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Draft - September 9, 2013
Information Technology Strategic PlanFY2013-2017
Working Document
Carmel-by-the-Sea
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Section Page Executive Summary 3
Introduction 22
Vision and Mission 30
Goals and Objectives 32
Key Strategic Initiatives 39 Implementation Roadmap 65
Initial Estimated Cost 67
Measuring Our Success 74
IT Governance 79
Appendices Appendix A – Participants 84
Appendix B – Interview Methodology 87
Appendix C – Definitions 90
Appendix D – Projects 98
Table of Contents
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Executive Summary
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Technology planning is imperative for the City to meet service demands efficientlyand effectively while maintaining a consistent focus on investment and
improvement.
The City’s technology implementation has fallen behind in recent years. Most
business functions are either still performed manually or rely on outdated
applications that are difficult to support.
Access to data is extremely limited resulting in time-consuming manual processes
to collect and aggregate data for analysis and reporting.
The City has a unique opportunity to capitalize on new, integrated technologies to
streamline daily operations, improve transparency and increase responsivenessand flexibility.
Executive SummaryIntroduction
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Our focus:
How to take advantage of the “cloud” and mobile applications while leveraging the new
technologies that make it quick and easy to respond to changing constituent demand
Become a more agile organization
An IT Strategic Plan is an identified policy plan for the City.
Developing the plan is a 2013 Key Initiative.
Executive SummaryIntroduction
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The Information Technology strategic planning process began in March 2013, bybringing together the City’s leadership team to define how information technology
(IT) can be used to effectively and efficiently support the City’s vision and goals.
The collaborative strategic planning process yielded important insight that led to
identifying a vision and mission, and priority project and initiatives.
Facilitated by Public Consulting Group, this document presents the results of the
planning process: the City’s Vision for IT, the Mission of the IT organization and
identification of key Goals, Strategies and Initiatives to be addressed over the next
five years.
Executive SummaryIntroduction
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Vision
Carmel-by-the-Sea will be recognized as a leader where residents, businesses, visitors and
government connect and work together for the benefit of the community through innovative
and engaging IT solutions.
Mission for City IT Organization:
By embracing the core standards of quality service, accountability, efficiency and customer
orientation, City IT will provide the highest level of professional services to its customers
through innovative information technology solutions aligned with the City’s strategic goals
and objectives.
Executive SummaryIT Vision and Mission
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We will have reached our vision for information technology when we have achievedthe following results:
Goal 1: Residents, businesses, visitors and staff have easy access to the information
and transactions they need at their convenience (anytime; anyplace).
Goal 2: IT applications are designed to encourage collaboration and communication
among internal and external users.
Goal 3: Processes and procedures are in place to manage and track IT investments to
ensure they directly and measurably, support business priorities, initiatives and outcome
goals.
Goal 4: The City’s applications effectively streamline business processes, improve
information sharing and enable an outcome-based, accountable approach to servicedelivery.
Goal 5: City staff are provided tools and training that enable them to work collaboratively
to provide internal and external customers the highest quality service and support.
Executive SummaryGoals
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To Achieve the Goals, We Will: Provide a secure, reliable and accessible infrastructure
Increase access channels
Provide the information people need and want; when they want it
Enable data sharing and exchange
Implement intuitive, easy-to-use applications
Implement intuitive, easy-to-use collaboration tools
Develop an IT funding strategy
Develop an IT sourcing strategy
Leverage public/private and public/public partnerships
Implement applications to support routine business needs
Implement a performance management system tied to City goals & objectives
Reduce the time it takes to access services and conduct business
Streamline and integrate business processes and workflow
Understand customer business needs
Prepare for the future through research and development
Increase technical expertise and proficiency
Executive SummaryStrategic Objectives
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The following Guiding Principles will guide our decision-making:
Information technology decision-making will be driven by the City’s business needs and
available resources.
Quality Service, Accountability, Efficiency and Customer Orientation will be the driving
considerations when selecting and implementing IT solutions.
We will make resource investments that support the City’s long-term vision andstrategic direction.
We will identify, measure and track the value of IT investments and increase
accountability of IT expenditures.
Strategic partnerships will be established between stakeholders and the City so that the
benefits of IT are leveraged to improve customer service and maximize the productivityof City employees.
IT will facilitate the development of a business driven architecture that ensures
departments can effectively communicate with each other, and share and exchange
information as appropriate.
Executive SummaryGuiding Principles
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We will implement security policies and standards to protect systems, networks,resources, and data from loss and unauthorized access, use, modification, destruction,
and disclosure.
Security will be the responsibility of every City employee. Employees will be trained so
that they can prevent security incidents from happening, and detect and mitigate such
incidents when they occur.
We will partner with neighboring jurisdictions and organizations when possible.
We will use open source solutions when feasible.
We will use integrated applications across departments to facilitate data sharing and
minimize costs.
We will move applications to the cloud when it makes sense to do so.
We will buy rather than build.
Executive SummaryGuiding Principles (Cont)
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23 key IT initiatives have been identified which are comprised of multiple projectsto move the City forward in achieving its goals and objectives. The focus at the
front-end of the Plan is on four immediate projects:
Online City Hall – Website Enhancement
Enterprise Resource Planning System Implementation
Enterprise Technical Architecture
Resident / Business Outreach
These four lay the foundation which will ultimately lead to a technology
implementation designed to bring City government and the community closer
together through shared forums and greater transparency.
Executive SummaryKey Initiatives
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This graphic
represents the
tentative timeline
for implementing
key initiatives
It will be adjusted
over time taking
into consideration
available funding,
staff,
dependenciesbetween initiatives
and City priorities
Executive SummaryImplementation Roadmap
\
The following diagram depicts key initiatives and projects The timeline will be evaluated and adjusted over time taking into
consideration available funding, staffing, dependencies between initiatives and City priorities.
Initiatives / ProjectsGoal
I-4
I-1
I-3
G-1
T-2
T-1
Carmel-by-the-Sea IT Strategic Plan Implementation Roadmap
Goal 1Residents, businesses, visitors and staff have
easy access to the information and transactions
they need at their convenience (anytime;
anyplace)
Goal 2
IT applications are designed to encourage
collaboration and communication among internal
and external users
Goal 3
Processes and procedures are in place to manage
and track IT investments to ensure they directly
and measurably, support business priorities,
initiatives and outcome goals
Goal 5
City staff are provided tools and training that
enable them to work collaboratively to provide
internal and external customers the highestquality service and support T-3
A-2
E-1
E-3
E-2
A-1
I-2
Goal 4
The City’s applications effectively streamlinebusiness processes, improve information sharing
and enable an outcome-based, accountableapproach to service delivery
Supporting Goal 3
G-1: IT Governance
2013/14 2014/15 2015/16 2016/17 2018/19
E-5
E-4
E-6
I-5
I-6
A-3
A-4 A-5
A-6
E-7
Supporting Goal 5
T-1:Using IT Effectively Program
T-2: IT Staff Development
T-3: Resident / Business Outreach
Supporting Goal 4
E-1: ERP – Financial/HR ManagementE-2: ERP - Business Process Reengineering
E-3: ERP – PermittIng/Code Enforcement
E-4: ERP - Fleet/Facility/Fuel Management
E-5: ERP – Request Tracking
E-6: ERP – Document Management
E-7: ERP - Public Safety Applications
Supporting Goal 1
I-1: Online City Hall – Web, Social Media
I-2: Alert Monterrey
I-3: Walking Tour
I-4: IT Security Program
I-5: Technical Architecture
I-6: Business Continuity & Disaster Preparedness
Supporting Goal 2
A-1: Online City Hall – City Source Civic Engagement
A-2: Agenda Management SystemA-3: IT Business Continuity – GIS Program
A-4: Online City Hall – City Intranet
A-5: Online City Hall – Discussion Forums
A-6: WebEOC
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Following are the preliminary high level cost estimates for key initiatives
Estimated costs are based upon experience and/or research and the scope of work as
envisioned during the planning process.
Both a low and high estimate are provided due to the uncertain nature of estimating at
this level of detail.
Costs will be refined each year as part of the budgeting process and/or when a given
project is undertaken.
