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2020-01-14; City Council; ; Connected Carlsbad: An Inclusive City Innovation Roadmap
~ CITY COUNCIL ~ Staff Report Meeting Date: To: From: Staff Contact: Jan. 14,2020 Mayor and City Council Scott Chadwick David Graham, Chief Innovation Officer david.graham@carlsbadca.gov or 760-434-5992 CAReview ~ Subject: Connected Carlsbad: An Inclusive City Innovation Roadmap Recommended Action Adopt a resolution approving Connected Carlsbad: An Inclusive City Innovation Roadmap Executive Summary For many years the City of Carlsbad has been deploying technology and using data in ways that demonstrate it is on a path to be a more connected community. Given what has been accomplished to date and the need to be strategic going forward, a connected community roadmap that sets goals for city innovation and an associated action plan is needed to guide the city while also communicating these efforts to the public. Based upon City Council approved projects, existing city documents, previous IT assessments and interviews with departments a preliminary roadmap and a collection of initiatives and ideas were being presented to the City Council on April 23, 2019. Our effort aims to take a human-centered focus that is inclusive in the development of the roadmap. Based upon feedback from the City Council, staff initiated a public input process to solicit community feedback and ideas. Based upon that information, Connected Carlsbad: An Inclusive City Innovation Roadmap (Connected Carlsbad) has been revised and is being presented to the City Council for approval. An associated action plan is also being presented which will be a dynamic document that is regularly updated as new initiatives are approved by the City Council on through the annual budget process case-by-case basis. Discussion Demand from the public for greater connectivity, more convenience and more robust information is rising, and the City is strategically adapting to meet those demands. The City has a track record of using data and technology to improve decision-making and the lives of residents. As the needs of residents, visitors and businesses rise so does the complexity of providing services to the community. New technology brings new challenges around integration, change Jan. 14, 2020 Item #9 Page 1 of 28 management, legacy system replacement, data management and public policy. A roadmap and corresponding action plan can be a valuable tool for the city and inform the co-creation of a connected community with the public. Connected Carlsbad and its associated action plan is a collection of existing initiatives that shows a more comprehensive picture of what the city is doing to create a more connected community. It is also a strategic guide that identifies future projects and initiatives. Recognizing the dynamic nature of technology, this strategic approach is intended to provide roadmap goals that have longevity. The action plan, which would implement Connected Carlsbad, would be continuously upd,;1ting based upon public input and city needs. The roadmap being presented has been informed by City Council approved projects, existing city documents, previous IT assessments, a global scan of connected community efforts and over 100 interviews with city staff. Based upon that internal and external engagement five roadmap goals have been developed. They are: • Pursue Communitywide Digital Transformation • Build Capacity for Data-Driven Decision Making • Foster a Vibrant Civic Engagement Culture • Enhance Accessibility and Transparency • Promote Security and Sustainability through Connectivity The first goal has been revised from the original goal of "Strengthen and Modernize IT Infrastructure" to a more community inclusive approach to digital transformation. Through the engagement process we discovered that a broader and more aspirational goal may provide greater vision for what can be accomplished with the community. Community Engagement Since the preliminary roadmap was presented to the City Council staff has engaged with the community. The results of this engagement led to revisions that included approaching the overall strategy with an adopted roadmap and a dynamic action plan that would be regularly updated. It also informed a digital survey that had over 200 participants who provided both quantitative data and quantitative information through approximately 400 comments. The key results of this survey provide valuable insights for the roadmap and action plan. 2 Jan. 14, 2020 Item #9 Page 2 of 28 operated by the city primarily using existing fiber infrastructure on December 17, 2019. There is significant work still to be done to provide access to services that would benefit our residents, visitors and businesses but building reliable communication infrastructure is an important step to creating the backbone for future city efforts. Third, given the changing nature of types of projects that aim to achieve the Connected Carlsbad goals, it is being recommended by staff that the City Council approve the roadmap by resolution and support the initial action plan . The action plan will dynamically updated based upon future City Council actions and annual budget approval. This will provide the greatest visibility to the City Council and public on how the roadmap goals are being achieved. Conclusion The history of the city is one that clearly demonstrates that it has been on the path of being a connected community or what others would call a smart city. This path has been driven by decisions to improve the lives of residents as well as city operations. Finalizing a roadmap that is approachable to the public, sets clear goals for city staff, and demonstrates the intent of the city towards the community is an opportunity to continue moving our organization into the future. Connected Carlsbad and the action plan will build on the thoughtful decisions of the past while laying a strategic roadmap for the future. Fiscal Analysis There is no fiscal action directly associated with this item. Recommendations for any additional resources will be made through the annual budget process, or on a case-by-case basis. Next Steps City staff will finalize an action plan based upon the presentation to city council and will regularly update it based upon future actions that align with the goals outlined in the roadmap. Individual initiatives may also be subject to future community outreach based upon the nature of the proposed initiative. Staff will provide regular updates to the city council regarding the process of the various initiatives that are consistent with the Roadmap. Environmental Evaluation (CEQA) Pursuant to Public Resources Code section 21065, this action does not constitute a "project" within the meaning of CEQA in that it has no potential to cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment and, therefore, does not require environmental review. Public Notification The item was noticed in accordance with the Ralph M. Brown Act and was available for public viewing at least 72 hours prior to the scheduled meeting date. Exhibits 1. City Council Resolution 2. Connected Carlsbad: An Inclusive City Innovation Roadmap 3. Draft Connected Carlsbad Action Plan 6 Jan. 14, 2020 Item #9 Page 6 of 28 RESOLUTION NO. 2020-005 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVING CONNECTED CARLSBAD: AN INCLUSIVE CITY INNOVATION ROADMAP WHEREAS, the City of Carlsbad is committed to continuing to strategically invest in improving connectivity for its residents, visitors and businesses; and WHEREAS, the rapid rise of technology presents opportunities to provide greater service to the public; and WHEREAS, it is estimated that by 2025 over 75 billion devices globally will be connected to the internet; and WHEREAS, a siloed approach to technology adoption may waste resources; and WHEREAS, the community outreach efforts have identified that the public has interest in accessing more city services; and WHEREAS, Connected Carlsbad: An Inclusive City Innovation Roadmap provides a strategic framework that communicates the City's approach to the public on creating a more connected community and provides a guide for current and future initiatives. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the above recitations are true and correct. 