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Carlsbad, CA
Information Technology Assessment
Final Report
June 2012
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 2 of 71
Table of Contents
SECTION 1: INTRODUCTION ......................................................................................................................... 4
Scope of Review 4
Project Approach 5
Project Scope 6
Project Work Plan 6
SECTION 2: EXECUTIVE SUMMARY OF FINDINGS & RECOMMENDATIONS .............................................. 10
Significant Findings 10
City Business Drivers for IT 15
Significant Recommendations 15
SECTION 3: COST OF SERVICES ANALYSIS ................................................................................................... 18
Towers of Service 18
Service Portfolio 19
Cost of Services Assumptions 21
SECTION 4: INFORMATION TECHNOLOGY ASSESSMENT .......................................................................... 28
Management Summary 28
IT Assessment – Organization 31
4.1.1 Organization Structure 31
4.1.2 External Service Providers 32
4.1.3 User Satisfaction Survey 32
4.1.4 IT Governance 34
4.1.5 Staff Development/Training 34
4.1.6 Technology Budgeting and Funding 35
IT Assessment – Administration 36
4.2.1 Project Portfolio Management 36
4.2.2 Help Desk Administration 36
4.2.3 Database Administration 38
4.2.4 Network/Workstation Management 39
4.2.5 Software Deployment 40
4.2.6 Vendor Management 41
4.2.7 Application Development 41
4.2.8 Change Management 42
City of Carlsbad, CA
June 2012 Information Technology Assessment
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4.2.9 Operating Procedures 42
4.2.10 Application Maintenance and Support 43
4.2.11 Cost of Services 43
4.2.12 Project Prioritization 44
4.2.13 Technology Procurement 44
4.2.14 Business Case Development 45
4.2.15 Disaster Recovery Planning (DRP) 45
IT Assessment – Technology Infrastructure 46
4.3.1 Infrastructure – Network 46
4.3.2 Infrastructure – Security 47
4.3.3 Infrastructure – Telecom 48
4.3.4 Infrastructure – Servers, Storage, & Backup Systems 49
4.3.5 Data Center Management 50
4.3.6 Remote Access 51
4.3.7 Website Strategy 52
4.3.8 ERP System 53
4.3.9 HR Payroll (HCMS) 54
4.3.10 Business Intelligence 56
4.3.11 Other Applications 56
4.3.12 Mobility 58
Appendix A – Benchmark Results ............................................................................................................... 60
Appendix B – Proposed Governance Structure .......................................................................................... 64
Appendix C – Open Source Advantages and Disadvantages ...................................................................... 68
Appendix D – Benchmarking Data .............................................................................................................. 69
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 4 of 71
SECTION 1: INTRODUCTION
Scope of Review
The City of Carlsbad, CA (“the City” or “Carlsbad”) engaged Plante Moran to conduct a comprehensive review of
the use and application of information technology across the organization. The analysis includes a complete
organizational review and evaluation of the City’s current IT services and organizational structure which supports
core business functions of the City, the personnel/staffing requirements necessary for the support of systems,
and the governance structures employed to support the operational mission of the Information Technology (IT).
We assessed the following areas of service delivery and are providing an assessment of the City’s performance
and effectiveness:
System and application acquisition and implementation
System and applications support and maintenance
Sourcing
Infrastructure management and support
Change management
Project management
Vendor management
Training and staff development
City of Carlsbad, CA
June 2012 Information Technology Assessment
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Project Approach
The IT assessment for Carlsbad generally encompassed the following three areas:
Organization
Administration
Technology
The visual below illustrates the comprehensive nature of this assessment, along with some key questions that
must be considered:
City of Carlsbad, CA
June 2012 Information Technology Assessment
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Project Scope
During project initiation activities, our consultants worked with the City of Carlsbad to refine the scope of the
assessment in connection with the three IT assessment areas. The following table, which is broken down by each
of the three areas, shows each of the topical areas for review:
City of Carlsbad, CA
IT Assessment Topical Areas
Project Work Plan
Our project work plan was organized into the following set of activities intended to achieve the project
objectives. The major activities performed included:
Develop Project Charter
At the start of the project, project goals and objectives were confirmed to provide a framework for the
following areas of focus:
Project overview
Goals and objectives
Project stakeholders
Project influences
Scope plan (both in and out of scope items)
Project staffing
Organization Administration Technology
Governance:
Organization structure
Organization benchmarks
Support:
Staff complement
Staff development/training
Staff competencies
Performance evaluations
External service providers
User liaisons
Service Delivery:
Project Mgt approach
Service level agreements
Helpdesk Administration
Network/workstation Mgt
Software deployment
Vendor management
Application development
Change management
Operating procedures
Application maintenance and
support
Cost of services
IT Strategy:
Project prioritization
Technology procurement
Project portfolio mgmt.
Business case development
Internet:
Remote access
Web site & security
Web strategy
Network (LAN/WAN):
Servers
Storage
Security
Applications:
Enterprise applications
Security
End-User Computing:
Workstation strategy
City of Carlsbad, CA
June 2012 Information Technology Assessment
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The major goal of this step was to ensure that the results of the project were consistent with the City’s
objectives for conducting the project.
Collect and Review Documentation
Plante & Moran reviewed existing documentation compiled by the City to gain an understanding of the
City’s technical, financial, business, and organizational environments. Documents included the following:
Scope of services provided and technologies supported by IT
IT staff job duties, responsibilities, and job descriptions
Expenditures on technology (hardware, software, networking, services, line charges, support,
maintenance, etc.)
Cost allocation methodology
IT organization chart
Technology plans and projects listing
Technology inventories for the following areas:
Hardware/software/technologies inventory
Network infrastructure and diagrams
Applications
Specific documentation related to the Managing For Results (MFR) project
Conduct Central and Department IT Staff Interviews
Met with the IT support staff individually and in small groups, to review their areas of support and other
organizational, administrative, and technology support components. Distributed a confidential
questionnaire to the IT staff that was intended to gather information in the following areas:
Job duties and responsibilities
Job requirements and resources
Organization structure
Work volume
Communication/working relationship
Other comments/suggestions
Supplemental questions
Review and Assess Technical Environment
Reviewed major IT installations.
Major steps included:
Technical surveys
Interviews with IT support staff
Review of major platforms, applications and IT standards
City of Carlsbad, CA
June 2012 Information Technology Assessment
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Benchmarking
Compiled the results from our “Best Practices” research and conducted applicable comparisons with the
City including the following areas:
Departmental structure and staffing patterns
Information technology funding levels and the allocation of those funds
Alternate service delivery options
Other areas deemed necessary
Conduct Stakeholder Interviews
Identify interactions with IT
Identify satisfaction with IT
Solicit feedback regarding project prioritization and governance
Discuss the departments’ perceptions as to how IT can improve
Assess how information about IT requests are gathered
Discuss how the scope of department IT initiatives are defined, and how the initiatives are
justified, approved, funded/budgeted, and prioritized
Discuss the approach taken to align IT initiatives with department priorities
Discuss the typical approach to project management
Prior to these meetings, departments received questionnaires to provide departmental input specific to
their area. We also conducted direct user feedback surveys via an online user satisfaction survey. Our
analysis also included discussions with IT managers and supervisors regarding user satisfaction.
Plante & Moran also conducted meetings with Department Heads at the City, to confirm our
understanding of their expectations for the engagement and to solicit their input regarding IT
performance in connection with city department’s goals and objectives.
Conduct Gap Analysis
Plante & Moran consultants utilized our proprietary gap analysis methodology, industry best practices
knowledge‐base, and the information collected and reviewed during the previous steps in order to
conduct a gap analysis. This gap analysis, which is presented in this report, compares City of Carlsbad’s
performance in the topical areas outlined earlier to industry best practices. As a result, our gap analysis
includes the following, organized by topical area:
Maturity rating
Priority
Level of effort
Observations
Opportunities
City of Carlsbad, CA
June 2012 Information Technology Assessment
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Conduct Preliminary Assessment
Based on the interviews and information collected via questionnaires, benchmarking, and user
satisfaction survey, we compiled the following:
Major findings
Issues and opportunities list
Preliminary benchmarking results
User satisfaction survey results
Preliminary recommendations
Using this information, we conducted an on‐site visit with IT management as well as Department
Heads and customers at the City in order to validate the information collected and to share
preliminary results in order to gain support for our recommendations.
Review IT Governance Model
We assisted in the development of an IT Governance Model that included the following areas:
Recommendations regarding IT policy
Recommendations regarding IT procedures
Recommendations regarding IT standards
Project identification, review, and prioritization
Annual technology budgeting
Project review process for departmental, line of business, and enterprise applications
Develop a Cost of Service Model for IT
Worked with Departmental budgeting and Finance to review reports on IT Spending
Categorized IT spending into narrowed categories
Calculated Cost of IT Services on select Applications and Infrastructure
Develop IT Assessment Report
We developed this IT Assessment Report based on the information collected in the previous steps.
City of Carlsbad, CA
June 2012 Information Technology Assessment
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SECTION 2: EXECUTIVE SUMMARY OF FINDINGS & RECOMMENDATIONS
This section of the report focuses on major findings, observations, and recommendations. Detailed observations
are organized by topical area in Section 4: Information Technology Assessment.
Significant Findings
The services provided by IT, like most City IT departments, can be categorized into three major areas:
1. Customer Support – This refers to services that are very visible to the end user, and can be easily
described as “day to day IT Support”. This includes Helpdesk, business analysts, and some aspects of
telephone support.
2. Infrastructure Support – This refers to those services that are typically not visible to the end user. These
services include technical support of data centers, communications equipment, and interfaces between
systems.
3. Application Support – These services are not only visible to end users, but are often integrated into user
departments. This service includes assisting users in identifying appropriate technologies, selecting and
implementing systems, and in redesigning business processes to achieve greater productivity. The
services provided in this category range from creatively evaluating new technologies to support of
specialized applications (e.g., the financial system).
Role of IT
Plante Moran surveyed the 13 Department Heads to determine their overall views and general satisfaction with
IT services. As part of this survey, the following question was asked:
Which of the following best describes your view of our IT organization?
Response Current view Desired View
Transactional – IT provides basic services and fulfills requests
from the business.
36.36% 0%
Business partner – IT understands business issues and partners
with business units to define problems and solutions.
63.64% 36.36%
Consultative – IT understands the business and technology
issues facing the organization and is proactive in providing
solutions that improve operational effectiveness.
0% 72.73%
Based on the response to this question, the majority of department heads who responded (11 out of 13
responded) view the IT Department as a business partner versus ‘transactional’ (i.e., keeping the systems up and
running with basic services). However, the majority (72.73%) would like to see IT’s role as more consultative.
Generally, department heads recognize that IT can help them improve the services they deliver to constituents.
As noted above, they are interested in partnering with IT to help make these efficiencies happen. As well, IT
recognizes the need to deliver services beyond transactional services and engaged Plante Moran to learn more
about the expectations of their customers and best practices for improving service levels through this IT
Assessment engagement leading up to and including the delivery of this report.
City of Carlsbad, CA
June 2012 Information Technology Assessment
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Strengths and Weaknesses
City staff indicated significant satisfaction with overall support services, which are provided by IT staff with the
exception of outsourced Helpdesk services (i.e., they generally viewed this as non‐value‐add, opting to call IT staff
directly). In particular, staff surveys indicated the following relative to strength/weaknesses of IT and the
interviews general supported these findings:
City of Carlsbad, CA
Strengths/Weakness – User Perspective
The following table represents overall strengths and weaknesses as noted by Plante Moran. These observations
are based on interviews and information received/reviewed.
City of Carlsbad, CA
Strengths/Weakness – Plante Moran Observations
Department Needs
Through the IT Department Head survey and meetings, departments identified the following as areas of need. It
will be important for the IT Department to further understand these needs and assist the departments in building
a business case to make these improvements and realize overall benefits.
1. Better integration between systems. For example, linking geographic data with permits/inspections system.
2. Business intelligence and link to performance management.
3. Technology improvements to enterprise systems such as financial, CRM and human resources (i.e., HCMS).
4. Better serve the needs of mobile users through apps, devices, etc.
5. Helping departments improve their awareness of enabling technologies through strategic planning
6. Improve partnering with departments to understand their operational issues and identify solutions to help
resolve them.
Note: regarding #5, 45% of department heads surveyed indicated that IT is not proactive in bringing solutions to
the table that the departments can implement and use; however, over 80% believe IT understands the issues the
departments face. This may be an indication that IT understands the issues but does not feel empowered to
deliver solutions that can resolve them.