Executive SummaryInitial Estimated Costs
$
$$
$$$
$$$$
$$$$$ >$100,000
Legend
$0 – $10,000
$10,000 - $20,000
$20,000 - $50,000
$50,000 - $100,000
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Executive SummaryInitial Estimated Costs
Timeframe
One-Time CostAnnual Recurring
Cost
Low High Low High
Goal 1: Residents, businesses, visitors and staff have easy access to the information and transactions they need at their
convenience (anytime; anyplace)
Objective 1: Provide a secure, reliable and accessible infrastructure
I-4: IT Security Program FY14/15 $ $$ $ $
I-5: Technical Architecture FY14/15 $$$$ $$$$ $ $$
I-6: Business Continuity & Disaster Preparedness FY14/15 $ $ $ $
Objecte 2: Increase access channels
I-1: Online City Hall – Web, Social Media, Mobile Apps FY13/14 $$ $$$ $ $
Objective 3: Provide the information people need and want; when they want it
I-2: Alert Monterey FY13/13
I-3: Walking Tour
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Executive SummaryInitial Estimated Costs
Timeframe
One-Time CostAnnual Recurring
Cost
Low High Low High
Goal 2: IT applications are designed to encourage collaboration and communication among internal and external users
Objective 4:Enable data sharing and exchange
A-1: Online City Hall – City Source Civic Engagement FY14/15 $$ $$$ $ $$
A-2:ERP - Agenda Management System FY13/14 $$$ $$$$ $ $
A-3: Online City Hall – GIS Program FY14/15 $$ $$$ $ $
A-4: Online City Hall – City Intranet FY14/15 $ $ $ $
A-6: WebEOC FY13/14
Objective 5:Implement intuitive, easy-to-use applications
Objective 6: Implement intuitive, easy-to-use collaboration tools
A-5: Online City Hall – Discusssion Forums FY16/17 $ $$ $ $
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Executive SummaryInitial Estimated Costs
Timeframe
One-Time Cost
Annual Recurring
Cost
Low High Low High
Goal 3: Processes and procedures are in place to manage and track IT investments to ensure they directly and
measurably, support business priorities, initiatives and outcome goals
Objective 7: Develop an IT funding strategy
G-1: IT Governance FY13/14 $ $
Objective 8: Develop an IT sourcing strategy
Objective 9: Leverage public/private and public/public partnerships
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Executive SummaryInitial Estimated Costs
Timeframe
One-Time Cost Annual RecurringCost
Low High Low High
Goal 4: The City’s applications effectively streamline business processes, improve information sharing and enable an
outcome-based, accountable approach to service delivery
Objective 10: Implement applications to support routine business needs
E-1: ERP – Financial/HR Management FY13/14 $$$$ $$$$ $$ $$
E-3: ERP –
Permittng/Code Enforcement FY14/15 $$ $$$ $ $E-4: ERP -Fleet/Facility/Fuel management FY15/16 $$ $$$ $ $
E-5: ERP – Request Tracking FY14/15 $$ $$$ $ $
E-7: ERP - Public Safety Applications FY13/14 $$$$$ $$$$$ $$ $$
Objective 11: Implement a performance management system tied to City goals & objectives
Objective 12: Reduce the time it takes to access services and conduct business
E-6: ERP – Document Management FY15/16 $$$ $$$$ $ $
Objective 13: Streamline and integrate business processes and workflowE-2: ERP - Business Process Reengineering FY14/15 $ $
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Executive SummaryInitial Estimated Costs
Timeframe
One-Time CostAnnual Recurring
Cost
Low High Low High
Goal 5: City staff are provided tools and training that enable them to work collaboratively to provide internal and
external customers the highest quality service and support
Objective 14: Understand customer business needs
T-3: Resident / Business Outreach FY14/15 $ $$ $ $
Objective 15: Prepare for the future through research and development
Objective 16: Increase technical expertise and proficiency
T-1: Using IT Effectively Program FY14/15 $ $ $ $
T-2: IT Staff Development Program FY13/14 $ $ $ $
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Even the best-laid plans change. We will conduct formal and informal surveysregularly to measure our performance and alter course as necessary over the next
five years. We will know we have successfully implemented this plan when our
internal (employees, Mayor and City Council members) and external (residents,
businesses, visitors) customers tell us:
The City supports open government: transparency, accountability and collaboration;
They can conduct business with the City and access the information they need at their
convenience;
The City’s environmental footprint has been decreased; and
Investment decisions are tied to mission impact.
Executive SummaryMeasuring Our Success
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The next steps in the planning process are to:
9/9/2013 - Incorporate feedback from the Mayor and Council into the Draft Plan.
Over the next 4 weeks, solicit public comment on the updated Draft Plan.
Meet with Planning Team to discuss public input.
Modify Plan Draft as appropriate.
Present the Final Draft Plan to the Mayor and Council for comment.
In October, finalize the Strategic Plan.
In November, Adopt the Plan.
Executive SummaryNext Steps
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The Plan
Introduction
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The City’s technology implementation has fallen behind in recent years. In March2013, Public Consulting Group (PCG) was retained to conduct a technical
assessment of the City’s information technology implementation and develop an IT
Strategic Plan to guide the City’s IT investments for the next five years.
PCG followed a structured approach which included documentation review, onsite
inspection, a technical assessment, interviews and workshops.
18 people were interviewed.
10 City staff participated in workshops.
A summary of the Technical Assessment follows.
Background
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Technical Assessment Results
The condition of Carmel’s IT infrastructure and applications has grown organicallyover several years.
Configurations, policies and operating procedures are largely un-documented.
The IT security posture does not appear to be in alignment with City priorities or
industry standards. The infrastructure is not prepared to recover from a disastrous event.
The physical infrastructure is somewhat disorderly and includes retired cables and
hardware intermingled with production equipment.
The lack of documented configurations, policies and operating processes; thequestionable security posture; the level of disaster preparedness; and the physical
condition of the infrastructure present a risk to maintainability and availability of the
City’s technology platform.
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The Planning Approach
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Planning Approach
Met with Executive leadership Identified project goals
Established preliminary project schedule
Reviewed relevant background material
Budgets Plans
Policies
Network diagrams
City’s website
Conducted interviews with elected officials, executivesand staff
18 People were interviewed
1.ProjectInitiation
2. Gather Data
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Planning Approach
We reviewed the City’s current technology implementation:
Physical inspection
Documentation review
Interviews with technical and non-technical staff
Recommendations for immediate and longer-termimprovements were identified
3. AssessEnvironment
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Developed the vision for the use of technology in the City Analyzed data and key findings
Drafted IT Vision and Mission Statements
Drafted Goals and Operating Principles
Conducted Workshop 1
Reviewed and discussed results of data gathering
Reviewed and discussed draft Vision, Mission, Goals and
Operating Principles
Conducted Workshop 2
Developed Strategic Objectives for implementing each goal
Identified Key Initiatives / Projects
Conducted Workshop 3
Prioritized Key Initiatives
10 City staff participated in the workshops
Planning Approach
4. ArticulateVision
5. Develop
Strategy
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Developed Implementation Roadmap Created the Information Technology Strategic Plan Working
Document
Developed the Communication Plan
Next Steps:
Present the Draft Plan to the Mayor and Council for comment
Solicit Public Comment
Finalize the Plan
Provide City with Project Library Documents
Planning Approach
6. Develop anEffective
ImplementationPlan
7. Review andAdopt the
Strategic Plan
8. ProjectClose-out
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Vision and Mission
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Vision Carmel-by-the-Sea will be recognized as a leader where residents, businesses, visitors and
government connect and work together for the benefit of the community through innovative
and engaging IT solutions.
Mission for City IT Organization:
By embracing the core standards of quality service, accountability, efficiency and customer
orientation, City IT will provide the highest level of professional services to its customers
through innovative information technology solutions aligned with the City’s strategic goals
and objectives.
IT Vision and Mission
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Goals and Objectives
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We developed the Strategic Plan goals and objectives using the Balanced ScorecardMethodology.
The Balanced Scorecard is a management system that enables organizations to clarify their
vision and strategy and translate them into action.
The Balanced Scorecard views the organization from four perspectives
Customer,
Financial,
Internal Process and
Learning and Growth.
It provides feedback around both the internal business processes and external outcomes inorder to continuously improve strategic performance and results.
Five goals were agreed upon.
Introduction
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Balanced Scorecard Perspectives
Balanced Scorecard Institute
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Goals for Information Technology
We will have reached our vision for information technology when we have achievedthe following results:
Goal 1: Residents, businesses, visitors and staff have easy access to the information
and transactions they need at their convenience (anytime; anyplace).
