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Home My WebLink About18 ADOPT 5-YEAR INFORMATION TECHNOLOGY APPLICATION PLANMEETING DATE: OCTOBER 2, 2018 TO: JEFFREY C. PARKER, CITY MANAGER FROM: JOHN A. BUCHANAN, FINANCE DIRECTOR SUBJECT: ADOPT 5 -YEAR INFORMATION TECHNOLOGY APPLICATION PLAN SUMMARY: Staff requests that the City Council adopt the 5 -year Information Technology (IT) Application Plan. ClientFirst Consulting Group, LLC (ClientFirst) worked with the various City departments to develop the 5 -year IT Application Plan. RECOMMENDATION: It is recommended that the City Council adopt the 5 -year Information Technology Application Plan. FISCAL IMPACT: There is not fiscal impact associated with the adoption of the 5 -year Information Technology Application Plan. The FY 2018-2019 budget included appropriations for several initiatives outlined in the first year of the plan. However, high dollar initiatives, the Police CAD/RMS (Computer Aided Dispatch / Records Management System) Replacement (initiative #18) and the Video Camera and Surveillance System (initiative #30), would be appropriated when the projects are ready for award. In subsequent fiscal years, the appropriations for the projects outlined in the IT Application Plan will be incorporated with the budget process. CORRELATION TO THE STRATEGIC PLAN: The Enterprise Applications Software Assessment Study including an Enterprise Software Plan implements strategy number five (5) of Goal E: Organizational Excellence and Customer Service. BACKGROUND: The City currently utilizes multiple software application solutions and the existing applications are presenting issues and challenges within the City's software enterprise environment. The City's experiences are not unique, as many other municipalities have or are experiencing similar challenges. Many of these challenges include: 0 Lack of integration between systems. 5 -Year Information Technology Applications Plan October 2, 2018 Page 2 • Difficulties in creating or preparing custom reports and management reports in support of decision-making and collecting data for measuring results. • Proliferation of shadow systems, databases, and spreadsheets to support departmental activities that the City's centralized systems cannot fulfill. • Lack of or inconsistent graphical user interface that would assist the user in providing a more intuitive experience in using a software application. • Numerous annual maintenance contracts with annual costs higher than typical on a cumulative basis. • Difficulty in providing online services internally and externally to the public, including citizens and customers. ClientFirst met with each department to discuss software / application related issues. A committee was established to help facilitate and prioritize the various issues that were identified in the department meetings. The consultant's observations and findings were consolidated into the 38 initiatives of the 5 -year IT Application Plan. The committee prioritized the initiatives in the plan so that the City can maximize its resources, financial and personnel, in order to effectively and efficiently address the issues that were outlined above. The 5 -year IT Application Plan include initiatives that are currently in progress, as such the appropriations for these initiatives were included with the Fiscal Year 2018-2019 budget. However, some initiatives, Police CAD/RMS and the Video Camera and Surveillance System, would be appropriated during project award. An IT Steering Committee, initiative #2, has been established to facilitate the implementation, prioritization, and management of the plan. The Plan outlines estimated costs associated with the various initiatives. However, should the financial resources be insufficient in a given fiscal year, the IT Steering Committee will be responsible for the re -prioritization of the initiatives. The Plan will be updated as initiatives are completed and initiatives can be added or removed as priorities change in the next five (5) years. Staff will include an update on the progress of the various initiatives with the budget process. (7�&,� 4xill"D,,John .Buchanan Sean ran e Director Deputy Director of Finance Attachments: Cover Report for Application Assessment Plan Report for Information Technology Current State Needs Assessment Application Assessment Plan Budget Estimates Cover Report for Application Assessment Plan June 11, 2018 TUSTIN BUILDING OUR FUTURE HONORING OUR PAST Final DRAFT Client Locations Coast -to -Coast Practice Locations California Illinois Texas North Carolina 800.806.3080 www.clientfirstcg.com U Li • • L: L] • TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA Table of Contents ENGAGEMENT PURPOSE AND BACKGROUND.............................................3 Introduction and Background.............................................................................................3 Application Assessment Plan Objective.............................................................................5 Deliverables.......................................................................................................................5 Methodologyand Approach...............................................................................................6 CURRENT APPLICATION ENVIRONMENT SUMMARY.....................................7 Summary of Core Applications...........................................................................................7 IT STRATEGIES, GOALS, AND OBJECTIVES................................................8 INFORMATION TECHNOLOGY (IT) PRINCIPLES..........................................12 Vision / Mission Statement...............................................................................................12 IT INITIATIVE SUMMARIES........................................................................13 Introduction......................................................................................................................13 IT Initiative Categories.....................................................................................................13 BestPractices..................................................................................................................14 Departmental Applications and Systems..........................................................................15 Gov2.0 (E-Government)..................................................................................................17 ITStaffing........................................................................................................................17 KEYISSUES............................................................................................18 E-Gov..............................................................................................................................18 Enterprise Resource Planning (ERP) Replacement.........................................................19 Police CAD/RMS Replacement........................................................................................20 Departmental Applications Utilization Improvements.......................................................20 ITGovernance.................................................................................................................21 CONCLUSION..........................................................................................22 MovingForward...............................................................................................................22 Benefits...........................................................................................................................23 ImmediateNext Steps......................................................................................................23 APPLICATION ASSESSMENT PLAN CAPITAL BUDGET...............................24 INFORMATION TECHNOLOGY CURRENT STATE NEEDS ASSESSMENT ........25 CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA Engagement Purpose and Background The City currently utilizes over 150 software applications and modules organization -wide. Familiarity and satisfaction with the existing applications appears to be mixed and inconsistent, as well as system change requirements, due to new functionality required by the City. Many existing software applications currently in use throughout the City's software enterprise environment are presenting issues and challenges. The City's experiences are not unique, as many other municipalities have or are experiencing similar challenges, including: • Lack of or inconsistent user-friendly interfaces • Numerous manual processes • Proliferation of shadow systems, databases, and spreadsheets to support departmental activities that the City's centralized systems cannot fulfill • Difficulty extracting information from some systems • Difficulties in creating/preparing: • Custom Reports • Requesting and distributing Management Reports • General business intelligence, decision support, and measurement results • Lack of training and availability of training • Limited online services internally and to the public (citizens and customers) • Limited GIS information and integration • Lack of integration between systems As a result of these challenges, the City would like to determine if the existing enterprise applications represent a viable long-term solution or if now is the time to consider options for modernizing additional application environments through the future implementation of a new applications or, in some instances, application reimplementation to achieve a higher degree of functionality and utilization. Note: The City has already begun modernizing and replacing several application environments/systems. The consideration of selecting and implementing new core enterprise application systems is a serious step. Without proper preparation, planning, and a best -practice methodology for selection and implementation, the City may encounter numerous problems and risks, including: • Spending hundreds of thousands—and, potentially, millions—of dollars more than necessary in total cost of ownership • Failed or prolonged implementations • 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 The implementation of new enterprise solutions is a significant undertaking. The estimated total project timeline can 0.5 to 2.5 years (dependent on system type and complexity) to conduct a needs assessment and to procure and fully implement the systems. CUENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 25 TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA The City embarked on this Application Assessment Plan with a spirit of continuous operational improvement, to reach yet higher levels of information technology utilization. With this in mind, it should be understood that this Application Assessment Plan focuses on the future, with only minimal focus on the past. Also, the Application Assessment Plan is not a performance review of the City's IT Division but, rather, a review and analysis of the various departmental and IT system projects and improvements for the City to consider and implement over the next five years. This Application Assessment Plan reaches forward to provide a five-year roadmap, so the City can continue its historical path of continual improvement. The strategies and goals are designed to use technology to provide operational improvements, increased efficiency, and extend better service to the public and customers. With this Application Assessment Plan, the City will be better equipped to grow, evolve, and apply the resources necessary to deal with the City's ever-changing IT complexity and needs. CUENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA The objective of the Application Assessment Plan includes developing and articulating a vision for the effective use of technology to support the work of the City, identifying strategies for developing and implementing technology initiatives, and highlighting the cost benefits of doing so. Below, we have created a well-documented plan to guide the IT Team and departments over the next five years in planning, procuring, implementing, and managing current and future technology investments and resources related to Applications and End-user support services provided to the City. The plan is the result of a thorough analysis of the following: • Existing applications, business systems, projects, processes, training, and other investments and resources currently in use by the City • Interviews and workshops involving all levels of the City's staff, including the Senior Management Team, end-users, and other stakeholders, recognizing limited staff availability • Identification and prioritization of projects that staff should undertake over the next five years • Identification of needs to accommodate current and future technology requirements The Application Assessment Plan includes: • Project Purpose and Background • Methodology for Implementation and Maintenance of the Application Assessment Plan • Current Environment Summary • Strategies, Goals, and Objectives • IT Vision and Principles • Application/IT Initiatives (Projects) by Priority • Key Issues and Initiatives • Moving Forward • Timelines • Plan Budgets CUENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA We utilized a five -phase methodology on which we base our Application Assessment Planning projects. This served as the cornerstone of the project, allowing the collaborative process to shape and develop our recommendations and approach, enabling us to tailor each step to fit the City's unique specifications. CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA Current Application Environment Summary Note: Total software applications and modules exceed 170. City management and staff have done a good job of improving information technology systems with the limited staff resources available. There is increased desire to allow customers to have more efficient interactions with the City, online transactions, and more transparent information availability. Concurrently, City management wishes to improve operational efficiency and control costs. The City will not be able to manage these competing needs without updating, improving, and better -utilizing enterprise business applications. CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Springbrook Major,.Vendor Financial/Accounting Management Personnel Management Springbrook & Microsoft Excel Utility Billing Springbrook Land Management EnerGov Work Orders/Maintenance Management EnerGov PMM Electronic Document and Records Management Laserfiche Geographic Information System (GIS) ESRI - ArcGIS Police CAD/RMS West Covina Services Group (WCSG.Net) Note: Total software applications and modules exceed 170. City management and staff have done a good job of improving information technology systems with the limited staff resources available. There is increased desire to allow customers to have more efficient interactions with the City, online transactions, and more transparent information availability. Concurrently, City management wishes to improve operational efficiency and control costs. The City will not be able to manage these competing needs without updating, improving, and better -utilizing enterprise business applications. CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA IT Strategies, Goals, and Objectives The strategies for leveraging and maximizing information system utilization in delivering City services are listed below. Within each strategy, we have listed initial goals and objectives. We have translated those goals and objectives into specific initiatives in the Assessment Appendix of the report. Additionally, outlined later in the report are the budgetary costs for each initiative, resource requirements, implementation time frame and, if appropriate, the next steps toward implementation. • Follow a system selection best practices approach to select an ERP system to replace the Springbrook system and other City applications: • Assess and define needs • Develop an RFP based on the needs assessment and defined needs • Analyze and determine short-list • Conduct detailed tailored demonstrations • Perform reference checks • Conduct site visits • Select finalist • Conduct due diligence and contract review and negotiation • Implement per best practices with Project Management Office and following PMI (project Management Institute) standards CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA • Increase utilization of software application features and functionality • Increase user -application training • Improve application implementation methodologies to better identify efficiencies • Eliminate manual labor hours through application software process automation • Introduce application management best practices • Maintain the high level of departmental ownership of applications • Identify key roles and responsibilities for core business applications Train key users to recognize and avoid extensive workarounds and unnecessary reconciliations Conduct process reviews and document application feature/function requirements to identify automation and opportunities to streamline processes Utilize return -on -investment (ROI) principles to justify additional application changes to improve productivity and customer service Increase mobile computing (tablets and laptops) to all applicable users (field and office staff) • Recommend the creation of a GIS Master Plan • Consider moving most third -party GIS services in-house • Assess all GIS data and work with the departments to increase confidence in the information • Create an up-to-date GIS infrastructure that expands employee self-services to provide for office- and field-based GIS needs • Expand integration to key business systems • Utilize GIS to further document existing conditions and view GIS as a way to document and store "institutional knowledge" related to assets • Create an online public -facing GIS citizen portal that includes information related to Lparcels/addresses and maps of GIS layers CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Cover Report for Application Assessment Plan City of Tustin, CA • Maintain a complete Application and User License Inventory • Identify key roles and responsibilities for core business applications: • Process Owners • Application Champions • Application Analysts • Ad Hoc Report Writers • Application Area Functional Lead (Liaison/Coordinator) • Module Leads • Module Stakeholders • Feature Function Reviewers • All users of the module by name • Plan for and fund adequate user training and support • Implement application management best practices, including: • An Application Support Specialist has been funded in the budget, which was adopted on June 5th • Commit all levels, from management to line staff, to take responsibility for adapting and improving processes and integrating them with core application software applications • Implement Online Citizen Request Management (CRM) • Implement Online Permits • Implement Online Permit Inspection Requests • Implement Online Code Enforcement Complaints • Implement Online Citizen Requests • Improve Online Business License Applications and Renewals • Implement Online GIS information portal • Implement Online Financial Information Access • Implement Online Alarm Permits (in -process) • Implement Online Laserfiche Forms • Implement Online Activity Registrations • Implement Online Facility Reservations CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA • Formalize an IT Steering Committee and governance mechanism • Implement IT policies through the Steering Committee • Adopt a best -practices approach to application management • Improve application analysis and reporting capabilities within the departments through training • Create and maintain project inventory • Utilize project management principles for larger projects • Become date- and project schedule -driven • Create an IT Capital Replacement Plan to forecast and fund hardware and software replacement costs for major application systems • Develop an Application Portfolio and understand the life -cycle cost of all departmental and operational applications • Plan for the sustainability of applications, in addition to hardware capital replacement funding and adequate ongoing user training CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA Information Technology (IT) Principles The City is dedicated to providing the highest quality technology-based services in the most cost-effective manner to deliver services effectively and efficiently in a sustainable manner. The City will ensure that its information systems are maintained in a secure environment, capable of supporting technology advancements made by the City, and will exist in an integrated environment that fosters an open, collaborative, and unifying culture. Information technology is committed to the values of: • Reliability • Professionalism and Integrity • Efficiency and Effectiveness • Innovation • Excellence • Collaboration and Teamwork 1. Given finite IT resources, the City will focus these resources on the most productive and cost-effective projects. 2. City departments will agree on a collaborative, long-term IT vision and strategies, which requires active participation in setting IT priorities through an IT Committee made up of department leadership. 3. City will strive to maximize utilization of existing systems and prior investments in application software, expanding functionality and seeking enhancements to existing applications. 4. City is committed to ensuring sufficient staff training and applications software knowledge of existing vendor systems. 5. Department ownership is fundamental to achieving maximum return -on -investment of applications. Departments recognize the importance of assuming responsibility for managing and implementing their specific core business applications, with the support of IT staff. City departments are committed to taking responsibility for adapting and improving processes to best integrate them with applications software. 6. The City will develop an IT Services Portfolio to assist all interested parties and stakeholders in understanding the IT Division's roles and responsibilities in servicing the City overall. CUENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 25 TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA IT Initiative Summaries Application Assessment Planning is a process to assess, research, prioritize, budget, and plan future information technology initiatives. Some of the following initiatives are ready for approval and implementation, while others require further assessment and research before the City can make a final determination as to priority, resource requirements, and cost -benefit. Productivity Improvement — Many of the following initiatives will have a direct impact on overall productivity within the organization. Some of these initiatives will significantly impact specific processes, reducing staff time required, while others will ease or speed delivery of services to City customers. Cost Savings — Many of the initiatives outlined herein will have direct or indirect cost savings when implemented. Extensive return -on - investment (ROI) calculations are not within the scope of this report. However, an ROI Considerations discussion is included in the Appendix of the report. The Application Assessment Planning process resulted in 40 Initiatives/projects. Combined, there are hundreds of findings and recommendations. CLIENTFIRST classified the major findings and recommendations into four categories, including: CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA A best practice is a recognized method that consistently provides better results than those achieved with other methods. CLIENTFIRST believes the following best practices will enhance the City's ability to - select, procure, and maintain more effective technology solutions in the future, as well as improve the overall productivity of staff. —. The technology initiatives addressed within this category, explained in greater depth in the Appendix, include: IT Initiative Description Return -on -Investment Considerations Overview showing how to understand ROI opportunities in the City through various technology investments IT Governance Utilizing an ongoing IT Steering Committee to drive technology education, policies, and the implementation of the Application Assessment Plan over the next five years Applications Management Best Practices Formally establishing roles and responsibilities for IT Division, departments, and users to improve overall utilization of software assets maintained by the City Departmental Applications and User Determining existing software applications and resources in use by City staff for Licensing Inventory more application systems Business Process Reviews Review of business processes to ensure efficiency and high service levels to constituents Software Selection Best Practices Following best practices needs assessments, evaluation, and procurement when considering new or replacement software solutions Project Planning and Implementation Implementing a best -practices approach for IT project planning, implementation, Best Practices and management Maintaining Software Updates Maintaining software updates for all applications and operating systems for all users in a timely manner. User Training and Support Improving ongoing user training to maximize system utilization and gain productivity and efficiencies Software Inventory Status Matrix Identifying potential software application improvements or replacements on an ongoing basis User Access Controls Inventory all user security and access requirements for software modules and files to ensure that proper access is granted to improve productivity, efficiencies, and customer service CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 1 4 125 TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA The Departmental Applications and Systems category includes initiatives primarily related to department business applications identified during the needs assessment process. Many of these initiatives and recommendations can have a significant impact on overall productivity, enhanced communications, information sharing, improved constituent service, improved transparency, and in many cases, cost efficiencies. The IT initiatives addressed within this category, which are explained in greater depth in the Appendix, include: IT Initiative Description Enterprise Resource Planning (ERP) Replacement of existing system and adoption of newer Replacement technologies to significantly improve City operations and customer service. Common Application suites for ERP systems include: • Financial Management • People Management (e.g., HR, Payroll, Timekeeping) • Utility Billing • Citizen Request Management Land Management Utilization Improving the current Land Management software system that manages the following: • Project Planning / Zoning • Permits • Inspections • Code Enforcement • Business Licensing • Parcel / Address Management Work Order Software Utilization Improvements A process to compare the City's functional needs with inventory of existing applications, to determine most cost- effective means to gain increased business process efficiencies through more effective utilization of Work order suites/modules; includes a Gap Analysis and a plan to close identified gaps Parks and Recreation Software Replacement Replacing current Parks and Recreation software that is approaching the end of its lifecycle and will no longer be supported by the vendor (in -process) Electronic Content Management System (ECMS) Improved document and content management technology to: Improvement (1) manage records, record retention, document capture, storage, and retrieval; (2) provide workflow automation; (3) manage FOIA requests; and (4) provide electronic forms and application capabilities with routing and approvals Police CAD/RMS Replacement Consideration to replace existing CAD/RMS system (In - Process) Alarm Tracking and Billing Software Automating processes currently being performed manually for alarm permitting and billing (in -process) Large -File Sharing Tool Consolidation of applications being used for sharing of files that are too large