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HomeMy WebLinkAbout01 - IT Five Year Strategic PlanSEW PART CITY O F 04 NEWPORT l'PORT BEACH CqU�rp;a Agenda Item No. 1 City COUiCil Staff Report November 29, 2011 TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL FROM: City Manager's Office Dave Kiff, City Manager 949 - 644 -3001, dkiff @newportbeachca.gov PREPARED BY: Rob Houston, Assistant to the City Manager APPROVED: f.-k TITLE: Information Technology Five Year Strategic Plan ABSTRACT: The City Manager's office has prepared in consultation with the Thirdwave Consulting group, an Information Technology (IT) Five Year Strategic Plan for the City of Newport Beach. This Plan is the result of an extensive eight month evaluation of the City's existing business processes, technology infrastructure and IT resources. The Strategic Plan proposes a five year roadmap for the City's IT policy and investment priorities. RECOMMENDATION: Receive and file this report and provide feedback. FUNDING REQUIREMENTS: No funding is requested at this time but the report recommends purchase of significant IT hardware and software, either as stand -alone purchases or in concert with other buyers. These purchases would be brought back to Council in the context of future budget discussions. DISCUSSION: Background The City Council created the Citizen Technology Task Force (CTTF) in April of 2010 to review and make recommendations regarding the City's use of technology. The CTTF presented their report to Council in July of 2010 and in September of 2010 the City Manager responded to the five central recommendations of the CTTF. Those recommendations were to create a Chief Information Officer position, to develop a five year Strategic Plan, to establish an Information Technology (IT) Advisory Group, to strengthen the accessibility and transparency of City government, and to standardize 1 Information Technology Five Year Strategic Plan November 29, 2011 Page 2 and consolidate common IT infrastructure. Staff finds the CTTF recommendations insightful and is actively using them for guidance in current IT strategy and decision - making. IT Strategic Plan — Consultant RFP A key recommendation within the CTTF report cited the importance of developing a five -year IT Strategic Plan. That Plan is to serve as a foundational and actionable roadmap for guiding Citywide IT operations, priorities, and investments over the next five years. In November of 2011 a Request for Proposal (RFP) was posted to generate Consultant submittals in the support of developing that IT Strategic Plan. Sixteen proposals were received, reviewed and scored, and the consultant teams that submitted the top three proposals were invited to interview. The successful firm from this process was the Thirdwave Consulting Group (Thirdwave) who has a long history in conducting organizational assessments and developing IT Strategic Plans for cities and counties. Thirdwave has spent the last eight months developing the attached IT Strategic Plan through a process of conducting a thorough review of the City's business processes, interviewing key staff and management, reviewing current hardware and software inventories, and recommending solutions to modernize our technology systems. IT Strategic Plan - Review of the Existing Conditions Thirdwave's review of the City's technology infrastructure found that the City has a collection of fragmented systems with that do not integrate with each other. In addition many of these systems were identified as being well beyond their normal life cycle. The Consultant identifies a leading cause for this condition is the lack of an "enterprise" focus when making IT hardware and software decisions. An "enterprise" focus is a best practice that ensures that the City organization's (enterprise) overall needs for connectivity and compatibility are the key drivers in hardware and software decision making. The City has historically allowed individual departments to drive IT procurement and deployment decisions to meet the specific needs of their departments. This decision - making process results in a fragmented collection of standalone applications. The.City currently has over 28 different major software applications that include a number of customized, "home grown" programs that are not compatible with other applications and are difficult to support. Another impact of this departmental versus "enterprise" decision making process is that adequate funding for hardware and software replacement is not coordinated or prioritized citywide. With no citywide focus to maintain current systems, many of these applications are out of date and well beyond their normal life cycle. Two examples of systems past their normal lifecycle are the 16- year -old Computer Aided Dispatch /Records Management System (CAD /RMS) system that the PD currently uses for dispatch and records management, and the 13- year -old Alchemy document management system that is finally scheduled to be replaced with a 2 Information Technology Five Year Strategic Plan November 29, 2011 Page 3 modern, user friendly system. In fact, at the Council's last meeting (November 22, 2011), it authorized staff to purchase this system (Laserfiche). Thirdwave also found that the City's fragmented and underfunded Information Technology model creates significant impacts to customer service, operational efficiency and decision- making effectiveness. • Customer service is impacted when residents, visitors and business owners cannot easily find City information they need, or struggle to efficiently conduct City business. An example of this is noted in the City's fragmented online presence. The City has three different web sites, one for the Library, one for the Police Department, and one for the rest of the City organization. Users are unable to search all three sites at once when looking for City information. Stand alone applications also create an inability to provide a "single sign -on" connection to the City. This means that residents and business owners need to sign -in multiple times and in multiple places to do different types of business with the City; such as, to pay a water bill, to take out a library book, or to review City documents. • Operational efficiency is heavily impacted. This was quantified during the 32 Business Process workshops that were conducted as part of the'Strategic Plan development process. Thirdwave estimates 98,000 staff hours annually are used to manually complete tasks because the current fragmented software applications cannot automatically connect and integrate information. This extra work includes re- keying data from one system to another, manually reconciling data, and using stand -alone spreadsheets to track information. • Management decisions are impacted because current information systems do not provide consolidated data. For example: o Overtime. The Police and Fire Chiefs are challenged -to effectively oversee their combined $5 million dollar overtime budgets because they are unable to obtain accurate overtime information from the City's current Human Resource /Payroll systems. o Performance -Based Budgeting. Another impact to management decision - making is the lack of sufficient consolidated financial reporting information available to effectively perform Performance -Based Budget Management. IT Strategic Plan — Consultant Recommendations In the IT Strategic Plan the Consultant recommends following industry best practices to reshape how the City makes IT decisions for procurement, resourcing and funding. These recommendations include: K] Information Technology Five Year Strategic Plan November 29, 2011 Page 4 ® Inculcate a best practice lens into City IT decisions to determine what model best suits each new IT acquisition including when to: o Use cloud computing; o Outsource resources (such as outsourcing "spikes" in IT resource needs such as the work required to install a new phone system or to assist in setting up a new ERP system); and o Share systems with other agencies. m Developing IT hardware and software standards to ensure enterprise compatibility with "off the shelf' (not customized) products being used whenever possible. This means that new systems will need to be integrated with other City systems to facilitate reduced hardware and software support costs. Creating a cross departmental IT Governance Committee to set IT policy, priorities, review business processes, and review business cases for new IT investments. This group will look to develop "enterprise" standards to guide future IT infrastructure decision - making. ® Making regular and significant investments to update the City's-out -of -date IT infrastructure. The two priorities are: • An ERP (Enterprise Resource Planning) system to consolidate the Budget, Payroll, Accounts Payable and Receivables, Human Resources, Contracts, Project Tracking, and Management Reporting processes. This system will consolidate financial transactions which will automate manual systems and allow important decision - making data to be quickly rolled up into reports to guide decision - makers. • A CAD /RMS system for Police Dispatch and Record Management needs. This system will modernize this crucial Police Department core function and insure the department has the most modern tools to handle 911 calls and Police record management. Thirdwave recommends that the City make significant investments to modernize and consolidate its old and fragmented IT infrastructure. They calculated that the five year total to replace the City's priority hardware and software systems would range between $8 and $12 million dollars. However, Thirdwave strongly believes that the recommended IT investments would streamline processes and eliminate duplication (including possibly reducing staff hours and positions) creating projected savings of over $16 million over 5 years. 0 Information Technology Five Year Strategic Plan November 29, 2011 Page 5 IT Strategic Plan — Staff Conclusions and Recommendations Staff agrees with the overall approach recommended in the IT Strategic Plan. We are focused on making the city organization "smarter, smaller, and faster" and realize Ahat a modern IT infrastructure is a crucial component in achieving this goal. Integrated information systems will make us "smarter" when they provide accurate data and real time reporting. Streamlining and then automating dozens of City processes will reduce redundant work and make it possible for us to become "smaller ". Modern software applications can make us "faster" by allowing us to speed up service and provide an "easy to use" e- government presence for the public who have an increasing desire to conduct business through online and mobile devices. The IT Strategic Plan proposes a fundamentally new way of making IT decisions and also outlines a significant infrastructure replacement budget to modernize our old and fragmented IT model and systems. First, staff proposes that the key decision making recommendations be accepted. These include: ® The use of a best practice lens to determine what model best suits each new IT acquisition. o The adoption of an "enterprise" decision - making philosophy. 6 The creation of an IT Governance Group. The plan also proposes a 5 year budget and implementation schedule to replace the City's current old and fragmented IT systems. The estimate of $8 to $12 million dollars to complete this task is a significant investment of City funds and could be questioned as something that does not directly benefit residents such as a park, a street repair project, sea wall improvements, or a new community center. However, appropriate and modern IT systems are vital to an organization's business practices. Funding modern and efficient IT systems are a cost of doing business, like personnel, vehicles, and uniforms. The City has neglected the proactive replacement of important IT systems and needs to make a large investment to "catch up" our IT infrastructure. What "catching up" means is challenging to describe. We try to ask ourselves "what would Google do ?" (i.e. what would a modern, cutting -edge company do with its IT model ?). Government is not a modern company, but it can certainly learn from the private sector and attempt to advance its IT model by leap- frogging over technological periods (an example is moving from old hardwired, separate phone systems to VOIP and /or direct to cell phones), but there is always some risk in that. Thirdwave tells us that we need to have an IT infrastructure base that is modern but that still addresses our traditional and varied needs for security (CAD /RMS), stability (ERP), and efficiency. Staff agrees that significant investment is needed to refresh old systems to facilitate the "smarter, smaller, faster" goal our City Leaders have set for us. We have already 9 Information Technology Five Year Strategic Plan November 29, 2011 Page 6 begun modernizing our IT infrastructure with the Laserfiche contract approved at the Council last meeting and the recent purchase of Phase I of a "voice over internet protocol" (VOIP) phone system to replace our old analog phone equipment (this will go with us into the new City Hall). The key issue for us going - forward will be how to prioritize funding for large IT infrastructure purchases, such as an ERP system, while recognizing the other funding requirements that the City faces. Decisions are also yet to be made as to what systems must be stand -alone versus what can be shared with other agencies. For example, discussions are already underway, being led by the Assistant City Manager, to explore opportunities to share services with other agencies, including software applications such as CAD /RMS. Staff recommends that we incorporate the funding recommendations contained within the IT Strategic Plan and develop a budgeting plan and schedule that will be included this and future budgets. The Council's comments are welcomed. ENVIRONMENTAL REVIEW: Staff recommends the City Council find this action is not subject to the California Environmental Quality Act ( "CEQX) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly. NOTICING: The agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at which the City Council considers the item). Submitted by: Dave Kiff City Manager Attachment: A. ITS P Implementation Plan ry � t.L' Ig C"'roy n'r�t +r.tSIVi� 11;LAC' F W it�gr U I n City of Newport Beach Information Technology Strategic Plan ITSP Implementation Plan November 10, 2011 ThirdWave ` ThirdWave Corporation 1T� 1987 -2011: 24 years of _ Information Systems Intelligently Applied 11400 W. Olympic Blvd. Suite 200 Los Angeles, CA 90064 www.ThirdWaveCorp.com -- 7 B _ ` IT Planning Consulting Services n - City of Newport Beach November 10, 2011 Contents Implementation Plan Section1 INTRODUCTION ................................................................................... ..............................1 1.1 Introduction to the IT Strategic Plan Implementation Roadmap ............................ 