2. The attached Connected Carlsbad: An Inclusive City Innovation Roadmap is hereby adopted. PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the 14th day of January 2020, by the following vote, to wit: AYES: Hall, Blackburn, Bhat-Patel, Schumacher. NAYS: None. ABSENT: None. Otp11j Ci~ ()frK Jan. 14, 2020 Item #9 Page 7 of 28 Exhibit2 CONNECTED CARLSBAD An Inclusive City Innovation Roadmap January 7, 2020 {""Cityof Carlsbad Jan. 14, 2020 Item #9 Page 8 of 28 The constantly changing nature of technology requires dynamic approaches to its use and implementation. Becoming a connected community requires a platform of people who understand the need for continuous improvement and are equipped to adapt. The roadmap and action plan, informed by people inside and outside the organization, not only serves as a guide, but also as a way to generate buy-in from everyone involved. THE FUTURE STATE OF CITY INNOVATION As the city pursues the roadmap goals the future state of a more connected community is bright. This can include: • Lightning fast digital information network that allows for the adoption of new technologies without the barriers of broadband infrastructure speeds. • Citywide data policy and systems that provide more information and insights to residents, visitors, businesses and employees driving greater collaboration and improved city operations. • Expanded community engagement tools that allow residents to provide feedback and get answers to their requests in an even more timely manner • Age-friendly accessibility to all the city has to offer by growing our intergenerational approach to our residents and visitors • Improved mobility that reduces carbon emissions, improves public safety and makes it convenient to get around. · With over fifty initiatives cu rrently listed in the action plan the opportunities these examples provide barely scratch the surface of what the city can accomplish by pursuing the roadmap and implementing the action. However, it must be accomplished in concert with the community if it is truly going to be an inclusive approach to city innovation. CO-CREATION WITH THE COMMUNITY Success in becoming a more connected community relies on authentic engagement with residents, visitors and businesses. While the goals in this roadmap were vetted with the public the practice of on-going community engagement is crucial to success. As the action plan is implemented, the city will thoughtfully consider the right approach to engage the public. Engaging with the city through participating in outreach, accessing services, and experiencing community should lead to a valuable relationship that increases on-going connection. A PATH TO THE FUTURE We are co -creating an inclusive future for all The best way to demonstrate what the city means by the five roadmap goals is by putting them into action. · To this end an action plan has been developed with the initiatives, projects, policies and tactics to achieve the goals. Designed to be agile, the action plan will have a digital presence and as projects that support the goals are completed, the digital presence will be updated providing the public with information on what the goals mean in practice. Connected Carlsbad is more than a document, some ideas, and projects, it is a ongoing an engagement to co- create a connected community for all. Built upon the wise decisions of the past and with a steady eye ahead, this approach will serve the city well as it serves the people today and tomorrow. CONNECTED CARLSBAD: An Inclusive City Innovation Roadmap 5 Jan. 14, 2020 Item #9 Page 12 of 28 ACKNOWLEDGEMENTS A special thank you to the Connected Carlsbad consulting team, led by the smart city folks at Madaffer Enterprises as well as to the following organizations that provided valuable information that was consulted in the development of this document: • What Works Cities • Smart Cities Council • The Harvard Technology and Entrepreneurship Center • The Center for Government Excellence at Johns Hopkins University • The Ash Center at Harvard Kennedy School • The Data Governance Institute The Behavioral Insights Team • The Sunlight Foundation • The American Civil Liberties Union • Connected Communities Collaborative • The National League of Cities • Future Cities Catapult • Dr. Nishal Mohan, Founder of mohuman • Dr. David Ricketts, Senior Innovation Fellow at Harvard TECH CONNECTED CARLSBAD: An Inclusive City Innovation Roadmap 6 Jan. 14, 2020 Item #9 Page 13 of 28 Connected Carlsbad Action Plan PURPOSE This document complements Connected Carlsbad: An Inclusive City Innovation Roadmap by providing the current or future initiatives that support the five pillars of the strategy. The goals are: • Pursue communitywide digital transformation • Build capacity for data-driven decision making • Foster a vibrant civic engagement culture • Enhance accessibility and transparency /,,,f,,;,; ~i :/'; &-iW3: 'h/ •./.:',r/. ,/ ,,~1/,;'7,/;}.1,' ~V/0':?,;❖-,,/, • Promote security and sustainability through connectivity {f,rf/1/ '•\1.<t~ The Connected Carlsbad Action Plan is intended to be a d iti~,,:ocume:~~~~· is updated regularly as new initiatives are launched and previous initiatives are c~l~ted. It will also hav~ a·,digital presence that allows the ._ // . ··. ,:;:/..- public to better understand the goals through the accomplis_hments that are achieve~~ Updates to the action plan I• ,: . ' ~/,r,I initiatives will be informed by the annual budget process, a'ctions of.the pity Council and' administrative actions that . ,, . ' , '///:;Y ',, i complement the five goals of the roadmap,;,·",, -x /,/j} ·< 1/ .. ~ ,.,~ ,,,;.,. ... -~0,~;-·"' J§'a '•'::i?;' '' •:;, ,. ~?A ~-,,. •'.;<:\i~:.,; 1. PURSUE COMMUNITY-WIDE DIGITAL TRANSFORMATION .~/~7 '·.( ,. ';/w ,,{~, -.;zt??·· ~~%[ 0'" · ·:. :>~~t: .• > ?t.,· . ;1p \~~b q:_. Establish a cr(>ss-depadmental approach to technology leadership ',W,, /.'. z/, ,,.,;,. , , ,. .;{f;t ~?h✓.a:~ ,f@~i?i):f~?~,/~t;;rJ:,), I. • '0•, . Background: MaJ<tng cleci,sions:;on ted:1b9fogy impl~~:entatiqhs is a challenging, complex task. What is the true ;'f'//,' ·.-;,,r:;,-✓,"~ '/ ?~,:-~.... . . , '· y:;, . cost of a projes.~i :What is the fl'.J.~;?t appro:ij~\~.te funding source? Which projects should be completed first? How well does _a1trwg osed soluti~n(:wt et t n~;~N ectives and standards we've established as an organization? Is the scope of this prern~ct appropriate:? '·, ,'·:::·.,:,,_ ,;.~;::-. 0~•,.. 1/✓-. ,.ffa~--❖ V ~~-~ 1/ The challenging nature ohhese decisioo{is exacerbated by the expanding reach of technology and the l'/i ''/ . ,,,;,-, increasingly interdisciplinary p~ture of\~~erging technologies. The committee provides a collaborative forum for key staff from across the or'g~njzati9~ to validate and prioritize technology implementations. The TLC also provides a structured venue to ex'~~rt how particular configurations of a technology implementation may positively or negatively affect others within the organization. The committee is an ongoing, indefinite initiative. Meetings may be held on a monthly, bimonthly or quarterly basis depending on workload. Status: Formation of the committee is scheduled for February 2020. Page 2 of 15 Jan. 14, 2020 Item #9 Page 15 of 28 Connected Carlsbad Action Plan Upgrade, replace or retire software applications Background: The city uses more than 100 software applications to manage everything from registration for recreation classes to timekeeping for hourly employees. Most software applications require regular care and maintenance, typically in response to vendor updates and upgrades designed to patch security vulnerabilities or to add features or functionality. When software updates are neglected, the application becomes less valuable over time. The city currently has many software updates that have been deferred;::with some applications approaching a point where the vendor no longer provides support or updates fo~J~fl;~urrently installed version. These critical updates are underway, but due to resource constraints,,w,H(ta'ke time to work through. /r~;,;·. ,-'<;~,., <ff/~~;"/ ,;~~ll°/, > . .. ,'?~Y/Y -~~}',I~.,, Status: Underway :;:/w "·~ '<i ;;, > ,{'~;;}) ··<.: 0,. ,, ' ,;~f/," '.' •• ..-·:l'/4 '."'/.", . ·•,'/. -❖r. "?7,/;-z,·«-' <.~/' .. Evaluate transition to an Enteizpr,-ise Resources Plah),!Ulg system ;r,w <0,-,,. . ❖-;7,1/ij. ' o;,i1,&,. ,, .·--•. 1/~ ..... Background: City business processes -such as finance, hu.r:rian resourees and assetfhanagement -inherently r' ~ ,:;,~--// -❖~'f involve the generation and management o:tJJl~r.,_volumes ol C-:9,!JJ?.l,~x information. OverJhe last several decades, the city has gradually transitioned tff.e~e·p~ocesses frbm}nk and paper to software applications "'"7}~<,,. '",-.19/~·x; -t 1/X❖, tailored to the needs of individual departmerif~:-..,WhiJe·these applie9tions increased efficiency over archaic -:r,~~,;. (,r/, :..:,.,'✓;'<A •,, /,.-,~,.,,. paper-based processes, there is still significant'i:fpporturiiJy,tq furtheritnprove the efficiency and performance of business processes by cons!_g,E;jf~~'t ;~filicationlfr~,m a~ {f%,l~tt ~r ~'rifefprise perspective. This is a focus of citywide digital transformationwn1cll'i.s:t'aking a more.stra\eglt ~ppfoa~h to the city's systems rather than ~ ... ~---~-;?,, • h>; :-:-.:i1;,., <%f;(.