Information Technology Master Plan Report

INFORMATION TECHNOLOGY MASTER PLAN

REPORT

MARCH 2013

Presented to Danielle Garcia, Interim CIO

City of Redlands

DoIT

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City of Redlands

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TABLE OF CONTENTS

ENGAGEMENT PURPOSE & BACKGROUND ............................. 3

Project Objective ............................................................................................... 3

Methodology and Approach ............................................................................... 4

CURRENT STATE OF INFORMATION TECHNOLOGY .................. 5

Summary IT Environment .................................................................................. 5

Key Statistics & Metrics ..................................................................................... 6

IT STRATEGIES, GOALS & OBJECTIVES .............................. 10

INFORMATION TECHNOLOGY (IT) PRINCIPLES ...................... 13

IT INITIATIVE SUMMARIES ................................................... 14

Introduction.................................................................................................... 14

IT Initiative Categories .................................................................................... 14

Best Practices ................................................................................................. 15

Applications / Departmental Systems ............................................................... 17

Gov 2.0 (E-Government) ................................................................................. 19

IT Infrastructure ............................................................................................. 20

IT Operations ................................................................................................. 22

IT Security ...................................................................................................... 23

IT Staffing ...................................................................................................... 24

Telecommunications ........................................................................................ 24

KEY ISSUES ...................................................................... 25

Infrastructure ................................................................................................. 25

Customer Service and Staffing ......................................................................... 26

Metrics and Measurement ................................................................................ 27

Application Utilization ...................................................................................... 28

Data Integrity ................................................................................................. 30

Governance .................................................................................................... 31

CONCLUSION ..................................................................... 33

Moving Forward .............................................................................................. 33

Benefits .......................................................................................................... 35

Immediate Next Steps ..................................................................................... 35

IT MASTER PLAN CAPITAL BUDGET .................................... 36

APPENDIX – IT MASTER PLAN INITIATIVES .......................... 37

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ENGAGEMENT PURPOSE & BACKGROUND

PROJECT OBJECTIVE

The City engaged CLIENTFIRST Technology Consulting to develop an Information Technology (IT)

Strategic Master Plan. The intention is to guide the organization over the next five years in

planning, procuring, implementing, and managing current and future technology investments

and resources related to Information Services provided by the City of Redlands. The plan

involved a thorough analysis of the following:

 A comprehensive assessment of existing technologies and staffing that will highlight current

strengths and weaknesses

 Recommended projects

 Cost estimates

 Prioritization of recommended projects

 A proposed implementation plan to be incorporated into the Capital Improvement Plan

process for FY2012 through FY2017 and annual budget deliberations. The implementation

plan must take into account the current IT staffing level and budgetary considerations.

 Recommendations for cost savings, effectiveness and sustainability

Information Technology Assessment and Master Plan

(IT and Telecommunications Consulting Services)

The IT and Telecommunications Consulting include the following types of services: cost and

financial analyses, recommendation of information systems and telecommunications systems

management solutions.

Examples of expected services:

 Document and assess the current condition of the City’s IT and Telecommunication

 Prepare an analysis of the City’s IT and Telecommunication needs and develop an action

plan that addresses the concerns, if found, and recommend corrective actions

 Recommend a strategy for the City with potential interim steps or phases for

implementation based on the current condition survey mentioned above

 Provide expertise to identify opportunities for integration and economies of scale across

systems and/or organizations through the development or creation of enterprise

architecture

 Evaluate current and emerging technologies and assist agencies with planning the tactical

and strategic migration of business services to these technologies

 Develop IT strategic plans that align City business and technology plans with City business

technology, goals and objectives

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METHODOLOGY AND APPROACH

We have developed a five-phase methodology upon which we base our IT master planning

projects. While this serves as the cornerstone of the project, allowing the collaborative process

to shape and develop our recommendations and approach will enable us to tailor each step to

fit your unique specifications. We desire to work in partnership with you to improve the City’s

information technology environments so they can better meet the needs of your staff and

constituents.

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CURRENT STATE OF INFORMATION TECHNOLOGY

SUMMARY IT ENVIRONMENT

IT Staff (FTE Equivalent)

City Employees

479

PC’s

Laptops

MDCs (Public Safety)

Tablets

Approx. 325

Approx. 50

Approx. 35

Approx. 94

Telephones

Cellular Phones

Unknown

Estimated 150

Total Servers

Approx. 68

Network Devices

Platforms

Windows, AIX

Databases

SQL, PICK

Citywide software applications/modules

Over 150

Avg. Reported Help Desk Tickets per Week

(w/o Oracle Financials)

Closed 24 Hours

Closed 48 Hours

Closed 72 Hours

Average Resolution Time

Average Open after 7 Days

Unknown

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KEY STATISTICS & METRICS

The following analysis provides feedback on three key measurements regarding IT operations:

IT Budgeting/Expenditures

IT spending vs. Revenue Fund budgets

IT Staffing Resources

Overall IT staffing vs. key equipment counts

IT Capital Replacement Schedules

Equipment replacement schedules for major IT items

These measurements provide indications of issues that may affect the organization’s IT

effectiveness as it relates to providing IT support of systems and application solutions.

IT spending versus revenue fund budgets provides an overall indication of whether the IT

function receives a sufficient level of organizational resources to provide the necessary services.

Underfunding over time typically reduces IT’s ability to respond to requests, reduces system

availability and negatively impacts organization-wide productivity.

IT staffing levels versus servers, PCs and the total number of logins is often a reflection of IT

staff productivity. With the proper productivity tools, an individual IT staff member can support

more users, reducing overall costs.

Capital Equipment Replacement is an important measure of the ability of hardware to support

adequately the ongoing vendor changes to application software. These changes often require

hardware that is more robust and additional resources. Slow capital replacement cycles can

result in increased downtime and slower system response times overall.

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IT Spending versus Revenue Fund Budgets

The following table depicts Redlands’s IT Spending versus Recommended Best Practices and a

Municipal benchmark of 29 agencies. These agencies responded to a survey and are from

Illinois, California, and Wisconsin.

