, combined with additional due diligence analysis, should be used to facilitate finalist selection.

Phase 5 - Implementation Plan Review Contract Negotiations 18 Implementation Plan (SOW) Review - Review and finalize the Statement of Work, Implementation Schedule/Plan, Project Management Office, resource requirements, and timelines. 19 Contract Review and Negotiation Assistance - Review vendor contract documents and negotiate terms and special requirements, including legal representation. Consider using a Best and Final Offer (BAFO) approach when finalizing costs.

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Example RFP Feature/Function Specifications

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7. Applications Implementation Project Management Best
Practices
Background
Implementing a new system can be challenging,
particularly when a City’s staff has not gone
through the process for a long time, if at all. To
complicate things further, City staff have other
"day job" responsibilities, limiting time for
overseeing project tasks during implementation.

Many Cities are skeptical about whether any
project can succeed based on past experiences.

A poorly implemented system results in frustrated
end users, and the benefits once hoped for in a
new system are unrealized.

This does not have to be the case. It is possible to successfully implement a new system or reimplement an existing system with the proper planning and utilization of proven implementation best practices.

Successful projects have several common elements that contribute to their success:
• Clearly defined goals and objectives (Project Charter) • Adequate and inclusive resource allocations (Resource Management) • Adherence to implementation best practices and utilization of well-established Project Management methodologies (Comprehensive Project Management Plan) • Adequate budget to accomplish goals and objectives
• Clearly defined scope of deliverables (Scope Management Plan) • Defined and well-executed change management strategies to assist in end-user adoption and provide adequate training (Resource and Change Management Plan) • Executive Sponsor engagement (Top-level support and communications) All these elements are important to the overall success of a project and achieving the objectives and goals set forth when implementing a new system, especially major enterprise application systems.

When a project begins, a clear vision of the desired goals and objectives should be documented and communicated to stakeholders impacted. This phase is called Project Initiation and Planning and begins by establishing a Project Charter.

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Project Initiation Phase
The initiation phase of a project is an important step when formulating the business case and authorization to begin a project.

For any typical technology project, this process begins with developing a project charter and assessing the impacted groups (stakeholders). The project charter becomes the roadmap toward success, which begins during the selection process. A common mistake is assuming that project initiation begins when starting the project implementation. The process begins much sooner during the assessment/vendor selection period. It is during this time that a City identifies the specific functional requirements needed and what the overall objectives and goals are for the project.

The purpose of a project charter is to outline the goals/objectives of a project and to identify the budget, deliverables, timeline, and resources needed to meet the stated goals. Specifically, the project charter includes the identification of the following:
• Project definition and stakeholders impacted
• Identification of project sponsors, who in turn give project oversight authority to the project manager
• Preliminary scope and estimated timeline
• Business objectives and success measurement metrics
• Project budget
In addition, the project charter is
also the tool utilized to receive
executive sponsor buy-in and
authorization to proceed with
the project as outlined.

Once the City authorizes the
project and develops the initial
project charter, the City’s
designated project manager will
continue to work with staff to
develop the detailed
components of the project
management plan during the
project planning and initiation
phase.

Project Planning Phase
Knowledge Areas
The planning phase of a project
plays a critical role in its overall
success. During this phase, the
team lays out each plan
component to account for the
time, budget, and scope
constraints. Below is a brief
description of tasks for each
knowledge area.

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Scope Management Plan
A Scope Management Plan begins by collecting the requirements needed to meet the project's business objectives. Depending on the project type, this process usually begins with needs assessment activities, such as process reviews, workshops, interviews, surveys, and observations, to document the City’s operational business needs, impacts, and resources needed for the project.

It is important to identify and document the project scope as early in the process as possible.

Scope changes will likely impact other project dependencies, such as budget and timeline. In addition, the project scope will impact the choice of vendor solution.

If the vendor selection process includes a thorough assessment and the development of detailed feature/function requirements, the City will be much further ahead in this process during implementation. The goal then becomes communicating and clarifying the intent with the vendor and making the applicable configuration changes in the new system to meet these needs. This will reduce the need for frequent change orders and potentially costly budget increases.

Time (Schedule) and Resource Management Plans
A baseline schedule that considers the available resources and required activities is determined based on the identified project scope. These plans include the following activities:
• Define specific activities/actions needed to meet deliverables • Define the sequence of activities to be completed and identify interdependencies • Estimate activity resources (quantity, duration, schedule availability) • Develop a baseline project schedule
As mentioned earlier, resources chosen to participate in project activities are critical to the project's success. Many people assume that the IT Department should run a technology project.

IT staff support the individual departments and guide infrastructure and integration. Still, they are not necessarily experts on what each department does daily in their business operations and workflows. There are some exceptions, but it is not the standard in today's world of doing more with less. Including power users and subject-matter experts (SMEs) from all impacted functional areas on the project team is important. These individuals will play a critical role in identifying old and new business practices/workflows and, ultimately, the configuration of the new system to meet the needs of their respective departments. This should be a collaborative approach, and staff from all levels should be involved so that one person does not make all the system setup decisions.

Through a collaborative effort, configuration choices will be more deliberate to achieve productivity efficiencies, resulting in higher adoption of the new system by end users.

The experts in business operations are the power users within the individual departments.

These users need to be involved and take ownership of the new system. They need to be involved in the configuration choices of the new system, the testing and documentation of new processes, and the training/mentoring of end users.

It is critical to identify this team of power users, and module leads early on, what role they will play on the project, how much time they can allocate, and strategies for backfilling the gaps to cover normal business activities during their absence. Completing a roles and responsibilities matrix is the first step in determining the necessary resources to complete the project. This process goes hand-in-hand with determining the overall project schedule. If no one can spend time on the project completing tasks that are required, the project timeline will continually get pushed back and the project costs to complete it will increase. The overall project schedule should realistically reflect the resources available to complete tasks.

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Note: The amount of vendor involvement in the system configuration varies. Most vendors train the City to use the tools and complete the configuration. Therefore, it should not be assumed that the vendor will do this work for your City. Allocating resources and time to the project is necessary.

Risk Management Plan
A risk management plan aims to identify potential risks, assess the impact of the risk on the project, and determine potential mitigation strategies to address each identified risk. Risks should be identified early for enterprise system projects to avoid major delays and budget overruns. Some risks have more substantial impacts on a project and require aggressive actions. In contrast, others are low-impact risks that only require monitoring and awareness.

The goal of the risk management plan is to be proactive in dealing with potential issues on the project and adjusting accordingly to the overall project management plan.

Cost Management Plan (Budget)
The Cost Management plan builds on the initial scope and resource plans. There is a direct correlation between time, scope, and costs for every project, commonly called the Project Manager's Triple-Constraint Triangle. This theory maintains the presumption that an adjustment to one of these areas will have a positive/ negative effect on the other elements within the constraint triangle. For example, extending the project schedule directly impacts the project's cost.

Thoroughly analyzing requirements and project scope during the planning phase avoids significant budget overruns later in the project. It also allows for contingency planning as part of the project risk assessment.

Quality Assurance Plan
A Quality Assurance Plan containing detailed test plans is not just nice but an essential success factor for all project initiatives.

To meet the project's business objectives, a well-conceived quality assurance process needs to be identified and implemented as part of the overall project management plan.

Identifying a test plan takes place during the scoping of deliverables. When a City takes the time to identify and document key functional goals and their impact on business operations, this documentation can become the basis for testing these functional areas. The resources assigned to the project also play a critical role in carrying out these test plans and ensuring that the system is ready for end-user training. These resources must thoroughly understand business operations and new procedures that will change in the future. These project team members must be able to communicate these changes to the rest of the City with a high degree of understanding behind the decisions made.

Communication Plan
The Communications Plan deals with the "people side of change" and is integral to any project's success. An inclusive communications plan informs all participants and stakeholders about the project's status, deliverables, and activities. Methods of communication vary, depending upon the audience and stakeholders involved.

Based on the initial stakeholder assessment completed during the project initiation activities, a mutually agreeable communications plan is developed for each project. The plan will identify the means, frequency, and audience of the various types of communication channels desired for the type of project initiated (e.g., bi-monthly status calls, monthly executive sponsor high-level briefings (project dashboards), detailed action item lists, newsletters, and intranet postings).

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Execution Phase
The execution phase focuses on deploying and executing each of the previously discussed components of the project management plan.

These activities include day-to-day deployment activities such as installation, configuration, development of custom integrations, data conversions, and testing.

Other types of project activities during the execution phase include:
• Completing data conversion mapping and testing
• Completing customizations and configuration of the system • Developing process documentation and user guides
• Scoping, developing, installing, and testing standard and custom interfaces • Execution of the communications plan and monitoring of change management initiatives • Coaching, mentoring, and motivating team members to take positive action and accountability for their assigned work
• Addressing critical issues before, during, and after they may arise to determine contingency/mitigation strategies (risk mitigation)
Monitoring and Controlling Project Phase
While the execution phase of a project is critical to fulfilling the deliverables identified in the contract, failing to adequately system test and prepare for end-user training could nullify all the hard work and efforts during this period.

It cannot be stressed enough how important it is to have a documented test plan, change management plan, and training plan that all fall under this project phase.

Test Plan Guidelines/Recommendations
Successful projects have detailed, structured test plans, ensuring all processes, procedures, data conversions, and configuration work are complete before end-user training. The timing of this testing period is also critical because the system should be "Go Live" ready when proceeding to end-user training.

The last thing a City wants to happen is to expose end users to a poorly tested system during their training and spend most of their first interaction fixing errors. These end users will lose faith in the new system, not see its benefit, and become frustrated that they do not know how to do their job with it.

To avoid this situation, a test plan must be documented and implemented before end-user training with enough time to fix issues identified during its execution.

A successful test plan includes:
• End-to-end testing of every core module
 This testing should be scenario-based (how to initiate a report, route to a supervisor for approval, check for validation errors, and finally, lock the final report)  Staff conducting the testing should include all levels of the City, especially key staff performing the functions to receive their input.
 After testing each core application, the next step is testing the integration between systems and interfaces. This integration testing should include all project team staff, key subject-matter experts, and possibly other staff that will train end users.  During this testing phase, key process changes should be identified and documented.  In addition to core module and integration testing, all reports and other procedures should be reviewed and tested during this time.

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Change Management Plan
Throughout the project's execution phase, changes will most likely be identified to the scope, needed resources, project schedule, and potential costs. All these adjustment types should be managed and addressed through a formal, agreed-upon change control process overseen by the project manager.

The success metrics established during the planning phase will also be used to monitor the projects' health and progress. Project plan documents will be updated and maintained throughout the project's life cycle.

Training Plan
End-user Training takes place after successful testing. Cheat sheets and other procedural change documents should all be prepared and ready to be distributed during training. It is common to have limited vendor training ("Train the Trainer"), which would imply that the department will need to prepare for training the rest of the City’s staff on their own. The Resource Plan for the project will need to reflect this. It is important to select trainers who understand the system's setup, ideally are part of the configuration choices made during implementation, can speak well, and are respected by their peers (Power Users). There is enough time between completing the test plan and proceeding to end-user training so that instructors can prepare the curriculum and materials for this training.

Go Live
If the administering department executes the other phases of the project well, then cutover should be a non-event and go smoothly. Issues will always come up at go live, but they can be greatly minimized by following these best practices.

A cutover plan identifies the vendor and City resources supporting users during the cutover.

Training materials should be easily accessible on the City’s intranet, and power users should be scheduled to assist with any questions or issues that may come up.

Project Closure
The final phase is Project Closure. On any given project, there are always lessons to be learned and processes identified that could be improved to benefit future initiatives.

This final project phase is an opportunity to compile lessons learned, conduct a final project analysis against metrics established early on, and archive project documentation and supporting materials for future reference.

By following these project management implementation best practices, your City will be more likely to achieve the results desired and have a successful cutover in a reasonable implementation time frame. In addition, end users will be more successful in adopting significant business practice changes, ultimately improving productivity, transparency, and customer service.

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8. Enterprise Reporting Best Practices
Background
Enterprise software applications that support the critical business functions and operational processes of the City also store and retain the City’s critical information and data.

It is important to follow best practices when establishing strategies to meet the City’s reporting needs. Implementing these reporting strategies will require users to have access to the data and the tools to extract it into a meaningful format.

Reporting tools provide information in many formats, including, but not limited to:
• Traditional rows and columns (tabular)
• Pivot tables
• Graphic, e.g., line, bar, and pie, including dashboard presentation • Overlay
Ideal reporting systems can also provide the results in an actionable format, including, but not limited to:
• Using analysis tools to apply filters and factors to view and better understand the information • Using the data to determine options and apply decision criteria (what-if scenarios) • Sharing and combining data with information from other departments, systems, or even external data sources
To maximize the usefulness of a City’s software, the City must be able to extract the needed data from the system through reporting tools. Only then can the full value of an enterprise system be realized.

Findings and Observations
• Reporting is a core business function. During many workshop sessions, staff expressed the need to improve reporting and data sharing and learn how to produce their reports. • Many staff do not have the training or knowledge to generate standard, ad-hoc, or custom reports.

Recommendations
• The City should conduct a complete inventory of all reports, including shadow system reports, such as those compiled in MS Excel or Access, for each functional area.  We have included a sample of a report tracking sheet (below) containing the types of information that should be captured. Note: This is only an example. Headings and data fields can be added, changed, or deleted to best meet City needs. • Any new application systems under consideration should address current shadow systems or unmet reporting needs. By having the City’s reporting needs identified before implementation, configuration considerations can be accounted for to ensure the City captures future business processes and reporting needs in the new system. • The City should use all available reporting tool options. Potential options for meeting reporting needs are listed below and in order of preference and priority. These options often depend on the technology, database, database structure, and development tools the application vendor(s) applied when building their systems.

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 Dashboard(s) – Many enterprise application software vendors provide dashboards.

Dashboards provide a launching point for the platform. They can also display information that is of interest to the specific user's role. For example, the status of expenditures against budget or the number and types of work orders issued versus completed for a particular time are just a few examples of potential data to display. These results are often displayed graphically as context-sensitive content, so clicking on the graphic enables drilling down to the detailed information in the application. Users can pin frequently used reports on the Dashboard for quick access and execution.  Vendor Application Standard Reports – Most vendors provide prewritten reports with the software application. These are reports that the software vendors have determined are most needed or requested by the application user community. These standard reports usually have additional criteria to select, e.g., applying a date range or specifying a particular value type. Some vendors have written these reports using their reportwriting services, such as SSRS, which uses standard reports as a starting point for customization using the vendor's ad hoc reporting tools.  Ad Hoc Reports – Ad hoc reporting tools allow for the customization of reports without needing a technical skillset. Many report-writing tools are intuitive enough for non-IToriented department staff to create customized reports independently. Familiarity with the application and data contained in the system is a prerequisite to using any ad hoc reporting tool. However, any mid- to high-volume application user who is also computer proficient usually has the system knowledge to use an ad hoc reporting tool. As noted earlier, more sophisticated reports may require the assistance of IT staff. Ad hoc reports are a powerful tool for the user community, allowing them to meet their basic reporting needs independently. Typical ad hoc reporting tools that are available include:
▪ Application vendor proprietary tools
▪ Vendor-incorporated SQL Server Reporting Services (SSRS) ▪ Third-party reporting/BI tools (e.g., Crystal, Cognos, and Business Objects) ▪ Other non-SQL, server database-specific reporting tools, e.g., Oracle reporting tools  Financial Analysis and Financial Statement Report-Writing Tools – These reporting tools are a form of ad hoc reporting but include additional capabilities related to financial analysis and financial reporting needs of finance and accounting staff. A few common reporting tools for this need are listed below:
▪ A reporting tool developed by the software application vendor for use with their particular application
▪ Tools to produce financial reports, like ACFR builders and other tools to produce other GASB-related/required reports
▪ Third-party financial reporting tools offered to work with the more common financial/accounting systems in the local government market space  Application Vendor Business Analytics and Key Performance Indicators (KPIs) – Some application systems have tools for performance-based analytics and other performance measure-related reporting. These often accompany a dashboard with the characteristics described in the Dashboard option above. Many of these tools also provide more sophisticated capabilities for exporting pivot tables and other advanced capabilities in Excel. Some software vendors are beginning to offer these capabilities as an optional "bolt-on" to their application solutions.

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 User-Programmed/Coded Reporting – These are reports built using internal IT staff and could also include hard-coded reports that a vendor may custom-build for the customer. Exploring standard and ad hoc reporting options before turning to this option is recommended. Use coded reporting when the business need is so sophisticated or complex that a coding method is the only way to accomplish the desired outcome.

Examples of this type of report include:
▪ SQL queries.
▪ Other coded/programmed reports.
 Application Vendor-Written Custom Applications – Because of the vendors' detailed knowledge of their systems, they are often a good resource for hiring to write custom reports. It is often best to have several reports grouped, which will help keep costs more manageable as vendors will provide discounts for larger blocks of hours for these reporting services. It is also a good idea to request that the vendor build these reports using their report-writing tool, if possible, so responsibility for maintaining them can be assumed in the future, as needed, or used as a base to build variant (modified) reports. • Maintaining a report inventory provides a means for documenting the responsible party(s) and roles of those responsible for reports (user, IT, or vendor). This is in line with "Application Management Best Practices." Identifying those responsible for report creation and development and maintaining the inventory list is important. We recommend that department staff members become engaged in producing reports. This should not solely be an IT function. Department operational staff are most familiar with their business processes and data. We recommend that department staff receive report writing training and gain the ability to develop reports within their functional area.

Report
Name
Priority &
Reporting
Tool Used
Dept IT Vendor Report Options
• Identifying the responsible party is a necessary part of the report inventory process. Each core application will have staff identified who perform certain roles, e.g., system admin, code table maintenance, and report writer. The table below is an example of a roles and responsibilities matrix. Some cities use this, or something similar, to identify the roles and responsibilities of department staff when implementing and maintaining their applications.

Included among these roles is report writing for each functional area. These individuals responsible for generating reports should be identified for each functional area within the City.

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• After completing the existing report inventories and identifying City reporting roles and responsibilities as recommended above, an assessment and gap analysis should be conducted to include:
 A review of existing reports to determine how well they meet needs, as well as if any modifications are required to meet needs better or provide more value  A detailed list of necessary reports for all departments and divisions. These may include identifying any formatting requirements or Excel export needs and reporting tool options to be applied (per the definitions above). In addition, City-wide cross-application reporting needs should be identified, which may require additional processes to combine data from multiple sources using multiple reporting tools and options.  After identifying the department's reporting needs, conduct a workshop to prioritize these reports with the participation of all staffing levels within the City. This would include line and field staff, supervisors, management, and executive leadership to capture all reporting needs across the City.
 Define priorities using a High, Medium, and Low scale. Plan for High-priority reports in the first third of the implementation period. Complete Medium-priority reports in the middle third of the implementation period. Lastly, complete low-priority reports in the final third of the implementation period. Use cost-benefit and impact on operations as factors in these prioritizations.

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9. IT Project Planning and Implementation Best Practices Background
Following best practices for all significant implementation projects is recommended. The complexity and risk determine the actual level of needed due diligence. The following is an outline of IT Project Planning and Implementation Best Practices:
• Determine Scope of Work – Work with all stakeholders to determine what needs to be accomplished.
• Design – The design effort may become a separate
project for larger, more complex projects. For smaller
projects, integrate design into budgeting.
• Specifications – Include appropriate vendor-agnostic
specifications with procurement requests, reducing
ambiguity and creating better vendor comparisons.
• Collaborate—Include input from each stakeholder
group to document all requirements in specifications.

This allows all stakeholders to buy into the final
solution. The Technology Steering Committee should
review this as part of its roles and responsibilities.
• Develop Budget – Project budgets include hardware,
software, consulting, and subject-matter expert (SME)
costs. Estimate consulting costs by outlining the work
steps and the required hours.
• Gain Sign-Off—Once the budget is complete,
review the scope of work and costs with the
project sponsor and gain their approval before continuing, including consent from the Technology Steering Committee.
• Create Project Plan—Based on all stakeholders' needs, delivery dates, and necessary tasks, develop a project plan and estimated implementation date. • Outline Communication Plan – Outline the process for communicating implementation dates, improvements, and training to appropriate staff members. • Document Other Plans – Other plans may include training, testing, contingency, and backout. Develop these plans on an as-needed basis. • Configure, Implement, and Train – Utilize planning methodologies and technical expertise, configure the necessary system components, and implement the solution with the least possible impact on staff and productivity. The Technology Steering Committee should receive status reports on the progress of the implementation, including whether the project is on time and within budget, user needs are being met, and vendors are following through with their contractual obligations.
• Post-Implementation Review – Complete a post-implementation review with successes, lessons learned, and any unresolved issues requiring vendor assistance. Report the results of the Technology Steering Committee’s review.
• Post-Implementation Support – All implementations that affect multiple users require onsite, post-implementation support to eliminate remote response times. • Documentation – Develop any necessary procedures and update documentation as part of the project.

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Recommendations
• Develop a project portfolio methodology for all IT and software-related projects. • Follow planning and implementation best practices.
• Provide project management training for IT staff involved in major systems upgrades. • Review all major active and upcoming projects during Technology Steering Committee meetings.
• Obtain services of third-party project managers and/or subject-matter experts to supplement internal resources as appropriate and/or cost-beneficial.

Benefits
• Prioritization of projects
• Reduced periods between transitions
• Increased information-sharing capabilities
• Enhanced communication and consensus
• Increased anticipation and management of technology upgrades • Improved analysis and planning
• Increased departmental collaboration
• Measurement and tracking of results and outcomes
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10. Cloud Computing
Background
Cloud computing can be described as IT services or equipment that are available through the Internet. This can range from having a server hosted by a third party, accessing information from a portable device, processing requests from the field, subscribing to an Internet-based software solution (often referred to as "software as a service" or SaaS), and more. The benefits of cloud computing allow individuals to collaborate using an Internet-based central toolset with the ability to access information regardless of location.

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

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

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

Findings and Observations
• The organization uses primarily on-site software and servers.  The City is implementing off-site backups and off-site disaster recovery planning.  The City uses cloud-based Office 365 for electronic mail. • The use of cloud-based systems can increase IT operational costs while decreasing capital project costs.

Recommendations
• The City should continue to consider cloud computing options for future projects. • Most vendors are moving to cloud-based subscription services exclusively.  Cloud systems require IT administration in ways that are similar to on-premise systems. • Software as a Service application can reduce ongoing support requirements for upgrades and system maintenance.

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11. COBIT (Control Objectives for Information and Related Technologies)
Background
Control Objectives for Information and Related Technology, also known as COBIT, helps to ensure alignment of IT with the environment through the adoption of incentives, metrics, and oversight. IT governance is the responsibility of the City Manager’s Office and IT leadership. It consists of the leadership and organizational structures and processes that ensure the enterprise's IT sustains and extends the organization's strategies and objectives. For IT to be successful in delivering services, management should put an internal control system or framework in place. The COBIT control framework contributes to these needs by:
• Linking to the organization's requirements
• Organizing IT activities into a generally accepted process model • Identifying the major IT resources to be leveraged
• Defining the management control objectives to be considered The orientation of COBIT consists of linking organizational goals to IT goals, providing metrics and maturity models to measure their achievement, and identifying the associated responsibilities of organization and IT process owners. The benefits of implementing COBIT as a governance framework over IT include:
• Better alignment based on an organizational focus
• A view of what IT does that is understandable by management • Clear ownership and responsibilities based on process orientation • General acceptability with third parties and regulators • Shared understanding among all stakeholders based on a common language Packet Page 314
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COBIT is an IT governance framework and supporting toolset that allows managers to bridge the gap between control requirements, technical issues, and business risks. COBIT enables clear policy development and best practices for IT control throughout organizations. COBIT emphasizes regulatory compliance, helps organizations to increase the value attained from IT, enables alignment, and simplifies implementation1. ClientFirst utilizes the concepts from COBIT throughout its IT Planning process.

