Information Technology Strategic Plan Update - Feb 2022.pdfPrepared by:
This Page Has Been Intentionally Left Blank
February 22, 2022 Page I i ASDI
SDI YII[SF xC[ FFC
Table of Contents
«•�rli�r.r�•n�lriirli, �
1.1
-SCOPE AND OBJECTIVES..........................................................................................................................................1
1.2
- DOCUMENT ORGANIZATION AND CONTENTS...............................................................................................................2
1.3-TERMINOLOGY
AND NUMBERING..............................................................................................................................3
SECTION 2: EXECUTIVE SUMMARY........................................................................................................................4
2.1
- INTRODUCTION......................................................................................................................................................4
2.2
- DEPARTMENTAL INTERVIEWS...................................................................................................................................4
2.3
- INNOVATION TECHNOLOGY INTERVIEWS.....................................................................................................................5
2.4-
FINDINGS AND RECOMMENDATIONS..........................................................................................................................6
2.5
- INFORMATION TECHNOLOGY TRENDS........................................................................................................................8
2.6
- IT STRATEGIC PLAN PRIORITIZATION WORKSHOP.........................................................................................................9
2.7
- NEXT STEPS FOR THE CITY......................................................................................................................................10
SECTION 3: CITY'S CURRENT INFORMATION TECHNOLOGY ENVIRONMENT........................................................11
3.1
- INTRODUCTION....................................................................................................................................................11
3.2
- DEPARTMENT INTERVIEWS.....................................................................................................................................11
3.3
- INNOVATION AND TECHNOLOGY INTERVIEWS............................................................................................................29
3.4
- BUSINESS APPLICATIONS.......................................................................................................................................42
SECTION 4: FINDINGS AND RECOMMENDATIONS...............................................................................................47
4.1
- INTRODUCTION....................................................................................................................................................47
4.2
— SWOT ANALYSIS.................................................................................................................................................47
4.3
- FINDINGS AND RECOMMENDATIONS........................................................................................................................49
SECTION 5: INFORMATION TECHNOLOGY TRENDS..............................................................................................61
5.1
- MOBILITY AND THE CONSUMERIZATION OF IT............................................................................................................62
5.2
- ANALYTICS BUSINESS INTELLIGENCE AND ARTIFICIAL INTELLIGENCE).............................................................................63
5.3
- CYBERSECURITY...................................................................................................................................................64
5.4
- STRATEGIC SOURCING AND CLOUDSERVICES.............................................................................................................65
5.5
- "SMART COMMUNITIES" / DIGITAL TRANSFORMATION...............................................................................................67
5.6
- ORGANIZATIONAL TRANSFORMATION......................................................................................................................69
SECTION 6: PRIORITIZATION WORKSHOP AND PROJECT ROADMAP...................................................................72
6.1
- INTRODUCTION....................................................................................................................................................72
6.2
- PROJECT SCHEDULE AND COST PER FISCAL YEAR........................................................................................................76
6.3
- NEXT STEPS FOR THE CITY......................................................................................................................................80
APPENDICES.........................................................................................................................................................
82
APPENDIX
A: ITSP PROJECT PORTFOLIO..........................................................................................................................83
February 22, 2022 Page I ii ASDI
soi onrss xcs ss<
Revision Log
Version IL
1.0
Date IL
December 10, 2021
Description
Client Working Draft
2.0
February 22, 2022
Final Report
February 22, 2022 Page I iii ASDI
soi onrss xcs ss<
Section 1: Introduction
"The Mission of the City of Cupertino is to provide exceptional service, encourage all members of the
community to take responsibility for one another, and support the values of education, innovation and
collaboration." — City of Cupertino
1.1— Scope and Objectives
This document, entitled The City of Cupertino, 2021 Information Technology Strategic Plan Update (IT
Strategic Plan), was prepared for the City of Cupertino ("City") by SDI Presence, LLC (SDI) to document
the results of the project to update the City's IT Strategic Plan. The initial IT Assessment Report and IT
Strategic Plan were developed by SDI (then NexLevel Information Technology) in 2015 and provided the
basis for the City to improve the delivery of information technology services to the City's user
community and the public. An update to the IT Strategic Plan in 2017 reviewed progress since the
adoption of the initial plan and provided information regarding upgrades to the City's information
technology infrastructure. This update similarly reviews the City's progress but is more focused on
looking at user requirements for information technology through FY 2023/24.
Where are we today?
Where do we need to go?
How can we get there?
2017
Department
Draft&Final
IT strategic
Interviews
Plan
Business
Update
Opportunities
Report
Draft
"Blue wall"
Innwatian
IT
Project
IT Strategic Plan
Techndogy
City
Project
Update
Interviews
Assessment
Draft 8& Final
Por[fdio
Review
Prioritization
Development
Workshop
IT Services
Alignment
❑ Business Opportunity
Report
projects
Documentation
'Voice of the
❑ 15 Projerts
Final
-&ue war
IT strategic Plan
Review
User'
❑ GIS Projects
PrajeFl
Project 5ihedule
Update
Survey
❑ Fiber Network
❑ Ben Practice Conformance Projects
Portfolio
❑ Gap Analyds
❑ SWOT Analysis
❑ Findings
Draft &Final
Draft & Fine l
Rev iew of
❑ Recommendations
❑ ITTrends
IT Best Practices
Survey
❑ IT Strategic Plan
Conformance
Report
MethadDlagy Components Not
Development
Included
in the IT Strategic Plan
❑ Project Plan & Schedule
Update
❑ Estimated Cost Per Fiscal
Year
Draft &Final
❑ Next Steps
Figure 1.1, Development of IT Strategic Plan Update (Source: SDI)
Figure 1.1, Development of IT Strategic Plan Update, illustrates the modified strategic planning
methodology used by SDI to develop the update to the City's IT Strategic Plan. Please note that some
components of SDI's IT Strategic Planning methodology were not included in the scope of this
engagement at the request of the City including, but not limited to, an updated assessment of the City's
conformance to IT Best Practices. Additionally, the process was streamlined to reduce the number of
deliverables to just the IT Strategic Plan Project Portfolio and the IT Strategic Plan Update. As a result,
the IT Strategic Plan Update, for example, contains information regarding the City's present information
technology environment that would otherwise normally be provided in prior deliverables.
February 22, 2022 Page 11 ASDI
SDi ta[SF M[[ [lt
The development of the IT Strategic Plan Update included a survey of all members of the City's user
community with a logon-id as well as a series of interviews conducted with key user stakeholders and
the City's Chief Technology Officer and the managers and staff members of the Innovation Technology
Department. The results of these interviews and the survey were instrumental in developing the IT
Strategic Plan Project Portfolio (provided as Appendix A) which was reviewed with the City prior to the
"Blue Wall" Project Prioritization Workshop (so called since the workshop is facilitated using a blue
adhesive panel on which placards representing each of the projects in the IT Strategic Plan Project
Portfolio are mounted and can then be moved by the participants).
The Project Prioritization Workshop was attended by the City's Department Heads and provided an
opportunity for them to collaborate on the roadmap for the completion of the projects which was then
used as the basis for developing the project schedule and estimating the cost per fiscal year for the
completion of the projects.
Due to the circumstances occasioned by the COVID-19 pandemic, the update was developed through
the use of virtual meetings.
1.2 — Document Organization and Contents
1 2 3 4 5 fi
CITY'S FINDINGS AND INFORMATION PRIORFIIZATION
EXECUTIVE WORKSHOP AND
INTRODUCTION CURRENT RECDMMENDA- TECHNOLOGY APPENDICES
SUMMARY IT ENVIRONMENT TIONS TRENDS PROJECT
RoAomAP
Figure 1.2 — Document Organization (Source: SDI)
Figure 1.2, Document Organization, illustrates the organization of this report. As depicted this
document includes the following sections:
❑ Section 1— Introduction: This section of the report provides information regarding the scope
and objectives of the update to the City's IT Strategic Plan, the organization and contents of the
document, and notes regarding terminology and the numbering of figures and tables.
❑ Section 2 — Executive Summary: Provides a high-level summary of the contents of the IT
Strategic Plan Update.
❑ Section 3 — City's Current Information Technology Environment: Provides information
regarding the City's current information technology environment including summaries of the
interviews conducted with key stakeholders from the City's departments, summaries of the
interviews conducted with the City's Chief Technology Officer and the managers and staff of the
Innovation Technology Department, a review of the City's business and operational applications,
and a review of the delivery of information technology services to the City's user community
and the public. Please note that the interview summaries reflect SDI's understanding of the
discussion points.
February 22, 2022 Page 1 2 ASDI
❑ Section 4 — Findings and Recommendations: Provides a summary of the findings and
recommendations developed by SDI.
❑ Section 5 — Information Technology Trends: Provides a discussion of information technology
trends that SDI considers will be relevant to the City in the implementation of the IT Strategic
Plan through FY 2023/24.
❑ Section 6 — Prioritization Workshop and Project Roadmap: Provides a discussion of the virtual
prioritization workshop conducted for the City and the project roadmap that was developed in
the course of the workshop, as well as discussion of the next steps that the City should take in
the adoption and implementation of the IT Strategic Plan.
❑ Appendices: Provides additional information including the IT Strategic Plan Project Portfolio
that was developed by SDI based on the information gathered during the interviews and that
served as the basis for the workshop.
1.3 —Terminology and Numbering
Terminology
This document is intended for the use of the City's elected officials, executives, department heads, and
user stakeholders, information technology professionals, and other interested persons. To better
accommodate this broad audience, SDI has avoided the use of technical acronyms as much as possible.
References to information technology in general will be spelled out as such while the City's Innovation
Technology Department will generally be referred to as "City IT."
Numbering
Tables and figures within the report are numbered consecutively within each section, thus the first
figure in Section 4 would be Figure 4.1, and if the figure was followed by a table, the table would be
Table 4.2.
February 22, 2022 Page 13 ASDI
Section 2: Executive Summary
2.1— Introduction
This section of the report provides a summary of where the City is today with regard to its use of
information technology, where it needs to go through the end of FY 2023/24, and how it is going to get
there. The IT Strategic Plan Update builds on the original IT Strategic Plan developed for the City in 2015
and last updated in 2017. Much has changed since the original IT Strategic Plan was prepared; in 2015,
an under -staffed IT Division struggled to maintain the City's information technology infrastructure and
to support basic user needs while departments worked independently to select, procure, and implement
business applications. Since then the City has recruited an experienced Chief Technology Officer and
recruited an experienced cadre of staff members in the Innovation Technology Department who have
strengthened the information technology infrastructure and who work closely with departments to help
them sustainably and effectively meet their IT needs.
The information technology challenges and opportunities facing the City going forward are far different
from the challenges and opportunities in 2015 and include:
❑ Ensuring that the City can sustainably deliver IT services and information to the City's internal
user and the public in the face of seismic and other events.
❑ Better managing the City's total cost of ownership for information technology and obtaining
greater value for its investments in information technology.
❑ Increasing user competencies and familiarity with the information available to them.
❑ Deploying new solutions including business intelligence and "Smart City' capabilities.
❑ Continuing to meet the challenges posed by having a large portion of the City's workforce
working from remote locations.
2.2 — Departmental Interviews
A wide -range of key user stakeholders were interviewed by SDI between June 2, 2021 and June 21,
2021, with the objective of obtaining information regarding:
❑ Current business processes, issues that the users were experiencing in using information
technology, and projects that they were working on.
❑ Future needs for information technology, including both new applications / services, as well as
changes to existing applications, and access to information.
❑ Projects that the departments would like to undertake through FY 2023/24.
Interview groups included:
❑ City Manager's Office: City Manager, City Clerk, Communications, Emergency Management, and
Sustainability.
❑ Capital Improvement (CIP).
February 22, 2022 Page 14 ASDI
❑ Code Enforcement.
❑ Community Development: Building, Planning.
❑ Development Services.
❑ Finance.
❑ Housing.
❑ Human Resources.
❑ Parks and Recreation: Business and Community Services, Sports and Recreation.
❑ Public Works: Environmental, Service Center, Transportation, Traffic.
Key "Takeaways" from the Departmental Interviews
The key "takeaways" from the departmental interviews included:
❑ The City's user community is making use of a wide -range of business applications including
commercial -off -the -shelf (COTS) products some of which are hosted on -premises in the City,
some COTS products hosted in the Web and provided as software -as -a -service (SaaS), and some
locally -developed applications.
❑ Some of the business applications and services are problematic for the users including the
content management application for the City's web -site (and, as a result, the look and feel of
the City's web -site), the application being used for agenda management and publishing Council
meeting minutes, and the application being used for finance and HR.
❑ The City is not making the fullest possible use of some business applications including the
application being used for land management / permitting, and the City's content / document
management system.
❑ Although the user community has adapted remarkably quickly to remote working, some remote
users are experiencing challenges with connectivity to the City's business applications.
2.3 — Innovation Technology Interviews
Interviews were conducted with the City's Chief Technology Officer and the Division Managers and staff
members of the Innovation Technology Department with the objectives of obtaining information
regarding:
❑ Current IT business processes, issues that they may be experiencing in using information
technology, and projects that they are working on.
❑ Projects that are either in -progress or that are planned through FY 2023/24.
❑ Difficulties that have been encountered in the development, deployment, and delivery of
information technology software and services for the City's internal user community and the
public.
❑ Possible future uses of information technology that should be considered in the update to the
City's IT Strategic Plan.
February 22, 2022 Page 15 ASDI
Key "Takeaways" from the IT Interviews
The key "takeaways" from the IT interviews included:
❑ Despite the obstacles related to working remotely as well as supporting other City staff
members working remotely, Innovation Technology managers and staff members are of the
opinion that they are effectively supporting the City's requirements.
❑ The Chief Technology Officer's vison going forward includes:
- Continuing to improve customer service.
- Helping departments with budgeting for IT -related items.
- Continuing to improve collaboration with the users.
- Increasing public awareness of City programs and information that are available to them.
- Expanding programs for the public, including improving the City's web -site.
- Improving data literacy and establishing a "Dataverse" of information that can be used to
support analytics and reporting.
- Keeping up with modern, secure infrastructure.
- Ensuring that the City's security needs are met, including either creating and staffing a
position for a Chief Security Officer or leveraging security as a service.
- Improving succession planning / staff development within City IT.
- Continuing to improve the resilience of the City's IT infrastructure.
❑ Challenges being experienced by City IT include:
- The number and frequency of requests from the user community for the implementation of
new business applications and/or for changes / upgrades to existing business applications,
and the need to reconcile priorities to allocate limited resources.
- The integration of information in multiple City platforms such as GIs, the Laserfiche
content/document management system, and other business applications that leverage
geospatial and document information.
- Enabling the user community to effectively respond to mandates for the generation of
periodic reports related to the City's environmental and sustainability programs.
- Keeping pace with the continued development of cybersecurity threats.
2.4 —Findings and Recommendations
The findings and recommendations developed in the course of the update to the City's IT Strategic Plan
are discussed in greater detail in Section 4, Findings and Recommendations. As noted there, SDI's
objective is to focus on the findings that have the greatest potential impact on the City's operations and
to provide realistic and actionable recommendations to remediate them. The key findings and the
related recommendations to remediate the findings are:
❑ Finding 1: The City has a highly diverse portfolio of business applications.
February 22, 2022 Page 1 6 ASDI
Recommendation 1.1: The City should develop an application portfolio.
Recommendation 1.2: The City should rationalize the use of business applications.
❑ Finding 2: The City is not making the fullest possible use of enterprise -wide business
applications.
- Recommendation 2.1: The City should routinely conduct post -implementation reviews for
all enterprise business applications.
- Recommendation 2.2: The City should establish a formal, recurring user training program
for enterprise business applications.
❑ Finding 3: The City does not have a formal process for the governance of information technology
(carry-over from 20151T Strategic Plan).
Recommendation 3.1: The City should establish a formal process for the governance of
information technology.
❑ Finding 4: The City does not have formal plans for the exchange of information between
business applications.
- Recommendation 4.1: The City should establish a formal program to facilitate the exchange
of information between business applications.
❑ Finding 5: The City's cyber-security plan has not been updated recently.
- Recommendation 5.1: The City should develop an updated cyber-security plan that is
consistent with current national standards and conduct a comprehensive security review.
❑ Finding 6: The City existing policies for remote workers have not been reviewed or updated to
reflect the wider adoption of remote working as a result of the COVID-19 pandemic.
- Recommendation 6.1: The City should conduct a formal review of its current remote worker
program focusing on lessons -learned and opportunities for improvement and update its
policies and procedures for remote workers.
❑ Finding 7: Although the City has completed an integrated document management strategy it
does not have a formal plan for the implementation of a paperless environment.
- Recommendation 7.1: The City should develop and execute a plan for the implementation
of a largely paperless environment.
❑ Finding 8: The City does not have an enterprise plan for the implementation of smart
technologies.
- Recommendation 8.1: The City should develop an enterprise plan for the implementation of
smart technologies and periodically update the plan as new services become available.
❑ Finding 9: The City's EOC is not located in a dedicated and secure space (carry over from 2014 IT
Strategic Plan).
- Recommendation 9.1: The City should complete the migration of the EOC from City Hall to
the Service Yard.
February 22, 2022 Page 17 ASDI
Each of the recommendations is discussed in Section 4 including:
❑ A description of the recommendation including the rationale, scope, and objectives.
❑ Information regarding how the City could implement the recommendation.
❑ Dependencies between the recommendation and other recommendations that could impact
implementation.
❑ Whether the recommendation could feasibly be implemented by internal staff or whether the
City should consider the use of external resources.
❑ An estimate of the level of effort involved in the implementation of the recommendation.
❑ An analysis of the potential benefits, including whether implementation of the recommendation
would:
- Increase the City's ability to agilely and effectively respond to new requirements.