1 1.2 Research and Analysis Summary ........................................... ............................... 2 Figure 1.2.1: Sample Newport Beach Business Process Improvement (BPI) Model ................................................%..... ............................... 3 Figure 1.2.2: Technologies Requiring Most Improvement ...... ..............................4 1.3 The Implementation Plan ......................................................... ..............................4 1.4 IT Strategic Plan Vision Statement ......................................... ............................... 5 1.5 IT Strategic Plan Goals ........................................................... ............................... 5 1.6 ITSP Guiding Principles .......................................................... ............................... 5 Section 2 ITSP INITIAITIVES ............................................................................... ..............................7 2.1 Technology Initiatives ........................................................... ..............................7 Figure 2.1.1: ITSP Technology Initiatives .............................. ............................... 8 2.1.1 Prioritization Criteria & Process .............................................. .............................10 Figure 2.1.1.1: ITSP Initiative Prioritization Criteria ............... .............................10 2.2 Strategic Operational Initiatives..... .................... ............................................. 11 2.3 Strategic Management Initiatives ...................................... ............................... 12 2.3.1 ITSP Sustainability Staffing ..................................................... .............................12 2.3.1.1 Existing NBIT Staff Resources ................................................ .............................13 Figure 2.3.1.1.1: Newport Beach IT Staff Resources Assessment ....................14 Figure 2.3.1.1.2: Existing Consolidated NBIT Organization Chart .....................15 2.3.1.2 Proposed NBIT Organization to Sustain the ITSP ................ ............................... 15 Figure 2.3.1.2.1: Proposed NBIT Organization Chart to Sustain the ITSP ........16 Figure 2.3.1.2.2: Proposed ITSP Initiatives By Year ............. .............................17 2.3.1.3 ITSP Knowledge, Skills and Abilities (KSAs) Recommendations ........................ 18 2.3.2 IT Governance ...................................................................... ............................... 22 2.3.2.1 IT Governance Strategy .......................................................... .............................22 2.3.2.2 IT Governance Architecture .................................................... .............................22 Figure 2.3.2.2.1: IT Governance Framework ...................... ............................... 23 2.3.3 ITSP Change Management .................................................. ............................... 24 Figure 2.3.3.1: Change Management Methodology .............. .............................24 2.4 Summary of the IT Strategic Plan ..................................... ............................... 26 Table of Contents © 2011 I ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F J r` t IT Planning Consulting Services ( City of Newport Beach November 10, 2011 Section 3 5 Year ITSP Implementation Plan ..................................................... .............................27 3.1 Implementation Plan Framework ............................................ .............................27 3.1.1 Implementation Principles ....................................................... .............................27 Figure 3.1.1: Economies of Scale Investment Strategy ....... ............................... 29 3.2 5 Year Roadmap ................................................................... ............................... 30 Figure 3.2.1: Overall 5 Year Implementation Plan ............... ............................... 31 Section 4 ITSP 5 Year Budget Estimates ....................................................... ............................... 32 4.1 Budget Estimate Considerations .......................................... ............................... 32 Figure 4.1.1: 5 Year ITSP Budget Summary: One Time & Ongoing MaintenanceCosts ........................................ ............................... 33 Section 5 ITSP Enterprise Level Cost - Benefit Analysis .................................. .............................34 5.1 Cost - Benefit Analysis Method ................................................ .............................34 5.2 Quantifiable Benefits ............................................................. ............................... 35 Figure 5.2.1: Cost - Benefit Analysis Curve ......................... ............................... 35 5.3 Qualitative Benefits ............................................................... ............................... 36 Figure 5.3.1: Summary of Potential Benefits Across all Departments ............... 37 Section5 Appendix ........................................................................................... ............................... 38 A 6.1 Strategic Business Technology Business Case Figure 6.1.1 Part 1: Strategic Business Technology Business Case Template: ..................................................... ............................... 39 Figure 6.1.2: Part 2: Strategic Business Technology Business Case Template: ..................................................... ............................... 40 Table of Contents @2011 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 9 ""7'� o` b IT Planning Consulting Services a t c,' City of Newport Beach November 10, 2011 Section 1 Introduction 1.1 Introduction to the IT Strategic Plan Implementation Roadmap The City of Newport Beach is undergoing a restructuring effort to become a faster, smaller, and smarter organization. A key foundation piece for that transformation is an up to date and coordinated Information Technology hardware, software and service. The City Council created a Citizen Technology Task force in April 2010 in order to conduct an analysis the City's use of technology and provide recommendations that would improve technology effectiveness and efficiency. The task force returned to Council with key recommendations that included the importance of the development of a five year Information Technology Strategic Plan (ITSP). Here is that Strategic Plan outlining the research conducted and recommending the implementation steps needed to modernize the City's IT systems to achieve the new vision for the City of Newport Beach. This document provides the City of Newport Beach with an ITSP 5 Year Implementation Plan, including phased and prioritized Information Technology initiatives, as well as addressing the sustainability of the ITSP with IT human resources. This plan addresses the acquisition and implementation of Strategic Business Technologies. The IT Strategic Plan Findings & Recommendations document articulates "what" should be undertaken - this document is a management tool defining the "when" and at what "cost" the ITSP initiatives might be carried out. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 1 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 10 013, IT Planning Consulting Services City of Newport Beach November 10, 2011 As with any planning document, periodic review and update by the IT Governance process is important. Implementation Plan updates should consider changing circumstances in the City organization, the community and technology. This document addresses two major aspects of the ITSP project. Section 2, ITSP Initiatives, addresses the key technology, operational and management initiatives that will allow the City of Newport Beach achieve its vision of the future. Sections 3, 5 and 5 of this document (5 Year ITSP Implementation Plan, Budget Estimates, and Cost Benefit Analysis respectively) articulate how the City Leaders' vision of a "Faster, Smaller, and Smarter" organization will be fulfilled. 1.2 Research and Analysis Summary The implementation plan that follows was created after an extensive analysis of the City's business processes, hardware, software, and IT customer service. Business Process Improvement review — Thirty -two (32) workshops were conducted to review and map out the important business processes at the City. Those processes included; Plan Check, Agenda Process, the Payroll Process, and the CAD /RMS process. The process maps identified the steps, systems, and people that are involved to get the work of the City done. Analysis of these maps was then conducted and calculations were made to determine the savings that could be gained from updating technology and coordination. Figure 1.4.1 on the following page provides a sample business process map illustrating an assessment of the Newport Beach Budget Process, opportunities for improvement and the corresponding policy, process and technology solutions recommended to streamline and optimize this process. Deliverable 3.4.1: Draft ITSP Implementation Plan O 2011 2 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 11 'j0t;jAVrlr: ;. "'v }• :,ter' .-�ai;;��� = �6eg -77, Deliverable 3.4.1: Draft ITSP Implementation Plan O 2011 2 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 11 6 IT Planning Consulting Services 41,11 City of Newport Beach November 10, 2011 Figure 1.2.1: Sample Newport Beach Business Process Improvement (BPI) Model The ITSP project included an exhaustive review of mission critical functions at the City. This is one of thirty -two (32) BPI models produced. 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Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 12 9n `< IT Planning Consulting Services t�9 City of Newport Beach November 10. 