Patterson City Council
January 20, 2026

4922-3131-7863, v. 2
IN WITNESS WHERE OF, the parties have signed this Agreement on the date set forth herein above
Dated: ____________________________ Dated: _______________________________ CITY OF PATTERSON, a municipal corporation PATTERSON YOUTH BASEBALL

SOFTBALL LITTLE LEAGUE
By: _______________________ By: _________________________ Fernando Ulloa, City Manager Tom Trethewey, Patterson Youth Baseball Softball Little League President

APPROVED AS TO FORM:

By: _____________________________
Nubia I. Goldstein, City Attorney

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CITY COUNCIL

AGENDA REPORT
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, City Manager
BY: Justin Marty, IT Manager
MEETING DATE: January 20, 2026
ITEM NO: 6.1
SUBJECT: Receive and accept the Technology Master Plan and direct the City Manager to establish a Technology Steering Committee to facilitate the successful implementation of the Plan by providing strategic guidance, governance, and oversight for the City’s technology investments.

RECOMMENDATION
Motion to receive and accept the Technology Master Plan and direct the City Manager to establish a Technology Steering Committee to facilitate the successful implementation of the Plan by providing strategic guidance, governance, and oversight for the City’s technology investments.

BACKGROUND
In 2024, the City Council adopted a 5-year strategic plan to steer the City’s actions and priorities to meet the evolving needs of the community. A central mandate of that plan is to facilitate an "Efficient and Effective Government" by modernizing operations, improving digital citizen services, and sustaining growth. To fulfill this mandate, the City engaged ClientFirst Technology Consulting to conduct a comprehensive assessment of the City's software application environment and develop a Technology Master Plan (TMP).

The attached TMP is the result of a collaborative five-phase methodology. The assessment process included interviews and workshops involving all levels of City operational staff, the management team, and end-users. The consultants analyzed existing staffing, funding, and the software applications currently in use by City departments.

FINDINGS
The assessment identified a historical under-investment in software applications, technology training, and technology governance. This has resulted in a "technical debt" crisis characterized by:

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• Siloed Systems & Manual Workarounds: Many departments operate with disconnected tools, forcing staff to rely on "shadow systems" (such as manual Excel spreadsheets and paper-based records) to bridge functional gaps. These manual workarounds are inefficient and increase the risk of data errors.
• Underutilized Enterprise Systems: Key enterprise applications are not being maximized.

For example, the City's ERP system (Springbrook) is underutilized, with many daily processes based around manual and paper workflows. Similarly, the Electronic Content Management System (Laserfiche) is robust but requires expanded functionality and staff training to be fully effective.
• Critical Functional Gaps: The assessment highlighted specific areas requiring immediate attention, including the lack of an enterprise-level Land Management System for planning and permitting and significant limitations in the current Human Resources functionality.

The TMP proposes a strategy of "Digital Transformation” by integrating digital technology into all areas of operations to fundamentally improve services. The plan provides a roadmap to:
• Establish Governance: Create a Technology Steering Committee to prioritize initiatives and monitor the plan's progress.
• Improve Utilization: Focus on training and configuration to maximize the value of existing software investments before purchasing new ones. • Modernize Operations: Systematically replace or upgrade critical systems following industry best practices.

FISCAL IMPACT
There is no direct fiscal impact associated with receiving and filing this report or establishing a Technology Steering Committee. The TMP outlines a six-year investment strategy with a total estimated capital budget of approximately $4.4 million to fully implement the recommended initiatives.

These figures represent estimated budgets for planning purposes. The acceptance of this Master Plan does not constitute approval of any specific expenditure. All future projects and expenditures will be brought back to the City Council for approval in accordance with the City’s procurement policy or will be included for consideration as part of the normal annual budget review process.

ATTACHMENT

1. Technology Master Plan - Overview Report

2. Technology Master Plan - Technology Current State Assessment (Project Initiatives)

3. Technology Master Plan - Budget Plan

4. Technology Master Plan - Executive Presentation

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Optimal Technology Guidance
Technology Master Plan
August 2025
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 Digital Transformation............................................................................................. 3 Deliverables............................................................................................................ 4 Methodology and Approach.................................................................................... 5 TECHNOLOGY ASSESSMENT SUMMARY .....................................................6 Overview................................................................................................................. 6 Current Technology Environment ........................................................................... 8 Key Statistics and Metrics....................................................................................... 9 TECHNOLOGY DECISION-MAKING PRINCIPLES .........................................11 Vision / Mission Statement ................................................................................... 11 TECHNOLOGY STRATEGIES, GOALS, AND OBJECTIVES ............................12 TECHNOLOGY INITIATIVE SUMMARIES......................................................16 Introduction........................................................................................................... 16 Technology Initiative Categories........................................................................... 16 KEY ISSUES AND INITIATIVES...................................................................19 SUMMARY PLAN BUDGET ANALYSIS .......................................................23 NEXT STEPS...........................................................................................25 Moving Forward.................................................................................................... 25 Maintaining the Plan ............................................................................................. 25 Benefits................................................................................................................. 25 Immediate Next Steps .......................................................................................... 26 TECHNOLOGY MASTER PLAN CAPITAL BUDGET ......................................27 TECHNOLOGY CURRENT STATE ASSESSMENT (PROJECT INITIATIVES)......28

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Engagement Purpose and
Background
Technology Master Plan Objective
This Technology Master Plan outlines a vision for supporting the City’s work through the effective use of technology. This plan includes ensuring the proper technical resources and organizational structure to effectively
manage information technology and the
applications utilized by the departments.

The plan outlines strategies for developing
and implementing technology initiatives and
projects that support the organization’s
operational needs. The plan’s
recommendations focus on improving the
City’s IT infrastructure and business
applications.

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

This plan is the result of a comprehensive analysis of the following:
• This plan is the result of a collaborative effort involving interviews and workshops that engaged all levels of the City’s operational staff, the management team, end-users, and other stakeholders as available. Your input has been invaluable in shaping this plan. • 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.

Digital Transformation
A key strategy that underpins the plan is to achieve a digital transformation in the City. Digital transformation is the integration of digital
technology into all areas of operations to
fundamentally improve services for
customers. By leveraging emerging
technologies such as artificial intelligence,
machine learning, and the Internet of Things
(IoT), the District can streamline processes,
enhance decision-making, and foster
innovation. This transformation involves not

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only technological advancements but also organizational and cultural shifts, requiring a holistic approach to modernization.

Implementing digital transformation presents several challenges. Outlined in this plan are recommendations for investment in technology infrastructure, software, and cybersecurity measures. To effect digital transformation, the plan also recommends allocating funding to invest in employee training and development.

Focusing on data privacy and security is a key component of digital transformation. As increasing amounts of sensitive data are gathered, protecting it from cyber threats is paramount.

Robust cybersecurity measures, including encryption, access controls, and regular security audits, are essential for mitigating risks. Data governance policies and procedures must be established to ensure data quality, integrity, and compliance with relevant regulations.

Digital transformation offers numerous benefits. By automating routine tasks and streamlining workflows, it is anticipated that the District can significantly improve efficiency and reduce operational costs. Additionally, digital transformation can enhance transparency and accountability by providing residents with easy access to information and services.

Deliverables
The assessment and plan include:
• 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.

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Technology Assessment Summary
Overview
Technology Best Practices
Following best practices as part of each technology project initiative is critical to ensuring the initiative’s success and allowing the City to realize its full potential benefits. The plan details several best practices to ensure the City’s future success. Key best practices include:
• Software Needs Assessment: A software needs assessment identifies and defines 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 efficiency and effectiveness.
• Software Selection: Selecting the right system and technology is more critical than ever, as operational efficiency and effectiveness directly depend on the effective use of business applications. Organizations that follow best practices recognize the need to leverage automation to meet the growing demands of their constituents and staff. • User Training: Ensuring the City’s staff can effectively utilize the available software applications is crucial to maximizing application utilization and adoption, promoting efficiency and productivity, and ultimately reducing and eliminating manual processes and workarounds.
• Project Management: Successful implementations follow a consistent 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 streamlines the implementation process and avoids costly mistakes.
• Improve Software Quality: Following best practices enhances software quality by ensuring it meets the needs of relevant users and undergoes rigorous testing. • Improve User Experience: Following best practices enhances the user experience of the software by ensuring it 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, including Control Objectives for Information and related Technology (COBIT), Information Technology Infrastructure Library (ITIL), and Prosci Change Management. ClientFirst leveraged this experience and knowledge in the analysis and recommendations throughout this project, as well as in the planning reports.

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Enterprise Applications
The City utilizes hundreds of applications. Many department application systems are underutilized, requiring assessment, additional configuration, integrations, and user training.

Some enterprise system examples include:
• Enterprise Resource Planning: The City’s Enterprise Resource Planning System, Springbrook, which is used for finance, payroll, and utility billing, can meet the City’s operational needs with some improvements. However, the City has not fully migrated to the cloud version of the software. Many shadow systems and workarounds are employed for daily processes. Not all key systems, e.g., Comcate, are integrated with Springbrook.

Additionally, many processes have not been configured to increase automation. • Human Resources: The City utilizes the Human Resources functionality within Springbrook for these processes, which has limited functionality to meet the needs of the HR department.

If the City retains Springbrook for the long term, it may want to consider supplementing the HR modules with other third-party human resources-related software applications. • Time and Attendance: The City’s timekeeping system is complex, and the ERP system cannot effectively handle this process. The plan recommends revising the City’s payroll methodology. Additionally, many manual processes are still utilized. The plan recommends conducting a gap analysis and implementing system improvements, including the use of third-party software if necessary, to address the identified gaps. • Fire Records Management: The City is implementing First Due as its new Fire Records Management System. The plan recommends following a best practices approach to help ensure a successful system implementation and subsequent user adoption. The plan also recommends a post-implementation needs assessment to address all system needs and functionalities.
• Telecommunications: The phone system has many operational issues and lacks many of the tools the City departments need for their operation, such as call center tracking and the ability to effectively handle multiple calls simultaneously. The limited functionality impacts customer service. The plan recommends assessing departmental needs and improving the existing system.
• Land Management: The City does not utilize an enterprise-level Land Management System (such as planning, permitting, and code enforcement). Springbrook is being used for permitting; however, there is still heavy tracking in Excel. Springbrook is not integrated with either Comcate or GIS. The plan recommends acquiring an enterprise-level land management system.
• Electronic Content Management: The Electronic Content Management System can meet the City’s needs once its functionality is expanded and staff receive the necessary training to utilize the system fully. The Laserfiche system is robust, fully featured, and capable of meeting the City’s needs. Adopting a best practices approach and performing needs assessments for all key users will help ensure increased software utilization. • GIS: The City’s current GIS system, Esri ArcGIS, is capable of meeting the City’s needs once its functionality is more robustly implemented and staff are trained in its use. There are strategic and foundational management gaps, data management deficiencies, as well as training and system adoption challenges. There is also a lack of integration with other key systems. The plan recommends conducting a GIS assessment and developing a master plan.

Ongoing user training and support are needed across all departmental applications. Staff report that many systems are underutilized due to a lack of training and education. These knowledge gaps prevent the City from realizing the productivity gains and cost reductions associated with the effective application of these tools.

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Application Systems Utilization
Over the last several years, many cities’ constituents have begun demanding more efficient interaction, online transactions, and transparent information availability. This expectation has increased the need to improve the utilization of enterprise business applications and sustain the IT infrastructure that supports them. The City will be better able to meet these demands by improving its approach to business application utilization.

Despite hundreds of different application systems, numerous manual processes still exist that require the inefficient use of workarounds and shadow systems, such as Excel. A few examples include processes related to purchasing, work order tracking, receivables, budget tracking, and more.

The City requires a Business Application Training Plan and additional business application analyst support staff resources in the IT Division to support the ongoing needs of divisional users.

Staff recognize that updates and improvements to the business application process are necessary to meet the needs of constituents. An increased desire to leverage business applications that serve constituents has led to a corresponding desire to invest more in technology, resulting in 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.

Current Technology Environment
The City also utilizes over 150 application systems and software modules. Major enterprise application systems include:

Application Functionality Vendor
Financial Management Springbrook
Human Resources Management Springbrook
Payroll Springbrook
Enterprise Asset Management (Work Orders and Asset
Management)
Mobile MMS
Electronic Document and Records Management Laserfiche
Fire Records Management System First Due

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Key Statistics and Metrics
The following analysis provides feedback on a key measurement regarding technology investments and IT support operations:

Technology Budgeting/Expenditures Technology Spending vs. Operating-Related Budgets 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 Division’s ability to respond to requests • Reduces system availability
• Limits an organization’s ability to obtain high utilization of application systems’ functionality • Negatively impacts organization-wide productivity and constituent services The following table compares the City’s tech spending with recommended best practices and a benchmark of 43 local government agencies.

FY22 - 23 FY23 - 24 FY24 - 25 Recommended
Low Benchmark Recommended High

1.82% 2.03% 2.06% 3.00% 3.44% 6.00%

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City Operating Expenditures vs. Technology Expenditures FY22 - 23
(Actual)
FY23 - 24
(Actual)
FY24 - 25
(Actual)
Operating Exp. $42,807,975 $46,776,339 $50,515,491
Technology Exp. $780,365 $951,182 $1,038,326
The local government technology spending benchmark ranges from 2% to 8% of applicable agency-wide funding. Survey results of 43 agencies show an average technology expenditure of

3.44%. The City’s technology expenditure has been below other local government industry standards.

The technology spending benchmark is the average of other agencies that utilize ClientFirst as their consultant. Most of these agencies are (or were) underfunding technology. Please note that the above benchmark serves as a reference point for analysis purposes only and is not a specific recommendation for the City.

Given the City’s unique blend of functional areas and growth, a technology spending goal of 4% of operating expenditures is recommended. However, the City will need to substantially spend above that level over the next several years to close the many technology gaps experienced by departments and IT.

Historically, internal and third-party resource utilization for implementing application software has been limited. The lack of available assistance in maintaining, supporting, and improving business applications has contributed to the continued use of some older, outdated application software and shadow systems, as well as many systems being underutilized.

Some under-investment in technology is apparent throughout the City. The plan calls for increased spending on all facets of technology. Increased technology spending will:
• Improve application utilization and staff effectiveness • Improve constituent services
• Align the City’s application system selection and implementations with best practices • Reduce the risk of failed implementation or excessive system replacement activity. • Reduce overall cost-of-ownership by improving quality • Improve internal customer service by adopting Best Practice methodologies Increasing expenditures to close the technology gap will result in spending above the recommended benchmark. We expect these infrastructure, cybersecurity, and application system enhancements to increase productivity throughout the City.

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Technology Decision-Making
Principles
Vision / Mission Statement
The City is committed to delivering high-quality, cost-effective, technology-driven services. It seeks to sustainably deliver services effectively and efficiently, reflecting the organization’s commitment to excellent customer service. The City will maintain its information systems in an integrated, secure environment that supports its information technology advancements and fosters an open, collaborative, and unifying culture.
• The Information Technology Department is committed to the values of:
 Reliability
 Professionalism and Integrity
 Efficiency and Effectiveness
 Innovation
 Excellence
 Collaboration and Teamwork
• Given limited IT resources and high demand, the City will focus these resources on the most productive and cost-effective projects.
• City divisions will agree on a collaborative long-term IT vision and strategies, which requires active participation in setting IT priorities through an Information Technology Committee of division leadership.
• The City will strive to maximize the utilization of existing systems and prior investments in application software, expand functionality, and seek enhancements to existing applications.
• The City is committed to ensuring that staff receive sufficient training and have a thorough understanding of existing vendor systems and their application software. • Division ownership is fundamental to achieving maximum return on investment in applications. Divisions recognize the importance of assuming responsibility for managing and implementing their specific core business applications and modules in collaboration with IT staff. City divisions are committed to adapting and improving processes to integrate them with application software.

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Technology Strategies, Goals,
and Objectives
The following strategies are highlighted for leveraging and maximizing the City’s information system utilization. Each strategy identifies initial goals and objectives. The reports appended to this Technology Master Plan provide additional strategies and details. Appended to this report are:
• Technology Current State Assessment Report: Findings, goals, and objectives translated into specific project initiatives
• Budget Spreadsheet: Budgetary costs for each initiative, prioritization, and implementation time frame
Key strategies detailed below include:
• Ensure Technology Governance
• 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 • Create a GIS Master Plan
Ensure Technology Governance
The City does not utilize a Technology Steering Committee.

A Technology Steering Committee can be an important contributor to the management of this plan.

Goals and Objectives
• Create a Technology Steering Committee to improve technology governance. Focus committee meetings on:
 Assisting in the prioritization of technology projects and training needs.  Monitoring the plan and recommending adjustments and budgetary needs on an annual basis.
 Improving collaboration on projects and initiatives.
▪ Focus on application integration across departments.
▪ Identify key business process issues and make improvements. • Establish training goals and develop analytical skills throughout the organization to enhance overall performance and effectiveness.

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

Goals and Objectives
• Develop improvement plans for the utilization and efficiency of departmental and enterprise applications.
 Identify and implement improvements to streamline business processes and minimize manual workarounds.
 Continue to work with departments to increase efficiency by leveraging application software functionality to streamline and automate processes. • Plan 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 support departments, enhance business processes, and enhance application utilization.
 Application support is crucial in any organization that relies on software applications to function effectively. Application support teams can help organizations improve their efficiency, productivity, and financial position by ensuring that applications are available, functioning correctly, and easily.

Establish a Citywide Technology Training Program
Technology training is crucial for enhancing staff efficiency and application utilization.

Goals and Objectives
• All departments requested technology training, including Microsoft Office classes and training on department-specific software applications.
• Utilize the Technology Governance Committee to develop Citywide training priorities and create an annual 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 essential 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 level of documentation detail required to communicate current and potential future needs effectively. Possibilities include:
▪ Distributing surveys or information requests to end users and compiling the results ▪ Conducting workshops as a group to review the results of the questionnaire feedback and identify issues
▪ One-on-one interviews with Power Users and/or subject-matter experts ▪ Reviewing or observing business processes
▪ Documenting details 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 Selection and Implementation Best Practice software selection, including the utilization of third-party subject-matter experts reduce 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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Create a GIS Master Plan
Develop a GIS Master Plan to document departmental and operational needs, as well as resource requirements.

Goals and Objectives
• Develop a GIS Master Plan to better understand the GIS needs of all departments.  Interview all interested departments and document the needs  Document the GIS operational and upgrade requirements • Develop a long-term plan to resource GIS to meet the City’s needs

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Technology Initiative Summaries
Introduction
Technology Planning includes assessing, researching, prioritizing, budgeting, and planning future technology initiatives. Some initiatives are ready for approval and implementation, while 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 will significantly impact business processes, reducing the time required for staff to complete specific tasks. In contrast, others will expedite or streamline the delivery of services to City constituents.

Reporting and Data Availability—Many of the 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 48 major initiatives, projects, and hundreds of recommendations. The report also contains hundreds of findings and recommendations.

ClientFirst classified the major initiatives into eight categories, including:

Best Practices Best practices are methods that are consistently recognized as providing better results than those achieved with other methods.

Department Applications & Systems The Departmental Applications and Systems category encompasses technology initiatives primarily related to departmental business applications and systems.

Innovative & Emerging Technologies Innovative & Emerging Technologies encompasses new technologies in combination with creativity, information sharing, and the collaborative process.

IT Infrastructure IT Infrastructure refers to networks, servers, equipment, inside or outside cable plants, and other communications infrastructure.

Cybersecurity Cybersecurity addresses all security systems and practices, including disaster recovery, to protect systems and data.

IT Operations The IT Operations section provides daily support and maintenance for all IT infrastructure, as well as user support.

Telecommunications A telecommunications system enables effective communication with constituents and delivers high service standards.

IT Staffing IT staffing can be one of the most important areas of business management.

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Best Practices

1. Technology Governance

2. Sustainability Planning

3. Applications Management Best
Practices

4. User Training and Support

5. Software Needs Assessment Best
Practices

6. Business Process Reviews

7. Enterprise Reporting Best Practices

8. Software Selection Best Practices

9. Applications Implementation Project
Management Best Practices

10. IT Project Planning and Implementation
Best Practices

11. Data Availability and Management
Solution Best Practice

12. Mobile Computing

13. Return-on-Investment Considerations
Departmental Applications and Systems

14. Enterprise Resource Planning (ERP)
Improvements

15. Online Payments

16. Expense Reimbursement Software

17. Bids Management Software

18. Contract Lifecycle Management
Software

19. Human Resources System

20. Time and Attendance System
Improvements

21. Performance Evaluation Software

22. Applicant Tracking and Onboarding

23. Electronic Content Management System
(ECMS)

24. Agenda Management System

25. Legislative Management System

26. Fire RMS Improvements

27. Land Management System
Replacement

28. Electronic Plan Review Software

29. Code Enforcement Software

30. Enterprise Asset Management (EAM)
Software Improvements

31. Vehicle Monitoring System

32. Construction Management Software

33. Capital Improvement Planning (CIP)
Software

34. Project Management Software

35. Supervisory Control and Data
Acquisition (SCADA) Improvements

36. Microsoft Office 365
Innovative and Emerging Technologies

37. Artificial Intelligence

38. Website

39. Request Management Software

40. Mass Outbound Communications
System

41. Kiosks
GIS

42. GIS Assessment and Master Plan
IT Infrastructure

43. Computer Equipment Replacement
Planning

44. Video Surveillance System
Cybersecurity

45. SCADA Cybersecurity Best Practices
Telecommunications

46. Phone System Improvements
IT Staffing

47. IT Staffing

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The following are the total initiatives by priority and initiative category, including sub-initiatives that are budgeted separately.

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

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 plan recommends consulting with a third-party subject matter expert and collaborating with Springbrook to develop an improvement plan that identifies the City’s functional gaps and additional requirements. • Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to identify opportunities for automation improvements that can eliminate or reduce these processes and/or shadow systems, resulting in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications
▪ Identifying any requirements that the vendor is not capable of providing
• Implement the improvements utilizing best practices. Follow the guidelines in the “Application Implementation Project Management Best Practice” initiative.
• Alternatively, the City may want to consider replacing the ERP system with a more robust solution that can better meet the needs of all departments, including Human Resources.

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Human
Resources
Information
System (HRIS)
• A Human Resources Information System (HRIS) is a centralized platform for managing the entire employee lifecycle.
• The current solution is inefficient and lacks significant functionality for the HR department’s needs. Staff are supplementing the system with manual workarounds and other shadow systems.
• The plan recommends collaborating with Springbrook to develop an improvement plan that identifies the City’s functional gaps and additional requirements.
• Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to identify opportunities for automation improvements that can eliminate or reduce these processes and/or shadow systems, resulting in labor efficiencies.  This process should also include inventorying all reporting requirements, identifying all integration/interface requirements with other applications, and identifying any requirements that the vendor is not capable of providing
• Implement the improvements following best practices. Follow the guidelines in the “Application Implementation Project Management Best Practice” initiative.
• Alternatively, the City may want to consider replacing the ERP system with a more robust solution that can better meet the needs of all departments, including Human Resources.

Time &
Attendance
• Time and attendance software is a solution for tracking, recording, and managing employee time and attendance information.
• The plan recommends revising the City’s payroll methodology, which currently prevents the implementation of any time and attendance system.
• Conduct comprehensive business process reviews to identify Time and Attendance System needs and develop an inventory of necessary features and functions.
 Utilize a best practices enterprise system assessment methodology • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best system for the City’s needs.
• Conduct the implementation per best practices. Follow the guidelines in the “Application Implementation Project Management Best Practice” initiative.

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Land
Management
Improvements
• A Land Management System (LMS) 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.
• Land management systems are complicated systems. The City will reduce risk by contracting with a subject matter expert to assist in the assessment and business process reviews.
• The current LMS lacks functionality found in many modern systems used by municipalities throughout the US.
• Conduct comprehensive business process reviews to identify Land Management System needs and develop an inventory of needed features and functions.
 Utilize Best Practices enterprise system assessment methodologies • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best system for the City’s needs.
• Conduct the implementation per best practices. Follow the guidelines in the “Application Implementation Project Management Best Practice” initiative.

Electronic
Content
Management
System (ECMS)
• An Electronic Content Management System (ECMS) is software designed to manage and store various types of digital media, including documents, images, videos, and other multimedia content. • The City is not maximizing the functionality of the Laserfiche system. • The plan recommends an assessment and review to determine the needed improvements for records management, permanent file storage, online document searching, and potential workflow automations. • Implement any improvements according to best practices. Follow the guidelines in the “Applications Implementation Project Management Best Practices” Initiative.

Fire RMS
• A Fire Records Management System (Fire RMS) is a specialized software platform to support fire departments in managing and documenting operational activities, incident responses, personnel records, training, inspections, and other critical fire service functions. • The City is implementing First Due as its new Fire RMS. • The plan recommends following the guidelines in the “Applications Implementation Project Management Best Practices” Initiative to help ensure a successful implementation and user adoption.
• The plan also recommends conducting a post-implementation review to ensure all needs and functionalities have been addressed.

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Microsoft
Office 365
• Microsoft 365 is a cloud-based productivity suite that provides a set of applications and services designed to help users create, collaborate, and communicate more effectively.
• Work with a third-party subject-matter expert to develop an MS 365 Improvement Plan and project statement of work (SOW) that captures all the City’s requirements.
• It is recommended that the current Office 365 deployment be expanded. • Implement the improvements following best practices. Follow the guidelines in the “Application Implementation Project Management Best Practice” initiative.

Website
Improvements
• For each department, follow the guidelines in the “Software Needs Assessment Best Practice” initiative to identify and catalog the City’s overall website functionality and training needs.
• Develop content management policies and procedures, which may vary by department.
• As part of the content management policy, implement standard practices and make website maintenance a component of the Technology Steering Committee’s responsibilities to ensure the site is maintained regularly and remains relevant and up to date for the public.

VoIP Phone
System
• The City utilizes Microsoft Teams, which includes voice licensing features, for its telephone system.
• There are significant operational challenges and training issues with the phone system.
• The plan recommends assessing departmental needs and comparing them to the Teams system to determine a system improvement plan.  Suppose Teams does not provide the necessary features and tools for the departments. In that case, we believe the City should initiate the replacement process in accordance with the best practices outlined in the plan.

GIS
Improvements
• Geospatial Information Systems (GIS) is a key strategic component of enterprise asset management, land management, and smart City applications.
• GIS also provides critical information and data elements that benefit many of the City’s operations, including future Smart Technologies. • There are strategic and foundational management gaps, data management deficiencies, as well as training and system adoption challenges.
• The plan recommends developing a GIS Master Plan to document departmental and operational needs fully.

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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 the City’s information technology issues and divisional needs. Departments themselves typically fund some project initiatives, and some may already have capital reserves set aside, while others are part of the normal annual IT budgeting process. These are estimated budgets for each project initiative. All project approvals will follow standard City annual budget requests and procurement policy and procedure requirements.

Budgets by Initiative Category
In the initial years of the plan, departmental application systems are the largest spending categories. Investing in application improvements is necessary to close the existing technology gap and enhance both departmental operational efficiency and constituent services.

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Budgets by Priority and Fiscal Year

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Next Steps
Moving Forward
Over the next several years, the key focus areas
for information technology include improving
application utilization, implementing technology
governance, and expanding the use of Microsoft
365.

The software ecosystem in the City encompasses
many untapped resources. Underused modules,
manual workarounds, and siloed data restrict the
efficiency and transparency that the City requires
to be effective. High-priority improvements and increased utilization are necessary for the Enterprise Resource Planning (ERP), Human Resources Information System (HRIS), Time and Attendance System, Electronic Content Management (ECM), and phone systems. At the same time, new software is recommended for the Land Management System, and a postimplementation review is recommended for the Fire Records Management system. Following best practices in these implementations will lay the groundwork for successful projects, ultimately propelling the City forward in serving its constituents more efficiently.