Strengths Acceptable Weaknesses
Office Automation Suite
Internet Access
Email and Calendaring
Network Printers
IT Support
Financial System
Human Resources System
Remote Access
Business Applications
Business Analyst Role
Wireless
Network Performance (mostly
remote users)
Strengths Weaknesses
User Satisfaction
IT Infrastructure
Application Integration
Strategic Planning
IT Governance
Tactical Application Planning
City of Carlsbad, CA
June 2012 Information Technology Assessment
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User Satisfaction
An end‐user survey was conducted as part of the assessment process; as part of the survey, City end‐ users
indicated their individual thoughts on the following areas:
Overall, the scores for the end users surveys were overwhelmingly positive. The IT organization deserves
recognition for continuing to provide superior customer service while dealing with staff downsizing and budget
shortfalls. Safety Services IT was not included in these results, but were interviewed as part of the engagement.
59%22%
2%4%
13%
IT staff listen to my needs.
Strongly Agree
Somewhat Agree
Somewhat Disagree
Disagree
N/A 63%
29%
7%1%0%
Email and Calendaring are adequate for
my current and future needs:
Strongly Agree
Somewhat Agree
Somewhat Disagree
Disagree
N/A
38%
49%
10%1%2%
IT staff shares information that is of
value.
Strongly Agree
Somewhat Agree
Somewhat Disagree
Disagree
N/A72%
20%
4%1%3%
IT staff are “customer service” oriented.
Strongly Agree
Somewhat Agree
Somewhat Disagree
Disagree
N/A
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 13 of 71
Benchmarking
With respect to benchmarking, the following represents total information technology expenditures per City staff
compared to City of Carlsbad’s “peers” as well as the peer average:
We compared City of Carlsbad’s IT spending and staffing to seven peer cities. We found that on average the City
of Carlsbad’s spending is higher when compared to other cities on the basis of City size (employee count). The
City of Carlsbad spends about $6,437 per employee as compared to $5,240 for the peer median. It should be
noted that major differences in spending among communities can be based on a variety of factors including:
labor market differences, variety of applications supported, custom development versus packaged systems
utilized, level of custom integration (i.e., interfaces) required, etc. What tends to drive up the City of Carlsbad’s
total cost is the cost of supporting the applications. This may be attributable to the amount of custom integration
required due to the disparate nature of systems. For example, the City recently implemented a new human
resource and payroll system (HCMS), which is not directly integrated with the City’s financial system (IFAS). This
situation requires interfaces to be written and more complex reports to be developed due to separate databases
being utilized. This trend will continue if the City replaces IFAS, the current financial system, with a new financial
system or ERP that is not integrated with HCMS.
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$6,416
$5,563
$4,200
$6,824
$3,197 $3,316
$5,240
$6,437
Total IT Expenditures / City Staff
City of Carlsbad, CA
June 2012 Information Technology Assessment
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The following graph shows total City of Carlsbad users per IT staff
The City has less users per IT staff than the peer average but is generally on‐par with similar communities such as
Ann Arbor, MI and Pueblo, CO. Note that the peer average of 50 users per IT staff includes Alexandria, VA which
is an outlier in this comparison due to its high ratio of de‐centralized IT staff (60% de‐centralized). The difference
is due to several factors including:
1) IT provides some GIS data management services (3 FTEs) while this function often resides in the user
departments in peer organizations.
2) The City maintains a marginally higher than average ratio of IT Staff in the Enterprise Systems area (22.2%
of total staff) versus its peers (13.6% of total staff).
0
10
20
30
40
50
60
70
62
49 53
43 43 47 50
43
City Users / Central IT Staff Person
City of Carlsbad, CA
June 2012 Information Technology Assessment
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City Business Drivers for IT
During the Visioning Session that was held in April 2012, Plante Moran met with various members of the City’s
Executive and Management Teams. The team that we met with represented ITGC participants and the City’s
management team. During this session, Plante Moran provided an overview of summary observations as well as
an opportunities summary. In addition, Plante Moran solicited input from the participants relative to the
business drivers for IT as the City. The results of this discussion, summarized below, can serve as a basis for
future identification and prioritization of key IT initiatives. In addition, the can be used to justify the cost of IT
initiatives versus the benefits or satisfactory adherence to these business drivers.
City of Carlsbad, CA
IT Business Drivers
1. Automation of manual processes and related efficiency gains
a. Workflow
b. Content management
2. Allow self‐service for:
a. Employees
b. Citizens of Carlsbad
3. Management information (e.g., business intelligence)
4. Improve utilization of systems (e.g., through mobility, etc.)
5. Enable collaboration
It was noted that many IT initiatives should start with a proof of concept (as in the case with the BI project) and
demonstrate early success before committing to extensive costs.
Significant Recommendations
Short Term Recommendations (0‐60 days)
A. Project Request Process. We highly recommend formalizing and consistently communicating a standard
process for initiating and reporting on project requests. Departments would like more information about
what the current official process is for requesting a project, based on the interviews.
As a part of defining, communicating, and formalizing the process, make sure the following elements are
included:
(1) A clear definition of what constitutes a project.
(2) A clear consistent mechanism such as web‐based form, for initiating a project request.
(3) A consistent method and approach for prioritizing project requests. IT governance will play an
important role in this process.
(4) A mechanism for reporting information regarding the project request back to the project
requestor. Consider a web‐based reporting tool, such as the City’s intranet, and institute both
push (e.g., email) and pull (e.g., intranet web pages) mechanisms to disseminate this information.
(5) A clean transition between request, approval, and initiation processes.
B. Review and Revise Security Policies. While having good security policies in place is essential, we found
several areas in which policies were not understood, too strict, or overly cumbersome. Good security is a
balancing act between protecting the enterprise and being an unnecessary hindrance to staff trying to
perform their jobs. Some examples of problems that we observed were that IT staff of the same level
and of the same group within the support technicians had differing security access, GIS staff were having
problems obtaining remote support for servers, and some customers noted that internet filtering
appeared to be too strict and required more staff time unblocking sites than would be required if less
stringent filtering was put in place.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 16 of 71
Near Term Recommendations (61 days to 9 Months)
A. IT Governance Process. We recommend establishing a more formalized IT governance process in the
City. Because accelerated and pervasive technological change is likely to continue to be a dominant
feature of the future environment for organizations, governance is a critical item. The ability of
organizations like cities to manage that change will be determined in part by their ability to manage their
IT investments well. That, in turn, will be dependent on their ability to integrate best IT governance
practices into their decision –making processes.
The most basic foundation for successful IT governance is an IT steering committee. In many
municipalities, the City management team serves as this committee by allocating a portion of its weekly
or monthly meeting agenda to technology topics. Topics should include:
IT policy
IT spending priorities
IT standards
Major projects and ROI
An IT governance model for consideration by the City is provided in the Appendix. The cost of this
recommendation is nominal, but the benefits to the City of Carlsbad will be significant. The model clearly
identifies the five areas of involvement including:
IT Policies & Procedures IT Standards
Annual Technology Planning
Annual Technology Budget
Departmental and Line of Business Projects`
Enterprise Projects
The model also identifies the various management, staff, and team roles and responsibilities including:
City Management
IT Governance Team
Technology Standards Committee
IT Director (CIO) Office
Ad‐Hoc Committee
Department IT Liaison Staff
Central IT Staff
Department IT Staff
The model that we have provided is a proven and tested governance model that was developed by Plante
Moran for use in governmental jurisdictions throughout the country. Plante Moran recommends
tailoring and implementing this model based on the City’s unique characteristics and requirements.
Benefits of implementing this model at the City will include:
IT policies to allow for full implementation and integration of systems and data
IT standards and protocols to encourage efficiency
Enhanced IT decision making and greater clarity for IT staff
A prioritization and decision making process that includes all stakeholders
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 17 of 71
B. Project Management/Project Portfolio Management. We highly recommend a formal and structured
approach to project management as identified in this assessment. These disciplines will ensure that
projects are completed on time and within budget, and that project benefits are realized by the City.
Currently, there is no formal IT project management office, nor a portfolio system, to manage the IT
workload. These systems are key best practices to an efficient and effective IT organization. The costs of
this program will be limited to training of key staff; the benefits will extend to every future project.
As part of the project management office (PMO) establish processes, tools and standards for project
management. Obtain certifications (e.g., Project Management Professional) as appropriate. Staffing
should consist of at least one project managers and one project coordinator. PMO staff can be
augmented with consultants and contractors, as necessary, versus staffing for peak periods of project
activity.
C. Develop an IT Tactical Plan. Several IT products and initiatives exist in the organization today that do not
have a clear roadmap of what the product possibilities are and what the future use of the technologies
that are in place today by departments. Some examples include the Content Management System,
Permits and Code Enforcement, and the Financial System.
Long Term Recommendations (Over 1 Year)
A. Develop a Long Range IT Strategic Plan. Engage departments in an IT strategic planning process. The
result should be an IT Strategic Plan that will guide the deployment and support of information
technology solutions during the next 3 – 5 years, starting with the date of the final version of the IT
Strategic Plan. The IT Strategic Plan should align with the strategies adopted by the City during its
strategic planning process.
B. Strategic Sourcing. Continue to consider strategic sourcing such as “Cloud Computing” solution options
relative to future IT services and solutions. For applications undergoing replacement or requiring
significant upgrades, consider cloud‐based options. Incorporate this principal into the IT Strategic Plan.
C. Implement Business Intelligence Strategy. During IT Strategic Planning, develop an overall Business
Intelligence (BI) strategy and build off the City’s current BI initiative and early success. This strategy must
address the business intelligence needs by the City and its customers including business partners,
citizens, managers and employees. Prioritize BI initiatives using the new IT Governance process.
D. Citizen Relationship Management. Consider IT solutions in connection with the City’s CRM initiative.
Consider hosted and web‐based solutions (i.e., “Cloud Computing”) in order to minimize up‐front capital
investment, reduce on‐going maintenance costs and establish a predictable cost structure; especially with
software as a service (SaaS) contracts.
City of Carlsbad, CA
June 2012 Information Technology Assessment
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SECTION 3: COST OF SERVICES ANALYSIS
As part of the IT Assessment, Plante Moran performed an analysis to determine the City’s cost of IT
services. Plante Moran’s methodology for conducting the cost of services analysis, which has been
utilized on numerous similar engagements, included the following steps:
Conclude on scope. Plante Moran and the City agreed to include those IT items that are shown/
listed in the Towers of Service and Service Portfolio sections below. In addition, it was
concluded to include the IT Department’s costs, as well as IT capital costs for the Library and
Safety Departments. Labor costs for IT services outside of the IT Department are not included in
the cost analysis.
Data collection and validation. The data was analyzed for reasonableness, given Plante Moran’s
and the City’s experience with IT services.
Identification of reasonable assumptions. Reasonable assumptions were established for labor,
overhead, direct operating, and capital expenses. These assumptions are stated in the Cost of
Services Assumptions section that follows.
Complete analysis. Using the data and assumptions established in the previous steps, Plante
Moran calculated the costs for each of the City’s IT services.
Towers of Service
The chart below illustrates the “Towers of Service” that we used to develop the service portfolio used in
our cost of services model. These towers represent the “top tier” of the service portfolio (e.g., help
desk, data center operations, etc.) and how they are organized within a typical IT Department. Coloring
has been provided to represent the current levels of IT outsourcing within each tower.
City of Carlsbad
IT Towers of Service
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 19 of 71
As this chart indicates, there are 14 service towers and the majority of these services are provided in‐
house. It should be noted that Application Development is typically fully or mostly outsourced to third
party vendors in the form of commercial off the shelf (COTS) software solutions. Since the City of
Carlsbad develops and maintains some portion of their application portfolio, this tower is only partially
outsourced.
Although the Help Desk (the Call Center function)is currently showing fully outsourced, it should be
noted that the actual services being provided by the third party, do not include all of the Help Desk
services provided by the City, per the table entitled “Help Desk” illustrated on the following pages. The
outsourced service basically provides service request processing and only minimal or basic actual
problem resolution. In terms of typical Help Desk services, most organizations provide both basic and
advanced problem resolution.
Service Portfolio
The following tables represent the specific service lines the City of Carlsbad provides in each Tower of
Service:
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 20 of 71
The cost of service analysis that follows identifies how much the City of Carlsbad is spending for each of
the services in the above portfolio.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 21 of 71
Cost of Services Assumptions
For the City of Carlsbad, the cost of services analysis makes the following assumptions:
Services provided by the Information Technology Department (IT Department) to the various
end user departments and other customers are included.