2011 Hardware / Software - A review of the City's hardware and software inventory resulted in the finding that there is a fragmented, host of platforms and software applications that are in many cases very out of date. A lack of standardization in hardware and software platforms were noted with some crucial systems such as the Document Imaging system being close to the failure point. IT Customer Service - A staff survey was conducted that gave the IT support staff at the City high marks for their responsiveness and customer service. It was noted in the survey responses that the City has old systems that create inefficiencies in getting support work done efficiently. The figure below summarizes responses from an online survey asking City IT staff to identify the most significant areas for improvement in providing extraordinary customer service to city Departments and the Public (via online E- Government services). Figure 1.2.2: Technologies Requiring Most Improvement - I %u Count AP. plication Software 52.5% 31 E- Government Online Services 40.7% 24 PCs and Printers 40.7 % 24 Data Network 30.5% 18 Technical Skills Training 30.5 %0 - 18 Mobile Devices, Smart Phones 28.8% 17 Wireless Network 16.9% 10 Security /Disaster Recovery Plans 10.2 % 6 Voice Network 8.5 % 5 Technical Support 6.8% 4 Other 5.1% 3 1.3 The Implementation Plan The following pages lay out a sound Implementation Plan that will ensure the successful deployment of the ITSP. The plan reflects sound investments in technologies specific to the City of Newport Beach, and addresses the following: • The criteria used to prioritize ITSP Initiatives • Implementation time frames over a 5 year timeline • ITSP budget estimates by year • Human Resources required to sustain the ITSP implementation Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 4 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 13 ret�W {�ti e IT Planning Consulting Services l a \z City of Newport Beach November 10, 2011 1.4 IT Strategic Plan Vision Statement The ITSP Implementation Plan will foster a transformative framework for how the City of Newport Beach leverages its Information Technologies. The City will embrace Information Technology as a strategic enabler and solution provider, embedding it as a critical and fundamental component in all that the City does. It is also critical that the City, ensuring the use and application of Information Technologies, is aligned with and supportive of the efficient and responsive delivery of services to all of the City's constituents — residents, businesses. and visitors. By aligning Information Technology in support of the business of city government, the City of Newport Beach will become a more agile organization that is better able to adapt to challenging economic conditions and fiscal pressures. Through investment in Information Technology, the City will develop and implement innovative approaches for improving the quality and delivery of needed services to its constituents at lowered costs. 1.5 IT Strategic Plan Goals The goals of the ITSP Implementation Plan are to: • Develop a high performance and reliable Citywide IT infrastructure supporting the dynamic requirements of the City. • Align the City's IT initiatives with the City's overall business objectives while ensuring departmental responsibilities and priorities are recognized and taken into account. • Invest in IT systems based on a rational and impartial assessment of both tangible and intangible benefits - and a realistic assessment of project costs, benefits and risks. • Reduce the cost of operations and service delivery, and improve the quality of services delivered to customers through responsible IT investment. • Deliver IT services in a cost - efficient manner. 1.6 ITSP Guiding Principles ThirclWave recommends that the City of Newport Beach adopt a new set of guiding principles related to the use of Information Technologies, which based on the findings of our study, have not historically been in place. The recommended principles include: 1. Leadership City management at all levels will embrace technology as a strategic enabler and will encourage their staff to utilize IT to improve the way they perform their jobs and deliver services to customers. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 5 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F FEN 0 �� W ��t IT Planning Consulting Services a, r =� City of Newport Beach November 10, 2011 2. Communications There will be effective communications between departments and Newport Beach Information Technology Department (NBIT) to keep all parties involved and informed on the progress of IT initiatives. The City will keep the public informed on the use of technology in the City via its website and other means. 3. IT Governance Adopt as a formal management process to ensure that IT initiatives are properly vetted for consistency with IT industry trends and direction, the City's technology Enterprise Architecture, are fiscally sound, and are effective in improving operating efficiencies and customer service prior to proceeding with IT initiatives. 4. Enterprise Approach Encourage an enterprise approach when procuring, implementing and managing the City's data. The City will utilize state -of- the -art technology ensuring investments are effectively leveraged In the future by departments, businesses and constituents, which will foster cost containment, economies of scale and higher returns on investments in technology. 5. Accountability NBIT will create an environment that encourages accountability through service level agreements, performance measures and individual responsibility. 6. Proven Technology Implement contemporary, but proven, technologies that maximize future options by emphasizing open standards. Applications should use Commercial Off - the -Shelf software wherever possible, and should be web based, wireless ready and GIS enabled, where appropriate and applicable. 7. Efficiencies Decisions regarding funding for technology initiatives should be *based on a Business Process Improvement assessment using a formal and standard methodology. The resulting data will be used to produce a comprehensive business case that takes both tangible and intangible costs and benefits of the project into account. (See Figure 1.4.1, Sample Newport Beach Business Process Improvement Model.) 8. Strategic Investments IT assets, systems, skills and support operations will be viewed as strategic investments that are critical in attaining department and City -wide business objectives. 9. Partnerships The City will maintain partnerships with outside organizations to undertake collaborative efforts in the provision of information and services, and obtain expert advice and knowledge of IT trends. 10. Accessibility Implement technology that provides all internal and external customers easy and timely access to information and services. The City will strive to make data available for the benefit of the public subject only to the need to protect the privacy of individuals. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 6 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F `H7 ppp�!���r° •, IT Planning Consulting Services City of Newport Beach November 10, 2011 Section 2 ITSP Initiatives 2.1 Technology Initiatives The Findings & Recommendations identified close to one hundred - and - thirty (130) possible management, business process and technology solutions for enhancing the business / service delivery environment at the City of Newport Beach over the next five years. Approximately seventy (70) technology initiatives were identified which were aligned into five groups. The remaining solutions include operational and /or policy recommendations related to the use, operation and management of the City's IT portfolio. IT solutions identified in the requirements definition phase of the project were vetted and consolidated to produce the final list used for the prioritization process. The final step of the ITSP process (implementation) is what is contained in this report. The figure (2.1.1) on the following page provides a list of the final technology initiatives identified during the ITSP project. The baseline ITSP initiatives were originally identified in Discovery / Requirements Definition phases of the project (e.g., online customer surveys, management interviews, end user workshops and IT Focus Groups). ThirdWave then overlaid our experience and expertise to further refine the initiatives employing best practices and grouped them into logical groups for management consideration and budgeting over the implementation timeline. © 2011 Deliverable 3.4.1: Draft ITSP Implementation Plan 7 ThirdWave Carp 11400 W. Olympic Blvd, Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F Fri V W Ali IT Planning Consulting Services ° City of Newport Beach November 10, 2011 c„ Figure 2.1.1: ITSP Technology Initiatives 1. 1 1 Infrastructure Network Monitoring / Security Software 2. 12 Infrastructure PD SAN Replacement 3. 13 Infrastructure PD Nokia Firewall Replacement 4. 14 Infrastructure Intelligent Storage Management 5. 1 5 Infrastructure Network Security (Upgrade DMZ, Firewalls) 6. 16 Infrastructure Police: Wi -Fi Wireless Connections 7. 17 Infrastructure Remote Disaster Recovery Center B. HW 1 Hardware ERP (Phase 1) 9. HW 2 Hardware Desktop Virtualization Program 10. HW 3 Hardware Tablet Computers (for certain inline applications) 11. HW 4 Hardware Desktop Virtualization Program 12. HW 5 Hardware PC Power Management software 13. HW 6 Hardware Scanners 14. HW 7 Hardware Large (27') Monitors 15. HW 8 Hardware Replace Servers (Police) Department Applications 16. SW Dept 1 Police CAD Application 17. SW Dept 2 Police RMS Application 18. SW Dept 3 Police Daily Field Reporting Application 19. SW Dept 4 Police Property Application 20. SW Dept 5 Police Electronic Field Reporting Application 21. SW Dept 6 Fire Pre Hospital Care Report Application 22. SW Dept 7 Fire Fire Inspection Application 23. SW Dept 8 Attorney Legal Case Management Application 24. SW Dept 9 COD Electronic Queuing Application 25. SW Dept 10 Library Web Library Scheduling Application 26. SW Dept 11 Library Library Statistic Application 27. SW Dept 12 MOD Fuel Tracking Application 28. SW Dept 13 COD Electronic Plan Checking Application Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 0 Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 17 '�ncia'o IT Planning Consulting Services City of Newport Beach November 10, 2011 Figure 2.1.1: ITSP Technology Initiatives: continued --- -- - -- - - -- — - - Enterprise Applications 29. SW Enter 1 Enterprise Resource Planning (ERP)' 30. SW Enter 2 Project / Time Accounting z 31. SW Enter 3 Project Tracking System 32. SW Enter 4 E- Procurement App 2 33. SW Enter 5 Facility I Asset / Fleet Manatement App 2 34. SW Enter 6 Contract Management App 35. SW Enter 7 Citizen Action Request Application Z 36. SW Enter 8 Public Records Request Application 37. SW Enter 9 E -Forms Application 38. SW Enter 10 E- Signature App 39. SW Enter 11 Case Planning Application 1, The ERP system will be implemented in two phases, core applications first and then supplementary applications. This is a best practice and risk management technique. 2. These applications may be specified in the RFP document used to procure the new ERP system. City E- Government Applications 40. E -Gov City 1 Website Redesign Portal 41. E -Gov City 2 Web Content Management System 42. E -Gov City 3 Online Inspection Application Customer E- Government Applications 43. E -Gov Public 1 E- Commerce / Online Payment App 44. E -Gov Public 2 Online Special; Events Web App 45. E -Gov Public 3 Online Public Alert Web App 46. E -Gov Public 4 Project Tracking System Web App 47. E -Gov Public 5 Online Business License App 48. E -Gov Public 6 Online Fire Alarms Web App 49. E -Gov Public 7 Online Encroachment Web App 50. E -Gov Public 8 Online Street Closure Web App Deliverable 3:4.1: Draft ITSP Implementation Plan © 2011 9 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F W. N Wgblfl% x IT Planning Consulting Services City of Newport Beach November 10, 2011 2.1.1 Prioritization Criteria & Process The ITSP initiatives noted above were processed through prioritization criteria, which included a broad range of performance parameters aligned with common municipal business objectives and tangible internal / customer benefits. This criteria was used by ThirdWave to identify a preliminary sorting of initiatives. The criteria and sequencing of initiatives were subsequently reviewed and finalized with City executive management. The following describes the framework employed to prioritize ITSP initiatives. Initiatives meeting one of the bullet/criterion listed below received 1 point; those meeting two bullets /criteria received 3 points; and those meeting all three bullets /criteria received 5 points. (The point spread is used to stratify solutions.) Figure 2.1.1.1: ITSP Initiative Prioritization Criteria Prioritization Application of Criteria Ratings 1. Contributes to Strategic IT Infrastructure/ Enterprise Architecture • Provides the architecture / infrastructure required to implement other key projects ...................... 1 • Facilitates collaboration with and within government ........................................ ............................... 3 • Enterprise solution — highly leverageable, benefiting several business units ... ............................... 5 2. Fosters Internal Operational Efficiencies • Improves business practices and aligns them with enterprise / departmental goals ....................... 1 • Breaks down barriers to sharing of data ........................................................... ............................... 3 3. Improves External Customer Service / Service Delivery • Significantly improves customer service .......................................................... ............................... 1 • Web enables services for faster /easier service to the public ............................ ............................... 3 • Supports / improves public safety ..................................................................... ............................... 5 4. Legally Mandated • Not legally mandated ....................................................................................... ............................... 0 • Legally mandated .............................................................................................. ............................... 