A crucial aspect of achieving this goal is to increase application utilization. Department staff consistently expressed a desire to enhance their core business processes and maximize the utilization of their applications. Therefore, the City should strive to foster a sense of ownership and promote continuous improvement among its divisions. Improved application utilization is the most effective way to increase data availability, facilitate staff productivity, and improve customer service.

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 throughout the assessment, planning, and implementation phases. We have found that slow and steady progress, following best practice methodologies, leads to an improved likelihood of success, higher-quality implementations, and enhanced staff utilization and data management of new systems.

Maintaining the Plan
The City should review and update the plan annually, using an abbreviated version of this assessment and planning methodology. The plan will then guide the City’s information technology activities. Plan updates should be synchronized with the annual budget process to accurately represent technology initiative costs.

Benefits
The completed plan is a dynamic tool that must 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 unless the planning function is ongoing.

Implementing this Technology Assessment and Plan should realize significant benefits, including:
• Increased collaboration and communication on technology projects within the organization

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• 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 division 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 establish a technology steering committee to begin work by reviewing the plan and budget and advising on priorities. Next, the City should assign lead and participatory resources to the top-priority technology and other high-priority 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 division stakeholders and system users to improve application utilization, management, and support. This training is an effective way to maintain momentum and initiate the significant changes necessary to enhance 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 annual IT Division operating budget. Instead, these are estimated budgets for each project initiative. All project approvals will follow standard City annual 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 48 major technology initiatives and projects with hundreds of additional recommendations.

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Optimal Technology Guidance
Technology Current
State Assessment
(Project Initiatives)
September 2025
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..........................................................................4

1. Technology Governance.................................................................................. 5

2. Sustainability Planning..................................................................................... 7

3. Application Management Best Practices ......................................................... 9

4. User Training and Support............................................................................. 14

5. Software Needs Assessment Best Practices................................................. 17

6. Business Process Reviews............................................................................ 21

7. Enterprise Reporting Best Practices .............................................................. 24

8. Software Selection Best Practices ................................................................. 28

9. Applications Implementation Project Management Best Practices................ 35

10. Enterprise Applications Support Best Practices............................................. 41

11. IT Project Planning and Implementation Best Practices ................................ 46

12. Data Availability and Management Solution Best Practice ............................ 48

13. Mobile Computing .......................................................................................... 51

14. Return-on-Investment Considerations ........................................................... 53 DEPARTMENTAL APPLICATIONS AND SYSTEMS.............................56

15. Enterprise Resource Planning (ERP) Improvements..................................... 57

16. Online Payments............................................................................................ 62

17. Expense Reimbursement Software ............................................................... 64

18. Bids Management Software........................................................................... 65

19. Contract Lifecycle Management Software ..................................................... 67

20. Human Resources System ............................................................................ 69

21. Time and Attendance System Improvements ................................................ 72

22. Performance Evaluation Software ................................................................. 74

23. Applicant Tracking and Onboarding............................................................... 75

24. Electronic Content Management System (ECMS)......................................... 77

25. Agenda Management..................................................................................... 81

26. Legislative Management System ................................................................... 82

27. Fire RMS Improvements ................................................................................ 84

28. Land Management System Replacement...................................................... 86

29. Electronic Plan Review Software ................................................................... 89

30. Code Enforcement Software.......................................................................... 91

31. Enterprise Asset Management (EAM) Software Improvements .................... 93

32. Vehicle Monitoring System ............................................................................ 99

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33. Construction Management Software............................................................ 101

34. Capital Improvement Planning (CIP) Software ............................................ 103

35. Project Management Software..................................................................... 105

36. Supervisory Control and Data Acquisition (SCADA) Improvements............ 107

37. Microsoft Office 365 ..................................................................................... 109 INNOVATIVE AND EMERGING TECHNOLOGIES..............................112

38. Artificial Intelligence ..................................................................................... 113

39. Website ........................................................................................................ 115

40. Request Management Software .................................................................. 117

41. Mass Outbound Communications System................................................... 119

42. Kiosks........................................................................................................... 121 GIS .........................................................................................122

43. GIS Assessment and Master Plan ............................................................... 123 IT INFRASTRUCTURE.................................................................126

44. Computer Equipment Replacement Planning.............................................. 127

45. Video Surveillance System .......................................................................... 129 CYBERSECURITY.......................................................................131

46. SCADA Cybersecurity Best Practices.......................................................... 132 TELECOMMUNICATIONS.............................................................134

47. Phone System Improvements...................................................................... 135 IT STAFFING.............................................................................139

48. IT Staffing..................................................................................................... 140

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Best Practices
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Best practices are methods that are recognized as
consistently providing better results than those
achieved with other methods. We believe that the
following best practices will enhance the Agency’s
ability to select, procure, and maintain more
effective solutions in the future, thereby improving
staff productivity overall.

Best Practices

1. Technology Governance

2. Sustainability Planning

3. Application Management Best Practices

4. User Training and Support

5. Software Needs Assessment Best Practices

6. Business Process Reviews

7. Enterprise Reporting Best Practices

8. Software Selection Best Practices

9. Applications Implementation Project Management Best Practices

10. Enterprise Applications Support Best Practices

11. IT Project Planning and Implementation Best Practices

12. Data Availability and Management Solution Best Practice

13. Mobile Computing

14. Return-on-Investment Considerations

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1. Technology Governance
Background
Technology Governance
Historically, technology decisions within organizations have been predominantly centralized, often made by IT professionals or a limited number of agency managers. While this approach has its merits, it can sometimes overlook the unique needs and perspectives of stakeholders across the organization.

To address this challenge, technology governance offers a more collaborative framework. By fostering open dialogue and shared decision-making, technology governance ensures that technology investments align with the organization's strategic objectives and effectively meet the needs of all departments and constituents.

This collaborative approach provides a forum for major decision-making, strategic planning, enhanced internal communication, and targeted staff training. Additionally, technology governance establishes a structured methodology for managing and stewarding technology resources on behalf of the stakeholders who ultimately benefit from their effective utilization.

Steering Committee
A technology steering committee comprises a group of
employees and managers representing a cross-section of
the agency's leadership, departments, and disciplines, who provide long-term direction for the agency's technology resources. This committee can assist in facilitating the prioritization and development of agency strategies and technology 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 progress of ongoing projects • Providing a forum for lessons learned during the implementation of technology projects • Conducting an initial review of technology-related projects requested by individual departments
• 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 agency
Implementing a technology governance methodology can be an effective forum for departments to become more knowledgeable about technology. This governance methodology enhances customer service, ensures the effective use of technology and the agency's technology budget, and creates efficiencies throughout the agency's business processes.

Findings and Observations
• The steering committee structure will provide departments with a valuable opportunity to collaborate on future technology use and application needs, thereby enhancing their day-today operations and constituent services.

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Recommendations
• Formalize a Technology Steering Committee. We recommend creating a Technology Steering Committee Charter to identify the proposed member representation, understand the committee's goals and objectives, determine policies and procedures for submitting technology projects for consideration, and establish a Communications Plan for keeping Department Staff informed.
• Utilize the Technology Steering Committee as the initial forum for departments to propose and present new technology-related projects.
w Ensure best practices are followed and applied to the review, selection, approval, procurement, and implementation of project management of approved projects. w Ensure ongoing application maintenance and support meet department needs. w Discuss ongoing security concerns and security awareness initiatives.

Recommended Next Steps
• Develop a Technology Steering Committee charter.
• Identify potential Technology Steering Committee members who:
w Represent a cross-section of the agency, including leadership, departments, and linelevel staff w Are interested in participating in the committee
w Can speak for Department Heads
• Develop and implement a Technology Steering Committee focused on:
w Adjusting priorities based on limited IT resources
w Annual IT initiative/project review and prioritization w IT policy implementation and security awareness
w New project reviews and feedback
w Lessons learned from ongoing projects
• Ensure representation of all or most divisions on the Steering Committee for regular technology-based communication, ongoing education, and continued collaboration. • Monitor and discuss active initiatives and projects at each Committee meeting. • Form sub-committees, as appropriate.
w Consider a geographic information system (GIS) subcommittee to focus on developing a strong citywide GIS program.

Benefits
• Increased transparency, responsibility, and accountability • Prioritization of initiatives
• Improved compliance and consistency
• Enhanced communication and collaboration
• Higher degree of business and technology alignment
• Reduced duplicate technology efforts across the agency • Widespread personal and professional growth

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2. Sustainability Planning
Background
Sustainability planning is a proactive approach to managing an organization's IT assets over their entire lifecycle. It involves systematically assessing current IT infrastructure, identifying future needs, and developing a long-term plan to acquire, maintain, upgrade, and retire IT assets. By taking a holistic view of IT investments, sustainability planning enables organizations to optimize resource allocation, reduce costs, and enhance overall IT performance.

Software asset management (SAM) is a key component of sustainability planning. It involves tracking and managing software licenses, ensuring compliance with vendor agreements, and optimizing software usage. Organizations can reduce licensing costs, prevent software piracy, and enhance security by effectively managing software assets.

Implementing Sustainability Planning in Local Government To implement sustainability planning, local governments can follow these steps:
• Conduct an IT Asset Inventory: Create a comprehensive inventory of all IT assets, including hardware, software, and network infrastructure. This inventory should include purchase dates, maintenance contracts, and end-of-life dates. • Develop a Long-Term IT Strategy: Align IT investments with the organization's strategic goals. This strategy should outline the future direction of IT, including emerging technologies and potential disruptions.
• Create a Sustainability Plan: Develop a detailed plan outlining IT asset lifecycle management. This plan should include timelines for upgrades, replacements, retirements, and budgetary allocations.
• Implement a Software Asset Management (SAM) Program: Establish a robust SAM program to track software licenses, optimize usage, and ensure compliance with vendor agreements.
• Monitor and Evaluate: Regularly assess the Sustainability Plan's effectiveness and make adjustments as needed. This includes tracking key performance indicators (KPIs) such as software license utilization rates, hardware uptime, and IT support costs.

Benefits of Sustainability Planning
By adopting a sustainability planning approach, local governments can realize several benefits:
• Cost Savings: Sustainability planning can help to reduce IT costs by optimizing resource allocation, avoiding unnecessary purchases, and extending the lifespan of IT assets. • Improved IT Performance: By proactively managing IT assets, organizations can improve system performance, reduce downtime, and enhance user productivity. • Enhanced Security: Effective software asset management can help to identify and address security vulnerabilities, reducing the risk of cyberattacks and data breaches. • Increased Compliance: Adhering to software licensing agreements and industry standards can help avoid legal and financial penalties.
• Strategic Decision-Making: Sustainability planning provides a long-term perspective, enabling organizations to make informed decisions about IT investments.

By embracing sustainability planning, local governments can create a more efficient, costeffective, and secure IT environment, benefiting their citizens and employees.

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Findings and Observations
• The City has increased technology spending over the last few years. The increase can be attributed to:
w IT upgrades to improve application availability
w Projects to reduce risk
w Increased cybersecurity risk and associated cybersecurity tools • Most key application systems are currently located on-premises. w Cloud-based applications are becoming increasingly 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 strongly desires to utilize technology more effectively to improve efficiency, increase resident services, and enhance public safety operations
Recommendations
• Develop a sustainability plan for major IT and department software applications. w IT would benefit from an Internal Service Fund (ISF) or similar cost recovery mechanism for enterprise applications, IT infrastructure, and departmental systems costs. w Consider subscription-based software for other applications, such as Adobe and AutoCAD.
w Larger core applications (e.g., Financials, Land Management, Work Order Management, Recreation, etc.) benefit most from sustainability planning. § If procured and managed properly, these systems should be replaced every 10 to 15 years.
§ Sustainability planning can identify costs associated with periodic application upgrades and associated training.
• Investigate and track the annual maintenance, support, and upgrade costs of 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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3. Application Management Best Practices
Many agencies are losing productivity due to underutilized software systems. This underutilization stems from several factors, including reliance on manual processes, inefficient workarounds, and unnecessary or ineffective reconciliations. Furthermore, most agencies lack the IT resources to document operational requirements for applications and business processes.

A comprehensive evaluation of existing applications is necessary for identifying opportunities for improvement. This evaluation should prioritize alternative solutions, assess their feasibility, and secure the necessary resources for implementation, ongoing management, and support.

Successful projects must foster shared responsibility, involving department subject matter experts, stakeholders, and the technical team throughout the implementation, support, and maintenance phases. Enhancing staff productivity within the City requires maximizing the potential of existing application modules. Resource constraints, the diversity of application providers, and the systems' complexity often hinder this.

By transcending traditional application management practices, the City can unlock substantial benefits. Implementing the following recommendations will enhance functionality, increase system utilization, and improve productivity, customer service, and transparency across all departments.

A fundamental step is to clearly define and assign roles and responsibilities for application support and management. This applies to all operational software utilized within departments.

The "Future Application Roles and Responsibilities" matrix offers a valuable framework for identifying staff and end-user roles in this context. The following table is an unofficial inventory of the City’s various software applications and modules across all departments. The City currently utilizes over 150 applications, modules, and systems. Major systems include:

Application Functionality Vendor-Application Name
Financial Management Springbrook
Human Resources Management Springbrook
Enterprise Asset Management (Work Orders & Asset
Management)
Mobile MMS
Recreation Management System CivicRec
Electronic Document and Records Management Laserfiche
SCADA Ignition SCADA System
Below is a sample listing of the City’s applications and modules. This list is not an official or complete inventory.
• 7-Zip
• A360 Desktop
• Adobe
w Acrobat Pro
w Acrobat Standard
w Acrobat Reader
w Character Animator
w Express
w Flash Player
w Illustrator
w Lightroom
w LiveCycle Designer
ES4
w Photoshop
w Premiere Pro
w Pro
• Albert
• Any PDF to JPG
• Any Video Converter
Ultimate
• Apple Business
Manager
• ApxFamilyCPS
• ArcGIS
w Desktop
w Pro
w Online
• Assessor’s Office SC
• Audacity
• AutoCAD Autodesk
w Architecture
w Civil 3D

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w Map 3D
w Storm and Sanitary
Analysis
• Avena Flex
• AVEVA Historian
• Avigilon
• AVTECH Room Alert
Discovery
• Badge Studio
• Bank of the West EDS
• Barracuda
• BEACON
• Bitwarde
• Blackmagic Design
Desktop Video
• BluebeamOCR
• Brivo
• CalOpps
• Canva
• CapturePro
• Chemtrol
• Cisco Webex Meetings
• CivicPlus
• CivicRec
• ClearGov
• Cloudflare
• Comcate
• Command Center
• Comprehensive Digital
Water Solution
Program
• Crowdstrike
• Dell Command Update
• DigiQuatics
• DMV (FGS) File
Generation System
• DocuSign
• Dragon
• Dropbox
• Endpoint Central
• Everbridge
• Express Scribe
Transcription Software
• Facebook
• FileZilla
• FireRMS Enterprise
• First Due
• Fluke Energy Analyze
Plus version
• FormIt Pro
• FormLink Systems
• GIS
• Google
w Chrome
w Drive
w Earth Pro
• GoToMeeting
• Gov Invest
• GovClarity
• Grammarly
• Granicus
w MinuteTraq
w OneMeeting
• Greenshot
• Helper Helper
• HPE Aruba
• Hytek Meet Manager
• Ignition SCADA
System
• Insperity OrgPlus
• KnowBe4
• Laserfiche
• LibreOffice
• LightBox Vision
• Live Reach AI
• LogMeIn
• ManageEngine
Endpoint Central
• ManageEngine MDM
• Matrox Graphics
• Meeting Owl
• Microsoft
w 365
w Copilot
w Edge
w Excel
w LAPS
w OneDrive
w OneNote
w Outlook
w PowerPoint
w Publisher
w SharePoint
w Teams
w Visio
w Word
• Minecraft Education
• Mobile MMS
• Monsido
• Mozilla Firefox
• NetFile
• NextRequest
• Noratek
• OBS Studio
• OneMeeting by
Granicus
• OpenOffice
• PageFreezer
• Payment Terminal
Service
• PeachTree
• Phoenix G2
• QRFY
• QuickBooks
• RapidFire
• RSA SecurID Software
Token
• ScanSnap Home
Manager
• SecureLink Connection
Manager
• Service Desk Pro
• Sheriff’s Dept. CAD
• Shift
• Shop Boss
• Skype
• Springbrook
• Street Saver
• Team Unify
• TimeTrax
• Tree Finder
• Tree Keeper
• UniFi Wireless
• Veeam
• Vision
• VLC media player
• WatchGuard AuthPoint
• Watchguard Mobile
VPN
• Webex
• WIN-911 System
Platform
• WinSCP
• Wonderware SCADA
• Zoll Fire Reports -
EMRS
• Zoom

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Findings and Observations
• Both initial and ongoing software training is needed for many existing and future applications throughout the City (see the "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:
w Committing resources from the beginning of an initiative to document business processes
w Documenting functional needs for applications
w Prioritizing requirements
w Evaluating vendor solutions
w Assigning the right project team members
• Greater utilization of the City's software systems will significantly increase staff productivity and data sharing.
• The City should identify application support and management roles and responsibilities.

Then, assign them to each department's operational modules. We recommend starting with:
w Enterprise Resource Planning (ERP)
w Enterprise Asset Management (Work Order System)
Other application systems are utilized by multiple or all Patterson 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 the application/module • Lead trainer/support person for other department staff who 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 Roles and Responsibilities
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• Liaisons/coordinates with departmental staff, project managers and vendor • May also be a feature function reviewer
• Lead responsible for selection process questionnaires, documentation, gathering information and coordinating other Key Module Stakeholders
• Lead participant in reviewing assembled software and business process needs requirements • Provide feedback or clarifications on software needs
• Lead departmental implementer for new software module/functionality • Participant in reviewing assembled software needs requirements • Assists in gathering documentation and identifying department/division needs • May also provide feedback or clarifications on software needs • Participant in reviewing assembled software needs requirements • May also provide feedback or clarifications on software needs • Participant in group needs assessments workshops
• Participant in vendor proposal evaluations
• Participant in vendor demonstration evaluations
56F*GGG*=%."EH"6#
• Primarily makes final decisions on process policies, procedures, and deliverables for their area of expertise
• “Resident expert” staff who is responsible for a given departmental process or function • May also be responsible for oversight and delivery of daily, weekly, monthly, and annual processes • Stays current with the applicable industry best practices, technology, and applications capabilities • Stays current with existing application vendors’ capabilities, offerings, and enhancements • An expert on a specific application or software module • Possesses greatest knowledge of application or module • Lead trainer or support person for other staff members that utilize application or 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 current with existing application vendors’ capabilities, offerings, and enhancements • Assigned to work with process owners, power users, IT, and users • Reviews business processes and shadow systems (e.g., spreadsheets and other databases) to increase automation and improve efficiencies
• Assists in developing and documenting standard operating procedures (SOPs) • Aptitude to develop ad hoc reports using vendors’ report writing tools (e.g., Crystal Reports, SSRS, etc.) • The “go-to person” for ad hoc reports that other users cannot quickly generate on their own • Copy data between development, training, and live databases • Develop ad hoc reports
• Revise and test security roles, including testing all user IDs • Administer system and supporting software/database
• Assists with the installation, upgrades, and ongoing maintenance of the application•

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IT Roles and Responsibility
The IT Department plays an important role in implementing and supporting 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 access to IT resources.

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 members 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.

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 clarification on software needs
• Lead department implementer for new software module/functionality Module SMEs
• Subject Matter Experts (SMEs) who will participate in the implementation, testing, documentation, and training of other users
• 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

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Recommendations
• Consider adding staff to the IT Department to provide specialized support for enterprise applications to department users.
• Departments should be encouraged to take more responsibility for application setup and configuration changes in collaboration with IT personnel. Provide training if department personnel are unable to 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, and 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 report-writing tools to generate required reports with proper security access. More complex reporting often requires a specific understanding of the application's database structures, necessitating IT assistance. • Process owners and/or Power Users should monitor upcoming functionality improvements in new software releases. Additionally, it would be beneficial for process owners to monitor and discuss 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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4. User Training and Support
Background
The successful implementation of any software system hinges upon its effective adoption by end users. User training facilitates this adoption, ensuring employees can leverage the software's capabilities to enhance productivity, streamline operations, and drive business growth.

Software systems are essential tools for modern organizations, enabling them to automate tasks, improve decision-making, and optimize resource allocation. However, the full potential of these tools can only be realized when employees possess the requisite knowledge and skills to utilize them effectively. Comprehensive user training programs empower employees to:
• Maximize Productivity: Training enables users to complete tasks more efficiently and accurately by familiarizing them with the software's features and functionalities. • Enhance Efficiency: Effective training can help users identify and implement best practices, streamlining workflows and reducing operational costs. • Improve Customer Satisfaction: When employees proficiently use the software, they can deliver better customer service, thereby increasing customer satisfaction and loyalty.

By investing in robust user training initiatives, the City can ensure that its employees are fully equipped to leverage the potential of its software systems, driving positive outcomes for both the organization and its stakeholders.

Findings and Observations
• Staff requested additional training across many software applications in the department surveys and assessment workshops.
• New employees and existing users could benefit from a more consistent and structured training program for specific applications and systems. • Additional training could improve staff productivity. w When software systems are underutilized, additional training can significantly improve staff productivity.
w 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.
w Application ownership at the departmental level ensures that support is a collaborative effort among end-users and IT services.
w This collaboration optimizes support for the application and utilizes limited IT resources. • As application software programs evolve and become more complex, training staff members to use them effectively becomes increasingly critical.
• A renewed citywide emphasis on targeted staff training for applications software will pay significant dividends in increased staff effectiveness and productivity.

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Staff Feedback
Building
• Staff members need training on Adobe.

City Administration
• Staff members require training in CivicPlus, Springbrook, Adobe, and Microsoft Teams.

Clerk
• Staff members need training in Laserfiche, PageFreezer, and CivicPlus.

Code Enforcement
• Staff require training in Springbrook, Street Saver, Lightbox, AutoCAD, and Microsoft Office.

Engineering
• Staff needs Comcate, Lightbox Vision, Excel, Sheriff's Dept, Civic Plus, Laserfiche Weblink, Tree Finder, Springbrook, and GovClarity training.

Fire
• Staff members require training in advanced Excel features, Word, GIS, and other relevant software.

Human Resources
• Staff members need training in MS Access and Excel Macros.

Planning and Community Development
• Staff members need training in ArcGIS, Springbrook, and Adobe Pro.

Public Works
• Staff members need training on Springbrook, Mobile MMS, ArcGIS Online, Ignition SCADA System, Wonderware SCADA system, and Microsoft 365.

Recreation
• Staff members need training on DigiQuatics work orders, Chemtrol, and the camera system. • Staff needs training on Microsoft Office, Springbrook, DigiQuatics, CivicRec, PW Work Orders, audio-visual systems, and security cameras.
• Staff members need training on Springbrook.
• Staff members need training on the audio-visual equipment Recommendations
• Develop a Business Applications Training Plan.
w Utilize the Technology Steering Committee to assess the training required to address department needs and determine anticipated enrollment.
w Business process improvement reviews will also uncover many needs for additional training across departments and application systems.

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w 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:
w Self-learning aids
§ Enterprise software vendors often maintain online resource portals and extensive user communities where users can query and ask questions of other users. w Internal classes
w On-site vendor training
w Lunch-and-learns
w Monthly updated training sessions for both new and existing employees w Application champions/Power Users
• If available, participate in software vendor user conferences and local user meetings. • Create a repository of basic training aids and other information (e.g., videos and past class information)
• Consider procuring a screen-capture video solution to aid in developing internal video training materials.
• Consider training as a factor in performance evaluations. w Accomplish this by involving department management and agreeing on the classes each employee would benefit from.
• Consider efforts to reduce and/or limit the total number of software vendors and databases whenever possible.
w This will reduce and limit the overall cost of ownership, support requirements, and training and reporting needs.
w 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 application 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 the user community)

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5. 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 a crucial step in evaluating both current and future needs for technology projects. Still, they can apply to almost anything that requires an evaluation. Many cities are unfamiliar with this detailed process, and they often lack the staff with the necessary skills and experience to conduct successful assessments.

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

What is an Assessment?
The official definition of "assessment" is " the action or an instance of making a judgment about something"
(Webster's Dictionary). For technology projects,
assessments often refer to the judgment process
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:
• Improvements to specific deficiencies in an existing application, interface, or integration • Implementation of a new application, interface, or integration to eliminate existing manual processes
• 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 various systems, including:
• 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. More comprehensive business process reviews may include formal workflow analysis and/or process diagrams if needed. 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 serves as a roadmap for the City to prioritize, budget for, and implement short- and long-term technology strategies that result from citywide collaboration efforts.

Regardless of the type of assessment required, certain key considerations and resources are essential for success. 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 necessary functions or is discontinuing the product, it is always recommended to determine the gaps in the existing system before pursuing its replacement. This analysis will inform the development of 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, as well as some of the application's functional deficiencies.

The second group of stakeholders should comprise 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 determines the level of detail required in the documentation. A successful assessment process will articulate its findings and recommend a 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 and 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 the detailed needs as described above
The goal is to achieve collaboration and involvement from the user community without judgment or criticism. In addition, the recommendations generated through the assessment process should 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 that is achievable and practical.

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 implement features not originally available, set up workflow automation, or enhance existing integrations.

If additional training is needed, the assessment should outline all of 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 an organizational change management strategy.

Each assessment will be tailored to the specific objective and project requirements. 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.

Creating a Feature/Function Matrix
A feature/function matrix provides a structured representation of the features and requirements necessary in a software system to serve the agency’s needs. In this matrix, each row represents a distinct feature or functionality that the organization requires. Organizing the data facilitates software selection by allowing reviewers to easily determine if a software system has the necessary functionality to meet the agency’s needs. A sample feature/function matrix is provided below.

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6. Business Process Reviews
Background
A business process review (often referred to as business process improvement) is a systematic approach to analyzing and
evaluating current processes with the objectives of:
• Identifying opportunities for enhancement and streamlining processes
• Automating manual processes
• Eliminating or significantly reducing the reliance on shadow systems and processes
• Eliminating paper, equipment, and supply costs
• Maximizing the utilization of human resources involved in processes • Embedding or transferring the knowledge of subject matter experts (SMEs) into processes and associated workflows
• Optimizing the configuration and functionality of the system to support process improvements
w Note that system features, functions, and capabilities can also influence the identification of process improvement opportunities
• Defining functional requirements for business application implementation, replacement, or improvement projects
Business process reviews and the pursuit of productivity enhancements are ongoing endeavors.

To optimize application utilization, business processes and system configurations must be subject to continuous improvement in response to the following:
• The emergence and introduction of new technologies
• The release of application software updates incorporating new features, functions, and capabilities
• Changes in laws, 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
While process reviews and improvements should be a continuous practice, they are most commonly undertaken:
• In preparation for and during the implementation of new, replacement, or improved business application systems
• When new technology becomes available that presents opportunities for further automation • On a pre-established process review and improvement cycle (e.g., annually) Business process reviews may also include as-is and to-be documentation and diagrams for complex processes.

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Recommendations
• Conduct business process reviews throughout the City, breaking down processes by department, division, application module, and ultimately, the process level (e.g., procurement or cashiering). This should also take into consideration interdepartmental interaction and dependencies.
w Conduct business process reviews before implementing new software and major platform changes.
w Begin by analyzing the staff feedback throughout this report to identify high-priority areas for improvement.
• Conduct Business Process Reviews in conjunction with evaluating any required business applications.
• City management must be aware of the potential need for employee reassignment or redeployment, as well as the operational and emotional effects this may have (see the “Workload Transference” concept described below).
• Consider initially utilizing a third-party subject-matter expert (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 redistributing the workload (tasks and amount of effort) among different individuals. 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:
w Process enhancements and streamlining
w Automation of manual processes
w Elimination or dramatic reduction of shadow systems and processes w Elimination of paper, other equipment, and/or supply costs w 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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7. Enterprise Reporting Best Practices
Background
Enterprise software applications that support the City's critical business functions and operational processes also serve as repositories for the agency's vital information and data.