Benefits
• Reduced unplanned work
• Increased number of successful changes
• Improved operations management
• Secure sharing of infrastructure and asset information • Increased anticipation and management of technology upgrades • Reduced total cost of ownership
1 www.isaca.org – COBIT, 2009
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12. IT Project and Services Portfolio
Background
An IT Support Services Portfolio is a complete list of IT projects and services provided to City staff and the public. The support services portfolio outlines IT responsibilities for each service and any service-level agreement for those services (e.g., 24/7 support required, disaster recovery priorities, user-access permissions, report writing for certain software modules, server uptime requirements, etc.) Application support is only one aspect of the complete portfolio.

Other IT services include projects, Service Desk, data network, telephone systems, cybersecurity, etc.

Recommendations
• Create an IT Projects and Services portfolio to effectively communicate and set expectations for all users regarding what support services IT provides and communicate service-level standards.
• Maintain a five-year project portfolio and budget.
 Create a separate "small projects" portfolio for non-TMP projects requiring less than forty (40) or eighty (80) hours of IT work.
• IT Steering Committee (see Governance initiative) should track and review the portfolio and receive regular updates from IT staff and departments on the status of projects.

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13. ITIL (Information Technology Infrastructure Library) Background
This lifecycle approach to IT organization results in strategies that align service management with business strategy, structure IT services to meet the real business environment, and build a support model for the day-to-day procedures needed to support business objectives. Through an understanding of the Information Technology Infrastructure Library (ITIL) and how it relates to IT operational environments, ClientFirst can identify the strategy and resources needed to accomplish the business objectives based on the current structure of the IT Department.

ITIL provides a common framework understood by suppliers, clients, vendors, and businesses through a set of global standards. ClientFirst utilizes these concepts for service delivery throughout its IT planning process to provide a sound approach to support IT initiatives2. ITIL is a framework intended to assist organizations with the alignment of IT operations with business objectives through an IT service strategy of continuous realignment. ITIL is considered a bestpractice approach to IT service delivery that can be molded to fit all organizational structures.

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

The Manassas Park IT manager maintains the ITIL foundational certification, which meets our recommendation.

Recommendations
Additional ITIL training would benefit senior technology staff. 2 www.itil-officialsite.com – ITIL, 2009
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Benefits
• Reduced unplanned work
• Increased number of successful changes
• Improved operations management
• Secure sharing of infrastructure and asset information • Increased anticipation and management of technology upgrades • Reduced recovery times
• Reduced total cost of ownership
• Improved alignment of technology with business requirements and needs Packet Page 318
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14. Sustainability Planning
Background
Sustainability planning is the process of mapping the acquisition, maintenance, upgrade, improvements, training, and eventual replacement of major application systems over a longterm period (e.g., ten years). Sustainability planning helps in four significant ways:
• Identifies all technology costs and provides a basis for considering cost recovery mechanisms
• Reduces the significant periodic spikes in capital expenditures for large software solutions • Schedules upgrades and replacements of departmental business application systems in a convenient and timely manner
• Provides for ongoing user training
Sustainability planning includes computer replacement planning to create a holistic view of necessary technology expenditures over the long run. Sustainability planning can be used to develop a minimum annual set-aside.

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

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

Return-on-Investment (ROI) Considerations
A study conducted by Express Metrix for quantifying ROI as it relates to IT and software asset management describes the following ROI benefits of replacement planning within an organization:3
• Reduced cost of ownership related to IT assets by determining licenses for which an organization is overspending and reducing Service Desk costs • Managed technology change by developing software procurement models that map current and future needs with technology migration and upgrade planning • Minimized security risks by preventing unauthorized use, enforcing desktop standards, and identifying PCs with unlicensed applications
In a study conducted by the Aberdeen Group, the following are the cost savings that occurred after incorporating a sustainability plan:4
• System automations reduced paper costs by up to 11%.
• Efficiencies reduced facility costs by up to 10%.
• Waste and disposal costs were reduced by up to 8%.
• Transportation and logistics costs were reduced by up to 5%. 3 Express Metrix.
4 Aberdeen Group, 2009., 2009.

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Findings and Observations
• The City has increased technology spending over the last few years. The increase can be attributed to:
 IT upgrades to improve application availability
 Projects to reduce risk
 Increased cybersecurity risk and associated cybersecurity tools. • Most key application systems are currently located on-premises.  Cloud-based applications are becoming more and more prevalent. • The vendor for the ERP system has announced that the product will be phased out and will no longer be maintained at some future date.
• Based on survey and assessment interview results, the City has a strong desire to utilize technology better to improve efficiency, increase resident services, and enhance public safety operations.

Recommendations
• Develop a sustainability plan for major IT and department software applications.  IT would benefit from an Internal Service Fund (ISF) or similar cost recovery mechanism for enterprise applications, IT infrastructure, and departmental systems costs.  Consider subscription-based software for other software, including Adobe, AutoCAD, etc.
 Larger core applications (e.g., Financials, Land Management, Work Order Management, Recreation, etc.) benefit most from sustainability planning. ▪ These systems should be replaced every 10-15 years if procured and managed properly.
▪ Sustainability planning can identify costs associated with periodic application upgrades and associated training.
• Investigate and track annual maintenance, support, and upgrade costs for all major systems to determine if the cost structure is sustainable. If the cost structure is not sustainable, consider alternatives and priorities over the next five-year period.

Benefits
• Increased long-term investment through scalability
• Reduced maintenance expenses
• Increased trust in systems
• Reduced risk and liability
• Reduced total cost of ownership
• Avoidance of unforeseen upgrades
• Informed purchase timing
• Software lifecycle evaluation
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15. Training Room
Background
Implementing any new/upgraded software application requires significant collaboration and testing efforts on the part of the project team members and end users. As part of the overall best practice approach to this effort, a dedicated, fully configured, and accessible training room facility is recommended. Having a dedicated training room during the implementation period provides several benefits.

These include:
• A neutral place, outside of the normal workplace without distractions, to focus on project tasks
• A fully configured testing environment for project team members to access at any time • A place where focus groups can gather to obtain further system knowledge • A reduction of ongoing IT resources needed to tear down and reinstall equipment for each project activity required
• Encouraged collaboration and teamwork by providing the facilities needed to test, train, and share project progress throughout the organization
Findings and Observations
• The City will benefit from a full-time training room with dedicated PCs to complete the projects outlined in this plan.
 An optimally configured training room would include six to eight PCs.

Recommendations
• We recommend the establishment and continued maintenance of a training room for:
 Testing new applications that are being implemented
 Implementing and testing updates to existing applications, as well as supporting application management best practices
 Lab activities, including testing implementation of new application features or reconfiguration of existing application setup
 Lab activities for resolution environment in instances where staff members are experiencing extensive computer difficulties
 Use by staff (users) to improve upon existing application skill sets and competencies  Maintaining an existing and new applications inventory and training room PC images can be a challenge
▪ Consider using applications push or the IS imaging solution to push applications to training PCs easily. Time spent automating maintenance of training room PCs will pay large benefits in reduced maintenance in the long run. • Identify approximately 500 square feet of space for use as a training room • Eight to twelve computers or workstations should be maintained in a room that provides adequate individual space for each workstation
• A permanent training room will be needed if the organization implements ongoing user training, refresher training, and other training needs
• Due to the expected volume of upcoming applications training, two or three training rooms may be needed at various times
Consider refreshing training rooms as a part of executing the Computer Equipment Replacement Planning initiative
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Departmental Applications and
Systems
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The Departmental Applications and Systems
category includes technology initiatives that are
primarily department business applications-related
and were identified during the assessment
process. Many of these initiatives and
recommendations can significantly impact overall
productivity, enhanced communications and
information sharing, improved constituent service,
improved transparency, and, in some cases, cost
savings.

Departmental Applications and Systems

16. Enterprise Resource Planning (ERP) Improvements

17. Budget Software Improvements

18. Expense Reimbursement Software

19. Time and Attendance System Improvements

20. Human Resources System Improvements

21. Trakstar

22. Risk Management Software

23. Scholarship Management Software

24. Electronic Content Management System (ECMS) Improvement

25. Agenda Management Improvements

26. Public Safety Scheduling Software

27. Law Enforcement Training and Standards (LETS) Software

28. Electronic Ticketing and Citation System

29. Land Management System Improvements

30. Enterprise Asset Management (EAM) Replacement

31. Recreation System Improvements

32. Pool Management and Recreational Staff Scheduling

33. Volunteer Management System

34. Microsoft Office 365 and Teams

35. Digital Signatures

36. Dashboard Preparation and Automation

37. Intranet
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16. Enterprise Resource Planning (ERP) Improvements
Background
Enterprise resource planning (ERP) is an organization-wide software solution that allows integration among various departments and their respective functions. The result is a centralized communication, data storage, and operations management system. Replacement or improvements to ERP solutions bring about processes from which multiple departments can benefit. Common organization-related ERP application modules include Accounting, Financial Reporting, Payroll, and Human Resources.

NOTE: See “Benefits of Modern ERP Software” below for more detailed functionality commonly found in leading ERP solutions.

Findings and Observations
• The City staff has been using the following Tyler New World modules as its ERP system since 2020:
 Financial Management
 Human Resources
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 Payroll
 eSuite
 Executime
• New World is used by many mid-sized local government agencies throughout the country. • Key functionality was never implemented as needed.
• Tyler recently announced that the New World product will discontinue support in the near future.
• Tyler has typically offered to replace those products with the equivalent Enterprise ERP (Munis) products; however, the City will be responsible for the cost of implementing those solutions.
• The City is not utilizing New World’s capabilities to its fullest potential. • Many departments expressed frustration with the current ERP system, including:
 continued manual processes
 lack of access
 lack of functionality
 lack of training on the system.

Staff Feedback
City Manager's Office
• Need bid opening software for CIP projects to enable online submission Finance
• Staff log into the Bank and download each user statement to Excel. Statements are then emailed to users. Accounts are coded, backup docs are attached, and they are sent back to Finance. Information is then imported into New World.
• The City uses US Bank for CalCards
• PAFs need to be online
• Can't replicate needed templates in NW HR module
• Reporting is not very good
• Executime: Police scheduling is not working well
• Using FoxIt for these rather than New World
• NW didn't have the flexibility to forward workflow
• HR couldn't apply the workflow that it wanted
Community Development
• Community Development is only using New World for invoice and work order workflow Building Inspection
• Staff don't have access to needed information inside New World Facilities Maintenance
• Need a better understanding of the reports available to the departments Recreation & Community Services
• Personnel Action Requests are manually processed
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Engineering
• Expense reimbursements are processed manually
• Personnel Action Requests are handled manually
• Employee performance evaluations are a manual process using PDF files • Need the ability for Project Managers to, at any time, create a report on the status of the current budget for any active CIP Project or account – including a detailed breakdown of encumbrances to date and actual expenses to date. Similar to how you can, at any time, see the current balance of your checking account and a detailed list of all previous transactions.

Recommendations
• The City will eventually need to replace the existing ERP solution, as it has been sunsetted by the vendor.
• In the short term, explore New World’s capabilities for CalCard processing. • Consider developing a system improvement plan and project statement of work (SOW) that captures all of the City’s requirements before going to market.  We recommend the City conduct the following “Business Process Reviews Best Practices” to identify and inventory all functional gaps and system needs. ▪ Conduct a needs assessment and process review for each area. • Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.
▪ This process should also include:
• Inventorying all reporting requirements
• Identifying all integration/interface requirements with other applications ▪ Identify any requirements that the vendor is not capable of providing that can then be dealt with by other means, such as more efficient workarounds, third-party applications, modifications, and changes in organizational processes and procedures,
• Develop a system improvement plan to close these gaps, including vendor-developed enduser training plans. • Follow the “Applications Implementation Project Management Best Practices” guidelines to increase the probability of implementation success.
• Alternatively, the City could assess the ERP solution's short—and long-term needs as part of the ERP replacement project.
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• The best practices approach to implementing new or upgraded enterprise systems should involve end users from multiple departments in the setup and configuration of the system, enabling all necessary business processes to be identified and implemented. • Given the complexity of implementing a new enterprise system, the City should consider using a third-party subject-matter expert with extensive experience with ERP Systems procurement and implementation in the local government market. Following best practices will reduce risk and ensure a successful outcome.

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Benefits of Modern ERP Software
An Enterprise Resource Planning (ERP) System automates and integrates many core organization-wide functions into a single technology platform while automating manual processes and providing a central location of information and reporting. Each suite is composed of individual modules that process specific business functions. Suites can include:
• Finance and Accounting
• People Management
Each suite and its modules enable an enterprise-wide integrated communication, storage, and operations system. Configuring and implementing a system using industry best practices is a critical foundational component to digitally transforming an organization and can achieve significant operating efficiencies and return on investment (ROI).

An enterprise system allows collaboration and information sharing between divisions, departments, and citizens to provide transparent, efficient government operations. The benefits of a well-researched, well-implemented enterprise system rooted in the assessment and streamlining of City processes are numerous and include:
• Ability to analyze and streamline inter-departmental and department processes • Built-in integrations between Land, Work, Financial, and People Management application suites
• Effective mobile solutions
• Newer information technology platforms (processing, capacity advantages) • Real-time notifications/queues
• Task tracking
• Real-time access to information
• Elimination of duplicate data entry
• Improved data integrity and capacity for data-driven decision-making • Centralized location and customer account maintenance • Reliable information
• Workflow capabilities
• Centralized cash receipt capabilities
• Efficient revenue collection
• Reduced operating costs
• Improved department and inter-departmental communication • Foundation for continuous future improvement
• Potential reduction in annual maintenance and support fees • An improved online experience for citizens, providing them with a valuable and convenient experience
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Financial Management
A financial management suite is a collection of software in an enterprise system that encompasses the financial and accounting tasks and processes performed to ensure all organization-wide activity is properly accounted for and accurately reported to local, state, and federal agencies. Benefits of a financial management suite include:
• Centralized accounting data
• Quick generation of financial reports
• More efficient budgeting processes
• Real-time access to available budgets and funding
• Better spending controls for departments and projects • Management of grants and funding sources
• Real-time inquiries into capital improvement project
progress
People Management
A people management suite is a collection of software that manages the organization’s workforce and provides automation of tasks for human resources, payroll, timekeeping, and applicant tracking functions. Employee self-service (see below) is also available to allow employees flexibility in retrieving information conveniently. Benefits of a people management suite include:
• Paperless personnel forms
• One-time data entry
• Tracking of employee files
• Incorporation of employee self-service (ESS)
• Integration between timekeeping, payroll, human resources, and financial management • Quick, reliable reporting to federal and state agencies • Improved employee satisfaction
• Automated time entry approvals and payroll calculations • Minimal steps between processing payroll and issuing direct deposits and checks Employee Self-Service
Employee self-service (ESS) allows employees to provide, change, and retrieve their personal information through an online employee portal, reducing the manual interaction required with the Human Resources Department. ESS offers an online option for employees to access and manage the following information for themselves:
• Address changes
• Tax allowance changes
• Open enrollment benefits
• Dependent changes
• Leave/vacation accrual balances
• Electronic paystub copies
• Year-end W-2s
• Populating and retrieving timesheets
• Time off requests
• Many other forms and applications
• Reporting
The number one pain point City staff confront is the challenge of quickly and accurately locating information for reporting. The use of disjointed applications that reside in siloed information systems or individual desktop computers exacerbates this problem. In such an environment, staff spend extensive time searching and consolidating information for reporting. Enterprise systems allow for the rapid retrieval of information from a single source. They have numerous standard reports that are easily accessible and shared. Users can also create their reports. The time efficiencies allow staff to devote time to developing business analytics that allow the City to Packet Page 327
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make data-informed and evidence-centered decisions. The benefits of improved reporting include:
• Aggregated data across divisions, departments, and the organization as a whole • Improved data accuracy and reduced human error
• Intuitive report creation capabilities
• Board-ready reports
• Sharing of created reports
• Elimination of labor-intensive report creation
• Business Analytics
• Improved data-driven decision-making
Individual User Dashboards
A user dashboard is an information management tool that visually tracks, analyzes, and displays key performance indicators (KPI), metrics, and data points to monitor a business area, department, or specific process. They are customizable to meet the specific needs of a user, department, or organization. Invisible to end-users and running in the background, a dashboard connects files, attachments, services, and APIs. The information can be presented as tables, line charts, bar charts, and gauges. It is the most efficient and accurate way to track, present, and summarize multiple data sources. Agencies can monitor and analyze information that is of tangible value. Benefits of dashboards include:
• Quick links for immediate notifications and access to required tasks and approvals
• Easy modification of dashboards for each user’s preference • Automated generation of dashboard information
• Transformation of data into visual information
• Easy-to-understand graphics
• Real-time analysis
• Drill-down access to activity detail
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17. Budget Software Improvements
Background
Financial planning and budgeting software enable the
automation of many budgeting processes. It allows for the checking of transactions against budgets, managing the
multi-month budget creation process online, running
statistical data, linking dollars to results in real time, and managing both existing and projected general, payroll, and capital improvement budgets. Modern budgeting software
allows for decentralized budget entry, efficient management of the schedule within the budget cycle, and automated
workflow from creating to the approval lifecycle. Some
systems can create a budget book or document.

Modern systems are commonly a part of a larger enterprise financial system. However, there are stand-alone systems that can integrate with core enterprise financial systems.

They both share some of these functionalities:
• Build reports and templates from the prior year or average of years • Create an unlimited number of budget projections for up to ten years in advance • Work in summary or detail views
• Define approval processes
• Use position and budget control to forecast salary and benefit costs and simulate changes to positions with what-if scenarios
• View dollars available after considering salary and benefit commitments through payroll encumbrances
• Budget amendments/transfers
• Decentralized budget request entry
• Automated workflow and approval
• User-defined budget scenario analysis
• Dashboarding for analysis and tracking
• Robust reporting
Some sample stand-alone vendors in the marketplace may include:
• Questica
• ClearGov
• Workiva
• Spendesk
• Anaplan
• OpenGov
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Finding and Observations
• All budget book works are currently done on paper or in Excel. • The City is currently implementing ClearGov for budget book creation. The City is still exploring how/if ClearGov can integrate with New World.  If possible, the City wants to use ClearGov exclusively for the budget creation process.

Recommendations
• Follow the guidelines in the “Software Needs Assessment Best Practices” initiative to fully understand the City’s needs as it begins implementation of ClearGov.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies. This process should also include:
▪ Inventorying all reporting requirements Identifying all integration/interface requirements with New World and other applicable systems. ▪ Identifying any data conversion needs
 Follow the guidelines in the “IT Project Planning and Implementation Project Management Best Practices” initiative to increase the probability of successful implementation.
• Perform a post-implementation assessment to determine the remaining gaps.

Benefits
• Efficient maintenance of the budget
• Time savings due to automating account updates
• Fewer errors
• Improved transparency
• Efficient reporting
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18. Expense Reimbursement Software
Background
Employee expense management is a process for employees to request reimbursement for non-payroll-related expenses.

Current generation ERP systems and commercial off-the-shelf (COTS) products simplify that process by automating the reimbursement lifecycle. Submitting for reconciliation and payment can be done without paper, reducing manual errors and freeing the user from the hassle of storing paper receipts.

Employees can upload trip details using their mobile device cameras, with mobile apps, or by attaching a copy of an image.

Agencies can define limits and spending policies. Users can easily generate reports and analyze them within the software.

A typical Expense Management system or module can perform the following processes:
• Allow for employee-initiated expenditure reimbursement submittal for all non-payroll-related expenses
• Route travel planning and pre-trip approval
• Capture and attachment of documents
• Issue reimbursement or payment
Findings and Observations
• Travel and expense reimbursements are managed using an Excel form and attaching supporting documentation to an email.
 These paper travel packets are then scanned into New World's Accounts Payable workflow for payment to the employee.
 Travel advances use the same process.

Recommendations
• Many modern ERP systems include this type of functionality. Should the City decide to purchase new ERP software, we recommend including business requirements for this functionality in the overall feature/functions.
• Alternatively, there are third-party expense management software solutions that may be able to integrate into the ERP solution.
• Follow the guidelines in the “Software Needs Assessment Best Practices” initiative to determine detailed feature/function requirements for an Expense Reimbursement system.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications, such as accounts payable
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

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19. Time and Attendance System Improvements
Background
The tracking, recording, and storing of employee time and attendance information is a significant undertaking. A manual system with repeated entry and review steps often leads to inaccurate reporting, payroll discrepancies, and lost data. Automated time management systems can provide:
• Single-occurrence data entry, with integration to time clock equipment, as needed • Standardized employment rules and implementation
• Centralized database for electronic review of records • Consistent enforcement of vacation and sick policies, FLSA requirements, and union rules • Web- and server-based options
• Integration with other functions, such as accounting and/or payroll • Automated calculations and accruals based on user parameters • Such systems:
 Reduce duplicate efforts, thereby saving valuable time and resources  Decrease inaccuracies and human error
 Improve management of vacations, sick leave, and other absences Findings and Observations
• The City is using Tyler ExecuTime for this function citywide, except for some part-time and temporary employees.
• Some staff would like time clocks.

Recommendations
• It is recommended that the City conduct a comprehensive post-implementation review to determine any remaining gaps and determine a plan to mitigate them.

Return-on-Investment (ROI) Consideration
• In a software selection study conducted by Nucleus Research, an organization that transitioned to an automated time-entry system saw a return on investment within six months and an overall return of 225% of its initial investment.

Benefits
• Consistent and standardized organization-wide timesheet system • Reduced manual processes
• Increased processing volume
• Reduced data entry errors
• Reduced payroll processing time (from improved processes, policies, and practices) • Single automated interface to ERP system
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20. Human Resources System Improvements
Background
A human resources information system (HRIS) contains numerous Human Resources-related functions within a single solution while also providing accurate and secure access to employee information. An HRIS typically includes, but is not necessarily limited to, the following capabilities:
• Employee Internal/External Training
• Professional Development
• Certifications and Licenses
• ACA Management and Reporting
• EEO Reporting
• OSHA Reporting
• HIPAA Reporting
• Insurance and COBRA Reporting
• Emergency Medical Information
• Workers' Compensation
• FMLA Benefit Payments
• Benefits Administration
• Seniority Tracking
• Retiree Tracking
• Terminations
• Employee Grievance Tracking
• Position Control
• Applicant Tracking
• Organizational Chart Generation
• Wage/Promotion/Disciplinary History
• Performance Evaluations
• Leave Requests
• Compensation Reporting
• “What If” Scenarios
• Labor Negotiation Tools
• Merit/Step Increases
• Tuition Reimbursement
• Travel Management
• Employee Surveys
• Beneficiary Information
HRIS solutions also integrate with payroll processing and employee self-service (ESS) portals, enabling employees to retrieve their information in real time, 24/7.