- Enable the City to Improve the alignment of IT directions and priorities with the City's
business priorities.
- Improve the City's ability to sustainably deliver IT services.
- Improve the delivery of IS services and information to the City's user community and the
public.
- Improve the City's return / value on investment for spending on information technology.
2.5 — Information Technology Trends
SDI notes in Section 5, Information Technology Trends, that not only does information technology
continually evolve but the pace of this evolution is continually accelerating. As a result, the ways in
which organizations, including the City, use information technology are changing as are the expectations
of internal and external stakeholders for access to information and services. Although predicting the
future of information technology can be problematic, SDI has identified six key information technology
trends that are relevant to the City, that have become mature (i.e., are stable, scalable, and that are
effectively supported), and that will likely impact business objectives and priorities in the future and
shape how the organization implements this IT Strategic Plan including:
❑ Mobility and the Consumerization of IT.
❑ Analytics (Business Intelligence and Artificial Intelligence).
❑ Cybersecurity.
❑ Strategic Sourcing and Cloud Services.
❑ Smart Communities.
❑ Organizational Transformation.
February 22, 2022 Page 18 ASDI
2.6 — IT Strategic Plan Prioritization Workshop
The key inputs for the Workshop were documented in the course of the interviews conducted by SDI
with the City's key user stakeholders, the City's Chief Technology Officer, and the managers and staff
members of the City's Innovation Technology Department. The inputs included:
❑ The ITSP Project Portfolio which included information regarding IT projects that were in -
progress or planned as well as projects that resulted from SDI's findings and recommendations.
The ITSP Project Portfolio was reviewed by the City prior to the Prioritization Workshop and
updated as needed.
❑ City-wide and departmental needs and priorities.
❑ Needs and priorities related to the City's information technology infrastructure and staffing.
The ITSP Project Portfolio (please see Appendix A) was reviewed by the City prior to the Prioritization
Workshop and modified as needed. For each of the proposed projects the portfolio provides
information including a description of the scope and objectives, the project's sponsor(s), its status, the
level of effort and the level of risk associated with its implementation, and the estimated cost based on
similar projects previously conducted by SDI's clients and adjusted for the City of Cupertino.
The prioritization workshop was conducted on Wednesday October 6, 2021. Due to the circumstances
related to the COVID-19 pandemic, the workshop was conducted virtually using Zoom, with the project
timeline (aka the "Blue Wall") displayed to the participants using MS Visio. SDI facilitated the workshop
with the objective of providing an open and collaborative forum in which the participants, starting from
a pre -staged plan developed by SDI in concert with City IT, reviewed the priority of each project and
moved them across the timeline for the IT Strategic Plan which included:
❑ Six projects that had been completed by the first quarter of FY 2021/22.
❑ Twenty-one projects that are scheduled to begin during the second quarter (October through
December) of FY 2021/22. Please note that although this is a large number of projects, all but
two of them have durations that extend beyond the second quarter of FY 2021/22, some of the
projects have limited scopes, and some will involve external service providers in addition to City
IT staff.
❑ Five projects that are scheduled to begin during the third quarter (January through March) of FY
2021/22.
❑ Nine projects that are scheduled to begin during the fourth quarter (April through June) of FY
2021/22, including a post -implementation review of the City's implementation of its Finance /
Human Resources application with the objective of determining whether it should consider
procuring a replacement for it.
❑ Sixteen projects that are scheduled to begin during FY 2022/23.
❑ Eleven projects that are scheduled to begin during FY 2023/24.
❑ Two projects that could not be scheduled during the workshop.
February 22, 2022 Page 19 ASDI
The "Blue Wall" at the end of the workshop is depicted in Figure 6.2 — Project Roadmap Following
Prioritization Workshop, in Section 6. Following the workshop, SDI worked with the City to review and
confirm the results of the workshop and this effort resulted in the IT Strategic Plan Project Gantt Chart,
which is discussed in Section 6.2, Project Schedule and Cost per Fiscal Year.
Table 2.1, Summary of Concurrent Projects and Cost Per Fiscal Year, provides a summary of the project
roadmap including:
❑ The number of concurrent projects in -progress or planned for each of the quarters of FY
2021/22, and in total for FY 2022/23 and FY 2023/24. Please note that although the number of
concurrent projects seems to be relatively high, the size of the projects varies, many of them are
planned to be in -progress over multiple time periods, and some of them will be handled in part
of entirely by external resources.
❑ The total estimated cost per Fiscal Year for FY 2021/22 (excluding projects that are already in -
progress since it is assumed that their cost has been incurred), FY 2022/23, and FY 2023/24.
Please note that the cost estimates were developed using an average of the low and high
estimated cost for each project and based on the assumption that the full cost for a project
would be incurred in the Fiscal Year in which the project begins.
❑ The total estimated cost for all of the projects in the IT Strategic Plan Update.
Table 2.1— Summary of Concurrent Projects and Estimated Cost per Fiscal Year.
FY 2020/21
FY 2022123
FY 2023/24
Q1
Completed
Q2
❑ct - Dec
Q3
Jan - Mar
Q4
Apr - Jun
Jul -Jun
lul -lun
Number of Concurrent Projects:
10
22
22
21
24
17
Estimated Cost Per Fiscal Year ($000's):
$ 377
$ 918
$ 268
Total Estimated Cost ($000's):
$ 1,562
2.7 — Next Steps for the City
Since the adoption of the initial IT Strategic Plan for the City of Cupertino in 2015, SDI has consistently
advocated for the establishment of a formal approach to the governance of information technology (the
IT Strategic Plan Update includes a project to accomplish this which is scheduled in FY 2021/22) and SDI
hopes that this will be among the first order of business as the City moves forward with the IT Strategic
Plan. Section 6.3, Next Steps for the City, provides a discussion of SDI's perspectives regarding the
importance of IT Governance to:
❑ The successful management and completion of the projects identified in this update to the City's
IT Strategic Plan.
❑ Enabling the City to better manage its total cost of ownership for information technology and
obtaining greater value for its investments in information technology.
❑ Promoting innovation in the use information technology.
❑ Improving the delivery of IT services and access to information.
February 22, 2022 Page 1 10 ASDI
Section 3: City's Current Information Technology Environment
3.1— Introduction
This section of the report provides a brief overview of how the City presently uses information
technology that was developed through a series of interviews conducted with key stakeholders from the
City's departments as well as the City's Chief Innovation Technology Officer and staff. Based on the
interviews, SDI developed a portfolio of the business and operational applications being used in the City
as well as a description of how IT services are presently delivered to the City's user community and the
public.
3.2 — Department Interviews
Between June 2, 2021 and June 21, 2021, SDI conducted group interviews with key stakeholders from
the City's user community including:
❑ City Manager's Office: City Manager, City Clerk, Communications, Emergency Management, and
Sustainability.
❑ Capital Improvement (CIP).
❑ Code Enforcement.
❑ Community Development: Building, Planning.
❑ Development Services.
❑ Finance.
❑ Housing.
❑ Human Resources.
❑ Parks and Recreation: Business and Community Services, Sports and Recreation.
❑ Public Works: Environmental, Service Center, Transportation / Traffic.
The interviews are summarized below. The summaries include:
❑ Current State: Information regarding current business processes, issues that they may be
experiencing in using information technology, and projects that they are working on.
❑ Requirements: Future needs for information technology, including both new applications /
services, as well as changes to existing applications, and access to information.
❑ Planned Projects: Projects that the department would like to undertake through FY 2023/24.
Please note that these summaries reflect SDI's understanding of the key discussion points.
February 22, 2022 Page 1 11 ASDI
Current State:
❑ City IT receives a lot of credit for helping the City attain its goals.
■ Of the opinion that the City's innovative use of IT makes them one of the leading
cities in the County.
■ Believes that the City should make effort to maintain that position with goals
being ease of communication, safety, and that City staff should be able to do
their jobs more easily.
❑ The City has experienced some issues with Granicus, with members of the public
pointing out some "glitchy" issues regarding meeting agendas and minutes in
Granicus and Legistar.
❑ The City was able to implement a teleworking program on very short notice.
❑ The implementation of VoIP was a big win for the City.
❑ The City Manager is of the opinion that the Council is reasonably satisfied with the
City's ability to use information technology to meet public demand for information
and transparency.
Requirements:
❑ N/A.
Planned Projects:
❑ N/A.
Current State: ❑ Business applications being used include:
■ An application for the electronic filing of Form 700 applications (disclosure
documents).
■ Next Request for public requests for information (PRA — public records access).
■ Records retention is handled through Laserfiche. City IT brought in a consulting
firm to develop a three-year IDM (Integrated Document Management) roadmap.
Developed dashboard through Laserfiche portal on to the City's web -site.
■ Granicus and Legistar (agenda management and media manager) have
experienced some "glitches" in the interface with Adobe (always updating).
■ Also have some problems in Legistar with documents that come out of Adobe
Sign that have a secure link in them (the contract documents originate in
Cobblestone with the Adobe Sign feature).
❑ Issues being experienced include:
■ Adobe (crashes a lot).
■ Sometimes missing staff reports when generate packet from Granicus. When
have an issue, initiate a ticket with Granicus, if they turn the ticket back to the
City, then will open a ticket with City IT. Otherwise feels that Granicus is good to
excellent.
■ Not thrilled with Laserfiche. Not all documents of record are in Laserfiche yet
(for example, the City does not have a complete set of As -Built diagrams for City
facilities in Laserfiche).
February 22, 2022 Page 1 12 ASDI
❑ Building registration system for Lobbyists (similar to Form 700) — in beta testing
through October, implementation targeted through July 1.
❑ Status of projects from prior IT Strategic Plan:
■ Digital signatures are complete (Adobe sign). Now working on e-signatures for
non -legal documents.
■ Haven't implemented digital speaker cards (Granicus has something).
■ PRA tracking is taken care of (Next Request). Functionality is very useful for them
— includes redaction and time tracking.
Requirements:
❑ Need to improve integration between applications — dragging documents into
Laserfiche would like to have them transfer automatically.
Planned Projects:
❑ Use Outlook to gather a -mails as part of fulfilling records request. Would like to
have Logical (used for depositions) to review the e-mails. Converting 9,000 e-mails
can be very time consuming.
Current State:
❑ Business applications being used include:
■ Using City web -site a lot. Photos, images, documents, stories; handles much of
the content on the web -site but is not the web -master.
■ E-mail notifications to subscribers.
■ Acrobat, Photoshop, Illustrator, etc. for publishing content.
■ Using Cobblestone (contracts), New World (Logos).
■ OpenTownHall to do surveys — will shut down when have Engagement HQ fully
implemented.
■ GIS for location planning.
❑ All social media posts go through Brian.
❑ Produces flyers, pamphlets, A -frame signs, etc. for programs, services, events (if
does not create, will review before it gets printed). Just Adobe, no Apple tools.
❑ Trying to be more responsive to public interests / needs, track queries and traffic to
the web -site.
❑ City IT is working on the City's Intranet site ("The Hub") using SharePoint. First
iteration will be out at the end of June (HR, IT, etc.) includes MS Teams.
❑ Have to clean up local file storage so that can migrate files from network shared
drives to SharePoint.
Requirements:
❑ Wants to use EngagementHQ to create project web -pages in a central location.
❑ Is of the opinion that the City needs to get a new web -site — searching for a page or
topic doesn't work well, could also be more user-friendly.
❑ Would like to use data to create "Art" such as water use, etc.
Planned Projects:
❑ Replacement of the City's web -site and the use of EngagementHQ to create web
content.
February 22, 2022 Page 1 13 ASDI
City Manager's • Office of Emergency Management
Current State:
❑ Using remote applications — have been fantastic during the pandemic (Teams
internally and Zoom externally), OneDrive working well for them.
❑ No huge gaps in technology.
❑ Don't have integration with County CAD (Sheriff's dispatch system) and radio.
❑ Cannot monitor radio traffic in the Emergency Operations Center (EOC) at City Hall —
need to go out into the lobby. The EOC at City Hall is not ideal; it is used as storage
area and is not seismically sound.
❑ They have built a "mirror" EOC at the City's Service Yard (approximately 2 to 2.5
miles from City Hall depending on the route taken) — same technologies installed
there as at City Hall.
❑ While it would take 4-5 days to get the City Hall EOC cleaned up and operational, the
Service Yard ready to go today. Ran incident out of there last June — worked very
well.
❑ The City has a Volunteer Portal for residents (using an off -the -shelf solution). The
information is very stagnant and needs to be updated.
❑ GIS data is current, accurate.
❑ Do not conduct regular activation drills at this time — plan to do so in the future.
❑ Thinking about using MS Teams rather than Web EOC.
❑ Have formal Emergency Plan — scheduled for update every five years.
Requirements:
❑ Need to improve situational awareness.
Planned Projects:
❑ Would like to integrate the Volunteer Portal with the City's Alert / Warning system
to automatically volunteers when they are needed and where to report. Need City
HR contact information to feed into the Alert Warning System, IT is working on this.
❑ Update / refresh information in Volunteer Portal.
❑ IT is working with them on drone management and autonomous drone deployment
so that they can map the City before an event and then during an event to see what
haschanged.
Current State: ❑ Collecting a lot of data points — getting information by conducting interviews (as
many as 100). Includes many accounts / facilities as well as City-wide data, to
support the Municipal Climate -Action Plan.
❑ Interacting with Finance, EOC, plus CM's office on policy.
❑ Business applications being used include:
■ Building dashboards with Power BI for public information.
■ Reliant on Teams, Zoom, and SharePoint. Very pleased with Teams, and about
50% done with migration of files from file servers to SharePoint.
■ Laserfiche.
■ CobbleStone (for contract management) - getting better at it.
■ Custom applications that were developed locally including CRM.
February 22, 2022 Page 1 14 ASDI
■ Mytel phone system.
■ Utility analytics program (from 3rd party vendor) that consolidates City utility
bills.
■ Commercial, off the shelf, software (COTS) and cloud -based services.
■ Have custom layers in GIS and working with GIS to create dashboard for CIP
programs with interface to MS Project.
■ Pollution monitoring.
■ OpenGOV for budgeting
❑ Issues being encountered include:
■ Would like to have all analytic information in one repository.
■ The City's file structure is very complex and locating files / documents can be a
significant issue for part-time employees working remotely.
■ A problem in monitoring power use has been the different types of meters in
each location and the absence of an interface between the metering systems and
the City's financial system.
■ How to get workflow integrated with Laserfiche workflow? (Note: the City
completed an integrated document management (IDM) strategy last year,
objective is to become a paperless City).
❑ Looking at opportunities to update building heating and lighting management
systems to improve efficiency.
❑ Keeping tabs on metadata — where is the information coming from, what is being
changed? Need to know where meters are, what accounts the meters are
associated with, the usage information, etc. Need to look at both power (solar)
production and consumption — PGE bills are not sufficiently informative.
❑ Reporting approach being changed next year.
❑ City IT is digitizing forms.
Requirements:
❑
Need to apply sub -metering to the water system (want to use AMI for City owned
facilities water meters). Watering system is aged. Water biggest single utility
expense for the City.
❑
Demands for reporting / transparency are significant and increasing.
❑
Need documentation / training for staff.
❑
Potential future need for secure document control (at present have to physically
redact portions of documents for public release).
❑
Would like to have all analytic information available in one repository.
❑
Demands for reporting / transparency are significant and increasing.
■ Need more data for reporting — immense reporting for Climate Action Plan, 200
measures, reported annually.
❑
Fleet installing Telematics in City vehicles; want to capture information from it for
reporting.
❑
Need integration with Finance (Logos ERP system) to obtain information for
analytics.
❑
Clean energy options for emergency power generation.
February 22, 2022 Page 1 15 ASDI
❑ Need to apply sub -metering to the water system (want to use AMI for City owned
facilities water meters). Watering system is aged. Water biggest single utility
expense for the City.
❑ Need to develop automated workflows using functionality provided by Laserfiche.
❑ Have had some glitches with projects disappearing in MS Project (Cloud issue?).
❑ Search function for public in Laserfiche is clunky. Need advanced search that is more
accessible to City staff (limited number of licenses).
❑ Need to perform a review of document management options.
❑ Would like to have one -page / two page tutorial / knowledgebase.
Planned Projects:
❑ Implementing Engagement HQ (https://www.capterra.ca, provides a suite of tools
for community engagement / transparency).
Current State: ❑ Business applications being used include:
■ New World (Logos) for revenue collection (some sub -ledger systems in other
departments that are integrated with Logos), A/R, and A/P.
■ New World does not have a strong public portal for business licenses, so they are
being are being migrated from Logos to Accela. This will be completed by the
end of the year.
■ OpenGOV for transparency (public information) and for building budget. This is
not fully completely integrated with home-grown collective budget.
■ Govinvest for labor costing.
■ RBI — Community Budgeting tools.
■ Using Wels-Fargo, Active.NET, and PayPal —for revenue collection, changing
readers to Square. All are compliant with Payment Card Industry (PCI) security
requirements.
❑ Issues being encountered with the business applications include:
■ Native security in Logos has some issues regarding the specific permissions that
can be granted to a user (access is all or nothing).
■ Logos' native Application Program Interface (API) is not easy to use and
integrating New World with other business applications is difficult.
■ Experiencing some payroll issues, Tyler support has not been as proactive as they
would like in addressing the issues and have needed to go back to some manual
processes.
■ Modules within New World do not talk to each other.
■ Pulling historical information from New World is difficult.
■ Logos' budget forecasting model did not work well for them, and Tyler was not
able to support them so still using Excel for projections.
■ Have the same issue with "out -year" projections.
■ Use Business Analytics reports where they can, but not so much available on the
HR side (i.e., compensation data).
