HomeMy WebLinkAbout7.3 Strategic Tech Master Plan
CITY CLERK
File # D~~[Q]-~[Q]
AGENDA STATEMENT
CITY COUNCIL MEETING DATE: September 18, 2007
SUBJECT:
Acceptance of the 2007 Strategic Technology Master Plan
Report Prepared by Steve Pappa, Information Systems Manager pSll
ATTACHMENTS:
RECOMMENDATIO~
FINANCIAL STATEMENT:
1)
2)
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Strategic Technology Master Plan Executive Summary
Resolution
Adopt Resolution.
There are sufficient funds available in the current Fiscal Year
2007/2008 budget to complete the Strategic Technology Master Plan
recommendations for the Fiscal Year 2007/2008.
DESCRIPTION: The City Council set as a High Priority goal an Information Technology assessment
and development of a master plan. At the November 7,2006 meeting the City Council authorized the
City Manager to execute an agreement with ClientFirst Consulting Group, LLC (ClientFirst) for
Information Technology Assessment and Master Plan Services.
This master plan is focused on the operational needs of the various City offices. It was not intended as a
study of Community Telecommunications opportunities. A broader Telecommunications Plan project is
currently shown in Fiscal Year 2008/2009 of the 2006-2011 Capital Improvement Program. ClientFirst
was engaged with the immediate need of information technology planning for the City facilities.
ClientFirst conducted the Information Technology assessment through a series of meetings with every
City department. ClientFirst then developed a Strategic Technology Master Plan (STMP). An internal
Staff Technology Advisory Committee (TAC) was formed and was composed of representatives from
Administrative Services, City Manager's Office, Police Services, Community Development, Public
Works, and Parks and Community Services. The purpose of the T AC is to consider from a broader
organizational perspective recommendations for the enhanced use of technology that will benefit the City
and enhance customer service. For the Master Plan process, the TAC served as a steering committee
reporting results to the Management Team.
The Final Strategic Technology Master Plan is being presented to the City Council for acceptance. The
Master Plan will serve as a guiding document to focus funding requests and projects over the next three to
five years. Additional refinement of cost estimates and prioritization of projects will be necessary based
upon resources available. For Fiscal Year 2007/2008 projects reflected in the adopted Capital
Improvement Program are consistent with the Master Plan.
COpy TO:
ITEM NO.
G:\Information Services\Agenda Statements\2007 STMP acceptance\STMP-accept-agenda statement.doc
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Summary of Master Plan Results
The entire Master Plan is over one hundred pages and a copy is available upon request from the Office of
the City Clerk. In order to assist with communicating the results, ClientFirst prepared a detailed
Executive Summary (Attachment 1). The Summary provides an overview of the following areas:
. Scope of the Engagement
. Approach Used To Gather Information
. Approach Used To Develop Recommendations
. A Summary of Each of the Strategic Information Technology (IT) Initiatives
The Executive Summary includes a total of 23 key initiatives. As part of the presentation to the City
Council the Consultants will highlight only the key objectives. They will also provide summary
information related to the costs and prioritization ofthe identified projects.
The identified projects address needs in the following areas: Policy Development, Staffing and Support,
Network Infrastructure, and new or enhanced computer systems. An Appendix is attached to the
Executive Summary which provides broad based budgetary estimates for the 23 Initiatives. These costs
will require further refinement as the plan progresses. The City Council acceptance ofthe plan does not
automatically approve funding for any of the initiatives. Staffwill continue as in the past to incorporate
funding recommendations in the appropriate Operating Budget or Capital Project Budget for
consideration.
The total estimated costs for the completion of all ofthe initiatives is approximately $2.5 million. It is
important to note that these costs are expected to be phased over multiple years. It is also important to
consider that among the projects identified in the Master Plan, are some initiatives that have funding or
would be expected to be funded from reserves in the Equipment Replacement Internal Service Fund (ISF).