Redlands

Recommended Low

Municipal Benchmark

Recommended High

2.7%

2.5%

2.8%

4.5%

The 2012/2013 adopted budget, general and enterprise revenue funds were $99,429,217 and

the IT expenditure budgets total of $2,666,462. The municipal spending benchmark range was

between 1% and 8%. The percentage of IT expenditures versus revenue fund budgets at

Redlands is near the recommended low. We understand that additional funding may not be

forthcoming; therefore, it will be imperative to develop a sustainability plan that provides

realistic resource allocation. Greater funding should result in increased productivity at the

department level.

0.0% 1.0% 2.0% 3.0% 4.0% 5.0%

Recommended Low

Redlands

Municipal Benchmark

Recommended High

2.5%

2.7%

2.8%

4.5%

Recommended Low Redlands Municipal Benchmark Recommended High

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IT Staffing Ratios

The following table depicts Redlands’s IT Staffing Ratios versus a Municipality Benchmark of 37

similar agencies. These agencies responded to a survey.

Redlands

Municipality

Benchmark

Recommended Best

Practice

Logins

Computers

Servers

In this comparison, the City’s staffing ratios for users, computers and servers are less efficient

than their peers (i.e., supporting less users and devices per IT staff) and recommended best

practices. As a part of our review, we did uncover many areas in which the City could expect to

have significant productivity improvements for these benchmarks.

Logins Computers Servers

Redlands

Municipality Benchmark

Recommended Best Practice

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Equipment Replacement

The following table depicts Redlands’s primary IT equipment replacement practices versus

Recommended Best Practices and a Municipal benchmark of 36 agencies. These agencies

responded to a survey and are from California, Illinois, and Wisconsin.

Redlands

Municipal

Benchmark

Recommended Best

Practices

Laptops

PCs

Servers

Unfortunately, the City continues to utilize laptops, PC’s, and servers longer than best practices

recommend. Issues with extending utilization of laptops, PC’s, and servers include:

 A higher failure rate after four and five years of productive life

 Laptops are less powerful than desktops and, therefore, tend to run newer software more

slowly

 Battery life decreases with age

Many of our clients have moved to a five-year replacement plan for PCs due to reduced capital

funding.

Laptops PCs Servers

Recommended Best Practices

Municipal Benchmark

Redlands Does Not Meet Best

Practices

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IT STRATEGIES, GOALS & OBJECTIVES

The strategies for leveraging information systems to deliver City services are listed below.

Within each strategy, we have listed initial goals and objectives for the City. We have translated

those goals and objectives into specific initiatives in the

Appendix

of the report. Additionally

outlined later in the report, are the budgetary costs for each initiative, resource requirements,

implementation timeframe, and, if appropriate, the next steps toward implementation.

MODERNIZE IT INFRASTRUCTURE

Goals and Objectives

 Create a City-wide computer room

 Move from obsolete hardware and software to current generation infrastructure

 Eliminate productivity wasters including incompatible software and disk space limits

 Improve resiliency and uptime of infrastructure

 Create and track uptime metrics

DEVELOP SUSTAINABILITY PLAN

Goals and Objectives

 Develop an application portfolio and understand the life cycle cost of each application

 Plan for the sustainability of applications in addition to existing hardware capital replacement

funding

 Create a IT Capital Replacement Plan to forecast and fund hardware and software

replacement costs

IMPROVE IT CUSTOMER SERVICE

Goals and Objectives

 Foster a customer service attitude for all aspects of IT service delivery

 Create an IT Help Desk

 Document service levels for incident response and enhancements

 Develop customer service performance metrics and exceed those expectations

 Develop Mobile Device Management capabilities

 Consider “Bring Your Own Device” and “Network Access Control” for some users

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IMPROVE STAFF PRODUCTIVITY

Goals and Objectives

 Increase utilization of software application features

 Increase user application training

 Introduce application management best practices

 Improve departmental ownership of applications

 Identify key roles and responsibilities for core business applications

 Conduct process reviews and document application feature/function requirements to identify

automation and opportunities to streamline processes

 Utilizing Return on Investment (ROI) principals, justify additional applications to improve

productivity and service

 When justified, move to second generation mobile computing (tablets vs. laptops)

ENABLE CITY WIDE APPLICATION USAGE

Goals and Objectives

 Connect all City facilities through a wide area network

 Expand remote access to improve staff productivity

 Improve reliability of access, reduce downtime

ADOPT INFORMATION TECHNOLOGY BEST PRACTICES

Goals and Objectives

 Develop an IT Steering Committee and Governance mechanism

 Adopt a Best Practices approach to software selection and management

 Create and maintain project inventory

 Utilize project management principles for larger projects

 Become date- and project schedule-driven

 Finalize documentation

 Create standard operating procedures

 Implement technology productivity tools, automate:

 Security patch management

 Desktop configuration and maintenance

 Network management

 Alert and alarm threshold management

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IMPLEMENT DISASTER RECOVERY CAPABILITIES

Goals and Objectives

 Develop a plan to implement disaster recovery capabilities

 Over several years, develop the capability to recover IT applications in the event of a

major incident in the San Bernardino Valley

 Consider implementation of redundant Internet connections with automatic failover

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INFORMATION TECHNOLOGY (IT) PRINCIPLES

VISION / MISSION STATEMENT

The City of Redlands is dedicated to providing the highest quality technology-based services, in

the most cost effective manner, to deliver services effectively and efficiently on a sustained

basis in a manner that reflects the organization's dedication to excellent customer service. The

City will ensure that the City’s information systems are maintained in a secure environment,

capable of supporting technology advancements made by the City and will exist in an integrated

environment that fosters an open, collaborative, and unifying culture. Information Technology

is committed to the values of:

1. Reliability;

2. Professionalism and integrity;

3. Efficiency and effectiveness;

4. Innovation;

5. Excellence; and

6. Collaboration and teamwork.

 Given Limited IT Resources, the City will focus these resources on the most productive

and cost effective projects.

 City departments shall agree on a Collaborative Long-term IT Vision and Strategies,

which requires active participation in setting IT priorities through an IT Committee made up

of department leadership.

