Smart City Plan Report Execu�ve Summary April 2024
1 The City contracted with the Government Technology Group, LLC (GTG) to develop a Smart City Plan to guide the development and implementa�on of a Sunnyvale Smart City Program (“Smart City Sunnyvale”).
A Smart City Plan details the comprehensive technology enabled processes a city uses to guide innova�on and support improved services to the public and serves as a framework to implement a Smart City Program. Using current trends and best prac�ces, the Smart City Plan iden�fies the current state, defines the future state, and iden�fies projects to guide the City to the desired future state.
GTG used a methodology in developing Smart City Sunnyvale consis�ng of three pillars: Vision, Transforma�on, and Outcomes. The vision establishes the founda�on, by which the actual transforma�on is executed against. Transforma�on is the execu�on of the vision by way of specific projects aimed at delivering the desired outcomes. Outcomes reflect the improvements to the overall process of city opera�ons and service delivery. The study followed the following steps: 1) Analysis of the current state, 2) Recommenda�ons for a future state, and 3) Crea�on of a Smart City project matrix.
Current State
GTG analyzed the current state of the City through a series of departmental interviews and informa�on gathering with Informa�on Technology Department Staff. The analysis concluded that there are gaps that need to be closed in three areas:
- Infrastructure and Cyber Security – The City should work towards improving broadband and wifi infrastructure, implement a networking strategy that leverages the cloud, modernize and expand GIS, and redevelop and improve the City’s cybersecurity polies and prac�ces. - Staffing and Resourcing – The report iden�fies changes in staffing classifica�ons and skillset to support moving towards a Smart City. This includes mul�ple recommenda�ons for specialized skillsets either not employed by the City currently, or underu�lized with current staff due to workload constraints. The report also indicates that staffing and funding levels are both below or equal to industry standard and comparable agencies respec�vely. - Governance and Community Engagement – Gaps are iden�fied in both community engagement needed to understand community demands for technology, and in internal Governance in the form of interdepartmental communica�on and data and analy�cs sharing.
Strategic/Program Recommenda�ons
GTG recommends thinking regionally and engaging local companies for strategic partnerships, making technology evalua�on part of the scoping process for all City projects, improve IT staff skills in the administra�on of cloud infrastructure, and leverage the Internet of Things for service delivery.
GTG also recommends the following:
- Create a Technology Enterprise Fund – Collect revenues from all telecom leases, capture all technology related costs, and apply more robust infla�on factors to capture cost increases that track higher than standard infla�on factors for goods and services. This fund would be specific for Smart City ini�a�ves; however, the City would most likely use our exis�ng technology and communica�ons fund structure that is currently in place and add Smart City ini�a�ves as priori�zed projects within the budget.
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Smart City Plan Report Execu�ve Summary April 2024
2 - Governance – Expand the current IT governance structure to capture capital projects, oversee data automa�on and integra�on in support of Smart City projects, and develop a responsible AI strategy.
- GIS Program Strategies – Create a GIS commitee to oversee iden�fica�on of processes that could benefit from GIS in conjunc�on with development of a GIS strategic plan. This could be a subset of the IT Solu�ons Commitee and GIS ini�a�ves would be priori�zed through the City’s IT project approval process.
- Create a Dig Once Policy - A Dig Once policy provides a standardized City procedure to add conduit for broadband purposes in the City’s right of way in coordina�on with the installa�on of water, sewer and telecommunica�ons infrastructure at a significantly reduced cost. The City follows a Dig Once prac�ce, but does not have a formal Dig Once Policy. - Smart Data Management Plan – Create a Data Management Plan to develop and grow management of the City’s data. The plan would use visualiza�on to communicate informa�on internally and to the public. This would include the crea�on of data policies, standards, and procedures for citywide data use.
- Business Process Review - In order to improve business process and integra�on, the City should strategize to perform a business process analysis for so�ware used by the City, with the goal of maximizing the use of its business systems.
- Sustainability – Include projects to support sustainability efforts. Specific recommenda�ons include expansion of smart irriga�on controllers, installa�on of sensors in water and sewer systems, and use of the Internet of Things (IoT) to expand sensor technology. - Cybersecurity – Update the City cybersecurity program to follow more of the NIST (Na�onal Ins�tute of Standards and Technology) framework.
- Private Sector Partnerships to Improve Livability – Leverage the business sector in technology partnerships. U�lize private-public partnerships for agreements, poten�al contracts and various IT ini�a�ves.
- Performance Dashboard and Open Data Ini�a�ve – Implement a dashboard to consolidate key performance metrics and consider an open data ini�a�ve for transparency and outside analysis of the City’s informa�on, where appropriate.
- Smart City Internet of Things - The City should expand its use of the Internet of Things (IoT) for sensors and field-specific devices that are connected to the cloud and provide data analy�cs. - Smart City, Agility, and Intelligent Corridor – Establish a framework to allow the City to be more agile to quickly test new technologies.
