HomeMy WebLinkAboutMS IT Strategic Plan4�� I�Voll
Agenda Item No:
Meeting Date: April 6, 2009
SAN RAFAEL CITY COUNCIL AGENDA REPORT
Department: Management Services
Prepared by: Gus Bush, IT Manager City Manager Approval .61
SUBJECT: Information Technology Strategic Plan
RECOMMENDATION: City Council accept Information Technology Strategic Plan for 2009-2010, as
enclosed.
BACKGROUND: Over the years, City staff members have become increasingly reliant on technology to
accomplish their assigned missions. The City is likely to rely even more on technology as time goes on,
particularly since it offers opportunities for increasing efficiency while maximizing limited resources.
The City of San Rafael's Technology Strategic Plan is intended to help ensure the City is using its
technology resources as effectively as possible to provide the best level of service to the San Rafael
community. This edition will help guide technology projects for the remainder of 2009 as well as all of
2010 so that these projects are prioritized according to the City's long term goals.
To develop this document, IT staff met with representatives from other departments to discuss their
operational requirements and future plans. Additional research was done while implementing various
technology projects in 2008. This information was considered in conjunction with discussions with IT staff
from other cities in California as well as with vendor representatives, in order to gauge marketplace trends
and how they are affecting government operations. The completed draft was then reviewed by the City's
Technology Committee to ensure a general consensus existed on key points and priorities.
ANALYSIS: The Technology Strategic Plan defines a new mission statement, strategic vision, and core
values for the IT Division as well as defining their new slogan: QuallTy! It also describes the City's
current technology environment components of organization, functions, operations, and finances.
The plan includes a comprehensive list of 20 candidate technology projects. The "top five" priorities were
identified by the Technology Committee for the next six months:
- Improve web site content and functionality
- Implement interim document management solution
- Enhance time accounting and billing processes
- Upgrade Council Chambers audio/video capabilities
- Enhance communications in support of public safety needs
Staff's emphasis will be to complete all five of these projects by the end of the summer of 2009, as
funding allows. Another seven projects were selected as the second tier of priorities, ranging from the
FOR CITY CLERK ONLY
File No.:
Council Meeting:
Disposition:
redesign of IT support processes to the improvement of network survivability. Though some tasks may
be completed sooner, staff expects to make significant progress on all seven of these projects by the end
of 2010.
While the Technology Strategic Plan represents an important snapshot of where the City intends to make
progress in the next year and a half, it is even more important to remain flexible in order ensure progress
is made toward meeting the City's long-term goals. Staff intends to provide status reports as part of the 6
and 12 month budget review processes. And, of course, special reports can be provided on specific
projects as required. Adjustments can be made at any time should assessments justify a change.
FISCAL IMPACT: No financial impact occurs as a direct result of Council accepting the Technology
Strategic Plan. Funding for projects described in the plan will be appropriated through the City's normal
budget process.
OPTIONS:
1. Accept the Technology Strategic Plan as enclosed.
2. Direct staff to modify the Technology Strategic Plan as required.
ACTION REQUIRED: City Council accept the Information Technology Strategic Plan for 2009-2010
Encls: Information Technology Strategic Plan for 2009-2010
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INFORMATION TECHNOLOGY DIVISION
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IT Strategic Plan
Executive Summary
The City of San Rafael's Technology Strategic Plan is intended to help ensure the
City is using its technology resources as effectively as possible to provide the best
level of service to the San Rafael community. This edition will help guide
technology projects for the remainder of 2009 as well as all of 2010 so that these
projects are prioritized according to the City's long term goals.
Over the years, City staff members have become
increasingly reliant on technology to accomplish their
assigned missions. The City is likely to rely even
more on technology as time goes on, particularly
since it offers opportunities for increasing efficiency
while maximizing limited resources. hi essence,
technology can be thought of as part of a pyramid
which includes human and financial resources (see
Figure 1); all three components are critical to the
City's success.
Figure 1. Resource Pyramid
Currently, City employees in every department use over 400 computers and a wide
variety of automated systems to accomplish their missions. Several of these City
computers are also used directly by the public to access the Internet or to interact with
departments' applications in kiosk fashion. This environment is supported by a
central Information Technology (IT) Division within the Management Services
Department. The tools supported by IT encompass a wide range of functions
including day-to-day tasks (e.g., reports and documentation, physical and electronic
mail, voice and data communications, and copy, fax, and scan services) as well as
specialized areas (e.g., financial management, permit processing, public safety
operations, and traffic system monitoring).
To develop this document, IT staff met with representatives from other departments
to discuss their operational requirements and future plans. Additional research was
done while implementing various technology projects in 2008. This information was
considered in conjunction with discussions with IT staff from other cities in
California as well as with vendor representatives, in order to gauge marketplace
trends and how they are affecting government operations. The completed draft was
then reviewed by City department representatives to ensure a general consensus
existed on key points and priorities.
As a result, a comprehensive list of candidate technology projects is now available for
consideration as resources become available to implement them. Sample tasks,
projected timelines, and resource need statements were developed for many key
projects. The "top five" initiatives were selected for the next six months:
- Improve web site content and functionality
- Implement interim document management solution
IT Strategic Plan
- Enhance time accounting and billing processes
- Upgrade Council Chambers audio/video capabilities
- Enhance communications in support of public safety needs
Our emphasis will be to complete all five of these projects by the end of the summer
of 2009, as funding allows. Another seven projects were selected as the second tier
of priorities, ranging from the redesign of IT support processes to the improvement of
network survivability. Though some tasks maybe completed sooner, we expect to
make significant progress on all seven of these projects by the end of 2010. The
entire list of 20 candidate projects is covered in Appendix D.
The challenge will be to keep the
momentum going while remaining flexible
to ensure continuous improvement.