Since the City sets aside replacement funds each year as part of the current service level operating budget,
these expenses do not represent unexpected expenditures. Adjusting for ISF expenditures and funds
budgeted for replacement systems, the total estimated financial impact is reduced to $1.48 million over the
5 year period.
Conclusion
Representatives from CLIENTFIRST will be available and will provide a brief presentation ofthe Master
Plan. Staff has prepared a Resolution (Attachment 2) which states that the City Council accepts the 2007
Strategic Technology Master Plan, and directs Staffto proceed with implementation of Master Plan
initiatives based upon appropriated funding and available resources. Further, the Resolution recognizes
that the City Manager may direct refinements and adjustments to the Master Plan, as deemed necessary to
meet the City goals and objectives, provided that any expenditure requirements have been authorized by
the City Council.
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Strategic Technology Master Plan
Executive SUlTllTlary
September 18; 2007
Presented by
CONSULTING GROUP
"Uncompromising Client Service Begins Here"
@ 2007 ClientFirst Consulting Group, LLC
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Attachment 1
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Strategic Technology Master Plan Report
City of Dublin
EXECUTIVE SUMMARY
The following report summarizes our findings and recommendations related to the
Strategic Technology Master Planning (STMP) project conducted with the City of
Dublin (Dublin). The City Council considers the STMP to be a high-priority goal.
During our site visits, we reviewed the existing network configuration, conducted
performance tests to determine actual utilization, conducted reviews of critical
security components, and interviewed the Information Services (IS) staff. We were
quite pleased with the professional attitude and performance of the staff. We feel
that the Information Technology (IT) function as a whole is performing well and,
with the implementation of the recommendations below, will be performing at a
very high level of effectiveness.
We also conducted Strategy Workshops with IS Management and the Technology
Advisory Committee (TAC) to review our initial findings, gather additional
information, and finalize priorities. We also participated in several meetings to
refine specific recommendations for the report. Our report will provide the City of
Dublin with additional detail related to recommended network infrastructure
strategic initiatives. Implementation of these initiatives will improve the overall
reliability, integrity, and resiliency of Dublin business data and IT networks.
@ 2007 ClientFirst Consulting Group, LLC
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City of Dublin
Scope
The IT needs of the City of Dublin were identified and assessed, which helped us
better understand current and future business practices at the City and how IT
issues are affecting overall operational effectiveness. Our discovery process was
directed by the City's Technology Advisory Committee (TAC) and involved all City
departments and divisions (internally and/or contracted) including:
· Information Systems
· Administrative Services and Finance
· City Manager Office
· City Clerk
· Community Development
· Fire Prevention
· Parks &. Community Services
· Public Works
· Police Services
The key information technology issues were addressed, including an IT Master Plan
that addresses various future technology initiatives, such as (but not limited to):
· Network security
· City facility interconnections, including wide area network and municipal area
network alternatives for City Services
· Network directory design and use
· IT administrative practices and applicable industry best practices
· Network backup alternatives and recommendations
· Remote user access methods and recommendations
· Electronic mail best practices, policies, and procedures
· Hardware life-cycle replacement alternatives and costs
· Cabling, network bandwidth, and wireless technologies
· Disaster recovery, system redundancy, and resiliency
· Desktop support and administration
· IT staffing recommendations, including education plans
· Equipment purchasing recommendations
· Other issues, as required
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Approach
We worked with key City personnel to develop recommendations of this Strategic
Technology Master Plan that we believe will meet present and future needs of the
City of Dublin. The following work steps were part of this process:
PHASE 1: Audit and Technology Needs Assessment
1. Obtained and reviewed the following background information (as available):
o Organization charts
o Technology support staff job descriptions
o Staff training plans
o Current IT project inventory
o Hardware configurations and inventories
· File server details
· Desktop information
· Mobile device inventories and standards
Operating systems software versions and patch levels
Application software (inventory by desktop and server)
Help Desk service requests for one week
Docu mentation
Disaster Recovery Plan
IT procedures
IT-related policies
IT Customer Survey results
Communication network
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o
o
o
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· Network equipment inventory
· Network diagrams
· IP address documentation
o Telephone system configuration information
· Number of incoming lines
· Current software release
· System make and model
· Maintenance vendor
o Maintenance costs related to the existing infrastructure
o Inventory of City facilities and addresses
2. Met with the City's Project Coordinator and the TAC to review the City's
strategic organizational goals and objectives and confirmed the specific goals
for this project.