Salaries and benefits were provided for each employee of the IT Department and allocated to
the services for each employee based on estimates of how employees spend their time. Salaries
and benefits are based on the budget for the 2011‐2012 fiscal year.
IT operating costs are based on the budget for the fiscal year ended 2012. Capital replacement
costs are estimated based on calculations for fiscal year 2012‐2013.
Capital items include investments in hardware, infrastructure, and all costs required to place the
capital items in service. These investments are included at an annual rate according to their
useful lives (i.e., depreciation or "refresh").
Direct Operating items, other than salaries and benefits, include such items as annual software
licenses, maintenance contracts, support services, and third‐party contracts. Similar to salaries,
these were allocated directly to services.
Overhead includes items that are general in nature and not directly allocable to specific IT
functions, such as salaries for administrative support and miscellaneous supplies. It is assumed
that each employee uses a similar amount of overhead, so these costs are allocated based on
the number of employees in each tier.
IT capital costs for Library and Safety Infrastructure are included in SaaS/Hosted Applications
and Applications, respectively. These capital costs are not related to the applications
themselves, but are shown along with the applications to aggregate the estimated IT costs for
these two departments (excluding the departments’ own IT labor costs).
Costs of applications do not represent the portion of IT infrastructure (e.g., Network, Services,
etc.) required to support each application. All IT infrastructure costs are allocated to the
relevant towers (e.g., Network/Telecommunications, Data Center Operations and IT Security).
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 22 of 71
The following chart indicates the cost of IT services at the City of Carlsbad.
City of Carlsbad, CO
Cost of IT Services Summary
The following data summarizes the cost of services by Tower as represented in the Tier 1 Allocations.
$‐
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
Cost of Services ‐All Towers ‐Tier 1
Salaries & Benefits
Overhead
Direct Operating
Capital
Total
Network/
Telecommun‐
ications
Operations
Data Center
Operations Security Help Desk
Desktop
Support
Database
Administration Applications
Disaster
Recovery
SaaS/Hosted
Applications
Governance
&
Management
Current Costs
Labor 2,745,616$ 107,819$ 198,289$ 174,436$ 92,163$ 283,839$ 168,116$ 988,758$ 3,531$ 98,776$ 629,889$
Overhead 308,975$ 12,509$ 22,149$ 18,484$ 10,676$ 42,068$ 16,891$ 116,722$ 398$ 12,668$ 56,409$
Direct Operating 2,069,359$ 668,175$ 145,500$ 85,000$ 104,000$ 48,200$ 1,760$ 874,550$ ‐$ 111,774$ 30,400$
Capital 1,766,683$ 358,576$ 567,211$ 78,913$ ‐$ 506,722$ ‐$ 140,891$ 8,708$ 105,662$ ‐$
TOTAL ‐ CURRENT COSTS 6,890,634$ 1,147,078$ 933,150$ 356,834$ 206,840$ 880,828$ 186,767$ 2,120,922$ 12,638$ 328,880$ 716,698$
All Towers of Service
Tier 1 Allocations
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 23 of 71
The following sections/tables provide a further breakdown of cost of IT services by Tower into “Tier 2
Allocations” by Tower. These allocations provide a greater level of detail with respect to the services
provided within each Tower.
Network/Telecommunications Operations
Data Center Operations
Security
Total Network (Data) Telecom (Voice)
Current Costs
Labor 107,819$ 67,772$ 40,047$
Overhead 12,509$ 7,649$ 4,860$
Direct Operating 668,175$ 610,535$ 57,640$
Capital 358,576$ 231,379$ 127,197$
TOTAL ‐ CURRENT COSTS 1,147,078$ ‐$ 917,334$ 229,744$ ‐$ ‐$
Network/ Telecommunications Operations
Tier 2 Allocations
Total Storage
Virtualization
& Servers
Backup and
Restore System Admin
Current Costs
Labor 198,289$ 26,371$ 93,428$ 27,898$ 50,591$
Overhead 22,149$ 2,868$ 10,995$ 2,868$ 5,418$
Direct Operating 145,500$ 47,000$ 28,000$ 38,000$ 32,500$
Capital 567,211$ 294,106$ 154,637$ 17,217$ 101,251$
TOTAL ‐ CURRENT COSTS 933,150$ 370,346$ 287,060$ 85,984$ 189,759$ ‐$
Data Center Operations
Tier 2 Allocations
Security
Total Firewalls
Other
Infrastructure
E‐mail
Security
Virus
Protection Patch Mngmt Web Security
Remote
Access AD Admin.
Current Costs
Labor 174,436$ 32,053$ 21,250$ 6,472$ 15,236$ 22,245$ 33,472$ 9,641$ 34,068$
Overhead 18,484$ 3,187$ 2,231$ 797$ 1,753$ 2,868$ 3,267$ 1,036$ 3,346$
Direct Operating 85,000$ 16,000$ ‐$ ‐$ 8,000$ 7,000$ 44,000$ 2,000$ 8,000$
Capital 78,913$ 68,293$ 10,620$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
TOTAL ‐ CURRENT COSTS 356,834$ 119,534$ 34,100$ 7,268$ 24,988$ 32,113$ 80,738$ 12,677$ 45,414$
Tier 2 Allocations
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 24 of 71
Help Desk
Desktop Support
Database Administration
Total Call Center
Current Costs
Labor 92,163$ 92,163$ ‐$ ‐$ ‐$
Overhead 10,676$ 10,676$ ‐$ ‐$ ‐$
Direct Operating 104,000$ 104,000$ ‐$ ‐$ ‐$
Capital ‐$ ‐$ ‐$ ‐$ ‐$
TOTAL ‐ CURRENT COSTS 206,840$ 206,840$ ‐$ ‐$ ‐$ ‐$
Help Desk
Tier 2 Allocations
Total
Asset
Management
License
Management Break / Fix
Desktop
Refresh
Managed Print
Service Training
Current Costs
Labor 283,839$ 49,528$ 11,967$ 118,933$ 68,438$ 18,744$ 16,229$ ‐$
Overhead 42,068$ 7,808$ 2,072$ 16,094$ 10,358$ 2,868$ 2,868$ ‐$
Direct Operating 48,200$ 3,000$ ‐$ 32,200$ 13,000$ ‐$ ‐$ ‐$
Capital 506,722$ 72,238$ ‐$ ‐$ 434,484$ ‐$ ‐$ ‐$
TOTAL ‐ CURRENT COSTS 880,828$ 132,573$ 14,038$ 167,227$ 526,280$ 21,612$ 19,098$ ‐$
Desktop Support
Tier 2 Allocations
Total
Database
Administration
Current Costs
Labor 168,116$ 168,116$ ‐$ ‐$ ‐$
Overhead 16,891$ 16,891$ ‐$ ‐$ ‐$
Direct Operating 1,760$ 1,760$ ‐$ ‐$ ‐$
Capital ‐$ ‐$ ‐$ ‐$ ‐$
TOTAL ‐ CURRENT COSTS 186,767$ 186,767$ ‐$ ‐$ ‐$ ‐$
Database Administration
Tier 2 Allocations
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 25 of 71
Applications
Applications (Continued)
GIS Services Utilities Transportation
Document
Management
System
Business
Intelligence Recreation All Others
361,010$ 55,812$ 26,581$ 55,408$ 75,383$ 38,312$ 92,782$
48,203$ 5,896$ 2,629$ 6,294$ 7,330$ 4,621$ 10,597$
65,821$ 85,251$ 2,800$ 33,000$ 2,775$ 18,877$ 28,040$
‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
475,033$ 146,958$ 32,011$ 94,703$ 85,488$ 61,810$ 131,419$
Tier 2 Allocations
Disaster Recovery
Total
Disaster
Recovery
Current Costs
Labor 3,531$ 3,531$ ‐$ ‐$ ‐$ ‐$
Overhead 398$ 398$ ‐$ ‐$ ‐$ ‐$
Direct Operating ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
Capital 8,708$ 8,708$ ‐$ ‐$ ‐$ ‐$
TOTAL ‐ CURRENT COSTS 12,638$ 12,638$ ‐$ ‐$ ‐$ ‐$
Disaster Recovery
Tier 2 Allocations
Total Financials/ IFAS Cashiering MS Office Permitting Work Order Web Safety
Current Costs
Labor 988,758$ 93,212$ 16,078$ 22,206$ 25,130$ 24,785$ 92,584$ 9,476$
Overhead 116,722$ 10,836$ 1,832$ 2,550$ 2,550$ 3,187$ 9,242$ 956$
Direct Operating 874,550$ 116,151$ ‐$ 240,638$ 28,000$ 88,557$ 30,935$ 133,705$
Capital 140,891$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ 140,891$
TOTAL ‐ CURRENT COSTS 2,120,922$ 220,198$ 17,910$ 265,394$ 55,680$ 116,529$ 132,761$ 285,028$
Tier 2 Allocations
Applications
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 26 of 71
SaaS/Hosted Applications
Total Library E‐mail ‐ OWA HR Payroll
Fleet
Management
Current Costs
Labor 98,776$ 8,801$ 52,009$ 35,487$ 2,479$ ‐$
Current Costs 12,668$ 876$ 7,649$ 3,824$ 319$ ‐$
Labor 111,774$ 73,274$ 38,500$ ‐$ ‐$ ‐$
Overhead 105,662$ 105,662$ ‐$ ‐$ ‐$ ‐$
TOTAL ‐ CURRENT COSTS 328,880$ 188,613$ 98,158$ 39,312$ 2,797$ ‐$
SaaS/Hosted Applications
Tier 2 Allocations
Governance & Management
Cost of Services Commentary.
In our cost of services analysis three Tower of Service areas stand out for being above or below market
costs. These are Data Center Operations, Network/Telecommunications Operations and Desktop/Help
Desk Support. Detailed costs for all Towers of Service can be found earlier in this section.
The costs around Data Center Operations are higher than industry averages. The City should look to
ways to reduce these costs. The City currently owns and supports 203 servers at a cost of $933K,
including labor, overhead, direct operating, and capital (see “Data Center Operations” on page 23). This
equates to a cost of $4,597 per server. Market data indicates that the City should spend $1,800 per
server, a considerable difference and opportunity to reduce costs. Regarding data center operations the
City’s costs appear to be the highest in capital and labor. There are many ways to reduce these costs
including:
reduce complexity by replacing the costly UNIX servers with Windows servers
further consolidating servers and storage
redesign how data center capabilities are provided
look to alternative methods of sourcing including outsourcing and leveraging Infrastructure as a
Service.
In traditional outsourcing a third party would own and operate part or all of the City’s data center
operations. In an “Infrastructure as a Service” model (IaaS), the City retains part of operations, but the
servers and infrastructure related to them are hosted in the cloud by a service provider such as Amazon
or Microsoft and consumed as a service. Further, the City could consider which current database
Total
IT Strategy and
Leadership
IT Planning
and Project
Management
Current Costs
Labor 629,889$ 268,876$ 361,013$
Overhead 56,409$ 21,831$ 34,578$
Direct Operating 30,400$ 24,940$ 5,460$
Capital ‐$ ‐$ ‐$
TOTAL ‐ CURRENT COSTS 716,698$ 315,647$ 401,052$
Tier 2 Allocations
Governance & Management
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 27 of 71
administration and disaster recovery services could be provided differently, thus potentially saving
additional costs.
For Network/Telecommunications Operations the City is currently spending less per unit than market
data indicates or would be spent if outsourced. Some outsourcing of components could also be looked
at, although a good number of the functions around security have already been provisioned to “As a
Service” providers.
Also, as indicated in the Information Technology Assessment, the City could likely further expand
efficiency and improve services for the Help Desk if it increased its use of its current help desk vendor,
thus further leveraging their investment in this service. Further efficiencies could be gained if the Help
Desk and Desktop Support services were obtained from a single source. Generally, the best results are
obtained if everything in the desktop and helpdesk area is either outsourced or all brought in house.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 28 of 71
SECTION 4: INFORMATION TECHNOLOGY ASSESSMENT
Management Summary
The overall goal for implementing technology is not for the technology itself but rather to enhance
existing business processes performed by individual departments and processes that are performed
across the City. Technology is intended to enhance these business processes by:
Making them more efficient
Making them more effective
Improving decision‐making
Providing enhanced customer service to both internal and external customers
Improving access to information
Reducing costs
As such, the goal in conducting this IT Assessment is to provide a coordinated, planned approach toward
the deployment of technology with the intention of supporting the business goals of the City and
implementing its information technology plan.