5 S. Ease of Implementation Months • Short timeline .............................................................................. ....................... <6months 5 • Medium timeline ................................................................... ..............................6 - 12 months 3 • Lona timeline ........................................................................ ..............................> 12 months 1 Per the review meeting held with the City's Steering Committee on September 13, 2011 and a follow -up meeting with the City Manager's Office on September 16, Section 3 Implementation Plan inn this document provides a phased approach for implementing the ITSP initiatives over a 5 year timeline. 02011 Deliverable 3.4.1: Draft ITSP Implementation Plan 10 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186V 310.312.9513F /WW:] XM , IT Planning Consulting Services City of Newport Beach November 10, 2011 2.2 Strategic Operational Initiatives The following Operational Initiative recommendations were identified in one or more of the phases of the ITSP project. They are not specifically related to technology but rather NBIT policies, best practices, methods and procedures that will broaden and strengthen the position of the City's IT organization. The following list contains a number of IT best practices that are recommended to be adopted at the City of Newport Beach. Implementation of these policies and practices will significantly enhance the likelihood of success with all of the initiatives in the ITSP Implementation Plan and future IT projects in general. 1. 0.1 Implement City-wide Website / E- Government Process, Policies and Practices • Implement standard content development and posting process, policies and practices. • Implement standard application development tool kit, visual design standards, programming process, policies and practices. 2. O 2 Staff Training End User Training • Adopt a policy that all IT Projects include budgeting for end user training. • Provide custom tailored application specific training beyond the standard vendor training. • Explore establishing a Learning Center of Excellence at the City for non -IT staff. • Encourage the development of 'super users' to serve as mentors and trainers in the organization. NBIT Training • Implement cross training for NBIT staff to ensure staff coverage and backup. • Outsource ongoing training, coordinated by HR and NBIT. • Establish a program for addressing succession planning: • Implement a Mentoring Program; • Establish clear training and career development paths for IT staff; • Create technology / career paths or ladders. 3. 0.3 Business Process Improvement (BPI) • Adopt a BPI method and practice and provide training to appropriate City staff. • Implement the use of Business Analysts to do BPI with City Departments. • Develop and adopt RFP development approach and standard process for IT. 4. 0.4 Standards • Implement a Project Management Office (PMO) function, as part of an IT Governance structure. • Develop and adopt an IT Project Prioritization Method, a subset of IT Governance. • Develop and adopt Standard IT Project Estimating Method. • Update Security Program Policies and Practices. • Implement Structured Development Life Cycle standards and best practices for all application programming. Deliverable 3.4.1: Draft ITSP Implementation Plan @2011 11 ThirdWave Carp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186V 310.312.9513F RIOT IT Planning Consulting Services City of Newport Beach November 10, 2011 • Develop and adopt an Enterprise Content Management System Taxonomy for all Department documents / records. • Develop and adopt an updated Records Retentions Schedule for all Departments and require Departments to adopt and implement the Taxonomy and Retention Schedule. 2.3 Strategic Management Initiatives 2.3.1 ITSP Sustainability Staffing One of the most important facets of an IT Strategic Plan, which is often overlooked or not given proper attention, is the issue of staffing sustainability. ITSPs typically identify lengthy lists of initiatives to be carried out over several years (as is the case with the City of Newport Beach), which result in significant human resource requirements from the IT Department and the rest of the organization. Therefore, there are three issues of sustainability that must be considered: 1. Does the current IT organization have staff with the required knowledge, skills and abilities to sustain the proposed IT initiatives contained in the ITSP and Implementation Roadmap? 2. Does the current IT organization have sufficient staff (Full Time Equivalents) to sustain the proposed IT initiatives contained in the ITSP and Implementation Plan? And if not, what is the optimum course to take to ensure sufficient sustainability resources, i.e., City IT staff, onsite contract staff, or off -site / outsourced support. 3. Is there adequate capacity within the Business Units to maintain current business processes and systems while assisting with the planning, design and implementation of new systems? The City's ITSP will encompass numerous IT projects of diverse scale and complexity, e.g., 7 infrastructure projects, 7 hardware refresh / server virtualization projects, 13 departmental applications, 11 enterprise system implementations (S of which are related to an ERP implementation), 11 E- Government applications, and numerous (non- technology) IT / NBIT operational and management initiatives. Consequently, the ITSP will require planning and preparation to ensuring the allocation of sufficient human resources, for instance: • NBIT and Departments will see a marked increase in staff workload and resource allocation demands. • The ITSP will introduce an average of ten (10) projects per year over five years, some of which are of considerable scale and complexity — on top of existing projects and workload. • While some of these projects will be carried out by vendors, i.e., the CAD /RMS and ERP implementations, ownership of ITSP initiatives will be assumed by NBIT and Departments for ongoing support of existing systems — unless support is outsourced. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 12 Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 21 a ���; IT Planning Consulting Services City of Newport Beach November 10, 2011 2.3.1.1 Existing NBIT Staff Resources ThirdWave conducted an assessment of NBIT's existing staff, including a review of source documents and the NBIT organization chart and functional responsibilities. A summary of findings are presented in the figures on the following pages. It is important to note that ThirdWave did not analyze the existing NBIT project backlog or ongoing operational tasks as part of the ITSP project. Consequently, we have no baseline data on what workload currently consumes existing FTE resources. A staff resource allocation plan of current workloads should be carried out once the ITSP initiatives have been finalized, which is beyond the scope of the ITSP project. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 13 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 22 eo IT Planning Consulting Services c. V c City of Newport Beach November 10, 2011 Figure 2.3.1.1.1: Newport Beach IT Staff Resources Assessment 21.5 2 4 1 0 2 2 4 0 0 0 3 Deliverable 3.4.1: Draft ITSP Implementation Plan @2011 14 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 LosAngeles CA 90064 310.914.0186V 310.312.9513F 23 Staff IT Classifications Q� c `o E 1 E _w w 0 U a°1i c U) 0 v 01 0 r c U) V) a Q c c y Q o U N O O N N N d P E E (6 @ o A 0 cn c W U a > a w N a > l~i 0 CL a = W u) co Q Q 1 Vacant IT Department Manager 1 Fire 2 J. Cone Fire Information Systems _ Police -6- Police MIS Specialist 3 4 T. Enchelf PC & Network Coor. 5 R. Knight Applications Coor. PD 1a 1 6 C. Pulliam Applicatio ns Coor. PD_ 7 J. Veale Computer Syst. Manager 1 1 Operations 8 I. Juarez IT Specialist III (HW /SW) 1 1 9 R. Lee Specialist III (Telecom) 1 1 10 J. Bensier11TT -IT Sr IT Specialist 11 M. Wojciehowski OperationsSupervisor 1 12 Y. Chan Telecom. Coordinator 1 13 Vacant Library IS Coor. (Vacant) 1 0 Applications 14 15 J Luengas- Alwafai V Kiatkwankul IT Appl. Supervisor (Fm) 1 Sr Appl. Analyst (Fm /HR) �1_ _ I 1 _ ' 1 i'_ 16 A. Maglinti Appl Analyst (Fm/Web) -1 1 ...,..... 17 W. Hsu Appl Anal st Permits+ �_.. ) 1 1 18 A. Arredondo _.__ Appl. Analyst (Dept. Apps) 1 — 1 19 S. Watson GIS Analyst 1 1 20 R. Stedman GIS Analyst 1 1 21 Vacant GIS Technician 1 _ _ 1-90 22 Vacant GIS Technical Aide .5 21.5 2 4 1 0 2 2 4 0 0 0 3 Deliverable 3.4.1: Draft ITSP Implementation Plan @2011 14 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 LosAngeles CA 90064 310.914.0186V 310.312.9513F 23 cane+ IT Planning Consultinc City of Newport Beach Services November 10, 2011 The City recently centralized its IT organization, shown below. (This chart does not reflect the initiatives identified in this report.) Applying existing IT resources, i.e., from web development to dedicated staff supporting a new ERP, will leave holes in the sustainability model. Sustaining the City's ITSP requirements will require revisiting the IT org chart, and the knowledge, skills and abilities of IT staff. City IT staff resources will need some augmentation, either through direct hires, contracting, outsourcing — and most probably, a combination of all of the above. Figure 2.3.1.1.2: Existing Consolidated NBIT Organization Chart i Operations -1 Public Safety Applications i IT Support Network ERP Solutions i GIS Solutions IT Suppon Network/ PD Support Orade • Help Desk Communications • CAD Permits. • System • volP, Plumes • RMS France. Installation & • Servers • E•Fleld Reporting Financial Reporting Repairs • Security / Virus • Daily Reporting • Software • Property APP Upgrades Fire Support 2.3.1.2 Proposed NBIT Organization to Sustain the ITSP ITSP sustainability will require a dynamic and flexible NBIT organization designed to respond to the funded ITSP initiatives. The NBIT sustainability model should reflect the necessary staffing levels and skills sets to effectively deploy and support the proposed strategic business technologies. NBIT staffing will not change substantially in the first two years, as the ITSP initiatives will consist of new ERP and CAD /RMS solutions deployed by vendors, with backfill staffing in Finance. However, NBIT staff should be assigned to work with vendors for knowledge transfer. GIS Base Maps, Landbaw 3 coverages GIS DBA GIS Applications Permits* After the deployments of the ERP and CAD /RMS, ThirdWave recommends establishing two solutions teams not currently contained in the existing organization chart: E- Government and ECMS Solutions. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 15 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F `z/ fu'tl, IT Planning Consultinc y y City of Newport Beach Services Figure 2.3.1.2.1: Proposed NBIT Areas to Sustain the ITSP Systems Support I LNe;.o upport ERP Solutions GIs Solutions November 10, 2011 IT Support Network / ERP Landbase & • Help Desk Communications Financial Reporting Coverages • System Installation • VOIP, Phones Oracle GIs Database & Repairs • Servers Permits+ • Software Upgrades • Security /Virus Web GIS Applications. Public Safety E•Gov Solutions -77 - ECMS S� ouionns __ -1 L - CAD Imaging Web Design (Front End) RMS Enterprise Content Web App I Database E -Fleld Reporting Management Development Daily Reporting Records Management Web Content Management Property App Automated Workflow E -Forms E- Signatures The figure above illustrates required technology areas that must be considered in the design of an organization to sustain the ITSP. Although the City will determine the specific staff make up, this figure shows the skillsets that will be required to implement the technology of the future. The current fragmented hardware platforms and customized home grown software are very poor candidates to outsource as there are not efficiencies that can be found with standardized platforms and modern versions of industry standard software. The current staffing levels in the IT department are fairly lean on a per staff ratio and their operational expertise and high marks in customer satisfaction make them an asset in the current environment. The City should examine employing a hybrid staffing model, using City staff, full time onsite contractors, and part time (as- needed) outsourced contractors. Augmenting this staff with Contract specialist to complete specific projects and demand spikes would be an efficient way to maintain lean staffing levels while retaining the in house knowledge and relationships with City staff. During the implementation phase, in house staff will be key in facilitating the implementation of new software and hardware infrastructure while maintaining the IT specialized old systems. Future staffing decisions should be focused to ensure that the staff sustainability model to be as cost effective as possible, in meeting the operational / service delivery needs of the City. For example as new software and hardware acquisitions are made an analysis of the cost/benefit of in house staff support, or outsourced support or a hybrid model should be made. A common practice is to establish Master Services Agreements for as- needed resources / projects. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 16 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 25 ��. IT Planning Consulting City of Newport Beach Services November 10, 2011 The figure below provides the sorted ITSP technology initiatives listed by year in the Implementation Plan. Major projects are shown in bold text. This figure illustrate the anticipated workload for enterprise / web - enabled solutions starting in year 3. Figure 2.3.1.2.2: Proposed ITSP Initiatives By Year .. IT Support Network Public E -Gov ERP ECMS GIS Support Safety Year 1 Ongoing Power Management CADIRMS Phase 1 ECMS Ongoing Systems / Network Monitoring CAD Finance, Imaging projects End User Remote Disaster RMS Budget, AP/ Document Support Recovery Center E -Field Reporting AR, HR Management Online Public Alert Project / Daily Time Records - Online Citizen Action Request Reporting Accounting Management Property App Contract Management !Year 2 Ongoing Ongoing CADIRMS Website ERP Phase 1 Systems/ Infrastructure continued Redesign continued End User Network / Single Sign -On Support Communications Online Payments Planning E -Fors / E- Signatures E -Plan Checking Online Public Alert - Online Inspection - Online Citizen Action Request FYear 3 - Fire ERP Phase 2 Pre - Hospital Project Tracking Care E- Procurement - Fire Facility /Asset/Fleet Inspection Management - Case Fuel Tracking Planning Years © 2011 Online Business License Online Fire Alarm App Online Encroachment App Online Street Closure Online Special Event Planning Legal Case Management Electronic Queuing App Library Statistic App Library Scheduling App Deliverable 3.4.1: Draft ITSP Implementation Plan 17 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F `11 aKu' 91 ae IT Planning Consulting Services c„ City of Newport Beach November 10, 2011 2.3.1.3 ITSP Knowledge, Skills and Abilities (KSAs) Recommendations ThirdWave recommends that the following NBIT KSAs be developed and implemented to sustain the proposed ITSP related to applications. Application Services: Create five centers of competency under Application Services made up of staff who are subject matter experts in each area (as opposed to the current state of generalists). Application Specialists will possess the required KSAs for each of the following: Public Safety Recognizing that Police and Fire have unique operational and technology requirements (i.e., 24x7 operations, criminal justice applications, etc.), this team will contain the existing Application Specialists who have the knowledge, skills and abilities to sustain the proposed technologies identified for these business units, including the following: • CAD • RMS • E -Field Reporting • Project / Daily Reporting • Property Room App Knowledge, Skills & Abilities: The Public Safety center of competency will require IT professionals with knowledge of public safety / first responder business units including Police / Fire. These IT professionals will require experience and expertise with the Information Systems typically used in this industry. 2. E- Government Solutions This team will support internal and public facing web - enabled applications on the City Website in addition to web - enabled Commercial Off - the -Shelf applications across all departments. Typical applications will include: o The City's website environment (Web, Application and Database Servers, Wen Content Management System, Web Services, Gov 2.0 Social Media) o Development and maintenance of interactive and transactional (E- Commerce) E- Government applications identified in the ITSP o Integrate web applications to Finance /HR (ERP) Systems, where appropriate o Provide end user training on E- Government applications, as required o Provide technical support on E- Government applications Knowledge, Skills & Abilities: The E- Government Team should consist of Web professionals including (at a minimum): a Sr. Lead Web Developer, Web Designer and Web Database Programmer. These staff should be well versed and trained in the City's standard web development environment and toolkit. 3. Enterprise Resource Planning (ERP) Solutions This team will support and provide maintenance of the Enterprise Resource Planning (ERP) Systems implemented at the City; act as liaison between the department end -users and the ERP Solutions team; and perform related work as required. The ERP Solutions team will work with and support the City Manager's Office, Finance and other Departments as necessary in support of ERP systems. This team will be responsible for the use of Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 18 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 27 0A ' IT Planning Consulting Services City of Newport Beach November 10, 2011 various application modules including, but not limited to: • Finance • Budget • Payroll o AR /AP • Human Resources • Project Cost / Time Accounting o Procurement • Contract Management • Project Tracking • Facility, Asset, and Fleet Management • Fuel Tracking Essential Functions: • Provide instruction, assistance, and support services to ERP System end - users. • Apply knowledge of human resources, finance, budget, procurement, payroll, time and labor, benefits, and policies and procedures to resolve concerns or questions reported by ERP system end - users. • Act as a liaison between application end -users and technical support. • Assist in the creation and updating of ERP system policies and procedures, business rules, end user desk aids, and training materials. • Assist in the facilitation of training sessions and participates in user group meetings. • Work with technical support to restore, correct and/or recover data, and to develop and design custom reports. • Notify Help Desk of system issues. • Perform data entry and maintains records in the ERP System. • Create public queries. • Provide executive and management with reports as needed. • Test new system functionality, reports, and queries in test databases. • Review system records and provides information to the ERP System Functional Analysts on issues or concerns identified. • Utilize knowledge of ERP Systems to assist in identifying processes and constructing process flows. • Assist in troubleshooting system problems. • Assist in ensuring . that the end users have optimum use of the system. • Provide input into improving system reliability, availability and performance. • Provide responsive, high quality service to City staff by providing accurate, complete and up -to -date information, in a courteous, efficient and timely manner. Knowledge, Skills and Abilities: The E- Government Team should possess knowledge of the following: • Functionality connections and integration touch points within and between ERP Systems • Pay rules, leave accruals, and accounting flex fields • Cost accounting, work breakdown structures, overheads, and procurement • Data collection and classification procedures • Reference and on -line help materials Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 19 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 1.1.3 t - IT Planning Consulting Services ° City of Newport Beach November 10, 2011 c„ • Database, application, and server problem identification, tracking, and vendor support • Systems analysis methods • Compensation Ordinance, Civil Service Rules, ERP System Business Rules, various bargaining unit MOA's and applicable payroll rules • Governmental policies and practices • Federal, State, and local laws and regulations related to confidentiality • Telephone, office and online etiquette • Current technology and trends in the profession Skills and Abilities to: • Analyze report data and translate for end -users • Provide instruction to end -users in person or over the telephone • Train end -users on processes and systems • Troubleshoot and /or identify problems with processes and system functionality • Detect and direct application /systems problems to technical support • Document database environment, standards, and procedures • Follow regulations, procedures, ordinances, and official documents • Understand the budget cycle and classification process • Enter and retrieve data from a computerized record keeping system • Create queries 4. ECMS Solutions: This team will support the Enterprise Content Management Systems currently being procured, and it should be deployed across all departments. Typical applications include: • Imaging Systems hardware & Software (Scanners / Image Capture Software) • Electronic Content Management Software • Electronic Records Management Software • E -Forms Software • E- Signature Software o Automated Workflow Software Sustainability activities will include: • Assist the vendor in the deployment of the first phase, for knowledge transfer • Carry out the subsequent deployments across the remaining City departments after the initial deployment • Interfacing the ECMS to other department / enterprise information systems • Providing training to end users • Providing technical support o Providing ongoing maintenance and system upgrades Knowledge, Skills & Abilities: The ECMS center of competency should consist of a team of ECMS professionals including (at a minimum) an Imaging Specialist, Document/Records Management Application Specialist, and an ECMS Developer responsible for E -Forms / E- Signature / Automated Workflow application development for ECMS related solutions. Deliverable 3.4.1: Draft ITSP Implementation Plan 02011 20 ThlydWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F P&N ..�`wt$ar c?u IT Planning Consulting Services 5 t City of Newport Beach November 10, 2011 5. GIS: This team will support the City's GIS system, solutions and web- enabled applications. One GIS position is vacant as of this writing. The team will support City- wide GIS application support and development, many of which will have an Internet component to them, including: • GIS applications, coverages, database, interfaces, and /or GIS - linked capabilities • Carry GIS application development City departments, as applicable • Interfacing the GIS to other department / enterprise information systems • Providing GIS training to end users • Providing GIS technical support • Providing ongoing GIS database maintenance and system upgrades Knowledge, Skills & Abilities: The GIS center of competency should be a team of GIS professionals conversant in the ESRI suite of products, including (at a minimum): a Sr. GIS Developer, GIS Data Analyst, and GIS Database Programmer / Administrator. In addition to these five (5) critical KSA's related to Business Systems, the City will need to be sure to see to it that the skills necessary to sustain the Operational side of the NBIT organization are updated and maintained. This is important because, the Business Systems or Applications that support City Departments relies heavily on this operational foundation. Although often overlooked, ITSP sustainability is a cornerstone to successfully implementing an ITSP or IT projects in general. Sustainability will require human resources, rigorous planning, and the same level of careful execution as implementing the ITSP technology initiatives. In doing so, the City will reap the fiscal benefits it seeks; departments will get the support they require; and the public will receive the extraordinary services they have come to expect from a city like the City of Newport Beach. © 2011 �ThirdWave Corp 11400 W. Olympic Blvd. Deliverable 3.4.1: Draft ITSP Implementation Plan 21 200 Los Angeles CA 90064 310.914.0186V 310.312.9513F 30 ,Wn1 IT Planning Consulting Services City P ,._ Ci of Newport Beach November 10, 2011 2.3.2 IT Governance Over the last 15 years, Information Technology (IT) has fundamentally changed the way government agencies operate and provide services to the public. The growing importance and sophistication of IT functionality requires the same management accountability mechanisms and controls that govern other aspects of effectively managing the financial / human resources of municipalities. The ITSP project uncovered that the City has not had IT Governance in place, which has resulted in stand -alone systems, unsupported shadow systems developed as work- around solutions, and the lack of a consistent Enterprise Architecture providing interoperability and economies of scale. 2.3.2.1 IT Governance Strategy The following provides IT Governance policies and practices for the City's ITSP initiatives (as well as future IT projects not identified in the ITSP): • Implement formal IT Governance policies and practices for all IT procurements; provide training to appropriate staff throughout the City on the policies and practices. • Develop and provide a Business Case Template to departments with sufficient detail so they can use it as a guide on future IT project evaluations. • Implement a Business Process Improvement method and practice as a tool to assist in developing a business case. • Require departments to develop business cases for desired IT projects, particularly significant IT projects and /or enterprise applications. • Incorporate technology enhancement initiatives into the yearly budget planning process. • Implement a formal IT Governance Structure and document that structure and the policies that guide that process in an IT Governance "Charter ". (See figure on the next page.) This document identifies high level action items for closing the gap from where the City is today to the adoption of best practices for IT Governance. 