- Traffic and Mobility – Formalize a citywide collabora�ve strategy for traffic and mobility technology. Expand the amount of traffic data sharing occurring within the City and the region. - Implement Staffing Recommenda�ons – GTG has iden�fied several staffing areas where the current IT Department does not have adequate staff to support a robust Smart Ci�es program. IT Security, Geographic Informa�on Systems (GIS), and networking are areas that should be addressed to op�mize opera�ons going forward.
- Innova�on Commitee - The IT governance commitee should create a sub-commitee with four to six members to stay nimble and allow for quick decision making in proposals to support the City’s ongoing Smart City needs.
GTG also proposed a list of detailed projects and strategies that are included as Appendix A to the report. They are categorized into three categories:
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Smart City Plan Report Execu�ve Summary April 2024
3 - Workability – The use of technology to improve service delivery and opera�onal efficiency. - Sustainability – directly related to the City’s environmental ini�a�ves. - Livability – Addressing societal impacts for residents and businesses.
Recommended Top 11 Projects/Ini�a�ves
GTG worked with all City departments, various staff within the IT Department, and the IT Governance Commitees to agree on the following Top 11 priori�zed projects to be further scoped and implemented.
This list is in order or priority and recommended implementa�on.
1. Install Password Control So�ware – provides a tool for City users and IT staff to beter manage passwords where single sign-on is not available
One-Time Cost: $30-$45K; Annual cost: $30-$45K; 3- to 6-month implementa�on
2. Cyber Security Audit – increases the current frequency of audits from bi-annual to annual to support the ever-changing threats involved with Cybersecurity One-Time Cost: $30K-$60K; Annual cost: $30-$60K; 3- to 6-month implementa�on
3. Core IT Network Comple�on – upda�ng the Core network to implement more of the NIST standards and enhancing throughput required for Smart City and IoT ini�a�ves One-Time Cost: $60K-$150K; Annual cost varies; 9- to 12-month implementa�on
4. Failover Internet Connec�vity – establishing a failover internet using a different provider to ensure the City’s primary services stay online when necessary. This is not a redundant connec�on, but a smaller failover connec�on for cri�cal business con�nuity.
One-Time Cost: $60K-$150K; Annual cost varies based on provider; 6- to 9-month implementa�on
5. Establish a GIS (Geographic Informa�on System) Program – adds staffing, governance, and various GIS ini�a�ves for implementa�on that supports a variety of business opera�ons One-Time Cost: $604K-$735K; Annual cost: $574K-$675K; 9- to 18-month implementa�on
6. GPS (Global Posi�oning System) Field Tools – hand-held devices and GPS tools that integrate with the City’s GIS system to assist field staff in real-�me updates and beter data/analy�cs One-Time Cost: $10K-$35K; Annual cost: $1.5K-$4.5K; 3- to 6-month implementa�on
7. Public Wi-Fi – con�nuing to expand where Sunnyvale provides public Wi-Fi One-Time Cost: $150K-$350K; Annual cost: $23K-$53K; 6- to 9-month implementa�on
8. Addi�onal Flow Monitors – installing addi�onal flow monitors to provide beter pipe capacity with beter data and analy�cs
Cost es�mates vary greatly by area and technology used, need more scoping if this is approved; 12- to 24-month implementa�on, as a high es�mate
9. Enhance CRM (Customer Rela�onship Management System) – current CRM is not working for the public or staff and needs enhancement along with mobile func�onality One-Time Cost: $18K-$1,200K; Annual cost: $3K-$200K (Note: costs vary greatly between upgrade and system replacement); 9- to 12-month implementa�on (depends on solu�on)
10. Fire Sta�on #2 Rebuild – incorpora�ng Smart City technology and building standards into the new Fire Sta�on #2 Rebuild capital project.
One-Time Cost: $500K-1,500K; Annual Cost: $75K-$225K; 9- to 24-month implementa�on
11. Data & Document Sharing / Collabora�on – Standardize the tools and guidelines for data and document sharing within the City and externally throughout the City One-Time Cost: $150K-$400K; Annual cost: $23K-$60K; 9- to 24-month implementa�on 24-0152 Added Attachment 1 (posted 20240423)
Smart City Plan Report Execu�ve Summary April 2024
4 Fiscal Impact
GTG recommends many ac�ons that have both near and long-term fiscal impacts. They fall into two categories, opera�onal and project based. The report recommends the addi�on of six posi�ons to the Informa�on Technology Department totaling approximately $1 million per year. The opera�onal recommenda�ons also include a contracted frac�onal Security Officer (CISO) at approximately $120K per year.
For project-based costs, GTG provides an es�mated range for most of the projects, although not all due to the amount of poten�al varia�on. For the projects that are costed, the high range for all projects is $4.5M. It is unclear without further scoping how many years that covers, and what each project may add in ongoing opera�onal costs.
Conclusion
Overall, the report gives the City a framework with which to develop Smart City Sunnyvale focused around collabora�on, governance, livability and workability (opera�onal efficiency).
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