Findings and Observations
• The City is using Tyler Technologies' New World HR
module for human resources management. The HR
system went live in 2021.
• Staff report that it was not fully implemented, and key functionality processes are handled outside of the
system in Excel or third-party software.
• Tyler recently announced that the New World product
will discontinue support in the future.
• There are many manual processes and third-party
software solutions related to human resources in use.

Staff Feedback
Human Resources
• Bilingual pay requests are manually tracked and processed • Full and Part-Time employees are tracked manually in Excel • Benefits and open enrollment are tracked manually
• PAR tracking is currently done through hard copies in the employee's personnel file rather than electronically in New World.
• Leave reports are manual. New World does not provide all the employees' leave balances in one report. Staff must do multiple reports and combine the data.

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• Temporary employee hours reports are manual. The reports are created and sent to each department.
• Staff would like to get Personnel Action Requests out of Foxit. • Staff want tools for benefits administration, reporting and analytics for recruitment and retention, new hire orientation forms, and applicant tracking. • Departments weren't trained on the New World HR Module. • Not all historical employee data is in the system.
• No training has been provided for the new HR staff since implementation • Using Monday.com for position control
• New World went live in 2021
• Staff would like to use cost projections in New World. • Recruitment Workplan—This should be part of the recruitment solutions. CalOps is currently used but doesn’t have this functionality. It is run by another county and is very limited. • Use a spreadsheet to enter all employees (FT and Temporary). Want to be able to pull a report from NW.
• Benefits Tracking - Open enrollment in October. Would like to automate notifications to employees about deadlines.
• CalPERS does medical benefit management.
• USI handles all other benefits. There is an employer portal for managing the plans. Betty also handles all employee changes.
• Tried to use Tyler for Open Enrollment, but it was rushed, so opted not to use Tyler. • Open enrollment is managed through an Excel spreadsheet and a PDF form • REC - Explore Tyler's Open Enrollment functionality. Need to start earlier in the year to accomplish the implementation
• ACA is not being tracked. A third party does the tracking Recommendations
• The City should perform a gap analysis of the Tyler New World HR functionality and determine what manual processes and third-party solutions can be eliminated. • Work with the vendor to develop a System Improvement Plan and project statement of work (SOW) that captures all of the City’s requirements. This plan would ultimately result in obtaining a quote or contract amendment with Tyler Technologies to implement the solution according to the City's needs.
 It is recommended that the City follow the “Business Process Reviews Best Practices” initiative to identify and inventory all functional gaps and system needs. ▪ Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.
▪ This process should also include:
• Inventorying all reporting requirements
• Identifying all integration/interface requirements
• Identifying any data conversion needs
▪ Identify any requirements that the vendor cannot provide that can then be dealt with by other means, such as more efficient workarounds, third-party applications, modifications, and changes in organizational processes and procedures.  Develop a System Improvement Plan to close these gaps, including vendor-developed end-user training plans.

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 Follow the guidelines in the “Applications Implementation Project Management Best Practices” initiative to increase the probability of implementation success. • Alternatively, the City could assess the HR solution's short—and long-term needs as part of the ERP replacement project.

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21. Trakstar
Background
Trakstar is a talent development platform that offers a suite of software components to help organizations manage employee performance, learning, engagement, and analytics. The Trakstar platform is designed to help HR professionals automate manual processes, improve employee productivity, and make smarter decisions about their workforce.

The main components of the Trakstar software platform include:
• Performance Management: This module helps organizations implement a consistent and fair performance review process. It includes features such as goal setting, continuous feedback, 360-degree reviews, and succession planning.
• Learning Management: The learning management module helps organizations create and deliver engaging training programs for employees. It includes features such as course creation, auto-enrollment, quizzes and assessments, and reporting and compliance. • Applicant Tracking: This module helps organizations streamline the hiring process. It includes features such as job postings, collaborative hiring, and reporting tools. • Workforce Analytics: The analytics module helps organizations use critical workforce data to make better business decisions. It includes features such as performance reports, metrics, and benchmarking.

In addition to these core components, Trakstar also offers integrations with other HR systems, such as payroll and ERP systems, making it easy for organizations to centralize their employee data and get a complete view of their workforce.

Findings and Observations
• The City has acquired TrakStar for its performance evaluations and learning management system.
• The City does not have a Learning Management System (LMS). Training Videos and classes are stored on a shared Google Drive.
• The City has used Vector Solutions for performance evaluations. Spreadsheets are used to track the last evaluation date, ratings, supervisor, and chain of command. • TrakStar is being explored for the following manual processes as well:
 Separated employee processing
 Recruitment work plans
 Orientation paperwork
 Orientation prep work
 TB test result tracking
 Fingerprint tracking for under 18 years old
• The City does not have a Learning Management System (LMS).  Training Videos and classes are stored on a shared Google Drive.  TrakStar is being implemented as an LMS.
 Vector Solutions is also used for HR Training purposes.  The City has many repetitive trainings and other training-specific needs that are handled through manual processes.

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Recommendations
• A system like this is typically built out and improved over several fiscal years. We recommend budgeting for multiple fiscal years for its construction. • We recommend following guidelines in the “Business Process Reviews Best Practices” and the “Software Needs Assessment Best Practices” to identify and inventory all functional gaps and system needs across all departments.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identifying all integration/interface requirements with other applications • Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

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22. Risk Management Software
Background
Risk management software enables agencies to monitor and report on risk-based activities and cases. The insights gained from risk management software can lower agencies' Total Cost of Risk by allowing for informed decision-making. Modern Risk Management software can perform the following activities:
• Incident management
• Claims management
• Exposure and asset management
• Insurance renewal data automation
• Risk engineering and property loss control
• Cost allocation and calculation
• Safety management
Finding and Observations
• The City does not have a Risk Management solution.
• Both the City Manager’s Office and Human Resources manage this process. • Tyler New World does not have a Risk module.

Recommendations
• The City should consider implementing a new Risk Management system. • It is recommended that the City conduct comprehensive business process reviews to determine detailed feature/function requirements for a new system.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications ▪ Identifying any data conversion needs
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.
• Alternatively, the City could assess short- and long-term needs for a risk management solution as part of the ERP replacement project.

Benefits
• Increased compliance
• Increased risk mitigation
• Reduced exposure
• Time savings
• Cost savings
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23. Scholarship Management Software
Background
Scholarship management software is a type of software that helps organizations manage the entire scholarship lifecycle, from application to award disbursement and post-award tracking.

This software can help organizations streamline the application process, automate tasks, and make better decisions about their scholarship programs.

Scholarship management software typically includes the following features:
• Online application processing: Scholarship management software allows students to apply for scholarships online, which can help organizations save time and paper. • Application review and selection: Scholarship management software can help organizations automate the application review and selection process, which can help ensure that scholarships are awarded fairly and efficiently.
• Award disbursement: Scholarship management software can help organizations disburse scholarship awards to students electronically, which can help reduce errors and delays. • Post-award tracking: Scholarship management software can help organizations track the progress of scholarship recipients and ensure that they are meeting the requirements of their awards.

Scholarship management software can be used by a variety of organizations, including educational institutions, foundations, and corporations. It can be particularly beneficial for organizations that award a large number of scholarships each year or that have complex scholarship programs.

Vendors in the marketplace include:
• AwardSpring
• Good Grants
• OpenWater
• SmarterSelect
• Submittable
• WizeHive
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Findings and Observations
• The City uses Excel and paper to manage its scholarship award activities. • Approximately 150-200 scholarships are awarded per year, amounting to over $30,000. • The City has explored WizeHive software.

Recommendations
• We recommend that the City acquire Scholarship Management Software. • Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements for a new system.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identifying all integration/interface requirements with other applications • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

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24. Electronic Content Management System (ECMS)
Improvement
Background
An Electronic content management system (ECMS), sometimes called an electronic document management system (EDMS), is a software system for organizing and storing different kinds of electronic documents. In addition to document scanning, storage, and records retention management, modern systems have
additional functionality, including:
• Integrated document and process workflow management,
including internal request management, routing, and
distribution.
• Forms management (web and internal)
• Document sharing and versioning
• Project and process collaboration
• Extensive search and retrieval capabilities
• Sophisticated security functionality
• Web publication or posting for all above items, if desired • GIS integration and integration with electronic signatures Findings and Observations
• The City uses Laserfiche for document storage and
management.
 A migration is underway to move Laserfiche to the cloud.  The original implementation of the system was limited. • Laserfiche is underutilized, and staff require training. • The migration to the cloud was recently completed, but the system is not yet set up for record retention policies.  It is already integrated with Docusign and TRAKit.
 The City would like to implement a contract documents approval workflow and storage workflow.
 The City wants to add more departments as users of the system.  Document scanning and digitization of historical documents will be an ongoing, multiyear effort.

Recommendations
• We recommend that the City continue working to improve the existing Electronic Content Management System.
• Consider working with third-party subject-matter experts and Laserfiche to develop a system improvement plan and project statement of work (SOW) capturing all the City’s requirements. This will likely result in obtaining a quote or contract amendment with Laserfiche to implement the plan.
 We recommend following the “Business Process Reviews Best Practices” initiative to identify all functional gaps.
 Review relevant manual processes and shadow systems. These may include spreadsheets, paper, and other databases. Identify where manual effort and shadow systems can be eliminated to create efficiencies. This process should include:

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▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications  Identify any requirements that the vendor cannot satisfy but can be dealt with by other means, such as more efficient workarounds, third-party applications, modifications, changes in organizational processes and procedures, etc. • Develop a system improvement plan to close these gaps. This may include vendordeveloped end-user training plans. • Follow the guidelines in the “Applications Implementation Project Management Best Practices” to increase the probability of implementation success.

Benefits
• Automated workflow and routing
• Online document retention and archiving
• Improved version and authorization control
• Improved public records access
• Increased information-sharing and collaboration capabilities • Ability to provide Web posting and public access to customers and the public. • Improved and more efficient abilities to comply with the increasing volume and complexity of regulations and retention requirements.
• Improved physical abilities and accessibility to security. • Electronic capture, routing, and approvals of manual paper processes • Increased productivity through automation of manual processes and time reduction in retrieving and sharing information.
• Reduced costs of printing, paper, storage space, and labor • Minimized paper waste
• Increased accessibility to information via the Web, including full automation of some types of documents immediately upon creation without additional processing or labor. • Protection of vital records through storage redundancy • Ability to digitize often accessed paper documents to reduce the time required to retrieve these documents from physical files.

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25. Agenda Management Improvements
Background
Agenda management systems allow an agency to centralize, automate, and manage the entire agenda creation and management process. These systems allow access to information for all departments and users involved in the process. Modern systems are offered as standalone modules, as modules in a suite of applications from a single vendor, or as part of an Enterprise Content Management System (ECMS).

Agenda Management systems allow staff to submit proposed agenda items online and attach supporting reports or package documentation. Once submitted into the system, the system automatically routes requests for approval through preconfigured workflows. Approvers can receive email notifications with links to items awaiting review. The system administrator or other responsible parties can add items to meetings and then prepare agendas, review and recommend revisions, finalize packets, and publish them. Agenda content is available online throughout the process and is easily accessible to those with a role in the process.

In many instances, agenda and legislative management systems can be integrated with media management systems to stream and record video and audio information, time stamp it, and tie it to the correlating meeting agenda or activity during a meeting. The system can push/publish agendas, minutes, media, and meeting activities to the City’s website.

Findings and Observations
• The City uses AgendaQuick or its agenda management processes • The software is difficult to use.
 Report writing and document editing are both “clunky” to use. • Only council meetings are currently part of the Agenda management software. The City would like to expand the use of agenda management software to other departments.

Recommendations
• Follow the guidelines in the “Software Needs Assessment Best Practices” initiative to determine detailed feature/function requirements for a replacement Agenda Management system.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies. ▪ Identify all integration/interface requirements with other applications. • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

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Benefits
• Time savings from manually disseminating and routing documents for review • Paper cost savings by disseminating and routing electronically • Easy archival and retrieval
• View agenda items and related materials in real-time
• Public online access to agendas, minutes, legislative history, and potentially audio/video Packet Page 344
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26. Public Safety Scheduling Software
Background
The personnel scheduling needs of public safety agencies are unique and can be complex.

Many different scenarios should be accounted for based on the nature of the public safety operations. These unique requirements may include odd shift schedules, shift bidding/swapping, back-filling, and overall dynamic scheduling. These systems effectively manage complex timetracking requirements while incorporating bargaining unit agreements, overtime, and premium pay.

Staff and supervisors can securely access scheduling data internally and remotely to eliminate confusion and scheduling errors. Some systems can offer self-service tools to allow officers and staff to request schedule changes, shift swaps, leave requests, bid for days off, and other features.

The following is a short list of typical features found in public safety scheduling systems:
• Unlimited schedules/shifts
• View and print daily roster reports
• Schedule grid and calendar view
• Employee self-service in-office and remotely, including secure smartphone access • Post open positions for sign-up or bidding
• Time exchange feature for shift swaps and shift trades • Automated time-off request-and-approval process
• Overtime eligibility management and cost control
• Work limits
• Allow near real-time validation of time/hours worked by officers • Holiday and events calendar
• Reporting and auditing
• Full integration with payroll, HR, and CAD/RMS applications • Some public safety scheduling systems can also perform timekeeping and integrate with payroll
Functionality and pricing vary widely among applicable vendors. Example software vendors include:
• Telestaff
• NetDuty
• InTime
• OSL Solutions
• Aladtec
• Others
Findings and Observations
• The City is using Tyler Technologies Advanced Scheduling for this function.  Advanced Scheduling requires more labor hours to use and troubleshoot than the previous product used by the City, Telestaff.
 A comprehensive business process review and needs assessment was not undertaken prior to moving the Police department over to the Tyler product. • The City will be moving to InTime Scheduling Software and will export payroll information to Tyler ExecuTime.

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Recommendations
• Follow the “Business Process Reviews Best Practices” initiative to determine detailed feature/function requirements and ensure all user needs are met. • Follow the guidelines in the “Applications Implementation Project Management Best Practices” initiative.

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27. Law Enforcement Training and Standards (LETS) Software Background
Law Enforcement Training and Standards software is designed to improve community trust in police departments by helping agencies to be more efficient, effective, and accountable. By encouraging consistency and compliance with policies, LETS software helps public safety professionals perform their jobs more effectively and safely.

LETS software suites offer a variety of modules:
• Academy Training Tracking and Reporting: This ensures that all cadets receive the same high-quality training and meet the agency's training standards. • Field Training Management: Ensures that all new officers receive the training and support they need to be successful in their roles.
• Training and Equipment Tracking: Ensures that all officers receive the training they need and that the agency is properly managing its equipment inventory. • Use of Force Management: Ensures that all use of force incidents are properly investigated and that officers are using force lawfully and proportionately. • Internal Affairs Case Management: Ensures that all internal affairs investigations are conducted thoroughly and fairly.
• Stop Data and Bias Enforcement: Helps the agency identify any potential racial profiling issues and take steps to address them.
• Employee Complaints and Compliments Management: Helps the agency identify and address any potential employee morale issues.
• Vehicle Pursuit Reporting: Identifies trends in vehicle pursuits and helps the agency take steps to reduce the number of pursuits.
• Data Analytics and Reporting: This department collects and analyzes data to help the agency identify trends and patterns in its data and make better decisions about its operations.

Vendors in the marketplace include:
• LEFTA Systems
• Agency 360
• Frontline
Findings and Observations
• Reviews, oversight activities, and reporting are processed manually. For example:
 Use of force reviews
 Vehicle pursuit reviews
 Field files, supervisor-employee performance observations  Field Training Daily Observation Reports
• Staff would like to submit crime or incident reports online with API integration to the Records Management System.

Recommendations
• We recommend that the City consider acquiring Law Enforcement Training and Standards Software.
• Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements for a new system.

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 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identifying all integration/interface requirements with other applications. • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

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28. Electronic Ticketing and Citation System
Background
Electronic citation (eCitation) technology represents a continuing transformation in public safety technology. Citation systems offer agencies the ability to issue tickets and citations electronically.

Transitioning from traditional handwritten citations into digital files that can be quickly populated and accurately issued significantly enhances the effectiveness and safety of law enforcement officers in the field.

Citation management systems provide the following capabilities:
• Citations—eCitations allow for tracking citations (moving violations or others) from issuance to determination. The systems provide the ability to set classes and fine structures. Violation and history, along with people, addresses, and related subjects, are also maintained for quick inquiry.
• Parking Tickets—Many systems provide a parking tickets component that streamlines the administrative adjudication process for parking and equipment violations. The system can also track late payments and assess late fees.
• Access Permits and Parking Stickers—Some systems allow organizations to sell, manage, and enforce tags or stickers for parking or other services, which can generate a revenue stream. Some organizations have used this capability to issue annual passes for unlimited visits to parks or other facilities or programs. • Mobile or Field Capabilities—This includes the ability to issue citations in the field with a small portable printer connected. Vendors typically support a variety of handheld devices, including handheld computers, laptops, and tablets. Many also integrate license plate recognition technology.
• Reporting – These systems support reporting, including a number of standard reports that can be picked from a list and run as needed. They also include ad hoc reporting capabilities, so specific reports can be created as needed.
• Online Services and Payments—Most systems also allow the public to access their citations and tickets and pay any associated fines online using credit cards.

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The diagram below illustrates a typical citation management system.

Findings and Observations
• The City uses TurboData for eCitations, but there aren’t enough ticket-writing devices. • The City will be moving to Crossroads for eCitations.

Recommendations
• Complete a post-implementation review with successes, lessons learned, and any unresolved issues requiring vendor assistance.
 Identify user training requirements by specific users responsible for issuing eCitations.  Assimilate the training needs with “User Training and Support” initiative.  Offer regular training to keep staff skills fresh and to ensure they can use the software effectively.

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29. Land Management System Improvements
Background
A Land Management System (LMS), sometimes called Community Development, is a software suite comprising several applications that manage the creation, issuance, and tracking of development-related activities commonly associated with planning and zoning, permitting, inspections, licensing, code enforcement, and parcel/address management. An LMS system is a core solution for most cities. Modern LMS systems enable an enterprise-wide integrated communication, storage, and operations system. A system that is configured and implemented using industry best practices can achieve significant operating efficiencies and return on investment (ROI) for the City.

The illustration and table in the following pages show typical modules available in land management systems.

Findings and Observations
• TRAKiT is the primary system for land management in the City. The modules owned are:
 GeoTRAK
 PermitTRAK
 ProjectTRAK
 CodeTRAK
 LicenseTRAK
 CRM TRAK
 AEC TRAK
 TrakiT Mobile
 eTRAKit Portal
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• In addition to TRAKiT, multiple programs are also in use to accomplish the necessary tasks.

These include:
 Word
 Blue Beam
 Adobe
 DropBox
 Outlook
• The City is in the process of upgrading its TRAKiT software to the cloud version. The upgrade is expected to fix known issues.
 All stakeholders do not use TRAKiT, and the software is underutilized as a whole.  System setup doesn’t always reflect how users conduct their work • There has been significant growth in development over the last three to four years; more investment and thousands of residential units
 The City tracks 30-40 cases per day and lacks the functionality to mass-create cases  Code enforcement is a priority for the City Council
• The City will be conducting a business process review with the existing vendor.

Staff Feedback
Community Development
• Planning Project Public notices are a manual process created in Word and PDF. • Weed abatement notices are manually processed
• Bluebeam is used to review architectural plans
• Some people redline in Adobe and others in Bluebeam
• Plans are shared through email or Dropbox
• Bluebeam features are not fully utilized
• Need to standardize across the City on the use of TRAKiT and BlueBeam • The following processes are all manual:
 Public notice mailings
 Conflict of interest checks
 City Council and Planning Commission Emails
 Zone district confirmation
 General Plan land use confirmation
 Site development regulation summaries or calculator
 Newspaper advertisements for hearings
 Public self-service websites
 Accessory Dwelling Unit Calculator
 Entitlement Application submittals
 Radius map/addresses
 Weed abatement coordination
• Need the ability to create month-end or user-defined reports for a number of permits and licenses issued, related fees, and more
• Would like to automate the following reports on a set schedule for users to view:
 Building permit reports
 Development project reports
 Code enforcement reports
 Department work plan tracking and management
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 Consolidated industrial property data
 Citation and fine reports
 Housing development records
 Commercial development, change in tenants, and owners • Would like to see development project summaries and status • Need a property owner/renter registration and contract database • Not using attachment tools. Using shared folders instead • Letters are created outside of TRAKiT
• Departments are using different approaches for workflow • Staff aren't using the eTRAKiT Portal
• Not using credit card payments online. Payments are processed through Finance • Taking credit card payments on a paper form
• The department is not an owner of the software. Community Development is a user • Need Bluebeam to integrate with TRAKiT
• Planning doesn't use the eTRAKiT portal
• Letters are created outside of TRAKiT and then uploaded • There are no online payments. Staff fill out a form with the credit card number and give it to Finance
• Contact info is entered into the system but isn't stored • Staff are looking to implement a database for property owner/rental registration that shows who rents out-there properties, stores contact info, and more Building Inspection
• iTRAKiT is going away in 2024. Replacement will be needed • Staff want online inspection scheduling with customers' ability to look up inspection time windows online
• City website needs to be easier to navigate for the public • Many auto data validation system checks are not working • eTRAKiT is not set up due to out-of-date parcel information • Need credit card processing
• Would like a kiosk at the counter to take permit payments • There are 80 permit types and 2,000 subtypes
• Finance dual enters payments in both New World and TRAKiT • The migration contract includes hours for process auditing and system changes • With TRAKiT/eTRAKiT upgrades, website pages for building inspection should also be upgraded to improve customer experience and access to data Engineering
• We need Bluebeam training. Due to a lack of familiarity with the software and the lack of time to self-teach, the application remains underutilized, as many staff continue to defer to using Adobe Acrobat instead.
• There are too many workarounds.
• Working functionality is inconsistent.
• Current access does not permit fee adjustments.
• Transportation permits were never set up.

Environmental Services
• Data validation is not being utilized on submissions for Environmental Services. Staff receive incomplete submissions.

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Facilities Maintenance
• Staff need access to blueprints, plans, and as-builts while in the field. • iWorQ was chosen as the new vendor. Implementation hasn't started yet. • Currently, staff only capture about 90% of the work orders submitted in the system. • Staff are unable to input preventative maintenance schedules in the current system. • Staff want the ability to enter data into the system remotely.

Recommendations
• As part of the migration to the cloud:
 We recommend including budget for iTRAKit data to be migrated.  We recommend including budget to fix the geodata
 We recommend including budget for a financial export
• Consider working with third-party subject-matter experts and CentralSquare to develop a system improvement plan and project statement of work (SOW) that captures the City’s functionality gaps and additional requirements. This plan would ultimately result in obtaining a quote or contract amendment to implement the solution according to the City’s needs fully.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine automation improvements that will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications  Identify any requirements the vendor cannot provide that can be handled by other means, such as more efficient workarounds, third-party applications, modifications, and changes in organizational processes and procedures.
 NOTE: Land Management System (LMS) implementations on an organization-wide basis are complex undertakings and, on an organization-wide basis, are commonly under-scoped and underfunded, leaving organizations with limited utilization and intended benefits.
• Follow the guidelines in the “Software Needs Assessment” and “Business Process Reviews” Best Practices initiatives.
• Follow the guidelines in the "Enterprise Applications Implementation Project Management Best Practices" initiative to increase the probability of implementation success. • Given the complexity of implementing a new enterprise system, following best practices will reduce risk and ensure a successful outcome.

