Resolution Adopting The City Fiscal Year (FY) 2013-2017 Information Technology Strategic Plan 11-2013 PDF

171
To:
From:
Submitted by:
Subject:
CITY OF CARMEL-BY-THE-SEA
Council Report
November 5, 2013
Honorable Mayor and Members of the City Council
Jason Stilwell, City Administrator
Susan Paul, Administrative Services Director
Consideration of a Resolution Adopting the City Fiscal Year (FY) 2013-2017
Information Technology Strategic Plan
Recommendation(s): Adopt the attached Resolution (Attachment I} adopting the City's FY 2013-2017
Information Technology Strategic Plan (Attachment II}.
Executive Summary: In January 2013 the City Council adopted the development of an Information
Technology and Interactive Government Project as one of its key initiatives for
the year. To accomplish this initiative staff engaged in a Strategic Planning
process that began in March 2013. The process included a series of interviews
with elected officials and staff. In April the City's leadership team participated in
a series of workshops to define how information technology can be used to
effectively and efficiently support the City's daily functions, increase
transparency and prepared the organization to meet changing services.
The draft IT Strategic Plan Working Document (Attachment Ill) was presented in
a public workshop on September 9, 2013, was posted on the City's website and
three additional public workshops were conducted for the purpose of receiving
public comment.
The document presented for adoption reflects the results of the planning
process and includes the City's vision for Information Technology (IT), guiding
principles, definition of key goals, strategic objectives, and initiatives to be
addressed over the next five years.
Analysis/Discussion: The City's Information Technology {IT) has not been updated in many years.
Most business functions are either performed manually or rely on outdated
applications that are difficult to support. Existing systems are unreliable and
unable to collect and aggregate data for analysis and reporting.
The FY 2013-2017 IT strategic planning process began in March 2013 with a
technical assessment of the City's IT infrastructure. Following the assessment a
series of interviews and internal working team meetings were conducted to
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define the City's IT needs currently and into the future. Four public input
workshops were conducted and the Draft Plan was posted on the City's website
for comment and feedback. The collaborative strategic planning process yielded
important insight that led to prioritizing core infrastructure projects ahead of
the more exciting web enabled applicants.
The IT plan goals and objectives were developed using the Balanced Scorecard
Methodology. The Balanced Scorecard is a management system that enables
organizations to clarify their vision and strategy and translate them into action.
It provides feedback around both the internal business processes and external
outcomes in order to continuously improve strategic perspective and results.
The 2013-2017 Information Technology (IT) Strategic Plan provides a framework
and road map to create alignment with the City's goals, the Adopted Budget and
department needs.
Key objectives of the Plan include:
Establishing a City wide direction for IT services
Supporting open government through this transparency, accountability
and collaboration
Empowering everyone by providing access to IT solutions
anytime/anywhere
Decreasing the City's environmental footprint
Goals of the IT plan include:
Easy access to information (anytime/anyplace)
IT applications designed to encourage collaboration and communication
between internal and external users
Processes and procedures to manage and track the IT investment
Streamlining business processes and enabling an outcome based
accountable approach to service delivery
Provide staff with tools and training that enable them to work
collaboratively to provide internal and external customers the required
level of support
The plan identifies the estimated costs of the key initiatives/projects. While the
plan sets forth the IT needs and projects over the next five years. Annually, the
IT plan will be aligned with the City's goals and objectives, the implementation
road map will be reviewed and kept current and annual budget for IT will be
developed.
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Key to the success of the Plan is its implementation and expert technical
assistance will be needed. Staff will return on a future Agenda with an
implementation consulting contract.
Fiscal Impact:
Budgeted (yes/no)
Immediate infrastructure projects {financial
system, payroll, HRIS, website updates and
Granicus) were included in the FY 2013-14
budge. -Estimated FY 2013-14 expenditure
$135,000-
Previous Council
Action/Decision History:
Funding Source( general fund, grant, state)
General Fund
In January 2013, the City Council adopted the development of the IT Strategic
Technology Plan and Interactive Government Projects one of its key initiatives.
Attachment:
{Attachment 1)-
{Attachment II)-
{Attachment Ill)-
Reviewed by:
City
Asst. City Admin.
[0"
Public Safety Dir 0
City Engineer 0
Resolution adopting the City's 2013-2017 Internal Technology
IT Strategic Plan Working Document
City Attorney 0 Administrative Services 0
Dir of CPB 0 Dir of Public Svcs 0
Library Dir 0 Other 0
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ATTACHMENT I
CITY OF CARMEL-BY-THE-SEA
CITY COUNCIL
RESOLUTION 2013-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARMEL-BY-THE-SEA
ADOPTING THE CITY FISCAL YEAR (FY) 2013-2017 INFORMATION
TECHNOLOGY STRATEGIC PLAN
WHEREAS, In January 2013, the City Council adopted the development of an Information
Technology and Interactive Government Project as one of its key initiatives for the year; and
WHEREAS, The FY 2013-2017 IT strategic planning process began with a technical
assessment of the City's IT infrastructure with extensive internal interviews and public review and
comment; and
WHEREAS, the plan is a living document responsive to changing needs and priorities and the
availability of funds; and
WHEREAS, the plan identifies the estimated costs of the key initiatives/projects, each key
initiative/project will have its own work plan and be brought forward when appropriate through the
budget or capital planning process; and
WHEREAS, the 2013-2017 Information Technology Strategic Plan provides a framework and
road map to create alignment with the City's goals, the Adopted Budget and department needs.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF
CARMEL-BY-THE-SEA does hereby:
Adopt the Information Technology Strategic Plan for City Fiscal Year (FY) 2013-2017
PASSED AND ADOPTED BY THE CITY COUNCIL OF THE CITY OF CARMEL-BY-
THE-SEA this 5TH day ofNovember 2013 by the following roll call vote:
[THIS SPACE INTENTION ALL YLEFT BLANK]
175
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST:
Daryl Betancur, CMC
Deputy City Clerk
COUNCIL MEMBERS:
COUNCIL MEMBERS:
COUNCIL MEMBERS:
COUNCIL MEMBERS:
SIGNED,
Jason Burnett, MAYOR
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Attachment II
CARMEL
By-the-Sea
2013-2017 Information Technology
Strategic Plan
November 5, 2013
:-. -: 1i't Message from the City Administrator
,, - ..
November 5, 2013
Carmel-by-the-Sea recognizes Information Technology (IT) as a critical component in the delivery of services to the public
and, as such, includes the Information Technology Strategic Plan as a key component of the City's Policy Planning and
Management System. I am pleased to present the FY2013-2017 Information Technology Strategic Plan. This Plan will
guide the City's acquisition, management and use of information technology for the next five years. It should be noted that
this is a strategic plan, not a work plan. Annually, an IT Work Plan will be developed as part of the Annual Operating and
Budget development process. Those projects identified later in this document as Year 1 projects are included in the
FY2013-2014 Adopted Budget.
IT is quickly becoming the vehicle of choice for direct delivery of many City services. Carmel-by-the-Sea has an opportunity
to gain recognition as a leader in innovative governance through engaging new IT solutions. This Plan addresses improving
the efficiency of City staff while significantly reducing the City's environmental footprint. Residents and customers of the City
will benefit from increased transparency, ease of conducting business with the City and new opportunities for participation in
community discussions and forums.
Initially, the focus will be on shoring up the existing technology infrastructure through the replacement of aging hardware and
software followed by the acquisition of new software tools such as a modern financial system and a human resource system.
The goal is to improve the efficiency of daily operations while preparing for new ways to deliver public services. At the same
time, we will begin an upgrade of our web broadcast system used for City Council , Planning Commission and other public
meetings by adding an Agenda Management system that will make it easier for the public to follow and participate more fully
in the legislative process. The availabi lity of information and documents, and the opportunity to be involved will be more
readily available than ever before. Thus will begin a new era of transparency from City Hall.
Our challenge now will be to execute on the plans we have made. The City's ultimate goal is to successfully implement the
Plan's initiatives in a planned and collaborative manner by following a formal, project management methodology, adopting
business process improvements and enhancing public service through technology.
Resoectfullv.
Jason Stilwell
City Administrator
Carmel-by-the-Sea FY2013-20171nformation Technology Strategic Plan Page 2
178
The City's information technology implementation has fallen behind in recent years. Most business functi ons either are still
performed manually or rely on outdated appl ications that are difficult to support. Access to data is extremely limited
resul ting in time-consuming manual processes to collect and aggregate data for analysis and reporting.
The City has a unique opportunity now to capitalize on new, integrated technologies to streamline daily operations, improve
transparency and increase responsiveness and flexibi lity.
The FY2013-2017 Information Technology (IT) strategic planning process began in March 2013 when Public Consulting
Group conducted a technical assessment of the Ci ty's IT infrastructure. This was followed by a series of interviews with
elected officials and staff. Beginning in April, the City's leadership team participated in a series of workshops to define how
information technology can be used to effectively and efficiently support the City's daily operations, increase transparency
and prepare for future demands. Participants:
Discussed the current state of the City's technology
Defined the to-be state for technology keeping in mind the City's
goals and objectives
Developed a vision and mission for the City's IT implementation
Identified and prioritized initiatives
Subsequently, the draft Plan was presented to the City Council in a
public workshop setting, posted on the City's website and available at
three additional workshops held to receive public comment. The
collaborative strategic planning process yielded important insight that
led to prioritizing core, back office infrastructure projects ahead of the
more exciting web-enabled applications and seNices that have
become the norm for seNice delivery in many jurisdictions. The latter
will follow the infrastructure upgrades and provide an opportunity for increased civic engagement in the governance
process.
This document presents the results of the planning process: the City's Vision for IT, Guiding Principles, identification of
Goals, Strategic Objectives and Initiatives to be addressed over the next five years.
Methodology/ Approach
The IT Strategic Plan goals and objectives were developed using the Balanced Scorecard Methodology. The Balanced
Scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into
action. It provides feedback around both the internal business processes and external outcomes in order to continuously
improve strategic performance and results.
The initiatives outlined on the following pages are designed to answer the following questions from four perspectives:
Customer: What needs to be done to meet customer expectations and achieve their business requirements?
Financial : How will we effectively use and leverage taxpayer dollars ensuring good value for our technology
expenditures?
Process: What will we do to ensure organizational performance improvement, change and learning?
Learning and Growth: Where do we need to excel and how can we use data to make sound decisions and
measure performance?
The following pages provide brief descriptions of these key strategic planning elements, which are covered in detai l in the
FY2013-20171nformation Technology Strategic Plan Working Document.
Carmel-by-the-Sea FY2013-2017 Information Technology Strategic Plan Page 3
179
~ .... _;: I
;:. : ..
~ : : -'-" . _ Vision, Mission and Goals
~ \ - .
Technology planning is imperative for the City to meet service demands efficiently and effectively while maintaining a
consistent focus on investment and improvement. The 2013-2017 Information Technology (IT) Strategic Plan provides a
framework and roadmap to create alignment with the City's Goals, the Adopted Operating Plan and Budget and departmental
IT needs. Objectives in developing the Plan included:
Establishing a Citywide direction for IT services
Supporting open government through transparency, accountability, and collaboration
Empowering everyone by providing access to information technology solutions, anytime and anywhere
Decreasing the City's environmental footprint
IT Vision
Strategic Objectives
To Achieve the Goals, We Will:
Carmel-by-the-Sea will be recognized as a leader where residents,
businesses, visitors and government connect and work together for
the benefit of the community through innovative and engaging IT
solutions.