·~~--adopting solutions for a spe'dfjp.fleed. Using an enteq{nse>resource planning (ERP) model is consistent and . •,,• /,t !>'•~:,,, '/)';,~~✓ • complimentary to a strategic citywide appefo'ach to digital transformation. ;,k-, ' '0 ,,, , '::f ";;;;., _/,:,f. .;;:;,?/;, ';.,,,:,, ' .. ,z-:; ~,,.. ·~ ,., ,-' _,. ,?@~"' ;,;· .9,;; /;,1/'✓.:$?; y.,,,, ,,, . ··-: ,,_;,; X.(~,,~•½'o . i;~✓-0' , ,,.,. · . Timing: Evaluatji ti;-J:~fcufre.ntly._undef(ya'.f !:ls the' dty. e;qpsiders how to address its legacy systems. //f.!~_ ;' ~/' ,% • ··;% . ~1,,/~f'"-..,,_-r,e 0;;«~,,-1/" ··~--:1~Tu} <~;>/;;~~f, ' •/ • ½ · ·~\f;,>. ,:?::~\,,, '•'.:z;1c~. · ; <:/'~.......... "•/~,,;~;_ .;;v./<';,. '\wt:w2~~--Transitio~;](~_singit:i1:~ntity for users of city services -~~:%.>~>'· -,...;,,✓-,,'~, . , Background: Depending_oh.Jheir use c:if~~ity services, a Carlsbad resident may have up to half a dozen different ,;, /0· 0,;:::; account usernames and pas?wprds they~l)lust keep track of for their interactions with the city. Examples • ,,. r.-;:,,-. /, i• ' Include. ,,:,:,, ,~. 1/,~ • l'"~;f:;::--.... . ;,~ •: ;/ ·•,:,,{~;,;·, ~1 -:?.:?it'/ • Water and sewer billing ..,, __ . • Carlsbad @Your Service app • Carlsbad City Library • Recreation passes and permits • Business licenses Maintaining login credentials for so many different services is inconvenient for users and in some cases deters the public from using these systems altogether. Many of the frustrated users require staff assistance to sort Page 3 of 15 Jan. 14, 2020 Item #9 Page 16 of 28 Connected Carlsbad Action Plan out their login problems, or they require staff assistance. The time spent dealing with these complexities undermines the original goal of creating efficiency. As the city's customer-facing applications are upgraded and integrated, city staff will work to reduce the number of separate account identities a resident or business owner needs to maintain to interact with the city on line. Ultimately, the goal is for users to only need to remember one login credential to be able to access any city service. At}· ~ ,r/ '/. Evaluate options for a citywide as~ii?-~ji,~~ement system Status: Ongoing .-/,t9i=& ,~,✓~-:. • Background: Asset management is critical to ensuring the,,ongoing mah1fenance, monitoring and replacement of city assets. Software can be used to optimize mainteni:!pef~· to control c~sts and ensure smooth operations. New devices are coming on the market to assist in provi'ditlg better data regarding the status of assets. With / ~/ greater visibility into the assets owned by a city more data-driven decisions can be-make regarding operations. The current applications used by the city to manage its assets are disp_arate and, in ~any cases, involve ,,~ , {,: , manual process. Evaluating solutions that cquJq lead to impr6ved asset management citywide is prudent if the city wants to maintain a high le~el of servicJ;~~~,''r:esponsibly ~anage its resources. . •~:,,};" "J/~'.r,f:;... ,, .,;}:' ·h,- ,//;;~(, ;,:,, ~1 ,~, ·:/,;,;.,,, ,,., 7;~_,,,. ;,. ·' ',;'l,t, •,,;·,r, ,·{,;(,.,,· · 'l,t; . ,:?'#~ · . 1 :::•:ii/~ C . ~ ,,, ·~10 ,._ %/;?~ ,,,, ___ ;~ -,, -~,, i/1Jf:,tl ~ 1• • ~ • {~ •' z~ /1~i1-' · ·.,_ ~~~~; . ~ . ·1,l{~place 06s9,!ete and·noncomphant pty devices ·~,, 1/..,.-;,,, ,, _,1-:" 1,,½:-~;:•· ·.-;. .. ;,,:,. '/~.... ·,;~----',1/,,,:,,,. :r:~;; :;. '%, Status: Underway r' •.~J z,. ,,,-,f\~ .t;/J~;>r,. •~;/ .• . Background: The clty::·i~p;0und by'federat a;n.d;~t~t~.laws c(nd _regulations, as well as private agreements with /.•~:~.-,, /1/;1/-,,,..,.., ·,.. '<.% ; ~;(.-,; ~..-.,.-:~;f';{,~),. • .... /;!½ certain service p;tpyiders, t<fcornply witJt:0~ variety·c:if~n,:1l~s ·and regulations regarding its devices. Some of the fa;{,;/;~/1/ · ¥'/. ... ~~... •.1 ~.,:~ .... ,. 1/,,/~,.•( .o;;,. most significa.~t ~f these inclLid~}:'~~f!minaJl ~~!ice lnform_~tion Services (CJIS) security standards, which govern access to criminaJ,lu,stice informatfqh·;~haream:~tween local, state and federal law enforcement authorities; <•J.-;:,:•;:. ._7> ;/, ·-t~~'l,., Health Insurance Portability and Accqµti_tability.(~tt (HIPAA) standards, which protect the privacy of health •,>,>_.•:~ ,:,;,;•! , -:,:,,,;· information shared wit};tthe city througf1;emerge·ncy medical services; Payment Card Industry (PCI) data <, ·,, ',,/.>½ security standards, which".e_n~_ure the s~lu:rity of credit card payment processing system. In addition to . ~~ k~ ensuring compliance with regi'.il:a_tory ar:{d)ndustry standards, the city must keep up with the process of I' f • ,.,.,, ;/.I' updating antiquated devices, suc:fr as: d~sktop computers that are no longer supported or portable devices that have reached the end of their us'Jtu./'iife. Status: Ongoing Transition to a unified communications platform Background: Like many mid-size enterprise organizations, the city still uses a legacy telephone system that operates using analog communications over a separate network from the rest of the city's communications systems. Many elements, such as network switches, are at or near the end of their useful life, and Page 4 of 15 Jan. 14, 2020 Item #9 Page 17 of 28 Connected Carlsbad Action Plan replacement parts are increasingly difficult to obtain due to market trends toward the adoption of IP telephony. Moreover, legacy telephony cannot accommodate common modes of communication, including digital voicemail and video conferencing. A unified communications platform provides the city with advanced, modern features, such as the ability to forward calls to an office phone line using a cell phone in the field. It also reduces the risk of system disruptions and outages due to faulty equipment. Unified communications are also more easily scalable, simplifying the process and reducing the costs of expanding or changing phone lines and services. A wide selection of unified communications platforms exists from seveJaJ major vendors. A significant consideration in transitioning from analog/legacy telephony to a uri;ifi,~,communications platform is the need for bandwidth. The city's current network is not adequate to s1,1ppb9tfJp tel~phony. This is a significant element to be considered within the citywide network master plan. :©;jv'<t~ff~2. / 1/ -~?,%8 '1I ?'.z.,)/ ,. /' n,, . :.;:, ::-;,,✓,• I / '•.jj,h, Status: Underway with expected completion in late ~Q2_9., 1/ <ft/. ~/ .. r~i~,, .-;~ . / ·, ■ ·,; -' • ·•,,, :.,:} Assess and refme data stcn~~g~ and,do:µd strategy,% . '•<, , ,;,,, ,);;;: / ··•% .. . m·,. , .,,. / ·~ ,,g:?;/.,~~ . ·.~//;;,,.,~,.¼ , / ·=~ ~- '"/7 ;;;;.:.: ... ;,. -~~t~ ~~-'· , , ',!;{!;.lj, h,,.-'-': (1-~ Background: The city's data is currently stored;ancfb'acked up irf'.a~variety of on-site and off-site locations, but primarily on-site at city facilities. As cloud con:fttti~'g.f&futions be2Sil~--increasingly powerful and more finely ,;,t,;'?,,, 1/-';B:c¼;,, ~"P,%/,, tailored to the specific needs of g9_'6ernment syst~rp s, the·olfY.wi,11 deterrr:j:ipe whether it is more efficient and effective to store data in an c~f(J i(falta center offoJransi ic{tfriio;:;~,ap p11Zations to the cloud. The . . . ,,(/ ,· ,., '{l' , : , 1/;. I, , . ,,,:,,p//,,;,, ,: <,,?,;;,:;,-., • determination of where pattt~ular appl1c9J1,ons and data a.re,,most appropriately stored should be completed ~~ ~~ ·, ~. % through an assessment assodat;ed_ with t~.e·;9verall digh altransformation efforts being pursued by the city. ,.-.,.:1',. /,,, ;~:. -'/ "~~ ~~ .,;.. ,)(,'l ,, / ;,,-., <~;{i0·' :;:~/; t:(;/ .. •, ··%:, '"·,; ':, :i,', ;,-,,i'/.,-~ ... '•· ' '~\ .~/ <,, ;> .· 2. BUILD CAPACTIV FOR DATA DRIVEN GOVERNMENT ~ ·.,,y,;t,. ,..,.,~,~-'1,;,;,,,1 ,✓,.½ "'Z j>;,~~ -.~--'· 1/. . · ·· 1/,,; ---~ Establish :a,;performance management program ':,%-' ';, ·n~~;,,,. ._// -~ . Background: The city uses ,f Va(i~ty of performance management measures, some of which. In the past, the ,,.~~ ..;, '/, .•/};Y" city used a comprehensive perfbrrnanc,e' management structure, but this approach was discarded due to doubts about the relevance of gi;Jn.:p~rformance measures and doubts about the efficacy of the approach as a whole. However, over the past several years, several think tanks and nonprofit organizations have developed new best practices for performance management, using strategies thattake advantage of the latest developments in enterprise resource planning and data management. Developing an industry-leading performance management program is a long-term initiative of process optimization that is heavily dependent on success in the earlier objectives and initiatives described within Goal 2. Early steps to re-establish and enhance existing performance measures can begin taking place immediately but due to workload will likely not begin until 2020. Development of an advanced performance management Page 5 of 15 Jan. 14, 2020 Item #9 Page 18 of 28 Connected Carlsbad Action Plan program will likely not begin until 2022, after an ERP transition is completed and significant additional capacity for data analytics is developed. Timing: Future initiative Develop a data governance team Background: More than merely a byproduct of city operations, data is a strategic asset that can be extremely valuable for generating insight, setting priorities and making decis~f 9 ear and consistent governance of the data is critical to ensure the city maximizes the value of the asset,/f.