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30. Enterprise Asset Management (EAM) Replacement
Background
An Enterprise Asset Management (EAM) system is a software suite that manages work orders, preventative maintenance, and asset management of City infrastructure. EAM is new terminology, and many still use older terminology such as Work Order and Maintenance Management or Computerized Maintenance Management System (CMMS).

The following list and diagram illustrate the functionality of typical maintenance and asset management software.
• Service Requests
• Inspections and Condition Assessment
• Work Orders
• Preventative and Predictive Maintenance
• Facilities Maintenance
• Asset Tracking
• Warehouse Inventory
• GIS Integration
• Report Writing
• Costing and Budget Forecasts

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Findings and Observations
• The City is currently using PubWorks as its Asset Management System.  Staff don’t have functionality for key processes such as supply ordering  There are still manual processes in use.
• The City has gone out to market for a new EAM system.  Proposals from iWorQ and Novo solutions are under consideration, and demonstrations have been conducted.

Recommendations
• We recommend that the City include scope in their ERP acquisition to include integration of the City’s chosen EAM solution to the ERP solutions Project Accounting module and the necessary accounting to the ERP system’s General Ledger. • We recommend that the City conduct comprehensive business process reviews. Compile the findings into a comprehensive list of needed features and functions.  Review relevant manual processes and shadow systems. These may include spreadsheets, paper, and other databases. Identify where manual effort and shadow systems can be eliminated to create efficiencies.
 The review process should include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications. ▪ Identifying any data conversion needs
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best system for the City’s needs. Following best practices reduces risk and ensures a successful outcome.
 A best-practice approach to implementing/upgrading enterprise systems includes end users from all affected departments in the configuration of the system. This ensures that all necessary business processes are identified and implemented. • Implementing a new enterprise system is a complex endeavor. We recommend that the City explore using a third-party subject-matter expert with extensive experience in ERP Systems procurement and implementation for local government.
• Follow the guidelines in the “Applications Implementation Project Management Best Practices” initiative.

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31. Recreation System Improvements
Background
Parks and Recreation systems manage park and recreation operations. Many of the systems in the marketplace offer individual modules within a suite of applications that may include:
• Membership management
• Activity registrations
• Facility scheduling
• League management
• Swim team management
• Point-of-Sale
• Equipment and locker rental
• Fundraising and donation management
• Childcare management
• Marketing
• Website content management
• Reporting
• Online Customer Access
 Registration software
 Facility scheduling software
 Equipment and locker rentals
 Customer relationship management
Findings and Observations
• The City uses Sportsman as its recreation system.
 Since the software’s implementation, the vendor has added functionality and improvements that have not yet been
implemented in the City.
• The City evaluated Tyler Technologies Recreation System as a possible replacement but has chosen to keep Sportsman.
• There is necessary functionality that the City needs but does not have or has not implemented.
 The City is working with Sportsman to improve the product.

Staff Feedback
Recreation & Community Services
• Need community calendars to share space availability updates for the Silliman gymnasium. • Need the ability to purchase tickets online or at kiosks without setting up an account, i.e., guest self-service point-of-sale capabilities.
• Staff would like to utilize more and newer features in the software. • Swim pre-sales require setting up an account. Need quicker processes for ticket purchases. • Need a point-of-sale capability for T-shirts.
• Facility rentals don't work well.
• Sportsman software engineers are typically helpful, but the department needs dedicated internal staff that can support the Sportsman system.
• The City purchased Tyler's recreation system to replace Sportsman.

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• Currently, there is no functionality to do group registrations for swimming. • Follow American Red Cross Swim Lesson programs.
• Have to get report cards, which are all paper-based.
• Sportsman has a field to track levels, but this is not a functionality designed for Sportsman.

It's a workaround.
• Want a program to track swim lesson report card levels.

Recommendations
• Continue working with Sportsman to develop a project statement of work (SOW) that captures all of the City’s requirements.
 Follow “Business Process Reviews Best Practices” to identify and inventory all functional gaps and system needs.
▪ Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies
▪ This process should also include:
• Inventorying all reporting requirements
• Identifying all integration/interface requirements with other applications • Identifying any data conversion needs
▪ Identify any requirements that the vendor is not capable of providing that can then be dealt with by other means, such as more efficient workarounds, third-party applications, modifications, changes in organizational processes, procedures, etc.  Develop a system improvement plan to close these gaps, including vendor-developed end-user training plans.
 Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative to increase the probability of implementation success.

Benefits
• Improved customer service
• Improved software application utilization
• Improved reporting, resulting in better management decision-making • Improved integration with other City systems
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32. Pool Management and Recreational Staff Scheduling
Background
Pool maintenance tracking software is a type of software that helps pool service companies track and manage their pool maintenance tasks. It can help with a variety of tasks, including:
• Creating and scheduling maintenance tasks: Creating and scheduling maintenance tasks for each pool that is served ensures that all pools are maintained on a regular basis and that no tasks are missed.
• Assigning tasks to technicians: Automating maintenance task assignments ensures that tasks are assigned to the appropriate technicians and that the technicians have the necessary information to complete the work.
• Tracking task progress: Tracking the progress of maintenance tasks ensures that work is completed on time and within budget.
• Generating reports: Reporting on various metrics, such as task completion rates, technician productivity, and chemical usage, can improve the efficiency of pool maintenance operations.

Vendors in the marketplace include:
 DigiQuatics
 PoolCop
 Pool Pal
 PoolScout
 PoolWise
Findings and Observations
• The City tracks its pool maintenance logs in paper binders. • The City is fined if reporting is off.
• Café inventory and cold/temp logs are being moved to Sportsman. • Staff must physically go to sites to test. All testing is done manually using beakers.  Staff have explored DigiQuatrics as a possible solution. • The City owns WhenToWork, which has a time-entry option. • DigiQuatrics will replace WhenToWork, including the cost, and will provide much more functionality, including:
 Staff Scheduling: Quickly build staff schedules across multiple facilities  Sub Requests: Trade shifts instantly
 Time Clock: Time clock with GPS
 Messaging: Send messages to staff or groups with unlimited email + text messaging (available by default)
 Employee Management: Store employee documents and info (required/included by default)
 Certifications: Employee certification tracking and alerts  In-Service Training: Create, track, and log In-Service training  Shift Reports: incident/accident reporting, shift summaries, and more  Custom Forms: Create forms for detailed communication and tracking  Daily Checklists: Custom safety and facility checklists  Chemical Records: Online pool chemistry logs and alerts  Slide Inspections: Safety checklist
 Maintenance Issues: Easy tracking and communication of issues Packet Page 359
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 Patron Counts: Patron usage tracking and reporting
 DigiStorage: Store and manage important documents for easy team access (available by default)
Staff Feedback
Facilities
• Have not done any evaluation of vendors in the marketplace • Manually monitoring pool pH, pressure, leaks, and more.

Recreation & Community Services
• Chemical logs for the four pools in the Aquatics center are maintained manually. • Logging and pool monitoring are manual processes, including:
 Daily and Monthly Aquatic Center MTC log
 Daily and Monthly AED, Oxygen, and First Aid Room logs  Monthly chemical logs
 Waterslide safety checks
 Bathroom/Facility Checks
 Aquatic Center Facility logs for activity pool, lap pool, and lazy river  Spa chemical logs
• Cash handling reports are processed manually
• Café inventory and cold/temp logs are manually maintained. Moving this information to Sportsman
• Staff are maintaining paper binders for much of the reporting and tracking of aquatic center processes.
• Two or three tablets are necessary for staff to work remotely. The City has ordered tablets. • Swim lesson grade reports are tracked on paper.
• DigiQuatics has the functionality to record and email report cards to parents.

Recommendations
• We recommend that the City acquire Pool Maintenance Software. • Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements for a new system.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identifying all integration/interface requirements with other applications • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

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Benefits
• Improved customer service: Pool maintenance tracking software can help improve customer service by tracking maintenance tasks and ensuring that they are completed on time and within budget.
• Reduced costs: Pool maintenance tracking software helps reduce costs by improving operational efficiency by identifying areas where savings can be found on chemicals and supplies.

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33. Volunteer Management System
Background
A volunteer management system efficiently tracks, manages, and communicates with volunteers. Typical volunteer management systems provide online volunteer applications, alerts, and announcements, as well as the tracking of volunteer/disaster services, worker skill sets, licenses, certifications, service hours, and scheduling. Some of these systems also allow volunteers to access and update their information and schedules through an online volunteer portal and mobile devices.

Example vendors include, but are not limited to, the following:
• Sumac
• CERVIS
• YourVolunteers
• Galaxy Digital
• Volgistics
Findings and Observations
• Volunteers are managed in Excel.
• The Police Department is using VIMS for volunteer tracking. • Staff would like volunteer onboarding to be automated.

Recommendations
• Explore whether or not VIMS can satisfy the City’s total user needs. Work with the Vendor to develop a project statement of work (SOW) that captures all of the City’s requirements.  Follow the “Business Process Reviews Best Practices” initiative to determine detailed feature/function requirements for a Volunteer Management System. ▪ Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.
• Should the City determine that VIMS does not sufficiently meet the City’s requirements, it is recommended that an alternative volunteer management system be identified.  Follow the “Software Selection Best Practices” initiative guidelines to select the best overall, long-term system for the City’s needs.
 Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Benefits
• Streamlined volunteer applications often include:
 Centralized volunteer information
 Skills inventory
 Interest inventory
 Certifications
 Scheduling
 Hour Tracking
 Dashboards and reporting
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34. Microsoft Office 365 and Teams
Background
Microsoft Office 365 is a subscription service that is part of the Office product line. Office 365 is focused on enterprise customers. Office 365 products and services comprise:
• Outlook, which includes email, calendaring, people, and tasks • Hosted Services, which include Office server platforms for Exchange, SharePoint, and Teams
• Office Applications, which include Word, Excel, and PowerPoint Microsoft is transitioning its customers to a Software as a Subscription (SaaS) model. This is a departure from the conventional software license model. The SaaS model allows Microsoft to update Office 365 software on a regular basis.

Findings and Observations
• Several departments indicated that they are not utilizing the full capabilities of Office 365 due to a lack of training and/or understanding of its capabilities.  Training is needed citywide to ensure staff understand how to utilize the capabilities offered by the software fully.
• Multiple versions of Microsoft products are installed, and staff desire standardization. • The City recently purchased self-paced online training for Microsoft Office 365. • The City has also scheduled SharePoint improvement training.

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Staff Feedback
Engineering
• Microsoft Office 365 was deployed to all staff without training • Training is required on how to use SharePoint and OneDrive most effectively. Staff have been able to share files within a working group; however, we have not yet figured out how to access the shared file link without going back to the original email, which we have found to be most inefficient
• Need training on how to use Teams more/most effectively. What we currently know has all been self-taught. I’m sure we are currently using only a fraction of its full potential • For OneNote – Most staff aren’t aware that the app is currently available. For those that do use it, what we currently know has all been self-taught. I’m sure we are currently using only a fraction of its full potential
• There are two versions of OneNote installed on workstations – OneNote (which I believe is with the MS Office 365 suite) and OneNote for Windows 10 (which I believe was installed with the Windows 10 OS). It would help to have IT clarify which one we should be using Finance
• Just started working with O365. Focus has been on SharePoint and OneDrive • During pandemic, O365 was deployed with no training
• Version control is problematic
• Lack of training is a problem
Recommendations
• Inventory desktop applications and work to standardize versions. • Consider working with a third-party subject-matter expert to develop a Microsoft Office 365 Improvement Plan and project statement of work (SOW) that captures all the City’s requirements.
• The assessment phase of this project should begin by educating users on the overall capabilities of Microsoft Office 365's major apps and functionalities. • It is recommended that the City follow the “Business Process Reviews Best Practices” initiative to identify and inventory all functional gaps and system needs.  Develop a System Improvement Plan, including end-user training plans. • Follow the guidelines in the “Applications Implementation Project Management Best Practices” initiative to increase the probability of implementation success. • Convert staff home directories to Office 365 OneDrive • Move staff-shared directories and external file sharing to SharePoint • Provide training classes to assist staff in successful adoption of OneDrive and SharePoint.

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35. Digital Signatures
Background
Digital signatures allow authorized persons to sign a
document electronically from anywhere using a
computer. Although commonly used interchangeably,
there is a difference between an electronic and a digital signature. The distinctions are as follows:
• Electronic signatures verify the document by
capturing the signature image.
• A digital signature goes further by embedding a
Public-Key Infrastructure (PKI) in the document,
which requires signers to have a registered digital
certificate that links the signer to their signature.

The process of identifying signers and originators is the primary distinguishing feature between an electronic signature and a digital signature. Electronic and digital signatures today are equally secure, versatile, and convenient. Government agencies now recognize them as legal signatures (based on recent UETA and ESIGN acts), and many agencies use them to transact business.

Example software vendors include:
 DocuSign
 PandaDoc
 SignNow
Findings and Observations
• The City uses multiple software solutions for capturing digital signatures:
 Adobe Sign
 DocuSign
 eSign
 Genius
 Foxit
• Each software solution is used for different processes. For example, Foxit is used for Personnel Action Requests, and Docusign is used for expense reports, contracts, and time sheets.
• The City would like to consolidate its efforts into a single user-friendly platform.

Staff Feedback
Community Development
• New World workflows are used for Purchase Orders and Accounts Payable invoices. • Foxit and DocuSign should be consolidated.
• DocuSign is used for payroll reports (Bi-weekly timesheet approval, Credit card recon), contracts, and expense reports. These must be downloaded and provided to Finance. • Foxit is used by HR (Personnel action request forms, anything for the HR Director that is approved by the city director) and Finance (Budget/amendments, reimbursements). Staff prefer DocuSign
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Recreation & Community Services
• Foxit is cumbersome to use with many repetitive steps. • Foxit is used for rentals.
• There is only one DocuSign Account per department.
• DocuSign is used for City Contracts and agreements.
• Foxit is used for internal documents.
• With Foxit, there is much redundancy in the process.
• Personnel Action Requests are processed in batches, but if one form is wrong, the whole batch has to be reprocessed.
• Staff want a better workflow.

Recommendations
• We recommend that the City standardize on a primary digital signature solution and only use alternative solutions as a required exception.
• Create an inventory of all documents and processes currently conducted in the various digital signature software solutions owned by the City. • Explore potential integration with the City Electronic Content Management System, Laserfiche.
• Investigate vendor systems to evaluate and compare.
• Follow best practices according to the “Software Selection Best Practices” initiative to select the appropriate system.

Benefits
• Increased efficiency: Digital signature software streamlines the document signing process by eliminating the need to print, scan, and mail documents. • Improved security: Digital signatures use cryptography to ensure that documents are not tampered with after they are signed.
• Enhanced compliance: Digital signature software helps businesses comply with regulations requiring electronic signatures.
• Improved customer experience: Digital signature software makes it easier for businesses to sign documents with customers.
• Reduced costs: Digital signature software helps businesses reduce the costs associated with document signing.

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36. Dashboard Preparation and Automation
Background
Many enterprise application software vendors provide
dashboards. Dashboards form part of a user’s homepage
and display reports, key indicators, and other metrics
regarding day-to-day operations, activities, and historical trends (e.g., the status of expenditures against budget, number and types of work orders issued versus those
completed for a particular period, etc.) These results are often displayed graphically as context-sensitive content, so clicking on the graphic enables drilling down to more detailed information. These tools can also be utilized for periodic or monthly reporting templates for departments, divisions, and programs to visualize reports or reporting templates. Benefits of dashboards include:
• Quick links for immediate access to required tasks and approvals • Easy modification of dashboards for each user’s preference • Automated generation of dashboard information
• Data Visualization
• Easy-to-understand graphics
• Real-time analysis
• Drill-down access to activity detail
The market offers the following main dashboard types:
• Standalone software applications
• Browser-based applications
• Desktop applications
• Enterprise-specific functionality
The third-party marketplace for these systems is vendor-rich and dynamic. As new vendors enter the marketplace, new features and functionality emerge. Examples of public sectororiented vendors include:
• CityView 360
• Tableau
• Power BI
• OpenGov
• Venngage
• Canva
Findings and Observations
• The City does not have a centralized dashboard functionality to help departments and key staff simplify and automate routine or monthly performance management. • Staff would like the ability to create and share a Citywide dashboard for scheduled monthly reporting, ad hoc reporting, and other business analytics.

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Recommendations
• Research the overall system capabilities of dashboard solution providers. • Consider performance dashboards available in modern enterprise solutions before considering a third-party application.
• Complete a review and assessment of Performance Dashboard needs with a cross-section of leaders and users. Documenting the needs will result in an expectation of functionality being delivered.
• Follow the "Business Process Reviews Best Practices" initiative to determine detailed feature/function requirements for a new Business Analytics system. • Follow the guidelines of the "Software Selection Best Practices" initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the Applications Implementation “Project Management Best Practices” initiative.

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37. Intranet
Background
An intranet has a similar function to an organization’s public-facing website, except that it uses the organization’s internal computer network to house a website-structured presence to share information privately and securely. Generally, it is dedicated to internal use by the organization, staff, and management.

Intranets or intranet sites provide useful information, such as communicating within the organization and reducing miscommunication by providing consistent informational and instructional content. They also reduce the time spent requesting and distributing documents between and throughout divisions and the need for maintaining physical documents. Intranets can be used to:
• Quickly communicate news, changes
in policies or benefits, and emergency
information
• Promote a common culture
• Offer a dynamic calendar of events,
activities, and due dates.
• Important news and newsletters
• Allow easy access to policies and
procedures, training manuals, or forms
• Provide contact information for
divisions, supervisors, and other staff
• Collaborate on City projects with contractors and vendors • Contain links to application-supported services (i.e., there may also be a link to Employee Self-Services that are tied to the Human Resource and Payroll applications, enabling employee capabilities to access electronic check stubs, electronic W-4 forms for filing changes or other HR services)
Other potential organization-wide intranet uses could include:
• Increased City employee communications
• Tricks and tools
• Contact information (internally and externally shared) • Major project-related information
• Personnel forms
• Benefits information
• Policies and procedures
• Administrative forms
• Training libraries
Agencies that are most successful with intranets configure staff personal computers to have the organization’s intranet site as the homepage that launches whenever a browser is opened.

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Findings and Observations
• A citywide intranet is being implemented.
• Acero is being used as the frontend with a SharePoint backend. • A training hub is being implemented as part of the intranet effort.

Recommendations
• Conduct a citywide needs assessment for internal division communications that could be posted or stored on the intranet, such as frequently asked questions and frequently requested information, so that employees can utilize the intranet’s self-service capabilities. • Make the intranet the default Internet browser home page for all City staff. • Use the intranet site to reduce other mass employee communications, such as email, flyers, and bulletin-board posters (as applicable).
• Provide training for employees to access self-service capabilities as users. In addition, provide training for staff in posting content and provide self-service information. • Utilize best practices and make the intranet a component of the Technology Steering Committee's responsibilities to ensure that the site is maintained regularly and remains relevant and up to date for the City’s employee community (see “Technology Governance” initiative).

Benefits
• Reduced miscommunication (single communication source) • Electronic Documents (decreased need for physical documents, such as procedure manuals or paycheck inserts)
• Electronic Forms (decreased need for physical employee forms) • Increased employee productivity and collaboration
• Remote access to information when outside the office
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Smart Technologies is the concept of using new
technologies in combination with creativity,
information sharing, and the collaborative process
to better serve and interact with the public.

Smart Technologies

38. Website

39. Request Management Software

40. Public Records Request

41. Kiosks

42. GIS Assessment and Master Plan

43. Mass Outbound Communications System

44. Social Media Policy and Strategy

45. Artificial Intelligence

46. Smart Cities Technology Strategies

47. Broadband Master Plan
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38. Website
Background
Local government websites have evolved from their early days as simple online brochures.

They've become essential portals, serving as digital town squares where citizens, customers, and the public interact with the agency conveniently and efficiently.

Modern local government websites are interactive hubs with resources and functionality.

Constituents can:
• Access essential information: From council meeting minutes and public notices to building permits and zoning regulations, all reside within the website's virtual walls. • Conduct transactions: Renewing licenses, paying taxes, registering for programs, and even reporting issues can be done seamlessly online, saving valuable time and resources for both citizens and staff.
• Engage with their community: Interactive forums, public surveys, and online feedback mechanisms foster two-way communication between residents and decision-makers. • Stay informed: News updates, emergency alerts, and public health bulletins are readily available, keeping citizens up to date on important matters.

The COVID-19 pandemic further underscored the critical role local government websites play.

When physical interaction became limited, these platforms became critical for accessing essential services, staying informed about important updates, and even connecting with virtual community resources.

Sample vendors in the marketplace include:
• CivicPlus
• Engaged Citizens
• PrimeGov
• Revize
• Finalsite
• ProudCity
• Accela
• OpenGov
Findings and Observations
• The City uses Granicus as its website content software  There are no major updates planned for Granicus per the vendor  Granicus is not ADA accessible
• Staff would like the following information available on the website:
 Restaurant guide
 Transit information and options
 Business-focused communications
 Alternatives to newspapers and US-mailed public notices • Staff would like training to understand better how to use and improve community communications, such as project status
• Staff want training to ensure they are using the full functionality Recommendations
• We recommend that the City consider replacing the current website. • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best system for the City’s needs. Following best practices reduces risk and ensures a successful outcome.

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• Conduct a citywide needs assessment for external communications that could be posted or stored on the City website.
• Identify user training requirements by specific users responsible for website content.  Assimilate the training needs with the “User Training and Support” initiative.  Offer regular training to keep staff skills fresh and to ensure they can keep website content current.
• Develop content management policies and procedures, which may vary by department. • Implement standard practices and make website maintenance a component of the Technology Steering Committee's responsibilities as part of the content management policy to ensure the site is maintained regularly and remains relevant and up-to-date for the public.

Benefits
• Improved public records access
• Increased information-sharing capabilities
• 24/7 availability
• Improved customer experiences
• Increased customer interaction and transaction capabilities Packet Page 373
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39. Request Management Software
Background
Request Management solutions are used to receive, track, and manage all types of requests and complaints from
customers, citizens, or employees. These solutions can
categorize requests, prompt for specific information
required, assign and route information to specific staff or departments, track status, and fulfill overall reporting requirements for more effective handling and response.

Their primary objective is to ensure all inquiries, requests, and complaints are captured when received, routed to the proper resource, and responded to or resolved promptly, ensuring that the loop is closed on every contact. Ideal functionality includes:
• Request responsiveness
• Prompt request routing
• History tracking
• Interdepartmental resource linking
• Managing resources
• Benchmarking and performance-based measurements
• Planning and budgeting
• GIS integration
• Online customer surveys
Sample vendors include:
• Accela Civic Platform
• GovPilot
• CivicPlus
• OpenGov
• RockSolid - Granicus
Findings and Observations
• Customer requests are processed manually.
 They are currently tracked in Excel.
 Staff receive an email with the requested information for processing. • The City requires customer request tracking software.