February 22, 2022 Page 1 16 ASDI
■ Also have some issues with CIP budget in New World —maybe related to
configuration issues.
■ Departments are not pulling information from Logos as often as they should —
could be both an ease -of -use issue as well as a training issue.
❑ Status of projects from prior IT Strategic Plan:
■ PCI Compliance Project done in 2017/18 (may be also handled in the City's
annual audit).
❑ City IT has recommended performing a requirements analysis / gap analysis for
finance and HR processing with the objective of identifying current user
requirements and determining if they can be met by Logos.
❑ Integration with Active.NET is a challenge (geo coding issue — might be a
configuration issue). Active.NET not fund -accounting based.
❑ Need to manually adjust fund -balances, would be nice to have solution that provides
analytics — taking up a lot of his time, have to run a lot of reports to get the
information.
❑ Getting both internal and external requests for information.
Requirements:
❑ Performance management system for HR that is integrated with payroll. Want to
integrate performance metrics with the budget.
❑ Contract processing (CobbleStone) integrated with finance.
❑ Fixed asset module that is integrated with purchasing (currently manual).
❑ Application Program Interface (API).
❑ Want Departments to become more self-sufficient in use of the financial system.
Planned Projects:
❑ Looking at potential ERP replacement within the next 2 — 3 years. Logos pretty
efficient for Finance but common theme from Departments is that reporting (budget
monitoring) is a little more difficult.
Current State: I ❑ Have established Permits Center.
❑ Have been on Accela for over a year now.
■ Has citizen access online portal to pay for permits and schedule inspections
(simple permits, i.e., change water heater).
■ Can be paid for and printed off on-line.
■ Inspections are in Accela.
❑ Had problems with inspections being scheduled later in the day — has been resolved.
❑ ePermit forms — send declarations out to Contractor / Homeowner and they
electronically sign. Need to consider DocuSign, but sometimes e-mail looks like junk
mail — is there a more secure way of sending the e-mail.
❑ ProjectDox— plan review system, 100% paperless. Just upgraded to version 9.2,
latest version. Some changes to the user interface. Communicates with Accela
when Permit is in review.
February 22, 2022 Page 1 17 ASDI
❑ Public feels that it is confusing —two systems, (Accela and ProjectDox) which system
do they use? Need to marry the two together. Have it all in one web -site. Would
eliminate most of the phone calls.
❑ Have QueueList for managing public coming to Counter.
❑ Using e-mail as customer service front-end and getting thousands of emails,
including on weekends, evenings. Same with telephone calls.
❑ Need to be able to track, route, and manage these e-mails.
❑ How do they eliminate need to answer the same question over and again (same for
phone calls)?
❑ Looking to use ticket system (ZenDesk) from City IT. Zen Desk has a "chatbot" with
widget on the web -page to assist users in completing tickets.
❑ Using G drive as overall umbrella — maxed out on capacity (90%) — looking to move
to SharePoint. Inspector can then e-mail document to applicant when on -site.
Community Development is next in line to migrate to SharePoint for access to files.
Requirements:
❑ Seeking to have just one permit application that can accommodate a range of
request rather than 15 permits as at present.
❑ Would like to be able to the public input information electronically and then review,
edit, and approve it rather than having to enter the information into Accela.
❑ Need overall dashboard that would enable them to directly generate queries and/or
reports as needed.
❑ Provide integrated access to Accela and ProjectDox for the public with clear
guidance as to which application they should use for their project / request.
Planned Projects:
❑ Building is looking at using MS Booking for the Permit Counter to enable the public
to schedule appointments.
Current State: ❑ Using CitizenServe to capture all of their data along Cupertino311 (citizen portal for
complaints), and service requests in Accela — so information in too many areas —
would like to consolidate into one if they could. Also draw information from GIS.
Functionality in both Citizen Serve and Accela works for them.
❑ Very reliant on GIS—would like additional information in GIS such as contact
information for parcel owners.
❑ Zoning information in GIS. Business Licenses are in New World. Will be moved in
next three to four months.
❑ Code enforcement has mobile devices and can access systems but wait to do their
research until they are back in the office. Office safety makes it impractical to do
work in the field.
❑ Limited sharing of information with the Sheriff's office. Have two code enforcement
officers assigned to the SO. Don't have direct access to SO systems but can call the
dispatch center. Would be great to have access to their CAD system.
❑ Animal Control is handled for Cupertino by the City of San Jose — get calls from the
public through 311 and pass them over to San Jose.
❑ Management perspective is that they want to make sure that everyone has access to
all of the information that they need.
February 22, 2022 Page 1 18 ASDI
❑ Code Enforcement officers are wary of their safety and reluctant to use mobile
devices in the field, even if all of the information they needed was in a single
repository (such as Accela).
Requirements:
❑ Other data in the City that they would like to have access to includes:
■ Laserfiche for building permits and plans (historical).
■ ProjectDox (current information).
❑ Have started talking about body -worn cameras for code enforcement staff, but no
consensus in the State regarding whether Code Enforcement officers should have
body cams although they do have contact with the public and some of these
contacts can be contentious.
❑ Code Enforcement would like to purchase a program called TLOxp (TransUnion).
Very useful and powerful tool to assist code enforcement.
■ Skip tracing tool with access to contact information for individuals (such as e-
mail, social media, and telephone numbers). Would make their operations as
effective as is possible.
■ Priced by transaction, also licensed by seat. [Please note this software was
subsequently acquired by the City].
Planned Projects:
❑ Will be getting police radios so that they can communicate directly with the Sheriff's
Dispatch Center.
❑ The City is putting a mount in one of their vehicles as a pilot program so that Code
Enforcement officers can print tickets in the field.
Current State: ❑ Business applications being used include:
■ Accela. Has been in for two years. Can they improve the use of the product?
■ Buildings is the owner of Accela, Development follows them.
■ ProjectDox.
❑ Issues being encountered include:
■ Some users are resistant to using software, too much training involved, software
needs to be user-friendly. They don't have time to sit down and figure out how
to use seven different packages.
■ Need to get information from Accela, contractor information, licenses, etc.
■ Need to make better use of Accela for items such as encroachment permits and
pending expiry of permits so can work proactively with contractors. Same for
insurance certificates.
■ Also do block -party permits (not in Accela) —get 20-30 of them each year. Can
these be automatically generated? Attachments are the same for each one.
■ Have numerous ways of communication, phones, Teams, need to be able to save
and document chats in Teams, etc. Team Chats expire after 30 days — is there an
easier way to direct to e-mail other than having to do cut and paste.
■ Have manual process to reconcile information on development bonds and
releases.
February 22, 2022 Page 1 19 ASDI
■ Takes too long to download a -Mail messages.
Requirements:
❑ Need to automate the generation of reports from Accela (workflow issue?).
❑ Continuing training very important, need same access to Laserfiche as the Clerk has.
More training in how to search for files in Laserfiche.
❑ Need way to notify staff when payments are made online by an applicant. Asking
applicant to e-mail the City when they have paid online — seems backwards.
Planned Projects:
❑ N/A.
Current State:
❑ Business application being used include:
■ City Data Services (https://www.citvdatservices.net) - provides remote grant and
loan management for cities and counties for public services, housing and
economic development.
■ HomeKeeper(https://www.groundedsolutions.org) - web -based application to
manage affordable homeownership and housing counseling programs.
❑ Meeting their needs, happy with both of them. Has the information that they need.
Requirements:
❑ Need access to translation services for printed materials (citywide need), have verbal
translation, need may increase with affordable housing projects in the pipeline.
❑ Handling a lot of affordable home ownership documents (sale / refinance) due to the
COVID-19 pandemic.
■ Concerned about being able to securely exchange and track documents.
■ Possibly could use Cobblestone / Adobe Sign for legal documents that need to be
executed and then store the executed documents in Laserfiche.
Planned Projects:
❑ N/A.
Current State: ❑ Like to hold on to documents whenever possible for future reference.
❑ Using Accela (repository and payments).
■ Where the permitting process begins.
■ Has workflow functionality.
■ Business Licenses are being moved from the Finance System (New World / Logos)
to Accela.
■ Code Enforcement is using a separate system, can they be brought into Accela?
❑ ProjectDox more important for planning; handles all processing following the
issuance of the permit.
■ Accessible to the public from https://www.cupertino.org.
■ Repository for all of the materials regarding the development of the project.
■ Can see status in of permit approval in ProjectDox. Public just want to hear that
permit is ready for pick-up.
February 22, 2022 Page 120 ASDI
■ Santa Clara County is also using ProjectDox.
❑ Laserfiche is the ultimate document repository once the project has been
completed.
❑ Prior to working from home had Qless for managing the public counter. Do not get
the same breadth of questions as Building. Sometimes calls get improperly routed
to them rather than to Building.
❑ The City's telephone system is a challenge, need to route calls more effectively, calls
not queued, planners just take next call.
❑ Calls can be directed to anyone in the office even though they a person who is "On
Duty" to answer calls.
❑ Do preliminary review for projects and applicants — most inquiries come via
telephone call.
❑ Have CivicCentral (https://www.CivicCentral.com) — web -based solution tied in to
Accela for public inquiries.
❑ People tend to call Building first. It may be useful to have a Planning presence in the
Permit Center.
❑ Have to record covenants, get them notarized, and then submit them to the County.
No way to look into the County's system to see if all of the documents have been
recorded against the property. They cannot release the hold on the final inspection
until all of the documents have been recorded by the County.
Requirements:
❑ Need template messaging to respond to applicants. Coordination is challenging on
how they respond back to applicants.
❑ Need to make the City's web -site more useful, limited in how they can use Widgets,
need more flexibility.
❑ People tend to call Building first. It may be better to have planning presence in the
Permit Center.
❑ Many documents have been digitized but have not been indexed and are thus not
readily accessible / searchable. The process of digitizing hard -copy documents is
difficult. They do not have a Project Manager and work on digitizing documents as
time permits due to staffing constraints.
❑ Need to put a note or a hold on a project / parcel. Can do this in Accela — but don't
know what the condition is until you create the project.
❑ Need to have ability for online scheduling of appointments — plus consider having
the Permit Office in the lobby of City Hall rather than in the basement. Building is
looking at MS Booking for the Permit Counter, Planning could use as well.
Planned Projects:
❑ Talking about project to map municipal codes. Would like to have a graphics based
interface (CodeHub) to map ordinances to parcels and make it available to the public
to reduce number of questions they receive.
Current State: ❑ Business applications being used include:
■ Active.NET for everything related to recreation. Went live in 2018. Looking to
move forward with Phase II. Have automated interface between Active.NET and
Logos (the City's financial system).
February 22, 2022 Page 121 ASDI
- Active.NET has a lot of updates — need more dedicated resource to review
them, get them installed, test them, and train staff to use them.
- Use City IT as their liaison with Active.NET regarding problems, upgrades, etc.
- Using Active.NET "out of the box" — have to understand how it works, has
some workarounds but have to know where they are and how to use them.
- Experience has been that Active.NET more user-friendly for the staff than for
the public.
- Only have two staff members in the Department who really know how to use
the system.
■ Logos.
■ GOIfNow (https://www.golfnow.com) - online booking service for tee times at
golf courses.
■ "WhentoWork" (https://whentowork.com) for scheduling part-time staff and
volunteers (have around 200 individuals). Inexpensive, easy to use mobile
application but not configured for them yet — still relying on Excel. Need some
help from IT to get it fully implemented and someone to administrate it.
■ Communications Team handles publications, on own use Canva to generate
them.
■ Issuu (https://www.issuu.com), digital marketing platform for communicating
with the public.
■ CobbleStone (contract processing), initially implemented last year, integrated
with Adobe Sign.
- Using maybe 20-30% of the functionality at this time.
- The Department uses many different contractors and coordinators can
manage as many as 5 to 15 separate contractors.
❑ Issues being experienced include:
■ Need more technical training for staff, only a few people in the Department really
know how to use Active.NET.
■ Maximizing reporting.
■ Need to revisit decision to use GolfNow and to determine whether this
functionality could be provided by Active.NET with the objective of breaking
down internal barriers and streamlining business processes. Could use Active
Point of Sale (already in) just need to get the reservation component installed.
■ Very challenged regarding connectivity at some of their locations, including the
Golf Course, McClelland, and Blackberry Farm. City IT has a list of park sites
where they want to improve Wi-Fi connectivity including Wilson Portal and
Creekside.
■ Want to blanket the parks with WiFi — but are wary of people spending more
time online rather than enjoying the park. Should Memorial Park be blanketed?
■ Need to get away from using multiple applications (such as Square for point -of -
sale) when can do it all through Active.
❑ Feeling that remote learning / meeting will be the norm from now on, hybrid
combination of on premises and on-line attendance.
February 22, 2022 Page 122 ASDI
❑ Have 27 different fields —would be helpful to have on-line access as to when they
are available.
❑ QR Code at fields so that people can pull up the schedule for the facility.
❑ Need to be mindful that have people in the community that are not as comfortable
using automated solutions and will have continuing need to generate hard -copy
materials.
❑ City IT is working on a number of projects for them including putting in access
controls for the Senior Center, digital signage for Quinlan, plus augmented reality at
McClelland.
❑ Status of projects from the prior IT Strategic Plan:
■ Apple Pay was cancelled (not needed) and no longer have case management
program at the senior center.
■ Same for "Dog Off Leash" reporting application.
Requirements:
❑ Public expectation that the City can be as forward as Apple, i.e., mobile application
to reserve Tennis Courts. Church nearby has something that they can use — they will
review.
❑ City IT has recommended that they should have Active.NET's professional services
unit perform a post -implementation review of the City's implementation and how it
can make the best possible use of the product going forward.
❑ Need to complete the implementation of CobbleStone including interface with Logos
for invoicing and risk management as well as a customer interface.
❑ Engagement HQ— Open Town Hall —would like to have more information about this
for surveys, mass communication, etc.
❑ GIS information would be helpful for direct marketing, i.e., where do seniors live,
where do families with children live, etc. Need to know what GIS can do for them.
IT is rolling out some training for GIS.
❑ Would like to have work order system — if the asset the is location -based can use
Cityworks, otherwise can use IT's Ticketing System or Customer Service Portal
(ZenDesk).
■ ZenDesk can be configured to handle both tickets opened by internal staff
members as well as the public and can develop knowledgebase behind each issue
that can be leveraged to resolve similar future issues.
■ Parks liked the demonstration for ZenDesk.
Planned Projects:
❑ Implement "WhentoWork."
❑ CIP project for next year— amphitheater upgrades, etc. Need to define what IT
upgrades should be included in the renovation budgets.
Current State: ❑ Business applications being used include:
■ Active.NET. Want to make better use of Active rather than adding more
applications.
■ Have a software defect in Active regarding cancelling tennis reservations.
February 22, 2022 Page 123 ASDI
Requirements:
❑ Sports Center at Quinlan may need an AV refresh — also network and cabling may
need to be upgraded. Could use one of the smart panels like they have at Quinlan.
❑ Looking to repurpose conference room since not using it (not a project for 2022,
maybe 2023).
❑ Need to look at access control — when upgrade Senior Center will go back and look at
the rest of the buildings. Would like to change out keypads on doors to card access.
❑ Tech refresh in 2023/24 for team center. May want to move this to another
building.
❑ Add project to Upgrade Portal Park to be network capable.
❑ May want to look at digital timekeeping for Tennis Courts, so people know when
their time is up.
❑ Could digital signage be a solution (showing who is signed up for what courts and at
what time) — connect to MS Bookings.
❑ EEC looking at being more interactive — may need more displays would like to have
walk-through with IT staff to see what they can do. (See IT budget presentation).
❑ Looking at Augmented Reality — then long term, 3D projection without a screen.
❑ Opportunities at the Preserve as well.
❑ Need to look at Access Control and Security Cameras at the Swimming Pool. FY
2023.
❑ Want Mytel phones in most rooms (budgeted for Quinlan) so can broadcast if have
security issue.
Planned Projects:
❑ N/A.
Current State: ❑ Capital Improvement is focused on project management: budget, schedule, quality,
etc. Don't do design in-house at this time, may do so in the future.
❑ Business applications being used include:
■ MS Project and want to make more robust use of it. Are their better tools for
them other than MS Project?
■ Extract financial information from Logos, about one-third of what they do.
■ OpenGOV — but not made for printing, so got Collective Budget
■ Bluebeam as a PDF drawing tool, like the ability to share with Bluebeam.
Working better than Project Docs.
■ Making a lot of use of Excel.
■ GIS (great for background information, but not seen as being core to what they
are doing).
■ The City is using ESRI Storymaps, as well as EngagementHQ on the web -site.
Information good but the presentation is not as good as it could be. A project to
address this should be in included in the update to the IT Strategic Plan.
■ Automated Bidding Process (custom application developed by City IT).
■ ProjectDox.
❑ Issues being experienced include:
February 22, 2022 Page 124 ASDI
■ Have issue with e-mail management / retention, etc. May have to buy more mail
manager licenses for the City. Have issue with mail manager and Active
Directory.
■ Chad —Have not looked at New World. Not much knowledge in how to use it. No
one has talked to them.
■ Contractor using PlanGrid for Library— rely on consultants / contractors. Would
PlanGrid work for them?
■ Experiencing some issues when have to exchange information and/or coordinate
activities with CalTrans.
■ There is some resistance to using enterprise applications, it seems that too much
training is required in order to make effective use of them —the software needs
to be more user-friendly for casual users. Don't have the time to figure out how
to use seven different packages.
■ Have the same thought about MS Teams. Documents and other content are
being stored in MS Teams, OneDrive, and other places (such as ProjectDox and
network drives) to find the information they need. This is very time-consuming.
■ Problem when need to archive project information at the end of the project.