 City will strive to Maximize Utilization of Existing Systems and prior investments in

application software, as well as to expand functionality and seek enhancements to existing

applications.

 City is committed to ensuring Sufficient Staff Training and Application Software

Knowledge of existing vendors.

 City will continually investigate Potential Partnering Relationships that may reduce

costs or leverage the expertise of others to advance the City’s technology goals. IT

management will participate in regional forums with other municipal IT managers to

understand industry trends and best practices.

 Department Ownership is fundamental to achieving maximum return on investment of

applications. Departments recognize the importance of assuming responsibility for

managing and implementing their specific core business applications, with the support of IT

staff. City departments are committed to taking responsibility for adapting and improving

processes to best integrate them with the application software.

 The City will develop an IT Services Portfolio so that all interested parties and

stakeholders understand the IT Division’s roles and responsibilities in servicing the City

overall.

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IT INITIATIVE SUMMARIES

INTRODUCTION

IT Strategic Master Planning is a process to assess, research, prioritize, budget, and plan future

information technology initiatives. Some of the following initiatives are ready for approval and

implementation, while others require further assessment and research before the City can make

a final determination as to priority, resource requirements, and cost/benefit.

Productivity Improvement – Many of the following initiatives will have a

direct impact on overall productivity within the organization. Some of these

initiatives will significantly impact specific processes, reducing staff time

required to complete a certain process. Others will ease or speed delivery of

services to City residents.

Cost Savings – Many of the initiatives outlined herein will have direct or

indirect cost savings when implemented. Extensive Return on Investment

(ROI) calculations are not within the scope of this report. An ROI

Considerations discussion is included at the end of

Appendix

of the report.

IT INITIATIVE CATEGORIES

The master planning process resulted in 62 initiatives. Combined, there are hundreds of

findings and recommendations. CLIENTFIRST classified the major findings and recommendations

into seven categories, including:

BEST PRACTICES

GOV 2.0

IT INFRASTRUCTURE

IT OPERATIONS

TELECOMMUNICATIONS

IT SECURITY

APPLICATIONS &

DEPARTMENTAL SYSTEMS

IT STAFFING

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BEST PRACTICES

A best practice is a method that consistently provides results greater than those achieved with

other methods. CLIENTFIRST believes the following best practices will enhance the City’s ability to

select, procure, and maintain more effective technology solutions in the future, as well as

improve the overall productivity of staff.

The IT Initiatives addressed within this category, which are explained in greater depth in the

Appendix

, include:

IT Initiative

Description

IT Governance

Utilizing an ongoing IT Steering Committee to drive technology education, policies

and the implementation of the IT Master Plan over the next five years

Maintaining Software Updates

Maintaining software updates for all applications and operating systems for all

users in a timely manner

Social Media Policy

Establish rules of conduct for employees that post content on the Internet

Software Selection Best Practices

Follow best practices needs assessments, evaluation, and procurement when

considering new or replacement software solutions

Application Management Best Practices

Establish roles and responsibilities for IT, departments, and users to improve

overall utilization of software assets maintained by the City

User Training and Support

Improve ongoing user training to maximize system utilization and gain productivity

and efficiencies

Sustainability Planning

Expand replacement/refreshment policies and related budgeting for all IT assets

including departmental applications

IT Procurement Practices

Using objective best practice procedures for procuring IT investments to ensure

independent specifications and best cost/value is obtained for the City

Return-on-Investment Considerations

Overview showing how to understand ROI opportunities in the City through

various technology investments

Application Inventory

Determine existing software resources in use by City staff

IT Project and Services Portfolio

Develop portfolio of city Applications and IT Department services and standards,

and communicate to all management and staff; can be used to delineate roles and

responsibilities between departments and IT, as well as set proper expectations

IT Cost Recovery (IT Budget Allocations)

Evaluate IT resources to determine effective lifecycle values as an aid in

sustainability planning

Project Planning Best Practices

A best practices approach for project planning and management

Cloud Computing

IT services or equipment that are not internal but available through the Internet

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IT Initiative

Description

CLETS IT Support Requirements

Security Awareness Training and background checks for IT Staff, IT Contractors

and volunteers with access to CLETS

ITIL

Technology framework intended to assist organizations with IT service strategy

and IT operations

COBIT

Technology framework to ensure alignment of IT with the environment through the

adoption of best practices, metrics, and oversight.

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APPLICATIONS / DEPARTMENTAL SYSTEMS

The Applications/Systems category includes initiatives primarily related to department business

applications identified during the needs assessment process. Many of these initiatives and

recommendations can have a significant impact on overall productivity, enhanced

communications, and information sharing, improved constituent service, improved

transparency, and in some cases, cost efficiencies.

The IT Initiatives addressed within this category, which are explained in greater depth in the

Appendix, include:

IT Initiative

Description

Mobile Computing

Increasing productivity by adding remote computing capabilities for

staff in various departments

Cityworks Improvements

Major core enterprise system that includes the following

functionalities:

 Maintenance and Asset Management

 Project Planning/Zoning

 Permits

 Inspections

 Code Enforcement

Fleet Maintenance

Improving fleet maintenance software system

Public Safety Scheduling System Selection

Automation of complex public safety scheduling through use of

newer technology solutions

Active/Net Expansion

Replacement of existing system and adoption of newer

technologies to significantly improve program management and

customer service

Electronic Document Management System (EDMS)