2.3.2.2 IT Governance Architecture The figure on the following page provides a diagrammatic representation of the proposed IT Governance architecture. The key component of this structure is the ITGC or Information Technology Governance Council. The ITGC's roles and responsibilities are codified in the IT Governance Charter. This structure is designed to identify clear roles and responsibilities for all City stakeholders. The IT Governance process moves from the bottom of the figure moving up. Deliverable 3.4.1: Draft ITSP Implementation Plan 02011 22 Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 31 a" 4`x IT Planning Consulting Services L�. t `, , x City of Newport Beach November 10, 2011 Figure 2.3.2.2.1: IT Governance Framework _ . • be ,�yM I i 4.1 _Ctty Staff Not ' Provide business expertise, identify: Approved - - -. Review /Approve aver °v°a ° Technical /functional requirements i ° BPI Assessment i -- - -- - - - -•-- - -- • Schedule requirements ' I Yes a End User support needs i Requires N°Proce 7wth Council? JT RiEvaluate projects I " '_ _ .1 Address budget / resource requirements ® Provide a go / no go call I I Approved ° Approve / champion the project i i + o O ...... °M City Managers Office Technical: IT Staff Clariacatl°n ...... — a NBIT NBIT Evaluate "fit" with Enterprise Arch. Stds. Roquimtl =Major Departments Identify IT requirements Identify IT resource requirements Identify long term maintenance I7 requirements - Budget: Finance Staff I NSIT Department Head Approp. Department I a Develop budget estimate clorlrleatlon r -- - i Approp. Finance Syaff I = Determine budget lro R.I. tl . - - -- - a Carry out cost analysis `- - - Assess economies of scale Project Validation I Prioritization ° Assess timelines / resource allocation Assess viability per prioritization criteria: o Conforms to Strategic Enterprise Arch. Dept. Head Dept.: Head I Dept.. Head o Fosters internal operational efficiencies o Improves external customer service City Staff ( ary start I city stare o Strong business case (ROI), ease of implementation Make recommendation to ITGC Review and approve IT project Ask for more research / clarification Reprioritized, if required Approved to Proceed • Assign Project Manager • Assign Steering Committee (as appropriate) • Direct Purchasing to develop RFP (Scope of Work, schedule requirements) • Allocate resources / project team Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 1 23 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 32 4 IT Planning Consulting Services t City of Newport Beach November 10, 2011 Recommended IT Governance Framework would adopt and use a standard business case template to assess future Information technology initiatives and /or procurements. The form would have three parts: Part 1: General Information & Justification Part 2: Scope of Work (WBS) / Budget Estimate A sample template is provided in Section 6, Appendix, of this document. 2.3.3 ITSP Change Management Change Management is the process, tools and techniques used to manage the people -side of change, including organizational, operational and /or technological change. The City of Newport Beach ITSP will include all of the above, including the centralization of the IT organization, a change from home grown departmental / silo systems to enterprise web - enabled applications, and business process improvement. The ITSP will foster the executive vision of helping the City of Newport Beach become a "Smarter, Faster, Smaller' city. Change Management will ensure effective, transformational change across the wider organization. ThirdWave recommends that the following Change Management policies and practices be implemented to support the proposed ITSP. The figure below illustrates typical Change Management Best Practices. Figure 2.3.3.1: Change Management Methodology > �3 • Define Changa Exec S onsorshl I CoilectlAnai aEnd Management Strategy • Develop Change Management Plan Activities / Outputs Identify Executive sponsor • Project structure, charter • Roles & responsibilities Change Management Plan • Communication Plan • Sponsor Roadmap • Training Plan for Applications • Resistance Management Plan O 2011 P P I User Feedback • Stakeholder • Compliance Audit: Communication Assess Gaps in • End User Tralning Assumptions • Resistance Management • Take Corrective Action, • Sponsor Charter Celebrate Successes Activities / Outputs Activities / Outputs • Ongoing Change • Compliance Audit: Management activities Identify checklist of • Formal PMBOK Project outstanding issues Management methods • After Action • Sponsor Charter Reviews: Review • Monthly Updates / PR planned vs. actual • Custom Tailored End User results Training • Corrective Action • Feedback Loops Plans: Identify lessons learned Deliverable 3.4.1: Draft ITSP Implementation Plan 24 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F Felt] IT Planning Consulting Services City of Newport Beach November 10, 2011 Significant ITSP initiative will go through a Change Management Process (CMP); ThirdWave recommends that the ITGC initially define the level of effort and resources associated with an initiative that would make it "significant ". The CMP will employ the following activities: Sponsor Roadmap: Identify the sponsor structure, stakeholder roles and responsibilities, which will be accomplished by implementing the IT Governance recommendation. a Staffing Plan: Identify IT and Departmental resources needed to develop, implement and sustain the initiative. a Communication Plan: Articulate and execute an appropriate communication plan to support the ITSP project; possible components could include (but not be limited to) the following: • Publish an ITSP Newsletter posted on the City's Intranet, highlighting current and planned IT initiatives, highlighting how suggestions made by staff in the ITSP Project are being carried out. Celebrate End User and IT successes. • Publish an ITSP Newsletter posted on the City's Website, highlighting current and planned IT initiatives that will improve customer service. Celebrate e- Government success stories. • Establish End User Groups of newly deployed technologies to help foster and expedite the dissemination of technical expertise on new applications. • Encourage and recognize the participation of "Super Users" (staff who become highly proficient in the use of new technologies), which will increase the likelihood of successful deployments and user acceptance. • Establish inter - departmental forums to discuss ongoing and planned ITSP initiatives, i.e., as an agenda item in Department Head meetings, Department Staff Meetings, etc. a Training Plan: Identify and carry out training as appropriate to the proposed end users of each ITSP initiative. Formalize an IT training program for City staff. Develop a curriculum of classes, prerequisites, and course descriptions. C Resistance Management Plan: Provide feedback mechanisms for City staff and management, such as: • Suggestion Box or User Tips on the City's Intranet. • End User Groups (Quality Circles) for different technologies and /or disciplines. • Implement the recommendation to adopt Business Process Improvement techniques where end users can work with NBIT Business Analyst to identify business requirements and / or shortcoming feed -back loops on newly deployed technologies. Yearly Post Implementation Evaluations: • Make necessary adjustments to planned initiatives based on changing business and / or service delivery requirements. • Make necessary changes to planned initiatives based on changes or innovations in technology that significantly affect the return on investment in IT. Deliverable 3.4.1: Draft ITSP Implementation Plan 02011 25 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 34 q IT Planning Consulting Services nL J��+1'.� ty P City of Newport Beach November 10, 2011 Incorporating Change Management into the implementation of the ITSP will provide several benefits: • Allow the City to implement a formal process for facilitating the most efficient implementation of the ITSP, via clear executive sponsorship and leadership. • Foster enterprise communication and coordination. • Provide a mechanism to identify and address staff objections and resistance early, allowing the City to take steps to mitigate concerns and reduce risk before they become significant issues. • Provide the highest likelihood for success, and optimum return on investment, for ITSP initiatives. 2.4 Summary to the IT Strategic Plan This document addresses two major aspects of the ITSP project. This section provides a comprehensive set of key technology, operational and management initiatives that will allow the City of Newport Beach achieve its vision for the future. The following sections of this report articulate a roadmap for realizing the City Leaders' vision of a "Faster, Smaller, and Smarter" organization. A carefully thought out 5 Year Implementation Plan provides a detailed, phased approach to rolling out strategic business technologies. The ITSP study uncovered that a considerable investment is required to modernize the City's IT systems to achieve the new vision and transformational change. The following budget estimate, and corresponding cost - benefit analysis, provides a compelling business case for the necessary investment in maintaining Newport Beach's position as the exceptional sea -side community it is known as. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 26 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0166 V 310.312.9513 F 35 t IT Planning Consulting Services City of Newport Beach November 10, 2011 Section 3 5 Year ITSP Implementation Map 3.1 Implementation Plan Framework The ITSP Implementation Plan illustrates the prioritized sequencing and projected timelines for the ITSP initiatives over a 5 year period. The Implementation Plan represents the construction phase of the IT Strategic Plan. The following pages provide yearly project schedules reflecting the final prioritized IT Initiatives identified in the ITSP Project as of this writing. However, it bears noting that this Plan is a living document. As a planning and implementation document, this document is subject to continuous review and adjustment as the City's business needs, financial position and Information Technology portfolio change. 3.1.1 Implementation Principles The ITSP Implementation Plan adheres to a framework comprised of a number of general operating principles, as outlined below: 1. Build a solid and secure infrastructure foundation: The Plan works to ensure that the City's network / communications infrastructure is sound and secure, allowing for the deployment of various strategic business technologies. In general, the Plan reflects the importance and best practice of upgrading infrastructure as a prerequisite to the deployment of departmental / enterprise applications. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 27 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.31 01 IT Planning Consulting Services City of Newport Beach November 10, 2011 2. Focus on economies of scale in the investment and deployment of initiatives: The Plan focuses on moving the City away from stand -alone silo systems towards solutions that can be leveraged across multiple business units. For instance, the implementation of an ERP will meet a whole host of needs for all departments; the E- Government applications in assume a "write -once use many" approach, i.e., Online Payments address several online payment requirements across numerous departments. 3. Provide staff with state -of -the- practice tools of the trade: The ITSP focuses on providing staff with the fundamental tools needed to provide City services and interface with all of the City's constituents, i.e., contemporary PCs, Office Automation software, mobile devices, and web - enabled service delivery solutions. 4. Recognize deployment prerequisites: The ITSP recognizes that deployment of certain solutions require up- stream system preparation, i.e., the completion of the City website in order to deploy online E- Commerce applications, ubiquitous remote access to data for City staff working in the field, and so on. In some cases, this may require the City to acquire enabling hardware and /or software technologies either in -house or through outside "cloud - based" service providers. 5. Utilize parallel deployment approaches to fast track initiatives: To the extent possible, based on available resources, ITSP initiatives will occur in parallel using staff with different skill sets appropriate to execute projects. 6. Use IT best practices for the execution and management of ITSP initiatives: All development and implementation projects will use formal industry standard Project Management (PMBOK) methodologies and a uniform Enterprise Architecture, development tools and databases. 