Have contractors that handle project archiving as part of their contracted
responsibilities. Can the project folder be integrated and automatically archived?
Requirements:
❑ Certified payroll management.
❑ Streamline contract creation and C3 compliance monitoring plus ADA compliance.
❑ Streamline development of RFPs.
❑ Integrate automated bidding process with the City's financial applications (Logos and
CobbleStone).
❑ Have to get cost information all of the time. Would like to have information on cost
metrics and escalation trends.
❑ Visual presentation of information. Used Tableau (visual analytics platform) in the
private sector.
❑ Create unified repository ("Dataverse") of information so that don't have to re-enter
the same information as many as four times.
❑ Integrate finance information with the rest of project information (such as tasks,
timelines, deliverables, etc.)
❑ Facilities Management software to catalog the City's portfolio of facilities.
❑ Improve ability to electronically exchange information with contractors when initiate
projects (doing it "old school" today with PDFs).
❑ Better automate the overall CIP process.
❑ Replacement of ESRI Storymaps and EngagementHQ for creating visual content as
part of the project to replace the City's current web -site.
Planned Projects:
❑ N/A.
Current State: ❑ Business applications being used include:
February 22, 2022 Page 125 ASDI
■ Cityworks. Used for drain inlet maintenance, etc. Cityworks has streamlined
their workflows and helps them track activities / productivity and to develop
meaningful performance measures / workload indicators.
- Increases efficiency / accountability.
- Limitation is that cannot use Cityworks to obtain information on assets that
not owned by the City, such as private sector businesses.
- The implementation of Cityworks is a partnership between the Department
and City IT. Bill — Cityworks is a partnership between the Department and IT —
may need to have a BSA shadow Environmental for a while to see how IT can
be of benefit to them.
■ Treated acres are in GIS — urban run-off pollution management, plus creeks page.
■ Environmental Hub is on the City's web -site.
❑ Projects in progress include:
■ Rolling out Green Halo in the fall of 2021 (Sept/Oct) — COTS software product that
provides support for tracking construction and demolition debris.
■ RFID for trash cans on hold for now.
■ Have a couple of pilot projects in projects including Acclima (pollution and noise
sensors in the vicinity of quarries).
❑ SB1383 — A lot of record tracking about paper procurement record keeping, energy,
compost. Also tracking for CalRecycle. Paper needs to have 30% recyclable content.
❑ Pull information from multiple sources and compile reports for the State. A lot of
narrative goes with the data.
❑ Not using Laserfiche.
❑ Need to be able to tell their story well.
❑ Storm drain parcel fees change as land -use changes, and the fees need to be
certified every year. Use a consultant for this.
Requirements:
❑ It may be useful to have a business systems analyst from City IT work with
Environmental for a while to better define how they can make better use of the
City's existing information technology assets / applications.
Planned Projects:
❑ N/A.
Current State: ❑ Divisions supported from the Service Center include Fleet, Facilities, Streets, and
Grounds.
❑ Business applications being used include:
■ Rock Solid (311).
Integrated with Cityworks (major factor in decision to procure). 311 system
will create a service request in Cityworks and then workers will create a work
order.
■ Rapid Plan for street closures, shut -downs, events.
■ Cityworks. Facilities is still in the process of migrating assets. Ongoing project.
Fleet has been on Cityworks for over three years. FuelMaster is integrated with
February 22, 2022 Page 126 ASDI
Cityworks for preventive maintenance and Telematics is also integrated with
Cityworks. Have remote access in the field (Streets) using iPads and can update
Cityworks. Grounds also doing the same thing.
■ The Department is using Cityworks to:
- Create work orders, inspections, etc.
- Manage fleet and facility assets.
- Reporting. Using dashboard to monitor status of tasks, uses for reporting,
performance measures, etc.
■ AutoDesk (need more training than functionality).
■ Adobe for PDF documents.
■ Plans mostly in Laserfiche.
■ Property Information Application.
■ Proprietary software (Omega, Flexi) to design signs, etc. Use them on daily basis.
■ FuelMaster to track usage and software to track capacity of fuel storage tanks.
■ Specialized trouble -shooting and diagnostic software from Ford.
■ Telematics for automated SMOG checks, etc.
■ Access management software for various facilities and a key application for older
facilities.
■ Vehicle check-out.
■ Online system for safety data sheets (through outside vendor), gave vendor all of
the data sheets and put them in database for them.
■ Have Rainbird software for irrigation management.
❑ Support for these business applications is a combination of using the product vendor
for training, etc., and working with City IT regarding installation, configuration,
access, and performance issues.
❑ Issues being encountered include:
■ Asset tracking handled a bit differently in each of the shops, some are point -
based (GIS) — put GIS layers seamlessly into Cityworks. All housed in GIS and
pushed into Cityworks.
■ Each division is different regarding tracking hours on work orders, all time is
reported in Cityworks against work orders and in New World for payroll — not
trying to identify every possible working hour. Labor in Cityworks is tied to the
asset not to the employee.
❑ Performing a lot of services that can be tracked with metrics, performance
measures. Don't want performance measures to create additional work. Looking to
add more. Want them to be just an outgrowth of what they already have in
Cityworks. Don't want to take away from the work that needs to be done.
❑ City Street Light transition plan is in development — approved by City Council. Could
be CIP project by 2023.
❑ No need for specialized fleet management system at this time.
❑ Have four storerooms in Cityworks (one virtual) fleet is the most recent. Will add
new ones if needed in the future. Might want to look at other inventory
management systems in the future.
February 22, 2022 Page 127 ASDI
❑ Have integrated pest management— paper -driven. Pesticide management.
❑ Status of projects from prior IT Strategic Plan:
■ Did re -inventory of trees, filled in gaps. Built application that is forward -facing
for residents to look at their trees including the ability to generate 311 requests.
Requirements:
❑ Need quicker, easier access to drawings, documents (in Laserfiche) from Cityworks.
❑ On Facility side greatest need is for energy management — two largest facilities are
not on energy management, antiquated, need to be updated. City Hall and Quinlan
Community Center. Need to standardize energy management across the City.
❑ Need uniform, standardized approach to energy management — highest need.
❑ Fire Alarm Boxes in some City facilities are using obsolete systems, and these will
need to be replaced.
❑ Future needs, possibly outside of 3-year horizon, include:
■ Smart Streets.
■ Street Light Monitoring and Management.
■ Automated digital displays on Stevens Creek Blvd rather than banners for events
— could also be used for emergencies, alerts, etc.
❑ Need to develop illness / injury prevention plan (required by OSHA) is there an
automated way to generate the plan and then track progress?
❑ Don't have a strategic plan for urban forestry — need to get on cyclical basis for
updating tree inventory and planning for tree management.
❑ Need for integration between Cityworks and New World (Logos).
Planned Projects:
❑ Planning to implement automated approach to preventive maintenance.
Current State: ❑ Applications being used:
■ Use a lot of the MS Suite, MS Publisher, etc.
■ Adobe and Bluebeam for plan review (not all staff members have Bluebeam,
more intuitive than Adobe).
■ AutoCAD if doing in-house design.
■ Cityworks (pretty good).
■ Accela for transportation permits.
■ 311 City Source software for the public to create work orders.
■ govAccess (from Granicus) to modify the web -site, very clunky, hard to get a
good looking web -site.
■ GIS applications, tools are very nice.
■ Chris — Google Earth, some web -site work, seems to work OK. Only thing coming
up in the future may need more complex modelling software — using VTA model
but would like to have own model as go into the BLT transition. Transportation -
impact mitigation. Otherwise, happy with Teams, Word, etc.
■ APMS Now used to manage controllers in the field.
■ Gresemark for video detection.
February 22, 2022 Page 128 ASDI
■ Econolite Supervisor to manage cameras.
■ Polara app on iPhone.
■ SolarWinds to manage Etherwind switches in the field.
■ PCMP tester, etc., in the shop.
■ exacgVision for video surveillance.
■ Laserfiche for old blueprints.
■ GIS.
■ Cityworks.
❑ For the future would like to have more freedom to manage software with regard to
updates (have a lot of software and a lot of updates). Work directly with the
vendors and the set up something with IT. Anticipates will add software in the
future. Would like to upgrade video to IP.
❑ Traffic center network was refreshed last year. Migrating from serial video
controllers to Ethernet / IP-based video controllers — some network connection
issues.
Requirements:
❑ Need to provide capability for the public to identify safe routes to school - want
public to be able to plug in an address and then get route but does not seem
possible with GIS. This can be done in Google but does not identify which routes are
the safest.
Planned Projects:
❑ N/A.
3.3 — Innovation and Technology Interviews
Interviews conducted with the City's innovation technology managers and staff included:
❑ Bill Mitchell, Chief Technology Officer.
❑ Nidhi Mathur, Applications Division Manager.
❑ Applications Division Staff Members.
❑ Teri Gerhardt, GIS Division Manager.
❑ GIS Division Staff Members.
❑ Benny Hsieh, Infrastructure Division Manager.
❑ Infrastructure Division Staff Members.
The interviews are summarized below. The summaries include:
❑ Current State: Information regarding current business processes, issues that they may be
experiencing in using information technology, and projects that they are working on.
❑ Projects in Progress or Planned: Projects that are either in -progress or that are planned
through FY 2023/24.
❑ Issues and Challenges: Difficulties that have encountered in the development, deployment, and
delivery of information technology software and services for the City's internal user community
and the public.
February 22, 2022 Page 129 ASDI
❑ Opportunities: Possible future uses of information technology that should be considered in the
update to the City's IT Strategic Plan.
Please note that these summaries reflect SDI's understanding of the key discussion points and that
potentially confidential or sensitive information regarding the City's information technology
infrastructure and applications has been removed from the published summaries.
Current State: I ❑ General observations:
■ Meeting with Directors on quarterly basis — feels that City IT needs to drill down
to the next level of management to get a better perspective of challenges, issues,
opportunities, and priorities.
■ The City has an informal IT governance process. The CTO works with is staff to
triage requests.
■ The City has a policy that all IT expenditures must go through IT. Finance helps if
someone tries to purchase hardware, software, or services without going through
City IT first. Even so, some departments have software and/or services that City
IT doesn't know about.
■ Getting there with awareness that anything that touches the City's network must
go through City IT.
■ All users have mandatory security training and City IT sends out "Phishing" e-
mails to assess whether users can identify them.
■ The disaster recovery (DR) site is "solid." City IT staff members go the DR site
annually to ensure that they are familiar with the facility.
■ IT Team is very stable and solid, engaged — have technical muscle.
■ It will be interesting to see where the City goes with telework.
■ Centralization of IT support services went well. Putting Business System Analysts
(BSAs) out in the field to assist users with the definition of requirements and in
making better use of business applications.
❑ Software and services that have been deployed include:
■ Have deployed SSO and self-service password reset for users.
■ Using an artificial -intelligence (AI) based cyber-security tool that autonomously
responds to cyber-attacks), so the City is prepared to respond in the event that it
is hacked.
■ Maze and Associates performs a network penetration test every year as part of
the audit, getting a professional testing service in every two years.
■ Implemented BOSSDesk (https://www.bossdesk.com), an IT Service Management
and Help Desk Solution for both cloud and on -premises computing.
■ Implemented Zendesk (http://www.zendesk.com) for customer relationship
management (CRM) for public issue reporting, routing, and management.
- Users preferred Zendesk and is more cost -competitive as well.
February 22, 2022 Page 130 ASDI
■ Creating a data warehouse for source data — pulling data from Active Directory,
New World, Accela, etc. into a common repository ("Dataverse") so that can
quickly launch applications.
- Have some initial successes, were able to respond quickly to County
requirement for vaccination status statistics for City staff, volunteers, etc.,
within the required 14-day window.
■ Have Portfolio Dashboard for any project that has to be reported out to the City
Council —takes data from MS Project and New World.
Projects in
❑ Projects in progress include:
Progress or
■ Working on adaptive traffic management / signaling.
Planned:
■ Have Esri Velocity database for IoT (Internet of Things) data from "smart" devices
— feels that the demand for IoT for real-time management and reporting is going
to be significant.
■ Deploying drones (and the software to manage them) to capture damage reports
following an emergency. DroneDeploy (http://www,dronedeploy.com) allows
them to fly a drone over a pre -defined flight path.
■ Going into the Public Works Service Center next with video capture.
■ Project with Aclima (http://www.aclima.io) - works with Bay Area Air Quality.
Drive every street in the City 20 times per year to measure and analyze air
pollution and greenhouse gasses.
■ Data literacy in the organization is important— have a Data Governance project
for next year. Looking to eliminate the need to redundantly maintain the same
information in multiple business applications.
- Minimize the need to create and maintain interfaces between business
applications.
Issues and
❑ Need to decide if the City should have an Information Security Officer (ISO).
Challenges:
■ In a highly mobile and remote working environment, users represent the biggest
security exposure is the user.
■ Concerned that it may cost too much to hire an ISO and then have them
constantly in training.
■ See the City doing more penetration -testing.
■ Could consider security as a service as an alternative to hiring an ISO.
■ In interim looking at bringing in a Senior Network Engineer (possibly from within)
and bringing the other network staff members to Network Specialist.
❑ Concern about the usability of the City's web -site for the public, the difficulty being
experienced by the users with the proprietary content management tools for the
web -site, and the level of support from Granicus / Civica. Might go with Druppel.
Opportunities:
❑ Vision going forward includes:
■ Continuing to improve customer service.
■ Helping departments with budgeting for IT -related items.
■ Continuing to improve collaboration with the users.
■ Working with OEM group on Neighborhood Watch. Need to make the public
more aware of City programs and information that are available to them.
February 22, 2022 Page 131 ASDI
■ Expanding programs for the public — need to redo the web -site and make it more
graphical.
■ Keeping up with modern, secure infrastructure. Moving cautiously to make sure
that their security needs are met.
■ Doing a better job of succession planning within City IT.
■ Improving resiliency. Thinking about going to a cloud -based DNS.
Current State:
❑ The Division was created approximately four years ago — Nidhi has run it since then.
■ Had previously managed the implementations of New World and Magnet (not
successful, was failing to begin with, objective was just to get the application
implemented and then was successfully replaced with Accela).
❑ Have been closely collaborating with the GIS Division (which supports the Esri GIS
platform as well as the Laserfiche document / content management system) but
boundaries are not formal as to the respective responsibilities of the Applications
and GIS Divisions.
❑ The number of applications is a challenge, i.e., procured NEOGOV because New
World could not support all of their HR needs.
❑ Current state:
■ Had a lot of home-grown solutions on AWS (cloud) platforms. Working to
improve, optimize, and consolidate.
■ Meeting with all departments in the City. Distributing resources based on
criticality of project for the City and budget.
■ All business applications had to be available for remote workers during the
pandemic.
■ Always manage to find a solution for the users, i.e., appointment calendars (using
MS Booking), have never been in a situation where they could not find some way
to help out the users.
❑ All staff members taking training to keep them ready to take on new tasks.
Projects in
❑ Current projects include:
Progress or
■ Moving the processing of business licenses from New World to Accela.
Planned:
■ Other Accela projects include:
- Rolling out encroachment permits in Accela and integrating with Adobe Sign
so applicants can sign for permit online.
- Trying to optimize building permits in the portal, only five now, want to have
all of them available to the public.
- Working on customer service portal for Community Development and
planning to use Zendesk.
- Depending on the project may have external support for help with
implementation, i.e., Accela, Zendesk.
- Will bring in external resources but Nidhi will be the project manager.
February 22, 2022 Page 132 ASDI
■ Nidhi is working to develop an application portfolio.
■ Rolling out NextRequest for City Clerk— using internal resources and planning.
❑ Planned projects include:
■ A project for the replacement of New World (the City's financial and HR
application) is planned.
- New World not "open" and information exchanges with other business
applications are difficult to implement, the Application Program Interface
(API) is very limited.
- Will hire 3rd-party firm to perform a Needs Analysis, funding approved for
next FY, but no budget for the next steps yet. May do so in six months.
- Need application for employee performance management.
■ Migrating business applications from on -premises to fully SaaS (Software as a
Service) to make them more readily available to City users who are working from
remote locations as well as to improve resiliency / availability of the applications
in the event of a disaster such as an earthquake.
■ Getting the code enforcement officers on Accela.
Issues and
❑ Can get from 10 to 40 requests in on a daily basis. Some are very complex and
Challenges:
require more time and resources to turn around than others so need to prioritize.
❑ The implementation of SaaS will be a challenge, although very useful in a remote
environment, have been consumed with its implementation / rollout.
❑ City does not have a dedicated Project Management Office (PMO) and there is no
discussion at this time about implementing one. City IT is nonetheless firm about
having a project charter and a project plan before signing -off on funding requests for
new projects.
Opportunities:
❑ Would like to have another dedicated Business Systems Analyst (BSA), have 2 full-
time BSA's and two part-time persons.
■ An additional BSA would enable them to better triage requests.
■ Thinking that would have 30% of internal staff on new projects and 70% on
maintenance (varies over time — this is the proportion at this time).
❑ The implementation of the "Dataverse" is very critical for them — need to get to next
level. Need to be able to support business analytics.
Current State: ❑ Supporting New World (Finance / HR) and CobbleStone (contract management).
■ Average user does not have many issues, much of Application's work relates to
managing security permissions.
■ Have some one-off issues in New World, but other working OK, from a day to day
perspective.
■ Human Resources is not happy with the functionality in New World.
■ CobbleStone went in last year.
- Application is slow since the users have to be connected to the City's VPN to
access it.
February 22, 2022 Page 133 ASDI
- Had to develop a custom integration with Adobe Sign.
- There is no integration between New World and CobbleStone. Once a
contract is completed in CobbleStone Finance has to manually set up the
payments in New World.