@, f,;;,,-·,: ✓;~ ' ;;/¼' ~ }./(y,, 0:0·1/.'/> ',;,v,; The data governance team is the group of city employees ~t _sp9ri'sibl e'.f,9,),geveloping and implementing policies and practices related to the management of day~J¢ross the orgafil?~tion. The data governance team defines data, establishes decision rights, determines wtrfd f d atasets are optnJ p rioritizes the publication of data, resolves problems, evaluates and mitigates ris ~, ah d communicates po.llci t s and outcomes across the •/ Z'l,1 organization. · '%,, ~::f:;,, ,~J«" I ~~1/. z~•//{•:. ;~>:i~ · · i</ >-z<'a1// · ,{;,f;}. ,,.~. ~~% ,~, _., ;:,,,.~,-, ,.,,.W,,,.",,, ,,f;'.B:;::;-, ~'i! , & ~f;f •,;;}' Carlsbad's data governance team will be leo~l;>\1t~e Chief lnnova(iqn Officer and include key representatives '1--;f;.-.-:?;:;~ ~-/, ;;,,,;.,~, from IT and from each organizational unit tha(wotks d.irectly with~:eiata. The team should start small, with a limited scope, and gradually work to expand afJt ;;b~il dt q.f.l,,(!!arly Sl~'fcf#s~_es. In the initial stages, much of the ' ~,-·'0:~~ , '-:,;;;:,; data governance team's activiti_~si);%il-l;9e focused:.Q)~. develo~.ifi &j ,nd adop_~j ng an open data policy. In later ,,?' /,1/•,>f}:;;;7 , ¥/'::, ¼,,/,,' '/,/'•. ·.-.:~•/,"'~ stages, the data governance tein:ni s1'.acti.viJies will turn to r:efin ing'cf}ita governance poli cies and creating (?0✓, ........ / -·-"?1-.'l?✓ --;;,-~: ,_ ,,, ';:;'(/ ❖/?,~✓-//.'. y, . accountability through the ·G{.t{6f data a~«;Jjts. · t:/f~?,"., ;1'.J;ii( v~ ~ ~~~ . ~:-~0 . ,,❖,,,_ /,'/_ ' ~;W,;;. . ,,, ~,~ ,,: Leading smart cities ace. experinfe'Min,g yvitb'j c:Hfferent appto,aches to data governance. For example, some · cities include mJ ~filjI~!%!~7,~ublic-~£.iiJ'&i=\f(~ir',_d2t,a g~y~rnance teams, similar to the audit committees of some cities wMd :f have botfft ity staff,-elet ted officials ·and community members as part of the committee . .. ~;?jY . ~ >',11'.1/ ','' ·<7:,J./,?;:;,~ -··(,:'.'j''' ,,- Pa rt of the scope~oJ the data governance t'e.a:in is to determine the best and most effective structu re for the committee. '~/~~;~;,. "}J:~i>. ·,;;\f;r:>·, ·-½;,1/,/.•, ··.,.1:«~ ','~,r,✓ /,, '·<l)\ _ -·sf~ "{; ~ ; Status: Underway. The'c:11:J~~-.. science ari ~J~usiness intelligence manager approved in the FY 2019/2020 budget ..... ~;, ... -,, will be on-board by Februa(y 2020. •/,•;; '·4&~, / ;~Jr' ·«t:v.i.lu~te adoption of an open data policy ~< Background: Free public access to information held by local governments has been the norm since the California Public Records Act (CPRA) was adopted in 1968. That act, however, is based on a system of reactive .rather than proact ive disclosure. The proliferation of high-speed Internet over the past 15 years has spurred a new t ransparency movement toward the proactive release of government data, especially raw data. Due to the vast amounts of data managed by local governments, however, and the serious implications of inaccurate or improper disclosures, it is critically important that cities pursuing an open data model adopt an open data policy. Open data policies typically address three broad areas: Page 6 of 15 Jan. 14, 2020 Item #9 Page 19 of 28 Connected Carlsbad Action Plan 1. _ What data should be open to the public 2. Uniform standards for data releases 3. Data governance and policy Carlsbad's data governance team (Initiative 2.1.1) will have primary responsibility for developing an open data policy, conferring with data stakeholders, and bringing forward a policy for City Council approval. The data governance team will also periodically review and make recommendations for updates to the open data policy as circumstances and best practices change. 4J~., /,;,:;;;:-%,,; Status: The data science and business intelligence manager wiU$tTI;te the value of adopting an open data ,df;,✓,xw~:-"i policy in 2020. 0;,;@,}v ~~ ./' •1/)' -;;;,~,. ~,~ ·~% ~ .,,~,?~ 1~ ", Establish practices ~~'intain data qualJzy ·• '•,';';,.-; Background: Without high-quality data, the value. of da'fa as a strategic asset can be severely limited. Before · data can be relied upon for insight and intelligence, it ~'~s~ 9e cle.9,;f1f{i::curate, consift~pt and reliable. The data governance team will be responsible fef!;::~stablishing practic[s!-I~d processes fof maintaining data quality, • • ·1;J,;:?;ff'X~% , ~ ... 1'~(:;?f/ which may include: tj3_ift;4,-_;, -. ·:~;,;,~;,,., . :i~ ~%'r~:~~ .;,~~.~, :::?~, ;."/*~-t~,,, • Completing periodic, targeted audits of'cl.~!;a accu~·~Y;,, .. /'> .. 'l··-,. ~,. · '.·,%~,/·:·, ,•,. ,.,,,.,X,..,,.v • Standardizing formats fot;comm.on data categories (suc!fas date~>or,.addresses) . . -~Z;~iY~~i/~t~%~· ~l:~,, ,/~i,;,;:,t-;' ;;, ~;I,.... . , .-•.-/ . • Providing clear opp~J~rnt1es for~~~ta users \g]?r97J,~e feedp~.ckpn data quality • Establishing a correctiye-·:grocess 6,nt e an issue\A(ith data qualil:y is discovered' •,; ,.,.,,_ ;,, ~~ ', /. • Providing disclosures for•d~tasets-.kciown to have:accuracy or quality concerns "/-'',-; '<·;% /~}~f!1/,~7,, (/ 2: /4{aef,1t;::m,-j;.; {@\:! ,;i,;,»,,,'.;X):?.?~:,, ·~_, Status: The datq;,s¢ien'ce·a·hi;J business•ifjfelligence~·ahagerw ill develop citywide data policy including quality ,11/;:;:,,..1/ ,.,_ ,,._,:-;_... ·"':/'";,', • ,· · 2020 · %'7/ ,,. .,.•::-?~/~. -i~~;.x;,,_ •,_ \:f in . \~:,/f?/ ,,. k« . ·-:~,,.~;,-;,~. r/,}/ '-'.:~fJ::,. ·•:1ft:; 'Yft:.,_ ', ,:is¾, Ct:tiate a~tlrttaintain a data inventory '-'.:{~~?};, ·,;·1(:; ''t? Background: A data inveriJqry is a detaJl_e~ description of the datasets maintained by the city, including attributes such as: name, ger{~r:,al descri-pt ion of contents, source, owner, publication status and frequency of ... ,,,,. ,,... ,·, , « updates. By building a data in\,~ntor:v,·tn~ city will have a more complete picture of the data it collects. The process of developing the inven.t6~V:.rn~Y also show that similar datasets are being maintained by different staff in different places, which prov'{des an opportunity to improve efficiency. The process of creating and updating the data inventory encourages staff from different departments to build valuable relationships that will help advance the city's open data goals . . The city likely has hundreds, if not thousands, of datasets spread across multiple servers and databases. Not all datasets are equally valuable, and some datasets may have little to no value to the public or even internal users -it will be the responsibility of the data governance team to determine the scope of the inventory Page 7 of 15 Jan. 14, 2020 Item #9 Page 20 of 28 Connected Carlsbad Action Plan based on assessment of the relative value of particular datasets as well as the capacity of staff to work on the inventory. Status: The data science and business intelligence manager will work with IT on creating and ma intaining a data inventory as a part of developing the city's overall approach to data. Provide data training for staff Background: Asthe city increasingly turns to data-driven decision-making using business intelligence tools, there will be a growing need to ensure staff have the skills and con:ifo~j)evel necessary to fully utilize these tools. Training must address issues such as: how to use available)S,~!~:to make decisions, and how to assess and mitigate security risks associated with data that is made p~bt&\1Jaini ngs will take a variety of formats. One approach that many leading cities have used is the "_9,,9Jtal,dem'y(ffl,,7~ries of training sessions designed to equip city staff with the skills they need to use data,,,~ff;~ively. For exa'ii)ple, the City and County of San . /0/'0,• '<-·~•.,(/,), Francisco's data academy offers courses such as "lntro'Jo'Power Bl," "lnternie,d;iate Tableau," and "Data · . l~:~/,(,,t,r "'.-/,,;,-:: Usability." Courses range from two to eight hours. In a'd,aition to the educationaly al~e, the data academy also provides a venue for connection and relationship-building .~mong,$',r~ty staff w~rk_i,~·g .i_n different departments or teams, creatin~ new oppo~;2jjg~s _for inter::tj_e~f~p ental team~ork ¾Qd innovation. Some vendors (such as Tableau) provide free onlme tr:~1p1ng courses t ij;at.can be used in place of or as part of the r.,z~ .. ,.,✓,";/{..