110_04252024%20City%20Council%20Packet%20page%20numbers — Newark City Council, April 25, 2024 (part 1 of 2)

AGENDA
Thursday, April 25, 2024
7:00 P.M.

A. ROLL CALL
B. PRESENTATIONS

1. Proclaiming Water Safety Month

2. Proclaiming May as Building Safety Month
C. PUBLIC COMMENT
The public is invited to address the City Council on any item not listed on the agenda. Public Comments are generally limited to 5 minutes per speaker. Please note that State law prohibits the Council from acting on non-agenda items.

D. CONSENT CALENDAR
Consent Calendar items are considered to be routine and may be approved by one motion. There will be no separate discussion on these items unless there is a request by a Council Member, a staff member, or a member of the public to remove an item for separate discussion and action.

1. Approval of Audited Demands

2. Approval of April 11, 2024, minutes

3. Adopt a resolution initiating the 2024 Weed Abatement Program and setting May 23, 2024, for a public hearing

4. Approval of the plans and specifications, adopt a resolution accepting the bid, and award of contract for the total bid to EyeP Solutions Inc. for Security Cameras and Building Access Management and amending the 2022-2024 Biennial Budget and Capital Improvement Plan

5. Adopt a resolution authorizing the City Manager to execute a Master Services Agreement with RingCentral, Inc. for a hosted telephone system.

E. PUBLIC HEARINGS
F. OTHER BUSINESS

1. Presentation of the Technology Master Plan

2. Receive a presentation of the draft Broadband Master Plan and Smart City Report and provide feedback

3. Adopt a resolution authorizing the acceptance of the State of California grants for the Old Town PDA Road Diet and Complete Street Improvement Project in the amount of $1,000,000 and for the Newark Resource Center Improvement Project in the amount of $1,000,000 and amend the 2022-2024 Biennial Budget and Capital Improvement Plan.

G. CITY COUNCIL MATTERS
City Council Members report on attendance at intergovernmental agency meetings, conferences, and seminars since the last meeting. City Council Members may also announce upcoming events and coordinate attendance; report on local events attended since the last meeting; and make brief comments on issues of concern.

H. CITY MANAGER UPDATES
I. CLOSED SESSION
J. ADJOURNMENT

MEETING INFORMATION
Members of the public may attend the meeting in person, watch online, or watch on Cable Channel 26. The ability to observe online or Cable Channel 26 is predicated on those technologies being available and functioning without technical difficulties. Should those platforms not be available, or become non-functioning, or should the City Council otherwise encounter technical difficulties that make those platforms unavailable, the City Council will proceed with business in person unless otherwise prohibited by law.

How to view the meeting remotely:

Livestream online at YouTube: https://www.youtube.com/@cityofnewark3077/streams Copy/paste the YouTube URL into your browser if the link does not automatically open.

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Cable Channel 26 - if the meeting does not broadcast live, please contact your service provider and request the City of Newark channel lineup.

Zoom will no longer be available for public participation unless required by Assembly Bill 2449. Should a Council Member or the Mayor attend the meeting via Zoom pursuant to Assembly Bill 2249, then the Webinar 899 5997 0576 will be activated. The Mayor will make an announcement at the beginning of the meeting that the City will be allowing public comment via Zoom. Raise your virtual hand to notify the City Clerk that you would like to speak during the item that you wish to speak on.

How to submit written Public Comment:

Send an email to City Clerk by 3:00 p.m. the day of the meeting. Please identify the agenda item number in the subject line of your email. Emails will be compiled into one file and will be distributed to the City Council before the meeting.

No question shall be asked of a council member, city staff, or an audience member except through the Mayor. No person shall interrupt the meeting. Any person who refuses to carry out instructions given by the Mayor for the purpose of maintaining order may be guilty of an infraction and may result in removal from the meeting.

Council Meeting Access/Materials:

The agenda packet is available for review at Agendas and Minutes. The packet is typically posted to the City website the Friday before the meeting, but no later than 72 hours before the meeting.

Pursuant to Government Code 54957.5, supplemental materials distributed less than 72 hours before this meeting, to a majority of the City Council, will be made available for public inspection at this meeting and will be posted at https://www.newark.org/departments/city-manager-s-office/agendas-minutes and will concurrently be made available for public inspection during regular business hours at the David W. Smith City Hall, 37101 Newark Boulevard, Newark CA. Materials prepared by City staff and distributed during the meeting are available for public inspection at the meeting or after the meeting if prepared by some other person. Documents related to closed session items or are exempt from disclosure will not be made available for public inspection. For those persons who require special accommodations, please contact the City Clerk at least two days prior to the meeting at City Clerk or 510-578-4266.

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Item B. 1.

DATE 04/25/2024
TO Honorable Mayor and City Council Members
FROM Sheila Harrington, City Clerk
SUBJECT Proclaiming Water Safety Month
In recognition of the popularity of swimming and other water related recreational activities, and the resulting need for ongoing public education on safer water practices, the month of May has been designated as National Water Safety Month. Recreation and Community Services staff will be at the meeting to accept the proclamation.

Attachments
Proclamation
Packet Page 4
PROCLAMATION NO. 1914

NATIONAL WATER SAFETY MONTH
WHEREAS, individual and organized forms of recreation and the creative use of free time are vital to the happy lives of all our citizens; and WHEREAS, citizens of the City of Newark recognize the vital role that swimming and aquatic-related activities play in good physical and mental health and enhance the quality of life for all people; and
WHEREAS, the citizens of Newark understand the essential role that education regarding the topic of Water Safety plays in preventing drowning and recreational water-related injuries; and
WHEREAS, the City of Newark is extremely proud of the George M. Silliman Community Activity Center and aquatic programs of this community and their contribution to providing critical life skills, a safe and healthy place to recreate, a place to learn and grow, to swim, build self-esteem, confidence, and sense of selfworth which contributes to the quality of life in our community; NOW, THEREFORE, I, Michael K. Hannon, Mayor of the City of Newark, on behalf of the Newark City Council, do hereby proclaim the month of May as

NATIONAL WATER SAFETY MONTH
in Newark and urge all Newark residents to enjoy, recognize, and help promote the benefits derived from quality water safety programs and recreation resources, which provide something of value to everyone.

IN WITNESS THEREOF, I have hereunto set forth my hand and caused the Official Seal of the City of Newark to be affixed this Twenty-fifth Day of April, Two Thousand Twenty-four.

MICHAEL K. HANNON
Mayor
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Item B. 2.

DATE 04/25/2024
TO Honorable Mayor and City Council Members
FROM Sheila Harrington, City Clerk
SUBJECT Proclaiming May as Building Safety Month
The month of May has been designated Building Safety Month in Newark. A member of the Building Division will be at the meeting to accept the proclamation.

Attachments
Proclamation
Packet Page 6
PROCLAMATION NO. 1915

BUILDING SAFETY MONTH
WHEREAS, the City of Newark is committed to recognizing that our growth and strength depends on the safety and essential role our homes, buildings and infrastructure play, both in everyday life and when disasters strike; and
WHEREAS, our confidence in the resilience of the buildings that make up our community is achieved through the implementation of modern building codes and the dedication of building safety and fire prevention officials, architects, engineers, builders and others in the construction industry who work year-round to ensure the safe construction of buildings; and
WHEREAS, these modern building codes include safeguards to protect the public from hazards such as hurricanes, snowstorms, tornadoes, wildland fires, floods and earthquakes; and WHEREAS, Building Safety Month is sponsored by the International Code Council to remind the public about the critical role of our communities' local code officials, who assure us of safe, sustainable and affordable buildings that are essential to our prosperity; and WHEREAS, "Mission Possible" the theme for Building Safety Month 2024, encourages people to get involved in all aspects of building safety; NOW, THEREFORE, I, Michael K. Hannon, Mayor of the City of Newark, do hereby proclaim the month of May 2024 as

BUILDING SAFETY MONTH
in Newark and urge all Newark residents to consider the commitment to improve building safety, resilience, and economic investment at home and in the community, and to acknowledge the essential service provided to all of us by local and state building departments, fire prevention bureaus and federal agencies in protecting lives and property.

IN WITNESS THEREOF, I have hereunto set forth my hand and caused the Official Seal of the City of Newark to be affixed this Twenty-fifth Day of April Two Thousand Twenty-four.

MICHAEL K. HANNON
Mayor
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Item D. 1.

DATE 04/25/2024
TO Honorable Mayor and City Council Members
FROM Krysten Lee, Finance Director
SUBJECT Approval of Audited Demands
Attachments
Audited Demands 03.28.24
Audited Demands 04.04.24
Packet Page 8
LIVE Newark CA LIVE
Payment Batch Register
Bank Account: AP - ZBA ACCOUNTS PAYABLE
Batch Date: 03/28/2024
Type Date Number Source Payee Name EFT Bank/Account
Transaction
Amount
Bank Account: AP - ZBA ACCOUNTS PAYABLECheck 03/28/2024 10803 Accounts Payable ADAMSON POLICE PRODUCTS 1,996.76 Invoice Date Description Check Sort Code Amount
INV410543 02/26/2024 UNIFORM AND ACCESSORIES - SHAFFER 914.51INV410537 02/26/2024 UNIFORM AND ACCESSORIES - DIAZ-PEREZ 834.23INV409609 02/06/2024 UNIFORM AND ACCESSORIES - CLEMENT 248.02 Check 03/28/2024 10804 Accounts Payable ADITYA T BABU 385.50 Invoice Date Description Check Sort Code Amount
0208-022923 03/04/2024 VIP VOLLEYBAL CLASSES FOR 2/8-2/29 385.50 Check 03/28/2024 10805 Accounts Payable TREASURER OF ALAMEDA COUNTY 456.50 Invoice Date Description Check Sort Code Amount
FEB 24 03/06/2024 CRIME LAB FEES FEB 2024 456.50
Check 03/28/2024 10806 Accounts Payable ALPINE AWARDS INC 168.76 Invoice Date Description Check Sort Code Amount
6106415 02/28/2024 DISPATCH POLO SHIRTS - GALLARDO 168.76 Check 03/28/2024 10807 Accounts Payable BAY AREA AIR QUALITY MGMT DIST. 430.00 Invoice Date Description Check Sort Code Amount
T164529 02/01/2024 PERMIT/RENEWAL/TOXIC INVENTORY GAS DISPENSING FEE 04/24-04/25 430.00 Check 03/28/2024 10808 Accounts Payable BAY ISLAND OFFICIALS ASSOCIATION 1,248.00 Invoice Date Description Check Sort Code Amount
FEBRUARY292024 02/29/2024 OFFICIATING FOR BASKETBALL AND VOLLEYBALL GAMES FOR FEBRUARY '24
1,248.00
Check 03/28/2024 10809 Accounts Payable CALICO CENTER 6,337.00 Invoice Date Description Check Sort Code Amount
LE2024NPD 12/08/2023 CHILD ABUSE FORENSIC INTERVIEWING, SUPPORT SVCS, TRAINING 12/23
6,337.00
Check 03/28/2024 10810 Accounts Payable CINTAS CORP 2,718.40 Invoice Date Description Check Sort Code Amount
FEB'24 02/29/2024 UNIFORM/MATS FEBRUARY 2024 2,718.40
Check 03/28/2024 10811 Accounts Payable CITY OF UNION CITY 7,410.32 Invoice Date Description Check Sort Code Amount
Packet Page
9 2024-0341 01/01/2024 50% OF EMERGENCY SERVICES COORDINATOR SALARY JANUARY 2024 7,410.32 Check 03/28/2024 10812 Accounts Payable CIVICA LAW GROUP, APC 179.20 Invoice Date Description Check Sort Code Amount
12363 03/04/2024 PROFESSIONAL SERVICES RENDERED THROUGH FEBRUARY 29, 2024 179.20 Check 03/28/2024 10813 Accounts Payable CLASSIC GRAPHICS 1,999.63 Invoice Date Description Check Sort Code Amount
49205 03/08/2024 REAR BUMPER COVER, ACCESS HOLE COVER AND PAD STEP 3/8/24 1,999.63 Check 03/28/2024 10814 Accounts Payable CODE 1 SUPPLY 1,046.53 Invoice Date Description Check Sort Code Amount
C120210031 02/08/2024 ZOLL CPR-D PADZ 1,046.53
Check 03/28/2024 10815 Accounts Payable CONNECTWISE 3,081.56 Invoice Date Description Check Sort Code Amount
INV01013205 11/30/2023 PREMIUM SUPPORT 12/01 - 12/31/23 770.39INV00991741 10/31/2023 PREMIUM SUPPORT 11/01 - 11/30/23 770.39INV00970456 09/30/2023 PREMIUM SUPPORT 10/01 - 10/31/23 770.39INV00946296 08/31/2023 PREMIUM SUPPORT 09/01 - 09/30/23 770.39 Check 03/28/2024 10816 Accounts Payable COVINO SMITH & SIMON, INC. 1,700.00 Invoice Date Description Check Sort Code Amount
02-2024 02/25/2024 PROFESSIONAL FEDERAL AFFAIRS ASSISTANCE FEBRUARY 2024 1,700.00 Check 03/28/2024 10817 Accounts Payable CPRS 179.12
Invoice Date Description Check Sort Code Amount
2024 RENEWAL 03/05/2024 24/25 MEMBERSHIP RENEWAL 179.12 Check 03/28/2024 10818 Accounts Payable CRITICAL REACH, INC. 750.00 Invoice Date Description Check Sort Code Amount
3390 12/12/2023 APBNET ANNUAL SUPPORT CY2024 750.00
Check 03/28/2024 10819 Accounts Payable DAILY JOURNAL CORPORATION 32.50 Invoice Date Description Check Sort Code Amount
B3794126 03/19/2024 LEGAL ADVERTISING RFP PUBLISHED 03/19/24 32.50 Check 03/28/2024 10820 Accounts Payable EAST BAY LAWN MOWER 1,095.03 Invoice Date Description Check Sort Code Amount
39065 02/12/2024 FLEET SMALL EQUIPMENT 02/12/24 818.8239083 03/12/2024 FLEET PARTS 276.21 Check 03/28/2024 10821 Accounts Payable ESA 6,563.75
Invoice Date Description Check Sort Code Amount
189791 10/25/2023 HOUSING ELEMENT UPDATE PREPARATION - SVCS 9/1/23 TO 9/30/23 6,563.75 Check 03/28/2024 10822 Accounts Payable FEDEX 29.23
Invoice Date Description Check Sort Code Amount
8-439-44839 03/15/2024 PACKAGE DELIVERY 3/5/24 29.23
Check 03/28/2024 10823 Accounts Payable PETER FONG 75.01 Invoice Date Description Check Sort Code Amount
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011624EXP 01/16/2024 BAY AREA ARCGIS COMMUNITY USER GROUP MEETING 01/16/24 75.01 Check 03/28/2024 10824 Accounts Payable FRANCISCO & ASSOCIATES INC 4,325.00 Invoice Date Description Check Sort Code Amount
3880 03/26/2024 23/24 CONSULTING FEES 4,325.00
Check 03/28/2024 10825 Accounts Payable FRANK BONETTI PLUMBING INC 6,907.69 Invoice Date Description Check Sort Code Amount
47823 12/12/2023 SILLIMAN WATER LEAK 11/13/23 3,392.72
47812 12/12/2023 SILLIMAN FIRE HYDRANT - VEHICLE ACCIDENT 11/20/23 3,514.97 Check 03/28/2024 10826 Accounts Payable FREMONT FORD 394.17 Invoice Date Description Check Sort Code Amount
222761 03/18/2024 FLEET PARTS-ARM ASY 394.17
Check 03/28/2024 10827 Accounts Payable HILLYARD 4,282.84 Invoice Date Description Check Sort Code Amount
605412050 03/05/2024 SILLIMAN LINERS 1,033.75
605415060 03/07/2024 SILLIMAN TOWELS AND TISSUE 3,134.23 605416637 03/08/2024 SILLIMAN LINERS 114.86
Check 03/28/2024 10828 Accounts Payable HIROSHI ICHIMURA 3,949.20 Invoice Date Description Check Sort Code Amount
0106-022424 03/04/2024 KENDO CLASSES FOR 1/6-2/24/24 3,949.20 Check 03/28/2024 10829 Accounts Payable IDN WILCO 296.68 Invoice Date Description Check Sort Code Amount
10366201-00 01/09/2024 PADLOCK SUPPLIES 296.68
Check 03/28/2024 10830 Accounts Payable WENANTA KALUKIEWICZ 1,666.20 Invoice Date Description Check Sort Code Amount
0907-111123 02/02/2024 BARRE CLASSES FOR 9/7-11/11/23 1,666.20 Check 03/28/2024 10831 Accounts Payable KBA DOCUMENT SOLUTIONS 651.38 Invoice Date Description Check Sort Code Amount
168023 03/13/2024 LEASE PAYMENT 1900869003 - 03/05 - 04/04/24 223.29149664 01/16/2024 LEASE PAYMENT 1900869003 - 01/05 - 02/04/24 204.80158881 02/13/2024 LEASE PAYMENT 1900869003 - 02/05 - 03/04/24 223.29 Check 03/28/2024 10832 Accounts Payable KNORR SYSTEMS INTERNATIONAL 5,316.00 Invoice Date Description Check Sort Code Amount
222183 12/20/2023 SILLIMAN POOL CHEMICALS 5,316.00
Check 03/28/2024 10833 Accounts Payable L.N. CURTIS & SONS 963.29 Invoice Date Description Check Sort Code Amount
INV799116 03/05/2024 NIGHTSTICK LIGHTS 832.09INV799856 03/07/2024 UNIFORMS-T LAU 131.20 Check 03/28/2024 10834 Accounts Payable LPC SERVICES, INC. 1,580.00 Invoice Date Description Check Sort Code Amount
73135 02/29/2024 PEST SERVICES - SERVICE CENTER #102702 2/29/24 225.0073138 02/29/2024 PEST SERVICES - SENIOR CENTER #102706 2/29/24 325.00 Packet Page 11
73131 02/29/2024 PEST SERVICES - VIOLA BLYTHE #102704 2/29/24 185.00 73132 02/29/2024 PEST SERVICES - CITY HALL #102699 2/29/24 225.0073134 02/29/2024 PEST SERVICES - SILLIMAN #102710 2/29/24 425.0073140 02/29/2024 PEST SERVICES - LIBRARY #116524 2/29/24 195.00 Check 03/28/2024 10835 Accounts Payable HECTOR MACIAS 463.08 Invoice Date Description Check Sort Code Amount
0210-021324EXP 02/17/2024 REIMBURSEMENT FOR CONFERENCE 02/10-02/13/24 463.08 Check 03/28/2024 10836 Accounts Payable MAD SCIENCE OF THE BAY AREA 2,352.00 Invoice Date Description Check Sort Code Amount
0717-072123 02/20/2024 MAD SCIENCE SPY ACADEMY 07/17-07/21/23 2,352.00 Check 03/28/2024 10837 Accounts Payable MEYERS NAVE 29,626.70 Invoice Date Description Check Sort Code Amount
215463 03/14/2024 LEGAL SERVICES THROUGH FEBRUARY 29, 2024 297.00215464 03/14/2024 LEGAL SERVICES THROUGH FEBRUARY 29, 2024 463.00215469 03/14/2024 LEGAL SERVICES THROUGH FEBRUARY 29, 2024 14,886.10 215470 03/14/2024 LEGAL SERVICES THROUGH FEBRUARY 29, 2024 1,602.30 215471 03/14/2024 LEGAL SERVICES THROUGH FEBRUARY 29, 2024 2,723.90 215472 03/14/2024 LEGAL SERVICES THROUGH FEBRUARY 29, 2024 1,309.20 215476 03/14/2024 LEGAL SERVICES THROUGH FEBRUARY 29, 2024 1,129.30 215477 03/14/2024 LEGAL SERVICES THROUGH FEBRUARY 29, 2024 1,308.00 215478 03/14/2024 LEGAL SERVICES THROUGH FEBRUARY 29, 2024 2,844.90 215473 03/14/2024 LEGAL SVCS FOR NEWPARK PLAZA PROJECT - 2/29/24 992.50215465 03/14/2024 LEGAL SVCS FOR SANCTUARY WEST - SVCS THRU 2/29/24 151.50215475 03/14/2024 LEGAL SVCS FOR SANCTUARY WEST - ADDT'L SVCS THRU 2/29/24 1,919.00 Check 03/28/2024 10838 Accounts Payable PAKPOUR CONSULTING GROUP, INC. 28,935.38 Invoice Date Description Check Sort Code Amount
4395 03/05/2024 PRJ MANAGEMENT SVCS - CENTRAL AVE OVERPASS PRJ 02/01-02/29/24 28,935.38 Check 03/28/2024 10839 Accounts Payable PENINSULA UNIFORMS & EQUIPMENT, INC.
207.66
Invoice Date Description Check Sort Code Amount
205617 02/10/2024 PANTS TACLITE PRO 207.66
Check 03/28/2024 10840 Accounts Payable ROYSTON HANAMOTO ALLEY & ABEY 31,896.89 Invoice Date Description Check Sort Code Amount
0025519 03/05/2024 PROFESSIONAL SERVICES 02/01-02/29/24 8,265.000025481-R 02/15/2024 PROFESSIONAL SERVICES 01/01-01/31/24 13,815.000025400 01/11/2024 PROFESSIONAL SERVICES 12/01-12/31/23 9,816.89 Check 03/28/2024 10841 Accounts Payable RUTAN & TUCKER, LLP 3,407.50 Invoice Date Description Check Sort Code Amount
988052 03/22/2024 AREA 4 CEQA - SVCS THRU 2/29/24 3,407.50 Check 03/28/2024 10842 Accounts Payable SFPUC 6,585.48
Invoice Date Description Check Sort Code Amount
64655 03/21/2024 SFPUC RENT WATER AC#3642 03/21/24 970.1764684 03/21/2024 SFPUC RENT WATER AC#2866 03/21/24 2,915.64 Packet Page 12
64853 03/21/2024 SFPUC RENT WATER AC#4347 03/21/24 2,699.67 Check 03/28/2024 10843 Accounts Payable MIGUEL SANCHEZ-CASILLAS 100.06 Invoice Date Description Check Sort Code Amount
032124EXP 03/21/2024 CLASS A PERMIT 03/21/2024 100.06
Check 03/28/2024 10844 Accounts Payable YORK RISK SERVICE GROUP, INC. A

