. SAN RAFAEL CITY COUNCIL AGENDA REPORT

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1 Agenda Item No: Meeting Date: June 16, 2014 Department: Management Services. SAN RAFAEL CITY COUNCIL AGENDA REPORT Prepared by: Gus Bush, IT Manager fity Manager Approval: --, J=-.S SUBJECT: INFORMATION TECHNOLOGY (IT) PROJECT ROADMAP FOR 2014 RECOMMENDATION: City Council accept the informational report. BACKGROUND: The City has historically invested in its information technology (IT) environment to improve its overall effectiveness and to enable the City to better respond to community expectations. These improvements in organizational structure and technical infrastructure, however, were eroded by reductions in both funding and staffing necessitated by the City's revenue shortfalls during the recent economic recession. Prior to the recession, IT was made up of 6.5 positions dedicated to the Division's assigned workload, supplemented at times by temporary seasonal workers and by contractors as needed for special projects. Outside of the Division, several departments also had specific staff members who worked closely with IT to provide first-tier information technology support and to coordinate larger issues. Improvements to the City's information technology infrastructure included the implementation of server virtualization technology and the adoption of a 4-year replacement program (consistent with industry best practices) for its inventory of about 420 desktop level computers. Today, the IT Division is staffed by only 4.7 employees who are largely responsible for the same level of workload as in years past (with an average of 2,100-2,300 service requests per year). Although the IT Division has sought to be as productive as possible, it is not feasible to provide the same level, quality, and timeliness of services with fewer staff positions. Contractor personnel (funded about 60% by IT and 40% directly by individual departments) have become a fixture in IT in order to keep up with priority projects and to handle tasks needing special skill sets. With the approximate 15% reduction of staff City-wide in the last few years, departmental resources that supplemented the IT staff have also been reduced. As a stop-gap measure, most departments now have multiple individuals who sporadically work with IT, which can lead to a more fragmented approach and to difficulties in prioritization. FOR CITY CLERK ONLY File No.: Council Meeting: Disposition:

2 SAN RAFAEL CITY COUNCIL AGENDA REPORT I Page: 2 These staffing and resource reductions led the City to defer significant technology improvement projects in order to focus on keeping existing IT infrastructure and mission-critical systems operational. Response times increased for regular service requests and desktop computer replacements was changed to a six-year plan rather than four years (for an inventory that has grown to nearly 520 computers). Plus, no major expenditures were made in the last few years towards newer (faster) network devices while most of the server equipment bought in is now in need of replacement. The end result is that a backlog of projects has accumulated for the replacement of both infrastructure items and for application systems that are either obsolete, incompatible with newer technologies, or no longer supported by their vendors. In the last year or so, the City's financial situation has begun to improve and departments have started identifying necessary technology improvements to help attain efficiencies and increase customer service. IT began a strategic planning process in-house but realized due to operational and project demands that outside assistance was necessary. In March of 2014, staff turned to NexLevellnformation Technology to lead the development of this plan. ANALYSIS: Over the last two months, NexLevel led staff through discussions to review the City's information technology needs and to identify and prioritize a list IT projects that could potentially be accomplished in the next 12 to 18 months. The process involved interviewing the key staff in each department to understand their current use of technology as well as their future needs. At the end of May, NexLevel then held a prioritization workshop with the City's Technology Committee, which includes representatives from every department. The results of this process are now being presented to the City Council and will also be documented in an IT Projects Roadmap document that will serve as the foundation for an Information Technology Strategic Plan. The results of the planning process confirm that the City needs to increase its investment in technology resources in order to better support department's functional requirements. NexLevel's perspective is that while deferring information technology investments is often necessary due to revenue constraints, it has the effect of creating a backlog of IT projects and ultimately service delivery impacts. The key is to take a strategic approach to first rebuild the foundational infrastructure and then invest in new technology that could transform the way the City conducts business. NexLevel first worked with IT and the departments to document a list of major technology projects that are currently in progress. This includes the following: Annual desktop computer replacements using the current 6-year lifecycle Migration of all computers to a new networking environment based on Windows 7 Major infrastructure upgrades for the Police Department and its partner agencies Expansion of network infrastructure and public computing capabilities at the downtown Library Development of functional requirements for a City-wide electronic document management system Planning an integrated voice recognition system for inspections in Community Development Supporting the implementation of a GIS-based work order system for Public Works All together, these projects represent a large workload that can be expected to keep IT staff and contract workers very busy through the end of 2014.