Following best practices in establishing strategies to meet the City's reporting needs is paramount. Implementing these reporting strategies requires user access to the data and the necessary tools to extract it in a meaningful format.

Reporting tools offer information in various formats, including but not limited to:
• Traditional rows and columns (tabular)
• Pivot tables
• Graphical representations, such as line, bar, and pie charts, including dashboard presentations
• 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. Staff members across various workshop sessions expressed a need to improve reporting and data sharing, as well as to learn how to produce their own reports.
• Many staff members lack the training or knowledge to generate standard, ad-hoc, or custom reports, despite an unsuccessful attempt at training with a third-party consultant.

Recommendations
• The City should conduct a complete inventory of all reports, including shadow system reports (e.g., those compiled in MS Excel or Access for each functional area). w We have included a sample of a report tracking sheet (below) containing the types of information that should be captured. Note: This is an example only. Headings and data fields can be added, changed, or deleted to best meet the City’s 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 utilize 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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w Dashboard(s) – Many enterprise application software vendors provide dashboards.

Dashboards provide a launching point for the platform. They can also display information that is relevant 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 period are just a few examples of potential data to display. These results are often displayed graphically as context-sensitive content, allowing users to click on the graphic and drill down to detailed information within the application. Users can pin frequently used reports on the Dashboard for quick access and execution. w Vendor Application Standard Reports – Many vendors include prewritten reports with their software applications. These are reports that the software vendors have determined are most needed or requested by the application user community. These standard reports typically include additional criteria for selection (e.g., applying a date range or specifying a particular value type). Some vendors have written these reports using their own report-writing services, such as SSRS, which uses standard reports as a starting point for customization using the vendor's ad hoc reporting tools. w Ad Hoc Reports – Ad hoc reporting tools enable the customization of reports without requiring a technical skill set. Many report-writing tools are intuitive enough for non-IToriented department staff members 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) w Financial Analysis and Financial Statement Report-Writing Tools – These reporting tools are a form of ad hoc reporting. Still, they include additional capabilities related to the finance and accounting staff's financial analysis and financial reporting needs. 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 w 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 offer more advanced capabilities for exporting pivot tables and other Excel features. Some software vendors are beginning to offer these capabilities as an optional "bolt-on" to their application solutions.

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w User-Programmed/Coded Reporting – These are reports built by internal IT staff and may also include hard-coded reports that a vendor custom-builds 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
w Application Vendor-Written Custom Applications – Due to the vendors' detailed knowledge of their systems, they are often a valuable resource for hiring to write custom reports. It is often best to have several reports grouped together, which helps keep costs more manageable, as vendors typically 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(ies) and their roles in reports (e.g., user, IT, or vendor). This aligns with the "Application Management Best Practices" initiative. Identifying those responsible for report creation and development, as well as 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 members receive training in report writing and developing the ability to create reports within their respective functional areas.

Report
Name
Priority &
Reporting
Tool Used
Dept IT Vendor Report Options
• Identifying the responsible party is an important step in the report inventory process. Each core application will have staff members 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 the City’s reporting roles and responsibilities as recommended above, an assessment and gap analysis should be conducted to include:
w 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. w A detailed list of necessary reports for all departments and divisions. These may include identifying any formatting requirements or Excel export needs, as well as reporting tool options to be applied (as defined above). Additionally, citywide cross-application reporting needs should be identified, which may necessitate the development of new processes to combine data from multiple sources using various reporting tools and options.
w After identifying the Department's reporting needs, conduct a workshop to prioritize these reports, involving 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.
w 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 analysis and operational impact as factors in these prioritizations.

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8. Software Selection Best Practices
Background
Cities operate in an increasingly complex and demanding environment. The efficiency, effectiveness, and, ultimately, the success of these organizations are inextricably linked to their strategic utilization of technology and information systems. In recognition of this, forwardthinking cities are proactively adopting automation to meet the evolving needs of their constituents and the broader public.

A well-executed software procurement process can catalyze transformative change within a city.

Organizations can streamline operations, enhance processes, and elevate constituent services by adhering to best practices. Conversely, a failure to invest in adequate planning and methodology can lead to a host of challenges and risks, including:
• Spending sometimes hundreds of thousands of dollars more than necessary on 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
• 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

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• Overall project time savings
• Improved implementation readiness
• Longevity of the system selected for years to come
Findings and Observations
• Software selection and procurement that follow 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 spent on tasks that modern enterprise systems can automate and/or streamline.
• Following best practices for selection, 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 and more complex projects generally require more thorough 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:
w Complete process reviews and document detailed feature/function specifications as part of an RFP.
w Include cross-functional stakeholders in each software evaluation and implementation project by module (i.e., budgeting should include all staff who participate in that process; fixed assets should only include staff who are directly involved). w Identify all reporting needs.
§ This will help inform implementation decisions to capture all data and fields required to create a report.
§ This focus can result in significant savings on implementation and system costs. • For department-specific applications:
w 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 that showcase functionality relevant to the departmental end-user.
w Functionality 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.

Benefits
• Reduced preparation time for deployments
• Better identification of integration requirements
• Reduced license fees
• Increased utilization of application systems
• More effective due diligence

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• System functional alignment with overall organizational 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 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 that details the project stages, milestones, and required 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, and ensuring representation from all key stakeholder groups. Follow the "Enterprise Application Support and Management Best Practices" initiative. This will include the following steps:

Develop a Project Charter
Establish a Project Management Office (PMO) in accordance with the Project Management Institute's (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-functional 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 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 system needs to be used during the discovery process. Questionnaire results will 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 - Prepare a list of pre-screened information system vendors and their contact information based on the assessment process and new system requirements. The objective is to identify vendors specializing in government agencies that have application modules already in use in industry for future needs. 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 provides side-by-side comparisons of key system evaluation requirements, including feature/function compliance statistics.
13 Vendor Analysis Workshop to Determine Vendor Finalists (Short List) - The Project Team and Executive Project Steering Committee should conduct a workshop to review the analysis results, including 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. Additionally, during demonstration sessions, prepare Vendor Demonstration Evaluation Forms for all participating City staff members. 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 follow-up with finalist vendor(s) on outstanding 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 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 facilitate discussion and finalize the vendor selection. The Vendor Demonstration Evaluations and 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 Feature/Function Specifications

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9. Applications Implementation Project Management Best
Practices
Background
Implementing a new system for a city can
be challenging, particularly when staff
have limited or no experience with recent
system implementations. Compounding
this difficulty is that City staff have other
primary job responsibilities, which can
restrict their ability to dedicate sufficient
time to project tasks during
implementation.

Historical experiences with poorly
implemented systems have instilled
skepticism within many cities regarding
the potential for successful projects. The consequences of a failed implementation can include frustrated end-users and unrealized anticipated benefits.

However, successful system implementation or reimplementation is achievable with meticulous planning and the application of proven best practices. By addressing these challenges proactively, the City can mitigate those risks and ensure a smooth transition to new systems.

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) The successful implementation of a new system, particularly a major enterprise application, hinges on effectively integrating various elements. A clear vision of the desired goals and objectives must be documented and communicated to all stakeholders who will be affected by the project. This initial phase, known as Project Initiation and Planning, commences with establishing a Project Charter.

Project Initiation Phase
Project initiation is crucial in developing the business case and obtaining authorization to initiate a new project. For any technology-related project, this process typically begins with developing a project charter and assessing impacted groups (stakeholders). The project charter serves as a roadmap to success, guiding the project from its inception through selection, implementation, and beyond. A common misconception is that project initiation commences at the start of project implementation. The process begins much earlier, during the assessment and vendor selection phase. During this period, the City identifies specific functional requirements and establishes the overall objectives and goals for the project. A project charter serves as a foundational document that outlines the goals, objectives, budget, deliverables, timeline, and resources required to achieve project success. Specifically, a project charter encompasses the following elements:

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• 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
Additionally, the project charter serves as a tool to obtain 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 outlines each plan component in terms of
time, budget, and scope constraints. Below is a
brief description of tasks for each knowledge
area.

Scope Management Plan
Scope management, a critical component of
project management, begins with collecting
requirements necessary to fulfill the project's
business objectives. Gathering these
requirements typically involves needs
assessment activities, such as process reviews,
workshops, interviews, surveys, and
observations, to document the City’s operational
business needs, City-specific impacts, and required resources.

Early identification and documentation of the project scope are essential to prevent subsequent scope changes, which can have cascading effects on the budget and timeline. Additionally, the project scope will influence the selection of a suitable vendor solution.

A thorough assessment and development of detailed feature/function requirements during the vendor selection process can significantly advance the City's progress during implementation.

The subsequent goal is to communicate and clarify the project's intent to the vendor and implement the necessary configuration changes in the new system to meet the identified requirements. This proactive approach can minimize the need for frequent change orders and potentially costly budget increases.

Time (Schedule) and Resource Management Plans
A baseline schedule is established based on the identified project scope, taking into account the available resources and required activities. 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

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The selection of resources to participate in project activities is a critical determinant of project success. While IT departments often play a pivotal role in technology projects, their expertise may be limited to infrastructure and integration support. To ensure the project aligns with individual departments' daily operations and workflows, it is important to involve Power Users and subject matter experts (SMEs) from all impacted functional areas. These individuals will be instrumental in identifying existing and new business practices and workflows, ultimately guiding the configuration of the new system to meet the specific needs of their respective departments.

A collaborative approach that includes staff from all levels is crucial to prevent a single individual from making all system setup decisions.

Through a collaborative effort, configuration choices will be made more deliberately to achieve productivity efficiencies, resulting in higher adoption of the new system among 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, including their roles on the project, the 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 is closely tied to determining the overall project schedule. If no one can dedicate sufficient time to the project to complete the required tasks, the project timeline will continually be pushed back, and the project costs will increase. The overall project schedule should realistically reflect the resources available to complete tasks.

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 configuration work. Allocating resources and time to the project is necessary.

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Risk Management Plan
A risk management plan identifies potential risks, assesses their impact on the project, and develops mitigation strategies to address each identified risk. Early identification of risks is crucial for enterprise system projects to prevent major delays and budget overruns. While some risks may significantly impact a project and require aggressive action, others may pose a low impact and necessitate only monitoring and awareness. The overarching goal of a risk management plan is to proactively address potential issues throughout the project and make necessary adjustments to the overall project management plan.

Cost Management Plan (Budget)
The Cost Management Plan is closely intertwined with the initial scope and resource plans. A fundamental principle in project management, often referred to as the Project
Manager's Triple Constraint Triangle, posits that changes to one of these elements (scope, time, or cost) will
inevitably impact the others. For instance, extending the project schedule can directly influence project costs.

A thorough analysis of requirements and project scope
during the planning phase is crucial to prevent significant budget overruns later in the project. This analysis also enables effective contingency planning as part of the
project risk assessment.

Quality Assurance Plan
A comprehensive Quality Assurance Plan, including detailed test plans, is indispensable for the success of any project initiative. To achieve project business objectives, a well-defined quality assurance process must be integrated into the overall project management plan.

The development of a test plan occurs during the scoping of deliverables. By investing time in identifying and documenting key functional goals and their impact on business operations, the City can establish a solid foundation for evaluating and improving these functional areas. The resources assigned to the project also play a pivotal role in executing these test plans and ensuring the system's readiness for end-user training. These resources must possess a deep understanding of current business operations and the new procedures that will be implemented.

Moreover, they must be capable of effectively communicating these changes to the broader City community, conveying the rationale behind the decisions made.

Communication Plan
The Communications Plan is critical to any project, addressing the "people side” of change. An effective communications plan informs all participants and stakeholders about the project's status, deliverables, and activities. The chosen communication methods will vary depending on the audience and stakeholders involved.

Building upon the initial stakeholder assessment conducted during project initiation, a mutually agreed-upon communications plan is developed for each project. This plan outlines the means, frequency, and target audience for various communication channels, such as bi-monthly status calls, monthly executive sponsor 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 the individual components outlined in the project management plan. These activities encompass installation, configuration, custom integration development, data conversion, 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 is instrumental in delivering the contractual deliverables, neglecting adequate system testing and preparation for end-user training can undermine the efforts invested during this period.

The significance of a documented test plan, change management plan, and training plan within this project phase cannot be overstated. These plans are essential for ensuring a successful project outcome.

Test Plan Guidelines/Recommendations
Successful projects are characterized by detailed, structured test plans that ensure the completion of all processes, procedures, data conversions, and configuration work before enduser training. The timing of this testing phase is crucial, as the system must be "Go Live" ready before proceeding to end-user training.

It’s important to avoid exposing end users to a poorly tested system during their training, as this can lead to frustration, a loss of confidence in the new system, and difficulties performing their job functions. To prevent this scenario, a comprehensive test plan must be documented and implemented well in advance of end-user training, allowing sufficient time to address any issues identified during testing.

A successful test plan includes:
• End-to-end testing of every core module
w 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) w Staff conducting the testing should include representatives from all levels of the City, especially key staff performing the relevant functions, to gather their input. w 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 who will train end users. w During this testing phase, key process changes should be identified and documented. w 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 execution phase, it is anticipated that changes may arise in the project's scope, resource requirements, schedule, or costs. These adjustments should be managed and addressed through a formal Change Management Plan, which is an agreed-upon change control process established by the project manager.

The success metrics established during the planning phase will be utilized to monitor the project's health and progress. Project plan documents will be updated and maintained throughout the project's lifecycle.

Training Plan
End-user training follows the successful completion of testing. Cheat sheets and other procedural change documents should be prepared and readily available for distribution during training. While vendor training may be limited to "Train the Trainer" sessions, the City will likely need to conduct staff training. The Resource Plan for the project should reflect this requirement for a Training Plan.

It is important to select trainers who have a deep understanding of the system's setup, ideally having been involved in the configuration decisions made during implementation. These trainers should possess excellent communication skills and be respected by their peers (Power Users).

Sufficient time should be allocated between completing the test plan and beginning end-user training to allow instructors to prepare the necessary curriculum and materials.

Go Live
After the preceding project phases have been successfully executed, cutover should be relatively straightforward. While issues may arise during go-live, adherence to best practices can significantly minimize their occurrence.

A cutover plan outlines the vendor and City resources designated to support users during cutover and specifies their availability. Training materials should be readily accessible on the City intranet, and Power Users should be scheduled to assist with any questions or issues.

Project Closure
The final phase of a project is Project Closure. Every project offers valuable lessons and opportunities for process improvement that can benefit future initiatives.

This concluding phase involves compiling lessons learned, conducting a final project analysis against the established metrics, and archiving project documentation and supporting materials for future reference.

By adhering to these project management implementation best practices, the City will be better positioned to achieve desired results, facilitate a successful cutover within a reasonable timeframe, and foster greater end-user adoption of significant business practice changes.

Ultimately, these efforts will enhance productivity, transparency, and customer service.

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10. Enterprise Applications Support Best Practices
Background
Local government agencies are
increasingly recognizing the direct
correlation between effective application
utilization, organizational efficiency, and
productivity gains. As outlined in this
document, enhancing application
utilization is a strategic imperative for the
City to optimize its operations and achieve
more with existing resources.

Furthermore, the departure of employees
due to retirements and other separations
often results in the loss of valuable
institutional knowledge, as many processes and procedures remain inadequately automated. To achieve its goals of improved transparency and constituent services, the City must leverage software programs that automate and streamline processes.

Many cities have a blend of application/business analyst skill sets within their business and IT departments. However, we have yet to encounter a small- or mid-sized City with adequate resources to meet the City’s overall needs.

To meet these needs, IT departments are beginning to transform their overall department structures (over time) to take on more responsibility in hiring, training, retaining, and managing application support services. In some measure, 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 related to business department applications, business process analysis, application training, application setup and configuration, ad hoc report writing, and database administration.

It is not unusual to designate applications support staff for the following major applications systems:
w ERP (Accounting, Finance, and People Management) and Human Resources w Work Orders/Asset Management
w Community Development (Planning, Permitting, Inspections, Code Enforcement, Licensing)
w Microsoft 365
w ECMS (Electronic Content Management System)
w Other major application systems utilized by multiple or all agency departments Recommendations
Develop an Application Support function that can assist with the following:
• Assist department subject-matter experts (SMEs) in resolving enterprise application 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 to deliver enhanced service and outcomes (e.g., faster permit processing times and automating current manual or inefficient processes).

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• Manage software improvements for various departments. These activities include procurement recommendations, such as cost-benefit analyses, software configuration, and implementation/reimplementation; collaboration in testing configurations with personnel from affected departments; and communication with internal customers, network and server administrators, and vendors to ensure that application systems are fully utilized. • Provide project coordination and oversight of multiple application 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 application 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, as well as 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.
• Maintain a secure information technology environment for software applications. Oversee application security administration, update processes and schedules, and notify users of 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.

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 configuration, business process reviews, and custom reporting.

This individual will apply technical, communication, analytical, and problem-solving skills to analyze business processes for business application software systems, improving productivity and efficiency in the City’s departments.

The position will provide expert troubleshooting, resolution, and reporting on business application issues and supervise additional support specialist staff.

Other related duties may be required as assigned.

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Duties
• Assist department subject-matter experts (SMEs) in resolving 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 to deliver enhanced service and outcomes (e.g., faster permit processing times, automating current manual or inefficient processes)
• Manage software improvements for various departments. These activities include procurement recommendations (e.g., cost-benefit analyses, software configuration, and implementation/reimplementation); collaboration in testing configurations with affected department personnel; communication with internal customers, network and server administrators, and vendors to ensure that application systems are utilized to their full potential.
• Provide project coordination and oversight of multiple application 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 application 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, as well as 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.
• Maintain a secure information technology environment for software applications. Oversee application security administration, update processes and schedules, and notify users of 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.

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Knowledge
• Windows operating systems and applications, including MS Office, MS SQL, Outlook, and other application software.
• Government business processes and the systems that support them. City 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.
• 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 application system development, evolution, and product life cycles, including sustainability planning for application systems. • Application 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 the implementation and upgrade of business application systems.
• 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 moral and business ethics standards, 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.
• Prepare clear and concise reports, including metrics, service-level agreement summaries, test plans, cases, and test scripts.
• Interpret and explain City 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 City.
• 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 would likely provide the required knowledge and abilities qualifies a candidate for the position. Typical education, training, and experience may include:

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• Education/Training
w Bachelor’s degree from an accredited college or university, with major coursework in computer science, information technology, or business administration
• Experience
w 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
w Five years of general IT support or IT analysis (or similar) for a medium-sized City supporting Microsoft applications
w One to three years in coordination and/or project management of applications implementation or upgrades
w One to three years of supervisory experience

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11. 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 due diligence required. The following is an outline of IT project planning and implementation best practices:
• Determine Scope of Work – Collaborate with all stakeholders to define the tasks that need to be accomplished.
• Design – The design effort may become separate for
larger, more complex projects. For smaller projects,
integrate design into the budgeting process.
• 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 the Committee’s 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 by the Technology Steering Committee. • Create a Project Plan – Based on all stakeholder needs, delivery dates, and the necessary tasks, develop a project plan with an 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 as needed. • Configure, Implement, and Train – Utilizing planning methodologies and technical expertise, configure the necessary system components and implement the solution with minimal impact on staff and productivity. The Technology Steering Committee should receive regular status reports on the progress of the implementation, including whether the project is on schedule and within budget, whether user needs are being met, and whether vendors are fulfilling their contractual obligations.
• Post-Implementation Review – Conduct a comprehensive post-implementation review, documenting successes, lessons learned, and any unresolved issues that require 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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12. Data Availability and Management Solution Best Practice Background
Managing data is a complex and multifaceted
undertaking. The diversity of data types and sources can make it challenging to maintain data accuracy, security, and accessibility. However, for organizations seeking to gain insights from their data and make informed
decisions, a well-crafted data management strategy is
indispensable. Organizations can enhance data quality,
security, and analytics capabilities by addressing the
challenges associated with data management.

Numerous factors must be considered when evaluating
the best data management strategy for your city, which
extend beyond selecting the right software. Successful
data management requires a holistic business strategy
that considers the City’s capacity to innovate and grow, as well as your City’s business goals, needs, resources, supporting infrastructure, and available funding.

Common Data Management Options
Many options are available to meet the City’s needs.

Vendor Reporting Tools
In an ideal world, a single vendor solution would
seamlessly share data across all enterprise applications.

Extracting data from this single data source would
eliminate the labor costs of manually compiling data from separate, siloed systems. However, single-vendor solutions do not always meet the needs of every department. Multiple vendor applications are implemented and then integrated using file exports or custom interfaces to overcome this.

Additionally, many vendors provide standard reports and tools, such as an Analytics module.

They will also provide ad hoc reporting tools, such as SSRS, to produce customized, userdriven reports that the City needs.

Other Data Management Options
Other common data management/integration strategies involve one or a combination of data warehouses, data lakes, and data hubs. There are subtle yet distinct differences between these alternatives.

Data Lakes vs. Data Warehouses
Data lakes and data warehouses are both forms of storage for large amounts of data. However, it is important to understand the data types they primarily serve to understand their differences.

There are two types of data: structured and unstructured.

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Structured data is organized in a
predefined manner, typically in a table or
spreadsheet. This makes it easy to
store, manage, and analyze. Structured
data is typically stored in a structured
format using relational databases.

Unstructured Data: Unstructured data
has no predefined data model or
structure. Unstructured data is typically
text-heavy but may contain data such as
dates, numbers, and facts.

A data lake is a centralized repository
that stores a large volume of data in its
raw format. This data can be structured,
semi-structured, or unstructured and
originates from various sources,
including operational systems, social
media, and Internet of Things devices.

Data lakes store data that is not yet ready for analysis, such as data that is still being processed or is too large to be processed in real time. The data can then be analyzed later when it is needed.

Data lakes offer several advantages over traditional data warehouses. They are more scalable, can store a wider range of data, and offer greater flexibility. However, data lakes can also be more complex to manage and more difficult to secure.

A data warehouse is a centralized repository of data collected from various sources within an organization. The data in a data warehouse is typically structured and organized to make it easy to query and analyze. Data warehouses are often used for business intelligence and reporting purposes.

Traditional data warehouses' tables cannot easily contain newer, semi-structured data types from weblogs, clickstreams, mobile applications, or social media networks. These data types must be transformed into a more structured format for analysis and interpretation.

Data Hubs
A data hub enables the seamless flow and governance of data. Unlike data warehouses and data lakes, data hubs do not focus on the analytical uses of data. Their focus is on enabling data sharing and governance. Data hubs support a range of specific use cases and processes.

Some predominant vendors in the data management market space include:
• BigQuery
• Hadoop
• Power BI with Azure Data Lake Storage
• Redshift
• Snowflake
• Teradata

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Findings and Observations
• Producing reports is difficult due to multiple sources of data. • A lack of training or staff without required reporting skills leaves many existing application systems’ reporting capabilities underutilized.
• Spreading data across many databases limits its availability. • The City has multiple systems that are not integrated or share data. • Data availability is also limited when processes are completed outside enterprise systems (e.g., manual, paper, and shadow systems such as Excel). • Excel houses a significant amount of data.
• There is a need for improved data analysis to utilize the collected information effectively. • Staff members cannot easily create ad-hoc reports.

Recommendations
• We recommend fully implementing core enterprise applications (if they have been replaced or upgraded) and ensuring their utilization before exploring options for an enterprise data management system. The data must reside in these systems to be shared. • To identify the best data management strategy, City staff will need to identify all use cases across the enterprise to determine reporting/analytics needs, as well as the best-suited approach to data management.
• Consider engaging a third-party consultant to assess your current enterprise systems and identify opportunities for efficiencies, benefits from new technologies, and current integration/reporting challenges.
• We recommend carefully analyzing long-term storage, licensing, and staffing costs to determine the return on investment to implement a data warehouse/data lake solution. Most agencies can meet most of their reporting needs within modern enterprise application systems that are well-implemented and highly utilized.

Benefits
• A well-planned and supported data integration and management program can increase productivity and operational efficiencies through the reduction of data entry and the transparency of data
• Optimal data management will provide checks and balances on data governance and quality • Improved customer service and accessibility to both internal and external consumers of data • A centralized data source for producing analytics and reports on demand across disparate systems

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13. Mobile Computing
Background
Organizations across various industries are facing increasing pressure to optimize their operations, improve efficiency, and enhance customer service. For field workers, including
infrastructure and maintenance personnel, inspectors, and community affairs staff, accessing information and completing tasks remotely is crucial for meeting these demands. By providing field and remote workers with the necessary mobile computing equipment and software, they can:
• Interact with necessary applications and databases in realtime without being bound to a desk • View data or enter data in the field
• Interact with GPS and field devices
• Review, change, request, and receive programming, staff, and enrollment scheduling in real-time
• Remotely submit time and attendance information
• Respond quickly to requests and questions from the public or other City staff and peers Mobile capabilities allow for:
• Increased productivity and improved time management
• Centralized data that can be monitored in real-time
• Improved accuracy and reporting
• Reduced physical paper-based work processes that can eliminate the need to re-enter data upon returning to the office
Implementing mobile functionality is primarily a hardware and secure wireless networking challenge, as software applications that use browser technology require no additional software.

We recommend virtual desktop technology for software programs that are not browser-based. • Demand for remote access will continue to grow as staff become more portable. • Access to mobile applications for smartphones and tablets will be a portion of the full range of remote-access demand.
• The other major demand segment will continue to be remote access from laptops and remote desktops.

Software solutions for specific field operations typically have fewer functionalities than those for desktop and laptop devices. Mobile devices have two main platforms: smart applications (downloaded from an app store) or native-written mobile device modules (for iPads, Android, or Windows tablets). Some mobile apps utilize store-and-go technology, allowing users to continue working on a record even if they are disconnected from a cellular or Wi-Fi connection. Once the user is back in range with the cellular or Wi-Fi signal, the store-n-go capability recognizes the reconnection and updates the information in the background. Store-n-go functionality becomes even more critical if the jurisdictional/geographical service area does not have full cellular or WiFi coverage. Some mobile apps and remote access devices also connect with portable field printers.

Findings and Observations
• Staff members cannot view or update field asset/infrastructure information in real-time via a mobile device.

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Staff Feedback
City Administration
• When PCs need to be replaced, plan to replace them with laptops connected to a monitor in the office and used remotely.

Engineering
• Staff members cannot see or update field asset/infrastructure information in real-time in the field via mobile devices.

Recommendations
• Departments should assess their mobile computing needs, including the full range of mobile applications required for use in the field or for remote access. • All existing software solutions that have mobile application functionality should also be identified.
• Departments should budget for and justify mobile computing device needs based on the level of productivity and public service gains/benefits. • Collaborate with enterprise solution vendors to identify the most suitable field device options, including browser-based technology with full application system access (e.g., laptop or PC-based tablets, such as Surface). Many enterprise application solutions utilize mobile app-based technology (such as iPads, Android tablets, or Windows tablets) with cellular coverage and store-and-go functionality.
• Consider developing a limited number of standards for mobile devices, with the exception being specific application system requirements.
• Expand mobile computing to any users where required by business processes or cost benefits exist.