Goal 2: IT applications are designed to encourage collaboration and communication
among internal and external users. Goal 3: Processes and procedures are in place to manage and track IT investments to
ensure they directly and measurably, support business priorities, initiatives and outcome
goals.
Goal 4: The City’s applications effectively streamline business processes, improve
information sharing and enable an outcome-based, accountable approach to servicedelivery.
Goal 5: City staff are provided tools and training that enable them to work collaboratively
to provide internal and external customers the highest quality service and support.
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Sixteen strategic objectives designed to turn the goals into reality and achieve thevision were identified. Collectively, these objectives describe how the City’s IT
organizations will achieve the City’s information technology goals.
Each objective on the following pages is identified as supporting one of the four
Balanced Scorecard perspectives: Customer, Financial, Internal Process or
Learning and Growth and aligned with one of the five goals.
Strategic Objectives
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To Achieve the Goals, We Will: Provide a secure, reliable and accessible infrastructure
Increase access channels
Provide the information people need and want; when they want it
Enable data sharing and exchange
Implement intuitive, easy-to-use applications
Implement intuitive, easy-to-use collaboration tools Develop an IT funding strategy
Develop an IT sourcing strategy
Leverage public/private and public/public partnerships
Implement applications to support routine business needs
Implement a performance management system tied to City goals & objectives
Reduce the time it takes to access services and conduct business Streamline and integrate business processes and workflow
Understand customer business needs
Prepare for the future through research and development
Increase technical expertise and proficiency
Strategic Objectives
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Goals and Objectives
Goal 3
Processes and procedures are in
place to manage and track IT
investments to ensure they
direct ly and measurably, support
business pr ior i t ies, in it iat ives
and outcome goals
Goal 5City staf f are provided tools and
train ing that enable them to work
col laborat ively to provide
internal and external customers
the highest qual i ty service and
support
Objective 14Understand customer
business needs
Objective 16Increase technical
expertise & proficiency
Objective 15Prepare for the future
through R&D
Objective 5Implement intuitive,
easy-to-useapplications
Goal 1Residents, businesses, visi tors
and staf f have easy access to the
informat ion and transact ions
they need at their convenience
(anyt ime; anyplace) Objective 1
Provide secure, reliable& accessibleinfrastructure
Objective 12Reduce time to access
services & conductbusiness
Objective 3Provide info people
need & want, when theywant it
Objective 13Streamline & integratebusiness processes &
workflow
Objective 8Develop IT sourcing
strategy
Goal 4
The City’s app lications effectively streamline business processes,
improve informat ion shar ing and
enable an outcom e-based,
accountable approach to service
del ivery
Objective 2Increase access
channels
Objective 7Develop IT funding
strategy
Objective 9Leverage public/
private & public/publicpartnerships
Objective11Implement performance
management system
Objective 4Enable data sharing and
exchange
Goal 2
IT Applicat ions are designed to
encourage col laborat ion and
communicat ion among internal
and external users
Objective 6Implement intuitive
easy-to-usecollaboration tools
Objective 10Implement apps to
support routinebusiness needs
VISIONCarmel-by-the-Sea will be
recognized as a leader where
residents, businesses, visitors
and government connect and
work together for the benefit of
the community through
innovative and engaging ITsolutions
Customer View
ProcessView
FinancialView
Learning &Growth View
Legend
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Key Strategic Initiatives
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23 Key Strategic Initiatives were identified This section begins with a summary diagram of goals, objectives and initiatives. It
is followed by narrative for key initiatives.
Key Strategic Initiatives
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Goals, Objectives and Initiatives
Goal 3
Processes and proc edures are in
place to manage and track IT
investments to ensure they
direct ly and m easurably, suppor t
business pr ior i t ies, in it ia t ives
and outcome goals
Goal 5City staff are provided tools and
training that enable them to work
col laborat ively to provide
internal and external customers
the highest qual i ty service and
suppor t
Objective 14
Understand customer business needs
Objective 16Increase technical
expertise & proficiency
Objective 15
Prepare for the futurethrough R&D
Objective 5Implement intuitive,
easy-to-useapplications
Goal 1Residents, businesses, visi tors
and staff have easy access to the
informat ion and transact ions
they need at their convenience
(anytime; anyplace) Objective 1
Provide secure, reliable& accessibleinfrastructure
Objective 12Reduce time to access
services & conductbusiness
Objective 3Provide info people
need & want, when theywant it
Objective 13Streamline & integratebusiness processes &
workflow
Objective 8Develop IT sourcing
strategy
Goal 4The City’s applications effectively
streamline business processes,
improve informat ion shar ing and
enable an outcome-based,
accountable approach to service
delivery
Objective 2Increase access
channels
Objective 7Develop IT funding
strategy
Objective 9Leverage public/
private & public/publicpartnerships
Objective11Implement performance
management system
Objective 4Enable data sharing and
exchange
Goal 2
IT Applications are designed to
encourage col laborat ion and
communicat ion among internal
and external users
Objective 6Implement intuitive
easy-to-usecollaboration tools
Objective 10Implement apps to
support routinebusiness needs
VISION
Carmel-by-the-Sea will be
recognized as a leader whereresidents, businesses, visitors
and government connect and
work together for the benefit of
the community throughinnovative and engaging IT
solutions
Technical Architecture
Online City Hall – Web; SocialMedia
IT Security Program
GIS Program
Agenda Management System
ERP System
Permitting & Code EnforcementSystem
Business Process Re-engineering
IT Governance
City Intranet
Alert Monterrey
IT Staff DevelopmentProgram
Using IT EffectivelyProgram
Document Management System
Resident / Business Outreach
Fleet / Facility / Fuel ManagementSystem
Discussion Forums
Walking Tour Guide
Request Tracking System
Online City Hall –City Source
Web EOC
Customer View
ProcessView
FinancialView
Learning &Growth View
Legend
Business Continuity / Disaster
Recovery
Public Safety Services
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Goals, Objectives and Initiatives Prioritized
Goal 3Processes and procedures are in
place to manage and t rack IT
investments to ensure they
direc t ly and measurably , support
bus iness p r ior i t ies , ini t iat ives
and outcome goals
Goal 5City staf f are prov ided tools and
t raining that enable them to work
col laborat ively to prov ide
internal and external customers
the highest qual i t y serv ice and
suppor t
Objective 14
Understand customer business needs
Objective 16
Increase technical
expertise & proficiency
Objective 15
Prepare for the future
through R&D
Objective 5
Implement intuitive,
easy-to-use
applications
Goal 1Residents , bus inesses, v is i tors
and staf f have easy access to the
informat ion and t ransact ions
they need at their convenience
(anyt ime; anyplace) Objective 1
Provide secure, reliable
& accessible
infrastructure
Objective 12
Reduce time to access
services & conductbusiness
Objective 3Provide info people
need & want, when they
want it
Objective 13
Streamline & integrate
business processes &
workflow
Objective 8
Develop IT sourcing
strategy
Goal 4The City’s applications effectively st reaml ine bus iness processes,
improve informat ion shar ing and
enable an outcome-based,
accountable approach to serv ice
del ivery
Objective 2
Increase access
channels
Objective 7Develop IT funding
strategy
Objective 9Leverage public/
private & public/public
partnerships
Objective11
Implement performance
management system
Objective 4
Enable data sharing and
exchange
Goal 2IT Appl icat ions are des igned to
encourage col laborat ion and
commun icat ion among internal
and external users
Objective 6
Implement intuitive
easy-to-use
collaboration tools
Objective 10
Implement apps to
support routine
business needs
VISION
Carmel-by-the-Sea will be
recognized as a leader whereresidents, businesses, visitors
and government connect andwork together for the benefit of
the community through
innovative and engaging ITsolutions
Technical Architecture
Online City Hall – Web; Social
Media
IT Security Program
GIS Program
Agenda Management System
ERP System
Permitting & Code EnforcementSystem
Business Process Re-engineering
IT Governance
City Intranet
Alert Monterrey
IT Staff Development
Program
Using IT EffectivelyProgram
Records Management System
Resident / Business Outreach
Fleet / Facility / Fuel Management
System
Discussion Forums
Walking Tour Guide
Contact Management System
Online City Hall –City Source
Web EOC
Customer View
Process
View
Financial
View
Learning &
Growth View
Legend
Business Continuity / Disaster
Recovery
Public Safety Services
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The Plan in a Nutshell
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The goal of the Online City Hall is to createan electronic presence where residents,businesses and visitors can findinformation and conduct business withouthaving to physically come to City Hall.