3. Reviewed the present hardware platforms, systems architectures, and
processing environment. These interview(s) included an assessment of the
status and direction of the information processing function, including the
following:
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Hardware and Network
· Standard desktop and server configuration
· Current Windows Domain and Active Directory designs
· Backup methodologies
· Perceived performance issues
· Any known problem areas
o Systems software
· Current software licensing methodology
· Network management or automation software
· Systems security
· Patch management
o Planned or anticipated equipment and software additions or upgrades
o Overall systems security and security-related processes
4. Personnel from various departments were interviewed to review and discuss
their impressions of IS performance and their specific software application
issues and potential needs, including the following topics:
o Overall network performance and availability
o IS responsiveness to service requests
o Desktop, laptop, and portable device support
o IS responsiveness to emergency situations
o Support and maintenance of department application software
o Current satisfaction with department-specific applications
o levels of application training
o High-level discussions regarding future application or technology changes
and/or potential replacements
o
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City of Dublin
The individuals we met with are listed below:
Name Title or FUl1ctionalArea
Richard Ambrose City Manaqer
Joni Pattillo Assistant City Manaqer
Paul Rankin Administrative Services Director
Steve Pappa Information Technoloqy Manaqer
Julie Carter Assistant to the City Manager
Linda Schmidt Administrative Technician
Roger Bradley Administrative Analyst
Bonnie Terra Fire Marshall - Alameda County
Cindy Ray Senior Office Assistant
Christina Rodgers Administrative Aide
Fawn Holman City Clerk
Brvan Moore Assistant Planner
Renuka Dhadwal Secretarv
Lisa Solis Administrative Technician
Kristi Bascom Senior Planner
Jeff Baker Senior Planner
Erica Fraser Senior Planner
Gregory Shreeve Chief Buildinq Official
John Lucero Housing Specialist
Gavlene Burkett Housinq Assistant
Frank Navarro Senior Civil Enqineer
Ferdinand Del Rosario Senior Civil Engineer
Ray Kuzbari Senior Civil Enqineer
Anathan Kanaqasundaram Assistant Civil Engineer
Steven Yee Associate Civil Enqineer
Fred Marsh Finance Manaqer
Lynn Harrinqton Finance
Katie Mooney Finance
Lieutenant Gordillo Patrol Ooerations
Sergeant Holmes . Administration/Traininq
Amy Cunninqham Senior Administrative Analyst
Carol Pyle Administrative Aide
Cynthia Dickinson Office Assistant II
Paul McCreary Parks and Community Services Manaqer
5. Our network engineer conducted an in-depth evaluation of the City network and
targeted servers. The network evaluation included placement of a network
analysis tool onto the network at City Hall to determine network performance
and to provide insights into any extraneous network traffic. During the network
analysis assessment, we reviewed network configurations and network security.
The server evaluation included a review of the server configuration to assess
server security and redundancy.
6. We met with management to discuss current and potential IT staffing
alternatives. In this meeting, we discussed constraints on IT performance
caused by current staff levels or staff expertise. We reviewed the current
inventory of City IT projects and staff assignments as a method to discuss
current staff skill sets.
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7. During the assessment process, we focused on potential areas of improvement.
Some recommendations are strategic for the long-term and many are specific
to improve day-to-day operations. Included in Phase 1 were the following
steps:
o Summarized day-to-day operational improvements as findings and
recommendations
o Documented perceived gaps in current IT operations and processes
o Created a preliminary, prioritized list of improvements for review and
discussion
As a final step to our onsite assessment effort, we held a Workshop with the
project coordinator and the TAC to discuss our work and shared our initial
observations, potential recommendations, and relevant best practices, and
described solutions utilized by other similar organizations.