Benefits
• Improved operations management
• Secure sharing of information
• Enhanced communication between the field and the home office • Increased ability for team members to communicate/collaborate from separate locations and in the field
• A more mobile, productive workforce
• Faster, well-informed decision-making with access to maintenance manuals and other data • Real-time access to application information from the field

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14. Return-on-Investment Considerations
Background
In today’s environment, organizations must make informed and strategic decisions regarding technology investments to maximize return on investment (ROI). Organizations can adopt a data-driven approach to ensure that their technology initiatives align with their strategic objectives, optimize resource allocation, and deliver tangible benefits.

Traditional decision-making processes often rely on subjective judgments and assumptions, which can lead to suboptimal outcomes. When considering technology investments, a lack of quantitative analysis can result in:
• Misaligned Priorities: Investments that do not support the organization's strategic goals. • Wasted Resources: Allocating resources to projects that do not deliver significant value. • Self-Regulation: A reluctance to propose new initiatives due to perceived barriers or limitations.

By conducting a thorough ROI analysis, organizations can:
• Justify Investments: Provide compelling evidence to support technology investments and secure the necessary funding.
• Optimize Resource Allocation: Identify projects with the highest potential ROI and allocate resources accordingly.
• Reduce Self-Regulation: Encourage innovation and experimentation by demonstrating the value of data-driven decision-making.
• Measure Success: Track the performance of technology initiatives and assess their impact on organizational objectives.

IT Infrastructure, Operations, and Support
Limiting the number of software and technology vendors supporting City functions will decrease the growth of IT infrastructure operations and support costs in the medium to long term. The following is a list of technology areas impacted when determining the number of applications necessary to support and maintain a city’s core business solutions:
• Hardware – Servers required to house the applications • Software – Additional software, such as key operational software applications, and the number of different database tools required to support core applications • Licensing – Increased licensing due to an increased number of vendor applications and various associated database tools
• Business Continuity – Increased Disaster Recovery Planning effort, testing, and recovery complexity to support multiple-vendor applications
• Support Costs – IT support costs for hardware and software as vendor application volumes increase
• Operation Costs – Increased training for employees to meet expertise requirements as vendors introduce new applications and database tools
Departmental Labor Costs
Many cities do not adequately understand the impact of improved automation and the resulting reduction in manual processes and shadow systems when considering the implementation of new systems or conducting process improvement analyses to enhance the utilization of existing systems. Most productivity analyses show that, over time, labor cost savings far exceed the cost of reasonable automation efforts. The savings associated with avoiding one new hire or

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eliminating a position due to attrition may be $50,000 to $100,000 per year (including total payroll, taxes, benefits, and other costs). The life of some new systems should be over ten years, making the savings from avoiding just one new hire and/or eliminating vacated positions the equivalent of $500,000 to $1,000,000 over ten years. Ten years should be the minimum expected life cycle for major application systems.

Return-on-Investment (ROI) for Application Systems
Improved utilization of application systems can result in immediate and sustained savings in time spent performing specific tasks or processes. These improvements do not always equate to immediate, "hard" savings. They may result in intangible benefits to the City. The population served, or the cumulative savings from reduced long-term personnel needs.

User Training and Support
Application software is continually evolving with annual improvements and enhancements.

Maintaining staff efficiency and improving productivity over time requires ongoing staff training.

Users are typically not trained on all aspects or capabilities of the software or other technologybased tools during the initial implementation. Therefore, the City should develop methodologies to optimize functionality use, reporting, and training requirements of the City’s important technological assets.

Calculation Examples
Whenever possible, we recommend that staff calculate tangible and intangible benefits when requesting approval for a project using the following calculations in those efforts. We believe in being conservative and practical. Exhaustive ROI studies should not be necessary. As outlined here, focusing on a limited number of reasonable examples should be sufficient to justify strategic projects adequately.

Labor Efficiency
Savings
= Labor Hours Saved x Gross Hourly Rate
Tangible Labor Cost
Savings
= New hire avoidance, elimination of positions
through attrition, consolidation of workload,
and positions
Hard Cost Savings
• Hardware
• Software
• Maintenance
• Inventory reductions
Intangible Benefits
• Alignment with business needs
• Improved decision-making
• Compliance with regulatory requirements
• Increasing levels of service
• Improved service to public users
• Increased safety
• More transparency
• Improved public communication

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• Improved employee communication and satisfaction
• Systematic Technology Planning and improvements
Return-on-Investment (ROI) Cost Considerations
Shadow System Elimination
The propagation of numerous shadow systems has occurred due to numerous factors. These factors include the underutilization of existing system functionality, as well as the limitations of the existing system in providing desired real-time information, analyzing data, and performing management reporting. These shadow systems utilize offline spreadsheets, databases, paper, and other tools to address departmental and citywide needs that the existing processes and systems cannot fulfill. Some examples of these shadow systems include, but are not limited to:
• Journal entries entered in Excel (Finance)
• Tracking Financial, HR, and Payroll information in Microsoft Access or Excel • Limited use of automated system allocations, causing extensive manual tracking and reporting
• Departmental duplicate tracking of budgets in Excel
The City should inventory all shadow systems to identify and determine which ones can be eliminated with the implementation of new systems. Additionally, the City may want to consider estimating the time spent on specific shadow systems if resources are available. If beneficial, the City should consider an effort to determine the true savings resulting from eliminating these shadow systems by implementing the proposed new system. In the meantime, below is a very conservative example. True cost savings will likely exceed this example.

Shadow System Cost Savings – Example
4 departments each
@ 20 hours spent
per week on
Shadow Systems
= 2 Full
Employees =
Estimate of $100,000
annual Employee Cost
(fully burdened)
=
$1,000,000 in
Savings over 5
Years
Decrease in Staff Growth Rate
Personnel efficiencies and productivity gains will be
realized through the new systems, including the
automation of existing manual processes, the
elimination of shadow systems, and process
improvements. Seldom, if ever, has the elimination
of staff been observed due to a hidden backlog or
other needs being set aside because of existing
workloads. However, the reduction of staff through
attrition (retirement and resignations), reallocation,
and the slowing of the City's staff growth is a
common occurrence. The diagram to the right is a
visual representation (not quantifiable actual
results) of the principle often experienced regarding
staff growth projections related to implementing a new system.

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Departmental Applications
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The Departmental Applications and Systems
category includes IT 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,
enhance communication and information sharing,
improve constituent service, increase
transparency, and, in some cases, lead to cost
savings.

Departmental Applications and Systems

15. Enterprise Resource Planning (ERP) Improvements

16. Online Payments

17. Expense Reimbursement Software

18. Bids Management Software

19. Contract Lifecycle Management Software

20. Human Resources System

21. Time and Attendance System Improvements

22. Performance Evaluation Software

23. Applicant Tracking and Onboarding

24. Electronic Content Management System (ECMS)

25. Agenda Management

26. Legislative Management System

27. Fire RMS Improvements

28. Land Management System Replacement

29. Electronic Plan Review Software

30. Code Enforcement Software

31. Enterprise Asset Management (EAM) Software
Improvements

32. Vehicle Monitoring System

33. Construction Management Software

34. Capital Improvement Planning (CIP) Software

35. Project Management Software

36. Supervisory Control and Data Acquisition (SCADA)
Improvements

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15. Enterprise Resource Planning (ERP) Improvements
Background
An enterprise resource planning (ERP) system is a comprehensive software solution that integrates and streamlines various business processes across an organization. It serves as a central hub for managing information and coordinating activities, providing a single source of record for data and operations. ERP systems are typically used to manage finance, human resources, utility billing, permitting, maintenance management, and customer relationship management. By integrating these disparate areas, ERP systems help agencies improve efficiency, reduce costs, and make more informed decisions.

Benefits of Modern ERP Software
An ERP system integrates many core organization-wide functions into a single technology platform, automating manual processes and providing a central location for 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 based on industry best practices is a critical foundational component for digitally transforming an organization, which can achieve significant operating efficiencies and a return on investment (ROI).

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An enterprise system enables collaboration and information sharing among divisions, departments, and citizens, providing transparent and 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 interdepartmental 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 interdepartmental 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
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 an organization’s workforce and automates tasks for human resources, payroll, timekeeping, and applicant tracking functions. Employee self-service (ESS) is also available, allowing employees to retrieve information conveniently (see below). Benefits of a people management suite include:
• Paperless personnel forms
• One-time data entry
• Tracking of employee files
• Incorporation of 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

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Employee Self-Service
Employee self-service (ESS) enables employees to update, modify, and access their personal information through an online employee portal, thereby reducing the need for manual interaction 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 that City staff confront is the challenge of quickly and accurately locating information for reporting purposes. Disjointed applications in siloed information systems or individual desktop computers exacerbate this problem. In such an environment, staff spend considerable time searching and consolidating information for reporting purposes. 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 own reports.

The time efficiencies enable staff to devote more time to developing business analytics, allowing the City to make data-informed and evidence-based 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, allowing seamless integration. The information can be presented in various formats, including 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:

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• 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
Summary of Key Issues
• Widespread Manual Processes & Lack of Automation
w Core financial (time sheets, check requests, purchase orders, journal entries, budget adjustments) and HR (performance appraisals, new hires, evaluations) processes are predominantly manual across departments, resulting in inefficiency and a desire for automation.
w Approval workflows are largely manual, outside the system, requiring re-entry. • Significant Integration Gaps
w Springbrook fails to integrate with numerous other key city systems (e.g., FormLink, Comcate, departmental applications), resulting in manual data transfers and creating disconnected processes.
• Deficient Reporting & Data Accessibility
w Staff struggle to access, export, and report on data (e.g., historical HR data, project financials, transaction details). Reports are often slow, inadequate, or data integrity is questioned.
• Missing or Inadequate Core Functionality
w Essential features are lacking or underdeveloped, including comprehensive HR modules (workflows, reporting, position control), robust online payment/renewal capabilities, inventory tracking, streamlined PO and fixed asset management, and project costing. • Poor Usability & High Training Needs
w The system is widely considered unintuitive, difficult to use, and requires extensive training, which many departments feel is lacking.
• Organizational & Process Inefficiencies
w System limitations contribute to or expose organizational issues, such as decentralized processes (e.g., Accounts Receivable), inconsistent procedures, and communication breakdowns between departments and Finance regarding system-related issues. • Overarching Sentiments
w The Springbrook ERP system suffers from a fundamental lack of automation, integration, and user-friendly functionality, compelling extensive manual workarounds and hindering efficient operations across city departments.
w There's a clear and widespread dissatisfaction with the current state of Springbrook, primarily due to excessive manual work, lack of integration, and missing/inefficient functionality.
w A need for a comprehensive improvement plan (assessing training, reporting, and process needs) was explicitly noted by Finance.

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Recommendations
• Consider collaborating with third-party subject-matter experts and Springbrook to develop a system improvement plan and a project statement of work (SOW) that accurately captures the City’s requirements. This plan would ultimately result in obtaining a quote or contract amendment with Springbrook to implement the solution according to the City’s needs. w We recommend that 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 of interest. • Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to determine which automation improvements can eliminate or reduce processes and/or shadow systems, resulting 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 cannot provide, which can then be addressed through alternative means, such as more efficient workarounds, thirdparty applications, modifications, or changes in organizational processes and procedures.
w Develop a system improvement plan to close these gaps, including vendor-developed end-user training plans.
w Follow the “Applications Implementation Project Management Best Practices” guidelines to increase the likelihood of successful implementation. • Should the City determine that Springbrook does not meet the City’s requirements sufficiently, an alternative ERP system should be identified. w 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 upgrading enterprise systems should include 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 utilizing a third-party subject-matter expert with extensive experience in ERP Systems procurement and implementation within the local government market. Following best practices will reduce risk and ensure a successful outcome.

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16. Online Payments
Background
Online payment systems are digital platforms that enable individuals and businesses to make transactions electronically. These systems facilitate the secure transfer of funds using various payment methods, including credit cards, debit cards, Automated Clearing House (ACH) transfers, and digital wallets. Within municipal government operations, online payments offer a streamlined and efficient means for residents, businesses, and organizations to pay for a wide range of city services, including utility bills, permits, licenses, fines, and taxes. Municipalities can enhance service delivery by leveraging technology to streamline payment processing, improve financial transparency, and reduce administrative burdens.

Functionally, online payment processing systems typically include the following components:
• Payment Gateway: A secure platform that processes transactions, encrypts sensitive data, and transmits payment information to financial institutions for authorization. • Merchant Account: A bank account allowing the municipality to accept and process customer electronic payments.
• User Portal: A web-based or mobile-friendly interface where customers can view invoices, make payments, and access their payment history.
• Integration with Financial Systems: Seamless connection with the municipality’s enterprise resource planning (ERP) or accounting software for automated reconciliation and financial reporting.
• Automated Notifications: System-generated alerts and reminders for due dates, successful transactions, or payment failures.
• Security and Compliance Features: Encryption protocols, fraud detection mechanisms, and compliance with industry standards, including the Payment Card Industry Data Security Standard (PCI DSS).

By incorporating these components, online payment systems offer numerous features that enhance the efficiency of municipal transactions, including:
• Multiple Payment Options: Supports various payment methods, such as credit/debit cards, bank transfers, and digital wallets.
• Recurring Billing and Auto-Pay: This feature allows residents to set up automatic payments for recurring charges, thereby reducing the risk of missed deadlines. • Real-Time Transaction Processing: Ensures instant confirmation of payments and immediate updates to the customer’s account.
• Customizable Payment Plans: Offers flexible installment plans for large payments, such as property taxes or special assessments.
• Mobile and Online Accessibility: Enables residents to make payments anytime and anywhere, reducing the need for in-person visits.
• Electronic Invoicing and Receipts: Generates digital invoices and receipts, minimizing paper usage and administrative overhead.

Findings and Observations
• Limited Current Online Payment Capability
w Online payments are only available for utility billing. w Most other city services (e.g., training room rentals, hydrant flow fees, training classes, incident reports, permits, applications) require manual payments (cash/check), often involving citizens mailing checks.

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• Strong Demand & Identified Use Cases
w Multiple departments (Engineering, Community Development, Fire, Public Works) have expressed a clear need and desire to implement online payments for their various fees, particularly for permits and applications.
• Potential Solutions Exist
w An existing payment integration with the "NextRequest" system is available but currently unused.
w Finance has identified "Municipal Payments" from Springbrook as a potential solution to cover diverse needs (building permits, business licenses, miscellaneous receivables), but this requires additional resources to implement.
• The City's current online payment system is severely underutilized, resulting in a reliance on manual methods. There's significant internal demand for expansion, and several potential avenues for improvement have been identified; however, some face resource constraints that are not being leveraged effectively.

Recommendations
• Conduct a citywide needs assessment to determine all useful online payment types that could be implemented to improve constituent service.
• It is recommended to evaluate the native online payment capabilities within existing application systems before considering new third-party solutions. w Utilizing the native online payment functionality of the core business systems will allow the City to minimize or eliminate the need for complex integrations among systems. • Should the City determine that the online payment functionality of its core business application does not meet its needs, it should then consider and select third-party payment vendors in accordance with the “Software Selection Best Practices” initiative.

Benefits
• Improved Revenue Collection: Enhances payment collection efficiency by reducing late or missed payments through convenient and automated options. • Enhanced Customer Experience: Offers residents and businesses a simple and userfriendly payment method for City services, reducing frustration and enhancing engagement. • Operational Efficiency: Reduces manual processing of payments, decreases administrative workload, and minimizes errors in financial reconciliation. • Cost Savings: Lowers costs associated with paper billing, mailing, and in-person transactions by digitizing payment processing.
• Financial Transparency: Provides real-time financial tracking, automated reports, and audit trails, improving oversight and accountability.
• Security and Compliance: Ensures secure transactions and protects sensitive customer data through advanced encryption and fraud prevention measures.

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17. Expense Reimbursement Software
Background
Expense reimbursement software is a valuable tool for local governments, streamlining the process of tracking, managing, and reimbursing employee expenses. These systems
automate manual tasks, reduce errors, and enhance
efficiency, ultimately saving the organization time and money.

Key functions of expense reimbursement software include:
• Expense tracking: Employees can easily input and
categorize expenses, attaching digital copies of receipts for verification.
• Policy enforcement: The software can be configured to enforce company expense policies, ensuring compliance with regulations and reducing the risk of fraud.
• Workflow automation: Expense reports can be automatically routed for approval based on predefined workflows, streamlining the review process.
• Reporting and analytics: The software provides detailed reports on spending patterns, enabling organizations to identify areas for cost savings and enhance their budgeting. • Integration with other systems: Expense reimbursement software can be seamlessly integrated with accounting and HR systems to facilitate a streamlined workflow.

Local governments can improve financial control, reduce administrative burdens, and enhance employee satisfaction by implementing expense reimbursement software.

Findings and Observations
• The City is not using dedicated expense reimbursement software. • Travel expense reimbursement processing is manual.
• Staff would like automated approval routing.
• Non-travel expense reimbursements are manually tracked and processed. • Staff process a lot of advanced payments for travel due to per diem. • The Finance Department believes this is necessary to reduce errors and manual entry, but the volume isn't high enough to warrant dedicated software.

Recommendations
• Explore whether the current vendor's expense reimbursement software will adequately meet the City's needs or help streamline the existing manual processes. • Conduct a needs assessment to determine requirements for the necessary functionality.

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18. Bids Management Software
Background
Bid management software enables
government agencies to create electronic
bid packages, publish them to a broad
vendor community, and manage the
bidding and contract award process. Bid
management software typically includes
the following features:
• Bid creation and tracking: This enables agencies to create and track bids, storing all relevant documents and information in one centralized location. • Communication: This enables agencies to communicate with potential vendors, as well as track and ensure that all parties are on the same page. • Reporting: This enables agencies to generate reports on bidding activity, including bid awards and trends.
• Integrations: Many bid management software solutions integrate with other agency software, such as accounting and project management. Integration allows agencies to streamline their workflows and improve efficiency.

Bid management software can be a valuable tool for agencies of all sizes. It can help agencies to save time, improve efficiency, and win more bids.

Benefits of using bid management software include:
• Increased efficiency by streamlining the bidding process. • Improved accuracy through structured, repeatable processes. • Increased visibility through tracking and reporting bidding activity. • Improved communication by facilitating effective communication with bidders.

Vendors in the marketplace include:
• BidNet
• BidSync
• CivicPlus
• eBid Systems
• OpenGov Procurement
• Planet Bids
• VendorLink
Findings and Observations
• The City uses Valley Builders Exchange to publicize construction projects and bids. • Staff would like all projects, RFPs, specifications, and other relevant documents listed on the City website.
• Engineering highlighted points such as:
w Currently a manual process. Interested in bid management that manages the whole lifecycle up to project kickoff. Also, automated publications. • Public Works notes that a Bids Management solution would highly benefit their operations.

Recommendations
• Follow the guidelines in the “Software Needs Assessment Best Practices” initiative to determine detailed feature/function requirements for a new bids management system.

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w Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to identify opportunities for automation improvements that can eliminate or reduce these processes and systems, resulting in labor efficiencies.
w This process should also include:
§ Inventorying all reporting requirements
§ Identifying all integration/interface requirements with other applications, such as the ERP system
§ Identifying any data conversion needs
w Municipal ERP solutions sometimes include this module but often lack the same online vendor portal capabilities as the example software solutions mentioned above. § Depending on the City’s specific feature/function needs, a third-party solution may be more beneficial.
• Follow best practices outlined in the “Software Selection Best Practices” initiative to select the best overall, long-term system that meets the City’s needs. • Follow the guidelines in the “IT Project Planning and Implementation Best Practices” Initiative.

Benefits
• Centrally managed information
• Quicker procurement process
• Better outreach and publication to a wider vendor community • Increased automation and vendor communication
• Improved bid quality and an increased quantity of proposal responses • Easy access to procurement documents
• Interface/integration capabilities with the City ERP system’s purchasing module

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19. Contract Lifecycle Management Software
Background
Contract Management Software manages the lifecycle of contract documents. Typical functionality encompassed by these systems includes:
• Creation: Streamlining the drafting process through clause libraries, auto-population features, and integration with document editing software. • Negotiation: Facilitating efficient collaboration between internal and external stakeholders through version control, redlining capabilities, and communication channels. • Approval and Execution: Expediting the approval process with electronic workflows and esignature functionalities. • Obligation Management: Tracking key deadlines, obligations, and milestones associated with the contract.
• Performance Monitoring: Providing reporting and analytics to assess contract performance and identify areas for improvement.
• Renewal and Expiration Management: Ensuring timely renewals through automated alerts and reminders.

It is worth noting that contract management software is typically a standalone system, differing distinctly from a contract module within an ERP system. An ERP contract management module exclusively tracks contract invoicing and payments after contract execution.

Vendors in the marketplace include:
• Contract Safe
• Evisort
• Ironclad
• Juro

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Findings and Observations
• The city currently lacks a specialized Contract Lifecycle Management system. • Manual & inconsistent processes:
w Contract processing and tracking are largely manual across departments (e.g., Engineering), often relying on tools like Excel.
w Approaches to handling contracts vary significantly by department (e.g., Recreation manages grants internally, Fire Chief handles a few, PW uses Mobile MMS for smallvalue contracts). • Decentralized management and lack of standardization
w There's no centralized system or standardized process for contract management. w This leads to potential risks, such as undefined signature authority within certain departments (e.g., Recreation), which allows for informal encumbrance of city funds. w Staff are attempting to use existing, non-CLM tools (like Mobile MMS) for contract tracking, indicating a need but lacking a proper solution. • The absence of a dedicated CLM system results in manual, inconsistent, and decentralized contract management practices across the city, leading to inefficiencies, potential risks, and a clear staff demand for automation.

Recommendations
• Follow the guidelines in the “Software Needs Assessment Best Practices” initiative to determine detailed feature/function requirements for a new Contract Management system. w Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to identify opportunities for automation improvements that can eliminate or reduce these processes and/or shadow systems, resulting 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.

Benefits
Here are some of the benefits of using contract management software:
• Improved efficiency by streamlining the contract management process through task automation, such as contract creation and negotiation
• Reduce costs by providing insights into contract costs and helping identify potential savings areas
• Increased compliance by ensuring the agency complies with all applicable regulations • Improved decision-making through a single view of all agency contracts, providing improved visibility

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20. Human Resources System
Background
In today's rapidly evolving business landscape, organizations are increasingly challenged to maintain a competitive edge while ensuring compliance with complex regulations. The traditional manual human resource management methods often prove inadequate in meeting these demands.

Inefficiencies, data fragmentation, lack of integration, and compliance risks plague manual HR processes. Time-consuming tasks and errors often delay critical functions, such as payroll and benefits administration. Scattered data repositories hinder decision-making and compliance efforts. Disconnected systems and processes result in redundancy, increased costs, and reduced efficiency. Additionally, manual record-keeping can make it challenging to adhere to labor laws, data privacy regulations, and other regulatory requirements.

The Power of an HRIS
A Human Resources Information System (HRIS) offers a comprehensive solution to these challenges by providing a centralized platform for managing the entire employee lifecycle. By automating key HR processes, streamlining data management, and enabling self-service capabilities, an HRIS can deliver significant benefits to organizations, including:
• Enhanced Efficiency: Automating routine tasks reduces the administrative burden and enables HR professionals to focus on strategic initiatives. • Improved Data Accuracy: A centralized database ensures consistent and reliable data, supporting informed decision-making and compliance efforts. • Streamlined Processes: Integrated workflows streamline HR operations, reducing errors and improving overall efficiency.
• Enhanced Employee Experience: Self-service portals empower employees to access information and complete tasks independently, improving satisfaction and productivity. • Data-Driven Insights: HRIS analytics offer valuable insights into workforce trends, enabling organizations to make informed, data-driven decisions and optimize their HR strategies. • Compliance Adherence: Built-in compliance features help organizations stay current with labor laws and regulations, minimizing risks and penalties.

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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 24/7.

Findings and Observations
• Pervasive Manual Processes & System Limitations:
w Core HR functions (Personnel Action Forms, benefits administration, W-4s, new hire documentation, timesheets) are predominantly manual.
w PAFs are manual due to the system's inability to manage signature workflows. • Significant System Gaps & Deficiencies:
w The system lacks robust history/version tracking, as well as the ability to run accurate reports for critical needs, such as pending performance evaluations. w There's no effective system support for benefits administration or tracking employee training/certifications.
w There's a demand for improved functionality, particularly Employee Self-Service (ESS), to handle high volumes of employee data changes (as highlighted by PW). • Decentralized & Inconsistent HR Practices:
w Many HR tasks (new hires, evaluations, PAFs) are managed disparately within individual departments (Rec, Fire, PW) rather than centrally through HR. w Departments resort to using separate, non-integrated systems for specific needs (e.g., DigiQuatics for aquatics staff certifications, Mobile MMS for PW, First Due for Fire). w This decentralization contributes to inefficiencies, such as delays in receiving new hire documentation for onboarding and inconsistent management of ongoing training or certification compliance.
w Finance is modifying employee data (roles, ranges) directly within the HR module to enable their financial modules to function, indicating a lack of internal controls and potential data integrity issues.

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• The current HR system (Springbrook) is heavily reliant on manual processes and workarounds due to significant functional gaps, lack of integration, and an inability to meet core city requirements (like payroll and workflows). This has led to decentralized practices, potential data integrity risks, and a strong desire for a more comprehensive and modern HR solution with features such as fully functional Employee Self-Service.

Recommendations
• The City should conduct a gap analysis of the Springbrook HR functionality and consider supplementing the module with third-party software as necessary to address any functional gaps that cannot be addressed within the current module. • Work with Springbrook to develop a System Improvement Plan and project statement of work (SOW) that captures the City’s requirements. This plan would ultimately result in obtaining a quote or a contract amendment with Springbrook to implement the solution according to the City's needs.
w 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-based records, and other databases, to determine which automation improvements can eliminate or reduce processes and/or shadow systems, resulting 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, which can then be addressed through alternative means, such as more efficient workarounds, thirdparty applications, modifications, or changes in organizational processes and procedures.
w Follow the guidelines outlined in the “Applications Implementation Project Management Best Practices” initiative to increase the likelihood of successful implementation.

Benefits
• Enhanced Efficiency and Productivity: Automating repetitive tasks and streamlining workflows significantly reduces manual labor, allowing HR staff to focus on more strategic initiatives.
• Improved Data Accuracy and Consistency: Centralized data storage ensures data integrity and consistency across all HR processes, eliminating discrepancies and errors. • Reduced Administrative Costs: Automation and data consolidation minimize the need for paper-based processes, reducing administrative costs and improving resource allocation. • Enhanced Employee Self-Service: Employees can access their personal information, update payroll details, and manage benefits enrollments through self-service portals, reducing the workload on HR personnel.
• Improved Reporting and Analytics: The HRIS offers robust reporting and analytics capabilities, enabling data-driven decision-making and informed strategic workforce planning.

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21. Time and Attendance System Improvements
Background
Time and attendance software is a critical tool for
organizations of all sizes, providing a
comprehensive solution for tracking, recording,
and managing employee time and attendance
information. Organizations can improve
accuracy, reduce errors, and enhance overall
workforce management efficiency by automating
these processes.

Core functions of time and attendance software
include:
• Data Collection: Streamlines collecting employee time and attendance data, often through integration with time clock equipment or employee self-service portals. • Data Management: Provides a centralized database for storing and managing employee time and attendance records, ensuring easy access and auditability. • Policy Enforcement: Enforces standardized employment rules, including vacation and sick leave policies, FLSA requirements, and union rules, helping to maintain compliance and consistency.
• Automated Calculations and Accruals: Automatically calculates employee hours worked, overtime, and accruals based on user-defined parameters, reducing manual errors and improving accuracy.
• Integration Capabilities: Integrates seamlessly with other business systems, such as accounting and payroll, streamlining workflows and eliminating duplicate data entry.

Time and attendance software offers numerous benefits, including enhanced accuracy, increased efficiency, cost savings, improved compliance, and informed decision-making. By reducing manual errors, streamlining processes, eliminating costly mistakes, ensuring regulatory adherence, and providing valuable data, this technology empowers organizations to optimize workforce management practices and achieve greater efficiency and effectiveness.