--<".",?;0., data academy. Courses are also available usili{(paidfsuhscription se'r,xi;i.ces -for example, Jonathan Reichental, . ';./ '~;,. . .:,., ·?""/-6;: ··q/ .. ~~~'-fo rm er CIO for the City of Palo Alto, offers cour~es.on data'.governan'ee\through Lynda. It will be the respo~sibility of the dat~ gov.epo/p:t;,~t~✓.a._m to dJfi~.-T in. ~e t~f.-,%?~/P. p.,~.·6R_~late curriculum based on cost, time commitment and effect1ve11,$s. ·· ·-,~:~: ,..i:, ,fifif' · ,f:::,:, ., @:?' ., · ·' ,..,_ '/, {1/-,M7'. · v.:-1 Ji; ~-' .,,,; . -:-%'W ,;:; Status: In 2019, the Chief lnn~tati.o.n Offic,e2,providedti{~i-al data training to certain staff. In various ·,> , ~, _,1~;--::~,._.z,-,..,..,;, ·'-:;{.> departments data training occurs. (n)W.,O;;thci<lata science and business intelligence manager will work to ..,.~,;, ,·/; , , ' ,I '.•• ½'1/.1,.,,, /•'"'h,'./,,/1/,i( -'.% ~;•'} develop an approa~h to,d~t'.a~training fof staff. -C::\,:ffi'~:-/,. ,.,. :;'.-.. ❖~...-/--. ,I -~;,:;; •.t,,::,;,,: ... ,/, ' . ;,,0 . .., ./{,;~,~y . . ., .,,_:,-~ /' ~1/~,/• ,, . ;y'l,r ,, '/; 1•,.,:_'. .~,, 7-.'--4-~J'?, ·-,.-,?,'l,,: ··,~,.~;~:-, Conti.ntli'.Jo builc!:t~pacity fo; geospatial data analysis '¥/ '. , . '·':✓1: <}~·: ~y~. ··~-~ ·~~~ Background: City staf:fJ~r decades hav~~used rriap'ping tools to analyze data, identify trends and make informed decisions. This ~ype of analysj§;,however, has been limited to data contained within GIS applications . . ,,, 'i ,, More recently, software has·~een dev~!oped that enables staff to pull data from non-GIS applications, . ,," '<>/, integrate it with data from otfr~£;1]<~,.n.;-§JS. applications, and visualize it using various map layers and dashboards in a GIS portal. :.Jf,,/ 0,;;'' An example use case of this system involves the wastewater maintenance staff who check and replace va lves and other equipment all over the city. Maintenance managers could use the portal to visualize which va lves have already been serviced, and how long ago, in order to prioritize maintenance routes. The city's financial analysts can combine this information with procurement data to generate insights into what it costs to maintain the wastewater infrastructure in different zones throughout the city. Page 8 of 15 Jan. 14, 2020 Item #9 Page 21 of 28 Connected Carlsbad Action Plan To enable these types of analyses, data from different applications must be pooled in a virtual data warehouse that can be accessed by GIS software and configured within a unified, secure portal accessible to staff across the organization. The task of building a data warehouse is complicated by a variety of factors, such as how frequently the data should be updated, how pulling data affects the performance of city business applications, data security, bandwidth and storage needs, etc. IT staff are currently working with a consultant to assess and develop recommendations for the business intelligence data architecture that would enable this type of analysis. IT staff are also working on limited-scope pilots of the GIS portal to test functionality and evaluate the needs of users. &,, ,,/.~✓ Status: Ongoing , , fp7 d_,>~,, Create performance ~g_}hb<ia{d1/s . /2,.,.. ·'/ ' '/,:;'.'' ,if;,;,, ',s},-,:·~ Background: Performance dashboards (sometimes refertE}}tfo as executive ~a_shboards) take city data and present performance trends in a simplified graphical._fo~at that can be easil{,.~n~erstood by the general public. Dashboards help create transparency into government operations and c~rt'.;improve accountability by providing public access to the city's key performance indiciitors. ;J:;,;,, ;,:., , ::;. , ,I:-. . ' ',' • l",,;/f ·/-' "a1' Dashboards can show virtually any key perfor~;9te.,_i~dicator. Ci;~;,,?,ashboards commo~ly display metrics such • ·::;:,;, %;. ,;z ,,, · '>;;01, as . ,,, ;;, ,, ,, X,;,;; 1/,0;;, . ; ~2 ,i:-.,~%,, ?, ~~y~~ .. ~••/' ~:kr~,) • ~t";>%~;.,, ~~ -~r,-...:--;:. • ...... ~Jik ~. , ...-~ ''·x, • Response times for police".'.'~'ru;l'fire personn~.I: ,, .. /2:, . · »· • Amounts spent to date:"al kpl5'gl ~~s made ~~pe5=rn &$:mte1:s,or in'itiatives ',,,:i,';_?{ •.-,; :. ~;,},d i,, -:;:~ ' • Sales and property ta:x;foJlections·bV month or:,'.year %';, ·-:~-;.._ X':---· ❖ -~:;?.-~ • Number of active busine$s··1!s:ensestL ·~;:;~-- . //40· ,' X,;1/.•;<-'., ',;~•;, • Average ty.r1:1!':rr-9y_n9Jime to;f;~:p-?_ir,j:>otllp!~s. ·1~:-} ,1/)f/·',, ·/ '1/h½f✓, :-,x:-,,. •, ', ·4:v,; <'b, • • Number{o[-stre'et·lan;Efm iles repaved to dateij?:;., •',>,:'.' /2'.½"j,;,;,Y ',:,,:,✓, ,;,. • :;;;_/2 , 'j Zi,c; • Graffit(tf~oval rates · v,_'-f:1~ ····ti}-;.,_ 'ztt \(:{@t,. '., \J\,., <-1,;i~},. Depending on the pe,{[?Xmance indic~~}?{, dasno99;rds can be updated automatically in near-real time, or at less frequent intervals~-DJsplaying dataJ toser to real-time puts a greater strain on the databases that supply ,,, ;,: . I/,?;,. the information; as a resi.Jl~/!:l\~st citie_5:#:e date dashb_oard data on a daily, wee~ly or monthly basis. Updating dashboards manually, howev~f ,, takeS'~cJ!Uable staff time for a task that otherwise should be automated. The ·,~ , • ·,,, .. /. • {>",1 Chief Innovation Officer and data gqv ¢'rnance team will be responsible for determining the best approach, including what metrics to display,:h6w often updates are made, and whether updates are made manually or automatically. The timing is heavily dependent on the scope of the dashboard. Using public safety as an example, the first phase.of a performance dashboard might display figures that are already provided in an annual report. An intermediate phase dashboard may integrate with public safety databases to show monthly or weekly response time figures. An advanced phase may allow users to break down response times by neighborhood and crime type. Page 9 of 15 Jan. 14, 2020 Item #9 Page 22 of 28 Connected Carlsbad Action Plan Status: Future initiative. As a part of establishing data policies, inventory and governance, the visualization of that data will be a priority of the data science and business intelligence manager based upon departmental needs. Regularly review data security and audit processes Background: The city has several policies and procedures in place to protect the security of city systems and data. As the city continues to expand technologies, s,ystems and dat~Jµrces across the organization, it is important to comprehensively review and re-assess these policies1;W/procedures to ensure they are effective, consistent with each other, consistent with other ct(~'t(~jiJ;:;,,Beyond policies and procedures, it is · also crucial that the city continually evaluate and recalibrate its,securify'niqnitoring and incident management //~ '~./,, systems. There continue to be new and emerging approaches to information.security in the context of municipal government which the city must be vigilanHo~uriderstand. •.;;y / ,., ;f( Status: Underway ADDITIONAL INITIATIVES 3. FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE ::· !~§,;, · :<. {%;;;;. Expand:tpe use community engagement tools :· ;'i/~~. / ;-<,½, Background: The city has traditionally f~iied on in-person meetings, workshops and written surveys as the ,' . . -1/,; ,:-:,,.,: primary means of gathering cornmu,nitf feedback and ideas to guide decision-making. Face-to-face interaction .. /./..-:-<~,,.:/ will continue to be central to the cJN:s7engagement efforts, but it will also be supplemented by new tools and methods that simplify and automatfthe process of gathering and analyzing feedback. The city has expanded its use of digital tools and is evaluating the efficacy of those tools as well as new tools. The goal will be to use the right method and messenger that will result in the highest quality data for the city .. Status: Ongoing Page 10 of 15 Jan. 14, 2020 Item #9 Page 23 of 28 Connected Carlsbad Action Plan Expand the capabilities of a city app Background: The city currently has Carlsbad @ Your Service, a resident request mobile and personal computer application. Users can report issues such as potholes,traffic signal timing, graffiti and street lights, and interact with city staff assigned to resolve reported issues. Given the expanded use of mobile devices and current integration issues with the existing application, the city should consider a strategy to deploy an expanded city app that provides a greater offering beyond service requests. This could serve as the mobile hub for the regular requests for information that the city receives from the public as well as a place to resolve their complaints. Status: Underway A 1ia h ,p ;J, ;V ,A(,<tf\ , ," I fo?,;,, ~.~ ,t,l'" /' > ,,,,.,.2,. •, .~t,' '.,,, ,;;,,:-~>"' '❖, ·r":.;:.,. Create an open data portal anil;jiublic data visualization /4/, 1:~/ r,; N /f( ,/7 '·~ '"? ~ ,~ ' -..... ,I {«•. Background: The large body of data generated and collecJed throughout the rform~I course of city operations present significant and valuable opportunities to glean insights and,!