❑ Application selection is a collaborative process with the users. Budget is in IT— so IT
makes the final decision on selection (review with Bill).
❑ Supporting a wide -range of applications as well including:
■ Accela.
■ Cityworks.
■ SharePoint.
■ Office365.
■ City's website (https://www.cupertino.org) —formerly Civica, now acquired and
supported by Granicus.
■ Laserfiche (in conjunction with the GIS Division).
■ Custom applications.
❑ Workload / priorities vary — get direction from Nidhi and Bill. Have tickets (in
BOSSdesk) and solutions that they track in BaseCamp. Approach is agile, continuous
delivery. Work out priorities with Nidhi and the users.
❑ All division staff members getting certified on the MS Power platform (a service for
building business apps that work across the web and mobile environments with
potentially less time and expense compared to traditional custom software
development) so will be ready for the City's transition to a low -code SaaS
applications environment.
❑ Getting other training as they need it.
Projects in
❑ Introducing Zendesk for business programs such as the Permit Center.
Progress or
■ Great fit for the business process.
Planned:
■ Will be integrated with business process automation, dashboards, visualizations,
reporting, etc.
❑ Evaluation / replacement of New World.
❑ New projects on the AWS platform using .Net such as Open Enrollment Forms, etc.
❑ Application development / maintenance as required.
Issues and
❑ Need to stay on top of SaaS solutions that can be readily implemented to meet
Challenges:
specific business needs. Need to work with users to expose workflows to new
automated solutions.
Opportunities:
❑ Migration of business applications from on -premises to SaaS.
Current State: ❑ GIS is the data backbone of the City. Is of the opinion that the GIS Division is doing a
good job of making sure that staff have all of the layers that they need and that have
links back to Laserfiche.
February 22, 2022 Page 134 ASDI
❑ Have quarterly internal GIS meeting with key users from all over the City to review
what is available to use.
■ Highlight all of the new apps and maps and go over any updates that they have.
■ Get very good feedback from the users regarding what is working for them and
what is not, and questions from the public that are difficult to answer.
❑ Ensure that the GIS functionality that is made available to the public is intuitive to
use.
❑ Don't have a newsletter or special web -site regarding GIS — but do have a page on
the City's web -site — have gallery of all of the tools that are available.
❑ The City does not have a GIS steering committee.
■ Projects / priorities are driven by the budget and what is requested by the users.
■ Information regarding the status of GIS projects is available in the Planner in MS
Teams and keep track of completed projects in the Help Desk system.
■ Get a lot of questions regarding potential uses of GIS, i.e., Storm Drain Program,
information regarding private storm drains.
❑ Feel as though they are staying current with backlog —tend to move through
requests very quickly. Known for fast turnaround in the City.
❑ GIS programs supported include:
■ Extensive asset management program through Cityworks — used in all operations
divisions. Expanding what is captured in Cityworks. Some users not 100%
onboard (i.e., Grounds, Traffic) but everyone else very committed to use of the
application.
■ Pavement management — 84% PCI, much higher than other Cities, like to
highlight what the City is doing very well. Also have CIP story map for the public.
■ Have augmented reality art works tour regarding public works of art in the City.
■ Employees get training in GIS as part of onboarding, esp. with regard to property
information.
■ Also provide some training with regard to Cityworks.
■ Sharing GIS information — part of regional GIS group. Created GIS Disaster
Response Group, developing different common regional responses to Disasters.
Working on a regional tool for building damage assessment.
■ Moving into aerial — doing it every year with LIDAR every four years.
■ Meeting with City Disaster Response team, to get tools built and tested. Recently
did exercise with volunteers and staff.
■ Working with the City's sidewalk inspection vendor to pull in their information.
❑ Working with City public safety committee — SO comes to them periodically for
maps. Share information with them in different forums.
❑ City IT is working towards a City-wide project management methodology.
❑ Getting a lot done, but also have a long "laundry list."
❑ Comfortable with what they have. Training is key and do a lot with it using the
Power platform.
❑ Working on an enterprise roadmap for Laserfiche.
February 22, 2022 Page 135 ASDI
■ IT hired consultant to develop the roadmap — in first year of three year project.
Ad -hoc team of four people (two from Public Works).
■ Laserfiche was initially implemented in the City 18 years ago.
■ The implementation was very siloed by department and coming up with a unified
structure.
Projects in
❑ Big project is the "Dataverse" repository. Have employee data in there now, and
Progress or
continuing development is budgeted. Everyone wants enterprise information,
Planned:
digital forms, and want access to information to be automated.
❑ 3D modelling is big — and the technology is getting more robust and easier to use.
❑ Starting drone program —think of use cases all of the time. Team working towards
drone certification, plan is to quickly capture imagery and make it available to the
users.
❑ Augmented reality for McClelland preserve — nature information.
❑ Doing more Al and deep learning. Had interns going out into the field to collect
information, if could use machine learning instead that would be better— more
accurate.
❑ Expand Cityworks, get everyone on Storeroom, Public Works is hiring a person to
manage Storeroom.
❑ Use Esri Velocity to capture real-time data and generate work orders (such as related
to potholes)
Issues and
❑ Missing that they are not advertising enough to the public regarding the GIS features
Challenges:
that are available to them.
❑ Need more communication after the initial roll -out of GIS applications to encourage
their use.
❑ COVID has changed user's expectations regarding speed of delivery.
❑ Have only one part-time intern that is the "guru" for Laserfiche, need full-time
person.
❑ Moving to SharePoint as the replacement for network drives for publishing and
sharing files.
Opportunities:
❑ Continue deployment of GIS functionality for both the City's internal user
community and the public.
❑ Implementation of the "Dataverse."
February 22, 2022 Page 136 ASDI
Current State:
Cityvrorks
City of Cupertino Magner! Accela
GIS
Data6�iltlingeye
Olgiral antl Hartl
C.M Maps
Figure 3.1— City's GIS Environment (Source: City of Cupertino)
❑ The City has an extensive GIS program including:
■ Data is usually maintained by City staff and then reviewed by GIS staff.
■ The County of Santa Clara downloads GIS data from the Open portal to update
the County's GIS.
■ The City gets updated parcel data from the County monthly.
■ GIS is responsible for a number of new projects as well as the maintenance of
existing GIS applications.
■ Get aerials annually and get Lidar scan every three to five years.
■ In an emergency, members of the public can post updates to ArcGIS online.
■ Needs driven by customers (internal staff) such as Tree application as well as
from members of the public.
■ The City's 311 project has a dashboard attached to it and they are using some
triggers to work with 311.
■ Conduct GIS training sessions for City staff members, annually and as needed.
■ Users can generate maps, but requests for more detailed maps come to the GIS
team.
■ Users are reportedly very happy with City's GIS program although every
department uses GIS a little bit differently.
■ Users can access GIS from the field and update data — also using a mobile
application for Cityworks.
- Have some connectivity issues out in the field.
■ GIS staff members meet with the GIS Division Manager and the Meet with Teri
every week and the Chief Technology Officer every other week to review projects
/ priorities.
❑ Current projects include:
■ Cityworks:
- Data is sent from GIS to Amazon (AWS) server and then integrated with
Cityworks.
February 22, 2022 Page 137 ASDI
- Property information system for public linked to Esri and Laserfiche, plus open
data portal hosted by Esri.
- GIS is the central repository —just edit from Cityworks.
■ ServiceFinder app on AWS server.
■ Accela is doing the same — getting spatial data from GIS, but permit information
kept somewhere else.
❑ Have Google analytics page — know that they get 100's of views per month.
❑ GIS enterprise license with maybe 10 users — looking at going into to the enterprise
license model.
Projects in
❑ Goal is to get all documents that are subject to records retention in Laserfiche. Have
Progress or
property number in Laserfiche metadata, same for streets — each has own asset ID.
Planned:
❑ IoT. Looking at traffic sensors, etc. Looking at vendors right now.
❑ Drone Program - still going through certification process for the drones, will likely
result in more data requests.
❑ More public information, i.e., Garage sales.
❑ Looking at more integration with other applications, i.e., CIP projects and budget
information, etc. — expand use of Cityworks for CIP projects.
❑ Have different ways to connect to GIS, would be nice to have a faster, less seamless
connection (as fast in the field as in the office).
❑ Make GIS applications easier to use, so don't always have to go through Esri.
Issues and
❑ Do not have a great way of getting information to the public regarding what the City
Challenges:
has in GIS.
❑ Don't get very many direct contacts from the public. Should they have chatbots on
the City's web -site (the 311 application has chatbots as well as a knowledge base
and this could be a model for what GIS should have available).
❑ Managing user requests (tickets) tickets through MS Teams and BOSSDesk, double
entry since most people just come up to him in person. Can't pull the data out of
Teams as easily as BOSSDesk.
Opportunities:
❑ N/A— please see above.
Current State: ❑ General notes:
• Implemented a lot of the items identified in the 2015 IT Strategic Plan and the
2017 update.
■ City IT is generally responsible for the support of anything that has an IP address.
■ A lot of the workload going to SaaS.
■ Starting to take over some responsibilities from Public Works such as the phone
system, video capture, and facility access systems.
■ Have a vendor supporting the City's implementation of VoIP.
■ Reviewing user requests / issues in BOSSDesk on a regular basis, looks for
patterns.
February 22, 2022 Page 138 ASDI
■ IT Division Managers meet with the Chief Technology Officer every other week.
❑ Infrastructure:
■ Have revamped the City's infrastructure but coming to the point where they are
going to need to reevaluate / replace access points, servers.
■ City Hall is an older facility; the server room is in a weak area of the building.
Internet connectivity at City Hall is also an issue since there is no fail -over in the
event that the connection fails.
■ Next step with the City's remote disaster recovery (DR) site is to have staff visit
every six months to ensure that they are familiar with site and equipment.
- They can VPN into the DR site.
- DR site is updated every 15 minutes and backups to the DR site occur weekly.
- Also have some infrastructure at the Corp Yard, but not a full DR site and at
other sites.
■ Uniformly using Apple devices for tablets — user preference. iPads in Service
Center.
❑ Security:
■ Working on the security side of things — using AI -based tools to manage the
network.
■ Security is a huge issue for them — question of when, not if, they will get hit with
a ransomware attack.
■ Need to have complete security review.
❑ Remote Working:
■ City provides devices but employees provide their own internet access.
■ Infrastructure Division staff members are mostly working from home at the
current time.
- Not sure that is sustainable in the long -run.
- Using Teams, a lot to keep in touch and review status, staff members have
VoIP on their laptops.
- Need to always have at least one person on -site at City Hall.
Projects in
❑ Looking at IaaS (Infrastructure as a Service) — migrated domain services to Window
Progress or
2019 — should they go to Office 365?
Planned:
- Open to thought of moving services to the Cloud.
Issues and
❑ Office space for City IT at City Hall is not optimal — too public, too much traffic.
Challenges:
❑ With many City staff members working remotely during the pandemic, the City
needs to review and update policies, i.e.:
■ What does the hybrid / remote workplace look like?
■ What is the City responsible for?
■ What is the employee responsible for?
❑ Similarly, the policy for telecommuting should also be addressed when the City
reopens its facilities.
❑ They have a lot of "application creep" lately (development of new custom
applications by the City's IT staff); keep adding new applications.
February 22, 2022 Page 139 ASDI
■ Question as to the supportability of these applications in the long run.
■ Should first choice always be COTS and then only develop custom applications if
an existing application is not available or a good fit for the City's requirements?
❑ Security is becoming a much bigger concern. Need a dedicated person responsible
for managing security.
■ Need to develop a strong security policy particularly when have many City staff
members working remotely.
Opportunities:
❑ N/A— please see above.
Current State: ❑ General:
■ The City has come a long way from 2017.
■ Moving more and more to the cloud.
■ Initial challenge was that COVID came on fast, had already been moving to
notebooks. Logistics were a challenge, also home environments are not always
ideal (internet access, workspace, etc.).
- Having most of the staff on notebooks was a big advantage.
■ City very good about training.
❑ User Support:
■ All users have notebooks, very mobile workforce. Need to review best practices
for managing a mobile workforce.
■ Using BOSSDesk (WMI technology) for support, some challenges with remote
workforce. Inventory / asset tracking functionality is limited.
❑ Infrastructure:
■ Have standard configuration for notebooks and desktops (small number).
■ The City has standardized on Dell devices (except for Apple tablets) they try to
make sure everyone has the same configuration.
- Update images about every six months.
- All devices are locked down, no local administrators.
- Have MDM (Mobile Device Management) for notebooks, can track, freeze,
and wipe them remotely.
■ UPS at City Hall has been overhauled, have DR site in Phoenix, can spin -up VM's
over there, have not tested yet. In plans to do during 2021/22.
■ Went to hyper -converged virtual infrastructure.
■ Have two Internet providers (ATT at City Hall and redundant circuit at Parks —
some branch offices have Comcast Business).
■ Tech refresh is ongoing. Using SmartDeploy and PDQ to image devices and push
out software. Handling much of the physical work themselves, have an external
service provider for help as needed. Also have Dash to help with deployments.
IT staff handles "racking and stacking."
❑ Security:
February 22, 2022 Page 140 ASDI
■ Responsibility is split. The Applications Division handles cloud -based security,
and Infrastructure handles local security, firewalls, etc.
■ Biggest challenge for them. Need to be able to weed out the soft alerts so that
are not over-whelmed.
■ No outside Pen testing — last time was 2015.
■ Would like to know more about database security— some concern that the
Applications Division may not have sufficient staff to effectively manage database
security.
Projects in
❑ Traffic Operations Center now on the City Network (ongoing).
Progress or
❑ Implementing additional network controls including DarkTrace appliance to protect
Planned:
them from ransomware.
❑ Finishing up MFS rollout — started with City users now moving on to Commissioners
and volunteers.
❑ Upgrading cameras around the City from analog to digital (took over from Public
Works) — responsible for video capture.
❑ Taking responsibility for access control to City buildings.
Issues and
❑ The Data Center is located in the worst part of City Hall —will need an earthquake
Challenges:
retrofit or move of Data Center to an alternative facility combined with migration to
Cloud -based infrastructure services.
❑ Would be nice to have an IT Lab. Used to have part of the EOC at City Hall but now
limited to just to one wall.
❑ Would be nice to have devices with more efficient multi -factor authentication than
is provided by current Dell devices.
❑ Office space for IT is a problem — big open space at City Hall can be distracting.
Opportunities:
❑ N/A— please see above.
February 22, 2022 Page 141 ASDI
3.4 — Business Applications
This section of the IT Strategic Plan Update provides a review of the City's portfolio of business
applications that considers:
❑ The business applications that are being used, their users, and opportunities for the City to
make better use of them.
❑ Their impact on the City's total cost of ownership (TCO) for information technology and its
return / value on this investment (ROI).
City's Current Application Portfolio
The City's portfolio of business applications has steadily increased since the development of the IT
Assessment Report and the original IT Strategic Plan in 2015 and includes:
❑ Vendor -supported Commercial -off -the -Shelf (COTS) products that are hosted on -premises in the
City such as Tyler's Logos financial and human resources system which is widely used
throughout the City.
❑ Vendor -supported Commercial -off -the -Shelf products that are delivered as web -based services
(i.e., hosted remotely and accessed through the Internet) such as the Active.NET application
used by Parks and Recreation. The general trend (discussed in more detail in Section 5,
Information Technology Trends) is that COTS applications are moving from on -premises
environments to web -based services since support for the application is greatly simplified and
improved by having all clients utilizing the same code base.
❑ Business applications that have been developed by the City.
❑ Although not included in the applications portfolio, it is also likely that various users have
developed ad -hoc databases and spreadsheets to facilitate their business processes. While
these are helpful, they can also be a source of concern with regard to their backup and recovery
as well as their security.
This diversity is depicted in Table 3.2, Matrix of Business Applications. Table 3.2 lists nearly fifty
applications that were identified in the course of the departmental and Innovation Technology
Interviews with the exception of:
❑ Office software (Word, Excel, Access, Visio, etc.).
❑ County and State systems used by the City.
❑ Software products used solely by City IT for the management of the IT infrastructure or for the
creation and maintenance of applications.
For each business application Table 3.2 identifies:
❑ Application: The name of application.
❑ Vendor: The vendor supporting the application.
❑ Business Function: A brief description of the functionality provided by the application.
February 22, 2022 Page 142 ASDI
❑ Users: The user community.
❑ Action: The steps the City should take with regard to the application:
- Replace: The City should consider replacing the application.
- Retain: The City should continue to use the application.
- Review: The City should review the current implementation of the business application with
the objective of determining whether: a) the functionality provided by the application
overlaps with other applications and could be a candidate for consolidation, or b) whether
the City could be making better use of the functionality provided by the application by
reviewing and re -engineering its business processes.
❑ Notes: Additional information regarding the business application.
February 22, 2022 Page 143 ASDI
311 City Source
VendorApplication
City Source, Inc.
Community Relationship Management
PW/Traffic
Review
1
Accela
Carahsoft
Land use / Permitting/ Inspection Scheduling
Community Development
Retain
Active
Active.NET
Recreation back office application & Portal
Parks & Recreation
Review
Adobe Sign
Adobe
Signature routing & Signature API
City-wide
Retain
ArcGIS
Esri
Geographic information
IT/GIS
Retain
AutoCAD
Autodesk
Drafting software
Public Works
Retain
Better Impact
Better Impact
Volunteer Management Apps
Recreation, CMO, CERT
Retain
Bluebeam
Novedge
markup tool for Architectural drawings
CIP
Retain
BOSS
BOSSDesk
Help desk ticketing system
HR, IT
Retain
Building OS
Atrius
Monitor City Facility energy usage
CMO/Sustainability
Retain
Buildingeye
Buildingeye, Inc.
