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HomeMy WebLinkAboutReso 175-07 Strategic Tech Master PlanRESOLUTION NO. 175 - 07 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DUBLIN 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 Staff to 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 Staff to 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: Councilmembers Hildenbrand, Oravetz, Sbranti, Scholz and Mayor Lockhart NOES: None ABSENT: None ABSTAIN: None Mayor ATTEST: Interim City Clerk Reso No. 175 =07, Adopted 9/18/07, Item 7.3 Page lof 1 Strategic Technology Master Plan Report City of Dublin TABLE OF CONTENTS SECTION EXECUTIVE SUMMARY Scope......................................................................................... ..............................4 Approach ...................................... ............................... ..5 ............ ............................... ITInitiatives Summary .............................................................. ............................... 11 Preliminary Budget and Time Estimates ............................... ............................... .... 20 Conclusion................................................................................ ............................... 34 t`NIT I AT!'V'ES _ , Introduction.............................................................................. .............................35 1. IT Facilities ....................................................................... .............................35 2. IT Governance ................................................................ ............................... 38 3. IT Best Practices - IP Addressing ........................................ .............................41 4. IT Best Practices - Server Internet Access .......................... ............................... 43 5. Network Infrastructure ....................................................... .............................45 6. IT Best Practices - Productivity .......................................... ............................... 49 7. IT Staffing ...................................................................... ............................... 52 8. Remote Access ............................................................... ............................... 54 9. IT Implementation Methodologies ...................................... ............................... 56 10. Disaster Recovery Planning .............................................. ............................... 59 11. Network Management ........................................................ .............................62 12. Citywide Connectivity ........................................................ .............................64 13. Telecommunications ........................................................ ............................... 66 14. Training - Productivity and Office Software .......................... .............................68 15. Internet and Intranet /Portal ............................................... .............................69 16. Automated Agenda Packets .............................................. ............................... 71 17. Windows Vista and Windows Server 2008 ............................. .............................72 18. Single Sign- On ................................................................ ............................... 74 19. Selection Best Practices - Departmental Applications ............. .............................75 20. Selection Best Practices - IT Systems Procurement ............. ............................... 76 21. Integrated Financial Information System(s) Implementation ... .............................77 22. Laserfiche Needs Assessment ........................................... ............................... 79 23. Citywide GIS Needs Assessment ....................................... ............................... 80 i M Em€ TA iL 1 N D I N GS AND Rz; C M"' N AT 10NS 1 Administrative Services / IS / GIS / Finance ................................. ............................... 82 Business License .................................................... ............................... ................ ... 83 City Management Administration / Economic Development ............... .............................84 CityManager's Office ................................................................. ............................... 86 Finance ........................... ............................... ...................... ............................... .... 87 Fire Prevention ......................................................................... ............................... 89 Housing/ Building ..................................................................... ............................... 91 Human Resources / Central Services .......................... Parks and Community Services ................................................... ............................... 95 Planning................................................................................... ............................... 97 Police Services .................................. ............................... ....................... ............... 100 Public Works / Traffic Operations / Engineering ........................... ............................... 102 © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 2 of 104 Ara Unclaimed Insurance Certificates Unclaimed Insurance Certificates are those Certificates that can't be matched to an agreement. 1. Unclaimed Insurance Certificates are scanned into Laserfiche under Insurance Certificates; Unclaimed Insurance Certificates. 2. Unclaimed Certificates have a retention of 11 years. Original can be destroyed after 5 years of Policy Expiration Date (per Retention Schedule). After 11 years this can be purged from Laserfiche. Be sure to follow the procedures for destroying Paper, Electronic, and Digital Documents. 3. To determine Destruction Date: If Expiration date is 1/27/2008; the destruction date will be 1/1/2014 (2008 plus 5 years = 2013, destroy on first day of the following year in order to maintain continuity). 4. To determine Purging Date from LF: Expiration date is 1/27/08; purging date will be 1/1/2020 (2008 plus 11 years = 2019, purge from LF on the first day of the following year in order to maintain continuity). 5. Unclaimed Certificates are filed in Central Files under 170 -35. 6. Unclaimed Certificates are not entered into Clerks Index. Insurance Certificates Associated with an Agreement Insurance Certificates associated with Agreements /Contracts will be be scanned under Insurance Certificates; Agreements & Contracts. 2. Certificates are entered into Clerks Index. (see below) Clerks Index Locate the Agreement in MuniMetrix and make the Keyword entry: Insurance Certificate and the date of Certificate (not expiration date). 2. Certificate is filed in the Agreements /Contract file (600 series) 3. Retention for Insurance Certificates will follow the same retention as Agreements /Contracts. Be sure to follow the procedures for destroying Paper, Electronic, and Digital Documents. 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, I_I_C - FINAL DRAFT - Page 3 of 104 Strategic Technology Master Plan Report 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 © 2007 ClientF%rst Consulting Group, LLC - FINAL DRAFT - Page 4 of 104 Strategic Technology Master Plan Report City of Dublin 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): • Organization charts • Technology support staff job descriptions • Staff training plans • Current IT project inventory • 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 • Documentation • Disaster Recovery Plan • IT procedures • IT- related policies • IT Customer Survey results • Communication network • Network equipment inventory • Network diagrams • IP address documentation Telephone system configuration information • Number of incoming lines • Current software release • System make and model • Maintenance vendor • Maintenance costs related to the existing infrastructure • 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: © 2007 ClientFirst Consulting Group, Lt_C - FINAL DRAFT - Page 5 of 104 Strategic Technology Master Plan Report City of Dublin Hardware and Network • Standard desktop and server configuration • Current Windows Domain and Active Directory designs • Backup methodologies • Perceived performance issues • Any known problem areas Systems software • Current software licensing methodology • Network management or automation software • Systems security • Patch management • Planned or anticipated equipment and software additions or upgrades • 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: • Overall network performance and availability • IS responsiveness to service requests • Desktop, laptop, and portable device support • IS responsiveness to emergency situations • Support and maintenance of department application software • Current satisfaction with department- specific applications • Levels of application training • High -level discussions regarding future application or technology changes and /or potential replacements © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 6 of 104 Strategic Technology Master Plan Report City of Dublin The individuals we met with are listed below: Interview Participants Name Title or Functional Area Richard Ambrose City Manager Joni Pattillo Assistant City Manager Paul Rankin Administrative Services Director Steve Pappa Information Technology Manager 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 Bryan Moore Assistant Planner Renuka Dhadwal Secretary Lisa Solis Administrative Technician Kristi Bascom Senior Planner Jeff Baker Senior Planner Erica Fraser Senior Planner Gregory Shreeve Chief Building Official John Lucero Housing Specialist Ga lene Burkett Housing Assistant Frank Navarro Senior Civil Engineer Ferdinand Del Rosario Senior Civil Engineer Ray Kuzbari Senior Civil Engineer Anathan Kana asundaram Assistant Civil Engineer Steven Yee Associate Civil Engineer Fred Marsh Finance Manager Lynn Harrington Finance Katie Mooney Finance Lieutenant Gordillo Patrol Operations Sergeant Holmes Administration/Training Amy Cunningham Senior Administrative Analyst Carol Pyle Administrative Aide Cynthia Dickinson Office Assistant II Paul McCreary Parks and Community Services Manager 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. _ -- ....... .._ - © 2007 ClientFirst Consulting Group, I_I_C - FINAL DRAFT - Page 7 of 104 Strategic Technology Master Plan Report City of Dublin 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: • Summarized day -to -day operational improvements as findings and recommendations • Documented perceived gaps in current IT operations and processes • 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 • Desktop systems • Thin client (webpage type) computing • System replacement policies • Systems architectures • Directory structures and uses • Electronic mail system needs • Existing and potential replacement systems • Backup systems • Disk storage alternatives • Security • Office automation standards, including imaging and archives • Communications networks (telephone, data, fiber - optic, etc.) • Copper and fiber -optic cable • Voice over Internet Protocol (VoIP) • Remote access • Public access • 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 • Potential opportunities for outsourcing © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 8 of 104 Strategic Technology Master Plan Report City of Dublin • 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. © 2007 ClientFirst Consulting Group, PLC - FINAL DRAFT - Page 9 of 104 Strategic Technology Master Plan Report City of Dublin During the life of this plan, adjustments to the plan should be made by IT and the TAC, 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. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 10 of 104 Strategic Technology Master Plan Report City of Dublin 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 - FINAL DRAFT - Page 11 of 104 Strategic Technology Master Plan Report City of Dublin 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 nature and 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 - FINAL DRAFT - Page 12 of 104 Strategic Technology Master Plan Report City of Dublin 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. Project =Define Scope Need 4 1 % Implement Selection 0 Train Build/ Buy Project Mgmt. 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. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 13 of 104 Strategic Technology Master Plan Report 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) DRP Testing Ongoing DRP Updates © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 14 of 104 Strategic Technology Master Plan Report City of Dublin 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 assistance 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. Baseline Monitoring Bandwidth Control Setup Activity Citywide Connectivity Automate Network Infrastructure LAN Management — Ongoing Activity Alerts/ Alarms Log Management Version Control 0— Notifications 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. © 2007 ClientFirst Consulting Group, Lt_C - FINAL DRAFT - Page 15 of 104 Strategic Technology Master Plan Report City of Dublin 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. © 2007 C /ientFirstConsulting Group, LLC - FINAL DRAFT - Page 16 of 104 Strategic Technology Master Plan Report City of Dublin 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. © 2007 ClientFirst Consulting Group, LLc - FINAL DRAFT - Page 17 of 104 Strategic Technology Master Plan Report City of Dublin 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 • General Ledger, Grant Accounting, Budgeting • Bank Reconciliations • Project Accounting • Financial Reporting • Ad Hoc Reporting • Treasury / Investment and Cash Management • Purchasing, Requisitions, Contract Administration • Fixed Asset / Asset Management • Accounts Payable • Miscellaneous Accounts Receivable • Cash Receipts / Cashiering • Inventory • Business Licensing People Management • Human Resources • Payroll and Time Keeping • Employee Self- Service Community Development/ Land Management • Permits • Inspections • Project Planning • Code Enforcement • Geographic Information System (GIS) Integration • Land /Parcel /Address Management Work Management • Work Orders • Maintenance Management • Fleet Potential integration of imaging with Laserfiche software Interface with Recreation CLASS software © 2007 ClientFirst Consulting Group, LLc - FINAL DRAFT - Page 18 of 104 Strategic Technology Master Plan Report City of Dublin 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, t_LC - FINAL DRAFT - Page 19 of 104 N m T i n n 0 m C 7 0 0 P t� z b v n '71 m (D N O O h O City of Dulbin Strategic Technology Maser Plan Improvements 9/612007 (updated 9/13/2007) Initiative # I Task Initiative Expenditure Type Bud et YEac, Total � 2007/2008 2008/2009 200912010 201012011 2011120,12 1 IT Facilities 1 Improve Computer Room Desi n Consulting $0 $0 $0 Hardware /Software $25,000 $25,000 $25,000 Implementation Consulting $0 Annual Maintenance 1 $p 2 Council Chambers Wireless Connectivity Design Consulting $0 Hardware /Software $7,500 $7,500 $7,500 Implementation Consulting $2,500 $2,500 $2,500 Annual Maintenance $200 $200 $200 $200 $800 $800 3 Civic Center Wireless ConnectivitV Design Consulting $10,000 $10,000 $10,000 Hardware /Software $35,000 $35,000 $35,000 Implementation Consulting $15,000 $15,000 $15,000 --Tty Annual Maintenance $3,500 $3,500 $7,000 $7,000 4 Hall Recable Design Consulting $20,000 $20,000 $20,000 Hardware /Software $50,000 $50,000 $50,000 Implementation Consulting $0 Annual Maintenance $p 2 IT Governance Design Consulting $0 $0 Hardware /Software $0 $p Implementation Consulting $0 $p Annual Maintenance $0 $0 5 IT Inventory Design Consulting $0 $0 Hardware /Software $0 $0 Implementation Consulting $0 $0 Annual Maintenance $0 $0 6 Prioritize Projects with TAC Design Consulting $0 $0 Hardware /Software $0 $0 Implementation Consultin $0 $p Annual Maintenance $0 $0 7 TAC Participation in policies and recommendations Desi n Consulting $0 $0 Hardware /Software $0 $0 Implementation Consulting $0 $0 Annual Maintenance $0 $0 3 IT Best Practices - IP Addressing 8 Redesign& Implement IP Addresses $0 Desi n Consultinq $12,5001 $12,500 $12500 Hardware /Software $0 $0 _N N (c f9� N n n �C O_ a- M Z a Q t1 O lD O O City of Dulbin Strategic Technology Maser Plan Improvements 9/6/2007 (updated 9113/2007) Initiative # Task Initiative Expenditure Type -Budget Year--. Total ''; 200712008 ° 200812009 2009/2010? 2010/2011 2011/2012 N N CD N (Q C CD n O EC fU y CD fD >y 7 O O a- Z Implementation Consulting $0 $0 Annual Maintenance $0 4 IT Best Practice -Server Internet Access 9 Create DMZ Desi n Consulting $0 Hardware /Software $2,500 $2,500 $2,500 Implementation Consulting $2,500 $2,500 $2,500 Annual Maintenance $0 $0 $0 $0 $0 10 Move Web Apps /Servers to DMZ Design Consulting $0 Hardware /Software $0 Implementation Consulting $7,200 $7,200 $7,200 Annual Maintenance $0 5 Network Infrastructure 11 Replace Fileserverl & Procure Disk Space Design Consulting $0 Hardware /Software $30,000 $30,000 $30,000 Implementation Consulting $3,000 $3,000 $3,000 Annual Maintenance $0 12 Correct DNS Errors Design Consulting $0 Hardware /Software $0 Implementation Consulting $3000 , $3,000 $3,000 Annual Maintenance $0 13 Correct Event Log Errors Design Consulting $0 Hardware /Software $0 Implementation Consulting $3000 , $3,000 $3,000 Annual Maintenance $0 14 Replace East Inspection Trailor router Design Consulting $0 Hardware /Software $1,900 $1,900 $1900 Implementation Consulting $0 Annual Maintenance $200 $200 $200 $200 $800 $800 15 Rewiew Swim Center router "noise" Design Consulting $0 Hardware /Software $0 Implementation Consulting $1900 $1,900 Annual Maintenance $0 16 Redesign drive letter mappings Design Consulting $0 Hardware /Software $0 Implementation Consultin $6,000 $6,000 $6,000 Aiiiiudi ividiritenance $p N N CD N (Q C CD n O EC fU y CD fD >y 7 O O a- Z 1'I N Z t' v t1 u] r0 N N O O -A City of Dull Strategic Technology Maser Plan Improvements 9/612007 (updated 9/1312007) Initiative #I Task I Initiative I Expenditure Type 1 2007/2008 1 200812009 1 20091 010 1 201012011 1 201112012 1 Total CD n T 7 O O cc 1< ic N N N Cf C CD .a O C7 ..0 0 a 17 Implement Shadow Copy Design Consulting $3,000 $3,000 $3,000 Hardware /Software $0 Implementation Consulting $6,000 $6,000 $6,000 Annual Maintenance $0 la Inventory non -HP Switches and replace Design Consulting $0 Hardware /Software $15,000 $15,000 $15 000 Implementation Consultin $0 Annual Maintenance $0 $0 $0 $0 19 Increase capacity on existl servers Design Consulting $6,000 $6,000 $6,000 Hardware /Software $50,000 $50,000 $50,000 Implementation Consulting $0 $0 Annual Maintenance $0 20 Annual PC Re lacement Design Consulting $0 Hardware /Software $41,000 $41,000 $41,000 $41,000 $41,000 $205,000 $205000 Implementation Consulting $0 Annual Maintenance $0 21 Storage Area Networks (Years 5 & 6 Desi n Consultin $0 Hardware /Software $75,000 $75,000 $75,000 Implementation Consulting $0 Annual Maintenance $0 22 Conduct AD Design review Design Consulting $6,000 $6,000 $6,000 Hardware /Software $0 Implementation Consulting $9,000 $9,000 $9,000 Annual Maintenance $0 23 Storage Area Networks Redundant 2nd SAN) Design Consulting $0 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 6 IT Best Practices - ProductivitV 24 Procure and Install IT Server Design Consulting $0 Hardware /Software $8,500 $8,500 $8,500 Implementation Consulting $0 Annual Maintenance $0 25 Procure Help Desk Software Hardware /Software $7,000 $7,000 $7,000 CD n T 7 O O cc 1< ic N N N Cf C CD .a O C7 ..0 0 a O rk m T n 0 c E, Gl 0 c a a Z a r O N (D N W O 0 4�1 City of Dulbin Strategic Technology Maser Plan Improvements 91612007 (updated 9/13/2007) Initiative # I Task Initiative Expenditure Type $0 Bstd etYear Total 200712008 1 200$/2009 200912010s 201012011 3011/2012 S O N N N O N 'a O 0 O a Implementation Consulting $0 $0 Annual Maintenance $2,000 $2,000 $2,000 $2,000 $8,000 $8,000 , 26 Implement Windows Update Service Desicin Consulting $3,000 $3,000 $3,000 Hardware /Software $0 Implementation Consulting $6,000 $6,000 $6,000 Annual Maintenance $0 27 Distribute Virus software from Central Server Design Cons $0 Hardware /Software $0 Implementation Consulting $6,000 $6,000 $6,000 Annual Maintenance $0 28 Ghost im rovements Design Consulting $5,000 $5,000 $5,000 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 7 IT Staffing 29 MCSE Onsite Re ularl Design Consulting $0 Hardware /Software $0 Implementation Consulting $14,000 $14,000 $14,000 $14,000 $14,000 $70,000 $70,000 Annual Maintenance $0 $0 $0 $0 $0 $0 8 Remote Access 30 Outlook Web Access Design Consulting $0 Hardware /Software $9,000 $9,000 $9,000 Implementation Consulting $6,000 $6,000 $6,000 Annual Maintenance $0 31 Access to files Design Consulting $0 Hardware /Software $12,500 $12,500 $12,500 Implementation Consulting $12,000 $12,000 $12,000 Annual Maintenance $1,000 $1,000 $2,000 $2,000 32 A lication remote access Design Consulting $0 Hardware /Software $0 Implementation Consulting $6,000 $6,000 $6,000 Annual Maintenance $0 9 IT Implementation Methodologies 33 Standard Design & Implementation Methodology Design Consulting $15,0001 1 $15,000 $15,000 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 10 Disaster RecvVv y Planlli,iy S O N N N O N 'a O 0 O a n T n 0 C c Lt 23 n 0 C P H Z r v b Tf tL LO O O O City of Dulbin Strategic Technology Maser Plan Improvements 916/2007 (updated 9113/2007) Initiative # Task Initiative Expenditure Type Bud et Year. Total ref. 1 20071200$ _. .,. 