Carmel-by-the-Sea: Information Technology Strategic Plan

Carmel-by-the-Sea
Information Technology Strategic Plan

FY2013-2017
Working Document
Draft - September 9, 2013
Table of Contents
Section Executive Summary Introduction Vision and Mission Goals and Objectives Key Strategic Initiatives Implementation Roadmap Initial Estimated Cost Measuring Our Success IT Governance Appendices

Page 3 22 30 32 39 65 67 74 79
84 87 90 98
Page 2
Appendix A Participants Appendix B Interview Methodology Appendix C Definitions Appendix D Projects

DRAFT IT Strategic Plan September 3, 2013
Executive Summary
Executive Summary
Introduction
Technology planning is imperative for the City to meet service demands efficiently and effectively while maintaining a consistent focus on investment and improvement. The Citys technology implementation has fallen behind in recent years. Most business functions are either still performed manually or rely on outdated applications that are difficult to support. Access to data is extremely limited resulting in time-consuming manual processes to collect and aggregate data for analysis and reporting. The City has a unique opportunity to capitalize on new, integrated technologies to streamline daily operations, improve transparency and increase responsiveness and flexibility.

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Executive Summary
Introduction
Our focus:
How to take advantage of the cloud and mobile applications while leveraging the new technologies that make it quick and easy to respond to changing constituent demand Become a more agile organization
An IT Strategic Plan is an identified policy plan for the City.
Developing the plan is a 2013 Key Initiative.

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Executive Summary
Introduction
The Information Technology strategic planning process began in March 2013, by bringing together the Citys leadership team to define how information technology (IT) can be used to effectively and efficiently support the Citys vision and goals. The collaborative strategic planning process yielded important insight that led to identifying a vision and mission, and priority project and initiatives. Facilitated by Public Consulting Group, this document presents the results of the planning process: the Citys Vision for IT, the Mission of the IT organization and identification of key Goals, Strategies and Initiatives to be addressed over the next five years.

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Executive Summary
IT Vision and Mission
Vision
Carmel-by-the-Sea will be recognized as a leader where residents, businesses, visitors and government connect and work together for the benefit of the community through innovative and engaging IT solutions.
Mission for City IT Organization:
By embracing the core standards of quality service, accountability, efficiency and customer orientation, City IT will provide the highest level of professional services to its customers through innovative information technology solutions aligned with the Citys strategic goals and objectives.

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Executive Summary
Goals
We will have reached our vision for information technology when we have achieved the following results:
Goal 1: Residents, businesses, visitors and staff have easy access to the information and transactions they need at their convenience (anytime; anyplace). Goal 2: IT applications are designed to encourage collaboration and communication among internal and external users.
Goal 3: Processes and procedures are in place to manage and track IT investments to ensure they directly and measurably, support business priorities, initiatives and outcome goals.
Goal 4: The Citys applications effectively streamline business processes, improve information sharing and enable an outcome-based, accountable approach to service delivery. Goal 5: City staff are provided tools and training that enable them to work collaboratively to provide internal and external customers the highest quality service and support.
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Executive Summary
Strategic Objectives
To Achieve the Goals, We Will:

Provide a secure, reliable and accessible infrastructure Increase access channels Provide the information people need and want; when they want it Enable data sharing and exchange Implement intuitive, easy-to-use applications Implement intuitive, easy-to-use collaboration tools Develop an IT funding strategy Develop an IT sourcing strategy Leverage public/private and public/public partnerships Implement applications to support routine business needs Implement a performance management system tied to City goals & objectives Reduce the time it takes to access services and conduct business Streamline and integrate business processes and workflow Understand customer business needs Prepare for the future through research and development Increase technical expertise and proficiency
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Executive Summary
Guiding Principles
The following Guiding Principles will guide our decision-making:
Information technology decision-making will be driven by the Citys business needs and available resources. Quality Service, Accountability, Efficiency and Customer Orientation will be the driving considerations when selecting and implementing IT solutions. We will make resource investments that support the Citys long-term vision and strategic direction. We will identify, measure and track the value of IT investments and increase accountability of IT expenditures. Strategic partnerships will be established between stakeholders and the City so that the benefits of IT are leveraged to improve customer service and maximize the productivity of City employees. IT will facilitate the development of a business driven architecture that ensures departments can effectively communicate with each other, and share and exchange information as appropriate.
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Executive Summary
Guiding Principles (Cont)
We will implement security policies and standards to protect systems, networks, resources, and data from loss and unauthorized access, use, modification, destruction, and disclosure. Security will be the responsibility of every City employee. Employees will be trained so that they can prevent security incidents from happening, and detect and mitigate such incidents when they occur. We will partner with neighboring jurisdictions and organizations when possible. We will use open source solutions when feasible. We will use integrated applications across departments to facilitate data sharing and minimize costs. We will move applications to the cloud when it makes sense to do so. We will buy rather than build.

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Executive Summary
Key Initiatives
23 key IT initiatives have been identified which are comprised of multiple projects to move the City forward in achieving its goals and objectives. The focus at the front-end of the Plan is on four immediate projects:

Online City Hall Website Enhancement Enterprise Resource Planning System Implementation Enterprise Technical Architecture Resident / Business Outreach
These four lay the foundation which will ultimately lead to a technology implementation designed to bring City government and the community closer together through shared forums and greater transparency.

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Executive Summary
Implementation Roadmap
Carmel-by-the-Sea IT Strategic Plan Implementation Roadmap
The following diagram depicts key initiatives and projects The timeline will be evaluated and adjusted over time taking into consideration available funding, staffing, dependencies between initiatives and City priorities.
This graphic represents the tentative timeline for implementing key initiatives It will be adjusted over time taking into consideration available funding, staff, dependencies between initiatives and City priorities
Goal
Goal 1 Residents, businesses, visitors and staff have easy access to the information and transactions they need at their convenience (anytime; anyplace)
2013/14
2014/15
I-1 I-2 I-5 I-4
2015/16
2016/17
2018/19
Initiatives / Projects
Supporting Goal 1 I-1: Online City Hall Web, Social Media I-2: Alert Monterrey I-3: Walking Tour I-4: IT Security Program I-5: Technical Architecture I-6: Business Continuity & Disaster Preparedness Supporting Goal 2 A-1: Online City Hall City Source Civic Engagement A-2: Agenda Management System A-3: IT Business Continuity GIS Program A-4: Online City Hall City Intranet A-5: Online City Hall Discussion Forums A-6: WebEOC
I-3
I-6
A-1
Goal 2 IT applications are designed to encourage collaboration and communication among internal and external users
A-6
A-2 A-3 A-4 \ A-5
Goal 3 Processes and procedures are in place to manage and track IT investments to ensure they directly and measurably, support business priorities, initiatives and outcome goals Goal 4 The Citys applications effectively streamline business processes, improve information sharing and enable an outcome-based, accountable approach to service delivery
G-1
Supporting Goal 3 G-1: IT Governance
E-1 E-4 E-3 E-5 E-7 E-2 E-6
Supporting Goal 4 E-1: ERP Financial/HR Management E-2: ERP - Business Process Reengineering E-3: ERP PermittIng/Code Enforcement E-4: ERP - Fleet/Facility/Fuel Management E-5: ERP Request Tracking E-6: ERP Document Management E-7: ERP - Public Safety Applications
Goal 5 City staff are provided tools and training that enable them to work collaboratively to provide internal and external customers the highest quality service and support
T-1 T-2 T-3
Supporting Goal 5 T-1:Using IT Effectively Program T-2: IT Staff Development T-3: Resident / Business Outreach