Following an accepted methodology for
strategic planning (see Figure 2) will help
solidify the process, especially in the area
of technology where the enviromnent
evolves and changes rapidly. Historically,
both the community and the City Council
have been very supportive of staff efforts
to make technological advances, within
the confines of the City's budget.
Ongoing support from policy makers and
all stakeholders will be crucial to
continued success in maximizing the
City's use of technology.
reassess
& adjust
identify
needs
i
implement
approved
strategies prioritize
goals
design
action x"
plans
Figure 2. Strategic Planning Methodology
Page 3
IT Strategic Plan
Table of Contents
ExecutiveSummary .....................................................................................................................2
Tableof Contents.........................................................................................................................
4
ITStrategic Plan Working Group...............................................................................................
5
Frameworkfor Plan......................................................................................................................
6
ITDirection....................................................................................................................................7
ITMission....................................................................................................................7
ITVision.......................................................................................................................7
ITCore Values.............................................................................................................7
ITSlogan.....................................................................................................................7
CurrentIT Environment...............................................................................................................
8
Organization — who is IT?............................................................................................8
Functions— what does IT do?......................................................................................8
Operations —how does IT work?.................................................................................9
Finances — how do we pay for IT?...............................................................................9
FutureIT Environment...............................................................................................................
11
Considerations...........................................................................................................11
Review and Approval Process...................................................................................12
TopFive Recommendations......................................................................................12
OtherKey Projects.....................................................................................................15
AdditionalProjects.....................................................................................................19
Updatingthe Plan.......................................................................................................................
20
ContactInformation....................................................................................................................
21
Appendixes..................................................................................................................................
22
A. City Council Areas of Priority and Emphasis........................................................22
B. Network Description.............................................................................................23
C. Current Systems Supported.................................................................................24
D. Candidate Projects...............................................................................................25
Page 4
IT Strategic Plan
IT Strategic Plan Working Group
The following representatives
were assigned by their departments to help complete
this strategic plan.
Department
Primary
Alternate
City Clerk
Esther Beirne
Community Development
Thomas Ahrens
Raffi Boloyan
Community Services
Bill Scharf
Emergency Services
Steven Hancock
Engineering
Bill Voigt
Finance
Andrew Thompson
Fire
Jim Lydon
Human Resources
Khelri Jhovahn
Information Technology
Gus Bush
Library
Linda Kenton
William Calhoun
Police
Jeff Franzini
Redevelopment
Patti Brennan
Nancy Mackle
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IT Strateqic Plan
Framework for Plan
The City's technology plans have been developed within the framework provided by
the City's overall strategic goals.
From a budget perspective, this framework can
be thought of as a house (see Figure 3) built
upon a Foundation of financial, social, and
human capital. The "rooms" of the house
represent the four main areas of Neighborhood
and Economic Vitality, Quality of Life, Public
Assets, and Public Safety. On the roof of the
house, guiding everything inside, are the City
Council's priorities.
The City Council has defined its current set of
priorities, for the years 2006 through 2011, as
rooted in the idea of community based
governance. Their 2009 revision outlines five
areas of emphasis and can be found at Appendix
A. These areas are:
Figure 3. San Rafael Budget House
• Foster Community and Volunteer Partnerships
• Improved Economic Vitality and Sustainability
• Preservation of Critical Services and Fiscal Health
• Invest in Infrastructure and Transportation
• Enhance Community Safety
Technology's purpose is, therefore, to support these goals and departments' abilities
to attain them. Technology projects are likely to have an impact on all these goals
and touch every part of our "house".
IT Strategic Plan
IT Direction
IT Mission
The Information Technology Division of the City of San Rafael's Department of
Management Services provides a full range of technology -related services enabling
departments to successfully accomplish the City's strategic goals.
IT Vision
Technology is an essential tool within the City of San Rafael for managing its
foundation of financial, social, and human capital; improving and preserving public
assets; preventing and responding to public safety emergencies; creating and
preserving healthy neighborhoods; and serving and strengthening the community's
quality of life. As such, it must be delivered in a proactive, cost-effective, and
coordinated way by skilled and customer -oriented technicians in order to remain user-
friendly and keep pace with the contemporary marketplace as well as the best
governmental business practices.
IT Core Values
The IT Division's core values are quality customer service, coordinated teamwork,
and cost-effectiveness (obtaining maximum functionality at minimum cost).
IT Slogan
Q' i i `'- Y �3
..
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IT Strategic Plan
Current IT Environment
Organization — who is IT?
The Information Technology Division is organized as part of the Management
Services Department. It is made up of 6.5 full time equivalent positions: 1 Manager,
2 Analysts, 3 Technicians, and 1 part-time Mail Clerk.
Figure 4. IT Organization Chart
Functions — what does IT do?
IT manages the City's computer and communications infrastructure, provides system
administration for all network servers, supports a wide variety of communication
systems (including email systems, desktop and mobile phones, and facsimile
machines), maintains the City's inventory of small computer hardware (including
desktop and mobile computers as well as printers, scanners, and other peripherals),
assists with issues related to standard software, operates a central print shop, and runs
the City's mailroom. The Division also provides technical advice and assistance for
technology -related projects such as construction/renovation of City facilities,
upgrades to audio/video capabilities, and management of web site content. IT
provides these services in a centralized fashion, supporting approximately 430
employees in all 11 City departments. Additionally, key personnel in the departments
themselves provide their own functional support (i.e., end user administration, initial
troubleshooting, and coordination with vendors) for several department -specific
systems. IT aids departments' efforts in this area by maintaining the host computers
and providing technical assistance as required.
