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HomeMy WebLinkAbout2021-01-26; City Council; ; Item Continued to a Future Agenda-STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAMJanuary 26, 2021 13. STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM — Adoption of a resolution approving the preliminary Strategic Digital Transformation Investment Program. (Staff contact: Laura Rocha, David Graham and Maria Callander, Administrative Services) •THIS ITEM WAS CONTINUED TO A FUTURE AGENDA Meeting Date: Jan. 26, 2021 To: Mayor and City Council From: Scott Chadwick, City Manager Staff Contact: Laura Rocha, Deputy City Manager Administrative Services laura.rocha@carlsbadca.gov, 760-602-2415 David Graham, Chief Innovation Officer david.graham@carlsbadca.gov, 760-434-2992 Maria Callander, Information Technology Director maria.callander@carlsbadca.gov, 760-602-2454 Subject: Strategic Digital Transformation Investment Program District: All Recommended Action •Receive a report on a proposed strategic approach to technology and digital transformation including evaluating, prioritizing and approving initiatives and projects •Provide input on the Strategic Digital Transformation Investment Program •Adopt a resolution accepting the preliminary Strategic Digital Transformation Investment Program Executive Summary Prior to the COVID-19 pandemic, city staff developed and presented to the City Council three strategies related to digital transformation. When the COVID-19 pandemic hit Carlsbad and a local state of emergency was declared, city leadership had to triage and prioritize projects based upon available resources and immediate need to respond to the pandemic. As the city has worked through its response to COVID-19 and as an end to the pandemic is coming into greater focus, city staff have evaluated its approach to technology and digital transformation in the current and post-pandemic world. Based on this evaluation, staff recommend a strategic approach to technology and digital transformation that is consistent with the prior City Council adopted roadmap, a strategy for citywide software and services and digital information infrastructure approved by the City Council. Through expert evaluation, consideration of the budget impacts of the pandemic and the experience of adapting to a greater use of digital tools for operations and public services, staff have developed a strategic plan for technology and digital transformation. This includes Jan. 26, 2021 Item #13 Page 1 of 126 CA Review: CKM the core areas associated with an information technology strategy, including hardware, software and communications infrastructure. It also takes into account a forward-thinking approach to creating the digital platform for the adoption of future technologies. Critical to all of this is a sustainable plan for funding the city’s investment in operational and public-serving technologies. For the first time, the city could have a comprehensive and transparent commitment to funding digital transformation that contributes to delivering excellent service to the public through the annual budget process. Strategy, projects, costs and funding sources are included in the Strategic Digital Transformation Investment Program (Exhibit 1, Attachment A) being proposed to the City Council today. City staff recommend that the program become a part of the annual budget process like the Capital Improvement Program to provide comprehensive transparency on the city’s major investments in technology. Staff accelerated the presentation of the digital transformation investment program to the beginning of the annual budget process to give the council time to review and provide input on this approach. Because the program is being presented ahead of the full budget, there will need to be refinements to the program, including adding or removing projects, refining cost estimates in light of available resources and evaluating timelines based on staff capacity. There are no budget appropriations associated with today’s action. Staff is presenting the program for the council’s input and approval to obtain its guidance on how to approach digital transformation in the annual budget process. If the City Council wishes to adopt this approach, it can do so by resolution. Then, during the annual budget process, a revised Strategic Digital Transformation Investment Program will be presented again along with the fiscal year 2021-2022 Operating Budget and Capital Improvement Program. Discussion Background For over two decades the city has made significant investments in hardware, software and digital technology. Technology has been used to support traffic management, law enforcement, public services, city facilities, finance, parks and recreation, public works and the needs of every department in the city. The city traditionally selected and adopted the solutions based upon the individual business need of individual departments rather than taking a more citywide approach. Adopting technology and digital services incrementally rather than strategically can lead to inefficiency, redundant systems, problems with integrating technologies and potential waste. As a result, city staff must currently maintain about 100 software applications for city operations. At times, the adoption of technology has been siloed, uncoordinated, redundant and, in some cases, slow to implement to the point that the solution is nearly obsolete by the time it can be used. A little over two years ago, the city began making a concerted effort to be more strategic, better coordinated and more efficient in how it adopts digital solutions. More strategic approach By adopting a more strategic approach to technology and our digital systems, the city can operate more efficiently, reduce the likelihood of loss of service and better provide for the current needs of our residents, visitors, businesses and employees. In 2019 and the first part of 2020, city staff worked to develop and present to the City Council a more strategic approach to technology adoption. This included approaches for digital Jan. 26, 2021 Item #13 Page 2 of 126 information networks, connected communities and digital services. The city has recently been recognized for its strategic approach to investments in technology. In 2020, the Center for Digital Government 2020 Digital Cities Survey ranked the City of Carlsbad 7th for cities of 75,000-124,999 population. In its 20th year, the survey recognized leaders in the government deployment and use of technology. It was the first time the city ranked in the top ten since its ninth-place ranking in 2007. This was based on the city’s strategic approaches to technology investment, cybersecurity work, enhancement of data-driven decision making, utilization of connected community technology and creating a new digital information network. The city’s use of digital technology to address the COVID-19 public health emergency was also recognized. This recognition by a long-standing and well-respected organization validated the city’s move to a more strategic approach to technology adoption. Creating a high-speed city digital information network On Dec. 17, 2019, the City Council approved three resolutions authorizing the city manager to execute agreements for the development of a digital information network using a hybrid strategy leveraging available fiber-optic cable infrastructure with city-operated equipment. Included in that action was an Internal Digital Information Network Action Plan (Exhibit 2) that outlined guiding principles, assessed the current state of the city’s multiple networks and included a plan for the delivery of effective data network services. The city currently relies on multiple networks and varying types of architecture to provide services to its various departments. Over the past fifteen to twenty years, the Information Technology department has assembled a core operations network mostly by outsourcing critical communication services to third-party providers. Separate from these networks the city’s traffic management division, working in conjunction with its own consultants, built a parallel network of wireless devices and copper wiring. The utilities department uses another set of connections to operate a system for managing, monitoring and delivering fresh water. The fragmented nature of the city’s communication networks highlighted an urgent need to take a more holistic approach to a digital information network. Without high-speed, reliable and secure communications infrastructure, the city’s digital transformation efforts and its ability to deliver services to the public are limited and unreliable. To create a core operations digital information network, Carlsbad was able to take advantage of an existing agreement with a communications infrastructure company that had installed approximately 90% of the city’s fiber-optic cable needs for core operations. The plan outlined how the core operations network would be created and then extended to the traffic management system and water utilities. The core operations network work is now nearing completion, and the extension to the traffic management system and water utilities is being evaluated. A roadmap for a more connected community On Jan. 14, 2020, the City Council approved a resolution adopting Connected Carlsbad: An Inclusive City Innovation Roadmap (Exhibit 3) which included five goals: • Pursue communitywide digital transformation • Build capacity for data-driven decision making Jan. 26, 2021 Item #13 Page 3 of 126 • Foster a vibrant civic engagement culture • Enhance accessibility and transparency • Promote security and sustainability through connectivity An associated action plan was also presented that was intended to be dynamically changing based upon City Council action, available resources, changes in technology and city needs. The action plan offers a transparent view of the projects that were likely to be proposed, underway, or finished to provide a more complete picture of the city’s investments in technology. In response to questions from the City Council during the hearing, staff stated that they could return to the City Council in sixty days with additional information regarding costs for the action items and a more detailed schedule for implementation. When the state of California declared a state of emergency on March 4, 2020 in response to the spread of COVID-19, the city had to give priority to responding to the public health crisis. The need to close certain facilities, provide for remote work, provide more services online and reduce or eliminate in-person services led to a re-evaluation of how the city adopts technology and digital transformation, including the activities included in the action plan. A strategic plan for city software applications In a similar timeframe to the adoption of a connected communities roadmap, city staff developed a more strategic approach to digital transformation focused on the city’s digital solutions. On Jan. 21, 2020, the City Council received an informational report on this strategic approach to citywide digital transformation. Included in this report was the Application Portfolio Strategic Plan (Exhibit 4), which outlined a strategic plan with an organization-wide framework designed to enable the city to: • Modernize and strengthen its technology application infrastructure • Provide more efficient, integrated city services to residents, visitors and businesses • Build the capability for data-driven government • Enhance accessibility and transparency This strategic plan was designed to address the fact that the city’s application portfolio consisted of over 100 individual applications, many of which had redundant functionality, are based on outdated technology and cannot be integrated with other city applications. This results in manual and time-consuming processes to move data between applications, additional effort to keep outdated applications running, stability issues and creates a data environment that is fragmented. In taking steps to be a more resilient, responsive and future ready, the city plan proposed to leverage current technology, follow industry best practices and implement an application portfolio within a strategic enterprise network. To accomplish this, the plan identified the following goals: • Centralize and consolidate core business functionality • Break down silos • Improve business processes Jan. 26, 2021 Item #13 Page 4 of 126 • Enhance the user experience for city staff, residents, visitors and businesses with an emphasis on mobility, accessibility and transparency • Establish and adhere to governance • Take advantage of challenge-based procurement practices • Focus on change management In the plan and during the discussion, staff presented ways to pursue these goals as well as a funding strategy. The big ideas for strategically funding digital transformation were to accept that it is an ongoing process that requires long-term investment, recognize digital infrastructure as being on par with physical infrastructure in terms of importance and develop a funding mechanism that respects these ideas. Given how city operations and services heavily rely on digital technology, the same best practices for investing in physical infrastructure provide a guide to sustainable funding. When building a physical asset, the long-term maintenance, life- cycle and replacement should be considered. If maintenance is deferred or an asset is used beyond its usable life, then functionality degrades and the cost of replacement regularly increases. Regular maintenance, upgrades and replacement ensure functionality, and the same is true of digital technology. The next steps proposed in the City Council hearing on digital transformation were to develop a scope of work for a consulting firm under contract with the city to gather information on the city’s existing processes and develop requirements for an enterprise approach to digital transformation that would include consolidating and replacing the city’s core legacy systems. Staff then planned to return to the City Council in March 2020 with the proposal from the consultant and the cost for the consultant’s services in helping to select an enterprise resource planning system. Additionally, staff told the council that requests for resources to proceed with digital transformation would be made through the annual budget process. As was the case with many other proposed activities, the next steps for digital transformation had to be postponed because of the pandemic. There was a spike in work related to remote work tools, providing public hearings conducted remotely, using geographic information systems for COVID-19 response, supporting increased programming delivered online, a virtual Emergency Operations Center and replacing in-person services with digital services. Evaluating digital transformation in light of the pandemic Careful evaluation has gone into determining recommendations for where the city should go next with digital transformation, and this evaluation has been informed by the city’s experience related to the pandemic. One clear step is to consolidate and align approaches to digital transformation that respect near and long-term city resources, economic conditions, and the needs of the public. Based on this evaluation, staff consolidated the three strategies for digital information networks, connected communities and the city’s software application portfolio into one transparent approach to digital transformation. Including strategies, project descriptions, estimated timelines and funding sources is a prudent approach that takes into accounts the lessons that are still being learned through the ongoing pandemic response. Focusing attention on consolidating and replacing critical core systems to enhance resilience should be a priority. Providing a multi-year outlook for the investments in digital transformation including estimated costs, funding source and timeline would allow decision makers and the public to have a Jan. 26, 2021 Item #13 Page 5 of 126 comprehensive view of the city’s actions and intentions. These efforts will take into account the budgetary realities facing the city and present a complete picture of the investments in digital transformation that are being evaluated, approved and in progress. Strategic Digital Transformation Investment Program The program being recommended by staff would provide a comprehensive approach to planning for and funding digital transformation efforts throughout the city, always looking forward for the next five years. This approach is informed by City Council decisions, previous strategies that have been presented to the council and a rigorous evaluation that takes into account what the city learned in its ongoing pandemic response. The Strategic Digital Transformation Investment Program includes the elements that would be included in an information technology strategic plan and takes the additional step of being transparent about the estimated five-year funding needed to implement the projects and activities included in the plan. There are tradeoffs when planning for technology investments with a five-year horizon. Given the rapidly changing nature of digital technology, proposed projects that have not received considerable evaluation or are slated for the years furthest out in the plan will likely have the least accurate estimates of costs and timelines. But, presenting a five-year picture of investment and updating it annually is more effective than not including estimates or constantly revising cost estimates and timelines for projects further down the road. Like the Capital Improvement Program, the city’s constantly updated plan for major capital projects, the Strategic Digital Transformation Investment Program would be revised and presented to the City Council each year for its consideration. A single list of proposed projects, stating their funding sources and timelines for implementation, would give the City Council and the public a complete picture of the city’s technology investment, something that, as noted above, the city has not had before. This proposed information technology and digital transformation strategy plans for and would fund digital transformation efforts consistent with the following goals: • Establish a comprehensive strategy that details present and future digital transformation initiatives • Provide information on timelines and estimated funding requirements for digital transformation initiatives • Allow for an ongoing and annual comprehensive transparent review by the City Council of digital transformation investment • Create a format that would enable the City Council to comprehensively review all digital transformation efforts and make informed decisions • Develop a strategy for the ongoing funding of City Council-approved digital transformation efforts • Develop a process for evaluating and prioritizing of projects Jan. 26, 2021 Item #13 Page 6 of 126 How projects will be evaluated and managed As detailed above, staff have evaluated how the city initiates, prioritizes, sets budgets for and adopts digital transformation efforts. Success in this program requires establishing efficient processes and reliable procedures for adopting and using new technology. A new administrative order (Administrative Order No. 89, Exhibit 5) establishes the procedures for departments to submit requests for technology projects, for the evaluation of those projects based on criteria and for the approval or denial of those projects by the appropriate level of city staff based on a tiered system. The administrative order establishes three tiers of projects, with the more significant and costly projects receiving a higher level of staff oversight and approval. Projects that are projected to cost more than $100,000 per year will be evaluated by a Digital Transformation Development Team, consisting of the information technology director as the chair, the chief innovation officer, the information technology operations manager, the information technology enterprise applications manager, the assistant finance director and the business intelligence and data science manager. Based on that team’s recommendation, a Strategic Digital Transformation Investment Program Executive Team comprised of the city manager or assistant city manager, city attorney, the three deputy city managers, police chief and fire chief will then evaluate and approve or deny projects. As digital technology changes, financial resources fluctuate and city needs evolve, the Strategic Digital Transformation Investment Program is designed to provide the City Council with a way to comprehensively consider near-term and long-term investments in technology and make decisions annually. Since this Strategic Digital Transformation Investment Program is proposed to become a part of the annual budget process, city staff accelerated council’s consideration of the strategies, projects, estimated costs, funding sources and timelines to the beginning of the budget process so that the council can provide input on the approach. The council may choose to approve this approach by resolution, but no budget allocations are associated with this action. When the preliminary budget is presented in May, a revised Strategic Digital Transformation Investment Program with any necessary changes and budgetary allocations will be included just as the Capital Improvement Program is included each year. Consolidation and replacement of core legacy systems One project that will be central to the city’s digital transformation is the consolidation and replacement of its core legacy systems. There are about 20 core systems, including the city’s financial, human resources, payroll, budget, asset and work order management, licensing and permitting, utilities operations, computer-aided emergency dispatch, land management and program-event management systems. Rather than operate many systems with narrow applicability, the city is evaluating ways to consolidate its core systems as legacy applications are replaced. This may mean accelerated replacement for certain systems. The goal is to reduce redundancy and inefficiency that comes from operating many disparate systems. Added to the inefficiency is dealing with numerous vendors, with different approaches to their customers. Consolidating into