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Executive Summary
Initial Estimated Costs
Following are the preliminary high level cost estimates for key initiatives
Estimated costs are based upon experience and/or research and the scope of work as envisioned during the planning process. Both a low and high estimate are provided due to the uncertain nature of estimating at this level of detail. Costs will be refined each year as part of the budgeting process and/or when a given project is undertaken.
Legend $0 $10,000 $10,000 - $20,000 $20,000 - $50,000 $50,000 - $100,000 >$100,000
$ $$ $$$ $$$$ $$$$$

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Executive Summary
Annual Recurring Cost Low High
Timeframe
One-Time Cost Low High
Goal 1: Residents, businesses, visitors and staff have easy access to the information and transactions they need at their convenience (anytime; anyplace)
Objective 1: Provide a secure, reliable and accessible infrastructure I-4: IT Security Program I-5: Technical Architecture I-6: Business Continuity & Disaster Preparedness Objecte 2: Increase access channels I-1: Online City Hall Web, Social Media, Mobile Apps Objective 3: Provide the information people need and want; when they want it I-2: Alert Monterey I-3: Walking Tour FY13/13 FY13/14 $$ $$$ $ $ FY14/15 FY14/15 FY14/15 $ $$$$ $ $$ $$$$ $ $ $ $ $ $$ $

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Executive Summary
Timeframe
Goal 2: IT applications are designed to encourage collaboration and communication among internal and external users
Objective 4:Enable data sharing and exchange
A-1: Online City Hall City Source Civic Engagement

A-2:ERP - Agenda Management System A-3: Online City Hall GIS Program A-4: Online City Hall City Intranet A-6: WebEOC Objective 5:Implement intuitive, easy-to-use applications Objective 6: Implement intuitive, easy-to-use collaboration tools A-5: Online City Hall Discusssion Forums
FY14/15
FY13/14 FY14/15 FY14/15 FY13/14
$$
$$$ $$ $
$$$
$$$$ $$$ $
$
$ $ $
$$
$ $ $
FY16/17
$$

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Executive Summary
Timeframe
Goal 3: Processes and procedures are in place to manage and track IT investments to ensure they directly and measurably, support business priorities, initiatives and outcome goals
Objective 7: Develop an IT funding strategy G-1: IT Governance Objective 8: Develop an IT sourcing strategy Objective 9: Leverage public/private and public/public partnerships FY13/14 $ $

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Executive Summary
One-Time Cost Low High Annual Recurring Cost Low High
Timeframe
Goal 4: The Citys applications effectively streamline business processes, improve information sharing and enable an outcome-based, accountable approach to service delivery
Objective 10: Implement applications to support routine business needs E-1: ERP Financial/HR Management E-3: ERP Permittng/Code Enforcement E-4: ERP -Fleet/Facility/Fuel management E-5: ERP Request Tracking E-7: ERP - Public Safety Applications FY13/14 FY14/15 FY15/16 FY14/15 FY13/14 $$$$ $$ $$ $$ $$$$$ $$$$ $$$ $$$ $$$ $$$$$ $$ $ $ $ $$ $$ $ $ $ $$
Objective 11: Implement a performance management system tied to City goals & objectives Objective 12: Reduce the time it takes to access services and conduct business
E-6: ERP Document Management

Objective 13: Streamline and integrate business processes and workflow E-2: ERP - Business Process Reengineering
FY15/16
$$$
$$$$
FY14/15

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Executive Summary
Timeframe
Goal 5: City staff are provided tools and training that enable them to work collaboratively to provide internal and external customers the highest quality service and support
Objective 14: Understand customer business needs T-3: Resident / Business Outreach Objective 15: Prepare for the future through research and development Objective 16: Increase technical expertise and proficiency T-1: Using IT Effectively Program FY14/15 $ $ $ $ FY14/15 $ $$ $ $
T-2: IT Staff Development Program
FY13/14

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Executive Summary
Measuring Our Success
Even the best-laid plans change. We will conduct formal and informal surveys regularly to measure our performance and alter course as necessary over the next five years. We will know we have successfully implemented this plan when our internal (employees, Mayor and City Council members) and external (residents, businesses, visitors) customers tell us:

The City supports open government: transparency, accountability and collaboration; They can conduct business with the City and access the information they need at their convenience; The Citys environmental footprint has been decreased; and Investment decisions are tied to mission impact.

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Executive Summary
Next Steps
The next steps in the planning process are to:

9/9/2013 - Incorporate feedback from the Mayor and Council into the Draft Plan. Over the next 4 weeks, solicit public comment on the updated Draft Plan. Meet with Planning Team to discuss public input. Modify Plan Draft as appropriate. Present the Final Draft Plan to the Mayor and Council for comment. In October, finalize the Strategic Plan. In November, Adopt the Plan.

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The Plan Introduction
Background
The Citys technology implementation has fallen behind in recent years. In March 2013, Public Consulting Group (PCG) was retained to conduct a technical assessment of the Citys information technology implementation and develop an IT Strategic Plan to guide the Citys IT investments for the next five years. PCG followed a structured approach which included documentation review, onsite inspection, a technical assessment, interviews and workshops. 18 people were interviewed. 10 City staff participated in workshops. A summary of the Technical Assessment follows.

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Technical Assessment Results
The condition of Carmels IT infrastructure and applications has grown organically over several years. Configurations, policies and operating procedures are largely un-documented. The IT security posture does not appear to be in alignment with City priorities or industry standards.
The infrastructure is not prepared to recover from a disastrous event.

The physical infrastructure is somewhat disorderly and includes retired cables and hardware intermingled with production equipment. The lack of documented configurations, policies and operating processes; the questionable security posture; the level of disaster preparedness; and the physical condition of the infrastructure present a risk to maintainability and availability of the Citys technology platform.
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The Planning Approach

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Planning Approach
1.Project Initiation
Met with Executive leadership

Identified project goals Established preliminary project schedule Budgets Plans Policies Network diagrams Citys website
Reviewed relevant background material

2. Gather Data
Conducted interviews with elected officials, executives and staff
18 People were interviewed

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Planning Approach
3. Assess Environment
We reviewed the Citys current technology implementation:

Physical inspection Documentation review Interviews with technical and non-technical staff Recommendations for immediate and longer-term improvements were identified

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Planning Approach
4. Articulate Vision
Developed the vision for the use of technology in the City

Analyzed data and key findings Drafted IT Vision and Mission Statements Drafted Goals and Operating Principles Reviewed and discussed results of data gathering Reviewed and discussed draft Vision, Mission, Goals and Operating Principles Developed Strategic Objectives for implementing each goal Identified Key Initiatives / Projects Prioritized Key Initiatives
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Conducted Workshop 1

5. Develop Strategy
10 City staff participated in the workshops
Planning Approach
6. Develop an Effective Implementation Plan
Developed Implementation Roadmap Created the Information Technology Strategic Plan Working Document Developed the Communication Plan
7. Review and Adopt the Strategic Plan
Next Steps:

Present the Draft Plan to the Mayor and Council for comment Solicit Public Comment Finalize the Plan Provide City with Project Library Documents
8. Project Close-out

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Vision and Mission
IT Vision and Mission

Vision
Carmel-by-the-Sea will be recognized as a leader where residents, businesses, visitors and government connect and work together for the benefit of the community through innovative and engaging IT solutions.
Mission for City IT Organization:
By embracing the core standards of quality service, accountability, efficiency and customer orientation, City IT will provide the highest level of professional services to its customers through innovative information technology solutions aligned with the Citys strategic goals and objectives.

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Goals and Objectives
Introduction
We developed the Strategic Plan goals and objectives using the Balanced Scorecard Methodology.
The Balanced Scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action. The Balanced Scorecard views the organization from four perspectives

Customer, Financial, Internal Process and Learning and Growth.
It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results.
Five goals were agreed upon.