Provide a secure. reliable and accessible
infrastructure
Increase access channels
Provide the information people need and want:
when they want it
Enable data sharing and exchange
Implement intuitive, easy-to-use applications
Implement intuitive, easy-to-use collaboration
tools
Develop an IT funding strategy
Develop an IT sourcing strategy
Leverage publicfprivate and public/public
partnerships
Implement applications to support routine
business needs
Implement a performance management system
tied to City goals & objectives
Reduce the time it takes to access services and
conduct business
Streamline and integrate business processes
and workflow
Understand customer business needs
Prepare for the future through research and
development
Increase technical expertise and proficiency
IT Mission
By embracing the core standards of quality service, accountability,
efficiency and customer orientation, City IT will provide the highest
level of professional services to its customers through innovative
information technology solutions aligned with the City's strategic
goals and objectives.
Goals
Residents, businesses, visitors and staff have easy access to
the information and transactions they need at their convenience
(anytime; anyplace).
IT applications are designed to encourage collaboration and
communication among internal and external users.
Processes and procedures are in place to manage and track IT
investments to ensure they directly and measurably, support
business priorities, initiatives and outcome goals.
The City's applications effectively streamline business
processes, improve information sharing and enable an outcome-
based, accountable approach to service delivery.
City staff are provided tools and training that enable them to
work collaboratively to provide internal and external customers
the highest quality service and support.
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_ The Plan in a Nutshell

Today: Departments operate in silos with little
data-sharing and In some cases, no automated
systems, which prevents everyone from seeing
the .. Big
The Plan: Implement an Enterprise Resource
Planning system and associated tools to automata
wof1c11ow and aggregate data, built upon a s ecure
and modern
.,nd Prlvaey
:==-
First Things First!
The Result: "Online Citv Hall " \Nhere Information and
applications become vailable for the convenience ot
resi dents, business and visitors.
Ontlno Council
Before the City can embark on implementation of initiatives, it must get its technological brick and mortar City Hall
functioning more efficiently. The City's technology is old and no longer serving the City well. The first step in
implementation of the IT Strategic Plan is to modernize the current technology infrastructure. This will begin with a modest
Network Upgrade to increase capacity and strengthen network security. This will be followed by a Redesign of the City's
Website, and the implementation of a new Financial and Payroll I Human Resource (HR) system to ensure the City can
effectively and efficiently process financial and HR transactions. At the same time, the City will begin an Upgrade of the
Granicus system, currently used to broadcast City Council and Planning Commission meetings. This expansion will include
the implementation of an automated Agenda Packet to streamline the creation, approval and public posting of City Council
and Planning Commission meeting materials making the information easier to retrieve and use.
Once these improvements are well under way, detailed planning can begin for achieving the Plan's ultimate goal- Onli ne
City Hall, and other important initiatives.
181
: ~ _ ~ : : ~ . _ The Plan at a Glance
..........___' -
BSC Customer Perspective:
Goal1: Residents, businesses, visitors
and staff have easy access to the
information and transactions they need
at their convenience (anytime;
anyplace).
Goal 2: IT applications are designed to
encourage collaboration and
communication among internal and
external users.
BSC Financial Perspective:
Goal 3: Processes and procedures are
in place to manage and track IT
investments to ensure they directly and
measurably, support business priorities,
initiatives and outcome goals.
BSC Internal Process Perspective:
Goal 4: The City's applications
effectively streamline business
processes, improve information sharing
and enable an outcome-based,
accountable approach to service
delivery.
BSC Learning & Growth Perspective:
Goal 5: City staff are provided tools and
training that enable them to work
collaboratively to provide internal and
external customers the highest quality
service and support.
Provide a secure, reliable and
accessible infrastructure
Provide the information people need
and want; when they want it
Implement intuitive, easy-to-use
applications
Implement intuiti ve, easy-to-use
collaboration tools
Leverage public/pri vate and public/public
partnerships
Implement applications to support
routine business needs
Implement a performance management
system tied to City goals & objectives
Reduce the time it takes to access
services and conduct business
Streamline and integrate business
processes and workflow
Prepare for the future through research
and development
Increase technical expertise and
proficiency
Carmel-by-the-Sea FY2013-2017 Information Technology Strategic Plan
Online City Hall - Increase Access
Channels
Business Continuity I Disaster
Preparedness
Technical Architecture
IT Security Program
Online City Hall - City Source Civic
Engagement
Online City Hall -Web
Enterprise Resource Planning
System - Agenda Management
System
IT Governance
Enterprise Resource Planning
System - Application Infrastructure
o Business Process Re-
engineering
o Financial / Payroll / HR
o Public Safety Applications
o Fleet/Facility/Tree/Fuel
Management
o Permitting and Code
Compliance
o Contact Management
o Records Man
Online City Hall - Resident I
Business Outreach
Using IT Effectively Program
IT Staff Development Program
Page 6
182

Initiatives
'
Eight Strategic Initiatives and multiple projects were identified to help close the gap between where the City's information
technology implementation is today and where it needs to be in the future. Successful execution of these initiatives will help
the City achieve its IT objectives. Numerous projects fall under these initiatives. The following pages summarize initiatives.
The Vision - Online City Hall
The goal of the Online City Hall is to create an electronic presence where
the publlic can fi nd information and conduct business without having to
physically come to City Hall. Most important, it is a place where the
community and City government can come together to share information
and discuss important issues. There are five main components of the
Online City Hall initiative:

Website Enhancement
City Source Civic Engagement
Resident I Business Outreach
Increase Access Channels for Service Delivery
Business Process Integration
These five lay the foundation which will ultimately lead to a technology
Onl n eo ...neH Age nd;u
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implementation designed to bring City government and the community closer together through shared forums and greater
transparency.
Website Enhancement is the backbone of Online City Hall providing a new design and supporting structure for the City' s
web presence providing both internal and external services. This includes:
The technical infrastructure required to meet the City's online applications needs
Utility-like services necessary to facilitate electronic transactions
Links to other regional governments and organizations to provide a regional view for residents, businesses and
visitors
Taking advantage of cloud-based applications that make it easier for the public to receive and share information
with the City
Skills transference to City staff to enable the departments to fully utilize this infrastructure moving forward
Finally, it includes the implementation of personalization capability so that stakeholders can select what information they are
interested in, whether they want to retrieve that information themselves or have it sent to them automatically, the frequency of
when they would like to receive it and how they would like to see it.
City Source Civic Engagement is the implementation of applications to provide information and services to both internal
and external stakeholders via the enhanced website. This includes services such as online business license and building
permit applications, the ability to report problems or make a service request via the web and I or mobile devices, providing
comments on City Council agenda items prior to the meeting and implementation of a community calendar. The goal is to
deploy applications designed to enhance civic engagement and, to implement appl ications designed to recognize and
support Carmel's unique village characteristics.
Resident I Business Outreach entails developing an understanding of what electronic services the community would like
the City to provide and building them into the Plan. The Increase Access Channels for Service Delivery component will
expand the implementation of mobile technologies and social media for enhanced service delivery.
183
: : ~ - - - ~ -
' -.= r:
' ~ ' ..._ ._..:_
- \ rl ---
~ - .
Finally, those business processes affected by this new approach to service prov1s1on will be reviewed to identify
opportunities for Business Process Integration and information sharing to streamline business operations and improve
customer service. Objectives include:
Provide services bringing people together for the benefit of the community
Provide the highest level of services to customers through innovative IT solutions
Streamline processes making it easier for the public to interact with City government
Lower the cost of government while improving service
Improve transparency into City government
Present all the wonderful things Carmel-by-the-Sea has to offer to potential residents, businesses and visitors
Enterprise Resource Planning (ERP) System -the Application Infrastructure
This initiative is the foundational initiative of the IT Strategic Plan. The goal is to replace current disparate, outdated systems
with integrated systems built upon a shared database in order to
streamline and automate work processes and more easily share data.
The scope is to define requirements, reengineer business processes,
select and implement systems and train staff on effective use of the new
tools. Objectives include:
Improve efficiency of daily business operations
Improve data accuracy and ease of reporting
Enable internal and external customers to find and access the
data they need to answer questions and make informed
decisions.
The diagram to the right, a depiction of the City's desired Application
Infrastructure, contains many components; some not traditionally
considered part of an ERP. Ultimately, these are the systems I modules
the City envisions as necessary for full realization of the IT vision. Not all
will be realized during the Plan's five-year planning window.
WurkOrcku
: : - = - ~ ~
. .... "_ ..
ERP projects can be simple or complicated depending on the approach. Carmel-by-the-Sea has chosen to follow the less
complicated approach by focusing initially on those core functions necessary for the provision of basic City services.
Initially, the focus will be on replacing the City's aging Financial system and implementing a Payroll I Human Resource
system. An Agenda Management system and Permitting system will follow. These will be implemented as hosted solutions
with vendors providing support for the new systems rather than buying and/or developing City-specific applications. An
important aspect of these projects will be business process re-engineering -looking at how the Ci ty can streamline business
processes to take advantage of the new tools. Implementation of these systems will provide the first steps in increased
transparency by making information more readily available to staff and the public.
The FY2013/2014 Capital Plan contains funding to begin implementation of the Financial, Human Resources, Agenda
Management and Permitting components. Key to a successful implementation is professional project management to
ensure projects stay within scope, budget and on schedule. During the five-year IT Strategic Plan planning cycle and, as the
initial modules are implemented, the City will define requirements and schedule implementation for additional modules
based on then-current needs. Additional information on each of the ERP components can be found in the F2013-2017 /T
Strategic Plan Working Document.
184
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-
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-
Enterprise Technical Architecture is the term used to describe the various
components comprising an organization's IT implementation as illustrated in the
diagram to the left. The goal of this initiative is ensure the City's IT components are
aligned with the City's core goals and strategic direction. An upgraded technology
infrastructure, capable of supporting the applications described in the Plan will enable
the City to provide services to meet the City's current and future needs.
Objectives include:
Develop a scalable and flexible technical infrastructure
Leverage the City's existing hardware and software resources
Develop a funding strategy to ensure the sustainability of the infrastructure
Take advantage of newer technologies, such as cloud-enabled applications
Develop a replace and refresh strategy
IT Security Program
Residents and businesses trust the City to safeguard their personal information and to protect its IT investments. This
initiative includes developing a comprehensive information technology security program to ensure the safety of sensitive and
confidential information. Objectives include:
Develop security policies and procedures to protect the City's information assets regardless of technology platform
Implement procedures to mitigate the impact of IT security incidents
Develop a security awareness program
Balance security measures with the need to get work done
Business Continuity and Disaster Recovery
The City depends upon the use of information technology for service delivery, especially during times of emergency when
speed and efficiency could affect lives. Working in conjunction with Public Safety, IT business continuity and disaster
recovery plans will be developed based upon City and departmental business needs. An important goal is to balance risk
versus cost when making recommendations. Risk measures will be developed. Objectives include:
Prevent and mitigate the risks of IT disasters
o Reduce risk of partial failures
o Minimize potential of complete system failures
Prevent and mitigate the risks of non-IT disasters on IT resources
Leverage current and future technology investments
Prepare for disasters via scenario development and drills
In addition, an upgrade of the City's Emergency Operations Center is required to ensure the City is able to operate
effectively in the event of a disaster and is part of the initial technical infrastructure upgrade.
185
Using IT Effectively
A highly trained, flexible workforce is essential in achieving the vision set forth in this Plan. This initiative is designed to
enhance the technology skills of all City employees. The goal is to provide staff with the
knowledge and skills needed to effectively utilize the City's technology tools to maximum
benefit. The Using IT Effectively initiative consists of developing and implementing an IT
training program for all City employees. In order to maximize the value of the City's
investment in IT, City employees must be able to take full advantage of new automated
tools to increase their efficiency and effectiveness. We will accomplish this by training
employees in the use of the new tools so that IT investments result in productivity and
efficiency gains and by encouraging all employees to identify ways in which technology can
assist them in day-to-day activities.
Objectives include:
Easy-to-use technologies are implemented to support business processes
Employees understand how to maximize the technology tools provided
IT Staff Development Program
The scope of this initiative is to identify the skills needed to support the City's IT needs and then develop plans and
programs to enhance, develop and maintain those skillsets.
Objectives include:
Provide the highest quality service with a well-trained staff
Recruit, train and develop staff to support the City's information technology
186
. ~ ~ : ~ ~ . .. IT Governance
............... \ --
IT Governance is the framework for how IT decisions and policies are
made, administered and enforced. This framework includes an
appreciation for the critical importance of personnel, organizations and
business processes affected by changing technologies within a complex
and rapidly evolving information centric environment. IT Governance is
concerned about two things:
Ensuring IT investments deliver maximum value to the enterprise
Mitigation of IT risks
The goals of this initiative are to:
Design, implement and institutionalize an IT Governance model
that will provide guidance on the management of information
technology and a framework for making timely IT decisions
Clearly define the process, rules, agreements and standards
appropriate for the City's IT needs
Objectives include:
Ensure IT resources are deployed to deliver maximum value
Ensure appropriate management of IT-related risks
Ensure that IT investments are in alignment with and support the
City's performance management systems, initiatives and the
annual budget process
Fiscal Strategies
As part of the IT Governance initiative, fiscal strategies wi ll be developed.
These will include:
IT funding strategies
IT sourcing strategies
These will be approached with a goal of developing and leveraging public I
private partnerships as well as partnerships with regional government
entities.
Guiding Pri nciples
The following Principles will guide our
decision-making:
Information technology decision-making will be
driven by the City's business needs and
available resources.
Quality Service, Accountability. Efficiency and
Customer Orientation will be the driving
considerations when selecting and
implementing IT solutions.
We will make resource investments that
support the City's long-term vision and strategic
direction.
We will identify. measure and track the value of
IT investments and increase accountability of IT
expenditures
Strateg1c partnerships will be establi shed
between stakeholders and the City so that the
benefits of IT are leveraged to improve
customer service and maximize the productivity
of Ci ty employees.
IT will faci litate the development of a business
dnven architecture that ensures departments
can effectively communicate with each other.
and share and exchange mformation as
appropriate
We will implement security policies and
standards to protect systems. networks.
resources and data from loss and unauthorized
access. use. modification. destruction. and
disclosure
Secunty will be the responsibility of every City
employee. Employees will be trained so that
they can prevent secunty incidents from
happening and detect and mi tigate such
incidents when they occur.
We wi ll partner with neighboring junsdictions
and organizations when possible.
We w1ll use open source solutions when
feasible.
We will use integrated applications across
departments to facilitate data shanng and
minimize costs.
We will move applications to the cloud when it
makes sense to do so.
We will buy I rent rather than build
187
[ ~ ~ : Implementing the Plan
~ ~ \ -
Following are the preliminary high-level cost estimates for Plan initiatives. Estimated costs are based upon experience
and/or research and the scope of work as envisioned during the planning process. Both a low and high estimate are
provided due to the uncertain nature of estimating at this level of detail. Costs will be refined each year as part of the
budgeting process and/or when a given project is undertaken.
I
Beginning
~
Online City Hall - Increase Access Channels FY13/14 $$ $$$ $ $
Business Continuity and Disaster Recovery FY14/15 $$ $$ $ $
Goal1
Technical Architecture FY13/14 $$$$ $$$$ $ $$$
IT Security Program FY13/14 $ $$ $ $
Online City Hall - City Source Civic Engagement FY14/15 $$ $$$ $ $$
Goal2 Online City Hall - Web FY14/15 $$ $$$ $ $
ERP - Agenda Management System FY13/14 $$ $$$ $ $
Goal3 IT Governance FY13/14 $ $ $ $
ERP - Business Process Reengineering FY14/15 $ $ $ $
ERP - Financial/ Payroll / HR Management FY13/14 $$$$ $$$$$ $$ $$
ERP - Public Safety Applications FY14/15 $$$ $$$$$ $$ $$
Goal4 ERP- Fleet/Facility/Tree/Fuel Management FY15/16 $$ $$$ $ $
ERP - Permitting/Code Compliance FY14/15 $ $$$ $ $
ERP - Contact Management FY15/16 $ $$$ $ $
ERP - Records Management FY15/16 $$ $$$$ $ $
Online City Hall - Resident I Business Outreach FY14/15 $ $$ $ $
GoalS Using IT Effectively Program FY13/14 $ $ $ $
IT Staff Development Program FY13/14 $ $ $ $
Legend
$ $0-$25,000
$$ $25,000 - $50,00
$$$ $50,000 - $75,000
$$$$ $75,000-$100,000
$$$$$ >$100,000
188
:. Implementing the Plan
- .
Implementing the Plan
The Information Technology Plan presents an opportunity for the City to fundamentally change the way it uses technology to
deliver City services. The planning process identified five goals and eight associated initiatives to begin to deliver these
changes. As these span all departments, successful imlementation will require a concerted City-wide effort.
The first steps in the implementation process include:
Communicating the Plan: Communication with City staff and the public is key to its success.
Securing Support for the Plan: Commitment by the City Council and the City's Leadership Team is the single
most important factor in the successful implementation of the Plan.
This is a five-year plan. As such, it is meant to be a living document
responsive to changes in priorites and the avai lability of funding.
The "evergreening" process is composed of the following steps:
Annually aligning IT with City Goals and Objectives
Developing an Annual IT Budget and Operating Plan
Keeping the Implementation Road map current
Quarterly management reviews with the City's senior
leadership
Annual Progress Report to the Mayor and City Council
These steps, complemented by implementation of project
management best practices, IT Governance and performance
measurement will ensure the Plan stays relevant and its
implementation on track.
Measuring Success
l Jt;
It is impossible to accurately predict every challenge and/or opportunity the City will face during the five-year planning
window. Performance measures will be developed for each initiative and reviewed regularly and the course altered as
necessary throughout implementation. Success will be determined by the degree to which:
The City supports open government: transparency, accountability and collaboration
Stakeholders can conduct business with the City and access the information they need at their convenience
The City's environmental footprint has been decreased
Investment decisions are tied to mission impact
189
I ~ ~ ~ : ~ . , __ _ Implementation Road map
~
The diagram below depicts the Plan's initiatives and projects. The timeline will be evaluated and adjusted over time taking
into consideration available funding, staffing, dependencies between initiatives and City priorities.
Carmel-by-the-Sea IT Strategic Plan Implementation Roadmap
Goal
Goa/1
Easy, Reliable, Secure
Access
Goa/2
Collaboration and
Communication
Goal3
Measurable Outcomes
Goa/4
Process Improvement
Goa/5
Trained Staff
Carmel-by-the-Sea
2013/14 2014/15 2015/16 2016/17 2017/18
1-1
-
1-4
I
1-3
L
1-2
J
A-1
c
A-2
[ A-3
r
I
Tl
FY2013-20171nformation Technology Strategic Plan
Initiatives I Projects
Supporting Goa/1
11: Onl ine City Hall- Access
1-2: Business Continuity
13: Technical Architecture
14: IT Security Program
Supporting Goal 2
A-1: Online City Hall - Civic
Source
A-2: Online City Hall- Web
A3:ERP Agenda Management
System
Supporti ng Goal 3
G-1: IT Governance
Supporting Goa/4
Enterprise Resource Planning:
E-1 :Business Process
E-2: Finance
E-3: Payroll / HR
E-4: Public Safety
E-5: Fleet/Facility/Tree/Fuel
E6: Permitting/Code
E-7: Contact Mgmt
E-8: Records Mgmt
Supporting Goal 5
T-1 :Using IT Effectively
T2: IT Staff Development
T3: Resident I Business
Outreach
Page 14
190
~ ~ ~ ''l;l Implementation Roadmap
- \ ,, \ --
.
The diagram below identifies projects planned to begin during the first year of the Plan.
Carmel-by-the-Sea IT Strategic Plan Implementation Roadmap
The following diagram depicts initiatives and projects planned for Year 1 of the Plan.
Goal1
Residents, businesses, visitors and staff have easy
access to the information and transactions they need at
their convenience (anytime; anyplace)
Goal2
IT applications are designed to encourage collaboration
and communication among internal and external users
Goal3
Processes and procedures are in place to manage and
track IT investments to ensure they directly and
measurably, support business priorities, initiatives and
outcome goals
Goal4
processes, improve information sharing and enable an
outcome-based, accountable approach to service
delivery
GoalS
City staff are provided tools and training that enable
them to work collaboratively to provide internal and
external customers the highest quality service and
support
Jan 2014 April2014 July 2014 Oct 2014
Website Redesign Deployment
Network and Security Upgrades
Hardware and Software Updates
Automated Agenda Management System _ .]
Oran1cus Update
Website Redesi gn
Governance
System
Usi ng IT Effectively Using IT Effectively
191
I ./- . - . ....:.1.
i - ....:::iii
: : ~ ~ . . _ Carmel-by-the-Sea
----- ' .
: : : .
Carmel-by-the-Sea
Mayor
Jason Burnett, Mayor
City Council
Victoria Beach
Steve Hillyard
Ken Talmage
Carrie Theis
City Administrator
Jason Stilwell
Strategic Plan Workshop Participants
Deanna Allen, Finance Specialist
Janet Bombard, City Librarian
Heidi Burch, Assistant City Administrator I City Clerk
Mike Calhoun, Public Safety Director
Sharon Friedrichsen, Public Services Director
Susan Paul, Administrative Services Director
Jason Stilwell , City Administrator
Paul Tomasi, Commander
Paul Wood, Finance Manager
Mark Wiener, Senior Planner
FY2013-20171nformation Technology Strategic Plan Page 16
1
9
2
Attachment III
FY20 13-2017
Working Document
November 5, 2013
1
9
3
Section
o Executive Summary
o Introduction
o Vision and Mission
o Goals and Objectives
o Strategic Initiatives
o Implementation Roadmap
o Initial Estimated Cost
o Measuring Our Success
o IT Governance
o Appendices
Appendix A- Participants
Appendix 8 -Interview Methodology
Appendix C- Definitions
Appendix D - Projects
IT Strategic Plan- November 5, 2013
Page 2
Page
3
22
30
32
39
65
68
75
80
85
88
91
99
1
9
4
1
9
5
o Technology planning is imperative for the City to meet service demands efficiently
and effectively while maintaining a consistent focus on investment and
improvement.
o The City's technology implementation has fallen behind in recent years. Most
business functions are either still performed manually or rely on outdated
applications that are difficult to support.
o Access to data is extremely limited resulting in time-consuming manual processes
to collect and aggregate data for analysis and reporting.
o The City has a unique opportunity to capitalize on new, integrated technologies to
streamline daily operations, improve transparency and increase responsiveness
and flexibility.
IT Strategic Plan -November 5, 2013
Page4
1
9
6
o Our focus:
How to take advantage of the "cloud" and mobile applications while leveraging the new
technologies that make it quick and easy to respond to changing constituent demand
Become a more agile organization
o An IT Strategic Plan is an identified policy plan for the City.
o Developing the plan is a 2013 Key Initiative.
Page 5
1
9
7
o The Information Technology strategic planning process began in March 2013, by
bringing together the City's leadership team to define how information technology
(IT) can be used to effectively and efficiently support the City's vision and goals.
o The collaborative strategic planning process yielded important insight that led to
identifying a vision and mission, and priority project and initiatives.
o Facilitated by Public Consulting Group, this document presents the results of the
planning process: the City's Vision for IT, the Mission of the IT organization and
identification of Goals, Strategies and Initiatives to be addressed over the next five
years.
Page 6
1
9
8
Vision
o Carmel-by-the-Sea will be recognized as a leader where residents, businesses, visitors and
government connect and work together for the benefit of the community through innovative
and engaging IT solutions.
Mission for City IT Organization:
o By embracing the core standards of quality service, accountability, efficiency and customer
orientation, City IT will provide the highest level of professional services to its customers
through innovative information technology solutions aligned with the City's strategic goals
and objectives.
Page 7
1
9
9
o We will have reached our vision for information technology when we have achieved
the fol lowing results:
Goal 1: Residents, businesses, visitors and staff have easy access to the information
and transactions they need at their convenience (anytime; anyplace).
Goal 2: IT applications are designed to encourage collaboration and communication
among internal and external users.
Goal 3: Processes and procedures are in place to manage and track IT investments to
ensure they directly and measurably, support business priorities, initiatives and outcome
goals.
Goal 4: The City's applications effectively streamline business processes, improve
information sharing and enable an outcome-based, accountable approach to service
delivery.
Goal 5: City staff are provided tools and training that enable them to work collaboratively
to provide internal and external customers the highest quality service and support.
IT Strategic Pl an- November 5, 2013
Page 8
2
0
0
CJ To Achieve the Goals, We Will:
Provide a secure, reliable and accessible infrastructure
Provide the information people need and want; when they want it
Implement intuitive, easy-to-use collaboration tools
Leverage public/private and public/public partnerships
Implement applications to support routine business needs
Implement a performance management system tied to City goals & objectives
Reduce the time it takes to access services and conduct business
Streamline and integrate business processes and workflow
Prepare for the future through research and development
IT Strategic Plan - November 5, 201 3
Page 9
2
0
1
o The following Guiding Principles will guide our decision-making:
Information technology decision-making will be driven by the City's business needs and
Quality Service, Accountability, Efficiency and Customer Orientation will be the driving
considerations when selecting and implementing IT solutions.
We will make resource investments that support the City's long-term vision and
strategic direction.
We will identify, measure and track the value of IT investments and increase
accountability of IT expenditures.
Strategic partnerships will be established between stakeholders and the City so that the
benefits of IT are leveraged to improve customer service and maximize the productivity
of City employees.
IT will facilitate the development of a business driven architecture that ensures
departments can effectively communicate with each other, and share and exchange
information as appropriate.
Page 10
2
0
2
We will implement security policies and standards to protect systems, networks,
resources, and data from loss and unauthorized access, use, modification, destruction,
and disclosure.
Security will be the responsibility of every City employee. Employees will be trained so
that they can prevent security incidents from happening, and detect and mitigate such
We will partner with neighboring jurisdictions and organizations when possible.
We will use open source solutions when feasible.
We will use integrated applications across departments to facilitate data sharing and
minimize costs.
We will move applications to the cloud when it makes sense to do so.
We will buy I rent rather than build.
Page 11
2
0
3
o Eight strategic IT initiatives have been identified which are comprised of multiple
projects to move the City forward in achieving its goals and objectives. The focus
initially is on shoring up the existing technology infrastructure through the
replacement of aging hardware and software. This includes:
A modest Network Upgrade to increase capacity and strengthen network security.
Redesign of the City's Website.
Implementation of a new Financial and Payroll I Human Resource (HR) system.
An Upgrade of the Granicus system, currently used to broadcast City Council and
Planning Commission meetings.
Implementation of automated Agenda Packet to streamline the creation, approval and
posting of City Council , Planning Commission and other public meeting materials.
o These lay the foundation which will ultimately lead to a technology implementation
designed to bring City government and the community closer together through
shared forums and greater transparency.
Page 12
2
0
4
0 This graphic
represents the
tentative timeline
for implementing
key initiatives.
0 It will be adjusted
over time taking
into consideration
available funding,
staff,
dependencies
between initiatives
and City priorities.
Goal 2013/ 14 2014/16 2016/16 2016/ 17 2017/18
11
Goal 1
Easy, Reliable, Secure
I I
Access
1 14 J
1 1-2- J
A1
Goal2
and
r==A-2 I
Communicat ion
I A4 I
GoaiJ
Measurable Outcomes
@]
Gol4
Process Improvement
I e.a -'j ... I
r - 1
@ I
GoIS
Trained Staff
1 T 2 I
I T-3 I
IT Strategic Plan - November 5, 2013
Page 13
c: .. 7 I
T .. -1
I niti ati ves I Projects
Supporting Go/1
1-1: Online City Hall - Access
1-3: Technical Architecture
1-4: IT Security Program
Supporting Goal 2
A-1: Online City Hall - Civic
Source
A-2: Online City Hall - Web
A-J:ERP Agenda Management
System
Supporting Goa/ 3
G-1: IT Governance
Supporting Goa/ 4
E-1: Business Process
E-2: Finance
EJ: Payroll/ HR
E-4: Public Safety
E-5: Fleot/FocilltyiTrooiFuel
E-6:
E-7: Contact Mgmt
E-8: Rocordo Mgmt
Supporting Goal 5
T-1 :Using IT Effectively
T-2: IT Staff Development
T-3: Resident I Business
Outreach
2
0
5
1:1 This graphic
identifies projects
planned to begin
during the first
year of the Plan.
The followi ng diagram depicts initiatives and projects planned for Year 1 of the Plan.
Goal1
Residents, businesses, vi sitors and staff have easy
access to the i nformation and tranuctions they need at
Goal2
IT applications are dn lgned to encourage collaboration
and communication among Internal and external users
Goal 3
Processes and procedures are In place to manage and
track IT Investments to ensure they directly and
measurably, support busi ness prlorlt ies, lnltiatlves and
outcome goals
Goal 4
The City' s appl ications effectivel y streaml ine business
processes, improve infonnation sharing and enable an
outcomebased, accountable approach to service
delivery
Goal S
City staff are provided tools and traini ng that enable
external customers the highest quality servi ce and
support
Page 14
Jan 2014 April 2014 J uly 2014 Oct 2014
Website Redesign Deployment
Aulelltct A .. nda Management Sys tem
~ S y s . m
Using I T Effectively Using IT Effectively
2
0
6
o Following are the preliminary high level cost estimates for planned initiatives
Estimated costs are based upon experience and/or research and the scope of work as
envisioned during the planning process.
Both a low and high estimate are provided due to the uncertain nature of estimating at
this level of detail.
Costs will be refined each year as part of the budgeting process and/or when a given
project is undertaken.
Legend
$
$0 - $25,000
$$
$25,000 - $50,000
$$$
$50,000 - $75,000
$$$$
$75,000 - $100,000
$$$$$
>$100,000
Page 15
2
0
7
Business Continuity & Disaster Recovery
IT Security Program
FY14/1 5
FY13/14
I
I
FY1 3/14
I
Page 16
$$
I
$$
$$$$
$
High
$$$
$$
$$$$
$$
I
$
$$
$$$
$$$$
$$$$$
$
$
$
$$$
$
Legend
$0 - $25,000
$25,000 - $50,000
$50,000 - $75,000
$75,000- $100,000
>$100,000
2
0
8
One-Time Cost
Estmated Costs
Timeframe
Low High
Goal 2: IT applications are designed to encourage collaboration and communication among internal and external users
Online City Hall- City Source Civic Engagement WebEOC, Discussion Forums FY14/15
Online City Hall- City Intranet GIS Program
ERP-
FY14/15
FY13/14
Page 17
$$ $$$
$$ $$$
$$ $$$
Annual Recurring Cost
Low High
$ $$
$ $
$ $
Legend
$
$0-$25,000
$$
$25,000- $50,000
$$$
$50,000- $75,000
$$$$
$75,000- $100,000
$$$$$
>$100,000
2
0
9
Low High m
limlil
Goal 3: Processes and procedures are in place to manage and track IT investments to ensure they directly and measurably, support business priorities,
initiatives and outcome oals
[ IT Governance -] FY13/14
l
Page 18
$
$$
$$$
$$$$
$$$$$
Legend
$0-$25,000
$25,000- $50,000
$50,000- $75,000
$75,000- $100,000
>$100,000
2
1
0
--- -
ifli'i'rnltluM
High rr:l'l:ll High
Goal4: The City's applications effectively streamline business processes, improve information sharing and enable an outcome-based, accountable approach to
service delive
B n-ocess Reenarneennn FY14/15 $ $ $ $
ERP- Financiai/HR Management FY13/14 $$$$ $$$$$ $$ $$
ERP- Public Safetv Aoolications I FY13/14 $$$ $$$$$ $$ $$
ent I FY15/16 $$ $$$ $ $
ERP- Perm ittina/Code Com oliance I FY14/15 $ $$$ $ $
ERP - Contact Management
I
FY14/15 $ $$$ $ $
ERP - Records M anaaem ent I
FY15/16 $$ $$$$ $ $
Legend
$
$0-$25,000
$$
$25,000- $50,000
$$$
$50,000 - $75,000
I $$$$
$75,000 - $100,000
Page 19
>$100,000
$$$$$
2
1
1
FY14/15
FY14/15
FY13/14
Page 20
$ $
$ $
$
$$
$$$
$$$$
$$$$$
$ $
$ $
Legend
$0-$25,000
$25,000 - $50,000
$50,000- $75,000
$75,000- $100,000 ,,
>$100,000
2
1
2
o It is impossible to accurately predict every challenge and /or opportunity the City
will face during the five-year planning window. We will conduct formal and informal
surveys regularly to measure our performance and alter course as necessary over
the next five years. We will know we have successfully implemented this plan
when our internal (employees, City Council members) and external (residents,
businesses, visitors) stakeholders tell us:
The City supports open government: transparency, accountability and collaboration;
They can conduct business with the City and access the information they need at their
conven 1ence;
The City's environmental footprint has been decreased; and
Investment decisions are tied to mission impact.
IT Strategic Pl an -November 5, 2013
Page 21
2
1
3
2
1
4
o The City's technology implementation has fallen behind in recent years. In March
2013, Public Consulting Group (PCG) was retained to conduct a technical
assessment of the City's information technology implementation and develop an IT
Strategic Plan to guide the City's IT investments for the next five years.
o PCG followed a structured approach which included documentation review, onsite
inspection, a technical assessment, interviews and workshops.
o 18 people were interviewed.
o 10 City staff participated in workshops.
o A summary of the Technical Assessment follows.
Page 23
2
1
5
o The condition of Carmel's IT infrastructure and applications has grown organically
over several years.
o Configurations, policies and operating procedures are largely un-documented.
o The IT security posture does not appear to be in alignment with City priorities or
industry standards.
o The infrastructure is not prepared to recover from a disastrous event.
o The physical infrastructure is somewhat disorderly and includes retired cables and
hardware intermingled with production equipment.
o The lack of documented configurations, policies and operating processes; the
questionable security posture; the level of disaster preparedness; and the physical
condition of the infrastructure present a risk to maintainability and availability of the
City's technology platform.
Page 24
2
1
6
I
.
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)