Improvements

Implementation of advanced document and content management

technology to: manage records, document capture, storage and

retrieval; provide workflow automation; manage FOIA requests;

and provide electronic forms and application capabilities with

routing and approvals

Business License Application Improvements

Improve business license software functionality including online

business license renewals and payments

ERP Improvements

Adding functionality to the existing financial/accounting system

Time Entry System

Improving functionality and utilization of the existing time entry

software solution

Automated Agenda Management

Provide access to information for all departments involved in the

agenda process

City Intranet

Internal website portal to automate employee notifications and

communications between departments for common questions and

information

GIS Needs Assessment

Citywide assessment and master plan for the future GIS data and

resource needs

Performance Evaluation Software Replacement

Automated staff reviews based on individual performance

Project Tracking/Collaboration

Collaborative software to manage department or citywide projects

Route Management Software

Software to provide optimized route mapping and planning

WebEOC

Emergency operations center with real-time information feeds

New Broadcast System

Replace current outdated broadcasting system and equipment

Granicus Improvements

Improved video synchronization through live Internet broadcasting

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IT Initiative

Description

Access Gate Cards

Improving the processing of gate passes, reporting and renewal

fee management

Alarm Billing Software

Automate manual processes being done by police and finance

departments

Auto CAD 3D

Obtain updated user licenses

CAD/RMS Improvements

Current system needs additional equipment and modules to

improve automation

Fire RMS

Improving functionality of systems used by Fire Department

with the rest of the City

Fuels Management

New system to automate fueling processes that are all currently

done with an old DOS program

ID Badge Printer

Replace dysfunctional badge printer

Investment Management Applications

Improve investment efficiency, tracking and reporting

Landfill and Streets Tough Books

New tough book for landfill and streets operations

Outsource Utility Bill Print

Consideration to fully outsource utility bill print and mailing

P6 Improvements

Implementation of an already approved and funded

Professional Project Management solution

Paperless Citations

Obtain wireless units to enable real-time processing of citations

Plotter Printer

Need a large plotter, printer, and scanner for architectural

drawings

Police Paperless Reporting

Need scanners for the paperless reporting system

Productivity/PIO Software (Adobe, Publisher, etc.)

Need updated Adobe, and Publisher software licenses

Reverse 911

Provides emergency telephone notifications to selected

geographical regions

Smart Boards

Need an interactive smart board or similar projector screen

Solid Waste Ticketing

Increase solid waste ticketing system reliability, compliance and

efficiency

Speed Count Automation

Need ability to automate transfer of data

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GOV 2.0 (E-GOVERNMENT)

Gov 2.0 is a growing body of shared knowledge regarding the utilization of new technologies in

combination with creativity, information sharing, and the collaborative process to better serve

and interact with the public. The principles of Gov 2.0 include:

Principle 1 - Serve as the primary source of reliable,

accurate, and timely City information, delivered

to the customer on his/her platform of choice

Principle 2 - Maintain a real-time, interactive, and user-

centered website that offers easy access to

public information and online services

Principle 3 - Offer opportunities for online civic engagement

and social collaboration

The possible benefits of developing such communication methods go beyond just simple release

of information. Among the advantages are the following:

 Increased efficiency and cost reduction for public services offered electronically

 Allowance of greater government transparency

 Better informed and more involved public

 More collaborative efforts between the City and the public

 Faster and more convenient access promotes public approval

The IT Initiatives addressed within this category, which are explained in greater depth in the

Appendix

, include:

IT Initiative

Description

Citizen Request Management (CRM)

Completing implementation of system to track various requests

initiated by citizens online or over the phone including automated

internal routing and status reporting

Mass Communication

Simultaneously notify City residents and staff regarding information

or status updates

Council Chamber Audio/Visual

Improve Audio/Visual capabilities of the City Council room

Website Redesign

Improve and add features to the website to improve customer

service and departmental website content management

Online Payments & Transactions

Provide citizens with 24/7 online transaction capabilities

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IT INFRASTRUCTURE

ClientFirst conducted a detailed IT infrastructure assessment, including the network, servers,

equipment, inside/outside cable plant, and other communication infrastructures.

The IT Initiatives addressed for this category, which are explained in greater depth in the

Appendix, include:

IT Initiative

Description

Computer Refresh

The recommended life expectancy for laptops and computers

are 4 and 5 years. Most of the current computers are old and in

need of replacement

Mobile Device Refresh

Determine laptop and tablet needs

Data Center Relocation

Improve security and physical infrastructure of the computer

room

Server Upgrade

Upgrade to improve performance and efficiency

Metropolitan Area Network (MAN)

Design and implement a Metropolitan Area Network to

significantly improve the City network functionality, reliability,

performance and reduce redundant hardware and systems. A

MAN is also required to implement a single VoIP (networked)

telephone system.

Electronic Mail Upgrade

Need to upgrade to most current version of Microsoft Exchange

Office 2010 Upgrade

Need to upgrade to most current 2010 version of Microsoft

Office suite

Local Area Network (LAN) Upgrade

Upgrades needed to network

Storage Area Network (SAN)

Local network storage to improve staff productivity, efficiency,

and data integrity

Security Camera Interconnect

Firewall to interconnect security camera system with City

Network Procure SAN for City Hall

Create Best Practice Internet Connectivity (DMZ)

Create secure network zone that is accessible to the public for

online transactions and information

Wi-Fi

Allow users to connect wirelessly to city Internet in conference

rooms and key public locations

Redundant Internet

Select an additional Internet service connection

Server Virtualization

Consolidation of many physical servers to improve application

resources and user needs

Audio/Visual

Improve conference room Audio/Visual capabilities

Expand Remote VPN Access

Provide remote access to computer systems for selected staff

use in the field and for use during off hours

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IT Initiative

Description

Bring Your Own Device (BYOD)

Allow personal devices to sync with email and retrieve

information

LIMS/WIMS Server

Server in need of installation

MDC Replacements

Aging communication equipment to be replaced

MUED File Server

Need to acquire a new server

P6 Primevera Server

Installation of software and configurations

Secure FTP Site

Improve security and capacity for large file transfers

Senior/Recreation Division Server

Adjust server to correct hosting and email extensions

Video Conferencing

Need to accommodate for desired visual meeting capabilities

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Hardware Assets

Configurations

Asset Inventory

Management

IT OPERATIONS

IT operations are the daily support and maintenance of all IT infrastructure and user support.

IT operations include the processes and procedures used by IT staff to maintain the network,

applications, and workstations. Initiatives related to IT operations are often focused on

productivity improvements and implementing IT best practices.