7. Allocate sufficient IT staff resources to ensure sustainability: The Implementation Plan currently includes ITSP initiatives of varying scale and complexity over the next several years. This represents a significant workload for IT staff that will be added to ongoing project workload. The implementation will require that the City place a high level of importance on the IT organization, and it resources, to successfully .deploy and effectively sustain the ITSP Implementation Plan. 8. Assess the capacity of all the Departments: Assess the capacity of those involved in the initiative to simultaneously support current business systems while subject matter experts (SME's) participate in the design, development and implementation of the new initiative. In some cases, a staffing "backfill" plan may be needed to assure that SME's are available on an as needed basis. These are the points necessary to make the ITSP successful. The figure on the following page provides the overall vision of the ITSP; a significant investment will be required over the next several years, however — significant hard and soft dollar benefits will be realized. ThirdWave used the data in Figure 3.1.1 to develop a preliminary implementation roadmap to consider in the adoption of the ITSP (Figure 3.2.1: Preliminary 5 Year Implementation Plan). The adoption of the implementation road map described in section 3.2.1 would form the basis for developing a corresponding and fiscally sound budget plan. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 28 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F [CIA 'Al yl , �. IT Planning Consulting Services City of Newport Beach November 19, 2011 Figure 3.1.1: Economies of Scale Investment Strategy Departments 1 City AMrney ® ®a a _ 2 City Cteh. City ® S 3 City Manager orr¢e Departmental 00 • a Flnance a a ® 0 10 5 Me 049 00 y 6 Utimry rs a 0 a t l Murild"I Opwatlans DepartrmM e 819 0(1)- 9 Police P a• 0 a a a;a 9 Publit: @JOBS g a s R t 00 0 10 Recreation a 5enmt 6ervlrn 10 a This figure illustrates how the majority of the proposed strategic business technologies will achieve economies of scale by being leveraged across multiple departments, thus producing the highest return on investment possible. The figure shows a number of key ITSP characteristics fostering the concept of Strategic Business Technologies: • Enterprise focus /economies of scale: More than half of ITSP initiatives (27 out of 48) are solutions applicable citywide. • Return on Investment Focus: IT initiatives leveraged across many or all City departments will provide the highest ROL • Customer Service Focus: 20 out of 35 proposed applications (56 %) relate to enhanced customer service or on -line service delivery. @2011 Deliverable 3.4.1: Draft ITSP Implementation Plan 29 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F RA City Customer Departmental Enterprise a I < g v E' g P S E g a s R t z r S m a s s n N c 3 u O U o` rn E c O e y 31 3 `a fa < 1P w 3 `� ? s I U O R W .4 C 19 q < S~ `� v. a 2Q a ,Q v'�i'{ t g q 2 N 4 '.- U LL , W s t o F 2 L t IL' 6 O 4 tx f �) L6 6 R R li IL Q `2 U iW 6 R W W U U 6 Ill a, �$ $ O w O o R` o o 0 0 a' '®® ®6 o ®O ®O©i®L®® 00 ®®© 1_ 0 la'm 0 O O'O © O' ®i©IB O ® •�® ® O ,0 ®� ie0® 1 ®® `i 0 ®'0000 ®10100 00 aa® O 01 ®®® _ I; ®, ©, OOTm© 0001 0100 610 a0 01 '1® ®® ® I 6o OO'006;0erl ®® ®� ®� ®, ,_ We®© ®® , -. . I 000 o' 00000QOFOLO 1010 10.0046 O®®®_ O 000 0 This figure illustrates how the majority of the proposed strategic business technologies will achieve economies of scale by being leveraged across multiple departments, thus producing the highest return on investment possible. The figure shows a number of key ITSP characteristics fostering the concept of Strategic Business Technologies: • Enterprise focus /economies of scale: More than half of ITSP initiatives (27 out of 48) are solutions applicable citywide. • Return on Investment Focus: IT initiatives leveraged across many or all City departments will provide the highest ROL • Customer Service Focus: 20 out of 35 proposed applications (56 %) relate to enhanced customer service or on -line service delivery. @2011 Deliverable 3.4.1: Draft ITSP Implementation Plan 29 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F RA lil7^ IT Planning Consulting Services City of Newport Beach November 10, 2011 3.2 5 Year Roadmap The core recommendations for this implementation include a major investment in hardware and software in order to modernize and standardize the IT backbone for the organization. This includes; • The purchase and implementation of an Enterprise Resource Planning (ERP) system to handle budgeting, payroll, accounts payable, financial reporting, and other administrative information which will allow for more efficient and accurate information to be available to make smarter decisions in a faster way. e j The purchase and implementation a new CAD -RMS system be purchased to replace the 16 year old system currently being used by the Police Department. A new CAD -RMS system will provide more features to augment the information that would be available to dispatchers and Police officers as well as provide more efficient record keeping and searching. An acquisition of core hardware and software to provide a standardized platform to support all future modernization efforts including; virtualizing server and desktop use, getting faster storage capacity, and ensuring an effective disaster recovery system is installed. The figure on the following page (3.2.1) provides an overview of the proposed 5 Year Implementation Plan. In general, the 5 Year Plan follows the prioritization identified in Section 2 of this document. The following should be noted: • Projects anticipated to be carried out by NBIT are shown with a solid bar. Projects requiring a solicitation process are shown with a light colored bar preceding the solid dark color bar indicating deployment timelines. These ITSP initiatives requiring a solicitation process tend to be the larger and more complex projects. These more complex projects will generally be carried out by external professional resources supported by internal IT staff resources and subject matter experts from the Departments. From a planning perspective, the solicitation timelines are important because they imply staff resources for the development of RFP documents, the formation of end user evaluation / selection committees, and the assignment of appropriate IT staff resources for the execution of the initiatives. Ongoing ITSP initiatives are shown with a dashed line. For instance, the development of E- forms with E- Signatures will be an ongoing activity as part of the development of on -line / E- Government applications. • The number in the column titled "M" indicates the approximate number of estimated months to carry out an initiative. • The timing of ITSP initiatives are subject to change based on the availability of funding, either at the department or enterprise level, and support staff. The Implementation Plan proposed here is not cast in concrete. Deliverable 3.4.1: Draft ITSP Implementation Plan 02011 30 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0166 V 310.312.9513 F 39 04"t,-�2 IT Planning Consulting Services OCity of Newport Beach November 10, 2011 Ii" vn 2 M3 lw � YR S Figure 3.2.1: Preliminary 5 Year Implementation Plan t Hang nzv PD Poway Managvment software 1+ 1 I 1 I I I I i I ! I 1 1 z wrazn HetwmYMcrnboringysvcvmysWiwan I z p I I I I I I I I 13 ! I I I ] pdn; umpe Imalligem Stone tdanapemmm f ! I I I I I I I I I I I I I I wnsmxa.a SWEmv RmroeDU..tmRxamgtvmcr ERPPIuia, ] IIII ®I I I I I I I I I I I I I I I I I I I I I I I 5 +3 3 S%V Emer Rommamenu I I I I I I I I I I I 1 I I -6 7 svEmer RFPePv=eemrmPrexa 3 I I 1 I I I I I I I I I I I I 6 - ` SY Eme _s„ Faa EuegeL HR I I I I I I I I 1 I l 12 r 4 6W "M 177me Aga am5tg ID StVEmer DoobgOManagemenI AM 2 1 1 1 I❑ I I I I 1 9 1 I I I if SW'DW enmRMs _ to I I I I I I I I I 4 u svDaw _ I eaaa(F4v.7L servers, Sam I I I I I 1 1 1 I I I I I I 13 SW Debt Raquivmmaa a I I I I I 11 I I I I I 11 14 sWD1 aFP+Preoaanwcpen 1: is SWDew lrrplemema� art I I I I I i I I 11 4 16 SW DWI I CAD App6tana t +2 I I I I I I I I I I I I I I 17 sWDept RMSAOp6nmrl_.a _ 3 I I I I I I I I I I I I I t6 SW Dept �� FJedrmrve Rek Reporum, ADp_ ] i 19 SW Dept D24 Rate RepaNng App i0 ::: _I I m I li I I I 1 1 1 I I I I I I I I I 21 Hammare Davktop Wituallation PMnm ] 11 1 I I I I r I I I a EGwGn EGOw mmntFmmaa6on 12 23 EGw coy Waliew Raeaatgn PC" 6 I I 1 I I I I I I I I 1 24 EGwaly Sie0lesign-0n 25 EGwDiy EGmnme;oe /OngnePaymentApp. .. _. . I I I I ! I 11 I 11 1 1 1 26 Sunnvn_ 28_— Martxara _ 27 SW Error E•FOrma Appllc.11W OG 1 I I l I 1 I I I I 1 1 26 SW Enter ESigmwnApt, OG I I ■1 ■ I I I I I 1 1 1 _- 29 SW Dept ElvclrpNC Plan Grocking I _Pen it Appi 6 a 301 Jarawara Large Maralao12T) 1 I 1 I I 1 I I I I 11 31 EGav Public Online Public Alan Web App 6 I I I I I I I 1 I 32 EGov Public Onllno lnepodlon Application e I I I 1 I I I® I I 11 I 1 I I I I I I I I 1 1 1 1 nlln 6 E O7J vu J4 E•GovPublic TabOj, Wore I 1 35 SW Enter ERP Phaao 2 _ mar Roqulremonta 17 ? I I I I J I I I I I I J 37 _LW Enter implementation: Sno PmJoel TreclnpSYetem I I I Ij I I I I I I I I 1 1 1 1 X3 8 ' SW Enter E�Pro wrementA pD _SWEnvr 4 I I I I I I I I I I I I I Pmlecrtrecking Systam Wet, App I I 41 SW Enter Fadity I Meet l Fleet Management App SW Enter MOD: Fuel Trang Appeagon SW Dept Fire: Pn Hospital Q. App I 1 I 1 I I I 1 I I I ( I I I I I I I III® I I I I I I I I 1 I I I 42 4 43 d4 SWDopt R.: F. InspectionAppl SW Dept D _ e Pa 4 I I 1 I I I I I I I 1 I I I I I 1 I 1 I 1 d a EGw Public Online Bushes. License App G 1 1 I I 11 1 1 1 I I I I _d6 47 MPublic Online Ff. Ala mta Web App EGw PUbSG Online Encnaclm_Knt Web App EGw PuMk Online Street Cie.. Wab App I 6 I I I 1 I I I I I 1 1 1 I I I I I I I 1 I I I I I I 11 I I 1 I I I I® I I® I IWii 1 1 I I 1 I I 1 1 I d8 d9 1 5 50 _ EGwPup5c �OnlinaSpeIalEvoma Planning I ] 5+ SW Ovp+ llnemay. La9al Gee Managertnm App I ] r 31 1 1 1 1 1 1 1 1 1 1 I 1 52 SW Dept COD: Ek nk Omuing APP ubnry: Web u0. sclteEUling App LOtn S+atlauc App 53 SW Dew _ sv oem Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 31 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F SO] ej Q-"' IT Planning Consulting Services City of Newport Beach November 10, 2011 Section 4 ITSP 5 Year Budget Estimates 4.1 Budget Estimate Considerations The following figures provide high level budget estimates or funding requirements for a phased multiple year implementation of the City of Newport Beach's ITSP. In general, the ITSP budget estimate only includes initiatives identified in the course of the project. For instance, the cost of ongoing IT projects and the cost of existing proposed projects not addressed in the ITSP were not incorporated into this budget estimate. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 32 ThirdWave Corp 11400 W. Olympic Blvd, Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F M Dalza I7 Plan ning Consulting Services a City of Newport Beach November 10, 2011 Figure 4.1.1: 5 Year ITSP Budget Summary: One Time & Ongoing Maintenance Costs - - 1 Hardware PC Power Management software 25,561 ,,,112_000_ 70,OD0 1 2 Infrastructure Network Monitoring /Severity Software 186000 3 Infrastructure Intelligent Storage Management 4 Infrastructure Remote Disaster Recovery Center __ 443,523 SW Enter ERP Phase 1 46,000 5 ERP Requirements Definition 18�000 6 RFP I Procurement Process 7 Finance Backllll Stalling 100 000 8 Finance, Budget. HR Apps 2 616 000 125_.600- 25 600 1_25i.ilk 1 126.60-0 T25.600 90000 10000 10000 19.000 10000 9 Project / Time Accounting App 10 E- Procurement App 100,000 �.,., 20,000 20,000 11 Facility / Asset / Fleet Management App _ - 160,000 _20,000 20,000 20,000 _20,000 20,000 * 20,000 60,000 10,000 10,000 10,000 1 10.000 12 MOD: Fuel Tracking App 13 Contract Management App 1 95.000 15p00 -15000 15000'- 15,000 SW Dept CADIRMS _ f r_ 14 Police: Inlrast (Firewall, Servers, SAN) 323000 �. 15 Requirements I 46.000 16 RFP I Procurement Process 24,000 17 CAD Application t 1,500,000 100,000 _ 100,000 I 100,000 100,000 18 RMS 115.000 105000 APP 20 Daily Field Relporting App Prooanv Ann _3025000 i 000,1 15000 15,00D 00021 fR 5� 22 Hardware Desktop Vinuallzalion Program 23,105 3,021 3,021 i 3,021_ 23 E -Gov City Web I slte Redesign Portal 80,000 - 24 E -Gov City Web Content Management System 100,OOD 15,000 _ 15.000 15,000 25 E -Gov City Single Sign -On 2fi 182 4 152 4 152 4,152 26 E -Gov City E- Commerce / Online Payment App 50000 - 27 Hardware Scanners fi6000 - 28 SW Enter E -Forms Application 10000 1 - 29 SW Enter E- Signature App � 11000-1 - I - 30 SW Dept Electronic Plan Checking /Permit Appl 30D,000 20,000 _� 20.000 20,000 31 Jaroware Large Monitors (27') L.- 920 I - 32 E -Gov Public Online Public Alen Web App I 80,000 ___ ;�' 33 E -Gov Public Online Inspection Application "� 66,000 10,000 10000 10,000 34 E -Gov Public Online Citizen Action Request Appl l.°i.