3 SAN RAFAEL CITY COUNCIL AGENDA REPORT I Pal:;e: 3 The key new projects identified in the planning process were consolidated into a list of "Top 10" projects (Attachment), which were identified and prioritized by the City's Technology Committee, focusing on those projects that were of high-value to the City and that could potentially be accomplished in the next 12 to 18 months. This list is divided into two categories: (1) Infrastructure and Application Projects and (2) Resource, Service Delivery, and Planning Projects. At the top of the Infrastructure and Applications part of the list are the following three projects: 1. Technology Infrastructure Improvements. The City must invest in upgrading or replacing outdated infrastructure components in order to maintain its current capabilities and to lay a foundation for future enhancements. City Council's recent approval of $270K to upgrade the City's network storage equipment is a good first step in this direction. Additional expenditures are required to upgrade the City's environment, replace aging server computers and network communication devices, and to bolster network security. A minimum of $150K each year, above and beyond current budgeted amounts, will be needed to support technology refresh efforts. This project is foundational in that other projects will not be possible without it. 2. Acquire Document Management System. Once staff identifies a list of functional requirements for an enterprise document management system (EDMS), the next steps are to solicit proposals, select a system and implementation vendor, and negotiate an initial implementation contract. A budget of $50-75K is recommended to obtain EDMS implementation assistance to lead the City through this process. This project is also foundational in that other projects will either not be possible or will be less effective without it. 3. Enterprise Resource Planning (ERP) Upgrade Analysis. The City's current ERP system (Tyler Eden), which is used as the City's primary financial software (financial transaction processing and reporting), is showing its age in system performance and is also limited in functionality. recommends we consider options for maximizing the use of Eden in the short-term, possibly by enhancing it with additional modules or third-party products as needed to meet established reporting requirements. Once IT infrastructure improvements and EDMS implementation are well underway, staff will be able to turn its focus on the extensive effort required to implement the longer-term goal of replacing its ERP system. The initial analysis can be expected to cost approximately $20-35K. The rest of the Infrastructure and Applications part of the list is made up of the following four projects: 4. Improving community engagement and relationship management through the acquisition and implementation of software or other tools that would enable the City to readily author and publish content to the public web-page or numerous other outlets used by the community and to receive, direct, and track service requests from the public. 5. Developing a plan to improve and expand mobile computing capabilities. 6. Enabling inter-department collaboration through access to shared electronic documents. 7. Studying City-wide geographic information system (GIS) business requirements to improve the utilization of the existing GIS system. On the Resource, Service Delivery, and Planning part of the "Top 10" list are the following three projects:

4 SAN RAFAEL CITY COUNCIL AGENDA REPORT / Page: 4 1. Analyze IT Service Delivery Capabilities. A review is required of the internal workings of the IT Division, how work is accomplished and who performs that work. IT has already begun this process by hiring a process consultant to improve on its help desk operations. Further changes may require adding additional assistance on a continuing basis. Establishing service level standards with departments, to help determine the resources required to meet those agreements, is a likely place to focus in the coming months. A budget of $20-35K plus appropriate staff time is needed to support this analysis. 2. City-wide Training. This area must be included in every ongoing and future project in order to ensure a solid return on investment. With significant reductions in training budgets, staff is not getting the most out of existing systems such as Microsoft Office, the Shoretel phone system, and GIS. A base budget of $35-40K for an ongoing technology training program would go a long way to filling the gap. 3. Develop StrategiC Plan. The next step in continuing with the City's strategic approach to technology planning is to develop a comprehensive document covering projects and resources for the next 3-5 years. This document will provide a foundation for identifying, prioritizing, assigning resources, and scheduling in order to ensure technology is in place to help meet the City's business goals. This planning effort will most likely take 4-6 months and cost an estimated $50-75K to complete. To some extent, these three projects should be able to run concurrently with the seven Infrastructure and Applications Projects. But, of course, there will be some interdependencies that may require the completion of Resource, Service Delivery, and Planning projects prior to embarking on specific Infrastructure and Application project tasks. will incorporate any direction from the City Council at tonight's meeting, and then work with NexLevel to finalize the formal IT Projects Roadmap document. FISCAL IMPACT: Over the course of the next two fiscal years, NexLevel and IT estimate that the "Top 10" projects identified in the IT Projects Roadmap will require at least $ K to complete. Some of these cost estimates, however, only include the initial planning phase for much larger projects such as EDMS acquisition, ERP upgrade analysis, and improving IT service delivery; additional analysis is required to determine specific project scopes and the exact approaches to be used in follow-on phases. IT has submitted budget requests of $420K in FY and $285K in FY to cover the initial cost estimates for the "Top 10" projects. The Finance Department has considered these numbers in its preparation of the FY budget and will make recommendations to the City Council as part of its presentation. Further financial resource needs will be presented to the Council once their costs are known and their respective timeframes for implementation have been determined. Finance is working closely with IT on this effort and is planning for the upcoming larger expenditures so that the funds are available when needed. OPTIONS: 1. Accept the IT Project Roadmap report as delivered. 2. Direct staff to modify its approach to IT project planning. ACTION REQUIRED: City Council accept the report on the IT Projects Roadmap. Attachment: City-wide Highest Priority Projects