IT Strategic Plan
To simplify integration of new components, and to help minimize support costs, IT
has established a systems architecture built on equipment from four primary hardware
and software manufacturers: Cisco, Dell, Microsoft, and ShoreTel. A detailed,
textual description of the City's computer network is provided at Appendix B. At the
application level, the City employs a number of enterprise systems (i.e., general
purpose systems managed centrally by IT and used by all departments) as well as
several major department -specific systems (i.e., software or databases intended for a
particular purpose and used only by one or two departments). In addition, the City
has standardized on Microsoft Office for general purpose office automation and uses
a variety of other software products to meet specialized needs. Appendix C is a
partial list of the systems which IT currently supports; this list will continue to be
updated as more details are gathered over time.
Operations — how does IT work?
To keep the City's technology environment in good working order, IT regularly
performs tasks which can sometimes take on the size of a full-blown project. We call
this "keeping the lights on". The most common tasks in this area are:
- Managing the Computer Replacement Program (with a goal of replacing 20% of the
City's workstations and network printers each year)
- Repairing/replacing faulty or obsolete network servers and communication devices
- Upgrading enterprise systems (e.g., Windows, Exchange, SQL Server, ShoreTel)
- Upgrading department -specific systems (e.g., Eden, CRW, Class, RIMS, Vision)
IT also operates an automated help desk to keep track of its customer service
activities. Common tasks include responding to end-user trouble calls, technical
questions, and purchase and installation requests. IT's help desk is primarily
available during the City's regular business hours but procedures are also in place for
departments to contact IT for emergencies during off -hours.
Finances — how do we pay for IT?
In fiscal year 2007-08, the total IT budget was $1.627 million. Of this figure, 62%
was directly attributed to the General Fund to cover IT operations as well as the print
shop and mailroom functions. A separate fund was in place for charging computer
replacement services back to the departments, using a 4 -year replacement cycle for
desktop computers, mobile computers, and network printers as well as covering
Microsoft software licensing. Another fund was also in place for charging telephone
system maintenance and local/long distance charges back to the departments.
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IT Strategic Plan
In fiscal year 2008-09, the total IT budget was reduced slightly to $1.615 million.
Savings were realized in salary related expenses due to a temporary hiring freeze on
one of the Division's technician positions. And many projected budget increases
were avoided by switching to a 5 -year plan on the computer replacement fund. Also,
a third charge -back fund was established for print shop and mailroom services to
better distribute the cost of operations for these areas. As a result, only 38% of the
total IT budget is now directly attributed to the General Fund.
$450
$400
$350
$300
Y $250
c_
$200
$150
$100
$50
Personnel Non- Personnel Non- Personnel Nan- Comm(94xx) Debt(96xx)
(8xxx) Personnel (8xxx) Personnel (6xxx) Personnel
(9xxx) (9xxx) (9xxx)
Enterprise Operations (001- Print & Mail (001-14-45001, PC Replacement (601-14- Communications (809-14-
14-44001) 610-14-45001) 44201) 44301)
Programs
Figure 5. Budget Chart
Page 10
IT Strategic Plan
Future IT Environment
Considerations
hi considering future technology projects, it is imperative that the City continue to
evaluate major initiatives from a cost -benefit perspective. While some projects will
not be big enough to warrant a formal cost -benefit analysis, larger projects should
definitely include pre -defined plans for ongoing support and strive for measurable
returns on investment. Other important considerations include how candidate
projects relate to City-wide goals and priorities, what impact they will have on current
and future budgets, and their potential for improving business processes.
Along these lines, we will need to consider the
potential benefits of changes in technology before
deciding to adopt them for City use. Vendors
continually strive to maintain or improve their place
in the marketplace by releasing product upgrades
and introducing new innovations. Some eventually
have a large impact on people's lives (such as
advances in mobile phones) while others are never
widely accepted by consumers (such as some of the
latest offerings from Microsoft). It is worthy to note that IT is currently in the
process of evaluating various personal digital assistants (PDAs) to determine which
will provide the right functionality at the best overall price. On the other hand, we've
opted to skip the implementation of Windows Vista and Microsoft Office 2007 until
more stable versions are available and training requirements can be addressed.
Another influencing factor is the availability of resources for completing IT projects
through the end of June, 2010. Like most City offices, IT is feeling the pinch of
today's budget environment. Decisions to freeze one of our technician positions and
to scale back the computer replacement program were worthwhile efforts to "tighten
our belts". Still, this means that project implementations will take longer than if IT
were fully -staffed and that more emphasis will need to be put on keeping existing
systems operational as long as possible. At the same time, the funds available to
implement upgrades may also be scarce and this may help balance things out. It may,
though, be worthwhile to at least institute mechanisms for saving for future
expenditures on certain key projects. And it is imperative to remember that
departments are likely to look to technology as a key to maximize their available
resources.
And, finally, the City's technology priorities are also likely to be influenced by
changes in governmental rules and regulations. hi recent years, State and Federal
laws have had significant impacts on areas including computer security,
confidentiality of information, records retention, web site design, cable franchising,
and mobile phone usage. There are also several ongoing cases dealing with IT -
related issues, most notably those involving email and its relationship to the First
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IT Strategic Plan
Amendment and Brown Act. The important thing is to keep an eye on developments
and be ready to adjust priorities as needed to meet the imposed changes.
Review and Approval Process
The City currently uses a stair -stepped approach for IT governance. The IT Manager
is responsible for the day-to-day decisions regarding budgeted resources (both for
operational funds and personnel time). Issues with wider -reaching implications are
reviewed by the Assistant City Manager (in his role as the Director of the
Management Services Department) and often coordinated with the Finance Director
and/or City Attorney's Office. Approval for major project expenditures follow the
City's established procurement guidelines, with the top decisions made at the City
Council level and others delegated to the City Manager.