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Balanced Scorecard Perspectives
Balanced Scorecard Institute DRAFT IT Strategic Plan September 3, 2013

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Goals for Information Technology
We will have reached our vision for information technology when we have achieved the following results:
Goal 1: Residents, businesses, visitors and staff have easy access to the information and transactions they need at their convenience (anytime; anyplace). Goal 2: IT applications are designed to encourage collaboration and communication among internal and external users.
Goal 3: Processes and procedures are in place to manage and track IT investments to ensure they directly and measurably, support business priorities, initiatives and outcome goals.
Goal 4: The Citys applications effectively streamline business processes, improve information sharing and enable an outcome-based, accountable approach to service delivery. Goal 5: City staff are provided tools and training that enable them to work collaboratively to provide internal and external customers the highest quality service and support.
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Sixteen strategic objectives designed to turn the goals into reality and achieve the vision were identified. Collectively, these objectives describe how the Citys IT organizations will achieve the Citys information technology goals. Each objective on the following pages is identified as supporting one of the four Balanced Scorecard perspectives: Customer, Financial, Internal Process or Learning and Growth and aligned with one of the five goals.

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To Achieve the Goals, We Will:
Provide a secure, reliable and accessible infrastructure Increase access channels Provide the information people need and want; when they want it Enable data sharing and exchange Implement intuitive, easy-to-use applications Implement intuitive, easy-to-use collaboration tools Develop an IT funding strategy Develop an IT sourcing strategy Leverage public/private and public/public partnerships Implement applications to support routine business needs Implement a performance management system tied to City goals & objectives Reduce the time it takes to access services and conduct business Streamline and integrate business processes and workflow Understand customer business needs Prepare for the future through research and development Increase technical expertise and proficiency
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Goals and Objectives

Objective 3 Provide info people need & want, when they want it Objective 4 Enable data sharing and exchange
Objective 2 Increase access channels
Objective 1 Provide secure, reliable & accessible infrastructure
Goal 2 IT Applications are designed to encourage collaboration and communication among internal and external users
Objective 5 Implement intuitive, easy-to-use applications
Objective 6 Implement intuitive easy-to-use collaboration tools
VISION
Objective 16 Increase technical expertise & proficiency
Objective 15 Prepare for the future through R&D
Carmel-by-the-Sea will be recognized as a leader where residents, businesses, visitors and government connect and work together for the benefit of the community through innovative and engaging IT solutions
Goal 3 Processes and procedures are in place to manage and track IT investments to ensure they directly and measurably, support business priorities, initiatives and outcome goals
Objective 7 Develop IT funding strategy
Objective 8 Develop IT sourcing strategy
Objective 14 Understand customer business needs
Objective 9 Leverage public/ private & public/public partnerships
Objective 13 Streamline & integrate business processes & workflow
Goal 4 The Citys applications effectively streamline business processes, improve information sharing and enable an outcome-based, accountable approach to service delivery
Objective 10 Implement apps to support routine business needs
Legend
Objective 12 Reduce time to access services & conduct business Process View Learning & Growth View
Financial View Customer View
Objective11 Implement performance management system

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Key Strategic Initiatives
Key Strategic Initiatives

23 Key Strategic Initiatives were identified This section begins with a summary diagram of goals, objectives and initiatives. It is followed by narrative for key initiatives.

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Goals, Objectives and Initiatives

Online City Hall City Source Alert Monterrey Agenda Management System
Online City Hall Web; Social Media
Walking Tour Guide Objective 3 Provide info people need & want, when they want it
Web EOC Objective 4 Enable data sharing and exchange GIS Program City Intranet
Technical Architecture
Business Continuity / Disaster Recovery
Discussion Forums Objective 6 Implement intuitive easy-to-use collaboration tools
IT Security Program
VISION
IT Staff Development Program Objective 16 Increase technical expertise & proficiency
Using IT Effectively Program Objective 15 Prepare for the future through R&D
IT Governance
Resident / Business Outreach
Objective 13 Streamline & integrate business processes & workflow Business Process Re-engineering
Public Safety Services
Fleet / Facility / Fuel Management System
Legend
Document Management System Financial View Customer View Learning & Growth View Process View
Objective 12 Reduce time to access services & conduct business
ERP System Objective11 Implement performance management system
Permitting & Code Enforcement System
Request Tracking System

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Goals, Objectives and Initiatives Prioritized

Online City Hall City Source Alert Monterrey Agenda Management System
Online City Hall Web; Social Media
Walking Tour Guide Objective 3 Provide info people need & want, when they want it
Web EOC Objective 4 Enable data sharing and exchange GIS Program City Intranet
Business Continuity / Disaster Recovery
Discussion Forums Objective 6 Implement intuitive easy-to-use collaboration tools
IT Security Program
VISION
IT Staff Development Program Objective 16 Increase technical expertise & proficiency
Using IT Effectively Program Objective 15 Prepare for the future through R&D
IT Governance
Objective 13 Streamline & integrate business processes & workflow Business Process Re-engineering
Public Safety Services
Fleet / Facility / Fuel Management System
Legend
Records Management System Financial View Customer View Learning & Growth View Process View
Objective 12 Reduce time to access services & conduct business
ERP System Objective11 Implement performance management system
Permitting & Code Enforcement System
Contact Management System

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The Plan in a Nutshell

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Online City Hall
The goal of the Online City Hall is to create an electronic presence where residents, businesses and visitors can find information and conduct business without having to physically come to City Hall. Most important, it is a place where the community and City government can come together to share information and discuss important issues. There are five main components of the Online City Hall initiative:

Website Enhancement City Source Civic Engagement Resident / Business Outreach Additional Channels for Service Delivery Business Process Integration
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Online City Hall
Website Enhancement: culminates with the implementation of a design and supporting structure for the Citys web presence providing both internal and external services. This includes:
Take advantage of cloud-based applications that make it easier for the public to receive and share information with the City such as smart phone applications for requesting service, The technical infrastructure required to meet the Citys online applications needs, Utility-like services necessary to facilitate electronic transactions, Supporting governance processes and procedures, An implementation plan and Skills transference to City staff to enable the departments to fully utilize this infrastructure moving forward. Finally, it includes the implementation of personalization capability so that stakeholders can select what information they are interested in, whether they want to retrieve that information themselves or have it sent to them automatically, the frequency of when they would like to receive it and how they would like to see it.
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Online City Hall
City Source Civic Engagement is the implementation of applications to provide information and services to both internal and external customers via the enhanced website. This includes services such as online business license and building permit applications, the ability to report problems or make a service request via the web and / or mobile devices, providing comments on Council agenda items prior to the meeting, and implementation of a community calendar. The goal is to deploy applications designed to foster civic engagement.

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Online City Hall
Resident / Business Outreach entails developing an understanding of what electronic services the community like the City to provide and building them into the Plan. The Additional Channels for Service Delivery component will expand the implementation of mobile technologies and social media for enhanced service delivery.
Finally, we need to identify which business processes will be affected by this new approach to service provision and identify opportunities for Business Process Integration and information sharing to streamline business operations and improve customer service.

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Online City Hall
Key objectives include:

Provide services bringing people together for the benefit of the community. Provide the highest level of services to customers through innovative IT solutions. Streamline processes making it easier for the public to interact with City government. Lower the cost of government while improving service. Improve transparency into City government. Present all the wonderful things Carmel-by-the-Sea has to offer to potential residents, businesses and visitors.