Please note that for each observation, we have included the maturity rating of the item and the risk to
the organization relative to not performing the suggested actions. The following scales have been
developed to measure the maturity and risk levels for the various IT assessment areas:
Rating Maturity Description Risk Level
Best Practice in the
Industry
Low ▲
Mature or Fully
Implemented
Moderate ▲
Progressing/Fair High ▲
Improvements Identified
Needs Significant
Improvement
It is very rare that a 5‐star rating is given in any area, as that rating represents an absolute best practice
in the industry. Plante Moran recommends organizations identify strategic or high value service areas
and strive for 4‐stars or better in those areas. In addition, depending on an organization’s tolerance for
risk, Plante Moran recommends moderate or low level of risk. Any high risk areas should be addressed
immediately.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 29 of 71
The table below, the “report card” provides a summary, by topical area, of the maturity and risk rating
we assigned based on our direct observations, interviews, data collected and review of documentation
at the City of Carlsbad.
City of Carlsbad, CA
Summary Maturity and Risk Rating by Topical Area
Topical Area Maturity Risk
Organization
Organization Structure ▲
External Service Providers ▲
User Satisfaction Survey ▲
IT Governance ▲
Staff Development/Training ▲
Technology Budgeting/Funding ▲
Administration
Project Portfolio Management ▲
Help Desk Administration ▲
Database Administration ▲
Network/Workstation Management ▲
Software Deployment ▲
Vendor Management ▲
Application Development ▲
Change Management ▲
Operating Procedures ▲
Application Maintenance and Support ▲
Cost of Services ▲
Project Prioritization ▲
Technology Procurement ▲
Business Case Development ▲
Disaster Recovery Planning ▲
Technology ‐ Infrastructure
Infrastructure – Network ▲
Infrastructure – Security ▲
Infrastructure ‐ Telecom ▲
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 30 of 71
Topical Area Maturity Risk
Infrastructure – Servers, Storage, and Backup ▲
Data Center Management ▲
Technology ‐ Internet
Remote Access ▲
Web Site Strategy ▲
Technology – Applications
ERP System ▲
HR Payroll (HCMS) ▲
Business Intelligence ▲
Other Applications ▲
Mobility ▲
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 31 of 71
IT Assessment – Organization
Maturity Risk
4.1.1 Organization Structure ▲
Observations:
The City has one part‐time Project Manager and it is unclear how a project gets initiated
through the PMO and IT staff are working on.
In an effort to connect IT with the departments, the City has created “Business System
Specialist” positions for several departments (former Public Works, Library, and Finance).
These staff attend IT meetings, but are not within IT’s control or budgets. The Departments
may not be receiving as much value from the Business System Specialists as they would like,
and find it difficult to share Business System Specialists when they are budgeted across
multiple departments. These staff may provide greater value as IT resources. However, the
departments may feel a loss of control over the Business System Specialists in this case.
There is a great disparity in salary step between the Customer Service Associates and the rest
of the department, especially the entry level networking position.
The overall structure of the organization seems to be appropriate, given the size and the
reporting relationships are also working well.
There are general concerns among departments regarding taking on new IT projects.
Although there is a need, departments do not believe the City has the required resources
(e.g., staff) to implement relative to both IT and the departments themselves.
Opportunities:
Establish a PMO and convey the importance of applying PMO concepts to all projects,
regardless of whether a project manager from the PMO is assigned.
Supplement the PMO and other required project staffing with third party specialists. Many
local governments are taking this approach to access skillsets they don’t have internally on an
as‐needed basis and to avoid accumulating legacy costs.
Consider placing the Business System Specialists within the IT Department, especially where
these specialists use more IT skills such as report writing, data extraction and software
configuration. If Business System Specialists are performing a pure “Business Analyst” role
and the department is large enough to warrant a full‐time resource, leave these analysts in
their current role. Also, consider making a Business System Specialist responsible for
reaching out to and maintaining relationships with those departments that do not require a
dedicated Business System Specialist.
Examine the disparity and re‐classify the Client Systems Associate position as appropriate.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 32 of 71
Maturity Risk
4.1.2 External Service Providers ▲
Observations:
Productivity Associates operates the Helpdesk for the City, but is more of a log and dispatch
operation because of the limitations put on them by the City technical staff including the lack
of access that they have to systems.
Outsourced email is being provided by Microsoft, through the Office 365 offering.
Both the Parks & Recreation Department and one of its contractors are tracking tree
maintenance.
Velocity is hosting the Lawson solution (HCMS).
Several consultants assist with various new projects. For example, a consultant was
used to assist with the implementation of HCMS.
Opportunities:
Engage the Productivity Associates vendor to expand what offerings they are providing to the
city. The relationship should be leveraged to provide the support that is required to have a
fully functioning helpdesk. Proper clearances should be obtained so that they have access to
some City systems to make them a more functional partner.
The City should evaluate its costs for tracking tree maintenance and determine whether it
would be more financially feasible to engage its vendor for this purpose.
Maturity Risk
4.1.3 User Satisfaction Survey ▲
Observations:
Top Two Areas of End User Satisfaction in each Category
Survey Category Metric % Favorable
Response
IT Director and Leadership IT Staff are Customer Service Oriented. 95.1%
IT Director and Leadership IT Staff listen to my needs. 93.7%
Communication Adequate notice is given for scheduled maintenance 92.0%
Communication IT informs me when a problem cannot be resolved within
the promised time.
89.9%
Technology Service and
Support
IT Staff behave professionally 99.2%
Technology Service and
Support
There is a level of trust in working with IT Support Staff 98%
Effective Support Application Support 86.5%
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 33 of 71
Maturity Risk
4.1.3 User Satisfaction Survey ▲
Effective Support Desktop Support 94.7
Enterprise Technologies Email and Calendaring 92%
Enterprise Technologies Office Automation Suite (MS Office) 98.4%
The customer satisfaction scores as rated by the user community are quite high. There was an overall
sense that their day to day needs were being met.
Bottom Two Areas of End User Satisfaction in each Category
Survey Category Metric % Favorable
Response
IT Director and Leadership The Technology budget and staff appear appropriately
sized for the organization.
58.9%
IT Director and Leadership The IT chargeback process is understood by my
department.
47.8%
Communication The Organization’s long range technology vision is shared
with me
54%
Communication IT staff share information that is of value 86.2%
Technology Service and
Support
There is a clear process by which IT related issues are
prioritized and resolved
76.1%
Technology Service and
Support
IT has provided me with the tools and technologies to
effectively work remotely
62.7%
Effective Support Business Analysis 38.1%
Effective Support Remote Access Support 63.6%
Enterprise Technologies Wireless 60.8%
Enterprise Technologies Document Management 66.4%
The bottom scores in the user satisfaction area are actually not that low. It was difficult to
ascertain where the opportunities to improve customer satisfaction were. One theme that
was heard repeatedly was the need to the IT Department to be more proactive in helping the
department with future needs .The entire survey that was distributed to city staff is not
included inside this report, but rather as an attachment. Please refer to the attachment for
the complete results.
Generally, users indicated communication regarding upgrades could improve (e.g., migration
from Microsoft Office 2007 to Office 2010 was not well communicated).
Opportunities:
Select 2‐4 areas for improvement and focus on improving the results in the next year.
Conduct regular surveys (i.e., annually) including those areas that you are focusing on and
report out the results.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 34 of 71
Maturity Risk
4.1.4 IT Governance ▲
Observations:
The City’s departments have a variety of IT investment needs, although the City has not
developed a method for prioritizing or funding these needs. The City has established an IT
Governance Committee (“ITGC”) for reviewing and authorizing IT projects as well as an
“Innovation Fund”. While these provide a means for an objective review of projects, the
sentiment is that the processes and funding are subject to the City Manager’s discretion.
Several departments indicated that the ITGC was providing little value since meetings were
largely centered around various department’s interests versus around a single, cohesive IT
strategy. Further members of the ITGC did not feel empowered to make decisions around IT
and that there was a disconnect between city management and the team around priorities
and approvals. Additionally, there are too many levels of approvals that are needed to begin
a project. This discourages innovation.
Opportunities:
Implement an appropriate IT Governance Model, Structure and discipline. Refer to the
Appendix for an example of an IT Governance Structure.
Develop an organization‐wide strategic plan and determine related technology investments,
assigning resources (both funding and people) accordingly. For the City’s Governance
Committee, assess whether the right people are on the committee, the level of
complexity/simplicity required, and the objectives of the committee.
Maturity Risk
4.1.5 Staff Development/Training ▲
Observations:
The departments generally expect IT to inform them of the latest technological advances for
completing their work more efficiently and effectively. However, IT is currently mainly
supporting the systems that are in place, and may not have the capacity or business
knowledge to identify best practices for the departments to implement.
The IT staff is afforded some training opportunities, but there was a clear desire for more
opportunities.
Opportunities:
Maintain open communications with the departments, working as partners, to identify areas
in which technological advances are needed.
Assign IT staff responsibilities to attend conferences and read literature that will identify
technological advances for the departments.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 35 of 71
Maturity Risk
4.1.6 Technology Budgeting and Funding ▲
Observations:
IT costs are allocated to the departments based on a cost allocation plan, which includes such
costs as $4‐6K per year for laptop support, which is equal to the City’s total IT budget divided
by each department’s number of computers.
The funding of capital items, such as Automated Meter Reading Systems and CCTV vans, is
based on departments’ ability to spread the costs over several years in order to fund the
purchase out of annual operating budgets. This can lead departments to purchase the
cheapest, no‐frills items in place of items that could increase the departments’ effectiveness
and value to the community.
The City does not have a budgeting module for its ERP system.
Opportunities:
Continue to utilize the Cost of Services Model provided through this project to understand
the City’s actual annual costs of providing IT services, especially for deciding what IT services
to offer and at what cost.
Create and utilize a budget projection showing the upcoming 5 years, incorporating recurring
expenditures and any one‐time costs. Ensure that expected amounts are based on as much
information as is available.
Revise the City’s cost allocation plan to appropriately accommodate the City’s cost drivers
and direct appropriate incentives.
Continue to refine the process for considering return on investment of items when evaluating
purchasing needs.
Consider purchasing a budget module for the City’s ERP system, to enhance the City’s ability
to budget and allocate costs throughout the organization.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 36 of 71
IT Assessment – Administration
Maturity Risk
4.2.1 Project Portfolio Management ▲
Observations:
The City’s IT Department maintains a comprehensive listing or “portfolio” of projects. A
project portfolio is a collection of projects that in total make up an organization’s investment
strategy. Project portfolio management is the process used to properly manage these
projects and ensure they deliver the intended results (i.e., achieving the organization’s goals).
Projects that are authorized tend to depend on the amount of lobbying or demonstration of
the business case, rather than an organization‐wide strategic plan. In the absence of the City
Manager’s approval of Innovation Fund funding, the departments tend to pursue their
projects with their own funding.
Staff question whether current projects are a priority over those they would like to see (e.g.,
whether HCMS will offer a significant value to community members or whether an art GIS
map should have a higher priority than a GIS map of construction sites).
Opportunities:
Form a project management office (PMO) and assign project portfolio management to this
PMO.
Develop an organization‐wide strategic plan and determine related technology investments,
assigning resources (both funding and people) accordingly. For the City’s IT Governance
Committee, assess whether the right people are on the committee, the level of
complexity/simplicity required, and the objectives of the committee.
Create and maintain a project portfolio consisting of IT projects City‐wide. Institute a project
portfolio management process (PPM).
Publish a Strategic and a Tactical Plan, and maintain open communications with the
departments to invite and address their concerns.
Maturity Risk
4.2.2 Help Desk Administration ▲
Observations:
Item Response
Hours of Operation 24/7
Help Desk System Outsourced (Operation is also outsourced)
Workstation Management Software Novell Zenworks
End Users Supported 959
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 37 of 71
Maturity Risk
4.2.2 Help Desk Administration ▲
Computers Supported 950
Technician to Computer Ratio 1:317 250:1
Annual Call Volume (estimated) ~4000
% of Tickets Received by (estimated):
Telephone Call 95%
Email 5%
Self Service NA
Printing
In house management. Looking for
managed service.
All IT groups interviewed viewed the outsourced help desk operation as a log and dispatch
operation. Little added value was perceived. Many of the staff members mentioned that
the majority of calls are resolved by escalating the ticket to the City’s own IT support staff.
The outsourced Helpdesk contract is up in April 2012 and will be receiving a 6 month
extension to determine the best way to proceed.