for sharing via email CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 15 125 TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA IT Initiative • • Real -Time Utility Usage (Automatic Meter Realtime utility meter reading information that can also be Reading -AMR) shared online for customers to monitor their usage more frequently or potentially in real time Video Capture and Editing (Video Events and Migrating to a single video capturing and editing environment Other) Photo Management and Storage Software Professional -quality software that stores, manages, and retrieves the extensive photo archives from various City departments GIS Assessment and Master Plan Citywide assessment and master plan for the future GIS data and resource needs Department -Centric / GIS Self -Service Ability for departments to access and utilize Web mapping or GIS applications to perform ad hoc inquiries and for customized citizen access Online Public GIS Access Ability to provide additional Web mapping and GIS applications to the public Traffic Collision Software Consideration for replacement of current traffic collision software Learning -Management Software Software solution to organize, manage, and track employee completion of courses, as well as ability to create online recurring and interactive training content Intranet Assessment and Improvements Need an improved internal website portal to automate employee notifications and communications between departments for common questions and information Web Conferencing Need to accommodate video conferencing capabilities in City meeting facilities/conference rooms Video Camera and Surveillance System (Citywide Assessing which locations would benefit from video Standard) surveillance technology and implementing a video surveillance camera system (In -Process) Police Audio Recording System Upgrade Procurement of an improved call listening software Mobile Device Management Implementation of a Mobile Device Management software to track, control, and manage all mobile devices. Home Buying Program Software (Affordable Options for upgrading to new Home Buying Program Housing Program) Software Open Government Data Portal Cloud -based reporting software to publish City financial information to the Web Dictation Software Interest in utilizing a voice dictation software CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT- 16 125 OPTIMAL TECHNOLOGY GUIDANCE Cover Report for Application Assessment Plan City of Tustin, CA Gov 2.0 is a growing body of shared knowledge regarding the utilization of new technologies in combination with creativity, information sharing, and the collaborative process to better serve and interact with the public. The principles of Gov 2.0 include: Principle 1 - Serve as the primary source of reliable, accurate, and timely City information, delivered to the customer on his/her platform of choice. Principle 2 - Maintain a real-time, interactive, and user Gov 2.0 - centered website that offers easy access to public information and online services. Principle 3 - Offer opportunities for online civic engagement and social collaboration. The possible benefits of developing such communication methods go beyond the simple release of information. The advantages include: • Increased efficiency and cost reduction for public services offered electronically • Greater government transparency • Better -informed and more involved public • More collaborative efforts between the City and the public • Faster and more convenient access, promoting public satisfaction and approval The IT Initiatives addressed within this category, which are explained in greater depth in the Appendix, include: IT Initiative Description Citizen Request Management (CRM) Implement a complete CRM system to track various requests initiated by citizens online or over the phone, Enterprise Applications Support Specialist including automated internal routing and status reporting Mass Public Outbound Communications Using a single tool for simultaneously notifying City residents and staff about important information, events, status updates, or emergencies Website Replacement with Content Management Replacement of existing website using a third -party Tools software vendor specializing in Municipal Website Design tools and services; this would also include easy-to-use Content Management capabilities to manage frequent changes to website pages (in -process) IT Initiative Description GIS Staffing Consideration for internal staff to administer most geographical systems and coordination efforts Enterprise Applications Support Specialist Ability for IT Division operations to provide application/business analyst roles and skill sets CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA Key Issues The following Key Initiatives were developed by the City and CLIENTFIRST. These initiatives should be kept in the forefront of consideration during the implementation of this Application Assessment Plan over the next five years. There is strong interest across multiple departments to expand the availability of online information to the public. The result will be increased efficiencies due to reduced labor and easy, digital retrieval of information for both customers and organization staff. Online retrieval of information also provides citizens with 24/7 search capabilities and the convenience of not having to involve staff or go to City offices. The City should explore expanding the following online functionality potentially available through existing application solution providers: • Online Citizen Request Management (CRM) • Online Permits • Online Permit Inspection Requests • Online Code Enforcement Complaints • Online Citizen Requests • Online Business License Applications and Renewals • Online GIS Information Portal • Online Financial Information Access • Online Alarm Permits • Online Laserfiche Forms/Documents • Online Activity Registrations • Online Facility Reservations CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA Enterprise Resource Planning (ERP) is an organization -wide software solution that allows integration among various departments and their respective functions. The result is a centralized system of communication, data storage, and operations management. Improvements to ERP solutions bring about processes that multiple departments can benefit from. Common municipal -related ERP application modules include accounting, financial reporting, payroll, human resources, planning and permitting, and work orders. The following graphic shows a typical municipal ERP environment. Example Enterprise Applications Overview Integration Citizen Access Citizen Contact Management (CRM) • Permits Inspections Integration • Business Licensing Work Requests • Code Enforcement • ApplicantTracking • Cnline Payments WarkOrders Fleet Management Maintenance Fixed Assets Management 7 *i Accounts Grant Receivable Management Cashe�ng User Qashbaard 7Reporfing udgeting Proect ccounfing Land I Parcel Cade Management Enforcement System Reports Permits & Planning &Business Inspectors Zoning Licenses Payrall Time Tracking I ESS Human Applicant Resources Tracking Currently, the City utilizes multiple software vendors to support its enterprise application requirements. Some of the current systems are outdated, lack adequate integration, reasonable reporting capabilities, commonly utilized functionality found in other municipalities, and require excessive manual workarounds and reconciliations. All departments noted unmet reporting needs, feature/functional requirements deficiencies, and an overall need for systems improvements and additional software modules. The City is missing opportunities for labor savings (thousands of labor hours per year), and improved customer service due to lack of integrated solutions with sufficient training and functionality to meet internal operational and customer needs. Departments have a strong interest in newly available features and enhancements that a more modern ERP solution can provide. Gaining greater utilization in enterprise application software modules through installation of a new ERP system is key to significant increases in citywide productivity and efficiencies. CUENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 25 TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA The City currently uses two vendors to provide its ERP environment. The primary solutions are Springbrook (Financials, Utility Billing, HR/Payroll), and EnerGov (Land Management and Work Orders). Springbrook lacks key functionality available in more current technology; and additional improvements to the work order system (EnerGov PMM), through training and reporting, would also benefit the City. EnerGov Land Management was recently implemented and should help the City realize significant efficiencies when compared to the previous system (PermitsPlus), which was at the end of its life- cycle. However, a post implementation review would benefit the City by identifying remaining automation needs for internal staff, as well as additional online citizen access improvements. The entire effort to select and replace Springbrook with a new ERP solution will logistically require 18 to 30 months. An integrated Computer Aided Dispatch (CAD) and Police Records Management System (RMS) enables public safety and law enforcement to centralize public safety incident information, preserve data integrity, and enhance operational efficiency. The City's Police Department within this integrated environment are afforded the ability to quickly capture, record, update, share, and access critical incident and public safety data. The Police Department is in the process of replacing CAD/RMS system (West Covina Services Group WSG.Net). Best practices are being followed by utilizing a third -party subject -matter expert to assist with the selection of new system. CAD/RMS systems are among the most complex and resource -intensive software solutions a municipality will ever implement. Dedication to both selection and implementation best practices is critical to a successful outcome with minimal problems and challenges. The City utilizes over 170 different software applications or modules throughout all departments. These software applications represent millions of dollars in investment and are a significant City asset. Process reviews and additional user training are needed for some existing systems. Process review and improvement is a continual process. This is not an effort that is applied once and then forgotten, settling on status quo. As individuals strive for continual improvement, an organization stays healthy in the same way, by continuing to review and improve processes and incorporate those improvements into the configuration and setup of the supporting application systems. The benefits of process reviews include: • Identifying enhancement and streamlining opportunities • Automating manual processes • Maximizing human resources involved in the processes • Embedding or transferring the knowledge of subject -matter experts (SMEs) into the processes and associated workflows Although process review and improvement should be continual, it is most common for process improvement projects to occur in the following circumstances: • In preparation for—and during the implementation of—new or replacement application systems CUENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT- 125 OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA • When new technology becomes available that provides opportunities for additional automation • On a pre -established process review and improvement cycle (important to ensure a continued regularly scheduled focus on improvement) However, the City does not have sufficient existing IT resources to document practices and procedures to determine improvements needed for application systems, in addition to prioritizing, evaluating solutions, and identifying sufficient implementation and ongoing management and support resources for these solutions. The IT Division also does not have sufficient resources to ensure quality application utilization, increase department process improvements, and gain significant efficiencies in labor throughout the organization. We believe adding an experienced applications support specialist and the use of third -party SMEs for key projects can bridge this gap. In order for the City to achieve significant improvement in staff productivity and efficiency, and public services and transparency, the City will need to improve overall utilization of its software/application assets. Implementation of the Application Assessment Plan provides a great opportunity for City departments to collaborate on future technology use and applications through an internal IT Steering Committee. ,, 4 Traditionally, key IT decisions have been decentralized and focused on Departmental applications. IT governance can provide a collaborative groundwork for major decisions, planning, internal communication, and department/staff training regarding such matters. IT governance is committed to the stewardship of IT resources on behalf of the stakeholders who demand a benefit and/or return on investment. A. - The IT Steering Committee is a group of internal staff and managers from a variety of departments and disciplines that provide long-term direction and oversight for an organization's Information Technology systems. This internal stakeholder committee can provide a stabilizing influence and focus for development of organizational concepts and planning. Some of the responsibilities the group may carry out include: • Identification, prioritization, and development of initiatives • Monitoring and reviewing initiative implementations • Project managing implementation of the Application Assessment Plan • Providing a forum for lessons learned during implementation of technology projects • Providing an initial review process of technology -related projects requested by individual departments • Reviewing issues and long-term unresolved needs • Acting as a sounding board for management and staff Implementation of IT governance can be an effective forum for internal departments to become more knowledgeable about technology and how it can be used effectively to enhance customer service and create efficiencies throughout the City's business process environments. CUENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 25 Cover Report for Application Assessment Plan City of Tustin, CA Conclusion Moving forward, we recommend the City focus on increasing application utilization and staff productivity through the adoption of application -management best practices. Additional resources should also be dedicated to executing the following: E -Gov Improvements — Expand IT Infrastructure ar capabilities of existing and replacement system to include all applicable online citizen and customer transactions and information availability through a limited number of website portals. TUSTIN IT Master Plan ERP Replacement — The entire effort to select and implement a new ERP solution to replace existing Springbrook will logistically require 2.0 to 2.5 years. The City needs to ensure that all its applications needs have been identified and that appropriate funding has been budgeted for a replacement ERP by conducting a comprehensive needs assessment and developing a Request for Proposals (RFP). Application Utilization — City departments want to improve their core business processes and fully utilize their applications. The City should work to encourage a sense of application ownership and continuous improvement by the departments, supported by a reorganized enterprise applications support function in IT. Improved application utilization is one of the most effective ways to increase staff productivity and customer service. Governance — The formation of the internal IT Steering Committee will foster cooperation and collaboration in setting priorities and executing multi -department initiatives. Over the long term, the IT Steering Committee will oversee and maintain the execution and occasional modification of this plan. We expect the projects outlined in this report to result in improved productivity and customer service, as well as improved sustainability. Third -party SMEs will be helpful for projects that are (1) high priorities, (2) beyond the scope of City skill sets, and/or (3) lacking internal resource availability. Additionally, we recommend that action plans be developed by the departments and IT for all active, short-term initiatives. The action plans should include all identified needs, recommended solutions, responsible individuals, and target due dates. These action plans can ensure that all needs are being addressed and/or that a decision has been made not to pursue an initiative. These action plans will also prove beneficial to annual resource and budget planning requirements. The City should review and update the plan annually, using an abbreviated version of the Application Assessment Planning methodology. In this way, the plan will be a vehicle to continuously guide the information technology activities of the City. The annual Application Assessment Plan update should be synchronized with the City's annual budget process, so the City's Assessment Plan initiative costs can be properly represented in the City's annual budget. CUENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 25 TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA OMM The completed plan should not be viewed as static, but rather, a dynamic tool that is revised and updated as business conditions and requirements change. If the planning function is not an ongoing process, certain objectives and benefits will not be realized, because the objectives themselves may change as the organization and its environment evolves. Major benefits to be realized through the implementation of this Application Assessment Plan include: • Increased collaboration and communication between the departments, and the departments and IT • Transformation of the organization's overall understanding, knowledge, and stewardship of information technology • Clear direction for projects for the next five years, focused on meeting the organization's needs • Citywide department consensus and understanding of all Assessment Plan Initiatives and their priorities • Foundational process and methodology for evaluation of project investments and analyzing business -case justification The City's Technology Committee should begin reviewing the plan and priorities, including the ranking and sequencing of the Key Initiatives and Issues. Next, assign lead and participatory resources to these Key Initiatives and Issues and also to all other high-priority initiatives. This should include the finalization of target due dates for immediate next steps of those initiatives. Initiative leaders should then report status updates for active initiatives to the IT Steering Committee as part of each agenda. Major issues for each initiative should be discussed among the IT Steering Committee and/or sub -committees for general feedback, collaboration, and lessons learned, as many of the IT/application initiatives cross -departmental boundaries. In order to improve the culture of application utilization, management, and support, it is also recommended that a series of training workshops be developed for all key department stakeholders and all enterprise business application users throughout the organization. This is an effective way to maintain momentum and kick-off the tremendous change that is to occur in improving operations and constituent services. Examples could include: • IT Governance Enterprise Applications Management Best Practices Enterprise Applications Support CUENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 25 TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA Application Assessment Plan Capital Budget The Application Assessment Plan Capital Budget on the following pages is not an entirely new set of spending requirements. The plan encapsulates all information technology issues and needs of all departments in the City. Some initiative projects are normally funded by departments themselves, while some already have capital reserves set aside, and others are part of normal annual IT budgeting. CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Cover Report for Application Assessment Plan City of Tustin, CA Information Technology Current State Needs Assessment The following section contains the initiatives from the Application Assessment Plan Workshop documentation in their entirety. CLIENTFIRST TECHNOLOGY CONSULTING - FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE CLIENTFIRST TECHNOLOGY CONSULTING Application Assessment Plan Project / Initiative Budget Estimates FINAL DRAFT IT Initiative Best Practices Budget Range Comments •Low High Policy and practices the City will follow per the initiative recommendations. Can be covered in the IT Governance training. IT Steering Committee training to provide assistance in the creation and ongoing function of an IT Governance model. Includes Governance $ $ 10,000 guidelines binder and sample documentation types Can include facilitation/assistance for three -to -six months. .. Source(s) Funding 1 1 1 1 1 1FY2022-23 1 Return -on -Investment Considerations 2 IT Governance 3 Applications Management Best Practices Identifying software module roles and responsibilities for major application systems, as well as assistance in developing a proactive IT Dept. Appl. Support methodology and tools for tracking and management of departmental application support needs. $ $ 10,000 4 Applications and User Licensing Inventory Can be conducted internally if resources are available. n/a n/a 5 Business Process Reviews Many business process reviews can be conducted with internal resources, dependent on available resources. Third -party SMEs may be helpful initially and/or for more complex processes. TBD TBD 6 Software Selection Best Practices Best practice recommendations for all new software acquisitions. Costs incorporated into project budgets. n/a n/a 7 Project Planning and Implementation Best Practices Third -party SME assistance may be helpful to establish new methodologies. $ 5,000 8 Maintaining Software Updates n/a nla 9 User Training and Support Ongoing Ongoing 10 Isoftware Inventory Status Matrix n/a n/a 11 1 User Access Controls n/a n/a Departmental Applications and Systems 12 Enterprise Resource Planning (ERP) Replacement H $ 500,000 $ 1,000,000 $ 50,000 $ 700,000 $ 300,000 13 Land Management Utilization H $ 50,000 $ 100,000 $ 30,000 $ 70,000 14 Business License System Replacement H $ 50,000 $ 125,000 $ 25,000 $ 100,000 15 Work Order Software Utilization Improvements M $ 50,000 $ 200,000 $ 30,000 $ 50,000 $ 50,000 16 Parks and Recreation Software Replacement H $ 28,200 $ 28,200 $ 2,000 $ 2,000 17 Electronic Content Management System (ECMS) Improvement M $ 100,000 $ 250,000 $ 10,000 $ 50,000 $ 50,000 $ 50,000 $ 25,000 18 Police CAD/RMS Replacement H $ 1,500,000 $ 2,500,000 $ 1,000,000 $ 1,000,000 $ 500,000 19 Large -File Sharing Tool Limited expense. H n/a n/a 20 Real -Time Utility Usage (Automatic Meter Reading -AMR) L $ 5,000,000 $ 10,000,000 $ 5,000,000 21 Video Capture and Editing (Video Events and Other) M $ 25,000 $ 75,000 $ 50,000 22 Photo Management and Storage Software L $ 20,000 $ 60,000 $ 20,000 23 GIS Assessment and Master Plan H $ 40,000 $ 60,000 $ 50,000 24 Department -Centric I GIS Self -Service Outside Resource to assist in building application and train Depts on independent use. H $ 30,000 $ 50,000 $ 30,000 25 Online Public GIS Access M $ 25,000 $ 75,000 $ 50,000 26 Traffic Collision Software City seeking OTS grant funding H n/a n/a Grant Funded 27 Learning -Management Software M $ 10,000 $ 25,000 $ 25,000 28 Intranet Assessment and Improvements M $ 25,000 $ 50,000 $ 25,000 $ 25,000 29 Web Conferencing Annual subscription approximately $600-700 per license. M $ 700 $ 1,400 $ 700 $ 700 $ 700 $ 700 $ 700 30 Video Camera and Surveillance System (Citywide Standard) H $ 500,000 $ 1,500,000 $ 500,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 31 Police Audio Recording System Upgrade H $ 60,000 $ 60,000 $ 60,000 32 Mobile Device Management H $ 15,0001 $ 25,0001 $ 20,000 33 Home Buying Program Software (Affordable Housing Program) Economic Development Affordable Housing Database using third -party developer. H $ 25,000 $ 75,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 TU5TIN Page 1 of 2 CLIENTFIRST Application Assessment Plan TU5TIN i TECHNOLOGY CONSULTING Project / Initiative Budget Estimates FINAL DRAFT IT Initiative Comments Priority Budget ange Low FY2019-20 i iFY2022-23 LGov 2.0 40� 34 1 Citizen Request Management (CRM) I H $ 5,000 $ 25,000 $ 25,000 35 Mass Public Outbound Communications Typically annual subscription -based. M $ 5,000 $ 15,000 $ 5,000 $ 10,000 $ 10,000 36 Website Replacement with Content Management Tools Future enhancements. M $ 10,000 $ 10,000 $ 10,000 $ 10,000 IT Staffing 37 IGIS Staffing H 1 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 38 JEnterprise Applications Support Specialist H $ 120,000 $ 120,000 $ 240,000 $ 240,000 $ 240,000 Sub -Totals $ 1,953,900 $ 2,622,7001 $ 1,587,7001 $ 690,7001 $ 5,625,700 Other*Other Funding Sources (Funded, Planned, andlor Estimated) �A NET Additional I $ 1,953,900 1 $ 2,622,700 1 $ 1,587,700 1 $ 690,700 $ 5,625,700 Notes: 1 All costs shown do not necessarily represent new spending needs. 2 Some costs may already be included in District budgets and spending plans. 3 "Other Funding Sources" table (above) can be used to provide a better view of new spending requirements by including planned or reserve funding sources. 4 Certain initiatives may have an ongoing cost element for maintenance and/or support. Those costs are not reflected here and will need to be determined and incorporated into appropriate District budgets going forward. 5 Costs shown do NOT include staff labor. 6 Departmental Application and Systems projects generally require medium to high level of involvement by departmental staff. Page 2 of 2 Report for Information Technology Current State Needs Assessment June 2018 TUSTIN BUILDING OUR FUTURE HONORING OUR PAST FINAL GRAFF Client Locations Coast -to -Coast Practice Locations California Illinois Texas North Carolina 800.806.3080 www.clientfirstcg.com C Li • • L C • TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Table of Contents BESTPRACTICES..........................................................................4 1. Return -on -Investment Considerations............................................................. 5 2. IT Governance................................................................................................ 7 3. Applications Management Best Practices....................................................... 9 4. Applications and User Licensing Inventory ................................................... 14 5. Business Process Reviews........................................................................... 15 6. Software Selection Best Practices................................................................ 20 7. IT Project Planning and Implementation Best Practices ................................ 26 8. Maintaining Software Updates...................................................................... 28 9. User Training and Support............................................................................ 29 10. Software Inventory Status Matrix.................................................................. 32 11. User Access Controls.................................................................................... 37 DEPARTMENTAL APPLICATIONS AND SYSTEMS .............................38 12. Enterprise Resource Planning (ERP) GAP Analysis and Improvement Plan 39 13. Land Management Utilization........................................................................ 52 14. Business License System Replacement....................................................... 55 15. Work Order Software Utilization Improvements ............................................ 56 16. Parks and Rereation Software Replacement ................................................ 58 17. Electronic Content Management System (ECMS) Improvement ................... 