200$12009 2009/2010 201012011 2041/2012 CD 0 S 1 N to tD !y C7 O 34 System recovery timeframes Design Consulting $0 $0 Hardware /Software $0 $0 Implementation Consulting $0 $0 Annual Maintenance $0 $0 35 Identify separate DR site Design Consulting $10,000 $10,000 $10,000 Hardware /Software $0 $0 Implementation Consulting $0 $0 Annual Maintenance $0 $0 36 Additional inventory info Desi n Consultin $0 $0 Hardware /Software $0 $0 Implementation Consulting $0 $0 Annual Maintenance $0 $0 37 Document DR Teams Design Consulting $0 $0 Hardware /Software $0 $0 Implementation Consulting $0 $0 Annual Maintenance $0 $0 38 Lon ran a DR Strate Desi n Consulting $25,000 $25,000 $25,000 Hardware /Software $50,000 $100,000 $150,000 $150,000 Implementation Consulting $0 $0 Annual Maintenance $0 $0 39 Develop DR Plan for scenarios Desi n Consultino $15,000 $15,000 $11$00 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 40 Test Ian eriodicall Design Consulting $p $0 Hardware /Software $0 $0 Implementation Consulting $6,000 $6,000 $6,000 Annual Maintenance $0 $0 11 Network Management 41 PRTG Implementation Desi n Consulting $0 Hardware /Software 1 $1,500 $1,500 $1,500. Implementation Consulting $0 Annual Maintenance $150 $150 $150 $150 $600 $600 42 GFlImplementation Design Consulting $0 Hardware /Software $2,500 $2,500 $2,500 Implementation Consulting $2,500 $2,500 $2,500 Annual Maintenance $250 $250 $250 $750 $750 43 Network Security Menit ^r ?r -Consulting Desi n $0 1 $0 CD 0 S 1 N to tD !y C7 O ,. 0 ?t n 0 c 0 0 C v Z r v 'D fL cn N N U1 0 0 City of Dulbin Strategic Technology Maser Plan Improvements 91612007 (updated 911312007) Initiative # Task Initiative Expenditure Type Bud 9 et Year Total uy 200712008', 200812009 1, 200912010 1 201012011 201112012, N C1 r. CD fQ n -I N O ic N to C CD 1 sv O Z1 cD "a O C� c 0 O c a Z Hardware /Software $30,000 $30,000 $30,000 Implementation Consulting $10,000 $10,000 $10,000 Annual Maintenance $0 12 City Wide Connectivity 44 Inventory conduit/fiber Design Consulting $25,000 $25,000 $25,000 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 45 Investigate opportunities with other Gov't entities Design Consulting $25,000 $25,000 $25,000 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 46 Investigate broadband wireless through cellular carrier Design Consulting $0 $0 Hardware /Software $0 $0 Implementation Consulting $0 $0 Annual Maintenance $0 $0 13 Telecommunications 47 Call Accounting Software (Complete 06/07) Design Consulting $0 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 48 Consider Unified Messaoing PD Specific Remainder of City Desi n Consultin $0 Hardware /Software $3,000 $4,000 $7,000 $7,000 Implementation Consulting $2,500 $2,500 $2,500 Annual Maintenance $500 $500 $1,000 $2,000 $2,000 49 VoIP Enhancements Pilot Remainder of City Design Consulting $0 $0 Hardware /Software $4,000 $10,000 $14,000 $14,000 Implementation Consulting $1,000 $6,000 $7,000 $7,000 Annual Maintenance $400 $400 $1,500 $1,500 $3,800 $3,800 14 Training - Productivity and Office Software 50 Conduct training survey Design Consultin $0 Hardware /Software $0 Implementation Consulting $0 $0 Annual Maintenance $0 51 Offer training based on results Design Consult in $0 N C1 r. CD fQ n -I N O ic N to C CD 1 sv O Z1 cD "a O C� c 0 O c a Z m ?t n 0 c G) 0 C P M Z a a 'O Oi LO (D N O O IA City of Dulbin Strategic Technology Maser Plan Improvements 9/6/2007 (updated 9/13/2007) Initiative # Task Initiative Expenditure Type Total " '' , z. , 2007/2008 200812009 2008/2010 2010/2011 201112012 --I 0 t"1 ic to y N it7 N n .�z o_ 6 c a Hardware /Software $0 Implementation Consulting $0 Annual Cost $10,000 $20,000 $20,000 $20,000 $20,000 $90,000 $90,000 15 Internet and Intranet 52 Review direct dept. website update or cedur Design Consulting $0 $0 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 53 Assign backups for updates by dept. Design Consulting $0 $0 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 54 Internet enhancements and additional services Design Consulting $5,000 $5,000 $5,000 Hardware /Software $0 Implementation Consulting $10,000 $10,000 $10,000 $10,000 $40,000 $40,000 Annual Maintenance $0 55 Consider improved intranet Design Consulting $0 Hardware /Software $10,000 $10,000 $10,000 Implementation Consulting $6,000 $6,000 $6,000 Annual Maintenance $0 16 Automated Agenda Packets 56 Evaluate Laserfiche agenda manager Design Consulting $10,000 $10,000 $10,000 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 57 Develop automated a enda oacket app Design Consulting $0 $0 Hardware /Software $10,000 $10,000 $10,000 Implementation Consulting $s,000 $6,000 $6,000 Annual Maintenance $2,000 $2,000 $2,000 58 Purchase equipment as required Design Consulting $0 Hardware /Software $35,000 $35,000 $35,000 Implementation Consulting $0 Annual Maintenance $0 17 Windows Vista and Windows Server 2008 59 j Longhorn impiementation --I 0 t"1 ic to y N it7 N n .�z o_ 6 c a Z a r O X D a to fD N V 0 0 City of Dulbin Strategic Technology Maser Plan Improvements 91612007 (updated 911 312 0 0 7) Initiative # I Task ) Initiative I Expenditure Type Total N .-r N C <D (a 0 --I (D ('7 O_ O (O 'G sy N CD (D N 7 C (D O 9 0 c a Design Consulting $40,000 $40,000 $40,000 Hardware /Software $30,000 $30,000 $30,000 Implementation Consulting $50,000 $50,000 $50,000 Annual Maintenance $0 $0 16 Single Sign-on 60 Implement Single Signon Design Consultin $0 Hardware /Software $30,000 $30,000 $30,000 Implementation Consulting $20,000 $20,000 $20,000 Annual Maintenance $0 19 Selection Best Practices - Departmental Applications 61 Develop enterprise wide selection strateciv Design Consulting $0 $0 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 20 Selection Best Practices - IT S stems Procurement 62 Document systems procurement standards Design Consulting $5,000 $5,000 $5,000 Hardware /Software $10,000 $10,000 $10,000 Implementation Consulting $0 Annual Maintenance $0 21 Integrated Financial Information System(s) Implementation 63 Select an Enterprise wide application solution $0 Desi n Consulting $50,000 $50,000 $50,000 Hardware /Software $500,000 $500,000 $500,000 Implementation Consulting $100,000 $100,000 $100,000 $100,000 $400,000 $400,000 Annual Maintenance $0 $0 22 Laserfiche Needs Assessment 64 Conduct needs assesment $0 Design Con ulting $30,000 $30,000 $30,000 Hardware /Software $0 Implementation Consulting $0 Annual Maintenance $0 23 Citywide GIS Needs Assessment 65 Conduct needs assesment $0 Design Consulting $30,000 $30,000 $30,000 Hardware /Software $0 Implementation Consultin $0 Annual Maintenance $0 N .-r N C <D (a 0 --I (D ('7 O_ O (O 'G sy N CD (D N 7 C (D O 9 0 c a City of Dulbin Strategic Technology Maser Plan Improvements 9/6/2007 (updated 9/1312007) Initiative # Task Initiative Expenditure Type Bud et Year 11, 1 1 W '? Total SI «: 2007/2008 2008/2009 1 2009/2010 2010/2011 2011/2012 $697,0001 $424,4501 $419,2001 $447,3001 $559,3001 $2,547,250 1 $462,8001 $1,952,4501 $132 000 N Z a r >v (D N 00 O r 0 kn rt (D (G A —I (D A O O_ O (C N to rt (D !y O O —n O c a Z3 Strategic Technology Master Plan Report City of Dublin This page is intentionally blank as part of 9/13/2007 budget update © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 29 of 104 Strategic Technology Master Plan Report This page is intentionally blank as part of 9/13/2007 budget update City of Dublin © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 30 of 104 Strategic Technology Master Plan Report City of Dublin This page is intentionally blank as part of 9/13/2007 budget update © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 31 of 104 Strategic Technology Master Plan Report This page is intentionally blank as part of 9/13/2007 budget update City of Dublin © 2007 CiientFirst Consulting Group, LLC - FINAL DRAFT - Page 32 of 104 Strategic Technology Master Plan Report City of Dublin This page is intentionally blank as part of 9/13/2007 budget update. © 2007 ClientFirst Consulting Group, t_LC - FINAL DRAFT - Page 33 of 104 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 - FINAL DRAFT - Page 34 of 104 Strategic Technology Master Plan Report City of Dublin IT INITIATIVES Introduction The following initiatives provide detailed discussion of the major projects that encompass the goals and objectives of the Strategy Technology Master Plan. Each initiative discussion contains recommendations, estimated budgetary costs, a listing of next steps and resources required to complete the project. The budgetary costs were developed based on our prior experience with similar projects. When we developed the cost estimates included in the STMP the Network Systems Coordinator position did not exist. Should the Network Systems Coordinator position be filled prior to beginning an initiative, the consulting fees associated with the initiative may be reduced or eliminated. 1. IT Facilities Findings and Observations The Dublin computer room equipment is currently spread between the main computer room and a telecommunications closet a few hundred feet away. Main computer room space is extremely limited and the telecommunications closet is full. At one time, the computer room was larger. It was separated by a curtain to create an office for an IT Technician. Because of limited space, IS staff cannot properly organize or manage the equipment. The ability to organize cabling is restricted, resulting in poor appearance and limited physical documentation. The lack of physical documentation means that troubleshooting times are longer than need be and the risk of inadvertent outages is much higher than necessary. Application selection projects currently underway are forecast to require additional rack space that is not available. The need for this additional space also brings into focus requirements for capacity planning for electrical power and air conditioning. After an additional review, we believe electrical power in the room is adequate, but air conditioning may need to be improved. Capacity plans for both should be carried out expeditiously. In addition to these computer room limitations, the Civic Center conduit has limited capacity for additional workstation data cabling. The workstation cabling conduits in some areas are already full, preventing the addition of more cables. In one instance, wireless has already been installed to provide desktop network connectivity. The limitations within the conduit system will prevent any significant workstation or office reconfiguration without a significant investment. Until the overall problem is resolved as a part of the City's space planning initiative, we believe that a wireless overlay should be installed at the Civic Center. This wireless overlay will provide the City with the flexibility to add workstations or devices for staff in a supportable manner, especially during periods of renovation or temporary relocation of workspaces. The IS Department also does not possess a workspace for equipment assembly and repair. Such a workspace would typically provide: • A six foot work bench with multiple electric power plugs • Lockable space for valuables such as PCs and software license certificates • Shelving for necessary computer supplies • Some limited storage for spare equipment An additional storage space for equipment is also required. This space can, if required, be located offsite, but must be secure. The IS Department will take delivery of up to forty PC each year, and space should be provided to store the PCs as they are configured and implemented. Space will also be required to store the obsolete PCs before they are disposed of. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 35 of 104 Strategic Technology Master Plan Report City of Dublin Recommendations As a part of this project, we worked with staff to develop a plan to make the existing space usable as a Data Center. We recommend moving the IT Technician out of the computer room annex, creating one larger computer room. An additional two racks can be added in the space vacated by the Technician for the equipment that is scheduled to arrive in the next year or two. Capacity planning for electric power and air conditioning should be performed, utilizing the services of a licensed engineering firm. With the high cost of space within the Civic Center, we believe that moving to a more compact server, disk, and peripheral model (blade servers, network attached storage and computer room - specific peripherals) will reduce space requirements and costs over the long run. Additional space reconfiguration will be required at a later date. This configuration should address cable management and equipment organization. Reduced physical space requirements will not eliminate the need for continued capacity planning for electric power and air conditioning needs. We believe that with proper planning, equipment can be relocated within the existing computer room footprint. It should be noted that blade server procurement will probably command a 30% price premium over typical rack -mount servers. Blade servers will also require that the City adopt a strategy of using network attached storage for disk, as the server chassis precludes the inclusion of large amounts of disk. Network attached storage is also more expensive than storage within each server, but the benefits in administration and replication generally outweigh the additional costs. Once the pressing computer room issues are resolved, we recommend the City implement a wireless overlay in the Council Chambers. This wireless system would benefit staff by providing them with access to City applications during Council meetings and the public by providing them separate Internet access. The Council Chamber wireless can be integrated into a Civic Center -wide wireless overlay at a later time. A Civic Center wireless overlay would provide additional flexibility in the location of printers, use of wireless enabled laptops and training equipment. Our municipal clients that currently have wireless networks feel that it provides a productivity boost and is not a luxury. We have budgeted sufficient dollars in the 2009/2010 budget year for a flexible, centrally managed system that will require limited support and will scale with the organization moving forward. If the Civic Center is reconfigured to provide additional workspace, the cable infrastructure issues of limited conduit space and lack of overall flexibility will need to be addressed. We recommend that that the City add a cable design specialist to the architecture and engineering team that will be redesigning the Civic Center space. In our experience, a separately contracted consultant will champion the important IT infrastructure during the planning process and prevent a repeat of the existing issues. The existing cabling was installed prior to current standards and the availability of cabling which supports 100 - megabit -per- second data transfer speeds. This means that certain workstation locations cannot communicate on the network at today's standard speeds, increasing response times and reducing staff productivity. The budget estimate provides for an increase of the capabilities of the cabling backbone and distribution system at the Civic Center. This work effort should resolve issues with conduit sizing and cabling flexibility in affected areas. Note: Current cable has a larger diameter than older cables, exacerbating the current workstation conduit and distribution system issues. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 36 of 104 Strategic Technology Master Plan Report City of Dublin Details for implementation of the first phase of the project are as follows: Estimated Costs • Computer room build -out $20,000- 25,000 • Wireless coverage for Council Chambers $5,000- 10,000 • Wireless coverage for Civic Center • Consulting (RFP) $10,000 • Hardware /software $35,000 • Installation $15,000 • Maintenance (annual) $3,500 • Consulting fees for cable design for Civic Center $15,000- 20,000 • Civic Center cable backbone improvements $25,000- 50,000 Work Plan • Inventory equipment for space, power, and BTUs (The British thermal unit is a unit of energy used globally in the power, steam generation, and heating and air conditioning industries) • Develop short term plan to handle immediate expansion requirements • Move equipment and racks as required • Expand power and electric capabilities as necessary • Work with Facilities to develop long range plan o Utilize inventory to forecast growth needs • Design and implement wireless coverage for Council Chambers • Design and implement wireless coverage for Civic Center • Select cable design consultant to participate in Civic Center space planning Resources: Engineering assistance will be required for the computer room capacity planning. Some staff augmentation will be required for rack and other infrastructure installation. Information Technology staff will provide project management and the majority of technical resources for the project. Estimated Duration of Projects: • Computer room build -out • Wireless coverage for Civic Center • Re -cable Civic Center 2 -4 months 3 -6 months 5 -6 months © 2007 ClientFirst Consulting Group, PLC - FINAL DRAFT - Page 37 of 104 Strategic Technology Master Plan Report City of Dublin 2. IT Governance In general, the City does not maintain a central, prioritized list of all current and planned IT projects. Therefore, there is not a broad understanding by City management (or IS) of IT priorities and critical completion dates. This plan will provide considerable assistance in determining overall IT priorities. A vehicle for day -to -day management of IT and IT priorities is also required. This project inventory should be maintained by the IS Manager with input from the Technology Advisory Committee (TAC). The inventory should be distributed to Department Managers and Administration periodically. The project list will then inform the management team of current and future IT projects, project priorities and due dates. This will improve overall decision - making capabilities and provide management with the information they need to track IT- related work efforts. The City has a standing IT Committee (the above - mentioned TAC). This Committee should meet regularly to review and, if necessary, adjust project priorities and due dates. In this forum, the group as a whole provides recommendations to the Executive Team regarding which projects to fund, which project priorities to consider, and discusses issues related to interdepartmental IT project work. The IS Manager should coordinate these meetings and prepare the agenda and information packet in advance, based on the input of the TAC members and their respective department managers. As a part of the preparation of this plan, there has been a significant amount of discussion related to changing priorities and their effect on scheduled projects and staff resources. We believe maintenance of an overall project inventory will afford IS the ability to discuss priority revisions and better determine the effect of changing priorities on the overall plan. In addition to providing project prioritization assistance, we have noted specific projects within the Strategic Technology Master Plan where input from the TAC will be beneficial. When leveraged properly, the TAC can be tremendously influential in the introduction of revised programs, policies, and procedures. The TAC also provides departmental staff with a local contact that can explain the rational behind various decisions in layperson's terms. We believe the TAC should participate in the following initiatives and projects: • Electronic Information Policy updates • City staff security awareness Examples: • Phishing lunch- and -learn session ( Phishing is a technique used to gain personal information for purposes of identity theft) • Secure password education • Confirm departmental applications and PC images • Determine potential intranet applications • Conduct training survey and develop direction • Help Desk service levels • IT Escalation procedures • After hours • Daytime emergency • Review and validate Disaster Recovery priorities • Maintain a prioritized list of department- specific, IT- related needs, issues, projects, etc. Overall understanding of future IT projects is especially important during the budget process as IS must staff (or contract) to fill specific roles in the various projects. In preparation for the annual budget process, we recommend that the TAC review the STMP and make any modifications or changes in IT initiatives and goals moving forward. We believe that the STMP should be viewed as a rolling five (5) year plan to be updated each year prior to © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 38 of 104 Strategic Technology Master Plan Report City of Dublin budgeting. When projects have been budgeted and approved, they would then be incorporated into the IT Project Inventory described above for more direct monitoring. © 2007 ClientFirst Consulting Group, u_C - FINAL DRAFT - Page 39 of 104 Strategic Technology Master Plan Report City of Dublin We believe that in the past IS has had a difficult time enunciating infrastructure budget needs. We see this phenomenon regularly. Over time, the IT function becomes extremely cost conscious, implementing only the minimum necessary for a specific project. This reduces long -term flexibility and increases project durations because most new initiative then requires infrastructure improvements before the project can be completed. We encourage the IT function, with the assistance of TAC, to adopt more of a "Do it Right the First Time" strategy that follows certain basic guidelines, these guidelines are: • Implement improvements that will last for at least three years without revision. • Purchase IT equipment with at least thirty percent capacity for growth (fifty percent is ideal). • Plan for resiliency in computer operations. • Look for and eliminate manual processes over time through computer automation. • Resist user demands for "quick fixes" that do not provide long -term satisfaction or fit into the plan. • Project planning and a project implementation methodology are important for almost all initiatives. Estimated Costs: Work Plan: Staff time • Develop inventory of IT projects, maintain inventory, and publish monthly • Continue to work as a Committee to prioritize and plan IT projects as part of Master Plan • Prepare periodic Plan status and present to Executive Team • Consolidate initial IT Strategic Master Plan projects into IT Project Inventory • Develop method to track new project requests and prioritize Resources: IS Manager will work with the TAC to implement. Estimated Project Duration: 2 months (ongoing) © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 40 of 104 Strategic Technology Master Plan Report City of Dublin 3. IT Best Practices - IP Addressing Internet Protocol (IP) addresses are the data network equivalent to telephone numbers. Each one specifically identifies a computer device. Some IP addresses, like 10 -digit numbers, identify a computer to everyone in the world through the Internet. Others, like private four digit extensions, only identify computers internal to the City network. The City currently utilizes three different ranges of IP addresses on the internal data network. One range of IP addresses are from Alameda County and support the Police Department. A second range of IP addresses were provided by an Internet Service Provider (ISP). Some of these addresses are used for servers that are accessible from the Internet (See IT Best Practices — Server Internet Access), others are not. The final range of IP addresses in use is from the private °10." range. The "10." range is a standard series of IP numbers provided by Internet governing bodies for use within organizations. When our network engineer was onsite, he had a difficult time determining how packets were routed through the network and some specific technical troubleshooting commands did not generate the results that we were expecting. The various IP addresses in use create excessive complexity. Use of the "10." range is a typical IT Best Practice. Utilizing ISP provided IP addresses for internal servers is not a Best Practice. Incorporating the Alameda County IP address range into the network is a necessary by- product of the working arrangement between the City and the County. We recommend that the City develop a comprehensive IP address design that eliminates use of the ISP provided IP addresses and fully integrates the County IP addresses into the City network. We feel that this project is a high priority. A single IP addressing scheme that is well documented will improve performance, reduce complexity and very possibly resolve some of the small, nagging issues on the network, such as printers dropping off the network and re- appearing at a later time and loss of connectivity to servers and the AS /400. During the IP address design process, we believe that the City should also design a virtual local area network (VLAN) for additional security, data prioritization, and segmentation. VLANs can further separate high- security groups like police from groups that require less security. We recommend that our clients create guest network VLANs for rooms with public access network connections, these VLANs only allow access to the Internet, not the City private network. Public access rooms include Council Chambers, conference rooms, shared meeting spaces, break rooms, and others. VLANs are also used to prioritize time sensitive transmissions like voice and video so they perform as designed. We think utilizing a consultant to assist in the development of a new IP addressing scheme would be beneficial to the City. The consultant should be able to assist in developing an overall design that will be flexible and durable. A consultant could also interface directly with the County to determine their IP addressing needs. Estimated Costs: • Consulting fees for initial design $6,000 • Required application vendor IP address changes $5,000 -6,500 © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 41 of 104 Strategic Technology Master Plan Report City of Dublin Work Plan: • Select consultant to assist in IP address and VLAN design • Develop documented design • Review with County IS and Sheriff IS to gain consensus o Develop implementation plan and contact application vendors • Create test plan • Implement Resources: Consultant to create IP addressing scheme and VLAN design. Consultant to provide project management and high -level implementation assistance while IS staff perform the majority of work effort. Estimated Project Duration: 3 -4 Months © 2007 CiientFirst Consulting Group, LLC - FINAL DRAFT - Page 42 of 104 Strategic Technology Master Plan Report City of Dublin 4, IT Best Practices - Server Internet Access Some City servers that are accessed from the Internet currently reside on the City's internal network. IT and IT Security Best Practices dictate that user application access from the Internet should be limited to servers residing in a Demilitarized Zone (DMZ —see below). The additional layer will further make rogue remote entry significantly more difficult. The DMZ servers in general should be hardened to only allow the required task to be performed. Keeping these servers in the DMZ limits the ability of the server to be compromised. If a server is compromised, it cannot be readily used as a jumping off point for further attacks on the network because it is not inside the network. In order to significantly compromise the network, the intruder must now break through an additional layer of security. The City already possesses the majority of equipment necessary to develop DMZ capabilities. An additional switch must be obtained. The existing firewall is capable of supporting a DMZ. Firewall configurations must be updated for implementation. It is probable that Weblink, GIS, and eConnect applications will require some programming modifications in order to successfully retrieve the data from the internal network. Implementing this configuration will also eliminate some of the problems staff encounters when trying to access the applications that face the World Wide Web. Currently, staff cannot access Eagle Cam or Weblink from the internal network. The proposed reconfiguration should remedy this situation. Estimated Costs: • Network switch $2,500 • Consulting • Firewall changes • Application changes $2,500 $7,200 © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 43 of 104 Strategic Technology Master Plan Report City of Dublin Work Plan: • Finalize DMZ design • Research changes necessary to separate Internet - facing applications o Reconfigure application as necessary • Create test plan • Implement Resources: DMZ design can be developed as a part of the IP addressing design above. Consultant to provide high -level implementation assistance for firewall changes. IS staff to coordinate application program changes, testing, and implementation. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 44 of 104 Strategic Technology Master Plan Report City of Dublin 5. Network Infrastructure As a part of our detailed network analysis, we noticed several small network infrastructure issues. We have listed these below with our specific recommendation for each item. In addition to the smaller issues, there are a few items that we would like to discuss in more detail. Issues Requiring Attention The following is a short list of network infrastructure issues that require attention in the near term: • Domain Name Services (DNS) errors exist on the network • Errors are being recorded in the Event Log • The East Inspection Trailer router has known hardware issues for which we understand funds were budgeted in 2006/2007 to address the problem • There is a constant flow of network "noise" through the Swim Center router Domain Name Services Domain Name Services (DNS) are the names that we all use to reference Internet sites and access applications. Domain Names resolve to an IP address and point the user to a desired device or location on the network. It is a Best Practice to create different Domain Names for internal use, separated from those used externally. If the names are the same, difficulties can arise, accessing external resources from inside the network (e.g., Eagle Cam). Internal domain naming conventions should be reviewed and modified as a part of the IP address design and conversion. Drive Letter Mapping Current drive letter mapping for server drives conflict with the use of universal serial bus (USB) and other small devices. USB is now a common standard which allows various modern electronic devices to connect and communicate with each other. Originally, C: and D: drives were the only drives referenced by a PC. Now, a PC has multiple USB ports, meaning that drives E: and F: may be referenced by USB drives and other small external items such as CDs or USB disk. This can be an irritant for both IS and users who are attempting to utilize USB technology to accomplish specific tasks. Revising drive letters can require significant work effort depending on the number of scripts and other specific drive references exist. Training is also a consideration. Even though most drive letters are transparent to users, everyone inevitably references their home drive by the letter. Overall, we believe IS will accumulate greater benefit from revised drive mappings than the users, because we believe that system restarts with imaging software will be done from a USB port in the future. We do not believe that this project has sufficient merit on its own, but when combined with a server upgrade or other infrastructure change, it warrants implementation. Shadow Copy Shadow Copy is a wonderful Microsoft feature that creates separate "shadow" copies of files. This feature is easy enough to use that individual user's can then be trained to retrieve their own files if they accidentally delete them. This reduces IT support requirements and improves customer responsiveness. We believe that IS should implement Shadow Copy and train users on Shadow Copy file retrieval in the 2008/2009 budget year. Shadow copy is also an excellent mechanism for creating a real -time backup of the exchange database. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 45 of 104 Strategic Technology Master Plan Report City of Dublin Consistent Network Components In general, the components of the network are reasonably consistent. Cisco routers and HP switches provides a good, functional and cost - effective infrastructure fabric that is easy to maintain. Standardization will also improve the City's ability to manage the infrastructure. Cisco, Hewlett- Packard, and other vendors all have proprietary network management software and limiting the number of these software products that must be purchased and maintained is beneficial. Some non - standard switches do exist, especially at the periphery of the network. These non - standard switches should be identified during the 2007/2008 budget year and measures should be taken to budget for and replace all non - standard switches in 2008/2009. Computer Equipment Most Dublin PCs are relatively robust. Some are older than five (5) years and would be considered obsolete and slow to the point of hindering productivity. The City has a formal replacement program. Once a PC is replaced, it is evaluated to determine if they can continue to fulfill a useful purpose at the City. The majority of communities we work with utilize a program similar to Dublin's for computer replacement. In general, our other clients are more likely to immediately obsolete older computers than to re- purpose them. Below, we have outlined the differences between Dublin's PC replacement policy and most other municipalities we work with: Device Type Dublin Policy Typical Municipality Laptops 5 years 4 years PCs 3 years 4 years File Servers 5 years 5 years Network components 5 years 5 years Some of our clients that do not have a computer replacement program face some budget years that require significant financial outlays, while other years can have quite small expenditures. When properly implemented, a replacement program can level IT spending and improve overall staff productivity by providing computers that meet their needs. Many of our clients are moving away from desktop computers to laptops for Manager -level positions and above. Laptops provide these workers with greater flexibility in the performance of their jobs, including the ability to take their computers to meetings, conferences, or home to complete a special project. Some communities allow Manager - level staff to choose between a PC and laptop, while others are moving all Manager -level staff to laptops because of the increased flexibility. Consistent Software Versions There some reports of difficulty with differing versions of desktop software. These issues arise internally and between City staff and contractors. Internally, all City staff should be using the identical versions of common application software. Microsoft provides the majority of software applications and the City maintains a Microsoft Select Agreement that allows the City to install the most recent versions of Office and other Microsoft products. Following the revised implementation of Ghost, IS staff should be able to push the proper PC applications to all desktops for improved consistency. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 46 of 104 Strategic Technology Master Plan Report City of Dublin Contractors are more difficult to deal with, although we believe that the City could easily ask contractors that communicate electronically to maintain current versions of MS Office and other high -usage tools. Any additional expense for software updates may be worthwhile for specific groups such as the City Attorney. File Servers and Disk Storage FileServerl, the main file server for staff home directories, is nearly at its disk space capacity. The server is also one of the oldest and slowest file servers at Dublin. It is near the end of its useful life. We recommend replacing the server with a new file and print server. In order to resolve the disk space issue, we recommend moving to a model of utilizing internal mirrored disk for the operating system and external drive arrays for file and print disk. We believe the City should select an external drive array that has an optional ability to replicate the disk to a similar drive array in another location. Offsite disk replication provides a degree of system resiliency that cannot be matched with tape backup systems. In general, file server performance at Dublin is constrained by a lack of memory. Windows server software uses a great deal of memory and Windows Standard Edition 2003 servers should be configured with four (4) gigabytes (GB), the maximum allowed. Windows Enterprise Edition servers should be configured with at least eight (8) GB of memory, more if the server is to be heavily used as a database server. Many of the smaller servers or duty- specific servers are not configured with redundant disk today. We recommend that all servers be configured with some level of redundant disk to ensure continued functionality in the event of a drive failure. East print server, Senior Center server and Permit server are underpowered for any Windows operating system and should be replaced in the 2008/2009 budget year. In the long term, we recommend that the City of Dublin consider storage area network or SAN technology. The implementation of this technology involves removing disk storage from individual servers and placing all disk storage in a separate system. The major advantages of SAN technology are: • Ease of administration - Adding disk storage to a particular server is simplified and can be as easy as changing a configuration screen from a terminal. • Capacity - Capacity of SANS are much greater than the capacity of individual servers or even typical external storage units. • Reliability - SANs are designed to be highly reliable and are configured with a great deal of redundancy. Their reliability compares well with the reliability of a single disk array in a single server, reducing the overall probability of a disk failure. • Redundancy and Replication - SANs can be configured to replicate to SANs directly, reducing overhead and providing reliable secondary storage. Given sufficient bandwidth, SANs can replicate in real -time, providing a backup system that contains current, up -to- the- minute data. In environments where less bandwidth is available, SANs can be configured to replicate overnight, or to trickle the data replication. Windows Active Directory Windows Active Directory is a central directory structure that provides authentication to network resources (files, printers, applications and more). Groups and organizational units can be created in Active Directory to lessen the ongoing maintenance requirements of adding and deleting user rights. We feel that Dublin can take greater advantage of organizational units, reducing maintenance and improving overall security. © 2007 ClientFirst Consulting Group, Lt_C - FINAL DRAFT - Page 47 of 104 Strategic Technology Master Plan Report City of Dublin Estimated Costs: • Network issue resolution $11,500 • Domain Name Services and Drive Letter Mapping Consulting $6,000 • Shadow copy consulting assistance $9,000 • Replace non - standard switches $15,00 • Annual computer replacement program (through Internal Service Fund) $40,000 /year • File servers • File server 1 and disk $33,000 • Remaining file server improvements $56,000 • Storage Area Network technology (Long -term) o Redundant secondary SAN $50,000- 75,000 • Active Directory design review $15,000 Work Plan: • Investigate and resolve issues from Infrastructure Assessment • Replace File Servers • Implement Shadow Copy • Develop an annual PC replacement plan • Inventory all non - standard switches • Review server inventory and plan improvements • Replace non - standard switches • Server improvements and replacements • Investigate Storage Area Network technology Resources: We believe consulting assistance will be necessary to uncover the root cause of some of the network issues discovered in our Assessment. Consulting services for advice related to server configuration, conversion and implementation will also be helpful. IS staff will manage the PC replacement program and actual server replacement with TAC input. We also recommend consulting services for the design and expansion of Windows Active Directory. Estimated Project Duration: 2 years (ongoing) © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 48 of 104 Strategic Technology Master Plan Report City of Dublin 6. IT Best Practices - Productivity Administrative and optimization tools that can significantly reduce workloads and improve staff productivity have been introduced. In many cases, these products have been available, but only recently have changes made their adoption simple and cost - effective for the mid -sized IT organization. We recommend a relatively standard set of software productivity tools to our clients. The City has some of these products, but not all. We forecast that implementation of additional productivity tools could reduce the amount of time spent on day -to -day support by up to one -third (1/3) of a full time equivalent. Below are several recommendations that require additional software and disk space. We recommend that the City acquire an IT server to host these applications and to store all the things that an IT department accumulates over time. IS maintains images of all PCs, all software that is licensed, copies of event logs, systems logs and a wide range of other items and needs a place to store them all. Help Desk The City does not currently utilize a Help Desk software system to track IT- related problems. Today, staff will call the IS person that helped them with an issue most recently or the person they may think is responsible for the system for assistance. If that person is unavailable for a day or a week, the problem may not be resolved in a timely manner. Also, when our clients implement some simple Help Desk metrics to track and measure Help Desk performance and productivity, Help Desk satisfaction has improved. These metrics provide IS management with the ability to track and expedite open issues, review overall trends, identify "root cause" problems, and gather statistics to justify user training. We typically recommend measures such as number of calls responded to within four (4) hours, number of calls completed during the first 24 hours, number of calls not completed in three (3) and /or seven (7) days and other measurements that would better inform management as to actual Help Desk performance. Some measurement of calls by department or by application can be helpful in determining who the largest users of IT resources are and who might require additional training. Staff productivity measures are the most difficult to implement because, if perceived as being used to measure job performance, Help Desk usage and reporting will become distorted. We do believe that some kind of informal comparison of Help Desk tickets (a method used to track help requests) completed by staff members is insightful. Basic Help Desk products can provide the necessary metrics and have other features that may be beneficial such as remote desktop control and patch management. We often recommend Track IT! for mid -sized clients because the system is easy to use, has all the necessary features, has optional features that can be added later, and is inexpensive. Ghost and PC Imaging Most successful IT departments utilize a PC imaging tool to quickly populate PCs with a basic package of applications. Many of these tools can also track inventory, create packages of updates for download, and perform other PC support tasks. The City of Dublin has selected Ghost as the PC imaging tool. We believe that Ghost is an excellent choice for the City. The product is relatively easy to use, has all the necessary basic features, and is inexpensive. The City has a PC replacement policy to retire older, inefficient PCs and replace them with newer models. However, not all PCs are in compliance with the policy. Surplus computers have been assigned to continue in use as requested by departments. Care must be used in determining if this is appropriate and does not create unintended support issues. We recommend that the City purchase all necessary PCs for the year in a single group, allowing a single Ghost image to be made for the entire group of PCs. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT Page 49 of 104 Strategic Technology Master Plan Report City of Dublin In addition, the City should consider creating a limited number of standard images for different job functions or departments. Many of our clients create a single base image of MS Office products, citywide software products and other basic applications and then customize each PC- specifically for that department's needs. Others create complete images for each department. We tend to favor creating a ubiquitous base image that can then be used throughout the organization. Within a city, there are special groups of PCs that may need unique images. In general, any group of greater than five (5) PCs is a good candidate for a unique Ghost image. In order to expand IS staff knowledge of Ghost and better utilize the tool, we recommend that the City contract with a Ghost expert for approximately one (1) week. We believe that utilizing this individual to train the staff in Ghost and create PC automation packets for distribution of software and software patches would be beneficial. Windows Software Updates and Virus Updates Dublin downloads all Windows software updates and PC patches from the Internet to individual PCs. The City also configures PCs to pull down virus updates directly from the Internet. Best practice for these important updates is to download them to a City server and update workstations directly from the server. By downloading the updates to a server, the City increases its control over the update process. Windows updates should be reviewed and approved by a knowledgeable member of the IS staff each month prior to implementation on workstations, being done from a central server, rather than by various individuals on several servers. Virus updates should be pushed out from a central server also. A central server will significantly decrease Internet bandwidth utilization. The revised process will also increases IS control over virus updates and allows IS to verify that all computers are receiving these important updates. The Windows and Virus updates would be controlled from the IT server recommended as a part of this section. Server Logs Server activity logs are currently monitored by staff on an informal basis. These logs often contain the first signs of future trouble, including warnings for full disk volumes and other important information. We feel that the City should develop a schedule for periodic log reviews until productivity software is purchased to assist with the process. The frequency of log reviews varies for our clients from daily to weekly and will depend on frequency of errors and warnings. The more errors and warnings in the logs, the more regularly they should be reviewed. Estimated Costs: • Ghost Expertise (Consulting) • Help Desk Software • IT Server • WSUS and Virus push configuration $5,000 $7,000 $8,500 $10,000- 20,000 © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 50 of 104 Strategic Technology Master Plan Report City of Dublin Work Plan: • Purchase and install IT server • Implement Help Desk software • Create and implement Help Desk metrics • Improve utilization of Ghost • Implement additional automation features • Windows Server Update Service (WSUS) • Virus protection updates • Implement periodic server log reviews Resources: Information Technology staff will be responsible for development and implementation of additional procedures. Consulting advice and configuration assistance are recommended for Ghost. Help Desk system can be installed by IS staff and procedures developed by IS management. Estimated Project Duration: 3 -6 months © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 51 of 104 Strategic Technology Master Plan Report City of Dublin 7. IT Staffing ClientFirst interviewed the IS staff and IS management and conducted a skills assessment based on the interview process, current and proposed IT projects, and a review of Help Desk workload. We found that the following skills are in short supply at Dublin: • Network Engineering — the City does not have a network engineer onsite and contracts for network engineering services on a project by project basis • IS Business Analysis — the IS Department has focused almost exclusively on infrastructure improvements and does not work on business process improvements or business application functionality and reporting support IT capabilities in abundance at Dublin: • Help Desk — the IS Department had one staff member focus on Help Desk (NOTE: Staffing has since been reduced to one for Help Desk through attrition.) Network Engineering We believe that the addition of a Network Systems Coordinator to the IS staff would provide the City and the IS Department with many benefits. As outlined above in the Network Infrastructure initiative, there are many unresolved items for which a network engineer would be able to provide immediate assistance. We believe that if these items are resolved and the network changes recommended above are made, Help Desk calls will decrease. In other words, we believe that the addition of a network engineer to staff will improve Help Desk staff productivity by reducing repetitive issues. Many of the Initiatives included in the Strategic Technology Master Plan include network engineer -level consulting. We believe that over time, an on -staff network engineer could perform a significant portion of these tasks, reducing Dublin's project costs. The Network Systems Coordinator would be tasked with day -to -day responsibility for: • Server log review and follow up (outlined above) • Level 2 help desk support, providing additional expertise to the staff directly responsible for the Help Desk • Project management for smaller projects (i.e., projects involving a single department, generally) IT Business Analysis Currently, each department tends to separately manage their own application system selection processes while IS focuses on infrastructure issues. This methodology can work very well for system selection projects as independent experts can be hired to assist in each project, which are short-term and infrequent by nature. However, once a system is implemented, ongoing process improvement, supporting systems changes and creating user ad -hoc reports may require the same sort of third -party expert assistance. A staff IT Business Analyst would be able to assist the outside experts on system selection projects and provide implementation and ongoing support to these projects. We believe an IT Business Analyst would reduce consulting costs for systems implementations and improvements and provide City staff the support they need to take greater advantage of the capabilities of their systems. © 2007 ClientFirst Consulting Group, LLc - FINAL DRAFT - Page 52 of 104 Strategic Technology Master Plan Report City of Dublin Help Desk The IS Department currently has one (1) staff member whose primary job responsibility is the Help Desk. Comparable organizations (based on numbers of PCs, locations and complexity) would have a maximum of one (1) individual responsible for Help Desk issues. High - performance organizations would be utilizing about one -half (1/2) of a full time equivalent for Help Desk related matters. The Help Desk staffing level is high because desktop productivity- improvement efforts are in their infancy at Dublin. In addition, we believe that the user community would be better off in the long run if they were better trained, more independent of IS and more responsible for their own day -to -day computer use. We believe that the IT function could maintain a Help Desk staff of one for the foreseeable future. In the future, one of the key functions of the Department Manager should be to drive productivity into the Help Desk function, reducing the amount of time spent deploying and maintaining basic desktop functionality. Help Desk productivity can be increased by improved utilization of Ghost and other desktop automation tools, attacking network infrastructure issues outlined above and potentially outsourcing specific tasks. We often encourage organizations to outsource tasks that are repetitive, require a specific expertise, and are not core to the mission of the organization. Potential tasks to be outsourced may include basic telephone system administration and maintenance, PC and peripheral repair and other basic technical functions. Training The information technology field tends to advance at a very rapid pace. In order to maintain even a reasonable amount of expertise, staff training must be emphasized. We recommend that a training plan be developed for each staff member as part of the annual review process. This training plan should contain a minimum of one week of formal training each year for each network engineer. Each Help Desk staff member should receive at least one week of training every other year. If new products or technologies are introduced or purchased, additional training of the assigned staff specialist should be obtained. We do not believe the training to achieve certifications is in the best interest of the City. Training to achieve a particular skill is important; if certification is a part of this training, we would not discourage it. Also, as stated above, we believe that IS management and network engineers should receive project management training in addition to any technical training. Estimated Costs: • Supplemental Senior Network Engineer • Training Work Plan: $14,000 per year $2,500 per class • Determine method for filling Network Engineer position • Develop staff training plans • Review Help Desk and develop productivity improvement targets • Increase use of project management techniques throughout the department Resources: Business analysis skills are likely needed. Some outsourcing of specific responsibilities may occur. Training should be formal classroom training, self- study, or book /CD- based. Estimated Project Duration: Ongoing _..........�_._. _ _ __� __..... ... -___ ----- _ _....__� __.__ __�...__........ © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 53 of 104 Strategic Technology Master Plan Report City of Dublin S. Remote Access In today's environment, no department has remote access to computer systems or applications at Dublin. During our interviews, management and professional staff all expressed the desire to remotely access Dublin systems, including electronic mail, departmental and individual files, and applications. In addition, remote access to permit systems by field inspectors and work order systems by public works staff are becoming more prevalent. Remote Access as an Human Resources Issue In our experience, the technology to allow remote access is relatively straightforward. Our clients have had more issues with personnel and security caused by individual lapses in judgment than the actual technology. We recommend that the TAC develop a remote access policy that considers exactly who should be accessing City IT resources remotely and under what circumstances this access will be allowed. The policy should also outline basic technical considerations that will minimize the chance of a device external to the network creating problems on the network. The policy will eventually need the support of the Executive Management. Items to consider include: Who should have remote access? Administration, Department Heads and individuals that are already "on- call" typically understand when and how to use remote access productively. Some staff may be tempted read electronic mail during off hours and then expect to receive overtime pay for the "work effort". Allowing remote access specifically because an individual is at a conference or other business function away from the office can easily be provided. If this is something the City is interested in, then a short one page procedure outlining the method of system access should be provided. Consulting or application support firms may require remote access. We recommend that remote access remain off for third parties until needed. When required, remote access would be turned -on only as long as necessary. What should individuals be allowed to access remotely? Electronic mail is the most common application for remote access. It typically satisfies eighty to ninety percent (80% - 90 %) of operational requests for remote access. Specific system access is usually given to individuals that are required to support systems beyond the normal business day. These can include Police administration and IT system monitoring. Access to specific applications such as financial systems can require additional technology for implementation. In some cases, especially those specifically related to financial systems, remote access may limit the effectiveness of some systems security or audit controls. If the application requires that files be downloaded and manipulated locally, then we recommend that Dublin provide a laptop for remote access work efforts. In this way, the City can maintain some control over file location and security. What technologies should be provided for remote access? © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 54 of 104 Strategic Technology Master Plan Report City of Dublin For typical remote access, we recommend that the City limit staff to use of Web browser - based applications. Applications that do not use a browser can consume more resources and are generally much more difficult to secure than those that just utilize a Web browser. Exceptions are in order for IT remote access if necessary. Browser -based remote access should require an encrypted tunnel utilizing Secure Socket Layer (SSL) technology. The need for encryption and authentication will require use of a security certificate and additional staff training in remote access syntax. All client devices that are utilizing a Virtual Private Network (VPN) tunnel for remote access (this excludes electronic mail) should be protected by at minimum a personal firewall, anti- virus software and anti - spyware software as part of a security suite of applications. This applies whether the device is owned by Dublin, an employee or a third -party business partner. Initially, we recommend the implementation of Outlook Web Access (OWA) for remote access to electronic mail. OWA is actually a second Exchange server that is located demilitarized zone (DMZ) and makes requests for electronic mail, calendars, and other exchange functions to the secure internal network. Access files and applications will require some sort of terminal server to reduce the bandwidth requirements of remote access. For the implementation we envision, we believe Microsoft Terminal Server software will be sufficient. This software will reside in the DMZ as outlined above and send specific requests to systems in the City's secured network perimeter for information to relay to remote staff. Estimated Costs • Electronic Mail • Firewall (from above) • Hardware • Software • Security Certificate • Implementation consulting • Application Remote Access: • Hardware (terminal server) • Software • Implementation consulting Work Plan • Determine appropriate remote access applications • Develop proposal for City Management consideration • Develop remote access policy, incorporating City Management concerns • Install and configure remote electronic mail access • Implement remote access for select applications Resources: Consulting assistance with the implementation of electronic mail remote access will be required. Consulting assistance in configuring VPN connections and implementation of a terminal server environment may be required. Estimated Project Duration: 4 - 6 months for electronic mail access N/A $6,500 $3,500 $500 $6,000 $7,500 $3,500 $6,000 © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 55 of 104 Strategic Technology Master Plan Report City of Dublin 9. IT Implementation Methodologies During our meetings with IS and user departments, it became clear that some IT projects lack formal structure. These include the projects for the Police Department, the intranet project and some technology implementation projects. Dublin IT projects can be improved by the application of system design and implementation methodologies. These methodologies can add discipline and thought to the process and, when properly applied, do not add significant time to the project. Additional work at Dublin is required in the areas of: • Project Management - Controlling project tasks and schedules to meet project expectations and due dates. • Project Implementation Methodology - Processes for successfully communicating, tracking, testing, and implementing technology projects. We have found that clients are most successful if they develop these methodologies as outputs of Model Projects. To apply this at Dublin, the City would select a project (such as an intranet) and utilize that project to create Model Requirements Definition outputs. These outputs would include a Requirements Definition document that would outline in bullet -point form all the requirements of an intranet project from all stakeholders. Then, as the intranet is designed, the Requirements Definition is referenced to ensure that all key requirements from the various departments are included in the design. Utilizing a requirements definition as the starting point for prioritizing and planning the development will ensure a more efficient and effective project, and provide better overall service to the stakeholders. Another approach that would provide the necessary skills to develop a Requirements Definition Methodology would be to work with a consultant and jointly develop the document, or shadow the consultant during the creation of a Requirements Definition. Requirements Definition is just one phase of an IT Life Cycle Methodology that includes: • Requirements Definition • Design or System Evaluation • System Selection /Purchase and /or Development • Project Management • Project Implementation • Post - Implementation Support Project =Define Scope Needs Implement Selection 0 Train Build/ Buy Project Mgmt. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 56 of 104 Strategic Technology Master Plan Report City of Dublin All of the above steps are important and should be conducted as a part of every major IT project at Dublin. In general, we believe that system evaluation or selection should be performed in conjunction with a knowledgeable consultant who can lead the City through the necessary steps. Project Management For Project Management, the IS Manager has the necessary training and skills to become the IS Department project manager. We believe that it is important to incorporate project management and managing tasks to meet agreed upon completion dates into his job description and job evaluation criteria. We believe the entire IS Department will benefit from an improved focus on understanding priorities and working towards completing those priority items in a reasonable timeframe. To assist in meeting this goal, we have provided the IS Department will some additional simple tools for tracking staff priorities and schedules. Police Department Projects The issues with IT implementation projects at the Police Department are much more difficult to resolve. Because of the current structure of Police services through the County, the City must deal with County IS for network support and Sheriff Department IS for applications support. The Sheriff Department IS staff is usually the lead for applications changes, yet it does not appear that project plans are prepared and distributed for Dublin projects. We believe that a liaison in the Police Department or a third -party consultant would be best situated to document project assignments and agreed upon due dates. We do not feel that the City will be successful in forcing the County to adopt improved project management techniques. We do feel that by utilizing meeting minutes and project task lists, the City could easily document project responsibilities and assignments. These can then be tracked by the liaison. Based on our observations, these measures would reduce frustration within both the Police Department and City IS. Implementation Methodologies We believe it is most difficult to learn, develop, and practice IT- specific project implementation methodologies. We have not seen a great deal of literature on the subject and we know of no courses available. In order to improve project implementations, we have spent a considerable amount of time working on this discipline with our clients and have developed a set of standard areas we include in Project Implementation Methodologies. These are outlined below: • Communications: Communicating all facets of the implementation (downtime, what to expect, how to receive help, new procedures, etc.) to system users and management • Test Planning: Developing detailed test plans that validate critical system functionality • Implementation Task Planning: Developing detailed implementation task lists (including timelines when warranted) and other checklists • Implementation Training: Determining training needs and execution of a training plan (includes end -user procedures) • Post - Implementation Problem Resolution: Developing a plan to provide resources for timely post - implementation problem resolution • Documentation: Completing necessary IT documentation • Disaster Recover Plan (DRP) Updates: Considering the impact on DRP as a part of each project and making any necessary modifications • Clean Up: Taking care of all loose ends (e.g., project invoicing, removal of old software and systems) or any other items that cannot be completed prior to implementation © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 57 of 104 Strategic Technology Master Plan Report City of Dublin We believe that IT project implementation methodologies should be used for all projects over approximately eighty (80) hours. All of the steps outlined above are not required for all projects, but in general, during the project, IS management should review the goals and objectives of the project and determine which portions of the methodology apply to the project and instruct the project leader accordingly. Estimated Costs: • Methodology consulting expertise Work plan: • Project Management training • Determine Model Projects • Determine if third -party expertise is required • Develop methodologies Resources: Some IS staff to develop methodologies. Third -party experts may be necessary for some system selection projects and mentoring. Estimated Project Duration: $15,000 1 year © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 58 of 104 Strategic Technology Master Plan Report City of Dublin 10. Disaster Recovery Planning As a part of the project, we have reviewed the existing Disaster Recovery Plan (DRP) and discussed the next steps with City. The Disaster Recovery Plan included various scenarios for activating the plan, scenarios for system recovery, a notification list and a prioritized list of systems for recovery. The plan is a great start and, with some additional details, is an excellent basis for a fully functional Disaster Recovery Plan. We recommended that the City expand the prioritized list of critical systems to be restored and identify a recovery timeframe for each system (see chart below). The development and approval by user departments and administration of recovery timeframes for critical systems will inform the remainder of the planning process. These timeframes may be utilized to justify the purchase of the necessary hardware and software to facilitate recovery as required by each department. They can also be used to develop specific recovery scripts that meet the recovery needs of the organization. Following identification of critical system recovery times, the City should identify recovery locations. Two recovery locations are typically required. • The first recovery location is used in the event that the computer room becomes unusable do to fire or water damage. This location would most reasonably be in another room in the Civic Center /Library campus. The City should consider utilizing a room that is attached by fiber to the remainder of the Civic Center network. Usually, this location contains some critical backup computer equipment for rapid restoration of systems as required. The second location should be separate from the Civic Center /Library campus and would be used in the event that the Civic Center facility was not available for an extended period of time. This location should be a significant distance away from Civic Center. A location on the East side of the City may work. Some of our clients are working on inter - governmental agreements with other near by towns for use of computer room space should Civic Center become un- usable. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 59 of 104 Number of Affect Max Application User Dept. Users Public Downtime Priority Safety? (hrs) E -mail All 250 Y 4 1 GIS All 40 N 40 3 Accounting and Finance 40 N 8 1 Finance Internet All 250 N 8 1 Telephone All 250 Y 8 1 Website Citizens Unknown N 16 3 Following identification of critical system recovery times, the City should identify recovery locations. Two recovery locations are typically required. • The first recovery location is used in the event that the computer room becomes unusable do to fire or water damage. This location would most reasonably be in another room in the Civic Center /Library campus. The City should consider utilizing a room that is attached by fiber to the remainder of the Civic Center network. Usually, this location contains some critical backup computer equipment for rapid restoration of systems as required. The second location should be separate from the Civic Center /Library campus and would be used in the event that the Civic Center facility was not available for an extended period of time. This location should be a significant distance away from Civic Center. A location on the East side of the City may work. Some of our clients are working on inter - governmental agreements with other near by towns for use of computer room space should Civic Center become un- usable. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 59 of 104 Strategic Technology Master Plan Report City of Dublin We also recommended the definition of specific teams with responsibility for executing various roles in a disaster situation. These teams include: • Management Team - Responsible for overall coordination and decision- making. • Communications Team - Responsible for all communications related issues during a disaster situation, including communications with departments, City Council, the media and insurance companies. • Technical Team - Handles all technical configuration issues and is responsible for restoration of critical systems • Procurement Team - Handles all purchasing and acquisition related issues and expedites items as required by the plan and the Technical team. We have shared specific suggestions for improvements to the existing Plan. These include items such as cross - references as necessary to citywide disaster recovery planning documents, inclusion of a methodology for communication between IS and Administration, hardware inventory information, network diagrams and improvements to the software inventory necessary for proof of ownership. Following development of disaster recovery plan, it is important to test critical portions of the plan on a periodic basis. Testing will uncover any issues with the plan and validate the City's ability to execute the recovery process. Over time, testing also highlights system changes that are not reflected in the plan. We typically recommend that one section of the plan be tested every six months. This could be a full recovery of a critical system or a test of the communications tree. Disaster Recovery Kit Estimated Costs: Disaster Recovery Plan (DRP) • Disaster Recovery Planning - First Site o Site planning consulting • Disaster Recovery - Remote Site • Hardware /software • Consulting • DRP Consulting DRP Testing Ongoing DRP Updates $10,000 $100,000- 150,000 $15,000- 25,000 $25,000- 31,000 © 2007 CiientFirst Consulting Group, LLC - FINAL DRAFT - Page 60 of 104 Strategic Technology Master Plan Report City of Dublin Work Plan: • Identify application recovery timeframes • Update the existing Plan per suggestions • Identify recovery locations • Develop detailed scripts for recovery based on requirements • Populate recovery locations as required • Periodically test portions of the plan Resources: Some ongoing consulting assistance with the direction of the Disaster Recovery Plan may be required. IS staff will perform the majority of the work effort. Estimated Project Duration: 36 months © 2007 ClientFirst Consulting Group, LAC - FINAL DRAFT - Page 61 of 104 Strategic Technology Master Plan Report City of Dublin 11. Network Management In the current configuration, IS staff does not have the ability to monitor or view the network or key servers connected to the network. A great deal of information related to performance of various devices, bandwidth utilization, and alerts or alarms for critical computing resources are unavailable to the staff. Utilization of these items can drastically reduce the effort required to diagnose and repair user issues and /or network failures. One of the key benefits of these systems is that IS staff will be notified of potential or real issues before users realize there is a problem. In many cases, IS will be able to fix the potential issue before it becomes a problem. We recommend the software packages PRTG or Cacti for basic bandwidth monitoring and creation of network utilization baselines. PRTG is more prevalent in the industry, while Cacti is easier to install and customize. Both are shareware products that can be downloaded and installed inexpensively. Ethereal is a open source pack analyzer that will allow the Network Systems Coordinator to look at specific data traffic flows and isolate problems. We recently used it at another client to identify a device that was sending SPAM. We also recommend GFI Network Manager as a basic network management package. It is cost - effective and easy to implement. GFI Network Manager can be configured to provide alerts and alarms when thresholds are crossed or devices fail. These alarms will provide the IS staff with a head start in troubleshooting server and network issues. Additional plug -ins are available for GFI to monitor Exchange and Microsoft SQL server performance. As the City grows and IS staff grows accustomed to relying on management software for information about the network, we recommend consideration of ProCurve Manager Plus. Procurve Manager Plus will provide additional specific information about HP network equipment and network traffic utilization. Software configurations, software upgrades, virtual LAN configurations, and inventory information can also be stored in Procurve Manager. File server and network equipment all create activity logs that should be collected and periodically reviewed. Symptoms of future problems often first appear in server logs. Network equipment (SYSLOG) log reviews can be used to uncover hidden issues that must be resolved such as virus, spyware, or hacker attacks. Logs also record staff activity and can be used to investigate unacceptable user behaviors. Log consolidation products have recently reached maturity and can be used to centralize individual device logs, and simplify the review process and storage of log data. Log consolidation products should be reviewed and selected based on City requirements. © 2007 ClientFirst Consulting Group, PLC - FINAL DRAFT - Page 62 of 104 Strategic Technology Master Plan Report City of Dublin Automate Baseline I Alerts/ Alarms Monitoring Network Log Infrastructure Management Bandwidth i Version Control F i I Control LAN Management Setup Activity — Ongoing Activity Notifications Estimated Costs • PRTG bandwidth monitor $1,500 • GFI network monitor $3,000 • Consulting $2,500 • Procurve Manager $2,500 • Ethereal $0 • LOG management software (long -term) $15,000- 20,000 Work Plan: • Install monitors • Baseline systems • Implement switch management • Implement log consolidation © 2007 ClientFirst Consulting Group, LLc - FINAL DRAFT - Page 63 of 104 Strategic Technology Master Plan Report City of Dublin 12. Citywide Connectivity Fiber Optics Currently, City facilities are interconnected utilizing T1 lines in a star from Civic Center. With some improvements outlined in the Telecommunications initiative below, the bandwidth available through these T1 lines is sufficient for the next two to three years. However, over time the City IS will feel increased pressure to provide additional bandwidth to remote facilities. The City currently has an inventory of fiber optic cable between Civic Center and the Eastern portion of Dublin. This cable was installed as a part of a traffic light and video system and is controlled by the City Traffic Engineer. The City may be interested in utilizing some of the fiber optic cable for IT- related services between the Eastern and Western sections of the City. A high speed link to a site in Eastern Dublin might provide an excellent long term solution to the City's disaster recovery needs. If certain applications, most notably GIS, become more heavily used at Eastern Dublin locations, then the fiber optic cable may provide welcome additional bandwidth. Other organizations may similarly be interested in utilizing some portion of this fiber optic cable. In order to determine interest by other parties, the City should inventory and map the existing fiber optic cable routes and then contact other potential governmental or not - for- profit organizations about the availability of fiber optic cable. Wireless Many of our municipal clients are investigating the potential for wireless mesh networking for public safety and general use. Over the last year or two, we have seen pilot wireless video application deployments for Police and Ambulance services. Wireless use for general application access is most cost effectively accomplished through a third generation (G3) cellular provider. G3 networks will be prevalent by the end of 2007 and generally available in 2008 at the latest. We recently reviewed Sprint's G3 coverage, and coverage in Dublin appears to be available at the time of this writing. Utilizing wireless communications to update work orders, schedules and print building permits while onsite can reduce travel and improve productivity dramatically. One of our California clients is forecasting a fifty percent productivity improvement through deployment of laptops with remote access capabilities in Public Works vehicles. Use of cellular G3 technologies will not preclude the City from participating in other wireless initiatives as the technology matures. For public safety, many different methods of wireless communications are being deployed. They range from cellular technologies to high- density wireless mesh networks to Wi -Fi. At this time, the best solution for Dublin will be to work with the County to determine a long - range strategy that benefits the City as well as County Sheriff and Fire Departments. Estimated Costs: • Diagram and inventory fiber optic cable $25,000 • Investigate opportunities for fiber optics with other organizations $25,000 © 2007 ClientFirstConsuiting Group, LLC - FINAL DRAFT - Page 64 of 104 Strategic Technology Master Plan Report City of Dublin Work Plan: • Map and audit existing conduit • Investigate opportunities with other organizations • Work with County on wireless planning Resources: Consulting assistance will be required for the majority of the project. Conduit mapping may be completed by Engineering. Estimated Project Duration: 6 -12 months © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 65 of 104 Strategic Technology Master Plan Report City of Dublin 13. Telecommunications The City of Dublin currently utilizes Toshiba telephone systems. Today, remote City facilities are interconnected by leased T1 lines that are shared between voice and data services. The type of sharing used creates a fixed split for voice and data within the T1. This wastes bandwidth because talk paths are reserved whether telephone calls are in progress or not. Implementing Voice over IP (VoIP) technology across the T1 lines will allow voice and data traffic to share the link in a dynamic way. This will eliminate the separate reserved portions of the T1 and provide additional bandwidth for data services. The East Dublin Inspection Trailer is experiencing bandwidth related slow downs, so we recommend implementing a Pilot in 2007 for that site. All other sites would be converted to VoIP T1 connections in later years. The Police Department is experiencing two smaller issues that may be addressed through improved technology. First the voice mail system that the patrol officers utilize is not effective. The existing system involves a voice mail light console and shared phones for officer use. The concept is straightforward, but officers require training to use the system and infrequent use and officer turnover limit its effectiveness. Also, there is no visibility into the voice mail system by supervisors, so making officers accountable for listening to voice mail is very difficult. We believe that with the widespread use of electronic mail, utilizing unified messaging and placing officer voice mails into Exchange and Outlook may make sense for the City. Unified messaging would provide the officer with a single central point to receive communications, whether they are electronic mail, voice or fax. The office would have only one user interface to use, reducing training requirements. Some integration issues with the County would need to be worked out, but we believe that a unified messaging pilot would be a beneficial next step. Municipalities are slowly beginning to implement unified messaging for other staff on a department -by- department basis. We usually see implementations in Community Development first because they have the most telephone intensive functions and the ability to prioritize voice mails is helpful. Other departments are adopting unified messaging more slowly as the benefits are limited for most staff. Currently, Police Department personnel do not have speed dial or abbreviated dialing capability to other agencies. This increases the time required to transfer emergency and other calls to other jurisdictions. In many cases, speed dialing can be configured for specific telephone sets. If this is not sufficient, the City should investigate integrating dial plans for specific high traffic numbers and directing those calls through four -digit dialing that emulates an extension. Estimated Costs: • VoIP Pilot • Unified messaging for PD • VoIP — remainder of remote locations • Unified messaging - remainder of City $5,000 $3,000 $16,000 $6,500 © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 66 of 104 Strategic Technology Master Plan Report City of Dublin Work Plan: • Contract with value added reseller for VoIP pilot • Pilot unified messaging with some patrol officers • Evaluate pilot • Roll out to remainder of officers if successful • Implement VoIP at remainder of remote facilities • Implement unified messaging for staff as needed Resources: Implementation assistance with be required for VoIP and Unified Messaging configurations. IS staff to configure police laptops for unified messaging. Estimated Project Duration: Spread over 5 years of plan © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 67 of 104 Strategic Technology Master Plan Report City of Dublin 14. Training - Productivity and Office Software During our department interviews and the interviews with IS staff, training was discussed. The following are our findings: • City staff underutilizes electronic mail, calendaring functions, and Outlook due to a lack of knowledge of product capabilities • Many departments expressed an interest in additional MS Office application training such as Word and Excel • Offsite training often does not fit with staff schedules and is not utilized as frequently as it should be We have had great success with other organizations with relatively short (two day or less) customized classroom training in all MS Office products. This training is used to bring all personnel to a basic minimum level of competency in Word, Excel, and Outlook. Advanced MS Office training can then be provided to office personnel and those that require more sophisticated product knowledge. Additional targeted training for professional staff and department managers in PowerPoint and City PowerPoint standards will be very helpful in standardizing City presentations and improving the readability and professionalism of presentations. We recommend that the City start by conducting a survey of user knowledge levels and training needs. This survey should attempt to measure current user comfort levels with MS Office products and staff interest in additional training. Based on the results of the survey, the City should consider developing customized three- to four -hour beginner, intermediate, and advanced training in a classroom setting during normal business hours. Two different methods have been successful in developing customized training as described above: The first is to contract with a professional training company and work with them to customize their standard training materials for the City. The second method is to contract or hire an interested individual on a part-time basis to develop the training and conduct classes. Training costs will