Vendors in the marketplace include:
• ADP
• Ceridian Dayforce
• Infor Lawson
• Kronos
• NetSuite
• Paycom
• Sage Intacct
• Workday
Findings and Observations
• Timesheet processing, entry, and approvals are overwhelmingly manual across the city (e.g., for payroll staff, Rec's 150+ seasonal employees, Fire's shift work). This manual effort, often involving the use of Excel for tracking before system input, places a significant time burden on staff, causes frustration, and errors.
• Specific departmental systems (e.g., "First Due" for Fire) are used for timekeeping, highlighting the need for integration or data loading capabilities with a central Time and Attendance (T&A) system.

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• The city's current payroll methodology and policies regarding pay timing are significant obstacles. Finance explicitly states that these policies must be changed first before modern Time & Attendance solutions can be successfully implemented.

Recommendations
• The City should consider implementing a new Time and Attendance System. As part of this, the City should consider revising its payroll methodology, which currently prevents it from implementing any time and attendance system.
• We recommend that the City conduct comprehensive business process reviews to determine detailed feature/function requirements for a new system. w Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to determine which automation improvements can eliminate or reduce these processes and/or shadow systems, resulting in labor efficiencies.
w This process should also include:
§ Inventorying all reporting requirements
§ Identifying all integration/interface requirements with other applications, such as HR and payroll
• 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 “IT Project Planning and Implementation Best Practices” initiative.

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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22. Performance Evaluation Software
Background
Performance-evaluation software automates staff reviews based on individual and departmental performance. This
enables the measurement of the workforce's skill sets and the planning of expenditures accordingly, utilizing available internal resources. It also facilitates the development of succession plans for continuity purposes, reduces the need for numerous manually intensive reviews, and identifies areas for improvement.

Findings and Observations
• Performance evaluations are processed manually.
• Staff members lack the functionality to run accurate monthly reports when performance evaluations are due.
• Staff would like to supplement Springbrook with an actual performance eval system. • Evaluations, performance, and PAFs are all managed within some departments, creating data silos.
• Staff indicated that the manual process is becoming burdensome.

Recommendations
• Conduct a departmental needs assessment to identify system functionality requirements.

The assessment should:
w Consider what functionality, configurations, and training would improve the department’s ability to utilize a performance evaluation system effectively. w Include a detailed set of technical and functional requirements for the application. Those requirements will ensure that specific business processes are fully identified and verify that a system can process and execute each rule.
• Follow the best practices processes identified in the “Business Process Reviews” initiative to ensure a needs assessment achieves its goals.
• Implementing a performance evaluation COTS application or module within an existing enterprise system should follow the guidelines outlined in the “Applications Implementation Project Management Best Practices” initiative to increase the probability of successful implementation. Some best practices to consider are:
w Including all end users in the setup and configuration of the system to enable all necessary business processes to be implemented
w Ensuring that all necessary integrations are identified and configured Benefits
• Access to employee information
• Scheduling and maintenance of employee training
• Employee job feedback
• Staff incentives and rewards
• Facilitation of communication
• Recognition and rewards for good performance
• Consistent formula for establishing, tracking, and measuring performance for evaluation reviews

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23. Applicant Tracking and Onboarding
Background
Applicant tracking systems (ATS) and employee onboarding systems (EOS) have become indispensable tools for local governments, streamlining the recruitment, hiring, and onboarding processes. These systems offer a range of functionalities that enhance efficiency, improve candidate experience, and ensure compliance with regulatory requirements, such as:

Applicant Tracking Systems (ATS):
• Position Management: ATS allows for the creation and management of position requisitions, including defining job descriptions, setting qualifications, and posting vacancies. • Candidate Sourcing: These systems enable the posting of job advertisements on various online platforms, thereby attracting a wider pool of qualified candidates. • Application Screening: ATS can automatically filter and rank applications based on predefined criteria, such as keywords, skills, experience, and education, saving time and resources.
• Workflow Automation: The system automates the routing of applications through predefined workflows, ensuring timely review and decision-making. • Hiring Decision Support: ATS provides analytics and reporting to help hiring managers evaluate candidates and make informed decisions.
• Integration with HR Systems: Many ATS systems can be integrated with enterprise resource planning (ERP) systems to streamline the transition from candidate to employee.

Employee Onboarding Systems (EOS):
• Data Migration: EOS can automatically transfer candidate information from the ATS system to the HR/Human Capital Management system, reducing manual data entry and errors. • Document Management: These systems streamline the collection and management of essential onboarding documents, such as employment contracts, tax forms, and benefits enrollment forms.
• Workflow Automation: EOS can automate the onboarding process, ensuring new hires complete all necessary tasks and receive timely communications. • Compliance Management: These systems can help organizations comply with regulatory requirements related to onboarding, such as employment eligibility verification and other relevant requirements.
• Employee Self-Service: EOS often includes self-service portals, allowing new hires to access and complete onboarding tasks independently.

By leveraging ATS and EOS, local governments can improve the efficiency of their recruitment and onboarding processes, enhance the candidate experience, and ensure compliance with relevant regulations. These systems are essential for attracting and retaining top talent in today's competitive job market.

Example vendors could include:
• CalOps
• Jobvite
• Lever
• NeoGov
• SmartRecruiters
• Taleo
• ZohoRecruit

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Findings and Observations
• The City does not currently have Recruiting software. w NetFile is used for some parts of commissions and boards. w CalOpps' basic functions are in use.
• Recruiting processes are mostly manual.
• The City averages 40-45 positions overall in a year and evaluates hundreds of applications. • The City attempted to implement NEOGOV’s Insight module during the COVID-19 pandemic. However, it was ultimately abandoned.
• CalOpps is used for posting positions and screening applicants, but staff members do not forward information from CalOpps to Springbrook.
w Staff use the letter functionality in CalOpps to approach the applicant. After that, all processes are outside of CalOpps. Information regarding applicants is forwarded through email.

Recommendations
• We recommend that the City acquire Applicant Tracking and Onboarding Software. • Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements.
w Review applicable manual processes and shadow systems, such as spreadsheets, paper records, and other databases, to determine what can be eliminated or reduced.

This will help identify areas for improvement and 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)
Background
An electronic content management system (ECMS), also known as an electronic document management system (EDMS), is a software system designed to manage and store various types of digital media. ECMSs typically store, track, and deliver electronic documents, images, and other forms of content. They can also help organizations automate workflows, improve collaboration, and comply with regulations.

Cost Reduction
Record creation, maintenance, and retrieval are pervasive throughout the organization for many agencies. Effective and strategic document management is key to reducing administrative costs. Studies have shown:
• The average office spends $33 on labor for filing or finding one document. • One misfiled record costs an estimated $200 to relocate. • One lost document costs an estimated $420 to recreate.

With that in mind, an effective document management program can provide significant savings to an agency through:
• Safe, highly efficient storage and retention of all records following Federal, State, and Local regulations
• Rapid access to all records stored in offices or off-site facilities • Immediate reduction of misfiled and lost information
• Cost-effective use of prime office and storage space
• Timely disposal of obsolete records through approved retention schedules • Protection of vital records from natural or man-made disasters Workflow Automation
Workflow automation is the digitization and automation of business processes to reduce manual labor and inefficiencies. When a business process involves multiple steps, it can be challenging to eliminate bottlenecks, miscommunications, and the mishandling of information. Workflow

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automation helps eliminate human error, expedite reviews and approvals, and provide insight into how to improve these workflows in the future.

When considering workflow automation, look for a solution that can:
• Route documents in response to content creation or status updates. w Provide functionality to notify stakeholders of changes to or the creation of documents, as well as automatic filing capabilities.
w Extend automation across departments and integrate with existing applications. § Automate complex processes like vendor and contract management, invoice processing, travel and expense management, and records management. § Integrate with third-party and legacy systems for the seamless flow of information across the enterprise.
w Enable real-time editing and monitoring access to documents, workflows, and reports via laptop, desktop, or mobile devices.

Workflow automation is an important step in an organization’s digital transformation. Businesses can save valuable resources by optimizing processes across departments, thereby improving operational speed, accuracy, and both internal and external transparency.

Compliance
An ECMS is an effective tool in ensuring an agency complies with record retention statutes. Title 2 CCR § 22601 governs the Trusted Electronic Document or Record Preservation requirements for record retention in California. Every state in the country has some form of statute governing record retention. Using an ECMS – after ensuring that agency policy is current – is an efficient way to ensure compliance with the law.

In addition to document scanning, storage, and records retention management, modern systems have additional functionality, which includes:
• Enterprise records management, including retention management • Forms management
• 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 The benefits of a modern ECMS include:
• Compliance – Improved and more efficient abilities to comply with the increasing volume and complexity of regulations and retention requirements • Security – Improved physical abilities and accessibility to security • Workflow Capabilities – Electronic capture, routing, and approvals of manual paper processes
• Improved Efficiency – Increased productivity through automation of manual processes and time reduction in retrieving and sharing information
• Reduced Costs – Reduced costs of printing, paper, storage space, and labor • Reduced Carbon Footprint – Minimized paper waste
• Improved Transparency – Increased accessibility to information via the Web, including full automation of some types of documents immediately upon creation without additional processing or labor

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• Disaster Recovery – Protection of vital records through storage redundancy • Digitization – Ability to digitize often-accessed paper documents to reduce the time required to retrieve these documents from physical files • Improved Integration with Other Enterprise Applications – Increased efficiency by allowing the real-time exchange of information between systems Findings and Observations
• Underutilization & Training Gaps
w Laserfiche's capabilities are largely untapped by staff, who primarily use it for basic storage, resulting in a significant lack of user proficiency and underutilization of advanced features.
• Governance & Configuration Deficiencies
w Core ECM functionalities, such as automated record retention, standardized naming conventions, and workflows, are either absent or outdated, hindering effective document management.
• Untapped Public Access Potential & Modernization Needs w Opportunities to enhance public access (e.g., web portal, address lookup) are unrealized, and past system instability (data loss) supports a desire for modernization (e.g., cloud migration).
• The current ECMS is underused due to a lack of training and proper setup, with critical governance features missing. Its potential for public service is unrealized, and system improvements are desired.

Recommendations
• Form a cross-functional project team comprised of staff from across City departments to participate in an ECMS assessment and improvement plan development. This ensures that diverse perspectives and expertise are represented, facilitating effective decision-making and implementation across different users and departments. • Consider collaborating with third-party subject-matter experts and Laserfiche to develop a system improvement plan and a project statement of work (SOW) that captures all the City’s requirements. This will likely result in obtaining a quote or contract amendment with Laserfiche to implement the plan.
w 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:
w Inventorying all reporting requirements
w Identifying all integration/interface requirements with other applications § Identify any requirements that the vendor cannot satisfy but can be addressed through alternative means, such as more efficient workarounds, third-party applications, modifications, or changes in organizational processes and procedures. § Develop a system improvement plan to close these gaps. This may include vendordeveloped end-user training plans.

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w Follow the guidelines in the "Applications Implementation Project Management Best Practices" to increase the likelihood of successful implementation. • Should the City determine that Laserfiche does not sufficiently meet the City’s requirements, it is recommended that an alternative ECMS be identified.

Benefits
• Improved efficiency: ECMSs help organizations improve efficiency by automating workflows and providing a central repository for content. • Increased productivity: ECMSs help organizations increase productivity by making it easier to find and share content.
• Improved compliance: ECMSs help organizations improve compliance by providing a way to track and store electronic records.
• Reduced costs: ECMSs help organizations automate processes and reduce paper-based records and the associated costs of physical access and storage, especially in the digitization of regularly accessed documents.
• Improved customer service: ECMSs enable organizations to enhance customer service by storing and tracking customer interactions.
• Enhanced decision-making: ECMSs can help organizations make more informed decisions by providing a means to store and analyze data. • Increased accessibility to information via the Web: ECMSs include the full automation of certain types of documents immediately upon creation, without requiring additional processing or labor.
• Protection of vital records: ECMSs provide storage redundancy.

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25. Agenda Management
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 agenda development and management. Modern systems are offered as standalone 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 members to submit proposed agenda items online and attach supporting “report” 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, prepare agendas, review, 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 many instances, agenda and legislative management systems can be integrated with media management systems to stream and record video and audio information, timestamp it, and tie it to the corresponding meeting agenda or activity during a meeting. The system can push/publish agendas, minutes, media, and meeting activities to the City’s website.

Vendors in the marketplace include:
• AgendaCloud
• BoardDocs
• GovMeetings
• Granicus
• Legistar
• MeetingKing
• MeetingPlanner
• MeetingScribe
Findings and Observations
• The City is transitioning from MinuteTraq to OneMeeting by Granicus. • The implementation is in progress, with the go-live scheduled for June 2025.

Recommendations
• Follow the guidelines outlined in the "IT Project Planning and Implementation Best Practices" initiative during the implementation process. • We recommend that the City conduct a post-implementation assessment with each department that uses the software. Review any remaining manual processes and shadow systems, such as spreadsheets, paper documents, and other databases, to determine what can be eliminated or reduced to create efficiencies.
• Ensure training for all users post-implementation.

Benefits
• Time savings through automating the manual dissemination and routing of 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, audiovisual content

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26. Legislative Management System
Background
Legislative Management Systems (LMS) are
specialized software solutions designed to
streamline and automate the complex processes
associated with municipal legislative activities.

These systems serve as central repositories for
all documents, actions, and media related to
council or board meetings, facilitating efficient
management of resolutions, ordinances,
agendas, minutes, and related workflows. By
digitizing and automating these processes,
L/CMS platforms significantly reduce manual data
entry, enhance information accessibility, and
improve overall transparency.

Functionally, LMS platforms enable real-time
capture and archiving of meeting activities, ensuring a comprehensive and searchable record of legislative proceedings. This capability allows for seamless inquiry, reporting, and historical analysis. Furthermore, these systems facilitate integration with other municipal technologies, such as media management systems, to synchronize video and audio recordings with meeting agendas and specific actions. This integration enhances public access to meeting content, providing a more comprehensive and contextual understanding of legislative activities. Modern LMS solutions are available as standalone applications, integrated modules within larger software suites, or components of Enterprise Content Management Systems (ECMS).

Typical functionality of a Legislative Management System includes:
• Automated Agenda Creation and Distribution: Simplifies the process of compiling and disseminating meeting agendas, ensuring timely distribution to council members and the public.
• Electronic Document Management: Provides a centralized repository for all meetingrelated documents, including resolutions, ordinances, and supporting materials, facilitating easy access and retrieval.
• Real-time Meeting Management: Enables electronic roll call voting, minute taking, and action tracking during meetings, enhancing efficiency and accuracy. • Electronic Roll Call Voting: Facilitates efficient and accurate recording of individual votes during meetings, providing a clear and auditable record of each member's position. This functionality enhances transparency and accountability, and can be conducted via PC, laptop, or tablet.
• Automated Minute Generation: Streamlines the creation of meeting minutes by automatically populating them with information from the agenda and meeting actions. • Public Portal Integration: Facilitates the publication of agendas, minutes, and media recordings to the city's website, promoting transparency and public access to information. • Searchable Archives: Creates a comprehensive and easily searchable archive of past meetings and legislative actions, enabling efficient retrieval of historical information.

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Vendors in the marketplace include:
• BoardDocs
• CivicPlus
• eScribe
• Granicus
• iCompass Technologies
• Laserfiche
• Legistar
• OnBase by Hyland
• Peak Agenda
• PrimeGov
Findings and Observations
• The City does not utilize Legislative Management Software. w The City has agenda and minute management functionality, but legislative management before and after the meeting is not effectively managed. • Staff would like a structured "after council meeting" follow-up process for each department to track the completion of agreements, resolutions, ordinances, etc.

Recommendations
• Determine detailed feature/function requirements for a new legislative 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. w This process should also include:
§ Inventorying all reporting requirements
§ Identifying all integration/interface requirements with other applications, such as the City’s website, ECMS system, and media management system • Work with leadership, users, and stakeholders 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.
• It can be advantageous to coordinate the purchase and selection of a legislative management system with the use of the ECMS system because:
w Some ECMS systems provide this capability as part of their suite of applications. w There may be cost advantages to a single consolidated system. w It reduces the need for IT support for fewer disparate application systems.

Benefits
• Enhanced Transparency and Public Access: By publishing meeting agendas, minutes, and media recordings online, the agency promotes open government and facilitates public engagement.
• Improved Efficiency and Productivity: Automating manual processes reduces administrative overhead and frees up staff time for other critical tasks • Increased Accuracy and Consistency: Digitizing legislative processes minimizes errors associated with manual data entry and ensures consistency in record-keeping • Streamlined Workflow and Collaboration: Centralizing information and automating workflows enhances collaboration among departments and council members • Reduced Paper Consumption and Storage Costs: Digitizing documents reduces the need for physical storage and promotes environmental sustainability • Enhanced Compliance and Audit Trails: Provides a comprehensive audit trail of legislative actions, ensuring compliance with regulations and facilitating accountability

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27. Fire RMS Improvements
Background
A Fire Records Management System (Fire RMS) is a specialized software platform designed to support fire departments in managing and documenting operational activities, incident responses, personnel records, training, inspections, and other critical fire service functions.

These systems serve as centralized digital repositories that streamline data collection, enhance reporting accuracy, and ensure compliance with regulatory standards. By integrating various fire service workflows into a unified platform, Fire RMS solutions help agencies improve operational efficiency, enhance situational awareness, and facilitate data-driven decision-making.

Fire RMS platforms are essential for modern fire departments, providing tools to capture and analyze key information related to emergency response, fire prevention efforts, and resource management. These systems enhance record-keeping accuracy, ensuring that incident reports, inspection logs, and personnel certifications are maintained in accordance with national and local compliance requirements. Additionally, they enable seamless information sharing across agencies and jurisdictions, enhancing coordination during emergency response efforts.

Fire RMS solutions typically include the following key functionalities:
• Incident Reporting: Facilitates the creation and management of detailed reports on fire, EMS, and hazardous materials incidents, ensuring compliance with the National Fire Incident Reporting System (NFIRS) and other regulatory standards. • Personnel and Training Management: Tracks firefighter certifications, training programs, and qualifications to ensure personnel readiness and compliance with required standards. • Equipment and Asset Management: Maintains inventory records for fire apparatus, tools, and personal protective equipment (PPE), enabling agencies to schedule maintenance and ensure operational readiness.
• Fire Inspections and Code Compliance: Supports fire prevention efforts by managing inspection schedules, tracking violations, and documenting compliance with fire safety codes.
• Hydrant and Pre-Incident Planning: Allows departments to map and track hydrants, preplan high-risk facilities, and store site-specific emergency response data. • Data Analytics and Reporting: Provides dashboards and analytical tools for evaluating response times, incident trends, and resource allocation, supporting data-driven decisionmaking.

Findings and Observations
• The City is implementing First Due as its Fire RMS system. w The project is anticipated to go live in 2025.
• Integration with GIS is needed for hydrant maintenance and other asset tracking needs.

Recommendations
• We recommend that the City conduct a post-implementation needs assessment to address all needs and functionalities.
• Follow “Software Needs Assessment Best Practices” to conduct a comprehensive gap analysis and develop a system improvement plan.
w 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.

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• Follow the guidelines of the “IT Project Planning and Implementation Best Practices” initiative.

Benefits
• Improved Data Accuracy and Compliance: Ensures that reports and records adhere to NFIRS, OSHA, ISO, and other regulatory requirements, reducing the risk of penalties or audits
• Enhanced Operational Efficiency: Automates time-consuming administrative tasks, allowing personnel to focus on emergency response and community safety initiatives • Better Resource Allocation: Provides data-driven insights into personnel deployment, equipment utilization, and incident trends to optimize fire department operations • Streamlined Information Sharing: Enhances communication and coordination among fire agencies, emergency management offices, and other public safety organizations • Increased Transparency and Accountability: Facilitates detailed recordkeeping and reporting, improving oversight and public trust in fire department operations • Cost Savings: Reduces administrative overhead and paperwork, allowing agencies to allocate budgetary resources more effectively

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28. Land Management System Replacement
Background
In today's rapidly urbanizing world, cities face increasing pressure to manage growth, ensure compliance with regulations, and deliver efficient public services. A well-functioning land management system (LMS) addresses these challenges and promotes sustainable development.

The Limitations of Traditional Land Management Practices Traditional manual methods of managing land-related activities often prove inadequate in meeting the demands of modern cities. Inefficiencies, errors, and a lack of data-driven insights can hinder effective planning, slow development processes, and erode public trust. • Inefficiency and Delays: Manual processes are time-consuming and prone to errors, leading to delays in permit issuance, inspections, and other critical functions. • Data Fragmentation: Scattered data repositories hinder the access to accurate and up-todate information, challenging decision-making and compliance efforts. • Lack of Integration: Disconnected systems and processes result in duplication of effort, increased costs, and reduced efficiency.
• Compliance Risks: Manual record-keeping can make it difficult to ensure compliance with zoning regulations, building codes, and other legal requirements.

The Power of a Modern LMS
A modern LMS offers a comprehensive solution to these challenges by providing a centralized platform for managing the entire land development lifecycle. By automating key processes, streamlining data management, and enabling data-driven insights, an LMS can deliver significant benefits to cities, including:
• Enhanced Efficiency: Automating routine tasks reduces the administrative burden and enables staff to focus on strategic initiatives.
• Improved Data Accuracy: A centralized database ensures consistent and reliable data, supporting informed decision-making and compliance efforts. • Streamlined Processes: Integrated workflows streamline land management operations, reducing errors and improving overall efficiency.
• Enhanced Public Engagement: Online portals and mobile applications can facilitate public participation and transparency.
• Data-Driven Insights: LMS analytics provide valuable insights into land use trends, enabling cities to make informed decisions about zoning, infrastructure planning, and resource allocation.
• Compliance Adherence: Built-in compliance features help cities stay current with regulations, minimizing risks and penalties.

By investing in a modern land management system, the City can position itself as a forwardthinking city that prioritizes sustainable development, efficient governance, and improved public services.

The illustrations and tables on the following pages show typical modules available in land management systems.

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Findings and Observations
• Highly Fragmented & Manual Processes:
w Core land management functions (permitting, plan checks, inspections, project tracking, business licensing, code enforcement, and payments) are heavily reliant on manual processes, often involving redundant data entry across Excel, Word, and a limited Springbrook module.
w Permit applications are emailed and processed manually, lacking transparency for submitters.
• Current System (Springbrook) Inadequacies:
w Springbrook, the primary system, lacks critical functionality: no GIS integration, no mobile inspection capabilities, limited online payment options (forcing manual processing by Finance), incomplete fee programming, and poor reporting. w Many users have only inquiry access, hindering their ability to perform tasks. • Reporting Deficiencies & Data Silos:
w There are extensive unmet reporting needs across departments (e.g., compliance tracking, permit statuses, state-mandated reports).
w Monthly and annual reports are manually compiled, consuming a significant amount of staff hours.
w Data is often tracked in disparate systems (Springbrook, Excel, Comcate, First Due) or not tracked systematically, making comprehensive analysis and reporting difficult. • Lack of Public-Facing Online Services & Transparency:
w There are no online application submittals, payment capabilities for most land management fees, or public portals for tracking project/permit/case status. w Citizens cannot easily check zoning/district information online. • Widespread Desire for a Modern, Integrated Solution:
w Staff across multiple departments (Planning, Building, Code Enforcement, Fire, Finance, PW) express a strong need for a modern, integrated LMS.

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w Key desired features include online applications and payments, mobile inspection capabilities, GIS integration, robust reporting, automated workflows, and improved interdepartmental data access/collaboration. • The City's current approach to land management is characterized by highly inefficient manual processes, fragmented data across multiple inadequate systems (primarily a limited Springbrook module), and a severe lack of modern online services for both staff and the public. There is a clear and urgent demand for a comprehensive, integrated, and userfriendly Land Management System.

Recommendations
• We recommend acquiring an enterprise-level Land Management System. • We recommend that the City conduct comprehensive reviews of its business processes.

Compile the findings into a comprehensive list of needed features and functions. w 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.
w 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.
w A best-practice approach to implementing/upgrading enterprise systems includes end users from all affected departments in the system's configuration. This ensures that all necessary business processes are identified and implemented. • Implementing a new enterprise system is a complex endeavor. We recommend 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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29. Electronic Plan Review Software
Electronic plan review (EPR) software enables the
submission of development and architectural
plans for permitting and planning processes,
allowing them to be reviewed and marked up
online. EPR software can reduce lost plans and
physical storage requirements while enhancing
sharing, collecting, storing, and retrieving plans
during the process and through retention periods.

EPR software serves as a digital hub for
construction plans, streamlining the paper-heavy
review process into an online workflow.

Common functionality includes:
• Constituents can upload and share plans and track progress. • Collaborate directly with reviewers through annotations, questions, and discussions within the platform.
• Review plans electronically, eliminating the need for physical copies and saving time and storage space.
• Highlight revisions, add comments, and flag potential issues directly on the digital plans. • Work alongside other reviewers simultaneously, discuss concerns, and reach decisions faster.
• Monitor review progress, deadlines, and revisions effortlessly.

Vendors in the marketplace include:
• EPlanReview
• ePlansoft
• PlanCheck
• PlanHub
• PlanReview
Findings and Observations
• The City does not have electronic plan review software. • Site plan notes and reviews are manually done.
• The Building Department accepts plans and sends them by email for review/approval. • The Fire Department lacks a system for tracking reviews, progress, necessary approvals, and other relevant information.

Recommendations
• Follow "Software Needs Assessment Best Practices" to determine detailed feature/function requirements for Electronic Plan Review Software.
w Review applicable manual processes and shadow systems, such as spreadsheets, paper records, and other databases, to identify what can be eliminated or reduced to create 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
• Faster approvals: Reduced processing times for permits and construction projects • Improved accuracy: Clear digital markups and annotations minimize misinterpretations • Enhanced communication: Real-time collaboration fosters better understanding and quicker resolutions
• Cost savings: Paperless workflow saves costs on printing, storage, and courier services • Sustainability: Eliminates paper waste and promotes a greener building process

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30. Code Enforcement Software
Background
Code enforcement software helps agencies
enforce compliance with municipal codes
and regulations. It is used to:
• Identify and address potential safety
hazards, such as unsanitary conditions,
fire hazards, and structural defects, to
prevent accidents and injuries.
• Protect the environment by enforcing
environmental regulations, such as
pollution control and waste disposal.
• Promote economic development by
ensuring businesses comply with zoning
regulations and other ordinances,
creating a positive business climate, and attracting new investment. • Improve the quality of life by addressing issues such as graffiti, abandoned vehicles, and excessive noise, making communities more livable and attractive.

Typical functionality of code enforcement software includes:
• Case management
• Inspection Scheduling
• Violation tracking
• Reporting
• Communication
Some sample vendors in the marketplace include:
• Citizenserve Code Enforcement
• Evolve
• GoGov
• GovPilot
• Municity
• SmartGov
Findings and Observations
• The City uses Comcate as its Code Enforcement Software. w Comcate is on the current version.
• Comcate does not have an online Code Enforcement complaint portal. w The City utilizes CivicPlus for its website; however, CivicPlus does not offer reporting capabilities for online requests.
• Statistic reporting is not working correctly. Staff are using Excel to tally and report on requests.
• Staff are unable to determine if applicants have outstanding Code Enforcement issues as part of the permitting process.
• The City explored GovOutreach as an alternative.