Rapid Plan traffic control plan software
IT/GIS, PW/Service Center
Retain
CitizenServe
Online Solutions
Code Enforcement Case Management App
Code Enforcement
Review
2
City Data Services
CDS
Grant Module Software
Housing
Review
3
Cityworks
Trimble Utilities
Civic Central Building & Planning Modules
Public Works, IT/GIS
Retain
Civica
Granicus
City's Web -Site and Content Management
IT
Replace
4
CivicCentral
Civic Central
Public inquiries regarding permits
Community Development
Retain
Cobblestone
Cobblestone Software
Contract management system
City-wide
Review
3
Community Climate Solutions
Community Climate Solutions
Climate Action Plan supporting application
CMO/Sustainability
Retain
exacgVision
Exacq Technologies
IP Video Surveillance Management
Public
Works/Transportation
Retain
EngagementHQ
bangthetable
Community engagement software
CMO/Communications
Retain
1
FordIIDS software
Ford Motor Co.
Diagnostic software used SC Mechanic Shop
PW/Service Center
Retain
FuelMaster
Syntech
Track usage of fuel and capacity of fuel storage
tanks
PW/Service Center
Retain
GolfNow
Golfnow.com
Tee Time Booking Service
Parks & Recreation
Review
Government jobs
NEOGOV
NeoGov Public Job Portal
HR
Retain
Govinvest
Govinvest, Inc.
Pension & OPEB Licensing
Finance
Retain
Granicus
Granicus
Govt. Transparency and Meeting Efficiency suite
CMO, CMO/City Clerk
Review
GreenHalo
Greenhalo.com
Construction and demolition debris tracking
PW/Environmental
Retain
5
HomeKeeper
Groundedsolutions
Manage Housing programs
Housing
Retain
Issuu
Issuu.com
Digital marketing platform
Parks & Recreation
Retain
LaserFiche
Laserfiche
Digital Record Management System
City-wide
Retain
LegisStar
Granicus
City Council Minutes Media Manager
CMO
Review
Logos
Tyler
Financial Management & HR
Finance
Review
3
February 22, 2022 Page 144 ASDI
MetroScan
VendorApplication
Corelogic
Property Database.
Community Development
Retain
NextRequest
NextRequest
Public Records request management
CMO/City Clerk
Retain
OpenGov
Opengov.com
Town Hall, Budget Builder, Financial Integration,
Management Reporting
Finance, Communications
Review
PayPal
PayPal
Point of Sale for Online Payments
Finance
Review
Prodemand
Mitchelll
Auto repair information software
PW/Service Center
Retain
ProjectDox
Avolve
City's Plan Check review
IT/Applications
Retain
Qless
Qless.com
Permit Counter Queue Management System
Community Development
Retain
QueueList
N/A
Appointment Scheduling
Code Enforcement
Review
6
RapidPlan
Invarion
Traffic control plan software.
IT/GIS
Retain
Recyclist
Recyclist.co
Environmental/Commercial Outreach Tracker
Environmental
Retain
RideAmigos
RideAmigos
Ride Sharing Application
CMO/Sustainability
Retain
Rock Solid
Rock Solid Technologies
Constituent Relationship Management (CRM)
IT/GIS
Retain
SQ Box
catdv.com
Intranet Content Management System
IT/Applications
Retain
Telematics
GeoTAB USA, Inc.
Vehicle management
Public Works
Retain
TLOxp
Trans Union
Skip Traing
Code Enforcement
Retain
7
Velocity EHS
CVC Capital Partners
Material Safety Data Sheet account portal
PW/Service Center
Retain
WhentoWork
WhentoWork
Mobile application for staff scheduling
Parks & Recreation
Retain
8
Notes:
(1) The City has a number of applications that perform functions related to community relationship management / 311 and the City should
consider whether it might be feasible to consolidate them.
(2) It has been suggested that the functionality provided CitizenServe might also be provided by Accela.
(3) The City has a number of applications performing financial and HR functions and is considering whether to replace Logos with a newer
public sector ERP solution that would enable the City to eliminate the use of some of these applications.
(4) Users reported considerable dissatisfaction with the look and functionality provided by the City's web -site and the difficulty in editing
existing content and adding new content to the web -site. The City should consider the redesign of the web -site and replacement of the
site.
(5) GreenHalo was being implemented in the fall of 2021.
(6) QueueList may not be in use at this time.
(7) TLOxp was implemented in the fall of 2021.
(8) WhentoWork will be implemented in 2022.
February 22, 2022 Page 145 XSDI
Impact of the Application Portfolio on the City's Total Cost of Ownership and Return on
Investment
A diverse portfolio of business and operational applications impacts both the City's total cost of
ownership for information technology as well as the return / value realized for these investments and
underscores the need to carefully manage and coordinate what business and operational applications
the City is using since:
❑ The procurement and/or in-house development of a diverse portfolio of business applications is
often the result of a number of factors including:
- Individual departments that are performing similar business functions in dissimilar ways,
thus an application that is a good fit for one department might not be a good fit for another
department.
- Applications that provide support for a number of business / operational functions, but that
provide better automated functionality for some business / operational functions than
others.
- Under -utilization of the functionality provided by City-wide business applications.
❑ The number of business and operational applications impacts the City's total cost of ownership
for IT in a number of ways including:
- License and maintenance fees.
- Internal support costs (whether this support is delivered by City IT, external service
providers, or City employees in non -IT classified positions).
- The cost to develop and maintain automated information exchanges between core
applications.
- The costs related to manual workarounds including the effort to export / import information
between applications, the redundant entry of the same information by multiple individuals
into multiple applications, and the effort related to reconciliation of this information.
February 22, 2022 Page 146 )XSDI
Section 4: Findings and Recommendations
4.1— Introduction
This section of the IT Strategic Plan Update provides information regarding the findings and
recommendations developed by SDI and includes:
❑ A SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis that provides a high-level
view of the City's current information technology environment.
❑ An itemization of the specific findings that were identified and information regarding the
recommendations to remediate the findings.
4.2 — SWOT Analysis
The key findings of the SWOT Analysis include:
❑ Strengths: Since the initial IT Strategic Plan was prepared for the City in 2015 and then updated
in 2017, the City has made significant progress in its use of information technology and key
strengths include:
- City IT is now well -staffed and effectively managed.
- The delivery and management of IT services has been largely centralized.
- The City has successfully implemented key enterprise business applications for finance /
human resources, land management, asset management, document / content management,
and GIS.
- The City's IT infrastructure is more robust and sustainable than in the past.
February 22, 2022 Page 147 )XSDI
The City has taken appropriate actions to better prepare for disaster recovery.
❑ Weaknesses: Many of the weaknesses identified in the original IT Strategic Plan have been
remediated; however, there are a still a number of items that remain to be addressed including:
- The City continues to rely on ad -hoc processes for the governance of information
technology. While these have been effective in meeting the needs of individual
departments and some groups of City-wide users, the need for better collaboration
between individual departments remains.
One of the consequences of not having a high-level of collaboration between these
departments is the growth of the number of individual business applications in use and, as
noted in Section 3.4, Business Applications, has mixed results. While these business
applications can be tailored to the specific needs of individual departments, the number of
business applications impacts the City in a number of ways including its total cost of
ownership for information technology.
❑ Opportunities: The City has a number of opportunities to make better use of information
technology, including better managing its total cost of ownership for IT as well as improving its
return / value for these investments including:
- Increasing the City's ability to sustainably deliver IT services to the internal user community
and the public.
- Replacing the current application used for Finance / HR with an application that can better
integrate with other City business applications, better supports the City's requirements for
application security, provides functionality for supporting performance management, and
functionality that would enable the City to retire a number of other business applications
such as Cobblestone (used for contract management).
- Implementing a formal plan for information sharing to mitigate the impact of maintaining
redundant repositories of information.
- Making better use of smart technologies
❑ Threats: The threats facing the City, assuming that it is not able to mitigate the weaknesses in a
timely manner, include:
- Incurring higher costs for information technology while obtaining less value / return for
those investments.
- Potential disruptions to the City's ability to provide IT services to the internal user
community and the public.
- Greater exposure to future cyber-threats.
February 22, 2022 Page 148 )XSDI
4.3 — Findings and Recommendations
High
High Impact
High Impact High Difficulty
Low Difficulty
High Priority
iHighest Prio,11y (Approach with
a Caution)
N
N
m Low Impact Low Impact
Low Difficulty High Difficulty
Low Priority Lowest Priority
Low High
Difficulty (Cost, Effort, Riskj
Figure 4.2 — Framework for Findings and
Recommendations (Source: SDI)
Figure 4.2, Framework for Findings and
Recommendations, provides SDI's model for the
development of findings and associated
recommendations to remediate them. No
organization has sufficient resources and time to
address every possible finding; therefore, SDI seeks
to focus on those items that have the highest value
to our clients and that can be feasibly accomplished.
Figure 4.2, illustrates this. The vertical access of the
matrix represents business impact (i.e., value) while
the horizontal axis represents the difficulty (in terms
of cost, effort, and risk) of remediating a finding.
SDI's philosophy is that recommendations
(irrespective of the difficulty) should always have a
real business impact on the City's operations (i.e.,
from the middle of the chart up).
Table 4.4, Summary of Findings and Recommendations, provides a list of the key findings (findings that
have a real impact on the City's operations) developed in the course of preparing the IT Strategic Plan
Update. For each finding, Table 4.4 provides:
❑ Priority: The priority of the finding (low, medium, high).
❑ Recommendations: The recommendation(s) associated with the finding.
❑ ITSP Project(s): Provides the number(s) of the IT Strategic Plan project(s) to remediate the
finding. Please note that not all recommendations are associated with a specific project and will
be remediated through existing IT workplans.
Recommendation Attributes
❑ Description ❑ Resource Requirements
❑ Approach ❑ Level of Effort
❑ Dependencies ❑ Benefits
Figure 4.3 — Recommendation Attributes (Source: SDI)
February 22, 2022 Page 149 ASDI
SDi PAl SF xCF ll(
As depicted in Figure 4.3, Recommendation Attributes, following Table 4.4, additional information is
provided for each of the recommendations including:
❑ Description: A description of the recommendation including the rationale, scope, and
objectives.
❑ Approach: Information regarding how the City could implement the recommendation.
❑ Dependencies: Identifies any dependencies between the recommendation and other
recommendations that could impact implementation.
❑ Resource Requirements: Identifies whether the recommendation could feasibly be
implemented by internal staff or whether the City should consider the use of external resources.
❑ Level of Effort: Provides an estimate of the level of effort involved in the implementation of the
recommendation.
- Small projects are estimated to take from 3 to 6 months.
- Medium projects from 6 to 12 months.
- Large projects from 12 to 18+ months.
❑ Benefits: An analysis of the potential benefits related to the implementation of the
recommendation such as improving the ability of the City to sustainably deliver information
technology services to the internal user community and the public and the impact on the City's
total cost of ownership and return / value on investment.
February 22, 2022 Page 150 )XSDI
Table 4.4—Summary of Findings and Recommendations
Findings
Priority
Recommendations
ITSP Project(s)
1— The City has a highly diverse portfolio of business
High
1.1—The City should develop an application portfolio.
54
applications.
1.2 —The City should rationalize the use of business applications.
2 — The City is not making the fullest possible use of
High
2.1— The City should routinely conduct post -implementation reviews
17, 25, 33, 55
enterprise -wide business applications.
for all enterprise business applications.
2.2 — The City should establish a formal, recurring user training
program for enterprise business applications.
3 — The City does not have a formal process for the
High
3.1—The City should establish a formal process for the governance of
57
governance of information technology (carry-over from
information technology.
2015 IT Strategic Plan).
4 — The City does not have formal plans for the exchange of
High
4.1—The City should establish a formal program to facilitate the
IT Workplan
information between business applications.
exchange of information between business applications.
5 — The City's cyber-security plan has not been updated
High
5.1—The City should develop an updated cyber-security plan that is
IT Workplan
recently.
consistent with current national standards and conduct a
comprehensive security review.
6 — The City existing policies for remote workers have not
High
6.1— The City should conduct a formal review of its current remote
57
been reviewed or updated to reflect the wider adoption
worker program focusing on lessons -learned and opportunities
of remote working as a result of the COVID-19
for improvement and update its policies and procedures for
pandemic.
remote workers.
7 — Although the City has completed an integrated
High
7.1— The City should develop and execute a plan for the
9
document management strategy it does not have a
implementation of a largely paperless environment.
formal plan for the implementation of a paperless
environment.
8 — The City does not have an enterprise plan for the
High
8.1—The City should develop an enterprise plan for the
48
implementation of smart technologies.
implementation of smart technologies and periodically update
the plan as new services become available.
9 —The City's EOC is not located in a dedicated and secure
High
9.1— The City should complete the migration of the EOC from City Hall
5
space (carry over from 2015 IT Strategic Plan).
to the Service Yard.
February 22, 2022 Page 151 ASDI
SDi Y((SF MC( ll(
Recommendation m - The City should develop an application portfolio.
Description:
Although the City has the beginnings of an application portfolio, not all of the
applications / services are included in the portfolio, and the information is not
complete.
Approach:
Starting with the existing application portfolio and the information provided in this
report, a survey should be conducted of all user departments to ensure that all business
applications (including web services) are identified and that information regarding each
application is compiled (i.e., user community, business functions supported,
requirements for disaster recovery, etc.).
Dependencies:
There are no dependencies on other projects; however, the City may wish to consider
the use of external resources as needed.
Resource
Given the need for familiarity with the City's user community this project should be
Requirements:
completed by internal staff.
Level of Effort:
Small project, 3 to 6 months.
Benefits:
❑X Increase the City's ability to agilely and effectively respond to new requirements
❑ Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
❑X Improve the City's ability to sustainably deliver IT services
❑ Improve the delivery of IS services and information to the City's user community and
the public
❑X Improve the City's return / value on investment for spending on information
technology
Recommendation 1.2 — The City should rationalize the use of business applications.
Description:
Following the development of the Application Portfolio the City should work to identify
opportunities to reduce the number of applications in use to reduce the expense of
licensing and maintaining multiple applications that provide similar functionality as well
as the challenges related to the maintenance of separate databases containing similar
data elements.
Approach:
The process of rationalizing the City's portfolio of business applications should include:
❑ A thorough review of all current business applications with the user community to
identify opportunities to consolidate business applications that provide similar
functionality and to streamline business processes.
❑ The development of project charters for each potential opportunity to identify the
resources required and the expected benefits.
❑ Securing approval to proceed.
Dependencies:
The City is conducting a review of its Finance / HR application and this project should
provide the opportunity to consolidate some business functions not currently handled
by the Finance / HR application including contract and procurement management.
February 22, 2022 Page 152 ASDI
Resource
Requirements:
Given the need for familiarity with the City's user community this project should be
completed by internal staff with the assistance of external resources as needed.
Level of Effort:
Medium project, from 6 to 12 months (to complete the business review) and then a
number of projects (the number, scope and level of effort to be determined) to
consolidate business applications in a phased manner.
Benefits:
❑X Increase the City's ability to agilely and effectively respond to new requirements
❑X Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
❑X Improve the City's ability to sustainably deliver IT services
❑X Improve the delivery of IS services and information to the City's user community and
the public
❑X Improve the City's return / value on investment for spending on information
technology
Recommendation 2.1 -The City should routinely conduct post -implementation reviews for
all enterprise business applications.
Description:
As noted, the City has a large portfolio of business applications and Innovation and
Technology has been highly focused on helping users with the configuration and
implementation of purchased software and services as well as the development of
custom applications; and has not had the opportunity to conduct post -implementation
reviews for these applications. Post -implementation reviews help organizations derive
greater value for their investments in information technology by:
❑ Documenting lessons learned that can be applied to other implementations
and/or software upgrades and that can minimize the potential for business
disruptions.
❑ Documenting opportunities to make better use of existing software / services.
❑ Documenting issues that the users may be encountering with the software /
services.
Approach:
The City should develop a standard approach for conducting post -implementation
reviews and then systematically conduct them for all business applications beginning
with the most critical applications.
Dependencies:
There are no dependencies on other projects; however, the IT Strategic Plan Update
does call out post -implementation reviews for a number of business applications
including Active.NET and Accela.
Resource
The development of the post -implementation methodology as well as subsequent post -
Requirements:
implementation reviews should be within the capabilities of the City's existing IT staff;
however, the assistance of external resources may be useful.
February 22, 2022 Page 153 ASDI
Level of Effort:
❑ The development of the post -implementation review methodology should be
accomplished relatively quickly, and likely in less than three months.
❑ Subsequent reviews for all but the largest applications should be completed in less
than three months.
❑ Subsequent reviews for larger / enterprise business applications can range from
three to six months, i.e., small projects.
Benefits:
❑X Increase the City's ability to agilely and effectively respond to new requirements
❑ Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
❑ Improve the City's ability to sustainably deliver IT services
❑X Improve the delivery of IS services and information to the City's user community and
the public
❑X Improve the City's return / value on investment for spending on information
technology
Recommendation 2.2 — The City should establish a formal, recurring user training program
for enterprise business applications.
Description:
A recurring theme through many of the interviews conducted with key stakeholders in
the City's user community was the need to provide training in the use of business
applications to offset the results of staff attrition and to make the better use of the
functionality provided by the applications.
Approach:
With the continued use of remote working due to the COVID-19 Pandemic; the City will
need to consider the use of distance learning and knowledge bases to help users gain,
and maintain, competencies.
Dependencies:
There are no dependencies on other projects; however, the City may wish to consider
the use of external resources as needed.
Resource
The development of distance learning programs and knowledge bases for the City's
Requirements:
business applications could be handled by internal staff with the assistance of external
resources as needed.
Level of Effort:
This may involve multiple projects carried out over the length of the IT Strategic Plan
with each project likely being small, i.e.: three to six months for the development of
individual training programs.