vary significantly based on the survey results, training needs, and number of classes held. We do not believe that the current contract for training at a third -party location should be renewed. Feedback from the user community showed a strong desire for training at Civic Center in group settings. Estimated Costs: • Annual Training budget $10,000- 20,000 Work Plan: • Conduct survey and analyze results • Customize and deliver highest priority training class • Customize and deliver other classes • Periodically train new staff Resources: IS and Human Resources staff will be responsible for the training survey. Third -party assistance in the development and delivery of training will be required. Estimated Project Duration: 2 years © 2007 ClientFirst Consulting Group, t_LC - FINAL DRAFT - Page 68 of 104 Strategic Technology Master Plan Report City of Dublin 15. Internet and Intranet /Portal Internet The existing City website is functional and informative. We appreciate the website's consistent look- and -feel across most applications and departments. The only exceptions are Parks & Recreation registrations and online Customer Request systems which are third - party applications. We would recommend a review of the website in the next couple of years to refresh the look and feel and possibly add additional graphics to the site. The website is centrally maintained and the majority of content is developed and posted to the Web by a third -party consultant. The City has a process through which departments may post approved content directly on the website. Knowledge of the process has not been spread evenly through the departments. In addition, primary and backup personnel to update the website should be named for each department and provided with the procedure and basic training. We are strong proponents of departmental control and responsibility for website updates and believe that the Internet is a communications vehicle that should be utilized in conjunction with other methods such as the media press release or telephone. The importance of each department's understanding and acceptance of the need to maintain accurate and current content on the website cannot be overstated. Periodic and regular updates of calendars, information, event listings, and other items will keep the website fresh and keep citizens and interested parties coming back. We believe that the City should continue to expand the website to include additional services for citizens. In the near term, emphasis should be placed on publishing all board and commission agendas, information packets, meeting minutes on the website. Other examples for improved services on the Web include additional online bill payment options, opportunities to schedule inspections, additional tools for contractors and developers, development of file transfer protocol (FTP) capability and electronic distribution lists for citizens interested in a particular commission or committee. Intranet /Portal The City has a small internal website, or intranet, for staff use, which provides a central interface to GIS. Intranets are great vehicles to replace existing paper distribution systems. Prime examples are: • Personnel manuals • Commonly used forms • Connections to Human Resources functions • Benefits • Sick or Vacation time • Employee Directories • News and announcements • Policy and procedure manuals Staff is somewhat resistant to this initiative because they view updates to an intranet as an additional workload. We believe that an intranet will actually reduce workloads over time and improve communications overall. Many of our clients are moving toward a Portal concept, where all staff tools are launched from a customized workspace that appears at sign on. An intranet as outlined above may be an initial step towards a Portal. A successful introduction of one or two intranet applications should lead to increased interest by staff and further successes. © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 69 of 104 Strategic Technology Master Plan Report City of Dublin Estimated Costs: • Website design consulting • Ongoing website expansion • Intranet platform Work plan: $10,000- 15,000 $10,000 /year $10,000- 16,000 • Implement agenda, meeting minute and information packets for boards and commissions • Develop a list of potential website enhancements • Review and update policies and procedures for departmental Updates • Implement revised design • Utilize TAC to develop intranet design • Begin implementation of intranet components Resources: Consulting assistance will be required for development of enhancements to the website. The TAC can develop design criteria for both the Internet and intranet. IS staff will create the initial intranet and provide tools for departmental updates. Departments will be responsible for content. Estimated Project Duration: Ongoing © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 70 of 104 Strategic Technology Master Plan Report City of Dublin 16. Automated Agenda Packets In our experience, Automated Agenda Packets streamline the process of creating packets and reduce paper usage. Some records or document management systems have an optional Automated Agenda Packet module (e.g., Laserfiche). In the past, we have had quite a bit of success developing Automated Agenda Packet systems utilizing simple programming tools and Adobe products. Introduction of an Automated Agenda Packet system will benefit from the addition of wireless networking in the Dublin Council Chambers. The utilization of wireless within Council Chambers will improve the area's overall flexibility and provide for the download of Agenda Packets and staff presentations directly to laptops as needed. We recommend implementation of at least two wireless access points within Council Chambers to cover the area and adjacent meeting room. We have found that Automated Agenda Packet systems are easiest to maintain if Council members and Dublin staff possess City -owned laptops for the display and annotation of Agenda Packets. Utilizing City -owned laptops will reduce support costs by providing a consistent, secure platform for the receipt, review, and annotation of the packets. The laptops can be customized to include all the necessary tools and to make packet retrieval straightforward. We recommend purchasing an enhanced maintenance program for these laptops to reduce issues due to regular use outside of an office environment. The optional Laserfiche Agenda Manager module can successfully perform Agenda Packet creation and maintenance tasks at Dublin. The software is relatively inexpensive and can be added to the base product without any enhanced hardware. Estimated Costs • Consulting $5,000 - 10,000 • Laserfiche Agenda Manager $10,000- 16,000 • Hardware: • Laptops $25,000- 35,000 • Wireless (included in Initiative #1) N/A Work Plan • Design draft process for Agenda Packet creation and distribution • Compare desired process with Laserfiche capabilities • Determine exact equipment needs • Purchase laptops and wireless • Implement system • Train Council Members and Staff Resources: Implementation consulting assistance will be required for development or procurement and installation of system. Laptops and wireless improvements can be coordinated and implemented by IS Staff. Estimated Project Duration: 4 -6 months © 2007 ClientFirst Consulting Group, l_LC - FINAL DRAFT - Page 71 of 104 Strategic Technology Master Plan Report City of Dublin 17. Windows Vista and Windows Server 2008 Microsoft's newest version desktop operating system was introduced February and the next generation server operating system should debut later in 2007. As of this writing, there are no truly compelling reasons to move to either operating system immediately after introduction. Industry wisdom related to the introduction of new Microsoft software suggests that waiting until the first full service pack release at a minimum is prudent. Windows Vista Although Windows Vista has been officially released, we are advising our clients to continue to purchase Windows 2003 desktop operating system until Vista service pack one is issued. Service pack one will probably be published sometime in the fall. Even with this delay in adoption, all current PC purchases should be made with Windows Vista in mind. This means purchasing a minimum of 1GB of RAM for each PC and a minimum of a 256MB on a high - end graphics card. By early 2008 (or sooner), Windows 2003 desktop will no longer be available and all PC purchases will come with Vista. We believe that operating in a mixed environment for twelve to eighteen months will not pose serious support issues for the IS Department. However, during the 2009 budget year, the critical mass of Vista PCs and the need to move to Windows Server 2008 (see below) will make a migration of all remaining desktops necessary. We have included sufficient budget below to upgrade any remaining PCs to support Vista. Windows Server 2008 Dublin can expect improvements in IS staff productivity with Windows Server 2008, formerly known as Longhorn. Also, security and the reliability and redundancy of server functions will be greatly improved. Speed of processing and memory capacity will be expanded by Longhorn's ability to process in a true 64 -bit environment. Beyond increased stability and reduced long -term cost of ownership, the day -to -day user benefits will probably be limited to increased speed and better graphics. As we have stated above, adoption of Windows Server 2008 should definitely wait until after the first service pack (mid 2008 ?). Dublin should plan to wait until at least the 2009 budget year to upgrade all Windows 2003 servers to the Windows Server 2008 operating system. Because server roles and the redundancy of those roles will be changing in Windows Server 2008, this upgrade will require an initial planning phase to determine what servers are required and what their specific roles should be. Following the requirements definition phase, a conversion - planning phase will be necessary to determine the best method of migration. After this is completed, hardware, operating system software, and management software can be procured. Implementation project planning and implementation test plans should then be developed prior to the actual conversion. We believe Dublin would be best served by contracting with a third party for Project Management of the conversion to Windows Server 2008. © 2007 ClientFirst Consulting Group, LLc - FINAL DRAFT - Page 72 of 104 Strategic Technology Master Plan Report City of Dublin Estimated Costs: • Planning: • Determine requirements • Conversion Design • Implementation • Hardware /software • Implementation Consulting • Project Management Consulting Work Plan: • Define requirements • Develop conversion plan • Purchase hardware /software • Implement hardware /software • Convert • Test $15,000 $20,000- 25,000 $20,000- 30,000 $20,000- 30,000 $15,000- 20,000 Resources: Technical and project management consulting will be required throughout the project. IS staff will perform as much of the work as is reasonable and will participate throughout. Estimated Project Duration: 18 months © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 73 of 104 Strategic Technology Master Plan Report City of Dublin 18. 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 and repair problems created by forgotten or mistyped passwords. Many applications can be directly integrated with Windows 2003 Active Directory, but others cannot. Reliable, cost - effective products have recently become available to integrate Windows Active Directory and sign -ons for these third -party applications. These products typically have strengths in certain categories of operating systems and applications, so it is difficult to recommend a solution at this time. 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. We believe that the reduction of user IDs and passwords at the City will be welcome, and with such reduction, security will improve, and support will decrease. There will be some overall improvements in staff productivity, but this is difficult to measure. Estimated Costs: • Single Sign -On hardware /software (long -term) $30,000- 50,000 Work Plan: • Inventory all applications with separate sign -ons • Integrate applications with Active Directory if possible • Select single sign -on product • Implement single sign -on Resources: IS staff will perform the work effort for this initiative. Estimated Project Duration: 3 -6 months © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 74 of 104 Strategic Technology Master Plan Report City of Dublin 19. 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. In the area of application software, while each function may be satisfied with the specific application implementation, the multi- vendor approach can lead to additional costs associated with manual work - arounds or the development of automated interfaces between systems. 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). 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). Several vendors provide all of these and other applications as part of a complete citywide enterprise solution. • 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 We believe that the majority of the municipal operational application needs can be provided by a limited number of enterprise systems. These systems may or may not provide all the functionality that multi- vendor solutions do, but overall, enterprise systems can be cost - effective and may significantly reduce complexity. Estimated Costs: None Work Plan: None Resources: TAC should use these guidelines with all future application procurement planning. Estimated Project Duration: Ongoing © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 75 of 104 Strategic Technology Master Plan Report City of Dublin 20. Selection Best Practices - IT Systems Procurement The above philosophy should be considered within the IT function for 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. For IS, consistency of implementation includes: • Server hardware configurations - Servers should be purchased with a standard list of components that can be configured in an identical manner • Server software - A standard, documented process for the configuration of a basic Windows server operating system should be developed and followed as much as possible • Network equipment - Standardizing on as few network equipment manufacturers as possible will reduce network management costs, improve interoperability, and decrease complexity We believe IS should review existing server hardware specifications and develop a list of improvements for each server, using criteria of consistency, redundancy and performance. Areas for consideration include: • Dual Network Interface Cards (NICs) and some form of NIC teaming • Dual power supplies • Consistent application of redundant disk • Partitions • Volumes Future server configurations should be used to create a standard implementation methodology. Typically, the Windows Server Operating System can be installed the same way on the majority of servers. Then, the server should be customized for the specific applications. Budget Considerations • Consulting $5,000 • Hardware $5,000- 10,000 Immediate Next Steps • Conduct Active Directory workshop • Develop Active Directory design • Develop implementation project plan • Train users on Shadow Copy • Implement Resources: IS should use these guidelines with all future application procurement planning. Estimated Project Duration: Ongoing © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 76 of 104 Strategic Technology Master Plan Report City of Dublin 21. Integrated Financial Information System(s) Implementation The City is 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 • General Ledger, Grant Accounting, Budgeting • Bank Reconciliations • Project Accounting • Financial Reporting • Ad Hoc Reporting • Purchasing, Requisitions, Contract Administration • Fixed Asset / Asset Management • Accounts Payable • Miscellaneous Accounts Receivable • Cash Receipts / Cashiering • Business Licensing (Web- Based) People Management Human Resources o Payroll o Employee Self- Service (long -term) Community Development / Land Management • Permits • Inspections • Project Planning • Code Enforcement • GIS Integration • Land /Parcel /Address Management Work Management • Work Orders • Maintenance Management • Fleet Potential integration of imaging with Laserfiche software Interface with Recreation CLASS software © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 77 of 104 Strategic Technology Master Plan Report City of Dublin Estimated Costs: Total project(s) costs could vary significantly depending on which applications are procured and whether the City selects a primarily enterprise solution or multi- vendor solutions. These budgets also assume selecting vendors that focus on the needs mid -size organizations. Also mentioned below is CMMS: a Computerized Maintenance Management System for Word Orders and Preventative Maintenance. The costs outlined below may be expended over an extended period of time. • Total Software and Implementation Services Costs • Financials $400,000- 625,000 • Community Development $75,000- 150,000 • CMMS (WO and PM) $75,000- 150,000 Workplan: • Issue an RFP • Manage or facilitate a vendor proposal process • Manage or facilitate a proposal review process • Manage or facilitate demonstration processes • Make a final vendor selection • Review and negotiate contract • Oversee implementation • Conduct post - implementation reviews $550,000- 925,000 Resources: All departments will be involved in implementation and daily use of the new syste m (s) . Estimated Project Duration: 2 -3 Years © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 78 of 104 Strategic Technology Master Plan Report City of Dublin 22. Laserfiche Needs Assessment Several departments spoke of difficulties and limited use with the Laserfiche document management system. Issues included: • Documents have not being fully indexed and search functionality not being fully utilized • File management is inconsistent in the way that staff is utilizing it • Desire to utilize Laserfiche with the GIS, permitting and licensing systems Implementation of a Records or Document Management system affects business processes in all departments as forms, approvals, and other information are categorized and stored in electronic folders instead of paper files. 