The annual helpdesk contract was set at a “not to exceed” $130,000. It has been negotiated
down to $80,000 to $85,000.
The responsibility of the management of the helpdesk falls to a Senior Management Analyst
that has little operational responsibility for the functions that it performs.
IT staff report that many customers call them directly for service, interrupting their planned
activities and shifting focus off of project work. The tickets are sometimes, but often not,
recorded in the ticketing system.
The Library stated a concern that issues could take up to 24‐hours to resolve if the help desk
technician is unable to get online, which is a concern given the Library’s weekend
operations.
Opportunities:
Decide as an organization what you want the helpdesk operation to develop into. With that
decision, either RFP for just a phone answering service or a full fledge outsourced helpdesk.
The IT organization needs to be more open to providing additional access if the full helpdesk
is chosen as it will require that additional access be given to the company. Also, develop
clearly defined SLAs and implement an appropriate escalation process to coincide with
them.
Align the management of the helpdesk with the IT Manager of Enterprise systems to better
enable an “end to end” solution.
Institute an educational program for employees and customers to call the helpdesk with IT
issues versus calling the IT employees directly. Instruct employees to make sure there is a
consistent message regarding reporting of issues through the helpdesk.
Consider sourcing the deskside support and the helpdesk within the same entity be it
internal or outsourced to garner the best efficiencies from the service.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 38 of 71
Maturity Risk
4.2.3 Database Administration ▲
Observations:
City staff have identified an opportunity to improve service levels by linking the DMS, GIS, and
asset inventory databases. Staff would also like to have databases for asset and property
management. Hansen does not currently provide work orders for asset or property
management.
There are data errors within the asset inventory database, which may be a result of the data
provided for input.
The GIS database has data errors and is difficult to search. It is supposed to allow for clicking
on pipes to obtain all relevant information. However, it is necessary to know drawing
numbers and spell search criteria exactly to look up information, which is not always
practical.
The City is in the process of creating a CRM database (“Constituent Relationship
Management”), which has been in process for approximately 2 years. This project is led by
the Deputy Library Director, with advice from an external consultant. The City is in the
process of issuing an RFP for this CRM system. Staff would like to see this database
functioning sooner than later.
The City does not have a city‐wide contract management database. Rather, it created a copy
of the same database for each department, resulting in multiple, varying databases.
Opportunities:
Develop and incorporate the linkage of the DMS, GIS, and asset inventory databases and the
updating of the GIS database into the City’s IT Strategic Plan.
Ensure that the process of obtaining and entering asset inventory data uses the most recent
information and reliable methods for input.
Involve an IT Project Manager in planning the CRM project and holding parties accountable.
Establish a city‐wide database for contract management.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 39 of 71
Maturity Risk
4.2.4 Network/Workstation Management ▲
Observations:
:
.
Equipment City Standard
Connected Workstations 950
Workstation Hewlett Packard
Printers Hewlett Packard and Mixed, over 100 locally attached
NetworkEquipment Cisco, with very little 3Com remaining
Directory Services Active Directory (AD)
Workstation OS Windows XP
Office Productivity Office 2010
Standards
Safety IT adheres to the standards that are set forth by City IT Department. While this makes
sense in most cases, the Safety IT team has purchased the same SAN and backup systems,
that are too large for the size of their operation, and the planned backing up of each other’s
systems hasn’t happened that would have utilized this excess capacity.
There are good reasons for the standards around disaster recovery capabilities, but those
haven’t been planned out or tested and would need to be figured out in the case of actually
needing to use the equipment.
Virus/Patch Management
BigFix (IBM Tivoli Endpoint Manager) is used for Virus/Patch Management
Moving to Microsoft Configuration Manager 2012 (When Released)
Software Deployment
BigFix, if any
There is no formal plan to move the city off of Windows XP on the desktop and upgraded to
Windows 7.
Network Management
Solarwinds is used for network management and monitoring.
Hewlett Packard Discovery and Dependency Mapping Inventory is also used.
Funding for PC Refresh appears to be adequate, though the life of the PC is often 5 years, not
4 years as advertised because of the way that the PCs are funded to be replaced or when the
replacement occurred in the cycle.
Other
Staff experience issues with the compatibility of laptops and overhead projectors in
conference rooms, resulting in downtime for staff.
At times staff share computers because of the high cost associated with the purchase of
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Maturity Risk
4.2.4 Network/Workstation Management ▲
computers for departments (see “Technology Budgeting and Funding”). As a result, some
staff need to take turns / wait for an opportunity to enter their hours worked into the
timekeeping system or to check e‐mails. The City has increased staff access to computers by
installing kiosks with computers, although there are some issues with the setup of new
employees on the kiosks. Given that staff do not receive paystubs (because of direct deposit)
and may not have access to e‐mail, it can be challenging to disseminate information.
Opportunities:
The stopgap measure of using various tools until System Center 2012 release is impacting
replacement of several important, high profile systems such as virus protection and asset
inventory tools. Release of the “Release Candidate 2” was on January 17th 2012, but the
actual release date is unknown.
A formal initiative and project plan needs to be created for the migration to Windows 7.
Microsoft will be ending General support on April 8, 2014 (http://windows.microsoft.com/en‐
us/windows/products/lifecycle) and the effort to move platforms is significant. There is no
indication at this time that this end of support date will be extended.
Each purchase of infrastructure for Safety IT should be weighed as to whether the city
standard is appropriate for their operation.
Research and rectify the cause of laptop/projector incompatibilities and develop standards to
prevent future issues.
Investigate the issue around adding new staff to kiosk computers.
Investigate remote access for time entry in order to accommodate staff who do not readily
have access to computers, as well as to offer enhanced features for other staff who could
benefit from remote time entry.
Maturity Risk
4.2.5 Software Deployment ▲
Observations:
ZenWorks is the tool that is supposed to be used for software deployments, though staff
report it to be unreliable and therefore it is not utilized often.
There is no solution in place for Application Virtualization.
Application Installs for departmental applications are being done by the applications team.
Patches are applied through a product called “BigFix”.
Opportunities:
Investigate and install one of the Application Virtualization technologies such as VMWare
Thinapp or Citrix XenApp for reducing the amount of desktop installs that need to be
completed. This will be crucial in the move to Windows 7 as applications are found not to be
compatible with Windows 7.
Implement automated installations with System Center 2012 when it is released, but as a
stopgap measure train IT staff to perform the installs to help with customer service and to
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Maturity Risk
4.2.5 Software Deployment ▲
free up application staff time.
It is expected that applying patches, at least for desktops, will be moved to Windows
Software Update Services with the installation of Configuration Manager 2012.
Maturity Risk
4.2.6 Vendor Management ▲
Observations:
Hosted email is identified by staff as difficult to support. A change in the account team was
recently completed to help manage this contract. Current Business Productivity Online
Standard Suite (BPOS) is being replaced by the Office 365 offering. This project is complete.
No IT team interviewed expressed satisfaction with the current vendor for helpdesk services.
AT&T was viewed as a relatively stable provider for network services.
In some cases (Helpdesk), the implementation is bare minimum and the vendor relationship
is treated as an adversarial one.
Opportunities:
Work with the IT teams to create better “openness” to vendor services. The prevalent
thoughts are that there is a loss of “control” or that they are being punished when a
technology is sourced outside.
Maturity Risk
4.2.7 Application Development ▲
Observations:
Limited custom software development exists in the environment. The City uses almost
exclusively a packaged, off the shelf methodology.
Some limited development exists in augmenting or redesigning customer created MS Access
Databases. Some effort is being made to recreate these in .Net.
Significant in‐house development time is spent on configuration and data integration.
Tools
Team Foundation Server (formerly known as VSS – Visual Source Safe) is used for source code
versioning.
Sybase Power Designer is used for Data modeling.
Visual Studio is used for Application development.
SharePoint Designer is used for designing SharePoint web pages.
Dreamweaver is used for some web design and publishing.
Opportunities:
None
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Maturity Risk
4.2.8 Change Management ▲
Observations:
Throughout the organization, change management relative to new systems and
enhancements is viewed as IT’s responsibility.
There is a formal process for change control for internal IT changes.
Departments (such as the Library) feel a need to react quickly to changes made if they were
not informed of them well enough in advance.
Opportunities:
Change Management needs to be formalized and a process introduced that gives all
employees’ visibility into the proposed changes. Change management is a City‐wide
responsibility and should be an integral part of any major change initiative. Overall, change
management can be infused into the culture of an organization and should be repeatable.
Maturity Risk
4.2.9 Operating Procedures ▲
Observations:
The process of hiring new employees includes manual processes that could be automated.
For example, candidates apply online, but City staff must reenter the applicant information
into its NeoGov. In addition, new employees are likely to have trouble using the kiosks.
Some IT staff expressed an interest in using SharePoint as a repository for documentation
and other operational items.
Several departments interact extensively with consultants on a variety of projects, sending
several iterations of project deliverables to one another either in hardcopy or via e‐mail.
Not all staff have computers, restricting the ability to communicate with staff and for staff
to efficiently perform their tasks. In addition, information that was previously
communicated in hardcopy along with pay stubs is no longer communicated because pay
stubs are now provided electronically. The Intranet is only used as a repository for forms.
The City has invested in kiosks to better enable staff to check their e‐mails.
Microsoft limits e‐mail attachments sizes, and does not allow staff to zip files in order to
reduce file sizes. Files that are too large to send require burning to CD and mailing, which
may be more labor intensive than necessary.
Within IT, the process for requesting new servers is not working. Staff members report
requesting new servers months in advance and the requests are not fulfilled, nor is it
communicated why they are not fulfilled.
Opportunities:
Devise a Wiki for the IT staff to use and train them accordingly.
The departments could increase their efficiency and effectiveness through using SharePoint
2010 for collaborating with consultants.
Consider updating the Intranet more frequently as a source for disseminating updates to
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Maturity Risk
4.2.9 Operating Procedures ▲
staff.
To increase usability and access to information, consider moving the Intranet to SharePoint.
Change or fix the server request process so that it is used and followed by the employees.
Maturity Risk
4.2.10 Application Maintenance and Support ▲
Observations:
The City owns many software applications, but does not track each license’s usage and the
related expiration dates. The City may be using software beyond the expiration date or
paying for licenses that are not in use. Further, software and equipment may move
locations or transfer to another department without sufficient oversight.
There is a general feeling that the City has purchased too many, non‐integrated software
packages.
Opportunities:
Track the City’s software licenses and monitor usage to ensure the City is not paying for
services it is not receiving.
Develop a plan to replace software packages with integrated systems as time allows. When
selecting software for departments, if existing packages perform most of the functions that
are required, then it should be considered rather than a package that must be purchased
new and supported separately—even if it doesn’t fit the department’s needs 100%.
Software should be considered an asset as any other capital item and funded for
replacement.
Maturity Risk
4.2.11 Cost of Services ▲
Observations:
Generally, the City does not have a clear indication of its costs for providing IT services,
other than what is expressed in the overall budget.
The IT Department has a good understanding of where other City costs related to IT reside;
e.g., Fire Department/JPA, SCADA system, department IT staff, etc., however there is no
overall understanding of what these costs are.
A cost of services analysis was prepared as part of this engagement. Results are included in
this report.
Opportunities:
Track City‐wide costs using the analysis prepared in this report as a baseline.
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Maturity Risk
4.2.12 Project Prioritization ▲
Observations:
There is no formal project prioritization. Projects are reviewed and approved by the
Information Technology Governance Committee (ITGC), but prioritization is established by
IT management.
There have been several initiatives that have been started that seemed to have been a good
idea for the IT organization, but not followed through on. Some examples include:
marketing, customer service, and strategic planning training.
There is a consensus with the customers that the IT Department needs more direction and
overall “vision“ as it relates to enterprise applications.
Opportunities:
Follow through with initiatives and methodologies that employees are trained on, or
conversely, explain to them why the initiative is not going to be implemented.
Develop a Strategic Plan for the IT Department. Also, consider revising the IT Director role
to a “CIO” level position to implement the City’s IT Strategic Plan.
Maturity Risk
4.2.13 Technology Procurement ▲
Observations:
All technology procurement is done through IT and Finance helps enforce this policy
through purchase order and credit card monitoring.
Multi‐function copiers (Xerox Type Copiers) are purchased by departments individually and
no standard models exist for them to choose from. They can purchase whatever they wish.