� 70,000 I 10,000 10,000 10 000 35 E -Gov Public Tablet Computers _12.000 - • L 6 36 SW Enter Public Records Request Application i- 50,000 T- 20,000 . 20,000 ' 20,000 37 SW Enter ERP Phase 2 1 _ 500 000 - f�'e_. I�.... .a_ 38 SW Enter Requirements _- 39 SW Enter Backlill Staffing _ 1 100,000 - 40 SW Enter Project Tracking System 90000 10000 10,000 41 SW Enter E- Procurement App 100000 _20000 20,000 42 SW Enter Facility I Asset I Fleet Management App 180 000 20,000 20,000 43 SW Enter MOO: Fuel Tracking Application u 80000 10000 10,000 44 SW Dept Fire: Pre HOSpBOI Care App 123000 15000_15.000 45 SW Dept Fire: Fire Inspection APPI - _123000 L, 15000 15,000 46 SW Dept Case Planning Application 75000 10000. 10,000 46 E -Gov Public Online Fire Alarms Web Web pp v '�` = i - -N 50.000, 10,000 49 E -Gov Public Online Encroachment Web A p _ _ -_ 50 E -Gov Public Online Street Closure Web A r 50000 1 •- 52 SW Dept Attorney: Legal Case Management App 53 SW Dept Library: Web Lit. Scheduling App 54 SW Dept Library: Library Statistic App 55 SW Dept CDD: Electronic Queuing APP s A. I 175,000 150000 _ ,,,112_000_ 70,OD0 Yearly Totals 8,317,084 1,4111 2,043,773 927,773 1,175,773 Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 33 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 42 T Jq P �. IT Planning Consulting Services City of Newport Beach November 10, 2011 Section 5 ITSP Enterprise Level Cost - Benefit Analysis 5.1 Cost - Benefit Analysis Method The ThirdWave Rapid Workflow CBA® methodology was used to quantify the opportunity savings of proceeding with the implementation of the ITSP. The cost benefit analysis (CBA) employed the following methodology: 1. Define Requirements: Rapid Workflow Process Models® identify business and service delivery needs (via problem / solution statements). Identify potential benefits (via quantifiable impacts / benefit statements). 2. Articulate a Prioritization Model: The ITSP planning team applied priority criteria to the initial list of ITSP Initiatives and reviewed the implementation approach with City management. 3. Build Cost - Benefit Model: • Use the workshop solution statements to articulate IT solutions; research high level systems / labor costs, including one time and recurring costs to determine budget estimates for the total cost of ownership. • Use the workshop Impact / Benefits statements to calculate potential benefits. Staff titles and stated inefficiencies documented in the Rapid Workflow® sessions were referenced in order to calculate staff inefficiency costs. Potential quantifiable benefits, including space, materials, staff labor, etc., were researched. • Costs and benefits were used to produce the Cost - Benefit model. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 34 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0166 V 310.312.9513 F 43 df �' IT Planning Consulting Services 1 City of Newport Beach November 10, 2011 5.2 Quantifiable Benefits The figure below illustrates potential quantitative benefits to be derived from investments made into the ITSP. The sooner proposed ITSP initiatives are implemented - the sooner the City will begin to reap the benefits, and the greater those benefits will be. Figure 5.2.1: Cost - Benefit Analysis Curve 9,000k 8,000k 7,000k 6,000k 5,000k 4,000k 3,000k 2,000k 1,000k Year 1 2 Costs 8,317,084 1,415,907 Benefits 854,401 2,845,773 Legend: W Costs I Benefits 3 4 5 2,043,773 927,773 1,175,773 3,310,511 3,363,956 3,393,668 ThirdWave believes the benefits will be significantly higher than those shown above for the following reasons: • In general, only one or two mission critical business requirements workshops were held with each department. Many business processes with potential benefits were not mapped out. • Numerous existing business expense items that were identified were not fully calculated given the limited project schedule and budget, i.e., the cost of paper, toner, and copier contracts, miles driven by field staff for lack of field access to data, and so on. • Many of the impacts pointed out in the Rapid Workflow® process maps lacked sufficient and /or specific data on operating cost and staff hours, therefore these hours were not included in the cost - benefit calculations. Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 35 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F M IT Planning Consulting Services City of Newport Beach November 10, 2011 5.3 Qualitative Benefits Qualitative benefits were also identified in the ITSP project indicating considerable opportunity for enhancing the services provided by the City to constituents as well as internally to City Departments. Unquantifiable business process improvement and service delivery benefits were split equally across external a „a (customer focused) and internal benefits. And while the Qa� benefits were not quantified (i.e., there is no measure of the magnitude of the benefits) the long list provided a general indicator of the magnitude. The figure on the following page provides a compiled list of potential ITSP benefits across the enterprise if the initiatives identified were implemented. This list indicates that the most substantial benefits of implementing an enterprise driven ITSP are the outcomes all municipalities strive for. The top 10 potential benefits identified by staff in business process analysis workshops include: 1. Staff time saving: which helps contain the biggest costs to local government — employees. This is done by deferring the addition of, or reducing, the need for new Full Time Equivalent staff positions. 2. Improved customer services: to residents, businesses and visitors in the City of Newport Beach. 3. Cost savings: the overriding issue facing municipal government today exacerbated by the current economy. 4. Staff productivity / efficiencies: fostering a workplace where more can be done with fewer recourses, fostering the organizational transformation that is currently underway — that of establishing a "Smarter, Faster, Smaller” city. 5. Increased consistencies: including uniformity across Information Technology solutions and business process / practices, resulting in staff time saving and lowered system costs. 6. Business Process Improvement: delivering streamlined business processes and enhancing the services provided by the City to increasing constituent demands. 7. Better, accurate, more reliable data: which will support the City's ability to produce better reports to City Management / City Council, better financial modeling, foster transparency, and allow for effective decision making. 8. Reduced confusion and stress: which will provide a better (less stressful) working environment for City staff, while at the same time, improving staff performance and results. 9. Improved Compliance: which will allow the City meet its fiduciary and regulatory responsibilities while mitigating risk and financial liabilities. 10. Better Decision Making: providing management and staff the ability to make decisions that are based on complete information resulting in sound policy and Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 36 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 45 ., !. IT Planning Consulting Services City of Newport Beach November 10, 2011 The figure below provides a compiled list of potential benefits if the ITSP initiatives are implemented, and their relative magnitude. Figure 5.3.1: Summary of Potential Benefits Across all Departments The quantifiable and unquantifiable benefits provide a compelling business case for approving and funding the City of Newport Beach IT Strategic Plan. Deliverable 3.4.1: Draft ITSP Implementation Plan 02011 37 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F we - -� • 1 2 3 4 5 L6 7 8 9 10 1 1 1213 14 15 16 17 18 19 20 21 22123 23 25 26127 1. More efficient use of staff time 27 2. Enhanced customer service 19 3. Cost Savings 13 4. Staff time savings 11 5. Better information I decisions 11 6. Eliminate I reduce paper I costs 10 7. Streamline business processes 10 8. Reduced errors I quality 6 9. Reduced staff stress 4 C 10. Minimize lost documents 3 11. Faster retrieval of information 3 0 12. Enhanced credibility perception 3 13. Reduced workload 3 14. Improved staff morale 3 15. Resolve emergency responses 2 16. Increased revenue 2 17. Eliminate inconsistencies 2 0 18. Better access to data 2 19. Foster transparency 2 20. Disaster recovery 2 21. More accountability 2 22. Reduced legal exposures 2 23. Safer environment 1 24. Real time information 1 Q 25. Better estimates 1 I [] The quantifiable and unquantifiable benefits provide a compelling business case for approving and funding the City of Newport Beach IT Strategic Plan. Deliverable 3.4.1: Draft ITSP Implementation Plan 02011 37 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F we IT Planning Consulting Services °�. City of Newport Beach November 10, 2011 O 2011 Section 6 Appendix Deliverable 3.4.1: Draft ITSP Implementation Plan 38 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 f 47 sn's IT Planning Consulting Services City of Newport Beach A 6.1 Strategic Business Technology Business Case November 10, 2011 The following template will be used by City staff / Departments for the procurement of significant strategic business technologies. Figure 6.1.1: Part 1: Strategic Business Technology Business Case Template Part 1: Strategic Business Technology Business Case 1. General Information Project Name Approval Date: De artment Approval Date: Project Manager Fund / Account Project Start Date Location Project End Date Budget Est. 2. General Information ❑ General Fund Operating Budget ❑ Enterprise Fund ❑ Capital Budget ❑ Grant Funded 4. Executive Summa of Business Need De er Signature: t. Mana Approval Date: ITGC Signature: Approval Date: Deliverable 3.4.1: Draft ITSP Implementation Plan © 2011 39 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F IT Planning Consulting Services a City of Newport Beach November 10, 2011 c„ _y Figure 6.1.2: Part 2: Strategic Business Technology Business Case Template 1. Project Project Name: Department: 2. Scope of Work (WBS) / Budget Estimate Professional Services: (Fill in amounts where applicable.) PS 1.1 Project Management .......................................... ..............................$ PS 1.2 Requirements Definition ..................................... ..............................$ PS 1.3 System / Technical Specification ....................... ..............................$ PS 1.4 Systems Installation: PS1.4.1 Hardware ............................................................ ..............................$ PS1.4.2 Software .................................. .......................................................... S PS 1.5 System Configuration ......................................... ..............................$ PS1.6 System Testing ................................................... ..............................$ PS 1.7 Production Testing .............................................. ..............................$ PS1.8 System Fixes ...................................................... ..............................$ PS 1.9 Documentation: ............................................................................... $ PS 1.9.1 Systems Documentation .................................... ..............................S PS 1.9.2 End User Documentat ion ................................... ..............................S PS 1.10 Training: PS1.10.1 IT Staff ................................................................. ..............................$ PS1. 10.2 End Users ........................................................... ..............................$ PS 1.11 Project Cut - Over ................................................. ..............................$ PS 1.12 System Maintenance .......................................... ..............................$ PS 1.13 Ongoing Technical Support ................................ ..............................$ Professional Services Subtotal $ 0,000 Software: Qty. Unit Cost Subtotal Maint -Near SW 1 Software Name _ $ $ S SW 2 Software Name _ $ $ $ SW 3 Software Name _ $ $ $ SW 4 Software Name $ $ $ © 2011 Deliverable 3.4.1: Draft ITSP Implementation Plan 40 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F .. di i IT Planning Consulting Services 11 1t I f' City of Newport Beach November 10, 2011 Software Subtotal$ 0,000 $ 0,000 Hardware: $ Qty. Unit Cost Subtotal Maint. HW 1 Hardware Name _ $ $ S HW 2 Hardware Name _ $ $ $ HW 2 Hardware Name _ $ $ S HW 3 Hardware Name $ $ $ Hardware Subtotal $ 0,000 $ 0,000 $ 0,000 4. Summary Budget Estimate One Time Maint. / Yr. Professional Services $ Software: $ $ Hardware: $ $ TOTAL BUDGET ESTIMATE $ $ 5. Business Process Assessment One Time Ongoing Yr. Quantifiable Benefits: • Cost Savings • Deferred Costs: • Increased Revenues Qualitative Benefits: • Customer Service Benefits (list below) • Internal Operating Benefits (list below) Attach Business Process Improvement assessment to this sheet. Deliverable 3.4.1: Draft ITSP Implementation Plan @2011 41 ThirdWave Corp 11400 W. Olympic Blvd. Suite 200 Los Angeles CA 90064 310.914.0186 V 310.312.9513 F 081