SEDGWICK COMPANY
3,669.08
Invoice Date Description Check Sort Code Amount
400000177628 03/04/2024 WORKERS COMPENSATION CLAIMS - 03/01/24-03/31/24 3,669.08 Check 03/28/2024 10845 Accounts Payable STANDARD INSURANCE COMPANY 1,967.20 Invoice Date Description Check Sort Code Amount
APRIL 2024 03/25/2024 STANDARD LTD - APRIL 2024 PREMIUMS 1,967.20 Check 03/28/2024 10846 Accounts Payable T-MOBILE 1,048.90 Invoice Date Description Check Sort Code Amount
966241989122123 12/21/2023 IPHONE SVC 11/21-12/20/23 147.76966241989102123 10/21/2023 IPHONE SVC 09/21-10/20/23 159.84966241989072123 07/21/2023 IPHONE SVC 06/21-07/20/23 149.94966241989082123 08/21/2023 IPHONE SVC 07/21-08/20/23 147.76966241989112123 11/21/2023 IPHONE SVC 10/21-11/20/23 147.76966241989012124 01/21/2024 IPHONE SVC 12/21-01/20/24 147.92966241989022124 02/21/2024 IPHONE SVC 01/21-02/20/24 147.92 Check 03/28/2024 10847 Accounts Payable THE ED JONES CO INC 118.00 Invoice Date Description Check Sort Code Amount
55468 01/09/2024 GOLD FILL RETIRED RIBBON-G.ANDERSON 118.00 Check 03/28/2024 10848 Accounts Payable THE TACTICAL ADVANTAGE POLICE SUPPLY
1,110.35
Invoice Date Description Check Sort Code Amount
7717 12/27/2023 BULLETPROOF VESTS D.WILLIAMS; APPROVAL #2024-03 1,110.35 Check 03/28/2024 10849 Accounts Payable UNION PACIFIC RAILROAD COMPANY 1,572.00 Invoice Date Description Check Sort Code Amount
90131358 12/12/2023 PRELIMINARY ENGINEERING SVCS FOR MOWRY VILLAGE PROJECT8/23-9/23 1,572.00 Check 03/28/2024 10850 Accounts Payable U.S. BANK CORPORATE PAYMENT

SYSTEMS
45,591.89
Invoice Date Description Check Sort Code Amount
032224STMT 03/22/2024 CC PAYMENT 03/22/24 45,591.89
Check 03/28/2024 10851 Accounts Payable BOSCO OIL INC DBA VALLEY OIL 27,494.44 Invoice Date Description Check Sort Code Amount
187787 03/14/2024 DIESEL FUEL 03/14/24 6,702.35
187786 03/14/2024 GASOLINE 03/14/24 20,792.09
Check 03/28/2024 10852 Accounts Payable VERDE DESIGN INC 4,687.50 Invoice Date Description Check Sort Code Amount
4-2320900 03/07/2024 NEWARK MEL NUNES PARK - ADDITIONAL FIELD NETTING 01/26-02/25/24 4,687.50 Check 03/28/2024 10853 Accounts Payable VISTA UNIVERSAL INC 2,282.19 Packet Page 13
Invoice Date Description Check Sort Code Amount
T517460 03/14/2024 LIGHTING - COMMUNITY CENTER PARK 3/4/24 2,282.19 Check 03/28/2024 10854 Accounts Payable WASHINGTON HOSPITAL 100.00 Invoice Date Description Check Sort Code Amount
0224-NPD-LB 03/04/2024 LAB TESTS FEBRUARY 2024 100.00
Check 03/28/2024 10855 Accounts Payable CHRISTI WAYBRIGHT 6,583.63 Invoice Date Description Check Sort Code Amount
040124ADPP 03/18/2024 ADPP - 04/01-04/30/24 6,583.63
Check 03/28/2024 10856 Accounts Payable ORION SECURITY 8,375.20 Invoice Date Description Check Sort Code Amount
124063 11/18/2023 UNARMED, UNIFORMED SECURITY GUARD 11/13/23 - 11/17/23 1,444.00 124120 11/25/2023 UNARMED, UNIFORMED SECURITY GUARD 11/20/23 - 11/22/23 866.40124324 12/02/2023 UNARMED, UNIFORMED SECURITY GUARD 11/27/23 - 12/1/23 1,444.00 124404 12/09/2023 UNARMED, UNIFORMED SECURITY GUARD 12/4/23 - 12/7/23 1,155.20 124453 12/16/2023 UNARMED, UNIFORMED SECURITY GUARD 12/11/23 - 12/15/23 1,444.00 124511 12/23/2023 UNARMED, UNIFORMED SECURITY GUARD 12/18/23 - 12/21/23 1,155.20124787 01/06/2024 UNARMED, UNIFORMED SECURITY GUARD 1/2/24 - 1/4/24 866.40 Check 03/28/2024 10857 Accounts Payable ARREDONDO , FREDERICK 0.90 Invoice Date Description Check Sort Code Amount
032224UUT 03/18/2024 UTILITY USERS TAX REFUND 02/09 - 03/08/24 0.90 Check 03/28/2024 10858 Accounts Payable ARREDONDO , FREDERICK 1.26 Invoice Date Description Check Sort Code Amount
032824UUT 03/28/2024 UTILITY USERS TAX REFUND 12/01-12/31/23 1.26 EFT 03/28/2024 948 Accounts Payable ART BUILDS COMMUNITY LLC 322271627 / 521573215 7,050.00 Invoice Date Description Check Sort Code Amount
#4 03/03/2024 CENTRAL OVERPASS PROGRESS REPORT #4 1,800.00#2 02/29/2024 OLD TOWN PUBLIC ART COORDINATION 12/13/23-02/29/24 5,250.00 AP ZBA ACCOUNTS PAYABLE Totals: Transactions: 57 $283,442.54 Checks: 56 $276,392.54EFTs: 1 $7,050.00
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Item D. 2.

DATE 04/25/2024
TO Honorable Mayor and City Council Members
FROM Sheila Harrington, City Clerk
SUBJECT Approval of April 11, 2024, minutes
Attachments
Minutes
Packet Page 21
City of Newark | Newark City Council
Mayor Michael K. Hannon | Vice Mayor Luis L. Freitas | Council Members: Maria “Sucy” Collazo, Mike Bucci, and Matthew Jorgens

Draft
Thursday, April 11, 2024
7:00 P.M.

A. ROLL CALL
Mayor Hannon called the meeting to order at 7:23 p.m. Vice Mayor Freitas, Council Members Bucci, Collazo, and Jorgens were present.

B. PRESENTATIONS
Council Member Bucci requested the removal of item B.2 from the agenda. Mayor Hannon stated that B.1 Introduction of employees would be addressed first.

1. Introduction of employee(s)
Mayor Hannon introduced the following employees:

Kevin DeFranco, Recreation and Community Services Supervisor I Gabe Gonzales, Landscape and Parks Maintenance Worker I Ryan Perez, Street Maintenance Worker I
Josue Duenas, Street Maintenance Worker I
Mohammed Shuib, Equipment Mechanic I

2. Proclaim April as Fair Housing Month
Mayor Hannon referenced Council Member’s request to pull this item and stated that he supports the mission of fair housing.

Council Member Bucci made a motion to remove item B.2 from the agenda, Council Member Jorgens seconded the motion. The motion passed 3 AYES, 2 NOES (Hannon, Collazo).

Packet Page 22
Page No. 2
City of Newark City Council Minutes April 11, 2024
C. PUBLIC COMMENT
Barbara Clemmons, 2024 President of the Bay East Association of Realtors (Bay East), stated that she was disappointed to see the Fair Housing Proclamation pulled. She stated that the Bay East promotes fair housing and did not understand the proclamation rejection when fair housing is still an issue.

D. CONSENT CALENDAR
Council Member Collazo moved, Vice Mayor Freitas seconded, to approve Consent Calendar items D.1 to D.6, that the resolutions be numbered consecutively, and that reading of the titles suffice for adoption. The motion passed, 5 AYES.

1. Approval of Audited Demands

2. Approval of March 28, 2024, minutes

3. Adopt a resolution establishing the number of residents in the City of Newark for the purpose of determining the voluntary expenditure ceiling for the November 5, 2024, Municipal Election
Resolution No. 11628

4. Adopt a resolution authorizing the submittal of an application to CalRecycle for Local Assistance Grant Program funding in the amount of $130,984 and amending the 2022-2024 Biennial Budget and Capital Improvement Plan Resolution No. 11629

5. Adopt a resolution approving the First Amendment to the Memorandum of Understanding with the Alameda County Department of Environmental Health (ACDEH) for inspections of Tier 1 and Tier 2 Edible Food Recovery Facilities Resolution No. 11630
Packet Page 23
Page No. 3
City of Newark City Council Minutes April 11, 2024

6. Waive full reading, conduct a second reading by title only, and adopt an ordinance repealing and replacing Chapter 15.40 "Construction in Flood Hazard Areas" of the Newark Municipal Code
Ordinance No. 548
E. PUBLIC HEARINGS
F. OTHER BUSINESS

1. Adopt a resolution initiating proceedings for the levy and collection of assessments for Landscaping and Lighting District Nos. 1, 2, 4, 6, 7, 10, 11, 13, 15, 16, 17, 18, and 19 for Fiscal Year 2025
Resolution No. 11631
Council Member Collazo announced that she would recuse from Landscaping and Lighting District Nos. 10 and 11 due to a conflict of interest. She exited the Council Chambers.

City Manager Benoun announced that he would recuse from Landscaping and Lighting District No. 11 due to a conflict of interest. He exited the Council Chambers.

Public Works Director Fajeau gave the staff report recommending approval.

No one requested to speak.

Council Member Bucci moved, Council Member Jorgens seconded, to adopt a resolution initiating proceedings for the Landscaping and lighting District Nos. 1, 2,4, 6, 7, 10, 11, 13, 15, 16, 17, 18, and 19. The motion passed, 4 AYES, 1 RECUSED.

Council Member Collazo and City Manager Benoun returned to the City Council Chambers.

Packet Page 24
Page No. 4
City of Newark City Council Minutes April 11, 2024
G. CITY COUNCIL MATTERS
Council Member Bucci stated that he was disappointed that the Bay East Association of Realtors (Realtors) requested the Fair Housing Proclamation (Item B.2 removed from the agenda). He requested that the proclamation be presented to a local nonprofit or community group in the future.

Council Member Bucci commented on the Realtors’ advocacy positions and referred to their website and other written materials that he made available after the meeting.

Council Member Jorgens also commented on the Realtors’ website and indicated that he would like to celebrate fair housing with the people doing the work. He noted that the City’s Housing Element shows where the City stands on fair housing.

Council Member Collazo congratulated Police Chief Anderson on her retirement and welcomed Jonathan Arguello as the new Police Chief. She requested an update on the food waste pail program since she and others have not received one. She complimented Mayor Hannon on the individual employee introductions.

Shop Newark.

Mayor Hannon thanked Police Chief Anderson for her service and congratulated Jonathan Arguello who was named the new Police Chief. He complimented the Maintenance Division promotions.

Mayor Hannon shared the history of the Fair Housing Act of 1968 that prohibited discrimination in housing. He stated that the Council Member comments focused on the advocacy efforts of the Realtors. He stated that the City is proud of Assembly Member Lee’s support.

Mayor Hannon read recitals from the pulled proclamation and referred to statements on the Realtors’ website.

H. CITY MANAGER UPDATES
The City Manager had no announcements.

Packet Page 25
Page No. 5
City of Newark City Council Minutes April 11, 2024
I. CLOSED SESSION
J. ADJOURNMENT
Mayor Hannon adjourned the meeting at 8:12 p.m.

Packet Page 26
Item D. 3.