PHASE 2: Technology Recommendation Development
8. We documented the needs expressed by City staff and incorporated suggestions
provided during the departmental interviews. We then created preliminary
strategic technology initiatives to satisfy the City's short-term and long-range
objectives.
9. We further evaluated various information technology strategies and offered
concepts that can achieve the strategic goals and business objectives of the
City, including:
· Hardware and systems software standards
o Desktop systems
o Thin client (webpage type) computing
o System replacement policies
· Systems architectures
o Directory structures and uses
o Electronic mail system needs
o Existing and potential replacement systems
o Backup systems
o Disk storage alternatives
o Secu rity
· Office automation standards, including imaging and archives
· Communications networks (telephone, data, fiber-optic, etc.)
o Copper and fiber-optic cable
o Voice over Internet Protocol (VoIP)
o Remote access
o Public access
o Internet access
· Disaster Recovery, including potential for system redundancy
· Delivery systems
· Other strategies as identified
10. We reviewed IT staffing needs considering the following:
· The utilization of internal resources, including staff training needs
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· Potential opportunities for outsourcing
· Combinations of utilizing internal resources and outsourcing
11. Based on IS and City goals and objectives, we developed draft priorities for the
identified strategies and initiatives. These priorities were based on potential
improvement in IT services, cost reduction, productivity improvements, risk
reduction, budgetary constraints, construction schedules, and staffing levels. It
is recognized that these recommendations are in draft form and may change as
reviewed, based on priorities and available resources.
12. In developing our strategy recommendations for the City, we considered best
practices of similar organizations based on our experience in the industry and
on surveys which we have employed to keep abreast of the current thinking of
IT organizations around the state. These surveys provide a wealth of
supporting information for the recommended strategies.
13. The results of our investigation were incorporated into a draft
Recommendations Summary document. These recommendations included all
critical information required for discussion and decision-making.
14. We conducted an Assessment and Strategic Planning workshop with the TAC to
jointly review and revise our preliminary prioritizations of information
technology initiatives.
The goal of the meeting was to develop consensus between the consulting team
and the TAC on the strategies, goals, and objectives of the plan, and to identify
any areas that may have been omitted from the report.
PHASE 3: Strategic Planning Report Development and Presentation
15. Based on the strategy planning workshop results and the resulting initiatives
and priorities, we assembled this Strategic Technology Master Plan Report,
which provides project background, assessment findings, individual strategies,
justification for each strategy, estimated preliminary costs of the strategy,
preliminary time frames for implementation, a high-level listing of steps
required to complete the initiative, any dependencies that were identified as a
part of the process, and an overview initiative implementation schedule for the
strategies.
As a part of the overall planning process, a methodology has been incorporated
into the plan to assist the City in maintaining the plan and to provide a vehicle
to continue to align the plan with City and department goals. We believe that,
as a part of the plan, we can provide the TAC with the necessary tools to assure
that IT will support the City's overall mission.
The completed plan should not be reviewed as static, but rather as a dynamic
tool that is revised and updated as business conditions and requirements change.
The City should review and update the plan annually, using a shortened version of
the methodology described above. In this way, the plan will be a vehicle to
continuously guide the activities of the information technology function. If the
planning function is not an ongoing process, certain objectives may not be realized
because the objective itself may change as the organization and its environment
evolves. Technology will change over time, causing new alternatives to arise.
These alternatives should be considered as a part of the annual review process.
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City of Dublin
During the life of this plan, adjustments to the plan should be made by IT and the
T AC, with approval tied directly to the budget review and approval process. At the
conclusion of the existing plan, we recommend that a new plan be created and
approved by Council.
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IT Initiatives Summary
IT Facilities
The Computer Room is cramped and filled to capacity. Overflow servers are located
in what should be a telecommunications closet. Additional servers will be required
for new systems currently being selected. Staff should be relocated from the
computer room space to office space and the computer room expanded to its
original size. Over time, the entire space should be reorganized and all servers
consolidated to the computer room.