Most important, it is a place where the
community and City government can cometogether to share information and discussimportant issues.
Online City Hall
There are five main components of the Online City Hall initiative:
Website Enhancement
City Source – Civic Engagement Resident / Business Outreach
Additional Channels for Service Delivery
Business Process Integration
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Website Enhancement: culminates with the implementation of a design andsupporting structure for the City’s web presence providing both internal and
external services. This includes: Take advantage of cloud-based applications that make it easier for the public to receive
and share information with the City such as smart phone applications for requesting
service,
The technical infrastructure required to meet the City’s online applications needs, Utility-like services necessary to facilitate electronic transactions,
Supporting governance processes and procedures,
An implementation plan and
Skills transference to City staff to enable the departments to fully utilize this
infrastructure moving forward.
Finally, it includes the implementation of personalization capability so that stakeholderscan select what information they are interested in, whether they want to retrieve that
information themselves or have it sent to them automatically, the frequency of when
they would like to receive it and how they would like to see it.
Online City Hall
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City Source Civic Engagement is the implementation of applications to provideinformation and services to both internal and external customers via the enhanced
website. This includes services such as online business license and building
permit applications, the ability to report problems or make a service request via the
web and / or mobile devices, providing comments on Council agenda items prior to
the meeting, and implementation of a community calendar. The goal is to deploy
applications designed to foster civic engagement.
Online City Hall
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Resident / Business Outreach entails developing an understanding of whatelectronic services the community like the City to provide and building them into the
Plan.
The Additional Channels for Service Delivery component will expand the
implementation of mobile technologies and social media for enhanced service
delivery. Finally, we need to identify which business processes will be affected by this new
approach to service provision and identify opportunities for Business Process
Integration and information sharing to streamline business operations and improve
customer service.
Online City Hall
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Key objectives include: Provide services bringing people together for the benefit of the community.
Provide the highest level of services to customers through innovative IT solutions.
Streamline processes making it easier for the public to interact with City government.
Lower the cost of government while improving service.
Improve transparency into City government. Present all the wonderful things Carmel-by-the-Sea has to offer to potential residents,
businesses and visitors.
Online City Hall
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This project is the foundational project of the ITStrategic Plan.
The goal is to replace current disparate, outdated
systems with integrated systems built upon a shared
database in order to streamline and automate work
processes and more easily share data.
The scope is to define requirements, reengineer
business processes, select and implement systems
and train staff on effective use of the new tools.
Enterprise Resource Planning (ERP) System
Key objectives include:
Improve efficiency of daily business operations, Improve data accuracy and ease of reporting and
Enable internal and external customers to find and access the data they need to
answer questions and make informed decisions.
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Components include: Financial
Human Capital
Community
Work Orders
Workflow Fleet
Public Safety
The FY2013/2014 Capital Plan contains funding to
begin implementation of the Financial, Human
Resources, Agenda Management and Permittingcomponents.
Enterprise Resource Planning (ERP) System
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The Financial component of the ERP automates keyfinancial functions including: Payroll Accounting
General Ledger
Accounts Payable
Purchasing
Fixed Assets Budgeting
Project Accounting
ERP - Financial
Key objectives include: Adherence to Government Accounting, Auditing and Financial Reporting (GAAFR),
Generally Accepted Accounting Principles (GAAP) and Government Accounting
Standards Board (GASB) standards. Enhance ability to monitor cash flow and track assets.
Make financial information readily available for decision-making.
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The Human Capital component of the ERP automateskey personnel functions including: Payroll
Time and Attendance
Human Resources
Performance Management
Benefits Insurance
Workers Compensation
Labor Relations
Training
ERP – Human Capital
Key objectives include:
Move from manual to automated payroll and human resources processes. Manage employment information such as position history, pay details, disciplinary
actions and benefit information.
Provide employee self-service capabilities.
Improve workforce analysis reporting.
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The Community component of the ERP automates keyfunctions including: Business Licensing
Sales and Business Taxes
Planning and Development
Building Permits
Event Permits Code Compliance
Revenue Collection
Request Tracking
ERP – Community
Key objectives include: Streamline the process of applying and paying for business licenses, building permits
and event permits.
Improve tracking of code violations.
Ensure requests for service are properly routed and tracked to improve follow-up.
Improve timeliness of sales and business tax reporting.
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The Work Orders component of the ERP automates key
functions including: Facility Maintenance
Street Maintenance
Key objectives include: Plan and track facility maintenance activities and costs.
Plan and execute a street maintenance program. Improve employee efficiency through improved planning
ERP – Work Orders
and scheduling of maintenance activities.
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The Workflow component of the ERP automates keybusiness functions including: Agenda Management
Document Management
Project Management
Communication
Key objectives include: Streamline the process of developing, approving and
posting Council, Planning Commission and other key
meeting agendas and materials.
ERP – Workflow
Improve operational efficiency through role-specific workflow and approval processes.
Provide easy access to documents.
Provide ability to search, retrieve and store documents expeditiously. Reduce environmental footprint through paper reduction.
Increase visibility into projects.
Improve internal and external communication.
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The Fleet component of the ERP automates fleetmanagement functions including: Fuel Management
Fleet Maintenance
Utilization
Key objectives include:
Maximize fleet utilization. Reduce downtime.
Plan and execute maintenance according to schedule.
ERP – Fleet
Balance replacement vs. maintenance costs.
Track and manage fuel costs.
S f
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Though not typically thought of as part of an ERP system,the Public Safety component includes a number of public
safety applications, some of which are closely integrated
with the more typical components of an ERP: Dispatch
Incident Reporting
Records Management Field Reporting
Citations and Payments
Citizen Alerts
Key objectives include:
ERP – Public Safety
Quickly and reliably manage and dispatch emergency calls.
Collect and store critical information gathered during the course incidents andinvestigations.
Share real-time data between dispatch and officers in the field.
Provide timely notifications to the community during emergencies.
Share information with other agencies easily.
T h i l A hi
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Technical Architecture
Enterprise Technical Architecture is the termused to describe the various componentscomprising an organization's ITimplementation.
The goal of this initiative is ensure the City’s ITcomponents are aligned with the City’s core
goals and strategic direction. Objectives include:
Develop a scalable and flexible technologyinfrastructure.
Leverage existing City hardware and softwareresources.
Take advantage of newer technologies, such as cloud-enabled applications.
Develop a replace and refresh strategy.
Develop a funding strategy to ensure the sustainability of the infrastructure.
City Website
City Government Applications
City Enterprise Infrastructure
Enterprise Shared
Services E M a i l
D a t a
R e p o s i t o r y
G I S
T r a i n i n g
Governance
I T A r c h i t e c t u r eD e f i n i t i o n
IT Policies and Standards
Security and Privacy
Network Storage Phones
P o r t f o
l i o M a n a g e m e n t
W e b
S e r v i c e s
IT S it P
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Residents and businesses trust the City to safeguard their personal information.
Taxpayers expect us to protect our IT investments.
This initiative includes developing a comprehensive information technology security
program to ensure the safety of sensitive and confidential information.
Key objectives of this initiative include:
Develop security policies and procedures to protect the City’s information assets
regardless of technology platform.
Implement procedures to mitigate the impact of IT security incidents.
Develop a security awareness program.
Balance security measures with the need to get work done.
IT Security Program
B i C ti it d Di t R
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The City depends upon the use of information technology for service delivery,
especially during times of emergency when speed and efficiency could affect lives.
Working in conjunction with Public Safety, we will develop IT business continuity
and disaster recovery plans based upon City and departmental business needs.
An important goal is to balance risk versus cost when making recommendations.
We will also develop risk measures. Objectives include:
Prevent and mitigate the risks of IT disasters by
Reducing the risk of partial failures and
Minimizing the potential of complete system failures.
Prevent and mitigate the risks of non-IT disasters on IT resources. Leverage current and future technology investments.
Prepare for disasters via scenario development and drills.
Business Continuity and Disaster Recovery
U i IT Eff ti l
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The Using IT Effectively initiative consists of developing and implementing an IT
training program for all City employees. In order to maximize the value the City’s
investment in IT, City employees must be able to take full advantage of the
capability of automated tools to increase their efficiency and effectiveness.