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Enterprise Resource Planning (ERP) System
This project is the foundational project of the IT Strategic Plan. The goal is to replace current disparate, outdated systems with integrated systems built upon a shared database in order to streamline and automate work processes and more easily share data. The scope is to define requirements, reengineer business processes, select and implement systems and train staff on effective use of the new tools. Key objectives include:

Improve efficiency of daily business operations, Improve data accuracy and ease of reporting and Enable internal and external customers to find and access the data they need to answer questions and make informed decisions.
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Enterprise Resource Planning (ERP) System
Components include:

Financial Human Capital Community Work Orders Workflow Fleet Public Safety
The FY2013/2014 Capital Plan contains funding to begin implementation of the Financial, Human Resources, Agenda Management and Permitting components.

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ERP - Financial
The Financial component of the ERP automates key financial functions including:
Payroll Accounting General Ledger Accounts Payable Purchasing Fixed Assets Budgeting Project Accounting
Adherence to Government Accounting, Auditing and Financial Reporting (GAAFR), Generally Accepted Accounting Principles (GAAP) and Government Accounting Standards Board (GASB) standards. Enhance ability to monitor cash flow and track assets. Make financial information readily available for decision-making.

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ERP Human Capital
The Human Capital component of the ERP automates key personnel functions including:

Payroll Time and Attendance Human Resources Performance Management Benefits Insurance Workers Compensation Labor Relations Training Move from manual to automated payroll and human resources processes. Manage employment information such as position history, pay details, disciplinary actions and benefit information. Provide employee self-service capabilities. Improve workforce analysis reporting.
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ERP Community
The Community component of the ERP automates key functions including:
Business Licensing Sales and Business Taxes Planning and Development Building Permits Event Permits Code Compliance Revenue Collection Request Tracking
Streamline the process of applying and paying for business licenses, building permits and event permits. Improve tracking of code violations. Ensure requests for service are properly routed and tracked to improve follow-up. Improve timeliness of sales and business tax reporting.
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ERP Work Orders
The Work Orders component of the ERP automates key functions including:

Facility Maintenance Street Maintenance

Plan and track facility maintenance activities and costs. Plan and execute a street maintenance program. Improve employee efficiency through improved planning and scheduling of maintenance activities.


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ERP Workflow
The Workflow component of the ERP automates key business functions including:
Agenda Management Document Management Project Management Communication Streamline the process of developing, approving and posting Council, Planning Commission and other key meeting agendas and materials. Improve operational efficiency through role-specific workflow and approval processes. Provide easy access to documents. Provide ability to search, retrieve and store documents expeditiously. Reduce environmental footprint through paper reduction. Increase visibility into projects. Improve internal and external communication.
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ERP Fleet
The Fleet component of the ERP automates fleet management functions including:
Fuel Management Fleet Maintenance Utilization

Maximize fleet utilization. Reduce downtime. Plan and execute maintenance according to schedule. Balance replacement vs. maintenance costs. Track and manage fuel costs.

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ERP Public Safety
Though not typically thought of as part of an ERP system, the Public Safety component includes a number of public safety applications, some of which are closely integrated with the more typical components of an ERP:

Dispatch Incident Reporting Records Management Field Reporting Citations and Payments Citizen Alerts Quickly and reliably manage and dispatch emergency calls. Collect and store critical information gathered during the course incidents and investigations. Share real-time data between dispatch and officers in the field. Provide timely notifications to the community during emergencies. Share information with other agencies easily.
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Enterprise Technical Architecture is the term used to describe the various components comprising an organization's IT implementation. The goal of this initiative is ensure the Citys IT components are aligned with the Citys core goals and strategic direction. Objectives include:
Security and Privacy Governance City Website
City Government Applications IT Architecture Definition Portfolio Management
Data Repository
Web Services
Enterprise Shared Services
Training
EMail
City Enterprise Infrastructure Network Storage Phones
Develop a scalable and flexible technology infrastructure. Leverage existing City hardware and software resources. Take advantage of newer technologies, such as cloud-enabled applications. Develop a replace and refresh strategy. Develop a funding strategy to ensure the sustainability of the infrastructure.
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IT Policies and Standards
GIS
IT Security Program

Residents and businesses trust the City to safeguard their personal information. Taxpayers expect us to protect our IT investments. This initiative includes developing a comprehensive information technology security program to ensure the safety of sensitive and confidential information. Key objectives of this initiative include:
Develop security policies and procedures to protect the Citys information assets regardless of technology platform.
Implement procedures to mitigate the impact of IT security incidents. Develop a security awareness program.
Balance security measures with the need to get work done.

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Business Continuity and Disaster Recovery
The City depends upon the use of information technology for service delivery, especially during times of emergency when speed and efficiency could affect lives. Working in conjunction with Public Safety, we will develop IT business continuity and disaster recovery plans based upon City and departmental business needs. An important goal is to balance risk versus cost when making recommendations. We will also develop risk measures. Objectives include:
Prevent and mitigate the risks of IT disasters by

Reducing the risk of partial failures and Minimizing the potential of complete system failures.
Prevent and mitigate the risks of non-IT disasters on IT resources. Leverage current and future technology investments. Prepare for disasters via scenario development and drills.

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Using IT Effectively
The Using IT Effectively initiative consists of developing and implementing an IT training program for all City employees. In order to maximize the value the Citys investment in IT, City employees must be able to take full advantage of the capability of automated tools to increase their efficiency and effectiveness. Key objectives include:
Easy-to-use technologies are implemented to support business processes. Employees understand how to maximize the technology tools provided.

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IT Staff Development
The Citys IT staff needs to be up-to-date on the Citys implemented technologies as well as positioned for the implementation of future technologies. The scope of this initiative is to develop plans and programs to recruit, train, develop and retain qualified information technology experts. Key objectives include:
Provide the highest quality service with a well-trained staff and Recruit, train and develop employees to support the Citys information technology.

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IT Governance
IT Governance is the framework for how IT decisions and policies are made, administered and enforced. This framework includes an appreciation for the critical importance of personnel, organizations and business processes affected by changing technologies within a complex and rapidly evolving information centric environment. IT Governance is concerned about two things:

Ensuring IT investments deliver maximum value to the enterprise and

Mitigation of IT risks.

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IT Governance
The objectives of this initiative are to:
Design, implement and institutionalize an IT Governance structure that will provide guidance on the management of information technology and a framework for making timely IT decisions. Clearly define the process, rules, agreements and standards appropriate for the Citys IT needs. Ensure IT resources are deployed to deliver maximum value. Ensure appropriate management of IT-related risks. Ensure that IT investments meet the following objectives:

Alignment of IT with the enterprise, Realization of the promised benefits and Support and coordinate with the Citys performance management systems, strategic planning activities and the budget process.