Recommendations
• The City should consider acquiring a Request Management system. • We recommend that the City conduct comprehensive business process reviews to determine detailed feature/function requirements for a replacement system.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
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▪ Identifying all integration/interface requirements
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall system for the City’s needs. That system may consist of a single vendor’s application modules or a combination of vendors so long as automated integrations between the applications can be established.
• Follow the guidelines in the “Applications Implementation Project Management Best Practices” initiative.

Benefits
• Increased customer satisfaction
• Centrally managed information
• Less time manually managing and monitoring
• Increased use of features
• Improved access to information
• Improved reporting and performance tracking
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40. Public Records Request
Background
Public agencies have regulatory and legal requirements to provide public records upon request by external parties via the Public Records Act (PRA). Agencies have a growing need to manage PRA requests. Many agencies manage the process manually via paper or spreadsheets, resulting in backlogs and delays. Software vendors have developed standalone applications to help agencies automate the receipt, tracking, response, and payments for PRA requests in response to this need.

Alternatively, some Electronic Document Management Systems (EDMS) have this functionality.

Some vendors in the public sector include:
• NextRequest
• JustFOIA
• Granicus
• FOIAXpress
• GovQA
• Hyland OnBase
• Laserfiche
• Tyler Content Management
• ZyLAB
Findings and Observations
• The City uses Excel to manage public information requests.  There are many manual steps and reminders as part of the process.

Recommendations
• Follow the “Business Process Reviews Best Practices” initiative to determine detailed feature/function requirements for a new Public Records Request system.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies
 This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines of the “IT Project Planning and Implementation Best Practices” initiative.

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41. Kiosks
Background
Kiosks are public-access computing devices placed in convenient places for citizens to access information and conduct transactions without having to call City staff members or wait in line at the office counter. This also provides a method for citizens without home computers to take advantage of electronic public portal business services available from the City. Potential uses include:
• Accessing various types of program information (perhaps from the City website)
• Accessing other community-oriented information or services • Completing online forms or filings
• Completing various types of registrations or applications • Making online payments
Findings and Observations
• The City is not currently using kiosks for citizens to use for certain self-service functions. • Staff desire:
 A lobby kiosk for the public to sign in
 Public self-serve kiosks for class registration and water park ticket admissions. Ideally, two to three in the lobby and one by the basketball court. • The City has the potential to utilize this technology for other business functions. Examples could include:
 Accessing various types of program information (perhaps from the City websites)  Making online payments
 Facilitating job applications and allowing for the completion of related forms online  Payment for City services without needing the assistance of staff Recommendations
• Conduct a needs assessment to understand stakeholder needs and desired functionality. • Consider using re-purposed desktop computers before spending additional funds on kiosks. • Consider placement and use of kiosks for self-service at field locations or ancillary facilities.

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42. GIS Assessment and Master Plan
Background
Geographic Information Systems provide the ability to inventory and track city geospatial assets.

These assets can include any city asset or item that resides in a specific geographic location, including parcels of land, buildings, underground infrastructures, easements, streets, streetlights, signage, locations of crimes or public safety events, trees, and many more. Typical integrations between GIS and applications include:
• Land Management
• Work Orders and Asset Management
• CAD/RMS
• Document Management
• Planning and Economic Development
The City of Newark is a member of a GIS consortium with the cities of Fremont and Union City.

This consortium provides Newark with parcel and ownership updates. The consortium does not provide additional resources for Newark-specific applications or requests. Newark has expressed a desire to expand GIS to include other geospatial applications and integrate GIS with City applications.

Additionally, the City of Newark is conducting an Information Technology Master Plan to identify and outline areas to improve upon and prepare for future Business System upgrades. The City of Newark, the City of Fremont, the Alameda County Water District (ACWD), and the Union Sanitary District (USD) are part of the Joint Powers Authority, “SACGISA”. From sacgisa.org, “The Southern Alameda County GIS Authority was formed in April 2001 under a Joint Powers Agreement with the Cities of Fremont, Newark, Alameda County Water District, and Union Sanitary District. Its mission is to collectively develop, operate, and maintain a GIS system and data for its member agencies.”
The Authority’s service area is the Tri-City area, which generally includes the Cities of Fremont, Newark, Union City, and the areas within the boundaries of the Water District and Sanitary District. The consortium provides basic GIS mapping services. The City does not have dedicated GIS staff or a GIS database.

As the City plans for business system upgrades, an expansion of GIS services and applications from a centralized GIS database will be needed. A GIS Master Plan to identify GIS needs and prioritize steps to develop a GIS program to meet those needs is recommended.

Findings and Observations
• The City’s GIS is not integrated into TRAKiT.
• All parcel, address, and base map data need to be updated and imported into TRAKiT. • Additional data layers are needed.
• Training is needed in both eGIS and new ESRI-based software for selected users. Staff Feedback
• Staff do not have access to a GIS suite of products enabling the creation and updating of GIS datasets and expanded use of GIS data for Custom Maps, Analysis, and Citizen Engagement.
• The current GIS configuration limits the ability to integrate with Business Systems for increased efficiency. These systems might include Asset Management Systems, Document Management Systems, Customer Information Systems, Land Management Systems, Police Systems, and ERP Systems.

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• The City lacks awareness of GIS capabilities and existing gaps in the current GIS configuration. Awareness of issues extends to:
 Incomplete data
 Data quality
 Unresolved data issues
 Unforeseen GIS service gaps
 GIS best practices
 GIS service and support expectations
 Staffing limitations
Staff Feedback
Building Inspection
• Training with the GIS component of TRAKiT is desired
City Manager's Office
• Staff need liquefaction GIS data, flood zones, and basic mapping.

Community Development
• Staff need the following GIS layers:
 Zoning
 Land use
 Planned development sites
 Historic resources
 Housing Element opportunity sites
 Code enforcement cases
 Elected/Appointed officials' conflict of interest maps • Staff would like a citywide GIS master plan
• Staff would like links to Census/Dept. of Finance databases • Staff would like links to property information databases • Staff would like the GIS to integrate with other databases: TRAKiT, CoStar, Start-Up Space, HdLPrime
• Staff would like to see in-process project info online Engineering
• GIS functionality in the City of Newark is basically non-existent • Concrete repair requests, with email automatically generated and sent to identified Engineering staff
• Need ArcGIS training
• Need the ability for staff to send various data sets to the GIS Department to create new/update data layers:
 Link StreetSaver PCI data - Pavement maintenance program  As-built record drawings of roadway improvement projects  Asset management: Street lights, Traffic Signals, Curb ramps (non-compliant vs compliant), City-owned sound walls, Trash Capture Devices, Stormwater treatment measures
 Parcel Maps/Final Maps
 AIDs
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 L&L Districts
 Maintenance responsibilities (i.e., areas within Public ROW maintained by HOAs)  Traffic accident data
 Sidewalk repair requests
• Need the ability to generate various maps on demand
• Other requests (e.g., graffiti, illegal dumping, traffic complaints, streetlight outages, etc.).

Need to be able to accept with email automatically generated and sent to pre-determined appropriate staff and reminder notices if not resolved and status summaries • Staff has continuously requested hiring a GIS Technician/Analyst/Manager for several years, but the City still lacks internal knowledge and expertise Facilities
• Need maps of backflows
Recommendations
• Develop a GIS Master Plan to assess and prioritize projects related to GIS:
 Architecture
 Application Integration
 Data Management
 Departmental Needs
• Based on the GIS Master Plan, identify necessary GIS resources.

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43. Mass Outbound Communications System
Background
Outbound communication systems, including Reverse 911, have significantly transformed in recent years. Public agencies have historically used enhanced mass notification systems to issue public notifications of severe weather warnings, traffic notifications, or other events such as street closures, interruptions in water service,
major organization events, etc. The systems use
delivery mechanisms like email, text messages, RSS
feeds, and social media. Many systems can integrate
with warning systems or GIS. Modern systems have
even incorporated additional functionality to support
advertising campaigns and public or legislative
relations.

Example solutions include:
• AlertMedia
• Alertus
• OnSolve
• Everbridge
• RedFlag
Findings and Observations
• The City currently uses Everbridge Nixle for emergency alerts through a joint agency.
• The City Manager's office handles most outbound
communications.
• Notification capabilities for group users of the Silliman Center and Senior Center regarding program closures, updates, and announcements are necessary but currently unavailable.

Recommendations
• Follow the “Business Process Reviews Best Practices”
initiative to determine detailed feature/function requirements for a new mass outbound communication system.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Project Management Best Practices” initiative.

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Benefits
• Increased community outreach
• Improved public relations
• A single standardized tool for use across the City
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44. Social Media Policy and Strategy
Background
A social media policy is a code of conduct that provides guidelines for departments and individual employees who create a social media presence and post content on that presence or the Internet, either as part of their responsibilities or as a private person. Setting clear expectations for departments and employees can positively affect the organization's image within the community, as well as avoid embarrassment and legal liabilities.

Findings and Observations
• The existing social media policy is eight years old. The City would like to review and update the policy.
• Recreation staff use Archive Social and Hootsuite to manage all social platforms. • Staff use MailChimp to communicate with constituents. • Staff would like to see more robust use of Twitter, NextDoor, Instagram, and LinkedIn. • The City lacks multilingual communication.
• Newark News and the Restaurant Guide are distributed on paper.

Recommendations
• Software products that automatically update several social media outlets from the webpage are readily available and should be used to realize efficiencies. • Consider potential social media integration opportunities with the organization’s websites. • Develop and implement a social media policy that outlines staff responsibilities for city social media accounts and employee responsibilities for personal posts related to city business. • Provide approval to employ a limited number of named social media sites subject to review by the Technology Governance Committee and management approval. • Provide tutorials for employees who use social media to promote organization events and information.
• Procure a software application to track and archive social media posts and updates in compliance with the Public Records Act (PRA).
 CivicPlus and Archive Social are two examples of applications for PRA compliance.

Benefits
• Increased community involvement
• Improved public records access
• Enhanced communication
• Improved public relations
• Fulfillment of public expectations
• Increased promotion of business growth
• Mitigation of risk through education of staff on policy and practices Packet Page 383
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45. Artificial Intelligence
Background
In recent years, rapid advancements in artificial intelligence (AI) have opened up new possibilities for enhancing public services and improving governance. Local governments are crucial in addressing their community’s unique needs and challenges. By embracing AI technologies, local governments can harness the power of data-driven decision-making, automate routine tasks, and deliver more efficient and citizen-centric services.

In its simplest form, artificial intelligence is a technical model/program that learns from past data models used to solve a specific problem or provide a particular service. AI uses large amounts of data to perform specific tasks designed by the developer. Its two limiting factors are the task(s) the program was built to do and the data used to train the AI program. When correctly trained, AI can increase efficiency across many facets of local government.

Findings and Observations
Over the past few years, there has been a significant push for greater utilization of AI in local government. Based on recent developments, there are currently many use cases and examples for AI:
• Similar to ChatGPT, generative AI programs designed specifically for local governments can use data from budget records to provide first drafts for various components of budget reports.
• Generative AI can transcribe meeting minutes and summarize key takeaways and action items from meetings.
• AI can also be implemented to improve constituent support systems. AI-driven chatbots on websites are becoming increasingly common to direct constituents to the information they need.
• Replacing existing website search engines with improved AI-based systems can tremendously benefit constituents.
• AI is also used for various infrastructure assessment types (city mapping, property assessment, pavement assessments, trash monitoring, and more). • Instead of manually inspecting city spaces, AI can scan large areas and provide 3D maps that agency staff can use.
• AI can be trained to recognize and note abnormalities in digital video data for further review or action.
• Newark has joined the San Jose-led GovAI coalition to participate in local government information sharing related to Artificial Intelligence.

It is important to note that AI is only as good as the data it is trained on (and that it continually learns from). As such, it is important to ensure data quality and identify areas of potential bias when implementing AI in agency operations.

Recommendations
• Education - Before undertaking any significant AI initiatives, it is important to develop awareness and understanding amongst agency staff of the benefits of AI initiatives.  Education
 Training
 Example use cases
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• Policy – develop a policy that outlines potential uses for AI, the types of data that may be input into an AI model, and requirements for citing the use of AI and validating results, among other specific needs.
• Build consensus throughout the organization (and the community) before undertaking AI initiatives.
• Once there is buy-in from both city staff and constituents, identify priority areas. Conduct a comprehensive assessment of local government operations to identify areas where AI can bring the most significant benefits, such as citizen services, public safety, administrative processes, or resource allocation.
• Collect and maintain historical data for areas that may benefit from AI to assist in training AI and improving results.
• Upon identifying priority areas, pilot AI initiatives. Start with small-scale pilot projects in collaboration with technology partners to evaluate the feasibility and effectiveness of AI applications in real-world local government scenarios. Monitor and evaluate the outcomes to refine the implementation process.
• Based on the pilot initiatives' results, develop larger-scale initiatives similar to, but not limited to, the programs discussed in the Findings and Observations section above. • Adopt an iterative improvement model in which Agency staff constantly monitors AI programs and identifies areas for improvement.

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46. Smart Cities Technology Strategies
Background
The concept of a smart city has been evolving over the last few years to encompass a collection of applications that typically are external to City facilities but within the boundaries of the jurisdiction. These applications rely on high-speed connectivity and many external devices or sensors to gather significant amounts of data for analysis. Automated analysis of large amounts of data makes these applications "smart". The key components of a smart city are included below:

Components Aspect of City Life
Smart Economy Industry
Smart People Education
Smart Governance E-Government
Smart Mobility Logistics & Infrastructure
Smart Environment Sustainability
Smart Living Security & Quality
Smart city initiatives generally include technologies and networks that are external to City facilities. This externality, by necessity, expands City infrastructure throughout the City.

The International Data Corporations Maturity Model can be used better to understand the City's smart city adoption level to aid the self-assessment process. The table below provides a highlevel overview of the Maturity Model.

Level 1:

Ad Hoc
Level 2:

Opportunistic
Level 3:

Purposeful
and
Repeatable
Level 4:

Operationalized
Level 5:

Optimized
City
Management
Status
Siloed System
Collaboration
System
Integration Managed System
Sustainable and
Open' System of
Systems'
Smart City
Status *Digital
Technologies
as an Enable
Operationfocused digital
and datadriven Service
Improvement
Holistic system
thinking and
emergent
sharing of data
Strategy-led
and outcomedriven.

Enabled by
system‐wide
technology
investment
Technology and
data-enabled
dynamic sense
and response
systems
Continuously
adaptive citywide
'smart'
deployment
Effect on
Outcomes
Capturing
evidence and
building a
business case
Cross-boundary
partnerships
emerging to
focus on shared
outcomes
Shared
accountability
for outcomes
and joint
system‐wide
investment
program
Improved
prediction,
prevention, and
real-time response
delivers improved
outcomes
Citywide open
system of
systems'
approach drives
innovation that
enhances City
competitiveness
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Findings and Observations
• An initial Smart City assessment has been included in the Broadband Master Plan under the title Connected Communities. This plan is under development. • The smart city label has been co-opted by many vendors who have adopted the "smart" idea to a myriad of different marketing and sales concepts.
• Smart city initiatives are not all specific to IT. For example, many smart city initiatives align with Engineering.
 Regardless of alignment, smart city initiatives require excellent procurement, business analysis, and project-management skillsets.
• Many communities currently utilize apps defined as smart city technologies (such as License Plate Readers).
• Sustainability should be the goal of every smart city initiative. Initiatives that require significant ongoing resources to achieve the desired result should be viewed skeptically. • Many smart city initiatives leverage the IT infrastructure and stretch IT's boundaries beyond City facilities.
 It is important to address internal IT infrastructure or operational issues before undertaking any significant smart city initiatives.
• Siloed or standalone smart city initiatives will be less effective over time than initiatives that are fully integrated into City systems.

Recommendations
• Develop smart city goals and objectives. As an example, one California city has identified the following goals in its smart city strategic plan:
 Connected – Included in the Broadband Master Plan
 Responsive
 Transparent
 Innovative
• Before undertaking any significant smart city initiatives, identify and, as much as possible, quantify expected benefits. Benefits could include energy efficiency, cost savings, improved resident service, and/or improved public safety.
• Build consensus throughout the organization (and, if necessary, in the community) before undertaking significant smart city initiatives.
• Utilize application management, procurement, and implementation project management best practices for smart city initiatives.
• Develop cybersecurity capabilities that support the Internet of Things (IoT). • Research and procure a cybersecurity tool that does not require installation on individual devices.

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47. Broadband Master Plan
Findings and Observations
Studies show that the availability and use of high-speed Internet access in a community has significant economic and quality-of-life benefits. These include better health outcomes, improved job-seeking capabilities, more rapid re-employment, and community transparency.

The existing Internet and fiber-optic provider infrastructure in the City is limited. In addition, community development would be enhanced by increased availability of wireless in the downtown area.

Finally, broadband or high-speed wireless Internet is a key infrastructure component of a smart city strategy. A strong wireless infrastructure can be an enabler for Smart meters (water or parking), the Internet of Things (IoT), automatic license plate readers, some low-resolution video applications, and many more smart city tools.

The City has set aside American Recovery Act funding to provide funding for initial fiber interconnects to City facilities. Further, California has set aside $2 billion for last-mile broadband infrastructure, $3.25 billion for a statewide open-access middle-mile network, and $750 million to help local governments obtain better borrowing terms for broadband deployment projects.

The Infrastructure Investment and Jobs Act (IIJA) created the Broadband Equity, Access, and Deployment (BEAD) program, which will fund $1.86 billion to California for deployment of highspeed broadband infrastructure and to improve adoption in underserved locations.

Findings and Observations
• The City leases wide area network services (MLPS) for remote sites to connect back to the Civic Center campus.
• The implementation of a city-owned fiber network could reduce or eliminate the monthly lease costs.
• Additional fiber connectivity to traffic signals, parks, and high-crime areas would provide for the deployment of additional public safety tools.

Recommendations
• Review and adopt the Broadband Master Plan.
• Implement initial connectivity as recommended by the plan.

Benefits
• Improved staff productivity return on investment
• Timely access to information for serving residents/public • Reliability, dependability, and consistency of network communication Packet Page 388
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IT Infrastructure refers to networks, servers,
equipment, inside or outside cable plants, and
other communications infrastructure.

IT Infrastructure

48. Computer Equipment Replacement Planning

49. Computer Room, IT Closets, and Power Distribution Improvements

50. Council Chambers Audiovisual

51. Conference Room Audiovisual Refresh

52. Internet Bandwidth

53. Network Upgrade

54. Server Upgrades

55. Structured Connectivity System

56. Public Safety Video System

57. Door Access Control Improvements

58. Wireless Network Improvements (Wi-Fi)
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48. Computer Equipment Replacement Planning
Findings and Observations
• The City does not have a formal replacement schedule for technology equipment, including servers, storage, switches, or firewalls.
• IT has begun to replace desktop PCs and laptops on a regular basis • Many infrastructure replacements and upgrades are overdue. • Other technology systems, such as audiovisual systems, camera systems, door access control systems, and video surveillance systems, do not have a formal replacement schedule.

Recommendations
• Create and maintain an inventory of all technology-related equipment, year purchased, warranty duration, and other useful information.
 Expand the inventory to all technology with a standard life expectancy.
• Develop a ten-year, rolling computer equipment
replacement plan and budget accordingly.
• Allow customized length of time for replacement of any technology that may have a unique end-of-life.
• Continue to purchase discounted extended warranties at the time of purchase that will cover the equipment
throughout its useful life (e.g., five years for computers and servers).

Benefits
• Better forecasting of purchases
• Managed process that flattens capital expenditures over time
• Improved computer performance
• Improved available features
• Improved portability through the use of a single device • Ability to keep spare equipment around to be reissued, eliminating employee downtime
• Increased employee performance by eliminating the use of old, slow, and post-life cycle technology
• Reduced total cost of ownership
IT Equipment
Recommended
Replacement
Cycle (Years)
Network Switches 7
Phone System
Upgrade 5
Phone System
Replacement 10
Audiovisual
Equipment 5
Servers 5
Disk Storage 5
PCs 5
Laptops 4
Mobile Devices 2
Wireless Devices:

Point-to-Point 5
Wireless LAN 4
Windows Software +/- 5
MS Office +/- 5
Printers, Scanners 5
Plotters 5
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49. Computer Room, IT Closets, and Power Distribution
Improvements
Findings and Observations
• Corporation Yard, Senior Center, Community Center Tele/Data Closets  Some Corporation Yard network locations are out in the open on shelves (photo below)  Not all network equipment is attached to UPS systems
• Silliman Center
 Network cabling in the original building is Category 5 and may not be capable of operating at current network speeds
 The network equipment is located in two rooms, which are connected by conduit  Cable terminations are sub-standard in the janitor closet network installation Recommendations
• Corporation Yard, Senior Center, Community Center
 Review existing equipment locations:
▪ Add UPS systems as necessary
▪ Implement enclosed wall-mount cabinets
▪ Consider industrial cabinets in work areas
• Silliman Center
 Plan for IT cable upgrade to Category 6 or greater in the original building  Consider re-terminating cabling in the janitor closet installation near the pool Benefits
• Improved support for server and network equipment
• Improved management and monitoring capabilities
• Longer-lasting equipment and extended runtime
• Reduced cost in replacement of failed hardware
• Reduced downtime for network and services for citizens • Addressed structural integrity issues with a building • Reduced risk of significant loss of equipment and power systems Packet Page 391
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50. Council Chambers Audiovisual
Background
Council Chambers audiovisual (AV) tools are used to record and stream public meetings to the Internet. The resulting recording can be matched with the agenda items through software to allow interested parties to select an agenda item and click directly to the related video.

Findings and Observations
• Council Chambers A/V upgrades were approved in December 2023.  PEG funds were utilized for the upgrades in early 2024.

Recommendations
• Conduct a Council Chambers meeting walk-through with staff as a part of system acceptance.
• Add Council Chambers A/V to the Computer Equipment Replacement Plan.

Benefits
• Improved production quality of public meetings held in the Council Chambers Packet Page 392
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51. Conference Room Audiovisual Refresh
Background
Conference room audiovisual (AV) tools are used to enhance meetings and special events. We expect the demand for AV systems for virtual meetings and long-distance gatherings will decrease somewhat but not significantly after COVID. AV systems have improved dramatically recently and also integrate collaboration features, mobile devices, and sound-sensing cameras.

Findings and Observations
• A/V systems in conference rooms are consistently
unreliable.
• Conference room audiovisual equipment is not
consistent across the City.
• Conference room audiovisual systems are not
integrated with Teams or Zoom capabilities.
• Upgrades to Civic Center conference rooms and
Police Training Room were completed in January
and February of 2024.

Recommendations
• As a part of implementation, train staff to use the new equipment.  Develop laminated self-help guides for each conference room. • Inventory all other conference rooms and upgrade as appropriate.  Consider room size and two-way audio and visual needs when specifying equipment for each room.
• Budget for audiovisual system replacements as a part of the recommended computer equipment replacement fund.
• Procure audiovisual systems through a Best Practice procurement methodology.