5 r City of San Rafael 2014/15 IT RoadMap: "Bluewall" Project Planning Template 1 Technology Infrastructure Improvements (Servers, Network, etc.) (a) Provide continuing funds to replace overaged upgrade infrastructure Implement 75K 150K beyond current PC replacement program components including servers, network components, desktop devices, and mobile devices (b) Upgrade / replace Environment Implement TBD TBD TBD TBD Conduct secu assessment and TBD TBD TBO 2 Acquire Content / Document Management System (a) Develop formal procurement for the acquisition and phased implementation of Procure 7S -look a content / document management system, including the preparation of the RFP, solicitation and evaluation of vendor proposals, selection, and contract negotiation (b) Install document management system and implement for first City Implement Range of Cost TBD TBO TBO TBD TBD department(s) for EDMS TBD Conti tion of document management TBO TBD TBD 3 ERP Upgrade Analysis / Plan (Finance, H/R, Budget, etc.) (a) Conduct a study to identify the key constraints and problems being faced by the Plan 20-35K + and City in the use of the Eden product and identify actions to improve the uti of the product (including expediting the update of financial results and closing processes) and to enhance it (including integration with workflow and document management) (b) Implement short-term recommendations Implement TBO TBD TBD (e) Implement longer-term recommendations, possibly including licensing / Implement TBD TBD TBO TBD implementation of additional modules for financial systems (TBO) 4 Long-term City-wide Relationship Management / Community Increase public access to City information and services with the objectives of Engagement / egovernment Plan improving transparency and increasing productivity by shifting some staff responsibilities to self-service processes and utilizing automated workflow processes (a) Pilot implementation of web-based CRM software for handling referrals of public service requests (b) Acquire / install new tools to enable Departments to quickly author, edit, and content to the web or other outlets 5 Develop Mobile Data Access Improvement Plan Conduct a city-wide study to identify problem areas within the City where 40-65K 35 mobile data access is problematic and alternative approaches to improving coverage including changes in service providers, polices, and standards, etc. 6 Enable Inter-departmental Access to Shared Folders Provide increased access to network folders or create a city-wide repository for 20-35K and 15 document collaboration, etc, across Departments (SharePoint upgrade and traini 7 City-wide GIS Business Requirements Study (a) Conduct a city-wide functional study of GIS requirements to enable City 20-35K and 35 departments to make better use of the information presently provided in the GI and opportunities to add additional layers (b) Implement short-term recommendations TBD TBD TBO Resource, Service Deli 1 Analysis to Improve IT Service Delivery Capabilities (a) Improve IT service delivery capabilities including potentially adding staff (either 20-35K and TBD full time or part time) with critical skill sets, improving internal procedures, and improving how the City uses external services. (b) Procure external services and temporary staff as needed TBD TBO TBD TBD TBD TBD 2 City-wide Training (Informal and Formal) staff including use of computers, office 35K 40K Develop Strategic Plan / Vision / Opportunites As an outgrowth of the updating of the project list, develop a formal information 50-75K technology strategic plan for the City that identifies its target technology environment, prioritizes the steps in the migration to the target environment, and provides an action plan for the implementation of the recommendations. Expenditure Per Quarter ($000): 45 9S re Per FY 420