DATE 04/25/2024
TO Honorable Mayor and City Council Members
FROM Tonya Connolly, Maintenance Superintendent
SUBJECT Adopt a resolution initiating the 2024 Weed Abatement Program and setting May 23, 2024, for a public hearing
SUMMARY AND RECOMMENDATION
The City of Newark conducts an annual weed abatement program as a fire prevention measure. This program is a coordinated effort between the City's Maintenance Division and Alameda County Fire Department Fire Prevention staff. Vacant properties with the potential for extensive weed growth are typically included in the program. Property owners of these properties have the option to either complete the weed abatement work themselves or have the work completed by a City contractor through this program. This year's program will include the inspection of approximately 121 properties and advance outreach to each property owner. The City's contractor is scheduled to complete the work in June. All property owners will have the opportunity to complete any weed abatement work themselves prior to the work performed by the City's contractor.

Property owners would be charged the full cost of weed abatement plus a 20% administrative fee for any work completed by the City's contractor.

In addition to the City Council considering initiation of the 2024 Weed Abatement Program, a public hearing date of May 23, 2024, is proposed to provide an opportunity for property owners to submit any objections to the program.

Staff recommends that the City Council, by resolution, find and declare that weeds growing on specified properties are seasonal and recurrent nuisances; and rubbish, refuse and dirt upon parkways, sidewalks or private property in the City of Newark are public nuisances and must be abated; and setting a time and place for a public hearing.

BACKGROUND
The City of Newark conducts an annual weed abatement program to abate Packet Page 27
The City of Newark conducts an annual weed abatement program to abate weeds on vacant properties that are not properly maintained by property owners to the satisfaction of the Alameda County Fire Department (ACFD). The program is authorized by, and conducted pursuant to, Government Code Sections 39560 to 39586, inclusive. The abatement work typically consists of tractor mowing, supplemented with manual labor to clear weeds abutting fences and to remove debris to facilitate the tractor work. Property owners have the option to make their own arrangements for weed and debris removal. All properties on which the City performs the abatement work would be charged the full cost of that work, including administrative costs. Administrative costs are 20% of the cost of the weed abatement services pursuant to the adopted Master Fee Schedule.

DISCUSSION/ANALYSIS
There are approximately 121 industrial, residential and commercial parcels that have large areas of vacant ground with regular seasonal weed growth that could develop into a fire hazard if not properly maintained. These parcels are located throughout the City, as shown on Schedule "A". Property owners choosing to complete weed and debris removal themselves must complete the work prior to the schedule set for the City's contractor. The City's landscape maintenance contractor is scheduled to perform weed abatement work in June. Property owners will be asked to return a pre-paid postcard to the City indicating that they will abate their own weeds. This provides sufficient opportunity for the property owners to perform their own work, if desired.

If necessary, an additional fall program will be scheduled to abate seasonal weeds, such as tumbleweeds and re-growth of weeds that occur during the summer months. Prior to any fall weed abatement work, the City would provide written notices to the affected property owners. A second public hearing for the fall program is not required.

FISCAL IMPACT
The 2022-2024 Biennial Budget and Capital Improvement Plan for Fiscal Year 2024 provides sufficient funding for the 2024 Weed Abatement Program.

REVIEW AND APPROVAL
Prepared by - Tonya Connolly, Maintenance Superintendent Reviewed by - Soren Fajeau, Public Works Director
Reviewed by - Krysten Lee, Finance Director
Reviewed by - Kristopher J. Kokotaylo, City Attorney
Approved by - David J. Benoun, City Manager
Attachments
Resolution - 2024 Weed Abatement Program
Packet Page 28
Schedule A - 2024 Weed Abatement
Packet Page 29
RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF NEWARK FINDING AND DECLARING THAT

WEEDS GROWING ON SPECIFIED PROPERTIES ARE
SEASONAL AND RECURRENT NUISANCES; AND

RUBBISH, REFUSE, AND DIRT UPON PARKWAYS,

SIDEWALKS, OR PRIVATE PROPERTY IN THE CITY

OF NEWARK ARE PUBLIC NUISANCES AND MUST

BE ABATED, AND SETTING A TIME AND PLACE

FOR A PUBLIC HEARING
WHEREAS, the City Council of the City of Newark hereby finds and determines that weeds are growing upon the streets, sidewalks, or private property in the City of Newark as hereinafter described, and that rubbish, refuse, and dirt is upon its parkways, sidewalks, or private property hereinafter described in the City of Newark and that said City Council hereby declares that all weeds are growing upon the streets, sidewalks, or private property in said City and all rubbish, refuse, and dirt in parkways, or private property in the said City are a public nuisances and the same are hereby ordered abated in the manner provided in Section 39560 to Section 39586, inclusive, of the Government Code of the State of California: and
WHEREAS, the name of said streets, parkways, sidewalks, and private properties are contained in Schedule “A”, attached hereto and incorporated herein by reference and made a part of this resolution as though set forth at length; NOW, THEREFORE BE IT RESOLVED that the City Clerk is hereby directed to mail written notices of the proposed abatement to all persons owning property described in this resolution, said written notice to be mailed to each person to whom such described property is assessed in the last equalized assessment roll available on the date this resolution is adopted by the City Council. The City Clerk shall complete said mailing at least five (5) days prior to the time for hearing of objections by the legislative body. The notice shall be substantially in the form provided by Section 39566 of the Government Code of the State of California, except that notices shall be signed by the City Clerk and the heading of the notice need not comply with Section 39565 of the Government Code; BE IT FURTHER RESOLVED that a public hearing to hear objections to the proposed removal of weeds, rubbish, refuse, and dirt will be held by the City Council at its meeting of May 23, 2024.

Packet Page 30
Schedule A - List of Potential Properties Subject to Abatement

MAP APN OWNER LOCATION
1 92A 072000510 PRESBYTERY OF SAN FRANCISCO 35450 NEWARK BOULEVARD 3 092 013100109 FILBERT STREET DEVELOPMENT LLC FILBERT STREET AT SNOW

3.1 092 013100204 FILBERT STREET DEVELOPMENT LLC 37243 FILBERT STREET

3.2 092 013100300 FILBERT STREET DEVELOPMENT LLC 37257 FILBERT STREET 5 092 002401000 SINGH SARJEET SYCAMORE STREET NEAR 7303 DAIRY 6 092 002902200

RAO RAJESH & DESHPANDE
VIDYASAGAR V ETAL 36952 MULBERRY STREET
7 092 004501100 ANITRA PRASAD MAGNOLIA STREET NEAR RICH 8 092 003001403
LEPAKSHI HOMES LLC / POLAKALA
KISHORE 6717 THORNTON AVENUE
8 092 003001502 LEPAKSHI HOMES LLC 6733 THORNTON AVENUE 8 092 003001602 LEPAKSHI HOMES LLC 6749 THORNTON AVENUE 8 092 003001804 LEPAKSHI HOMES LLC 6781 THORNTON AVENUE 8 092 003001702 LEPAKSHI HOMES LLC 6765 THORNTON AVENUE 10 092 003200300 DANG ALAN & VO HUONG T DAIRY AVENUE BETWEEN 36805 & 36926 11 092 004100803 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.1 092 002401700 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.1 537 052100801 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.11 537 052100802 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.12 537-0521-009-02 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.13 092-0054-003-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.14 092-0200-015-01 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.15 092-0253-001-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.16 92A-2165-006-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.17 92A-2300-007-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.18 92A-2300-006-14 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.19 92A-2500-005-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.2 092-0021-016-01 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W Packet
1

Page 31 ends

Schedule A - List of Potential Properties Subject to Abatement

11.2 92A-2500-004-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.21 537-0850-021-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.22 537-0850-020-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.23 537-0850-019-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.24 537-0850-018-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.25 537-0850-017-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.26 092-0054-002-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.27 092-0068-003-02 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.28 092-0069-002-02 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.29 092-0069-003-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.3 092-0021-016-02 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.3 092-0067-012-05 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.31 092-0067-014-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.32 092-0067-019-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.33 092-0067-020-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.34 092-0065-002-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.35 092-0064-010-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.36 92A-1095-129-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.37 92A-1100-058-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.38 92A-1105-014-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.39 92A-2000-004-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.4 092-0015-004-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.4 92A-2010-002-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.41 092 012702100 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.42 092 012702000 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.43 092-0067-012-05 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.5 92A-0506-107-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W Packet
2

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Schedule A - List of Potential Properties Subject to Abatement

11.6 92A-0506-106-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.7 92A-0501-030-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.8 92A-0502-090-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W

11.9 92A-0620-061-00 UNION PACIFIC - REAL ESTATE SP RAILROAD R-O-W 13 092 025501100

CHANG INCOME PROPERTY
PARTNERSHIP LP 37200 SYCAMORE ST
14 537 085000200

PICK-N-PULL SAN JOSE AUTO
DISMANTLERS 7400 MOWRY AVENUE
15 537 046000725 ADROIT GLOBAL LLC & BEDI SHISHU 6953 JARVIS AVENUE 16 092 003101900 AHMAD ABRAR & NARGIS 6991 THORNTON AVE (primary address undetermined) 18 901 011100900 A & P CHILDREN INVESTMENTS LLC CEDAR BOULEVARD (near Eucalyptus Grove) 19 092A216500904 PABCO BUILDING PRODUCTS LLC REDEKER PLACE AT CHERRY 20 537 900900100

SF BAY NATIONAL WILDLIFE REFUGE
c/o J. Bradley CEDAR BOULEVARD
23 537 046001400

FULL BLOOM BAKING CO BUILDING
FUND LLC 6500 OVERLAKE PL

23.1 537 046001300 PS NORTHERN CA NEWARK INC 6800 OVERLAKE PL 24 092 007500402

SSVGGP VENTURES LLC & SKZR

GROUP LLC CHERRY STREET

24.1 092 007500502

SSVGGP VENTURES LLC & SKZR

GROUP LLC CHERRY STREET
26 537 046000728 FRANCISCAN GLASS COMPANY 35255 FIRCREST STREET

26.1 537 046002101 FRANCISCAN GLASS COMPANY FIRCREST STREET 27 092 008300900 RAFANAN MARJORIO 36915 LOCUST STREET
28 092A230000612 SKW MBT OPERATIONS INC 38403 CHERRY STREET 29 092A075000800 HOLY REDEEMER LUTHERAN CHURCH 35660 CEDAR BOULEVARD 33 901 018800600 LION NEWARK SHOPPING CENTER 39055 CEDAR BOULEVARD 34 092 012601900 SAN MATEO COUNTY TRANSIT DIST. SMCTD RAILROAD R-O-W LOCUST & ELM

34.1 092 012501700 SAN MATEO COUNTY TRANSIT DIST. SMCTD RAILROAD R-O-W WALNUT & LOCUST

34.2 092 012402200 SAN MATEO COUNTY TRANSIT DIST. SMCTD RAILROAD R-O-W SPRUCE & WALNUT

34.3 092 011909900 SAN MATEO COUNTY TRANSIT DIST. SMCTD RAILROAD R-O-W SPRUCE

34.4 092 010000802 SAN MATEO COUNTY TRANSIT DIST. SMCTD RAILROAD R-O-W WILLOW

34.5 092 010000801 SAN MATEO COUNTY TRANSIT DIST. SMCTD RAILROAD R-O-W WEST OF WILLOW Packet
3

Page 33 ends

Schedule A - List of Potential Properties Subject to Abatement 35 537 085200102 FMC CORPORATION 8787 ENTERPRISE DR
36 092 011501100 SHH PROJECT OWNER LLC 37445 WILLOW STREET

36.1 092 010000402 HONEYWELL INTERNATIONAL INC WILLOW STREET NORTH OF ENTERPRISE 38 092A072002600 LADRECH MAURICE A TR ETAL 35178 NEWARK BOULEVARD

43.1 537 085000400 CITY OF NEWARK MOWRY AVENUE WEST OF TRACKS 44 092 012401400 MANWANI GIRISH & MADHU RAILROAD AVENUE SPRUCE & WALNUT 45 092 012501000 CHERRY STANLEY R TR 7843 RAILROAD AVE BETWEEN LOCUST & WALNUT 47 092A103602902 JAIN ASHIT & MONISAH TRS 6214 THORNTON AVENUE 48 092 013400200

LOUIEHELM JENNY & LOUIE WAYLAND

H & JEN L TRS RAILROAD AVE BETWEEN LOCUST & ELM
49 092 013502300 SEAMONKEY LLC WALNUT STREET CORNER LOT 53 092A103603102

ELIZARREY SHIRLEY A TR
SURVIVOR'S TRUST & ELI ETAL 6152 THORNTON AVENUE
54 092A103604100 AU JOSEPH & LILY C TRS NEWARK BOULEVARD AND CIVIC TERR 55 092 025200200 NORDSTROM INC 37599 FILBERT STREET
58 092 004100201 TANIOS SIMON 36964 ASH STREET
61 092A258607600 WANG YUJEH L TR BIRCH STREET ON CEDAR
62 092 010000705 CITY & CO SF WATER DEPT WILLOW STREET

62.1 092 014000302 CITY & CO SF WATER DEPT WILLOW STREET

62.1 92A-2357-031-00 CITY & CO SF WATER DEPT WILLOW STREET

62.1 92A-2416-015-00 CITY & CO SF WATER DEPT WILLOW STREET

62.1 92A-2416-013-00 CITY & CO SF WATER DEPT WILLOW STREET

62.1 92A-2585-002-00 CITY & CO SF WATER DEPT WILLOW STREET

62.1 92A-2585-027-00 CITY & CO SF WATER DEPT WILLOW STREET

62.2 92A-2588-002-01 CITY & CO SF WATER DEPT WILLOW STREET

62.2 092-0116-004-00 CITY & CO SF WATER DEPT WILLOW STREET

62.3 092-0145-010-01 CITY & CO SF WATER DEPT WILLOW STREET

62.4 092-0146-023-00 CITY & CO SF WATER DEPT WILLOW STREET

62.5 092-0068-001-00 CITY & CO SF WATER DEPT WILLOW STREET Packet
4

Page 34 ends

Schedule A - List of Potential Properties Subject to Abatement

62.6 092-0074-002-00 CITY & CO SF WATER DEPT WILLOW STREET

62.7 092-0074-002-00 CITY & CO SF WATER DEPT WILLOW STREET

62.8 092-0075-007-00 CITY & CO SF WATER DEPT WILLOW STREET

62.9 92A-2141-002-00 CITY & CO SF WATER DEPT WILLOW STREET 63 092A062304300 CHIKKU PRADEEP 36589 NEWARK BLVD
65 092 012701300

PKA PHARMACEUTICAL INC & YANG
YANHUA 37079 ASH ST
68 092 014000500

GLASS BAY HOMEOWNERS
ASSOCIATION 8333 ENTERPRISE DR.
70 092A258800704 COUNTY OF ALAMEDA TIMBER ST AT CEDAR CT 71 092 010001103

UNITED STATES OF AMERICA FISH
& WILDLIFE SERV THORNTON AVE
73 901 011100300 SPRINGHILL SUITES

SURROUNDING AREAS & INNER PORTION OF PARKING
LOT
74 901 020001700 LANDSEA CHERRY STREET AND SEA TURTLE DR

74.1 901 020001600 LANDSEA CHERRY STREET AND SEA TURTLE DR

74.2 901 020001800 LANDSEA CHERRY STREET AND SEA TURTLE DR 72 092 005200400

SAMUDRALA RAMAPRASAD &

BALAKRISHNAN SANGEETA ETAL THORNTON AVE
Packet
5

Page 35 ends

Item D. 4.

DATE 04/25/2024
TO Honorable Mayor and City Council Members
FROM Ed Miranda, Information Technology Director/CIO
SUBJECT Approval of the plans and specifications, adopt a resolution accepting the bid, and award of contract for the total bid to EyeP Solutions Inc. for Security Cameras and Building
Access Management and amending the 2022-2024 Biennial
Budget and Capital Improvement Plan
SUMMARY AND RECOMMENDATION
An assessment of City facilities was conducted to identify areas where additional security measures could boost the protection of City assets and employees and visitors to its facilities. Staff recommends that the City Council by motion, approve the plans and specifications and by resolution, accept the bid and award the contract to EyeP Solutions Inc. for Security Cameras and Building Access Management and amend the 2022-2024 Biennial Budget and Capital Improvement Plan.

BACKGROUND
The City retained the services of ClientFirst Technology Consulting (CTC) to facilitate a competitive selection for furnishing and installation of security cameras (Verkada, or approved equivalent), storage of video data and Building Access Management (Genetec) at various City locations. When the Civic Center was built in 2021, it was equipped with a limited number of security cameras and a building access management program that no other City facility is equipped with.

The Security Cameras and Building Access Management project aims to fortify the safeguarding of city assets, employees, and visitors across multiple facilities.

The comprehensive endeavor involves the installation of additional security measures by a chosen vendor, encompassing various locations. At City Hall (Civic Center site), 13 strategically positioned cameras will oversee critical areas such as the permit counter, lobby, and the perimeter including the library, supplemented by alert devices at essential points like the permit counter and Packet Page 36
council chambers. The Police Building (Civic Center site) will see the implementation of 39 cameras with extensive required 365-day retention capabilities, both internally and externally, alongside alert devices at the property drop-off zone. Similarly, other sites like the Silliman Activity and Family Aquatic Center (50 cameras including coverage of the athletic fields and baseball field), Community Center (12 cameras monitoring the exterior of the building including the childcare annex), Family Resource Center (7 cameras monitoring the exterior and public internal spaces), Clark W. Redeker Newark Senior Center (15 cameras monitoring interior spaces and the perimeter), and the Service Center (19 cameras monitoring the perimeter of the property) will benefit from tailored camera placements, enhancing security coverage of both interior and exterior spaces. With a meticulous approach to each location's security needs, this project stands poised to elevate safety standards across the board, ensuring comprehensive protection and peace of mind for all stakeholders.