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. The needs assessment should: • Inventory all Laserfiche user utilization and technical issues or problems including training needs • Determine other document management - related needs not currently met or previously implemented • Needs Assessment document should be developed in a way that allows Laserfiche to respond to issues or problems to determine the true gap between Laserfiche capabilities and the City's needs • Consider developing an improvement plan to correct the issues, problems, and /or needs • Also, determine if Laserfiche can meet the City's needs for an Automated Agenda Packet system Utilizing a consultant to assist in gathering all potential requirements and developing an improvement plan may be beneficial. Estimated Costs: • Consulting $15,000- 30,000 • Other Implementation and Training Requirements TBD Work Plan: • Obtain a proposed scope of services from a qualified consultant • Utilize an independent consultant for needs assessment (not a consultant from a company that resells document management solutions) Resources: Potentially all departments Estimated Project Duration: 2 -3 months © 2007 ClientFirst Consulting Group, u_C - FINAL DRAFT - Page 79 of 104 Strategic Technology Master Plan Report City of Dublin 23, Citywide 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. These departments included Fire, Police, Public Works, Planning, and Building. Other issues or needs include: • Field inspectors need mobile GIS devices to determine proper location and boundaries of parcels • Need the ability to self -print maps from the City's GIS application for Crime Analysis • GIS data lags 6 -18 months due to the County not updating information in a timely manner • GIS land parcel data is needed to populate HDL database for more current and consistent records • Would like to link Laserfiche to GIS • Would like training and GIS application access to query maps and other GIS reports • Some computers might need upgrading for better GIS application performance • Class (Parks) software is capable of interfacing with GIS software The City should consider conducting a needs assessment to inventory all, departments' GIS requirements including: • Additional GIS applications such as a non -GIS- technician query /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 The needs assessment results can be utilized to develop an implementation or improvement plan to correct the issues and /or satisfy the needs. Additionally, the City should make GIS interfacing or integration a requirement for all new geo -based software application procurements. Estimated Costs: • Consulting $15,000- 30,000 • Other Implementation Requirements TBD • Other Software License Requirements TBD • Other Hardware Requirements TBD • Other Operational Application Integration TBD Work Plan: • Obtain a proposed scope of services from a qualified consultant • Utilize an independent consultant for the needs assessment, not a consultant from a company that resells GIS solutions Resources: Use of a qualified consultant with additional support from IS /GIS and all applicable departments Estimated Project Duration: Needs Assessment and Improvement Plan 2 -3 months © 2007 ClientFirstConsulting Group, LLC - FINAL DRAFT - Page 80 of 104 Strategic Technology Master Plan Report City of Dublin DEPARTMENTAL FINDINGS AND RECOMMENDATIONS Disclosure The following findings and observations are based upon feedback and information provided by interviewees of the various departments during our discovery interview process. These findings, observations, and recommendations rely upon and assume that the expressed needs and information communicated by the departments are valid and accurate. The nature of a strategic planning needs assessment process is not to validate the information. It is dependent on the organization to further research and evaluate all items to determine the ultimate validity, effectiveness, affordability, and feasibility of the recommendations and /or projects. Developing Action Plans Developing action plans is the first step in implementing tasks to address and /or resolve the issues and /or needs identified by the departments. Additionally, many other minor items and /or overlapping recommendations can be found in the following pages. We recommend that action plans be developed with the cooperation and involvement of the individual departments. Although there are many redundancies on the following pages, it is by design so that individual departments can review, address, and monitor their specific activities for improvement or resolution. The action plans should include all identified needs, recommended resolution(s), person(s) or entity(ies) responsible, target due dates, comments and, in some cases, help desk log numbers. These action plans can help ensure that all needs are being addressed and /or a decision has been made as to whether or not to pursue a resolution on a specific item. These action plans will also prove beneficial to annual resource and budget planning requirements. © 2007 ClientFirst Consulting Group, LLc - FINAL DRAFT - Page 81 of 104 Strategic Technology Master Plan Report City of Dublin Administrative Services / IS / GIS / Finance Findings and Observations o Need automation of the following business processes: • Business License application approvals (on -line) • Accounts Receivable • Development fee credits (finance system) • Records retention • Desktop receipt of faxes at key locations • IT Help Desk tracking o Would like feedback on: • PC replacement policy • Frequency • Disposal best practices • GIS use and need • Attachment size limits • Firewall status and management • Remote access to e -mail and file servers o Blackberry application use and support • IS staffing and position skill sets • Print centralization and networking • Copier scan and PDF capability • Desk top security Recommendations o (See IT Initiatives for recommendations) © 2007 ClientFirst Consulting Group, I_LC - FINAL DRAFT - Page 82 of 104 Strategic Technology Master Plan Report City of Dublin Business License Findings and Observations o Business license functions are not integrated: Business license module is part of HDL and requires manual entry into finance system License fees are entered manually in batch mode in ACS Cash Receipts module • Would like a computer at front counter for customers to complete business license applications • Need on -line payment options such as credit cards for payment of business licenses • Would like an integrated system that captures on -line and entered data in real time • Need to increase storage capacity to manage internal City business license applications • Can see a future need for integrating the Permitting, Finance, and Business Licenses systems • Would like an integrated imaging solution for licensing, such as Laserfiche Recommendations • As a part of the financial system selection process, require solution to interface with a business licensing application • Review current Permitting, Finance, and Business License applications and processes to determine whether enhancements should be made or the system(s) should be replaced with a fully integrated enterprise solution • Citizen Internet access capability or module should also be considered • Consider providing a computer at front counter for walk -in customers to complete applications and /or payments © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 83 of 104 Strategic Technology Master Plan Report City of Dublin City Management Administration / Economic Development Findings and Observations o Physical storage is a growing issue • Voluminous Staff Reports, Resolutions, and Ordinances are scanned on a bi- weekly basis • Non -vital records are not scanned into Laserfiche and are destroyed after retention period • Backlog of materials to scan (currently there is an entire wall of documents yet to be scanned) o There is a part-time, temporary employee working on scanning these documents o Network storage • Cannot view Council staff reports on -line on City- networked computers • Backups are mandated by IS to be on DVDs instead of hard disk • MuniMetriX application requires duplicate effort of data entered in Laserfiche • Considering phase out of MuniMetriX • Contact lists for mail merges are maintained in Word instead of Outlook or another contact management application • Development and packaging of the Council report packets is time - consuming and labor - intensive • City website is underdeveloped and underutilized • Some constituents have requested forms and /or procedures to be automated on the website • Applications (permits) • Payments • RequestPartner CRM application does not provide all needed functionality: • Cannot dialog with constituents • Reports are not user - friendly and do not provide all needed information • Published forms are viewable by all and cannot be restricted • Dates cannot be edited after being entered • Staff would like more training on the Microsoft Office suite of applications • Users would like ability to access e -mail and file server remotely • Voice -mail system has limited speed dial functionality • E -mail system has several challenges: • Spam occurs too frequently • Filters also prevent receipt of incoming mail from reliable sources • Allowed attachment size is sometimes too small for some users o GIS data lags by 6 -18 months due to the County not updating information in a timely manner © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 84 of 104 Strategic Technology Master Plan Report City of Dublin Recommendations o Perform a needs assessment of staff training needs and organize recurring, in -house training opportunities • Review current CompUSA contract (NOTE: CompUSA stores in area are closing) • Design a training room with a minimum of six (6) computer workstations for on- going training and implementations. A training facility is available at the Senior Center. • Consider purchasing multiple, terabit hard disks to use for backup • DVDs have a limited life and, therefore, should not be used for permanent storage • Consider storing Laserfiche documents to hard disk with multiple replications • Evaluate and develop a business case for the purchase of an electronic agenda software package to streamline the agenda development process • Will standardize agenda development and document management • Can link documents with agendas and minutes • Can search, sort, and filter items from prior meetings • Distribution can occur either electronically or in hard copy • Since the City already has a major investment in Laserfiche, include Laserfiche as a potential vendor for this solution • Consider an internal webmaster or content manager for the website to better manage content and improve service to constituents • Evaluate e -mail setup to improve service to internal users: • Use PDF files to shrink attachments • Identify users who need PDF file- creation capability • Consider CutePDF (free shareware) as a potential solution for most users • Reevaluate spam filters and maintain up -to -date virus protection • Consider utilizing a third -party provider to obtain regular, updated land /parcel management data from the county • Consider providing remote, after -hours access to e -mail and file servers for employees who need it © 2007 ClientFirst Consulting Group, Lt_c - FINAL DRAFT - Page 85 of 104 Strategic Technology Master Plan Report City of Dublin City Manager's Office Findings and Observations • Concerned about whether the network infrastructure is sufficient • Looking for direction on how to prioritize IT projects • Planning for future physical expansion involving current projects: • Civic Center expansion • Shannon Community Center • Recreation /Aquatic Center • Library satellite • Would like IT needs to become a part of all decision - making processes • Looking for recommendations on Disaster Recovery, including planning and infrastructure • Concerned about locating an Emergency Operations Center (EOC) in the same seismic area • Interested in collaborating with external entities (public and private) • Some partnership opportunities are noted in the 2006 -2007 goals • Looking for an easy -to- read - and - understand report for non - technical staff • Also noted a need for improved communication on status of projects o View the Preliminary IT Initiative Discussion Guide as the starting point of improvements and not as an end product in itself • Plan should be driven by the TAC • Would like IS to use this to manage all of their activities (not only projects) o Would like guidance on when to bring in outside assistance for projects Recommendations o (See IT Initiatives for recommendations) © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 86 of 104 Strategic Technology Master Plan Report City of Dublin Finance Findings and Observations o The Financial system ACS was introduced in 1987 and upgraded in 1999 • The Finance Department is utilizing the General Ledger, Cash Receipts, Payroll, and Cash Disbursements modules • Finance is not using the accounts receivable module in ACS • Reporting is limited and the Department uses Excel to extract and analyze data and to create reports • Changing the chart of accounts is difficult • Report design and generation is difficult • Cash Receipts are not centralized and are collected in multiple departments • 50% of all finance and accounting functions are performed in Excel, including: • Cost allocations • Interest allocations • Allocation calculations • Tracking of developer fees and deposits • Cash flow projections and monitoring • Reporting • Budgeting • Journal entries and budget entries are made in duplicate ■ Initially input in Excel and then re -input into ACS • Miscellaneous Accounts Receivable is tracked manually until cash is received • Funds are not being encumbered o Financial system needs identified by the Department include: • Full budget integration for all operating divisions • Full fixed asset integration • Potential integration with Bank of America Positive Pay and Bank Reconciliation module • Integration with Business License module • Integration with Permit and Recreation CLASS system • Integration with time keeping and Payroll module • Inclusion of a Project Accounting module, including integration with a work order system • Would like advanced Excel training and with new system implementation, appropriate training on all system capabilities for all financial staff • Would like training in Compleo • Department expressed concern that the IS Department was not currently capable of supporting the ACS applications • Interested in exploring "best practices" with peer cities and outside departments to improve internal processes © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 87 of 104 Strategic Technology Master Plan Report City of Dublin Recommendations o Conduct a comprehensive system selection process to procure a fully integrated Enterprise Application Solution This Enterprise solution may include Finance, Human Resources, Payroll, Community Development and Computerized Maintenance Management System (CMMS) for Work Orders/ Preventative Maintenance Significant productivity gains should be realized by these related divisions working from a single, fully integrated suite of applications Utilize a comprehensive structured system selection process to identify detailed feature /function requirements tailored to City of Dublin and build consensus among the departments to select a single solution that fits everyone's comprehensive needs o Application or Functionality needs may include: • General Ledger, Grant Accounting, Budgeting • Bank Reconciliations • Project Accounting • Financial Reporting • Ad Hoc Reporting • Treasury /Investment and Cash Management • Purchasing, Requisitions, Contract Administration • Fixed Asset /Asset Management • Accounts Payable • Miscellaneous Accounts Receivable • Cash Receipts /Cashiering • Inventory • Work Orders, Maintenance Management, Fleet • Human Resources with Applicant Tracking • Payroll and Time Keeping • Permits • Inspections • Project Planning • Code Enforcement • Land /Parcel and Address Management • GIS Integration • Business Licensing • Potential integration of imaging with Laserfiche software • Interface with Recreation CLASS software o Utilize a cross - departmental team during the feature /function design and implementation processes, including Finance, Building, Housing, Public Works, IS, Police, Fire, and Parks & Recreation © 2007 CiientFirstConsulting Group, LLC - FINAL DRAFT - Page 88 of 104 Strategic Technology Master Plan Report City of Dublin Fire Prevention Findings and Observations The City Fire Prevention operations are managed by four (4) full -time employees and three (3) part-time employees and are approximately 60% outsourced. The Fire Marshall and the Deputy Fire Chief are employees of Alameda County. The outsourced functions include permit, contract plan, and triennial inspections on self - inspected sites. Some of the specific issues include: • The City issues fire permits for sprinklers, fire alarms, Ansul, fixed fire suppression, building submittals, and underground tanks and fire lines • The City is currently using a combination of QuickBooks Pro and HDL to manage the permitting, inspection, invoicing, and cash receipts processes • Need code enforcement application for weed abatement and fire compliance issues • There is a potential need for integration or interfacing between HDL and SunPro /Integraph CAD regarding business licenses information • HDL does not have enough concurrent licenses resulting in regularly locking users out of the application or limiting access to read -only • Dublin relies on the County's SunPro software for fire dispatch information. However, this information does not sync with the City's HDL system. • Fire stations are not connected to HDL and have no access to City data • HDL and SunPro (fire dispatch) do not interface and require duplicate entry for the following data: Current business name, address, billing address, types of permits, last inspection, sprinklers, building type, etc. • Finance provides annual self- inspection checklists in mailings generated from HDL • The color printer prints only one page at a time • Telephones do not have functionality for three- to four -digit internal transfers (according to the Department, this is a low- priority item due to low traffic) • Field inspectors need mobile GIS devices to determine proper location and boundaries of parcels • The Department currently sees little use for posting of internal information on the intranet for other departments' use • Website functionality could be enhanced to provide instructions to constituents on how to complete forms and other information in order to reduce volume of walk -in traffic • QuickBooks Pro is utilized for providing invoices and receipts for certain permits and generating a monthly inspection list © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 89 of 104 Strategic Technology Master Plan Report City of Dublin Recommendations • Conduct a System Selection process to procure an integrated Community Development suite of applications, including modules for Planning, Permitting, Inspections, Code Enforcement, and Land /Parcel Management • Utilize a comprehensive structured system selection process to identify detailed feature /function requirements tailored to City of Dublin and build consensus among the departments to select a single solution that fits comprehensive needs • This suite of applications may be part of an overall Enterprise Solution that may include Finance, Human Resources, Payroll, Community Development, and Work Orders/ Preventative Maintenance • Integration with the new Accounts Receivable and Cash Receipts modules is also recommended to eliminate the use of QuickBooks Pro • Departments that could utilize the permits and inspections modules include Fire, Police, Building, and Public Works /Engineering • Provide mobile GPS devices linked to the GIS to field inspectors • Update the City's website and maintain with current versions of permit forms and instructions • Consider implementing Website Content Management capabilities, so departments can make certain updates without the use of a third -party webmaster • Develop procedures and training for staff updated of the website o Explore data integration and interface capabilities between SunPro /Integraph CAD and the City's GIS and HDL solutions • As an alternative, consider giving inquiry access to GIS and HDL to Fire Prevention staff © 2007 CiientFirst Consulting Group, LLC - FINAL DRAFT - Page 90 of 104 Strategic Technology Master Plan Report City of Dublin Housing / Building Findings and Observations o Need a finance system that will capture and report detailed historical cost • Annual budget process is cumbersome and time - consuming • Mid -year budget adjustments are cumbersome • HDL does not provide a detailed breakdown of costs or fees • Revenues do not balance between HDL and Department records • HDL land parcel data has not been updated in 5 years: • GIS land parcel data is needed to populate HDL database for more current and consistent records • Concern that IS staff not adequately knowledgeable about software updating process • HDL updating process has been troublesome, resulting in lost data, numerous error messages, and software not functioning properly • IS not proactive in fixing workstations after error messages are received • Wait for notification by user instead of proactively completing repairs • Lack of communication from IS about status and resolution of issues • Building Department uses lookup functionality for Laserfiche but is not yet scanning documents • Planning is behind in getting documents scanned • Would like to link Laserfiche to GIS and Permitting system • Need online inspection scheduling and status check capability for citizens • Need ruggedized laptops for remote application access for field staff to quickly "result" inspection information and reduce nonproductive travel time • Offsite trailer locations experience network performance problems: • Inspector PC's in offsite trailer locations are not being replaced on the 3 -year cycle • Connectivity is slower than dial -up • Access to MS Office Suite is very slow • HDL permit module functionality is not fully utilized: • Only utilized to issue permits • System crashes when trying to use other functionality • HDL inspection handhelds have never worked • Need system to automate and track: • Plan checks • Developer deposit tracking • Reporting • Record inspections • Online permitting for simple permits that do not require a plan check: o Water heaters, garage sales, residential re- roofs, AC replacements • Users are unfamiliar with how and /or when to utilize share drives • Users would like ability to access e -mail and file server remotely • Need ability to access Business License system to look up active business licenses • System crashes when logging in © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 91 of 104 Strategic Technology Master Plan Report City of Dublin Recommendations • Provide remote, after -hours access to e -mail and file servers for employees who need it • Consider purchasing a fully integrated Community Develop Suite of Applications, including Project Planning and Zoning, Permits, Inspections, Code Enforcement, and Land /Parcel Management • This application suite may potentially be part of an overall Enterprise Solution that may include Finance, Human Resources, Payroll, Community Development, and Work Orders/ Preventative Maintenance • Mobile inspections application capabilities for field inspectors should also be considered • Significant productivity gains should be realized by these related divisions working from a single, fully integrated suite of applications • Utilize a comprehensive structured system selection process to identify detailed feature /function requirements tailored to City of Dublin and build consensus among the sub - departments to select a single solution that fits comprehensive needs • Departments that could utilize the permitting and inspections modules include Public Works, Engineering, Planning, Police, and Fire © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 92 of 104 Strategic Technology Master Plan Report City of Dublin Human Resources / Central Services Findings and Observations • Currently using CalOpps.org online recruitment software as a stand -alone application to track recruitment data, position advertising, and communication • Human Resources needs an integrated, automated solution to track employee training, personnel history, fingerprint tracking, rates and earnings history, health plans, salary benefit surveys, and performance