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This graphic represents the tentative timeline for implementing key initiatives It will be adjusted over time taking into consideration available funding, staff, dependencies between initiatives and City priorities

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Initial Estimated Cost
Following are the preliminary high level cost estimates for key initiatives
Estimated costs are based upon experience and/or research and the scope of work as envisioned during the planning process. Both a low and high estimate are provided due to the uncertain nature of estimating at this level of detail. Costs will be refined each year as part of the budgeting process and/or when a given project is undertaken.
Legend $0 $10,000 $10,000 - $20,000 $20,000 - $50,000 $50,000 - $100,000 >$100,000
$ $$ $$$ $$$$ $$$$$

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Timeframe
Goal 1: Residents, businesses, visitors and staff have easy access to the information and transactions they need at their convenience (anytime; anyplace)
Objective 1: Provide a secure, reliable and accessible infrastructure I-4: IT Security Program I-5: Technical Architecture I-6: Business Continuity & Disaster Preparedness Objecte 2: Increase access channels I-1: Online City Hall Web, Social Media, Mobile Apps Objective 3: Provide the information people need and want; when they want it I-2: Alert Monterey I-3: Walking Tour FY13/13 FY13/14 $$ $$$ $ $ FY14/15 FY14/15 FY14/15 $ $$$$ $ $$ $$$$ $ $ $ $ $ $$ $

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Timeframe
Goal 2: IT applications are designed to encourage collaboration and communication among internal and external users
Objective 4:Enable data sharing and exchange
A-1: Online City Hall City Source Civic Engagement

A-2:ERP - Agenda Management System A-3: Online City Hall GIS Program A-4: Online City Hall City Intranet A-6: WebEOC Objective 5:Implement intuitive, easy-to-use applications Objective 6: Implement intuitive, easy-to-use collaboration tools A-5: Online City Hall Discusssion Forums
FY14/15
FY13/14 FY14/15 FY14/15 FY13/14
$$
$$$ $$ $
$$$
$$$$ $$$ $
$
$ $ $
$$
$ $ $
FY16/17
$$

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Timeframe
Goal 3: Processes and procedures are in place to manage and track IT investments to ensure they directly and measurably, support business priorities, initiatives and outcome goals
Objective 7: Develop an IT funding strategy G-1: IT Governance Objective 8: Develop an IT sourcing strategy Objective 9: Leverage public/private and public/public partnerships FY13/14 $ $

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Timeframe
Goal 4: The Citys applications effectively streamline business processes, improve information sharing and enable an outcome-based, accountable approach to service delivery
Objective 10: Implement applications to support routine business needs E-1: ERP Financial/HR Management E-3: ERP Permittng/Code Enforcement E-4: ERP -Fleet/Facility/Fuel management E-5: ERP Request Tracking E-7: ERP - Public Safety Applications FY13/14 FY14/15 FY15/16 FY14/15 FY13/14 $$$$ $$ $$ $$ $$$$$ $$$$ $$$ $$$ $$$ $$$$$ $$ $ $ $ $$ $$ $ $ $ $$
Objective 11: Implement a performance management system tied to City goals & objectives Objective 12: Reduce the time it takes to access services and conduct business E-6: ERP Document Management Objective 13: Streamline and integrate business processes and workflow E-2: ERP - Business Process Reengineering FY14/15 $ $ FY15/16 $$$ $$$$ $ $

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Timeframe
Goal 5: City staff are provided tools and training that enable them to work collaboratively to provide internal and external customers the highest quality service and support
Objective 14: Understand customer business needs T-3: Resident / Business Outreach Objective 15: Prepare for the future through research and development Objective 16: Increase technical expertise and proficiency T-1: Using IT Effectively Program FY14/15 $ $ $ $ FY14/15 $ $$ $ $
T-2: IT Staff Development Program
FY13/14

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Measuring Our Success
Even the best-laid plans change. We will conduct formal and informal surveys regularly to measure our performance and alter course as necessary over the next five years. We will know we have successfully implemented this plan when our internal (employees, Mayor and City Council members) and external (residents, businesses, visitors) customers tell us:

The City supports open government: transparency, accountability and collaboration; They can conduct business with the City and access the information they need at their convenience; The Citys environmental footprint has been decreased; and Investment decisions are tied to mission impact.

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Measures and Targets

Objectives
Provide a secure, reliable and accessible infrastructure
Measures
No adverse findings in an audit No intrusions detected Minimal crashes / downtime Website ADA compliant
Targets
TBD
Initiatives
Technology Architecture IT Security Program Online City Hall Website Enhancement Business Continuity & Disaster Recovery
Online City Hall Technical Architecture Online City Hall Alert Monterey
Increase access channels
# Applications available on the web # Mobile Applications Web Analytics / Statistics Customer surveys
Provide the information people need and want; when they want it

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Objectives
Enable data sharing and exchange
Measures
# data sets have available for sharing (internal) and then how much meaningful info is posted on web
Targets
Initiatives
Agenda Management Document Management ERP Web EOC Online City Hall GIS Program
ERP City Source City Source Discussion Forums IT Governance IT Governance
Implement intuitive, easy-to-use applications Implement intuitive, easy-to-use collaboration tools Develop an IT funding strategy Develop an IT sourcing strategy
# users; # applications # users; # tools Yes / no Yes / no

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Objectives
Leverage public/private and public/public partnerships Implement applications to support routine business needs
Measures
# partnerships # applications
Targets
Initiatives
IT Governance ERP Public Safety Services
Implement a performance management system tied to City goals & objectives

Reduce the time it takes to access services and conduct business
Does it exist? Performance evaluation?

# days to get through permitting process (simple) # days to close the financial books # days before CC videos / minutes are posted
ERP - HR
ERP Permitting ERP Finance ERP Agenda Management ERP Document Management

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Objectives
Streamline and integrate business processes and workflow Understand customer business needs Increase technical expertise and proficiency Survey results Training plans / training budgets # hours / days for Help Desk issue resolution
Measures
Targets
Initiatives
ERP - Business Process Reengineering Resident / Business Outreach Using IT Effectively IT Staff Development

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IT Governance
IT Governance
IT Guiding Principles
The following Guiding Principles will guide our decision-making:
Information technology decision-making will be driven by the Citys business needs and available resources. Quality Service, Accountability, Efficiency and Customer Orientation will be the driving considerations when selecting and implementing IT solutions. We will make resource investments that support the Citys long-term vision and strategic direction. We will identify, measure and track the value of IT investments and increase accountability of IT expenditures. Strategic partnerships will be established between stakeholders and the City so that the benefits of IT are leveraged to improve customer service and maximize the productivity of City employees.

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Guiding Principles (Cont.)
IT will facilitate the development of a business driven architecture that ensures departments can effectively communicate with each other, and share and exchange information as appropriate. We will implement security policies and standards to protect systems, networks, resources, and data from loss and unauthorized access, use, modification, destruction, and disclosure. Security will be the responsibility of every City employee. Employees will be trained so that they can prevent security incidents from happening, and detect and mitigate such incidents when they occur. We will partner with neighboring jurisdictions and organizations when possible. We will use open source solutions when feasible. We will use integrated applications across departments to facilitate data sharing and minimize costs. We will move applications to the cloud when it makes sense to do so. We will buy rather than build.
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Annual Plan Refresh Process
The Plan is meant to be a living document responsive to changes in priorities and the availability of funding. Communication with City staff and the public is key to its success. The evergreening process is composed of the following steps:

Annually aligning IT with City priorities, Developing an Annual Budget and Operating Plan, Updating the Implementation Roadmap, Conducting quarterly management reviews and Presenting an Annual Progress Report to the Mayor and Council.
These steps, complemented by implementation of project management best practices, IT Governance and performance measurement will ensure the Plan stays relevant and its implementation on track.
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Appendices
Appendices
Appendix A Participants
Appendix A - Participants
Interviewees
Mayor Jason Burnett Council Members Victoria Beach Steve Hillyard KenTalmage (via email) Carrie Theis City Administrator - Jason Stilwell Administrative Services - Susan Paul City Clerk - Heidi Burch Community Services - Cindy Lopez Finance - Deanna Allen Fire - David Jedinak IT - Rose Franzen, Steve McInchak Library - Janet Bombard Police - Mike Calhoun, Paul Tomasi Planning and Building - Mark Wiener Public Services - Sharon Friedrichsen

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Workshop Participants
Administration

Planning & Building
Jason Stilwell, City Administrator Susan Paul, Administrative Services Director Heidi Burch, Asst. City Administrator / City Clerk
Mark Wiener Sr. Planner Paul Tomasi, Commander Mike Calhoun, Public Safety Director Sharon Friedrichsen, Public Services Director
Police
Public Safety
Finance
Deanna Allen, Finance Specialist Paul Wood, Finance Manager

Janet Bombard, City Librarian
Public Services
Library

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Appendix B Interview Methodology
Appendix C Interview Methodology
Interview Methodology
Interview questions focused on seven areas
Strategic Alignment, Current and Planned Business and Information Technology Initiatives, Decision-Making, Resource Management, Risk Management, Value Delivery and Operating Principles.
Interviews were conducted for approximately 1 hour with individuals and groups. Participants included elected officials, City leadership and staff members.