Civic Center wiring is extremely limited due to a lack of space within conduits for
additional cable. The City should consider a wireless overlay to increase flexibility
in the location of PCs within the Civic Center. During any future remodeling, a
structured cabling system expert should be retained by the City to assist the
architect in developing a robust cabling infrastructure.
IT Governance
Development of an IT Project Inventory and utilization of the TAC to create
consensus for IT projects would be beneficial to the City. The initiative
recommends increased focus on long-range capacity planning and the
implementation of a robust infrastructure to reduce the need for infrastructure
upgrades as a part of each implementation project.
The initiative also recommends increasing the involvement of the TAC in creating
updates to IT policies and procedures and as a communications vehicle between IS
and the departments.
Best Practices - IP Addressing
IP addresses are the telephone numbers of computer systems. Each device (i.e.,
computer, printer, etc.) on the network has a unique number. Dublin will benefit
significantly through the introduction of a single IP numbering scheme. We believe
this and other infrastructure improvements will reduce the number of Help Desk
calls, simplify the network and reduce project implementation and support costs
over time.
Best Practices - Server Internet Access
Dublin servers that are accessed from the Internet currently reside inside the
security perimeter. IT Best Practice for Internet accessed devices calls for a
demilitarized zone (DMZ) that is outside the security perimeter of the City, but still
within the confines of the City's firewall for protection. A firewall is a device that
secures the City network from attack or intrusion from untrusted computers on the
Internet.
@ 2007 ClientFirst Consulting Group, LLC
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Internal Network
Weblink
and GIS
Network Infrastructure
This initiative outlines a list of recommended network infrastructure improvements
that will improve network stability, reduce support issues and simplify the network.
Many of these items are highly technical in natureand result from the detailed
network assessment that was conducted as a part of this Strategic Planning
process.
Recommendations include:
· Investigation and resolution of network trouble spots.
· Introduction of automatic file saving and user file recovery.
· Increased file server hardware capacity and standardization of components
· Expansion of computer life cycle management
· Standardization of software versions within the City and with contracting
organizations
· Additional design of the Windows server directory services known as Active
Directory
IT Best Practices - Productivity
IS staff productivity improvement recommendations are contained in this initiative.
The most important of these are the introduction of a Help Desk system, further
automation of PC software installation and maintenance, and the introduction of an
IT server to provide a central storage location for PC images, licensed software and
IT-speCific applications.
IT Staffing
After a detailed review of IT staffing and project requirements, we recommend
adding a Network Engineer to staff as soon as practical. As the recommended
infrastructure improvements are implemented, we believe that Help Desk and
support issues will decrease by approximately 1/2 of a full time equivalent,
eliminating the need for the existing half-time position.
In the long term, we also believe that the City would benefit from the addition of a
Business Systems Analyst to provide application selection, business process
improvement and report writing skills to the various departments. This position
should be considered for future budget years.
@ 2007 ClientFirst Consulting Group, LLC
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IT Implementation Methodologies
An increased emphasis on system life cycle methodologies will probably lead to
reduced project risk and improve quality. We include a discussion of project steps
appropriate for IT at Dublin. Improved rigor in the use of project management
techniques should clarify departmental responsibilities and reduce project delays.
Implement
Selection
Train
We also recommend a specific project implementation methodology that has proven
to be very successful. The major steps of this methodology are outlined below:
· Communications: Communicate all facets of the implementation (downtime,
what to expect, how to receive help, new procedures, etc.) to system users and
management.
· Test Planning: Develop detailed test plans that validate critical system
functionality.
· Implementation Task Planning: Develop detailed implementation task lists,
timelines and/or other checklists, as required.
· Implementation Training: Determine training needs and execute the training
plan (includes end-user procedures).
· Post-Implementation Problem Resolution: Develop a plan to provide resources
for timely post-implementation problem resolution.