CTC worked closely with staff in the development and issuance of bid documents, and the subsequent validation of qualified vendors for licensing, hardware, software, and services. CTC toured all City sites with staff and identified ideal camera and card reader locations. The bid process included a mandatory pre-bid meeting and tour of City facilities to show the potential bidders the conditions for mounting cameras and building access management devices. Nine potential contractors attended the pre-bid meeting and tour.

DISCUSSION/ANALYSIS
Bids for “Security Cameras and Building Access Management, Bid 2024-003” were opened on March 5, 2024. The City received a total of five bids. The bidders proposed camera solutions from Verkada or Genetec/Axis, with building access management systems from Genetec. Two bidders provided non-responsive bids by failing to provide properly filled out forms and/or paperwork. Below is a summary of the project bid log:

BIDDER BASE BID TOTAL BID (with
Alternates)
EyeP Solutions $964,878.00 $1,229,982.27
ADT
Commercial/Everon $1,116,859.94 $1,566,591.25
Edgeworth Security $1,241,499.21 $1,563,928.74
Cornerstone
Technologies*
Not filled in on
form $1,534,054.77
3D Technologies* $1,523,000.00 $1,590,185.00
Packet Page 37
Consultant's Estimate $2,000,000.00
* Bidder was determined to be non-responsive and therefore bid was rejected.

After examining the bids received, the Lowest Responsible Bidder was determined. Further validation confirmed that the Lowest Responsible Bidder, EyeP Solutions, included the proper scope of work in its Base Bid and Total Bid (with alternates).

Based on CTC’s review of the bids and a validation meeting with the low bidder, CTC recommends EyeP Solutions for the Security Cameras and Building Access Management, Bid 2024-003. The City concurs with the recommendation and recommends pursuing the total bid amount of $1,229,982.27 plus a 10% contingency which includes the following:

Base Bid: $964,878.06
Alternate #1, Silliman Athletic Fields: $139,837.75
Alternate #2, Silliman Baseball Fields: $45,200.00
Alternate #4, David W. Smith City Hall: $8,737.72
Alternate #5, Community Center: $71,328.74
References from similar projects were confirmed by the California Department of Motor Vehicles, California Office of Emergency Services, and Placer County Water Agency.

FISCAL IMPACT
In addition to the $1,229,982.27 contract amount, staff recommends including $122,998.23 construction contingency, equivalent to approximately ten percent of the contract amount, to account for any unanticipated construction costs. The added contingency would bring the recommended allocation for the project to $1,352,980.50.

Staff recommends amending the 2022-2024 Biennial Budget and Capital Improvement Plan to appropriate $1,352,980.50 from unallocated CIP funds to CIP Project 1367 for the Security Cameras and Building Access Management Project. Any unspent funds and appropriations would be carried forward to the next fiscal year.

ENVIRONMENTAL/PLANNING COMMISSION REVIEW
The repair and maintenance of existing facilities is categorically exempt under the California Environmental Quality Act (CEQA) section 15301 (Existing Facilities).

REVIEW AND APPROVAL
Prepared by - Edwin J. Miranda, Information Technology Director Packet Page 38
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
EyeP Solutions Resolution
Public Works Contract - EYEP Solutions Inc
Packet Page 39
RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

NEWARK AUTHORIZING THE CITY TO APPROVE A
PUBLIC WORKS CONTRACT WITH EYEP SOLUTIONS, INC.

FOR SECURITY CAMERAS AND BUILDING ACCESS

MANAGEMENT INSTALLATIONS AND TO AMEND THE
2022-2024 BIENNIAL BUDGET.

WHEREAS, safety of staff and community members at City facilities is of the utmost importance; and
WHEREAS, security cameras and building access management systems can enhance safety and safeguard assets; and
WHEREAS, the Information Technology Department issued a request for proposals for the furnishing and installation of security cameras and building access management (the “Project”) at various City locations, in accordance with the City’s Purchasing Rules and Regulations; and
WHEREAS, the City received a total of five bids for the Project; and WHEREAS, all bids were evaluated by City staff and ClientFirst Technology Consulting for responsiveness including quality and completeness of submissions, experience with engagements of similar scope and complexity, satisfaction of previous clients, and lowest responsible bid; and
WHEREAS, based on a validation meeting the low bidder, EyeP Solutions, Inc.’s bid was determined to be responsive.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Newark hereby approves and authorizes the City Manager to execute a Public Works Contract, in a form approved by the City Attorney, with EyeP Solutions, Inc. in an amount not-to-exceed $1,229,982.27 and an additional construction contingency of $122,998.23, for a total allocation of $1,352,980.50 for the Security Cameras and Building Access Management Project, CIP 1367.

BE IT FURTHER RESOLVED that the City Council of the City of Newark hereby approves an amendment to the 2022-2024 Biennial Budget and Capital Improvement Plan from unallocated CIP funds to CIP project 1367 as follows:

To: 610.90.094.940.CIP001367 Security Cameras and Building Access Management Project
$1,352,980.50
Fr: 610.3000 Unappropriated Fund Balance $1,352,980.50
BE IT FURTHER RESOLVED that any unspent funds and appropriations would be carried forward to subsequent fiscal years.

Packet Page 40

PUBLIC WORKS CONTRACT
THIS AGREEMENT, made and entered into this day, of , 2024, and between the CITY OF NEWARK, a municipal corporation and the General Law Class, State of California, hereinafter called the “CITY” and EYEP SOLUTIONS, INC., a California Corporation, hereinafter called the “CONTRACTOR”:

WITNESSETH:

That the City and Contractor for the consideration, hereinafter named, agree as follows:

1. That complete Contract includes all of the Contract Documents as if set forth in full herein, to wit: the Invitation to Bid; the Bid Proposal Forms to the City of Newark; the Accepted Bid (Unit Price Schedule); the Bidder’s Statement of Subcontractors’; the Performance Bond; the Payment Bond; the Plans and Specifications; this Agreement; and all Addenda setting forth any modifications or interpretations of any of said Documents.

2. The Contractor will furnish all materials except as otherwise provided in the Specifications and on the Plans and will perform all the work necessary to construct and complete in a good workmanlike and substantial manner, and to the satisfaction of the Engineer, public improvements in accordance with that certain document headed:

SECURITY CAMERAS AND BUILDING ACCESS MANAGEMENT, BID NO. 2024-003 All of the above work is on City property, and under the direction of the Engineer or other official designated by the City to supervise said work, all as provided in and subject to the Contract Documents.

1. The Contractor shall comply with all applicable local, state, and federal regulations.

2. The Contractor shall maintain a valid Class C-61/D-62 California Contractor License throughout the performance of work under this contract.

3. The Contractor shall submit a receipt copy or other evidence showing payment of the current City of Newark Business License fee.

4. The Contractor shall provide a Certificate of Insurance to show proof of Comprehensive General Liability Insurance of (minimum) $2,000,000 combined single limit per occurrence for bodily injury, personal injury, and bodily damage; and Workers Compensation and Employers Liability Insurance as required by the Labor Code of the State of California.

5. As of July 1, 2014, all contractors bidding on this project are required to register with the Department of Industrial Relations (DIR) and to pay the required annual fee. Under California Labor Code section 1771.1, as amended by SB 854, unless registered with the DIR, a contractor may not bid, nor be listed as a subcontractor, for any bid proposal submitted for public works projects on or after March 1, 2015. The Contractor will be required to submit certified payrolls Packet Page 41
during the course of this project. This project is subject to compliance enforcement and monitoring by the State of California DIR.

6. The City will pay the Contractor in current funds for the performance of the Contract on the basis of the accepted unit prices and the actual measured quantities of work done at such time as are stated in the Specifications, and will otherwise fulfill its obligations thereunder.

7. All time limits stated in the Contract Documents are of the essence of this Agreement.

8. The statement of prevailing wages appearing in the Equipment Rental Rates and General Prevailing Wage Rates is hereby specifically referred to and by this reference is made a part of this contract. It is further expressly agreed by and between the parties hereto that should there be any conflict between the terms of this instrument and the bid or proposal of said Contractor, then this instrument shall control and nothing herein shall be considered as an acceptance of said terms of said proposal conflicting herewith.

9. By my signature hereunder, as Contractor, I certify that I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workmen’s compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.

12. If any action shall be brought by the City for the enforcement of any of the conditions, covenants or agreements herein the prevailing party shall recover reasonable attorney’s fees.

13. The Contractor hereby agrees to defend, indemnify, and save harmless City, its Council, boards, commissions, officers, employees and agents, from and against any and all claims, suits, actions liability, loss, damage, injury, expense, cost (including, without limitation, costs and fees of litigation) of every nature, kind or description, which may be brought against, or suffered or sustained by, City, its Council, boards, commissions, officers, employees or agents caused by, or alleged to have been caused by, the negligence, intentional tortuous act or omission, or willful misconduct of Contractor, its officers, employees or agents in the performance of any service or work pursuant to this Contract.

The duty of Contractor to indemnify and save harmless, as set forth herein, shall include the duty to defend as set forth in Section 2778 of the California Civil Code; provided, however, that nothing herein contained shall be construed to require Contractor to indemnify City, its Council, boards, commissions, officers, employees and agents against any responsibility or liability in contravention of Section 2782 of the California Civil Code.

It shall be required under this Agreement that any available insurance proceeds broader than or in excess of the specified minimum Insurance coverage requirements and/or limits shall be available to the Additional Insured. Furthermore, the requirements for coverage and limits shall be (1) the minimum coverage and limits specified in the Agreement; or (2) the broader coverage and maximum limits of coverage of any Insurance policy or proceeds available to the named Insured; whichever is greater.

Approval of the insurance contracts does not relieve the Contractor or subcontractors from liability under this paragraph, including but not limited to the duty to indemnify City set forth Packet Page 42
herein. By execution of this Contract Contractor acknowledges and agrees that it has read and understands the provisions hereof and that this paragraph is a material element of consideration.

IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written.

CITY OF NEWARK FOR THE CONTRACTOR:
a Municipal Corporation
By By
Mayor
ATTEST:

City Clerk
APPROVED AS TO FORM:

City Attorney
Packet Page 43
Item D. 5.

DATE 04/25/2024
TO Honorable Mayor and City Council Members
FROM Ed Miranda, Information Technology Director/CIO
SUBJECT Adopt a resolution authorizing the City Manager to execute a Master Services Agreement with RingCentral, Inc. for a
hosted telephone system.

SUMMARY AND RECOMMENDATION
After a competitive procurement process for a telephony system and services facilitated by ClientFirst Technology Consulting (CTC), staff recommends that the City Council adopt a resolution authorizing the City Manager to execute a Master Services Agreement with RingCentral, Inc. for a hosted telephone system.

BACKGROUND
Telephone System
The City embarked on a comprehensive procurement process by initiating a Telecommunications System Request for Proposals (RFP) on November 14, 2023, which concluded on December 29, 2023. This RFP was extensively disseminated to 40 system vendors, resulting in 12 proposals being received, encompassing solutions for both on-premises and cloud-based systems. After receiving the proposals, staff undertook an extensive evaluation process, resulting in the selection of three telecommunication system firms for additional consideration.

Representatives from various City departments were actively engaged in vetting the three finalists, attending demonstration meetings where the selected firms showcased their solutions. These representatives were encouraged to provide valuable input regarding the systems and companies presenting. After careful deliberation, Maverick Networks, Inc. and RingCentral, Inc. emerged as the chosen providers for the Telecommunication System, deemed best suited to meet the City's needs. In addition, they offered the most competitive pricing.

Telecommunications Carrier Services
Packet Page 44
Staff utilized a similar procurement process to select telecommunication carrier services. A Telecommunications Carrier Services Request for Proposals (RFP) was issued on November 14, 2023, which concluded on January 10, 2024. This RFP resulted in seven proposals, encompassing telecommunication carrier services that support City staff and facilities, including Wide Area Network (WAN), Internet, and Analog and IP Voice services. After an extensive evaluation process, AT&T and Comcast services through the State of California CALNET program were selected due to offering the best pricing and flexibility to meet the City's needs. CTC assisted City staff in the evaluation and selection process.

DISCUSSION/ANALYSIS
Acknowledging the importance of exploring competitive alternatives, the City conducted a comprehensive evaluation of costs related to its current telecommunications system and service providers. This evaluation resulted in the selection of Maverick Networks, Inc. for the project management of the implementation of a RingCentral, Inc. Telecommunication System, and AT&T and Comcast for carrier services. A thorough overall cost analysis demonstrated a significant cost reduction of approximately 34% annually, justifying the selection of these vendors.

Current Annual
Spend
Estimated
Annual Spend
(Year 1)
Estimated Annual
Spend (Years 2-5)
$250,145.78 $228,302.81* $176,302.81
* Year 1 (implementation) estimates a two-month overlap in services with the current vendor.

The chosen technology solution for the telecommunication system is through RingCentral, Inc., to be implemented by Maverick Networks, Inc. RingCentral, Inc. is a leading provider in the cloud-based telecommunications system market, offering enhanced efficiency and functionality compared to the current system.

Regarding carrier services, the City will maintain its partnership with AT&T and Comcast, utilizing State of California managed CALNET contracts, which provides the most flexibility of installing and disconnecting carrier services as needed. The Contractual Services Agreement (CSA) with Maverick Networks, Inc. and the Master Services Agreement (MSA) with RingCentral, Inc. are for a five-year term.

Additionally, when CALNET Authorization to Order forms are submitted for carrier services, carriers will perform site surveys to determine whether any special construction is required. We anticipate that the upcoming Newark Resource Center may require construction for fiber optic connectivity to the Wide Packet Page 45
Resource Center may require construction for fiber optic connectivity to the Wide Area Network. These special construction costs are unknown at this time, but staff expect that the costs for special construction to provide connectivity to this new location can be covered with the estimated savings between current annual spend ($250,145.78) and Year 1 estimated costs ($228,302.81) in the amount of $21,842.97. Should this not be the case and if contingency funds are not adequate, any project needs and approvals will follow standard City budget and purchasing policies and procedures. The circuits installed by AT&T and Comcast are classified as utility costs.

FISCAL IMPACT
The proposed resolution and CALNET service orders are expected to yield approximately 34% reduction in overall telephony costs, encompassing expenses related to the telephone system, lines, and wide area network connections, in comparison to current expenditures. This significant cost-saving measure arises from a competitive procurement process and meticulous evaluation of vendor proposals. The fiscal impact of these changes is anticipated to materialize upon the expiration of the current service contracts in October 2024.

The one-time cost of professional services provided by Maverick Networks, Inc. is $18,980. The five-year cost of the RingCentral, Inc. telephone system is $259,107.20 plus a 10% contingency of $25,910.72 totaling $285,017.92.

Carrier Service costs are classified as utilities.

Total cost for a five-year period is as follows:

Year 1 $228,302.81
Special Construction for Carrier Services $21,842.97
Years 2-5 ($176,882.16 annually) $707,528.64
Sub-total Years 1-5 $957,674.44
Contingency (10%) $95,767.44
Total Not-To-Exceed $1,053,441.86
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
Packet Page 46
Attachments
Resolution - RingCentral
MSA RingCentral Inc
Packet Page 47
RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

NEWARK AUTHORIZING THE CITY MANAGER TO

EXECUTE A MASTER SERVICES AGREEMENT WITH
RINGCENTRAL, INC. FOR A TELEPHONE SYSTEM.

WHEREAS, the City of Newark has maintained telephony, network and carrier services with the same provider for over 17 years; and
WHEREAS, recognizing the importance of exploring competitive options, the Information Technology Department issued a request for proposals (RFP) to evaluate alternative telephone systems and carrier service providers, in accordance with the City’s Purchasing Rules and Regulations; and
WHEREAS, a total of twelve proposals were received for the Telephone System RFP that included both on-premises and cloud based solutions resulting in demonstrations from the three highest scored telephone system firms; and
WHEREAS, representatives from City departments were invited to participate in the telephone system demonstrations that scored Maverick Network, Inc. and Ring Central as the selected telephone system; and
WHEREAS, a total of seven proposals were received for the Carrier Services RFP that included Internet, Wide Area Network services and miscellaneous telephone lines; and WHEREAS, after a detailed review of the carrier services proposals, AT&T and Comcast were selected for telecommunication carrier services; and WHEREAS, the adoption of the proposed resolution and agreement is anticipated to result in a reduction in overall telephony costs compared to current expenditures; and WHEREAS, current telephony, network and carrier services will be terminated by October 2024 resulting in an overlap of services for approximately 2 months.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Newark hereby approves and authorizes the City Manager to execute a Master Services Agreement, with modifications in a form approved by the City Attorney, with RingCentral, Inc. in an amount notto-exceed $285,017.92 over a five year period.