Benefits:
❑ Increase the City's ability to agilely and effectively respond to new requirements
❑ Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
❑ Improve the City's ability to sustainably deliver IT services
❑X Improve the delivery of IS services and information to the City's user community and
the public
❑X Improve the City's return / value on investment for spending on information
technology
February 22, 2022 Page 154 ASDI
Recommendation 3.1 - The City should establish a formal process for the governance of
information technology.
Description:
The City should implement a formal process for the governance of Information
Technology with the objectives of promoting communication and collaboration
between various City departments, promoting application re -use, and data governance.
Approach:
The City should begin with the establishment of a formal IT Governance Committee
(whose meetings could be included within the agenda of an existing management team
meeting) to meet periodically and/or as -needed to provide guidance as to the relative
priority of IT projects and the allocation of IT and user resources. This would include:
❑ Developing the Charter for the IT Governance Committee.
❑ Developing the standard agenda.
❑ Providing an initial briefing for the participants.
❑ Supporting the work of the IT Governance Committee as needed.
Dependencies:
There are no dependencies on other projects.
Resource
The City should be able to develop the Charter for the IT Steering Committee and form
Requirements:
the committee using internal resources; however, external resources can be used if
needed.
Level of Effort:
Small project, three to six months.
Benefits:
❑X Increase the City's ability to agilely and effectively respond to new requirements
❑X Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
❑ Improve the City's ability to sustainably deliver IT services
❑X Improve the delivery of IS services and information to the City's user community and
the public
❑x Improve the City's return / value on investment for spending on information
technology
Recommendation 4.1- The City should establish a formal program to facilitate the
exchange of information between business applications.
Description:
The City has a large number of business applications / services (over 40 were identified
in the course of the IT Strategic Plan Update), most of which operate in isolation from
each other and likely have redundant repositories of information. Apart from the effort
expended in the maintenance of these repositories, they are problematic in that
separately maintained data elements are often inconsistent and require time and effort
to reconcile them.
Approach:
The City should develop and implement a formal program to facilitate the exchange of
information between business applications using a common set of tools, standards, and
controls.
February 22, 2022 Page 155 ASDI
Dependencies:
The City is conducting a review of its Finance / HR application and this project should
provide the opportunity to consolidate some business functions not currently handled
by the Finance / HR application including contract and procurement management (thus
reducing the need for interfaces) as well as provide improved functionality for the
development of interfaces using an Application Program Interface (API).
Resource
While this project can be handled by internal staff it may be useful to include a
Requirements:
requirement for providing professional services to implement API -based interfaces as
part of the implementation of the replacement of the current Finance/HR application.
Level of Effort:
This will involve business process review and re -engineering, resolving issues related to
data ownership, governance, and security, and thus should be seen as:
❑ A small project (three to six months) to establish the information exchange
program.
❑ A series of small projects (each with a duration of three to six months) for the
implementation of specific information exchanges.
Benefits:
❑X Increase the City's ability to agilely and effectively respond to new requirements
❑ Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
❑ Improve the City's ability to sustainably deliver IT services
❑X Improve the delivery of IS services and information to the City's user community and
the public
❑X Improve the City's return / value on investment for spending on information
technology
Recommendation 5.1 - The City should develop an updated cyber-security plan that is
consistent with current national standards and conduct a comprehensive security review.
Description:
The City has a comprehensive cyber-security program, including measures to identify
and isolate ransom -ware attacks) that has thus far served the City well' however, these
threats are likely to persist, if not escalate in the timeframe of the IT Strategic Plan
Update, and new security risks may emerge. With a large number of City staff members
working from remote workspaces, and with varying degrees of cyber-security
preparedness in these workspaces, it should be foreseen that the potential threat of
disruption to the City due to a cyber-attack of some form is greater than previously.
Apart from the impact of a cyber-attack on the ability of the City to sustainably provide
IT services and information to the City's user community and the public, organizations
can suffer damage to their reputations and loss in the public confidence.
Approach:
The City should address these risks by:
❑ Conducting a comprehensive security review to identify and remediate potential
weaknesses / vulnerabilities that could be exploited.
❑ Developing and adopting a formal cyber-security plan that is consistent with
current national standards and that would provide a systematic process for the
City program to prepare for cyber-threats, to detect and isolate them should they
occur, to recover, and to identify the vulnerability that was exploited and
February 22, 2022 Page 156 ASDI
remediate it. The plan should also address measures to increase City staff
member's security -awareness.
Dependencies:
Recommendation 6.1—The City should conduct a formal review of its current remote
worker program focusing on lessons -learned and opportunities for improvement and
update its policies and procedures for remote workers.
Resource
While the implementation of this recommendation could be feasibly handled by
Requirements:
internal staff, the City may wish to engage qualified external resources to provide an
independent assessment.
Level of Effort:
❑ Comprehensive security review: Small project, three to six months.
❑ Development and implementation of a formal cyber-security plan: Small project,
from three to six months with the assistance of external resources.
Benefits:
❑ Increase the City's ability to agilely and effectively respond to new requirements
❑ Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
0 Improve the City's ability to sustainably deliver IT services
0 Improve the delivery of IS services and information to the City's user community and
the public
❑ Improve the City's return / value on investment for spending on information
technology
Recommendation 6.1 - The City should conduct a formal review of its current remote
worker program focusing on lessons -learned and opportunities for improvement and
update its policies and procedures for remote workers.
Description:
The circumstances related to the COVID-19 pandemic and the need to minimize the
number of staff on -site in City facilities shifted the City from a situation where most
employees worked on -site with a small number working remotely on occasion to a
situation where most employees are working remotely, and only essential staff
members are working on -site as needed. The City's current policies and procedures did
not envision this contingency and should be reviewed and updated based on the lesson
learned from having a large number of City staff members working remotely.
Approach:
Conduct a review of the City's experience with having a large number of staff members
working remotely including:
❑ Best practices for collaboration and for virtual meetings.
❑ What software products / services have worked best, especially regarding
connectivity via the City's VPN vs. connectivity via the Web.
❑ Best practices for user support and security.
❑ Delineation of responsibilities (what is the City responsible for, what is the staff
member responsible for, especially with regard to security and to the protection
of the City's IT and information assets).
Dependencies:
Recommendation 5.1—The City should develop an updated cyber-security plan that is
consistent with current national standards and conduct a comprehensive security
review.
February 22, 2022 Page 157 ASDI
Resource
Requirements:
This review and update can be performed by City IT staff members.
Level of Effort:
Small project, three to six months.
Benefits:
❑ Increase the City's ability to agilely and effectively respond to new requirements
❑ Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
❑x Improve the City's ability to sustainably deliver IT services
❑x Improve the delivery of IS services and information to the City's user community and
the public
❑ Improve the City's return / value on investment for spending on information
technology
Recommendation 7.1 - The City should develop and execute a plan for the implementation
of a largely paperless environment
Description:
The City has recently completed the development of an integrated document strategy;
however, it has not yet developed a comprehensive plan for the implementation of a
largely paper -less environment for the City which considers the potential opportunities
to improve productivity through the introduction of automated workflows. Since it is
likely that there may be residual use of paper forms, etc. by members of the community
for some time, the strategy will need to address how to digitize these items as soon in
the workflow as possible and produce hard -copy documents for these persons as
needed.
Approach:
Develop and execute plan for the implementation of a largely paperless environment.
Dependencies:
There are no immediate dependencies on other projects; however, the potential
procurement and implementation of a new ERP system which might provide a content
management solution that is an integrated part of the solution could impact the City's
direction with regard to Laserfiche.
Resource
The City may wish to consider the use of external resources as needed.
Requirements:
Level of Effort:
❑ Small project, 3 to six months for the development of the plan.
❑ Large project, 12 to 18+ months, for the phased implementation of the plan
including digitization of any remaining hard -copy documents and the development
and implementation of automated workflows.
February 22, 2022 Page 158 ASDI
Benefits: I ❑X Increase the City's ability to agilely and effectively respond to new requirements
❑ Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
❑X Improve the City's ability to sustainably deliver IT services
❑x Improve the delivery of IS services and information to the City's user community and
the public
❑X Improve the City's return / value on investment for spending on information
technology
Recommendation 8.1 - The City should develop an enterprise plan for the implementation
of smart technologies and periodically update the plan as new services become available
Description:
As noted in Section 5, Information Technology Trends, the implementation of "Smart"
technologies is unusual in that this is not a single technology, per -se, but rather
represents an integrated approach to the utilization of a variety of emerging
information technologies that leverage the ability of devices to communicate through
the Internet and provide the ability for cities to more readily recognize and respond to
trends and conditions. To date, the City's implementation of these technologies has
been through a number of discrete projects without an overall framework to provide
cohesion and to enable the City to obtain greater value / return.
Approach:
Develop a City-wide plan for the utilization of smart technologies that can be revisited
and updated as new services become available.
Dependencies:
There are no dependencies on other projects; however, the City may wish to consider
the use of external resources as needed.
Resource
The City may wish to engage the services of an external firm to assist in the
Requirements:
development of the plan.
Level of Effort:
Small project, 3 to six months.
Benefits:
❑X Increase the City's ability to agilely and effectively respond to new requirements
❑X Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
❑ Improve the City's ability to sustainably deliver IT services
❑ Improve the delivery of IS services and information to the City's user community and
the public
❑X Improve the City's return / value on investment for spending on information
technology
February 22, 2022 Page 159 ASDI
Recommendation 9.1 - The City should complete the migration of the EOC from City Hall to
the Service Yard.
Description:
In the 2015 IT Strategic Plan a number of deficiencies were noted with regard to the
City's Emergency Operations Center (EOC) at City Hall including that it was not a
dedicated or secure space, that City Hall was vulnerable to damage from seismic shock,
and that a diesel generator located in proximity to the EOC was loud when in operation
and made communication difficult. Since then, the City has made a number of
improvements to the EOC at City Hall and created an alternative EOC at the Service
Yard. SDI has recommended that the City continue to enhance the EOC at the Service
Yard and make it the City's primary facility.
Approach:
The City has already taken steps to upgrade the IT infrastructure at the EOC is the
Service Yard and is planning to implement access to satellite -based communications but
should consider the use of a qualified external resource to provide advice regarding
improvements to the security and sustainability (including redundant connections to
the Internet) of the EOC and then implement the improvements.
Dependencies:
There are no dependencies on other projects.
Resource
It is anticipated that this project will require both City resources (from the City
Requirements:
Manager's Office, Public Works, and City IT, etc.) as well as external resources as
needed to advise the City on requirements and to construct the modifications to the
EOC.
Level of Effort:
Large project (from beginning to completion of the modifications), 12 to 18+ months.
Benefits:
❑ Increase the City's ability to agilely and effectively respond to new requirements
❑ Enable the City to Improve the alignment of IT directions and priorities with the
City's business priorities
❑X Improve the City's ability to sustainably deliver IT services
❑x Improve the delivery of IS services and information to the City's user community and
the public
❑ Improve the City's return / value on investment for spending on information
technology
February 22, 2022 Page 160 ASDI
Section 5: Information Technology Trends
Not only does information technology continually evolve but the pace of this evolution is continually
accelerating. As a result, the ways in which organizations use information technology are changing as
are the expectations of internal and external stakeholders for access to information and services.
Another consideration in evaluating the potential impact of information technology trends is that they
do not always impact the operations and priorities of different cities and/or agencies to the same
degree. Although predicting the future of information technology can be problematic, SDI has
identified six key information technology trends that:
❑ Are relevant to the City.
❑ Have become mature (i.e., are stable, scalable, and that are effectively supported).
❑ Will likely impact business objectives and priorities in the future and shape how the City
implements this IT Strategic Plan.
Mobility and the
Con su m eri z at! on of IT
Organizational
Analytic s
(Business Intelligence &
Transformation
Artificial Intelligence)
Information Technology
Trends
"Smart Communities"
Digital Transformation
Cybersecurity
Strategic Sourcing
Cloud Services
Figure 5.1- Information Technology Trends (Source: SDI)
As depicted in Figure 5.1, Information Technology Trends, the IT trends that SDI would like to review
with the City include:
❑ Mobility and the Consumerization of IT.
❑ Analytics (Business Intelligence and Artificial Intelligence).
❑ Cybersecurity.
❑ Strategic Sourcing and Cloud Services.
❑ Smart Communities.
❑ Organizational Transformation.
Each of these is discussed below.
February 22, 2022 Page 161 ASDI
SDI YII[SF xC[ FFC
5.1— Mobility and the Consumerization of IT
"Customer -centric government means that agencies respond to customers' needs and make it easy to find and
share information and accomplish important tasks... The mantra of "anytime, anywhere, any device," is
increasingly setting the standard for how information and services are both delivered and received in a two-way
exchange of information and ideas." — Digital Government: Building a 21st Century Platform to Better Serve the
American People, US Office of Management and Budget
The consumerization of information technology refers to the use of personal devices, most often
mobile, to obtain access to organizational services and information (also sometimes referred to as BYOD
— bring your own device). This is particularly relevant to the City as field staff increasingly use their own
devices in the field to take pictures of installations and problems they encounter and to retrieve and
share information. As the City has seen consumerization and mobility are closely linked. Collectively,
they represent a significant opportunity for government to become more customer -centric and to
improve the effectiveness and timeliness of service to the public; however, they are also vexing for
managers and IT planners since:
❑ The proliferation of devices is a challenge for support organizations as users attempt to obtain
connectivity to secured wireless networks and utilize applications. It is estimated that the
introduction of mobility in an organization can increase Help Desk Workload by as much as 10%.
Some organizations adopt a "bring your own device" policy as being preferential to attempting
to limit the devices that users employ; often with the caveat that IT support for other than
officially supported devices will be provided only as available and with no guarantees as to
response time. The practicality of these policies tends to be limited since the priority of a
service request tends to be driven more by the nature of the incident or request and the person
reporting it than by the device involved.
❑ User access to enterprise information and services from mobile / wireless devices potentially
exposes both the enterprise assets and the mobile device to cyber-attacks.
❑ Public -facing solutions need to be both open and adaptive to optimize user experience from a
universe of devices, (each with different screens, browsers, and operating systems) that is
continually evolving.
❑ "Follow me" mobility fundamentally changes the paradigm of the standard desktop computing
model where the computer, the operating system, the applications, plus the user's data and
preferences are integrated into a single platform (either a desktop PC that remains in the same
location or a laptop or notepad that moves with the user and then connects to the host
network). Whereas desktop computing is device and location centric, mobility is user centric.
Despite these challenges, mobility is a "game changer" in the public sector, enabling users to move as
needed and to enter or update information on a real time basis thus eliminating the need to capture
information on paper or offline and then enter or upload the information in the office. In addition,
mobility enables access to information where and when it is most needed (i.e., in responding to
incidents and emergencies).
February 22, 2022 Page 162 ASDI
5.2 — Analytics (Business Intelligence and Artificial Intelligence)
"One increasingly common way to get BI into the hands of ... decision makers more quickly and painlessly is by
leveraging an existing implementation of another enterprise application such as Enterprise Resource Planning
(ERP) or Customer Relationship Management (CRM)." —Analytical Execution forToday's Mid -Sized Enterprise,
Aberdeen Group
There has been considerable progress in the development of tools that enable organizations to consume
a growing body of information for either tactical / reactive purposes (business intelligence) or for
strategic / proactive purposes (business analytics). The collection, aggregation, and analysis of
information from disparate business units and sources across an enterprise are variously referred to as
"Big Data," or the "Dataverse" by the information technology industry. Irrespective of what it is called,
the accumulation of information into a central data repository provides the foundation for business
intelligence and business analytics. Recent trends in this area have included making these tools more
"user friendly" and available so that trained users can formulate and execute queries with less need for
support from IT professionals.
The developments in this area are highly relevant to the City of Cupertino since it is considering the
potential replacement of its current Finance / HR application with a more comprehensive ERP suite with
both improved user functionality as well as improved capabilities for information exchange with other
business applications and is looking at the implementation of a City-wide data repository to support user
needs for analytics.
The development, implementation, and maintenance of the enterprise data architecture / "Dataverse"
required to support the use of BI/BA tools is one of the "hidden costs" of implementing business
intelligence. The development of the enterprise business architecture includes:
❑ The development of processes (including processes for its governance, support, and evolution)
and the allocation of staff resources to support the data architecture since both the data being
collected and the organization's use of the data will change over time.
❑ The development of standards and policies to ensure that business applications will be able to
exchange information with other business applications and support the integration and
compilation of information. This effort will be complicated by the City's diverse application
portfolio which consists of on -premises and web -based COTS business applications and locally -
developed applications. Gartner has noted that "... the integration of independently developed
applications is a challenge. Integration would be straightforward if all of the applications
conformed to the same set of standards... But they do not.... The task of connecting them so
that they can work together is daunting."'
As noted by the Aberdeen Group (please see text box above), mid -sized organizations are often able to
leverage the data stores within enterprise applications (such as ERP) and dashboard technology within
the application to achieve an effective, but limited, implementation of BI. Nonetheless, organizations
without an enterprise data architecture, supporting standards, and staff to support it, often attempt to
1 Message Brokers: A Focused Approach to Application Integration, R. Schulte, June, 1996
February 22, 2022 Page 163 ASDI
support the information needs of decision -makers through a cumbersome combination of ad -hoc
applications, databases, and spreadsheets. These tools often use data inconsistently, are seldom well
documented or able to quickly meet new requirements, and eventually become a drain on
organizational resources. This can quickly become a worst -case scenario as the total cost of ownership
for these ad -hoc processes quickly mounts while the return on the organization's investment decreases.