Key objectives include:
Easy-to-use technologies are implemented to support business processes. Employees understand how to maximize the technology tools provided.
Using IT Effectively
IT St ff D l t
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The City’s IT staff needs to be up-to-date on the City’s implemented technologies
as well as positioned for the implementation of future technologies.
The scope of this initiative is to develop plans and programs to recruit, train,
develop and retain qualified information technology experts.
Key objectives include:
Provide the highest quality service with a well-trained staff and Recruit, train and develop employees to support the City’s information technology.
IT Staff Development
IT G
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IT Governance is the framework for how IT decisions and policies are made,
administered and enforced. This framework includes an appreciation for the criticalimportance of personnel, organizations and business processes affected by
changing technologies within a complex and rapidly evolving information centric
environment.
IT Governance is concerned about two things:
Ensuring IT investments deliver maximum value to the enterprise and
Mitigation of IT risks.
IT Governance
IT G
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The objectives of this initiative are to:
Design, implement and institutionalize an IT Governance structure that will provide
guidance on the management of information technology and a framework for making
timely IT decisions.
Clearly define the process, rules, agreements and standards appropriate for the City’s
IT needs.
Ensure IT resources are deployed to deliver maximum value.
Ensure appropriate management of IT-related risks.
Ensure that IT investments meet the following objectives:
Alignment of IT with the enterprise,
Realization of the promised benefits and Support and coordinate with the City’s performance management systems, strategic planning
activities and the budget process.
IT Governance
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Implementation
Roadmap
Implementation Roadmap
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Implementation Roadmap
This graphic
represents the
tentative timeline
for implementing
key initiatives
It will be adjusted
over time taking
into consideration
available funding,
staff,
dependenciesbetween initiatives
and City priorities
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Initial Estimated Cost
Initial Estimated Costs
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Following are the preliminary high level cost estimates for key initiatives Estimated costs are based upon experience and/or research and the scope of work as
envisioned during the planning process.
Both a low and high estimate are provided due to the uncertain nature of estimating at
this level of detail.
Costs will be refined each year as part of the budgeting process and/or when a given
project is undertaken.
Initial Estimated Costs
$
$$
$$$
$$$$
$$$$$ >$100,000
Legend
$0 – $10,000
$10,000 - $20,000$20,000 - $50,000
$50,000 - $100,000
Initial Estimated Costs
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Initial Estimated Costs
Timeframe
One-Time Cost
Annual Recurring
Cost
Low High Low High
Goal 1: Residents, businesses, visitors and staff have easy access to the information and transactions they need at their
convenience (anytime; anyplace)
Objective 1: Provide a secure, reliable and accessible infrastructure
I-4: IT Security Program FY14/15 $ $$ $ $
I-5: Technical Architecture FY14/15 $$$$ $$$$ $ $$
I-6: Business Continuity & Disaster Preparedness FY14/15 $ $ $ $
Objecte 2: Increase access channels
I-1: Online City Hall – Web, Social Media, Mobile Apps FY13/14 $$ $$$ $ $
Objective 3: Provide the information people need and want; when they want it
I-2: Alert Monterey FY13/13
I-3: Walking Tour
Initial Estimated Costs
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Initial Estimated Costs
Timeframe
One-Time Cost
Annual Recurring
Cost
Low High Low High
Goal 2: IT applications are designed to encourage collaboration and communication among internal and external users
Objective 4:Enable data sharing and exchange
A-1: Online City Hall – City Source Civic Engagement FY14/15 $$ $$$ $ $$
A-2:ERP - Agenda Management System FY13/14 $$$ $$$$ $ $
A-3: Online City Hall –
GIS Program FY14/15 $$ $$$ $ $
A-4: Online City Hall – City Intranet FY14/15 $ $ $ $
A-6: WebEOC FY13/14
Objective 5:Implement intuitive, easy-to-use applications
Objective 6: Implement intuitive, easy-to-use collaboration tools
A-5: Online City Hall – Discusssion Forums FY16/17 $ $$ $ $
Initial Estimated Costs
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Initial Estimated Costs
Timeframe
One-Time CostAnnual Recurring
Cost
Low High Low High
Goal 3: Processes and procedures are in place to manage and track IT investments to ensure they directly and
measurably, support business priorities, initiatives and outcome goals
Objective 7: Develop an IT funding strategy
G-1: IT Governance FY13/14 $ $
Objective 8: Develop an IT sourcing strategy
Objective 9: Leverage public/private and public/public partnerships
Initial Estimated Costs
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Initial Estimated Costs
Timeframe
One-Time Cost
Annual Recurring
Cost
Low High Low High
Goal 4: The City’s applications effectively streamline business processes, improve information sharing and enable an
outcome-based, accountable approach to service delivery
Objective 10: Implement applications to support routine business needs
E-1: ERP – Financial/HR Management FY13/14 $$$$ $$$$ $$ $$
E-3: ERP – Permittng/Code Enforcement FY14/15 $$ $$$ $ $
E-4: ERP -Fleet/Facility/Fuel management FY15/16 $$ $$$ $ $
E-5: ERP – Request Tracking FY14/15 $$ $$$ $ $
E-7: ERP - Public Safety Applications FY13/14 $$$$$ $$$$$ $$ $$
Objective 11: Implement a performance management system tied to City goals & objectives
Objective 12: Reduce the time it takes to access services and conduct business
E-6: ERP – Document Management FY15/16 $$$ $$$$ $ $
Objective 13: Streamline and integrate business processes and workflow
E-2: ERP - Business Process Reengineering FY14/15 $ $
Initial Estimated Costs
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Initial Estimated Costs
Timeframe
One-Time Cost
Annual Recurring
Cost
Low High Low High
Goal 5: City staff are provided tools and training that enable them to work collaboratively to provide internal and
external customers the highest quality service and support
Objective 14: Understand customer business needs
T-3: Resident / Business Outreach FY14/15 $ $$ $ $
Objective 15: Prepare for the future through research and development
Objective 16: Increase technical expertise and proficiency
T-1: Using IT Effectively Program FY14/15 $ $ $ $
T-2: IT Staff Development Program FY13/14 $ $ $ $
Measuring Our Success
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Even the best-laid plans change. We will conduct formal and informal surveysregularly to measure our performance and alter course as necessary over the next
five years. We will know we have successfully implemented this plan when our
internal (employees, Mayor and City Council members) and external (residents,
businesses, visitors) customers tell us:
The City supports open government: transparency, accountability and collaboration;
They can conduct business with the City and access the information they need at their
convenience;
The City’s environmental footprint has been decreased; and
Investment decisions are tied to mission impact.
Measuring Our Success
Measures and Targets
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Measures and Targets
Objectives Measures Targets Initiatives
Provide a secure, reliable and accessible
infrastructure• No adverse findings in an
audit
• No intrusions detected
• Minimal crashes / downtime
• Website ADA compliant
TBD • Technology
Architecture
• IT Security Program
• Online City Hall -
Website Enhancement
• Business Continuity &
Disaster Recovery
Increase access channels • # Applications available on
the web
• # Mobile Applications
• Online City Hall
• Technical Architecture
Provide the information people need and want;
when they want it• Web Analytics / Statistics
• Customer surveys• Online City Hall
• Alert Monterey
Measures and Targets
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Measures and Targets
Objectives Measures Targets Initiatives
Enable data sharing and exchange • # data sets have available for
sharing (internal)
• and then how much
meaningful info is posted on
web
• Agenda Management
• Document
Management
• ERP
• Web EOC
• Online City Hall
• GIS Program
Implement intuitive, easy-to-use applications # users; # applications • ERP
• City Source
Implement intuitive, easy-to-use collaboration
tools
# users; # tools • City Source
• Discussion Forums
Develop an IT funding strategy Yes / no • IT Governance
Develop an IT sourcing strategy Yes / no • IT Governance
Measures and Targets
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Measures and Targets
Objectives Measures Targets Initiatives
Leverage public/private and public/public
partnerships
# partnerships • IT Governance
Implement applications to support routine
business needs
# applications • ERP
• Public Safety Services
Implement a performance management system
tied to City goals & objectives
• Does it exist? Performance
evaluation?