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Recommendations
• Recommend that the City include a Code Enforcement with a new Land Management system. See the “Land Management System Replacement” initiative. • Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements.
w Review applicable manual processes and shadow systems, such as spreadsheets, paper records, and other databases, to identify what can be eliminated or reduced 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.
• Enterprise-level Land Management systems usually include code enforcement modules. • Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Benefits
• Increased efficiency: Code enforcement software automates tasks like scheduling inspections and generating reports, freeing staff time for more important activities • Improved accuracy: Code enforcement software ensures that data is accurately entered and tracked, avoiding mistakes and improving the quality of code enforcement activities • Increased transparency: Code enforcement software enables the public to easily view code enforcement records and reports, fostering trust and accountability

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31. Enterprise Asset Management (EAM) Software
Improvements
Background
An enterprise asset management (EAM) system is a software solution designed to optimize the lifecycle of an organization's physical assets. EAM systems enable organizations to effectively manage, maintain, and maximize the value of their assets throughout their entire lifecycle, from acquisition to disposal. These systems provide a centralized platform for tracking asset information, scheduling maintenance, managing work orders, and analyzing asset performance.

EAM is a new term, while many still use older terminology, such as “work order and maintenance management” or “computerized maintenance management system (CMMS).” Common functionality in an EAM system includes:
• Asset Inventory: EAM systems maintain a comprehensive inventory of an organization's assets, including asset type, location, manufacturer, model number, and purchase date. • Asset Tracking: EAM systems enable organizations to track the movement and usage of assets throughout their lifecycle, ensuring they are utilized efficiently and effectively. • Maintenance Management: EAM systems help organizations plan, schedule, and execute preventive, corrective, and predictive maintenance activities. This includes features for creating work orders, assigning tasks to technicians, and tracking maintenance history. • Work Order Management: EAM systems offer a centralized platform for managing work orders, encompassing creation, assignment, completion, and closure. This includes features for tracking progress, monitoring costs, and generating reports. • Spare Parts Management: EAM systems enable organizations to effectively manage their spare parts inventory, ensuring that necessary components are readily available when needed for maintenance or repairs.
• Inspection Management: EAM systems can be utilized to schedule and manage inspections of assets, identifying potential problems and ensuring compliance with regulatory requirements.

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• Performance Analysis: EAM systems offer analytics and reporting capabilities that enable organizations to analyze asset performance, identify trends, and optimize maintenance strategies.
• Mobile Access: Many EAM systems offer mobile applications that enable technicians to access asset information, create work orders, and update status information from the field. • Integration with Other Systems: EAM systems can be integrated with other enterprise systems, such as ERP and CMMS, to provide a comprehensive view of an organization's operations.
• Compliance Management: EAM systems can help organizations comply with regulatory requirements related to asset management, such as OSHA and ISO standards.

By leveraging an EAM system, organizations can improve asset utilization, reduce maintenance costs, enhance operational efficiency, and extend the lifespan of their assets.

Findings and Observations
• Fragmented & Limited Core System (Mobile MMS):
w Mobile MMS, the main EAM for Public Works, is primarily used for reactive maintenance and lacks robust preventative maintenance capabilities. w Suffers from poor integration with other city systems, including limited GIS file handling (only shapefiles) and no connection to specialized tools like Noratek (playground inspections) or Shop Boss (fleet).
w Asset management is further fragmented, with Public Works utilizing multiple software types and Finance having a separate, non-operational asset module in Springbrook, resulting in siloed asset data.
w While a contract for Mobile MMS improvements exists, current functionality is a key concern.
• Pervasive Manual Processes Hindering Efficiency & Proactivity:
w Significant reliance on manual processes for tracking assets (roads, utilities, streetlights), managing citizen service requests (phone/email), scheduling maintenance, conducting inspections, and tracking inventory (especially in Recreation). w Heavy reliance on manual methods for asset tracking, field data collection, citizen service requests, maintenance scheduling (preventing proactive approaches), inspections, and inventory.
w This manual approach complicates Public Works project coordination, leading to inefficiencies, delays, and an inability to transition towards proactive service and maintenance.
• Lack of Public-Facing Service Tools & Inefficient Citizen Engagement:
w No public portal or app for citizens to submit or track service requests, leading to manual intake, delayed responses, and limited visibility into service demand. • Strong Demand for Modern, Integrated EAM Capabilities:
w Clear desire for robust preventative and proactive maintenance scheduling. w Need for enhanced GIS integration and efficient field data collection tools (e.g., expanding ESRI Field Maps to improve real-time, on-site data entry). § Demand for a public-facing service request portal, "smart" asset monitoring for realtime alerts, and comprehensive inventory management.

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• The City's current EAM approach relies heavily on a limited primary system (Mobile MMS) and widespread manual processes, resulting in inefficiencies and a lack of modern capabilities. There is a strong, articulated need for a more integrated and comprehensive EAM solution that supports preventive maintenance, enhances public engagement, and leverages modern GIS and smart technologies.

Recommendations
• Work with the existing vendor, Mobile MMS, to determine if the product can be sufficiently improved to meet the City's needs for all departments and divisions that requirement maintenance and asset management software.
w Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to identify automation improvements that can eliminate or reduce these processes and/or shadow systems, resulting in labor efficiencies.
w This process should also include:
§ Inventorying all reporting requirements
§ Identifying all integration/interface requirements with other applications § Identifying any data conversion needs
w 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: EAM implementations are complex undertakings, and on an organization-wide basis, they are commonly underscoped and underfunded, resulting in limited utilization and the failure to achieve intended benefits.
• Follow the guidelines outlined in the "Enterprise Applications Implementation Project Management Best Practices" initiative to increase the likelihood of successful implementation.
• If it is determined that Mobile MMS cannot meet the City's needs. In that case, we recommend the City follow the guidelines in the "Software Selection Best Practices" initiative with all departments/divisions that rely on this type of system to identify and inventory all functional gaps and system needs.

Benefits of Modern EAM Software
An EAM system provides automation for managing maintenance and day-to-day operations related to infrastructure assets, buildings, facilities, and, often, fleet vehicles, while capturing and reporting on labor, equipment usage, and material costs associated with work orders and preventive maintenance. A work order/management system enables collaboration and information sharing among divisions, departments, and citizens, providing a transparent and efficient government operation.

General Benefits
• Newer technology platform (improved processing, capabilities, and capacity) • Real-time notifications/queues
• Task tracking
• Real-time access to information
• Elimination of duplicate data entry
• Improved data integrity
• Access to reliable information

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• Workflow capabilities
• Reduced operating costs
• Improved internal communication
• Foundation for future improvement
Detailed Benefits
• Electronic routing of citizen requests
• Centralized task and maintenance management
• Completion of work orders from the field
• Retrieval of the historical work order and cost information • Quicker work order completion times
• Improved decision-making through access to real-time information • Viewing asset and activity trends visually through GIS mapping capabilities • Better replacement planning and forecasting
• Enhancement of staff productivity
• Improved regulatory compliance
• Improved safety and risk management

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Reporting
The number one problem commonly encountered when
using disjointed applications is the extensive time users spend consolidating information for reporting purposes.

Work order systems enable the quick retrieval of
information from a single source, providing numerous
readily available reports. Users can also create their
reports without requiring them to be technical experts.

This allows staff to study analytics more than manually assemble reports. Benefits of improved reporting
include:
• Aggregated data across divisions, departments, and
organization
• Improved data accuracy and reduced human error
• Intuitive report creation capabilities
• Council-ready reports
• Sharing of created reports
• Elimination of labor-intensive report creation
Mobile Computing
Mobile computing enables a more flexible and productive workforce. A work order system can allow staff to utilize applications in the field to perform their job functions while away from their office. Common benefits of mobile computing include:
• Completion of work while in the field
• Real-time access to information
• Inspection results in the field
• Receipt of notifications and job assignments
• Reduced travel to and from office locations
• Map routing based on the location of activities
• Retrieval of mapping information
Inventory Warehouse/Stores Management
Material management is often a costly endeavor within an organization. An efficiently run and well-organized warehouse, where inventory levels are monitored, material is readily available, and easy reordering ensures the best method of controlling costs.

Most EAM vendors have an add-on software module to track warehouse transactions in a secure environment. This type of system tracks incoming and outgoing materials from multiple storage areas, including work vehicle inventory. It also manages stock, material costs, suppliers, and, if needed, requisitions.

This inventory add-on capability often supports the following:
• Cycle counts
• Barcode technology
• LIFO/FIFO and weighted-average cost types
• Most systems also have search capabilities that retrieve transaction records, materials, amounts, and other information

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Online Citizen Access
Online citizen access enables a more transparent
government by providing the public with 24/7
access to real-time information for inquiries and
payment processing. This empowers residents to
access online information relevant to each
individual and take further actions, which
improves customer relations by eliminating the
need for physical presence at City Hall. The
following are examples of online citizen access
transactions:
• Submittal of citizen requests
• Electronic routing requests to staff
• Citizen request inquiries
• GIS maps (zoning, voting precincts, etc.)
Citizen Request Management
A citizen request management system tracks, manages, and resolves citizen concerns and requests promptly by automatically routing citizen requests to the appropriate department. It also allows citizens to submit and track their complaints through the Web or a mobile phone application. Common benefits of a citizen request management system include:
• The ability for citizens to submit requests 24/7 by phone or website
• Automatic assignment and routing of requests, by type, to the appropriate department(s) or staff
• The ability for citizens to view current request status • Conversion of requests to work orders
• The ability to include photos and geolocation of a request • More effective and efficient processes
• Improved transparency and citizen relationships
GIS Integration
EAM systems provide real-time integration with geographic information systems (GIS) to display land-use, zoning, and infrastructure layers on a map, as well as work order activity that resides within the system. Benefits of GIS integration include:
• Viewing system activity on a map (e.g., zoning, infrastructure assets, etc.) • Map routing of work orders, service requests, and daily inspections • Displaying locations of infrastructure assets
• Generating asset condition analysis
• Ability to overlay multiple map layers
• Integration with the website for resident inquiries

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32. Vehicle Monitoring System
Background
The vehicle tracking software monitors the location, status, and real-time activity of vehicles. It plays a crucial role in fleet management by offering numerous functionalities that enhance efficiency, security, and operational control for organizations with fleet vehicles.

Core functionalities of vehicle tracking software typically encompass:
• Real-time location tracking provides a visual map displaying the current location of each vehicle in the fleet, enabling the monitoring of vehicle movements and route adherence. • Route optimization analyzes historical data and traffic patterns to suggest the most efficient routes for drivers, helping reduce fuel consumption and optimize delivery schedules.
• Driver behavior monitoring tracks speeding, harsh braking, and idling, providing insights into driving behavior that enable companies to promote safe driving practices and reduce accidents.
• Geofencing establishes virtual boundaries around specific areas, such as designated routes or restricted zones. The system sends alerts when vehicles enter or exit these zones, improving security and compliance.
• Reporting and analytics generate reports on various aspects of fleet activity, including distance traveled, fuel usage, and driver behavior, which provides valuable data for informed decision-making and performance optimization.

Vendors in the marketplace include:
• Azuga
• OnFleet
• Rhino Fleet Tracking
• Samsara
• WhipAround
Findings and Observations
• The City does not have vehicle monitoring software.
• Staff members would like to track vehicles through GPS. • The City tracks street sweeper vehicles but not garbage trucks. • Recreation has a separate Verizon service for its vehicles. • Public Works has Shop Boss for maintenance. A few vehicles have GPS through Verizon Wireless.

Recommendations
• Explore whether the current software has this functionality before considering other systems.
• Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements for new vehicle monitoring software.
w Review applicable manual processes and shadow systems, such as spreadsheets, paper records, and other databases, to identify what can be eliminated or reduced to create efficiencies.
§ Identifying all integration/interface requirements with other applications.

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• 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.

Benefits
• Improved Efficiency: Streamlines operations, optimizes routes, and reduces fuel consumption, increasing efficiency and cost savings.
• Enhanced Security: Enables real-time monitoring, geofencing, and theft recovery capabilities, improving vehicle and asset security.
• Increased Productivity: Streamlines workflow, reduces downtime, and enhances driver performance, ultimately improving overall productivity. • Better Customer Service: Enables real-time tracking of deliveries, improving customer service by providing accurate estimated arrival times.
• Reduced Environmental Impact: Promotes fuel-efficient driving practices and optimizes routes, contributing to a lower environmental footprint.

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33. Construction Management Software
Background
Construction management software is a type of project
management software specifically designed for
construction projects. It helps agencies to plan and
track progress and costs. Construction management
software is a valuable tool for agencies to improve
efficiency, reduce costs, and increase transparency.

Construction management software typically includes
functionality such as:
• Project planning and scheduling: Agencies can
create and track project timelines
• Cost tracking: Agencies can track the costs of
materials, labor, and other expenses.
• Document management: Agencies can store and
share project documents, such as blueprints,
specifications, and invoices.
• Reporting: Agencies can generate reports on project progress, costs, and other metrics.

Many of these government-based construction software systems are now offered in a serviceoriented, cloud-based product. Many also offer field-based access and usage for inspections and tracking in the field.

Example Vendors include:
• Aurigo
• CapitalSoft
• e-Builder
• FieldManager
• PM Web
• Primavera
• ProCore
• Projectmates
• Systemates
• Veristar Project Management (VPM)
Findings and Observations
• The City does not have construction management software. • Project timelines, schedules, RFIs, progress meetings, and more are tracked manually. • Staff would like a system to track submittals, approvals, and documents. • Some contractors are sending submittals through the Procore system.

Recommendations
• Follow the guidelines in the “Software Needs Assessment Best Practices” initiative to determine detailed feature/function requirements for a new Construction Management System.
w Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to determine which automation improvements can eliminate or reduce these processes and/or shadow systems, resulting in labor efficiencies.
w This process should also include:
§ Inventorying all reporting requirements
§ Identifying all integration/interface requirements with other City applications

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• 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.

Benefits
The benefits of using construction management software include:
• Improved efficiency: Helps streamline the construction process by automating tasks, such as scheduling and cost tracking
• Increased transparency: Help to increase transparency by providing a central repository for project documents and communication

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34. Capital Improvement Planning (CIP) Software
Background
Capital improvement planning (CIP) is a process for identifying, evaluating, and prioritizing longterm capital projects necessary to maintain and improve an organization's infrastructure and assets. These projects can include renovations, equipment upgrades, technological infrastructure improvements, and the construction of new facilities.

CIP software helps agencies make informed decisions about their long-term infrastructure and asset investments. By providing a centralized platform for data analysis, project management, and budgeting, CIP software can:
• Improve decision-making: By providing clear visibility into project costs, risks, and returns, CIP software enables agencies to make data-driven decisions about which capital projects to prioritize.
• Optimize resource allocation: CIP software helps to allocate resources efficiently by identifying potential budget constraints and funding gaps early in the planning process. • Enhance communication and collaboration: CIP software can facilitate effective communication and collaboration among departments involved in capital projects, including finance, operations, and engineering.
• Increase project success: CIP software can help improve project delivery on time and within budget by providing a structured approach to project management.

Traditionally, CIP has been a manual and paper-based process, which can be time-consuming, error-prone, and difficult to track, resulting in poor decision-making, inadequate resource allocation, and decreased project success.

CIP software can address these challenges by providing a centralized platform for capital project data. This data can be used to:
• Create and maintain a project inventory to Track all current and potential capital projects in one centralized location.
• Develop project budgets and timelines: Estimate the costs and timeframes for each project.
• Evaluate project risks and returns: Identify potential risks and assess the financial and operational benefits of each project.
• Prioritize projects: Rank projects according to their importance to the organization's strategic objectives.
• Track project progress: Monitor the progress of each project and adjust as needed. • Generate reports: Create reports to share project information with stakeholders.

Vendors in the marketplace include:
• Aurigo
• CIP Planner
• Easy CIP
• FOScore
• Oracle Primavera
• PMWeb
• Projectmates
• RTVision
• Wizard Software Solutions

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Findings and Observations
• The City does not own Capital Improvement Planning software. • Capital improvement planning is tracked on spreadsheets. w Managing small or large-scale public works projects (like road repairs or utility upgrades) requires coordination across many teams, contractors, and agencies, which can become disorganized without an integrated system.

Recommendations
• Follow “Software Needs Assessment Best Practices” to determine CIP Planning Software's detailed feature/function requirements.
w Review applicable manual processes and shadow systems, such as spreadsheets, paper records, and other databases, to identify what can be eliminated or reduced 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.

Benefits
• Improved decision-making: CIP software can help make data-driven decisions about your capital investments.
• Increased efficiency: CIP software can streamline the CIP process, saving time and money.
• Enhanced communication and collaboration: CIP software can improve communication and collaboration between different departments.
• Reduced project risks: CIP software can help identify and mitigate potential risks. • Improved project success: CIP software can help deliver projects on time and within budget.

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35. Project Management Software
Background
Project management software is a
critical tool for organizations of all
sizes, providing a structured
framework for planning, organizing,
and executing projects efficiently. By
centralizing project information,
automating tasks, and facilitating
collaboration, this software enables
teams to deliver projects on time,
within budget, and to the desired
quality standards.

Project management software serves
as a valuable tool for organizations, providing enhanced project visibility, fostering improved collaboration, optimizing resource management, mitigating risks, and supporting data-driven decision-making. This comprehensive suite of functionalities empowers teams to effectively plan, execute, and deliver projects on time, within budget, and to the desired quality standards.

Core Functionality of Project Management Software:
• Task Management: Enables the creation, assignment, tracking, and prioritization of project tasks.
• Timeline Management: Provides tools for creating and managing project timelines, including Gantt charts and task dependencies.
• Resource Allocation: Enables the efficient allocation and tracking of resources, including personnel, equipment, and budget.
• Collaboration Features: Includes features such as document sharing, online meetings, and communication tools to facilitate effective teamwork.
• Reporting and Analytics: Generates reports and provides insights into project performance, including key metrics and trends.
• Integration Capabilities: Can integrate with other business systems, such as accounting, CRM, and HR software, to streamline workflows and improve data accuracy.

Several vendor-hosted project tracking and collaboration solutions are available that will support collaboration with both internal and external groups of users. Sample project tracking and collaboration solutions include:
• Asana
• Basecamp
• Clarizen
• Microsoft Project/Microsoft Project
Professional
• Monday.com
• Smartsheet
• Teambox (Redbooth)
• Wrike
• Zoho
Findings and Observations
• The City does not use Project Management software.
• Staff indicated that project management software would benefit them. • Staff specifically mentioned that project management software would be beneficial for Capital Improvement Projects.
• Staff need the ability to track and report on project schedules, produce monthly reports, and perform KPI tracking.

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Recommendations
• Follow the guidelines in the “Software Needs Assessment Best Practices” initiative to determine detailed feature/function requirements for a new Project Management system. w Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to determine which automation improvements can eliminate or reduce these processes and/or shadow systems, resulting in labor efficiencies.
w 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 in the “IT Project Management and Implementation Best Practices” initiative.

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36. Supervisory Control and Data Acquisition (SCADA)
Improvements
Background
Supervisory Control and Data Acquisition
(SCADA) systems are essential to modern
industrial operations, providing a robust
framework for monitoring, controlling, and
optimizing critical processes. By leveraging
advanced technology, SCADA systems
empower utilities to achieve greater
efficiency, reliability, and safety.

Core Functions of SCADA Systems:
• Data Acquisition: SCADA systems
collect real-time data from various
sources, including sensors, controllers, and other equipment. This data encompasses various parameters, such as temperature, pressure, flow rates, and electrical output. • Data Processing and Analysis: The collected data is processed, analyzed, and presented in a clear and concise format, enabling operators to gain valuable insights into system performance and identify potential issues.
• Process Control: SCADA systems enable the remote control and automation of industrial processes. By setting parameters and configuring control algorithms, operators can optimize system performance, reduce manual intervention, and minimize human error. • Alarm Management: SCADA systems can be configured to generate alarms and notifications when critical parameters deviate from predefined thresholds. This enables operators to promptly address issues and promptly prevent equipment failures or safety hazards.
• Reporting and Analytics: SCADA systems generate detailed reports and analytics, providing valuable insights into system performance, efficiency, and compliance. These reports can be used to identify areas for improvement, optimize operations, and make datadriven decisions.

Findings and Observations
• The City is implementing the Ignition SCADA system.
w The current vendor is switching to a subscription model. The City is transitioning to the Ignition SCADA system to maintain ownership of the software. w Wonderware is being phased out.
w The Treatment Plant still uses Wonderware.
• Staff members must monitor choke points and send inspection and maintenance requests to the Work Order/Asset Management System.
• Managing stormwater infrastructure, monitoring drainage systems, and responding to flooding often involves manual inspections and reporting. • The City has SCADA for the basins but not for the catch basins. Adding this would complement SCADA on a smaller scale.
• There are chokepoints throughout the City where the water creates ponds. Creating trigger alerts at certain inlets would make the City more responsive.

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Recommendations
• We recommend that the City conduct comprehensive post-implementation software needs assessment reviews. Compile the findings into a comprehensive list of still-needed features and functions.
• Consider collaborating with the vendor to develop a system improvement plan that captures all the City's requirements. This will likely result in obtaining a quote or contract amendment to implement the plan.
w 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.
w 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 in the “Applications Implementation Project Management Best Practices” initiative.

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37. Microsoft Office 365
Background
Microsoft 365 offers a comprehensive solution to agencies by providing a cloud-based productivity suite that empowers organizations to work more efficiently, collaborate effectively, and secure sensitive data. Key benefits include:
• Enhanced Productivity: Familiar desktop applications and cloud-based features enable users to work seamlessly across devices and collaborate in real time. • Improved Collaboration: Microsoft 365 facilitates seamless collaboration among teams, regardless of location, through shared documents, online meetings, and instant messaging. • Enhanced Security: Robust security features, such as data loss prevention and encryption, help protect sensitive information from unauthorized access. • Reduced Costs: The SaaS model eliminates the need for on-premises infrastructure, resulting in lower upfront costs and reduced ongoing maintenance expenses. • Scalability: Microsoft 365 can easily scale up or down to meet changing business needs, ensuring optimal resource utilization.
• Continuous Innovation: The SaaS model allows Microsoft to deliver regular updates and new features, ensuring that organizations always have access to the latest tools and technologies.

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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. • Staff need a strategy, direction, standards, and policies for this system. • Staff are using shared network drives for file sharing. • Staff didn't receive much training. They are learning as they go. • Teams are described as “problematic.”
Recommendations
• Work 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 with educating users on the overall capabilities of the major apps and functionalities of Microsoft Office 365. • It is recommended that the City follow the “Software Needs Assessment Best Practices” initiative to identify and inventory all functional gaps and system needs. w Develop a system improvement plan that includes end-user training plans. • Follow the guidelines outlined in the “Applications Implementation Project Management Best Practices” initiative to increase the likelihood of successful implementation. • It is recommended that the current Office 365 deployment be expanded. w Consider implementing additional Office 365 security services. w Implement Multi-Factor Authentication (MFA) for all external access to Office 365. w Consider expanding the Office 365 subscription to include Mobile Device Management, self-service password changes, and other cybersecurity services. w Expand utilization of Office 365 to include OneDrive. § Synchronize user home directories to OneDrive, providing a backup to locally saved files.
w Expand Office 365 to include SharePoint for file sharing and internal collaboration with trusted third parties.
§ Staff training and documentation will be required for this effort. w Introduce an email archiving and email backup solution. § We often recommend Barracuda Security Essentials.
• Include training as a part of each major upgrade.
• Expand the Microsoft Teams platform to broaden department collaboration. The basic feature of a workspace in Microsoft Teams consists of three components: the Teams workspace (including SharePoint file hosting), which serves as a permissions boundary; channels, which focus and divide audience areas; and tabs, which form the key artifacts, data, and apps used by team members.
• Expand utilization of Teams collaboration platforms. Provide staff training to include:
w Teamwork Space: Using Teamwork Space, audience areas are divided by topics, projects, departments, geographies, types, and more.

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w Private channels: Teams and private channels offer a secure and confidential way for collaboration between Public Safety, Finance, and the Board of Directors. w TABS: Tabs have become the most common form of collaboration within team workspaces, while channels separate an audience.
• Along with Microsoft Teams, we recommend a SharePoint deployment to support the backend of Teams and also serve as a Central document repository for the City.

Benefits
• Increased productivity: Users can be more productive with a suite of powerful tools that enable them to create, collaborate, and communicate effectively. • Reduced costs: Microsoft 365 helps reduce costs by providing a subscription-based model that eliminates the need to purchase and upgrade software regularly. • Enhanced security: Agencies can enhance their security by utilizing security features designed to protect their data.
• Increased flexibility: Microsoft 365 enables agencies to be more flexible by allowing them to access their data and applications from anywhere in the world.

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Innovative and Emerging Technologies are the
catalysts driving digital transformation. This
process leverages technological advancements to
reshape organizations and industries
fundamentally. Organizations can optimize
operations, enhance decision-making, and
improve overall performance by integrating
cutting-edge tools and techniques, such as
artificial intelligence, machine learning, and the
Internet of Things. This transformative approach
empowers organizations to serve their
constituents better, increase efficiency, and foster
innovation.

Innovative and Emerging Technologies

38. Artificial Intelligence

39. Website

40. Request Management Software

41. Mass Outbound Communications System

42. Kiosks

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38. Artificial Intelligence
Background
In recent years, rapid advancements in Artificial Intelligence (AI) have opened new possibilities for enhancing public services and improving governance at the local level. Local governments play a crucial role in addressing the unique needs and challenges of their communities. By embracing AI technologies, local governments can harness the power of data-driven decisionmaking, automate routine tasks, and deliver more efficient and citizen-centric services.

In its simplest form, artificial intelligence is a technical model/program used to solve a specific problem or provide a particular service. AI uses large amounts of data to perform specific tasks as designed by the developer. Its two limiting factors are the task(s) for which the program was built and the data used to train the AI program. When properly trained, AI can be utilized to enhance efficiency across various aspects of local government.

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 many use cases currently for AI:
• Similar to ChatGPT generative AI programs designed specifically for local governments, these programs utilize data from budget records to generate first drafts for various components of budget reports.
• Generative AI can be used to 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 in directing constituents to the information they need.
• Replacing existing website search engines with improved AI-based systems can be a tremendous benefit to constituents.
• AI is also used for various infrastructure assessments (city mapping, property assessment, pavement assessment, trash monitoring, and more).
• Instead of manually inspecting areas of a city, AI can be used to 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.

In addition to the publicly available Generative AI platforms, many providers also offer enterprise-class tools that extend Generative AI to internal datasets. Tools such as ChatGPT Enterprise and CoPilot for Microsoft 365 provide extended management and data tools to agencies. It’s critical that prerequisites are in place prior to enabling these tools to protect the agency from accidentally making data available to public AI models. A set of policies should be developed and protection tools implemented prior to a rollout. A minimum set of policies should include:
• Data Management Policy
• Data Classification Policy
• AI Policy
• AI Usage Guidelines
It is important to note that AI is only as good as the data it is trained on. As such, it is important to ensure data quality and identify potential areas of bias when implementing AI in agency operations.

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Findings and Observations
• Staff would like the addition of an AI assistant to increase productivity.

Recommendations
• The City should work to build consensus, develop policies, and establish user groups for surfacing uses that are safe and effective.
• Policy Development – It’s important to note that the unknown use of publicly available AI platforms may be in place today. Policy should be developed to place controls around the use of AI tools. The baseline set of policies should be:
w Data Management Policy
w Data Classification Policy
w AI Policy
w AI Usage Guidelines
• Education - Before undertaking any significant AI initiatives, it is important to develop awareness and understanding of the benefits of AI among agency staff. w Education
w Training
w Example use cases
• Build consensus throughout the organization (and the community) before undertaking AI initiatives.
• Once City staff and constituents buy in, 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, administrative processes, SCADA alerting, or resource allocation.
• For areas that may benefit from AI, collect and maintain historical data to assist in training AI and improving results.
• Upon identifying priority areas, pilot AI initiatives. Initiate small-scale pilot projects in collaboration with technology partners to assess the feasibility and effectiveness of AI applications in real-world local government settings. Monitor and evaluate the outcomes to refine the implementation process.
• Based on the results of the pilot initiatives, 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 monitor AI programs and identify areas for improvement.