This results in excessive time spent identifying needs and evaluating possible solutions,
significant variety, and lost opportunities for volume discounts (e.g., purchasing copiers and
maintenance contracts). This also adds to the complexity of using them as network print
devices as all of the manufacturers tend to do it differently, leaving a steep learning curve
for IT staff that need to troubleshoot and support them.
There is a general feeling that the City is lacking funding to pursue IT projects, even though
the City has significant fund balances and stable revenue streams.
Opportunities:
Centralize IT equipment purchasing in order to simplify the process and reduce the costs for
the departments.
Assess the City’s ability and willingness to finance IT projects that increase citizens’
satisfaction, future revenue streams, and deliver cost savings.
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Maturity Risk
4.2.14 Business Case Development ▲
Observations:
Business case development occurs as a normal part of the project approval process. They
are presented to the IT Governance Committee for review.
Project teams’ financial estimates for projects tend to be underestimated initially, requiring
increases over time (this was specifically mentioned for the upgrade to HCMS). This creates
unplanned strain on departments’ budgets.
Opportunities:
Conduct sufficient due diligence to ensure that financial estimates are conservative.
Prepare a business case for all significant IT projects, provide appropriate contingency
funding, and demonstrate alignment with an overall IT Strategic Plan.
Maturity Risk
4.2.15 Disaster Recovery Planning (DRP) ▲
Observations:
The Disaster Recovery Plan was last updated in 2007.
The 2007 Plan is a mostly complete plan with recovery time objectives and system
prioritization. However, the plan hasn’t been tested and regularly updated as the plan itself
dictates.
The DRP as it exists today needs to have more specific information as to what the sources of
equipment will be and what contracts are in place with outside agencies to assist the City in
its restoration efforts.
Replication systems exist for the financial system, imaging and for utility billing at an off‐site
data center.
Opportunities:
The disaster recovery/business continuity plan needs to updated as soon as possible.
Ensure the disaster recovery plan allows for sufficient recovery time (i.e., recovery time
objectives) for City systems according to a business impact analysis. The plan supplied
seemed ambitious in the worst possible scenarios. We have doubts that most operations
could be retored in 4 days with the current plan.
Resources need to be dedicated to this area to improve the capabilities.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 46 of 71
IT Assessment – Technology Infrastructure
As a part of this assessment, a high level review of the technical components was provided. While our
assessment identifies some opportunities that can improve the technical environment, it is clear that
the City has made some significant investments in technology (infrastructure, network, servers, etc.).
Through proper leadership, appropriate enforcement policies and procedures, training, and project
management, the IT environment can be improved.
Maturity Risk
4.3.1 Infrastructure – Network ▲
Observations:
Item Response
Network Infrastructure Cisco
Security Infrastructure Cisco and Outsourced
Wireless Network Cisco
Remote Access Cisco Securenet VPN
Directory Services Active Directory
Wireless Network Infrastructure Cisco 1525 Controller
# Sites on Network 25
Internet Access AT&T (2 Sites)
Network Monitoring Solarwinds
Web Content Filtering ZScaler (Hosted)
There are disparate security rights for IT employees within the same team. An example was
given that some IT staff members have more access to systems than others within the team
even though they perform the same functions
Security rights have been taken away without notice to some individuals.
Employees report that they do not have the proper level of security rights to perform their
jobs and that Network Team members have to be brought in for even low level tasks.
GIS team members report that remote support from ESRI now requires permission from
Network team members and often the team is not available to grant access when the
support is needed and has to be done after the fact.
The GIS area has noted that it is difficult to use some of its software due to limitations in the
infrastructure, namely the server capacity and the speed of the network.
The Network Infrastructure has multiple locations at or below T‐1 speeds. This level of
service is not adequate for most current and future needs. User departments consistently
complained about slow system performance and this impacts their productivity (e.g., Fire,
Library, etc.). This section’s maturity rating was lower than otherwise because of this factor.
The Library and other City facilities would like to increase its bandwidth and wireless
presence, noting that any bandwidth it adds is quickly utilized given increasing patron
demands.
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Maturity Risk
4.3.1 Infrastructure – Network ▲
The Parks and Recreations Department’s community centers may not have wireless access
and would like to provide and expand wireless service to the staff and public.
Infrastructure service providers such as Amazon or EC2 may be able to provide
infrastructure services at a reduced cost.
Opportunities:
Equalize security rights by job level or team. A team member performing the same duties as
other team members should not have to rely on other staff to perform routine tasks. This
negatively impacts customer service
If changes in security levels are needed, they should be clearly explained to the team losing
the rights, with an explanation of why they are being removed and how they should
function in the future.
Complete a review of what teams have access to what systems today and determine the
correct level of access that the teams need to be efficient and effective. At the same time,
set expectations for what is allowed with the rights and what is not allowed with the rights.
Devise a way that GIS can obtain the needed support at the time that it is needed so that
systems can be fixed in a timely manner.
Funding is being sought as part of the expansion of wireless throughout the city.
The proposed Optiman network of 5MB to 10MB to address slow connectivity is just barely
adequate in most cases. A more robust solution should be considered, such as fiber, to
address increasing demand.
GIS continues to struggle with the server speeds, but has made an arrangement to test the
applications on Amazon’s EC2 Cloud for a period of time. While this will alleviate the server
issues, there is still concern about network speed and the speed of the connection to the
internet from Amazon. These should be included in any measuring of the success of the
project.
Maturity Risk
4.3.2 Infrastructure – Security ▲
Observations:
User Access Permissions performed by Client Systems Administrator
Content Filtering is outsourced and is provided by Z‐scaler.
Security Audits are performed on some aspects of the organization.
IT security rights for IT staff are too restrictive for the nature of the work.
Remote Access is provided by Cisco Remote Access VPN 5500
o There is no physical access control system in place that tracks the movements of the
various staff throughout the workspace and the data center. Today, a numeric pad
serves to provide access for anyone with the code. The code is the same for
everyone, though the codes differ depending on the secure areas that need to be
accessed.
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June 2012 Information Technology Assessment
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Maturity Risk
4.3.2 Infrastructure – Security ▲
Penetration Testing. Security Penetration test was last performed in 2008
o Perimeter Controls. No Intruder Detection or Intruder Prevention is installed.
Opportunities:
A system should be implemented within the IT physical space that is based on individualized
access, such as a security access card. A system that tracks access by person is essential in
tracing back security issues.
Security controls are not flexible enough in some cases, yet basic needs such as intruder
detection remain an unmet need.
More thorough security audits should be planned for and executed, especially in the area of
users who have left the organization.
Maturity Risk
4.3.3 Infrastructure – Telecom ▲
Observations:
The overall Telecom infrastructure at the City is acceptable today, but it has a short runway for
continued use and a plan for the future should be created. Detailed observations on various aspects
of the telecom environment are provided below:
Measure Client Best Practice
System Availability (Uptime) Not Measured 99.9%
Customer Satisfaction ‐ Telecom 80.75% 85%
Item Response
Telephone System Infrastructure NEC Digital System (No Longer Supported)
Voicemail Infrastructure AVST Call Express
Billing System Aimworx (No longer Supported)
# Locations Served 27
# of Handsets 800
It was reported that over 316 POTS Telephone lines exist within the city and that they have
many bills associated with them.
The NEC Telephone Systems are more than 10 years old and not a currently supported
product by the manufacturer.
A separate or upgraded telephone system will need to be implemented for the City’s call
center (if implemented in‐house) to obtain and use advanced features like integration
with the CRM software.
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June 2012 Information Technology Assessment
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Maturity Risk
4.3.3 Infrastructure – Telecom ▲
Opportunities:
Engage AT&T to create a master bill that is sent to the City and is broken down into
chargeable departments. This enables the city to pay 1 bill for the telephone lines to AT&T,
while still being able to chargeback individual departments.
Develop a capital request to replace the aging phone system. If this is not undertaken, a
great capital expenditure will be necessary and it leaves the City in a vulnerable position with
its voice service.
Maturity Risk
4.3.4 Infrastructure – Servers, Storage, & Backup
Systems
▲
Observations:
Similar to the network environment, the City has built a robust server, storage, and backup
environment. The City has made a significant investment in a virtual server, and consolidated
storage systems are being leveraged to reduce capital and recurring costs for the City.
The current server and storage environment has significant excess capacity. Staff indicated
this investment was made in order to move to a ‘virtual desktop’ environment in the future.
No specific plans for this move to virtual desktop have been developed. A virtual desktop
environment would allow for efficiencies around managing the desktop environment but
would require additional investment of capital (hardware) and staff time.
Detailed observations on various aspects of the servers and storage environment are
provided below.
Measure Client
X
X
%
Network Uptime Near 99.9% (estimated)
Server Virtualization Approx. 150 servers
Servers & Storage Systems
Item Response
Server Environment 99% Hewlett Packard
Virtualization Environment VMware ESX Vsphere 4/5
Disk Array Dell Compellant
Disk Array Raw Storage 46 TB
Disk Array Space Utilization 19 TB
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June 2012 Information Technology Assessment
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Maturity Risk
4.3.4 Infrastructure – Servers, Storage, & Backup
Systems
▲
Backup Systems
Item Response
Backup System Tivoli TSM
Backup Strategy Daily Incremental
Data Retention Up to 3 Months
Media Storage Tape, Disk, and Online
Opportunities:
A bare metal restore was attempted by IT; however it was not successful. A bare metal
restore means that a system is restored from backup tape to a blank server. This needs to be
tested again and perfected.
Tapes should be assigned a useful life (e.g., based on number of uses and tape manufacturer
guidelines) and replaced after expiration rather than using the tape until it doesn’t work any
longer.
Tapes are taken offsite only once a week. The City should begin planning on replacing the
tapes with disk backup to facilitate online, offsite replication more frequently.
Develop a plan to take advantage of the excess IT infrastructure capacity that the City has
invested in (i.e., desktop virtualization).
Maturity Risk
4.3.5 Data Center Management ▲
Observations:
Data Center Characteristic City Data Center
Leased/Owed Owned
Access Security Key/Combination
Raised Floor Yes
Camera Monitors No
Temperature 72 degrees
Cable Management/Cable
Tray/Ladder
Cable management is in place in some areas.
Fire suppression Water
UPS Yes
Generator & Emergency Stop Yes
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Maturity Risk
4.3.5 Data Center Management ▲
Electrical Circuits Labeled Yes
A‐B Corded Servers Yes
General Conditions Clean, Acceptable
Data Cable Labeled Yes
HVAC (Dedicated) Yes
HVAC (Redundant) No
Temp/Humidity/Water Sensor None
Information or alerts on the environmental conditions in the Data Center are not shared with
IT staff and rest wholly with facilities staff. IT staff report that at least 50% of the time, IT is
the one notifying facilities about a temperature event.
The current Data Center is located directly next to the IT office area at Faraday and is a
partially secure, environmentally controlled room with adequate space. It lacks essential
Security features, such as an access control system to track who is coming and going out of
the room.
Opportunities:
Inquire about the possibility of being included in the alerts that notify of high room
temperature and other systems. If that is not feasible, invest in a shadow system that
monitors temperature, smoke, and water so that IT can be informed of situations inside the
data center.
Water based Fire Suppression is not ideal or recommended for Data Centers. A Chemical, dry
fire suppression system should be investigated and installed.
Maturity Risk
4.3.6 Remote Access ▲
Observations:
Virtual Private Network (VPN) access is granted to some employees to allow them secure
remote access into the network.
Staff have difficulties accessing their files from home when attempting to use the City’s VPN.
This may be related to the City’s firewall settings.
Opportunities:
Evaluate the minimum requirements for the City’s firewall and adjust the setting accordingly
to allow staff to access files remotely through VPN. If issues continue to exist, determine the
appropriate solution and implement.
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June 2012 Information Technology Assessment
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Maturity Risk
4.3.7 Website Strategy ▲
Observations:
Management and staff at the City indicated that the external website needs improvement
which will require investment of time and capital. According to most users that are
responsible for updating the site, the site is not user‐friendly (e.g., it does not work as well on
mobile devices or with Mozilla Firefox) and is difficult to update.
The Communications Department has expressed interest in moving off of SharePoint in favor
of an “open source” solution relative to the web site. The department would like to compare
the cost of upgrading SharePoint to the cost of switching to a different solution.
The Library expressed concern about its dependency on the website and its need for the
website to remain up and running. It stated that outages are infrequent, but more often than
desirable.