fewer systems that integrate data and provide a more uniform interface will improve the experience for both city employees and the public. Jan. 26, 2021 Item #13 Page 7 of 126 Staff are evaluating the city’s existing systems and business processes and the requirements of a replacement system in preparation for replacing the core legacy systems. Once that evaluation is complete, a consultant will need to be secured to evaluate the city’s needs and complete a study of the options and costs. The study will provide a scope and basis for a recommendation to the City Council on whether to pursue what will likely be a multi-year initiative including analysis, selection, purchase and implementation of the software and hardware necessary to consolidate, replace and integrate these systems with as few systems as possible while maintaining or enhancing existing capabilities. Investing in digital infrastructure like capital infrastructure In considering the best approach to investing in digital transformation in the near-term and long-term, staff evaluated different approaches that provided consistent funding and a way of transparently showing the strategies being employed and how they are implemented. The city’s Capital Improvement Plan serves as a good example. When we think about the judicious investment of public dollars in the infrastructure, facilities, services, programs and operations that are critical to serving the public, we rest on several principles: One-time dollars should be used for one-time investments, and ongoing costs should be associated with on-going revenue. These prudent budgeting principles are carried out in the Capital Improvement Program. In this annually updated plan, the city outlines a multi-year strategy for funding capital improvements such as parks, roads, city facilities, utilities and other physical amenities. It’s common to dedicate a portion of city funding to activities like design, construction and maintenance of physical assets. Funding for design and construction is usually connected to estimates for a multi-year funding strategy that may include city funds, financing through bonds, grants, or other means of funding. It often takes more than one fiscal year to design, bid, award, construct and complete physical improvements to city facilities Creating fiscal policies that annually dedicate funding to building, maintaining and replacing aging infrastructure are the best governmental practices. As people have become more dependent on technology and the public expresses its preference for convenient digital services, government has also become more reliant on technology to deliver public services. Just like a building that requires maintenance, upgrading, or ultimately replacement, technology requires the same if not a greater degree of care. Carlsbad has a process for regularly maintaining, upgrading and replacing infrastructure and commits resources to maintaining that infrastructure during its useful life and replacing it when it has reached the end of its useful life. The same should go for the city’s software, hardware and digital information network. A city that uses the best practices for investing in capital infrastructure to invest in its digital infrastructure will have the solid foundation needed to provide a digital environment that is stable, resilient and allows for innovation. 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 as part of the Strategic Digital Transformation Investment Program, or on a case-by case basis. Jan. 26, 2021 Item #13 Page 8 of 126 Next Steps Upon approval of the Strategic Digital Transformation Investment Program approach, staff will return to the City Council as part of the annual budget process to present the program for consideration of appropriation of funds for fiscal year 2021-2022. Environmental Evaluation (CEQA) This action does not constitute a “project” within the meaning of the California Environmental Quality Act under California Public Resources Code Section 21065 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. Therefore, it does not require environmental review. Public Notification Public notice of this item was posted in keeping with the Ralph M. Brown Act and it was available for public viewing and review at least 72 hours before the scheduled meeting date. Exhibits 1. City Council Resolution 2. Internal Digital Information Network Action Plan 3. Jan. 14, 2020 Connected Carlsbad: An Inclusive City Innovation Roadmap staff report and attachments 4. Jan. 21, 2020 A strategic approach to citywide digital transformation staff report and attachments 5. Administrative Order No. 89 Jan. 26, 2021 Item #13 Page 9 of 126 RESOLUTION NO. . A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVING THE PRELIMINARY STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM WHEREAS, the City Council of the City of Carlsbad, California is committed to continuing to strategically invest in improving connectivity for its residents, visitors and businesses; and WHEREAS, prior to the COVID-19 pandemic, city staff developed and presented to City Council strategies related to digital transformation; and WHEREAS, when the COVID-19 pandemic hit and a local state of emergency was declared, city leadership had to triage and prioritize projects based upon available resources and the immediate need to respond to the pandemic; and WHEREAS, as an end to the pandemic is coming into greater focus, city staff have evaluated its approach to technology and digital transformation in the current and post-pandemic world; and WHEREAS, based on this evaluation, city staff is proposing the Strategic Digital Transformation Investment Program (SDTIP) as a strategic, comprehensive and transparent approach to evaluating, prioritizing and budgeting for digital transformation; and WHEREAS, there are no budget appropriations associated with the action presented today and a revised SDTIP will be presented again along with the FY 2021-2022 Operating Budget and Capital Improvement Program with refined cost estimates and timelines; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1.The above recitations are true and correct. 2. The preliminary Strategic Digital Transformation Investment Program (Attachment A) is approved. /// /// /// /// /// /// Jan. 26, 2021 Item #13 Page 10 of 126 EXHIBIT 1 PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the __ day of ________, 2021, by the following vote, to wit: AYES: NAYS: ABSENT: _________________________ MATT HALL, Mayor _________________________ BARBARA ENGLESON, City Clerk (SEAL) Jan. 26, 2021 Item #13 Page 11 of 126 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM (SDTIP) ATTACHMENT A Jan. 26, 2021 Item #13 Page 12 of 126 Table of Contents STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM .............................. 3 INVESTING IN DIGITAL TRANSFORMATION .................................................................. 4 PROJECT EVALUATION .................................................................................................. 4 INFORMATION TECHNOLOGY STRATEGY ..................................................................... 6 Core Service Areas of the Information Technology Department ............................. 6 Service Area: Applications ........................................................................................ 7 Service Area: Infrastructure and Operations ............................................................ 9 Service Area: Administration .................................................................................. 10 ESTIMATED TOTAL SDTIP APPROPRIATIONS BY GOAL ............................................... 12 PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION .......................................... 14 Consolidation & Replacement of Core Systems Study ........................................... 14 Digital Information Network ................................................................................... 16 Financial System Upgrade ....................................................................................... 17 Learning Management System (LMS) ..................................................................... 18 Mobile Computer Program ..................................................................................... 19 OKTA/ServiceNow Automation .............................................................................. 20 Project Portfolio Management Tool & Consulting ................................................. 21 ServiceNow Service Portal ...................................................................................... 22 ServiceNow SAM Implementation .......................................................................... 23 Minor Projects and Strategic Initiatives .................................................................. 24 BUILD CAPACITY FOR DATA-DRIVEN DECISION MAKING ........................................... 25 Data Governance and Operational Analytics .......................................................... 25 Enterprise Asset Management System ................................................................... 27 Meter Data Management/Utility Analytics ............................................................ 28 Minor Projects and Strategic Initiatives .................................................................. 29 FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE ................................................... 30 Audio Visual Upgrades ............................................................................................ 30 Council Chamber Technology Upgrade .................................................................. 31 Digital Engagement & Analytics Consultant ........................................................... 32 Outdoor Wireless Study .......................................................................................... 33 Jan. 26, 2021 Item #13 Page 13 of 126 Teleconferencing Services for Public Meetings ...................................................... 34 ENHANCE ACCESSIBILITY AND TRANSPARENCY ......................................................... 35 Civic Engagement with Open Data ......................................................................... 35 Online Permitting/Electronic Reviews (E-Review) .................................................. 37 Records Management System ................................................................................ 38 Virtual Permitting Counter (OpenCounter) ............................................................ 39 PROMOTE SECURITY & SUSTAINABILITY THROUGH CONNECTIVITY .......................... 40 Annual Hardware and Infrastructure Replacement ............................................... 40 Closed-Circuit Television (CCTV) Master Plan: Citywide CCTV ............................... 41 Computer Aided Dispatch (CAD) ............................................................................. 42 Unified Communication System ............................................................................. 45 Minor Projects and Strategic Initiatives .................................................................. 47 FUTURE PROJECTS....................................................................................................... 49 PROJECT FUNDING SOURCES ...................................................................................... 51 5-YEAR SCHEDULE OF SDTIP PROJECTS BY CONNECTED CARLSBAD GOAL ................ 52 5-YEAR SCHEDULE OF SDTIP PROJECTS BY FUND ....................................................... 53 FUNDING SOURCES ..................................................................................................... 54 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM PROJECT ROADMAP ................................................................................................................... 55 Jan. 26, 2021 Item #13 Page 14 of 126 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM The Strategic Digital Transformation Investment Program (SDTIP) is a comprehensive approach to planning for and funding digital transformation efforts throughout the city. It is informed by the City Council approved Connected Carlsbad: An Inclusive City Innovation Roadmap, the Internal Digital Information Network Action Plan, the Information Technology Strategy and complimented by a a five- year projected roadmap of digital transformation investments. The SDTIP is the strategic plan for technology and digital transformation combined with project descriptions, costs, funding sources, and timelines. The purpose of this new program is to provide for an annual investment strategy, not a commitment for spending and outlines a 5-year expenditure plan for future digital transformation and technology projects and the corresponding revenues necessary to pay for them. CONNECTED CARLSBAD: An Inclusive City Innovation Roadmap Connected Carlsbad: An Inclusive City Innovation Roadmap, presented to the City Council in January of 2019, was designed to provide a high-level, organized guide to the principles that matter to the city in creating a more connected community. This roadmap and its associated action plan was based on City Council approved projects, existing city documents, previous Information Technology assessments and interviews with departments, combined with a global scan of other cities and best practices that have emerged from leading smart city thinkers and Carlsbad-specific community engagement. The Strategic Digital Transformation Investment Program expands Connected Carlsbad to include a strategy for evaluating and prioritizing projects and a 5-year investment roadmap that includes estimated costs and timelines. This new investment program continues to be organized into the five primary goal areas approved by Council in Connected Carlsbad: • Pursue Community-wide Digital Transformation focuses on the foundational elements, including connectivity, up-to-date hardware and software, and a robust security strategy while providing an aspirational vision for the future. • Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics. • Foster a Vibrant Civic Engagement Culture builds upon the first two goals with a human- centered perspective that an engaged city that uses data and technology in a way that respects people and their privacy will support a vibrant culture where residents, organizations and businesses are invested in their community and its future. • Enhance Accessibility and Transparency recognizes that open government and approaching problem-solving from an accessibility perspective leads to better outcomes for all. • Promote Safety and Sustainability Through Connectivity leads to understanding the interconnected nature of our communities that can achieve environmental, mobility and sustainability goals when approached in a cross-departmental and community informed manner. Once the Council adopts the proposed Strategic Digital Transformation Investment Program, projects receive an appropriation that authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget information is shown for a 5-year period to provide the most comprehensive information about known future projects. Spending authority in future years is not granted until adoption of the annual proposed Strategic Digital Transformation Investment Program budget associated with each year. Jan. 26, 2021 Item #13 Page 15 of 126 INVESTING IN DIGITAL TRANSFORMATION As the city continues to grow and develop, the use of technology has also grown exponentially over the last two decades. The Strategic Digital Transformation Investment program outlines the financial resources needed to ensure that the technology infrastructure is in place to enable the City to provide services to the community. Prudent financial planning will ensure that ongoing funding for investment in technology is available. PROJECT EVALUATION Making decisions on technology implementations is a challenging, complex task. The challenging nature of these decisions is exacerbated by the expanding reach of technology and the increasingly interdisciplinary nature of emerging technologies. A major component of the Strategic Digital Transformation Investment Program is the establishment of a cross-departmental approach to technology leadership to evaluate, prioritize, budget for and adopt digital transformation efforts. A new administrative order has been developed that provides a collaborative forum for key staff to validate and prioritize technology implementations. This approach also provides a structured venue to explore how particular configurations of a technology implementation may positively or negatively affect others within the organization. The process to evaluate digital transformation initiatives is ongoing and meetings may be held on a monthly, bimonthly or quarterly basis depending on the need. A number of factors are considered when putting together projects for the 5-year program. All digital transformation and technology projects shall be consistent with: Jan. 26, 2021 Item #13 Page 16 of 126 Proposed projects are evaluated and prioritized by a set of criteria that include: • Alignment with City council goals and IT strategic plans, architecture, security and technology standards, including legislative and regulatory mandates, and administrative goals. • Coordination of IT investments across the enterprise to avoid duplication, maximizing the return on investment and increasing efficiency. • Effective articulation of the business case including valid operational benefits of the project. • Accuracy and reasonableness of cost and benefit estimates. • Consideration of potential project risks and identification of appropriate means to manage those risks. • Adherence to standard project management practices. • Capacity of staffing resources to implement the project. As the Strategic Digital Transformation Investment Program is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs and schedules to responsibly and cost-effectively manage city resources. Strategic Digital Transformation Investment Program Public Health and Safety City mission, vision and organizational values Community values City Council Goals Governing and Policy Documents Funding availability Environmental Review Technology standards and strategic plans Jan. 26, 2021 Item #13 Page 17 of 126 INFORMATION TECHNOLOGY STRATEGY Although digital transformation is a collaborative effort involving all city departments, Information Technology is the core department that is responsible for delivering projects approved in the Strategic Digital Transformation Investment Strategy and ensuring that technology implementations operate efficiently and effectively support the delivery of services to our residents, businesses and visitors. Core Service Areas of the Information Technology Department The IT Department is organized into five divisions: Enterprise Applications, Infrastructure and Operations, Geographic Information Systems, Public Safety Technology and Administration. These five divisions work together to provide services in three core areas that are crucial to digital transformation efforts: Guiding Principles The Information Technology Department has established guiding principles by which all technology services will be implemented and managed: • Reliable -Technology or service provided must be reliable, operate with minimal disruption and implemented in a manner that provides redundancy and disaster recovery • Secure - In today’s high cyber threat environment the all technology implementations must adhere to industry security best practices and provide as few entry points to potential intruders as possible. • Scalable - The service or technology must be able to grow to meet future demands of the city as well as adjust to new technology and business processes. • Unified - The application must follow industry standards and best practices to ensure that it will seamlessly integrate into the citys technology environment and support the combined operation of all city technology needs. Applications Enterprise Applications Geographic Information Systems Public Safety Technology Business Systems Infrastructure Networking Datacenter Systems Client Systems Security Administration Contracts and Agreements Accounts payable Asset replacement Jan. 26, 2021 Item #13 Page 18 of 126 • Cost-effective – The network must provide excellent value to the city as compared to current commercial offerings. • Support transparency and business intelligence- The technology should provide the ability for data analytics and business intelligence as well as data openness and transparency and adhere to the city’s data governance policies. The strategy presented here provides a high-level view into the IT departments approach to the three core service areas and how the guiding principles are implemented. Service Area: Applications The software applications that the IT department supports can be divided into four distinct categories: Enterprise Applications, Geographic Information Systems, Public Safety Technology and Business Systems. All of these categories work closely and collaboratively to support the major software systems that are used by the city to ensure that city staff have the technology tools and data necessary to do conduct their core business functions and make data driven decisions. ENTERPRISE APPLICATIONS The IT Enterprise Applications division is divided into three sections, project management, database management and enterprise application management. The Project management team provides project management support for larger technology initiatives including new implementations as well as upgrades to existing technology implementations. The project management team also provides support, guidance and assistance to other city departments that are managing smaller technology projects and assists departments in submitting project proposals as part of the Strategic Digital Transformation Investment Program. The database management team provides technical support and expertise related to the city’s database infrastructure. This includes ensuring the city’s database infrastructure is stable, secure and readily available to support the city’s enterprise applications. Additionally, the database management team works closely with the city’s business intelligence