evaluations • Need expanded employee information in Payroll system (e.g., rate and YTD earnings) • Internal and regulatory reporting is manual and labor- intensive, maintained primarily in Word and Excel files • Training records (must be maintained bi- annually) • Performance Evaluations • Fingerprint tracking • Volunteers • DMV records • Recognition dates • Would like to evaluate software solutions that can track Property and Worker's Compensation claims • Laserfiche is being utilized to: • Create permanent records of terminated employees • Check City documents • Make copies • Laserfiche documents have not been fully indexed and search functionality has not been fully utilized • The Laserfiche scanner experiences frequent paper jams • There is no formalized record retention policy • Users would like ability to access e -mail and file server remotely • Blackberry for monitoring e -mail when offsite • Human Resources would like to provide employee direct access to benefit information via the City intranet • Internal wireless network performs poorly due to weak signal strength • Training on Windows XP is desired © 2007 ClientFirst Consulting Group, LLc - FINAL DRAFT - Page 93 of 104 Strategic Technology Master Plan Report City of Dublin Recommendations o Conduct a System Selection process to procure an integrated human resources information system (HRIS) Utilize a comprehensive structured system selection process to identify detailed feature /function requirements tailored to City of Dublin and build consensus among the departments to select a single solution that fits comprehensive needs This application should be part of an overall Enterprise Solution that may include Finance, Human Resources, Payroll, Community Development, and Work Orders /Preventative Maintenance Needed functionality includes, but is not limited to: • Trust funds utilized • Start date, salary history • Evaluation dates and promotions • Lump sum payouts • Health benefit premiums and plan changes • Training classes attended ■ Harassment, heat stress, NIMS /SEMS • Administrative time off utilized • Equal Employment Opportunity information • Volunteer activity (AB 939) • Amount of City benefits expended to each employee • Recruitment tracking • Ensure reporting tools are appropriate for the City's needs • Web or intranet -based employee access to employee benefit information • Significant productivity gains should be realized along with providing accurate and timely information for key decision makers • Evaluate the opportunity to provide an employee self- service solution for benefits queries, paid- time -off scheduling and queries, etc. • Consider providing remote, after -hours access to e -mail and file servers for employees who need it (e.g., Human Resources Director as it relates to risk management and emergencies impacting employees) • Consider a handheld device for this purpose (e.g., Blackberry) • Determine the source of the Laserfiche scanner paper jam issue and resolve • Add Windows XP to the training curriculum developed for in -house trainings © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 94 of 104 Strategic Technology Master Plan Report City of Dublin Parks and Community Services Findings and Observations Services 0 Need training to utilize advanced functionality of software • Word • Excel • Class • Adobe • GIS • HDL • AS400 • Compleo • Crystal Reports 0 Financial data is manually posted and duplicated in Class and the Finance system • Class is capable of interfacing with Finance (cash receipts and general ledger) and GIS software • Would like to automate the posting of financial information from Class to the Finance system 0 Current process is redundant and prone to input error 0 Would like expanded use of GIS • Geo -code Class data for use with GIS • Provide public interface for Parks & Recreation data • GIS integration of data for program planning and analysis • Phone system functionality is underutilized o Features promised by vendor have not been activated • Ciffsite phones go down when power is lost • T1 lines supporting offsite facilities cannot handle volume • Would like an IT Help Desk system with online ability for users to check status • IS staff knowledge of Class system is limited to primarily one part-time employee • Would like backup IS person to have in depth knowledge of system as well 0 Need to streamline league registration process • Requires significant staff time • Current process is manual and recorded in Excel 0 3 Websites are managed externally • Would like in -house management of sites for better responsiveness and content control 0 Intranet is cumbersome, not widely used, and needs redesign © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 95 of 104 Strategic Technology Master Plan Report City of Dublin Facilities • Would like automated, remote - access climate control systems, including: • Lighting controls • Centralized irrigation monitoring (future) • Security monitoring (future) • Also need IS to support the climate control hardware and software changes and upgrades • Would like City Hall security control system with ID card reader access • Would like mobile computing, e -mail and applications access (in the context of implementing the VPN to have access from home) • Current work orders are manual forms with some information being tracked in Excel • Need an automated work order system, including functionality to provide: • Building maps and drawings • GIS and AutoCAD integration • AutoCAD drawings of infrastructure at all facilities • Electrical and plumbing • Heating and air Recommendations • Design training curriculum and provide training on software applications being utilized • Evaluate the interfacing capabilities of Class when considering new Enterprise applications • Automate transfer and posting of transactional data between Class and the Financial application o Review phone system functionality and add or activate needed functionality such as • Speed dial • Offsite look up of internal directory • Consider installing an uninterruptible power supply at offsite locations • Consider implementing remote access climate control systems in City facilities • Evaluate staff needs for mobile computing access and provide functionality where necessary • Consider purchasing a fully integrated CMMS (Maintenance and Asset Management) solution • This application suite may potentially be part of an overall Enterprise Solution that may include Finance, Human Resources, Payroll, Community Development, and Work Orders /Preventative Maintenance • Significant productivity gains should be realized by these related divisions working from a single, fully integrated suite of applications • Utilize a comprehensive, structured system selection process to identify City- specific feature /function requirements and build consensus among the departments to select a single solution that fits comprehensive needs • Departments that could utilize the CMMS (Work Orders /Preventative Maintenance modules include Public Works, Facilities, and Parks & Recreation • Select a solution that is local government- focused • Need functionality which includes: • Project budgets • Time and cost reporting • Work orders • Preventative maintenance scheduling • Inspection reports © 2007 ClientFirst Consulting Group, t_t_C - FINAL DRAFT - Page 96o - f 104 Strategic Technology Master Plan Report City of Dublin • Project management • Document tracking • Asset management o Include in the CMMS an integration /interfacing capability with the Finance system for: • Payroll • Project accounting • Budgeting • Inventory Planning Findings and Observations • Would like remote access to e -mail and file servers • IT support is poor • No maintenance on computers is performed • No clean up of files on the network • Need application training • Building plan printer is not maintained • Need more scanners • Currently there is only one on the first floor shared by everyone • GIS Department is small and not as responsive as needed due to lack of staffing • Interested in further training and possibly access to information in GIS • Would like training and GIS application access to query maps and other GIS reports • GIS applications are slow • Computers might need upgrading for better GIS application performance • Need capability to send 500 -foot (and other) notices via postcard rather than the time - consuming process of generating and stuffing letters in envelopes • Users are not getting needed detail from ACS • Detailed job costs • Developer account charges • Users are accessing Laserfiche to piece together job cost information • Department has no automated systems and uses Excel for: • 300 -foot radius notices • Population projections • Project plans • Budgets • Tracking open projects is done manually and is cumbersome and often requires searches in several places to find the needed information • Closed projects are captured in an Access database which can cause retrieval problems when the name of the project changes over time (a common occurrence) • Code enforcement is also monitored in Access and duplicated in Excel by the Code enforcement officer © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 97 of 104 Strategic Technology Master Plan Report City of Dublin o Software needs identified: • Adobe Photoshop or similar (to make fliers and brochures) • More Publishing software licenses • PageMaker • Project planning software o Too reliant on paper to make collaboration with other departments effective and efficient Recommendations o Consider purchasing a fully integrated Community Develop Suite of Applications, including Project Planning and Zoning, Permits, Inspections, Code Enforcement, and Land /Parcel Management • This application suite may potentially be part of an overall Enterprise Solution that may include Finance, Human Resources, Payroll, Community Development, and Work Orders /Preventative Maintenance • Mobile inspections application capabilities for field inspectors should also be considered • Significant productivity gains should be realized by these related divisions working from a single, fully integrated suite of applications • Utilize a comprehensive structured system selection process to identify detailed feature /function requirements tailored to City of Dublin and build consensus among the departments to select a single solution that fits comprehensive needs • Departments that could utilize the Planning and Land /Parcel Management modules include Public Works, Engineering, Planning, Police, and Fire o Consider providing remote, after -hours access to e -mail and file servers for employees who need it (e.g., Planning Manager access to e -mail and project files) • Consider a handheld device for this purpose (e.g., Blackberry) o Consider purchasing a fully integrated CMMS (Maintenance and Asset Management) solution • This application suite may potentially be part of an overall Enterprise Solution that may include Finance, Human Resources, Payroll, Community Development, and Work Orders /Preventative Maintenance • Significant productivity gains should be realized by these related divisions working from a single, fully integrated suite of applications • Utilize a comprehensive, structured system selection process to identify City- specific feature /function requirements and build consensus among the departments to select a single solution that fits comprehensive needs • Departments that could utilize the CMMS (Work Orders /Preventative Maintenance modules include Public Works, Facilities and Parks & Recreation • Select a solution that is local- government- focused • Need functionality which includes: • Project budgets • Time and cost reporting • Work orders • Preventative maintenance scheduling • Inspection reports • Project management • Document tracking • Asset management © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 98 of 104 Strategic Technology Master Plan Report City of Dublin o Include in the CMMS an integration /interfacing capability with the Finance system for: • Payroll • Project accounting • Budgeting • Inventory • Developer deposit accounting and tracking © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 99 of 104 Strategic Technology Master Plan Report City of Dublin Po /ice Services Findings and Observations • Users do not have remote access to e-mail or to the server files • Police Staff need inquiry access to HDL business license information • Voice -mail system for patrol personnel goes down frequently (42 officers share 1 telephone) • IT support is not available 24/7 (Police operate 24/7) • Current phone system does not allow internal 3- or 4 -digit transfers to Public Safety Dispatch Centers on some phones • Reliability and /or confidence in the incoming telephone connectivity to the Dispatch Center has been questioned by Police Department staff • There are some computers throughout the City which do not appear to be maintained by anyone (e.g., the Forensic Computer in the Police Department) • Need a telephone located at the front counter cash register • EOC needs better network access, a printer, and GIS viewing and printing capability • The process for permit ID card generation is manual • ACSO WAITER applications are used for multiple purposes but are not fully utilized • CRIMS, CLETS, Use of Force, and WAITER applications are not server supported (MUGS is server - based) • WAITER application has features not currently being utilized: • Employee database • Daily logs • Use of Force • CVSA voice stress analyzer application is not currently used because no one is certified to use it (requires staff to be certified) • Credit card swipe system is available 9 -5: • The Cash Receipt application often goes down, loses network access, or does not start up properly • The City has no Fleet Management system (County Sheriff's technician maintains all Police vehicles in addition to the six (6) other City vehicles) • Need the ability to self -print maps from the City's GIS application for Crime Analysis • Considering County's ILEADS program • Need access to City building maps • May be able to use Fire maps • Need access to Plan Check software for patrol: • Safety • Usability • Building numbers • Security • The Forensic computer has not been updated • EOC relocation is being considered • The data cable conduit at City Hall is full • There is concern that the T1 connection to San Leandro needs to be upgraded to T3 or greater • There is a need for better collaboration with the Alameda County Sheriff's Office on application rollout and support requests • Working collaboratively with other agencies to assure network performance is optimum Page 100 of 104 © 2007 CiientFirst Consulting Group, I_Lc - FINAL DRAFT - Strategic Technology Master Plan Citv • Need consistent network access (inconsistent with some workstations) • Need policy and procedure definitions • Would like more forms, applications, and instructions posted on the City's website (e.g. permit applications) • There are not enough licenses for interested users to create PDFs Recommendations • Consider providing remote, after -hours access to e -mail and file servers for employees who need it • Expand cash credit card swipe system access to mirror operating schedule (expand beyond regular day shift hours to meet the needs of constituents making payments before 9 a.m. or after 5 p.m.) • Consider performing a citywide needs assessment on EOC networking, communications, and technology requirements • Evaluate the possibility of utilizing the Business Licensing module in HDL to generate permit ID cards • Replace the IBM PS2 computer used for CLETS access • A Fleet Management solution should be considered when selecting a new CMMS solution (work order /preventative maintenance) for Public Works • This application may be part of an overall Enterprise Solution that may include Finance, Human Resources, Payroll, Community Development, and Work Orders /Preventative Maintenance • Utilize a comprehensive structured system selection process to identify detailed feature /function requirements tailored to City of Dublin • Provide EOC with access to GIS • Consider providing Adobe PDF writer access to additional staff who require it (CutePDF, a free shareware application, may be a good alternative to Adobe for most users) • Consider providing direct inquiry and reporting capability for GIS maps to Police personnel • Provide inquiry access to Police Staff for building information from the Community Development suite of applications • Review hardware and software rollout and support needs with Alameda County Sheriff's Office to set mutual expectations • Review all ACSO applications to determine whether additional functionality exists and should be utilized © 2007 CiientFirst Consulting Group, LLC - FINAL DRAFT - Page 101 of 104 Strategic Technology Master Plan Report City of Dublin Public Works / Traffic Operations / Engineering Findings and Observations • Laserfiche file management is inconsistent in the way that staff are utilizing it • The Department does not have and /or does not utilize a shared file system making file retrieval difficult and time - consuming • Staff would like more training on the Microsoft Office suite of applications, including Word, Excel, PowerPoint, Access, Outlook, Windows XP, and Project • The City has limited licenses to Adobe Acrobat Writer and more individuals would like access • Formal training, policies, and procedures have not kept pace with rapid City growth • Would like to make Encroachment and Sitework Permits electronic and offer access to them on the City's website so that constituents can apply via the web • Current receipts are printed in triplicate carbon copies • Staff would like to automate receipts, rather than printing physical copies from a fax machine • Capital Improvement Project Management is very cumbersome and time - consuming. Would like: • Database to manage capital projects and provide search capability for routing, tracking, and closeouts • On -line bidding of projects • RFPs on website • Track progress payments, bonds, etc. • Searchable database of inspectors reports • Historical data for preparing budgets • Ability to automate transfer of data to finance system o Staff indicated the need for an automated Work Order system • Contractor for MCE utilizes MCE's work order system • Other work orders are maintained in a paper -based system • Need ruggedized laptops for remote application access in the field • Need automated time reporting system for projects • Need electronic budget process • Department personnel do not generally consult IS for software questions because they are not aware this is part of IS's responsibilities • Computerized maintenance management software (CMMS) is highly specialized and may be too broad for effective staff use © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 102 of 104 Strategic Technology Master Plan Report City of Dublin Recommendations o Create and document an indexing structure for Laserfiche and physical files for the Department's use • Consider sending staff to a focused training on data storage and file structure or hire a consultant to help develop a structure o Perform a needs assessment of staff training needs and organize recurring, in -house training opportunities Negotiate current CompUSA contract Design and build a training room with a minimum of six (6) computer workstations for on -going training and implementations o Determine which staff members need Adobe Acrobat for PDF file creation Consider CutePDF, a free shareware application, as an alternative solution for most users • Encroachment and Sitework (and all other permits) should be considered during the selection process for Permitting software or a more comprehensive solution • Public Works, Police, Fire, and Building and Housing staff should participate in the selection and implementation process • Consider purchasing a fully integrated CMMS (Maintenance and Asset Management) solution or a specialized project management suite • This application suite may potentially be part of an overall Enterprise Solution that may include Finance, Human Resources, Payroll, Community Development, and Work Orders /Preventative Maintenance • Significant productivity gains should be realized by these related divisions working from a single, fully integrated suite of applications • Utilize a comprehensive, structured system selection process to identify City- specific feature /function requirements and build consensus among the departments to select a single solution that fits comprehensive needs • Departments that could utilize the CMMS (Work Orders /Preventative Maintenance modules include Public Works, Facilities, and Parks & Recreation • Select a solution that is local government- focused • Need functionality which includes: • Project budgets • Time and cost reporting • Work orders • Preventative maintenance scheduling • Inspection reports • Project management • Document tracking • Asset management o Include in the CMMS an integration and interfacing capability with the Finance system for: • Payroll • Project accounting • Budgeting • Inventory © 2007 ClientFirst Consulting Group, Lt_C - FINAL DRAFT - Page 103 of 104 Strategic Technology Master Plan Report City of Dublin • Expand CAD capability on select workstations to facilitate electronic plan review in tandem with central permit system • Developers submit plans electronically • Staff reviews and annotates electronically, returning comments via permit system • Expand link between file and drawing records and GIS © 2007 ClientFirst Consulting Group, LLC - FINAL DRAFT - Page 104 of 104