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Analysis of Interview Results

Results were analyzed for similarities and differences of opinion. Results were analyzed for key themes. Information was assimilated to develop draft:

IT Vision, IT Mission for the IT organization, Goals and Objectives and Key Strategic Initiatives.

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Appendix C Definitions
Appendix B - Definitions
Mission and Vision Defined

Mission
A mission statement is a brief statement of the purpose of an organization that answers the following questions:

What do we do? For whom do we do it? Why do we do it?
Vision
A vision statement is a compelling, conceptual image of the desired future that answers the question What do we want to be? and is:

Inspiring and challenges everyone to achieve that future and Brief, memorable, idealistic.

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Goals Defined
Goals answer the question of what:

What are we trying to achieve in relation to our mission? What are our desired end results? Definable,
Goals Must Be:

Discrete and separable,

Focused to provide impetus for action, A critical few (usually 3-5), Mutually achievable and
Supportive of the organizations vision.

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Strategic Objectives Defined
Strategic Objectives are action statements that:
Clarify how the organization will implement the goals Collectively tell the story of the goal Should be actionable and measurable

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Strategic Initiative Defined
A Strategic Initiative is a significant program that will close the gap of where we are today and where we want to be tomorrow; the strategy of how we will accomplish the goals and objectives Key Strategic Initiative Components

Program Sponsor, Scope, Stakeholders, Objectives, Milestones and Start and End Dates.

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Balanced Scorecard Methodology*

The Balanced Scorecard was developed by Drs. Robert Kaplan and David Norton. It is a management system that enables organizations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve center of an enterprise.
*Balanced Scorecard Institute

Page 95
Balanced Scorecard Perspectives (Views)
The Balanced Scorecard suggests that we view the organization from four perspectives; and to develop metrics, collect data and analyze it relative to each of these perspectives:
Customer
What needs to be done to meet customer expectations and achieve their business requirements?
Internal customers include: department heads/division managers and end users. External customers include: citizens, businesses, visitors, government agencies.
Financial
How will we effectively use and leverage taxpayer dollars? Where do we need to excel and what processes should we streamline to satisfy stakeholders, partners and City elected officials? What will we do to ensure organizational performance improvement, change and learning?
Page 96
Internal Business Processes
Learning and Growth
Balanced Scorecard Perspectives
Balanced Scorecard Institute DRAFT IT Strategic Plan September 3, 2013

Page 97
Appendix D Initiatives / Projects
Appendix D Projects
Initiatives and Projects
During Workshops 2 and 3, possible projects were discussed and prioritized. Following are abstracts of each grouped into logical groupings and then prioritized into key initiatives.

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Online City Hall

Priority: First Priority Project Executive: Administrative Services Director, Susan Paul Stakeholders: Elected Officials, the Public, City Staff Scope: There are five main components of the Online City Hall initiative:

Website Enhancement City Source Civic Engagement Resident / Business Outreach Additional Channels for Service Delivery Business Process Integration Create an electronic presence where residents, businesses and visitors can find information and conduct business without having to physically come to City Hall. Provide a place where the community and City government can come together to share information and discuss important issues. Project Plan approved by the Mayor and Council. Website redesign is implemented. Key applications become available on the website. City Source Civic engagement goes live. October 2013 DRAFT IT Strategic Plan September 3, 2013
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Initiative Objectives:
Key Milestones:
Start Date:
Online City Hall

Website Enhancement

Priority: First Priority Project Executive: Administrative Services Director Susan Paul Stakeholders: City Website users, Elected Officials, City Staff Scope: Implementation of a design and supporting structure for the Citys web presence providing both internal and external services. Initiative Objectives: Provide services bringing people together for the benefit of the community Provide the highest level of services to customers through innovative IT solutions Streamline processes making it easier for the public to interact with City government Lower the cost of government while improving service Improve transparency into City government Market Carmel to potential residents, businesses and visitors Key Milestones:
Design Team Convened Vendor Selected Design Approved Design Implemented October 2013 DRAFT IT Strategic Plan September 3, 2013
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Start :
Online City Hall

City Source Civic Engagement

Priority: Second Priority Program Sponsor: Administrative Services Director, Susan Paul
Stakeholders: All City Website Users

Scope: The scope of this initiative is to deploy online services such as business license and building permit applications, the ability to report problems or make a service request via the web and or mobile devices, accept comments on Council agenda items prior to the meeting. Initiative Objectives: The goal is to deploy online tools and applications designed to foster civic engagement. Key Milestones: New City website design implemented ERP components implemented such as:
o o
Agenda Management Request Tracking System
Granicus is updated
Start and End Dates: March 2014

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Online City Hall


Priority: Varies and will be done multiple times as part of other efforts Project Executive: Assistant City Administrator, Heidi Burch
Stakeholders: The whole community

Scope: Develop an understanding of what electronic services the community would like the City to provide Initiative Objectives:

Ensure that technology solutions are defined, developed and implemented in response to customer needs Ensure customers are aware of service availability Encourage the use of online services through outreach and education Improve customer service and communication Opportunities for outreach are identified Outreach occurs Feedback Ongoing
Key Milestones:

Start and End Dates:

Page 103
Online City Hall

City Intranet

Priority: Second Priority Program Sponsor: Administrative Services Director, Susan Paul
Stakeholders: All City employees

Scope: Begin implementation of the Citys Online City Hall by providing information and tools to City staff via the Citys Intranet Initiative Objectives:

Identify and prioritize those e-government services that would most improve the efficiency and effectives of City staff Identify and implement quick wins City Website Enhancement is complete Technical Architecture is designed ERP Components are rolled out June 2014
Key Milestones:


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City Source
Walking Tour Guide

Priority: Third Priority Project Executive: Library Director Janet Bombard
Stakeholders: Visitors and Residents;

Scope: The scope is to develop a mobile application to anyone with a smart phone who wants to take a walking tour of the City. This project is included in the Librarys Strategic Plan. Initiative Objectives:

Enhance the visitor experience
Provide Camels history in an easily available format (possibly expand beyond history to marketing, etc.)
Self-serve format Key Milestones: Determine the platform Determine which vendors / products Identify funding Start and End Dates
Year 3 of Librarys plan

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Online City Hall

Discussion Forums

Priority: Third Priority Program Sponsor: Assistant City Administrator, Heidi Burch
Stakeholders: Residents and businesses

Scope: Develop a discussion forum capability on the Citys web site Initiative Objectives:

Provide collaboration tools via the Citys Web site to encourage information sharing and collaboration Identify how best to monitor and support such tools City Website Enhancement is complete Technical Architecture is complete IT Security Program is implemented Business and resident Outreach March 2015
Key Milestones:


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Enterprise Resource Planning System

Priority: First Priority Program Sponsor: Administrative Services Director Susan Paul
Stakeholders: All City Departments

Scope: Possible components of the ERP include: Finance, Human Capital, Community Services, Work Orders, Workflow, Fleet, Public Safety. The scope is to define requirements, reengineer business processes, select and implement systems and train staff on effective use of the new tools. Initiative Objectives: Improve efficiency of daily business operations Improve data accuracy and ease of reporting Enable internal and external customers to find and access the data they need to answer questions and make informed decisions

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Enterprise Resource Planning System
Key Milestones:

Current business processes are documented .
The Citys ERP system requirements are defined / documented.