The IT Initiatives addressed for this category, which are explained in greater depth in the

Appendix

, include:

IT Initiative

Description

Asset Management Automation

Automation of City asset management for greater

reliability, availability, and resource utilization

Mobile Device Management

Implement best practices for management of field/mobile

devices

IT Customer Service Training

Appropriate customer service training for all IT staff to

begin process of reforming IT Services into a customer

facing/focuses organization

Help Desk Ticketing System

A central Help Desk ticketing system to simplify

management of ongoing problem resolution

IT Automation Tools

Automate application and security patching as well as PC

imaging tools

Network Management Tools

Implementation of network monitoring, alerts, and alarms

provide early warnings for potential problems and improve

IT response times

Printer / Copier Management

Centralized management of printers to improve flexibility

and reduce troubleshooting

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IT SECURITY

IT Security refers to all security systems and practices, including Disaster Recovery to project

City systems and data.

IT Initiative

Description

Disaster Recovery Planning

Develop capabilities to survive a major failure or

catastrophic event involving IT resources and facilities

IT Security - General

All security systems and practices, including disaster

recovery, to protect City systems and data

IT Security Review

Evaluation of present security controls and future

requirements

Backups

Improved maintenance and security for routine backup

procedures

PCI Assessment

Payment Card Industry (PCI) compliance assessment

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IT STAFFING

This category addresses short-term issues facing overall IT staffing resources for the City.

IT Initiative

Description

IT Staffing

Assess current staff size, additional staffing needs, and

potential solutions

Managed Services

Automation of many basic routine tasks

IT Staff Training

Development of training needs for new technologies that

existing IT staff will need to be proficient in

Police IT Staffing

Police IT staffing considerations

TELECOMMUNICATIONS

IT Initiative

Description

Telecommunications Network Assessment and Inventory

Evaluation of present telecommunication services (voice

and date) to determine possible cost reduction and

improved performance

Smart Phones Audit and Usage

Consider greater utilization of smart phones for certain

users to increase staff productivity

New Phone System

Implement new citywide telephone system after design

and implementation of a Municipal Area Network (MAN)

Squad Car MDC Cellular Coverage

Improve current cellular coverage to police squad cars

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KEY ISSUES

INFRASTRUCTURE

The majority of the City IT infrastructure has not been refreshed since the early 2000’s. The

existing City Microsoft server operating system and electronic mail systems are both three

generations old and are no longer supported. We worked with the City’s telephone system in

the early 1990’s. The telephone system is three generations old and is no longer supported.

The 212 Brookside building (the old public safety building), which houses the City’s telephone

system and primary Police computer room is uninhabitable. Since we have been working with

the City, vendors have refused to work in the building due to the conditions. City servers are

scattered about various sites, each facility has differing levels of physical security and

environmental controls. Currently, City facilities outside of the City Hall campus are only

connected to each other using a “best effort” Internet connection.

In summary, the City’s IT infrastructure is one small to medium size earthquake or

environmental event away from an outage that could last several weeks. Fortunately, the City’s

CAD/RMS system for Police is replicated to the Corporate Yard, but most other Police systems

and City phone systems have a significantly high risk of long-term failure.

The City does not have an adequate IT Disaster Recovery plan that includes SLAs for

application recovery in the event of a disaster.

Below, we have outlined the initiatives that are designed to assist the City in resolving this

issue:

 IT Governance

 Sustainability Planning

 IT Procurement Practices

 Return-on-Investment Considerations

 IT Project and Services Portfolio

 IT Cost Recovery (IT Budget

Allocations)

 Project Planning Best Practices

 Cloud Computing

 ITIL

 COBIT

 Mobile Computing

 Electronic Document Management

System (EDMS) Improvements

 Landfill and Streets Tough Books

 Library Speaker System

 Reverse 911

 Computer Refresh

 Mobile device refresh

 Consolidated Computer Room

 Server Upgrade

 Metropolitan Area network (MAN)

 Electronic Mail Upgrade

 Office 2010 Upgrade

 Local Area Network (LAN) Upgrade

 Storage Area Network (SAN)

 Security Camera Interconnect

 Create Best Practice Internet

Connectivity (DMZ)

 Wi-Fi

 Redundant Internet

 Server Virtualization

 Expand Remote VPN Access

 Bring Your Own Device (BYOD)

 LIMS/WIMS Server

 MDC Replacements

 MUED File Server

 P6 Primevera Server

 Reverse 911 Server

 Secure FTP Site

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City of Redlands

CLIENTFIRST TECHNOLOGY CONSULTING Page 26 of 37

 Senior/Recreation Division Server

 Video Conferencing

 Asset Management Automation

 Mobile Device Management

 IT Customer Service Training

 Help Desk Ticketing System

 IT Automation Tools

 Network Management Tools

 Printer / Copier Management

 Disaster Recovery Planning

 IT Security - General

 IT Security Review

 Backups

 IT Staffing

 Managed Services

 IT Staff Training

 Police IT Staffing

 Telecommunications Network

Assessment and Inventory

 Smart Phones Audit and Usage

 New Phone System Replacement

 Squad Car MDC Cellular Coverage

CUSTOMER SERVICE AND STAFFING

During the interview and workshops, staff consistently prioritized customer service as

the

number one

issue for IT at Redlands. The issue of improved customer service is inter-related

with IT staffing and IT staff perceptions of the function of IT at the City.

Overall, IT must become a customer service focused organization that assists other City

departments in reaching their business goals and serves the constituents of the City in a

positive and cost effective way. More specifically, the City’s information technology needs must

be a model where security is implemented according to municipal best practices, but does not

overly impinge on staff’s capability to perform their duties.

Currently, acceptable levels of service to the departments are not agreed upon or documented.

Metrics are not tracked. There are no measures of responsiveness, problem resolution (time or

on time), and budget project delivery. These metrics are indispensable for budget planning in

an Internal Service Fund Department.

The allocation and priorities of IT staff will need to be adjusted as the goals of the department

change to that of a customer facing organization. We believe the entire IT staffing model

should be re-evaluated. In order to make wise long-term decisions, some initial data should be

collected, analyzed and an appropriate service level defined.