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i>

.
n

E

Q
)

E
;

z
I

l
O

N

Q
)

O
l

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o

f
f
i

a
.
.
.

0
:
:
:

2
1
7
o Met with Executive leadership
Identified project goals
Established preliminary project schedule
o Reviewed relevant background material
Budgets
Plans
Policies
Network diagrams
City's website
o Conducted interviews with elected officials, executives
and staff
18 People were interviewed
Page 26
2
1
8
o We reviewed the City's current technology implementation:
Physical inspection
Documentation review
Interviews with technical and non-technical staff
Recommendations for immediate and longer-term
improvements were identified
Page 27
2
1
9
o Developed the vision for the use of technology in the City
Analyzed data and key findings
Drafted IT Vision and Mission Statements
Drafted Goals and Operating Principles
o Conducted Workshop 1
Reviewed and discussed results of data gathering
Reviewed and discussed draft Vision, Mission, Goals and
Operating Principles
Developed Strategic Objectives for implementing each goal
Identified Initiatives I Projects
Prioritized Initiatives
o 1 0 City staff participated in the workshops
Page 28
2
2
0
o Developed Implementation Roadmap
o Created the Information Technology Strategic Plan Working
Document
o Presented the Draft Plan to the City Council for comment
o Posted the Draft Plan on the City's Website for Comment
o Held Three Workshops to Receive Public Comment
o Finalized the Plan
o Provided City with Project Library Documents
Page 29
2
2
1
2
2
2
Vision
o Carmel-by-the-Sea will be recognized as a leader where residents, businesses, visitors and
government connect and work together for the benefit of the community through innovative
and engaging IT solutions.
Mission for City IT Organization:
o By embracing the core standards of quality service, accountability, efficiency and customer
orientation, City IT will provide the highest level of professional services to its customers
through innovative information technology solutions aligned with the City's strategic goals
and objectives.
Page 31
2
2
3
2
2
4
o We developed the Strategic Plan goals and objectives using the Balanced Scorecard
Methodology.
The Balanced Scorecard is a management system that enables organizations to clarify their
vision and strategy and translate them into action.
The Balanced Scorecard views the organization from four perspectives
o Customer,
o Financial,
o Internal Process and
o Learning and Growth.
It provides feedback around both the internal business processes and external outcomes in
order to continuously improve strategic performance and results.
o Five goals were agreed upon.
Page 33
2
2
5
Financial Perspective
{
"I I I.
Objectives Measures
Business Process Perspective
Strategic goals
4 I The Vi sion for the
City 's Technology
Obj ect i ves Measures
"-.
I i s ...
l )
.. _
Learning & Growth Perspective
Whitt wt/1 do to ensurf! organ1ziJtton111
performaflc" lmprov,_m,.flt, cllaflge ;tfld