Benefits
• Improved production quality of meetings and other public uses of the space • Improved overall use and traffic at the facilities
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52. Internet Bandwidth
Background
Increased Internet bandwidth and high availability are becoming increasingly important to organizations for daily productivity. Multiple Internet connections are critical to building resilient access to cloud services. Additional bandwidth for peak usage periods and provides for resiliency when disasters that affect primary Internet connections occur.

Findings and Observations
• The City's primary Internet connection is 800Mbps.
• The secondary Internet connection is 250Mbps.
• Moving from the primary to the secondary connection is a manual process. • Future increased use of cloud services will increase the bandwidth utilization. • Most peer agencies are moving toward two diverse, high-speed Internet connections.  Often, a satellite-based Internet connection is implemented to provide some connectivity should fiber-based services fail.

Recommendations
• Expand the secondary Internet connection to a speed equivalent to the primary connection. • Implement automated fail-over from primary to secondary or load balancing. • Additional Internet will be required as the City increases the use of cloud-based systems and provides connectivity for redundancy and disaster recovery. • Add satellite-based Internet at the City Hall/Police Department/Library campus to provide limited service in the event of a fiber cut.
• Increased Internet costs have been included in the recommended Five-Year Budget.

Benefits
• Improved performance
• Increased Internet uptime
• Increased resiliency, providing increased cloud-based applications and services uptime • Reduced risk and liability
• Disaster recovery safeguard
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53. Network Upgrade
Background
A Local Area Network (LAN) is a group of interconnected computers that span a building using copper, fiber cabling, or wireless technology as a means of communication. Typically, access to a LAN is controlled by authentication software integrated with Active Directory. Authorized users access the network and can then use resources and applications assigned to them. LANs are very common due to their small size, low maintenance, fast speeds, and ease of use.

Findings and Observations
• The City primarily uses Cisco switches.
 The core networks at City Hall and Police were reviewed and enhanced recently.  Some network equipment at other City facilities is leased from the City's telecommunications provider.
 Some Silliman Center switches are older.
• Micro-segmentation is a cybersecurity trend, and
virtual networking is a network management trend.
• A limited number of Virtual LANs (VLANs) are in
place in some parts of the organization.
• Port-level security is not in use.
• The City does not have a network management tool.

Recommendations
• Improve network documentation and diagrams.
• Inventory and replace all older or leased equipment prior to the implementation of a new telephone system.
• Expand VLANs to separate critical applications (micro-segmentation) further. • Develop a comprehensive network design to correspond with a planned network upgrade.  Expand the use of VLANs to increase prioritization and security.  Consider routing at regional aggregation points to facilitate local communications and services.
 Determine the best method of implementation of port-level security. • Include network equipment in the capital replacement plan.

Benefits
• Improved network performance and reliability
• Increased security on network and resources
• Reduced costs associated with replacements and failures. • Ability to establish an internal network uptime Service Level Agreement (99.9% would be standard for local government)
• Improved budget and project planning
• Increased network resiliency and performance
• Reduced IT staff support effort
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54. Server Upgrades
Background
• Newark utilizes a hyper-converged system to host the majority of City servers.  Hyperconverged Infrastructure (HCI) is a software-defined IT infrastructure that virtualizes all the elements of conventional "hardware-defined" systems. HCI includes, at a minimum, virtualized computing (a hypervisor), software-defined storage, and virtualized networking (software-defined networking)
 Hyperconverged systems are designed to be highly resilient.  Failure of any single component does not affect capabilities  HCI reduces administration and support
Findings and Observations
• The City's hyper-converged system is six years old and requires replacement.  The City uses the native "hypervisor" for virtualization and server management. ▪ Most of our clients with this system continue to utilize VMware for virtualization. • The City has three Microsoft 2012 servers.
 2022 is the current version.
• Windows 2012 is end-of-life and no longer supported.

Recommendations
• Conduct a Best Practices procurement to replace the existing hyper-converged server/disk infrastructure.
 Consider utilizing VMware for virtualization and server management. • Upgrade to standard Windows Server 2022 when possible.

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55. Structured Connectivity System
Background
A structured connectivity system is a complete set of cabling and connectivity products that integrate voice, data, wireless, video, and other technology systems into a comprehensive infrastructure.

Current approved cabling standards are Category 5e, Category 6, Category 6A and Category 8. The majority of new installations are Category 6 or Category 6A. Category 6A is capable of transmitting multi-gigabits of data in support of current-generation wireless access points.

Findings and Observations
• The original structure at Silliman Center has Category 5 cable installed. • Silliman Center addition (poolside) cabling terminations are split between the boiler room and a closet next to the boiler room.
• Senior Center, Corporation Yard, and Community Center all have older cabling with minimal cable management and environmental control.

Recommendations
• Assess cabling installations for quality and completeness.  Improve cabling in conjunction with projects to improve tele/data closets to provide additional security and environmental protection.
• Install two Cat 6A cables to each new Wireless Access Point (WAP) location. • Develop Structured Cabling Systems (SCS) standards as a basis for any upcoming recabling efforts.  This document will be used to support the ongoing needs of the City as it relates to maintaining the existing SCS and can be provided to architects and/or contractors as part of the construction specification for future projects. The SCS Standards Document should have the following as its goals:
▪ Implement a non-proprietary cable infrastructure system supporting multi-vendor equipment and services.
▪ Provide reduced costs for future cable installation, support, and management. ▪ Maintain consistency by providing reduced training requirements for employees. ▪ Improve troubleshooting and support for ongoing management/maintenance. ▪ Create a system based on recognized industry standards (ANSI, TIA/EIA, IEEE, and BICSI).
• Provide a suitable patch cord management system at equipment racks and/or cabinets.  Improve patch cord management by reducing patch cord lengths and improving "dressing."
• Utilize the SCS standards to bid and hire a contractor to perform small cabling jobs as required.

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56. Public Safety Video System
Background
Security camera systems can be an effective security tool and criminal deterrent. One study by the Urban Institute determined that the savings and benefits of fewer incidents and crimes outweighed the cost of video systems. The study also found that Police, policymakers, and others involved in facility or property oversight largely viewed security, surveillance, or monitoring cameras as useful tools for managing behavior, preventing crimes, aiding in response, assisting in arrests, and supporting investigations and prosecutions.

Video systems can be integrated with door access control systems to improve visibility into door-related alarms, such as focusing a camera on a door that has been propped open too long.

Recently, police departments have found that a mix of video options is required to provide optimal public safety capabilities. These include static video cameras, pan-tilt-zoom cameras, and fixed and mobile automated license plate readers (ALPRs).

Findings and Observations
• The City has a limited number of public safety video cameras. • Additional cameras and storage are necessary to meet legal requirements for evidence processing.
• Cameras are necessary to monitor Police Department evidence stored at the Corporation Yard.
• Additional video camera coverage would be helpful at Silliman Center to monitor the exterior of the building and art installations.
• The Police Department needs access to the software and to real-time feeds for response efforts.
• The Police Department cannot use existing cameras because the DOJ requires 365-day video retention for property and evidence.
• A Public Project bid to procure the additional video cameras has been issued, and bids have been received.

Recommendations
• Complete the Public Project bid process and procure additional video cameras for City facilities.

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57. Door Access Control Improvements
Background
Door Access Control, sometimes referred to as keyless entry, is an effective way for the City to manage security and control access to various buildings, facilities, and secure spaces. The system limits security risks and allows for the management of access by employees, customers, and the public. Many municipalities are moving to a single, organization-wide system to manage security and access to facilities. Some systems in the marketplace allow for integration with video security systems to allow the City to associate keyless entry devices with video or photographic imagery to ensure users comply with contractual or rental agreements.

Findings and Observations
• The City implemented proximity card-based door access control at the Civic Center campus.  The system installed at the Civic Center is an industry leader and can be expanded to meet additional requirements.
• A recent incident caused an assessment of door access control citywide. • Additional Door Access control needs have been identified throughout the City. • Some high-priority door and gate access control enhancements are underway. • A bid document is being prepared to expand door access control at all City facilities.  Requirements have been gathered from the departments for recommended improvements.
• There are no automated locks in any department. Facilities and Janitorial contractors manually lock/unlock doors in various facilities.
• Staff find the system hard to use and would like more training. • Key cards and fob numbers overlap.
• The City issued a public bid for it and is in the process of awarding it.

Recommendations
• Follow the guidelines of the “IT Project Planning and Implementation Best Practices” initiative.

Benefits
• Improved maintenance and labor efficiencies
• Mechanical locks and keys replaced with electronic locks, badges, or cards and readers • Eliminate the expense of re-keying or changing locks for employee separations. • Employees and others are less likely to set off false alarms • Automatic regulation of access reduces the need for on-site security personnel • Allows for more efficient temporary access by outside personnel, like visitors or vendors • Decreases liability and risk from greater access control Packet Page 399
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58. Wireless Network Improvements (Wi-Fi)
Background
High-speed wireless Internet is a key infrastructure
component of a Smart City strategy. A strong wireless
infrastructure for staff and public wireless access at City facilities is now expected. A public wireless infrastructure deployed throughout the City can enable many Smart City applications, including smart meters (water or parking), the Internet of Things (IoT), automatic license plate readers, traffic monitors, some video surveillance applications, and many more Smart City tools.

Findings and Observations
• The City has installed Wi-Fi network technology within each facility to provide employees and the public with wireless Internet access.
• Demand for Wi-Fi will continue to increase.
 Staff demand for Wi-Fi in outdoor spaces will increase as they become more mobile.
 Public demand for wireless at City parks will increase.

Recommendations
• Expand wireless to all City facilities' outdoor spaces.  Plan for wireless access through the Corporation Yard. • Provide wireless in City parks.
 Program wireless availability to correspond with hours of operation.  Some agencies time public wireless usage to limit long-term streaming.

Benefits
• Improved wireless speeds
• Reduced complexity
• Increased security
• Expanded coverage
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IT Operations
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The IT Operations section addresses daily support
and maintenance of all IT infrastructure and user
support.

IT Operations

59. Help/Service Desk Ticketing System

60. IT Asset Management Automation

61. IT Automation Tools (Patch Management)

62. Identity and Access Management

63. IT Policies and Procedures

64. Mobile Device Management

65. Network Management Tools (Configuration Management) Packet Page 401
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59. Help/Service Desk Ticketing System
Background
Service Desk systems make it easy for users to submit requests. IT staff members can assign and track tickets. The automated electronic, email-based communications included in Service Desk systems can allow users to track the progress of their tickets as IT staff members update the status. Service Desk systems prevent items from "falling through the cracks" by logging all requests. Another key benefit of Service Desk ticketing systems is the collection and analysis of metric data related to the number of requests submitted, resolved, and remaining open.

Sample vendors include:
• ManageEngine ServiceDesk Plus
• Rezolve
• iSupport
• ServiceTonic
• Deskpro
Findings and Observations
• The City uses ConnectWise for Help Desk/Service Desk ticketing. • Staff are unhappy with ConnectWise and the system's cost/benefit.  A project to replace the system with a more cost-effective solution is underway.

Recommendations
• Follow Software Selection Best Practices in the selection of a new Help Desk ticketing system.
 When implementing a new Help Desk system, develop a marketing campaign to encourage users to utilize the ticketing system.
• Revise Service Desk data capture to a more hierarchical data collection model. Collect data based on:
 User department
 Issues vs. requests for service
 Application
• Metrics related to meeting Service Desk service levels should be developed and tracked on a weekly and monthly basis.
 Staff should be encouraged to report all time spent on Service Desk tickets in the system.
• Key metrics may include:
 Tickets submitted by department
 Tickets closed during the month
 Average number of tickets open during the month
 Staff time spent per ticket and overall on problem resolution and service  Thirteen-month rolling graphs of the above metrics
 Ticket aging reports, such as tickets open more than seven days • Develop Help Desk ticket response-time and resolution-time goals based on urgency.

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 Track the number of tickets assigned, priority, response time, and resolution time by team members.
• Summaries of Service Desk tickets opened and closed should be presented to management each month as part of IT's key performance indicators.

Benefits
• Central ticketing system
• Availability to many users
• Increased resolution rates
• Support for all devices
• Improved user communication, experiences, and satisfaction • Better diagnostics and problem identification
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60. IT Asset Management Automation
Background
IT Asset Management automation is a computer-aided system for asset maintenance and management functions, which include asset management, inventory, deployment, and securitypatch management. The automation features allow the reduction of manual processes, enabling more efficient processing and monitoring of activities.

Sample vendors include:
• ConnectWise
• ManageEngine
• Microsoft Intune
Findings
• ConnectWise is also used for IT Asset Management.
 Implementation of ConnectWise as an Asset Management system is not complete.  Staff inventory of workstations and printers manually. • IT Asset Management systems automate network and desktop inventory tasks. • IT Asset Management systems are often integrated with Help Desk or Desktop Management systems.

Recommendations
• When selecting the Help Desk system, include requirements for IT Asset Management.  Include real-time asset detection for new or rouge devices in the requirements (CIS Controls).
 Include software inventory in the asset management requirements (CIS Controls).

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61. IT Automation Tools (Patch Management)
Findings and Observations
• Patches and security updates for non-Microsoft products are performed manually by IT staff. • The City IT staff is using WSUS to patch Microsoft products.  WSUS will patch Windows software but will not patch common desktop applications such as Adobe or Java.
• Patches are not pushed to a "sandbox", including pilot PCs from various departments.

Recommendations
• IT should replace WSUS with an enterprise patch management solution to cover all software within the organization.
• Many agencies are moving to Microsoft InTune to provide patch management capabilities for desktops, laptops, and other mobile devices.
 InTune now includes notification of critical vulnerabilities and out-of-date software.  A somewhat limited feature set is available through a Microsoft G3 subscription. ▪ Recommend moving to Microsoft G5 to have all Microsoft security and desktop management tools available.
• Create a best practices patch deployment methodology that includes a small subset of desktop deployments to verify patch performance before full deployment.  Using a managed deployment methodology is important for Dispatch and other critical workstations.

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62. Identity and Access Management
Background
Identity and Access Management includes Multi-factor Authentication (MFA), Single Sign-On (SSO), Privileged Access Management (PAM), and user onboarding/offboarding. It is meant to help secure an organization's resources and data, with access only given to authorized accounts.

Identity and Access Management (IAM) is the organizational and technical process for first registering and authorizing access rights in the configuration phase and then in the operation phase for identifying, authenticating, and controlling individual or group access rights. Identity Management (IdM) is the task of controlling information about users on computers. Such information includes information that authenticates the identity of a user and information that describes data and actions they are authorized to access and/or perform. It also includes the management of descriptive information about the user and how and by whom that information can be accessed and modified. In addition to users, managed entities typically include hardware and network resources and business applications.

Identity and Access Management applies to enterprise or departmental applications systems.

These are often set up using role-based security to allow people to access specific information within a system, including what capabilities they might have for approval or whether they can view, add, change, or delete information. These system roles are very critical, and if not set up properly, they can allow unauthorized personnel to see restricted information or even deny access or capability for those who need access and should be authorized to perform critical tasks.

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Identity and Access Management includes onboarding staff, identifying and applying the proper security rights for the job function, and offboarding staff when they leave the organization. When staff are offboarded, emails and files are typically transferred to another staff member until they are no longer needed. Then, records retention policies and procedures apply to email and file retention or disposal.

Identity management can help protect users from password fatigue, where a user accustomed to frequent password prompts can sometimes enter a password to a malicious prompt out of familiarity. Single Sign-On can also help increase productivity for users who need to remember passwords to multiple applications.

Findings and Observations
• MFA is in place for most staff computer access.
 New Criminal Justice Information System requirements expand the scope of MFA deployment.
 Additional MFA deployment is needed within the IT function for certain activities. • Departments are responsible for informing IT that new staff have been hired, along with their roles and responsibilities.
• The IT process for onboarding staff and providing appropriate computer equipment appears to be timely and efficient.
• Departments are responsible for informing IT that staff have left the organization or have changed roles.
• IT reports that prompt notification of staff leaving the organization does not always occur.  This can be a significant cybersecurity issue.
 It is important to notify IT of the departure of any contractors that may have access to City systems.
• The system used for email archiving has some small gaps in capabilities that should be addressed.
 Exchange Online Archiving is used for email archiving and Public Records requests. • An agency-wide onboarding/offboarding policy does not exist.

Recommendations
• Utilize an applications/user inventory to determine user access needs that are not currently provided.
• Continue to utilize integration with Windows Active Directory (AD) to facilitate user access management and reduce the number of system logins when enterprise application systems support AD.
• Continue to expand the use of the single sign-on (SSO) application to ease access to authorized information further.
 Require Active Directory integration capabilities in future cloud-based applications.  Inventory existing cloud-based applications to determine which systems have AD capabilities and which do not.
▪ Consider implementing MFA for any cloud-based applications that cannot be integrated with Active Directory.

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• Determine if any confidential information is available in requested modules (e.g., social security numbers, driver's license numbers, credit card numbers, etc.) If not, grant inquiryonly access to staff members who require it to improve productivity, increase efficiency, and enhance responsiveness.
• Management and application process owners should work with the IT Department to properly set up roles and security for all enterprise—or department-level application systems. This should include setting up roles and security for new employees and disabling user roles and security for departing employees.
• Ensure that workflow is documented and configured for onboarding and offboarding employees in accordance with City policies to ensure that access permissions are provided only to those requiring such access.
• Implement a records retention policy and associated procedures for the retention of data as appropriate.
• Implement an email archiving system to minimize dependence on shared mailboxes. • Expand the use of MFA.
 Upgrade to Microsoft 365 G5 to enhance Identity and Access Management.

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63. IT Policies and Procedures
Findings and Observations
• The City has a minimal number of approved IT policies. • The City expressed the desire to develop and tighten policies to improve compliance. They also wish to enact policies to ensure that the organization is protected. • Security-related policies and operational procedures for the network appear to be limited. • Limited documentation and Help Desk knowledgebase limitations make cross-training difficult.
• CJIS recently included requirements for policies in the regulations.  Policies must be developed by October 2024.

Recommendations
• Acceptable Use Policy (AUP) – Purpose: Defines acceptable performance and expectation of behavior and activity
• Data Classification – Purpose: Identifies the value of the data to the organization; identifies how data owners can determine the proper classification and how personnel should protect data based on the classification
 NIST (low impact, moderate impact, high impact); Public, Business Confidential, Sensitive
 Government or Non-government and Potential Adverse Impact of a Data Breach  Criminal, HIPPA, PCI, Business confidential, Legal requirements • Social Media – Purpose: Defines how the City of Newark employees should conduct themselves via the web
 Employee access
 Use of official accounts
 Conduct, oversight, and enforcement
 Security
 Disclaimers
 Engagement
• Exfiltration – Purpose: The theft or unauthorized removal or movement of data from a device; Confidential data movement (must be encrypted)
• Identity Access Management/Password Security – Purpose: Provisioning of accounts and assignment of necessary privileges and access; SSO, MFA, and related standards  Password Security
 Password Creation and Management
• Secure Configuration Procedure (SecCM) – (NIST 800-128; SecCM) Purpose:

Management and control of secure configurations for systems  Four Phases: Planning, Identifying and Implementing Configurations, Controlling Configuration Changes, and Monitoring
 Note: This can include a Configuration Management Plan Creation (Large Effort) • Risk Management – Purpose: Risk reduction to an acceptable level based on the value of assets, budget size, and others. Based on known threats or incidents that have already happened. (Internal Annual assessment)
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• Security Awareness Training – Purpose: Define required alterations in normal work activities to comply with the standards, guidelines, and procedures mandated by the security policies
• Incident Response – Purpose: Security Policy required for Incident Response Plan (Appendix for PD specific requirements)
• Security Audits and Logging – Purpose: Leverage Security Assessments that Control Objectives guide for Information and Related Technologies (COBIT). Also, security audits and logging leverage NIST SP 800-53A for assessing security and privacy controls as a best practice
• Network Security - Purpose: Policy covering network components to assess and implement secure design principles in network architectures and secure network components within the Infrastructure
• Portable Media – Purpose: Define policies to leverage tools for Full Disk Encryption (FDE) and usage of Trusted Platform Modules (TPMs)
• Vendor Management – Purpose: Policies to keep communications and contracts confidential require encrypted and authenticated transactions. Consideration of vendor management systems (VMS) as part of a security solution that assists with managing and procuring staffing services, hardware, software, and other needed products and services • Artificial Intelligence – Purpose: Define City guidelines for the use of Artificial Intelligence tools
• Remote Access – Purpose: Define remote access users' (staff or contractors) responsibilities and requirements
• Asset Management – Purpose: Outline the need for complete hardware and software inventories. Document asset disposal requirements
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64. Mobile Device Management
Background
Mobile device management (MDM) software is a collection of applications that allows the management, distribution, usage, and maintenance of laptops, tablets, and smartphones.

Additional features allow configurations to be done on devices to discourage wrongful use and reduce individual device maintenance.

Findings and Observations
• MDM provides the ability to see and control all mobile devices owned or controlled by the enterprise.
• A key feature of MDM products is the ability to "wipe" a partition on the device if it is lost or stolen.
• The City uses a mobile device management tool
provided by a cellular vendor.
 This tool provides limited functionality.

Recommendations
• Research, pilot, and select a full-featured MDM software product.  Consider using Microsoft InTune because it is a component of Microsoft 365.  Products that integrate with the Help Desk system or inventory system should be given top priority in any evaluation.
 Other leading products include AirWatch, MAS 360, and Meraki.

Benefits
• Improved staff efficiency and mobility
• Support for all devices
• Less time manually managing and monitoring
• Increased use of remote access
• Simplified distribution of software
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65. Network Management Tools (Configuration Management) Background
Network management is the general term for the activities, procedures, and tools related to the operation, administration, provisioning, and maintenance of computer network systems. It effectively keeps the network up and running smoothly while also monitoring the system to identify potential problems quickly.

Findings and Observations
• The City uses a network management tool.
 The toolset is limited, providing only basic alerting and monitoring.
• Network management tools can provide early alerts to
upcoming issues, trend data, and alerts to failures.
 Network management tools are a key component of
moving from reactive to proactive management.
 Network management tools can simplify
configuration updates by automatically storing
configuration files and tracking revision levels.

Recommendations
• Select and implement a new network management tool.
 Select mid-market tools such as What's Up Gold or PRTG.  Avoid enterprise network management products, as implementation and ongoing maintenance can be time-consuming.
• Utilize third-party assistance for initial configuration and tuning.

Benefits
• Less time manually managing and monitoring
• Increased utilization
• Increased resource access
• Centralized access to multiple applications and platforms Packet Page 412
Cybersecurity
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Cybersecurity addresses all security systems and
practices, including disaster recovery, to protect
systems and data.

Cybersecurit y

66. Audit Logs and Log Management

67. Backups and Testing

68. Disaster Recovery/Business Continuity Planning

69. Firewall Filtering and Consolidation

70. Cybersecurity – General

71. Multi-Factor Authentication (MFA)
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66. Audit Logs and Log Management
Background
The audit log and log management software are used to monitor the status and health of Active Directory, servers, and all network devices, respectively. This software also allows the ability to create audit trails of changes made to the Active Directory and other applications and systems.

With log management and alerting software, IT staff members can be notified immediately of any issues or potential threats to the Active Directory domain. Audit logs are important tools for managing the environment. In addition, should an incident occur, audit logs can provide valuable forensic information related to the incident and any potential perpetrators.