· Documentation: Complete necessary IT documentation.
· Disaster Recover Plan (DRP) Updates: Consider the impact on DRP as a part of
each project and make any necessary modifications.
· Clean Up: Take care of all loose ends (e.g., project invoicing, removal of old
software and/or systems) or any other items that cannot be completed prior to
implementation.
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City of Dublin
Remote Access
The majority of the City departments we interviewed requested remote access to
electronic mail, departmental and individual files, and application information. In
the initiative, we outline the recommended steps for Dublin to provide remote
access to staff. This includes development of the appropriate policies and
procedures, implementation of Outlook Web Access and the necessary technology
to provide access to files and applications. As with several of the recommended
items, this may be implemented using a phased approach, with the initial access
being provided to e-mail and Outlook.
Disaster Recovery Planning
This initiative outlines a multi-phased approach to the development of a Disaster
Recovery Plan for IT. Currently, IS is in the process of developing the Disaster
Recovery Plan. The current Plan we reviewed provides an excellent start and
contains initial prioritization of network equipment and servers.
In order to enhance the Plan, we recommend that the City revisit recovery and
restoration priorities based on departmental applications requirements. Following
development of the Plan, the City should perform tests of portions of the Plan on a
periodic basis.
Disaster
Recovery Kit
Disaster
Recovery Plan
(DRP)
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Network Management
The initiative provides recommendations for network management products and
processes that will improve staff effectiveness and system performance. These
include product recommendations for network baselining, alerts and alarms,
bandwidth management network equipment log consolidation and organization and
network equipment management.
These products can be implemented over time. The initial network baselining and
alert alarm software products do not require third-party asststance for
implementation and use. Bandwidth management, equipment log consolidation,
and network equipment management will all require the assistance of an expert
third party. The following diagram depicts events, processes and/or tools that will
enhance IS's ability to more effectively manage the City's network infrastructure.
aseline
Log
Management
Monitoring
Bandwidth
Control
LAN
Management
Setup Activity
Ongoing Activity
Notifications
Citywide Connectivity
The City should inventory existing fiber optic cabling assets that are currently used
by Traffic Engineering on Dublin Boulevard. These fiber optic cables connect West
and East Dublin and may be valuable to the City or other organizations.
We also discuss wireless coverage and recommend that the City consider leasing
high speed third generation cellular communications technology as it becomes
available in the next few years. This technology will provide mobile workers with
effective wireless communications with City systems.
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Telecommunications
This initiative discusses utilization of Voice over IP (VoIP), as defined above, on the
wide area network (WAN) to improve efficiency. We also recommend the gradual
introduction of unified messaging, providing the ability to retrieve electronic mail,
faxes, and voice mails through the electronic mail system.
Training - Productivity and Office Software
We recommend that City staff receive additional Microsoft Office training. This
training will better leverage existing features in the MS Office products and reduce
staff dependence on IT support. We outline an approach to the development and
delivery of citywide software training in the initiative description.
Internet and Intranet
This initiative envisions gradually enhancing the City's website to provide additional
communications and services to citizens and visitors. In a similar manner, we
propose updating the City's existing intranet and adding features and functions to
the City's internal website for staff, or intranet as the benefit becomes apparent.
Automated Agenda Packets
In the Automated Agenda Packet initiative we describe the components and
budgetary costs required to implement this type of system. In our experience,
Automated Agenda Packets streamline the packet creation procedure and
drastically reduce the consumption of paper. We recommend that the City evaluate
the need for such a system, taking into consideration the potential benefits, as well
as any negative impact the system may have.
Windows Vista and Longhorn
Microsoft released the next generation desktop operating system in 2007 and will
release the new server software in 2008. In this initiative, we outline
implementation recommendations and suggest potential timeframes.