and data analytics manager on initiatives related to data governance and operational analytics. The enterprise applications team provides technical support and expertise related to the city’s portfolio of enterprise applications. Enterprise applications are the major applications, such as the central finance system and public works enterprise asset management system, used by the city to accomplish its core business functions. The team is divided into 3 groups supporting dedicated departments within the city. One team supports the public works and community development departments, another team support the human resources and finance departments and another group supporting the remaining departments. The enterprise applications team also provides web administrative support for the city’s internet website as well as assisting with the branding and configuration of other city web-based applications. The applications in the city’s application portfolio are fundamental to the city’s ability to carry out its core business functions. Implementing applications requires a significant investment of city resources in cost and staffing. As the city looks to upgrade existing applications or implement new applications, it is imperative that these initiatives are evaluated to ensure they align with the city’s strategic vision and its goal of being a digital city leader. Applications in the city’s application portfolio must have the following attributes: Jan. 26, 2021 Item #13 Page 19 of 126 • Reliable - The application must operate with minimal disruption. This includes being implemented in a manner that provides redundancy and disaster recovery • Secure - In today’s high cyber threat environment the application must adhere to industry security best practices and provide as few entry points to potential intruders as possible • Scalable - The application must be able to grow to meet future demands of the city as well as adjust to new technology and business processes. • Integrated - The application must follow industry standards and best practices to ensure that it will seamlessly integrate into the application portfolio. • Data Capability and Management - The application must provide the ability for data analytics and business intelligence as well as data openness and transparency. The application must also adhere to the city’s data governance policies. • Value - The application must provide an identifiable benefit to the city and its residents commensurate with the cost to implement and maintain it. GEOGRAPHIC INFORMATION SYSTEMS Geographic Information Systems (GIS) provisions a location intelligence platform which enables us to capture, manage, analyze and visualize spatial data. This enhances our data-driven decision making by providing access to authoritative geospatial datasets and services to numerous city-wide applications in areas such as determining addressing, parcel boundaries, zoning areas, street centerlines, and utilities. The goal of GIS is to roll-out out a next generation, web-based portal to put dynamic mapping and spatial analytics into the hands of City staff to use in their day-to-day work. In addition, we are implementing a new business model for expanding the use of GIS technology and deploying new applications and solutions. In consideration of the important role GIS and location intelligence plays in City operations, both today and going forward, the following guiding principles are highlighted: • Reliable – Applications and solutions must be available with minimal disruption • Accessible – GIS provides unique capabilities to see patterns and develop insights about data and can enable this insight via dashboards and applications so City leadership and staff to make better, data-driven decisions • Enabling – Maps are an easy way to communicate with residents and can power a robust citizen engagement strategy • Scalable – To meet current and future demands, Web GIS provides a new, modern platform to share maps and data to various devices and applications in support of various City efforts – Like Connected Carlsbad • Cost-effective – A new GIS business model will decrease the time it takes to deploy GIS- based applications while empowering departments to leverage location intelligence PUBLIC SAFETY TECHNOLOGY The technology team dedicated to public safety provides application and hardware support to our Police and Fire departments. Regional information sharing amongst Law Enforcement Agencies along with Joint Powers Authority (JPA) membership for our Fire Department requires IT to always think beyond just our City boundaries. With so much information being warehoused throughout the county, it is important to have a mechanism to intelligently display and interpret all this data. Some of the technology supported by this team that are crucial to the provision of public safety services are: Jan. 26, 2021 Item #13 Page 20 of 126 • Computer Aided Dispatch – Software used to dispatch officers to calls for service safely and securely. • Crossroads - Software used to provide electronic citations and record traffic accidents out in the field. • Quartermaster - Software that catalogs all evidence (physical and digital) for the Police Department. • Street Fire RMS/EMS - Database software used by the Fire Department to record calls for service as well as medical response to the public. • Emergency Reporting – Software used by the Fire Department to conduct yearly inspections of various businesses and buildings throughout the city. The goal of the Public Safety Technology team is to implement the next generation of cloud-based applications to assist first responders in completing their day-to-day tasks. The ability to provide mobile information out in the field has really driven our pursuit of various cloud technologies. To align with Federal and State mandates, it is imperative that any solutions we implement meet or exceed these government standards surrounding security. BUSINESS SYSTEMS The business systems team consists of technologists that are embedded into the Public Works, Parks and Recreation, Library and Cultural Arts, Finance and Community Development departments. These technologists specialize in the business processes of their respective departments, assist in the administration of that department’s enterprise applications and serve as the technology liaison between Information Technology and the department. The goal of the Business Systems team is to investigate business systems, identify options for improving business systems and bridge the needs of the business through technology solutions. Service Area: Infrastructure and Operations Infrastructure technologies are the foundation of all other digital services that Information Technology provides. Without these systems, data cannot be transported, processed, or stored. Examples of these foundational technologies include the digital information network, approved by city council in 2019, which will provide fundamental data transport services for the city. Another example would be the identity automation platform, Okta, which allows users to use a single identity or password to access multiple city systems and automates the creation and deletion of user accounts. The COVID-19 pandemic response has changed the way city staff perform their work. The Infrastructure and Operations team has played a critical role in enabling the city to continue providing services to residents while working remotely. This includes rapid adoption of tools such as Microsoft Teams and Zoom. Among other things, these tools have allowed the city to continue providing access to public meetings in a safe manner which supports the city’s goal of providing accessibility and transparency. The IT Infrastructure and Operations Division manages these technologies and is divided into four sections: Client Systems, Datacenter Systems, Networking, and Security. Each section of the IT Infrastructure and Operations team supports multiple technologies that make up the technical services that they are responsible for delivering. The Client Systems section provides endpoint support to all information systems users in the city. This includes deployment and support for desktops, laptops and mobile devices (smart phones and Jan. 26, 2021 Item #13 Page 21 of 126 tablets). They also act as the first level of support in the IT department by providing the Service Desk service. This is where incoming technical issues are first triaged, and where most problems are solved. Those issues that require more focused efforts or specialized knowledge are passed on to other teams within IT. The Datacenter Systems section is responsible for the centralized computer processing and data storage systems at the city. These are the platforms many other departments rely upon for the delivery of critical applications. This section holds the primary role in supporting collaboration and remote work tools such as Citrix and Office 365. Windows server systems, authentication systems, identity management, printing and systems in the cloud are also the responsibility of this section. Datacenter Systems additionally manages the enterprise data protection systems (backup) for all city data. The Networking section is responsible for the support of all digital communications networking technologies in the city. This includes hardware devices such as switches, routers, firewalls, WiFi equipment and services such as internet access and telephones. The networking services support the transmission of data all around the city and allow information systems users and applications to communicate with each other. This section is also responsible for planning and implementing low voltage cabling and working with the facilities department to ensure all IT hardware systems have uninterruptible power and reliable cooling. The Security section is responsible for building and managing our information technology security program. This includes our user security awareness program and training as well as incident response to malicious attacks. Recently, the city hired its first IT Security Manager to specifically oversee these efforts and formally define important strategies and policies. Given the nature of threats to many organizations. This had been a role of critical importance. Given that IT Infrastructure is the foundation of all other digital services that Information Technology provides, the Infrastructure and Operations team adheres to the following guiding principles: • Reliable – IT infrastructure must operate with minimal disruption with changes planned in such a way as to minimize unplanned impact to users of information systems. • Resilient – IT infrastructure must be designed in such a way as to dynamically respond to potential faults. High-availability systems will be implemented on all critical systems. • Responsive – IT infrastructure should be designed for optimal speed and performance. • Scalable – IT infrastructure must be able to grow to meet future demands. All system designs should have the potential to scale if needed. • Unified – IT infrastructure must support the combined operation of all city technology needs. Duplicate and siloed technical systems create unnecessary costs and complexity. • Secure – IT infrastructure must protect the city’s critical information and data in terms of its safety, confidentiality, integrity, and availability. Service Area: Administration The IT Administration Division provides support to the other IT Department divisions by centralizing the management of staff reports, contracts and agreements, accounts payable, purchasing, budgeting and coordination of asset replacement requirements. Having central staff to handle these functions allows for continuity of procedures and standards within the department. Jan. 26, 2021 Item #13 Page 22 of 126 Overall the department has over 150 various agreements for services, maintenance, subscriptions, licenses, monthly reoccurring charges and hardware replacement. These agreements enable the other IT Department divisions to ensure that citywide and departmental software systems and infrastructure remain up to current standards. Once agreements are executed the Administration staff follows the City’s purchasing guidelines for procurement and eventual payment of invoices through accounts payable. The IT Department operates as an internal service fund with an annual estimated operating budget nearing $12.5 million with an additional estimated $1.2 million annually for hardware replacement. Hardware replacement includes all PC’s and systems infrastructure (switches, firewall, routers etc). The total budget is then charged back to the City’s operating departments. The City has nearly 1,200 various types of PC’s and nearly 700 various types of infrastructure items. Each of these items are on a replacement cycle ranging from 3 years to up to 10 years. Yearly, as items become due to replacement, IT Administration ensures that all budgeting requests are made during the annual budget process and then the purchasing of equipment occurs based on the requirements and specifications of the IT division responsible for the replacement. Jan. 26, 2021 Item #13 Page 23 of 126 ESTIMATED TOTAL SDTIP APPROPRIATIONS BY GOAL Going into the fiscal year (FY) 2021-22, there are approximately 27 continuing and new projects planned over the next 5 years at an estimated cost of $21.2 million. Included in the $21.2 million is approximately $9.7 million in estimated new costs over the course of the same time frame to provide additional funding for the continuation of existing projects as well as funding for new projects. Within the $9.7 million is approximately $4.36 million of estimated new appropriations for FY 2021- 22 for these same projects. Projected revenues during the same five fiscal years are estimated at $7.3 million. Jan. 26, 2021 Item #13 Page 24 of 126 ESTIMATED TOTAL SDTIP APPROPRIATIONS BY GOAL Pursue Communitywide Digital Transformation $6.9 million This goal includes updating connectivity, up-to-date hardware and software, and a robust security strategy. Build Capacity for Data-driven Decision Making $0.8 million This goal’s projects include the policies, procedures and staffing necessary for the city to fully capture the value of emerging models of data analytics. Building a comprehensive approach to citywide data management to enable data-rich key performance metrics and effective operation of city departments. A data policy and resources will be created to align departments with standards of data cataloging for compliance ease of data sharing Foster a Vibrant Civic Engagement Culture $1.3 million The city’s civic engagement culture builds upon the first two goals with a human-centered perspective that an engaged city that uses data and technology in a way that respects people and their privacy. Projects in this category will support a vibrant culture where residents, organizations and businesses are invested in their community and its future. Enhance Accessibility and Transparency $1.4 million This goal recognizes that open government and approaching problem-solving from an accessibility perspective leads to better outcomes for all. Projects in this category include Civic Engagement with Open Data, Online Permitting/Electronic Reviews, Records Management System and a Virtual Permitting Counter. Promote Security and Sustainability through Connectivity $10.8 million Projects in this goal include the annual replacement of hardware and technology infrastructure, a Closed-Circuit Television (CCTV) Master Plan, the replacement of the Police Computer Aided Dispatch System and a Unified Communication System to replace our aging phone system. Jan. 26, 2021 Item #13 Page 25 of 126 PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION Consolidation & Replacement of Core Systems Study About This Project This project provides for the consolidation and replacement of the city’s core systems. There are approximately 20 core systems include the city’s financial, human resources, payroll, budget, asset and work order management, licensing and permitting, utilities operations, computer aided dispatch, land management, and program-event management. Rather than operate many systems with narrow applicability, the city is evaluating ways to consolidate its core systems as legacy applications are replaced. This may mean accelerated replacement for certain systems. The goal is to reduce redundancy and inefficiency with operating many different systems with different vendors. Consolidating down to a few systems that seamlessly integrates data and provides a more uniform interface will improve the experience of city employees and the public. The scope of this multi-year initiative includes the analysis, selection, purchase and implementation of the software and hardware necessary to consolidate, replace and integrate these systems with as few systems as possible while maintaining or enhancing existing capabilities. Systems, requirements of a replacement system, and business processes are currently being evaluated. Once that is complete, a consultant will need to be secured to complete a study of the options and costs associated with consolidation and replacement based on an evaluation of city needs. No future funding for the implementation, operation or replacement costs are provided as the evaluation phase has not been completed. No future funding for the implementation, operation or replacement costs are provided as the cost and timeframe of implementation relies on the completion of the evaluation of options and costs as Project Funding Source: Innovation Fund 400,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 400,000$ -$ -$ -$ -$ 400,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 26 of 126 well as approval for any replacement systems which are expected to require City Council approval as they will exceed $100,000. Connected Carlsbad Goal Pursue Community-wide Digital Transformation Project Need The city’s current application portfolio does not meet the city’s operational requirements, does not meet user needs, does not follow industry best practices, lacks integration, and is inhibiting the city’s ability to make data driven decisions. Fewer systems that that consolidate the city’s core business functions will enable streamlined business processes and provide more timely access to data and information. It will also enhance operations and reduce inefficiencies of employees having to learn and operate multiple systems. Jan. 26, 2021 Item #13 Page 27 of 126 Digital Information Network About This Project The City of Carlsbad has an opportunity to work with a private company called Crown Castle to build a more robust digital information network for its employees and facilities. This will replace a service currently provided by another company under contract. The city will need to purchase advanced equipment and software to set up and manage this network. However, the overall expense would be much less than it would cost the city to lease equivalent network services. This new network will provide more potential for growth to meet the city’s digital goals and offer a better value for the city. Operational costs for providing networking services after this project is complete are expected to decrease by an estimated $245,000 annually for the first five years, however there may be fluctuation to the savings as licensing and requirements change for the network. Replacement costs for the hardware associated with this project that will need to be accounted for in future budgets and is estimated to be $225,000 per year. Connected Carlsbad Goal Pursue Community-wide Digital Transformation Project Need In 2017, Crown Castle reached a licensing agreement with the city allowing it to install wireless data transmitters on municipal facilities. The agreement with Crown Castle gives the city access to existing fiber-optic cable assets owned by Crown Castle for city use. These cables are made up of multiple fibers which cannot be physically separated from the rest of Crown Castle’s cable infrastructure and so special arrangements must be made between Crown Castle and the city to use this asset. This network will carry the information needed for data processing, email, internet access, public safety applications and a wide range of services that are crucial to city operations. It will also connect traffic and utilities infrastructure while enabling other innovative applications. Project Funding Source: Innovation Fund 4,725,584$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational (245,000) Replacement 225,000 Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 4,725,584$ -$ -$ -$ -$ 4,725,584$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 28 of 126 Financial System Upgrade About This Project Upgrade the existing financial system from IFAS (v. 7) to CentralSquare Finance Enterprise (v. 19). Operational costs for providing the upgraded financial system after this project is complete are expected to increase by an estimated $41,000 annually. There is no replacement cost associated with this project. Connected Carlsbad Goal Pursue Community-wide Digital Transformation. Project Need The existing financial system, IFAS, was last upgraded in 2009 and is currently twelve versions behind. As a result, the system has begun to experience stability issues and, within the next year, will no longer be supported by the vendor. This upgrade will not only bring us to the most current supported version but will also enable us to implement modern features and workflows that will improve business process efficiency. Upgrading the system will also provide a stable environment that will exist until the functionality provided by this system is incorporated into a consolidated integrated system. Project Funding Source: Innovation Fund 500,000$ Managing Department: Finance Estimated Annual Costs Increase/(Decrease): Operational 41,000 Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 500,000$ -$ -$ -$ -$ 500,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 29 of 126 Learning Management System (LMS) About This Project Implementation of the enterprise level Learning Management System (LMS), Cornerstone, that tracks training and certifications, provides robust reporting, and facilitates the delivery of both in person and online educational courses. Operational