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39. Website
Background
Local government websites have transformed from static online brochures into dynamic platforms that serve as the digital front door to government services. These websites provide a centralized hub for citizens to access information, conduct transactions, and engage with their community.

Agency websites often provide common functions, such as • Information Dissemination: Serve as a repository for essential information, including government policies, procedures, meeting minutes, public notices, and contact details. • Online Services: Offer a range of online services, such as license renewals, tax payments, program registration, and reporting issues, providing convenience and efficiency for citizens. • Community Engagement: Facilitate two-way communication between citizens and government officials through interactive forums, surveys, and feedback mechanisms. • Emergency Preparedness: Disseminate emergency alerts, public health information, and crisis management updates to keep citizens informed and prepared. • Transparency and Accountability: Promote transparency and accountability by providing access to government data, budgets, and performance metrics.

Local government websites offer numerous benefits, including enhanced efficiency, increased transparency, improved customer service, increased community engagement, and reduced costs. By streamlining processes, providing access to information, offering convenient online services, fostering connections with citizens, and reducing costs, these websites empower governments to deliver more efficient, transparent, and responsive services to their constituents.

Findings and Observations
• The City uses CivicPlus as its website provider.
• The Public Information Office is responsible for maintaining the website. • Staff identified the following needs for the website:
w Training and access to website analytics
w A Laserfiche integration for public document retrieval. w For the public to find their election district on an interactive map. w For customers to submit complaints online
w Updated Code Enforcement information on the city website, making it more userfriendly. w All projects, RFPs, specifications, and other relevant information are listed on the City website.
w The Clerk would like to display voting information by address w Public Works would like to see permits, applications, and payments on the website Recommendations
• Complete a post-implementation review with successes, lessons learned, and any issues requiring vendor assistance.
• Identify user training requirements for specific users responsible for website content. w Assimilate the training needs with the “User Training and Support” initiative. w Offer regular training to keep staff skills up to date and ensure they can maintain current website content.
• Develop content management policies and procedures, which may vary by department.

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• As part of the content management policy, implement standard practices and make website maintenance a component of the Technology Steering Committee's responsibilities 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

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40. Request Management Software
Background
Request management software is a critical tool for local governments, providing a centralized platform for managing and tracking citizen inquiries, requests, and complaints. By streamlining these processes, this software helps to improve efficiency, enhance customer satisfaction, and ensure
accountability.

Common functions of request management software include:
• Request Intake: Captures and records all requests and complaints from citizens, employees, or other stakeholders. • Categorization and Routing: Automatically categorizes requests based on predefined criteria and routes them to the appropriate departments or staff members for resolution. • Tracking and Follow-Up: Tracks the progress of each
request to ensure it is addressed promptly and efficiently. • Communication and Updates: Facilitates communication
between citizens and government staff, providing timely updates on the status of requests and resolving any issues that may arise. • Reporting and Analytics: Generate comprehensive reports and analytics to monitor performance, identify trends, and measure the effectiveness of request management processes.
• Request Responsiveness: Ensures that requests are acknowledged and responded to promptly, demonstrating a commitment to excellent customer service. • Efficient Routing: Automatically routes requests to the appropriate departments or staff members based on predefined rules and criteria.
• Comprehensive Tracking: Provides a detailed history of each request, including all communications, actions taken, and resolution status.
• Interdepartmental Collaboration: Facilitates collaboration between different departments to ensure that requests are addressed effectively and efficiently. • Resource Management: Optimizes resource allocation to ensure requests are handled promptly.
• Performance Measurement: Tracks key performance indicators (KPIs) to measure the effectiveness of request management processes and identify areas for improvement. • Integration with Other Systems: Integrates with other systems, such as geographic information systems (GIS) and customer relationship management (CRM) software, to provide a comprehensive view of citizen interactions.

Request management software is valuable for local governments, providing a centralized platform for efficiently managing citizen inquiries, requests, and complaints. This software enhances customer satisfaction, improves efficiency, and ensures accountability by streamlining processes, tracking progress, facilitating communication, and generating insightful reports. Key features include request responsiveness, efficient routing, comprehensive tracking, interdepartmental collaboration, resource management, performance measurement, and seamless integration with other systems.

Sample vendors include:
• Accela
• AccessE11
• CitiNexus
• CityView

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• CivicLive
• CivicPlus
• Civio365
• eMunicipality
• GoGov
• GovOffice
• GovPilot
• myGov
• OneView
• OpenGov
Findings and Observations
• The City does not have a Citizen Request Management Portal. • Resident requests are manually processed. Citizen complaints, service requests (such as pothole repairs or street cleaning), and feedback are often handled through phone calls, emails, or in-person visits, leading to delayed response and limited visibility into service demand.
• Staff members would like to implement an online portal or mobile app that allows citizens to submit service requests and track progress. These systems can automatically categorize and prioritize requests, send notifications when work is completed, and generate reports to help identify common issues.
• Staff are manually tracking customer service requests.

Recommendations
• The City should consider CivicPlus's 311 CRM System before exploring other third-party solutions.
• We recommend that the City conduct comprehensive needs assessments to determine detailed feature/function requirements for a replacement system. w Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to determine which automation improvements can eliminate or reduce these processes and/or shadow systems, resulting in labor efficiencies.
w This process should also include:
§ Inventorying all reporting requirements
§ Identifying all integration/interface requirements, such as with Mobile MMS • 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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41. Mass Outbound Communications System
Background
Mass outbound communication systems, such as Reverse 911, have become indispensable tools for local governments, enabling rapid and effective dissemination of critical information to the public. These systems are vital in emergency response, public safety, and community outreach.

Core functions of mass outbound communication
systems include:
• Emergency Notifications: Rapidly disseminate
critical information during emergencies, such as
severe weather warnings, active shooter
situations, or infrastructure failures.
• Public Safety Alerts: Inform the public of nonemergency safety concerns, such as missing persons, Amber Alerts, or evacuation notices.
• Community Outreach: Communicate important
information about community events, programs,
and services.
• Multiple Delivery Channels: Utilize various communication channels, including email, text messages, RSS feeds, social media, and voice calls, to ensure broad reach and maximum impact. • Integration with Warning Systems: Seamlessly integrate with emergency warning systems, such as the National Weather Service, to provide timely and accurate alerts.
• Geographic Targeting: Allow for targeted messaging based on geographic location, ensuring that only relevant information is delivered to specific areas.
• Customizable Templates: Provide templates for creating messages, including emergency alerts, community updates, and promotional content.
• Analytics and Reporting: Offer robust analytics and reporting capabilities to track message delivery, engagement, and effectiveness.

Mass outbound communication systems offer numerous benefits, including enhanced public safety, improved community engagement, cost-effective communication, and improved crisis management. By providing timely information during emergencies, fostering connections with the community, efficiently reaching a wide audience, and streamlining crisis response, these systems empower local governments to communicate effectively with their constituents and enhance overall public safety and well-being.

Example solutions include:
• AlertMedia
• AlertSense
• Alertus
• CivicReady
• OnSolve - CodeRed
• Everbridge
• Nixle
• OnCall
• ReadyNotify
• RedFlag

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Findings and Observations
• Staff members lack functionality for mass notification for Outreach & Education, Important Notices (road closures, city closures, natural disasters, flooding, events, emergencies, meetings, workshops, public hearings, and more).

Recommendations
• Follow the “Software Needs Assessment Best Practices” initiative to determine detailed feature/function requirements for a new mass outbound communication system. w Review applicable manual processes and shadow systems, such as spreadsheets, paper-based records, and other databases, to determine which automation improvements can eliminate or reduce these processes and/or shadow systems, resulting in labor efficiencies.
w 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 in the “Applications Implementation Project Management Best Practices” initiative.

Benefits
• Increased community outreach
• Improved public relations
• A single standardized tool for use across Patterson

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42. Kiosks
Background
Kiosks are public-access computing devices placed in convenient locations for citizens to access information and conduct transactions without needing to contact City staff members or wait in line at the office counter. This also provides a method for citizens without home computers to access the City's electronic public portal business services. 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
• This City has some makeshift kiosks using laptops.
• Staff members would like a City Information Kiosk to provide the public with access to view public notices, agendas, emergency information, special events, promotional flyers, wayfinding information, and pages from the City website, also allowing for translation into other languages.
w Kiosks are desired on both the first and second floors. w The Clerk's office would like two kiosks. One each on the first and second floors. • The City can utilize this technology for other business functions. Examples could include:
w Accessing various types of program information (perhaps from the City websites) w Making online payments
w Applying for positions
w Agenda lookups, minutes, election information, etc.
w Facilitating job applications and allowing for the completion of related forms online w Payment for City services without needing the assistance of staff Recommendations
• Conduct a needs assessment to understand stakeholder needs and desired functionality. • Consider repurposing desktop computers before investing additional funds in kiosks. • Consider placement and use of kiosks for self-service at field locations or ancillary facilities.

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GIS
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Geographic Information Systems (GIS) are a
mission-critical application that provides a
geospatial view of physical assets. Data from GIS
systems often serve as an important record of
physical assets. Warranty, maintenance,
inspection, and other key information can be easily
retrieved in the field, providing institutional
knowledge of values, pumps, and other assets.

GIS

43. GIS Assessment and Master Plan

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43. GIS Assessment and Master Plan
Background
Geographic Information Systems (GIS) provide a
platform for managing and analyzing spatial data.

By integrating various types of geographic
information, GIS enables agencies to gain
valuable insights into their assets, infrastructure,
and operations.

GIS offers the capability to inventory and track a
wide range of City assets, including:
• Land Parcels: Managing property
boundaries, zoning information, and land use
designations.
• Buildings: Tracking building permits,
inspections, and maintenance records.
• Underground Infrastructure: Mapping and managing utilities such as water, sewer, and gas lines.
• Easements: Recording and managing rights-of-way and other easements. • Streets and Sidewalks: Maintaining information on road conditions, traffic patterns, and infrastructure needs.
• Streetlights and Signage: Tracking locations, maintenance schedules, and inventory. • Public Safety Events: Recording locations of crimes, accidents, and other incidents. • Trees and Vegetation: Managing tree inventories, planting programs, and maintenance schedules.

To maximize the value of GIS, it is important to integrate it with other City systems and applications, including:
• Land Management: Linking GIS data with land use planning, zoning, and permitting processes.
• Work Orders and Asset Management: Tracking work orders, assigning tasks, and monitoring asset performance based on location.
• CAD/RMS: Integrating GIS data with computer-aided dispatch and records management systems for public safety operations.
• Document Management: Storing and managing documents related to specific geographic locations.
• Planning and Economic Development: Supporting urban economic development initiatives and infrastructure planning.

As the City plans for business system upgrades, it is important to consider the expansion of GIS services and applications. A GIS Master Plan can provide a roadmap for developing a comprehensive GIS program that meets the city's specific needs. By identifying key priorities, assessing current capabilities, and outlining future goals, a GIS Master Plan can help ensure that the City's GIS investments are aligned with its strategic objectives.

The City of Patterson is conducting an Information Technology Master Plan to identify and outline areas for improvement and prepare for future Business System upgrades. The city utilizes GIS in Engineering and Water Resources and is beginning to develop GIS layers for Parks and Recreation. Lightbox is used for parcel data.

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As the city plans for Business System upgrades, an expansion of GIS services and applications will be needed from a centralized GIS system. It is recommended to develop a GIS Strategic Plan to identify and prioritize steps to determine the best underlying GIS design.

Findings and Observations
• Strategic & Foundational Gaps:
w Lack of Strategic Planning & Governance: The city's GIS program has developed organically and ad hoc, without a comprehensive master plan, city-wide needs assessment, or established data governance. This has led to inconsistencies and difficulty achieving consensus.
w Underdeveloped Core Infrastructure: The City relies on ArcGIS Online but lacks a robust internal enterprise GIS (Portal/Server), and its current desktop GIS cannot interface with other enterprise business applications.
w Previous Initiatives Stalled: Past efforts to create a GIS roadmap and customer portal were not fully implemented due to internal factors.
w Leadership Support: The City Manager recognizes the value of GIS and encourages resource requests, providing an opportunity for improvement. • Data Management Deficiencies:
w Incomplete & Inaccurate Data: Significant gaps exist in data completeness (e.g., critical attributes like flowline elevations, easements, signs; parcel/address base layers missing) and accuracy.
w Lack of Standards & SOPs: Formal city-wide GIS data standards and Standard Operating Procedures (SOPs) for data maintenance and usage are missing, hindering consistency and quality. A suggestion exists to designate ArcGIS as the system of record.
w Delayed & Inconsistent Data Updates: As-built drawings are significantly delayed and not consistently integrated, leading to outdated utility maps. Updates from external sources (County, Lightbox) are infrequent.
w Data Silos: Data is fragmented across different departmental databases (e.g., Planning separate from PW/Engineering) and disparate, non-integrated systems (Tree Keeper, Lightbox, Mobile MMS).
• Staffing, Training, & User Adoption Challenges:
w Limited In-House Expertise & Capacity: Reliance on a few key individuals who are overwhelmed, with cost concerns limiting the use of available consultant support. w Poor User Adoption & Resistance to Change: Field staff adoption of digital GIS tools is low, with a preference for traditional methods. ArcGIS is perceived as not user-friendly by many.
w Underutilized Resources & Training Needs: Existing ArcGIS Pro licenses are underutilized, and available training funds are not fully leveraged. Specific training is necessary for IT staff who take on GIS management responsibilities. w Desire for Modern Mobile Tools: Strong staff interest in expanding tools like ESRI Field Maps for efficient, real-time mobile data collection and improved field decision-making. • Technology & System Limitations:
w Poor System Integration: Critical systems (e.g., Mobile MMS, Lightbox, First Due) are not integrated with the core ArcGIS platform, requiring manual data export/conversion and hindering real-time data flow. Mobile MMS has very limited GIS capabilities.

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w Limited Field Capabilities: Staff lack real-time access to update and view asset/infrastructure information on mobile devices in the field. Essential hardware, such as GPS units for data collection, is also needed.
w Inefficient Processes: Staff desire GIS to reduce manual lookup times and provide realtime field access to information, such as property details, zoning, and permits. • Deficient External Engagement & Public Access:
w No Public GIS Portal: The city lacks a public-facing GIS portal for residents to access essential information (zoning, general plans, parcel data, district lookups), forcing reliance on the County.
w Limited Inter-Agency Data Sharing: While initial data sharing has occurred (e.g., with Fire Dept's First Due), real-time integration for critical updates (like hydrant status) is a strong unmet need.
w Untapped Open Data Potential: A desire exists to share non-sensitive data publicly to improve transparency and reduce records requests, though concerns about sensitive data (e.g., utility lines) highlight the need for clear policies. • Overall Summary: The city's GIS capabilities are significantly hampered by a lack of strategic planning, robust data governance, and adequate user adoption. Data is often incomplete, inaccurate, and siloed due to poor system integration and manual update processes. While there's recognition of GIS's value and desire for modern tools and publicfacing services, foundational weaknesses in infrastructure, staffing, and procedures must be addressed to realize its full potential.

Recommendations
• Develop a GIS Master Plan to assess and prioritize projects related to GIS:
w Architecture
w Application Integration
w Data Management
w Departmental Needs
• Based on the GIS Master Plan, identify necessary GIS resources. • Develop and document Standard Operating Procedures (SOPs) for GIS data maintenance, application usage, and quality control to ensure consistency and accountability. • Focus on data completeness and accuracy to increase confidence in GIS information. • Utilize the SOPs to train field staff and other users on GIS. • Implement a comprehensive GIS training program for staff across relevant departments, focusing on ArcGIS Online, ArcGIS Pro, Field Maps, and other relevant tools. • Evaluate the current and future GIS staffing needs, considering the desired level of GIS integration and maintenance city-wide. Explore options for dedicated GIS personnel or a formalized GIS team.
• Develop and implement city-wide GIS data standards for all utilities and other relevant datasets to ensure consistency in data structure and attributes. • Develop a strategy for integrating existing disparate systems (Mobile MMS, Lightbox) with the City's ArcGIS Online platform through automated data exchange where possible.

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IT Infrastructure refers to networks, servers,
equipment, inside or outside cable plants, and
other communications infrastructure.

IT Infrastructure

44. Computer Equipment Replacement Planning

45. Video Surveillance System

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44. Computer Equipment Replacement Planning
Background
Computer equipment has a finite lifespan, including desktops, laptops, tablets, and peripherals.

Over time, hardware becomes obsolete, software support ends, and maintenance costs increase. A well-defined computer equipment replacement plan establishes a systematic approach to replacing aging technology before it significantly impacts productivity, security, and operational efficiency. This proactive strategy involves assessing current inventory, projecting future needs, establishing replacement cycles, and budgeting for necessary expenditures. This ensures that City employees have access to reliable and up-to-date technology, supporting efficient service delivery to citizens.

Effective computer equipment replacement planning is not merely a reactive response to equipment failure. Instead, it is a strategic investment in the City’s operational capabilities. By anticipating technology obsolescence and planning for timely replacements, the city can minimize disruptions to critical services, reduce unexpected repair costs, and enhance cybersecurity posture. Furthermore, a planned approach allows for better budget forecasting and avoids large, unplanned capital expenditures.

A robust computer equipment replacement plan encompasses the following key elements:
• Inventory Management: Maintaining an accurate inventory of all computer equipment, including age, specifications, and assigned users.
• Lifecycle Management: Establishing standard replacement cycles for different types of equipment based on factors like performance, reliability, and vendor support. • Needs Assessment: Regularly evaluating departmental technology needs to ensure alignment with operational requirements.
• Budget Forecasting: Projecting future replacement costs to facilitate effective budget planning and resource allocation.
• Procurement Planning: Streamlining the procurement process for new equipment to ensure timely acquisition and cost-effectiveness.
• Data Migration and Disposal: Establishing procedures for data migration from old equipment to new systems and for secure disposal of obsolete hardware.

Findings and Observations
• When PCs need to be replaced, plan to replace them with laptops connected to a monitor in the office and used remotely.
• Focusing on standardizing on Windows 11.
• There is no replacement plan in place.

Recommendations
• End-user computers are recommended for replacement when the Operating System is at End Of Life or the computer is three years past its end of warranty. Other equipment, such as network devices, is recommended for replacement when security patches are no longer available.
• Create and maintain an inventory of all technology-related equipment, including the year purchased, warranty duration, and other relevant information. w Expand the inventory to all technology with a standard life expectancy.

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• Develop a ten-year, rolling computer equipment
replacement plan and budget accordingly.
• Allow customized length of time to replace any
technology with 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
• Reduced Downtime and Increased Productivity:

Proactive replacements minimize unexpected
equipment failures, reduce downtime, and maximize
employee productivity.
• Lower Maintenance and Repair Costs: Replacing
equipment before it requires extensive repairs reduces
maintenance costs and extends the overall lifespan of
technology investments.
• Enhanced Cybersecurity: Up-to-date hardware and
software ensure compatibility with the latest security
patches, mitigating cybersecurity risks associated with outdated systems.
• Improved Employee Morale: Providing employees
with reliable and modern technology enhances job
satisfaction and overall morale.
• Better Budget Forecasting and Control: A planned
approach to equipment replacement enables more
accurate budget forecasting and prevents large,
unplanned capital expenditures.
• Increased Operational Efficiency: Modern technology enhances operational efficiency by providing faster processing speeds, improved software compatibility, and access to advanced features.

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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45. Video Surveillance System
Background
Security camera systems have become an
increasingly valuable tool for communities seeking to
enhance public safety and deter crime. These
systems can play a crucial role in preventing crime,
aiding investigations, and improving overall security
by providing a visual record of activities.

Research conducted by the Urban Institute1 has
demonstrated the significant benefits of security
camera systems. The study found that the savings
and benefits derived from fewer incidents and crimes often outweigh the initial costs of implementing these systems. Moreover, law enforcement agencies, policymakers, and other stakeholders have widely recognized the value of security cameras as effective tools for:
• Managing Behavior: Monitoring public spaces and identifying potential threats. • Preventing Crimes: Deterring criminal activity through the visible presence of cameras. • Aiding in Response: Providing valuable evidence to support rapid and effective incident response.
• Assisting in Arrests: Capturing footage that can be used to identify and apprehend suspects.
• Supporting Investigations and Prosecutions: Providing crucial evidence for legal proceedings.

Integration with Door Access Control Systems
Security camera systems can be integrated with door access control systems to enhance security further and streamline operations. This integration allows for:
• Improved Visibility: Cameras can be focused on specific doors or areas of interest, providing greater visibility into door-related activities and alarms. • Enhanced Security: By combining video surveillance with access control, organizations can gain a better understanding of who is entering and exiting their facilities, thereby improving overall security.
• Efficient Incident Response: In the event of a security breach or other incident, integrated systems can provide valuable information to help security personnel respond quickly and effectively.

By investing in a robust security camera system, the City can take a proactive approach to public safety, enhance crime prevention efforts, and improve the overall security of its facilities and communities.

Findings and Observations
• The City uses multiple systems.
• Staff want to consolidate systems and expand coverage over time. • The system was implemented in a piecemeal fashion.
1 Urban Institute. (n.d.). Evaluating the Use of Public Surveillance Cameras for Crime Control and Prevention.

Retrieved from https://www.urban.org/research/publication/public-surveillance-cameras-and-crime.

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Recommendations
• An assessment of video needs should be conducted. Identify the City's video surveillance requirements and develop a long-range video plan.
w Review the infrastructure needed to deploy cameras and video. w Determine whether various alternatives with limited bandwidth can meet requirements. • Establish a budget for implementing video services based on identified geographic needs. • Determine who owns the video surveillance system.
• Consider outsourcing the entire system.
• Any outsourcing arrangement should include video analytics, review, and retrieval.

Benefits
• Managing Behavior: Helps monitor public spaces and identify potential threats, promoting safer environments.
• Preventing Crimes: Deters criminal activity through the visible presence of cameras. • Aiding in Response: Provides valuable evidence to support rapid and effective incident response.
• Assisting in Arrests: Captures footage to aid in identifying and apprehending suspects. • Supporting Investigations and Prosecutions: Supplies crucial evidence for legal proceedings.
• Enhancing Security Through Integration: When combined with door access control systems, video surveillance improves visibility, strengthens security, and facilitates efficient incident responses.

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Cybersecurity
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Cybersecurity addresses all security systems and
practices, including disaster recovery, to protect
systems and data.

Cybersecurity

46. SCADA Cybersecurity Best Practices

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46. SCADA Cybersecurity Best Practices
Background
Supervisory Control and Data Acquisition (SCADA)
systems are critical components of infrastructure
that manage and monitor essential services,
including water treatment, power distribution, and
traffic control. While designed for operational
efficiency, these systems present unique
cybersecurity challenges due to their distributed
nature and reliance on industrial control protocols.

A robust cybersecurity posture is crucial for
protecting these systems from unauthorized
access, malicious attacks, and operational
disruptions. Integrating SCADA systems with
enterprise networks and the internet has increased their vulnerability, necessitating rigorous security measures.

Effective SCADA cybersecurity involves a multi-layered approach encompassing network segmentation, access control, intrusion detection, and regular vulnerability assessments.

Implementing strong authentication protocols, patching systems promptly, and conducting regular security audits are crucial steps in mitigating risks. Additionally, a comprehensive incident response plan is crucial for minimizing the impact of any security breach and ensuring a rapid recovery. The security of SCADA systems is not merely a technical concern, but a matter of public safety and operational continuity.

Water and wastewater cybersecurity requirements are governed by the America’s Water Infrastructure Act of 2018, which mandates the implementation of appropriate cybersecurity controls. A SCADA cybersecurity framework is primarily provided by the National Institute of Standards and Technology (NIST) in its Special Publication 800-82, "Guide to Operational Technology Security." NIST Special Publication 800-53 Security and Privacy Controls for Information Systems and Organizations also informs SCADA cybersecurity.

Findings and Observations
• The SCADA system was upgraded approximately five years ago. • The SCADA system utilizes Wonderware software to collect, display, and communicate the health, performance, and alerts of the water system. Updates to water system settings can also be accomplished through Wonderware.
• Cybersecurity requirements have expanded dramatically in the last five years.

Recommendations
• Conduct a SCADA Cybersecurity Assessment utilizing NIST SP 800-82 as the primary framework.
• Revise the SCADA network design and enhance the cybersecurity toolset based on the assessment results.
• Best practice is to conduct a cybersecurity assessment every three years. • Best practice recommends penetration testing and vulnerability testing regularly. w Penetration and vulnerability testing should be customized to limit network traffic on low bandwidth segments.

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Benefits
• Protects critical infrastructure from cyberattacks, ensuring the uninterrupted delivery of essential services
• Maintains public safety by preventing unauthorized access to and manipulation of systems that control vital city functions
• Preserves operational continuity by minimizing the risk of disruptions caused by security breaches
• Safeguards sensitive data related to infrastructure operations, protecting it from unauthorized access and compromise
• Enhances regulatory compliance by adhering to established cybersecurity standards and best practices

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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 delivers high-
standard service. Telecommunication is also key in
teamwork, allowing employees to collaborate easily
from anywhere.

Telecommunications 4

7. Telecommunications System Replacement

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47. Phone System Improvements
Background
The telecommunications systems and Voice Over Internet Protocol (VoIP) marketplace has changed over the last decade to include VoIP telephone systems installed using two general methods: on-premise or cloud-based. Systems using equipment installed on-premises are called Unified Communications Systems (UCS), and those installed in the cloud are called Unified Communications as a Service (UCAAS).

Both system approaches provide telephone features, voicemail, conferencing, mobility tools, and apps. The primary difference between these solutions lies in the method of installation and their respective pricing models. The following are some characteristics of both:

On-Premise Cloud-Based
• Equipment is installed in IT closets.
• Calls are delivered over the data network.
• Software licensing is typically purchased.
• The City owns all the system hardware,
telephones, and servers.
• Customers subscribe to an annual
maintenance and Software Assurance
contract.
• Implementation is performed in detail by the
selected vendor with customer participation.
• Telephone lines are connected to the system
from a separate carrier.
• Requires local administration by staff for
Moves, Adds, and Changes (MAC), and
Billing.
• System equipment resides in the provider’s
Cloud Data Center and is leased.
• Calls are delivered over the data network.
• Phones are the only equipment installed onsite and can be purchased or rented. • Maintenance and Software support is
included in the monthly user license fee.
• Software features are bundled into groups.
• Some software features are billed monthly a
la carte.
• Implementation is typically conducted
remotely and requires significant customer
involvement.
• The monthly user license fee typically
includes telephone lines and carrier service.
• Requires local administration by staff for
Moves, Adds, and Changes (MAC) and
Billing.

Pricing
The Pricing model characteristics:

Premises-Based Cloud-Based
• Customers purchase the hardware and
software.
• This has a more substantial upfront cost
(unless financed).
• Low-cost Annual Maintenance and Software
Assurance arrangements.
• Ongoing telephone carrier costs.
• In most cases, the Customers purchase only
the telephone handsets; however, some
vendors provide phones on a monthly rental
basis.
• The software user licenses are rented every
month for each user.

The premises system has a more substantial one-time purchase price than the cloud-based system. Still, the Cloud system can have a much higher monthly cost than a premises-based solution.