• ERP - HR
Reduce the time it takes to access services and
conduct business• # days to get through
permitting process (simple)
• # days to close the financial
books
• # days before CC videos /
minutes are posted
• ERP – Permitting
• ERP – Finance
• ERP – Agenda
Management
• ERP – Document
Management
Measures and Targets
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Measures and Targets
Objectives Measures Targets InitiativesStreamline and integrate business processes
and workflow• ERP - Business
Process Re-
engineering
Understand customer business needs Survey results • Resident / Business
Outreach
Increase technical expertise and proficiency•
Training plans / trainingbudgets
• # hours / days for Help
Desk issue resolution
•Using IT Effectively
• IT Staff Development
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IT Governance
IT Governance
IT Guiding Principles
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The following Guiding Principles will guide our decision-making:
Information technology decision-making will be driven by the City’s business needs and
available resources.
Quality Service, Accountability, Efficiency and Customer Orientation will be the driving
considerations when selecting and implementing IT solutions.
We will make resource investments that support the City’s long-term vision and
strategic direction.
We will identify, measure and track the value of IT investments and increase
accountability of IT expenditures.
Strategic partnerships will be established between stakeholders and the City so that the
benefits of IT are leveraged to improve customer service and maximize the productivity
of City employees.
IT Guiding Principles
Guiding Principles (Cont )
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IT will facilitate the development of a business driven architecture that ensures
departments can effectively communicate with each other, and share and exchangeinformation as appropriate.
We will implement security policies and standards to protect systems, networks,
resources, and data from loss and unauthorized access, use, modification, destruction,
and disclosure.
Security will be the responsibility of every City employee. Employees will be trained sothat they can prevent security incidents from happening, and detect and mitigate such
incidents when they occur.
We will partner with neighboring jurisdictions and organizations when possible.
We will use open source solutions when feasible.
We will use integrated applications across departments to facilitate data sharing andminimize costs.
We will move applications to the cloud when it makes sense to do so.
We will buy rather than build.
Guiding Principles (Cont.)
Annual Plan Refresh Process
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Annual Plan Refresh Process
The Plan is meant to be a living document
responsive to changes in priorities and the availability
of funding.
Communication with City staff and the public is key to
its success.
The “evergreening” process is composed of the
following steps: Annually aligning IT with City priorities, Developing an Annual Budget and Operating Plan,
Updating the Implementation Roadmap,
Conducting quarterly management reviews and
Presenting an Annual Progress Report to the Mayor and Council.
These steps, complemented by implementation of project management best
practices, IT Governance and performance measurement will ensure the Plan stays
relevant and its implementation on track.
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Appendices
Appendices
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Appendix A - Participants
Appendix A -
Participants
Interviewees
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Mayor Jason Burnett Council Members
Victoria Beach
Steve Hillyard
KenTalmage (via email)
Carrie Theis City Administrator - Jason Stilwell
Administrative Services - Susan Paul
City Clerk - Heidi Burch
Community Services - Cindy Lopez
Finance - Deanna Allen Fire - David Jedinak
IT - Rose Franzen, SteveMcInchak
Library - Janet Bombard
Police - Mike Calhoun, PaulTomasi
Planning and Building - MarkWiener
Public Services - SharonFriedrichsen
Workshop Participants
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p p
Administration Jason Stilwell, City Administrator
Susan Paul, Administrative ServicesDirector
Heidi Burch, Asst. City Administrator / City Clerk
Finance Deanna Allen, Finance Specialist
Paul Wood, Finance Manager
Library Janet Bombard, City Librarian
Planning & Building Mark Wiener – Sr. Planner
Police Paul Tomasi, Commander
Public Safety Mike Calhoun, Public Safety
Director Public Services
Sharon Friedrichsen, PublicServices Director
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Appendix C – InterviewMethodology
Appendix B
Interview Methodology
Interview Methodology
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Interview questions focused on seven areas
Strategic Alignment,
Current and Planned Business and Information Technology Initiatives,
Decision-Making,
Resource Management,
Risk Management,
Value Delivery and
Operating Principles.
Interviews were conducted for approximately 1 hour with individuals and
groups.
Participants included elected officials, City leadership and staff members.
gy
Analysis of Interview Results
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Results were analyzed for similarities and differences of opinion.
Results were analyzed for key themes.
Information was assimilated to develop draft:
IT Vision,
IT Mission for the IT organization,
Goals and Objectives and Key Strategic Initiatives.
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Appendix B - Definitions
Appendix C
Definitions
Mission and Vision Defined
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Mission
A mission statement is a brief statement of the purpose of an organizationthat answers the following questions:
What do we do?
For whom do we do it?
Why do we do it?
Vision
A vision statement is a compelling, conceptual image of the desired futurethat answers the question “What do we want to be?” and is:
Inspiring and challenges everyone to achieve that future and
Brief, memorable, idealistic.
Mission and Vision Defined
Goals Defined
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Goals answer the question of “what”:
What are we trying to achieve in relation to our mission?
What are our desired end results?
Goals Must Be:
Definable,
Discrete and separable,
Focused to provide impetus for action,
A critical few (usually 3-5),
Mutually achievable and
Supportive of the organization’s vision.
Strategic Objectives Defined
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Strategic Objectives are action statements that:
Clarify how the organization will implement the goals
Collectively “tell the story” of the goal
Should be actionable and measurable
g j
Strategic Initiative Defined
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A Strategic Initiative is a significant program that will close the gap of where we are
today and where we want to be tomorrow; the strategy of how we will accomplish
the goals and objectives
Key Strategic Initiative Components
Program Sponsor,
Scope,
Stakeholders,
Objectives,
Milestones and
Start and End Dates.
g
Balanced Scorecard Methodology*
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The Balanced Scorecard was developed by Drs. Robert Kaplan and David Norton.
It is a management system that enables organizations to clarify their vision and
strategy and translate them into action.
It provides feedback around both the internal business processes and external
outcomes in order to continuously improve strategic performance and results.
When fully deployed, the balanced scorecard transforms strategic planning from anacademic exercise into the nerve center of an enterprise.
gy
*Balanced Scorecard Institute
Balanced Scorecard Perspectives (Views)
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The Balanced Scorecard suggests that we view the organization from four
perspectives; and to develop metrics, collect data and analyze it relative to eachof these perspectives:
Customer
“What needs to be done to meet customer expectations and achieve their business
requirements?”
Internal customers include: department heads/division managers and end users. External customers include: citizens, businesses, visitors, government agencies.
Financial
“How will we effectively use and leverage taxpayer dollars?”
Internal Business Processes
“Where do we need to excel and what processes should we streamline to satisfy
stakeholders, partners and City elected officials?”
Learning and Growth
“What will we do to ensure organizational performance improvement, change and learning?”
Balanced Scorecard Perspectives
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Balanced Scorecard Institute
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Appendix D –
Projects
Appendix D
Initiatives / Projects
Initiatives and Projects
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During Workshops 2 and 3, possible projects were discussed and prioritized.
Following are abstracts of each grouped into logical groupings and then prioritized
into key initiatives.
Online City Hall
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Priority: First Priority
Project Executive: Administrative Services Director, Susan Paul Stakeholders: Elected Officials, the Public, City Staff
Scope: There are five main components of the Online City Hall initiative:
Website Enhancement
City Source – Civic Engagement
Resident / Business Outreach
Additional Channels for Service Delivery
Business Process Integration
Initiative Objectives:
Create an electronic presence where residents, businesses and visitors can find information and conduct business without having to
physically come to City Hall.
Provide a place where the community and City government can come together to share information and discuss important issues.
Key Milestones:
Project Plan approved by the Mayor and Council.
Website redesign is implemented. Key applications become available on the website.
City Source Civic engagement goes live.
Start Date:
October 2013
Online City HallWebsite Enhancement
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Priority: First Priority
Project Executive: Administrative Services Director Susan Paul Stakeholders: City Website users, Elected Officials, City Staff
Scope: Implementation of a design and supporting structure for the City’s web presence providing both internal and
external services.
Initiative Objectives:
Provide services bringing people together for the benefit of the community
Provide the highest level of services to customers through innovative IT solutions
Streamline processes making it easier for the public to interact with City government
Lower the cost of government while improving service
Improve transparency into City government
Market Carmel to potential residents, businesses and visitors
Key Milestones:
Design Team Convened
Vendor Selected Design Approved
Design Implemented
Start :
October 2013
Website Enhancement
Online City HallCity Source Civic Engagement
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Priority: Second Priority
Program Sponsor: Administrative Services Director, Susan Paul
Stakeholders: All City Website Users
Scope: The scope of this initiative is to deploy online services such as business license and building permit
applications, the ability to report problems or make a service request via the web and or mobile devices, accept
comments on Council agenda items prior to the meeting.