Below, we have outlined the initiatives that are designed to assist the City in resolving this

issue:

 IT Governance

 Maintaining Software Updates

 Social Media Policy

 Application Management Best Practices

 User Training and Support

 Sustainability Planning

 IT Procurement Practices

 Return-on-Investment Considerations

 Application Inventory

 IT Project and Services Portfolio

 IT Cost Recovery (IT Budget

Allocations)

 Project Planning Best Practices

 Cloud Computing

 CLETS IT Support Requirements

 ITIL

 COBIT

 Mobile Computing

 Cityworks Improvements

 Fleet Maintenance

 Active Net Expansion

 Electronic Document Management

System (EDMS) Improvements

 ERP Improvements

 City Intranet

 Reverse 911

 Computer Refresh

 Mobile device refresh

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CLIENTFIRST TECHNOLOGY CONSULTING Page 27 of 37

 Consolidated Computer Room

 Server Upgrade

 Metropolitan Area network (MAN)

 Electronic Mail Upgrade

 Office 2010 Upgrade

 Local Area Network (LAN) Upgrade

 Storage Area Network (SAN)

 Create Best Practice Internet

Connectivity (DMZ)

 Wi-Fi

 Redundant Internet

 Server Virtualization

 Audio Visual

 Expand Remote VPN Access

 Bring Your Own Device (BYOD)

 LIMS/WIMS Server

 MDC Replacements

 MUED File Server

 P6 Primevera Server

 Reverse 911 Server

 Secure FTP Site

 Senior/Recreation Division Server

 Asset Management Automation

 Mobile Device Management

 IT Customer Service Training

 Help Desk Ticketing System

 IT Automation Tools

 Network Management Tools

 Printer / Copier Management

 Disaster Recovery Planning

 IT Security - General

 IT Security Review

 Backups

 IT Staffing

 Managed Services

 IT Staff Training

 Police IT Staffing

 New Phone System Replacement

METRICS AND MEASUREMENT

When we were engaged by the City to create this plan, we requested Help Desk information

and metrics, inventory information, IT’s project portfolio and other documentation. The City

does not utilize a Help Desk system, therefore there are no reliable data related to IT-related

incidents or requests for service. Overall, inventory information was not available, so we

worked with the City to develop the necessary high-level data for comparative analysis. Other

documentation that would meet best practice expectations was not forthcoming.

There are no reliable IT measurements available, so our recommendations related to staffing

and estimated project duration are based on our considerable experience working with

municipalities.

The implementation of systems to support data driven measurement, establishment of goals

and decision-making is a critical first step to informing the City on the current and future state

of IT.

Below, we have outlined the initiatives that are designed to assist the City in resolving this

issue:

 IT Governance

 Maintaining Software Updates

 Application Management Best Practices

 User Training and Support

 Sustainability Planning

 IT Procurement Practices

 Return-on-Investment Considerations

 Application Inventory

 IT Project and Services Portfolio

 IT Cost Recovery (IT Budget

Allocations)

 Project Planning Best Practices

 ITIL

 COBIT

 Fleet Maintenance

 Electronic Document Management

System (EDMS) Improvements

 Reverse 911

 Computer Refresh

 Mobile device refresh

 Consolidated Computer Room

 Server Upgrade

Information Technology Master Plan Report

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CLIENTFIRST TECHNOLOGY CONSULTING Page 28 of 37

 Metropolitan Area network (MAN)

 Electronic Mail Upgrade

 Office 2010 Upgrade

 Local Area Network (LAN) Upgrade

 Storage Area Network (SAN)

 Create Best Practice Internet

Connectivity (DMZ)

 Server Virtualization

 Expand Remote VPN Access

 Bring Your Own Device (BYOD)

 LIMS/WIMS Server

 MDC Replacements

 MUED File Server

 P6 Primevera Server

 Reverse 911 Server

 Secure FTP Site

 Senior/Recreation Division Server

 Asset Management Automation

 Mobile Device Management

 IT Customer Service Training

 Help Desk Ticketing System

 IT Automation Tools

 Network Management Tools

 Printer / Copier Management

 Disaster Recovery Planning

 IT Security - General

 IT Security Review

 Backups

 IT Staffing

 Managed Services

 IT Staff Training

 Police IT Staffing

APPLICATION UTILIZATION

The City utilizes nearly 150 different software applications or modules throughout all

departments. These software applications have cost the City millions of dollars and they are a

significant City asset.

Many City software applications/modules and systems are underutilized. Additional user

training is needed for many software applications. The City overall does not appear to have

sufficient resources to develop practices and procedures related to prioritizing or evaluating

solutions, identifying sufficient implementation, ongoing management, and support resources

for these solutions. Additionally, the City has insufficient IT resources to effectively ensure

quality utilization, increase department process improvements and gain significant efficiencies.

While IT has attempted to own certain applications, some departments have taken limited

ownership for ongoing improvement responsibilities for their operational applications. This

trend toward moving primary responsibility for application implementation, improvements, and

ongoing support to the Departments should continue.

In order for the City to support departmental applications effectively, a comprehensive

inventory of applications and an assessment of the application utilization and value to the

departments are needed.

Below, we have outlined the initiatives that are designed to assist the City in resolving this

issue:

 IT Governance

 Maintaining Software Updates

 Social Media Policy

 Application Management Best Practices

 User Training and Support

 Sustainability Planning

 Return-on-Investment Considerations

 Application Inventory

 IT Project and Services Portfolio

 IT Cost Recovery (IT Budget

Allocations)

 Project Planning Best Practices

 ITIL

 COBIT

 Mobile Computing

 Cityworks Improvements

 Fleet Maintenance

 Public Safety Scheduling System

Selection

Information Technology Master Plan Report

City of Redlands

CLIENTFIRST TECHNOLOGY CONSULTING Page 29 of 37

 Active Net Expansion

 Electronic Document Management

System (EDMS) Improvements

 Business License Application

Improvements

 ERP Improvements

 Time Entry System

 Automated Agenda Management

 City Intranet

 GIS Needs Assessment Finding and

Observations

 In-Car Video Replacement

 Library System Improvements Finding

and Observations

 Performance Evaluation Software

Replacement

 Project Tracking/Collaboration Finding

and Observations

 Route Management Software

 WebEOC

 Granicus Improvements

 New Broadcast System

 Access Gate Cards

 Alarm Billing Software

 Auto CAD 3D

 CAD/RMS Improvements

 Collection Statistics Automation

 Fire RMS

 Fuels Management

 ID Badge Printer

 Investment Management Applications

 Landfill and Streets Tough Books

 Library Catalog Authority Control

 Library Speaker System

 Outsource Utility Bill Print

 P6 Improvements

 Paperless Animal Control Process

 Paperless Citations

 Plotter Printer

 Police Paperless Reporting

 Productivity/PIO Software (Adobe,

Publisher, etc.)