59 18. Police CAD/RMS Replacement..................................................................... 62 19. Large -File Sharing Tool................................................................................. 63 20. Real -Time Utility Usage (Automatic Meter Reading -AMR) ............................ 64 21. Video Capture and Editing (Video Events and Other) ................................... 64 22. Photo Management and Storage Software ................................................... 65 23. GIS Assessment and Master Plan................................................................ 67 24. Department -Centric / GIS Self-Service......................................................... 70 25. Online Public GIS Access............................................................................. 71 26. Traffic Collision Software............................................................................... 72 27. Learning -Management Software................................................................... 72 28. Intranet Assessment and Improvements....................................................... 73 29. Web Conferencing........................................................................................ 76 30. Video Camera and Surveillance System (Citywide Standard) ....................... 78 31. Police Audio Recording System Upgrade ..................................................... 79 32. Mobile Device Management.......................................................................... 80 33. Home Buying Program Software (Affordable Housing Program) .................. 81 CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Gov2.0.....................................................................................82 34. Citizen Request Management (CRM)........................................................... 83 35. Mass Public Outbound Communications...................................................... 85 36. Website Replacement with Content Management Tools ............................... 86 ITSTAFFING............................................................................... 86 37. GIS Staffing................................................................................................... 88 38. Enterprise Applications Support Specialist.................................................... 89 CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Information Technology Current State Needs Assessment City of Tustin, CA 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 City's ability to select, procure, and maintain solutions that are more effective in the future, as well as improve overall productivity of staff. 1. Return -on -Investment Considerations 2. IT Governance 3. Applications Management Best Practices 4. Applications and User Licensing Inventory 5. Business Process Reviews 6. Software Selection Best Practices 7. IT Project Planning and Implementation Best Practices 8. Maintaining Software Updates 9. User Training and Support 10. Software Inventory Status Matrix 11. User Access Controls i$ CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE iunc11 -d Rtquiremm�ts 4 I a me TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA IT Infrastructure, Operations, and Support Limiting the number of software and technology vendors supporting City functions will decrease IT infrastructure operational costs and support costs in the medium -to -long term. The following is a list of technology and technology management areas impacted when determining the number of applications necessary to support and maintain an organization'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 more vendor applications and different database tools are introduced • Relationship and Contract Management – Time and effort required to manage relationships and contracts with numerous vendors (inefficiencies with multiple vendor applications serving the same purpose) Further analysis outside of the scope of this project would be required to determine specific potential cost savings. Departmental Labor Costs Many organizations do not adequately understand the impact that improved automation—and the resulting reduction in manual processes and shadow systems—will have when considering implementation of new systems or conducting process improvement analysis. Most productivity analyses show that, over time, labor cost savings far exceed the cost of reasonable automation efforts. The savings associated with the avoidance of one new hire or the elimination of a position due to attrition may be $40,000 to $70,000 or more 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 the avoidance of just one new hire and/or elimination of vacated positions the equivalent of $400,000 to $700,000 over ten years. Ten years should be the minimum expected life cycle for major/large applications systems. Return -on -Investment (ROI) for Applications Systems Improved utilization of applications systems can result in immediate and sustained savings in time spent performing specific tasks or processes. These individual improvements do not always equate to immediate, "hard" or tangible savings. However, they may result in intangible benefits to the City, the population that the City serves, or cumulative savings from reduced long-term personnel needs. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA User Training and Support Applications software is continually evolving. Improvements and enhancements are made yearly. Maintaining staff efficiency and improving productivity over time requires ongoing training of all staff. Users are typically not trained on all aspects or capabilities of certain software applications or other technology-based tools during initial implementation. Therefore, it is important for the organization to develop methodologies to carry out functionality use, reporting, and training requirements to utilize the City's important technological assets to their fullest potential over time. Calculation Examples Whenever possible, we recommend that staff calculate tangible and intangible benefits when requesting approval for a project. The following calculations can be utilized in those efforts. We believe in being conservative and practical. Exhaustive ROI studies should not be necessary. Focusing on a limited number of reasonable examples, as outlined here, should normally be sufficient to provide adequate justification for strategic projects. Labor Efficiency Savings Tangible Labor Cost Savings Hard (Tangible) Cost Savings • Hardware • Software • Maintenance • Inventory reductions Intangible Benefits • Increasing levels of service • Improved service to public users • Safety • Transparency • Improved public communication Labor Hours Saved X Gross Hourly Rate New hire avoidance, elimination of position through attrition, consolidation of work load and positions, etc. • Improved employee communication and satisfaction • IT planning and improvements Return -on -Investment (ROI) Considerations A study conducted by Macquarie University' discovered the following: • Overall ROI in IT projects is around 30%. • The projects that deliver at least some benefits should be about 52.5%. • Successful IT projects can have an ROI of around 400%. ' Macquarie University, 2006. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations The City requires interdepartmental cooperation to meet its technology goals. The implementation of this Application Software Assessment Plan provides a great opportunity for City departments to collaborate on future technology use and applications. IT Governance Traditionally, key IT decisions are made by IT professionals and a select few organization managers. This does not always ensure the most effective delivery of technology to stakeholders (all departments and constituents). IT governance can provide a collaborative forum for major decisions, planning, internal communication, and department/staff training regarding such matters. IT governance provides a methodology for stewardship of IT resources on behalf of the stakeholders who demand a benefit and/or return on the investment. IT Steering Committee An IT Steering Committee is a group of employees and managers from a variety of departments and disciplines that provide long-term direction and oversight for an organization's IT resources. This committee can provide a stabilizing influence and focus for development of organizational concepts and planning. The City has an existing Technology Committee that meets monthly, However, some additional changes to the committee's roles and responsibilities are recommended. Some of the responsibilities the group may carry out in the future include: • Identifying and developing initiatives • Prioritizing initiatives • Monitoring and reviewing initiatives • Project management of Application Software Assessment Plan implementation • Providing a forum for lessons learned during implementation of technology projects • Providing an initial review process of technology -related projects requested by individual departments • Reviewing and providing feedback on long-term, unresolved issues • Developing and reviewing standards and policies • Updating standards and policies as changes occur in the organization and technology • Helping to achieve support across the organization • Reviewing issues and long-term unresolved needs • Acting as a sounding board for management and staff Implementation of an IT governance methodology can be an effective forum for departments to become more knowledgeable about technology and how it can be used to enhance customer service and create efficiencies throughout the City's business processes. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Staff Feedback • EXEC - Need better internal access to information. • EXEC - Need IT to improve communication of their activities to the departments. • EXEC - The City needs to change how it looks at IT (e.g., more as a value versus an expense). • EXEC - The City's technology needs are growing. Recommendations Assemble and formally implement an IT Steering Committee, including an IT Steering Committee Charter, to discuss technologies and recommend priorities, assist in policy development, communicate with department staff, and manage, as well as oversee, the implementation of the Application Software Assessment and Plan. Utilize the IT Steering Committee as the initial forum for the IT Department and other Departments to propose/present new technology -related projects to ensure best practices are followed and applied to the review, selection, approval, procurement, implementation (project management), and ongoing technology maintenance. The IT Governance strategy and implementation of an IT Steering Committee can be an effective forum for departments to become more knowledgeable about technology and how technology can be used effectively to enhance customer service and create efficiencies throughout the City's business -process environments. Benefits • More transparency, responsibility, and accountability • Prioritization of initiatives • Improved compliance and consistency • Enhanced communication and collaboration • Higher degree of business and technology alignment • Widespread personal and professional growth Next Steps • Determine potential IT Steering Committee members who are: • Interested in participating on the committee • Able to speak for Department Heads • Develop and implement an IT Steering Committee focused on: • Implementation of the Application Software Assessment and Plan • Adjusting priorities, based on limited IT resources • Annual IT budget review and prioritization • IT policy reviews • New project reviews and feedback • Lessons learned from ongoing projects • Determine representation of all departments on the Steering Committee for regular IT communication, ongoing education, and continued collaboration. • Assign a lead and/or sub -committee for all Application Software Assessment and Plan initiatives. • Monitor and discuss active/in-process Application Software Assessment and Plan initiatives at each Committee meeting. • Form subcommittees, as appropriate. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations The City utilizes at least 170 different software applications or modules throughout all departments. Major systems include: Application d. Financial/Accounting Management Springbrook Personnel Management Springbrook Utility Billing Springbrook Land Management EnerGov Work Orders/Maintenance and Asset EnerGov Management Crystal Reports Cry p Electronic Document and Records Laserfiche Management Civica Geographic Information System (GIS) Esri ArcGIS A more comprehensive example listing of City applications is included below. Note: This is not an official inventory • Google Earth • Citizen Request Mgmt • Adobe (CRM) • Acrobat Crystal Reports Cry p • EnerGov Citizen • Acrobat Pro Civica Access Web Portal • Illustrator CLASS • EnerGov GIS • InDesign • Facility Reservation • IG Mobile App • Photoshop • Program Registration • Infrastructure Assets • AM Best Clear • Maintenance Management • Atacraids ClubTexting • Requests • Auto CADD Co Star • Work Orders • Bank of America Code 5 Group • CashPro Ck EnerGov (Permit &Land • Paymode Coplioplinn • on Management) • Works Cross Roads • Business Licenses • Crystal Reports • Cash Receipting • BlueBeam Data 911 • Code Enforcement • Bosch Dropbox • EnerGov Citizen • Brazos Ecats Access Web Portal • Cal Gangs EDC • EnerGov GIS • Cal Photo EDD • eReviews • Calema Electronic Direction of • IG Mobile App • CalPERS Complaint EDC • Inspections • CalSense ELETE • Parcel/Address • CFA ElitePermits Management • Google Empowerment : Planning Projects and • Chrome EnerGov (PMM) Zoning • Google Maps CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • ESRI ArcGIS • SharePoint • Payroll • Facebook • Visio • Project Management & • Firefox • Word Grant Accounting • Franchise Tax Board Municode • Purchase Orders • Fuel Master . Nationwide • Time Sheets • GoToMeeting • NeoGOV • Utility Billing • GovTech • Nero • Web Payments • Granicus . NitroPro • Work Orders • ICMA *Oasis Management Suite • • IDIS • OC Crime Lab • State Contractors • In -Time Solutions • OC Public Works Land Licensing Board • IRS Website Records • State Franchise Tax Board • ISE • Onsite Viewer • Survey Monkey • Itron • Paperstream Capture • Taggers • Knowles McNiff • Permits Plus • TouchTell • Laserfiche • Persolvent • Tracer SC • Electronic Forms • Power DMS • TRACKER • File repository • Project Manager • Traffic Management Center • Indexing • Quicken • Trulia • Scan Capture • QuickTime • Turbo -Data • Weblink • Real Quest • Twitter • Lizardtech Geoviewer • RedFin • Velocity Vesta Analytics • Logitech ShoreTel Sign Up Genius . Vision Internet • Loop Net Silverlight • Wach • Maxicom • SimplerSystems • Watch Guard • Microsoft • Sketch Up • West Covina Services • Access Smartworks Pro Group (WCSG.Net) • Bing Maps Springbrook • Records Management • Excel• • Internet Explorer Accounts Payable System (RMS) • Office 365 • Accounts Receivable • Computer Aided • OneDrive • Benefits Management Dispatch (CAD) • OneNote • Budgeting • Property Inventory • Outlook • Central Cash/POS Control • Photo Viewer • Employee Self Service • WhenToWork • Picture Manager • Equipment/Fleet • Wi-Tech • PowerPoint Maintenance • Wonderware • Project • Fixed Assets • YouTube • Publisher • Human Resources . Zillow Many City software applications, modules, and systems are underutilized, resulting in loss of productivity due to manual processes, inefficient workarounds, and inefficient or unnecessary reconciliations. Additional user training is needed for many software applications (see User Training and Support initiative). The City does not have sufficient resources to document practices and procedures, develop needs for applications systems, prioritize needs, evaluate solutions, and identify sufficient implementation and ongoing management and support resources for these solutions. Additionally, the City has insufficient IT resources to ensure quality applications utilization, increase department process improvements, and gain significant efficiencies in labor throughout the organization. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Gaining greater utilization of the existing application modules is vital to significant increases in productivity by staff throughout the City. The ability to accomplish this is difficult because of limited resources and the diversity of applications providers in use. Future Applications Management Best Practices The City can benefit greatly by changing traditional applications management practices. Use of the following recommendations can lead to improved functionality, use, and increased overall productivity. Future Applications Roles and Responsibilities Applications support and management roles and responsibilities must be identified and assigned to departments' operational applications and modules. We recommend starting with: • ERP (Finance and Accounting) • Personnel Management • Utility Billing • Land Management • ECMS (Electronic Content/Document Management) • Work Orders/Maintenance and Asset Management Identification and assignment will help the City select capable resources to fulfill the roles and responsibilities for applications management best practices in the future. Process Owner • Staff "resident expert" who is responsible for a given departmental process or function • May also be responsible for oversight and delivery of the daily, weekly, monthly, and annual processes that the application or module is utilized to fulfill • Primarily makes final decisions on process policies, procedures, and deliverables for their area of expertise • Stays current with the applicable industry best practices, technology, and applications capabilities • Stays current with existing applications vendors' capabilities, offerings, and enhancements Application Champion • An expert on a specific application or module • Possesses greatest knowledge of application or module • Lead trainer or support person for other staff that utilizes application or module • Usually has formal training and is responsible for application configuration setup and changes on an ongoing basis • Often trained to provide ad hoc report writing capabilities for the application or module • Stays current with the applicable industry best practices, technology, and application capabilities • Stays current with existing application vendors' capabilities, offerings, and enhancements Business Process and Application Analyst Assigned to work with process owners, application champions, report writers, and users Reviews business processes, current utilization of application, manual processes, and shadow systems (i.e., spreadsheets and other databases) to increase automation, improve efficiencies, and increase utilization of the core business application CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT' OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Assists in the development of user, application, and process requirements Assists in developing and documenting standard operating procedures (SOPs) Note: An Application Analyst may be a person already fulfilling one or more of the above roles. Ad Hoc Report Writer • Aptitude to develop ad hoc reports using vendors' report writing tools, which may include third -party tools such as Crystal Reports, Cognos, or Microsoft SQL Server Reporting Services (SRSS) • Assigned as the "go -to" person for ad hoc reports that other users cannot quickly generate on their own Define IT roles and responsibilities by application module. Consider taking the following actions: • Identify role of IT for a given application or module (primarily server and network support). • Departments are to take as much responsibility as possible for applications management of modules utilized by their primary business -process functions, as the IT Department does not currently and will never have all the resources to fulfill all applications management support and maintenance roles for the entire organization. Please note that the organization may not have an identified resource in some instances, and that some applications may not require certain roles. It is also likely that, in some instances, the same person(s) will fulfill more than one role for a given application/module. Business Department Application Training As applications software changes and grows in complexity, training of staff to use software properly becomes more critical. We believe that a renewed emphasis on targeted staff training on the City's applications software will pay significant dividends in increased staff effectiveness and productivity. An inventory of high-priority training is essential to achieve expected productivity. The City can identify and assess future training needs for all applications and users upon completion of an application/user matrix (see Applications and User Licensing Inventory initiative). Recommendations • Departments should be encouraged to become more responsible for changes to application setup and configurations with assistance from IT. If department personnel are unable to make these changes, training should be provided. • Training department personnel to perform their own simple report writing (basic listings and extracts in tabular form) is challenging, but beneficial. More complex reporting often requires specific understanding of database structures in the application. This can free up the capacity of IT to do other things with the need to provide reporting assistance on more difficult or complex reporting needs. • Consider adding more specialized application/business analyst personnel (application support specialists) to the IT staff to provide increased and improved applications support to departmental users for departmental business applications (e.g., ERP, Personnel Management, Utility Billing, Land Management, ECMS, Work Orders/Maintenance Management, etc.) • Over time, we believe that applications utilization by departments will improve if applications sponsors (Process Owners and Application Champions) take a more active role in monitoring upcoming functionality improvements from new software releases that will benefit the City. In addition, it would be helpful if applications sponsors and sponsoring departments monitored and discussed applications usage with other peer organizations and CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA entities to gather information and potential productivity improvements that could be incorporated into the City's systems. Specifically assign a Process Owner, Application Champions, Primary Business Analysts, Applications Administrators (setup and configuration responsibility), and Ad Hoc Report Writers for each application or module. Key assignments should encompass responsibility for understanding industry best practices and solutions or processes available and taking the lead in continually assessing and inventorying needs. Inventory current and future feature/function, reporting, training, and support gaps, and maintain improvement needs lists. Benefits • Increased use of applications features, resulting in higher return on software investment • Higher degree of user independence and less reliability and cost for vendor assistance or time required by City IT staff • Identification of applications user roles and responsibilities • Improved efficiencies and productivity • Improved customer service Next Steps • The IT Steering Committee should lead an effort for each department to complete Application/User Matrices for current and future applications usage and applications management roles. • Identify process owner(s) for each module, or insert "N/A" if not applicable. • Identify application champion(s) for each module. • Identify application analyst(s) for each module, or insert "N/A" if not applicable. • Identify ad hoc report writers, or insert "N/A" if not applicable. • Differentiate (e.g., by color shading, annotations, etc.) if individuals are expected to assume roles in future with additional training. • Define IT Department roles and responsibilities for all applications or modules. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT' OPTIMAL TECHNOLOGY GUIDANCE Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations TUSTIN A citywide Applications and User Licensing Inventory can clarify/confirm licensing compliance, over/under seat license needs, and identifying training and user roles mentioned in r=te the Applications Management Best Practices initiative. -- q Recommendations — .... • Create an inventory of all organization software applications/modules currently in use, as needed. This is necessary for multiple initiatives/projects and developing and budgeting a multi-year user training budget. • Identify all current user license holders, as well as those that need additional licenses. • Determine which users that do not have a valid need for a license and determine if these licenses can be transferred to other users. • Identify user's roles as "F" (Full) or "I" (Inquiry Only). • Recommend differentiating between current/licensed and non-current/non-licensed users, so that budgeting can be addressed for additional user -license requirements. • Determine software applications that can be run centrally from a server or shared computer for infrequent users. • Forms for applications, application users/user roles are available and CLIENTFIRST can provide these form for your use as needed. Benefits • Assurance that investment in licenses are matched to a user's true needs • Assurance that investment of licenses matches the organization's software needs • Better ability to identify potential integration requirements • Ability to obtain proper support and reference information for licensed software • Ability to better schedule and conduct training for staff, based on software usage • Better, well-informed decision-making for applications acquisitions or maintenance cancellations • Potential reduction in applications license and maintenance fees by cancelling applications no longer in use • Mitigation of legal risk from use of non -licensed software CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA A Business Process Review (often called Business Process Improvement) is method of analyzing and evaluating current processes for: • Identifying enhancement and streamlining opportunities • Automating manual processes • Eliminating or dramatically reducing the use of shadow systems and processes • Eliminating paper and other equipment and supply costs • Maximizing human resources involved in the processes • Embedding or transferring the knowledge of your subject -matter experts (SMEs) into the processes and associated workflows m d' • Applying the functionality of technology and the configuration of the system to support process improvements including mobile- and field-based technology • Also apply functionality of technology to improve services to the public including 24/7 online services It should also be noted that the features, functions, and capabilities of your application systems can also dictate opportunities for process improvements. Process review and improvement is a continual process. This is not an effort that is applied once and then forgotten, settling on the status quo. Individuals strive for continual improvement. An organization stays healthy in the same way, by continuing to review and improve processes and incorporate those improvements into the configuration and setup of the supporting application systems. Processes and system configurations need to be continually improved in response to: • Emergence and introduction of new technologies • Release of application software updates containing new features, functions, and capabilities • Changes in law, regulations, or rules • Change in the needs and demands of your constituents and the public user community • Unforeseen changes in access to resources or funding Although process review and improvement should be continual, it is most common for process improvement projects to occur: • In preparation for—and during the implementation of—new or replacement application systems • When new technology becomes available that provides opportunities for additional automation • On a pre -established process review and improvement cycle (important to ensure a continued regularly scheduled focus on improvement) CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Staff Feedback (Potential areas for benefits from process improvements) • CD - Completing timesheets is very time consuming and difficult, especially for those with task labels and deposit accounts to bill to. • CLERK - The Purchase Order process is extremely time consuming and not user-friendly. • CLERK - Use Access to manage the agreement/insurance database. • CLERK - Use Access to manage the vehicle titles database. • ED - Hard to pull together all personnel info for individuals and managers. • ED - Timesheets are duplicated 2-3 times before being finalized. • EXEC - Need to eliminate duplicate entries. • EXEC - Need to streamline purchase order process. • EXEC - Some information is entered into 4 different systems. • EXEC - Time sheet processing requires multiple steps. • FIN - Current version of Springbrook does not include APIs. • FIN - EnerGov's Business License module was stopped from being implemented due to online renewal functionality being too cumbersome. • FIN - Need a method for citizens to have their utility bills automatically paid with a credit card. • FIN - Reporting on projects is a major pain point. • FIN - Time sheets are completed on paper. • HR - Manually processing personnel Action Forms. • HR - Manually tracking and notifying employees with dependents turning age 26. • HR - Manually tracking of employee medical leaves of absence (e.g. FMLA/CFRA and Pregnancy Disability Leave). • HR - Performance evaluation process is all paper-based. • HR - Use Excel to track benefits profile for new hires and employees on leave. • HR - Use Excel to track CalOSHA (for Form 300). • HR - Use Excel to track commercial driver's licenses and expiration dates. • HR - Use Excel to track employee accrual of administrative Leave and additional General Leave based on hire date and department head approval. • HR - Use Excel to track employee certifications (e.g., water certification pay) along with expiration dates. • HR - Use Excel to track employee name changes. • HR - Use Excel to track employee new hires / terminations / promotions (name, department, job classification, effective date). • HR - Use Excel to track employment of relatives. • HR - Use Excel to track general leave cash out by employee per fiscal year. • HR - Use Excel to track general liability claims. • HR - Use Excel to track open enrollment changes. • HR - Use Excel to track PD shift change personnel action summary. • HR - Use Excel to track performance evaluation due dates and ratings. • HR - Use Excel to track position control. • HR - Use Excel to track tuition reimbursement by employee per calendar year. • HR - Use Excel to track Workers' Compensation claims. • P&R - Spend over 2 hours reviewing time sheets every week. • PD - Leave requests are completed and routed on paper. • PD - Overtime slips are completed and routed on paper. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA A Case Study A city in southern Florida invited their existing ERP vendor to meet and discuss the status of their system. The purpose of the meeting was a courtesy to inform the vendor of the city's plans to replace the existing ERP system and to begin a competitive system selection process. New city management had come in, and they explained that over the six years of operation, the system had remained unchanged and was not keeping pace with increased functionality demands and the application of new technologies. In short, they felt the system was simply not meeting their needs. The vendor was obviously disappointed, but also surprised. The vendor was a recognized industry leader and was consistently winning over 50% of all competitive opportunities. Their R&D investments were at a rate greater than 20% of their annual revenues and they had introduced significant functionality enhancements and technologies during the six years of their relationship with the city. The vendor had conducted extensive competitive analysis which documented their solution as having a high level of feature/function capability in the 90+ percentile. Furthermore, the vendor's system was operating on the latest and most accepted technology platform. The vendor was also continuing to grow at a rate faster than nearly all their competitors. In reaction to this news, the vendor expressed their surprise and provided a summary of their company's accomplishments over the previous six years. The vendor also presented a proposal to the city asking for the opportunity to perform an assessment and gap analysis as a pro bono service to the city. Since no costs were involved, the city accepted the vendor's offer, but also planned to move forward with the solicitation of proposals and review the functionality and costs of other competitors' ERP offerings. What was Revealed? In summary, the assessment and gap analysis uncovered the following: During the initial implementation of the ERP system, six years earlier, the city chose not to implement process improvements and automation recommendations put forth by the vendor. City management at the time wanted to keep their existing processes in place and configure the new system to support their then -current processes. Over the six-year use period, the vendor had introduced eight major functionality version releases and had rolled out a number of significant add-on modules and technologies, including: • Public online access and online payment systems for nearly all modules • Enhanced and expanded mobile and field-based software and technologies • An expanded and improved user interface, with new dashboards and key performance measure components on the dashboard • Enhanced workflow and system configuration capabilities, with significant integration capabilities with email and calendaring/scheduling • Redesigned there reporting capabilities, which took advantage of new database technologies that provided a much easier toolset for the end-users to write reports, customize existing reports, as well as share and schedule the delivery of reports The eight major functionality releases also contained over 300 new features/functions, with nearly 100 of them considered as a high priority by the customer community During the six-year use period, the city had applied all the patches and new software versions, but had never reviewed the release notes to understand the new features/functions and capabilities that were included. The city simply applied the version upgrades and continued to operate the system the same way they did on the first day of their implementation. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Over the six-year use period, the city had never assessed their operations or conducted any process and improvement reviews. It was not until the new city management's arrival did the city begin to assess processes and review systems. During the vendor's presentation of the assessment and gap analysis report, it was revealed that all the functionality and technologies that the city had said the system lacked which they needed were actually available from their existing vendor. The city had simply never reviewed their processes, investigated process improvement opportunities, or researched the ability to apply the vendor's available improvements in the ERP system. The Outcome The City did proceed with a competitive selection process. They used system selection best practices and found that their existing vendor was the best fit, offered the highest -level match to their required feature/functions, and at half the cost because they could conduct a reimplementation of their system, and they already possessed the software licenses. However, the city did acquire several additional modules to automate other departmental operations. During the reimplementation, the city conducted discovery efforts and process reviews, which resulted in respectable return -on -investment, with a cost recovery window of just slightly over two years. The city now performs business process reviews on a semi-annual basis and works with their vendor to apply improvements and incorporate those into system workflows, configurations, and setup. Lessons Learned Business Process Reviews are an integral, ongoing part of ensuring efficient operations and delivering the highest level of service to constituents and the public. Process reviews are also the key to obtaining the benefits and maximizing software and technology investments. It should also be noted that business process review efforts go hand-in-hand with the Application Management Best Practices initiative, and is the core responsibility of the Application Support Specialist position recommended for the IT Division. Departmental process owners and the Application Support Specialist need to be involved with these review processes in parallel with ongoing management of application software systems. Recommendations • Perform Business Process Reviews throughout the organization, breaking processes down by department, division, and—finally—the process level. This should also take into consideration interdepartmental interaction and dependencies. We recommend starting with: • ERP (Finance and Accounting) • Personnel Management • Utility Billing • Land Management • ECMS (Electronic Content/Document Management) CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • Work Orders/Maintenance and Asset Management • Begin by analyzing the staff feedback throughout this report to identify high priority areas • These Business Process Reviews should be scheduled per the following: • In preparation for and during the implementation of new or replacement application systems • When new technology becomes available that provides opportunities for additional automation • On a pre -established process review and improvement cycle (important to ensure a continued, regularly scheduled focus on improvement) • These Business Process Review (and improvement) efforts should be conducted in coordination with the Application Management Best Practices initiative. Departmental process owners and the application support resources (Application Support Specialists) need to be involved with this review process in parallel with their ongoing application management support roles. • Consider utilizing a third -party SME or consulting firm, initially, for scheduling, structuring, and conducting the necessary business process review and improvement efforts. It is often helpful to have an outside resource assist, due to their position as an unbiased third -party. Benefits • Improved efficiencies through: • Process enhancements and streamlining • Automation of manual processes • Eliminating or dramatically reducing the use of shadow systems and processes • Eliminating paper and other equipment and supply costs • Maximizing human resources involved in the processes • Preservation of institutional knowledge by embedding or transferring staff knowledge into the processes and associated workflows • Maximize investment in software applications and technologies by incorporating process improvements in system workflows, configuration, and setup CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations TUSTIN Selecting the right system and technology is more critical today than ever before, because the efficiency and effectiveness of the organization is directly dependent on its use of technology and information systems. Organizations are realizing they must take greater advantage Organization Strategies, Goals, and of automation and technology to ensure a Objectives better position to meet growing constituent Data and Business Processes Feature! and public demands. Additionally, many Funclionand agencies must provide better service to theirems System Requirements constituents, users, and the public, while 0 r coping with greater budget constraints. 1 17 Infrastructure Return -on -Investment Considerations While new software solutions can transform certain operations, processes, and constituent services, consider these facts: • Without proper preparation, planning, and a methodology for selection and implementation, organizations face many problems and risks, including: • Spending hundreds of thousands—and, potentially, millions—of dollars more than necessary in total cost of ownership • Failed or prolonged implementation • Implementation of systems that still do not meet the organization's functional needs • Low productivity • Poor contract negotiation position • Lack of and/or reduced integration between other software systems • Organizations typically fall short of their implementation goals due to one or more of the following factors: • Insufficiently defining system objectives and requirements • Failing to adequately involve both management and users • Underestimating the costs and effort required • Failing to adequately plan for expansion • Failing to properly evaluate software CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE STARTLING STATISTICS: • Only 32%oof projects are on time, within budget, deliver all required features and functions, and achieve measurable business and stakeholder benefits • Approximately 44%0 of projects are "challenged" (late, over budget, and/or have less than the required features and functions). • 5911/o of project failures are due to a lack of and/or improper implementation of project management methodologies. • Nearly 400/c of those surveyed said that a "lack of employee buy -in and executive support" was the biggest challenge facing a successful implementation. • A recent customer survey shows that enterprise implementation projects, Have only a 7%chance of on-time implementation. Will likely cost more than estimated. Will likely deliver unsatisfying results (only 21%will realize half or more of expected benefits). • In a past study of local government enterprise implementations published in Government Finance Review, it was found that the average project was 176°/a over budget and 243% beyond the planned implementation timeline. TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • For key software systems to be implemented properly and for the organization to reap the full benefits, the organization should utilize a structured analysis and selection methodology. 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 • An education process for the organization • Selection of technology that meets the organization's short- and long-term objectives and requirements • Effective contract negotiation through well-prepared and documented needs • Overall project time savings • Improved implementation readiness Recommendations • Utilize best practice selection methodology when evaluating new software solutions (see example work plan below). • Consider third -party subject -matter experts when selecting or improving complex or highly specialized solutions. • Ensure process reviews are completed and detailed feature/function specifications are documented as part of the RFP (see example below). • Ensure detailed feature/function specifications are utilized with test scripts before going live on new applications implementations. • Include all stakeholders in each software evaluation and implementation project. • Ensure detailed feature/function specifications are utilized in post -implementation reviews and ongoing training (see example work plan pages below). Benefits • Reduction in hardware/software requirements • Reduction in preparation time for deployments • Better identification of integration requirements • Reduced license fees • Increased utilization of applications systems • More effective due diligence • Increased staff buy -in, consensus, and morale • Improved decision-making (selecting software that is the best fit for assessed needs) • Improved implementation results (time, costs, and results) CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE CL pa b 0 _CU m W. i is ffionai`Purchasing 4_Ufl0 YEN DOR KAIN ENANCEGENERALFEATUI VENDOR -ADDRESSES-:: —. :° , : - = = : -._3sesaervemdcr(mss: 4.024 S'J i'Iai-USliw )va i• 3'1:wnjTloffv.`w&�! ewi. 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APPROVALS -y_ :g^fra�a'u�€t4he mut .:�1�e=:•,v 4400 :."--tase 4.494 -:' _: :-1,1trePonw&x tgtle 4.195 INTEGRATION 4.198 =° _ - -yTk w to Accmi1s P=,, :� � _ =-01,. 4 : a7rAfflt t INTEGRATK,N-BUDGET-Pm' :�:=:= :. _:_ :4.e f .L=o==D?yfsrr L _ _ 9: , 4242 Aa- tda sactaif9e%t4to;r=transwtkm &-.F b er accolmt wade. No1e: each transa o— a"e�auorilJTlC}'%Ithet�stf _. 42fl3 1^ "aSe UVC15r1`anS4T s ryry ap. ,y 61.e�.�yesie�t? s ass �°rr. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Phase 1— Needs Assessment and Recommendations Kick -Off and Project Team Development — Hold a formal Kick -Off Meeting, and then work with the Project Manager to finalize the makeup of the selection Project Team and document required roles and responsibilities. Include representatives from all key stakeholder groups. IT Infrastructure and Staffing Readiness Review 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 organization and to 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 IT Security Disaster Recovery Desktop Environment Printers Documentation — Document information and summarize the required preparation initiatives, findings, and recommendations. IT Assessment Memo — Prepare a memo assessing gap and readiness of IT infrastructure to support the organization's general needs and to support the introduction of the new software system. The memo is to include the following: General readiness of IT to support the organization's needs and support the introduction of a new software IT Initiatives with findings and recommendations, including the following scope: IT Environment and Infrastructure IT Applications Support Staffing Structure Business Department Needs Assessment Interviews Business Process Review and Feature/Function Analysis — Meet with the identified personnel by functional area and software modules to review existing manual and automated systems and operations, including any custom -developed work -around systems/processes. Include a cross-section of all user types in each needs assessment workshop. System Requirements Documentation — Document information gathered during interview process and develop feature/function requirement specifications specific to your organization. Phase 2 — RFP Development Preliminary Vendor Research, Communication, and Coordination — Research vendor community to identify qualified vendors meeting the organization's system and services requirements, and communicate with potential vendors. Vendors do not respond to all RFPs, so pre -communication is helpful to obtain proposals that are in the organization's best interest to consider. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT' OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA - -' -' - P ••--1---.._. . ._r--... %._. . I ...... _.__.. _..._ ..-_r-..__ _...._ ...r .... .. ... .....-...,. .... Proposal (RFP) document and work with the organization to make adjustments and revisions, as well as 8 ensure it complies with the organization's purchasing guidelines and is distributed per policy (assumes development of a single RFP document). RFP should include, but will not necessarily be limited to, the following: Comprehensive list of functions/requirements with prioritization Cost, including purchase or other financial payment plan options Required technical specifications Installation costs Migration from existing to new system (cost and timeline) Training cost and training schedule New system hardware/network/system software requirements Phase 3 — Vendor Evaluation and Demonstration Management 9 Facilitate RFP Response Activities — Facilitate pre -proposal activities, including: Manage vendor questions and answers during established proposal response timelines. Proposal Evaluation — Analyze and evaluate proposal responses. Provide an initial Summary Vendor 10 Comparison Worksheet that provides side-by-side comparison of key system evaluation requirements, including feature/function compliance statistics. 11 Analysis Results Workshop to Determine Vendor Finalists (Short List) — Conduct a collaborative review workshop with a key stakeholder committee and determine which vendors are to be short-listed. Develop Demonstration Documents — Prepare an agenda and sample demonstration scripts for vendor 12 demonstrations to be sent to vendor finalists for their advance preparation. Also, prepare vendor demonstration evaluation forms for use by selection committee members during demonstration sessions. 13 Reference Check Form Preparation — Prepare form to be used by project team members during finalist reference checks/calls. Schedule and Facilitate Vendor Demonstrations — Schedule demonstration dates and facilitate initial 14 vendor demonstrations to ensure that pertinent requirements are addressed (estimate three vendors at X days each). Develop Site -Visit Documents — Prepare an agenda for each vendor site visit and a site visit evaluation 15 form for organization selection committee members to complete during each visit. Post Demonstration/Visit/Reference Check Due Diligence and Follow -Up — Track follow-up issues and 16 conduct comprehensive due diligence. This may include additional demonstrations, Q&A facilitation, reference checking, and site -visit assistance, etc. Finalist Selection — Conduct a meeting with the organization selection committee to facilitate discussion 17 and finalize the vendor selection. Review Selected Vendor's IT Requirements — Review the IT (server, workstation, network, etc.) 18 requirements provided in the selected vendor's proposal, and prepare a memo outlining observations and recommendations for IT. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Phase 4 — Contract Review and Negotiation Assistance 19 Implementation Plan Review — Review implementation plans, project management office, resource requirements, and timelines. 20 Implementation Team Organization — Establish Implementation Project Team based upon PMI and COBIT Project Management Office (PMO) principles and applications management best practices. 21 Contract Review and Negotiation Assistance — Conduct contract reviews and negotiations with an SME and legal representation. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations • The City does not utilize a Project Management Office (PMO) approach or a culture of project management for all IT projects. • The City has limited IT project management expertise. • The IT function does not regularly utilize project management methodologies on larger projects, although third -party subject -matter experts (SMEs) are sometimes utilized. A best -practices approach should be followed for all significant implementation projects. The complexity and risk determine the actual level of due diligence that should be performed. The following is an outline of project planning and implementation best practices: • Determine Scope of Work — Work with all stakeholders to determine what needs to be accomplished. • Design — For larger, more complex projects, the design effort may become a separate project. For smaller projects, design is integrated into budgeting. • Specifications — Make sure an appropriate level of vendor -agnostic specifications are included with procurement requests that reduces ambiguity and 0 provides better comparisons between vendors. • Collaborate — Include input and requirements of all stakeholder groups to ensure all requirements are 0 included in specifications and all stakeholders buy -in AW t to the final solution. IT Steering Committee should review as part of the Committee's role and M 0 responsibilities. • Develop Budget — Project budgets include hardware, software, and consulting/SME costs. Consulting costs are estimated by outlining the various work steps and estimating the hours required to complete them. • 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 IT Steering Committee. • Create Project Plan — Based on all stakeholder needs, delivery dates, and the tasks to be completed, develop a project plan and estimated implementation date. • Outline Communication Plan — Outline the process for communicating implementation dates, improvements, and training to appropriate staff members. • Document Other Plans — Other plans may include training, testing, contingency, and back- out. These plans are developed on an as -needed basis. • Configure, Implement, and Train — Utilizing planning methodologies and technical expertise, configure the necessary system components, and implement the solution with the least possible impact to staff and productivity. The IT Steering Committee should receive status reports on the progress of the implementation, including whether the project is on time and within budget, whether user needs are being met, and that vendors are following through with their contractual obligations. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Review (Post -Implementation) — Complete a post -implementation review with successes, lessons learned, and any unresolved issues requiring vendor assistance. Report the results of the IT Steering Committee's review. Support (Post -Implementation) — All implementations that affect multiple users require on- site, post -implementation support to eliminate remote response times. Document — Develop any necessary procedures and update documentation as part of the project. Recommendations • Develop a project portfolio for all IT and software -related projects. • Follow planning and implementation best practices. • Review all major active and upcoming projects during IT Steering Committee meetings. • Obtain services of third -party project managers/subject-matter experts, 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/outcomes CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations • Majority of desktop and laptop computers have Windows 10 and Microsoft Office 2016. • About 1/3 of all computers have Windows 7 and Microsoft Office 2013. • Staff are upgraded to the latest Microsoft versions only when their computer is replaced • Training on Windows and Office software for City staff appears to be inconsistent across the organization. • Although the above are examples of desktop applications the existing larger enterprise applications have also lag and implementing releases for these enterprise applications are not consistent. Enterprise applications include at a minimum: • ERP (Finance and Accounting) • Personnel Management • Utility Billing • Land Management • ECMS (Electronic Content/Document Management) • Work Orders/Maintenance and Asset Management Recommendations • Best practice for the maintenance of applications software is to maintain a minimum of N-1 (current major release or the one prior). • Falling further behind often creates upgrade scenarios with several intermediate steps, risking additional problems, and potentially makes upgrades more expensive and time- consuming. • Maintain consistent updates across all users. • Utilize the inventory created in the Applications and User Licensing Inventory initiative to understand version issues. • Ensure patch management software is implemented properly to provide software updates across the organization for desktop software updates and to provide consistency and automation. Include software updates in the organizations sustainability and replacement planning. • Also ensure patch and release management for enterprise applications using proper testing of new enterprise releases in a test instance before rolling into live production. • Maintain a policy for all enterprise application of staying on a release that never falls more than two (2) release back. • Provide appropriate user training with each release. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Software systems are tools utilized to conduct business operations. Like other tools, gaining greater utilization of these software tools through sufficient training and installation of other available software modules (tools) is a key to significant increases in productivity and greater efficiency, as well as achieving cost savings in many areas. Findings and Observations • Software applications that are underutilized will gain significant increases in staff productivity if more training were provided. • A complete inventory of all applications and/or modules by department and user does not currently exist. • An application inventory list can clarify and confirm licensing compliance, over/under seat license requirements, and identifying training needs and user -responsibility roles, as discussed in the Application and Inventory Best Practices initiative. • Examples of requested training are included in the Staff Feedback subsection below. Return -on -Investment (ROI) Considerations • In a study conducted by Nucleus Research, an organization drove productivity gains of up to 50% through ongoing, successful user trainings2. Staff Feedback • CD - Need General training on Microsoft Office • CD - Need Laserfiche training • CD - Need training on Bluebeam • CD - Need training on EnerGov • CD - Need training on GIS • CD - Need training on Springbrook • CM - Need training on Illustrator • CM - Need training on InDesign • CM - Need training on Photoshop • CM - Need training on Prezi • ED - Need training on Microsoft 365 • ED - Need training on Microsoft Office • ED - Need training on Springbrook (or equivalent) • ED - Need training on Website editing (Civic Plus or other as chosen by City) • FIN - Need new employee training • FIN - Need training on Cash Receipts • FIN - Need training on Excel • FIN - Need training on Itron • FIN - Need training on Outlook • FIN - Need training on Payroll • FIN - Need training on Purchase Orders • FIN - Need training on Simpler Systems 2 Nucleus Research, 2010. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • FIN - Need training on Springbrook • FIN - Need training on Time Sheets • FIN - Need training on Word • PD - Need training on Excel • PD - Need training on In -Time Scheduling • PW - Need training on any new programs • PW - Need training on email use/etiquette • PW - Need training on GIS • PW - Need training on Microsoft Applications • PW - Need training on Springbrook Recommendations • As noted in the Findings subsection above, complete a detailed application inventory as described in the Applications and User Inventory Best Practices initiative. Note that a listing of the City's software applications uncovered during the course of this project are included in the Applications and User Inventory Best Practices initiative, but it should be understood that is an informal listing and may not be entirely complete. • Complete the Applications/User Matrices by department and user as outlined in the Application and User Inventory Best Practices initiative. • Identify all current user license holders for all application software, as well as those that need additional licenses. • This can best be accomplished by conducting a survey, by user, to determine what training would be helpful and to determine actual need and planned attendees. Supervisors should drive this to elicit participation when training is made available. • Don't just consider user training, consider needs for training pertaining to system administration, setup, and configuration, as well as role/security assignment and management. • Determine strategies and methods for accomplishing and delivering on these training needs: • Self -learning aids • Internal classes (internal or external trainers) • On-site vendor training • Lunch -and -learns • Go -to Application Champions • Training opportunities at software vendor annual user conferences • Create a repository of basic "how to" training aids and other training information (e.g., videos, past class information, etc.) • Consider procuring a screen capture video solution to assist with developing internal video training aids. • Current and future needs can be evaluated and prioritized through a combination of mechanisms, including the IT governance function. • Consider class attendance as a factor in performance evaluations. This can be accomplished by having department management involved and agreeing to which classes each employee would benefit from. • Consider efforts to reduce and/or limit the total number of software vendors and databases whenever possible. This will reduce and limit overall cost -of -ownership, support requirements, training, and reporting needs, and improve overall integration capabilities. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Benefits • Improved operations management • Improved utilization and efficiency of software applications • Activation and use of existing functionality that is currently unknown, but important to the City • Review and activation of new functionality provided in future applications software releases • Increased information sharing • Better identification of training needs • Increase training alternatives • Improved software administration (fewer staff required to service user community) CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations There is currently no list or official inventory of all software applications utilized throughout the City, the extent to which they are used, or department needs related to those applications. The matrix below provides a template for such an inventory of application software including software status and need. We have populated the matrix below with applications that were identified as being in use throughout the City. NOTE: this may not be a comprehensive list of all the City's applications. Content Management BlueBeam Low Y N Cal Photo Low N Civica Medium Y Y Y Data 911 Low Nero Low Oasis Management Suite Low Power DMS Low Y Y N QuickTime Low Sketch Up Low SmartWorx Pro Low Document Management Dropbox Medium Y Y Laserfiche Medium Y Y N OneDrive Medium Y Y Y SharePoint Medium Y Y Y Financial Management Bank of America Low Y N CashPro Low Y N Paymode Low Y N Works Low Y N Creditron Low IDIS Low N Itron Low Y Y N Onsite Viewer Low N Persolvent Quicken Springbrook Low Low N High Y Y CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - 192 OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Utilization PotentialEffective Training Process PotentialSoftware Needed? Improvements? Replacement? Name Citywide Accounts Payable High Y Y Y Accounts Receivable Low Y Y Budgeting High Y Y Central Cash/POS Medium Y Y Y Fixed Assets Low Y Y Project Management & Grant Accounting Medium Y Y Purchase Orders High Y y Y Utility Billing Low Y Y Web Payments Low Y Y TRACKER Low N GIS/Mapping Auto CADD Low N Google Maps Low N Google Earth Low N Code 5 Group Low ESRI ArcGIS Lizardtech Geoviewer Bing Maps High Y Y N Low Low N Land Management Co Star Low EnerGov (Permit & Land Management) Medium N Business Licenses Low N/A N/A N/A Cash Receipting Medium N Code Enforcement EnerGov Citizen Access Web Portal EnerGov GIS eReviews Low N Medium Medium N N N Low IG Mobile App Low N Inspections Low N Parcel/Address Management High N Permits Medium N Planning Projects and Zoning Medium N GovTech Low Y Knowles McNiff (Licensing) Loop Net Low Y Y Y Low OC Public Works Land Records Low N CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 33 192 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 34 1 92 Utilization PotentialEffective Training Process PotentialSoftware Needed? Improvements? Replacement? Name Citywide Plus Low Permits N N Y Real Quest Low N RedFin Low N State Contractors Licensing Board Low N Trulia Low N Zillow Low N Maintenance Management Bosch Low CalSense Low CFA Low EnerGov (PMM) Low N Citizen Request Mgmt (CRM) Medium Y N EnerGov Citizen Access Web Portal Medium Y N EnerGov GIS Low N IG Mobile App Low Y N Infrastructure Assets Maintenance Management Requests Work Orders Low N Low Y N Low Y N Low Y N Fuel Master Low N Maxicom Low Equipment/Fleet Maintenance Low Work Orders Low Tracer SC Traffic Management Center Wach Wi-Tech Wonderware Low Low Low Low Low Office Productivity Adobe High N Acrobat High N Acrobat Pro High N Illustrator High Y N InDesign High Y N Photoshop High Y N Google Chrome High N CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 34 1 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Utilization Training PotentialEffective PotentialSoftware Name Citywide Needed? Process Improvements? Replacement? Firefox High N N N GoToMeeting Medium Microsoft High Y N/A N Access Low N Excel High Y N/A N Internet Explorer High N Office 365 High Y N/A N OneNote Low Outlook High Y N/A N Photo Viewer Medium N Picture Manager Medium N PowerPoint High Y N/A N Project Low Y N/A N Publisher Low N Visio Low N Word High Y N/A N NitroPro Low N Project Manager Low Other AM Best Low Calema Low Cross Roads Low Y Granicus Municode Paperstream Capture ShoreTel Low N Low N Low High Y Silverlight Low Survey Monkey Low People Management CalPERS Low N EDD Low N Empowerment Low Franchise Tax Board Low N N N ICMA Low N IRS Website Low N Nationwide Low N CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 35 192 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Utilization PotentialEffective Training Process PotentialSoftware Needed? Improvements? Replacement? Name Citywide Low Neogov Y Y N Springbrook High Benefits Management High Y Employee Self -Service High Y Human Resources High Y Payroll High Y Y Y Time Sheets High Y Police Atacraids Low Brazzos Low N N Y Cal Gangs Low N Clear Low Coplink Low N Ecats Low EDC Low Elite Low OC Crime Lab Low Starchase Low Taggers Low Turbo -Data Low Velocity Low Vesta Analytics Low Vision Low Watch Guard Low West Covina Low N N Y Recreation CLASS Low N N Y Facility Reservation Low N N Y Program Registration Low N N Y ClubTexting Low N Sign Up Genius Low TouchTell Low Crystal Reports Low Y N/A N SimplerSystems High Y Y N CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment mm City of Tustin, CA RM Effective Potential Utilization Training Potential Software Name Process Citywide Needed? Improvements? Replacement? (High, Med, Low) Media Staff Scheduling In-TimeSocial Solutions• WhenToWork Recommendations • Complete the Software Status Matrix illustrated in the previous pages. • Periodically revise the matrix to reflect new applications and those no longer in use. • Utilize an Enterprise Application Support Specialist to assist the departments with implementing the identified needs (see Enterprise Application Support Specialist initiative). • Utilize the Software Status Matrix as a starting point for developing and maintaining the user licensing inventory (see Applications and User Licensing Inventory initiative). Users sometimes lack access to electronic non -confidential information that is owned by other departments. This information may reside in an application such as Laserfiche or in department -specific file shares. CLIENTFIRST generally believes it is more efficient for staff not to be able to retrieve non -confidential information directly from the application or file share rather than through internal requests of other staff or other manual processes. Findings and Observations • There is strong interest in sharing files and additional application -based information across departments in read-only mode. Recommendations • Assess file share and longer term internal needs for collaboration. • Over the short term, consider: • Allowing read-only access to other department file shares • Creating additional file shares for information that is commonly shared between departments • Purchasing additional read-only software licenses to improve application utilization • Over the long term, consider whether a move to Office 365 and Microsoft OneDrive will provide added benefits for collaboration between departments, teams, and staff CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Information Technology Current State Needs Assessment City of Tustin, CA The Departmental Applications and Systems category includes IT Initiatives that are primarily department business applications -related and were identified during the needs assessment process. Many of these initiatives and recommendations can have a significant impact on overall productivity, enhanced communications and information sharing, improved constituent service, improved transparency, and, in some cases, cost savings. 12. Enterprise Resource Planning (ERP) GAP Analysis and Improvement Plan 13. Land Management Utilization 14. Business License Application Replacement 15. Work Order Software Utilization Improvements 16. Parks and Rereation Software Replacement 17. Electronic Content Management System (ECMS) Improvement 18. Police CAD/RMS Replacement 19. Large -File Sharing Tool 20. Real -Time Utility Usage (Automatic Meter Reading -AMR) 21. Video Capture and Editing (Video Events and Other) 22. Photo Management and Storage Software 23. GIS Assessment and Master Plan 24. Department -Centric / GIS Self -Service 25. Online Public GIS Access 26. Traffic Collision Software 27. Learning -Management Software 28. Intranet Assessment and Improvements 29. Web Conferencing 30. Video Camera and Surveillance System (Citywide Standard) 31. Police Audio Recording System Upgrade 32. Mobile Device Management 33. Home Buying Program Software ®PrEMMMM MMy Sam ®moi IB r� CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 0 0 • • • r • TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Enterprise Resource Planning (ERP) is an organization -wide software solution that allows integration among various departments and their respective functions. The result is a centralized system of communication, data storage, and operations management. Improvements to ERP solutions bring about processes that multiple departments can benefit from. Common municipal -related ERP applications modules include Accounting, Financial Reporting, Payroll, Human Resources, Utility Billing, Planning and Permitting, and Work Orders. The following graphic shows a typical municipal ERP environment. Example Enterprise Applications Overview Maintenance Management Purchasinglinventory Management WorkGrders Management RequisNons Bid Processing Marrtenance Fixed Assets Purchasing Inventory Management Integration AcoourAs Payable C°ntrat� Management Revenue Management Financial Management Acc°unts Grant General Ledger Budge4ngPeople Management Receivable Management Time Tracking( Payroll ESS Financial Project Cashiering Reporting Accounting Integration Human Applicam Resources Tracking Reporting Land Management Citizen Relationship Management (CRM) User UawhGoard Land l Parcel Code Management En�rcement Raquest Management aysfQm Report Perm9.s & Planning& Business Inspections Zoning ❑°enses Complaint Tracking Integration Integration Integration CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations Currently, the City utilizes multiple software vendors to support its enterprise applications requirements, including Springbrook for core financials, utility billing, payroll, and human resources, EnerGov for work order/ maintenance management, and Permits Plus for permitting, planning projects, and code cases. Permits Plus is currently in the process of being ' replaced with EnerGov. Many of the other existing systems are outdated, lacking adequate integration, reasonable reporting -- capabilities, commonly utilized functionality = = found in other municipalities, and require31 il excessive manual workaround and reconciliations. Springbrook is also not MEN== meeting the City's expectations and carries Al significant annual costs that appear to be out = of the norm for other equivalent ERP _ solutions in the market space. All departments noted unmet reporting needs, feature/functional requirements deficiencies, and an overall need for systems improvements and additional software modules. • The City may be rolling out Utility Billing budget billing in 2019. It is unknown at this time if Springbrook can handle the required functionality. • Departments are heavily reliant on Excel for capturing, managing, tracking, and reporting information. • Some time sheets are physically routed, reviewed, and signed. • Accounts Payable invoice workflow and approval process is very cumbersome, and Finance is interested in decentralizing the work flow process. • Accounts Receivable does not interact with the general ledger. • Benefits enrollment process is all paper-based. • Currently using the following Employee Self Service (ESS) Features for retrieval of W -2s, Paystubs, and W -4s. • Strong interest in expanding ESS to include leave requests, time sheets, benefit enrollment, insurance information, payroll changes, and accrual balances. • The Springbrook budgeting modules have not been improved. • Using intranet for HR -related forms. The City is missing opportunities for labor savings (thousands of labor hours per year), improved customer service due to lack of integrated solutions with sufficient training, and functionality to meet internal operational and customer needs. In addition, the City is missing opportunities to provide improved services to the general public and their constituents including online services and 24/7 access. Departments have a strong interest in newly available features and enhancements that a more modern ERP solution can provide. Gaining greater utilization in enterprise applications software modules through installation of a new ERP system, or making best use of existing system, is key to significant increases in citywide productivity and efficiencies. The following is a table that shows the City's major suites that are usually included in an ERP system. The table also depicts what prominent municipal ERP systems typically offer. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA CLIENTFIRST TECH NO LOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 41 192 Financial Management Springbrook General Ledger Financial Suite Y Y Y Accounts Payable Financial Suite Y Y Y Budgeting Financial Suite Y Y Y Project Accounting Project Management & Grant Y Y Y Grant Accounting Project Management & Grant Y Y Y Requisitions and Purchasing Purchase Orders Y Y Y Accounts Receivable Accounts Receivable Y Y Y Financial Reporting Financial Suite Y Y Y Ad Hoc Reporting Financial Suite Y Y Y Fixed Assets Equipment/Fleet Maintenance Y Y Y Cash Receipting Central Cash/POS Y Y Y Simpler Systems Financial Reporting Data Apps Y Y Y Ad Hoc Reporting Data Apps Y Y Y TRAKER Investment/Cash Management Investment Tracking Y Y Some Modules Not in Use or Not Available Contract Management Some Online Bids Management Some Bids Management Some Employee Expense Reimbursement Some Vendor Self -Service Some Citizen Self -Service (AR) People Springbrook Some Human Resources Human Resources Y Y Y Employee Self -Service Employee Self -Service Y Y Y W-2 Forms Employee Self -Service Y Y Y Paystubs Employee Self -Service Y Y Y W-4 Forms Employee Self -Service Y Y Y Payroll Payroll Y Y Y Time Tracking Payroll Y N Y Benefits Enrollment Human Resources Y N Y NeoGov Applicant Tracking Applicant Tracking Y Y Most Online Applicant Tracking Online Applicant Tracking Y Y Some In -House Application Workers Compensation Injury/Illness Reporting Y Y Most CLIENTFIRST TECH NO LOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 41 192 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Staff Feedback • CD - Completing timesheets is very time consuming and difficult, especially for those with task labels and deposit accounts to bill to • CD - Difficulty in tracking time via task labels • CD - Would be nice to be able to print utility billing info directly from Springbrook. Currently have to print screen, drop into MS Word, and then print. • CLERK - The Purchase Order process is extremely time consuming and not user-friendly • CLERK - Use Access to manage the agreement/insurance database • CLERK - Use Access to manage the vehicle titles database • CLERK - We collect money for the County recorder documents and rarely copies of requests for records. It would be helpful to have some way to collect money through the website or app for convenience to the public if they needed to pay offsite. • CM - Need automated timesheet population (time entry by exception) • CM - Springbrook cannot accommodate 9/80 Fridays • ED - Hard to pull together all personnel info for individuals and managers • ED - Need online business licensing applications and renewals • ED - Not easy to pull together business information • ED - Only 3 people are supporting Knowles -McNiff (Current Business Licensing Application) • ED - The time entry interface is not user-friendly • ED - Timesheets are duplicated 2-3 times before finalized • EXEC - Some information is entered into 4 different systems • EXEC - Difficult to extract information from accounting software CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Modules Not in Use or Not Available F Employee Self -Service Y Y Y Profile Management N Y Personnel Action Forms N Y Time Sheets N Most Leave Requests N Some Benefits Enrollment N Some Performance Evaluations Y Position Control Y Personnel Action Forms Y Personnel Budgeting Most Family Medical Leave Act (FMLA) CIS Utility Billing Y Springbrook Customer Information Management Utility Billing Suite Y Y Y Utility Billing Utility Billing Suite Y Y Y Online Utility Payments Web Payments Y Y Y Service Orders Work Orders Y Y Y Modules Not in Use or Not Available Online Services Requests Y Staff Feedback • CD - Completing timesheets is very time consuming and difficult, especially for those with task labels and deposit accounts to bill to • CD - Difficulty in tracking time via task labels • CD - Would be nice to be able to print utility billing info directly from Springbrook. Currently have to print screen, drop into MS Word, and then print. • CLERK - The Purchase Order process is extremely time consuming and not user-friendly • CLERK - Use Access to manage the agreement/insurance database • CLERK - Use Access to manage the vehicle titles database • CLERK - We collect money for the County recorder documents and rarely copies of requests for records. It would be helpful to have some way to collect money through the website or app for convenience to the public if they needed to pay offsite. • CM - Need automated timesheet population (time entry by exception) • CM - Springbrook cannot accommodate 9/80 Fridays • ED - Hard to pull together all personnel info for individuals and managers • ED - Need online business licensing applications and renewals • ED - Not easy to pull together business information • ED - Only 3 people are supporting Knowles -McNiff (Current Business Licensing Application) • ED - The time entry interface is not user-friendly • ED - Timesheets are duplicated 2-3 times before finalized • EXEC - Some information is entered into 4 different systems • EXEC - Difficult to extract information from accounting software CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • EXEC - Getting information out of Springbrook is a big challenge • EXEC - Need to eliminate duplicate entries • EXEC - Need to streamline purchase order process • EXEC - Springbrook is not intuitive • EXEC - Time sheet processing requires multiple steps • FIN - A big challenge with Springbrook is that it cannot do budget -based water rates • FIN - Current version of Springbrook does not include APIs • FIN - EnerGov's business license module was stopped from being implemented due to online renewal functionality being too cumbersome • FIN - Interest in purchasing a business license application • FIN - Need a method for citizens to have their utility bills automatically paid with a credit card • FIN - Need a new Utility Billing Software • FIN - Need an interface between GIS and Business Licensing • FIN - Need an interface between GIS and Utility Billing • FIN - Need better Cash Flow Analysis Reporting • FIN - Need better investment reports • FIN - Need better Utility Billing consumption reports • FIN - Need better Utility Billing deposit reports • FIN - Need better Utility Billing meter information • FIN - Need integration between the ERP system and EnerGov Work Orders • FIN - Need online business license inquiries • FIN - Need the ability for Accounts Receivable invoices to be automatically paid by credit card • FIN - Reporting on projects is a major pain point • FIN - There is a lack of flexibility and functionality in Springbrook • FIN - Time sheets are completed on paper • FIN - Unable to Commit Cash Receipt Batches During Billing Process • HR - Manually processing personnel Action Forms • HR - Manually tracking and notifying employees with dependents turning age 26 • HR - Manually tracking of employee medical leaves of absence (e.g. FMLA/CFRA and Pregnancy Disability Leave) • HR - Need a report that contains all hire dates, termination dates, promotion dates, and pay change dates for an employee • HR - Need a total compensation report for labor negotiations • HR - Need an accrual report to be available to managers • HR - No current integration between Springbrook and Laserfiche • HR - Only 1 department is using NeoGov for applicant tracking • HR - Performance evaluation process is all paper based • HR - Get many questions regarding benefits and accruals • HR - Springbrook cannot generate a detailed open enrollment report • HR - Use an In-house application to tracking injury/illness report for workers' compensation injuries • HR - Use Excel to track benefits profile for new hires and employees on leave • HR - Use Excel to track Cal OSHA (for Form 300) • HR - Use Excel to track commercial driver's licenses and expiration dates • HR - Use Excel to track employee accrual of administrative Leave and additional General Leave based on hire date and department head approval • HR - Use Excel to track employee certifications (e.g., water certification pay) along with expiration dates • HR - Use Excel to track employee name changes CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • HR - Use Excel to track employee new hires / terminations / promotions (name, department, job classification, effective date) • HR - Use Excel to track employment of relatives • HR - Use Excel to track general leave cash out by employee per fiscal year • HR - Use Excel to track general liability claims • HR - Use Excel to track open enrollment changes • HR - Use Excel to track PD shift change personnel action summary • HR - Use Excel to track performance evaluation due dates and ratings • HR - Use Excel to track position control • HR - Use Excel to track tuition reimbursement by employee per calendar year • HR - Use Excel to track Workers Compensation claims • P&R - Access to timesheets is problematic • P&R - Need mobile time entry capabilities for staff that start and end work in different locations • P&R - Spend over 2 hours reviewing time sheets every week • P&R - Springbrook is not user-friendly • P&R - Springbrook tends to freeze up while entering timesheets. This often results in entries not saving or entries duplicating. • P&R - Take between 10 - 30 minutes each day preparing the end of day financial report that goes from Class to Springbrook • P&R - Want a list of which employees are nearing 1,000 hours worked after every payroll • PD - Leave requests are completed and routed on paper • PD - Overtime slips are completed and routed on paper • PD - Would like integration between ISE scheduling and Springbrook. Integration attempts have been made in the past • PD - Would like to electronically submit and route leave requests • PW - Springbrook does not track hours worked over 80 in a pay period • PW - Would be helpful to show meter information in Springbrook Recommendations • Consider conducting a detailed ERP Needs Assessment. • The needs assessment process should provide an inventory of current and future functionality requirements by application and department. The process can also be used to inventory all reporting requirements, as well as integration/interface requirements between other applications, such as CRM, ECMS, website, GIS, etc. • The needs assessment should also include a business process review for each module, including reviewing manual processes and shadow systems, such as spreadsheets, to determine automation improvements that will result in labor efficiencies. • Consider submitting a Request for Information to the existing ERP vendor to identify how well the existing solution can fulfill the utilization gaps in the current system and the feasibility of sufficiently closing those gaps for the City over the next ten years. • If the existing ERP solution is viable for the City over the long-term, develop a detailed scope