Packet Page 48
Initital Order Form Page 1 of 1
.

MASTER SERVICES AGREEMENT
This Master Services Agreement is effective as of the date of last signature (“Effective Date”) and made between:

City of Newark (“Customer”) RingCentral, Inc. (“RingCentral’) Address: Address:
37101 Newark Blvd
Newark, CA 94560
20 Davis Drive
Belmont, CA 94002
By: \RCsign1\ By:
<# <Image Select="//Internal_Signature"
Optional="true" Width=”2” Height=”1”/> #>
Name: \RCname1\ Name: Stacy Schwartz
Title: \RCtitle1\ Title: VP U.S. Public Sector & Education Date: \RCdate1\ Date: \RCdate1\
RingCentral and Customer are together referred to as the “Parties” and each individually as a “Party.”

1. The Master Services Agreement (“Agreement”) consists of the terms and conditions contained herein, and any Service Attachments applicable to Customer’s Services, and any other Attachments agreed by the Parties, are incorporated into and form a part of this Agreement.

Exhibit A – Definitions
Attachment A – RingCentral MVP Services
Attachment B – Security Addendum
Attachment C – Public Sector Entity’s Terms & Conditions Required by Statute THE PARTIES AGREE AS FOLLOWS:

2. Ordering and Term
A. Ordering Services. Customer may order the Services set forth in the relevant Attachments, attached hereto, by executing an Order Form in the format provided by RingCentral. Customer must submit the Order Form to RingCentral either in writing or electronically via the Administrative Portal. The Order Form will identify the Services requested by Customer together with: (i) the price for each Service; (ii) scheduled Start Date; (iii) and products rented, licensed, or sold to Customer, if any. An Order Form will become binding when it is executed by the Customer and accepted by RingCentral. RingCentral may accept an Order Form by commencing performance of the requested Services. The Services and invoicing for those Services will begin on the Start Date, as identified in the applicable Order Form or on the day Services are ordered via the Administrative Portal. Customer may purchase additional Services, software, and equipment via the Administrative Portal or by executing additional Order Forms.

B. Equipment. Subject to availability based on brand and Customer location, Customer may purchase or rent equipment from RingCentral for use with the Services. The terms and conditions that govern any such transaction can be found at:
i. Purchase: http://www.ringcentral.com/legal/ringcentral-hardware-terms-conditions.html:
ii. Rental: http://www.ringcentral.com/legal/lease-rental.html, and iii. Device as a Services: https://www.ringcentral.com/legal/daas-agreement.html.

C. Term of this Agreement. The Term of this Agreement will commence on the Effective Date and continue until the last Order Form is terminated or expires, unless terminated earlier in accordance with its terms.

D. Services Term. The Services Term will begin on the Start Date of the initial Order Form and continue for the initial term set forth in the initial Order Form (“Initial Term”). Upon expiration of the Initial Term, unless otherwise set forth in the Order Form, the Packet Page 49
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term recurring Services will automatically renew for successive periods as set forth in the initial Order Form (each a “Renewal Term”) unless either Party gives notice of non-renewal at least thirty (30) days before the expiration of the Initial Term or the then-current Renewal Term. The Term of any recurring Services added to your Account after the initial Order Form is executed will start on the Start Date in the applicable Order Form, will run coterminously with the then-current Term of any preexisting Services unless otherwise extended in the applicable Order Form, and will be invoiced on the same billing cycles as the preexisting Services.

3. Invoicing and Payment
A. Prices and Charges. All prices are identified in US dollars on the Administrative Portal or in the applicable Order Form unless otherwise agreed by the Parties. Additional charges may result if Customer activates additional features, exceeds usage thresholds, or purchases additional Services or equipment. Customer will be liable for all charges resulting from use of the Services on its Account. Unless otherwise agreed between the Parties, recurring charges (such as charges for Digital Lines, product licenses, minute bundles, and equipment rental fees) for the Services begin on the Start Date identified in the Administrative Portal or in the applicable Order Form and will remain in effect for the Initial Term (as described in an Order Form) or, if applicable, the then-current Renewal Term. RingCentral will provide notice of any proposed increase in such charges no later than sixty (60) days before the end of the Initial Term or then-current Renewal Term, and any such increase will be effective on the first day of the next Renewal Term. Administrative Fees that RingCentral is entitled to pass on to its customers as a surcharge pursuant to applicable Law may be increased on thirty (30) days’ written notice. Outbound calling rates will be applied based on the rate in effect at the time of use. Customer may locate the currently effective rates in the Administrative Portal.

B. Invoicing and Payment. Invoices will be issued in accordance with the payment terms set forth in the Order Form. If Customer chooses to pay by credit or debit card, by providing a valid credit or debit card, Customer is expressly authorizing all Services and equipment charges and fees to be charged to such payment card, including recurring payments billed on a monthly or annual basis. In addition, Customer’s provided credit card shall be used for any in-month purchases of additional services and products, or where Customer has exceeded usage or threshold limits, any overage charges. Unless otherwise stated in the applicable Order Form, recurring charges are invoiced in advance in the frequency set forth in the Order Form, and usage-based and onetime charges are billed monthly in arrears. Customer shall make payment in full, without deduction or set-off, within thirty (30) days of the invoice date. Any payment not made when due may be subject to a late payment fee equivalent to the lesser of (i) one and a half percent (1.5%) per month or (ii) if applicable, the highest rate allowed by Law. In no event may payment be subject to delays due to Customer internal purchase order process.

C. Taxes. All rates, fees, and charges are exclusive of applicable Taxes, for which Customer is solely responsible. Taxes may vary based on jurisdiction and the Services provided. If any withholding tax is levied on the payments, then Customer must increase the sums paid to RingCentral so that the amount received by RingCentral after the withholding tax is deducted is the full amount RingCentral would have received if no withholding or deduction had been made. If Customer is a tax-exempt entity, tax exemption will take effect upon provision to and validation by RingCentral of certificate of tax exemption.

D. Billing Disputes. If a Customer reasonably and in good faith disputes any portion of RingCentral’s invoice, it must provide written notice to RingCentral within thirty (30) days of the invoice date, identifying the reason for the dispute and the amount being disputed. Customer’s dispute as to any portion of the invoice will not excuse Customer’s obligation to timely pay the undisputed portion of the invoice. Upon resolution, Customer must pay any validly invoiced unpaid amounts within thirty (30) days. Any amounts that are found to be in error resulting in an overpayment by the Customer will be applied as a billing credit against future invoices. Customer will be reimbursed any outstanding billing credits at the expiration or termination of this Agreement.

4. Provision of the Service
A. General Terms. RingCentral will provide the Services as described in the relevant Service Attachment. RingCentral may enhance, replace, and/or change the features of the Services, but it will not materially reduce the core features, functions, or security of the Services during the Term without Customer’s consent.

B. Customer Care
i. Customer must provide Helpdesk Support to Customer’s End Users. RingCentral may require Customer’s Helpdesk Support personnel to complete a designated series of training courses on RingCentral’s Services. Such training will be provided to Customer online in English at no cost.
ii. RingCentral will make remote support available to Customer’s Helpdesk Support personnel and/or Account Administrators via the Customer Care call center, which will be available 24/7, to attempt to resolve technical issues with, and answer questions regarding the use of the Services. Unless otherwise agreed by the parties, Customer Care support will be provided in English, and onsite and implementation services are not included in the Customer Care support. iii. Customer may open a case with Customer Care following the process in place at the time. Any individual contacting Customer Care on behalf of Customer must be authorized to do so on behalf of the Account and will be required to follow applicable authentication protocols.

C. Professional Services. RingCentral offers a broad portfolio of professional services that includes onsite and remote implementation services; extended enterprise services including premium technical support; and consulting. Any such services are governed by this Agreement, the Professional Services terms, and any applicable Statement of Work (SOW), which may be attached hereto.

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D. Advanced Support. Customer may purchase Advanced Support services from RingCentral for use with the Services. The terms and conditions that govern the Advanced Support can be found at: https://www.ringcentral.com/legal/enterprise-serviceattachment.html.

E. Managed Services. Customer may purchase Managed Services from RingCentral for use with the Services. The terms and conditions that govern the Managed Services can be found at: https://www.ringcentral.com/legal/managed-servicesattachment.html.

F. Subcontracting. RingCentral may provide any of the Services hereunder through any of its Affiliates or subcontractors, provided that RingCentral will bear the same degree of responsibility for acts and omissions for those subcontractors acting on RingCentral’s behalf in the performance of its obligations under this Agreement as it would bear if such acts and omissions were performed by RingCentral directly.

5. Use of the Service
A. Service Requirements. The Services are dependent upon Customer’s maintenance of sufficient Internet access, networks, and power as set forth in RingCentral’s Technical Sufficiency Criteria, available at https://www.ringcentral.com/legal/policies/technical-sufficiency-criteria.html. RingCentral will not be responsible for any deficiencies in the provision of the Services if Customer’s network does not meet RingCentral’s Technical Sufficiency Criteria.

B. Use Policies. Customer and its End Users may use the Services only in compliance with this Agreement, applicable Law, and the Use Policies referenced below, which are incorporated into and form part of this Agreement. Customer must ensure that its End Users comply with the Use Policies. Any breach of this Section (Use Policies) will be deemed a material breach of this Agreement. RingCentral may update the Use Policies from time to time and will provide notice of material updates to Customer at the email address on file with the Account. All updates will become effective thirty (30) days after such notice to Customer or upon posting for non-material changes. Customer may object to a modification that negatively impacts its use of the Service by sending written notice (“Objection Notice”) to RingCentral within thirty (30) days from the date of the notice of modification. If the Parties cannot reach agreement, then either Party may terminate the affected Services without penalty with thirty (30) days written notice to the other Party.
i. Acceptable Use Policy. The Services must be used in accordance with RingCentral’s Acceptable Use Policy, available at https://www.ringcentral.com/legal/acceptable-use-policy.html. Notwithstanding anything to the contrary in this Agreement, RingCentral may act immediately and without notice to suspend or limit the Services if RingCentral reasonably suspects fraudulent or illegal activity in the Customer’s Account, material breach of the Acceptable Use Policy, or use of the Services that could interfere with the functioning of the RingCentral Network provided such suspension or limitation may only be to the extent reasonably necessary to protect against the applicable condition, activity, or use. RingCentral will promptly remove the suspension or limitation as soon as the condition, activity or use is resolved and mitigated in full. If Customer anticipates legitimate but unusual activity on its Account, Customer should contact Customer Care in advance to avoid any Service disruption.
ii. Emergency Services. RingCentral’s policy governing the provision of emergency services accessed via the Services is available at https://www.ringcentral.com/legal/emergency-services.html. iii. Numbering Policy. The provision, use, and publication of numbers used in conjunction with the Services are governed by RingCentral’s Numbering Policies, available at https://www.ringcentral.com/legal/policies/numbering-policy.html.

6. Termination
A. Termination for Cause. Either Party may terminate this Agreement and any Services purchased hereunder in whole or part by giving written notice to the other Party: i) if the other Party breaches any material term of this Agreement and fails to cure such breach within thirty (30) days after receipt of such notice; ii) at the written recommendation of a government or regulatory agency following a change in either applicable Law or the Services; or iii) upon the commencement by or against the other Party of insolvency, receivership or bankruptcy proceedings or any other proceedings or an assignment for the benefit of creditors.

B. Effect of Termination. If Customer terminates the Services, a portion of the Services, or this Agreement in its entirety due to RingCentral’s material breach under Section 6(A) (Termination for Cause), Customer will not be liable for any fees or charges for terminated Services for any period subsequent to the effective date of such termination (except those arising from continued usage before the Services are disconnected), and RingCentral will provide Customer a pro-rata refund of any prepaid and unused fees or charges paid by Customer for terminated Services. If this Agreement or any Services are terminated for any reason other than as a result of a material breach by RingCentral or as otherwise permitted pursuant to Section 6(A) or as set forth in Section 14(I) (Regulatory and Legal Changes) the Customer must, to the extent permitted by applicable Law and without limiting any other right or remedy of RingCentral, pay within thirty (30) days of such termination all amounts that have accrued prior to such termination, as well as all sums remaining unpaid for the Services for the remainder of the then-current Term plus related Taxes and fees.

7. Intellectual Property
A. Limited License
i. Subject to, and conditional upon Customer’s compliance with, the terms of this Agreement, RingCentral grants to Customer and its End User, a limited, personal, revocable, non-exclusive, non-transferable (other than as permitted under this Agreement), non-sublicensable license to use any software provided or made available by RingCentral to the Customer as part of the Services (“Software”) to the extent reasonably required to use the Services as permitted by this Agreement, Packet Page 51
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only for the duration that Customer is entitled to use the Services and subject to the Customer being current on its payment obligations.
ii. Customer will not, and will not allow its End Users, to: (a) sublicense, resell, distribute or assign its right under the license granted under this Agreement to any other person or entity; (b) modify, adapt or create derivative works of the Software or any associated documentation; (c) reverse engineer, decompile, decrypt, disassemble or otherwise attempt to derive the source code for the Software; (d) use the Software for infringement analysis, benchmarking, or for any purpose other than as necessary to use the Services Customer is authorized to use; (e) create any competing Software or Services; or (f) remove any copyright or other proprietary or confidential notices on any Software or Services.

B. IP Rights
i. RingCentral’s Rights. Except as expressly provided in this Agreement, the limited license granted to Customer under Section 7(A) (Limited License) does not convey any ownership or other rights or licenses, express or implied, in the Services (including the Software), any related materials, or in any Intellectual Property and no IP Rights or other rights or licenses are granted, transferred, or assigned to Customer, any End User, or any other party by implication, estoppel, or otherwise.

All rights not expressly granted herein are reserved and retained by RingCentral and its licensors. The Software and Services may comprise or incorporate services, software, technology, or products developed or provided by third parties, including open-source software or code. Customer acknowledges that misuse of RingCentral Services may violate thirdparty IP rights. ii. Customer Rights. As between RingCentral and Customer, Customer retains title to all IP Rights that are owned by the Customer or its suppliers. To the extent reasonably required or desirable for the provision of the Services, Customer grants to RingCentral a limited, personal, non-exclusive, royalty-free, license to use Customer’s IP Rights in the same. Customer must provide (and is solely responsible for providing) all required notices and obtaining all licenses, consents, authorizations, or other approvals related to the use, reproduction, transmission, or receipt of any Customer Content that includes personal or Confidential Information or incorporates any third-party IP rights.

C. Use of Marks. Neither Party may use or display the other Party’s trademarks, service mark or logos in any manner without such Party’s prior written consent.

8. Confidentiality
A. Restrictions on Use or Disclosures by Either Party. During the Term of this Agreement and for at least one (1) year thereafter, the Receiving Party shall hold the Disclosing Party’s Confidential Information in confidence, shall use such Confidential Information only for the purpose of fulfilling its obligations under this Agreement, and shall use at least as great a standard of care in protecting the Confidential Information as it uses to protect its own Confidential Information.

Each Party may disclose Confidential Information only to those of its employees, agents or subcontractors who have a need to it in order to perform or exercise such Party’s rights or obligations under this Agreement and who are required to protect it against unauthorized disclosure in a manner no less protective than required under this Agreement. Each Party may disclose the other Party’s Confidential Information in any legal proceeding or to a governmental entity as required by Law.

These restrictions on the use or disclosure of Confidential Information do not apply to any information which is independently developed by the Receiving Party or lawfully received free of restriction from another source having the right to so furnish such information; after it has become generally available to the public without breach of this Agreement by the Receiving Party; which at the time of disclosure was already known to the Receiving Party, without restriction as evidenced by documentation in such Party’s possession; or which the Disclosing Party confirms in writing is free of such restrictions.

Upon termination of this Agreement, the Receiving Party will promptly delete, destroy or, at the Disclosing Party’s request, return to the Disclosing Party, all Disclosing Party’s Confidential Information in its possession, including deleting or rendering unusable all electronic files and data that contain Confidential Information, and upon request will provide the Disclosing Party with certification of compliance with this subsection.

9. Data Protection
A. Data Privacy. RingCentral respects Customer’s privacy and will only use the information provided by Customer to RingCentral or collected in the provision of the Services in accordance with RingCentral’s Data Processing Addendum, available at https://www.ringcentral.com/legal/dpa.html, incorporated by reference. RingCentral may update the Data Processing Addendum from time to time and will provide notice of any material updates to the Customer as required by applicable Laws at the email address on file with the Account. Such updates will be effective thirty (30) days after such notice to Customer.

B. Data Security. RingCentral will take commercially reasonable precautions, including, without limitation, technical (e.g., firewalls and data encryption), organizational, administrative, and physical measures, to help safeguard Customer’s Account, Account Data, and Customer Content against unauthorized use, disclosure, or modification. Customer must protect all End Points using commercially reasonable security measures. Customer is solely responsible to keep all user identifications and passwords secure. Customer must monitor use of the Services for possible unlawful or fraudulent use. Customer must notify RingCentral immediately if Customer becomes aware or has reason to believe that the Services are being used fraudulently or without authorization by any End User or third party. Failure to notify RingCentral may result in the suspension or termination of the Services and additional charges to Customer resulting from such use. RingCentral will not be liable for any charges resulting from unauthorized use of Customer’s Account.