costs for providing the learning management system after this project is complete are expected to increase by an estimated $72,000 annually starting in Year 4. There is no replacement cost associated with this project. Connected Carlsbad Goal Pursue Community-wide Digital Transformation Project Need The city currently has multiple existing LMS solutions that are department-specific and not integrated. As a result, a city employee has training records in multiple systems, depending on the training requirements of their position. This siloed approach creates a management challenge and increases the risk of non-compliance with required training and certifications. The goal of the project is to implement a city-wide LMS to consolidate training records for City of Carlsbad staff and facilitate compliance with required training. The possibility of expanding the use of the LMS to include the delivery of public classes offered by the Library and Cultural Arts Department is also being evaluated. Project Funding Source: Innovation Fund 410,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 72,000 Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 410,000$ -$ -$ -$ -$ 410,000$ -$ Est FY24-25 Budget Jan. 26, 2021 Item #13 Page 30 of 126 Mobile Computer Program About This Project The mobile computer replacement project gives staff of the Carlsbad Police Department the tools necessary to complete their daily tasks from anywhere in the city safely and securely. Embedded Long Term Evolution (LTE) and Global Positioning System (GPS) chips allow dispatchers to monitor the location of an officers vehicle in real-time increasing officer safety. The Police Department has fully transitioned to mobile computers. Any remaining funding will be used to transition other city employees to mobile devices. Operational costs increase by an estimated $20,000 for the required software and licensing costs associated with the increase in the number of laptops. Annual replacement costs increased by an estimated $64,000 with the increase in the number of laptops and the conversion of desktops for laptops. Connected Carlsbad Goal Promote Safety and Sustainability Through Connectivity Project Need It is essential that all police personnel have the ability to work remotely during their assigned shifts. With a dedicated laptop assigned to every officer they will be able to attend briefings from their vehicle, receive calls from dispatch and complete reports in the field making them more productive throughout their shift. Having laptops assigned to every individual gives them ownership and responsibility for their own equipment extending the life of the laptops. Not having to share equipment also aids in the prevention of COVID19 germ transmission. Officers can telecommute and have secure access to all the resources they would otherwise have in the office directly from their homes if needed. They will also become more familiar with the applications they use on a daily basis. Project Funding Source: Innovation Fund 350,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 20,000 Replacement 64,000 Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 350,000$ -$ -$ -$ -$ 350,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 31 of 126 OKTA/ServiceNow Automation About This Project Identity management is the system which automates user account creation, changes and deactivation. The system that was in place to provide this service was no longer supported by the vendor, had major deficiencies and needed a major update or replacement. Initially it was determined that outside consulting services would be required in order to complete this project. Prior to securing these consulting services, the IT Department was able to reevaluate the project and found an innovative way to accomplish its goals using internal staff and an agile change approach. Therefore, this funding is no longer required. There are no new annual operational or replacement cost associated with this implementation. Connected Carlsbad Goal Pursue Community-wide Digital Transformation Project Need This integration allowed IT to manage staff onboarding and offboarding of hardware and software assignments. Project Funding Source: Innovation Fund -$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 200,000$ (200,000)$ -$ -$ -$ -$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 32 of 126 Project Portfolio Management Tool & Consulting About This Project Implement an enterprise system to manage city projects including Capital Improvement Program (CIP) project, Information Technology Projects and other miscellaneous city project from inception to completion. A consultant has been engaged to work with the city to identify project management processes and develop requirements. The findings from this engagement will be used to develop a Request For Proposal (RFP) for the acquisition and implementation of a new comprehensive project management system. At this time, depending on the system chosen it is not feasible to determine any operational or replacement costs. Connected Carlsbad Goal Pursue Community-wide Digital Transformation Project Need The City has a very large portfolio of projects that are currently managed manually using spreadsheets and various project management tools. There is a need for a centralized management platform to provide efficiencies and visibility into status. Project Funding Source: Innovation Fund 200,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 200,000$ -$ -$ -$ -$ 200,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 33 of 126 ServiceNow Service Portal About This Project ServiceNow is an application that staff uses to communicate with IT when they need to ask for help on technical issues or to make technology requests. The ServiceNow Service Portal is the webpage that users navigate to submit these issues and requests. This project is to transition from an old version of the portal to a new enhanced version. The new portal has features that can be easily customized to make it easier for staff to use. There is no annual operational or replacement cost associated with this implementation. Connected Carlsbad Goal Pursue Community-wide Digital Transformation Project Need IT regularly receives complaints from staff that the current self-service page can be difficult to use. Staff finds it hard to browse options and locate the correct issue to report to IT. The new modern portal will be designed to be simple, intuitive and easy to use so staff can quickly find the correct issue to send to IT and track their progress. Project Funding Source: Innovation Fund 150,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 150,000$ -$ -$ -$ -$ 150,000$ -$ Est FY24-25 Budget Jan. 26, 2021 Item #13 Page 34 of 126 ServiceNow SAM Implementation About This Project ServiceNow is the application that IT staff use to service staff technology needs. The Software Asset Management (SAM) project adds new functionality to the ServiceNow tool to allow the IT department to easily keep track of our software assets. The new functionality will track how many software licenses have been purchased, who they are assigned to and the cost of each license. Operational costs for providing the software asset management after this project is complete are expected to increase by an estimated $36,000 annually. There is no replacement cost associated with this project. Connected Carlsbad Goal: Pursue Community-wide Digital Transformation Project Need The city is in need of an automated centralized tool to manage software license distribution and usage. Manually tracking software licensing to determine the overall costs for software for budget purposes is time consuming and can yield inaccurate results. The city also currently does not have an automated tool to track how many software licenses are in use and when they should be renewed. SAM will track software licenses that have been assigned, those not in use, when a license was last used, when licenses are due for renewal and the license costs. It will also automate assigning or removing licenses as part of the HR onboarding and offboarding process. Project Funding Source: Innovation Fund 150,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 36,000 Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 150,000$ -$ -$ -$ -$ 150,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 35 of 126 PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION Minor Projects and Strategic Initiatives Global Positioning System (GPS) Technology Hardware This is a prior year funded Innovation Fund project in the amount of $45,916 and is being managed by the Fleet Department. The project will allow for GPS tracking of city vehicles ranging from patrol units to the marked departmental white vehicles. Requirements are still being determined but the project will initially include tracking of vehicle utilization and condition reporting. Project is expected to start in the first quarter of FY 2021-22 and be complete by the end of the fourth quarter FY 2021- 22. Transition to a Single Identity for Users of City Services Depending on their use of city services, a Carlsbad resident may have up to half a dozen different account usernames and passwords they must keep track of for their interactions with the city. Examples include: • Water and sewer billing • CarlsbadConnects 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 out their login problems. 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 online. Ultimately, the goal is for users to only need to remember one login credential to be able to access any city service At this time, there is no funding requested for this initiative. Future funding may be necessary to provide tools for managing a single user identity for city services. Jan. 26, 2021 Item #13 Page 36 of 126 BUILD CAPACITY FOR DATA-DRIVEN DECISION MAKING Data Governance and Operational Analytics About This Project Building a comprehensive approach to citywide data management to enable data-rich key performance metrics and effective operation of city departments. A data policy and resources will be created to align departments with standards of data cataloging for compliance ease of data sharing. After initial implementation, operational costs are estimated to increase by $230,000 going forward. There is no replacement cost associated with this project. Connected Carlsbad Goal Build capacity for data-driven decision making Project Need Connected Carlsbad calls for building capacity for data-driven decision making fostering a vibrant civic engagement culture. This project will serve as the foundation for delivering more efficient city services through a better understanding of key performance metrics for all city departments by leveraging data. The project will include the implementation of a citywide data policy to govern how the organization collects, maintains and secures data in order to enable rich reporting and analytics for operations and leadership. The policy will enact a data governance team that can revise the policy as needs and priorities change. The data governance team will direct and oversee the data catalog, data inventory, and participate in the evaluation of new systems that will collect data. The data governance team will also regularly review data security and audit processes of data collection and retention. The project will fund the implementation of a data lake to house a centralized location to Project Funding Source: Innovation Fund 250,000$ Managing Department: Innovation & Economic Development Information Technology Estimated Annual Costs Increase/(Decrease): Operational 230,000 Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund -$ 250,000$ -$ -$ -$ 250,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 37 of 126 facilitate easier cross department reporting. Staff training of data stewardship and how to unlock operational insights using new data tools is an additional element of the project. This project will also include the delivery of department performance dashboards to inform leadership and council on the ongoing efforts of agency goals. Jan. 26, 2021 Item #13 Page 38 of 126 Enterprise Asset Management System About This Project This project provides for the assessment, evaluation, selection, and implementation of a web-enabled enterprise asset and work order management system which will be used across all City departments to consolidate disparate asset databases, work order systems, and inventory management tools. At this time, depending on the system chosen, it is not feasible to determine any operational or replacement costs. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Need Currently, assets and work orders are managed and tracked in various ways by different departments, many using disparate, stand-alone Excel spreadsheets, custom or Microsoft based databases that lack integration, and/or paper files. The results of this decentralized approach to asset management is less accuracy and reliability in the inventory numbers, less accountability for assets in general, less efficient use of staff time, and billing inaccuracies for those assets that are used as a basis to charge other departments and external customers. Project Funding Source: Innovation Fund 100,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 100,000$ -$ -$ -$ -$ 100,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 39 of 126 Meter Data Management/Utility Analytics About This Project Implement the Meter Data Management (MDM) and analytics modules that are offered as additional functionality to the existing Utility Billing system. After initial implementation, operational costs are estimated to increase by $175,300 going forward. There is no replacement cost associated with this project. Connected Carlsbad Goal Build Capacity for Data-Driven Decision Making Project Need The city has an existing automated meter infrastructure (AMI) and last year the city completed a major upgrade to the utility billing system. However, there are still many manual processes that exist between the two systems. For example, if for some reason a meter is not being automatically read, a report generated out of the AMI system will identify the meter and a work order must be manually created in the utility billing system to dispatch a meter reader to read and troubleshoot the meter. Implementing the MDM functionality of the utility billing system will automate this and several other integrations processes. Additionally, the MDM solution offers robust analytics capability including a key performance indicator (KPI) dashboard, advanced leak detection and notification, water loss analysis and water conservation management. Project Funding Source: Utility 400,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 175,300 Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Utility 400,000$ -$ -$ -$ -$ 400,000$ -$ Est FY24-25 Budget Jan. 26, 2021 Item #13 Page 40 of 126 BUILD CAPACITY FOR DATA-DRIVEN DECISION MAKING Minor Projects and Strategic Initiatives Establish a Performance Management Program The city uses a variety of performance management measures, some of which. In the past, the city used a comprehensive performance management structure, but this approach was discarded due to doubts about the relevance of given performance 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 that take 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 other projects and initiatives. Early steps to re-establish and enhance existing performance measures can begin taking place but due to workload will likely not begin until 2021. Development of an advanced performance management program will likely not begin until 2023, after the replacement of core city systems is completed and significant additional capacity for data analytics is developed. At this time, there is no funding requested for this initiative. Future funding may be necessary to provide for the implementation of performance management tools Jan. 26, 2021 Item #13 Page 41 of 126 FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE Audio Visual Upgrades About This Project This project provides for upgrades and growth of the city's Audio-Visual (AV) equipment. The work landscape has changed where AV equipment that supported staff meetings in a room is now supporting meetings held virtually. The AV equipment will be updated and maintained to meet this new work environment. There are no annual operational cost changes associated with this project. Replacement cost can’t be feasibly estimated until the new equipment purchased. Connected Carlsbad Goal Foster a Vibrant Civic Engagement Culture Project Need This allows for the standardization of AV equipment within our work facilities so personnel can conduct business with internal and external resources virtually without the need to move between facilities for meetings. Project Funding Source: Innovation Fund 600,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ Est FY24-25 Budget 100,000$ Jan. 26, 2021 Item #13 Page 42 of 126 Council Chamber Technology Upgrade About This Project This project involves upgrading video technology in the City Council Chamber to city hardware and software standards for improved, robust service delivery. There are no annual operational cost changes associated with this project. Annual replacement costs will increase by an estimated $15,000. Connected Carlsbad Goal Foster a Vibrant Civic Engagement Culture Project Need The current controls and infrastructure equipment for the Council Chambers were installed in 2015 and have experienced continued equipment failures that interrupted council meetings, were costly to repair and caused problems receiving technical support. Upgrading the video technology in the Council Chambers will fix technical issues and stabilize this critical site with proven technology that can be supported and updated as needed. Need picture of Carlsbad Chamber Project Funding Source: Innovation Fund 150,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement 15,000 Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 150,000$ -$ -$ -$ -$ 150,000$ -$ Est FY24-25 Budget Jan. 26, 2021 Item #13 Page 43 of 126 Digital Engagement & Analytics Consultant About This Project This pilot project is intended to test various digital communication strategies to enhance city communication with residents. This includes website banner ads, pay-per-click ads, email marketing, retargeting and social media advertising. Due to COVID-19, its implementation of the initial campaign was delayed and the focus of the initial campaign shifted from community services to COVID-19 health and safety messages. Based on that effectiveness of these tools, existing methods of communication, such as printed materials, could be phased out to offset the cost of digital outreach. At this time, depending on the outcomes of the various pilot projects it is not feasible to determine any operational or replacement costs. Connected Carlsbad Goal Foster a Vibrant Civic Engagement Culture Project Need The City of Carlsbad is committed to providing high quality services at the best value to taxpayers. This includes how the city communicates and engages with the community about city programs, services, issues and events. As communication preferences and tools change, the city wants to ensure it continues to use the most effective and efficient communication and engagement strategies possible. Project Funding Source: Innovation Fund 200,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 200,000$ -$ -$ -$ -$ 200,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 44 of 126 Outdoor Wireless Study About This Project This project will conduct an initial study for a citywide outdoor wireless program at city facilities for the public to use. Currently, it is not feasible to determine any operational or replacement costs. This will be better known after obtaining the recommendations of the study Connected Carlsbad Goal Foster a Vibrant Civic Engagement Culture Project Need With the continued increase in use and reliance on smartphones and other mobile devices, the city needs a comprehensive approach to the availability of Wi-Fi connections at all city facilities. There is currently free Wi-Fi available inside city facilities. This study will help the City identify the necessary deployment to offer outdoor wireless at its facilities. After the digital information network is in place, the City will have the capabilities to greatly expand the use of its wireless network to include outdoor services. In order to determine the most appropriate solution, the IT Dept would like to hire a consultant to develop a plan. Project Funding Source: Innovation Fund 100,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 100,000$ -$ -$ -$ -$ 100,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 45 of 126 Teleconferencing Services for Public Meetings About This Project In FY 20-21 one-time funding was requested and approved in the innovation fund to equip the city to expand the use of teleconferencing technology. Due to COVID-19 restrictions and the need to remain in compliance with the Brown Act, it has been necessary to conduct all public meetings virtually. In addition, other city services that used to be provided in person, such as classes and permit inspections, had to be moved to the virtual space as well. Included in the approved funding were the cost of technologies such as Zoom, Infinite Conferencing and contracted support services. At this time it not feasible to determine an estimated increase to operational cost due to the continued uncertainty on the COVID-19 pandemic. There is no replacement cost associated with this project. Connected Carlsbad Goal Foster a Vibrant Civic Engagement Culture Project Need Public meetings and some city services and classes are now being conducted virtually which requires virtual meeting licensing and ongoing audio visual technical support. Project Funding Source: Innovation Fund 240,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 240,000$ -$ -$ -$ -$ 240,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 46 of 126 ENHANCE ACCESSIBILITY AND TRANSPARENCY Civic Engagement with Open Data About This Project Enables community engagement with city operations and makes government more open and accountable. An open data portal will provide a resource for citizen access