Within this structure, the City does need to allow for greater input by the departments
into the management of technology resources. The best approach may be to have
some standing committees that meet on a regular basis provide input on specific
programs. For instance, the Technology Committee (previously known as the IS
Committee) can help prioritize computer replacements and assist with coordinating
major network projects. Similarly, the Web Team helps manage content on the City's
web site and plan for system improvements. The City's stair -stepped approach to
reviewing and approving technology projects could also help push some decisions to
the department level. Once IT publishes lists of standard hardware and software that
have already been integrated onto the network, Department Directors or their
Technology Committee representatives could just make the decision and notify IT of
any assistance required.
Top Five Recommendations
While "keeping the lights on" is the Division's number
one responsibility, IT recommends concentrating on the
following "Top Five" projects for the next six months.
These projects were selected due to the high level of
interest from the City Council and/or multiple
departments and because of their potential for positive
impact on day-to-day operations. Our emphasis, then,
will be to prioritize IT resources in order to complete all
five of these projects by the end of the summer of 2009.
A. Improve web site content and functionality
Description: The World Wide Web is fast becoming the standard for how
governments do business with their customers: their citizens, businesses, and visitors.
San Rafael's Internet web site can be expected to become a "24-hour online City
Hall", providing services even when brick and mortar facilities are closed. It is,
therefore, extremely important that we put a major emphasis on providing the right
type of functionality and on keeping content fresh.
IT Strategic Plan
Sample tasks include redesigning the site's look and feel to facilitate customers
finding information, researching simpler tools to assist staff with managing their
online content, investigating partnerships with community organizations to help
improve the City's web site, and developing a roadmap to track progress on activities
related to this project.
Projected Timeline: Currently working on some minor changes and developing
options for redesign of the web site's look and feel. The Web Team expects to
complete a long-term work plan and several key changes over the next few months.
Follow-on work will be ongoing through continuous improvement.
Resource Needs: Work to be accomplished mostly by departments' staff, as their
time permits. Some minor funding required for services to assist in completing initial
changes; the amount is not expected to exceed $20K and should be available from
current budgets. However, it is possible that more extensive changes that are not yet
fully defined may require more time and money.
B. Implement interim document management solution
Description: Several departments have reported a need to easily scan, store, and
access electronic documents that can take the place of their official records (currently
kept in hard copy form). At the same time, there are needs to implement sound
document retention policies while improving public access to government records.
While the long term solution needs to include a full-scale document management
system, an interim solution is needed to begin addressing these needs.
Sample tasks include evaluating ongoing projects for opportunities to improve on the
current status, identifying contract resources to assist departments with an interim
solution, considering options for saving towards a long-term solution, and developing
plans for eventual implementation of an enterprise level system.
Projected Timeline: Currently researching options for satisfying immediate needs.
Expect details for interim solution to be completed in April 2009. Participating
departments to begin implementation as resources permit. The emphasis will then
turn to planning for and saving toward a long-term document management solution
that will be implemented as a separate project.
Resource Needs: Cost expected to remain below $50K in currently available funds
for initial implementation of interim solution. Additionally, departments may need to
spend significant time and effort preparing documents for inclusion (depending on
their data requirements and status of files). Scanning will also incur some costs
(depending on the total number of documents and whether work is done in-house or
using contract services). Additional costs for a long-term solution to be determined,
but likely in the $100-200K range.
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IT Strategic Plan
C. Enhance time accountine and billine processes
Description: The City currently uses predominantly manual processes for reporting
employee time for payroll purposes as well as for keeping track of the hours spent on
various projects. On the project side, this approach may result in lost revenue for
development -related projects which allow the City to receive reimbursement for time
spent. Alternatives for automating these processes should be considered and
implemented where there are solid benefits. Though some improvements may be as
simple as upgrading existing software with expanded features, it's expected that a
more robust system will be needed to tie together all the required functionality.
Sample tasks include expanding the use of Timeslips software to track time spent on
reimbursable projects, investigating options for integrating automated timecard
functionality, working towards a single user interface for data entry that can feed
other systems, and developing a plan to procure an integrated system to provide
robust time accounting capabilities.
Projected Timeline: Currently working with departments to facilitate expanded use
of Timeslips. Expect research into automated timecard options to be completed by
June 2009, with implementation dependent on resources. Procurement of a fully
integrated system will be accomplished as a separate project, to be prioritized and
scheduled at a later date.
Resource Needs: Some minor impacts expected on departments' staff to begin
tracking time spent on projects. Automated timekeeping functionality may involve
costs up to $20K for new tools plus time required initially for employees to
implement process changes. Additional costs for a fully -integrated system to be
determined, but likely in the $50-100K range.
D. Upgrade Council Chambers audio/video capabilities
Description: The City Council has expressed a desire to upgrade the audio/video
capabilities in the Council Chambers in order to support the ability to stream
meetings over the Internet. Staff also has the need to improve video projection
capabilities in the Chambers in order to better support presentations as well as
training and EOC activities. Eventually, the City could even consider adding the
ability to broadcast meetings over television media.
Sample tasks include considering the viability of funding implementation through a
multi -phased approach, installing digital audio/video capture and presentation support
equipment, and implementing video streaming and archive capabilities for public
meetings.
Projected Timeline: Have developed a Request For Proposals document to be
released in April 2009, after finalizing the technical specifications and receiving City
Attorney approval of a sample contract. Implementation would depend on
availability of funds, but initial operating capabilities could be in place within 3
months of vendor/contractor selection.
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IT Strategic Plan
Resource Needs: Some funds currently available in department budgets could be
used for approximately 50% of total project needs; additional funding depends on
budget situation. Initial costs for entire project estimated at $1IOK for procurement
plus $40K in operating costs each year. Optional enhancements estimated to cost an
additional $50K up front plus $1 OK per year.