System RFP is issued. Vendor is selected. System is implemented.
September 2013

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ERP - Business Process Re-engineering

Priority: First Priority Project Executive: Administrative Services Director, Susan Paul
Stakeholders: All City departments

Scope: As part of the ERP initiative, business processes will be reviewed and modified as appropriate to take best advantage of the new tools in streamlining daily operations. Initiative Objectives:
Improve operational efficiency by adjusting operating procedures and processes to take advantage of functionality in the new ERP system ERP Requirements are defined Software purchased Project kick-off November 2013
Key Milestones:


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ERP - Finance

Priority: First Priority Program Sponsor: Administrative Services Director, Susan Paul Stakeholders: City departments, employees Scope: This project will provide the City with an updated Financial Accounting and Management System. This component of the ERP system may include integrated Payroll Accounting, General Ledger, Accounts Payable, Purchasing, Fixed Assets, Budgeting, Project Accounting modules upon a common database. Initiative Objectives:
Adherence to Government Accounting, Auditing and Financial Reporting (GAAFR), Generally Accepted Accounting Principles (GAAP) and Government Accounting Standards Board (GASB) standards Enhance ability to monitor cash flow and track assets Make financial information readily available for decision-making Key Milestones:
Requirements are defined RFP is released Vendor is selected Project Plan is approved Start Date: September 2013

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ERP - Human Capital

Priority: First Priority Program Sponsor: Administrative Services Director, Susan Paul Stakeholders: City departments, employees Scope:
This project will provide the City with an automated Human Resources Information System (HRIS). This component of the ERP system will include a payroll component to provide access to critical workforce data, improve workforce analysis and reporting, facilitate strategic decision-making, and automate and streamline current manual personnel transactions.
Move from manual to automated payroll and human resources processes Manage employment information such as position history, pay details, disciplinary actions and benefit information Provide employee self-service capabilities Improve workforce analysis and reporting Enhance decision-making capability through superior reporting and analytics Improve the Citys ability to measure the effectiveness of workforce initiatives Improve access to accurate workforce data for all departments Key Milestones:

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ERP - Human Capital (Cont.)
Key Milestones: Requirements are defined RFP is released Vendor is selected Project Plan is approved Start Date: September 2013

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ERP Community
Permitting and Code Enforcement

Priority: First Priority Project Executive: Marc Wiener Stakeholders: Development Community, Staff, Law Enforcement, Residents Scope: Implement an automated permitting and code enforcement system - including online applications and payments Initiative Objectives: Streamline the permitting process Improve customer service Improve accessibility of planning and development information Regulation compliance Tracking of the development process; issues Uniformity of applying City codes and processes Key Milestones: Requirements defined Software selected Software implemented Business processes reviewed and modified as necessary Start Date: TBD

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ERP Community
Request Tracking System

Priority: First Priority Project Executive: Asst. City Administrator, Heidi Burch
Stakeholders: Mayor and Council, Staff and the Community

Scope: Implement a system to monitor customer requests, complaint and comments, and interactions with the public Initiative Objectives:
Ensure requests for service are properly routed and tracked to improve follow-up o Track requests and interactions with the public o Route requests, complaints and suggestions to the appropriate staff person for action o Not lose site of suggestions that come in at the wrong time in the planning cycle o Close the loop on suggestions / requests Understand what the issues are Requirements defined
Key Milestones:
Tool acquired
Trained
Start Date:

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ERP Workflow
Agenda Management

Priority: First Priority Program Sponsor: Assistant City Administrator / City Clerk Heidi Burch
Stakeholders: Mayor and Council, Staff and anyone interested in Citys legislative process
Scope: The scope of this initiative includes an upgrade to the Granicus system used to broadcast key City meetings, such as City Council meetings, and to implement an automated Agenda Management system. Initiative Objectives:
Streamline the process of developing, approving and posting Council, Planning Commission and other key meeting agendas and materials Provide easy access to documents Enhance the Granicus experience Create a searchable archive of the City legislative process Additional Granicus modules are acquired Agenda Management System is purchased System is implemented October 2013
Key Milestones:

Start Date:

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ERP Workflow
Document Management System

Priority: First Priority Project Executive: Assistant City Administrator / City Clerk Heidi Burch Stakeholders: City staff Scope: This scope of this initiative is to develop a citywide document management strategy and implementation plan for a realistic approach to electronic document management. This will include strategies for records management and document imaging, storage and retrieval. Initiative Objectives: Increase timely access to information Ensure proper storage and retention of electronic official records Reduce the amount of paper circulated and stored by City departments Reduce duplicative electronic records management and storage activities Key Milestones:

Requirements are defined Records management policies are developed Tools are selected July 2014
Start Dates

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ERP - Fleet

Priority: First Priority Project Executive: Public Services Director, Sharon Friedrichsen
Stakeholders: City staff, Community Members

Scope: The scope of this initiative includes implementing an asset maintenance and management system. Areas may include: fleet, facilities, streets. Initiative Objectives:

Risk management Maximize asset utilization Track and manage fuel costs Reduce downtime Plan and execute maintenance according to schedule Balance replacement vs. maintenance costs Track and manage facility maintenance costs

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ERP Fleet (Cont.)
Key Milestones: Requirements defined Software selected Plan approved Implemented Trained Start Date:
TBD

Page 118
ERP - Public Safety Services

Priority: Second Program Sponsor: Chief Mike Calhoun Stakeholders: City Staff, Community Members, Citizens, Visitors, Businesses Scope: The scope of this initiative includes data and revenue collection for services to include: permits, vehicle towing, alarm billing, animal fees, training reimbursement, asset forfeiture, property sales and Live Scan fees; and citation signoffs; restitution; contract services. This will be integrated with other the ERP components such as Finance and Permitting; and the Wittman Enterprise system. Initiative Objectives: Ensure cost recovery for services Ensure collection of all appropriate fees Improved reporting capabilities Key Milestones: Requirements are defined System acquired / implemented Start Date: Ongoing

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ERP - Public Safety

Web EOC

Priority: First Priority Project Executive: Chief Mike Calhoun Stakeholders: City employees and allied agencies Scope: The scope is to implement the Web EOC product an emergency management tool Initiative Objectives:

Have the whole City using the same emergency management tools Enhance emergencies preparedness systems and services Track emergency costs in order to obtain reimbursement Share information easily with other agencies Train personnel on the use of the tool Populate all the Citys data In process
Key Milestones:


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ERP Public Safety

Alert Monterey TENS

Priority: First Priority Project Executive: Chief Mike Calhoun
Stakeholders: Residents, citizens, community partners and allied agencies

Scope: The scope of this initiative is to provide emergency notifications within our sphere of influence Initiative Objectives:

Reverse 911 to automatically alert those affected by the situation Efficiency, a wider net
Customer service always informed about what is going on in your community Key Milestones: City system is managed by Carmel-by-the-Sea for our notifications Identification scheme (as have no street numbers) is determined Start and End Dates
Ongoing

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Stakeholders: All City Departments, all entities and people with whom the City conducts business and/or transactions
Scope: Create a City-wide technical architecture that is based on City business needs. The architecture will identify business and technology drivers, architecture principles and requirements, policies, standards and product lists.