Single Sign-On
The City, necessarily, maintains and manages many different applications systems
for the various departments. As the City grows, the number of these applications
will continue to grow over time. Many of these applications can be integrated into a
Windows 2003 Active Directory structure, but other products maintain separate
user ID and passwords. Requiring staff to keep track of multiple user IDs and
passwords creates significant inconvenience, increases security risk and IT support
costs. The primary increase in security risk is due to the fact that most staff cannot
keep track of their user IDs and passwords without writing them down. Additional
IT support is required to create and maintain the user IDs. The City should
consider implementing a product to reduce the number of user IDs and passwords
and to integrate management of these items into Active Directory.
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Selection Best Practices - Departmental Applications
The City has historically utilized a multi-vendor approach to application software
selection. Multi-vendor means that each application is selected based on meeting
the specific requirements of the user group requesting the application. Integration
with other systems, application and technology consistency, and usefulness across
the organization are secondary considerations. Additional technical support costs, a
higher degree of complexity, additional training time, and higher equipment costs
are also often required.
In order to reduce the number of multi-vendor solutions for core department
business applications, the City should consider the procurement of one or more
enterprise application solutions (citywide and/or integrated multi-department
solutions). This does not preclude the selection of a specialty vendor in the event
that it is considered the best overall solution and final selection process takes
existing vendors into account. Examples of enterprise application solutions include:
· Citywide enterprise solution, including financials, payroll, human resources,
community development (permits, inspection, code enforcement, planning and
zoning, land management, etc.) and Maintenance Management (work orders,
preventative maintenance and asset management)
· Community Development suite of applications
· Maintenance Management suite of applications that include CRM functionality
· Document Management systems that include imaging, records management,
and automated agenda systems
Ultimately, if a complete enterprise solution cannot provide the necessary
functionality, the City should select a specific best-of-breed or specialty product for
a specific application. These decisions should be made with the understanding that
ongoing integration and support costs will be somewhat higher with the addition of
a separate best-of-breed application to meet a specific need.
Selection Best Practices - IT Systems Procurement
The above philosophy should be considered within the IT function for the
procurement of hardware and systems software. Reducing the number of makes
and models of equipment and the number of software products and versions
supported can reduce complexity and overall costs. In fact, we believe that IS
should consider consistency of equipment and implementation as one of the
foundations of superior IT services.
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Integrated Financial Information System(s) Implementation
The City is in the process of selecting and implementing a new integrated financial
information management system. The following applications are under short-term
and long-term consideration:
Financial Management
o General Ledger, Grant Accounting, Budgeting
o Bank Reconciliations
o Project Accounting
o Financial Reporting
o Ad Hoc Reporting
o Treasury / Investment and Cash Management
o Purchasing, Requisitions, Contract Administration
o Fixed Asset / Asset Management
o Accounts Payable
o Miscellaneous Accounts Receivable
o Cash Receipts / Cashiering
o Inventory
o Business Licensing
People Management
o Human Resources
o Payroll and Time Keeping
o Employee Self-Service
Community Development / Land Management
o Permits
o Inspections
o Project Planning
o Code Enforcement
o Geographic Information System (GIS) Integration
o Land/Parcel/Address Management
Work Management
o Work Orders
o Maintenance Management
o Fleet
Potential integration of imaging with Laserfiche software
Interface with Recreation CLASS software
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Laserfiche Needs Assessment
Several departments spoke of difficulties and limited use with the Laserfiche
document management system. The City may want to consider conducting a needs
assessment and process review with the departments to gain an understanding of
how the system should work, what configuration changes or specific training would
improve staff's ability to utilize the system to its fullest potential, and what other
departmental application integration would help improve the departments' business
processes.
Citywide Geographic Information System (GIS) Needs Assessment
Numerous departments expressed the need for GIS integration with their
operational applications and the ability to query maps and related reports without
having to make requests through IS/GIS. The City should consider conducting a
needs assessment to inventory all departments' GIS requirements, including:
· Additional GIS applications such as a non-GIS-technician viewer application
· Other operational application integration needs
· Additional user licenses
· Additional hardware
· Technical and user training needs
· Resolution requirements of existing and technical issues or problems
@ 2007 ClientFirst Consulting Group, LLC
Page 18 of 19
lqOb2~
Strategic Technology Master Plan Report
City of Dublin
Conclusion
Over the next two to three years, the City IT function will operate on a dual track.