E. Enhance communications in support of public safety needs
Description: Updated technology is readily available to provide enhanced
communication methods in support of various public safety activities. Police and Fire
Departments as well as Emergency Operations offices at other cities have proven the
benefits of modern WiFi networking, mobile phone, and GPS/GIS capabilities to
enhance day-to-day operations, special event responses, and communications with the
public. These capabilities should be evaluated and implemented where appropriate.
Sample tasks include assisting San Rafael's Office of Emergency Services with
implementation of wireless priority services and access to cable television services,
investigating options for providing DSL level communications for mobile command
post operations, and coordinating communication changes to aid the transfer of the
Fire Department's dispatch function to Marin County.
Projected Timeline: Some work already underway and to be completed by end of
March 2009. Timeline for additional work will depend on solutions to be pursued
and availability of resources identified at that point.
Resource Needs: Some minor costs (expected to remain under $20K in existing
funds) will be incurred to implement some initial capabilities. Additional costs yet to
be determined.
Other Key Projects
The next seven projects represent the second tier of priorities
for technology -related improvements. These projects would
naturally move up as the "Top Five" are completed. But
activity on these projects might also begin while procurement
processes are pending or resources are being lined up to work
on the "Top Five". Though some tasks may be completed
sooner, the City can expect to have made significant progress
on all these projects by the end of December 2010.
Organizational
F. Complete the integration of print shop and mailroom functions into IT.
Description: The decision to incorporate print shop and mailroom functions into IT
last year was a definite step in the right direction. Automation advances in both of
these areas make them excellent candidates for helping redefine business processes.
IT Strategic Plan
For example, the continued growth of email as an accepted business communication
method may allow departments to reduce postage costs by switching the way they
distribute documents. And the convergence of printing, copying, and scanning
technology may allow some workers to move closer to a "paperless office"
environment.
Sample tasks include monitoring department expenditures to adjust chargeback
budgets as needed, developing a consolidated approach for meeting all
print/scan/copy/fax/mail needs, and converting more forms to electronic versions and
reducing the number of multi -part (NCR) forms.
Projected Timeline: Recently received approval to merge Printing Press Operator
duties into Network Support Technician job specification. Other preliminary work
also in progress. Process expected to be completed by end of 2009.
Resource Needs: Work to be accomplished mostly by staff within IT. Some costs
(most likely negligible) may be required to effect some of the changes.
G. Transfer Geographic Information System (GIS) coordination function to IT.
Description: The next area to be considered for integration into IT is the coordination
function for the GIS program. Public Works has done an outstanding job of
implementing the City's current GIS capabilities, to include automated maps for
several functional areas. In the last couple of years, other departments have also
experienced the real benefits of GIS, especially as an excellent decision support tool.
In the future, it will be important to manage the GIS program centrally (with all
departments providing input and with priorities set in relation to other technology
workload). At the same time, though, each participating department will need to keep
or develop the ability to maintain their department -specific GIS data on their own.
Sample tasks include forming a GIS Committee with representatives from all
departments that use GIS, evaluating options for sharing GIS resources, expenses, and
responsibilities, and investigating opportunities for making GIS data available to the
public.
Projected Timeline: Begin evaluation of detailed options in July 2009 with goal to
complete process with the start of fiscal year 2010-11.
Resource Needs: Actual transfer of responsibilities expected to require minimal costs
while the rest of the project mostly involves planning for the future.
Functional
H. Improve network survivability
Description: The City's communications and computer network has become a critical
resource for day-to-day operations, but will be even more important during and after
emergency activities. It is imperative that we make every effort to ensure the network
experiences as little downtime as possible.
IT Strategic Plan
Sample tasks include completing a network risk analysis and a business continuity
plan, establishing a disaster recovery testing schedule for mission critical systems,
and identifying alternate communication paths for critical network links.
Projected Timeline: Currently concentrating on ensuring proper operation of system
backup/restore procedures. Will next work on documenting configuration settings as
well as researching options for virtual server operations and automated disaster
recovery. Plan to begin migration to new environment during fiscal year 2009-10,
pending detailed solution and related resource needs.
Resource Needs: Most initial work to be done by IT staff with some assistance from
consultants, using existing tools, and with expenses projected under $20K. More
detailed work would require additional outside assistance and purchase of
upgraded/new tools; costs are yet to be determined.
1. Improve network communications capabilities
Description: Departments have identified various communications improvements
that would aid their daily missions. In many cases, these improvements could be
implemented to support many functions at once; priorities for related tasks should be
set along these lines.
Sample tasks include investigating the use of wireless technology for linking remote
sites, expanding WiFi connectivity for staff and public in key City buildings, and
increasing network bandwidth to satisfy expanded video requirements.
Projected Timeline: Currently investigating options for improving connectivity to
some of the identified locations. Plan to expand lessons learned from this effort, as
well as Police Annex and Opt -E -Man projects, to develop technical solutions for
various sites over next 18 months.
Resource Needs: Use of some current technology, both already in place and from
providers such as AT&T, Comcast, and MarinlT will involve minimal expenditures
(likely less than $20K) for initial improvements. Continued expansion may cost
upwards of $50-100K (depending on scope and solutions used).
J. Improve training for and overall use of existing office automation tools
Description: At present, the City is only using a small subset of the functionality
available in office automation tools such as Microsoft Office and the Sharepoint
intranet system. IT should lead the way in helping departments find ways to take full
advantage of this technology.
Sample tasks include developing an IT training program to cover basic and
intermediate topics, better integrating features between email, intranet, and network
drive services, and reorganizing the intranet to enhance information sharing and
cross -departmental collaboration.
IT Strategic Plan
Projected Timeline: Perform initial research and implement some changes during
first half of 2009, identifying resource requirements to allow continued progress next
fiscal year.