C. Software Changes. RingCentral may from time-to-time push software updates and patches directly to Customer’s device(s) for Packet Page 52
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installation and Customer will not prevent RingCentral from doing so. Customer must implement promptly all fixes, updates, upgrades and replacements of software and third-party software that may be provided by RingCentral. RingCentral will not be liable for inoperability of the Services or any other Services failures due to failure of Customer to timely implement the required changes.

10. Limitations of Liability
A. Excluded Damages
IN NO EVENT WILL EITHER PARTY OR ITS AFFILIATES OR ITS OR THEIR SUPPLIERS BE LIABLE FOR (1) INDIRECT, INCIDENTAL, PUNITIVE, OR CONSEQUENTIAL DAMAGES; (2) LOSS OF USE OR LOSS OF DATA; (3) LOSS OF BUSINESS OPPORTUNITIES, REVENUES OR PROFITS; OR (4) COSTS OF PROCURING REPLACEMENT PRODUCTS OR

SERVICES, IN ALL CASES WHETHER ARISING UNDER CONTRACT, WARRANTY, TORT (INCLUDING NEGLIGENCE OR

STRICT LIABILITY), OR ANY OTHER THEORY OF LIABILITY, AND EVEN IF SUCH PARTY HAS BEEN INFORMED IN ADVANCE OF SUCH DAMAGES OR SUCH DAMAGES COULD HAVE BEEN REASONABLY FORESEEN.

B. Liability Caps

EXCEPT AS SET FORTH HEREIN, THE TOTAL CUMULATIVE LIABILITY OF THE PARTIES UNDER THIS AGREEMENT WILL NOT EXCEED THE AMOUNTS PAID OR PAYABLE UNDER THIS AGREEMENT DURING THE PREVIOUS SIX (6) MONTHS. LIMITATIONS UNDER THIS SECTION (LIABILITY CAPS) WILL NOT APPLY TO:
i. FEES OWED BY CUSTOMER
ii. EITHER PARTY’S LIABILITY FOR INFRINGEMENT OF THE OTHER PARTY’S IP RIGHTS iii. EITHER PARTY’S LIABILITY RESULTING FROM GROSS NEGLIGENCE, FRAUD, OR WILLFUL OR CRIMINAL

MISCONDUCT
iv. CUSTOMER’S LIABILITY RESULTING FROM USE OF THE SERVICES IN BREACH OF THE ACCEPTABLE USE

POLICY OR EMERGENCY SERVICES POLICY
v. EITHER PARTY’S LIABILITY ARISING FROM DEATH OR PERSONAL INJURY CAUSED BY NEGLIGENCE, OR FOR

ANY OTHER LIABILITY WHICH MAY NOT BE RESTRICTED, LIMITED, OR EXCLUDED PURSUANT TO APPLICABLE LAW.

11. Indemnification
A. Indemnification by RingCentral
i. RingCentral shall indemnify and hold harmless the Customer and its Affiliates for Indemnifiable Amounts, and shall defend any third-party claims or causes of action (a “Third Party Claim”) to the extent such Third Party Claim arises out of or alleges that:
a. The Services, as provided by RingCentral, infringe or misappropriate the patent, copyright, trademark, or trade secret rights of a third party.
ii. RingCentral will have no obligations under subsection (i) above to the extent the Third Party Claim arises from: (a) use of the Services in combination with data, software, hardware, equipment, or technology not provided or authorized by RingCentral in writing unless any of the foregoing are necessary for the proper operation of the Services; (b) modifications to the Services not made by RingCentral; (c) Customer Content; (d) failure to promptly install any updates of any software or firmware or accept or use any modified or replacement items provided free of charge by or on behalf of RingCentral; (e) breach of the Agreement; or (f) a Third Party Claim brought by Customer’s Affiliate, successor, or assignee. iii. If such a Third-Party Claim is made or appears possible, Customer agrees to permit RingCentral, at RingCentral’s sole discretion and expense, to (a) modify or replace the Services, or component or part thereof, to make it non-infringing or (b) obtain the right for Customer to continue to use the Services. If RingCentral determines that neither alternative is commercially reasonable, RingCentral may terminate this Agreement in its entirety or with respect to the affected Service, component or part (a “Discontinued Component”), effective immediately on written notice to Customer, in which case Customer will not owe any fees or charges relating to the Discontinued Component for any period subsequent to the date of such termination, and will be entitled to receive a refund of any prepaid but unused fees relating to the Discontinued Component. In the event the removal of the Discontinued Component does not substantially affect Customer’s use of the Services, the refund or fee abatement pursuant to the foregoing shall be a reasonable portion of the total fees owed by Customer for the Services as a whole based on the significance of the Discontinued Component to the total value of the Services as a whole. RingCentral’s obligations under this Sub-Section will be RingCentral’s sole and exclusive liability and Customer’s sole and exclusive remedies with respect to any actual or alleged intellectual property violations.

B. Indemnification by Customer. To the extent permitted by the laws and the constitution of the jurisdiction of Customer, Customer shall indemnify, and hold harmless RingCentral and its Affiliates for Indemnifiable Amounts, and shall defend any Third Party Claims arising out of or in connection with: (i) material violation of applicable Law by the Customer, its Affiliates, or their respective End Users in connection with their use of the Services; (ii) use of the Services in breach of the Use Policies; (iii) failure to promptly install any updates of any software or firmware or accept or use modified or replacement items provided free of charge by or on behalf of RingCentral; or (iv) Customer Content.

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C. Defense and Indemnification Procedures. Any Party seeking indemnification under this Section 11 (the “Indemnified Party”) shall provide the Party from which it seeks such indemnification (the “Indemnifying Party”) with the following: (a) prompt written notice of the Third-Party Claim, (b) sole control over the defense and settlement of the Third-Party Claim, and (c) reasonable information, cooperation, and assistance (at the Indemnifying Party’s sole expense except for the value of the time of the Indemnified Party’s personnel) in connection with the defense and settlement of the Third-Party Claim. The Indemnified Party’s failure to comply with the foregoing obligations will not relieve the Indemnifying Party of its defense or indemnification obligations under this Section 11 (Indemnification) except to the extent that the Indemnifying Party is materially prejudiced by such failure.

The Indemnified Party will have the right to participate (but not control), at its own expense, in the defense of such Third-Party Claim, including any related settlement negotiations. No such claim may be settled by the Indemnifying Party without the Indemnified Party’s express written consent (not to be unreasonably withheld, conditioned, or delayed) unless such settlement includes a full and complete release of all claims and actions against the Indemnified Party by each party bringing such ThirdParty Claim, requires no admission of fault, liability, or guilt by the Indemnified Party, and requires no act by the Indemnified Party other than the payment of a sum of money fully indemnified by the Indemnifying Party.

12. Warranties
A. RingCentral Warranty. RingCentral will provide the Services using a commercially reasonable level of skill and care, in material compliance with all applicable Laws and otherwise subject to the terms of this Agreement. To the extent permitted by Law, RingCentral shall pass through to Customer any and all warranties RingCentral receives in connection with equipment provided to Customer by or on behalf of RingCentral.

B. Customer Warranty. Customer’s and its End Users’ use of the Services must always comply with all applicable Laws and this Agreement. Further, when Customer’s subscription for Services exceeds one (1) fiscal year, Customer warrants that it shall exercise due diligence and best efforts to secure an adequate appropriation of funds on time from its legislative or similar government body to pay for the contracted Services in the follow-on fiscal year(s).

C. Disclaimer of Warranties. EXCEPT AS SPECIFICALLY SET FORTH IN THIS AGREEMENT AND TO THE FULLEST EXTENT PERMITTED BY LAW, THE SERVICES ARE PROVIDED “AS IS” AND “AS AVAILABLE,” AND RINGCENTRAL

MAKES NO OTHER WARRANTIES, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO THE IMPLIED

WARRANTIES OF MERCHANTABILITY, NON-INFRINGEMENT, QUIET ENJOYMENT, AND FITNESS FOR A PARTICULAR

PURPOSE AND ANY WARRANTIES ARISING FROM A COURSE OF DEALING OR USAGE IN TRADE, TOGETHER WITH SIMILAR WARRANTIES, WHETHER ARISING UNDER ANY LAW OR OTHERWISE. TO THE EXTENT THAT

RINGCENTRAL CANNOT DISCLAIM ANY SUCH WARRANTY AS A MATTER OF APPLICABLE LAW, THE SCOPE AND DURATION OF SUCH WILL BE LIMITED TO THE FULLEST EXTENT PERMITTED BY LAW.

13. Dispute Resolution
A. Governing Law. Any dispute arising out of or relating to this Agreement shall be governed and construed in accordance with the laws of CA, without regard to its choice of law rules, and the parties agree to submit to the jurisdiction of, and venue in, the courts in that state. The United Nations Convention on Contracts for the International Sale of Goods does not apply to this Agreement or Customer’s use of the products or Services.

B. Good Faith Attempt to Settle Disputes. In the event of a dispute, each Party shall appoint a duly authorized representative who shall use all reasonable endeavors to resolve in good faith any dispute within reasonable timescales.

C. Equitable Relief. Any breach of either Party’s IP Rights may cause that Party irreparable harm for which monetary damages will be inadequate and such Party may, in addition to other remedies available at Law or in equity, obtain injunctive relief without the necessity of posting a bond or other security, proof of damages, or similar requirement, in additional to any other relief to which such Party may be entitled under applicable Law.

14. Miscellaneous
A. Relationship of the Parties. RingCentral and Customer are independent contractors, and this Agreement will not establish any relationship of partnership, joint venture, employment, franchise or agency between RingCentral and Customer.

B. Assignment. Neither Party may assign the Agreement or any portion thereof without the other Party’s prior written consent (which such consent may not be unreasonably withheld or delayed), however either Party may assign the Agreement and all of that Party’s rights and obligations thereunder without consent (a) to an Affiliate; (b) to the Party’s successor or surviving entity in connection with a merger, acquisition, consolidation, sale of all or substantially all of its assets used in connection with the provision of Services under this Agreement; or (c) as part of the transfer or disposition of more than fifty percent (50%) of a Party’s voting control or assets. This Agreement will bind and inure to the benefit of the Parties, and their permitted assigns and successors.

C. Notices. Except where otherwise expressly stated in the Agreement, all notices or other communications must be in English and are deemed to have been fully given when made in writing and delivered in person, upon delivered email, confirmed facsimile, or five days after deposit with an reputable overnight courier service, and addressed as follows: To RingCentral at RingCentral, Inc., Legal Dept., 20 Davis Drive, Belmont, CA 94002 USA, with a copy to [email protected], and to Customer at either the physical address or email address associated with the Customer Account.

Customer acknowledges and agrees that all electronic notices have the full force and effect of paper notices. The addresses to which notices may be given by either Party may be changed (a) by RingCentral upon written notice given to Customer pursuant to this Section or (b) by Customer in the Administrative Portal.

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D. Force Majeure. Excluding either Party’s payment obligations under the Agreement, neither Party will be responsible or liable for any failure to perform or delay in performing to the extent resulting from any event or circumstance that is beyond that Party’s reasonable control, including without limitation any act of God; national emergency; third-party telecommunications networks; riot; war; terrorism; governmental act or direction; change in Laws; fiber, cable, or wire cut; power outage or reduction; rebellion; revolution; insurrection; earthquake; storm; hurricane; flood, fire, or other natural disaster; strike or labor disturbance; or other cause, whether similar or dissimilar to the foregoing, not resulting from the actions or inactions of such Party.

E. Third-Party Beneficiaries. RingCentral and Customer agree that there will be no third-party beneficiaries to this Agreement.

F. Headings, Interpretation. The headings, section titles, and captions used in the Agreement are for convenience of reference only and will have no legal effect. All defined terms include related grammatical forms, and, whenever the context may require, the singular form of nouns and pronouns include the plural, and vice versa. The Parties agree that this Agreement will be deemed to have been jointly and equally drafted by them, and that the provisions of this Agreement therefore should not be construed against a Party or Parties on the grounds that the Party or Parties drafted or was more responsible for drafting the provision(s).

G. Anti-Bribery. Each Party represents that in the execution of this Agreement and in the performance of its obligations under this Agreement it has complied and will comply with all applicable anti-bribery Laws and regulations, including, without limitation, the U.S. Foreign Corrupt Practices Act, the UK Bribery Act, and similar applicable Laws.

H. Export Control. Any services, products, software, and technical information (including, but not limited to, services and training) provided pursuant to the Agreement may be subject to U.S. export Laws and regulations. Customer will not use distribute, transfer, or transmit the services, products, software, or technical information (even if incorporated into other products) except in compliance with U.S. and other applicable export regulations.

I. Regulatory and Legal Changes. In the event of any change in Law, regulation or industry change that would prohibit or otherwise materially interfere with RingCentral’s ability to provide Services under this Agreement, RingCentral may terminate the affected Services or this Agreement or otherwise modify the terms thereof.

J. Entire Agreement. The Agreement, together with any exhibits, Order Forms, Use Policies, and Attachments, each of which is expressly incorporated into this Agreement with this reference, constitutes the entire agreement between the Parties and supersedes and replaces any and all prior or contemporaneous understandings, proposals, representations, marketing materials, statements, or agreements, whether oral, written, or otherwise, regarding such subject. RingCentral expressly rejects in their entirety any additional or conflicting terms or conditions contained in Customer purchase order, or similar Customer document, which the Parties agree are solely for the Customer’s convenience.

K. Order of Precedence. In the event of any conflict between the documents comprising this Agreement, precedence will be given to the documents in the following descending order: (i) the applicable Order Form; (ii) the applicable Attachment; (iii) the main body of this Agreement; (iv) Use Policies and Data Processing Addendum incorporated by reference in this Agreement; and (v) and any other document expressly referred to in this Agreement which governs the Services. With respect to data processing, the Data Processing Addendum shall take precedence over any inconsistent terms in any of the documents listed in the previous sentence.

L. Amendments. Except as otherwise provided, this Agreement may only be modified by a written amendment executed by authorized representatives of both Parties. In no event will handwritten changes to any terms or conditions, including in the applicable Order Form, be effective.

M. Severability and Waiver. In the event any provision of this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, such provision(s) will be stricken and the remainder of this Agreement will remain legal, valid, and binding.

The failure by either Party to exercise or enforce any right conferred by this Agreement will not be deemed to be a waiver of any such right or to operate so as to bar the exercise or enforcement of any such or other right on any later occasion. Except as otherwise expressly stated in this Agreement, all rights and remedies stated in the Agreement are cumulative and in addition to any other rights and remedies available under the Agreement, at Law, or in equity.

N. Publicity. Subject to Customer’s prior written approval, which may not be unreasonably withheld or denied, in each instance, and notwithstanding anything to the contrary in this Agreement, RingCentral may identify Customer as a customer (including use of any Customer logo or trademark) and may refer to this Agreement during its earnings calls and in connection with its business deals, press releases, and marketing and/or promotional materials.

O. Execution. Each Party represents and warrants that: (a) it possesses the legal right and capacity to enter into the Agreement and to perform all of its obligations thereunder; (b) the individual signing the Agreement and (each executable part thereof) on that Party’s behalf has full power and authority to execute and deliver the same; and (c) the Agreement will be a binding obligation of that Party. Each Party agrees that an Electronic Signature, whether digital or encrypted, is intended to authenticate this Agreement and to have the same force and effect as manual signatures.

P. Counterparts. This Agreement may be executed electronically and in separate counterparts each of which when taken together will constitute one in the same original.

Q. Survival. The rights and obligations of either Party that by their nature would continue beyond the expiration or termination of this Agreement or an Order Form will survive expiration or termination of this Agreement or the Order Form, including without limitation payment obligations, warranty disclaimers, indemnities, limitations of liability, definitions and miscellaneous.

R. Family Education Rights and Privacy Act (FERPA). Customer Content when in-transit on the RingCentral Network and when at-rest within RingCentral Data Centers may contain communications and/or educational records pertaining to students in Packet Page 55
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connection with the performance of the Services pursuant to the Agreement. RingCentral shall only use or disclose such Customer Content as is reasonably necessary to provide the Services or for RingCentral to otherwise perform its obligations under the Agreement.

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EXHIBIT A

DEFINITIONS
Definitions. Capitalized terms used in this Agreement but otherwise not defined have the following meaning:

1. “Account” means the numbered account established with RingCentral and associated with Customer and the Services provided to Customer under this Agreement. For billing and convenience purposes, multiple services, Digital Lines, or End Users may be included in a single billing account, and/or a single Customer may have multiple billing accounts encompassing different geographic locations, business units, or other designations as requested by Customer and accepted by RingCentral.

2. “Account Administrator” means the person(s) who have been granted authority by Customer to set up, amend, or otherwise control settings and/or make additional purchases for the Account via the Administrative Portal. Account Administrators may have varying levels of Account rights, skills, or permissions.

3. “Account Data” means: any business contact information provided with the Account; RingCentral-generated logs of calling or other metadata developed or collected in the provision of the Services; configuration data; and records of Digital Lines and any Services purchased under this Agreement.