to detailed financial, operational and historical datasets of city activity. After initial implementation, operational costs are estimated to increase by $125,000 going forward. There is no replacement cost associated with this project. Connected Carlsbad Goal Enhance accessibility and transparency Project Need Serving as the accessibility and transparency part of the Data Governance and Operational Analytics project, this project will leverage the city’s data resources and deliver an online portal rich of city data to enable increased community engagement and transparency. It is anticipated that this project will also save staff time for all departments by reducing common public records requests but making these datasets always available online. This key project will facilitate a deeper understanding within the community and better inform residents that wish to know more about how their city operates. The data governance team will direct and oversee the open data online catalog and track access to these resources. Phase I will deliver a smaller set of data commonly requested by the public to an online platform. Phase II will expand the publicly available datasets to cover Project Funding Source: Innovation Fund 180,000$ Managing Department: Innovation & Economic Development Estimated Annual Costs Increase/(Decrease): Operational 125,000 Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund -$ 180,000$ -$ -$ -$ 180,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 47 of 126 information from all departments and live progress on citywide initiatives and council goals. Jan. 26, 2021 Item #13 Page 48 of 126 Online Permitting/Electronic Reviews (E-Review) About This Project Enable the EnerGov Permitting System's public Customer Self Service (CSS) Portal to accept online permit applications including the electronic submission of plans and drawings. Operational costs increase by an estimated $27,300 for required software and licensing costs. Annual replacement costs will also increase by an unknown amount as some staff computers will need to be replaced by higher end workstations. Connected Carlsbad Goal Enhance Accessibility and Transparency Project Need Currently, all permits must be applied for by completing paper applications and submitting multiple physical copies of plans and drawings. Once the applications are received, information from the paper applications is then manually entered into the EnerGov permitting system and the physical copies of the plans and drawings are physically routed through various city departments and divisions for review and approval. The functionality to accept online permit applications and accept electronic plans and drawings is currently part of the city’s annual maintenance agreement for the EnerGov permitting system. This project involves working with an outside consultant to fully document the community development permitting process so permits can be configured in the CSS portal. The first phase of online permitting will involve permit types that are frequently used but are not process intensive. This project also involves a pilot of electronic plan reviews with a targeted group of staff to identify the software licensing and hardware requirements which will then be followed by an enterprise wide roll out. Project Funding Source: Innovation Fund 686,200$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 27,300 Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund -$ 686,200$ -$ -$ -$ 686,200$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 49 of 126 Records Management System About This Project This project provides for the replacement of the existing document imaging and records management system with a new and improved system. The new document management system, Laserfiche, is a recognized industry standard for document management systems across multiple sectors, including government, and used by multiple jurisdictions throughout San Diego County and Southern California. In addition to document management, Laserfiche also offers functionality for business process automation using business forms and workflows. Operational costs for providing the record management system after this project is complete are expected to increase by an estimated $31,000 annually. There is no replacement cost associated with this project. Connected Carlsbad Goal Enhance Accessibility and Transparency Project Need The current imaging and records management system, which is an electronic repository for all official City records, is not intuitive to use, lacks sufficient document indexing, lacks modern functionality and is currently on a version that is no longer supported by the vendor. Upgrading the existing system would have cost over $130,000 and would not have corrected any of the current deficiencies or provide any new functionality. Consistent with the city's Application Portfolio Strategic Plan, the existing system was replaced with a new enterprise level system that went live in January of 2021. The first phase of this project focused on existing core document management functionality. The next phase will include leveraging the systems robust business process automation as well as exploring the possibility of moving city working documents from existing network storage solutions into Laserfiche which will facilitate the automation of record retention policies. Project Funding Source: Innovation Fund 533,128$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 31,000 Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 533,128$ -$ -$ -$ -$ 533,128$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 50 of 126 Virtual Permitting Counter (OpenCounter) About This Project Implement OpenCounter's Virtual Permitting Counter application. After initial implementation, operational costs are estimated to increase by $34,500 going forward. There is no replacement cost associated with this project. Connected Carlsbad Goal Enhance Accessibility and Transparency Project Need Prior to determining what is required to establish a business or begin development in Carlsbad, potential applicants typically have to meet with city staff. Staff then work to educate the applicant on what is allowable from a zoning perspective, what type of plan cases and permits will be required and how much permitting will cost. OpenCounter establishes an online virtual permitting counter that walks an applicant through much of this process online in a self service portal. Project Funding Source: Innovation Fund 84,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 34,500 Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund -$ 61,000$ 23,000$ -$ -$ 84,000$ -$ Est FY24-25 Budget Jan. 26, 2021 Item #13 Page 51 of 126 PROMOTE SECURITY & SUSTAINABILITY THROUGH CONNECTIVITY Annual Hardware and Infrastructure Replacement About This Project This project provides for replacement equipment funding for scheduled replacement of laptops, desktops, internal servers, routers, switches, and other network and data center requirements. There is no increase or decrease in operational costs associated with the annual replacement program. Due to the circular nature of the replacement program replacement cost fluctuate annually depending on the hardware life cycles which can range from 3 years to 20 years. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Need Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is needed to support the City's technology infrastructure and department-specific needs. Project Funding Source: IT Replacement Fund 5,730,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund Annual 1,185,000$ 920,000$ 1,030,000$ 1,110,000$ 5,730,000$ Est FY24-25 Budget 1,485,000$ Jan. 26, 2021 Item #13 Page 52 of 126 Closed-Circuit Television (CCTV) Master Plan: Citywide CCTV About This Project Initial project is for a CCTV cameras master plan that would include a citywide inventory, identifying potential new locations and developing a citywide plan to follow. CCTV cameras would be located at various city facilities to help ensure safety at these facilities. At this time, depending on the recommendations of the master plan it is not feasible to determine any operational or replacement costs. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Need The City of Carlsbad’s Video Management System is aging. Over time, as the city deploys additional cameras, the overall system performance has been negatively impacted. The proposed master plan shall support multiple geographic sites and will leverage our investment in Pelco, Samsung, Axis and Cisco network hardware as well as our GIS capabilities. If a viable replacement solution is more economical than leveraging existing hardware, Carlsbad will also consider a replacement solution. Carlsbad prefers a phased turnkey solution that includes, design, hardware, implementation, integration, and training with our existing secure card access system (AMAG Symmetry). The proposed system shall be scalable/upgradeable for at least 10 years. Project Funding Source: Innovation Fund 100,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 100,000$ -$ -$ -$ -$ 100,000$ -$ Est FY24-25 Budget Jan. 26, 2021 Item #13 Page 53 of 126 Computer Aided Dispatch (CAD) About This Project The City of Carlsbad purchased its current Public Safety CAD system in 2005. Over the years there have been a series of upgrades to the system by the current vendor as both needs and technology have evolved. Through of series of mergers and acquisitions, our current CAD system is now at end of life and we must select a replacement CAD system to maintain the standards required by the State of California and expected by the citizens of Carlsbad. We are currently evaluating a few finalists and replacement systems vary in costs and proposed platforms. The range for a replacement CAD system with all of the necessary interfaces (excluding required hardware) will cost anywhere from $980k to $2.0M. At this time, depending on the CAD system selected it is not feasible to determine any operational or replacement costs. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Need A new robust and reliable CAD system designed to support law enforcement activities that fully integrates with other system application components and meets the requirements established by the Department of Justice. The CAD solution shall include real-time mapping, Automated Vehicle Location (AVL), and a mobile data client. This mobile data client must include real-time integrated mobile mapping and AVL functionality that provides situational awareness and incident management tools to field personnel. The Mobile application must be fully integrated with CAD software to ensure a seamless transfer of information between the CAD and Mobile applications, as well as the Police Department’s Report Writing and Records Management Systems. The CAD configuration must address system redundancy factors and incorporate backup, failover and recovery solutions. Project Funding Source: Pending 2,000,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund -$ 2,000,000$ -$ -$ -$ 2,000,000$ Est FY24-25 Budget -$ Jan. 26, 2021 Item #13 Page 54 of 126 Cyber Security Program Development About This Project The Cyber security program provides support and protection to the City of Carlsbad so it can successfully accomplish its mission successfully. As the threat landscape is changing and getting more sophisticated in lockstep with advances in technology, we need to ensure our cybersecurity program is robust enough to keep threat actors from causing harm to the City. To ensure that we address the different areas and aspects of cyber security, city staff have developed and adopted an approach based on the National Institute of Standards and Technology (NIST) Cybersecurity Framework to cybersecurity defense program which covers 5 functions: • Identify – Develop the organizational understanding to manage cybersecurity risk to systems, assets, data, and capabilities. The activities in the Identify Function are foundational for effective use of the Framework. Understanding the business context, the resources that support critical functions, and the related cybersecurity risks enables an organization to focus and prioritize its efforts, consistent with its risk management strategy and business needs. Examples of outcome categories within this Function include: Asset Management; Business Environment; Governance; Risk Assessment; and Risk Management Strategy. • Protect – Develop and implement the appropriate safeguards to ensure delivery of critical infrastructure services. The Protect Function supports the ability to limit or contain the impact of a potential cybersecurity event. Examples of outcome categories within this Function include: Access Control; Awareness and Training; Data Security; Information Protection Processes and Procedures; Maintenance; and Protective Technology. • Detect – Develop and implement the appropriate activities to identify the occurrence of a cybersecurity event. The Detect Function enables timely discovery of cybersecurity events. Examples of outcome categories within this Function include: Anomalies and Events; Security Continuous Monitoring; and Detection Processes. • Respond – Develop and implement the appropriate activities to act regarding a detected cybersecurity event. The Respond Function supports the ability to contain the impact of a Project Funding Source: Innovation Fund 750,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational NA Replacement NA Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 250,000$ 100,000$ 100,000$ 100,000$ 100,000$ 750,000$ Est FY24-25 Budget 100,000$ Jan. 26, 2021 Item #13 Page 55 of 126 potential cybersecurity event. Examples of outcome categories within this Function include: Response Planning; Communications; Analysis; Mitigation; and Improvements. • Recover – Develop and implement the appropriate activities to maintain plans for resilience and to restore any capabilities or services that were impaired due to a cybersecurity event. The Recover Function supports timely recovery to normal operations to reduce the impact from a cybersecurity event. Examples of outcome categories within this Function include: Recovery Planning; Improvements; and Communications. Connected Carlsbad Goal Promote Safety and Sustainability through Connectivity Project Need As a result of internal assessments as well as evaluations by external parties, certain initiatives within the 5 functions of the cybersecurity framework have been identified and will be translated into projects. Implementation of these projects will incur costs and require funding. The funding will cover assessment and evaluation, implementation, and staff-training. Once the security infrastructure is in place, the operational costs will be moved to the operation budget. The following projects are identified and planned for implementation: - Disaster Recovery (DR) program assessment - Detection capability with Security Incident and Event Management (SIEM) technology - End Point Protection program evaluation - Vulnerability management program - Cybersecurity governance program Jan. 26, 2021 Item #13 Page 56 of 126 Unified Communication System About This Project The City of Carlsbad’s current telephone system, purchased in 1999, is well past its expected service life and does not offer commonly available telecommunications features needed for a modern workplace. Its age also puts it at risk of failing, which could impair the city’s ability to deliver services. All of the city’s approximately 1,100 desk phones will not necessarily be replaced with new desk phones. Staff will be able to use their computers or Smartphones to make phone calls at their desks, instead of having to use traditional desk phones. The system will include conference room devices and specialty wireless phones used in spaces such as libraries and the Emergency Operations Center. Operational costs are estimated to increase by $8,000 annually starting in Year 4. Annual replacement costs are estimated to be $36,000. The current projection is that as we near replacement time frames, we would examine cloud-based options that may provide an opportunity to fully convert this to a service rather than performing hardware replacement. The initial conversion from hardware replacement to a service could use the replacement funds available to complete the implementation to a service-based phone system. Connected Carlsbad Goal Promote Security and Sustainability through Connectivity Project Need The existing phone system has many short comings and creates a high risk for the city due to its age. The new system will mitigate many risks and introduce numerous new features to enhance citywide communications. Project Funding Source: IT Replacement Fund 2,200,000$ Managing Department: Information Technology Estimated Annual Costs Increase/(Decrease): Operational 8,000 Replacement 36,000 Prior Year Est FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total Funding Source Budget Budget Budget Budget Budget Budget Innovation Fund 2,200,000$ -$ -$ -$ -$ 2,200,000$ -$ Est FY24-25 Budget Jan. 26, 2021 Item #13 Page 57 of 126 The system can also be easily integrated into the new digital information network that the City Council approved on Dec. 17, 2019. That network will make the system easier to manage and provide better capability to guarantee call quality. Jan. 26, 2021 Item #13 Page 58 of 126 PROMOTE SECURITY & SUSTAINABILITY THROUGH CONNECTIVITY Minor Projects and Strategic Initiatives ITIL Training This is a prior year funded Innovation Fund project in the amount of $29,500 and was managed by the IT Department. The project was used to fund training on Information Technology Infrastructure Library (ITIL) classes. ITIL is a set of detailed practices for IT service management that focuses on aligning IT services with the needs of its organization. ITIL describes processes, procedures, tasks, and checklists which are neither organization-specific nor technology-specific, but can be applied by an organization toward strategy, delivering value, and maintaining a minimum level of competency. It allows the organization to establish a baseline from which it can plan, implement, and measure. It is used to demonstrate compliance and to measure improvement. Training is complete and the remaining funds of $17,300 have been returned to the available fund balance of the Innovation Fund Police WiFi Expansion This is a prior year funded Innovation Fund project in the amount of $30,000 that was being managed by the IT Department. The project would enhance the WiFi at the Police and Fire Headquarters which will provide increased speed and flexibility to Law Enforcement technical systems. With the refurbishing of the Police and Fire Headquarters building pending, this project is no longer required and the funding of $30,000 has been returned to the available fund balance of the Innovation Fund. Traffic Management Functionality Enhancements Over the past decade, the City of Carlsbad has invested significant resources to upgrade its traffic signal infrastructure from a 20th century model based on primitive controllers and sensors to a 21st century model that uses advanced traffic controllers and video-based detection connected by a fiber- optic network to a state-of-the-art traffic management center. The Transportation division is currently in the process of upgrading the city’s traffic signal controllers. The next phase in this transformation is the expansion of the city's new Digital Information Network to provide high speed connectivity to these controllers. Upgrading the traffic signal controllers paired with the high-speed connectivity that the digital information network will provide and allow for a broad range of advanced functionality, much of which was not available with previous systems, including the ability to: • Automatically adapt signal sequences based on real-time traffic conditions • Potentially integrate and communicate with connected and autonomous vehicles • Improve signal pre-emption for transit vehicles and emergency vehicles based on GPS location data 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. This initiative is currently underway and the Information Technology Department is working with the Transportation Department to explore opportunities for enhancement. Jan. 26, 2021 Item #13 Page 59 of 126 Ensure Adoption of Relevant New Technologies are Mirrored into EOC The city’s Emergency Operations Center (EOC) provides a central location for police, firefighters, medics and other city officials to meet and coordinate during large-scale emergencies such as wildfires, earthquakes, chemical spills and acts of terrorism. The EOC provides officials with real-time information, such as fire perimeters, as well as other information essential to emergency response decisions, such as the location of gas pipelines, schools, parks, etc. The EOC’s value to city officials depends on the amount and quality of the information available during emergencies. As city departments implement new technologies — such as unmanned aerial systems (drones) and GIS mapping tools — city staff must evaluate how these technologies will be reflected in the EOC. This is an ongoing initiative. Jan. 26, 2021 Item #13 Page 60 of 126 FUTURE PROJECTS Estimated Fiscal Year 2021-22 through 2025-26 Appropriations by Goal The City of Carlsbad’s SDTIP for FY 2021-22 to FY 25-26 outlines 27 projects at an estimated total cost of $21.3 million. Of the $21.3 million, $9.7 million is for new or increased funding for projects over the next five years. The information provided for future years reflects the most comprehensive snapshot of known or anticipated future projects as well as associated estimated costs. Unfunded Projects There are currently no unfunded projects identified in the Strategic Digital Transformation Investment Program. Jan. 26, 2021 Item #13 Page 61 of 126 Estimated Fiscal Year 2021-22 Appropriations by Goal The FY 2021-22 SDTIP outlines $4.36 million in new appropriations for FY 2021-22 to provide additional funding for the continuation of existing projects as well as funding for new projects. Jan. 26, 2021 Item #13 Page 62 of 126 PROJECT FUNDING SOURCES Innovation Fund – Funds set aside on a yearly basis to fund ongoing SDTIP digital transformation and technology projects Information