Initiative Objectives:
The goal is to deploy online tools and applications designed to foster civic engagement. Key Milestones:
New City website design implemented
ERP components implemented such as:
o Agenda Management
o Request Tracking System
Granicus is updated Start and End Dates:
March 2014
City Source Civic Engagement
Online City HallResident / Business Outreach
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Priority: Varies and will be done multiple times as part of other efforts
Project Executive: Assistant City Administrator, Heidi Burch
Stakeholders: The whole community
Scope: Develop an understanding of what electronic services the community would like the City to provide
Initiative Objectives:
Ensure that technology solutions are defined, developed and implemented in response to customer needs
Ensure customers are aware of service availability
Encourage the use of online services through outreach and education Improve customer service and communication
Key Milestones:
Opportunities for outreach are identified
Outreach occurs
Feedback
Start and End Dates: Ongoing
Resident / Business Outreach
Online City HallCity Intranet
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Priority: Second Priority
Program Sponsor: Administrative Services Director, Susan Paul
Stakeholders: All City employees
Scope: Begin implementation of the City’s Online City Hall by providing information and tools to City staff via the City’s
Intranet
Initiative Objectives:
Identify and prioritize those e-government services that would most improve the efficiency and effectives of City staff
Identify and implement quick wins Key Milestones:
City Website Enhancement is complete
Technical Architecture is designed
ERP Components are rolled out
Start and End Dates:
June 2014
City Intranet
City SourceWalking Tour Guide
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Priority: Third Priority
Project Executive: Library Director Janet Bombard
Stakeholders: Visitors and Residents;
Scope: The scope is to develop a mobile application to anyone with a smart phone who wants to take a walking tour
of the City. This project is included in the Library’s Strategic Plan.
Initiative Objectives:
Enhance the visitor experience
Provide Camel’s history in an easily available format (possibly expand beyond history to marketing, etc.)
Self-serve format
Key Milestones:
Determine the platform
Determine which vendors / products
Identify funding
Start and End Dates Year 3 of Library’s plan
Walking Tour Guide
Online City HallDiscussion Forums
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Priority: Third Priority
Program Sponsor: Assistant City Administrator, Heidi Burch
Stakeholders: Residents and businesses
Scope: Develop a discussion forum capability on the City’s web site
Initiative Objectives:
Provide collaboration tools via the City’s Web site to encourage information sharing and collaboration
Identify how best to monitor and support such tools
Key Milestones: City Website Enhancement is complete
Technical Architecture is complete
IT Security Program is implemented
Business and resident Outreach
Start and End Dates:
March 2015
Discussion Forums
Enterprise Resource Planning System
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Priority: First Priority
Program Sponsor: Administrative Services Director Susan Paul
Stakeholders: All City Departments
Scope: Possible components of the ERP include: Finance, Human Capital, Community Services, Work Orders,
Workflow, Fleet, Public Safety. The scope is to define requirements, reengineer business processes, select and
implement systems and train staff on effective use of the new tools.
Initiative Objectives:
Improve efficiency of daily business operations
Improve data accuracy and ease of reporting
Enable internal and external customers to find and access the data they need to answer questions and make
informed decisions
Enterprise Resource Planning System
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Key Milestones:
Current business processes are documented .
The City’s ERP system requirements are defined / documented.
System RFP is issued.
Vendor is selected.
System is implemented.
Start and End Dates:
September 2013
ERP - Business Process Re-engineering
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Priority: First Priority
Project Executive: Administrative Services Director, Susan Paul
Stakeholders: All City departments
Scope: As part of the ERP initiative, business processes will be reviewed and modified as appropriate to take best
advantage of the new tools in streamlining daily operations.
Initiative Objectives:
Improve operational efficiency by adjusting operating procedures and processes to take advantage of
functionality in the new ERP system Key Milestones:
ERP Requirements are defined
Software purchased
Project kick-off
Start and End Dates:
November 2013
ERP - Finance
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Priority: First Priority
Program Sponsor : Administrative Services Director, Susan Paul Stakeholders: City departments, employees
Scope:
This project will provide the City with an updated Financial Accounting and Management System. This
component of the ERP system may include integrated Payroll Accounting, General Ledger, Accounts Payable,
Purchasing, Fixed Assets, Budgeting, Project Accounting modules upon a common database.
Initiative Objectives:
Adherence to Government Accounting, Auditing and Financial Reporting (GAAFR), Generally Accepted
Accounting Principles (GAAP) and Government Accounting Standards Board (GASB) standards
Enhance ability to monitor cash flow and track assets
Make financial information readily available for decision-making
Key Milestones:
Requirements are defined
RFP is released
Vendor is selected
Project Plan is approved
Start Date:
September 2013
ERP - Human Capital
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Priority: First Priority
Program Sponsor : Administrative Services Director, Susan Paul Stakeholders: City departments, employees
Scope:
This project will provide the City with an automated Human Resources Information System (HRIS). This
component of the ERP system will include a payroll component to provide access to critical workforce data,
improve workforce analysis and reporting, facilitate strategic decision-making, and automate and streamline
current manual personnel transactions.
Initiative Objectives:
Move from manual to automated payroll and human resources processes
Manage employment information such as position history, pay details, disciplinary actions and benefit information
Provide employee self-service capabilities
Improve workforce analysis and reporting
Enhance decision-making capability through superior reporting and analytics
Improve the City’s ability to measure the effectiveness of workforce initiatives
Improve access to accurate workforce data for all departments
Key Milestones:
ERP - Human Capital (Cont.)
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Key Milestones:
Requirements are defined RFP is released
Vendor is selected
Project Plan is approved
Start Date:
September 2013
ERP – CommunityPermitting and Code Enforcement
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Priority: First Priority
Project Executive: Marc Wiener Stakeholders: Development Community, Staff, Law Enforcement, Residents
Scope: Implement an automated permitting and code enforcement system - including online applications and
payments
Initiative Objectives:
Streamline the permitting process
Improve customer service
Improve accessibility of planning and development information
Regulation compliance Tracking of the development process; issues
Uniformity of applying City codes and processes
Key Milestones:
Requirements defined
Software selected
Software implemented
Business processes reviewed and modified as necessary Start Date:
TBD
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ERP – CommunityRequest Tracking System
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Priority: First Priority
Project Executive: Asst. City Administrator, Heidi Burch
Stakeholders: Mayor and Council, Staff and the Community
Scope: Implement a system to monitor customer requests, complaint and comments, and interactions with the public
Initiative Objectives:
Ensure requests for service are properly routed and tracked to improve follow-up
o Track requests and interactions with the public
o Route requests, complaints and suggestions to the appropriate staff person for actiono Not lose site of suggestions that come in at the wrong time in the planning cycle
o Close the loop on suggestions / requests
Understand what the issues are
Key Milestones:
Requirements defined
Tool acquired Trained
Start Date:
q g y
ERP – Workflow Agenda Management
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Priority: First Priority
Program Sponsor: Assistant City Administrator / City Clerk Heidi Burch Stakeholders: Mayor and Council, Staff and anyone interested in City’s legislative process
Scope: The scope of this initiative includes an upgrade to the Granicus system used to broadcast key City meetings,
such as City Council meetings, and to implement an automated Agenda Management system.
Initiative Objectives:
Streamline the process of developing, approving and posting Council, Planning Commission and other key meeting agendas and
materials
Provide easy access to documents
Enhance the Granicus experience
Create a searchable archive of the City legislative process
Key Milestones:
Additional Granicus modules are acquired
Agenda Management System is purchased
System is implemented
Start Date:
October 2013
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ERP – WorkflowDocument Management System
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Priority: First Priority
Project Executive: Assistant City Administrator / City Clerk Heidi Burch Stakeholders: City staff
Scope: This scope of this initiative is to develop a citywide document management strategy and implementation plan
for a realistic approach to electronic document management. This will include strategies for records management and
document imaging, storage and retrieval.