4. “Administrative Fees” means any administrative recovery fees, 911 cost recovery fees and the like separately charged by RingCentral to Customer.

5. “Administrative Portal” means the online administrative portal through which Account Administrators control settings and/or make additional purchases for the Account.

6. “Affiliate(s)” means a person or entity that is controlled by a Party hereto, controls a Party hereto, or is under common control with a Party hereto, and “control” means beneficial ownership of greater than fifty percent (50%) of an entity’s then-outstanding voting securities or ownership interests.

7. “Attachment(s)” means documents appended to the contract containing additional terms for products and Services. Attachments and the terms and conditions contained therein are part of this Agreement.

8. “Confidential Information” means any information disclosed by or on behalf of the Disclosing Party) to the Receiving Party that should reasonably be considered as confidential given the nature of the information and the circumstances surrounding its disclosure.

9. “Customer Care” means Customer support operations delivered by RingCentral and/or its subcontractors.

10. “Customer Content” means the content of calls, facsimiles, SMS messages, voicemails, voice recordings, shared files, conferences, or other communications transmitted or stored through the Services.

11. “Digital Line” means a phone number assigned to an End User or a specifically designated location (e.g., conference room) and the associated voice service for inbound and outbound calling that permits an End User generally to make and receive calls to and from the public switched telephone network as well as to and from other extensions within the same Account.

12. “Disclosing Party” means the Party disclosing Confidential Information or on whose behalf Confidential Information is disclosed by such Party’s agents, including but not limited to, its Affiliates, officers, directors, employees, and attorneys.

13. “Electronic Signatures” means an electronic sound, symbol, or process, including clicking a digital button to accept, attached to or logically associated with a contract or other record and executed or adopted by a person with the intent to sign the record.

14. “End Point” means an application or device through which any End-User might access and/or use any of the Services, including without limitation IP Desk Phones, Desktop Clients, Web Clients, Mobile Applications, and Software Integrations.

15. “End User” means an individual user to whom Customer makes the Services available, and may be a natural person, and may include but is not limited to Customer’s employees, consultants, clients, external users, invitees, contractors, and agents.

16. “Helpdesk Support” shall mean the performance of the following tasks:
• Standard feature/functionality (“how to”) support for End Users (i.e. call forwarding, voice mail set-up, etc.). • Standard management of the Admin Interface within the product. • Support all moves, adds, changes, and deletes of employees.

17. “Indemnifiable Amounts” means all (X) damages and other amounts awarded against the Indemnified Party by a court of competent jurisdiction pursuant to a final judgment in connection with such Third-Party Claim; (Y) any amounts payable by the Indemnified Party or its Affiliates pursuant to a binding, written agreement settling the Third Party Claim, provided such agreement is approved in advance in writing by the Indemnifying Party; and (Z) all reasonable costs and expenses paid to third parties by the Indemnified Party or its Affiliates in connection with the Indemnified Party’s or its Affiliates’ attorneys’ fees and related expenses.

18. “Indemnifying Party” and “Indemnified Party” have the meanings set forth in Section 11(C) (Defense and Indemnification Procedures).

19. “Initial Term” has the meaning set forth in Section 2(D) (Services Term).

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20. “Intellectual Property Rights” or “IP Rights” means all common law and statutory rights (whether registered or unregistered, or recorded or unrecorded, regardless of method) arising out of or associated with: (a) patents and patent applications, inventions, industrial designs, discoveries, business methods, and processes; (b) copyrights and copyright registrations, and “moral” rights; (c) the protection of trade and industrial secrets and Confidential Information; (d) other proprietary rights relating to intangible property; (e) trademarks, trade names and service marks; (f) a person’s name, likeness, voice, photograph or signature, including without limitation rights of personality, privacy, and publicity; (g) analogous rights to those set forth above; and (h) divisions, continuations, continuations-in-part, renewals, reissuances and extensions of the foregoing (as applicable).

21. “Law” means any law, statute, regulation, rule, ordinance, administrative guidance, treaty or convention, or court or administrative order or ruling of any governing Federal, State, local or non-U.S. governmental body with jurisdiction over the Services.

22. “Order Form(s)” means a request for Service describing the type and quantity of Services required by Customer and submitted and accepted by the Parties in accordance with Section 2(A) (Ordering Services). The Order Form may be presented and executed via the Administrative Portal.

23. “Receiving Party” means the Party or its agents, including, but not limited to its Affiliates, officers, directors, employees, and attorneys receiving Confidential Information.

24. “Renewal Term” has the meaning set forth in Section 2(D) (Services Term).

25. “RingCentral Network” means the network and supporting facilities between and among the RingCentral points of presence (“PoP(s)”), up to and including the interconnection point between the RingCentral’s network and facilities, and the public Internet, and the Public Switched Telephone Network (PSTN). The RingCentral Network does not include the public Internet, a Customer’s own private network, or the PSTN.

26. “Service(s)” means all services provided under this Agreement and set forth in one or more Order Form(s).

27. “Start Date” means the date so identified in the relevant Order Form or the date on which Customer orders Services via the Administrative Portal.

28. “Taxes” means any and all federal, state, local, municipal, foreign, and other taxes and fees charged or collected from Customers, including but not limited to any Universal Service Fund, TRS and 911 taxes and fees.

29. “Term” means the Initial Term plus any Renewal Terms.

30. “Third Party Claim” has the meaning set forth in Section 11(A) (Indemnification by RingCentral).

31. “Use Policy” refers to any of the policies identified in Section 5(B) (Use Policies).

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ATTACHMENT A

SERVICE ATTACHMENT - RINGCENTRAL MVP SERVICES
This Service Attachment is a part of the Master Services Agreement (the “Agreement”) that includes the terms and conditions agreed by the Parties under which RingCentral will provide to the Customer the RingCentral MVP Services as described under the applicable Order Form (the “Services”).

1. Service Overview
The Services are a cloud-based unified communications service that includes enterprise-class voice, fax, call handling, mobile apps, and bring-your-own-device (BYOD) capability that integrates with a growing list of applications.

The Services include:
 Voice Services, including extension-to-extension calling and the ability to make and receive calls to and from the public switched telephone network (PSTN)
 Video and audio-conferencing service, including screen sharing  Collaboration Tools, including One-to-One and Team Chat, File Sharing, task management, SMS/Texting (where available), and other innovative tools
The Services may be accessed from a variety of user End Points, including IP Desk Phones, Desktop Clients, Web Clients, Mobile Applications, and Software Integrations.

2. RingCentral MVP Purchase Plans
A. Tiers of Service. The Services are made available in several pricing tiers, which are described more fully at https://www.ringcentral.com/office/plansandpricing.html. While RingCentral offers unlimited monthly plans for some of its products and services, RingCentral Services are intended for regular business use. “Unlimited” use does not permit any use otherwise prohibited by the Acceptable Use Policy, available at https://www.ringcentral.com/legal/acceptable-use-policy.html, including trunking, access stimulation, reselling of the Services, etc.

B. Minute and Calling Credit Bundles. Each plan includes a number of Toll-Free minutes, per month, which are pooled to create a single allotment of Toll-Free minutes available for the entire account. Core/Advanced/Ultra tier plans include a monthly allotment of 100/1000/10000 toll free minutes per account, respectively. Overage charges of 3.9¢ per minute apply to calls made in excess of allotment.

International Calling Credit Bundles can be purchased in addition to any base amount included with the purchased tier.

International External Calls are charged against Calling Credits on the Account per destination rates, or as overage once Calling Credits are exceeded. Currently effective rates are available at https://www.ringcentral.com/support/international-rates.html.

Extension-to-Extension Calls within the Customer account never incur any usage fee and are unlimited, except to the extent that such calls are forwarded to another number that is not on the Customer account.

Additional Calling Credits may be purchased through the Auto-Purchase feature, which can be selected for automatic purchase in various increments on the Administrative Portal. Auto-Purchase is triggered when the combined usage of all End Users on an Account exceeds the total Calling Credits or when End Users make calls with additional fees (e.g., 411).

Minute Bundles and Calling Credit Bundles expire at the end of month and cannot roll over to the following month. AutoPurchased Calling Credits expire twelve (12) months from date of purchase. Bundles may not be sold, transferred, assigned, or applied to any other customer.

C. Enhanced Business SMS Allotment and Pricing. Each plan includes a number of SMS per each user, per month, which are pooled to create a single allotment of SMS available to the entire account. Core/Advanced/Ultra tier plans include a monthly allotment of 25/100/200 SMS, per user respectively. Each SMS sent or received will be deducted from the pool of available SMS on the account. Overage charges apply to SMS sent or receive in excess of allotment and will be charged at the then-applicable rates, available at https://www.ringcentral.com/support/new-sms-rates.html. Additional SMS bundles are available for purchase at discounted prices. Customer must successfully register phone numbers with the SMS registar prior to using SMS. RingCentral may attempt to deliver SMS sent from unregistered phone numbers at its discretion, however unregistered SMS are excluded from the monthly allotment and any purchased SMS bundles, and will be charged at then-applicable unregistered SMS rates, available at https://www.ringcentral.com/support/new-sms-rates.html.

3. Operator Assisted Calling, 311, 511 and other N11 Calling RingCentral does not support 0+ or operator assisted calling (including, without limitation, collect calls, third party billing calls, 900, or other premium line numbers or calling card calls). The Services may not support 211, 311, 411, 511 and/or N11 calling. To the extent they are supported, additional charges may apply for these calls.

4. Directory Listing Service
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(“Listing Information”). This information may include, but is not limited to, Customer’s company name, address, and phone numbers. Customer authorizes RingCentral to use and disclose the Listing Information for the purpose of publishing in, and making publicly available through, third-party directory listing services, to be selected by RingCentral or third-party service providers in their sole discretion. Customer acknowledges and agrees that by subscribing to the Directory Listing Service, Customer’s Listing Information may enter the public domain and that RingCentral cannot control third parties’ use of such information obtained through the Directory Listing Service.

A. Opt Out. Customer may opt out of the Directory Listing Service at any time; however, RingCentral is not obligated to have Customer’s Listing Information removed from third-party directory assistance listing services that have already received Customer’s information.

B. No Liability. RingCentral will have no responsibility or liability for any cost, damages, liabilities, or inconvenience caused by calls made to Customer’s telephone number; materials sent to Customer, inaccuracies, errors or omissions with Listing Information; or any other use of such information. RingCentral will not be liable to Customer for any use by third parties of Customer’s Listing Information obtained through the Directory Listing Service, including without limitation the use of such information after Customer has opted out of the Directory Listing Service.

5. RingCentral Global MVP or RingCentral Global Office. RingCentral Global MVP (which is also known as RingCentral Global Office and references in the Service Description to Global MVP shall also refer to Global Office) provides a single communications system to companies that have offices around the world, offering localized service in countries for which Global MVP is available.

Additional information related to Global MVP Services is available at http://www.ringcentral.com/legal/policies/global-officecountries.html. This section sets forth additional terms and conditions concerning RingCentral’s Global MVP for customers that subscribe to it.

A. Emergency Service Limitations for Global MVP. RingCentral provides access to Emergency Calling Services in many, but not all, countries in which RingCentral Global MVP is available, allowing End Users in most countries to access Emergency Services. Emergency Services may only be accessed within the country in which the Digital Line is assigned, e.g., an End User with a Digital Line assigned in Ireland may dial Emergency Services only within Ireland. Access to Emergency Calling Services in RingCentral Global MVP countries, where available, is subject to the Emergency Services Policy, available at https://www.ringcentral.com/legal/emergency-services.html. Customer must make available and will maintain at all times traditional landline and/or mobile network telephone services that will enable End Users to call the applicable Emergency Services number. Customer may not use the RingCentral Services in environments requiring fail-safe performance or in which the failure of the RingCentral Services could lead directly to death, personal injury, or severe physical or environmental damage.

B. Global MVP Provided Only in Connection with Home Country Service. RingCentral provides Global MVP Service only in connection with Services purchased in the Home Country. RingCentral may immediately suspend or terminate Customer’s Global MVP Services if Customer terminates its Digital Lines in the Home Country. All invoicing for the Global MVP Services will be done in the Home Country on the Customer’s Account, together with other Services purchased under this Agreement, using the Home Country’s currency. Customer must at all times provide a billing address located in the Home Country.

RingCentral will provide all documentation, licenses, and services in connection with the Global MVP Service in English; additional language support may be provided at RingCentral’s sole discretion.

C. Primary Place of Use of Global MVP Service. Customer represents and warrants that the primary place of use of the Global MVP Services will be the country in which the Digital Line is assigned, e.g., an End User with a Digital Line assigned in Ireland will primarily use that Digital Line in Ireland.

D. Relationships with Local Providers. In connection with the provision of RingCentral Global MVP Services, RingCentral relies on local providers to supply certain regulated communication services; for example (i) for the provision of local telephone numbers within local jurisdictions; (ii) to enable you to place local calls within local jurisdictions; and (iii) to enable you to receive calls from non-RingCentral numbers on Customer’s Global MVP telephone number(s), by connecting with the local public switched telephone network. Customer hereby appoints RingCentral as Customer’s agent with power of attorney (and such appointment is coupled with an interest and is irrevocable during the Term) to conclude and enter into agreements with such local providers on Customer’s behalf to secure such services. RingCentral’s locally licensed affiliates provide all telecommunications services offered to Customer within the countries in which such affiliates are licensed; in some cases, RingCentral may obtain services from locally licensed providers on Customer’s behalf. RingCentral is responsible for all contracting, billing, and customer care related to those services. Customer is responsible for providing RingCentral with all information necessary for RingCentral to obtain numbers in Global MVP countries.

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6. Additional Services. RingCentral offers add-on services for the Services (where available), which are described at https://www.ringcentral.com/legal/microsoft-teams-services-attachment.html. Additional terms or charges may apply, depending on the selected features.

7. Bring Your Own Carrier (BYOC) Services. RingCentral offers a software-as-a-service in which customers provide and maintain their own local telecommunications services, which may be connected to RingCentral's cloud PBX, videoconferencing, and team messaging services. BYOC and additional terms are described and available at https://www.ringcentral.com/legal/BYOC-servicedescription.html.

8. Definitions. Terms used herein but not otherwise defined have the meanings ascribed to them in the Agreement. For purposes of this Service Attachment, the following terms have the meanings set forth below:

A. “Digital Line” means a phone number assigned to an End User or a specifically designated location (e.g., conference room) and the associated voice service for inbound and outbound calling that permits the End User generally to make and receive calls to and from the public switched telephone network as well as to and from other extensions within the same Account.

B. “End Point” means an application or device through which any End-User might access and/or use any of the Services, including without limitation IP Desk Phones, Desktop Clients, Web Clients, Mobile Applications, and Software Integrations.

C. “Extension-to-Extension Calls” means calls made and received between End Points on the Customer Account with RingCentral, regardless of whether the calls are domestic or international.

D. “External Calls” means calls made to or received from external numbers on the PSTN that are not on the Customer Account with RingCentral.

E. “Home Country” means the United States or the country that is otherwise designated as Customer’s primary or home country in the Order Form.

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ATTACHMENT B

RINGCENTRAL SECURITY ADDENDUM

1. Scope
This document describes the Information Security Measures (“Measures”) that RingCentral has in place when processing Protected Data through RingCentral Services.

2. Definitions
For purposes of this Security Addendum only, capitalized terms, not otherwise defined herein, have the meaning set forth in the Agreement.

A. “Ring Central Services”, or “Services”, means services offered by RingCentral and acquired by the Customer.

B. “Customer” means the entity that entered into the Agreement with RingCentral.

C. “Protected Data” means Customer and partner data processed by RingCentral Services, as defined in the applicable RingCentral DPA or Agreement, including “personal data” and “personal information” as defined by applicable privacy laws, confidential data as defined in the Agreement, account data, configuration data, communication content including messages, voicemail, and video recording.

D. “Agreement” means the agreement in place between RingCentral and the Customer for the provision of the Services.

E. “Personnel” means RingCentral employees, contractors or subcontracted Professional Services staff.

3. Information Security Management
A. Security Program
RingCentral maintains a written information security program that:
i. Includes documented policies or standards appropriate to govern the handling of Protected Data in compliance with the Agreement and with applicable law.
ii. Is managed by a senior employee responsible for overseeing and implementing the program. iii. Includes administrative, technical, and physical safeguards reasonably designed to protect the confidentiality, integrity, and availability of Protected Data.
iv. Is appropriate to the nature, size, and complexity of RingCentral’s business operations.

B. Security Policy Management
RingCentral’s security policies, standards, and procedures:
i. Align with information security established industry standards. ii. Are subject to ongoing review.
iii. May be revised to reflect changes in industry best practices.

C. Risk Management
RingCentral:
i. Performs cybersecurity risk assessments to identify threats to their business or operations at least annually. ii. Updates RingCentral policies, procedures and standards as needed to address threats to RingCentral’s business or operations.

4. Independent security assessments
A. External Audit
RingCentral:
i. Uses qualified independent third-party auditors to perform security audits covering systems, environments, and networks where Protected Data is processed, including
a. SOC2 Type II
b. IES/ISO 27001.
ii. maintains additional audits and compliance certifications as appropriate for RingCentral’s business and as identified at www.ringcentral.com/trust-center.html.