Strategic goals
Objectives Measures
\
'WIYt needs to be done to mNt customer
expKflltlorls and achieve their business
requl,.....enr.7
Strategic goals
Objectives Measures
L.____.J
J
Balanced Scorecard Institute
/\d01pt e:d f 1om the Oalanced Sco rcGJr d b y RobertS. and Dave P. Norton. Harv,,rd Ousrncs 'SGhool Pres-s. 1996.
Page 34
2
2
6
o We will have reached our vision for information technology when we have achieved
the following results:
Goal 1: Residents, businesses, visitors and staff have easy access to the information
and transactions they need at their convenience (anytime; anyplace).
Goal 2: IT applications are designed to encourage collaboration and communication
among internal and external users.
Goal 3: Processes and procedures are in place to manage and track IT investments to
ensure they directly and measurably, support business priorities, initiatives and outcome
goals.
Goal 4: The City's applications effectively streamline business processes, improve
information sharing and enable an outcome-based, accountable approach to service
delivery.
Goal 5: City staff are provided tools and training that enable them to work collaboratively
to provide internal and external customers the highest quality service and support.
Page 35
2
2
7
o Sixteen strategic objectives designed to turn the goals into reality and achieve the
vision were identified. Collectively, these objectives describe how the City's IT
organizations will achieve the City's information technology goals.
o Each objective on the following pages is identified as supporting one of the four
Balanced Scorecard perspectives: Customer, Financial , Internal Process or
Learning and Growth and aligned with one of the five goals.
Page 36
2
2
8
o To Achieve the Goals, We Will:
Provide a secure, reliable and accessible infrastructure
Provide the information people need and want; when they want it
Implement intuitive, easy-to-use collaboration tools
Leverage public/private and public/public partnerships
Implement applications to support routine business needs
Implement a performance management system tied to City goals & objectives
Reduce the time it takes to access services and conduct business
Streamline and integrate business processes and workflow
Prepare for the future through research and development
Page 37
2
2
9
Legend
Goal 1
Res/dena# buai'n ssn. v isitors
and staff heve euy .ccen to the
l nform.Uon and
th y nHd .t their convenlnc
(onytlmo; onyptaco)
GoalS
City staft' are provided tools and
training that enable them to work
conabol'llttvety to provide
Internal and extemal customers
the highest qualtty service and
support
Goal
Goal2
IT Apptk:atlons are designed to
encourage and
communtcetton among internal
and eldemal users
Goal3
Processes and procedures are In
place to manage and track IT
tnveatments to ensure they
dlrectty and meaaurably, support
business prtorttlll. lnttlatlves
and outcome goela
The Cttys appHcations etfecttvely
streamtlne business procesaes,
Improve Information shanng and 14-- ,..
enable an outcome..baaed.
a ccountable approach to service
delivery
Page 38
2
3
0
2
3
1
o 8 Strategic Initiatives comprised of multiple projects were identified
o This section begins with a summary diagram of goals, objectives and initiatives. It
is followed by narrative for key initiatives.
Page40
2
3
2
Online City Half- Web, Soelal
Med1a
IT Stan
PrDtram
Legend
Oool1
Residents, visitors
nd statr ,.,..,. n to lh
Information Md trwtseerlon
thty n .. d t lhJr conven/tnc

Goal I
Onl1ftt City Ha ...City Sourct
Ooal2
IT Applfcaflotla .,. thalgnfll to
tneour.g eoUborflon ttnd
communleffon among lntwnlt/
and eJtfemal us.,.
Ooal3
CJty tWf _.. provl.d tool1 .nd
fl'alnln9 ,.., Htllbl th.m ro wwt
Processn .nd procedures .,..
plee to maneg .ttl hd IT
Investments to .,.,.,. lhy
dlr.crJy nd m .. surably, suppott
business prlorlries. lnlfJtlves
.nd outcom. goals
But 1nau Procu Re .. l'lgtnn tln9
coUabontlvf'ly to pi'OVIde
Internal and emtnal custa,.,.,
ftl hlgiNst qu.Jity s.wln and
IUppOff
Ooll4
1M City's applications effKflvely
stnwnllnt bullness proc.sses,
lmplovllnfonMtJon h.nntl and
.,bl an outcome-balld,
aecountebl epproch to a-rvin
dellvry
Document Systam
Page 41
PubMc Saftty Services
FIH tl Fac:JIIty / Tr .. /
Sys.tt m
2
3
3
Onlln City Hall - Web; Soda!
M .. lo
Legend
Onlln City Han -City Sourc
Gooll
GooU
busitMsae .. vf.Jfon
nd atafr tt.v. Kct'U to lh
Md frwnue:lfona
they need at th.W e:onvnlnc
IT Appllcetlona .,.. dealpNd to
encowage e:ollabontlon and
cotnmuttlcaflon among lntHrtal
(11nyf/mo; onyploco}
OooU
City . ,.,_.. pnwlded fool and
,.,.,. IIMt ena!ble...,. to worl
e:ollebonllv.,y to provfft
lnt.mal and extwn"' e:uetom.r1
the,.,,.,.., quality .. mee end
eupprxt
DocunMnt M.nagerMnt
OooU
The CJFY eppiJcttJons etfectltlely
ahamlhte bu.ln proceaaea,
lmptweltrlomvllon '"""""and
IINb/e ., outcome-based.
ae:e:ountable approach to eeMce
dollvory
Page 42
Md extemal unrs
Pubic Safety SeMces
2
3
4
Today; Departments operate In silos with little
data-sharing and in some cases, no automated
systems, which prevents everyone from seeing
the "Big Picture".

Library
-

Planning 8t Building

Public Safety
"" 7

"
I<
The Plan: Implement an Enterprise Resource
Planning system and associated tools to automate
workflow and aggr egate data, built upon a secure
and modern technical infr astructure.

c:
..
E
"
"'
"'
c:
"' :E
.2

0
...
Security and Privacy
Governance

:::=.:::.
IT Policies and Standards
...
..
J>

if

0
..

0
"
Page 43
The Result: " Online City Hall" where information and
applications become available for the convenience of
residents, business and visitors.
: ,.6;_#
I
!
\
.tr-'
Online Counci l Agendas
,,/
-
Co'!!_munity
duct business via the Web

Pay by credit card
T
2
3
5
o The goal of the Online City Hall is to create
an electronic presence where residents,
businesses and visitors can find
information and conduct business without
having to physically come to City Hall.
o Most important, it is a place where the ~ ~ ~ ~ -- , . ~ . ; -.. .. . .,.
community and City government can come
together to share information and discuss
important issues. ~
o There are five main components of the Online City Hall initiative:
00
Website Enhancement
City Source - Civic Engagement
Additional Channels for Service Delivery
Page 44
\ I /
. ;...::::-,
Community Forums
,,
2
3
6
o Website Enhancement: culminates with the implementation of a design and
supporting structure for the City's web presence providing both internal and
external services. This includes:
The technical infrastructure required to meet the City's online applications needs,
Utility-like services necessary to facilitate electronic transactions,
Links to other regional governments and organizations to provide a regional view for
residents, businesses and visitors,
Taking advantage of cloud-based applications that make it easier for the public to
receive and share information with the City and
Skills transference to City staff to enable the departments to fully utilize this
infrastructure moving forward.
Finally, it includes the implementation of personalization capability so that stakeholders
can select what information they are interested in, whether they want to retrieve that
information themselves or have it sent to them automatically, the frequency of when
they would like to receive it and how they would like to see it.
Page 45
2
3
7
o City Source Civic Engagement is the implementation of applications to provide
information and services to both internal and external customers via the enhanced
website. This includes services such as online business license and building
permit applications, the ability to report problems or make a service request via the
web and I or mobile devices, providing comments on Council agenda items prior to
the meeting, and implementation of a community calendar. The goal is to deploy
applications designed to enhance civic engagement and, to implement applications
designed to recognize and support Carmel's unique village characteristics.
Page 46
2
3
8
o Resident I Business Outreach entails developing an understanding of what
electronic services the community would like the City to provide and building them
into the Plan.
o The Additional Channels for Service Delivery component will expand the
implementation of mobile technologies and social media for enhanced service
delivery.
o Finally, we need to identify which business processes will be affected by this new
approach to service provision and identify opportunities for Business Process
Integration and information sharing to streamline business operations and improve
customer service.
Page47
2
3
9
o Objectives include:
Provide services bringing people together for the benefit of the community.
Provide the highest level of services to customers through innovative IT solutions.
Streamline processes making it easier for the public to interact with City government.
Lower the cost of government while improving service.
Improve transparency into City government.
Present all the wonderful things Carmel-by-the-Sea has to offer to potential residents,
businesses and visitors.
Page 48
2
4
0
o This project is the foundational project of the IT
Strategic Plan; the Application Infrastructure.
o The goal is to replace current disparate, outdated
systems with integrated systems built upon a shared
database in order to streamline and automate work
processes and more easily share data.
o The scope is to define requirements, reengineer
business processes, select and implement systems
and train staff on effective use of the new tools.
Improve efficiency of daily business operations,
Improve data accuracy and ease of reporting and
,._
. t ... ...........
. ......,_ .. .
u .... .,"""
Workflow
jllr,;crnta141fH11'Cmt'nt
M ..
Pf('IJr.,Mltnll .. hl l'nt
\ Comr1UnU110n
co ....... nlty
au.lnuc ... ...._

Pt.nctane Md o.v.iOPMeft
........
lvMt ... ,.,.., , .
eN. Compllence
laeflue Colte.ctten
.. t TrM:II"'I
Wo rk
'"' 'hty ................. ., ..
''"tor-t H,..ut r
r....- Mrt'"'"""""' ,.
Enable internal and external customers to find and access the data they need to
answer questions and make informed decisions.
Page49
2
4
1
o Components include:
Financial
Human Capital
Community
Work Orders
Workflow
Fleet
Public Safety
o The FY2013/2014 Capital Plan contains funding to
begin implementation of the Financial, Human
Resources, Agenda Management and Permitting
components.
Page 50
""'
...... ...............
. ... .._ ...
u.... .-....
Humi\n Cotpital
l'.1vol

c:o-.unlty
. .... .._. l .-. ......
..... Md ....._T,.ae
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. ... .....,. ........
'""' Pemtlb
CeM
........ c..-ton
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Work Ordes
.. .ttl!"'
Wor kflow .... ,