Findings and Observations
• The City uses Artic Wolf for log management and 24 x 7 alert/alarm management related to issues from logs.
• Artic Wolf is a System Information and Event Management (SIEM) tool. This is one of the cornerstones of cybersecurity risk management.
• Artic Wolf meets the City's cyber security needs for SIEM management.

Recommendations
• Upon contract renewal, investigate other products that may be more cost-effective.

Benefits
• Centralized log management system
• Improved automation of routine tasks
• Increased investigation visibility using audit trails • Improved security
• Improved reporting and metrics
• Better diagnostics and problem identification
• Availability of forensics log
• Alerts to bad logon attempts
• Increased staff productivity
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67. Backups and Testing
Findings and Observations
• The City utilizes Rubrik and HYCU backup solutions.
 HYCU provides cloud-based backup for Office 365 and is considered the City's email archive platform.
 Rubrik provides on-premise and cloud-based backup for City servers and data. • A full inventory of all data and potential backup needs has not been completed. • Cloud-based service restoration from backup has not
been completed.

Recommendations
• Inventory all City data stores and identify any gaps in backups.
• Upon contract termination, consider consolidation to a single backup solution.
 Implement a cloud solution that allows for on-premise and off-site backups with the ability to restore systems and services locally and in the cloud.
• Consider a purpose-built cloud-based email archiving solution. • Test individual file backups frequently.
• Test disaster recovery plans annually.
• Test and confirm successful restore of full system backups and ability to restore virtual machine at the host level.
• Test file server restores every six months.
 Conduct bare-metal restoration exercises periodically. • Consider Barracuda, Datto, or Thinkguard as potential solutions to reduce the complexity and staff time required to manage backups.
• Implement immutable backups to separate backup systems from the production environment fully.
 Verify that backup systems utilize different passwords than all other systems.

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68. Disaster Recovery/Business Continuity Planning
Background
Disaster recovery planning is a critical component of cyber security readiness. A disaster recovery plan outlines expected timeframes and work steps to restore computer systems should a significant incident cause a long-term (usually expected to be greater than 24 hours) outage.

Expected recovery timeframes should be considered service level agreements between the IT function and the Departments for recovery of systems and maximum data loss.

A disaster recovery plan should contain the detailed work steps required for recovery. The City cannot assume that primary IT staff will be available in the event of a disaster.

Findings and Observations
• The City does not have Disaster Recovery, Business Continuity, or Cybersecurity Emergency Response plans.
• Service-level agreements (SLAs) are not in place for application recovery in the event of a disaster.
 Service-level agreements outline the expected time from the declaration of a disaster to the availability of application systems and the maximum expected loss of data. ▪ Typical restoration timeframes for critical systems are less than 24 hours with less than 24 hours of data loss.
▪ Lower-priority systems may not be restored for days in the event of a disaster. ▪ We always try to avoid data loss greater than seven days. • Cloud-based virtual server recovery has not been implemented.

Recommendations
• Implement a backup solution that provides virtual server recovery in "The Cloud".  Best practice for cloud-based backup is a system that protects against malware attacks through additional separation from production systems (immutable backups)  Test virtual server recovery on a regular basis
 Develop a Disaster Recovery Plan/Business Continuity Plan • Work with the departments to understand desired service restoration time frames • Review and test comprehensive restores of critical systems • Develop strategies for the restoration of high-priority applications  Begin to implement based on strategy and application priority  Test portions of plans every six (6) months
 Develop plans for continued staff access to applications in the event a major City facility is no longer available
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Benefits
• Emergency preparedness compliance
• Improved communication
• Awareness of procedures
• Better diagnostics and problem identification
• Reduced risk and liability
• Faster, well-informed decision-making
• Identification of business-critical functions
• Decreased recovery times and exposure to system failures • Awareness of immediate actions
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69. Firewall Filtering and Consolidation
Findings and Observations
• City firewalls are due for replacement based on the Computer Equipment Replacement plan.
• Staff plans to investigate various firewall alternatives.

Recommendations
• Utilize Best Practices Procurement methodology to select the appropriate installation vendor • Procure and install the website content filter service on all firewalls • Move to a single firewall vendor to simplify management Benefits
• Improved security and reduced risk of viruses
• Reduced risks related to inappropriate staff use of the Internet • Reduced staff time spent managing firewalls through centralized security logs and management
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70. Cybersecurity – General
Background
The number and sophistication of cybersecurity incidents continue to increase. Risks related to cybersecurity attacks have become more significant recently. It is forecasted that in 2021, a new organization will fall victim to ransomware every 11 seconds. Costs of breaches have escalated and include loss of reputation, reduction in the ability to serve residents, costs associated with notifying those affected by the breach, reduced staff productivity, and financial loss.

Local government agencies are all struggling to improve cybersecurity preparedness and expand cybersecurity defense. One of our clients has deployed over fifty (50) different cybersecurity programs and tools to reduce the risk of breach and, should a breach occur, limit the damage.

For the last two years, ClientFirst has been recommending significant increases in cybersecurity spending as a part of IT planning engagements. The increased complexity of cybersecurity defense has caused us to advocate for a cyber-security focal point to manage agency efforts.

Since 98% of cyber-attacks rely on social engineering, cybersecurity defense begins with programs to reduce the risk of staff failure to recognize a cybersecurity risk.

According to the 2019 Deloitte Cybersecurity Survey, cybersecurity managers split their time between eleven different functional areas, as outlined below:

Source: The Future of Cyber Development, Deloitte Development LLC Many of the above cybersecurity functional areas can be easily outsourced. Others are specific to the City and require continuous visible advocacy to be successful. As an example, compared Packet Page 419
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to benchmarks, City Security Awareness Training attendance has been low, with training completion rates below that of peer agencies. Security Awareness training is critical because, as noted above, the vast majority of attacks rely on social engineering to gain initial entry into an organization.

Findings and Observations
• The City has implemented a layered approach to network security.  Next generation antivirus
 Managed Detection and Response (MDR)
 Security Information and Event Management (SIEM)
 Firewalls with the most advanced security features
▪ Email and website filtering
▪ Intrusion Protection/Intrusion Detection
 Security Awareness Training
• Planned cybersecurity projects include:
 Network monitoring and event logging
 MDM upgrade
 Policy & procedures
 Disaster Recovery Planning
 And many more.
• There are some issues with the current Virtual Private Network (VPN) connectivity solution. • Cybersecurity is multi-faceted, requiring a significant number of technical tools, operational skills, and managerial capabilities to keep staff attentive to continually evolving threats and methods of attack.
• The Criminal Justice Information System policy was recently updated, significantly expanding cybersecurity requirements for Police.

Recommendations
• Continue to upgrade cybersecurity threat mitigation capabilities • Continue to build additional resiliency into existing systems to reduce the chances of catastrophic failure
• Utilize services provided by MS-ISAC and CISA to reduce costs where possible • Review CJIS requirements and begin an implementation project • Develop cybersecurity policies and procedures to formalize City guidelines Packet Page 420
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71. Multi-Factor Authentication (MFA)
Background
The need for increased information sharing and remote access to data networks, as well as increased security threats, creates new identity validation requirements. To meet these requirements, many agencies at all levels of government are using a strategy known as advanced authentication or multi-factor authentication. This approach supplements traditional username and password authentication with alternative forms of verification based on a user's physical characteristics (such as a fingerprint) or an object in the user's possession (such as a smart card or a token).

Findings and Observations
• Multi-factor authentication is a security strategy based on the principle of defense-in-depth. • The National Institute of Standards strongly recommends multi-factor authentication for all systems.
 CJIS recently expanded MFA requirements for Police.
• Multi-factor authentication is a best practice for HVAC/building control systems and IT system administration.
• It is best practice for ALL remote access authentication to be based on multi-factor technology.

Recommendations
• Budget for and implement multi-factor authentication for remote access to City systems, including Police, applications system remote access, and IT staff remote network access.  Utilize a third party to assist with expanded implementation. • For management staff who would benefit from remote access to applications, consider a soft-token multi-factor authentication to reduce complexity. • Consider IT's use of a password manager that incorporates MFA into any access.

Benefits
• Enhanced security and compliance
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IT Staffing
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IT staffing can be one of the most important areas
of business management, especially in view of the
impact IT decisions can have on the organization's
productivity, budget, morale, and overall success.

IT St affing

72. IT Staff Training

73. IT Staffing

74. GIS Staffing

75. Enterprise Applications Support

76. Staff Security Awareness Training
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72. IT Staff Training
Findings and Observations
• Staff members are doing a good job of providing day-to-day support and essential maintenance for IT systems.
• Staff training has been limited recently due to the current workload. • Staff has defaulted to a learning-on-the-job methodology.  This methodology can add significant time to project schedules as staff members learn as they go.
 From time to time, this methodology can also result in less-than-optimal implementations.

Recommendations
• Develop training plans for all Technical Services staff. • Opportunities for uninterrupted training provide for the highest retention and most productive use of training time.
• We recommend that the City develop a relationship with a third party who has strong expertise in infrastructure-related projects.
 Third-party assistance with the fine-tuning of IT operations and security tools may be required.
 Utilize a third party for knowledge transfer and best practices. • Attend user conferences in key functional areas as appropriate.  Utilize the Municipal Information Systems Association of California (MISAC) training, where possible, to introduce staff to peer individuals at other agencies.

Benefits
• Increased institutional knowledge
• More completed projects
• More effective projects
• Increased anticipation and management of technology upgrades • Improved ROI on implementation and support
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73. IT Staffing
Background
As a part of the technology master planning process, ClientFirst conducts a review of available technology resources versus the level of resources required to implement the recommendations included in the plan.

Findings and Observations
• City IT Staff include:
 An IT Director
 Two full-time Help Desk technicians
 A part-time Help Desk technician providing support for Police systems  Three IT Analysts:
▪ Two dedicated to Infrastructure
▪ One dedicated to applications and project management
• Current staffing levels are insufficient to implement the recommendations of the plan.  Twenty-six (26) unique application initiatives are included in the plan  Ongoing cybersecurity improvements are required and will require expanded operational support
 Continued system upgrades to meet municipal government IT Best Practices are necessary
• Project budgets provided in the plan include third-party subject-matter expertise where recommended.
• Improving IT operations through the implementation of IT management and productivity tools will require increased resources over the near term. Over the longer term, IT capabilities will be improved.

Recommendations
• Additional IT Analyst and project management skills will be required to implement the plan successfully.
 IT management will need to assist in coordinating business application implementations and third-party resources.
 Provide appropriate project management training to IT Staff. • Third-party subject-matter expertise is being utilized for:
 Telecommunications and phone system upgrade
 Wide Area Network (WAN) upgrade
 Public Safety Video and Security improvements
 Broadband Master Planning
 Initial GIS assistance
• Third-party subject-matter expertise is recommended to assist the City in the following areas:
 Business application software selection and implementation project management oversight
 Cybersecurity assessments and penetration tests
 Office 365 and Microsoft Azure design, implementation, and staff training Packet Page 424
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 Citywide Broadband Master Plan implementation
 IT operational software implementations
 Future complex design, procurement, and/or implementation projects • Consider third-party project management for complex IT infrastructure or cybersecurity projects.
• Consider contract services for:
 The City GIS program
 Cybersecurity oversight and project management
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74. GIS Staffing
Background
GIS is a key "Smart City" initiative. GIS provides a database to store geospatial assets and related historical knowledge. GIS is a baseline tool for Land Use Planning, Permitting, Code Enforcement, Police, and Public Works. Tasks to support a GIS system include System Design and Architecture, Data Management, Documentation, Maintaining Standards, Data Conversion and Maintenance, Mapping, Project Management, System Integration, Application Development, and Customer Service.

Findings and Observations
• The City participates in the Southern Alameda County GIS Authority Joint Powers Authority (JPA), which provides some GIS services and data sharing. • The JPA is implementing ArcGIS Online as a repository for GIS data. • Without additional GIS resources, the City will continue experiencing issues, including:
 Delayed responses to information requests due to manual research methods requiring multiple sources
 Slow GIS adoption rate
 Continued use of paper for tracking information
 Continued disconnects between Deeds, Easements, and Memorandum of Understandings (MOUs) to GIS Roadways and Parcels
 Inability to interface GIS to new Business Systems for increased Return on Investment (ROI)
Recommendations
• Increase the amount of contract GIS services.
 Review the accuracy of existing GIS layers
 Expand the number of GIS layers
• Improve GIS integration to:
 Police Computer Aided Dispatch
 Land Management System (Central Square Community Development)  Enterprise Asset Management (PubWorks or replacement system)  Electronic Content Management (Laserfiche)
• Conduct a GIS Master Plan to determine appropriate long-term resource needs.

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75. Enterprise Applications Support
Background
Local government agencies increasingly understand the direct correlation between effective application utilization, organizational efficiency, and productivity gains. As described throughout this document, increasing application utilization is key for the organization to do more with the same labor resources. Additionally, institutional knowledge too often leaves the organization through retirements and other employment separations because many processes and procedures are inadequately automated in enterprise systems. Typically, agency goals of improved transparency and constituent services are also accomplished through various software programs that automate and streamline processes.

Most organizations have a blend of application and business analyst skills within their business departments and their IT department. However, we have yet to encounter a small- or mid-sized agency with adequate resources to meet the organization's needs.

To meet these needs, IT departments are beginning to transform their overall department structures to take on more responsibility in managing applications support services. This trend is being made possible by streamlining typical IT department operations through productivity and monitoring tools.

Typical applications support staff proactively handle Help Desk needs relating to business department applications, business process analysis, applications training, applications setup and configurations, ad hoc report writing, and database administration. The goal of applications support staff is to increase efficiencies in the agency by facilitating the automation or simplification of business processes through the use of enterprise technologies.

It is not unusual to designate application support staff for the following major application systems:
• ERP (Accounting, Finance, and People Management)
• Work Orders/Asset Management
• Community Development
• Personnel Management
• CAD/RMS
Findings and Observations
• A single IT staff member is designated to support the Departments and assist them with business application improvements.
 Business analysis skills are completely different from the technical skills City IT staff possess.
• Departments described the need for additional application support in surveys and interviews.
 This report includes 26 unique business application improvement initiatives. • The City's ERP system is sunsetted and must be replaced in the next five years. • ERP system replacement is a two-to-three-year project and requires a minimum of .5 FTE for internal project coordination.
• This report identifies opportunities for improvement in several major application systems.  The operational effectiveness capabilities of the City will be enhanced if the utilization of application systems is improved.

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Recommendations
• Consider adding business systems analysts to the IT staff.  Over the long term, this position can increase IT's ability to assist departments in improving application utilization and efficiency and improving business processes. • Develop a Digital Innovation function that can assist with the following:
 Assist department subject-matter experts (SMEs) in the resolution of enterprise application software-related issues.
 Work closely with department managers, division leads, and application users to document and/or design/redesign effective business processes and associated business applications, including projects that require effective implementation or reimplementation.
 Make recommendations on improvements to business processes and applications, with the goal of delivering enhanced service and outcomes (e.g., faster permit processing times, automating current manual or inefficient processes, etc.)  Provide project coordination and oversight of multiple applications system projects.  Assist with research of applications software products and services, and coordinate feasibility studies for applications, software, and system products under consideration for purchase and provide findings.
 Develop and deploy standards, methodologies, and best practices for application deployment, business process improvement, application interfaces, and report writing.  Document procedures, application interfaces, service-level agreements, and other methodologies related to application systems.
 Collaborate in the testing of applications and communicate with network and server administrators, vendors, and software developers to ensure quality assurance and fulfillment of contractual obligations.
 Compile and maintain an inventory of all applications software and system assets and their corresponding contracts and agreements, documenting system configurations and change management.
 Coordinate training, including oversight of training materials, user procedures, and training curriculum; facilitate training sessions as necessary. Develop and maintain user documentation, implementation, and maintenance plans.
 Oversee the maintenance, support, and upgrade of existing software applications and systems; coordinate and communicate upgrades, enhancements, and changes with vendors and internal customers.
 Participate in integration, initialization, and interfacing between multiple systems, either through in-house or outsourced development, when required.

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Business Systems Analyst Job Description (SAMPLE)
Description
Under general supervision, coordinate and manage activities related to the support, deployment, configuration, and usage of departmental application systems. This includes assistance with application system selection, implementation, project coordination, interface management, application setup and configurations, business process reviews, and custom reporting.

This individual will apply technical, communication, analytical, and problem-solving skills to the analysis of business processes for business applications software systems to improve productivity and efficiency in the organization's departments.

The position will be responsible for providing expert troubleshooting, resolution, and reporting on business application issues and supervising additional application support specialist staff.

Other related duties may be required as assigned.

Duties
• Assist department subject-matter experts (SMEs) in the resolution of enterprise applications software-related Help Desk tickets.
• Work closely with department managers, division leads, and application users to document and/or design/redesign effective business processes and associated business applications, including projects that require effective implementation or reimplementation. • Make recommendations on improvements to business processes and applications, with the goal of delivering enhanced service and outcomes (e.g., faster permit processing times, automating current manual or inefficient processes, etc.) • Manage software improvements for various departments. These activities include procurement recommendations (e.g., cost-benefit analyses, software configuration, implementation/reimplementation, etc.); collaboration in testing configurations with personnel of affected departments; and communication with internal customers, network and server administrators, and vendors to ensure that application systems are being utilized to their full potential.
• Provide project coordination and oversight of multiple applications system projects. • Assist with research of applications, software products, and services. Coordinate feasibility studies for applications, software, and system products under consideration for purchase and provide findings.
• Develop and deploy standards, methodologies, and best practices for application deployment, business process improvement, application interfaces, and report writing. • Document procedures, application interfaces, service-level agreements, and other methodologies related to application systems.
• Collaborate in the testing of applications and communicate with network and server administrators, vendors, and software developers to ensure quality assurance and fulfillment of contractual obligations.
• Develop, implement, and disseminate information on best practices for information technology and applications support.
• Compile and maintain an inventory of all applications software and system assets and their corresponding contracts and agreements, documenting system configurations and change management.
• Coordinate training, including oversight of training materials, user procedures, and training curriculum; facilitate training sessions as necessary. Develop and maintain user documentation, implementation, and maintenance plans.

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• Oversee the maintenance, support, and upgrade of existing software applications and systems. Coordinate and communicate upgrades, enhancements, and changes with vendors and internal customers.
• Maintain a secure information technology environment for software applications. Oversee applications' security administration and update processes and schedules, notifying users of any potential service interruptions.
• Participate in integration, initialization, and interfacing between multiple systems, either through in-house or outsourced development, when required. • Analyze technical literature for systems and provide explanations that are understandable to end-users, often in the form of user manuals or training materials. • Perform related duties as assigned.

Qualifications
The following generally describes the knowledge, ability, and education required to perform the job duties successfully.

Knowledge
• Windows operating systems and applications, including MS Office, MS SQL, Outlook, and other applications software
• Government business processes and the systems that support them. Agency business systems may include Financials, timekeeping, utility billing, human resources, payroll, asset control systems, inventory, work orders, land management, building permits, utility billing, and citizen request management, among others
• Current technology goals, objectives, and technological trends • Database knowledge, including a working understanding of MS SQL, SQL queries, report writing, applications interfaces, and data import/export methodologies • Principles of project management, including training and vendor management • Office procedures, methods, and equipment, including computers and applicable software applications such as word processing, spreadsheets, and databases • Principles and practices of applications system development, evolution, and product life cycles, including sustainability planning for applications systems • Applications system security principles and best practices for ongoing system security, including related concepts of user applications roles/passwords, single sign-on, and Active Directory
Abilities
• Understand, plan, and coordinate business applications systems implementations and upgrades
• Review and assist in evaluating the work of professional and support staff • Gather and document business requirements and processes • Communicate ideas, directions, and requirements clearly and concisely, both orally and in writing
• Understand and communicate ideas in a technical but user-friendly language • Perform duties appropriate to classified system privileges. Maintain professional handling and protection of confidential and secure information
• Commit to the highest standards of moral and business ethics, including organizational values
• Work in a team environment, understanding the customer service and supplier model and how it is used in an internal support environment
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• Prepare clear and concise reports, including metrics, service-level agreement summaries, test plans, cases, and test scripts
• Interpret and explain agency policies and procedures
• Manage projects in a timely manner
• Work with information system users under challenging conditions and short deadlines. • Set priorities based on value to the organization
• Operate office equipment, including computers and related word processing, presentation, spreadsheet, and database applications
• Foster communications between the user community, project management, contractors, and all levels of management
Education and Experience
Any combination of education and experience that provides the required knowledge and abilities qualifies a candidate for the position. Typical education, training, and experience may include:

Education/Training
• Bachelor's degree from an accredited college or university, with major coursework in computer science, information technology, business administration, etc.

Experience
• Five years as a business or systems analyst, supporting a broad range of departmental applications systems, including business process improvement, applications administration, implementation, and upgrades
• Five years of general IT support or IT analysis (or similar) for a medium-sized organization supporting Microsoft applications
• One to three years in coordination and/or project management of applications implementation or upgrades
• One to three years of supervisory experience
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76. Staff Security Awareness Training
Background
Security Awareness Training is a formal process for educating employees about computer security. A good security awareness program should educate employees about corporate policies and procedures for working with information technology. Employees should receive information about whom to contact if they discover a security threat and be taught that data is a valuable corporate asset.

Regular training is necessary to provide staff with knowledge to help protect the organization's network from viruses and malware. Users are the frontline defense against virus and malware attacks.

Confirming how well the awareness program is working can take time and effort. The simplest metric is measuring the number of incidents over time, which should be decreasing. The best practice method of measurement involves a multi-phased approach of baseline testing, then training, and then testing using an automated phishing approach. Follow-up with additional training as needed.

Online training provides multiple benefits, including:
• Staff members can work at their own pace, on their schedule. • Staff members can be enrolled in multiple online training courses. • An administration control panel can be used to monitor users' progress and set up phishing campaigns to test the users.
• Reports can then be generated to compare users' scores to previous phishing campaign scores to measure improvement.
• Organizations should encourage users to complete training on a regular basis as part of compliance requirements.

Findings and Observations
• Security awareness training is a best practice targeted at improved security readiness.

Recommendations
• Develop a Citywide security awareness training policy • Track security awareness training and test results as a part of employee evaluations • Continue regular online security awareness compliance training  This training should be mandatory for all users
 Incorporate training plans into the annual review process  Select a proactive training solution that allows periodic deployment of simulated phishing attacks to test user awareness
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Telecommunications
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The telecommunications system is a critical tool
for local government entities. It enables effective
communication with constituents and high-
standard service delivery. Telecommunication is
also a key element in teamwork, allowing
employees to collaborate easily from wherever
they are located.

Telecommunications

77. VoIP Phone and Telecommunications Replacement
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77. VoIP Phone and Telecommunications Replacement
Voice-over-IP (VoIP) technology uses an Internet connection to accommodate calls. It is highly reliable and fast when compared to conventional telephone systems and is an accepted communication standard. Benefits include reduced costs, the ability to change numbers as needed easily, and increased features and support. VoIP hardware upgrades can occur automatically and seamlessly.