Resource Needs: Expanding use of current tools should require relatively few funds
this fiscal year, but will involve dedicating time from IT and department resources to
make changes and modify processes. Resource needs for next fiscal year still to be
determined.
Operational
K. Redesien IT sunnort processes
Description: IT's current business processes allow the Division to operate quite
effectively, supporting a larger than usual customer base and number of networked
systems compared to industry trends. Still, additional improvements could be
realized by taking a more proactive, customer -centered approach like that advised in
Information Technology Infrastructure Library (ITIL) documents.
Sample tasks include implementing procedures for reporting emergency IT issues,
establishing service level standards for response time and resolution, developing a
process for measuring customer satisfaction, and developing training programs for
increasing City employees' knowledge of IT policies and standard software.
Projected Timeline: Some work has already been done along these lines, but plan to
concentrate on additional details and more formal procedural changes during first half
of 2009. Goal is to complete most tasks by end of the summer of 2009.
Resource Needs: Bulk of work on this project expected to be completed by IT staff,
spending relatively low number of hours.
Financial
L. Establish reserve for all mai or hardware and critical software systems
Description: Up to now, the City has been able to solidify the dependability of its
small computer hardware/software and telephone systems by providing mechanisms
for periodic replacement of outdated equipment. This same approach should also
prove valuable for network infrastructure, servers, and mission critical software
systems.
Sample tasks include determining replacement costs for servers, network devices, and
database systems, and establishing chargeback processes related to usage and/or
storage of these systems.
Projected Timeline: Plan to begin work on this project in early 2009 with goal of
having new processes ready for inclusion in next fiscal year budget.
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IT Strategic Plan
Resource Needs: Bulk of work on this project expected to be completed by IT staff,
spending relatively low number of hours.
Additional Projects
Of course, not all of the potential projects identified during the
initial phases of developing this plan have made it to the top of
the priorities list. But it's still very important to include the
rest of these projects (see Appendix D for all 20 candidate
projects). For one thing, there are likely to be opportunities for
making progress on some of the "lower priority" projects when
done in concert with those higher on the list. It's also possible
that priorities will change over time as part of the established review and approval
process, enabling some projects to move towards the top earlier than expected. Plus,
the complete list will give us an excellent place to start from when we begin work on
the next revision of the Technology Strategic Plan.
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IT Stratenic Plan
Updating the Plan
Following an accepted methodology for strategic planning (like that shown in Figure
6) will be crucial. This is especially true since technology evolves and changes
almost continuously. The City must therefore seek continuous improvement in
planning its technological changes. While the Technology Strategic Plan represents
an important snapshot of where the City intends to make progress in the next year and
a half, it is even more important to remain flexible in order ensure progress is made
toward meeting the City's long-term goals.
As approved strategies are implemented, IT intends to report project status to the
Technology Committee through the intranet as well as quarterly meetings. Rolled up
information can also be made available to the Director level and to the City Council
as part of the 6 and 12 month budget review processes. And, of course, special
reports can be provided on specific projects as required. Adjustments can be made at
any time should assessments justify a change.
By the time we get to 2010, maintaining regularly updated status information should
help make the job of developing the next edition of the City's Technology Strategic
Plan much easier. We'll be able to add newly identified projects to the remaining list
and adjust priorities for continued adherence to the City's long-term goals. Then, it
should only be a matter of designing new action plans to prepare for fiscal year 2010-
11 and beyond.
Figure 6. Strategic Planning Methodology
Contact Information
Gus Bush
IT Manager, City of San Rafael
1400 Fifth Avenue, San Rafael, CA, 94901
Office: 415-458-5302
FAX: 415-482-7815
Email: gus.bush@cityofsanrafael.or
IT Stratenic Plan
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IT Strategic Plan
Appendixes
A. City Council Areas of Priority and Emphasis
CITY OF SAN RAFAEL
FIVE YEAR AREAS OF PRIORITY AND EMPHASIS
2006-2011
The City of San Rafael Five -Year Areas of Emphasis/Priorities are rooted in community based
local government, which engages residents and other stakeholders in the planning, organizing,
decisions, implementation, and evaluation of the collaborative development of a sustainable
network of diverse and distinct neighborhoods.
Foster
i of
Community and
Economic
Critical Services
Infrastructure
Community
Volunteer
Partnerships
Sustainability
Health
Transportation
Nei&.,6fhoaiI
ourtlst
1 b i Assets
IM'Sa£et
And;EV
Create
Sustain A
Achieve Long
Sustain Effective
Provide A Safe
Community
Vibrant
Term Financial
Level Of Core
And Secure
through
Downtown And
Stability
Infrastructure
Environment For
programs and
Other Business
Maintenance
People And
spaces offering
Areas
Property In The
personal
Community
development and
enrichment
Work to provide
Facilitate
Continue
Plan For
Provide
literary, artistic,
Creative
Organizational
Essential Facility
Community
recreational and
Affordable
Excellence And
Upgrades And
Oriented
cultural
Housing
Succession
Improvements
Services That
experiences for
Opportunities
Planning
Are Responsive
all residents
To Community
Needs
Collaborate with
Implement
Leverage
Implement
Further Develop
community
General Plan
Fundraising And
Traffic
Community And
partners, and
2020 Short Term
Grants At Local,
Congestion
Organizational
utilize the
Programs,
State And
Relief Solutions
Emergency
expertise of our
Including CCAP
Federal Level
Readiness
Boards and
(Resources
Commissions
Permitting)
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IT Strateaic Plan
B. Network Description
The City of San Rafael's communications infrastructure is made up of several
technologies, used as appropriate for the distances traveled and applications
supported. High-speed fiber links, copper cabling, wireless technology, and leased
lines are all employed to tie City offices together.