hoJf'<t M,..nl"!lrrncl'lt
\ Communtation
--
2
4
2
o The Financial component of the ERP automates key
financial functions including:
Payroll Accounting
General Ledger
Accounts Payable
Purchasing
Fixed Assets
Budgeting
Project Accounting
Adherence to Government Accounting, Auditing and Financial Reporting (GAAFR),
Generally Accepted Accounting Principles (GAAP) and Government Accounting
Standards Board (GASB) standards.
Enhance ability to monitor cash flow and track assets.
Make financial information readily available for decision-making.
Page 51
2
4
3
o The Human Capital component of the ERP automates
key personnel functions including:
Payroll
Time and Attendance
Human Resources
Performance Management
Benefits
Insurance
Workers Compensation
Labor Relations
Training
Human Capital
Payroll
Time and Attendance
Human Resources
Performance Management
Benefits
Insurance
Worker Compensation
Labor Relations
Training
Move from manual to automated payroll and human resources processes.
Manage employment information such as position history, pay details, disciplinary
actions and benefit information.
Provide employee self-service capabilities.
Improve workforce analysis reporting.
Page 52
2
4
4
o The Community component of the ERP automates key
0
functions including:
Business Licensing
Sales and Business Taxes
Planning and Development
Building Permits
Event Permits
Code Compliance
Revenue Collection
Request Tracking
Objectives include:
Community
Business Licensing
Sales and Business Taxes
Planning and Developmen
Building Permits
Event Permits
Code Enforcement
Revenue Collection
Request Tracking
Streamline the process of applying and paying for business licenses, building permits
and event permits.
Improve tracking of code violations.
Ensure requests for service are properly routed and tracked to improve follow-up.
Improve timeliness of sales and business tax reporting.
Page 53
2
4
5
o The Work Orders component of the ERP automates key
functions including:
Facility Maintenance
Street Maintenance
Tree Maintenance
Plan and track facility maintenance activities and costs.
Plan and execute a street maintenance program.
Improve employee efficiency through improved planning
and scheduling of maintenance activities.
Page 54
Work Orders
Facility Maintenance
Street Maintenance
Tree Maintenance
2
4
6
o The Workflow component of the ERP automates key
business functions including:
Agenda Management
Document Management
Project Management
Communication
Streamline the process of developing, approving and
posting Council, Planning Commission and other public
meeting agendas and materials.
Workflow
Agenda Management
Document Management
Project Management
Communicati on
Improve operational efficiency through role-specific workflow and approval processes.
Provide easy access to documents.
Provide ability to search, retrieve and store documents expeditiously.
Reduce environmental footprint through paper reduction.
Increase visibility into projects.
Improve internal and external communication.
Page 55
2
4
7
o The Fleet component of the ERP automates fleet
management functions including:
Fuel Management
Fleet Maintenance
Utilization
Maximize fleet utilization.
Reduce downtime.
Plan and execute maintenance according to schedule.
Balance replacement vs. maintenance costs.
Track and manage fuel costs.
Page 56
Fleet
Fuel Management
Maintenance
Utilization
2
4
8
o Though not typically thought of as part of an ERP system,
the Public Safety component includes a number of public
safety applications, some of which are closely integrated
with the more typical components of an ERP:
Dispatch
Incident Reporting
Records Management
Field Reporting
Citations and Payments
Citizen Alerts
Quickly and reliably manage and dispatch emergency calls.
Collect and store critical information gathered during incidents and investigations.
Share real-time data between dispatch and officers in the field.
Provide timely notifications to the community during emergencies.
Share information with other agencies easily.
Page 57
2
4
9
o Enterprise Technical Architecture is the term
used to describe the various components
comprising an organization's IT
implementation.
o The goal of this initiative is ensure the City's IT
components are aligned with the City's core
goals and strategic direction.
Develop a scalable and flexible technology
infrastructure.
Leverage existing City hardware and software
resources.
Securi ty and Pri vacy
Governance
Coty Websote
Coty Government Appticationa
-- - --.,.-- - -
: , i j E Enterpnse h a r e ~
"' I Servtcea
:
i a
~
City Enterprise Infrastructure
\ Network Storage Phones
Take advantage of newer technologies, such as cloud-enabled applications.
Develop a replace and refresh strategy.
Page 58
2
5
0
o Residents and businesses trust the City to safeguard their personal information.
o Taxpayers expect us to protect our IT investments.
o This initiative includes developing a comprehensive information technology security
program to ensure the safety of sensitive and confidential information.
Develop security policies and procedures to protect the City's information assets
regardless of technology platform.
Implement procedures to mitigate the impact of IT security incidents.
Develop a security awareness program.
Balance security measures with the need to get work done.
Page 59
2
5
1
a The City depends upon the use of information technology for service delivery,
especially during times of emergency when speed and efficiency could affect lives.
a Working in conjunction with Public Safety, we will develop IT business continuity
and disaster recovery plans based upon City and departmental business needs.
a An important goal is to balance risk versus cost when making recommendations.
We will also develop risk measures.
a Objectives include:
Prevent and mitigate the risks of IT disasters by reducing the risk of partial failures and
minimizing the potential of complete system failures.
Prevent and mitigate the risks of non-IT disasters on IT resources.
Leverage current and future technology investments.
Prepare for disasters via scenario development and drills.
a In addition, an upgrade of the City's Emergency Operations Center is required to
ensure the City is able to operate effectively in the event of a disaster and is part of
the initial technical infrastructure upgrade.
Page 60
2
5
2
o The Using IT Effectively initiative consists of developing and implementing an IT
training program for all City employees. In order to maximize the value the City's
investment in IT, City employees must be able to take full advantage of the
capability of automated tools to increase thei r efficiency and effectiveness.
Easy-to-use technologies are implemented to support business processes.
Employees understand how to maximize the technology tools provided.
Page 61
2
5
3
o The City's IT staff needs to be up-to-date on the City's implemented technologies
as well as positioned for the implementation of future technologies.
o The scope of this initiative is to develop plans and programs to recruit, train,
develop and retain qualified information technology experts.
Provide the highest quality service with a well-trained staff and
Recruit, train and develop employees to support the City's information technology.
Page 62
2
5
4
o IT Governance is the framework for how IT decisions and policies are made,
administered and enforced. This framework includes an appreciation for the critical
importance of personnel, organizations and business processes affected by
changing technologies within a complex and rapidly evolving information centric
environment.
o IT Governance is concerned about two things:
Ensuring IT investments deliver maximum value to the enterprise and
Mitigation of IT risks.
Page 63
2
5
5
CJ The goals of this initiative are to:
Design, implement and institutionalize an IT Governance model that will provide
guidance on the management of information technology and a framework for making
timely IT decisions.
Clearly define the process, rules, agreements and standards appropriate for the City's
IT needs.
Ensure IT resources are deployed to deliver maximum value.
Ensure appropriate management of IT -related risks.
Ensure that IT investments are in alignment with and support the City's performance
management systems, initiatives and the annual budget process.
Page 64
2
5
6
2
5
7
0 This graphic
represents the
tentative timeline
for implementing
key initiatives.
0 It will be adjusted
over time taking
into consideration
available funding,
staff,
dependencies
between initiatives
and City priorities.
Goal 2013/14 2014/16 2016/16 2016/17
11
Goa/1
Easy, Relloble, Secure
I l-4 1
Access
I 1 3 l
I 12 I
A1
Goa/2
Collaboration and
E A2 I
Communication
I A3 J
Goal3
Measurable Outeomas CEJ
.. ,
Goa/4
Process Improvement
..
T-1
Goa/5
Trained Staff
I T-2 I
I T-3 J
Page 66
2017/18 Initiatives I Projects
Supporting Goo/1
1-1: Online City Hall- Access
1-3: Technical Architecture
1-4: IT Security Program
Supporting Goal 2
A-1 : Online City Hall - Civic
Source
A-2: Online City Hall-Web
A-J:ERP. Agenda Management
System
Supporting Goa/ J
G-1: IT Governance
Supporting Goo/4
E-1:Suslness Process
E-2: Finance
E-3: Payroll/ HR
E-4: Publi c Safety
E-5: Floet/Facllity/Treo/Fuel
E-6: Pe rmitting/Code
E-7: Contact Mgmt
E-8: Records Mgmt
Supporting Goa/ 5
T-1:Usi ng IT Effectively
T-2: IT Staff Devlopment
T-3: Resident I Business
Outreach
2
5
8
0 This graphic
identifies projects
planned to begin
during the first
year of the Plan.
The following diagram depicts Initiatives and projects planned for Year 1 of the Plan.
Goal1
Residents, businesses, visitors and staff have easy
access to the information and transactions they need at
Goal2
IT applications are designed to encourage collaborati on
and communication among internal and external users
Goal 3
Processes and procedures are in place to manage and
track IT Investments to ensure they directly and
measurably, support business prioriti es, Initiati ves and
outcome goals
Goal4
processes, improve Information sh1ring and enable an
outcome-based, accountable approach to service
delivery
GoalS
City staff are provided tools and training that enable
external customers the highest quality service and
support
Page 67
Jan 2014 2014 Oct 2014
Webs ite "desgn Deployment
Network and S.aunty Upgrades
Hardwa,.. and SOftweN UPdte
~ ~
lfl!llillliii Syst.m
Using IT Effeatt vely Ustng IT Eft'eotively
2
5
9
2
6
0
o Following are the preliminary high level cost estimates for initiatives
Estimated costs are based upon experience and/or research and the scope of work as
envisioned during the planning process.
Both a low and high estimate are provided due to the uncertain nature of estimating at
this level of detail.
Costs will be refined each year as part of the budgeting process and/or when a given
project is undertaken.
Legend
s
$0-$25,000
ss
$25,000- $50,000
sss
$50,000- $75,000
ssss
$75,000- $100,000
sssss
>$100,000
Page 69
2
6
1
Online City Hall-Increase Access Channels
Business Continuitv & Disaster Recovery
IT Security Program
FY13/14
FY14/15
FY13/14
FY13/14
Page 70
$$
$$
$$$$
$
High
$$$
$$
$$$$
$$
$
$$
$$$
$$$$
$$$$$
$
$
$
$
$
$
$$$
$
Legend
$0 -$25,000
$25,000- $50,000
$50,000- $75,000
$75,000 - $100,000
>$100,000
2
6
2
Online City Hall- City Intranet GIS Program
ERP- Aaenda Management System
ent WebEOC, Discussion Forums FY14/15
FY14/15
FY13/14
Page 71
$$ $$$
$$ $$$
Low
$
$
$
$
$$
$$$
$$$$
$$$$$
$$
$
$
Legend
$0-$25,000
$25,000 - $50,000
$50,000 - $75,000
$75,000- $100,000
>$100,000
2
6
3
Low High Low
wm
Goal3: Processes and procedures are in place to manage and track IT investments to ensure they directly and measurably, support business priorities,
initiatives and outcome goals
IT Governance
I F_Y13/14 __ I
Page 72
$
$$
$$$
$$$$
$$$$$
Legend
$0-$25,000
$25,000- $50,000
$50,000- $75,000
$75,000- $100,000
>$100,000
2
6
4
High
FY13/14 $$$$ $$$$$ $$ $$
FY13/14 $$$ $$$$$ $$ $$
ERP- FleeVFacilitvffree/Fuel Manaaement I FY15/16 $$ $$$ $ $
FY14/15 $ $$$ $ $
FY14/15 $ $$$ $ $
FY15/16 $$ $$$$ $ $
Legend
$
$0 -$25,000
$$
$25,000 - $50,000
$$$
$50,000 - $75,000
I $$$$
$75,000 - $100,000
Page 73
>$100,000
$$$$$
2
6
5
Timeframe Low High Low High High
Goal 5: City staff are provided tools and training that enable them to work collaboratively to provide internal and external customers the highest quality service
and sup ort
0 Hall - Resident I Business Outreach
Using IT Effectively Program
IT Staff lJeveloom ent Proaram
FY14/1 5
FY14/15
FY13/14
Page 74
$ $$
$ $
$ $
$ $
$ $
Legend
$
$0-$25,000
$$
$25,000 - $50,000
$$$
$50,000 - $75,000
$$$$
$75,000- $100,000 ,,
$$$$$
>$100,000
2
6
6
o It is impossible to accurately predict every challenge and/or opportunity the City will
face during the five-year planning window. Performance measures will be
developed for each initiative and reviewed regularly and the course altered as
necessary throughout implementation. Success will be determined by the degree
to which:
The City supports open government: transparency, accountability and collaboration;
They can conduct business with the City and access the information they need at their
convemence;
The City's environmental footprint has been decreased; and
Investment decisions are tied to mission impact.
Page 75
2
6
7
Provide a secure, reliable and accessible
infrastructure
Provide the information people need and want;
when they want it
No adverse findings in an
audit
No intrusions detected
Minimal crashes I downtime
Website ADA compliant
#Applications available on
the web
# Mobile Applications
Web Analytics I Statistics
Customer surveys
Page 76
TBD Technology
Architecture
IT Security Program
Online City Hall -
Website Enhancement
Business Continuity &
Disaster Recovery
Online City Hall
Online City Hall
Alert Monterey
2
6
8
Implement intuitive, easy-to-use collaboration
tools
# data sets have available for
sharing (internal)
and then how much
meaningful info is posted on
web
# users; # applications
#users;# tools
Yes I no
Yes I no
Page 77
Agenda Management
Document
Management
ERP
Web EOC
Online City Hall
GIS Program
ERP
City Source
City Source
Discussion Forums
IT Governance
IT Governance
2
6
9
Leverage public/private and public/public 1 # partnerships
partnerships
Implement applications to support routine I #applications
business needs
Implement a performance management system I Does it exist? Performance
tied to City goals & objectives evaluation?
Reduce the time it takes to access services and I #days to get through
conduct business permitting process (simple)
# days to close the financial
books
# days before CC videos I
minutes are posted
Page 78
IT Governance
ERP
Public Safety Services
ERP- HR
ERP - Permitting
ERP - Finance
ERP -Agenda
Management
ERP - Records
Management
2
7
0
Streaml ine and integrate business processes
and workflow
Survey results
Training plans I training
budgets
# hours I days for Help
Desk issue resolution
Page 79
ERP - Business
Process Re-
engineering
Resident I Business
Outreach
Using IT Effectively
IT Staff Development
2
7
1
2
7
2
o The following Guiding Principles will guide our decision-making:
Information technology decision-making will be driven by the City's business needs and
Quality Service, Accountability, Efficiency and Customer Orientation will be the driving
considerations when selecting and implementing IT solutions.
We will make resource investments that support the City's long-term vision and
strategic direction.
We will identify, measure and track the value of IT investments and increase
accountability of IT expenditures.
Strategic partnerships will be established between stakeholders and the City so that the
benefits of IT are leveraged to improve customer service and maximize the productivity
of City employees.
Page 81
2
7
3
IT will facilitate the development of a business driven architecture that ensures
departments can effectively communicate with each other, and share and exchange
information as appropriate.
We will implement security policies and standards to protect systems, networks,
resources, and data from loss and unauthorized access, use, modification, destruction,
and disclosure.
Security will be the responsibility of every City employee. Employees will be trained so
that they can prevent security incidents from happening, and detect and mitigate such
We will partner with neighboring jurisdictions and organizations when possible.
We will use open source solutions when feasible.
We will use integrated applications across departments to facilitate data sharing and
minimize costs.
We will move applications to the cloud when it makes sense to do so.
We will buy I rent rather than build.
Page 82
2
7
4
o The Plan is meant to be a living document
responsive to changes in priorities and the availability
of funding.
o Communication with City staff and the public is key to
its success.
o The "evergreening" process is composed of the
following steps:
' Annual
1
Progress
I Report to
I City
1 Council
.
t,
Evergreening
Process
Develop
Annual
Budget
and
Operating
Pln
Annually aligning IT with City priorities, "-
Developing an Annual Budget and Operating Plan,
Updating the Implementation Roadmap,
Conducting quarterly management reviews and
Presenting an Annual Progress Report to the Mayor and Council .
o These steps, complemented by implementation of project management best
practices, IT Governance and performance measurement will ensure the Plan stays
relevant and its implementation on track.
Page 83
2
7
5
2
7
6
2
7
7
o Mayor Jason Burnett
o Council Members
o Victoria Beach
o Steve Hillyard
o Ken Talmage (via email)
o Carrie Theis
o City Administrator- Jason Stilwell
o Administrative Services - Susan Paul
o City Clerk - Heidi Burch
o Community Services - Cindy Lopez
o Finance- Deanna Allen
o Fire - David Jedinak
o IT- Rose Franzen, Steve
Mclnchak
o Library - Janet Bombard
o Police - Paul Tomasi
o Public Safety - Mike Calhoun
o Planning and Building -Mark
Wiener
o Public Services - Sharon
Fried rich sen
Page 86
2
7
8
o Administration
Jason Stilwell, City Administrator
Susan Paul, Administrative Services
Director
Heidi Burch, Asst. City Administrator
I City Clerk
o Finance
Deanna Allen, Finance Specialist
Paul Wood, Finance Manager
o Library
Janet Bombard, City Librarian
o Planning & Building
Mark Wiener, Sr. Planner
o Police
Paul Tomasi , Commander
o Public Safety
Mike Calhoun, Public Safety
Director
o Public Services
Sharon Friedrichsen, Public
Services Director
Page 87
2
7
9
2
8
0
o Interview questions focused on seven areas
Strategic Alignment,
Current and Planned Business and Information Technology Initiatives,
Decision-Making,
Resource Management,
Risk Management,
Value Delivery and
Operating Principles.
o Interviews were conducted for approximately 1 hour with individuals and
groups.
o Participants included elected officials, City leadership and staff members.
Page 89
2
8
1
o Results were analyzed for similarities and differences of opinion.
o Results were analyzed for key themes.
o Information was assimilated to develop draft:
IT Vision,
IT Mission for the IT Organization,
Goals and Objectives and
Strategic Initiatives.
Page 90
2
8
2
2
8
3
Mission
o A mission statement is a brief statement of the purpose of an organization
that answers the following questions:
What do we do?
For whom do we do it?
Why do we do it?
Vision
o A vision statement is a compelling, conceptual image of the desired future
that answers the question "What do we want to be?" and is:
Inspiring and challenges everyone to achieve that future and
Brief, memorable, idealistic.
Page 92
2
8
4
o Goals answer the question of "what":
What are we trying to achieve in relation to our mission?
What are our desired end results?
o Goals Must Be:
Definable,
Discrete and separable,
Focused to provide impetus for action,
A critical few (usually 3-5),
Mutually achievable and
Supportive of the organization's vision.
Page 93
2
8
5
o Strategic Objectives are action statements that:
Clarify how the organization will implement the goals
Collectively "tell the story" of the goal
Should be actionable and measurable
Page 94
2
8
6
ct A Strategic Initiative is a significant program that will close the gap of where we are
today and where we want to be tomorrow; the strategy of how we will accomplish
the goals and objectives
ct Strategic Initiative Components
Program Sponsor,
Scope,
Stakeholders,
Objectives,
Milestones and
Start and End Dates.
Page 95
2
8
7
o The Balanced Scorecard was developed by Drs. Robert Kaplan and David Norton.
o It is a management system that enables organizations to clarify their vision and
strategy and translate them into action.
o It provides feedback around both the internal business processes and external
outcomes in order to continuously improve strategic performance and results.
o When fully deployed, the balanced scorecard transforms strategic planning from an
academic exercise into the nerve center of an enterprise.
Page 96
*Balanced Scorecard Institute
2
8
8
o The Balanced Scorecard suggests that we view the organization from four
perspectives; and to develop metrics, collect data and analyze it relative to each
of these perspectives:
Customer
o "What needs to be done to meet customer expectations and achieve their business
requirements?"
Internal customers include: department heads/division managers and end users.
External customers include: citizens, businesses, vi sitors, government agencies.
Financial
o "How will we effectively use and leverage taxpayer dollars?"
Internal Business Processes
o "Where do we need to excel and what processes should we streamline to satisfy
stakeholders, partners and City elected officials?"
Learning and Growth
o "What will we do to ensure organizational performance improvement, change and learning?"
IT Strategic Plan - November 5, 201 3
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8
9
Objectives