 Reverse 911

 Smart Boards

 Solid Waste Ticketing

 Speed Count Automation

 Citizen Request Management (CRM)

 Mass Communication

 Council Chamber Audio/Visual

 Website Redesign

 Online Payments & Transactions

 Computer Refresh

 Mobile device refresh

 Consolidated Computer Room

 Server Upgrade

 Metropolitan Area network (MAN)

 Electronic Mail Upgrade

 Office 2010 Upgrade

 Local Area Network (LAN) Upgrade

 Storage Area Network (SAN)

 Security Camera Interconnect

 Wi-Fi

 Server Virtualization

 Audio Visual

 MDC Replacements

 Help Desk Ticketing System

 Disaster Recovery Planning

 IT Security - General

 IT Security Review

 Backups

 PCI Assessment

 IT Staffing

 Managed Services

 IT Staff Training

 Police IT Staffing

 Telecommunications Network

Assessment and Inventory

 Smart Phones Audit and Usage

 Squad Car MDC Cellular Coverage

Information Technology Master Plan Report

City of Redlands

CLIENTFIRST TECHNOLOGY CONSULTING Page 30 of 37

DATA INTEGRITY

In the context of information security, data integrity means maintaining and assuring the

accuracy and consistency of data over its entire life cycle. Certain issues require consideration:

The Data Center relocation from 212 Brookside to a more appropriate location will require detail

planning and coordination to provide a successful Data Center transition/transformation.

Application Sharing – because the City does not utilize a wide area network, staff at remote

facilities do not have access to core application systems, including financials, work orders and

other key systems. Therefore, spreadsheets and other workaround are used to transport and

integrate summary information used by Management to make decisions further from the source

data.

Backups – during the interview process, staff has told us that “most” systems are backed up

regularly. Offsite backups exist for a minority of systems.

Disaster Recovery – the City does not currently maintain disaster recovery plans for information

technology and would not be able to recover quickly from a significant seismic or environmental

event.

Shadow Systems – We believe City application systems are underutilized. Feedback leads us to

believe that due to lack of staff training, many “work-arounds” that we call “shadow systems”

have been developed. Shadow systems include separate spreadsheets, or small databases that

separate final summary reporting further from the source data, reducing the reliability of that

data.

Below, we have outlined the initiatives that are designed to assist the City in resolving this

issue:

 IT Governance

 Maintaining Software Updates

 Social Media Policy

 Application Management Best Practices

 User Training and Support

 Sustainability Planning

 IT Procurement Practices

 Return-on-Investment Considerations

 Application Inventory

 IT Project and Services Portfolio

 IT Cost Recovery (IT Budget

Allocations)

 Project Planning Best Practices

 ITIL

 COBIT

 Fleet Maintenance

 Public Safety Scheduling System

Selection

 Active Net Expansion

 Electronic Document Management

System (EDMS) Improvements

 ERP Improvements

 Time Entry System

 Automated Agenda Management

 Library System Improvements Finding

and Observations

 Performance Evaluation Software

Replacement

 Project Tracking/Collaboration Finding

and Observations

 Route Management Software

 WebEOC

 Access Gate Cards

 Alarm Billing Software

 CAD/RMS Improvements

 Collection Statistics Automation

 Fuels Management

 Investment Management Applications

 Landfill and Streets Tough Books

 Library Catalog Authority Control

 P6 Improvements

 Paperless Animal Control Process

 Paperless Citations

 Solid Waste Ticketing

 Citizen Request Management (CRM)

 Mass Communication

 Website Redesign

 Online Payments & Transactions

 Computer Refresh

Information Technology Master Plan Report

City of Redlands

CLIENTFIRST TECHNOLOGY CONSULTING Page 31 of 37

 Mobile device refresh

 Consolidated Computer Room

 Server Upgrade

 Metropolitan Area network (MAN)

 Electronic Mail Upgrade

 Office 2010 Upgrade

 Local Area Network (LAN) Upgrade

 Storage Area Network (SAN)

 Create Best Practice Internet

Connectivity (DMZ)

 Redundant Internet

 Server Virtualization

 LIMS/WIMS Server

 MDC Replacements

 MUED File Server

 P6 Primevera Server

 Help Desk Ticketing System

 Disaster Recovery Planning

 IT Security - General

 IT Security Review

 Backups

 PCI Assessment

 IT Staffing

 Managed Services

 IT Staff Training

 Police IT Staffing

 P6 Primevera Server

 Redundant Internet

GOVERNANCE

The City requires cooperative technology solutions that are shared by all departments to meet

its goals. Currently, there is not a forum for departments to develop shared goals and

objectives and agree upon IT priorities. As this IT Master Plan moves forward, the City will need

a cross-departmental group to oversee implementation of the plan, determine annual budgets

and make necessary adjustments over the planning horizon.

IT Governance

Often, key IT decisions have been made by IT professionals and a select few organization

managers. This does not always ensure the most effective benefit to all stakeholders

(departments and constituents). IT governance can provide a collaborative groundwork for

major decisions, planning, internal communication, and department/staff training regarding

such matters. IT governance is committed to the stewardship of IT resources on behalf of the

stakeholders who demand a benefit and/or return on the investment.