Most of the buildings in the downtown campus area are connected by City -owned
fiber links. This includes City Hall, the main Public Library, Fire Station 1, the
Redevelopment Agency, and Parking Services building. The two notable exceptions
are the Police Department Annex and Falkirk Cultural Center. The Police Annex is
connected to the main Police Station (located on the first floor of City Hall) by a City -
owned wireless radio connection. Falkirk is connected to City Hall by a leased phone
circuit.
Network connectivity to the Public Works facility as well as the B Street and
Pickleweed Community Centers is done over fiber links leased through AT&T's Opt -
E -MAN program. Other remote locations, such as the remaining fire stations and
child care centers, are connected using leased phone circuits or commercial Internet
access.
Within the buildings, fiber is the primary transmission media for the network
backbone and connections between floors. Workstations are connected to the
network by twisted -pair copper cables. Some locations also have wireless (i.e., WiFi)
connectivity for public Internet access, private staff access to the network, or both.
The primary network server location is located at City Hall. Secondary server rooms
are located at other locations, to provide local services and some level of backup.
Computer network services, telephone communications, and other related
applications are provided to the City's network users from these sites.
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IT Strategic Plan
C. Current Systems Supported
The following is a partial list of systems supported by the IT Division; it will continue
to be updated as more details are gathered over time.
70 network devices (firewalls, gateways, routers, switches, access points, etc),
primarily made by Cisco.
30 network servers providing network management, file, print, and application
services including 1 Microsoft Exchange and 7 Microsoft SQL Server database
servers, primarily made by Dell and Hewlett-Packard, most running Windows 2000
or 2003.
420 workstations including 303 desktops, 86 laptops, 13 web clients, primarily made
by Dell, as well as 21 mobile terminals primarily made by Panasonic and Polaris.
97 network printers including 77 traditional laser printers, primarily made by
Hewlett-Packard, and 20 multifunction print/scan/copy/fax machines primarily made
by Canon, Ricoh, and Xerox.
333 extensions and 416 mailboxes in the ShoreTel voice over internet protocol
(VOID) phone system.
11 enterprise systems: Active CMS, Faronics DeepFreeze, Microsoft Exchange,
Microsoft Sharepoint, Microsoft SQL Server, Real VNC, Research in Motion
Blackberry, ShoreTel VOID, Sophos Endpoint Security, Verdiem Surveyor, Veritas
Backup Exec.
- 22 departmental systems: Active CLASS (Community Services), CRW TRAKiT
(Community Development), ESRI ArcGIS (Public Works), Freedom Dictaphone
(Fire), FundRaiser (Community Services), Genetec AutoVu (Parking), HdL Business
License (Finance), HdL Sales Tax (Finance), Help Desk HelpStar (IT), IPSentry (IT),
LexisNexis Auto -Cite (Parking), MuniMetriX (City Clerk), PDSI TeleStaff (Fire),
POM MeterManager (Parking), Quadrant Systems Receipt Accounting (Finance),
Sage Timeslips (Community Development, Finance, Public Works), SkiData
(Parking), Sun Ridge RIMS (Fire, Police), Tracker Tool (Police), Tyler Technologies
Eden (Finance), VisionAIR VisionFire (Fire), VPI Voiceprint (Police).
- 14 standard desktop software programs: Adobe Acrobat Reader, CyberLink
PowerDVD, Microsoft Access, Microsoft Excel, Microsoft Outlook, Microsoft
Powerpoint, Microsoft Project, Microsoft Publisher, Microsoft Visio, Microsoft
Word, Nuance PDF Converter, Primo PDF, Roxio CD/DVD Creator, SAP Crystal
Reports.
- 14 non-standard desktop software programs: Adobe Acrobat Professional, Adobe
Illustrator, Adobe InDesign, Adobe PhotoShop, Dragon NaturallySpeaking, FinePrint
PDF Factory, Google Earth, Google Picasa, Human Concepts OrgPlus, Intuit
Quickbooks, Intuit Quicken, Microsoft MapPoint, Mozilla Firefox, Paint.net.
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IT Strategic Plan
D. Candidate Projects
The following is a list of all the candidate IT projects that were identified during the
initial phases of developing this strategic plan. It can be used as a starting point for
setting priorities. New projects can also be inserted into the list as they are identified.
1. "Top Five" Recommendations
a. Improve web site content and functionality
- Redesign web site look and feel to facilitate customers finding information
- Research simpler tools to assist staff with managing their online content
- Provide 24x7 electronic City Hall with expanded e -payments and FAQ information
- Expand capabilities to contact key staff through online email forms
- Investigate partnerships with community organizations to help improve the City's
web site
- Simplify and expand electronic newsletter program, including podcast and RSS
capabilities
- Develop a roadmap to track progress on activities related to this project
b. implement interim document management solution
- Evaluate ongoing projects and look for opportunities to improve current status
- Identify interim solution that can help lead toward long-term solution
- Identify contract resources to assist departments with interim solution
- Consider options for saving towards a long-term solution
- Develop plans for eventual implementation of enterprise level system
c. Enhance time accounting and billing processes
- Expand use of Timeslips software to track time spent on reimbursable projects
- Investigate options for integrating automated timecard fimctionality
- Work towards a single user interface for data entry that can feed other systems
- Consider options for saving towards a long-term solution
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IT Strategic Plan
- Develop a plan to procure an integrated system to provide robust time accounting
capabilities
d. Upgrade Council Chambers audio/video capabilities
- Obtain detailed cost estimates for candidate solutions
- Develop funding strategy to implement multi -phased approach
- Install digital audio/video capture and presentation support equipment
- Implement video streaming and archive capabilities for public meetings
- Make new capabilities available for training and public announcement purposes
e. Enhance communications in support of public safety needs
- Assist OES with implementation of wireless priority services
- Assist OES with installation of cable TV services to support EOC activities
- Develop plan for notifying staff of EOC activations and other priority events
- Investigate options for DSL level communications in mobile command post
- Coordinate communication changes to aid transfer of Fire dispatch to Marin County
- Research options for communicating emergency information to public
2. "Next Seven" Priorities
f. Complete the integration of print shop and mailroom functions into IT.