=reate value.hy solving problems both public and private. Yet there are limits to the.city's capacity.to realite/the value of a'il t~e.data it holds. By offering an open data portal, the city facilitat€tthe ability of Iicade%ic researchers, ot~'er public agencies, , .r..,:'.' ~r.,... · ·•x /:- businesses, nonprofit organizations, and com.ajunit(!:},embers to: 1?£9,.cess city data. ,'. ·~ . , .:,;: .,.. ,,,{r, ·, ··.';,~!0~-. . )f:'r, ., ~/% . '(,,,> -'/. It is important to recognize the distin,ction betwe~n an op'eit cl.ata port·~-1::ahd a public records portal. Public /'/,~•,,,;. "/·,,. /;~'//>' /'. .i,/l& records are generally understood,to'O:e,documentscr,eated·irnhe:faormal c,6urse of city business, such as /,,. -',? ·,:,//,'~, ,I'/,, /f'.,',/,r . -~.:;.?,%' . meeting agendas, reports, a.s~t.rsments. ~~en data (ef~T~}jo the asso~ment of raw data the city maintains, such as geographic coordinates 6f city ass'ets, data gener,ated by traffic signal controllers, and dollar amounts ,,:;, :.-, /. /,>"'. ·,.' / of payments mad:,~.1JJ~r~ors. , "y \-:, ,.~f~p: ,r-;:, f&t %1;·:%½";,.., ·~;,• 1/,:'¼ /_ "/ ~ :,-. . .. , /;r?.2;; ' <', y . YX?t;10,:/, -:;;: ,.,,,... "1 <; -z~~~ . ,, . It is also impo~taµfto recogniz,e-the disti1:wtion between ·a,n open data portal and a performance dashboard. ,,.,,~. /'//· . ,; ,~,,,-., /,«~✓ '·. , ·,1: While the twc{ea11:.be closely relates;!, thef~t~ .. not neces'sarily the same. The data portal provides sets of raw numbers or othet~}tr,ibutes, wher~ka dash~ql:!,rd provides visualization and interpretation of the raw data. Timing: Future initi!::{i,_ "1ffg, '?\\ '"◊ :.t,,~ •-"··,·/✓ ;,;~. '//,; _:;x-,_ -~ ·,;.,;,,:/, , 1.,:~ ··(~/~~f. ADDITIONAL INITIATIVES ./ The following initiatives are under consideration or require further refinement before inclusion. • Formalize a citywide operational performance management system 4. ENHANCE ACCESSIBILITY AND TRANSPARENCY Page 11 of 15 Jan. 14, 2020 Item #9 Page 24 of 28 Connected Carlsbad Action Plan Continue to expand digital education and access Background : The Carlsbad Libra ry offers training to the community through a variety of programs at library facilities. While interest in productivity software t raining has declined, interest in creativity software training has grown, as reflected in the establishment of the Dove Library's Exploration HUB, which provides free classes and training on the use of video editing, graphic design, coding, 360-degree video, circuitry and 3D printing tools. During the digital engagement for Connected Carlsbad, library services were one of the most cited services /// ':,I that people accessed. The comments about the experience were v¢'r'</p6sitive. Continuing to find ways to c?nnec~ digitally and support educational offerings will help ,imp,:j~~te quality of life for library patrons and city residents. /ii,(7 , ,,,;~~ ~ ,/ ./ ,, .. ,'~/. i~ •, :/ r,~;;/,i ;' • 14f,,//,, ~1-1/'. In addition to interactive training opportunities, the ligr,try:is,,also workingtb digitize more of its collection, such as the collection of oral histories at Cole Lib rary;:;t,o)n~ke it available t~ 'a~yone on line. The library also plans to put together video tours of the community, ~u 1ch as the Barrto neighbof hood, or public art throughout . ~h;"~?:, /;,f ~ ~ ~::: z the city. %(? /:?-.,. ;, ~:::1,0 //.· "i_-,;,1' -~?fi':r ',~;,-0; . 1~'i:':;,, ,,, ;,<f:)l ,. ' '/''{:½:,' «½ ' . ~~~: .:,-,t Y, 0.z ·./~~f'l_ Status: Ongoing '1/">, ;:,7/·1,;·,, , :::,,x~,-·'\(;;,. .. %">,;, 1/, , ,:,>✓, ., ~.,z ~ ,'/!? .. ~ .. ,,. ·0;~. '~j/1,:,:,, /',, ,, Improve public wi-fi access . "' ., ·:'iq0,. <·;xp:,~/•, •··/:;?~;;,, / ·, ~~7}'' ,:y;,, ·' '· r, · /;/.',;..,, , i£; fa/ft% 'K> · ,,:: ;,·•w, '/f✓• ; .. ? r· ----~(,,~:? .;._ '<(.:'~ ;. ~~-~ -·%i~;;t, . Background: The city offers'.{fr~e public wi}fi';at most,ciity bdildings, i;i:IOding recreation centers, as a service to the community. The range of \~'i.::fi -~wvic,~}ii ~f}cally li rr.fi!'ed to the inside of buildings and may extend up to a few feet from the building,exterior'::Gtv,.en:-t ffi e .current broadband connect and many locations, public wi-fi may ,,{,/;,-;~-~~8:.-.,~r ' •,t'.Ar. "1/{;,;'e:-:-',,:I~<,; ~ • ,,-!.«1.,~/,".I, • 0 /t".• not be reliable/.%f\f:19)Uonci'lly;, acc,,ess du,JJ~,e of city :q.~il9ipgs:lfut at city locations is intermittent and not consistent. Th'el6'tations whe"re(it is available is also lim ited. ',,::;~:._:?',;, <-1//;0 ~;,,:-;?,~~---,, ·-,"~;_/-'., ·•;;/,1(/'l, . , .. ~_};:,. . '•/'~~ . ;,::(..{:, ~;::;:i:0 During the Conn~[tl d ·Carlsbad outr:f~ch the~i \~:a1? interest expressed in expanding public wi-fi to the -;,;,~//4',t 'I". ·,; //,f i beaches. There has aisit t~~n discussi~J):t expaiiding wi-fi to outdoor locations such as parks. ,.~I,, I ~.' •.-:-,..---~ 11'·-x-~ At a minimum the city shotil4 (~prove 'ifffi reliability of wi-fi at the locations where it is offered. The city may also want to consider the costt'~ri:d,~beni fits of expanding public wi-fi to outdoor locations. '• ... ~:. ~~;:,, . ;1• ,,~,, Status: Future initiative Enable online permitting and tracking Background: The city's central platform for managing the permitting process is was adopted in 2016. Since that time, city staff have been working diligently to implement and refine the system. One of the most significant features still to be implemented is the online customer self-service module. Specifically, this module is designed to offer a public-facing permit tracking feature that provides users w ith granular details Page 12 of 15 Jan. 14, 2020 Item #9 Page 25 of 28 Connected Carlsbad Action Plan about the status of permit applications. The most significant hurdle is adapting business processes to conform to the software. Providing on line permitting accessibility would provide a significant convenience for residents and businesses. Additionally, the ability to view permitting activity happening throughout the city through a web or mobile portal would increase transparency and likely reduce calls for information. Status: Future initiative ,1;,;,, Expand and simplify digital access fo,, :mer payment A , ,,, ..,.1 ;,-;./;,: /,,.,x,ffffi,, /,,_.z,,., / ;~-.,.:r✓ ··,U1/f0, Background: Members of the public make direct payments t 6 t ffe city'fo:'r,;,a variety of services, including business licenses, permits, recreational program registrc;1tfJ'Js and wate?~h~·,sewer bills. The city has made significant progress toward facilitating these types of payrf{ents using online/sv,~tems and automatic withdrawals, but there is still room for improvement. Simpler and more efficie'rh' p9yment systems have the capacity to substantially reduce staff costs, reduce frustr~fio,n among:t,he public, i~rease the public's trust in ,, ·:,'1.~--, , <· / ;•//2·, government, and improve payment compl!~.r:i~t ··1}?1 .. (;)'i:,,, '-'.(':• ·--~v,,:''::.,.✓.•, 't;,.,: /(/'/ . /'.'.ff~•,; '~"/'. I :,,i/:: During the Connected Carlsbad digital outrea'~kitfi~b,jjjty to pai6!tt!ty bills was one of the most cited activities that respondents did on line. Expandiri'ftnl s1rfl~IJfv,i,ng th;;:,~£~ssibility of residents to pay for city services online would provide a gr,eat benefit to tn~:public':"'!' ·· ·.,, ·\t/,1; _./,'.'; .l . '\!'/' 1/,I,,; ... .,_ .,, )',-_~ './,~'"'/.,. '/' _; ~,;,/ 0/"·Z'?,?:I,.•'" ·;;, .. /. ,,. '-.~.'.}[,}:r:,... ,,. /;,},;, . ))e .(,(~?-\, •:,:,~~I. ,.,7,: ❖.-::-?/,.-/~"_,,;,-Status: Underway •,J··, ~-~,-,. ;;:;¾ ·✓,;h·:.?,:-h·,,./-,,, .; ..., ,-/.....: ✓ •,·,,;,;-;,- ., ~;{" •.;//,/.·{/ . "," , -· ADDITIONAL INITIATIVES 5 . PROMOTE SAFETY & SUSTAINABILITY THROUGH CONNECTIVITY . ·:? ,.. {;;,Upgrade police dispatch system Background: The police department is moving forward with replacing its Computer Aided Dispatch (CAD) system, which was initially implemented in 2005 and last underwent a major upgrade in 2010 -2011. The new CAD system will provide a broader range of functionalities that have been developed in recent years to improve police response to public safety incidents. For example, the current CAD system can tell dispatchers about any call at the same address within the last 90 days. A new CAD system could provide additional information, such as all recent calls in the same area from the same phone number. The new CAD could also Page 13 of 15 Jan. 14, 2020 Item #9 Page 26 of 28 Connected Carlsbad Action Plan include information such as interior floorplans and photos of business when voluntarily provided by the business. Timing: Underway Explore geographic based tools to improve fire operations and response Background: The Fire Department's performance target is to have an emergency response vehicle at the scene of the incident within six minutes of receiving a call, and to have the s~c.ond emergency response vehicle at ,-;:_:.:,,.'