IS will work to improve the network infrastructure and implement IT Best Practices
in specific areas of the infrastructure along with the selection of a new enterprise
application system for use by many City departments.
We hope that the TAC will provide crucial oversight and direction to the IT function
over the next few years and that TAC will be asked to provide input in setting IT
priorities and provide a communications conduit between the departments and IS.
We expect the IT infrastructure projects outlined in this report to result in improved
productivity and improved customer service. Key projects that will garner the
largest gains include the IT Help Desk, IP Address Renumbering and Network
Infrastructure Improvements. The addition of a Network Systems Coordinator will
assist the City in the implementation of these projects, reducing consulting dollars
required for implementation and assuring that the gains harvested from these
projects will be retained.
Consulting assistance will be helpful for some projects that are high priorities,
beyond the scope of IS and department skill sets and/or lack internal resource
availability. In the long-term, the City may want to consider the addition of an IT
business analyst skill set within the IS Department. This individual would support
other departments in implementing small projects, assisting in reporting
requirements, assisting with business process improvements, and troubleshooting
issues with department operational applications.
Additionally, we recommend that action plans be developed by the departments
and IS from the Departmental Findings and Recommendations section. The action
plans should include all identified needs, recommended resolution, person(s) or
entity(ies) responsible, target due dates, comments and, in some cases, the Help
Desk log numbers. These action plans can ensure that all needs are being
addressed and/or a decision has been made not to pursue a resolution. These
action plans will also prove beneficial to annual resource and budget planning
requirements.
The completed plan should not be reviewed as static, but rather as a dynamic tool
that is revised and updated as business conditions and requirements change. The
City should review and update the plan annually, using a shortened version of the
methodology described in this Executive Summary and involving the City's TAC. In
this way, the plan will be a vehicle to continuously guide the activities of the
information technology function. If the planning function is not an ongoing process,
certain objectives may not be realized because objectives may change as the
organization and its environment evolve. Technology will also change over time,
causing new alternatives to arise. These alternatives should be considered as a
part of the annual review process.
@ 2007 ClientFirst Consulting Group, LLC
Page 19 of 19
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RESOLUTION NO. xx - 07
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
;;;.~ J{) d cr
*********
ACCEPTING THE 2007 STRATEGIC TECHNOLOGY MASTER PLAN (STMP)
PREPARED BY CLIENTFIRST CONSULTING GROUP, LLC
WHEREAS, the City Council set as a High Priority goal the Information Technology assessment
and Master Plan development; and
WHEREAS, .ClientFirst Consulting Group, LLC (ClientFirst) was selected to perform
Information Technology assessment and master planning services; and
WHEREAS, ClientFirst conducted its assessment through meetings with all City departments and
investigation of City facilities; and
WHEREAS, ClientFirst developed a 2007 Strategic Technology Master Plan (STMP) for the.
City; and
WHEREAS, the City's Technology Advisory Committee and the Staff Executive Team have
reviewed and contributed to the STMP; and
WHEREAS, ClientFirst has presented the STMP to the Dublin City Council; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin hereby
accepts the 2007 Strategic Technology Master Plan.
BE IT FURTHER RESOLVED that the City Manager shall direct Staffto proceed with
implementation of Master Plan initiatives based upon appropriated funding and available resources; and
BE IT FURTHER RESOLVED that the City Manager shall be authorized to direct Staffto make
refinements and adjustments to the Master Plan as deemed necessary to meet the City goals and
objectives, provided that any expenditure requirements have been authorized by the City Council.
PASSED, APPROVED AND ADOPTED this 18th day of September, 2007, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Mayor
ATTEST:
City Clerk
G:\Information Services\Agenda Statements\2007 STMP acceptance\reso-STMP-accept.doc
Attachment 2