Findings and Observations
• The City uses Utility Telecom as its phone system provider. • Several departments identified improvements to the phone system that would benefit their business operations.
• Based on our initial review of telecommunications expenses, the ROI on a VoIP phone system should be in the five—to eight-year range.
• City staff wish to transition to softphones and eliminate desk phones. • The call routing flow needs revision for improved routing customer service. • The City needs caller ID/tracking for callers using the phone tree for Dispatch. • The Public Address system at the Sillman Center failed eight years ago and has never been fixed.
• The City is in the process of selecting a VoIP system.

Recommendations
• Select a VoIP system according to the “Software Selection Best Practices” initiative, utilizing an independent telecommunications consultant/Subject Matter Expert (SME) • Incorporate sufficient training during the implementation of an improved system • Provide periodic training on the VoIP system to interested staff Benefits
• Reduced implementation, support, and maintenance costs • Increased long-term ROI
• Enhanced communications
• Increased use of features
• Improved user experiences
• Reduction in total cost of ownership
Packet Page 434
Council Presentation
City of Newark
Presented by
David Krout, Partner, Management
Consulting and Applications
Tom Jakobsen, Partner, IT Infrastructure
and Operations
Packet Page 435
Presenters
•25 years Applications Procurement
Experience
•Worked with over 120 agencies
(process review w/ thousands of
dept. users)
David Krout, CPA (inactive),
Managing Partner
•40+ years IT Infrastructure /
Operations Consulting
•Oversees more 10+ IT
departments for other agencies
•IT Infrastructure, Virtual CIO and
IT Strategy Advisory
Tom Jakobsen
Partner
2 Packet Page 436
•Introductions
•Technology Plan Objective
•Planning Methodology
•Assessment
•Strategies, Goals and Objectives
•Project Budgets
•Questions
3 Agenda
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Introductions
Who We Are
Packet Page 438

Working with local
government agencies
throughout the US:

Cities Counties
Utilities School
Districts
National in Scope – Local in Presence
5 Packet Page 439
US Agencies
Serviced
500+
Projects
Nationwide
3,500+
Technology
Assessments
and Plans
150+
National in Scope – Local in Presence
6 Packet Page 440
California Agencies Served
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Technology Strategic Plan Objective
Actionable Roadmap for Improvement
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Technology Master Plan Purpose
• Align technology with the
Ci y’ gi n go l
• Consider IS Strategic
Framework, presented Nov.
2020
9 Planning
makes
expenditures
more
efficient
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Technology Master Plan Purpose
• Identify and budget project initiatives:
• Improve constituent services
• Increase department operational efficiency
• Reduce risk and improve cybersecurity
•Provide actionable multi-year
roadmap
• Includes priorities, budget estimates, and
timelines 10
Planning
makes
expenditures
more
efficient
Packet Page 444
Methodology
The Process and Approach to Developing the Plan
Packet Page 445
Phased Approach
Business Operations issues
and needs determined first …
with strategies and goals to
get there …
culminating in actionable
initiatives …
working with the City’s Team
throughout
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12 Assessment
The Current Environment
Packet Page 447
Assessment
Strengths
• Dedicated, hard-working staff
• Most are new to the City
•Staff understand the mission and
work very well together
• Motivated to improve operations
and constituent services
• IT Infrastructure/cybersecurity
improving
• Move to Microsoft 365
strategically sound
14 Packet Page 448
Assessment
Areas for
Improvement
IT
• Need additional IT Operations
tools
• Incident response and disaster
recovery planning high priority
• Includes cloud-based disaster
recovery
• In Process:
• Telephone system and data
network improvements
• Public Safety Video and facilities
security improvements
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15 Assessment –
Business
Applications
• ERP y m “ n ” by
vendor
• Should be replaced within 5 years
• Lots of demand for departmental
system improvements
• 28 application initiatives in the Plan
• Improve reporting and workflow
automation
• Reduce shadow systems and
manual processes
16 Packet Page 450
Assessment –
Business
Applications
• Potential Major System
Improvements:

Enterprise Resource Planning (ERP)
System does not meet staff needs
Some Timekeeping performed in Excel
Enterprise Asset Management system
should be replaced
Document Management system
improvements and training necessary
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Assessment –
Business
Applications
• Many high priorities
• Most system improvements
business application related
18 Packet Page 452
Assessment –
Business
Applications
Improve application utilization
Follow best practices for system
assessments, procurement and
application management
• Focus on training to streamline
operations
• Use software assessments and
process reviews to identify system
improvements
• Improve data availability and
management to expand reporting
capabilities
19 Packet Page 453
20 IT Spending improved
significantly
IT Spending below benchmark
(29 similar agencies)
Assessment – IT Spending
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Strategies, Goals, and Objectives
The Big Picture
Packet Page 455
Technology Strategies
• Expand staff technology training opportunities
•Expand Microsoft 365 first, then prioritize annual training • Continue infrastructure & cybersecurity improvements
• Expand IT operational toolset
• Replace Help Desk system
• Develop processes for inventory, onboarding/offboarding • Develop GIS capabilities
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22 Department/Application Strategies
• Gain efficiency through improved application utilization • Continuous improvement through Assessment, Process
Review, Software Selection, and Implementation Best
Practices
• Replace:
• ERP system
• Timekeeping and Scheduling
• Replace Enterprise Asset Management System (Work
Orders and Asset Management)
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23 IT Staffing
Needs
• Large technology deficit
• Needed:
• Cybersecurity focal point
• GIS capabilities
•Business application analysis skills
• Recommend a cautious approach
to staffing
• Utilize contract subject matter experts
in the near term
• Consider additional Business Analyst
skills at a later date
24 Packet Page 458
Budgets
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Budget – Technology Master Plan
Prioritized by
Departments
Six-Year
budget plan
26 Packet Page 460
Budget Notes
FYE2025 includes significant technology projects
Project Budget Funding Source
Broadband Master
Plan – Phase 1
$1,500,000 ARPA & State
Grants
Physical Safety
Improvements
$2,000,000 CIP
CH & PD Server
Replacements
$500,000 IT Reserve Fund
Total One Time Costs $4,000,000
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Budget – Strategic Technology Plan
Major spending categories: Business Applications,
Smart Technologies, & IT Infrastructure 28
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Budget – Strategic Technology Plan
83% of recommended spending is High Priority
29 Packet Page 463
Plan Budget Summary
All
recommended
projects will
follow normal
budget request
and
procurement
policies
•Technology infrastructure
improvements:
•Continuously increase cybersecurity toolset
- reduce risk
•Improve IT operations tools
•Expand disaster recovery capabilities
•Significant enterprise application system
improvements desired
•Recommend third-party assistance for
major application system improvements
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30 Questions and Answers
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Thank you!
Th ’ w p.

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Item  F. 3.

DATE 03/28/2024
TO Honorable Mayor and City Council Members
FROM Roya Gonzalez, Senior Management Analyst
SUBJECT    Presentation of the 2023 Community Survey Results SUMMARY AND RECOMMENDATION
Staff recommends that the City Council receive a presentation on the 2023 Community Survey Results. This item is informational only.

BACKGROUND
In 2021, staff conducted a community survey to gain a general understanding of community satisfaction with City services, safety and quality of life. The survey instrument was informally developed by staff and made publicly available through the City's website in English and Spanish. Survey respondents were anonymous; no demographics were asked or collected. Overall, the 658 survey respondents positively evaluated many aspects of Newark. Because it could not be verified that survey respondents were statistically representative of Newark, staff chose not to use these survey results as a baseline for comparison with future surveys.

To prepare for the 2023 community survey, City staff explored the option of using a third-party consultant to design, conduct and interpret a survey that could be used for City planning, budgeting, prioritization, and performance measurement. The purpose of using a third party was to conduct a statistically valid survey to be used as a baseline for future survey results comparison, ensure the survey sample was representative of the demographics of Newark, and provide results that could be benchmarked with other cities in California and nationwide. In May 2023, staff issued a Request for Proposals (RFP) for Community Survey Consultant Services.  The City received four submissions from qualified vendors and staff interviewed all four consultants. Based on the proposals, interviews and reference checks, staff engaged the services of ETC Institute.

Working with staff, ETC Institute developed a survey instrument that was customized to Newark. The survey was mailed to a random sample of 3,000 Newark households, and made available in the five most spoken languages in Newark per the 2020 U.S.

Census: English, Spanish, Tagalog, Vietnamese and Chinese.  A total of 405 completed surveys were returned, providing an overall response rate of 13.5%. The survey sample was representative of demographic and geographic respondents. The map below shows the City of Newark in yellow and red dots representing the Packet Page 467
map below shows the City of Newark in yellow and red dots representing the approximate location of survey respondents.

The chart below reflects the demographics of the 405 survey respondents compared to the 2020 U.S. Census demographic data for Newark.

Demographics
Race/Ethnicity Survey
Sample
2020 U.S.

Census
Asian or Asian Indian 38.3% 41.8%
White or Caucasian 28.9% 25.8%
Hispanic, Spanish, or
Latino/a/x 28.6% 30.4%
Black or African American 3.5% 3.3%
Native Hawaiian or other
Pacific Islander 2.0% 1.4%
American Indian or Alaska
Native 1.0% 0.6%

DISCUSSION/ANALYSIS
Upon completion of ETC's quality control process and analysis, the survey results were Packet Page 468
Upon completion of ETC's quality control process and analysis, the survey results were tabulated and charted. Overall, the data in the 2023 survey shows survey respondents positively evaluated many aspects of Newark while identifying areas for improvement.

Below are some high-level findings from the survey:

Respondents were asked to rate six aspects of the City of Newark on a scale from “excellent” to “poor”.  Over two-thirds of respondents rated the City of Newark as an “excellent” or “good” place to live (77%) and a place where they feel welcome (71%).

The overall rating of quality of city police services (65%) was rated 19 points above the California average (46%) and 12 points above the national average (53%).

Respondents were asked to rate their support of nine potential investment areas.

Respondents most supported (rating “very supportive” or “somewhat supportive”) maintaining streets and sidewalks (97%), improving traffic flow to reduce traffic congestion (91%), and upgrading city parks, playground equipment, and restrooms (91%).

In addition, ETC Institute conducted an Importance-Satisfaction (I-S) rating. The I-S rating is based on the concept that public agencies will maximize resident satisfaction by emphasizing improvements in those areas where the level of satisfaction may be low, and the perceived importance is relatively high. Based on the results of this analysis, the services that are recommended as the top opportunities for improvement, in order to raise the City’s ratings are:

Maintenance of city streets, sidewalks, and infrastructure Quality of city planning, building, and development services Efforts by the City to ensure our community is prepared for emergencies/disasters The consultant from ETC Institute will present the results of the survey, further explain the I-S rating analysis and answer questions.

Staff will work with City departments to determine how these results can be used to help determine priorities and improve existing programs and services.

FISCAL IMPACT
There is no fiscal impact associated with this presentation.

REVIEW AND APPROVAL
Prepared by - Roya Gonzalez, Senior Management Analyst
Reviewed by - Lenka Hovorka, Assistant City Manager
Reviewed by - Krysten Lee, Finance Director
Reviewed by - Kristopher J. Kokotaylo, City Attorney
Approved by - David J. Benoun, City Manager
Attachments
Community Survey Presentation
Packet Page 469
City of Newark
Community Survey

PRESENTED BY
1 Packet Page 470
For more than 40 years, our mission has
been to help municipal governments
gather and use survey data to enhance
organizational performance.

ETC Institute is a National Leader
in Market Research for Local
Governmental Organizations
Since 2006,
ETC Institute
Has,
In More Than
1,000 Cities
&
49 States,
Surveyed
More Than
3,000,000
Persons.
2 Packet Page 471
Purpose
To gather objective feedback on
the delivery of services and help
determine long-range planning
To compare the City’s
performance to nationwide and
state averages
To help determine priorities for
the City and improve existing
programs and services using
Importance-Satisfaction Analysis. 3
Packet Page 472
Methodology
Survey Description
• 1st Community Survey
conducted for the City by ETC
Institute
• The survey was offered in 5
languages
Method of
Administration
• By mail and online to a
random sample of
households in the City
• Each survey took
approximately 12-15 minutes
to complete (30 questions)
4 Packet Page 473
Methodology
Sample Size
• 405 completed surveys
were collected
• Ensured completed
surveys reflected the
City’s census
demographics data
Margin of Error
• +/- 4.8% at the 95%
level of confidence
5 Packet Page 474
Location of Survey Respondents
Good representation of responses
throughout the City
Home address of all respondents are
geocoded to the block level to ensure
anonymity
In addition to geographic
representation, ETC Institute also
achieved a good demographic
representation in the results including
ethnicity/race, age, and education
level.

Boundaries are by Census Block Group or are merged as needed 6 Packet Page 475
Perceptions

RESIDENTS HAVE A POSITIVE PERCEPTION OF

THE CITY
7 Packet Page 476
Overall, residents have a positive perception of the city in key areas As a place to live
As a place where I feel welcome
As a place to raise children
As a place to work
As a place to retire
As a place where you
would buy your next home
8 Packet Page 477
Overall quality of life in the city
Overall feeling of safety in the city
Overall quality of
services provided by the city
Overall image of the city
How well the city is managing growth
Overall value received for
your city tax dollars and fees
9 Packet Page 478
Overall quality of fire services
Overall quality of solid waste services
Overall quality of city police services
Overall quality of city parks and recreation facilities Overall quality of customer service from city employees Overall quality of city trees
Overall effectiveness of communication
Overall flow of traffic on city streets
Efforts to prepare residents for emergencies/disasters
Overall enforcement of city codes and ordinances
Maintenance of city streets, sidewalks, and infrastructure Quality of planning, building, and development services 10 Packet Page 479
Benchmarks

THE CITY PERFORMS WELL AGAINST

REGIONAL/NATIONAL AVERAGES
11 Packet Page 480
Benchmarks
The City’s survey contained 42 questions that were
directly comparable to ETC Institute’s benchmarking
databases
The U.S. Average is based on a national survey
administered during the summer of 2023 to a
random sample of more than 10,000 U.S. residents
The California average is based on a survey
administered to more than 1,200 California residents
during the summer of 2023
12 Packet Page 481
Benchmarking provides much needed context to the results that otherwise would not exist As a place to live
As a place to raise children
As a place to work
As a place to retire
As a place where you
would buy your next home
13 Packet Page 482
Understanding how we preform comparatively can gauge our true performance Overall quality of fire services
Overall quality of solid waste services
Overall quality of city police services
Overall quality of city parks and recreation facilities Overall quality of customer service from city employees Overall effectiveness of communication
Overall flow of traffic on city streets
Efforts to prepare residents for emergencies/disasters
Overall enforcement of city codes and ordinances
Maintenance of streets, sidewalks, & infrastructure
14 Packet Page 483
Priorities for
Improvement

IMPORTANCE-SATISFACTION ANALYSIS
15 Packet Page 484
The Analysis relies on both satisfaction and importance ratings to determine priorities Overall quality of fire services
Overall quality of solid waste services
Overall quality of city police services
Overall quality of city parks and recreation facilities Overall quality of customer service from city employees Overall quality of city trees
Overall effectiveness of communication
Overall flow of traffic on city streets
Efforts to prepare residents for emergencies/disasters
Overall enforcement of city codes and ordinances
Maintenance of city streets, sidewalks, and infrastructure Planning, building, and development services
16 Packet Page 485
Importance-Satisfaction Rating
City of Newark, CA
Overall Quality of City Services
Category of Service
Most
Important
Rank
Satisfaction
Rank
ImportanceSatisfaction
Rating
I-S Rating
Rank
Overall maintenance of city streets, sidewalks, and infrastructure 1 11 0.3604 1 Overall quality of city planning, building, and development services 5 12 0.1634 2 Overall efforts by the city to ensure your community is prepared for emergencies/disasters
3 9 0.1562 3
Overall quality of city police services 2 3 0.1308 4
Overall enforcement of city codes and ordinances 7 10 0.1167 5 Overall flow of traffic on city streets in your community 6 8 0.1142 6 Overall quality of city parks and recreation facilities 4 4 0.1101 7 Overall quality of city trees 8 6 0.0807 8
Overall effectiveness of city communication with the public 9 7 0.0765 9 Overall quality of solid waste services 10 2 0.0298 10
Overall quality of customer service you receive from city employees 12 5 0.0244 11 Overall quality of fire services 11 1 0.0164 12
I-S Ratings .1000 or Greater Are Considered a High Priority for Investment Over the Next Two Years 17 Packet Page 486
Overall Maintenance of City Streets,
Sidewalks, and Infrastructure
This area was determined to be the top
priority for improvement based on the
Importance-Satisfaction Analysis.

Areas are shaded by the mean rating
from all the responses within the
boundary.

Areas displayed in yellow show general
levels of neutral ratings. Areas
displayed in orange show general levels
of dissatisfaction.

Boundaries are by Census Block Group or are merged as needed 18 Packet Page 487
Overall Quality of City Planning, Building,
and Development Services
This area was determined to be the
second highest priority for improvement
based on the Importance-Satisfaction
Analysis.

Areas are shaded by the mean rating
from all the responses within the
boundary
Areas in blue show general levels of
satisfaction. Areas displayed in yellow
show general levels of neutral ratings.

Areas displayed in orange show general
levels of dissatisfaction.

Boundaries are by Census Block Group or are merged as needed 19 Packet Page 488
Overall Efforts by the City to Ensure Your
Community is Prepared for Emergencies/
Disasters
This area was determined to be the
third highest priority for improvement
based on the Importance-Satisfaction
Analysis.

Areas are shaded by the mean rating
from all the responses within the
boundary
Areas in blue show general levels of
satisfaction. Areas displayed in yellow
show general levels of neutral ratings.

Boundaries are by Census Block Group or are merged as needed 20 Packet Page 489
Overall Quality of Police Services
This area was determined to be the
fourth highest priority for
improvement based on the
Importance-Satisfaction Analysis.

Areas are shaded by the mean rating
from all the responses within the
boundary
Areas in blue show general levels of
satisfaction. Areas displayed in yellow
show general levels of neutral ratings.

Boundaries are by Census Block Group or are merged as needed 21 Packet Page 490
Overall Enforcement of City Codes and
Ordinances
This area was determined to be the fifth
highest priority for improvement based
on the Importance-Satisfaction Analysis.

Areas are shaded by the mean rating
from all the responses within the
boundary
Areas in blue show general levels of
satisfaction. Areas displayed in yellow
show general levels of neutral ratings.

Areas displayed in orange show general
levels of dissatisfaction.

Boundaries are by Census Block Group or are merged as needed 22 Packet Page 491
Overall Flow of Traffic on City Streets in
Your Community
This area was determined to be the
sixth highest priority for improvement
based on the Importance-Satisfaction
Analysis.

Areas are shaded by the mean rating
from all the responses within the
boundary
Areas in blue show general levels of
satisfaction. Areas displayed in yellow
show general levels of neutral ratings.

Boundaries are by Census Block Group or are merged as needed 23 Packet Page 492
Overall Quality of City Parks and
Recreation Facilities
This area was determined to be the
seventh highest priority for
improvement based on the
Importance-Satisfaction Analysis.

Areas are shaded by the mean rating
from all the responses within the
boundary
Areas in blue show general levels of
satisfaction. Areas displayed in yellow
show general levels of neutral ratings.

Boundaries are by Census Block Group or are merged as needed 24 Packet Page 493
The highlighted items received the highest “most important” ratings Maintaining streets and sidewalks
Improving traffic flow to reduce traffic congestion
Upgrading parks, playground equipment, restrooms
Improving pedestrian access/safety along city roads
Adding city street and park trees
Adding recreational programming
Upgrading street medians
Upgrading aging city buildings
Improving bicycle access and safety on city roads
25 Packet Page 494
Communication

COMMUNICATION IS A KEY TO SUCCESS
26 Packet Page 495
Although communication was not a top priority for improvement, Newark is behind the average in all areas Availability of information about
local governmental services and activities
Efforts by local government to keep
you informed about local issues
Usefulness of your city’s website
Timeliness of information provided
by your local government
Your local government’s use of social media
Level of public involvement in local decision making
27 Packet Page 496
The highlighted items are the sources respondents most prefer to use Newark News
Social media
Hear about it from neighbors
Word of mouth from friends and family
City website
Flyer/signage
Regional news, radio, newspaper, magazines
Hear about it at work or in professional setting
Newark Chamber of Commerce
TextMyGov
28 Packet Page 497
Customer Service

THE CITY IS SETTING THE STANDARD
29 Packet Page 498
26% of respondents indicated they have interacted with City Hall in the past year Departments Respondents Contacted
• Building Permits or Inspections – 42%
• Administration – 34%
• Planning and Development – 22%
• Cashier/Finance – 10%
30 Packet Page 499
Employees are setting the standard for the delivery of quality customer services experiences They were courteous and polite
They gave prompt, accurate, and
complete answers to questions
They did what they said they
would do in a timely manner
They helped me resolve my issue to satisfaction
or adequately explained their reasoning
They made it easy for me to handle my request
31 Packet Page 500
Summary
Residents have a positive perception of the
City.

Satisfaction is higher in Newark than other
communities in many key areas.

Overall, the City performed well – but there
are opportunities for improvement.
32 Packet Page 501
Summary
The City should focus on the additional
analysis of the survey results to pull out
priorities for improvement that will help
serve the future and evolving needs of
residents in the City to ensure the high
ratings received continue.
33 Packet Page 502
Questions?
THANK YOU!
34 Packet Page 503
Item  G. 1.

DATE 03/28/2024
TO Honorable Mayor and City Council Members
FROM Sheila Harrington, City Clerk
SUBJECT    Resolution approving the reappointment of Senior Advisory Committee Members The Senior  Advisory Committee researches senior issues within the City of Newark and identifies those needs which require assistance. The Committee makes recommendations to the City Council and provides information which they feel is pertinent to the well-being of Newark’s senior citizens.

The appointed terms of Committee Members Sandra Arellano, Stanley Keiser, Rick Arellano, and Olga Borjon expire on April 14, 2024.  They have each requested a two-year reappointment, with the exception of Mr. Keiser who is not seeking reappointment. The Senior Advisory Committee Handbook (Handbook) calls for a membership of not less than 5 members and no more than 9 members.  The Handbook allows the Mayor to not fill the vacancy as long as the committee does not go below 5 members. Mr. Keiser's vacancy was advertised, with no applications received by the deadline. The total membership will be 8 members.

Mayor Hannon has approved the re-appointments for terms expiring April 2026, which should be confirmed by the City Council via resolution.

Attachments
Resolution
Packet Page 504
RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

NEWARK APPROVING THE REAPPOINTMENTS OF

SANDRA ARELLANO, RICK ARELLANO, AND OLGA

BORJON TO THE SENIOR CITIZEN STANDING ADVISORY

COMMITTEE
WHEREAS, the appointments of Sandra Arellano, Stanley Keiser, Rick Arellano, and Olga Borjon to the Senior Citizen Standing Advisory Committee will expire on April 14, 2024; and
WHEREAS, Sandra Arellano, Rick Arellano, and Olga Borjon have each requested reappointment. Stanley Keiser is not seeking reappointment; and WHEREAS, the Mayor of the City of Newark has reappointed Sandra Arellano, Rick Arellano, and Olga Borjon to the Senior Citizen Standing Advisory Committee for terms expiring April 14, 2026;
NOW, THEREFORE, BE IT RESOLVED that said appointments are hereby approved by the City Council of the City of Newark.

Packet Page 505