HomeMy WebLinkAbout2021-03-16; City Council; Resolution 2021-056RESOLUTION NO. 2021-056
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.
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March 16, 2021 Item #6 Page 10 of 136
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 16th day of March, 2021, by the following vote, to wit:
AYES: Hall, Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: None.
ABSENT: None.
MATT HALL, Mayor
9
BARBARA ENGLESON, City Clerk
(SEAL)
March 16, 2021 Item #6 Page 11 of 136
STRATEGIC DIGITAL
TRANSFORMATION
INVESTMENT PROGRAM
(SDTIP)
ATTACHMENT A
March 16, 2021 Item #6 Page 12 of 136
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
March 16, 2021 Item #6 Page 13 of 136
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
March 16, 2021 Item #6 Page 14 of 136
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.
March 16, 2021 Item #6 Page 15 of 136
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:
March 16, 2021 Item #6 Page 16 of 136
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
March 16, 2021 Item #6 Page 17 of 136
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
March 16, 2021 Item #6 Page 18 of 136
• 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:
March 16, 2021 Item #6 Page 19 of 136
• 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:
March 16, 2021 Item #6 Page 20 of 136
• 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
March 16, 2021 Item #6 Page 21 of 136
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.
March 16, 2021 Item #6 Page 22 of 136
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.
March 16, 2021 Item #6 Page 23 of 136
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.
March 16, 2021 Item #6 Page 24 of 136
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.
March 16, 2021 Item #6 Page 25 of 136
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
-$
March 16, 2021 Item #6 Page 26 of 136
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.
March 16, 2021 Item #6 Page 27 of 136
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
-$
March 16, 2021 Item #6 Page 28 of 136
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
-$
March 16, 2021 Item #6 Page 29 of 136
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
March 16, 2021 Item #6 Page 30 of 136
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
-$
March 16, 2021 Item #6 Page 31 of 136
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
-$
March 16, 2021 Item #6 Page 32 of 136
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
-$
March 16, 2021 Item #6 Page 33 of 136
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
March 16, 2021 Item #6 Page 34 of 136
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
-$
March 16, 2021 Item #6 Page 35 of 136
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.
March 16, 2021 Item #6 Page 36 of 136
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
-$
March 16, 2021 Item #6 Page 37 of 136
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.
March 16, 2021 Item #6 Page 38 of 136
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
-$
March 16, 2021 Item #6 Page 39 of 136
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
March 16, 2021 Item #6 Page 40 of 136
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
March 16, 2021 Item #6 Page 41 of 136
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$
March 16, 2021 Item #6 Page 42 of 136
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
March 16, 2021 Item #6 Page 43 of 136
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
-$
March 16, 2021 Item #6 Page 44 of 136
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
-$
March 16, 2021 Item #6 Page 45 of 136
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
-$
March 16, 2021 Item #6 Page 46 of 136
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
-$
March 16, 2021 Item #6 Page 47 of 136
information from all departments and live progress on citywide initiatives and council goals.
March 16, 2021 Item #6 Page 48 of 136
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
-$
March 16, 2021 Item #6 Page 49 of 136
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
-$
March 16, 2021 Item #6 Page 50 of 136
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
March 16, 2021 Item #6 Page 51 of 136
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$
March 16, 2021 Item #6 Page 52 of 136
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
March 16, 2021 Item #6 Page 53 of 136
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
-$
March 16, 2021 Item #6 Page 54 of 136
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$
March 16, 2021 Item #6 Page 55 of 136
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
March 16, 2021 Item #6 Page 56 of 136
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
March 16, 2021 Item #6 Page 57 of 136
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.
March 16, 2021 Item #6 Page 58 of 136
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.
March 16, 2021 Item #6 Page 59 of 136
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.
March 16, 2021 Item #6 Page 60 of 136
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.
March 16, 2021 Item #6 Page 61 of 136
Estimated Fiscal Year 2021-22 Appropriations by Goal
The FY 2021-22 SDTIP outlines $4.36 million in new appropriations for FY 2021-22 to provide
additional funding for the continuation of existing projects as well as funding for new projects.
March 16, 2021 Item #6 Page 62 of 136
PROJECT FUNDING SOURCES
Innovation Fund – Funds set aside on a yearly
basis to fund ongoing SDTIP digital
transformation and technology projects
Information Technology Replacement Fund –
Funds are collected annually from the City’s
operating departments as part of the IT
Department internal service fund chargeback
and is based on an assets lifecycle and original
cost and is used to fund the replacement of
assets when they are at their end of useful life.
March 16, 2021 Item #6 Page 63 of 136
5-YEAR SCHEDULE OF SDTIP PROJECTS BY CONNECTED
CARLSBAD GOAL
ConnectedEstimated Estimated Estimated Estimated Estimated EstimatedCarlsbadFunding FundingProjectPriorYear 1 Year 2 Year 3 Year 4 Year 5TotalProject NameGoalSourceIDTypeAppropriation2021-22 2022-23 2023-24 2024-25 2025-26FundingConsolidation & Replacement of Core Systems StudyPCDTIF95921Major400,000$ -$ -$ -$ -$ -$ 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 TransformationMarch 16, 2021 Item #6 Page 64 of 136
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 GoalProjectsTotalMarch 16, 2021 Item #6 Page 65 of 136
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
March 16, 2021 Item #6 Page 66 of 136
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 ConnectivityMarch 16, 2021 Item #6 Page 67 of 136
March 16, 2021 Item #6 Page 68 of 136
INTERNAL DIGITAL INFORMATION NETWORK ACTION PLAN
EXHIBIT 2
March 16, 2021 Item #6 Page 69 of 136
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.
March 16, 2021 Item #6 Page 70 of 136
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
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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
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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.
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PROPOSED CONCEPTUAL DESIGN
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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.
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