Develop a scalable and flexible technology infrastructure Leverage existing City hardware and software resources Take advantage of newer technologies, such as cloud-enabled applications Develop a replace and refresh strategy Develop a funding strategy to ensure the sustainability of the infrastructure

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Technical Architecture (Cont.)
Key Milestones: An assessment of the Citys existing information technology systems is completed, including applications and data, to determine the gap between where we are today and where we want to be tomorrow. Formal mechanisms to define and maintain the City-wide architecture are developed. Technical environment improvement projects are defined, budgeted and scheduled. Start and End Dates: October 2013

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IT Security Program

Priority: First Priority Project Executive: Administrative Services Director Susan Paul
Stakeholders: All City Departments, all entities and people with whom the City conducts business and/or transactions
Scope: Developing a comprehensive information technology security program to ensure the safety of sensitive and confidential information from the desktop to the host. Initiative Objectives: Develop security policies and procedures to protect the Citys information assets regardless of technology platform Implement procedures to mitigate the impact of IT security incidents Develop a security awareness program Balance security measures with the need to get work done Key Milestones: A security policy is developed Security Policy is approved by the Mayor and Council Employees are trained in the new policy Start and End Dates October 2013

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IT Security
Net Motion

Priority: First Priority Program Sponsor: Chief Mike Calhoun
Stakeholders: Police Officers

Scope: Implement secure computer access to the Citys network in public safety vehicles Initiative Objectives:

Put information into the officers hands so they can stay in the field more Increased visibility in the community Process communication better Officer safety Efficiency for the customer Framework Complete (End end of June 2013) (1st vehicle) Training complete Implemented in all vehicles Tied to vehicle replacement cycle
Key Milestones:


Page 125
IT Business Continuity & Disaster Recovery

Priority: High Program Sponsor: Administrative Services Director, Susan Paul and Police Chief, Mike Calhoun Stakeholders: All City Staff and Partner Agencies Scope: The City depends upon the use of information technology for service delivery, especially during times of emergency when speed and efficiency could affect lives . Working in conjunction with Public Safety, we will develop IT business continuity and disaster recovery plans based upon City and departmental business needs. An important goal is to balance risk versus cost when making recommendations. We will also develop risk measures. Initiative Objectives: Prevent and mitigate the risks of IT disasters Reduce risk of partial failures Minimize potential of complete system failures Prevent and mitigate the risks of non-IT disasters on IT resources Leverage current and future technology investments Prepare for disasters via scenario development and drills Key Milestones: Requirements defined Processes and procedures defined Plan adopted Plan tested Start and End Dates: TBD
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IT Business Continuity & Disaster Recovery

GIS Program

Priority: Second Priority Project Executive: Planning, Marc Weiner Stakeholders: Development community, operational staff, the public, allied agencies Scope: The scope is to establish GIS capabilities to support internal and external customer geographic information needs including critical infrastructure documentation. Initiative Objectives:

Have a geographic base upon which to lay data and against which to perform analysis Provide real time data - i.e. pothole identification Define GIS requirements Develop a Plan to meet those requirements Develop a funding and staffing strategy to support the Plan Requirements defined Plan approved TBD
Key Milestones:


Page 127
Using IT Effectively Program

Stakeholders: All City staff; Customers

Scope: The scope of this initiative is to ensure that City staff are trained in how best to utilize the technology tools provided by the City Initiative Objectives:

Ensure City employees can increase their efficiency and effectiveness through the use of automated tools.
Easy-to-use technologies are implemented to support business processes Employees understand how to maximize the technology tools provided Key Milestones:

Requirements defined
Training materials developed Classes conducted Start and End Dates:
Ongoing as Plan is implemented

Page 128
IT Staff Development Program

Stakeholders: Staff
Scope: Develop plans and programs to recruit, train, develop, and retain qualified technology experts. Initiative Objectives:

Provide the highest quality service with a well trained staff. Establish performance measures tied to the Citys core standards, and goals and objectives. Required skills are defined Staff skills inventory completed Training requirements identified Training commenced October 2013
Key Milestones:


Page 129
IT Governance

Priority: First Priority Project Executive: Administrative Services Director ,Susan Paul
Stakeholders: All City Departments

Scope: Implement an information technology governance framework that will facilitate information technology decisionmaking, strategic planning implementation, and measurement of effectiveness of information technology investments. Initiative Objectives:

Develop a collaborative information technology decision-making process. Ensure technology decisions are driven by business needs. Effectively implement, monitor and update the Citys Information Technology Strategic Plan. Prioritize the Citys limited information technology resources. Governance Charter developed incorporating guiding principles. Governance framework for information technology planning and decision-making launched.
Key Milestones:

IT sourcing and funding strategies developed

October 2013 December 2013

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IT Governance - IT Best Practices

Priority: High Program Sponsor: Administrative Services Director, Susan Paul Stakeholders: Executive management, department directors Scope: Implement information technology best practices that result in significant cost savings Initiative Objectives: Ensure the City effectively manages its technology investments Key Milestones: Implement technology purchasing best practices Implement technology lifecycle management best practices Implement technology surplus management best practices Implement project management best practices Implement remote and wireless computing best practices Start and End Dates:
January 2014

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Carmel-by-the-Sea: Information Technology Strategic Plan

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Information Technology Strategic Plan

Appendix A Participants Appendix B Interview Methodology Appendix C Definitions Appendix D Projects

DRAFT IT Strategic Plan September 3, 2013

An IT Strategic Plan is an identified policy plan for the City.

Developing the plan is a 2013 Key Initiative.

DRAFT IT Strategic Plan September 3, 2013

DRAFT IT Strategic Plan September 3, 2013

Mission for City IT Organization:

DRAFT IT Strategic Plan September 3, 2013

To Achieve the Goals, We Will:

The following Guiding Principles will guide our decision-making:

DRAFT IT Strategic Plan September 3, 2013

DRAFT IT Strategic Plan September 3, 2013

A-2 A-3 A-4 \ A-5

Supporting Goal 3 G-1: IT Governance

E-1 E-4 E-3 E-5 E-7 E-2 E-6

T-1 T-2 T-3

DRAFT IT Strategic Plan September 3, 2013

$ $$ $$$ $$$$ $$$$$

DRAFT IT Strategic Plan September 3, 2013

One-Time Cost Low High

DRAFT IT Strategic Plan September 3, 2013

One-Time Cost Low High

A-1: Online City Hall City Source Civic Engagement

DRAFT IT Strategic Plan September 3, 2013

One-Time Cost Low High

DRAFT IT Strategic Plan September 3, 2013

E-6: ERP Document Management

DRAFT IT Strategic Plan September 3, 2013

One-Time Cost Low High

T-2: IT Staff Development Program

DRAFT IT Strategic Plan September 3, 2013

DRAFT IT Strategic Plan September 3, 2013

The next steps in the planning process are to:

DRAFT IT Strategic Plan September 3, 2013

The Plan Introduction

DRAFT IT Strategic Plan September 3, 2013

Technical Assessment Results

The infrastructure is not prepared to recover from a disastrous event.

The Planning Approach

DRAFT IT Strategic Plan September 3, 2013

Met with Executive leadership

Reviewed relevant background material

Conducted interviews with elected officials, executives and staff

18 People were interviewed

DRAFT IT Strategic Plan September 9, 2013

We reviewed the Citys current technology implementation:

DRAFT IT Strategic Plan September 9, 2013

Developed the vision for the use of technology in the City

10 City staff participated in the workshops

7. Review and Adopt the Strategic Plan

DRAFT IT Strategic Plan September 9, 2013

Vision and Mission

IT Vision and Mission

Mission for City IT Organization:

DRAFT IT Strategic Plan September 3, 2013

Goals and Objectives

Customer, Financial, Internal Process and Learning and Growth.

Five goals were agreed upon.

Balanced Scorecard Perspectives

Balanced Scorecard Institute DRAFT IT Strategic Plan September 3, 2013

Goals for Information Technology