?;,, the scene within nine minutes of receiving a call, for 90 percent ot JJJ,5~lls. The ability to achieve these targets depends heavily on the location of fire stations, the number and t ypif%f vehicles in those stations, and the number and type of personnel on duty. Fire officials have tra~!if nirf~~pb,~nned the location of fire stations and the number of fire personnel on duty at a given station using industry st~ndard formulas that consider factors c'),,',f,f,·-;p ·,:,~,;.,, such as the number of structures, type of structures, ana~stji.Jare footage of.,'s,tr.uctures within a general area of ,1✓,-i;;; -✓r:r✓. the stations. . ;:/? . ·····~:~~, ,;,;¼0, W.;,,--~·~?,..½ ~:%.2~~ <,,.~,;?-· ·, "'t, : j- Th ere is emerging GIS technology that can more precisely'.weigh t,,hf J ef«ztors influe&i9g ~em and for emergency resources. These factors may iq~lude irregular ~tf ~ktli %f(ns, changing cohce'ntrations of -~:/ 1,1..,. .,,, 1',Y ,;·I/ occupants based on changing uses of strucfu.f~:-sf:~rif!.trends in"bilJ~Jor service. : ,1/ • ¼ ;,>{~r, . ,:1,:t,:,, . .,t~J1/.~ •V;_.;ri:?:://,1. ·,:?t}'.~~~. -'//,,.,., .?,;-'-:-zt ... >.. • . ..,.,(%.•"'.,; 'of~;._ . ". ·--~ •. -/ -:~(*-,. ·-~~ :,. .,,.,. ;,%/,·•'r:· ·,,_·,?i",:<, Status: Underway . /j1f\?,z~ .. -. '. ;:;1, · )i~{f{.;;•., · ·:•tt M ·X,...~ .. ._;>.,r' :, /.-i✓,(y: , ;-}-;,, A.·:~~&-:--:1//r'i:~-. ~ . /?~f;}51/ ❖j.;/~;t-. ~;?.?,~>. /4.,, ·/f/.. •-<-f;;~:-,j; ~~~ Ensure adppJion of tel~yant newf,te,:ci,.nologie~ ijf e mirrored into EOC ;,(//,, ,;/'.~. t,-;;,0· ,... . •):;,, , './, {; 1/if?., ✓,, -.,, : :~, ··:1/,,.:/ Background: The city's Emergency-'9:peratioil?;,;Center (EOG) provides a central location for police, firefighters, .r,.7'5/%· ... ,,. ·,/,:·hF: -),'❖~· ;.&-::m .. :-,,,,., "-:' ~..-,"• medics and other,·:tity:.officials to meet and coordinate dur1ng large-scale emergencies such as wildfires, J_x'r~~•;>; :,,_,.~A h«Q_ /•~, •'• >,, • 'I' '• •?.{.<~. ,, •!'-:,~ ,' earthquakes, di er:nfcal spills an,d.acts cif terrorism. Ttfe• EOC provides officials with real-time information, such .-;.-;:,~;?;;: ,,.,,.-7, ! '~. ,,, :,-',/,.,..,._ -~r.»~:-. as fire perimetef'~'?,as well as otn~l'.i,nforrrfat!Pf' essential·to emergency response decisions, such as the -1~/,<,1/ ·. U , .. ,, ';'.1/h~~-locati on of gas pi'p'.~!i,9,es, schools, pa\~~' etc. Tl;i~JOC's value to city officials depends on the amount and quality of the infornfi tl9p available dqr'iqg emerg¢ncies. As city departments implement new technologies -(, / .,,, ./, 0c• such as unmanned aerial,systems (drones) and GIS mapping tools -city staff must evaluate how these 'I:,. ,,/i /,;," /, technologies will be reflectea in the EQf }f-· .. ,:· / ,~;:f:~l ,,, tx ,,,,, ,1-7 ::Ji}P' -~~3/ Status: Ongoing Expand the use of traffic analytics tools Background: The growing connectivity within the transportation sector is generating large amounts of data that can be tapped and analyzed to yield new insights about how traffic moves. These insights are valuable not only for traffic and transportation planning, but also for improving environmental sustainability and unlocking new insights for economic development. Page 14 of 15 Jan. 14, 2020 Item #9 Page 27 of 28 Connected Carlsbad Action Plan The advanced traffic control systems that currently exist a prime opportunity area for traffic analytics with their ability to generate detailed automated reports about traffic patterns.· Traffic analytics can also be used to help the city measure its progress toward Climate Action Plan goals. New sensor technology enables city engineers to track the number of pedestrians and bicyclists using specific, providing insights toward where pedestrian and bicycle improvements are most needed. There are also increasing opportunities for cities to collect data from the private sector for public use. Individuals' smartphone location data, gathered by a variety of apps, -if ~tripped of personally identifiable information and is sold to data brokers, who then analyze it and rei{fcl<l ge it for other customers, including cities. The city's economic development staff has already begun~kb:i,~-this type of data to glean insights abciut h~;, ,,, ,.,_.., '/,., , ,:\ commute patterns between the city's rail stations and business~parks~'S,imilarly, at least one GPS navigation ./ ·,: .... ❖' r._/1:,,· app has created a program to freely exchange certain traffic data, enablrijg cities to make data-driven , , .,_ ;,,; ✓-.• infrastructure decisions and to more easily share infor.rnatj o·~ about road c:115'~~,res and detours with drivers. f/ ., '.-: ·z,,.•. ~'1/,-:.: Status: Underway _ ;~~. z ?;.;:;,- ,. /»'>01/-: :ff:;· ? ~ /·;53,:';;-?f' ;~ • Build out the advaficed traffic signa1:f~ritroller networ:W ·., <tr?),·½ ,,, ··-,r~~&-. Background: Over the past decade, the City d(C;<Jrlsb@: ~as investecf sjgnificant resources to upgrade its traffic ', ·~ ,,:,,,,,✓,,,, ~·:1. signal infrastructure from a 20th-century model b~~ed o'n'Yote.Jimers arid ,in-ground sensors to a 2ist-century that uses video-based detection:lff~r,~e::.ted by a if tier-opt/~etW:ork to Wsi:ate-of-the-art traffic management /,. i/i..--.::; ... w; ~.,.. -.,.;.,_;,;;.~ ~ .. •/ ·· %>..4...-:~~..... ,,,_. center. The next phase in this"transformation is the'0upgrade,:of tne G1t'ls traffic signal controllers . . . '· ... : ... .(,;;J1\ :, > 1? '/,/./ ·. "'/~\;( • -~:,... 1//J->~ Upgrading the traffic signal cont:~:U~rs provf~es a broad .range of advanced functionality, much of which was not available with p{evioys.systenf i ~tn<;I.Udidftn_e·ability't&, . .-1'"«:0 r ', ,;,•;, . ··<½1•,7» ·· . <Y,:X z.,,,,/ ,,, f· • Automatip3l lyadapt:,sign,al seq·~eric;:es based-{on ,real-time traffic conditions /4 ~! :,, 0" "·,//•'~~ -. -«~, --:..-. / {;/;;/, • lntegrate,and commuriieate.,with co,hnected and'autonomous vehicles '·., ,~?;✓;• ... ~~ ·:'? . ~/1~;.; • Make sign ~J~:green for trans~t ".'ehide{~.9.d emergency vehicles based on GPS location data •'.;?{~,,'.· '=':{;-, '~{,:> In 2018, the City Courici_l :~pp roved a m,~ster purchase agreement with a vendor to upgrade the traffic signal controllers at 180 intersect_ion.s within tli"e city. ?«. ., ·:=(,, '. ' -. Status: Underway ADDITIONAL INITIATIVES The following initiatives are under consideration or require further refinement before inclusion: • Expand energy efficiency and management efforts Page 15 of 15 Jan. 14, 2020 Item #9 Page 28 of 28 David Graham, Chief Innovation Officer January 14, 2020 Connected Carlsbad: An Inclusive Smart Communities Roadmap Recommendation•Adopt a resolution approving Connected Carlsbad: An Inclusive City Innovation Roadmap Benchmarking SMART CITY WIEN SmartPHL READING GUIDE TO THE ROADMAP STRATEGY 1: BUILD A STRONG FOUNDATION WITH POLICY AND INFRASTRUCTURE Thi1 HClion will cover the foundotionol needs thot we 6,1;,..,, ort ntctuilitt for ony work Topics include Governance, Security & Privacy, Doto, ond Nttwor~ lnfra1tructu1t. Each topic is designed to be framed as an actioo. STRATEGY 2: CREATE A PROCESS FOR ENGAGEMENT AND PARTNERSHIP This section of the roadmap is intended to depict the processes designed ood employed to drive engogeme111, partnership, and project dewlopme111 STRATEGY 3: SUPPORT AND SUSTAIN IMPLEMENTATION OF PROJECTS AND PROGRAMS WITH FUNDING Thit nction will providt on o;,trvitw of ;,oriou, funding mechanisms that we ore con1idtring to financially ,upport and 1uttoin ou, projects ASSESSED EXISTING ASSETS 6 INmATIVES C,,ot,d in..,,ntoryof m~nicipol onth o•d initiatives ,,lo1,dto1,norteity Cot,,iorii.don,t,ond initiotivnbyttdi1nologytyp• (SNpa1oeS) IDENTIFIED GAPS 6 OPPORTUNITIS Developed connecting themes Rt,porlitd finding1 lo th" work. mg group BENCHMAll(ED PEER ams ON LEADING PRACTICES Conduct"d o prirliminory 1tudy to l•arn how oth•r citi1t1 or• approaclo,ini;i smart city lncludednatiooalond international cities METHODOLOGY CONIIUCTID FOCUS 611111' INITRVEWS lnclud,d· 3Citydcport•irnh Utility partners :~~~;:~ lron1portotion FACUTATID BRAINSTORMING SESSIONS [ngog1td..,orkinggroup in r,,,ultipl•b1oin1torr,,,ini;i1H1ion throughout roodmnp d1tvelop.,•nttodnign procHtHondr•lin•n•wid•o1 ENGAGED EXTIRNAL STAKEHOLDERS FOR FEEDBACK Presented preliminary ideas with universities Hosted readiness workshop with Smart Cities Council rocilitot,d publicworkthopt with G"n"rocity and l<ni.iht Foundation We are Strategic Trails Master Plan Adopted on August 27, 2019 Sustainable (c,1yof Mobility Plan Carlsbad the City of Carl~ ls~aSustalnableMobilityl'lan to help irnprOYe tral'lspom,tion-FNtNl 511fety, ~uceem1niom, incrNM! trll'ffl chok111ndlml)lffnel'lttheMobilltyElenwn1ofthecity~Pbn. The Su)t;iun.tbk Mobd,ty Pbn wil guide the city in expanding .nd ml)l'ovlng.cliYetr~tionoptlonstopromotesafc,hc~.Jnd ,--11,~opt-forp«>pleof.l~MKlabilitln. Study Approach -The pl.ati Wll n.,mine -"-we tr1115p0rt11bon optlOl'ls.,•comprffienVo'e.indintffWClWnWIYIOpr-lanemllng •ndafut-netWO<k. Thepl.tnwildrw-lopmodal -~ts· lo evM!ate, plan,up,nd¥ldfund mitiatiwswchM: . lmprowmenutom1nsitfKd1ties11nd~. as well as undenerved (omnKmltics •Mobilityhubsfutu11ng1u,nutconr11Ktion1. u,sh.ireandboloe-sha,ei.t'fvl(,ei..and • Trarl$p()flation Demand Management effoih Timelina -The Sus tamable Mobilrty Pbn is schedulNl to be compl"tNl in early 2019, w,th the following planned si:hedule11ndkeym1ltS1ones; Summer2018 ,Exlstlngconditionsa~=• -St1keholder~tp1Mlning F.dlOII -Dftlgnguidnneidevfflpment -Sla~wotbngg,oupfflfftlngs •Pro,te1idenhfic:•1Jon•ndr1.tlwhoncnte,w Wlnt♦r2011/2019 ,Cootinucdpublcout,e.xh.rldw.krooldet- WOfl(ingproupmtttr,g'l •Pro;Klpriontlzation -Pbn~t.rld•pprov~ Did you know? Roughly~ofalltrips ~kent,yrMict.nU, tmployMtandvhltonln Carl~•reundertwo milnlnlength.