Opportunities:
Consider an upgrade to the current environment to SharePoint 2010 and allow users
departments responsible for updating the site to experience the added functionality. Most of
their concerns can be addressed by a re‐design of the site and the upgrade. Open source
systems typically have higher cost of support, support is often difficult to find, onsite
developers are needed to customize the system, and many of the existing and planned
integrations would have to be re‐developed or not function at all. Please refer to the
Appendix for advantages and disadvantages of Open Source solutions.
If the City desires to move to Web 2.0 and eventually Web 3.0, the City must reexamine how
it delivers web content and patrols web usage. The City must determine where it would like
to be in the web evolution timeline (as shown above). Web 1.0 focused on one way
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June 2012 Information Technology Assessment
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Maturity Risk
4.3.7 Website Strategy ▲
communication, with websites serving as resources rather than collaboration tools. Web 2.0
and 3.0 truly focus on increasing citizen participation in government and creating a two way
conversation between the citizens and government staff.
In addition, IT/Communications must update, distribute, and enforce web content
management guidelines across the organization. City departments must take ownership of
their content, and understand roles and responsibilities in the web publication process.
Develop a more functional and user‐friendly website. Conduct a needs assessment and
evaluate potential vendors, determining a reasonable and practical amount for
implementation.
Maturity Risk
4.3.8 ERP System ▲
The City uses SunGard Public Sector’s IFAS (Integrated Financial and Administrative Solution)
for its ERP system. SunGard has released a newer version, called ONESolution, which current
customers can upgrade to under their current maintenance plans. SunGard will no longer
support the version that the City is currently on next year.
IFAS resides on a server and database that is non‐standard.
Staff mentioned that it appears that IFAS loses service frequently.
The City does not utilize automated clearinghouse (ACH) for accounts payable.
The City has not implemented IFAS’s budget module.
The Housing and Redevelopment Department uses a database known as “Visual Homes” for
Section 8 case management, which provides electronic transmissions to HUD. This generates
payment batches, which staff need to enter into IFAS. It had been too cumbersome to build
an interface with IFAS. In addition, code compliance activities include hardcopy citations with
manual routing and retention.
The City is strongly considering replacing IFAS with SunGard’s ONESolution. In addition, the
City is considering having SunGard host ONESolution versus implementing in‐house.
The utility billing system is currently running in an Unix environment and using Informix as the
database. This environment is more expensive to maintain than the Microsoft environment
most other applications run on.
The City uses Harris for its utility billing software, and is planning to upgrade to Harris’s
NorthStar utility billing in approximately two years.
Opportunities:
Upgrade to the hosted version of SunGard’s ONESolution or investigate integration options
with Lawson (new HCMS).
Alternatively, consider Lawson’s enterprise solution to allow for more integration and as a
replacement for ONESolution for a possible lower total cost of ownership.
Consider utilizing one ERP system for both financial and HR modules, in order to best
integrate the functionality of the systems.
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June 2012 Information Technology Assessment
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Maturity Risk
4.3.8 ERP System ▲
Identify the system requirements for maintaining service to the City’s applications and ensure
that minimum requirements are met.
Begin using ACH methods for accounts payable.
Create an interface and electronic work orders and workflows for Visual Homes.
Strongly consider replacing the billing module with a system that is hosted off site using
Microsoft SQL Server as its database in order to save costs.
Maturity Risk
4.3.9 HR Payroll (HCMS) ▲
Observations:
The City is completing the rollout of its new Human Capital Management System (HCMS).
Various departments are being trained in time entry in phases. The system (Lawson by Infor)
went live in November 2011. The HCMS includes both HR and Payroll functionality and is
integrated with time keeping (CyberShift and TeleStaff).
City staff use CyberShift workforce management for entering their time. This solution is
interfaced with Lawson’s HR Payroll (HCMS). Public safety (Fire Department only) uses
TeleStaff for entering time. TeleStaff also interfaces with Lawson and works well.
The Fire Department is using TeleStaff for scheduling, but controls have not been
implemented to ensure that staff are recording their time within HR guidelines. For example,
staff could be “on leave” but not record time accurately by trading shifts or recording time as
sick time.
Performance reviews are not always completed timely, especially for staff whose salaries are
maxed out.
Terminated staff are not always correctly removed from e‐mail, voicemail, and other systems.
The City was in the process of implementing NeoGov prior to the conversion to HCMS (HR
Payroll). This will interface with HCMS and will allow prospective hires to apply online.
However, when applicants apply online, City staff still need to reenter the information into an
Access Database.
The City is not currently working online with its workers compensation carrier.
There is an interest in increasing self‐service capabilities, such as for password resets. The
City recently purchased an employee self‐service module for enrolling in classes. The City
may not yet have manager self‐service for employee evaluations and approvals.
Opportunities:
Consider utilizing one ERP system, such as Lawson, for both financial and HR modules, in
order to best integrate the functionality of the systems.
Establish workflows with deadlines and reminders for performance reviews. The city has an
automated system for removing terminated employees.
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June 2012 Information Technology Assessment
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Maturity Risk
4.3.9 HR Payroll (HCMS) ▲
Continue with the implementation of NeoGov to interface with HCMS and address other
issues as necessary.
Identify and implement self‐service capabilities when feasible, for functions such as for HR
needs (e.g., benefit enrollment) and community needs (e.g., responding to bids, applying for
licenses, and making payments online). The City already subscribes to LoopNet for
commercial property searches, which owners can populate.
City of Carlsbad, CA
June 2012 Information Technology Assessment
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Maturity Risk
4.3.10 Business Intelligence ▲
Observations:
The City is undergoing an effort to aggregate its data for greater decision making capabilities
by having IT staff program a customized “Business Intelligence” i.e., “DataMart” or “BI
System” capabilities that will pull financial and operating data from the City’s various
applications and databases. While this may provide valuable information, this in‐house
process may be more time consuming, more expensive and less valuable than purchasing a
readily‐available commercial off the shelf (COTS) BI solution.
The current toolset of Business Intelligence technologies that are based on Microsoft
technology function, but they require a lot of manual manipulation to create new business
cases and to bring online. They were chosen mainly because the City already owned most of
the tools needed and IT has the skillset to complete the development work.
Finance is aware of the BI System but primarily relies on reports off IFAS for its management
needs.
Opportunities:
Consider migrating to a commercial off the shelf (COTS) business intelligence solution after
the new financial system is implemented.
There are a number of Business Intelligence tools and systems that are available in the
marketplace that may make this task of implementing a BI System easier, bring new
departments on more quickly, integrate with the City’s systems more readily and provide
more robust functionality “off the shelf”. However, these tools are costly, but could possibly
be cost justified against the employee effort over time saved developing departmental
solutions.
Design scorecards as a necessary first step in defining requirements for a BI solution.
Develop a City wide business intelligence strategy as part of the IT Strategic Planning process.
Maturity Risk
4.3.11 Other Applications ▲
Observations:
The City uses Infor10 Public Sector Enterprise (Hansen) for its timekeeping system, and is in
the process of increasing its use of Hansen, such as with its recent integration with GIS. This
is just one example of systems and databases that the City is seeking to integrate.
The City uses Hansen for the majority of its work orders, and also uses GBA for work orders
related to pavement management.
Staff mentioned that it appears that GIS loses service frequently.
The intranet content management system (CMS) is based on Ecktron, which does not
have maintenance and support on it.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 57 of 71
Maturity Risk
4.3.11 Other Applications ▲
Several departments expressed an interest for greater access to mobile applications, for
items such as reporting engineering updates, potholes and traffic sign/light needs, and code
enforcement.
Redundancies exist within utility billing and meter reading.
The City is using Permits Plus for its construction permits, which is approximately 20
years old, is no longer being developed, is not accessible remotely, and does not link to
GIS. The system also does not allow for online applications and is generally outdated.
Staff recognize additional applications in which workflows could be utilized, such as for
Permits Plus.
Business Licenses are maintained in “LicenseTrack”. The support the City receives from
“LicenseTrack” does not meet its expectations.
Staff are generally unsatisfied with the City’s Document Management System (DMS),
given the tools that are available today but not in use by the DMS. Staff find it difficult
to search for documents. In addition, the only browser supported in Microsoft Internet
Explorer, creating access problems for Macintosh users and others. Further, the latest
version of the DMS is from 2007, and may no longer be supported in the near future.
The City’s Clerk hopes to incorporate a Records Management System into the next
version of the DMS.
The Library’s six IT initiatives include, in no particular order, updating its outdated
Integrated Library System (ILS); wireless printing; wireless infrastructure; mobile apps;
an online catalogue that allows users to access e‐mail; and moving the intranet to
SharePoint. In addition, fines and fees need to be entered into two systems.
The Parks & Recreation Department and Library use different software systems for
facilities reservations. The Parks & Recreation Department uses “Class.”
The City uses LicenseTrack for its business licenses, “Turbo” for citations, and “FAB” for False
Alarm Billing.
Staff would like the ability to manage projects online, especially in conjunction with others’
external to the City when applicable.
The Office of the City Attorney would like to eventually have a case management system.
Many City staff report the need for wireless and mobility solutions for both their customers
and to help them complete their work in the most efficient way.
Opportunities:
Develop a strategy for integrating systems, including identifying which systems to integrate,
to ensure that all departments have clear direction for their planning purposes.
Identify one work order system to use city‐wide.
Identify the system requirements for maintaining service to the City’s applications and ensure
that minimum requirements are met.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 58 of 71
Maturity Risk
4.3.11 Other Applications ▲
Move the intranet site from Ecktron to SharePoint so that a common system is being utilized
for content management and support is available for it.
Investigate the feasibility of adopting mobile technologies and a corresponding
implementation plan.
Implement controls in TeleStaff to ensure that Fire Department staff record their time
according to HR guidelines.
Identify a replacement for Permits Plus and a plan for implementing the new software
system. Also determine whether remote access can be used for Permits Plus or its
replacement, such as via a mobile application. Also enable online applications for permits.
Enable additional functionality for workflows in applications where available, such as for
Permits Plus or its replacement.
Enable functionality for business licenses to be submitted electronically. Consider using a
solution such as Accela or a module within the City’s ERP system.
Retain a listing of systems and processes that can be integrated through the next software
upgrade, in order to ensure that these are addressed and implemented as feasible.
Determine the date in with the City’s Document Management System will no longer be
supported and begin identifying and planning to implement a new system. Determine
estimated costs by the end of this fiscal year. Prepare to complete a needs assessment next
fiscal year.
Conduct a needs assessment and begin identifying vendors for the Library’s ILS, in order to
issue an RFP and planning for a new ILS.
The City could improve its efficiency and effectiveness, and its user experience, by using only
one facilities reservation system for City facilities.
Identify a solution to enable City staff to manage projects online and in conjunction with
other project partners.
Incorporate identifying a case management system for the Office of the City Attorney into an
IT Strategic Plan.
Institute a “mobility” committee that looks for solutions the City’s wireless and mobility
needs. This committee can be a subset of the ITGC committee.
Consolidate applications with similar functionality where possible and the take advantage of
the opportunities that already exist, such as the HR and Financial System.
Maturity Risk
4.3.12 Mobility ▲
Observations:
Several departments expressed an interest for greater access to mobile applications, for
items such as reporting engineering updates, potholes and traffic sign/light needs, and code
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 59 of 71
Maturity Risk
4.3.12 Mobility ▲
enforcement.
Many City staff report the need for wireless and mobility solutions for both their customers
and to help them complete their work in the most efficient way.
The City does not have a strategy for addressing the ever increasing trend of its customers
(i.e., citizens) toward mobility (i.e., smart phones, tablets, internet connected devices, social
media, etc.)
Opportunities:
Investigate the feasibility of adopting mobile technologies and a corresponding
implementation plan as part of the IT Strategic Planning process.
Institute a “mobility” committee that looks for solutions the City’s wireless and mobility
needs. This committee can be a subset of the ITGC committee.