and implementation plan and agreement as a single project. • Optionally, consider replacing the current multi -vendor software applications environment with a more modern, fully integrated ERP solution. • If a future decision is made to replace the existing ERP solution; ensure that the City has identified all its applications needs, and that appropriate funding has been budgeted for a replacement ERP by conducting a comprehensive needs assessment and developing a Request for Proposals (RFP). CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • Through the RFP process, potential ERP software vendors will be asked to respond with their capabilities and compliance with City -specific requirements. • If warranted, select new ERP software vendor according to the Software Selection Best Practices initiative. • Follow implementation project management best practices according to the IT Project Planning and Implementation Best Practices initiative. • Consider utilizing an application champion or support specialist with the responsibility of helping departmental users with issues pertaining to the ERP system (see Enterprise Applications Support Specialist initiative). • Consider time keeping as an add-on to the ERP system if the functionality provided from the ERP system is not adequate. This may enhance the time -keeping interface with the payroll module. Benefits • Potentially free up thousands of labor hours per year across all departments • Faster invoicing and purchasing • Identification of integration requirements • Centralized access to information • Elimination of information silos • Improved streamlined processes • Improved operational consistency, efficiency, and accuracy • Improved online access to information • Improved financial reporting • Improved utilization and realization of ERP investment • Potential reduction in ERP annual maintenance and support fees CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Benefits of Modern ERP Software The following summary is provided to give the City an understanding of what they should expect from an effectively implemented ERP System. An Enterprise Resource Planning (ERP) System automates and integrates many core, citywide functions into a single solution, while automating manual processes and providing a central location of information and reporting. An enterprise system allows collaboration and sharing of information between divisions, departments, and customers to provide a transparent and efficient government operation. The benefits of an enterprise system are numerous and include: • Newer technology platform (processing, capacity advantages) • Real-time notifications/queues • Task tracking • Real-time access to information • Elimination of duplicate data entry • Reduced shadow system reconciliations (outside of system) • Improved data integrity • Centralized location and customer account maintenance • Reliable information • Workflow capabilities • Centralized cash receipt capabilities • Efficient revenue collection • Reduced operating costs • Improved internal communication • Foundation for future improvement • Potential reduction in annual maintenance and support fees • Improved online information for citizens to access Example Enterprise Applications Overview Maintenance Management Purchasingllnventory Management Maimenance Fixed Assets = Purchasing Inverrlory Accounts Payable Management Revenue Management Financial Management People Management Integration Accounts Grant General Ledger Budgeting Receivable Management TimeTraclting! Payroll ESS Cashiering Financial Project Reporting Accoun5ng Human Applicant Resources Tracking ntegration Reporting Land Management Citizen Request Management (CRM) User Dashboard Landl Parcel Permts 8. Management Inspections Management System Repoitr CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE -� 192 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Financial Management The financial management suite is a suite of an enterprise system that encompasses the financial 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 m financial management suite include:; • Quick generation of financial reports • More efficient budgeting processes • Real-time access to available budget 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 SUNrya ONwYw Puelwltrfl The people management suite manages the organization's workforce and provides automation to the human resources, payroll, timekeeping, and applicant tracking functions. Employee self- - service is also available to allow employees the flexibility in retrieving their information at their convenience. Benefits of a People Management suite include: • Paperless personnel forms • One-time data entry • Tracking or misplacement of employee paper files • Incorporation of Employee Self -Service (ESS) • Integration between timekeeping, payroll, HR, and financial management • Quick and reliable reporting to federal and state agencies • Improved employee satisfaction • Automated time entry approvals and payroll • Minimal steps between processing payroll direct deposits and checks calculations 1 � and issuing CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Employee Self -Service Employee self-service (ESS) empowers employees to provide, change, and retrieve their personal information through an online employee portal, thereby reducing the manual interaction required with the Human Resources Department. Employee self-service offers an online option for employees to access and manage information for themselves: • Address changes • Tax allowances changes • Open enrollment benefits • Dependent changes • Leave/vacation accrual balances • Electronic pay stub copies • Year-end W -2s • Populating and retrieving time sheets • Time requests • Tax forms • Many other forms and applications Reporting The number one problem that is commonly seen when utilizing disjointed applications is the extensive time users dedicate to the consolidation of information for reporting purposes. Enterprise systems allow information to be quickly retrieved from a single source with numerous readily available reports. Users are also able to create their own reports without requiring them to be technical experts. This allows staff to spend more time studying analytics rather than manually assembling reports. Benefits of improved reporting include: 7mm ® �' • Aggregated data across divisions, departments, and organization • Improved data accuracy and reduced human error • Intuitive report creation capabilities • Board -ready reports • Sharing of created reports • Elimination of labor-intensive report creation CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Individual User Dashboards Dashboards form part of a user's home page and display reports, key indicators, and other metrics regarding day-to-day operations, activities, and historical trends. Benefits of dashboards include: • Quick links for immediate access to required tasks and approvals • Easy modification of dashboards for each user's preference • Automated generation of dashboard information • Transformation of data into visual information • Easy -to -understand graphics • Real-time analysis • Drill -down access to activity detail Mobile Computing Mobile computing provides the flexibility to operate a more mobile and productive workforce. An enterprise system can allow staff to utilize applications while in the field in order 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 location of activities • Retrieval of mapping information 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 retrieve online information that is pertinent to each individual, and for them to take further actions, which improves customer relations by eliminating the need to be physically present at the City. The following are examples of online citizen access transactions: • Online permit applications • Submit and access plan review comments • Online payments • Submit complaints • Submit citizen requests • Submit inspection requests • Access to inspections results • GIS maps (zoning, voting districts, etc.) CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 49 192 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Citizen Request Management A citizen request management system is used to track, manage, and resolve citizen concerns and requests in a timely manner by automatically routing citizen requests to the appropriate department. It also provides the citizen with the flexibility to submit and track their complaints through the Web or a mobile phone application. Common benefits of a citizen request management system include: • Ability for citizens to submit requests 24/7 through a phone application or the website • Automatic assignment and routing of requests, by type, to appropriate department(s) or staff • Ability for citizens to view current request status • Conversion of requests to work orders • Ability to include photos and geolocation of a request • More effective and efficient processes • Improved transparency and citizen relationships Maintenance/Work Order Management Another suite of an enterprise system is the maintenance/work order management system, which provides automation in managing the maintenance and day-to-day operations related to infrastructure assets, buildings, facilities, and fleet vehicles, while being able to capture and report on the labor, equipment usage, and materials costs associated with a work order and preventative maintenance. System benefits include: • Electronic routing of citizen requests • Centralized task and maintenance management • Completion of work orders from the field • Streamlined public works operations • Retrieval of historical work order information and costs • Quicker work order completion times • Improved decision-making through access to real-time information • Viewing of asset and activity trends visually through GIS mapping capabilities • Better replacement planning and forecasting • Enhancement of staff productivity • Improved compliance with regulatory standards • Improved safety and risk management CUENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA GIS Integration Enterprise systems offer real-time integration to geographic information systems (GIS) in order to display land -use, zoning, and infrastructure layers on a map, as well as parcel, permit, inspection, and work order activity that resides within the enterprise system. Benefits of GIS integration include: • Viewing system activity on a map (e.g., active projects, permits, cases, etc.) d • Map routing of work orders, service request, and daily inspections 1 • Displaying locations of infrastructure assets • Generating asset condition analysis • Ability to overlay multiple map layers • Integration to Website for Resident Inquiries CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT- 51 192 OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations Land Management, also commonly called Community Development, is a suite of application modules related to this function, including: • Development Planning and Zoning • Permitting • Inspections • Code Enforcement • Recurring Revenue and Business Tax • Parcel/Address Management • Mobile/Field-based functionality The City should expect significant productivity gains upon the replacement of PermitsPlus with EnerGov, which is an integrated land management application solution. Below is a diagram that illustrates modules that comprise an integrated land management solution. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment AM City of Tustin, CA The following illustration and table shows typical modules available in land management systems. We believe there are other modules provided by EnerGov that the City will benefit from licensing and implementing. Module.d Licensed Land Management Planning Projects and Zoning Permit & Land Management Y Y Permits Permit & Land Management Y Y Inspections Permit & Land Management Y Y Code Enforcement Permit & Land Management y Y Parcel/Address Management Permit & Land Management Y Y Business Licenses Licensing & Regulatory Management Y In -Process Cash Receipting Permit & Land Management Y In -Process Electronic Plan Submittals/Reviews Permit & Land Management Y Y Mobile Inspections IG Mobile App Y Y Mobile Code Enforcement IG Mobile App Y Y GIS Viewer rOnline Public Portal Planning Projects Permitting EnerGov GIS EnerGov Citizen Access EnerGov Citizen Access EnerGov Citizen Access Y y Y Y y Y Y Y Inspections Scheduling/Requests EnerGov Citizen Access y Y Payments EnerGov Citizen Access y Y Parcel/Address Management EnerGov Citizen Access y Y Business Licensing EnerGov Citizen Access Y In -Process Staff Feedback • CD - iPads for Planning staff would be used for inspections and other site visits in the field • CD - Manually creating radius maps and labels • CD - Need an additional computer for the Building counter to improve efficiency when helping multiple customers at the front counter at once • CD - Need to support large -size file uploads • CD - Still have card catalogs for City addresses, which stopped being used after the implementation of GovTech • CD - Using Excel for planning project files and tracking of mailing lists • CD - Want to be able to post current planning projects on the website via interactive map or as a list • CD - Would be nice to see in "real time" the exact amount left in deposit accounts • CLERK - A large percentage of public record requests are specifically for copies of building permits • CLERK - The public being able to search for permits would reduce staff research time • CLERK - Use Access to manage the security bond database • EXEC - Need ease in getting info to citizens at the counter • EXEC - Need to be able to quickly retrieve zoning information, set back, and uses permitted for a property while at the counter CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 192 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Recommendations • Community Development and Economic Development should explore utilizing EnerGov for deposit tracking and drawing of fees (e.g., studies, attorney fees, etc.) • This process may significantly reduce staff time by eliminating the need to manually track deposits and trust account draw downs. • May also minimize the need to tracks tasks in the time entry process. Convert historical permit card catalogues into an electronic format. These physical permit cards were utilized before the implementation of the City's first permitting system (GovTech) and are occasionally referenced by City Staff. Conduct a post -implementation review within 6-12 months of go live to identify challenges staff is encountering and inventory continued needs for improvement that are specific actionable tasks. This process may uncover items not o addressed during implementation or changes I `� •d _ r_.4 00 that are required because of go -live. The requirements that the vendor is not capable of providing can then be dealt with by 7D: other means, such as efficient work-arounds,third-party applications, modifications, changein processes and procedures, etc. Benefits • Significantly greater workflow efficiencies within Planning, Permitting, Inspections, and Code Enforcement • Reduced stressors and workload due to improved automation and reduction in manual processes • Reduced risk of institutional knowledge reliant on highly manual processes leaving the organization due to staff turnover or retirement • Improved project and permit tracking and reporting • Potential for mobile laptop or tablet field units for inspectors and code enforcement officers • Automated time tracking and workload tracking of billable and non -billable hours • Improved efficiencies and improved services and customer experience at the counter • Online citizen access capabilities: • Improve community relations through 24-hour citizen access • Ability to automate inspection scheduling online • Eliminate time-consuming "status check" phone calls • Ability to apply and pay for permits online • Online inspection scheduling • Instant inspection result retrievals by contractors and applicants CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations TUSTIN A business licensing application streamlines the tracking and - - — - -� -- - --� -- management of licenses for contractors, businesses, trades, _ hazardous waste, alcohol sales, and many other types of licenses. Automation of licensing applications reduces paperwork, staff processing time, and increases citizen satisfaction by providing them the ability to submit, renew, pay, and print business licenses online at their convenience. • The City's current business licensing application is Knowles -McNiff. • Only three vendor staff are supporting the application. • The City began to implement EnerGov's licensing module but then stopped due to issues with the creation of owners, payments, and a cumbersome online renewal process. • Accela had also been explored but did not provide the desired functionality. • Staff currently struggle to pull together business license information. • There is strong interest in purchasing a new business license application that can allow for online applications, renewals, and inquiries. Recommendations Consider conducting a detailed needs assessment to document current and future licensing functionality requirements. Consider procuring a new business license application. Utilize Software Selection Best Practices when evaluating new module capabilities and benefits. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Information Technology Current State Needs Assessment City of Tustin, CA Tustin's work orders and maintenance management are primarily processed utilizing the EnerGov software system, also known as Preventative Maintenance Management (PMM). PMM is utilized for managing and tracking infrastructure assets, work orders (including fleet), and citizen requests. 0� The following is a list of typical maintenance and asset management software system functionalities. It is not intended to be all-inclusive, exclusive, or organized by specific software modules. Maintenance and Asset Management Functionalities • Work Requests • Inspections and Condition Assessment • Work Orders • Preventative and Predictive Maintenance • Facilities Maintenance • Asset Tracking • Warehouse Inventory • Parcel/Location Management • GIS Integration • Report Writing • Budget Forecasts • Mobile Field -Based Operations Findings and Observations TUSTIN Fleet Is LIMMS Maintenance Parcel] Address Managernent Tustin was among the first EnerGov Work Order system customers. Staff indicated that the I 1 t EnerGov resources involved in the implementation did not have an in-depth understanding of the product. Staff also mentioned the application is very limited in functionality, a common trait for a new software application. Below are EnerGov functionality problems staff described: • Can only use each equipment once per day • Only one person at a time can access a record • GIS capabilities are limited • iPad application is glitchy • No email notifications • Unable to upload attachments with a citizen request (i.e., pictures) • Unable to automatically notify citizens of when their request's status changes • Unable to specify which fields are required for a request • Requests are only routed to one staff • Unable to create a work order from a service request CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 192 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Staff Feedback P&R - Public Works maintenance request system is not reliable; need the ability to submit and track our request tickets PW - Interested in having handheld device with camera and access to the network (e.g., plans, address map book, etc.) from the field Recommendations • Conduct a comprehensive process review and develop feature/function requirements for all asset tracking, work, and maintenance management needs, including, but not limited to: • Inventory of manual processes • Inventory of processes tracked in shadow systems (e.g., Excel and Access) • Inventory of reports created in shadow systems (e.g., Excel and Access) • GIS Integration needs • Integration with ERP financials, including Project Accounting • Field-based mobile capabilities Research and work with EnerGov to identify all process, tracking, and reporting that can be implemented in EnerGov. Work with EnerGov to develop a customized implementation plan, including configuration and training, to close the gap between current Tustin functionality needs and EnerGov's functional capabilities. Such a plan will increase efficiencies and ensure Tustin is utilizing their investment in the EnerGov software. Benefits • Significantly greater workflow efficiencies within Maintenance Management, Work Orders, and Asset Tracking • Reduced time and effort to provision services • Improved inspections • Increased staff and citizen satisfaction • Improved performance tracking, reporting, and measurement • Reduced stressors and workload due to improved automation and reduction in manual processes • Reduced risk of institutional knowledge reliant on highly manual processes leaving the organization due to staff turnover or retirement • Improved project management and reporting CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations • The City currently uses the Class software solution for Program Registrations and Facility Reservations. • Recreation also manages and oversee adult softball, volleyball, and basketball sports leagues, after school and preschool programs, and 14 annual City -hosted events (e.g., Chili cook off, Tiller Festival, etc.) • The Department has approval to begin implementing the replacement solution, CivicRec: • Activity Registration (online and in-house) • Facility Reservations (online and in-house) • League Management • Ticketing • Point of Sale • Membership Management • Department expressed interest in additional functionality in the future, including: • Vendor event registration/payments • Targeted emails • Instructor contracts • Emailing of receipts Recommendations • Follow Project Planning and Implementation Best Practices. Benefits • Improved customer service • Improved software application utilization • Improved reporting, resulting in better management decision making CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Background Electronic Document Management Systems (EDMS) are also referred to as Electronic Content Management Systems (ECMS), due to the expanded capabilities of managing more than documents, including audio, video, images, and more. EDMS systems have evolved beyond document scanning, document storage, and records retention management. Additional uses and capabilities include: • Enterprise records management, including retention management • Integrated document/process workflow management, including internal request management and routing and distribution • Document versioning • Forms management • Project/process collaboration • Minutes management • Agenda/legislative management • Media management, including synchronized meeting video streaming • Web publication/posting for all above items, if desired • Web access to EDMS/ECMS, locally and remotely Findings and Observations • Use Laserfiche as the citywide document management system for the following: • Scanning • Archiving • Public Portal (Weblink) • Workflows • Most staff access Laserfiche through the Weblink portal. ECM Staff indicated that search results vary between the Weblink portal and the full -user application. • Police is the only department using Laserfiche's workflow capabilities. • City Clerk's office uses Seamless Docs to allow the public to submit event/class registrations, commission applications, and public record request electronically. • The City Clerk's office is often contacted by staff in multiple departments to help with searching and retrieval of documents. • Strong interest by departments to integrate Laserfiche with GIS to retrieve documents related to addresses, parcels, etc. • Attempted to implement Accela's online agenda management solution. • Some departments are still interested in using an online agenda packet creation and management solution. • Currently in the process of applying OCR to documents already stored in Laserfiche. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Return -on -Investment (ROI) Considerations A study conducted by Coopers and Lybrand found the following: • The average document gets copied 19 times in its life. • 90% of documents that are handled in an office are merely passed along or shuffled through. • The costs to manage a single document are below: • $20 to file a document • $120 to find a misplaced document • $220 to replace a lost document • 7.5% of all documents get lost. • An office that generates 200 documents a week will lose 15 of them, costing a total $3,300. • 3% of all documents get misfiled. • An office generating 200 documents a week will misfile six of them, costing the company $720. • A study conducted by Prescient Digital Media found that an ECMS saves employees between 50-60% of time searching for documents. Staff Feedback • CD - All planners should be able to print docs straight into Laserfiche • CD - Do not have confidence in the results that are generated from Laserfiche • CD - Images won't load, download, or print properly • CD - Weblink doesn't work properly and causes frustration for staff who use it (can't search properly in Weblink) • CD - Heavy Laserfiche users should have a full user license • CLERK - Can benefit from electronic routing of public forms • CLERK - Need ability for residents to obtain a conformed copy of documents through the website • CLERK - Physically posting and removing the agenda within the required timeframe • CLERK - Should explore storing vendor agreement/contract expiration dates and insurance information as indexes in Laserfiche • CLERK - Use Access to manage the deed database • CLERK - Would like claim forms to be made available online • CLERK - Would like e -signatures for situations when the individual with signing authority is not immediately available • ED - Certain departments have different levels of Laserfiche functionality • ED - Not easy to search in Laserfiche • ED - Would save staff time to prepare Agenda report/memos online • HR - Would like to use form building functionality • HR - No current integration between Springbrook and Laserfiche • IT - Need GIS to integrate with Laserfiche • PD - Police cannot access the City's Laserfiche database • PD - Would be helpful to store photos with indexes • PW - Laserfiche search doesn't always work CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Recommendations Even though the City has already implemented Laserfiche, the City should consider conducting a comprehensive ECMS needs assessment and process review with all departments to gain an understanding of how an ECMS system capabilities can work and what configurations, training, etc., would improve staff's ability to utilize an ECMS system to its fullest, provide more transparency to the public, and what other departmental application integration would help improve the City's business processes. Explore potential integration with the City's primary applications, including ERP, Work Orders, Land Management, GIS, the City's website, and any other critical City systems. Benefits • Automated workflow and routing • Reduction in paperwork and related costs • Online document retention and archiving • Improved version and authorization control • Improved public records access • Increased information -sharing capabilities • Ability to provide Web -posting and public access to residents • Integration with Agenda Management • Integration with core enterprise applications and the organization's website CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA An integrated Computer Aided Dispatch (CAD) and Police Records Management System (RMS) enables public safety and law enforcement to centralize public safety incident information, preserve data integrity, and enhance operational efficiency. The City's Police Department within this integrated environment are afforded the +- ability to quickly capture, record, update, share,��III� and access critical incident and public safety . data. Findings and Observations • Currently in the process of replacing CAD/RMS system (West Covina Services Group WSG.Net). • Implementation is scheduled to begin in Q1-2019. • Utilizing a third -party subject -matter expert to assist with the selection of new system. • Using SharePoint as the in-house case management solution. • Manually managing the following: • Property Entry • Property Release • Master Vehicle Inventory • Dispositions • Bicycle Booking Log • Mugshots, police reports, photos, recordings, and historical cases are stored in Laserfiche. • The Police Department has expressed interest in the Spillman CAD/RMS system due to their prominent number of installations in the State of California for police departments similar to the Police Department. Recommendations Select new software vendor according to the Software Selection Best Practices initiative. Considering Spillman in the list of vendors is a good idea, but the City should follow software selection best practices, as noted above, to ensure Spillman is the best overall solution (not exclude other quality contenders from consideration) and the agency is adequately prepared through proper due diligence and implementation readiness. It is also important to put all vendors, including Spillman, in a competitive posture to ensure the best competitive pricing. Benefits • Centrally -managed information • A system built on modern development tools and that offers a better operating environment with modules that work as required and that are properly supported by the software vendor • Improvements in productivity due to the reduction of ancillary third -party and shadow systems required to manage the lack of functionality CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Background Electronic mail systems limit the size of files that may be shared or sent between organizations. In addition, electronic mail systems provide limited security capabilities for sharing information. From time to time, organizations need to share large or secure files (videos, electronic drawings, other information) with third parties. Best Practice for large file sharing is to provide a single, organization -wide secure file transfer platform that can be used to transfer and share all large files securely. Findings and Observations • Departments across the City are using multiple file -sharing applications such as Dropbox, OneDrive, and OneNote to share files internally and with the public. • At times, multiple fire sharing tools are being used within the same department. • The file -sharing tools in use are not consistent and may lack necessary security capabilities. • Several departments expressed a desire for standardized use of a single, common tool across the organization. • A new recent standard is to migrate to OneDrive and second file shared drive with multi - department access. Recommendations • Consider migrating all City users to a single, secure large -file transfer solution for external large file sharing. Examples include Filer, Hightail, etc. • Complete a review and needs assessment of the City's large -file sharing needs. • Ensure that this solution operates in a secure, supported environment, managed by the City's IT Department. Benefits • Use of a single, standardized system • Improved support by City and IT Department • Consistency and uniformity CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations Not to be confused with a complete utility billing system, online, real-time utility usage access is the ability to capture utility usage through the meter environment at frequent intervals, or in real- time, and having data available on billing documentation and online for residential and commercial users. Recommendations • Complete a review of the City's meter -reading requirements. • Explore if the City's existing Itron automatic meter reading (AMR) system will address the City's meter -reading requirements before exploring other AMR systems. • Ensure that there will be public -user Web access so that customers can monitor up-to-date usage. • Consider vendor ROI studies specifically for Tustin, but scrutinize assumptions and adjust accordingly. Benefits Elimination of manual meter reading Access for the public to monitor usage in near real-time Findings and Observations • Police is interested in using an application to edit and view videos of different file types. • Other departments such as Parks & Recreation could also benefit from a video editing tool. Recommendations Complete a review and a needs assessment of City's video capturing and editing needs. Follow best practices according to the Software Selection Best Practices initiative to select the appropriate solution. Ensure that the video and editing environment is compatible with the results from the Video Camera and Surveillance System (Citywide Standard), Electronic Content Management System (ECMS) Improvement, and Photo Management and Storage Software initiatives. Benefits Use of a single, standardized system Integration throughout the organization with ECMS, Agenda Management, Media Management, etc. Compatibility and consistency CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - 64 192 OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Photo management and storage software (also referred to as photo library management) is a robust way to store, retrieve, and manage photos, not to be confused with personal photo storage tools such as Apple iCloud, Amazon, Dropbox, Flickr Google+, or OneDrive. The key words are "robust" and "enterprise". Photo management and storage software at a commercial level is analogous to an enterprise ECMS, as described herein. Enterprise photo management systems, unlike document management solutions, are optimized and designed specifically for digital images and include all the capabilities required to manage and operate a centralized and well -organized image collection. Capabilities also include, but are not limited, to the following: • Enterprise photo management, including retention management • Centralized storage of photos, their associated data (indexes), and their organization within the database • Security and user permissions with each group or department of users being restricted to assigned areas of the database, including the ability to control rights to perform specific operations/functions within those areas • Web server plug -ins that provide secure, read-only access to assigned portions of the image collection over the Web or for integration with organization -wide or specific departmental software applications • Ability to interact with various photo capture systems, including timed -based field cameras • Ability to review, manage, analyze groups of photos, and save composite collections • Secured database management to prevent photo loss and the ability to find a specific or group of images from a large collection • Full database -oriented reporting capabilities, enabling search access to the organization's entire photo collection/library Findings and Observations • Police Department is currently capturing and storing thousands of photos on a network drive. Photos are related to department and community events, personal -interest photos, promotional photos, etc. • Experiencing challenges with storing files on network drives: • Inconsistent naming conventions • Inconsistent storage locations • Unable to associated indexes to photos (e.g., date stored, file type, event name, etc.) There is no enterprise or citywide storage of photos, with many stored at the project, functional, division, or department levels. The City needs the ability to have an enterprise system that would provide consistency, ability to share and collaborate, and better integration of these photos into operations or operation software applications. No formal City processes or policies for the management, back-up, and potential recovery of these photos has yet been developed and documented. CLIENTFIRSTTECHNOLOGY CONSULTING -FINAL DRAFT - 1 92 OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Recommendations • Identify which departments have a need for storing and retrieving photos (e.g., Recreation, Police, etc.). • Complete a detailed review of the City's photo management requirements, including all City departments and document the results. • Apply the results of the review to research options and solicit quotes for photo management system solutions. • First determine whether Laserfiche is a viable solution. • If the file volume is relatively low, consider indexing more important files utilizing the City's ECMS solution. • Follow best practices per the Software Selection Best Practices initiative, to select the appropriate system. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA GIS systems are becoming integral components in the business of managing a municipality's assets and activities. In addition to tracking all parcels within the community, many municipalities inventory infrastructure assets, such as street signs, street lights, storm sewers, .- p fire hydrants, trees, and other fixed items through the GIS - — =I' .1 system. GIS systems are often integrated with work " - T order systems to improve the accuracy of work order�- location information, and reduce the amount of time spent �"71 locating these assets. Additional benefits of a GIS system include reduced field observations, more informed decision-making, improved parcel management, centrally - managed information, and better analysis of infrastructure. Findings and Observations City staff has expressed a need for additional basic GIS functionality, such as the ability to select a parcel and find out its land -use or zoning or produce a simple map displaying basic GIS layers. • Have two Basic and one Standard ESRI ArcGIS license. • Utilizing outside GIS consulting services from Bucknam & Associates. Originally started to work with the water utility department to generate maps, then with the engineering department to generate tentative maps, parcel maps, aerial images, and buffer selections for mailing labels. Bucknam is currently working with the Water division to print new maps of the complete water system in 11x17, 24x36, and 40x60 sizes and also working on the development of a storm drain GIS layer. • GIS requests from departments primarily go through the Administrative Services Deputy Director. • A GIS Assessment plan was created over two years ago to address citywide GIS needs. • The plan included prioritization of GIS layers to be created. • There is strong interest by departments to integrate Laserfiche with GIS to retrieve documents related to addresses, parcels, etc. • Bucknam is currently working with the City of Menifee to interface GIS with Laserfiche. • Engineering has requested to take an audit and inventory of street lights and are exploring developing an RFP to capture street light data. • Economic Development uses Real Quest to search property information. • Some staff look at a physical map to verify if an address is within the City. GIS application and data support are solely provided by Bucknam. Most of the City's is comparable to Tustin and have at least one full-time equivalent GIS staff member that can be supplemented with outside consulting services on an as -needed basis. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA The following are GIS data layers currently available: • Census Tracts • Parcels • City Boundary • Parking Overlay • Commercial Districts • Public Buildings • Contours • Public Buildings • Cultural Resources District • Road Centerlines • FEMA • Signs • Fire Severity Zones • Specific Plans • Flood Hazard Area • Storm Drain • General Plan • Water System • Historical Resources • Zones and Districts • Liquefaction • Zoning Staff Feedback • CD - Departments indicated a desire to have more GIS layers developed (e.g., School Layers, Calema, historical imagery, etc.) • CD - Some staff have licenses access ArcGIS • CD - Using ESRI ArcGIS for mapping and viewing zoning info • CD - Using Google Maps, Google Earth, and Bing Maps for viewing properties and aerials • CM - Having up-to-date data would be helpful in research property ownership, real estate matters, utilities, infrastructure, etc. • ED - Need property information for all of California and not just OC • ED - Would like to have a public -facing page that provides GIS information • EXEC - GIS is underutilized • GIS - Need GIS to integrate with business licensing • GIS - Need GIS to integrate with Laserfiche • GIS - Need GIS to integrate with the recreation system • GIS - Need GIS to integrate with utility billing • GIS - Working on an internal Web -based GIS viewer • PD - Need GIS maps to integrate with Crossroads so our traffic collision data is more accurate • PW - Would be helpful to retrieve an addresses info/lot size, dimensions, and parcel number • PW - Would be helpful to retrieve ownership of other people's assets (e.g., well monuments, manholes, other monitoring equipment, etc.) • PW - Would be helpful to show boundaries for landscape agreements • PW - Would be helpful to show historical docs tied to parcels • PW - Would be helpful to show HOA boundaries and ownership Recommendations • Develop a GIS Master Plan. Since the City lacks GIS staffing resources, it will benefit from a plan and structure that approaches the use and benefits of GIS on a citywide business operations needs basis. A citywide GIS Strategic Plan should include: • Prioritized layers and maps needed • Day-to-day departmental request needs • Processes for updates from the County to GIS data layers • Identification of City data maintenance update processes • GIS applications and hardware needs • Other operational application integration needs • GIS staffing or outsourcing needs CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • Alternative approaches to GIS staffing or resource needs • Five-year budget with prioritized initiatives • Consider assistance from an Bucknam or another third party to develop the GIS Master Plan. • Participate in regional GIS user/networking groups. • Make GIS integration a requirement for all new geo-based software application procurements. The Laserfiche ECMS includes a GIS integration module and the City has captured metadata (such as Assessor Parcel number or address) with site plans, landscaping plans, and engineering drawings that may enable integration with a parcel or address data layer. Other desired application integration includes planning, permits, inspections, code enforcement, business licenses, utility billing, work order/maintenance and asset management, CAD/RMS, CRM, etc. Benefits • Centrally -managed information • Improved accuracy of GIS information • Easier creation and storage of digital maps • Better analysis of infrastructure • Improved land -parcel management • Improved customer service through the ability to publish for public access CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment Ogo City of Tustin, CA NMI Web mapping applications allow for interactive viewing and sharing critical geospatial information within the City. Web applications are easy to use and can be accessed by staff via a Web browser, without the requirement for specialized GIS software to be installed on the user's device. Additionally, these types of apps take less time for staff training. GIS Web applications can also allow end-users to pan, zoom, search, and interact with the most current data. Web applications make it easier to create, update, and maintain departmental data. This approach can also allow some staff within departments to maintain their own data with support fn Division using Web mapping concepts. Findings and Observations The City is currently in the process of releasing a new internal WebGIS portal with the help of the City's outside GIS consultant (Bucknam). The current GIS viewer allows staff to view parcel information and generate radius notification letter -mailing labels. Multiple staff indicated that they were unaware of an ability to search address and parcel information through a GIS viewer or that a new GIS portal would be released. Some departments are also using Google Maps, Google Earth, and Bing Maps to supplement the existing GIS portal information. Recommendations • Provide staff with a demonstration of the new WebGIS portal to be released. • Consider utilizing ESRI's mobile data collection application (Collector). • Provide adequate training for staff on these tools and applications. • Explore what additional GIS information the departments need to readily retrieve (see GIS Assessment and Master Plan initiative). CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Web mapping applications are another way of sharing information with the public. Combining Web mapping applications with the existing hardcopy PDF maps will provide the public with critical information needed to access the various parcels and addresses. One of the advantages of utilizing Web applications is the ability to update and share information with the public rapidly or in real time. Web applications can also provide new ways of sharing information with the public through what is known as story maps. Story maps combine maps with narrative text, images, and videos. Findings and Observations 'A':f F,f9, ��,�,.._. © - • The City does not currently have a tir`, public -facing GIS portal. There is strong interest from numerous addres departments to make frequently 5VM«eM *A4' requested information available "a,b. �reM online, which includes but is not "'gu �—�"ti • / + -geiu3¢ ind 9eet 5wrepirg uy¢is .` � � ■ limited to the following: • Interactive zoning map • Interactive general plan map • Utility providers with a map _ overlay (e.g., trash, water, etc.)�me"�,sYA�, • Parcel and address information, including if address resides in the eod City • Current City projects • ArcGIS online is included in the City's current licensing agreement. • ArcGIS online allows for publishing GIS information onto a website. • In today's age of mobile apps, many users are on the go and want on -the -go access. The City is in a good position to capture this new audience through continued mobile -based, public -facing applications. Recommendations • Build a comprehensive Web -mapping application. This will allow the public to fully interact with the map and the GIS data. • An ESRI Web app builder, such as XY MAPS, may be used to develop a public -facing GIS portal. • Create mobile mapping applications. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations • Police uses Brazzos for Citation Management and Crossroads for Traffic Collision Reporting. • The City is considering replacing Brazzos with Crossroads to have Citation Management and Traffic Collision Reporting in one system. • City is seeking an OTS grant for funding. Recommendations • Conduct an internal needs assessment to document Citation Management needs and feature/function requirements. • Request that Crossroads respond to feature/function requirements. • Determine if Crossroads is a viable solution by evaluating their responses to City's needs. Background Learning -management software helps organize, manage, and track employee completion of online courses throughout an organization. Courses can be tailored by department roles, individual staff, or specific ongoing certifications or licensing requirements. Common functionality available from learning -management software includes: • Creation of customized courses • Interactive content (e.g., exams, quizzes, videos, etc.) • Automated reminders of courses to complete or finish • Tracking of course progress, completion, and results • Printable certificates of completion • Recurring licensing and certification along with required renewal training or continuing education (if required to maintain certifications or licenses), and other training requirements • Real-time analytics and reporting it 26 16 29 [ W� 31 Online Quiz my I•e vw.s•a uew � nsre.aay..�ema,pw ne,�e�xe.ew L a.. xo�e. A5mwaP Tuaiuv�'xa�n 5mee Mean ] NreY MN W4Wm•YmeFnd�sWn •e•ex Mpn4A0e�CMiwxtlon to We Q 1sr • �FWe MN Nets' faPCtseon ntl Un iFe •weueQon F'ePoi SPU F1F•u CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations • Some departments are manually tracking training, certification, and licensing requirements. • Police uses Power DMS for tracking training and certifications. • Police needs the ability to record and play audio with video. • Other departments are interested in using a training software including a tool to tracking and maintaining certifications or required licenses. Recommendations • Conduct a needs assessment and process review and document needs. • Needs assessment should include all departments that can benefit from learning - management software and online training content creation. • Apply the needs and feature/function requirements from the process review to solicit proposals for learning -management software vendors. • PowerDMS should be included in any solicitation process. • Consider integration with the Human Resources software, which also needs to include training, certification, and licensing based on job requirements and classifications. Note: Most HRIS solutions have varying functionality for tracking and/or scheduling training and certifications, but are not content creation solutions, such as Learning Management software vendors. • Follow best practices per the Software Selection Best Practices initiative to select the appropriate software. Background An intranet has a similar function to an organization's public -facing website, except that it uses the organization's internal computer network to house a website -structured presence to share information in a private and secure manner. Generally, it is dedicated to internal use by the organization, staff, and management. Intranets or intranet sites provide useful information, such as the ability to communicate within the organization and reduce miscommunication by providing consistent informational and instructional content. It also reduces the time spent requesting and distributing documents between and throughout departments and the need for maintaining physical documents. Intranets can be used to: • Quickly communicate news, changes in policies or benefits, and emergency ntmnet information Internet • Promote a common culture • Offer a dynamic calendar of events, activities, due dates, etc. • Important news and newsletters oracGa4DO s �— clian! scwvsr or U • Allow easy access to policies and �«�e�=®raaaurcas procedures, training manuals, or forms - • Provide contact information for 4 ----- ► Internal traffic departments, supervisors, and other Internet traffic staff • Collaborate on City projects with contractors and vendors CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 192 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • Contain links to application -supported services (i.e., there may also be a link to Employee Self -Services that are tied to the Human Resource and Payroll applications, enabling employee capabilities to access electronic check stubs, electronic W-4 forms for filing changes, or other HR services) Other potential City-wide intranet uses could include, but would not be limited to: • Increased City -employee communications • Tricks and tools that would benefit users • Contact information (internally and externally shared) • Major project -related information • Personnel forms • Benefits information • Policies and procedures • Administrative forms • Training libraries Agencies that are most successful with intranets set up staff personal computers to have the organization's intranet site as the homepage that launches whenever a browser is opened. Findings and Observations SharePoint is currently being used as the City's intranet where HR forms, training updates, policy updates, mapbooks, and MOUs can be retrieved. The intranet is over ten years old and no major improvements have been made since its original implementation. Note: Some cities utilize the same website solution/tools to operate their intranet, as their public -facing website, but with restricted internal access only. Recommendations • Conduct a citywide needs assessment for internal department communications that could be posted or stored on the intranet, such as frequently asked questions and frequently requested information, so that employees can utilize the intranet's self-service capabilities. • Consider CivicPlus functionality. • Consider integration of the intranet with Laserfiche. • Make the intranet the default Internet browser home page for all City staff. • Use the intranet site as a method to reduce other mass employee communications, such as email, flyers, and bulletin -board posters (as applicable). • Design the intranet with tools to automatically convert the intranet content and presentation components to a mobile -compatible display format, so employees can use their smart phones and tablets to access the City's intranet. • Provide training for employees to access self-service capabilities as users. In addition, provide training for staff that needs to post content and provide self-service information to ensure they can post and maintain content regularly. • There are many parallels between implementing an organization's public -facing website and implementing an internal organization -wide intranet. It is recommended that the City consider designing and building the intranet with the same tools and resources that are used for developing the new City's public website. • Implement best practices and make the intranet a component of the IT Steering Committee responsibilities to ensure that the site is maintained regularly and remains relevant and up- to-date for the City's employee community (see IT Governance initiative). CLIENTFIRSTTECHNOLOGY CONSULTING -FINAL DRAFT - 1 92 OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Benefits • Reduction in miscommunication due to the use of a single -source communication location • Electronic Documents (decreasing labor and space requirements for physical documents, such as procedure manuals or paycheck inserts) • Electronic Forms (decreasing the need for physical employee forms) • Increased employee productivity and collaboration • Remote access to information when outside the office CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations TUSTIN More users want a user-friendly approach to teleconferencing in the future. Web conferencing is being used more and more, instead of face-to-face meetings and group training. Some general anecdotal background was shared with CLIENTFIRST during the interview workshops by Operations, Maintenance, and Water Resources, describing the time loss for travel between facilities for face-to-face meetings and City general sessions. It should be noted that Web conferencing capability may also be used with monitors that are available in multiple City conference rooms. Web conferencing is a valuable tool that could provide benefits to the City. Capabilities can include the following: • One -to -many conferencing/connectivity • Conference room meetings with video conferencing • Participation from an office, remote location, or home site • Use for classroom/educational settings • Conference room presentations • Group meetings • Simultaneously training multiple users in multiple locations with video and audio sharing of all locations • Police is interest in using a video conferencing tool for the EOC and Corp Yard A few vendor examples of Web -conferencing services available include: GoToMeeting • Screen sharing • Application sharing • Remote control • Annotations • Teleconferencing • Web chat • Recording WebEx • Presentation upload • Screen sharing • Application sharing • Remote control • Annotations • Teleconferencing • Web chat • Recording CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE -FINAL DRAFT - Office 365 - Skype for Business • Presentation upload • Screen sharing • Application sharing • Remote control • Annotations • Teleconferencing • Web chat • Recording 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Recommendations • Determine if need exists for some user's to utilize subscription services for a limited number of licenses, primarily for one-to-one collaboration. Benefits • Reduced travel costs and time • Meeting recording and storage capabilities • Effective remote -control features • Enhanced group training capabilities • Productivity improvements and time gained through the elimination of travel between City locations • Use of a standardized system across the City CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - 77 192 OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations Actively monitored security camera surveillance systems can be an effective security tool and criminal deterrent. One study by the Urban Institute determined that the savings and benefits of fewer incidents and crimes outweighed the cost of video surveillance systems. The study also found that Police, Parks and Recreation, Code Enforcement, policymakers, and others involved in facility/property oversight, largely viewed security/surveillance/monitoring cameras as a useful tool for managing behavior, preventing crimes, aiding in response, assisting in arrests, and supporting investigations and prosecutions. Video Monitoring has also been found to have significant value in large, open spaces that are difficult to cover with existing personnel but can be more easily covered and monitored with video technology. Video Monitoring can be applied, but not limited to: • Graffiti abatement • Monitoring specific public areas, facilities, buildings, parking lots, parks, etc. • Monitoring access or gated sites for in/out traffic, including license plate reader technology • Use as evidence in criminal prosecutions or potential claims and litigation Note: California Local Government Records Management guidelines require retention of public safety surveillance video images for a minimum of the current year, plus an additional 13 months. The City has deployed a number of camera systems and types of various ages. The desire is to standardize across the City for both Police and other City departments' needs, including the centralization of the citywide video system management, including a replacement plan to keep the system up to date and consistent. • The City is in the process of issuing an RFP for new video surveillance of the Civic Center. • The Recreation and Police departments utilize different video surveillance systems. • Police's cameras are outdated. • Newer cameras were deployed at the Senior Center. • Security cameras at the Senior Center turn off randomly. • There is interest in deploying more cameras, primarily at City Hall and the Police Headquarters. Recommendations • Select and implement a system using Software Selection Best Practices as noted in this report, with the goal of a single uniform system that can be implemented as a standard across the City and eliminating numerous camera brands/types and multiple vendors solutions. • Costs for all cameras used for general monitoring, surveillance, and security need to include local video storage and Internet access. This needs to be investigated and costs determined. • Police and other City personnel should analyze the City's geographic jurisdictional area to determine what locations would benefit from this video technology and determine where cameras should be placed. • Continuous access to real-time video with interactive voice from location cameras may be costly. Real-time video with voice integration should be analyzed for cost -benefit to determine which locations are best suited for this full capability. • A video surveillance design RFP process should be considered to select a video surveillance vendor for the City to upgrade this critical equipment. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Eventual selection, purchase, and implementation of an IP -based network video recording (NVR) system should be considered that allows for storage and retention of video images that meets the needs of all the departments, but also meets California Local Government Records Management guidelines for the Police Department. Management systems such as Avigilon and ONSSI that are open -management platforms and can support multiple camera vendors should be considered in order to reduce potential interoperability issues. Video monitoring should be considered as a multi-year project. A multi-year project and timeline would allow for proper planning and a rollout of the technology in a prioritized fashion over several fiscal years. Findings and Observations • Currently using Oasis to listen to calls. • Each transmission creates a separate file. • The number of separate files results in increased time for tracking, retrieving, and listening to files. • Staff indicated that the California Highway Patrol has a different application that does not have these problems. • Currently, two vendors are being considered to replace the current system. Recommendations • The selection process should follow the approach described in the Software Selection Best Practices initiative. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Mobile device management (MDM) software is a collection of applications that allows management, distribution, usage, and maintenance of laptops, tablets, and smart phones. Additional features allow configurations to be done on devices to discourage wrongful use and reduce individual device maintenance. Findings and Observations • MDM provides the ability to see and control all mobile devices entering the enterprise, whether provided by the City or whether they are part of a Bring Your Own Device (BYOD) program. • A key feature of MDM products is the ability to "wipe" a partition on the device if it is lost or stolen. • The IT Department currently supports 50+ iPads, 20+ Laptops, 40+ mobile data computers, and approx. 50 cell phones. • Strong interest by IT for using a mobile device management software. Recommendations Consider whether the City's existing Help Desk system offers a mobile device management functionality. Research, pilot, and select MDM software. • Potential MDM software vendors include Dell, AirWatch and MaaS360 • Products that integrate with the Help Desk system or inventory system should be given top priority in any evaluation. Benefits • Improved staff efficiency and mobility • Support for all devices • Less time manually managing and monitoring • Increased use of remote access • Easier distribution of software CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Initiative Recommendations Findings and Observations 33. Home Buying Microsoft Access is used for • Complete a needs assessment to Program the Housing database that determine any additional functionality Software tracks properties and owner required in the Housing Database information. Program. (Affordable Currently in the process of • Complete the transition of the Housing Housing transferring Housing database database from Access to Microsoft SQL Program) from Access to Microsoft SQL and SharePoint. and SharePoint. • Access database contains information of 300 properties and 262 people. • Sensitive information is tracked in the housing database. • Using Loop Net for the Commercial property database. • Interested in property information for all of California and not just Orange County. • There is currently no commercial over-the-counter software to track the City's specific housing information needs. CUENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Information Technology Current State Needs Assessment City of Tustin, CA Gov 2.0 (E -government) is the concept of using new technologies in combination with creativity, information sharing, and the collaborative process to better serve and interact with the public. 34. Citizen Request Management (CRM) 35. Mass Public Outbound Communications 36. Website Replacement with Content Management Tools k CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE r-, TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations Citizen Request Management (CRM) solutions are used to receive, track, and manage all types of requests and complaints. These solutions can categorize requests, prompt for typical information required, assign and route information to specific staff or departments, track the status, and fulfill overall reporting requirements for more effective handling and response. The primary objective is to ensure all inquiries, requests, and complaints are captured when received, routed to the proper resource, and responded to or resolved in a timely manner, ensuring that the loop is closed on each and every contact. An ideal CRM functionality includes: • Citizen responsiveness (requests captured and completed, responses provided to citizens, including when and how resolved) • Prompt request routing (departments/persons) • History (complaints, requests, timeliness of responses, who completed, how resolved, cost analysis) • Interdepartmental resource linking • Managing resources • Benchmarking and performance-based measurements • Planning and budgeting • GIS integration • Online customer surveys Findings and Observations • The City Clerk's office answers and redirects many calls to appropriate departments. • Some departments log requests and complaints in Excel. • Interest in having an external Web portal or a mobile app for citizens to submit requests and complaints. • City began and halted implementation of EnerGov's Online Citizen Request functionality due to the following reasons: ■ Unable to upload attachments with a request (e.g., pictures) ■ Unable to automatically notify citizens of when their request's status changes ■ Unable to specify which fields are required for a request ■ Requests are only routed to one staff • Staff mentioned that the City Council wants to improve the citizens' experience when interacting with the City and to be able to provide online services during the times when the City Hall doors are closed. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Staff Feedback • CM - Need an integrated citywide system that automates the citizen request and complaint process • FIN - Need to integrate the work orders system with service requests • PW - Need improvement of the system used by staff to report issues from other departments • PW - Would be nice to have an auto reply that informs citizens when their request is received and complete Recommendations Select new software vendor according to the Software Selection Best Practices initiative. Consider CRM modules from current or future operational systems, such as Work Orders/Maintenance Management, Land Management, or website vendor, such as CivicPlus, before considering other third -party vendors that require integration with other operational systems within the City. • If integration with a certain system is desired, explore if that system has a CRM module. ■ EnerGov Land Management (i.e., may track a complaint from its inception to the close of a code case) ■ EnerGov PMM (i.e., may track from a work request to completion of a work order) ■ Utility Billing System (i.e., may track from service requests to completion of service order) ■ Website/Document Management System Vendor (i.e., may track public records request from inception to completion) • Also, consider a website landing page for citizen requests that links to the appropriate CRM solution if the City requires more than one solution. Benefits • Increased customer satisfaction • Centrally managed information • Less time manually managing and monitoring • Increased use of features • Improved access to information CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations Outbound communication systems, such as Reverse 911, have gone through a significant transformation in recent years. There are many more system providers, and these changes have brought down prices. Enhanced emergency notification systems can also integrate with severe weather warning systems and use delivery mechanisms like emails, texts, RSS feeds, etc. These systems can be used for non -emergency mass notifications as well. Examples include: street closures, interruptions in water service, major organization events, etc. • Some departments are already utilizing outbound communications: • Recreation is currently using ClubTexting for targeted text messages and is interested in utilizing email blasts to promote classes. • Police are currently using Nixel. • Other departments are interested in using mass email or text message notifications for the following: • Street Closures • News Releases • City Events • Water Outages • Departments have expressed that there is a strong interest from the public for receiving notifications and Department staff would like to allow the public flexibility to register for whichever notifications that would like to receive. Recommendations • Consider utilizing one of the City's existing applications before procuring additional software. • A number of website providers, including the CivicPlus provider the City is currently considering, offer a resident notification capability and the ability for the public to register for specific notifications. The City should also consider using the existing website replacement process to evaluate the ability of CivicPlus to potentially provide this capability and to compare the CivicPlus notification capability with other competitors (see the Website Replacement with Content Management Tools initiative). • Select new Notification vendor per the Software Selection Best Practices initiative and apply these best practices to the existing CivicPlus evaluation to ensure due diligence and that the final agreement includes all the modules, capabilities, and services needed. • Consider collecting citizens' communication preferences (e.g., mail, email, text, website, opt - in or -out for specific types of communications, such as public safety, emergency, community events, general info, etc.) • Determine costs of greater usage. Costs are usually measured per contact, but some vendors have gone to an annual -subscription model based on agency population. • Consider integration with automated certain emergency notification systems. Benefits • Increased community outreach • Improved public relations • A Single standardized tool for use across the entire City CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 92 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Website Findings and Observations Local government websites have become informational portals so that citizens can quickly access information and conduct transactions without having to call Tustin staff. Additionally, interactive functionality is available 24/7. These websites are typically managed with a website content management system, which is an application to create, deploy, manage, and store content on Web pages. Most newer versions of website content management tools are designed for general department staff to be able to update frequently changed information, such as events, news, schedules, etc. • The current website provider is Civica. • Staff indicated Civica is limited in its design capabilities and that the back -end is difficult to use. • Civica was also recently acquired by Granicus which staff reported has not improved the level of services and capabilities of the Civica environment. • A budget has been allocated for the replacement of the website. • The City has chosen CivicPlus to replace the City's website. Return -on -Investment (ROI) Considerations A study conducted by Aaron Marcus and Associates, Inc. discovered the following3: • More than 83% of Internet users are likely to leave a website if they feel they must make too many clicks to find what they're looking for. Once a system is in development, correcting a problem costs ten times as much as fixing the same problem in design. The average user interface has some 40 flaws. Correcting the easiest 20 of these yields an average improvement in usability of 50%. Recommendations • Manage improvements according to the Project Planning and Implementation Best Practices initiative. • Implement standard practices and make the website maintenance a component of the IT Steering Committee responsibilities to ensure that the site is maintained regularly and remains relevant and up-to-date for the public. Benefits • Improved resident -user experiences • Increased information -sharing capabilities • Improved public records access • Reduced resident in-person visits 3 Aaron Marcus and Associates, 2004. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE Information Technology Current State Needs Assessment City of Tustin, CA IT staffing can be one of the most important areas of business management, especially in view of the impact IT decisions can have on the organization's productivity, budget, morale, and overall success. 37. GIS Staffing 38. Enterprise Applicarions Support Specialist CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 0 I TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Findings and Observations GIS services have been provided by Bucknam & Associates, an outside consultant since 2011, and there is no internal GIS resource currently employed by the City. Given the City's GIS needs throughout various departments, it is realistic to expect the pace of GIS -related services to continue to be consistent with that of the past few years. The costs associated with Bucknam's services for the last five years are as follows: Calendar Year Procured 2013 $51,862.64 2014 $153,060.98 2015 $84,712.16 2016 $180,157.21 2017 $126,514.00 Staff Feedback • EXEC - Interested in having an internal GIS resource Recommendations • Utilize the GIS Master Plan to fully define and justify GIS staffing opportunities and requirements (see the GIS Assessment and Master Plan initiative). Benefits • Readily available internal resource • Potential cost savings • Increased available knowledge • Improved decision making • Increased staff productivity • Improved analysis and planning • Improved utilization of GIS data and GIS data standards across land-based applications CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Local government agencies increasingly understand the direct correlation of effective applications utilization, organizational efficiency, and productivity gains. As described throughout this document, increasing applications utilization is a key for the organization to do more with the same labor resources. Additionally, institutional knowledge too often leaves the organization through retirements and other employment separations, because many processes and procedures are inadequately automated. Typically, agency goals of improved transparency and constituent services are also accomplished through various software programs that automate and streamline processes. Most organizations have a blend of application/business analyst skill sets within their business departments and their IT department. However, we have yet to encounter a mid-sized agency with adequate resources to meet the organization's needs. To meet these needs, IT departments are beginning to transform their overall department structures (over time) to take on more responsibility in hiring, training, retaining, and managing applications support services. This trend is being made possible, in some measure, by the streamlining of typical IT department operations through productivity and monitoring tools. Typical applications support staff proactively handles Help Desk needs related to business department applications, business process analysis, applications training, applications setup and configurations, ad hoc report writing, and database administration. It is not unusual to designate applications support staff for the following enterprise applications systems: • ERP (Accounting, Finance, Utility Billing, and People Management) • Maintenance Management (Work Orders and Asset Management) • EDMS (Electronic Document Management) • Land Management (Planning, Permitting, Inspections, Code Enforcement, and Licensing) • CAD/RMS Findings and Observations • IT staff primarily perform network, desktop, telecom, and sever management. • Minimal application support is provided to the departments. • 60-70% of the Administrative Services Deputy Director time is dedicated to IT. Recommendations • The organization should consider adding an application/business analyst position(s) to the IT Department to provide better support to department software programs that are the backbone of organization operations. • Develop an Information Services Portfolio documenting IT roles and responsibilities related to all organization applications. • Departmental staff should be provided with additional training in applications systems and report writing. • Below is an example job description for an Application Support Specialist. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE 9 TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA Enterprise Applications Support Specialist (SAMPLE) Description Under general direction, coordinate and manage activities related to the support, deployment, configuration, and usage of departmental applications systems. This includes assistance with applications system selection, implementation, project coordination, management of interfaces, applications setup and configurations, business process reviews, and custom reporting. This individual will apply technical, communication, analytical, and problem -solving skills to the analysis of business processes for business applications software systems to improve productivity and efficiency in the organization's departments. The position will be responsible for providing expert troubleshooting, resolution, and reporting on business applications issues. Functional areas this individual will support may include finance, human resources, public works, building and safety, public safety, and water utility applications, as well as other associated functions. Other related duties may be required, as assigned. Duties • Assist department subject -matter experts in the resolution of enterprise applications software -related IT Support tickets. • Work closely with department managers, division leads, and applications users, to document and/or design/redesign effective business processes and associated business applications, including projects that require effective implementation or reimplementation. • Make recommendations on improvements to business processes and applications, with the goal of delivering enhanced service and outcomes (e.g., faster permit processing times, automating current manual or inefficient processes, etc.) • Manage software improvements for various departments. These activities include procurement recommendations (e.g., cost -benefit analyses, software configuration and implementation/re-implementation, etc.); collaboration in testing configurations with personnel of affected departments; communication with internal customers, network and server administrators, and vendors to ensure that applications systems are being utilized to their full potential. • Provide project coordination and oversight of multiple applications system projects. • Assist with research of applications software products and services and coordinate feasibility studies for applications, software, and system products under consideration for purchase, and provide findings. • Develop and deploy standards, methodologies, and best practices for applications deployment, business process improvement, applications interfaces, and report writing. Document procedures, applications interfaces, service -level agreements, and other methodologies related to applications systems. • Collaborate in the testing of applications, and communicate with network and server administrators, vendors, and software developers to ensure quality assurance and fulfillment of contractual obligations. • Develop, implement, and disseminate information on best practices for information technology and applications support. • Compile and maintain an inventory of all applications software and system assets and their corresponding contracts and agreements, documenting system configurations and change management. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • Coordinate training, including oversight of training materials and user procedures and training curriculum; facilitate training sessions as necessary. Develop and maintain user documentation, implementation, and maintenance plans. • Oversee the maintenance, support, and upgrade of existing software applications and systems; coordinate and communicate upgrades, enhancements and changes with vendors and internal customers. • Maintain a secure information technology environment for software applications. Oversee applications security administration, update processes and schedules, notifying users of any potential service interruptions. • Participate in integration, initialization, and interfacing between multiple systems, either through in-house or outsourced development, when required. • Analyze technical literature for systems, and provide explanations 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 successfully perform the job duties. Knowledge • Windows operating systems and applications, including MS Office, MS SQL, Outlook, and other applications software • Government business processes and the systems that support them; agency business systems may include: Financials, timekeeping, utility billing, human resources, payroll, asset control systems, inventory, work orders, land management, building permits, utility billing, and citizen request management, among others • Current technology goals, objectives, and technological trends • Database knowledge, including a working understanding of MS SQL, SQL queries, report writing, applications interfaces, and data import/export methodologies • Principles of project management, including training and vendor management • Office procedures, methods, and equipment, including computers and applicable software applications such as word processing, spreadsheets, and databases. • Principles and practices of applications system development, evolution, and product life cycles, including sustainability planning for applications systems • Applications system security principles and best practices for ongoing system security, including related concepts of user applications roles/passwords, single sign -on, and Active Directory Abilities • Understand, plan, and coordinate business applications systems implementations and upgrades. • Review and assist in evaluating the work of professional and support staff. • Gather and document business requirements and processes. • Communicate ideas, directions, and requirements clearly and concisely, both orally and in writing. • Understand and communicate ideas in a technical, but user-friendly language. • Perform duties appropriate to classified system privileges. Maintain professional handling of and protection of confidential and secure information. • Commit to the highest standards of moral and business ethics, including organizational values. CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE TUSTIN Information Technology Current State Needs Assessment City of Tustin, CA • 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 agency policies and procedures. • Manage projects in a timely manner. • Work with information system users under challenging conditions and short deadlines. • Set priorities based on value to the organization. • Operate office equipment, including computers and related word processing, presentation, spreadsheet, and database applications. • Foster communications between the user community, project management, contractors, and all levels of management. Education and Experience Any combination of education and experience that would likely provide the required knowledge and abilities qualifies a candidate for the position. Typical education, training, and experience may include: Education/Training • Bachelor's degree from an accredited college or university, with major course work in computer science, information technology, business administration, etc. Experience • Three years as a business or systems analyst, supporting a broad range of departmental applications systems, including business process improvement, and applications administration, implementation, and upgrades • Five years of general IT support or IT analysis (or similar) for a medium-sized organization supporting Microsoft applications • One -to -three years in coordination and/or project management of applications implementation or upgrades CLIENTFIRST TECHNOLOGY CONSULTING -FINAL DRAFT - OPTIMAL TECHNOLOGY GUIDANCE