• ·2011N;,t,oN1ltc,ufofholdT1~ Survey,which~dwmool r«tntOtyolCMt.b.HI~ For More Information -PleasecontactCra19Wijliams, AICP,CityofU11~T,an~latJOn Plannlng&Mobllity, al 760-126-9523 orualg.william$fPCilf15badu,.gcw Jan. 14, 2020 An Inclusive City Innovation Roadmap January 7, 2020 {city of Carlsbad Item #9 Page 8 of 28 C cityof Carlsbad CONNECTED CARLSBAD ACTION PLAN Jan. 14, 2020 Exhibit3 Item #9 Page 14 of 28 Shift in Approach•Broad themes David Graham, Chief Innovation Officer January 14, 2020 Connected Carlsbad: An Inclusive City Innovation Roadmap Shift in Approach•Broad themes •Roadmaps and playbooks Shift in Approach•Broad themes •Roadmaps and playbooks •Accessible, digital, visual, interactive Shift in Approach•Broad themes •Roadmaps and playbooks •Accessible, digital, visual, interactive •City innovation is the umbrella Shift in Approach•Broad themes •Roadmaps and playbooks •Accessible, digital, and visual •City innovation is the umbrella •From smart city to connected community •Ongoing engagement Community EngagementHow do you prefer to access city services? 85% -Mobile via a smart phone or tablet 84% -Online via personal computer 80% -Telephone speaking to a live person 74% -In person Community EngagementWhat do you use most often to connect to the internet? 58% -Mobile device like a smartphone or tablet 84% -At home via personal computer 54% -At work via a work computer 50% - Wi-fi in a business such as a coffee shop or restaurant 49% -Public computer or wi-fi such as the library Community EngagementWhat services would you like to be able to access online, via a computer or mobile device? •Paying fees and bills for city services •Events that are happening around the city •Online permitting •Safety alerts such as road closures •Library services •Updates on prioritization and in-progress CIP projects Community EngagementWhat services would you like to be able to access online, via a computer or mobile device? “I like being able to access the agenda and live feed for City Council meetings as well as other general information on the City website.” Community EngagementWhat services would you like to be able to access online, via a computer or mobile device? “It is pretty well covered.” Community EngagementWhat services would you like to be able to access online, via a computer or mobile device? ALL! Community EngagementCurrently, how accessible are the city services you need via a desktop computer or laptop? la 35% Accessible II 35% Very accessible 14% Don't know 12% Somewhat accessible 3% Not accessible Community EngagementCurrently, how accessible are the city services you need via your phone or tablet? [Iii 35% Accessible [Ii 23% Very accessible ■ 21 % Somewhat accessible ■ 17% Don't know [ 3% Not accessible Digital TransformationA holistic approach to systems digital or analog •A strategic approach to moving from analog to digital recognizing the interconnection between all systems •Improving city process and operations •Adapting to the changing needs of our residents, visitors, businesses and employees •Delivering the best possible experience for residents, visitors and businesses •Putting people first in everything we do when moving from analog to digital Build Capacity for Data-Driven Decision Making 1011010101010101010111010101 1 io1101ci1cn0101ci1010111010101 1 io110101010101 011101010101 1101101010101 ( 1101010'101 101101010101 11101010101 0110101010101 11101010101 1101010101010101011101010101 01010101Moio10111010101 Foster a Vibrant Civic Engagement CultureF ga e tC re Enhance Accessibility and Transparencyce Ac ess a d spare c I I I I I I I I I I I I I I I I • Promote Safety & Sustainability through ConnectivityPro o eSa y City Innovation RoadmapGoals •Pursue Community-wide Digital Transformation •Build Capacity for Data-Driven •Foster a Vibrant Civic Engagement Culture •Enhance Accessibility and Transparency •Promote Safety and Security Through Connectivity City Innovation RoadmapCurrent State of City Innovation Understanding and Mitigating Risks A Culture of Continuous Improvement The Future State of City Innovation A Path to the Future Recommendation•Adopt a resolution approving Connected Carlsbad: An Inclusive City Innovation Roadmap Draft Action PlanSources •City Council approved items •Departmental interviews •Community engagement Updates •Annual budget •City Council action •Project or initiative completion Completed IdeasPursue Community-wide Digital Transformation •Complete and implement SCADA master plans –September 17, 2019 City Council approved SCADA master plans and Utilities is recruiting for a SCADA manager to oversee implementation •Develop and implement a citywide network master plan –December 17, 2019 City Council approved moving forward with a digital information network using 3rd part fiber-optic infrastructure Completed IdeasFoster a Vibrant Civic Engagement Culture •Review existing service request technology and consider comprehensive 3- 1-1 with online and mobile capabilities -Evaluate and expand the use of digital tools to enhance public access to information –Completed and incorporated into new city app project •Evaluate and expand the use of digital tools to enhance public access to information –GovQA Council Inquiry deployment complete •Establish a local CIO and CTO roundtable •Evaluate participation in a startup in residence program –Carlsbad was accepted into the City Innovate Startup in Residence Program and proposed 9 challenges. Responses are being evaluated. Completed IdeasEnhance Accessibility and Transparency •Consider an age-friendly initiative –September 10, 2019 City Council approved a resolution to join AARP Network of Age-Friendly Cities Promote Safety & Sustainability through Connectivity •Implement a transportation demand management program –February 26, 2019 ordinance approved by City Council •Evaluate Last-mile solutions to connect with job centers and improve transit utilization Pursue Community-wide Digital TransformationProposed •Establish a cross-departmental approach to technology leadership •Upgrade, replace or retire software applications •Evaluate transition to an Enterprise Resource Planning system •Transition to single identity for users of city services •Evaluate options for a citywide asset management system •Replace obsolete and noncompliant city devices •Transition to a unified communications platform •Assess and refine data storage and cloud strategy Build Capacity for Data-Driven Decision MakingProposed •Establish a performance management program •Develop a data governance team •Evaluate adoption of an open data policy •Establish practices to maintain data quality •Create and maintain a data inventory •Provide data training for staff •Continue to build capacity for geospatial data analysis •Create performance dashboards •Regularly review data security and audit processes Foster a Vibrant Civic Engagement CultureProposed •Expand the use of community engagement tools •Expand the capabilities of a city app •Create an open data portal and public data visualization Enhance Accessibility and TransparencyProposed •Continue to expand digital education and access •Improve public wi-fi access •Enable online permitting and tracking •Expand and simplify digital access for customer payment Next Steps•February 14 -Publish Roadmap and Action Plan •Create digital presence for Connected Carlsbad •Continue engagement with community •July –Update Action Plan based upon approved annual budget Next Steps•Receive input from City Council on Roadmap and Action Plan •February 14 -Publish Roadmap and Action Plan •Create digital presence for Connected Carlsbad •July –Update Action Plan based upon approved annual budget •Update Action Plan based upon City Council actions •Update Action Plan when projects or initiates are completed •Annually update Action Plan based upon approved annual budget Thank you