Technology Replacement Fund – Funds are collected annually from the City’s operating departments as part of the IT Department internal service fund chargeback and is based on an assets lifecycle and original cost and is used to fund the replacement of assets when they are at their end of useful life. Jan. 26, 2021 Item #13 Page 63 of 126 5-YEAR SCHEDULE OF SDTIP PROJECTS BY CONNECTED CARLSBAD GOAL ConnectedEstimated Estimated Estimated Estimated Estimated EstimatedCarlsbadFunding FundingProjectPriorYear 1 Year 2 Year 3 Year 4 Year 5TotalProject NameGoalSourceIDTypeAppropriation2021-22 2022-23 2023-24 2024-25 2025-26FundingConsolidation & Replacement of Core Systems StudyPCDTIF95921Major400,000$ -$ -$ -$ -$ -$ 400,000$ Digital Information NetworkPCDTIF95891Major4,725,584 - - - - - 4,725,584 Financial System UpgradesPCDTIF95691Major500,000 - - - - - 500,000 Learning Management System (LMS)PCDTIF95971Major410,000 - - - - - 410,000 Mobile Computer ProgramPCDTIF95841Major350,000 - - - - - 350,000 OKTA/ServiceNow AutomationPCDTIFNAMajor200,000 (200,000) - - - - - Project Portfolio Management Tool & ConsultingPCDTIF95821Major200,000 - - - - - 200,000 ServiceNow Service PortalPCDTIFNAMajor150,000 - - - - - 150,000 ServiceNow SAM ImplementationPCDTIFNAMajor150,000 - - - - - 150,000 GPS Technology Hardware (Fleet)PCDTIFNAMinor45,916 - - - - - 45,916 7,131,500 (200,000) - - - - 6,931,500 Data Governance and Operational Analytics BCDDMIFNAMajor- 250,000 - - - - 250,000 Enterprise Asset Management SystemBCDDMIFNAMajor100,000 - - - - - 100,000 Meter Data Management/Utility AnalyticsBCDDMUNAMajor400,000 - - - - - 400,000 500,000 250,000 - - - - 750,000 Audio Visual UpgradesFVCECIF95371Major100,000 100,000 100,000 100,000 100,000 100,000 600,000 Council Chamber Technology UpgradeFVCEC LCINAMajor150,000 - - - - - 150,000 Digital Engagement & Analytics ConsultantFVCECIF95911Major200,000 - - - - - 200,000 Outdoor Wireless Study FVCECIFNAMajor100,000 - - - - - 100,000 Teleconferencing Services for Public MeetingsFVCECIF95961Major240,000 - - - - - 240,000 790,000 100,000 100,000 100,000 100,000 100,000 1,290,000 Civic Engagement with Open DataEATIFNAMajor- 180,000 - - - - 180,000 Online Permitting/Electronic Reviews (E-Review)EATIFNAMajor- 686,200 - - - - 686,200 Records Management SystemEATIF95871Major533,128 - - - - - 533,128 Virtual Permitting Counter (OpenGov)EATIFNAMajor- 61,000 23,000 - - - 84,000 533,128 927,200 23,000 - - - 1,483,328 Annual Hardware and Infrastructure ReplacementPSSC ITRNAMajorAnnual1,185,000 920,000 1,030,000 1,485,000 1,110,000 5,730,000 CCTV Master Plan: Citywide CCTVPSSC IF95811Major100,000 - - - - - 100,000 Computer Aided DispatchPSSCPendingNAMajor- 2,000,000 - - - - 2,000,000 Cyber Security Program DevelopmentPSSC IFNAMajor250,000 100,000 100,000 100,000 100,000 100,000 750,000 Unified Communications SystemsPSSC ITRNAMajor2,200,000 - - - - - 2,200,000 2,550,000 3,285,000 1,020,000 1,130,000 1,585,000 1,210,000 10,780,000 11,504,628$ 4,362,200$ 1,143,000$ 1,230,000$ 1,685,000$ 1,310,000$ 21,234,828$ Information Technology Replacement Fund = ITRInnovation Fund = IFLocal Cable Infrastructure = LCIUtility = UProjectsTotalFunding Source AbbreviationsBuild Capacity for Data-driven Decision MakingBuild Capacity for Data-driven Decision Making TotalFoster a Vibrant Civic Engagement CultureFoster a Vibrant Civic Engagement Culture TotalEnhance Accessibility and TransparencyEnhance Accessibility and Transparency TotalPromote Security and Sustainability through ConnectivityPromote Security and Sustainability through Connectivity TotalPursue Communitywide Digital Transformation TotalDIGITAL TRANSFORMATION AND TECHNOLOGY INVESTMENT PROJECTSConnected Carlsbad GoalPursue Communitywide Digital TransformationJan. 26, 2021 Item #13 Page 64 of 126 5-YEAR SCHEDULE OF SDTIP PROJECTS BY FUND ConnectedEstimated Estimated Estimated Estimated Estimated EstimatedFundingCarlsbadFundingProjectPriorYear 1 Year 2 Year 3 Year 4 Year 5TotalProject NameSourceGoalIDTypeAppropriation2021-22 2022-23 2023-24 2024-25 2025-26FundingInnovation FundAudio Visual UpgradesIFFVCEC95371Major100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ CCTV Master Plan: Citywide CCTVIF PSSC95811Major100,000 - - - - - 100,000 Civic Engagement with Open DataIFEATNAMajor- 180,000 - - - - 180,000 Consolidation & Replacement of Core Systems StudyIFPCDT95921Major400,000 - - - - - 400,000 Cyber Security Program DevelopmentIF PSSCNAMajor250,000 100,000 100,000 100,000 100,000 100,000 750,000 Data Governance and Operational Analytics IFBCDDMNAMajor- 250,000 - - - - 250,000 Digital Engagement & Analytics ConsultantIFFVCEC95911Major200,000 - - - - - 200,000 Digital Information NetworkIFPCDT95891Major4,725,584 - - - - - 4,725,584 Document Management SystemIFEAT95871Major533,128 - - - - - 533,128 Enterprise Asset Management SystemIFBCDDMNAMajor100,000 - - - - - 100,000 Financial System UpgradesIFPCDT95691Major500,000 - - - - - 500,000 Learning Management System (LMS)IFPCDT95971Major410,000 - - - - - 410,000 Mobile Computer ProgramIFPCDT95841Major350,000 - - - - - 350,000 OKTA/ServiceNow AutomationIF PSSCNAMajor200,000 (200,000) - - - - - Online Permitting/Electronic Reviews (E-Review)IFEATNAMajor- 686,200 - - - - 686,200 Outdoor Wireless Study IFFVCECNAMajor100,000 - - - - - 100,000 Project Portfolio Management Tool & ConsultingIFPCDT95821Major200,000 - - - - - 200,000 ServiceNow Service PortalIFPCDTNAMajor150,000 - - - - - 150,000 ServiceNow SAM ImplementationIFPCDTNAMajor150,000 - - - - - 150,000 Teleconferencing Services for Public MeetingsIFFVCEC95961Major240,000 - - - - - 240,000 Virtual Permitting Counter (OpenGov)IFEATNAMajor- 61,000 23,000 - - - 84,000 GPS Technology Hardware (Fleet)IFPCDTNAMinor45,916 - - - - - 45,916 Innovation Fund Total8,754,628 1,177,200 223,000 200,000 200,000 200,000 10,754,828 Information Technology Replacement FundAnnual Hardware and Infrastructure ReplacementITR PSSCNAMajorAnnual1,185,000 920,000 1,030,000 1,485,000 1,110,000 5,730,000 Unified Communications SystemsITR PSSCNAMajor2,200,000 - - - - - 2,200,000 Information Technology Replacement Fund Total2,200,000 1,185,000 920,000 1,030,000 1,485,000 1,110,000 7,930,000 Local Cable InfrastructureCouncil Chamber Technology UpgradeLCI FVCECNAMajor150,000 - - - - - 150,000 PendingComputer Aided DispatchPendingPSSCNAMajor- 2,000,000 - - - - 2,000,000 UtilityMeter Data Management/Utility AnalyticsUBCDDMNAMajor400,000 - - - - - 400,000 400,000 - - - - - 400,000 11,504,628$ 4,362,200$ 1,143,000$ 1,230,000$ 1,685,000$ 1,310,000$ 21,234,828$ Connected Carlsbad Goal AbbreviationsBuild Capacity for Data-driven Decision Making = BCDDMEnhance Accessibility and Transparency = EATFoster a Vibrant Civic Engagement Culture = FVCECPromote Security and Sustainability through Connectivity = PSSCPursue Communitywide Digital Transformation = PCDTDIGITAL TRANSFORMATION AND TECHNOLOGY INVESTMENT PROJECTSConnected Carlsbad GoalProjectsTotalJan. 26, 2021 Item #13 Page 65 of 126 FUNDING SOURCES INNOVATION FUND FUNDS AVAILABILITY PROJECTION Estimated Estimated Estimated Estimated Estimated Balance Year 1 Year 2 Year 3 Year 4 Year 5 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 6,613,642$ 5,436,442$ 5,213,442$ 5,013,442$ 4,813,442$ Transfers In - - - - - Project Appropriations 1,177,200 223,000 200,000 200,000 200,000 5,436,442$ 5,213,442$ 5,013,442$ 4,813,442$ 4,613,442$ 6,613,642$ Ending Available Balance Balance Available for Future Projects Beginning Available Balance INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND FUNDS AVAILABILITY PROJECTION Estimated Estimated Estimated Estimated EstimatedBalanceYear 1 Year 2 Year 3 Year 4 Year 5 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 1,321,372$ 1,448,872$ 850,000$ 1,100,000$ 1,134,383$ Replacement Cost Revenue 1,312,500 1,378,125 1,447,031 1,519,383 1,595,352 Replacement Appropriations 1,185,000 920,000 1,030,000 1,485,000 1,110,000 1,448,872$ 1,906,997$ 1,267,031$ 1,134,383$ 1,619,735$ 1,321,372$ Estimated Available Funds Ending Available Balance Beginning Available Balance Jan. 26, 2021 Item #13 Page 66 of 126 STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM PROJECT ROADMAP Strategic Digital Transformation Investment Program - RoadmapLegend:In progressApprovedEvaluatingOngoingQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Consolidation & Replacement of Core Systems StudyDigital Information NetworkFinancial System UpgradesLearning Management System (LMS)Mobile Computer ProgramOKTA/ServiceNow Automation Project Portfolio Management Tool & ConsultingServiceNow SAM ImplementationServiceNow Service PortalGPS Technology Hardware (Fleet)Transition to a Single Identity for Users of City ServicesQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Data Governance and Operational Analytics Enterprise Asset Management SystemMeter Data Management/Utility AnalyticsQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Audio Visual UpgradesCouncil Chamber Technology UpgradeDigital Engagement & Analytics ConsultantOutdoor Wireless Study Teleconferencing Services for Public MeetingsQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Civic Engagement with Open DataOnline Permitting/Electronic Reviews (E-Review)Records Management SystemVirtual Permitting Counter (OpenCounter)Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Annual Hardware and Infrastructure ReplacementCCTV Master Plan: Citywide CCTVComputer Aided DispatchCyber Security Program DevelopmentUnified Communications Systems Traffic Management Functionality EnhancementEnsure Adoption of Relevant New Technologies are Mirrored into EOCFY2024-25FY2025-26FY2025-26FY2025-26FY2025-26FY2025-26Enhance Accessibility and TransparencyFY2024-25FY2024-25FY2024-25FY2024-25Prior YearsFY 2021-22FY 2021-22INITIATIVESINITIATIVESPrior YearsPrior YearsFY 2022-23FY2023-24FY 2022-23FY 2022-23FY2023-24FY2023-24FY 2021-22GOALINITIATIVESFoster a Vibrant Civic Engagement CultureINITIATIVESGOALGOALBuild Capacity for Data-driven Decision MakingGOALPursue Community Wide Digital TransformationPrior YearsFY 2021-22FY 2022-23FY2023-24FY2023-24Prior YearsFY 2021-22FY 2022-23GOALINITIATIVESIn progress - has been fully approved and work has startedApproved - has been fully approved but work has not startedEvaluating - staff is currently studing merit and cost of initiative/projectOngoing - annual processPromote Safety and Sustainability through ConnectivityJan. 26, 2021 Item #13 Page 67 of 126 Jan. 26, 2021 Item #13 Page 68 of 126 INTERNAL DIGITAL INFORMATION NETWORK ACTION PLAN EXHIBIT 2 Jan. 26, 2021 Item #13 Page 69 of 126 PURPOSE This document outlines the high-level plan to implement a strategic digital information network for the City of Carlsbad that will fully utilize advanced hardware and software to provide robust and scalable network infrastructure. Digital information networks are the foundation of all other digital services that Information Technology provides. Without a network, data cannot be transported. Recognizing that a modern high speed and high capacity network is necessary to support current and future technical initiatives, city staff have the following plan to provide for such a network. GUIDING PRINCIPLES In consideration of the strategic importance of the network, the following guiding principles for this effort have been identified. The new network must have the following attributes: ❖ Reliable – The network must operate with minimal disruption. ❖ Resilient – The network must be capable of supporting reliability by being designed in such a way as to dynamically respond to potential faults. ❖ Responsive – The network must complete communications tasks predictably and with minimal latency. ❖ Scalable – The network must be able to grow to meet future demands without significant upgrades to physical infrastructure. ❖ Unified – The network must support the combined operation of all city technology needs. ❖ Cost-effective – The network must provide excellent value to the city as compared to current commercial offerings. OUR CURRENT STATE Currently the city relies on multiple networks and varying types of architecture to provide services to its various departments. Over the past fifteen to twenty years, IT incrementally assembled a core operations network mostly by outsourcing these critical communications services to third-party providers. Meanwhile, the city’s traffic management division, working in conjunction with its own consultants, have built a parallel network of wireless devices and copper wiring. The utilities division is operating the fresh water management system, monitoring water quality and delivery, through automated systems using supervisory control and data acquisition (SCADA) systems on yet another series of connections. These fragmented approaches have been undertaken because the city has not previously taken a holistic, citywide approach to delivering network services with an eye toward making long-term investments in infrastructure. These separate environments are now in need of replacement and modernization, and meeting the city’s needs will require a strategic and unified approach. Jan. 26, 2021 Item #13 Page 70 of 126 While careful planning has been applied to the physical growth of the city, the same care has not been applied to our digital growth. Some municipalities have chosen to install fiber-optic cable during the development of new communities. For various reasons, Carlsbad has never made this type of investment. In 2017 the City Council approved an amendment to an existing agreement with a company called Crown Castle. This agreement entitles the city to the use of four to six strands of fiber-optic cable wherever the company has cable in the City of Carlsbad. From mid-2018 to the end of 2019 staff have worked with a consultant, Magellan Advisors, to design a solution to make use of this valuable asset. During that time, staff, in partnership with Crown Castle and Magellan Advisors, developed a plan that aligns with the guiding principles listed above. The network design unifies the long-term vision of digital communications within the city, providing for a citywide fiber network connecting all buildings within the city while avoiding the need to construct an entirely new fiber network. The Crown Castle digital network can then be the foundation for applications supporting the transport of data to support the Traffic Management Division, the Utilities Division, Public Safety and other operating groups within the city. PLAN The delivery of effective data network services is an ongoing process of evaluating current needs, demands and capabilities. This process begins with continually evaluating the needs of our organization. Staff measures the demands needed as compared to the capacity to deliver on these demands. Then, based on research and partnership with experts, staff will assess new solutions and technologies. Lastly, as these new capabilities are understood, staff will work with partners to scale, or upgrade, the network to meet the operational needs. This process is depicted in the diagram below. Evaluate Needs Research Capabilites Scale or Upgrade Jan. 26, 2021 Item #13 Page 71 of 126 With this process in mind, staff have identified an initial series of projects that will provide the basis for this cycle of continuous improvement. The following outlines the projects of the plan: 1) Replace third-party core operations network with a unified, identity aware, hybrid network 2) Extend the unified network to provide data networking services for the Traffic Management System 3) Extend the unified network to provide data networking services for the Utility Management System CORE OPERATIONS NETWORK There are five key steps in the first project that will create a new core operations network for the City of Carlsbad: 1) Crown Castle – Utilize the existing agreement with Crown Castle to build a city-managed network using fiber-optic cable. This will allow us to have a redundant fiber network now. Over time, investments can be made to install city owned fiber-optic cable as needs are identified. 2) Replace traffic backbone – The network backbone for the traffic management system represents the aggregate connection points around the city where multiple intersections connect back to the Traffic Management Center. The Information Technology department will include these key locations in this step and install necessary network switching devices to replace the existing wireless connectivity with high speed fiber-optic connections. This is to provide for increased speed and capacity and decreased latency of these connections to meet increased demands of new traffic technologies. Core Operations Network •Crown Castle •Replace Traffic Backbones •Network Hardware •Managment Software •Wireless Extend to Traffic •Identify Detailed Architecture •Fiber in arterial segments •Managment Software Extend to Water •Identifty Detailed Architecture •Cisco Wireless for Utility Network •Cisco Software for Utilities Jan. 26, 2021 Item #13 Page 72 of 126 3) Advanced network hardware – Provide best value and scalability of the fiber-optic assets from Crown Castle by installing Dense Wave Division Multiplexing (DWDM) electronics at key sites. These devices are capable of virtually dividing fiber-optic cables to allow for the critical ability to scale the core network without the need to acquire new underground cable. This capability will allow the city’s network to grow considerably in the future as needs grow without having to build a full city-wide fiber cable network. 4) Network management software – Implement a software defined network that enables the logical management of data using a technology known as Digital Network Architecture (DNA) made by Cisco. This software allows IT to implement and securely deliver network services to meet all needs of the city without having to build various separate physical networks. This not only greatly reduces duplication and cost but also simplifies management and enables for more capability. 5) Wireless – A modern network needs to be ready to deliver data using wireless transmission in a secure and reliable manner. Extending the capabilities of Cisco DNA into our wireless network allows expanded mobility and greater range of connectivity options. All manner of sensors and connected-devices rely on wireless connectivity due to the challenge that would exist to physically cable such large number of devices. This step includes replacement of end-of-life wireless equipment currently in place that will provide for this new capability. EXTEND TO TRAFFIC The second project is upgrading the existing cable infrastructure of the traffic management network and then unifying this environment with the core operations network: 1) Identify detailed architecture – IT will work with staff in the Traffic Division and their consultants to identify a detailed architectural design for both new fiber-optic cable installs and network switching equipment as needed, based on upcoming implementations of advanced traffic management solutions. 2) Fiber in arterial segments – The Information Technology department, working in cooperation with the Traffic Division, will evaluate connectivity requirements on major roadways around the city. The city already owns extensive underground conduit that can be used to install fiber-optic cable. Other sections may require limited construction to install conduit and fiber. 3) Add network management software – Once the physical network has been extended to the necessary traffic locations, IT will turn on the software functionality of the unified network to suit the Traffic Department’s needs. Although physically part of the single city network, the devices that manage our traffic network would be virtually segmented from other parts of the network to assure proper security and functionality. Jan. 26, 2021 Item #13 Page 73 of 126 PROPOSED CONCEPTUAL DESIGN Jan. 26, 2021 Item #13 Page 74 of 126 EXTEND TO WATER The third project will be working with the Utilities Department and consultants to provide the capabilities of the unified network. Due to the nature and location of many of the department’s facilities, wireless technologies would likely be used heavily. 1) Identify Detailed Architecture – IT will work with the utilities division and their consultants to identify a detailed architectural design for both new fiber-optic cable, wireless, and potentially Crown Castle installs. Network equipment would be identified as part of the new utility system design process. 2) Wireless – Wireless capabilities of the unified network would be extended to meet the needs of the utilities department. 3) Software – As with other parts of the unified network, Cisco DNA software would be extended to the utilities network to provide extensive security and reliability of this key piece of critical infrastructure. Jan. 26, 2021 Item #13 Page 75 of 126 ~ 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 EXHIBIT 3 Jan. 26, 2021 Item #13 Page 76 of 126 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. 26, 2021 Item #13 Page 77 of 126 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. 26, 2021 Item #13 Page 81 of 126 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVING CONNECTED CARLSBAD: AN INCLUSIVE CITY INNOVATION ROADMAP EXHIBITl 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_ day of ___ _, 2020, by the following vote, to wit: AYES: NAYS: ABSENT: MATT HALL, Mayor BARBARA ENGLESON, City Clerk (SEAL) Jan. 26, 2021 Item #13 Page 82 of 126 Exhibit2 CONNECTED CARLSBAD An Inclusive City Innovation Roadmap January 7, 2020 {""Cityof Carlsbad Jan. 26, 2021 Item #13 Page 83 of 126 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. 26, 2021 Item #13 Page 87 of 126 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. 26, 2021 Item #13 Page 88 of 126 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. 26, 2021 Item #13 Page 90 of 126 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. 26, 2021 Item #13 Page 91 of 126 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. 26, 2021 Item #13 Page 92 of 126 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. 26, 2021 Item #13 Page 93 of 126 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. 26, 2021 Item #13 Page 94 of 126 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. 26, 2021 Item #13 Page 95 of 126 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. 