- Monitor department expenditures and adjust chargeback budgets as needed
- Evaluate the total cost of operating separate equipment for print, scan, copy, and fax
services
- Develop consolidated approach for meeting all print/scan/copy/fax/mail needs
- Convert more forms to electronic versions and reduce the number of multi -part
(NCR) forms
- Develop coordinated approach for handling web and graphic design workload
- Revise job descriptions for all IT areas as needed to cover future needs
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IT Strategic Plan
g. Transfer Geographic Information System (GIS) coordination function to IT.
- Form a GIS Committee with representatives from all departments that use GIS
- Evaluate options for sharing GIS resources, expenses, and responsibilities
- Develop a training plan to expand who can maintain GIS data
- Develop a plan for "GIS to the desktop" for participating departments
- Investigate opportunities for making GIS data available to the public
h. Improve network survivability
- Complete network risk analysis and business continuity plan
- Establish disaster recovery testing schedule for mission critical systems
- Identify alternate communication paths for critical network links
- Implement virtual server imaging to facilitate backup and recovery tasks
i. Improve network communication capabilities
- Investigate use of wireless technology for linking remote sites
- Provide DSL level access to all fire stations and child care centers
- Investigate options for improving network communications to Falkirk Center
- Expand WiFi connectivity for staff and public in key City buildings
- Increase network bandwidth to satisfy expanded video requirements
- Pursue funding to maximize bandwidth for libraries and community centers
j. Improve training for and overall use of existing office automation tools
- Develop an IT training program to cover basic and intermediate topics
- Publicize options for obtaining advanced training on Outlook, Office, etc
- Foster user groups to share "tips and tricks" for using standard software
- Better integrate features between email, intranet, and network drive services
- Institute email as the preferred distribution method for newsletters, receipts, and
other documents
- Reorganize intranet to enhance information sharing and cross -departmental
collaboration
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IT Strateaic Plan
- Re -launch bulletin board feature for employees' non -official communications
- Provide ability for department admin workers to update online employee directory
- Revamp intranet's look and feel by making more page templates available
- Redesign IT intranet pages to "show what can be done"
k. Redesign IT support processes
- Investigate applicability of ITIL methodologies
- Implement procedures for reporting emergency IT issues
- Establish service level standards for response time and resolution
- Implement automated tools to enable proactive approaches to remote system
monitoring and maintenance
- Document IT support processes to facilitate training new IT team members and
meeting cross training needs
- Develop process for measuring customer satisfaction
- Update policies and procedures to cover IT security, governance, web site links, etc
- Simplify and standardize workstation environments where possible to maximize
functionality while minimizing maintenance requirements
- Develop training programs for increasing City employees' knowledge of IT policies
and standard software
- Re -implement web filtering system to block unwanted sites and enhance security
- Develop contract options for adding new IT services or increasing service levels
1. Establish reserve for all major hardware and critical software systems
- Determine replacement costs for servers, network devices, and database systems
- Establish chargeback processes related to usage and/or storage
3. Remaining Projects
m. Procure full-scale document management system for long-term use
- Provide document imaging to reduce need for paper copies
- Provide automated retention, indexing, and redaction capabilities
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IT Strategic Plan
- Integrate with email system for storing messages identified as public records
- Integrate with web site for public accessibility
- Interface with other databases for centralized storage
- Increase network storage to meet future needs
n. Integrate major departmental databases into one enterprise wide approach
- Emphasize maximizing system effectiveness and reducing duplication of effort
- Consolidate systems with redundant functionality to simplify support and cut costs
- Migrate to "single master" data stores with automated interfaces to other systems
o Investigate upgraded/new tools to fitrther improve office automation capabilities
- Integrate centralized fax capabilities into the network with direct access from
Outlook and other applications
- Consider upgrading to Sharepoint Server to add more intranet functionality
- Implement workflow capabilities to route and approve electronic forms
- Make free tools available for working with PDF, graphics, and other files
- Consider applicability of collaboration and social networking tools
- Consider needs for project management and performance metric software
p Investigate use of enterprise customer resource management and work order
system
- Complete department needs analysis for this type of functionality
- Document current processes to determine improvement opportunities
- Research solutions in use at other agencies
- Develop plan for procuring solution and implementing over time
g. Assist Library with their technology initiatives
- Redesign public network environment at both library locations
- Identify and implement wireless printing capability on public network
- Expand number of allowed public wireless networking connections
- Identify infrastructure needs for expanding teen use of public network
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IT Strategic Plan
- Consider options for meeting videoconferencing needs
r. Update IT procurement processes
- Create Technology Committee by expanding role of previous IS Committee
- Establish standards for off-the-shelf hardware/software solutions
- Provide guidelines for departments to purchase standard items
- Update policies as needed to cover stair -stepped IT procurement processes
- Complete migration to CALNET2 and California Wireless contracts
- Compile list of all IT expenditures (including those using department funding)
s Complete migration to CALNET 2 and California Wireless Contracts
- Create inventory of all telephone devices, lines, and circuits
- Disconnect services no longer in use
- Provide departments access to online billing and usage reports
t. Implement "green" IT initiatives to reduce power usage and cut costs
- Implement energy management software for all network computers
- Replace outdated servers with virtualized computing environment
- Migrate to electronic versions of current paper-based forms
30