Initiative Objectives:
Increase timely access to information
Ensure proper storage and retention of electronic official records
Reduce the amount of paper circulated and stored by City departments
Reduce duplicative electronic records management and storage activities
Key Milestones:
Requirements are defined
Records management policies are developed
Tools are selected
Start Dates
July 2014
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ERP - Fleet
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Priority: First Priority
Project Executive: Public Services Director, Sharon Friedrichsen Stakeholders: City staff, Community Members
Scope: The scope of this initiative includes implementing an asset maintenance and management system. Areas may
include: fleet, facilities, streets.
Initiative Objectives:
Risk management
Maximize asset utilization Track and manage fuel costs
Reduce downtime
Plan and execute maintenance according to schedule
Balance replacement vs. maintenance costs
Track and manage facility maintenance costs
ERP – Fleet (Cont.)
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Key Milestones:
Requirements defined Software selected
Plan approved
Implemented
Trained
Start Date:
TBD
ERP - Public Safety Services
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Priority: Second
Program Sponsor: Chief Mike Calhoun Stakeholders: City Staff, Community Members, Citizens, Visitors, Businesses
Scope: The scope of this initiative includes data and revenue collection for services to include: permits, vehicle towing,
alarm billing, animal fees, training reimbursement, asset forfeiture, property sales and Live Scan fees; and citation sign-
offs; restitution; contract services. This will be integrated with other the ERP components such as Finance and
Permitting; and the Wittman Enterprise system.
Initiative Objectives:
Ensure cost recovery for services Ensure collection of all appropriate fees
Improved reporting capabilities
Key Milestones:
Requirements are defined
System acquired / implemented
Start Date:
Ongoing
ERP - Public SafetyWeb EOC
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Priority: First Priority
Project Executive: Chief Mike Calhoun Stakeholders: City employees and allied agencies
Scope: The scope is to implement the Web EOC product – an emergency management tool
Initiative Objectives:
Have the whole City using the same emergency management tools
Enhance emergencies preparedness systems and services
Track emergency costs in order to obtain reimbursement
Share information easily with other agencies Key Milestones:
Train personnel on the use of the tool
Populate all the City’s data
Start and End Dates:
In process
ERP –Public Safety Alert Monterey TENS
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Priority: First Priority
Project Executive: Chief Mike Calhoun Stakeholders: Residents, citizens, community partners and allied agencies
Scope: The scope of this initiative is to provide emergency notifications within our sphere of influence
Initiative Objectives:
Reverse 911 to automatically alert those affected by the situation
Efficiency, a wider net
Customer service – always informed about what is going on in your community
Key Milestones:
City system is managed by Carmel-by-the-Sea for our notifications
Identification scheme (as have no street numbers) is determined
Start and End Dates
Ongoing
Technical Architecture
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Priority: First Priority
Project Executive: Administrative Services Director, Susan Paul
Stakeholders: All City Departments, all entities and people with whom the City conducts business
and/or transactions
Scope: Create a City-wide technical architecture that is based on City business needs. The
architecture will identify business and technology drivers, architecture principles and requirements,
policies, standards and product lists.
Initiative Objectives:
Develop a scalable and flexible technology infrastructure
Leverage existing City hardware and software resources
Take advantage of newer technologies, such as cloud-enabled applications
Develop a replace and refresh strategy
Develop a funding strategy to ensure the sustainability of the infrastructure
Technical Architecture (Cont.)
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Key Milestones:
An assessment of the City’s existing information technology systems is completed, includingapplications and data, to determine the gap between where we are today and where we want to be
tomorrow.
Formal mechanisms to define and maintain the City-wide architecture are developed.
Technical environment improvement projects are defined, budgeted and scheduled.
Start and End Dates:
October 2013
IT Security Program
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Priority: First Priority
Project Executive: Administrative Services Director Susan Paul Stakeholders: All City Departments, all entities and people with whom the City conducts business and/or transactions
Scope: Developing a comprehensive information technology security program to ensure the safety of sensitive and
confidential information from the desktop to the host.
Initiative Objectives:
Develop security policies and procedures to protect the City’s information assets regardless of technology
platform Implement procedures to mitigate the impact of IT security incidents
Develop a security awareness program
Balance security measures with the need to get work done
Key Milestones:
A security policy is developed
Security Policy is approved by the Mayor and Council
Employees are trained in the new policy
Start and End Dates October 2013
IT SecurityNet Motion
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Priority: First Priority
Program Sponsor: Chief Mike Calhoun Stakeholders: Police Officers
Scope: Implement secure computer access to the City’s network in public safety vehicles
Initiative Objectives:
Put information into the officers’ hands so they can stay in the field more
Increased visibility in the community
Process communication better
Officer safety
Efficiency for the customer
Key Milestones:
Framework Complete (End – end of June 2013) (1st vehicle)
Training complete
Implemented in all vehicles
Start and End Dates:
Tied to vehicle replacement cycle
IT Business Continuity & Disaster Recovery
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Priority: High
Program Sponsor: Administrative Services Director, Susan Paul and Police Chief, Mike Calhoun
Stakeholders: All City Staff and Partner Agencies
Scope: The City depends upon the use of information technology for service delivery, especially during times of
emergency when speed and efficiency could affect lives . Working in conjunction with Public Safety, we will develop IT
business continuity and disaster recovery plans based upon City and departmental business needs. An important goal is
to balance risk versus cost when making recommendations. We will also develop risk measures.
Initiative Objectives:
Prevent and mitigate the risks of IT disasters
Reduce risk of partial failures
Minimize potential of complete system failures
Prevent and mitigate the risks of non-IT disasters on IT resources
Leverage current and future technology investments
Prepare for disasters via scenario development and drills
Key Milestones:
Requirements defined Processes and procedures defined
Plan adopted
Plan tested
Start and End Dates:
TBD
IT Business Continuity & Disaster RecoveryGIS Program
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Priority: Second Priority
Project Executive: Planning, Marc Weiner Stakeholders: Development community, operational staff, the public, allied agencies
Scope: The scope is to establish GIS capabilities to support internal and external customer geographic information
needs including critical infrastructure documentation.
Initiative Objectives:
Have a geographic base upon which to lay data and against which to perform analysis
Provide real time data - i.e. pothole identification
Key Milestones: Define GIS requirements
Develop a Plan to meet those requirements
Develop a funding and staffing strategy to support the Plan
Requirements defined
Plan approved
Start and End Dates:
TBD
Using IT Effectively Program
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Priority: First Priority
Project Executive: Administrative Services Director, Susan Paul Stakeholders: All City staff; Customers
Scope: The scope of this initiative is to ensure that City staff are trained in how best to utilize the technology tools
provided by the City
Initiative Objectives:
Ensure City employees can increase their efficiency and effectiveness through the use of automated tools.
Easy-to-use technologies are implemented to support business processes Employees understand how to maximize the technology tools provided
Key Milestones:
Requirements defined
Training materials developed
Classes conducted
Start and End Dates:
Ongoing as Plan is implemented
IT Staff Development Program
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Priority: First Priority
Project Executive: Administrative Services Director, Susan Paul Stakeholders: Staff
Scope: Develop plans and programs to recruit, train, develop, and retain qualified technology experts.
Initiative Objectives:
Provide the highest quality service with a well trained staff.
Establish performance measures tied to the City’s core standards, and goals and objectives.
Key Milestones:
Required skills are defined
Staff skills inventory completed
Training requirements identified
Training commenced
Start and End Dates: October 2013
IT Governance
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Priority: First Priority
Project Executive: Administrative Services Director ,Susan Paul Stakeholders: All City Departments
Scope: Implement an information technology governance framework that will facilitate information technology decision-
making, strategic planning implementation, and measurement of effectiveness of information technology investments.
Initiative Objectives:
Develop a collaborative information technology decision-making process.
Ensure technology decisions are driven by business needs. Effectively implement, monitor and update the City’s Information Technology Strategic Plan.
Prioritize the City’s limited information technology resources.
Key Milestones:
Governance Charter developed incorporating guiding principles.
Governance framework for information technology planning and decision-making launched.
IT sourcing and funding strategies developed Start and End Dates:
October 2013 – December 2013
IT Governance - IT Best Practices
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Priority: High
Program Sponsor : Administrative Services Director, Susan Paul Stakeholders: Executive management, department directors
Scope:
Implement information technology best practices that result in significant cost savings
Initiative Objectives:
Ensure the City effectively manages its technology investments
Key Milestones:
Implement technology purchasing best practices
Implement technology lifecycle management best practices Implement technology surplus management best practices
Implement project management best practices
Implement remote and wireless computing best practices
Start and End Dates:
January 2014