26, 2021 Item #13 Page 96 of 126 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. 26, 2021 Item #13 Page 97 of 126 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. 26, 2021 Item #13 Page 98 of 126 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. 26, 2021 Item #13 Page 99 of 126 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. 26, 2021 Item #13 Page 100 of 126 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. 26, 2021 Item #13 Page 101 of 126 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. 26, 2021 Item #13 Page 102 of 126 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. 26, 2021 Item #13 Page 103 of 126 ~ CITY COUNCIL ~ Staff Report Meeting Date: To: From: Staff Contact: Subject: Jan. 21, 2020 Mayor and City Council Scott Chadwick, City Manager Maria Callander, Director of Information Technology maria.callander@carlsbadca.gov or 760-602-2454 Doug Kappel, Information Technology Manager doug.kappel@carlsbadca.gov or 760-602-2791 A strategic approach to citywide digital transformation Recommended Action CA Review v-'c.., Receive an informational report on a strategic approach to citywide digital transformation. Executive Summary The City of Carlsbad has adopted many digital solutions to shift manual or analog processes to digital applications. Digital solutions can improve efficiency, support robust internal controls, reduce errors and enhance customer service. The city's traditionally selected and adopted these solutions based upon the individual business need of individual departments, not the city. As the world progresses, becoming more online, mobile and interconnected, the need for cities to be strategic about implementing digital tools and services is more important than ever. This report presents a strategic approach to digital transformation that will provide more effective services to our residents, visitors, businesses and employees. Discussion Background Over the past two decades, the City of Carlsbad has implemented many software solutions for its internal and external operations. For example, the city's financial system, payroll, and human resources functions are all managed using various software applications. The city has an application that replaced the previous land use permitting process, and the Parks & Recreation Department uses software that allows the public to register and pay for classes and events. Every department in the city has adopted some type of digital solution to handle what had been a manual process. As a result, city staff must currently maintain about 100 software applications for city operations. As cities have adopted digital solutions and the public has become more reliant on digital technology, there's no question that the future of all cities is in providing an effective platform for engaging with city services. Approaching the subject of digital services incrementally rather than strategically leads to inefficiency, redundant systems, problems with integrating EXHIBIT 4 Jan. 26, 2021 Item #13 Page 104 of 126 technologies and potential waste. City staff have developed a more strategic approach to digital transformation rooted in best industry practices and the city's current and future needs. This strategic approach considers the city's digital operations and services from a citywide perspective, or what is commonly known in information technology as enterprise wide, using enterprise resource planning. In enterprise resource planning, an organization develops a suite of integrated software applications to manage its operations. An enterprise resource plan can automate many back-office functions related to technology, human resources and other areas of city business. It also allows data to be shared by applications, making information about city services easier to track and analyze. The city has adopted individual software applications that could be pieces of an overall enterprise resource plan, but it has not defined a unifying approach to integrate all these solutions for greater effectiveness and efficiency. For example, the city uses distinct software solutions to manage its financial operations, personnel and payroll. The selection, installation and updating of these applications has been an incremental, disjointed and siloed process, and some ofthe city's existing software has not been upgraded in a very long time. The public is inconvenienced by this piecemeal approach to software deployment. For example, Carlsbad residents must have separate accounts, each with their own user names and passwords, to: • Check out books or access online reference material from the library • Pay their utility bills • Sign up for recreation classes or programs • Apply for a permit or business license • Submit a public records request • Submit a request for city services • Apply to be a city volunteer Meanwhile, city staff are also dependent on outdated, manual processes, and must enter data by hand into a wide range of applications that do not share data with one another. By adopting a more strategic approach to our digital systems, the city has the opportunity to operate more efficiently, reduce the likelihood of loss of service and better provide for the current and future needs of our residents, visitors, businesses and employees. In fiscal year 2014-15 the city allocated $500,000 to assess the opportunities for an enterprise resource planning approach to the city's operations. A contract with Plante Moran, a consulting company that advises governments on digital transformations, was approved by the City Council on February 10, 2015, and the consultant provided an Enterprise Resource Planning Needs Assessment report to the city on May 9, 2016. Jan. 26, 2021 Item #13 Page 105 of 126 Plante Moran reviewed the city's existing businesses processes, offered high-level future process recommendations, provided key performance indicators from comparable cities and estimated the return on investment the city would realize by shifting to an enterprise approach. The consultant found the City of Carlsbad had: • Decentralized business operations • Limited access to its data and information • An over-reliance on manual processes • Incomplete system implementations • Limited documentation and training on digital tools and processes • Inconsistent enforcement of policies and procedures While there have been improvements in many of these areas, the city still faces significant challenges in its enterprise resource planning. One of the report's key recommendations was to replace redundant and isolated digital applications with an integrated, citywide enterprise resource planning solution that streamlines businesses processes and provides more timely access to data and information. Strategy based solution New strategy Based upon a review of our existing systems and the analysis by the outside consultant, the Department of Information Technology has developed a strategic approach to digital transformation that takes an enterprise, or citywide, approach to the digital applications the city uses or intends to adopt. Attached to this item is the Application Portfolio Strategic Plan, which provides a plan for executing this approach . This plan includes these important goals: • Modernize and strengthen the city's portfolio of digital applications • Provide integrated, more efficient, city services to residents, visitors and businesses • Build the capability for data-driven government • Foster a culture of vibrant civic engagement • Enhance accessibility and transparency Achieving these goals requires a unified suite of digital applications that are interconnected, that share data, that increase staff efficiency and make doing business with the city simpler and more convenient for residents, businesses and visitors. A good example of how digital solutions can effectively replace manual processes is the city's Public Record Act request and council inquiry portal. Using a software application from a company called GovQA, the city is able to provide a simple online portal for people to request a public record. This portal significantly reduced the amount of time it takes members of the public to access records and staff to answer questions. Instead of adopting another application to handle city council inquiries from the public, the city expanded its use of GovQA in 2019 to Jan. 26, 2021 Item #13 Page 106 of 126 also handle that workload. To date, 62 requests have been routed and resolved using this platform. To provide the City Council with the best options for pursuing digital transformation, city staff released a Request for Digital Transformation Ideas and Partners. This document asked digital solution providers to detail why they would be qualified to help the city achieve its enterprise resource planning goals. This was done using challenge-based procurement, a method that asks potential vendors to propose their solutions to a given challenge, rather than being given a specific set of requirements to fulfill. Staff will review the qualifications of the potential partners who respond, then select the partner or partners who could best help them assess the city's challenges and opportunities and craft the most effective solutions. This innovative partnership will enable city staff to make more informed recommendations to the City Council on the best approach to upgrading the city's digital applications and systems. Fiscal Analysis This is an informational item with no fiscal impact. Next Steps Staff will evaluate the qualifications of potential partners and select the company or companies that can best help the city achieve its enterprise resource planning goals. Staff will then make recommendations to the City Council consistent with this more strategic approach to our existing and future systems and software needs during the budgeting process for fiscal year 2020-21. 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 This item was noticed in accordance with the Ralph M. Brown Act and was available for public viewing and review at least 72 hours prior to the scheduled meeting date. Exhibits 1. City of Carlsbad Application Portfolio Strategic Plan Jan. 26, 2021 Item #13 Page 107 of 126 Application Portfolio Strategic Plan PURPOSE This document establishes a high-level strategic plan that provides an enterprise focused framework that will enable the City of Carlsbad to fundamentally transform its portfolio of digital applications. This transformation will enable the city to: • Modernize and strengthen its technology application infrastructure • Provide more efficient, integrated city se rvices to residents, visitors and businesses • Build the capability for data-driven government • Foster a culture of vibrant civic engagement • Enhance accessibility and transparency The applications in the portfolio are fundamental to the city's ability to carry out its core business functions. Implementing applications re quires a significant investment of city resources in cost and staffing. As the city looks to upgrade existing applications or implement new applications, it is imperative that these initiatives are evaluated to ensure they align with the city's strategic vision and its goal of being a digital city leader. GUIDING PRINCIPLES In consideration of the strategic importance of the city's critica l core applications, the following guiding principles have been identified. Applications in the city's application portfolio must have the following attributes: ❖ Re liable -The application must operate with minimal disruption. This includes being implemented in a manner that provides redundancy and disaster recovery ❖ Secure -In today's high cyber threat environment the application must adhere to ind ustry secu rity best practices and provide as few entry points to potential intruders as possible ❖ Scalable -The application must be able to grow to meet future demands of the city as well as adjust to new technology and business processes. ❖ Integrated -The application must follow industry standards and best practices to ensure that it will seamlessly integrate into the application portfolio. ❖ Data Capability and Management -The application must provide the ability for data analytics and business intelligence as well as data openness and transparency. The application must also adhere to the city's data governance policies. ❖ Va lue -The application must provide an identifiable benefit to the city and its residents commensurate with the cost to implement and maintain it. Page 2 of 14 Jan. 26, 2021 Item #13 Page 109 of 126 Application Portfolio Strategic Plan • Apply for a permit or business license • Submit a public records request • Submit a service request (i.e. report a pot hole) • Apply to be a city volunteer Historically, applications have been implemented in isolation, not by using a citywide or enterprise approach. A department identified a technology solution to what had been a manual or analog process, then worked through the budget process to acquire funding to implement that new system. While some analysis was conducted to ensure the system fit into the city's overall technology standards, minimal consideration was given to using the city's existing technology to meet the challenge. In some instances, departments acquired applications without any coordination with the Information Technology department. As a result of these practices: • The city has redundant applications performing similar functions, such as multiple work order systems • Data is siloed in department-specific applications, preventing staff from being able to analyze data across the entire organization • The city's application portfolio difficult to maintain and keep current The acquisition of new applications has followed the traditional request for proposal process. This involves developing a detailed list of requirements, releasing a request for proposal, evaluating responses, conducting vendor demonstrations, selecting a solution and negotiating contracts. This process is time-intensive, takes several months to complete and has frequently led to the implementation of solutions that did not fully deliver on expectations. Outside consultants have completed multiple assessments of city technology, in 2012, 2013, 2016 and 2017. These assessments consistently identified the following problems with the current application portfolio.: • Decentralized business operations • Limited access to data and information • Duplicate systems and a lack of system integration • Reliance on manual processes • Incomplete system implementations • Limited training • Limited documentation • Inconsistent enforcement of policies and procedures City staff encounter the downstream impact of these challenges on daily basis. Some examples: • Time tracking/scheduling Page 4 of 14 o Employees in various divisions of Public Works are required to complete redundant timekeeping processes. To report exceptions to their normal shift schedule such as vacation or sick leave, they must log in to the city's centralized time and attendance system. For tracking work completed daily, they must log in and enter the data in the Public Works work order management system. Jan. 26, 2021 Item #13 Page 111 of 126 Application Portfolio Strategic Plan o Part time staff in the Library or Parks & Recreation departments must access a separate scheduling application to view their weekly schedules but then must clock in or out using the city's centralized time and attendance system. o Schedules and time tracking for the fire and police departments are maintained in a safety scheduling system even though leave accruals and payroll processing must be tracked in the city's centralized time and attendance system. • Manual processes o Staff attending training or conferences that require travel, are required to fill out a travel log in an Excel spreadsheet. This spreadsheet must then be printed and physically routed with hard copy receipts for approval. Once approved, city staff must manually enter data i·r to the city's financial system so payment can be processed. The process means it can take mult,iple weeks for an employee to be reimbursed for out of pockets expenses for city related travel. These challenges do not just impact internal city staff. External customers doing business with city are also affected by the city's outdated applications and business processes. For example, a contractor needing to complete work within the city must: • Apply for a business license To accomplish this, an application is completed online using a city-developed web application. Once that application is completed and validated, city staff manually enter the data into the city's business license application. Once entered into the system an invoice is generated and made available to be paid online, which requires establishment of an account, or in person at the city cashier. This process typically takes several weeks. • Apply for a permit Applying for a permit typically requires an appointment that must be scheduled over the phone. During the appointment, one or more physical forms are completed. Once the forms are completed and validated, city staff manually enter the data into the city's permitting system. Any fees associated with processing the permit must be paid in person at the city cashier. Additionally, three-to-four sets of physical plans and drawings must also be submitted. These plans are then manually routed through multiple departments and divisions for review. During the review process, applicants have no visibi lity into where in the process their application is. Any status inquiries must be done via e-mail or a phone call. • Request inspections Once a project is approved and a permit is issued, several city inspections must be completed at various phases of construction. When ready for an inspection, the applicant must call, e-mail or submit an on-line request form prior to 3 p.m. the day before the desired inspection date. City staff than retrieve these inspection requests and manually enter them into the city's permitting system. In 2013, the city embarked on its first true enterprise approach with the implementation of a new Integrated Community Development System . This system combined four separate core business functions, permitting, business license management, code enforcement and land management, into one centralized application. While this project was successful in consolidating applications, the system was configured to match existing business processes instead of reassessing and modifying existing business processes to best match the functionality of the new system. This approach fell short and, in some cases, increased complexity and decreased productivity. In other instances, departments or Page 5 of 14 Jan. 26, 2021 Item #13 Page 112 of 126 Application Portfolio Strategic Plan divisions felt the system was inadequate in addressing their business processes. This led to limited engagement on the part of these work groups during the planning and configuration process and, after the implementation, a tendency to continue with legacy and manual processes. In December 2019, the City Council approved the implementation of an upgraded digital information network. This upgraded city-managed digital information network will improve connection reliability at greater network speeds, give the city flexibility to adapt to greater technology demands and reduce the city's network operational costs by $2 million over the next five years. One of the fundamental components needed to ensure the city fully realizes the benefits of this new and improved network is a modern application portfolio. GOALS The City of Carlsbad aims to be a digital city leader by being more resilient, responsive and future ready. This requires that the city has an application portfolio that leverages current technology, follows industry best practices and is implemented within an enterprise strategic framework. To accomplish this, the following goals have been identified: 1. Centralize and consolidate core business functionality 2. Break down silos 3. Improve business processes 4. Enhance the user experience for city staff, residents, visitors and businesses with an emphasis on mobility, accessibility and transparency 5. Establish and adhere to governance 6. Take advantage of challenge-based procurement practices 7. Focus on change management CENTRALIZE AND CONSOLIDATE CORE BUSINESS FUNCTIONALITY The city's current application portfolio does not meet the city's operational requirements, does not meet user needs, does not follow industry best practices, lacks integration and is inhibiting the city's ability to make data driven decisions and provide accessibility and transparency. A centralized solution that consolidates the city's core business functions will enable streamlined business processes and provide more timely access to data and information. Implementing a new centralized solution will provide the city with the following benefits: • Leveraging technology to realize true business process improvement including: o One common integrated database o Workflow automation within and between modules o Built in best-practices • Providing more robust management reporting. o Having data from multiple business functions in one centralized application enables wholistic reporting • Reducing software fragmentation Page 6 of 14 Jan. 26, 2021 Item #13 Page 113 of 126 Application Portfolio Strategic Plan o With one centralized solution, only need t o complete periodic upgrades once versus multiple times for each individual/siloed application At a minimum, the following core business functionality will be evaluated for inclusion into a centralized solution: Finance: • General ledger and bank reconciliation • Budgeting • Grant and project accounting • Purchasing • Bid and contract management • Account payable and receivable • Centralized cash iering • Financial reporting Human Resources: • Application tracking • Onboarding and offboarding • Risk management • Benefits management • Employee self-service • Time and attendance • Payroll Utility billing • Customer and account management • Billing • Service and work orders • Meter reading and management • Customer self service Land management • Plann ing • Permitting 0 Building 0 Engineering 0 Special events • Inspections • Code enforcement Page 7 of 14 Jan. 26, 2021 Item #13 Page 114 of 126 