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 60 of 71
Appendix A – Benchmark Results
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$2,597
$1,275
$866
$1,621 $1,614
$1,259
$1,595
$2,679
Total City Budget / Constituent
$0
$20
$40
$60
$80
$100
$120
$113
$52
$34
$56
$21 $21
$55 $58
Total IT Expenditures / Constituent
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 61 of 71
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$6,416
$5,563
$4,200
$6,824
$3,197 $3,316
$5,240
$6,437
Total IT Expenditures / City Staff
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
$17,022,193
$6,286,648
$3,330,668
$6,380,652
$2,193,633$3,578,004
$7,042,759$6,174,356
Total IT Expenditures
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 62 of 71
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
5.2%
5.9%
4.0%
4.9%
3.0%3.5%
5%
3%
Total IT Expenditure (Operating and CIP) Budget / City General Fund
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
67%
31%
77%
52%
87%
77%
63%
51%
16%
17%
9%
29%
11%
12%
16%
26%
4%
33%
0%
2%
2%
4%
8%6%
1%
0%
1%0%
0%
0%
1%0%
12%19%13%17%
0%7%12%16%
Central IT Expenditure Allocation
Series1 Series2 Series3 Series4 Series5
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 63 of 71
0
10
20
30
40
50
60
70
62
49 53
43 43 47 50
43
City Users / Central IT Staff Person
0
20
40
60
80
100
120
140
160
180
165
92
164
85
119
169
125
106
Devices / Central IT Staff Person
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 64 of 71
Appendix B – Proposed Governance Structure
City of Carlsbad, California
Proposed IT Governance Structure
IT Policies &
Procedures IT Standards
Annual
Technology
Planning
Annual
Technology
Budget
Departmental
and Line of
Business
Projects`
Enterprise
Projects City Management Team Approve
recommended
IT policies and
procedures
Communicate IT
procedures
Citywide
Approve
recommended
standards
Communicate
standards
Citywide
Review and
approve budgets
and requests to
the City Council
Authorize and
support
enterprise level
projects IT Governance Team Review and
recommend IT
procedures to
City
Management
Team
Approve and
enforce IT
standards
Review and
update, as
needed, the
Information
Technology
Strategies in
terms of
relevance and
priority
Participate in
annual planning
process
Develop and
maintain the
project
prioritization
criteria and
weightings
Review, rank
and prioritize ad
hoc committee
project requests
to the City
Management
Team
Gives life to
potential
enterprise
initiatives that
may originate
from multiple
sources
Initiate an IT
Governance
Team
subcommittee
to evaluate
enterprise
initiative
feasibility
Periodic
monitoring of
enterprise
projects
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 65 of 71
IT Policies &
Procedures IT Standards
Annual
Technology
Planning
Annual
Technology
Budget
Departmental
and Line of
Business
Projects`
Enterprise
Projects Technology Standards Committee Generate
policies and
procedures
Develop and
maintain IT
standard
deviation
request process
Develop and
recommend City
IT standards to
the IT
Governance
Team for review
Review and
provide input
related to
standard
deviation
requests
Maintain the IT
standards
repository for
the City
ITD Director (CIO) Office Recommend
policies and
procedures to
the IT
Governance
Team for
approval
Recommend IT
Standards to
Leadership
Team for
approval
Identify IT
standards that
need to be
developed
CIO to
participate on IT
Governance
Team and
Standards
Committee
Draft updates to
the Strategic
Plan
Draft updates to
the Tactical Plan
Develop
recommended
IT budget
Consider
Collaboration
Opportunities
(Alliance
Partners)
Benchmarking
Trends
Approval of all
Tactical Plan
items and IT
projects based
on Standards, IT
Strategic Plan
and Tactical Plan
Approval of all
Tactical Plan
items and IT
projects based
on Standards, IT
Strategic Plan
and Tactical Plan
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 66 of 71
IT Policies &
Procedures IT Standards
Annual
Technology
Planning
Annual
Technology
Budget
Departmental
and Line of
Business
Projects`
Enterprise
Projects Ad-Hoc Committee (Line of Business) Understand the
relevance of
developed IT
policies and
procedures to
the technology
standards
function
As needed,
develop IT
procedures in
areas deemed
necessary by the
IT Governance
Team
Understand the
relevance of
developed IT
standards as it
applies to the
subcommittee's
charge
Review
deviation
requests from
City IT standards
and recommend
to the IT
Governance
Team
Develop ROI and
budget requests
for Line of
Business and
Enterprise
Projects
Identify
Departmental
and Line of
Business
Projects and
articulate
benefits
Provide strong
leadership/
support for
approved
projects
May provide
project oversight
to multi‐
departmental
projects Department IT Liaison Staff Understand the
relevance of
developed IT
policies and
procedures to
their Line of
Business (LOB)
Communication
channel
between central
IT and
departments
Understand the
relevance of
developed IT
standards as it
applies to their
IT initiatives
Initiate requests
to deviate
Review and
update, as
needed,
technology goals
applicable to the
LOB
Review and rank
departmental IT
initiatives
* Often first line
of support
*Often first line
of support
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 67 of 71
IT Policies &
Procedures IT Standards
Annual
Technology
Planning
Annual
Technology
Budget
Departmental
and Line of
Business
Projects`
Enterprise
Projects Central IT Staff As needed,
develop IT
policies and
procedures in
areas deemed
necessary by the
IT Governance
Team
Identify areas
where IT
procedures need
to be developed
Participate in
the
development of
IT procedures
Implement
recommended
and approved IT
procedures
Assist with the
development
and
communication
of IT standards
for those areas
that are deemed
as core to the
City IT function
Initiate requests
to deviate
Provide input to
Plan
Work with
departments in
developing
project ROIs
Provide staff
capacity input to
the IT
Governance
Team
Coordinate with
department IT
staff, or perform
directly
Support
enterprise
projects
Coordinate with
Department IT
staff Department IT Staff Review and
provide
feedback on
draft IT policies
and procedures
Participate in
the
development of
IT procedures
that impact their
area of
operation
Implement
approved IT
procedures, as
appropriate
Adhere to and
support the
developed IT
procedures
Review and
provide
feedback on
draft IT
standards
Adhere to and
support the
developed IT
standards
Initiate requests
to deviate
Provide input to
Plan
Participate in
development of
project ROIs
Identify IT
initiatives for the
upcoming fiscal
year
Coordinate with
central IT
Implement
department
level projects
where
appropriate
Coordinate with
central IT
City of Carlsbad, CA
June 2012 Information Technology Assessment
Page 68 of 71
Appendix C – Open Source Advantages and Disadvantages
The following matrix outlines the advantages and disadvantages of Open Source software:
Advantages Disadvantages
Lower cost: Since development is done by a
community of volunteers (many of whom are
paid by other organizations), your costs don’t
need to cover a company’s development
expenses. Having said that, open source
software requires a certain level of technical
expertise in order to manage. It is therefore
important to take into consideration the costs
incurred once the software is obtained may be
substantial unless the resources are already in
place to manage it.
Customization: Most Open Source Systems are
designed for developers to adapt and extend.
Whereas, you usually cannot make non‐cosmetic
changes to a proprietary system.
Nimble: Open source projects adopt new trends
faster than proprietary systems.
Openness: Open Source systems are usually
designed with integration in mind; whereas
commercial systems have business motivations
to lock organizations into a closed system.
Fast bug and security fixes: Large Open Source
Projects typically have many people combing
their source code, and rapidly fix problems as
they are discovered.
Questionable quality, although this is open to
debate. All software, proprietary or Open Source,
runs the gamut from exceptional to poor. Some
Open Source Projects have large teams of
developers who report bugs, and people who work
on the source code, quickly improving it. This
crowd‐sourcing approach yields more secure code
than any company can accomplish in‐house.
No responsibility: The sticking point for Open
Source is that it’s not a company, and there’s rarely
any direct customer service. Open Source is a
process and philosophy which produces software,
but it is not a contract. There are typically large
amounts of documentation and online forums.
You can hire a consultancy to be accountable to
you who can provide an SLA and full support.
Not aligned with corporate needs: Open Source
software often starts small, and while they may be
technically robust (scalable), they might not be
designed with the needs of corporate users.
Open source software has been highly criticized for
its lack of usability, as generally, the technology is
not reviewed by usability experts and does not
cater to the vast majority of computer users.
Unknown total cost of ownership (TCO). Internal
and external costs to implement and support may
not result in cost advantages.
Adapted from internet sources
City of Carlsbad, CA January, 2012 Information Technology Assessment Page 69 of 71 Appendix D – Benchmarking Data Ratios: Alexandria, VA Cary, NC Round Rock, TX Ann Arbor, MI Pueblo, COOverland Park, KS Peer Median Carlsbad, CATotal Cty Expenditures / Constituent$2,597 $1,275 $866 $1,621 $1,614 $1,259 $1,595 $2,679Total IT Expenditures / Constituent$113 $52 $34 $56 $21 $21 $55 $58Total IT Expenditures / Cty Staff$6,416 $5,563 $4,200 $6,824 $3,197 $3,316 $5,240 $6,437Total IT Expenditures $17,022,193 $6,286,648 $3,330,668 $6,380,652$2,193,633 $3,578,004 $7,042,759 $6,174,356Total IT Expenditure Budget / Cty General Fund 5.2% 5.9% 4.0% 4.9% 3.0% 3.5% 5% 3%Central IT Staff Budget / Central IT Budget 67% 31% 77% 52% 87% 77% 63% 51%Central IT HW&SW Budget / Central IT Budget 16% 17% 9% 29% 11% 12% 16% 26%Central IT Services & Outsourcing / Central IT Budget 4% 33% 0% 2% 2% 4% 8% 6%Central IT Training / Central IT Budget 1% 0% 1% 0% 0% 0% 1% 0%Central IT Other / Central IT Budget 12% 19% 13% 17% 0% 7% 12% 16%Cty Users / Central IT Staff Person 62 49 53 43 43 47 50 43Cty Users / Total IT Staff Person 24 49 53 42 43 42 42 43Total IT Staff 109.0 23.0 15.0 22.5 16.0 26.0 37 23Number of Devices / Central IT Staff 165 92 164 85 119 169 125 106Number of Devices / Total IT Staff 65 92 164 83 119 149 105 106
City of Carlsbad, CA January, 2012 Information Technology Assessment Page 70 of 71 IT Budget WorksheetBudget ItemsAlexandria, VA Cary, NC Round Rock, TX Ann Arbor, MI Pueblo, COOverland Park, KS Peer Median Carlsbad, CATotal Appropriation (all budgeted funds):$389,600,000 $154,854,350 $83,965,072 $184,811,000 $166,271,506 $218,195,000 $175,541,253 $285,500,000Total budget for the General Fund:$328,400,000 $106,255,249 $83,965,072 $130,178,000 $72,176,252 $101,546,237 $103,900,743 $193,800,000Central IT Budget Item CategoriesAlexandria, VA Cary, NC Round Rock, TX Ann Arbor, MI Pueblo, COOverland Park, KS Peer Median Carlsbad, CAa. Salaries$4,433,935 $1,927,018 $1,498,979 $2,723,527 $1,100,633 $2,368,839 $2,147,929 $3,169,545b. Hardware purchase and maintenance$482,500 $391,250 $112,673 $231,150 $0 $70,000 $171,912 $844,450c. Software purchase and maintenance$596,139 $673,394 $64,787 $1,260,464 $140,000 $290,000 $443,070 $781,740d. Services and outsourcing$239,365 $2,079,669 $2,158 $81,000 $20,000 $138,845 $109,923 $362,275e. Training$67,493 $16,700 $18,604 $17,000 $3,000 $13,300 $16,850 $30,300f. Other$775,301 $1,198,617 $249,470 $897,456 $0 $208,920 $512,386 $986,046Total Central IT Expenditures:$6,594,733 $6,286,648 $1,946,671 $5,210,597 $1,263,633 $3,089,904 $3,402,068 $6,174,356De-Centralized IT Budget Item CategoriesAlexandria, VA Cary, NC Round Rock, TX Ann Arbor, MI Pueblo, COOverland Park, KS Peer Median Carlsbad, CAa. Salaries$6,357,986 $0 $212,457 $0 $0 $0 $0 $0b. Hardware purchase and maintenance$1,037,000 $0 $505,219 $0 $0 $0 $0 $0c. Software purchase and maintenance$1,007,474 $0 $366,317 $0 $0 $0 $0 $0d. Services and outsourcing$500,000 $0 $300,004 $0 $0 $0 $0 $0e. Training$0 $0 $0 $0 $0 $0 $0 $0f. Other$0 $0 $0 $0 $0 $0 $0 $0Total De-Centralized IT Expenditures:$8,902,460 $0 $1,383,997 $0 $0 $0 $0 $0CIP IT Budget Item Categories$1,525,000 $0 $0 $1,170,055 $930,000 $488,100 $709,050 $0Total IT Expenditures:$17,022,193 $6,286,648 $3,330,668 $6,380,652 $2,193,633 $3,578,004 $4,111,118 $6,174,356
For more information contact:
Dennis Bagley, Manager
(248) 352.2500
dennis.bagley@plantemoran.com
Adam Rujan, Partner
(248) 352.2500
adam.rujan @plantemoran.com
plantemoran.com