B. Distribution of Reports
Copies of relevant audit reports and certifications:
i. Will be provided to Customer on request.

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ii. Are subject to Non-Disclosure Agreement.

C. Annual Risk Assessment Questionnaire
Customer may, on one (1) occasion within any twelve (12) month period, request that RingCentral complete a third-party risk assessment questionnaire within a reasonable time frame.

In case of conflict between this section and the equivalent section in the RingCentral DPA, the DPA takes precedence.

5. Human Resource Security
A. Background Checks
RingCentral requires pre-employment screenings of all employees. RingCentral ensures criminal background searches on its employees to the extent permitted by law. Each background check in the US includes:
i. An identity verification (SSN trace).
ii. Criminal history checks for up to seven (7) years for felony and misdemeanors at the local, state, and federal level, where appropriate.
iii. Terrorist (OFAC) list search, as authorized by law.

Internationally, criminal history checks are conducted as authorized by local law.

Background checks are conducted by a member of the National Association of Professional Background Screeners or a competent industry-recognized company in the local jurisdiction.

B. Training
RingCentral will ensure that all employees including contractors:
i. Complete annual training to demonstrate familiarity with RingCentral’s security policies. ii. Complete annual training for security and privacy requirements, including CyberSecurity awareness, GDPR, and CCPA. iii. Have the reasonable skill and experience suitable for employment and placement in a position of trust within RingCentral.

C. Workstation Security
RingCentral ensures that:
i. RingCentral employees either use RingCentral owned and managed devices in the performance of their duties or Bring Your Own Device (BYOD) device.
ii. All devices, whether RingCentral owned and managed or Bring Your Own Device (BYOD) device, are enrolled in the full RingCentral managed device program.

D. Data Loss Prevention
RingCentral employs a comprehensive system to prevent the inadvertent or intentional compromise of RingCentral data and Protected Data.

E. Due Diligence Over Sub-Contractors
RingCentral will:
i. maintain a security process to conduct appropriate due diligence prior to engaging sub-contractors. ii. assess the security capabilities of any such sub-contractors on a periodic basis to ensure subcontractors’ ability to comply with the Measures described in this document.
iii. apply written information security requirements that oblige sub-contractors to adhere to RingCentral’s key information security policies and standards consistent with and no less protective than these Measures.

F. Non-Disclosure
RingCentral ensures that employees and contractors/sub-contractors who process Protected Data are bound in writing by obligations of confidentiality.

6. Physical Security
A. General
RingCentral:
i. Restricts access to, controls, and monitors all physical areas where RingCentral Services process Protected Data (“Secure Areas”).
ii. Maintains appropriate physical security controls on a 24-hours-per-day, 7-days-per-week basis (“24/7”). iii. Revokes any physical access to Secure Areas promptly after the cessation of the need to access buildings and system(s).

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iv. Performs review of access rights on at least an annual basis.

B. Access and Authorization Processes
RingCentral maintains a documented access authorization and logging process. The authorization and logging process will include at minimum:
i. Reports detailing all access to Secure Areas, including the identities and dates and times of access. ii. Reports to be maintained for at least one year as allowed by law. iii. Video surveillance equipment to monitor and record activity at all Secure Areas entry and exit points on a 24/7 basis to the extent permitted by applicable laws and regulations.
iv. Video recording to be maintained for at least 30 days or per physical location provider’s policies.

C. Data Centers
To the extent that RingCentral is operating or using a data center, RingCentral ensures that physical security controls are in alignment with industry standards such as ISO 27001 and SSAE 16 or ISAE 3402 or similar standard including:
i. Perimeter security including fencing/barriers and video surveillance. ii. Secure access including security guard/reception.
iii. Interior access controlled through RFID cards, 2FA, anti-tailgating controls. iv. Redundant utility feeds and support for continuous delivery through backup systems. v. Redundant network connection from multiple providers.

7. Logical Security
A. User Identification and Authentication
RingCentral:
i. Maintains a documented user management lifecycle management process that includes manual and/or automated processes for approved account creation, account removal and account modification for all Information Resources and across all environments.
ii. Ensures that RingCentral users have an individual accounts for unique traceability. iii. Ensures that RingCentral users do not use shared accounts; where shared accounts are technically required controls are in place to ensure traceability.
iv. RingCentral user passwords are configured aligned with current NIST guidance.

For the customer facing applications, Customers may choose to integrate with SSO (Single Sign on) so that Customer retains control over their required password settings including Customer’s existing MFA/2FA solutions.

B. User Authorization and Access Control
RingCentral:
i. Configures remote access to all networks storing or transmitting Protected Data to require multi-factor authentication for such access.
ii. Revokes access to systems and applications that contain or process Protected Data promptly after the cessation of the need to access the system(s) or application(s).
iii. Has the capability of detecting, logging, and reporting access to the system and network or attempts to breach security of the system or network.

RingCentral employs access control mechanisms that are intended to:
i. Limit access to Protected Data to only those Personnel who have a reasonable need to access said data to enable RingCentral to perform its obligations under the Agreement. ii. Prevent unauthorized access to Protected Data.
iii. Limit access to users who have a business need to know. iv. Follow the principle of least privilege, allowing access to only the information and resources that are necessary. v. Perform review access controls on a minimum annual basis for all RingCentral’s systems that transmit, process, or store Protected Data.

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8. Telecommunication and Network Security
A. Network Management
RingCentral:
i. Maintains network security program that includes industry standard firewall protection and two-factor authentication for access to RingCentral’s networks.
ii. Deploys an Intrusion Detection Systems (IDS) and/or Intrusion Prevention Systems (IPS) to generate, monitor, and respond to alerts which could indicate potential compromise of the network and/or host. iii. Monitors web traffic from the Internet and from internal sources to detect cyber-attacks including Distributed Denial of Service (DDoS) attacks against web sites / services and to block malicious traffic.

B. Network Segmentation
RingCentral:
i. Implements network segmentation between the corporate enterprise network and hosting facilities for Services. ii. Ensures separation between environments dedicated to development, staging, and production. iii. Restricts access between environments to authorized devices. iv. Controls configuration and management of network segregation and firewall rules through a formal request and approval process.

C. Network Vulnerability Scanning
RingCentral:
i. Runs internal and external network vulnerability scans against information processing systems at least quarterly. ii. Evaluates findings based on (where applicable) CVSS score and assessment of impact, likelihood, and severity. iii. Remediates findings following industry standard timelines.

9. Operations Security
A. Asset Management
RingCentral:
i. Maintains an accurate and current asset register covering hardware and software assets used for the delivery of services. ii. Maintains accountability of assets throughout their lifecycle. iii. Maintains processes to wipe or physically destroy physical assets prior to their disposal.

B. Configuration Management
RingCentral:
i. Maintains baseline configurations of information systems and applications based on industry best practices including:
a. Removal of all vendor-provided passwords.
b. Remove/disable unused services and settings.
c. Anti-malware/endpoint protection as technically feasible. ii. Enforces security configuration settings for systems used in the provision of the Services. iii. Ensures that clocks of all information processing systems are synchronized to one of more reference time sources.

C. Malicious Code Protection
i. To the extent practicable, RingCentral has endpoint protection in place, in the form of Endpoint Detection and Response (EDR) and/or antivirus software, installed and running on servers and workstations. ii. EDR alerts are monitored, and immediate action is taken to investigate and remediate any abnormal behavior. iii. Where used, antivirus software will be current and running to scan for and promptly remove or quarantine viruses and other malware on Windows servers and workstations.

D. Vulnerability, Security Patching
RingCentral:
i. Monitors for publicly disclosed vulnerabilities and exposures for impact to Supplier’s information systems and products. ii. Ensures quality assurance testing of patches prior to deployment.

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iii. Ensures that all findings resulting from network vulnerability scanning and relevant publicly disclosed vulnerabilities and exposures are remediated according to industry best practices, including CVSS score and assessment of impact, likelihood and severity and are remediated following industry standard timelines.

E. Logging and Monitoring
RingCentral shall ensure that:
i. All systems, devices or applications associated with the access, processing, storage, communication and/or transmission of Protected Data, generate audit logs.
ii. Access to Protected Data is logged.
iii. Logs include sufficient detail that they can be used to detect significant unauthorized activity. iv. Logs are protected against unauthorized access, modification, and deletion. v. Logs are sent to a centralized location for aggregation and monitoring.

10. Software Development and Maintenance
A. Secure Development Lifecycle
RingCentral:
i. Applies secure development lifecycle practices, including, during design, development, and test cycles. ii. Ensures that products are subject to security design review including threat considerations and data handling practices. iii. Ensures that Services are subject to a secure release review prior to promotion to production.

B. Security Testing
As part of the secure development lifecycle, RingCentral:
i. Performs rigorous security testing, including, as technically feasible:
a. static code analysis.
b. source code peer reviews.
c. dynamic and interactive security testing.
d. security logic, or security “QA” testing.
ii. Ensures that Internet-facing applications are subject to application security assessment reviews and testing to identify common security vulnerabilities as identified by industry-recognized organizations (e.g., OWASP Top 10 Vulnerabilities, CWE/SANS Top 25 vulnerabilities).
iii. For all mobile applications (i.e. running on Android, Blackberry, iOS, Windows Phone) that collect, transmit or display Protected Data, conducts an application security assessment review to identify and remediate industry-recognized vulnerabilities specific to mobile applications.
iv. Does NOT use Protected Data for testing.
v. Makes all reasonable effort to identify and remediate software vulnerabilities prior to release.

C. Annual Penetration Testing
RingCentral:
i. Engages qualified, independent third-party penetration testers to perform annual penetration test against its Products and environments where Protected Data is hosted.
ii. Requires sub-processors to perform similar penetration testing against their systems, environments, and networks. iii. Ensures remediation of all findings in a commercially reasonable period of time.

D. Product Vulnerability Management
RingCentral:
i. Uses commercially reasonable efforts to regularly identify software security vulnerabilities in RingCentral Services. ii. Provides relevant updates, upgrades, and bug fixes for known software security vulnerabilities, for any software provided or in which any Protected Data is processed.
iii. Ensures that all findings resulting from internal and external testing are evaluated according to industry best practices, including CVSS score and assessment of impact, likelihood and severity and are remediated following industry standard timelines.

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E. Open Source and Third-Party Software
RingCentral:
i. Maintains an asset registry of all third-party software (TPS) and open-source software (OSS) incorporated into the Services. ii. Uses commercially reasonable efforts to ensure the secure development and security of open-source software and thirdparty software used by RingCentral. iii. Uses commercially reasonable efforts to evaluate, track and remediate vulnerabilities of open-source software (OSS) and other third-party libraries that are incorporated into the Services.

11. Data Handling
A. Data Classification
RingCentral maintains data classification standards including:
i. Public data, data that is generally available or expected to be known to the public. ii. Confidential data, data that is not available to the general public.

Protected Data is classified as RingCentral Confidential Data.

B. Data Segregation
RingCentral:
i. Ensures physical or logical segregation of Protected Data from other customers’ data. ii. Ensures physical separation and access control to segregate Protected Data from RingCentral data.

C. Encryption of Data
RingCentral:
i. Shall ensure encryption of Protected Data in electronic form in transit over all public wired networks (e.g., Internet) and all wireless networks (excluding communication over Public Switch Telephone Networks). ii. Excepting the Engage Communities feature of Engage Digital, shall ensure encryption of Protected Data in electronic form when stored at rest.
iii. Uses industry standard encryption algorithms and key strengths to encrypt Protected Data in transit over all public wired networks (e.g., Internet) and all wireless networks.

D. Destruction of Data
RingCentral shall:
i. Ensure the secure deletion of data when it is no longer required. ii. Ensure that electronic media that has been used in the delivery of Services to the Customer will be sanitized before disposal or repurposing, using a process that assures data deletion and prevents data from being reconstructed or read. iii. Destroy any equipment containing Protected Data that is damaged or non-functional.

12. Incident Response
RingCentral’s incident response capability is designed to comply with statutory and regulatory obligations governing incident response. As such, RingCentral:

A. Maintains an incident response capability to respond to events potentially impacting the confidentiality, integrity and/or availability of Services and/or data including Protected Data.

B. Has a documented incident response plan based on industry best practices.

C. Has a process for evidence handling that safeguards the integrity of evidence collected to including allowing detection of unauthorized access to.

D. Will take appropriate steps and measures to comply with statutory and regulatory obligations governing incident response.

When RingCentral learns of or discovers a security event which impacts Protected Data, RingCentral will notify Customer without undue delay and will take commercially reasonable steps to isolate, mitigate, and/or remediate such event.

13. Business Continuity and Disaster Recovery
A. Business Continuity
RingCentral:
i. Ensures that responsibilities for service continuity are clearly defined and documented and have been allocated to an individual with sufficient authority.

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ii. Has a business continuity plan (BCP) in place designed to provide ongoing provision of the Services to Customer. iii. Develops, implements, and maintains a business continuity management program to address the needs of the business and Services provided to the Customer. To that end, RingCentral completes a minimum level of business impact analysis, crisis management, business continuity, and disaster recovery planning. iv. Ensures that the scope of the BCP encompasses all relevant locations, personnel and information systems used to provide the Services.
v. Ensure that its BCP includes, but is not limited to, elements such location workarounds, application workarounds, vendor workarounds, and staffing workarounds, exercised at minimum annually. vi. Reviews, updates, and tests the BCP at least annually.

B. Disaster Recovery
RingCentral:
i. Maintains a disaster recovery plan, which includes, but is not limited to, infrastructure, technology, and system(s) details, recovery activities, and identifies the people/teams required for such recovery, exercised at least annually. ii. Ensures that the disaster recovery plan addresses actions that RingCentral will take in the event of an extended outage of service.
iii. Ensures that its plans address the actions and resources required to provide for (i) the continuous operation of RingCentral, and (ii) in the event of an interruption, the recovery of the functions required to enable RingCentral to provide the Services, including required systems, hardware, software, resources, personnel, and data supporting these functions.

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Item F. 1.

DATE 04/25/2024
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 be presented with an overview of the Technology Master Plan which will serve as the City's roadmap for short- and mid-term technology needs. The presentation will encompass the plan’s objectives, methodology, strategies, goals, and project budgets. This is an informational presentation.

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 CTC's exceptional performance and the City's ongoing IT needs, the CSA was amended in October 2022 and December 2023 to extend and broaden its scope. This expansion included major telecommunications and building access/security projects and development of a comprehensive Technology Master Plan, a strategic planning document that identifies and offers solutions to meet technology needs.

DISCUSSION/ANALYSIS
The objective of the Technology Master Plan is to establish an actionable multi-year roadmap for the City's Information Technology Department to support internal customer needs to best provide City services. Its purpose is to enhance expenditure efficiency through strategic planning. By aligning technology with the City’s strategies and goals and building upon the Information Systems Strategic Framework presented to City Council in November 2020, the Technology Master Plan identifies and budgets initiatives. ClientFirst Technology Packet Page 69
Consulting, LLC (CTC) will describe the research, assessments, and inventories completed to identify the City's technology needs which led to the strategic planning document recommending prioritization and resourcing of technology initiatives. The Technology Master Plan aims to meet current and anticipated customer service expectations considering each initiative's return on investment.

CTC will provide a PowerPoint presentation to review the contents of Technology Master Plan and answer questions from City Council and the public.

FISCAL IMPACT
There is no fiscal impact associated with this informational item. Funding requests for future projects will adhere to standard budget policies and procurement procedures.

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
Technology Master Plan
Presentation - Technology Master Plan
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Optimal Technology Guidance
Technology Master Plan
April 2024
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
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 72
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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.

Stakeholder Team Development
Change Management
Technology Inventory
Kick-Off

PROJECT INITIATION AND

TECHNOLOGY INVENTORY
Non-IT Department Assessment Workshops
IT Infrastructure, Operations, and Staffing Review
Assess Strengths and Weaknesses
Define Strategies, Goals, and Objectives

ASSESSMENT

RESEARCH AND PROJECT/

INITIATIVE DEVELOPMENT
Project Sponsor and IS
Project Committee
Executive Management
Cost-Benefit, ROI Considerations

PLANNING AND

PRIORITIZATION WORKSHOPS

FINAL REPORT AND

PRESENTATIONS
Develop Preliminary Initiatives / Projects
Staffing Recommendations
Research Alternative Solutions
Preliminary Budgets and Prioritizations
Develop Final Report
Leadership and Elected Officials
Presentations /Workshops
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Technology Assessment Summary
Overview
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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Current Technology Environment
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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Key Statistics 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 Statement
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
Introduction
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 Initiative Categories
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 Packet Page 89
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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 Forward
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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Benefits
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
Immediate Next Steps
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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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 103
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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 104
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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 105
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 115
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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 116
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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 144
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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 148
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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 157
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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 174
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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 189
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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 203
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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 213
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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 218
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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 221
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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 222
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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 229
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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 231
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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 242
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 249
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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 250
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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 254
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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 Packet Page 263
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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
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Technology Master Plan
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

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Newark City CouncilApril 25, 2024

Newark City Council
April 25, 2024