Objectives Measures
Measures

The Vision for the
City's Technology
is ..
learning & Growth Perspective
What will we do to ensure organizational(
performance improvement, change and
learning?
Strategic goals
Objectives Measures
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\
t needs to be done to meet customer
and achieve their business
requirements?
Strategic goals
Objecti ves Measures
J
Balanced Scorecard Institute
2
9
0
2
9
1
CJ During Workshops 2 and 3, possible projects were discussed and prioritized.
Following are abstracts of each grouped into logical groupings and then prioritized
into initiatives.
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o Priority: First Priority
o Project Executive: Administrative Services Director, Susan Paul
o Stakeholders: Elected Officials, the Public, City Staff
o Scope: There are five main components of the Online City Hall initiative:
Website Enhancement
City Source- Civic Engagement
Additional Channels for Service Delivery
o Initiative Objectives:
Create an electronic presence where residents, businesses and visitors can find information and conduct business without having to
physically come to City Hall.
Provide a place where the community and City government can come together to share information and discuss important issues.
o Milestones:
Project Plan approved by the Mayor and Council.
Website redesign is implemented.
Applications become available on the website.
City Source Civic engagement goes live.
o Start Date:
01 2014
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3
o Project Executive: Administrative Services Director Susan Paul
o Stakeholders: City Website users, Elected Officials, City Staff
o Scope: Implementation of a design and supporting structure for the City's web presence providing both internal and
external services.
Provide services bringing people together for the benefit of the community
Provide the highest level of services to customers through innovative IT solutions
Streamline processes making it easier for the public to interact with City government
Lower the cost of government while improving service
Improve transparency into City government
Market Carmel to potential residents, businesses and visitors
o Milestones:
Design Team Convened
Vendor Selected
Design Approved
Design Implemented
o Start Date:
Q1 2014
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o Priority: Second Priority
o Program Sponsor: Administrative Services Director, Susan Paul
o Stakeholders: All City Website Users
o Scope: The scope of this initiative is to deploy online services such as business license and building permit
applications, the ability to report problems or make a service request via the web and or mobile devices, accept
comments on Council agenda items prior to the meeting.
The goal is to deploy online tools and applications designed to foster civic engagement.
o Milestones:
New City website design implemented
ERP components implemented such as:
o Agenda Management
o Request Tracking System
Granicus is updated
o Start Date:
Q1 2014
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o Priority: Varies and will be done multiple times as part of other efforts
o Project Executive: Assistant City Administrator, Heidi Burch
o Stakeholders: The whole community
o Scope: Develop an understanding of what electronic services the community would like the City to provide
Ensure that technology solutions are defined, developed and implemented in response to customer needs
Ensure customers are aware of service availability
Encourage the use of online services through outreach and education
Improve customer service and communication
o Milestones:
Opportunities for outreach are identified
Outreach occurs
Feedback
o Start Date:
Q3 2014
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o Stakeholders: All City employees
o Scope: Begin implementation of the City's Online City Hall by providing information and tools to City staff via the City's
Intranet
Identify and prioritize those e-government services that would most improve the efficiency and effectives of City staff
Identify and implement quick wins
o Milestones:
City Website Enhancement is complete
Technical Architecture is designed
ERP Components are rolled out
o Start Date:
Q3 2014
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o Priority: Third Priority
o Project Executive: Library Director Janet Bombard
o Stakeholders: Visitors and Residents;
o Scope: The scope is to develop a mobile application to anyone with a smart phone who wants to take a walking tour
of the City. This project is included in the Library's Strategic Plan.
Enhance the visitor experience
Provide Camel's history in an easily available format (possibly expand beyond history to marketing, etc.)
Self-serve format
o Milestones:
Determine the platform
Determine which vendors I products
Identify funding
o Start Date:
Year 3 of Library's Strategic Plan
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o Priority: Third Priority
o Program Sponsor: Assistant City Administrator, Heidi Burch
o Stakeholders: Residents and businesses
o Scope: Develop a discussion forum capability on the City's web site
Provide collaboration tools via the City's Web site to encourage information sharing and collaboration
Identify how best to monitor and support such tools
o Milestones:
City Website Enhancement is complete
Technical Architecture is complete
IT Security Program is implemented
Business and resident Outreach
o Start Date:
Q2 2015
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o Program Sponsor: Administrative Services Director Susan Paul
o Stakeholders: All City Departments
o Scope: Possible components of the ERP include: Finance, Human Capital, Community Services, Work Orders,
Workflow, Fleet, Public Safety. The scope is to define requirements, reengineer business processes, select and
implement systems and train staff on effective use of the new tools.
Improve efficiency of daily business operations
Improve data accuracy and ease of reporting
Enable internal and external customers to find and access the data they need to answer questions and make
informed decisions
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t:J Milestones:
Current business processes are documented .
The City's ERP system requirements are defined I documented.
System RFP is issued.
Vendor is selected.
System is implemented.
t:J Start Date:
Q1 2014
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o Stakeholders: All City departments
o Scope: As part of the ERP initiative, business processes will be reviewed and modified as appropriate to take best
advantage of the new tools in streamlining daily operations.
Improve operational efficiency by adjusting operating procedures and processes to take advantage of
functionality in the new ERP system
o Milestones:
ERP Requirements are defined
Software purchased
Project kick-off
o Start Date:
Q1 2014
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o Stakeholders: City departments, employees
o Scope:
This project will provide the City with an updated Financial Accounting and Management System. This
component of the ERP system may include integrated Payroll Accounting, General Ledger, Accounts Payable,
Purchasing, Fixed Assets, Budgeting, Project Accounting modules upon a common database.
Adherence to Government Accounting, Auditing and Financial Reporting (GAAFR), Generally Accepted
Accounting Principles (GAAP) and Government Accounting Standards Board (GASB) standards
Enhance ability to monitor cash flow and track assets
Make financial information readily available for decision-making
o Milestones:
Requirements are defined
RFP is released
Vendor is selected
Project Plan is approved
o Start Date:
01 2014
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o Stakeholders: City departments, employees
o Scope:
This project will provide the City with an automated Human Resources Information System (HRIS). This
component of the ERP system will include a payroll component to provide access to critical workforce data,
improve workforce analysis and reporting, facilitate strategic decision-making, and automate and streamline
current manual personnel transactions.
Move from manual to automated payroll and human resources processes
Manage employment information such as position history, pay details, disciplinary actions and benefit information
Provide employee self-service capabilities
Improve workforce analysis and reporting
Enhance decision-making capability through superior reporting and analytics
Improve the City's ability to measure the effectiveness of workforce initiatives
Improve access to accurate workforce data for all departments
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o Milestones:
RFP is released
Vendor is selected
Project Plan is approved
o Start Date:
Q1 2014
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o Project Executive: Marc Wiener
o Stakeholders: Development Community, Staff, Law Enforcement, Residents
o Scope: Implement an automated permitting and code enforcement system - including online applications and
payments
Streamline the permitting process
Improve customer service
Improve accessibility of planning and development information
Regulation compliance
Tracking of the development process; issues
Uniformity of applying City codes and processes
o Milestones:
Requirements defined
Software selected
Software implemented
Business processes reviewed and modified as necessary
o Start Date:
TBD
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o Project Executive: Asst. City Administrator, Heidi Burch
o Stakeholders: Mayor and Council, Staff and the Community
o Scope: Implement a system to monitor customer requests, complaint and comments, and interactions with the public
Ensure requests for service are properly routed and tracked to improve follow-up
o Track requests and interactions with the public
o Route requests, complaints and suggestions to the appropriate staff person for action
o Not lose site of suggestions that come in at the wrong time in the planning cycle
o Close the loop on suggestions I requests
Understand what the issues are
o Milestones:
Tool acquired
Trained
o Start Date:
TBD
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7
o Program Sponsor: Assistant City Administrator I City Clerk Heidi Burch
o Stakeholders: Mayor and Council, Staff and anyone interested in City's legislative process
o Scope: The scope of this initiative includes an upgrade to the Granicus system used to broadcast City meetings, such
as City Council meetings, and to implement an automated Agenda Management system.
Streamline the process of developing, approving and posting Council, Planning Commission and other meeting agendas and
materials
Provide easy access to documents
Enhance the Granicus experience
Create a searchable archive of the City legislative process
o Milestones:
Additional Granicus modules are acquired
Agenda Management System is purchased
System is implemented
o Start Date:
Q1 2014
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o Project Executive: Assistant City Administrator I City Clerk Heidi Burch
o Stakeholders: City staff
o Scope: This scope of this initiative is to develop a citywide document management strategy and implementation plan
for a realistic approach to electronic document management. This will include strategies for records management and
document imaging, storage and retrieval.
Increase timely access to information
Ensure proper storage and retention of electronic official records
Reduce the amount of paper circulated and stored by City departments
Reduce duplicative electronic records management and storage activities
o Milestones:
Records management policies are developed
Tools are selected
o Start Date:
Q2 2016
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o Project Executive: Public Services Director, Sharon Friedrichsen
o Stakeholders: City staff, Community Members
o Scope: The scope of this initiative includes implementing an asset maintenance and management system. Areas may
include: fteet, facilities, streets.
Risk management
Maximize asset utilization
Track and manage fuel costs
Reduce downtime
Plan and execute maintenance according to schedule
Balance replacement vs. maintenance costs
Track and manage facility maintenance costs
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(J
(J
Milestones:


Software selected

Plan approved

Implemented

Trained
Start Date:

TBD
Page 119
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o Priority: Second
o Program Sponsor: Chief Mike Calhoun
o Stakeholders: City Staff, Community Members, Citizens, Visitors, Businesses
o Scope: The scope of this initiative includes data and revenue collection for services to include: permits, vehicle towing,
alarm billing, animal fees, training reimbursement, asset forfeiture, property sales and Live Scan fees; and citation sign-
efts; restitution; contract services. This will be integrated with other the ERP components such as Finance and
Permitting; and the Wittman Enterprise system.
Ensure cost recovery for services
Ensure collection of all appropriate fees
Improved reporting capabilities
o Milestones:
System acquired I implemented
o Start Date:
Ongoing
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o Project Executive: Chief Mike Calhoun
o Stakeholders: City employees and allied agencies
o Scope: The scope is to implement the Web EOC product- an emergency management tool
Have the whole City using the same emergency management tools
Enhance emergencies preparedness systems and services
Track emergency costs in order to obtain reimbursement
Share information easily with other agencies
o Milestones:
Train personnel on the use of the tool
Populate all the City's data
o Start Date:

In process
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3
o Project Executive: Chief Mike Calhoun
o Stakeholders: Residents, citizens, community partners and allied agencies
o Scope: The scope of this initiative is to provide emergency notifications within our sphere of influence
Reverse 911 to automatically alert those affected by the situation
Efficiency, a wider net
Customer service- always informed about what is going on in your community
o Milestones:
City system is managed by Carmel-by-the-Sea for our notifications
Identification scheme (as have no street numbers) is determined
o Start Date:
Ongoing
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4
o Stakeholders: All City Departments, all entities and people with whom the City conducts business
and/or transactions
o Scope: Create a City-wide technical architecture that is based on City business needs. The
architecture will identify business and technology drivers, architecture principles and requirements,
policies, standards and product lists.
Develop a scalable and flexible technology infrastructure
Leverage existing City hardware and software resources
Take advantage of newer technologies, such as cloud-enabled applications
Develop a replace and refresh strategy
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o Milestones:
An assessment of the City's existing information technology systems is completed, including
applications and data, to determine the gap between where we are today and where we want to be
tomorrow.
Formal mechanisms to define and maintain the City-wide architecture are developed.
Technical environment improvement projects are defined, budgeted and scheduled.
o Start Date:
Q4 2013
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1:1 Priority: First Priority
1:1 Project Executive: Administrative Services Director Susan Paul
1:1 Stakeholders: All City Departments, all entities and people with whom the City conducts business and/or transactions
1:1 Scope: Developing a comprehensive information technology security program to ensure the safety of sensitive and
confidential information from the desktop to the host.
1:1 Initiative Objectives:
Develop security policies and procedures to protect the City's information assets regardless of technology
platform
Implement procedures to mitigate the impact of IT security incidents
Develop a security awareness program
Balance security measures with the need to get work done
1:1 Milestones:
A security policy is developed
Security Policy is approved by the Mayor and Council
Employees are trained in the new policy
1:1 Start Date:
03 2013
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o Program Sponsor: Chief Mike Calhoun
o Stakeholders: Police Officers
o Scope: Implement secure computer access to the City's network in public safety vehicles
Put information into the officers' hands so they can stay in the field more
Increased visibility in the community
Process communication better
Officer safety
Efficiency for the customer
o Milestones:
Framework Complete (End- end of June 2013) (1
51
vehicle)
Training complete
Implemented in all vehicles
o Start Date:
Tied to vehicle replacement cycle
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o Priority: High
o Program Sponsor: Administrative Services Director, Susan Paul and Public Safety Director, Mike Calhoun
o Stakeholders: All City Staff and Partner Agencies
o Scope: The City depends upon the use of information technology for service delivery, especially during times of
emergency when speed and efficiency could affect lives . Working in conjunction with Public Safety, we will develop IT
business continuity and disaster recovery plans based upon City and departmental business needs. An important goal is
to balance risk versus cost when making recommendations. We will also develop risk measures.
Prevent and mitigate the risks of IT disasters
o Reduce risk of partial failures
o Minimize potential of complete system failures
Prevent and mitigate the risks of non-IT disasters on IT resources
Leverage current and future technology investments
Prepare for disasters via scenario development and drills
o Milestones:
Processes and procedures defined
Plan adopted
Plan tested
o Start Date:
TBD
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o Priority: High
o Program Sponsor: Public Safety Director, Mike Calhoun
o Stakeholders: All City Staff and Partner Agencies
o Scope: The City depends upon the use of information technology for service delivery, especially during times of
emergency when speed and efficiency could affect lives . The City's Emergency Operations Center (EOC) is in need of a
complete equipment replace in order to support the City's use of the Web EOC system as well as provide a well-equipped
work area for staff during emergencies.
Ensure the City's EOC is adequately equipped to provide a command center during emergencies
Ensure the City's EOC has reliable communications capability
o Milestones:
Equipment purchased and implemented
Emergency test drill successfully conducted
o Start Date:
Q1 2014
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o Project Executive: Planning, Marc Weiner
o Stakeholders: Development community, operational staff, the public, allied agencies
o Scope: The scope is to establish GIS capabilities to support internal and external customer geographic information
needs including critical infrastructure documentation.
Have a geographic base upon which to lay data and against which to perform analysis
Provide real time data -i.e. pothole identification
o Milestones:
Define GIS requirements
Develop a Plan to meet those requirements
Develop a funding and staffing strategy to support the Plan
Plan approved
a Start Date:
TBD
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1
o Stakeholders: All City staff; Customers
o Scope: The scope of this initiative is to ensure that City staff are trained in how best to utilize the technology tools
provided by the City
Ensure City employees can increase their efficiency and effectiveness through the use of automated tools.
Easy-to-use technologies are implemented to support business processes
Employees understand how to maximize the technology tools provided
o Milestones:
Training materials developed
Classes conducted
o Start Date:
Ongoing as Plan is implemented
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o Stakeholders: Staff
o Scope: Develop plans and programs to recruit, train, develop, and retain qualified technology experts.
Provide the highest quality service with a well trained staff.
Establish performance measures tied to the City's core standards, and goals and objectives.
o Milestones:
Required skills are defined
Staff skills inventory completed
Training requirements identified
Training commenced
o Start Date:
o TBD
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o Project Executive: Administrative Services Director ,Susan Paul
o Stakeholders: All City Departments
o Scope: Design, implement and institutionalize an IT Governance model that will provide guidance on the management
of information technology and a framework for making timely IT decisions. Clearly define the process, rules,
agreements and standards appropriate for the City's IT needs.
Ensure IT resources are deployed to deliver maximum value
Ensure appropriate management of IT-related risks
Ensure that IT investments are in alignment with and support the City's performance management systems,
initiatives and the annual budget process
o Milestones:
Governance Charter developed incorporating guiding principles.
Governance model for information technology planning and decision-making launched.
IT sourcing and funding strategies developed.
o Start Date:
Q1 2014
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o Priority: High
o Stakeholders: Executive management, department directors
o Scope:
Implement information technology best practices that result in significant cost savings
Ensure the City effectively manages its technology investments
o Milestones:
Implement technology purchasing best practices
Implement technology lifecycle management best practices
Implement technology surplus management best practices
Implement project management best practices
Implement remote and wireless computing best practices
o Start and End Dates:
Q3 2014
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o Priority: First
o Project Executive: Administrative Director, Susan Paul
o Stakeholders: City Staff, City Customers
o Scope: Much of the City's computing and communications hardware and software is past its useful life and at risk of
failure. The scope of this initiative is to identify and prioritize hardware for replacement and software for upgrade.
Provide staff appropriate tools for performing their work
Establish a regular refresh cycle to avoid getting so far behind that it's difficult to catch up
o Milestones:
Needs defined
Hardware and software purchased and installed
Staff trained
CJ Start Date:
Q1 2013
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o Priority: First
o Project Executive: Police Commander, Paul Tomasi
o Stakeholders: Public Safety, Citizens, Visitors
o Scope: The Police Department requires numerous pieces of hardware and software to allow the department to operate
properly and communicate effectively with other agencies. Existing hardware is past its useful life and at risk of failure.
Critical pieces of equipment need to be replaced in order to ensure publ ic safety systems (such as CAD, RMS, COPLINK)
are available when needed.
Properly communicate with County systems
Be a reliable hub for the County's COP LINK system
Implement reliable GIS applications for more efficient service to the community
Automate field work and office through updated software
o Milestones:
Needs defined
Hardware and software purchased and installed
Systems tested
o Start Date:
Q4 2013
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