Application Portfolio Strategic Plan BREAK DOWN SILOS There is significant opportunity to leverage the power of data analytics to tell the story of the work the city does and to identify opportunities to increase effectiveness through data driven decision making. However, the city's ability to realize this potential is dependent upon breaking down the data silos that currently exist. As applications are reviewed for implementation or upgrade, they will be measured against the following criteria: • Is the desired/required functionality of the proposed application already available within an existing enterprise application? • Can the application be seamlessly integrated into the application portfolio so that is a fully functional component of the of the portfolio and not a stand-alone silo? • Is the data collected by the application stored in a relational database management system that allows for extraction and migration into a citywide business intelligence environment? IMPROVE BUSINESS PROCESSES In the past, it has been common practice for the city to implement new applications by configuring them to match existing business processes. This has frequently resulted in applications that have been configured with work-a rounds, the development of shadow systems or processes and implementations that do not take full advantage of all the functionality available within the applications. The city has also missed opportunities to streamline processes and improve efficiency. Future application upgrades and implementations will be completed with an emphasis on how the city can perform its tasks more effectively. This includes: • Validating and documenting existing processes • Identifying how these processes can be streamlined o Eliminating manual and or redundant processes o Removing unnecessary or self-imposed barriers o Where possible, modifying city policies or ordinances that are outdated or over-complicate processes • Aligning processes with application functionality The intent of this goal is not only to transform the city's application portfolio, but to transform the way the city conducts business. ENHANCE THE USER EXPERIENCE As the city works to transform its application portfolio, the user experience for both internal and external users will be a cornerstone of any new implementation or upgrade. An emphasis will be placed on mobility, accessibility and transparency. Page 9 of 14 Jan. 26, 2021 Item #13 Page 116 of 126 Application Portfolio Strategic Plan MOBILITY The landscape of city work is changing. Being tethered to a desk is no longer a constraint to how work is completed. Staff who work in the field are becoming increasingly dependent on using technology and for remote access to city data to efficiently to complete their work. To facilitate the evolution of a mobile work force, future city implementations must: • Where applicable, provide secure but easy-to-use mobile field functionality o Must be available without requiring proprietary hardware o Should be device agnostic • Work with the city's existing remote access solution • Be compatible with the standard configuration of the city's current laptop offerings Having an application portfolio that is responsive to the mobile demands of how the city conducts its business will also open the opportunity for the city to explore flexible work alternatives. The focus on mobility also extends to the city's residents and customers. According to the Pew Research Center, almost 50 percent of American adults own a tablet computer and over 80 percent of Americans own a smart phone. To provide a high level of customer self-service and to foster an environment of civic engagement, city public facing applications need to be mobile friendly. I ACCESSIBILITY New applications with an internal staff interface should: • Be web browser based and browser agnostic • Not rely on browser plug-ins such as Adobe flash or Silverlight • Be security assertion markup language (SAML) compatible for single sign on (SSO) Additionally, for applications with resident and customer facing functionality: • Should be browser-based and browser agnostic • · Consider those with special accessibility needs • Be intuitive, easy to understand and use Another significant area of focus for public accessibility will be unifying account identities. A resident should only need to have one set of credentials to conduct business with the city. I TRANSPARENCY The city is striving to further an environment of openness and transparency by establishing an open data portal, creating public facing dashboards and expanding the use of digital tools to enhance public access to information. The business processes used by the city and the applications that support them need to enable and not hinder these efforts. Page 10 of 14 Jan. 26, 2021 Item #13 Page 117 of 126 Application Portfolio Strategic Plan ESTABLISH AND ADHERE TO GOVERNANCE Transforming the city's application portfolio will be an ongoing and continuous process. To ensure that this transformation is completed in accordance with the city's strategic vision and that technology is implemented in a consistent and supportable manner, certain governing bodies and policies need to be established. I STRATEGIC GOVERNANCE To ensure that the investment of city budget and staff resources on application implementations is consistent with the city's strategic vision, a formal executive governance committee will be established. This committee will be charged with evaluating proposed applications to: • Validate that the application aligns with city and IT strategic plans, architecture and technology standards, including legislative and regulatory mandates and administrative goals such as improving customer service and business processes • Coordinate IT investments across the enterprise to avoid duplication, maximizing the return on investment and increasing efficiency • Ensure that the business case has been articulated and that there are valid operational benefits to the application • Validate that the cost and benefit estimates are reasonable and accurate • Ensure that the application project sponsors have considered potential project risks and have identified appropriate means to manage those risks • Verify that standard project management practices are employed • Determine if a project could be used as a pilot or proof of concept for future projects I APPLICATION GOVERNANCE As enterprise solutions are implemented, the boundaries of department ownership become less defined . Also, since enterprise solutions by their very nature are used by multiple departments and divisions, any change to configuration or functionality has the potential for negative downstream impact. To ensure the integrity and stability of the city's enterprise applications, each application will have its own governance consisting of a governance committee and a change control committee. Application governance committee At the conclusion of an application implementation project, the steering committee for that project will transition into the application's governance committee. The role of the governance committee will be to: • Support the adoption of new functionality within the application • As needed, provide direction and guidance • Approve significant application changes such as major upgrades • Identify and commit necessary resources Page 11 of 14 Jan. 26, 2021 Item #13 Page 118 of 126 Application Portfolio Strategic Plan The governance committee will consist of department directors or division managers that represent the key stakeholders of the application. Application change control committee The application change control committee will be comprised of the technical and subject matter experts from each of the primary departments utilizing the application. This committee will evaluate changes requested by a division/department for technical feasibility and potential impact. Before implementing a change, the members of the change control committee need to agree on the proposed change. If the members of the change control committee are unable to reach a consensus, the matter will be referred to the application's governance committee. These committees also provide an opportunity for collaboration, coordination and cross functional training between the departments and divisions using the application. The city's strategic vision of implementing a centralized and consolidated solution will reduce the number enterprise applications in the city's application portfolio, which will subsequently limit the number of governance and change control committees. I DATA GOVERNANCE Data is a city asset. As such, it should be maintained with the same care and attention as any of the city's physical infrastructure. Ensuring the city's data is consistent and trustworthy is a fundamental requirement for building capacity for data driven government and for enhancing accessibility and transparency. As stewards of the public's data, it is incumbent upon every team member to learn, understand and put into practice the city's data governance policies. The city recently hired a new data scientist who will be conducting a data inventory, creating a city-wide data governance and management policy and establishing an open data policy. Any future application implementations or upgrades will be required to comply with these polices and guidelines. LEVERAGE CHALLENGE-BASED PROCUREMENT The traditional request for request for proposal process involves: • Developing an extensive list of requirements • Drafting a comprehensive request for proposal • Evaluating responses • Rating vendor demonstrations • Completing vendor selection • Negotiating a contract negotiation This process is extremely time and labor intensive and significantly prolongs the implementation on new technology solutions. This process is also costly to software solution providers and vendors are being more selective in the RFP's they respond to. Page 12 of 14 Jan. 26, 2021 Item #13 Page 119 of 126 Application Portfolio Strategic Plan Figure 4 -Change Management Process Change management must incorporate not only city staff, but where applicable, external users (city residents and customers). Each major application upgrade or implementation project will incorporate change management principals. Budgets for these projects should also include funding for change management consulting services. Additionally, to ensure that city staff have the time necessary to successfully complete the training, testing and project management assignments associated with large application implementations or upgrades, project sponsors should evaluate the potential need for setting aside budget for staff back-fill. Page 14 of 14 Jan. 26, 2021 Item #13 Page 121 of 126 Administrative Order No. 89 Date: Jan. 26, 2021 To: All City Departments From: Scott Chadwick, City Manager Subject: Strategic Digital Transformation Investment Program – Project Initiation, Prioritization, Budgeting and Adoption Procedure PURPOSE: The purpose of this Administrative Order is to establish processes and procedures through which digital transformation and technology projects are initiated, prioritized, budgeted and adopted in the City of Carlsbad (city) Strategic Digital Transformation Investment Program (SDTIP). In addition, this Administrative Order will also establish a governance structure that will promote and support the effective use of Information Technology (IT) across all departments and divisions of the city. The governance structure is comprised of the Digital Transformation Executive Team and the Digital Transformation Development Team that will provide oversight of IT and digital transformation investments by monitoring, evaluating and approving actions related to risk, investment and prioritization of technology projects and services. The governance structure enables the city to deliver business value by aligning initiatives and operations to the current and future strategic goals of the city, and also ensures that business units are effectively supported and have the technology they need to enable their goals. POLICY: 1.All proposed digital transformation and technology projects shall be consistent with: a.Public health and safety b.City mission, vision and organizational values c.Community values and City Council goals d.City’s governing and policy documents e.Cash flow projections and funds available in various funding sources f.IT standards frameworks and strategic plans g.Environmental review processes, per the California Environmental Quality Act 2.Development of the SDTIP is a team effort involving all operational departments, the City Manager’s Office and the City Council. EXHIBIT 5 Jan. 26, 2021 Item #13 Page 122 of 126 3.All proposed digital transformation and technology projects will be evaluated and prioritized subject to this Administrative Order and technology projects will not proceed without prior approval. Regular IT maintenance and support efforts are part of normal operations and do not need to be evaluated and/or prioritized. 4.Projects will be categorized within the following thresholds: Small procurement of technology services a.If a project cost is below the small procurement limit as outlined in section 3.28.060 of the municipal code; and b. Scope is limited is limited to a single department. c.The Information Technology Director shall review and recommend approval or denial of the request. Tier I a.If a project cost exceeds the small procurement limit specified in the municipal code but is less than $100,000 per fiscal year; and b.Scope is limited to a single department; and c.Is evaluated to have no impact on enterprise project schedules; and d.Is evaluated to have a low risk profile. e.May be reviewed by the Information Technology Director and recommended/not recommended by the Deputy City Manager of Administrative Services for approval by the City Manager. Tier II a.Estimated project cost is greater than $100,000; or b.Scope is evaluated to impact multiple departments; or c.Is evaluated to have a high-risk profile. d.Must be reviewed by the Digital Transformation Development Team and approved by the Digital Transformation Executive Team for inclusion in the annual fiscal year budget as part of the SDTIP. ROLES AND RESPONSIBILITIES: 1.The Administrative Services Branch is responsible for implementation of this Administrative Order. 2.All city departments use technology extensively, are responsible for recognizing the need for digital transformation and technology projects and providing these needs to the attention to the SDTIP Development Team. When a department recognizes the need for a technology solution, they should work with IT Department staff to explore potential approaches to meet the need. It is the department’s responsibility to work with IT Department staff to identify project needs and define requirements in order to propose and sponsor a project for inclusion in the SDTIP. 3.The IT Department will work with sponsoring departments to develop project requests that will include project charters, scopes of work and cost estimates. Templates for project requests and required documentation can be found on the SDTIP Microsoft Teams website. 4.Project requests shall be submitted to the Information Technology Director and may be submitted at any time. The Information Technology Director will conduct an initial review and ensure all appropriate information has been provided prior to scheduling the request for review by the SDTIP Development Team or the Deputy City Manager for Administrative Services. Jan. 26, 2021 Item #13 Page 123 of 126 5. The SDTIP Development Team will review proposed SDTIP projects from a citywide perspective and advise the SDTIP Executive Team on recommended priorities. Members of the SDTIP Development Team include: • Information Technology Director (Chair) • Chief Innovation Officer • IT Operations Manager • IT Enterprise Applications Manager • Assistant Finance Director • Business Intelligence and Data Science Manager • Representatives from departments sponsoring the projects • Others as designated by the Chair 6. Projects that are requested outside of the annual budget process will be evaluated and prioritized by the SDTIP Development Team and forwarded to the SDTIP Executive Team for consideration. The SDTIP Executive Team will determine whether a project will be submitted for City Council approval outside of the budget process or will wait to be considered in the annual SDTIP. 7. The SDTIP Executive Team will evaluate and approve projects that are recommended by the SDTIP Development Team to move forward as part of the annual SDTIP. Members of the SDTIP Executive Team include: • Information Technology Director – serves as SDTIP Facilitator • City Manager or Assistant City Manager • City Attorney • Deputy City Manager, Community Services • Deputy City Manager, Public Works • Deputy City Manager, Administrative Services • Police Chief • Fire Chief 8. The SDTIP Budget Support Team will provide support in developing the SDTIP Budget, including providing revenue estimates for all SDTIP funding sources and preparing the SDTIP Budget schedules, technical appendices and summaries. Members of the SDTIP Budget Support Team include: • Finance Director • Finance Assistant Director • Finance Senior Accountant • Finance Senior Management Analyst • IT Senior Management Analyst • Others as designated by the Deputy City Manager for Administrative Services PROJECT EVALUATION AND PRIORITIZATION: Sponsoring departments will determine project scores using the project prioritization and scoring methodology defined by the IT Department. In general, projects will be evaluated and prioritized based on the following criteria: • Alignment with city and IT strategic plans, architecture, security and technology standards, including legislative and regulatory mandates, and administrative goals. • Coordination of IT investments across the enterprise to avoid duplication, maximizing the return on investment and increasing efficiency. Jan. 26, 2021 Item #13 Page 124 of 126 • Effective articulation of the business case including valid operational benefits to the project. • Accuracy and reasonableness of cost and benefit estimates. • Consideration of potential project risks and identification of appropriate means to manage those risks. • Adherence to standard project management practices. • Capacity of staffing resources to implement the project. Specific guidelines and project scoring methodology are defined by the IT Department and will be available on the SDTIP Microsoft Teams website. PROJECT FUNDING: 1. After project prioritization, timing of projects will be compared to the projected cash flow and forecast of funds available. Where there is insufficient available funding (regardless of funding source), lower priority projects will be deferred to later years. High-priority projects will be funded as soon as possible based on funding availability. PROJECT SUBMITTAL: 1. Each sponsoring department will work with the IT Department to fully document the project request. 2. Each request will be categorized according to the criteria defined in this Administrative Order. 3. Project requests will include all necessary documentation as specified on the SDTIP Microsoft Teams website. TIMELINE: For the development of the annual SDTIP, a call for new SDTIP projects to the sponsoring departments will occur annually in December, which will be initially discussed during the January SDTIP Development Team Meeting and further discussed during the April SDTIP Executive Team Meeting. In addition to the timeline specified below, the SDTIP Development Team will evaluate projects on an on-going basis. The SDTIP Development Team will meet quarterly to discuss and further define project requests as well as review ongoing projects for any additional funding requirements. December – January Sponsoring departments will prepare project request information. Sponsoring departments will work closely with the IT Department to properly document project requests, including project scores, for new projects. February – March The SDTIP Development Team will meet to review proposed projects, including funding requests and project scores/priorities. April The SDTIP Executive Team will review projects proposed by the SDTIP Development Team. The Deputy City Manager for Administrative Services, the Information Technology Director and the Jan. 26, 2021 Item #13 Page 125 of 126 SDTIP Budget Support Team, will brief the City Manager and Assistant City Manager on the proposed SDTIP Budget. May The Deputy City Manager for Administrative Services, the Information Technology Director and the SDTIP Budget Support Team will conduct City Council Member briefings and present the preliminary budget to City Council. June The Deputy City Manager for Administrative Services and the Information Technology Director will request City Council action for final adoption of the proposed SDTIP Budget. The SDTIP Budget Support Team will update budget allocations in the city’s financial accounting system upon City Council adoption of the proposed budget. July IT Department staff will update the SDTIP Microsoft Teams website according to City Council approval. The SDTIP Development Team will review ongoing SDTIP projects’ funding status and project scores/priorities as well as discuss any proposed SDTIP projects that the sponsoring departments may be contemplating. October The SDTIP Development Team will review ongoing SDTIP projects’ funding status and project scores/priorities as well as discuss any proposed SDTIP projects that the sponsoring departments may be contemplating. December The SDTIP Development Team chair will send out a call for new SDTIP projects for the upcoming fiscal year. CONTINUOUS IMPROVEMENT: The Administrative Services Branch will continuously look for opportunities to improve and streamline the SDTIP process and will review this Administrative Order periodically, as needed, to ensure it is updated. The Administrative Services Branch will also review business systems to identify and utilize the latest technology available for project scheduling and budgeting, as applicable. ACTION: This Administrative Order is effective immediately. DATE: _________________________________ ______________________________________ SCOTT CHADWICK City Manager Jan. 26, 2021 Item #13 Page 126 of 126