Below, we have outlined the initiatives that are designed to assist the City in resolving this

issue:

 IT Governance

 Maintaining Software Updates

 Social Media Policy

 Software Selection Best Practices

 Application Management Best Practices

 User Training and Support

 Sustainability Planning

 IT Procurement Practices

 Return-on-Investment Considerations

 Application Inventory

 IT Project and Services Portfolio

 IT Cost Recovery (IT Budget

Allocations)

 Project Planning Best Practices

 Cloud Computing

 CLETS IT Support Requirements

 ITIL

 COBIT

 Mobile Computing

 Cityworks Improvements

 Fleet Maintenance

 Public Safety Scheduling System

Selection

 Active Net Expansion

 Business License Application

Improvements

 ERP Improvements

 Time Entry System

 Automated Agenda Management

 City Intranet

 GIS Needs Assessment Finding and

Observations

Information Technology Master Plan Report

City of Redlands

CLIENTFIRST TECHNOLOGY CONSULTING Page 32 of 37

 Performance Evaluation Software

Replacement

 Project Tracking/Collaboration Finding

and Observations

 Fuels Management

 Citizen Request Management (CRM)

 Mass Communication

 Website Redesign

 Computer Refresh

 Mobile device refresh

 Consolidated Computer Room

 Server Upgrade

 Metropolitan Area network (MAN)

 Electronic Mail Upgrade

 Office 2010 Upgrade

 Local Area Network (LAN) Upgrade

 Storage Area Network (SAN)

 Create Best Practice Internet

Connectivity (DMZ)

 Wi-Fi

 Audio Visual

 Expand Remote VPN Access

 Bring Your Own Device (BYOD)

 Video Conferencing

 Mobile Device Management

 IT Customer Service Training

 Help Desk Ticketing System

 Printer / Copier Management

 Disaster Recovery Planning

 IT Security - General

 IT Security Review

 IT Staffing

 Managed Services

 IT Staff Training

 Police IT Staffing

 Telecommunications Network

Assessment and Inventory

 Smart Phones Audit and Usage

 New Phone System Replacement

Information Technology Master Plan Report

City of Redlands

CLIENTFIRST TECHNOLOGY CONSULTING Page 33 of 37

CONCLUSION

MOVING FORWARD

Moving forward, the focus of IT should be on continual infrastructure and service delivery

improvements, sustainability planning, and major software system utilization improvements and

replacements. IT must work to position itself in the following ways:

Infrastructure – Mitigate current high-risk issues through the creation of a central computer

room function, and improved backup and disaster recovery processes. Focus on replacing

obsolete hardware and software, while implementing a citywide network. Integrate redundant

Internet connectivity, wireless, mobile computing and, eventually, “bring your own device” into

the IT infrastructure.

Customer Service – Create and foster a strong customer service orientation. Implement a

Help Desk system. Develop and measure performance based on reasonable service levels.

Staffing – Cross-training and rotating IT staff at the Community/Senior Centers and Police will

improve service and create an increased sense of partnership with those departments.

Considering other staffing alternatives based on Help Desk metrics when available.

Application Utilization – Historically, IT has attempted to control application management

even though staffing was insufficient. Some City departments want to improve their business

processes and fully utilize their application software while other departments have depended on

IT for assistance. IT should work to encourage a sense of application and business process

ownership and continuous improvement by the departments. Improved application utilization is

one of the most powerful ways to increase staff productivity and customer service.

Data Integrity – Progress on initiatives to improve the critical issues of infrastructure and

application utilization will help to lessen the risk to data integrity at the City.

Governance – The organization of an IT Committee will foster cooperation and collaboration in

setting priorities and executing multi-department initiatives. Over the long run, the IT

Committee will oversee and maintain the execution and occasional modification of this plan.

We expect the projects

outlined in this report to result

in improved productivity and

customer service, as well as

improved sustainability.

Consulting assistance will be

helpful for projects that are (1)

high priorities, (2) beyond the

scope of City skill sets, and/or

(3) lacking internal resource

availability.

Additionally, we recommend that action plans be developed by the departments and IT for all

active, short-term initiatives. The action plans should include all identified needs,

recommended resolutions, responsible individuals, target due dates, and comments. These

action plans can ensure that all needs are being addressed and/or a decision has been made

Data and Business Processes

Core Business Applications &

Systems

IT Infrastructure & Services

Organization Strategies, Goals &

Objectives

Master

Plan

Master

Plan

Master

Plan

Information Technology Master Plan Report

City of Redlands

CLIENTFIRST TECHNOLOGY CONSULTING Page 34 of 37

not to pursue a resolution. These action plans will also prove beneficial to annual resource and

budget planning requirements.

The City should review and update the plan annually, using an abbreviated version of the

master planning methodology. In this way, the plan will be a vehicle to guide the information

technology activities of the City continuously.

Information Technology Master Plan Report

City of Redlands

CLIENTFIRST TECHNOLOGY CONSULTING Page 35 of 37

BENEFITS

The completed plan should not be viewed as static, but rather as a dynamic tool that is revised

and updated as business conditions and requirements change. If the planning function is not

an ongoing process, certain objectives and benefits will not be realized, because the objectives

themselves may change as the organization and its environment evolves.

Major benefits that are, or should be, realized through the implementation of this IT Master

Plan include:

 Increased collaboration and communication between the departments and IT

 Transformation of the organization’s overall understanding, knowledge, and stewardship of

information technology

 Clear direction for IT operations and IT projects for the next five years, focused on meeting

the organization’s needs

 Citywide department consensus and understanding of all IT Initiatives and their priorities

 Foundational process and methodology for evaluation of project investments and analyzing

business case justification

IMMEDIATE NEXT STEPS

We recommend the City begin work by reviewing the plan and then priorities. Next, assign lead

and participatory resources to each high priority IT initiative, and finalize target due dates for

immediate next steps of those initiatives. Initiative leaders should then report status updates

for active initiatives to the IT Steering Committee.

Major issues for each initiative should be discussed among the Committee and/or sub-

committees for general feedback, collaboration, and lessons learned. Many of the IT initiatives

cross departmental boundaries.

Information Technology Master Plan Report

City of Redlands

CLIENTFIRST TECHNOLOGY CONSULTING Page 36 of 37

IT MASTER PLAN CAPITAL BUDGET

Information Technology Master Plan Report

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CLIENTFIRST TECHNOLOGY CONSULTING Page 37 of 37

APPENDIX – IT MASTER PLAN INITIATIVES

The following section contains the IT Master Plan Initiatives Workshop documentation in its

entirety.