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Findings and Observations
Current System Arrangements
• The City utilizes Microsoft Teams, which includes voice licensing features, for its telephone system. The system was installed by a Microsoft dealer called CallTower. • Teams is a collaboration tool that has been enhanced to provide some telephony features and functions.
• The Teams calling feature is insufficient for the shared line appearance use case • The City currently has a combination of E1 and E3 MS licenses and has added the Voice system and calling plan to those licenses.
• The City has purchased a Microsoft calling plan through CallTower to enable incoming and outgoing calls.
• It appears that the City also contracts with CallTower for Microsoft E1 and E3 user licenses. • The City uses a combination of desk phones and softphones for the endpoints. • The desk phones are YeaLink MP54
• The system is implemented using an “over-the-top” method, utilizing the City’s existing internet service to provide cloud Teams telephony features and a connection to the Public Switched Telephone Network (PSTN).
• CallTower did the Teams Telephony Implementation.

Staff Feedback
We conducted interviews with departments to gather feedback regarding the operation of the Teams system. The following is a summary review of the staff input:

Operational Challenges
• Automated Attendant - Several departments reported that the Automated Attendant either fails to function or operates poorly, resulting in incoming calls being transferred to the incorrect department. Many mentioned that the Automate attendant call prompts are confusing and do not match the departmental needs.
• Expanded use of Announcement boxes and Automated Attendant Tools – Recreation would like to offer callers the ability to use an automated attendant for recreation, with one of the options being their hours of operation and location, and an option to exit and speak with staff.
• Lack of multiline appearances – a common feature of telephone systems is the ability to have multiple line appearances on an individual phone set and to be able to duplicate the same extension on multiple phones. Teams does not provide this feature. The lack of this feature is causing operational issues for every department. • Dropped Citizen Calls and Poor-Quality Connections – Departments mentioned that the system often drops calls and has poor connection quality, and in most cases, the Citizen needs to call back. In some cases, staff have experienced a situation where, when they end a call and another call comes in, they are unable to answer the incoming call. • Use of Features – Common features like call hold or transfer as well as Call Park often result in dropped or lost calls. The Call Park feature appears to confuse most users.

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• Departments with High Volume of Calls – Some departments (finance as an example) can have a high volume of calls at various times in the month or week. We have found that in these instances, clients implement telephony features that queue incoming calls to the staff or agents who are in the department answering calls. This feature is typically a call center or contact center tool that provides call queuing features, as well as statistics and real-time information to staff during busy times. Teams does not offer this Contact Center feature and typically requires customers to implement a third-party software tool. • Paying Water Bills on the Phone – The system is not designed to allow customers to call in and pay their water bill without human intervention. The caller must talk with the staff to pay the bill.
• Telephony End Point Issues – The City implemented a combination of softphones (using the PC) and desk phones. Many comments regarding the lack of training and many believe the phones are not user friendly. Most staff use the softphone. • Voicemail Operations – Some departments have mentioned that the system does not always allow voicemails to left for staff.
• Physical Phone and softphone Issues – Many departments commented that the existing telephone sets and softphone app are not user-friendly and do not appear to have the needed features or functions.

Training Issues
Many mentioned that there was no system user training provided when the system was installed. This lack of training has caused a number of departments to be unable to adapt their operations to the new system. They are unable to duplicate the same call flow methodology from the previous system.

System Implementation
The System was implemented by CallTower with limited operational information provided by the Departments, resulting in what appear to be standard/default feature sets shown on buttons for users. In addition, no turning of the system once it was installed was performed.

Recommendations
• The existing system has a number of operational issues and lacks many of the tools the City departments need for their operation.
• The lack of these features can cause the customer experience to be poor and require duplication of work, recalls and dissatisfaction.
• We believe the City should perform an assessment of the departmental needs and compare those needs to the Teams system to determine what can be done with the existing system to improve the performance for staff and to improve the user experience for Citizens. • If the System does not provide the needed features and tools for the departments, we believe the City should begin the process of replacement w Follow the “Software Selection Best Practices” as outlined in this plan. w Implementation of a cloud system or a premises-based system requires the same effort, design details, planning, testing and user training.

Benefits
• Addresses the lack of key features mentioned by departmental staff • Provides user and administrative training
• Addresses the functional and operational telephony needs of the City • Offers tools to enable improvements in the operation

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• Improves the caller/user experience
• Provides contact center reporting tools
• Potentially reduces total cost of ownership
• Provides a current platform that can be enhanced to address changing needs

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IT Staffing
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IT staffing can be one of the most important areas
of business management, especially given the
impact IT decisions can have on the organization's
productivity, budget, morale, and overall success.

IT Staffing

48. IT Staffing

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48. IT Staffing
Background
As part of the technology master planning process, ClientFirst reviews available technology resources against the required resources to implement the plan's recommendations. The efficacy of any technological infrastructure is inextricably linked to the expertise and capacity of the personnel who manage and maintain it. IT staffing encompasses recruiting, retaining, and developing skilled professionals who are responsible for managing information technology systems.

A well-staffed and proficient IT department contributes significantly to the agency’s ability to implement and maintain effective technology solutions, safeguard sensitive data, provide timely support to users, and achieve the objectives outlined in this plan.

Findings and Observations
• The IT staff consists of an IT Manager and a Systems Technician. • Staffing is sufficient for the current workload. However, if IT resources are needed to manage, coordinate, and/or lead these technology initiatives or take on additional responsibility as a result of implementing the recommendations (e.g., governance around GIS), then IT staff availability for operations will be more limited. • IT utilizes a managed service provider to provide expertise on highly technical issues and upgrades.
• Business applications and primarily cloud-based, reducing administrative burden. • The plan includes several Business Application improvement projects that will require internal project management and third-party subject matter expert resources. • Significant improvements in cybersecurity are planned over the next several years. w An increased cybersecurity toolset will lead to increased IT operational needs. • Increased IT operational needs caused by necessary cybersecurity improvements will cause IT staff to spend more time managing cybersecurity tools, leaving less time for user support and improvement projects.
• A formal after-hours support policy does not exist.

Recommendations
• Consider adding a part-time Help Desk Technician to support day-to-day user needs and assist with equipment replacement, inventory, and other small projects. • Develop an after-hours support policy and, potentially, an on-call procedure. • Continue to utilize third-party subject matter experts for complex technical projects. • Utilize third-party business application subject matter experts to provide project oversight and implementation expertise.

Benefits
• Skilled personnel protect critical municipal data through proactive cybersecurity measures • Qualified technicians maintain consistent operational uptime for essential services • Expert staff implement technological advancements that improve service delivery • Dedicated teams resolve technical issues efficiently, minimizing disruptions to operations • Proactive staffing empowers the adoption of evolving technological demands

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Technology Master Plan
Budget
Low High
Best Practices
1 Technology Governance
Critical to improving communication. Best Practice for
managing and prioritizing the limited resources of the
IT function and implementation plan oversight. Reenergize technology governance committee with a focus on Departmental needs, including
implementation of this plan and training.
$0 $10,000
2 Sustainability Planning
Develop a long-range plan to continue to support
applications and underlying technology with updates
as needed.
$0 $10,000
3 Applications Management Best Practices
Departments are responsible for managing the
implementation and improvement of business
applications with the assistance of IT. Departments
should identify process owners, power users,
analysts, and module/functional leads within the
Departments to lead improvement efforts.
4 User Training and Support
Ongoing Departmental application system training
budget year-over-year. Initial focus on O365,
SharePoint, and Teams. Long-term rollout project -
will benefit the entire City through multiple training
workshops on various technology needs
$25,000 $25,000 $25,000 $25,000 $25,000
5 Software Needs Assessment Best Practices
Utilize software needs assessment methodology to
identify gaps in application functionality for
improvement.
6 Business Process Reviews
Departments to identify and prioritize business
processes that could be improved to better serve
residents or reduce staff time.
7 Enterprise Reporting Best Practices
Ongoing application support and continued assistance
with enterprise system reporting will be critical for
implementation of these practices. Departments
should identify critical reporting needs with the support of IT.
8 Software Selection Best Practices
Best Practice focused on reducing risk and improving
software selection outcomes while maximizing value
through competitive selection. Done properly and
implemented well, a Best Practice selection will result in higher utilization of systems and reduction in
manual processes.
9 Applications Implementation Project
Management Best Practices
Consider the elements important to the overall
success of a project, as well as the achieving the
objectives and goals set forth when implementing new
systems. Initiative No. Patterson Technology Initiatives Comments Priority Budget Range FYE 2031 Funding
Source(s) FYE 2026 FYE 2027 FYE 2028 FYE 2029
Ongoing
FYE 2030
Capital Plan Page 1 of 4

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Technology Master Plan
Budget
Low High Initiative No. Patterson Technology Initiatives Comments Priority Budget Range FYE 2031 Funding
Source(s) FYE 2026 FYE 2027 FYE 2028 FYE 2029 FYE 2030
10 Enterprise Applications Support Best Practices Business Analyst to assist departments. 11 IT Project Planning and Implementation Best
Practices
Follow PMI based project management principles for
smaller, less-complex projects
12 Data Availability and Management Solution Best
Practice
Best practice for managing data collection and
storage.
13 Mobile Computing
Expand the use of mobile computing functionality to
any users where required or cost-benefits exist. Need
to determine number of new units by type and year.
14 Return-on-Investment Considerations
Policy and practices the City will follow per the
initiative recommendations. Topic will be covered in
the IT Governance Workshop noted in that initiative.

Departmental Applications and Systems
15 Enterprise Resource Planning (ERP)
Improvements
Budget for additional vendor support to close
functional gaps, implement improvements, and enduser training.

U $150,000 $1,000,000 $100,000 $500,000 $500,000
16 Online Payments
Assessment to determine all useful online payment
types that could be implemented to improve
constituent service.

H $50,000 $100,000 $75,000
17 Expense Reimbursement Software Budget for the assessment and selection of Expense Reimbursement Software. L $25,000 $50,000 $35,000
18 Bids Management Software Budget for the assessment and selection of Bid Management Software. H $20,000 $80,000 $35,000 $15,000 $15,000 $15,000 $15,000 19 Contract Lifecycle Management Software Budget for the assessment and selection of Contract Management Software. M $50,000 $100,000 $75,000
20 Human Resources System
Budget for a gap analysis, additional vendor support
to close functional gaps, implement improvements,
and end-user training.

U $50,000 $150,000 $50,000 $100,000
21 Time and Attendance System Improvements
Budget for additional vendor support to close
functional gaps, implement improvements, and enduser training.

U
22 Performance Evaluation Software Budget for an assessment to identify functionality requirements for Performance Evaluation Software. H $25,000 $50,000 $50,000 23 Applicant Tracking and Onboarding Budget for the assessment and selection of Applicant Tracking and Onboarding Software. H $25,000 $50,000 $50,000 24 Electronic Content Management System
(ECMS)
Budget for the assessment and selection of an
Electronic Content Management System. M $75,000 $150,000 $50,000 $50,000 $50,000 included above Included with ERP
Capital Plan Page 2 of 4

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Technology Master Plan
Budget
Low High Initiative No. Patterson Technology Initiatives Comments Priority Budget Range FYE 2031 Funding
Source(s) FYE 2026 FYE 2027 FYE 2028 FYE 2029 FYE 2030
25 Agenda Management System Budget for implementation of a new Agenda Management System using best practices
26 Legislative Management System Budget for the assessment and selection of Legislative Management Software. L $35,000 $85,000 $85,000 27 Fire RMS Improvements Budget to conduct a post-implementation needs assessment M
28 Land Management System Replacement Budget for the assessment and selection of Land Management System Software. H $350,000 $750,000 $75,000 $500,000 $100,000 29 Electronic Plan Review Software Budget for the assessment and selection of Electronic Plan Review Software. H $30,000 $60,000 $60,000
30 Code Enforcement Software Budget for the assessment and selection of Code Enforcement Software. L
31 Enterprise Asset Management (EAM) Software
Improvements
Budget for additional vendor support to close
functional gaps, implement improvements, and enduser training.

M $50,000 $125,000 $50,000 $50,000 $25,000
32 Vehicle Monitoring System Budget for the assessment and selection of Vehicle Monitoring Software. L $5,400 $27,000 $27,000
33 Construction Management Software Budget for the assessment and selection of Construction Management Software. H $50,000 $100,000 $100,000 34 Capital Improvement Planning (CIP) Software Budget for the assessment and selection of Capital Improvement Planning Software. M $25,000 $75,000 $50,000 35 Project Management Software Budget for the assessment and selection of Project Management Software. M $2,400 $12,000 $5,000 $5,000
36 Supervisory Control and Data Acquisition
(SCADA) Improvements
Budget for additional vendor support to close
functional gaps, implement improvements, and enduser training.

L $25,000 $100,000 $100,000
37 Microsoft Office 365
Budget for additional vendor support to close
functional gaps, implement improvements, and enduser training.

L $25,000 $100,000 $25,000 $15,000 $15,000 $15,000 $15,000 in-process
included above
Completed FYE 2026
Include with Land Management System
Capital Plan Page 3 of 4

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Technology Master Plan
Budget
Low High Initiative No. Patterson Technology Initiatives Comments Priority Budget Range FYE 2031 Funding
Source(s) FYE 2026 FYE 2027 FYE 2028 FYE 2029 FYE 2030
Innovative and Emerging Technologies
38 Artificial Intelligence
Assess your organization's readiness for AI,
identifying areas where the technology can drive
efficiencies and improve service delivery. Develop a
roadmap prioritizing high-impact initiatives,
addressing data quality needs, and establishing
governance to ensure responsible AI use.

M
39 Website Complete a post-implementation review H $50,000 $100,000 $50,000 $50,000 40 Request Management Software Budget for the assessment and selection of Request Management Software. M $25,000 $50,000 $35,000 $35,000 $35,000 41 Mass Outbound Communications System Budget for the assessment and selection of Mass Outbound Communications Software. L $35,000
42 Kiosks Conduct a needs assessment to understand
stakeholder needs and desired functionality L $0 $15,000 $5,000 GIS
43 GIS Assessment and Master Plan Budget to develop a GIS Master Plan. H $50,000 $100,000 $75,000 $100,000 $50,000 $50,000 $50,000 IT Infrastructure
44 Computer Equipment Replacement Planning Budget to maintain the fleet of computers L $79,200 $111,600 $11,700 $13,500 $12,500 $18,000 $29,700 $26,100 45 Video Surveillance System Budget for the assessment of video needs and plan development. L $6,000 $15,000 $7,500 $7,500
Cybersecurity
46 SCADA Cybersecurity Best Practices Budget to conduct a SCADA Cybersecurity Assessment and revise network design. H $0 $50,000 $50,000 Telecommunications
47 Phone System Improvements Budget to add call center tracking and improve onhold functionality. U $9,000 $22,000 $10,000 $3,000 $3,000 $3,000 $3,000 IT Staffing
48 IT Staffing Adding an IT application/GIS analyst resource H $78,000 $96,000 $78,000 $83,000 $87,000 $92,000 $96,000 $96,700 $814,500 $1,013,500 $1,480,500 $597,200 $424,100 *Other Funding Sources (Funded, Planned and/or Estimated) $0 $0 $0 $0 $0 $0
$96,700 $814,500 $1,013,500 $1,480,500 $597,200 $424,100 6-Year Grand Total $4,426,500
Ongoing
TBD
Capital Plan Page 4 of 4

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CITY OF PATTERSON

TECHNOLOGY MASTER PLAN

MODERNIZING OPERATIONS

IMPROVING SERVICES

SUSTAINING GROWTH

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PATTERSON 2030
Imagine Patterson five years from now:
• Residents apply for permits and pay fees online—
seamlessly.
• Residents can submit issues or access City services in just a few taps through an app.
• Departments share data instantly, making decisions
faster and smarter.
• Paper and manual processes, for both the staff and the public, are greatly reduced
• Technology scales with growth, not against it.

This is the future we’re building—and this plan is the
blueprint.

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WHY WE STARTED THIS INITIATIVE
Strategic Direction from Leadership
City Council and executive leadership set a clear mandate: modernize operations, deliver better digital services to residents, and sustain growth. This initiative is how we make that vision real.

The Challenges We Must Solve
• Siloed Systems – Departments operate independently, using disconnected tools with little integration.
• Inefficiency – Outdated systems and manual workarounds waste time and limit productivity.
• Lack of Visibility – Leadership lacks a complete technology picture, making it hard to prioritize funding and ensure sustainability.

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WHY THESE

CHALLENGES MATTER
• Every manual workaround costs time
and money.
• Disconnected systems frustrate
residents and staff
• Shadow systems risk losing critical
knowledge
• Fragmentation limits scalability as
Patterson grows

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WHAT THIS PLAN DOES
This isn’t just an IT plan—it’s a City-wide strategy to:

1. Align technology with operational goals

2. Improve citizen experience

3. Ensure sustainable growth

4. Empower departments with a shared vision

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WHAT THIS PLAN DELIVERS FOR THE CITY OF

PATTERSON
Clear Picture of Today
• What’s working, what’s not,
and what’s missing.
• Identifies manual processes
and shadow systems.

Actionable Roadmap for
Tomorrow
• Prioritized initiatives with
timelines and budget
estimates.
• 5-year implementation plan
for sustainable improvement
Governance & Staffing Blueprint
• Recommendations for
accountability and crossdepartment coordination
• IT staffing plan to ensure
success
From assessment to action: A strategic path to modernize the City of Patterson.

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DAVID KROUT
Partner, Management Consulting and Applications
• 25+ years Enterprise Applications Consulting Experience • Departmental Business Applications Solutions Architect • Worked with over 140 agencies

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Agenda
• Planning Methodology
• Assessment
• Strategies, Goals, and Objectives
• Project Budgets
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Introductions
Who We Are

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We focus on local
government agencies
throughout the US:

Municipalities Utilities
Counties School Districts
National in Scope – Local in Presence
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US Agencies
Served
500+
Projects
Nationwide
3,500+
Technology
Assessments
and Plans
150+
National in Scope – Local in Presence
14 CA Agencies
Served
150+

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California Agencies

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Methodology
The Process and Approach to
Developing the Plan

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Phased Approach
Business Operations issues and
n min fi …
with strategies and goals to get
h …
culminating in tactical/ actionable
ini i iv …
wo king wi h P on’ T m
throughout

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Citywide Collaborative Approach
Included IT and All City Departments
• City Administrative Support
• City Clerk
• Human Resources
• Code Enforcement
• Engineering/Capital Projects
• Fire
18 ClientFirst’s Approach
Dozens of City staff participated, filling out needs assessment questionnaires, responding to information requests, and participating in multiple workshops. • Building
• Planning & Community Development
• Public Works
• Parks & Recreation – Senior Center
• Finance

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Assessment
The Current Environment

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Assessment Strengths - Technology
• Dedicated, hard-working staff
• Motivated to improve operations and constituent services • Positive impact due to recent IT leadership changes
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Assessment – Business Applications
• Over 150 application systems are in use citywide
• All departments requested additional application training • Many areas for improved reporting, workflow automation, and for reducing shadow systems and manual processes
• Improvements needed for several major systems
• Numerous acquisition and/or replacement of necessary enterprise-level systems may be needed
• Recommend following established best practices for all procurement and implementation projects
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Assessment – Business Applications
• Increase investment in application improvements to improve day-to-day business operations 22 6.1
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Assessment Findings – Technology Budget
• Historically, Technology spending is significantly below the peer benchmark and local government standards
• Reflects staffing and application improvement constraints • Need additional spending on application improvements, cybersecurity, and IT Infrastructure 23 Benchmark of 43 local government agencies

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Strategies, Goals, and Objectives
The Big Picture

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Technology Strategies
• Best Practices
• Following best practices is critical to ensuring successful project initiatives • Technology Governance
• A Technology Steering Committee can be an important contributor to managing this plan • Expand the use of Office 365 to encourage collaboration • Improve ERP utilization and departmental ownership to streamline financial, payroll, and administrative workflows.
• Expand use of enterprise data and spatial tools, including GIS, to support resident-facing services across departments.
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Application Improvement Strategies
• Gain efficiency through improved application utilization • Reduce shadow systems and manual processes
• Focus on training to streamline operations
• Use software needs assessments to identify system improvement needs • Improve reporting and workflow automation
• Follow Applications Management and Support Best Practices • Obtain third-party subject-matter expertise (SME) for scheduling, structuring, and conducting the necessary business process review and improvement efforts for large, complex projects.
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Recommended Initiatives
The Road Map

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Major Systems Requiring Improvements
• Enterprise Resource Planning (ERP)
Improvements
• Human Resources System
• Time and Attendance System
Improvements
• Electronic Content Management System
(ECMS)
• Enterprise Asset Management (EAM)
Software Improvements
• Microsoft Office 365 and Teams
Improvements
28 Department Business Application Strategies

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New Software Systems Needed
• Online Payments
• Expense Reimbursement Software
• Bids Management Software
• Contract Lifecycle Management Software
• Performance Evaluation Software
• Applicant Tracking and Onboarding
• Legislative Management System
• Land Management System Replacement
• Electronic Plan Review Software
• Code Enforcement Software
• Vehicle Monitoring System
• Construction Management Software
• Capital Improvement Planning (CIP) Software
• Project Management Software
• Request Management Software
• Mass Outbound Communications System
29 Department Business Application Strategies

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Budgets

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Application Priorities –
Strategic Technology Plan
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Budget – Technology Master Plan

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Budget – Strategic Technology Plan
Technology spending above a normal recommended benchmark for a few years is necessary to improve departmental operations, as well as constituent services 33 6.1
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Budget – Strategic Technology Plan
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Plan Budget Summary
• Significant enterprise application system improvements and replacements
• Recommend third-party assistance for major application system improvements
• Additional IT help desk staff to support departments and improve service
35 All reco en e
pro ects ill ollo
nor al et
re est an
proc re ent
policies

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NEXT STEPS

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NEXT STEPS – NEXT 3 MONTHS
Formal Adoption and Endorsement
Present the plan to department leaders to close the loop, communicate commitment from executive leadership, and establish next steps.

Present the plan to City Council for endorsement.

Establish a Governance Structure
Form a Technology Steering Committee to ensure the plan remains relevant, gives voice to each department, and provides a formal process for review and approval of projects and initiatives.

Empower Departments
Provide each department with their summary to use while they advocate for funding, plan internal improvements, and coordinate with IT and the Steering Committee.

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NEXT STEPS – 3 TO 6 MONTHS
Allocate or Plan Resources
Allocate funding and staff resources to execute on the plan Launch Priority Projects
Identify high-impact, low-barrier initiatives to begin and secure early wins.

Integrate the Plan into Budget Cycles
Budget planning includes references to the plan or justification for deviation from the plan, when necessary.

Communicate Progress
Share updates with department leaders, City Manager, City Council, and Staff

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NEXT STEPS – 6 TO 12 MONTHS
Schedule Annual Review
Treat the plan as a living document, and schedule annual reviews to reassess priorities, adjust timelines, add new initiatives, and report on completed items.

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QUESTIONS?

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CITY COUNCIL

AGENDA REPORT
TO: Mayor Clauzel and Members of the City Council
FROM: Fernando Ulloa, City Manager
BY: Tiffany Rodriguez, Director of Engineering Services MEETING DATE: January 20, 2026
ITEM NO: 7.1
SUBJECT: Approve First Reading and Introduction of Ordinance No. 886, Reading by Title Only, Waiving Further Reading, an Ordinance of the City Council of the City of Patterson, Amending Sections 10.40.030, Certain streets—Thirty-five miles per hour, and 10.40.040, Certain streets—Twenty-five miles per hour, of Chapter 10.40, Speed Limits, of Title 10, Vehicles and Traffic, of the Patterson Municipal Code to Remove Streets that Were Not Included in the 2024 Engineering and Traffic Survey.

RECOMMENDATION
Motion to Approve First Reading and Introduction of Ordinance No. 886, Reading by Title Only, Waiving Further Reading, an Ordinance of the City Council of the City of Patterson amending sections 10.40.030, Certain streets—Thirty-five miles per hour, and 10.40.040, Certain streets—Twenty-five miles per hour, of Chapter 10.40, Speed Limits, of Title 10, Vehicles and Traffic, of the Patterson Municipal Code to remove streets that were not included in the 2024 Engineering and traffic Survey.

BACKGROUND
On February 18, 2025, the City of Patterson (“City”) Council adopted Ordinance No. 881 amending Chapter 10.40 of the Patterson Municipal Code to reflect the recommended speed limit changes in the Engineering and Traffic Survey (“E&TS”) completed by TJKM in December 2024.

Ordinance No. 881 updated sections 10.40.030 and 10.40.040 of the Patterson Municipal Code to reflect the 2024 E&TS, but one (1) street was included in the updated section 10.40.030 and five (5) streets were included in the updated section 10.40.040 that were not examined by the 2024 E&TS. The proposed Ordinance amends sections 10.40.030 and 10.40.040 of the Patterson Municipal Code to only include the streets examined by the 2024 E&TS.

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ANALYSIS
State law establishes a twenty-five (25) mile per hour prima facie speed limit in business or residential districts, school zones, and highways near senior centers or other facilities primarily used by senior citizens. (Veh. Code, § 22352). If the City enforces speed limits by way of radar, state law requires periodic preparation of an E&TS to justify the speed limits on those designated streets. (Veh. Code, §§ 40801, 40802). However, the E&TS requirement does not apply to a local street or road, school zone, senior zone, or a business activity district. (Veh. Code, § 40802, subd. (a)(2)).

Section 10.40.030 Certain streets—Thirty-five miles per hour.

Section 10.40.030 of the Patterson Municipal Code states in relevant part:

The city council has determined, upon the basis of an engineering and traffic survey, that the prima facie speed limit of thirty-five miles per hour on the following streets is found to be the most appropriate to facilitate the orderly movement of traffic and is reasonable and safe…
However, the following street listed in section 10.40.030 of the Patterson Municipal Code was not included in the 2024 E&TS:

A. Del Puerto Avenue from El Circulo Avenue to Sperry Avenue.

Further, Del Puerto Avenue from El Circulo Avenue to Sperry Avenue is in a residential area subject to a prima facie speed limit of twenty-five (25) miles per hour under Vehicle Code section 22352. The speed limit for Del Puerto Avenue from El Circulo Avenue to Sperry Avenue was previously raised to thirty-five (35) miles per hour based on a prior engineering and traffic survey, but the street was not included in the 2024 E&TS and therefore should have a speed limit of twentyfive (25) miles per hour to align with the prima facie speed limit in the Vehicle Code.

The proposed Ordinance removes Del Puerto Avenue from El Circulo Avenue to Sperry Avenue from section 10.40.030 of the Patterson Municipal Code. Under the Vehicle Code, an E&TS is not required for speed limit enforcement by radar on Del Puerto Avenue from El Circulo Avenue to Sperry Avenue because the street constitutes a local street or road, school zone, senior zone, or business activity district.

Section 10.40.040 Certain streets—Twenty-five miles per hour.

Section 10.40.040 of the Patterson Municipal Code states in relevant part:

The city council has determined, upon the basis of an engineering and traffic survey, that the prima facie speed limit of twenty-five miles per hour on the following streets is found to be the most appropriate to facilitate the orderly movement of traffic and is reasonable and safe…
The following five (5) streets were not examined in the 2024 E&TS but nonetheless appear in

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section 10.40.040:

D. 7th St. from L St. to Las Palmas Ave.
…
F. 9th St. From Sperry Ave. to Kinshire Way
G. Poppy Ave. from Clover Ave. to 2nd St.

H. Del Puerto Ave. from Poppy Ave. to Sperry Ave.
…
Q. Salado Ave. from El Circulo Ave. to Ward Ave
The proposed Ordinance amends section 10.40.040 of the Patterson Municipal Code to remove the five (5) streets listed above. Under the Vehicle Code, an E&TS is not required for speed limit enforcement by radar on these streets because they constitute local streets or roads, school zones, senior zones, or business activity districts.

FISCAL IMPACT
None.

ATTACHMENT
Ordinance No.886
2024 Engineering & Traffic Survey completed by TJKM

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