Artificial Intelligence (AI)
One of the primary challenges being faced in the implementation of analytics is the ability to process
masses of information including disparate forms of information including data and media content as
well as to enable case workers to consistently maximize options and outcomes for clients. Al can also be
used to analyze this mass of disparate data to optimize the delivery of services in real or near -real time
with less human intervention. The Al environment is developing very rapidly, and for this reason as well
as due to the cost and complexity of Al, many enterprises implement Al as a cloud -based service.
5.3 — Cybersecurity
"The shift toward mobility and cloud services is placing a greater security burden on endpoints and mobile devices
that in some cases may never even touch the corporate network. The fact is that mobile devices introduce
security risk when they are used to access company resources; they easily connect with third -party cloud services
and computers with security postures that are potentially unknown and outside of the enterprise's control. In
addition, mobile malware is growing rapidly, which further increases risk. Given the lack of even basic visibility,
most IT security teams don't have the capability to identify potential threats from these devices." — Cisco Annual
Security Report
While the need to secure information systems is not new, the increased focus and importance of
cybersecurity is a direct result of the increased utilization of the web for the delivery of information and
services and the related rise of the use of mobile and personal devices. In 2016, the President's
Homeland Security and Counterterrorism Advisor warned that "we are in the middle of a revolution in
the cyberthreat — one that is growing more persistent, more diverse, more frequent, and more
dangerous every day."
The number of remote workers has greatly increased as a result of the circumstances related to the
COVID-19 pandemic, and this has increased the threat threshold. While the City can make
recommendations to staff members to help them maintain the security of City devices; individuals in the
home might innocently load files or install applications on the device that could present a threat.
In this environment, organizations can be crippled not just by attacks which result in the disclosure,
modification, and destruction of information but also by attacks which takeover critical infrastructure
components and potentially disable them or hold them hostage through the installation of "ransom
ware," or impede the ability of legitimate users to access information and services ("denial of service"
attacks).
The nature of cybersecurity threats is continually evolving due to the growing sophistication of hackers,
the resources available to them, and an increase in the range of motivations from mischief and activism
to profit. As a result, the community of hackers has expanded to include criminal enterprises that profit
February 22, 2022 Page 164 ASDI
through extortion as well as through the theft of digital assets (such as social security numbers, account
numbers, etc.).
As a result, organizations must adopt and implement systematic approaches to protect their information
assets from cyber threats including the abilities to: (a) detect and defeat cyber threats; (b) limit the
impact of intrusions; (c) recover from them; and (d) learn from them and adapt processes to better
prevent and/or manage similar attacks in the future. The development and implementation of a
cybersecurity plan that is conformant with the requirements of NIST (National Institute of Standards and
Technology) Special Publication 800-53 is a starting point for the implementation of controls to heighten
the security of information systems.
5.4 — Strategic Sourcing and Cloud Services
"Unless [they are] very small, most enterprises will continue to have an on -premises (or hosted) data center
capability... but enterprises... need to focus on managing and leveraging the hybrid combination of on -premises,
off -premises, cloud and non -cloud architectures, with a focus on managing cloud -delivered capacity efficiently and
effectively." - Thomas J. Bittman, Vice President, Gartner.
SDI considers sourcing to be a contractual arrangement in which an organization delegates some of its
in-house IT services to a third party. Thus, sourcing is a contracting transaction through which one
organization purchases services from another while keeping ownership and ultimate responsibility for
them. The emergence of "Cloud" (Internet) based services including "Software -as -a -Service" (SaaS),
Infrastructure -as -a -Service (laaS), and "Des ktop-as-a-Service (DaaS) has increased the sourcing options
available to organizations. The objectives of strategic sourcing include: (a) obtaining and using the most
effective service provider to respond to user needs; and (b) enabling permanent IT staff members to
focus on high -priority, high -value tasks and technologies by allocating less critical functions to other
service providers.
For many organizations in both the public and private sector who have aging IT facilities and
infrastructures or who need to ensure that IT services can be continually provided to the user
community and the public, the use of "cloud" based services offer an alternative to initial capital
expenditures, the recruitment of additional staff members, or the procurement of traditional staff -
supplementation services (contractors). An additional benefit for many organizations is that using SaaS
simplifies their disaster recovery and business continuity planning since they can quickly resume
operations from a facility that has connection to the internet.
Firms supporting commercial -off -the -shelf (COTS) business applications are also moving towards cloud -
based models since they provide the opportunity to lower product development and support costs and
to streamline the development and delivery of new releases and functionality by reducing the number
of variations between client installations. Increasingly, commercial -off -the -shelf business applications
are now being offered only as cloud -based application services.
Common strategies for cloud -based services include:
❑ Public Cloud — Public Cloud services are generally shared (thus "public") with other user
organization and all users of the service sharing a common infrastructure and/or code base but
February 22, 2022 Page 165 ASDI
with their data kept separately (but often located in the same database). The advantages of a
public cloud service include reduced cost (as a result of the cost for the service being spread
over a larger number of users), but organizations find that they have less flexibility (the code
base generally changes for all users at the same time) and less control over the security of their
information.
❑ Private Cloud — is similar to a public cloud, but in a COTS / SaaS environment the private cloud is
based on a separate code base and database for each organization (although multiple
organizations may share physical resources in a virtualized computing environment). Since the
code base is not shared with other user organizations, users have more control over the timing
of updates and the installation of new versions and more control over the security of their data,
but at a higher cost than for Public Cloud services. Organizations can also host legacy,
proprietary solutions in a private cloud.
❑ Hybrid Cloud — a combination of private and public cloud services, potentially from different
service providers including both services that are hosted on -premises as well as cloud -based
services. The deployment of hybrid cloud architectures (and the need to support them) is
becoming a significant trend in both government and the private sector. An industry source
noted that, ""The ability of hybrid cloud to function as an extension of an existing IT
environment and processes allows IT to quickly deliver the agility benefits of cloud computing to
the business. IT can use the same management tools and governance policies they have already
adopted in their data centers and maintain security and visibility." Finally, hybrid cloud
solutions also appeal to organizations that need to have their business applications continuously
available, since in a "multi -cloud" environment (that could potentially include both locally
hosted and remotely hosted services) access can fail over to the backup service.
As noted above, commercial -off -the -shelf application providers are increasingly turning to SaaS as their
preferred method of delivery. Compared to the traditional model where software was installed in
multiple client sites, often with some variation in both the installation of the software and the
supporting systems environment and with differing levels of technical currency, SaaS greatly simplifies
the process of providing user support and helps limit the variety of releases and versions that the
application provider must support. SaaS can be delivered either as private cloud or public cloud offering
(with private cloud offering more flexibility and security and public cloud offering the opportunity to
lower license / subscription and support costs through the economies of scale). For user IT
organizations, SaaS dramatically reduces application management and support costs, particularly with
regard to backup and disaster recovery.
Key benefits of strategic sourcing include:
❑ The ability to obtain services under the terms of a service level agreement.
❑ The ability to obtain service coverage for extended hours of operation including 240
operations.
❑ The ability to defer, or avoid, capital costs for the acquisition of information technology
infrastructure (such as servers and storage devices).
❑ The ability to more readily scale the IT environment to meet demand.
February 22, 2022 Page 166 ASDI
❑ Reduced dependence on local staff resources, including training and planning for staff
succession.
Nonetheless, organizations seeking to use external services (cloud -based or not) need to carefully
consider:
❑ The ability of the cloud -service provider to comply (and to certify continuous compliance) with
applicable information -protection standards such as CAS and HIPAA.
❑ The costs related to implementation, including training, data extract and purification, and
testing (in a public cloud environment, these costs can be higher since you may have less choice
about when to go live with an update).
❑ The continuing costs for utilization as well as for the management of multiple service providers.
❑ The provisions for the availability and security of information that is stored off -site (particularly
if the service is hosted offshore).
❑ Potential issues with data ownership and security.
❑ The costs and effort related to potentially exiting the sourcing arrangement in the future.
❑ Network connection capacity bandwidth and redundancy should be evaluated to ensure the
hosted services are available when needed and meet performance expectations.
5.5 — "Smart Communities" / Digital Transformation
"After a decade of trial and error, municipal leaders are realizing that smart -city strategies start with people, not
technology. "Smartness" is not just about installing digital interfaces in traditional infrastructure or streamlining
city operations. It is also about using technology and data purposefully to make better decisions and deliver a
better quality of life." — McKinsey Global Institute, Smart Cities: Digital Solutions for a More Livable Future
The implementation of "Smart" technologies is unusual in that this trend is not a single technology, per -
se, but rather represents an integrated approach to the utilization of a variety of emerging information
technologies that enable local governments to more effectively identify trends (such as incidents, traffic,
power demand, parking space availability, etc.), to re -allocate or reprogram government resources in
response to these trends, and to support programs such as Smart Buildings, autonomous vehicles, Smart
Payment, and Smart Street Lights that benefit the public. Although SDI sees "Smart" technologies as an
emerging trend; it is maturing rapidly as a result of the need for communities to maximize the use of
assets and facilities as well as public expectations.
Smart Community capabilities can also benefit residents and visitors by enabling them to obtain
information through smartphone apps regarding employment services, public safety, healthcare, social
services, transit and driving route information, parking, and transit service options, etc., as well as to
report incidents and concerns.
The Internet of Things (IoT) provides the foundation for many Smart Community initiatives. For some
time, devices have stored data so that it could be manually downloaded and accessed on demand.
Combining this capability with the ability to access the internet (and thus the ability to both
February 22, 2022 Page 167 ASDI
autonomously receive and transmit information) has brought us to the IoT. McKinsey has suggested six
distinct types of applications to consume this information; tracking behavior, enhanced situational
analysis, sensor -driven decisions analytics, process optimization, optimized resource consumption, and
complex autonomous systems (such as collision avoidance).
Although some local governments look at Smart Community in very tactical terms (involving highly
specialized and isolated IoT applications such as "Smart Intersections," "Smart Traffic Lights," and
"Smart Corridors," the effective implementation and continued use of Smart technologies includes:
❑ The development and implementation of open and collaborative processes to develop the
visions for the implementation of Smart technologies as well as for the continuing governance of
the Smart Community initiative. Governance should include the ability to prioritize initiatives,
program funds, and take advantage of opportunities made possible by private / public
partnerships, and to assess the reproducibility of interoperable solutions. The governance
process will also need to provide leadership for the management of the changes in
governmental operations brought about by smart technologies.
❑ The implementation of secure, resilient, and ubiquitous wireless services that enable access to
smart services from any device, anywhere, and anytime and that can scale to meet expected
surges in demand (such as events) as well as unexpected surges in demand. Planning for the
resilience, security, and performance of the wireless services is critical as is the development of
processes and agreements to support 24 x 7 operations. IBM has noted that "A resiliency plan
should concentrate on both the business and IT processes that are most vital to the enterprise.
Creating and sustaining processes that support resilient business operations and infrastructures
requires identification of the minimum required process functionality during disruptive events,
alternate processes and procedures that will allow operations to continue during times of stress,
and redefinition of processes to achieve better workload balance."
❑ The development of a comprehensive plan for the implementation and continuing support of
the Smart Community services that leverages public / private partnerships as well as regional
partnerships (including regional transportation) including plans for regional collaboration and
information exchange).
❑ The development and implementation of a plan and the processes that are required to support
continuing communication and collaboration with members of the community (digital
government), to identify community needs and priorities, and preferred delivery channels so
that "Smart" features can be readily accessed by the public.
❑ The development and implementation of a plan to leverage the information produced by smart
devices, including the use of business intelligence, business analytics, and artificial intelligence.
A critical success factor for the effective use of these tools is surmounting separate silos of
information through the development of an enterprise data architecture that provides a
framework for the storage and aggregation of the information produced by "Smart" devices.
One of the inhibitors to the fuller use Smart Community technologies is that they are typically
implemented as siloed, departmental applications rather than as an enterprise program. The
motivations for these limited efforts include the desire to gain experience in a limited area first, external
February 22, 2022 Page 168 ASDI
funding is often targeted to specific initiatives, and the time to implementation, immediate cost, and risk
are less with siloed applications. Nonetheless, in the absence of an overall vision and plan for the use of
Smart City technologies, Cities are liable to experience greater costs and reduced value in the long term.
5.6 — Organizational Transformation
"The role of enterprise IT is changing. Organizations are realizing the benefits of using multiple cloud
platforms to support employee productivity, collaboration, and business innovation. However, this
rapid adoption brings a unique set of challenges to IT teams, as they transition to the new world of
cloud -native applications and services... In this new model, IT organizations must find a way to provide
and enable services from multiple portals and vendors, while ensuring consistent performance, security
and governance within the multi -cloud ecosystem." — Forbes Technology Council
Current I I Future
-.
Cloud -based Services
z__..........
IL
Business office
1
gApplications
platforms
Applications
Q
N_
=
on -Premises Services
m
Q
Legacy Business Legacy Office
>`
m
d
Desktops
Applicatl or, Applications
LI
y
Fn
Network Server
infrastructure Infrastructure Mobile Devices
I Service Provider I
Desktop/Mobile ,
Legacy Application Network/Serrer
Support '� Device
Support
Support
Project Business T Administration
Claud -based Services
Business
office
pia Norms
Applications
Applications
On -Premises Services
Legacy 6u si n ess
Legacy Off ice
Desktops
Applications
Applications
Network
Server
Mobile ❑evires
Infrastructure
InfrastructuFre
1
Organizational Priority
Value on Investment in IT
Service Broker
Legacy Desktop /Mobl le
I I
A r�lion rt Device
StirpportP J Support
PPf
Platform
Support
---------------
Figure 5.2 — IT Service Delivery Options
Changes in information technology, particularly the move to Cloud -based services, mobility, and the
increasing user dependence on IT services to effectively meet changes in public needs and expectations
are, in turn, changing how organizations govern the use of information technology and manage the
delivery of IT services. Services that were formerly delivered by internal IT departments are now being
delivered by external (usually Cloud -based) service providers. Cities find that this transformation
February 22, 2022 Page 169 ASDI
SDI YII[SF xC[ FFC
enables them to reduce costs, increase scalability and sustainability, and to free up valuable internal
resources to focus on the organization's key needs.
Figure 5.2, IT Service Delivery Options, depicts the impact of this transformation, illustrating how the
services provided and the responsibilities of IT organizations are changing as organizations transform
from current IT environments (the left side of the diagram) that are primarily based on services that are
hosted on premises with some cloud -based applications to hybrid environments (the right side of the
diagram) in which the IT organization supports a greater variety of services with a general shift from
services that are based on -premises to services that are predominantly cloud -based.
In this model, both the current and future IT environments (depicted in the two upper frames) consist of
cloud -based services, on -premises services, and organizational priority for information technology. SDI
anticipates that the following transformations in each of the areas will occur over the time frame of the
City's IT Strategic Plan:
❑ Cloud -based Services: The lighter blue boxes with dotted lines represent cloud -based services
that are emerging today while the darker blue boxes with solid lines represent established
services. Over the course of the IT Strategic Plan the City will likely see nearly all its business
and operational applications being delivered as Cloud -based services. This has some
implications for the need to be agile since the Cloud -services vendor will control when new
versions, new releases, and "bug" fixes are applied to the service.
❑ On -Premises Services: The support of on -premises infrastructure and the delivery of services
based on this infrastructure such as legacy business applications and office applications are a
traditional core competency of IT organizations. Of these services (depicted by the orange -
shaded boxes), legacy office applications are already being gradually being phased out in the
current IT environment and shifted to the cloud and SDI anticipates that the same will happen
for legacy business applications and on -premises servers in the future.
❑ Organizational Priorities: SDI is of the opinion that one of the most difficult transformations
over the length of the IT Strategic Plan will be the shift in organizational priorities from
minimizing the City's total cost of ownership for information technology (particularly staffing
and infrastructure) to using IT resources (both internal and external) in the future to obtain
greater value (such as operational efficiencies, etc.). IT governance and planning will play critical
roles in the City's future IT environment, enabling it to respond to new requirements and
increased user and customer expectations by ensuring that IT and user resources are allocated
(or reallocated as needed) based on organizational objectives and priorities. In the absence of IT
governance, the City is at risk of making IT decisions without having a complete understanding
of the benefits, costs, risks, and support requirements, resulting in additional costs for
information technology without fully realizing the potential value that could be obtained.
The lower two frames in Figure 5.2, depict the impact that the transformation from the current IT
environment to the future IT environment will have on the service delivery roles and responsibilities of
IT organizations as they move from being primarily service providers to becoming service brokers. As
depicted above:
February 22, 2022 Page 170 ASDI
❑ In the current IT environment IT organizations are generally service providers who deliver
services (including legacy application support, network / server support, desktop / mobile -
device support, and IT administration) based on the on -premises IT infrastructure that they
support. With the exception of some enterprise -level services such as office applications, the
adoption of cloud -based in being generally driven by the user community (sometimes in
collaboration with the IT organization) rather than being driven by the IT organization. Although
some IT organizations provide project management services, few are staffed to provide support
for business analysis activities such as requirements analysis and business process re -
engineering (BPR) and thus rely on external service providers.
❑ In the future IT environment IT organizations will need to become service brokers, organizations
that can continue to deliver legacy, on -premises services, while also being able to work with the
user community to enable them to select and implement cloud -based services that are
consistent with organizational priorities and standards and that can effectively exchange
information with both legacy business applications and cloud -based business applications. SDI is
of the opinion that:
The shift from on -premises IT infrastructure and business applications to web -based services
will free up internal IT resources to perform higher -level functions such as planning for
innovation, business analysis, business process re -engineering, and assisting the users in
both optimizing IT services to meet their needs.
- As a result, the role of the IT organization in the future will be somewhat reversed compared
with the current environment in that project management and business analysis will
become core competencies, with other services either farmed out to external service
providers (the light shaded boxes with dotted lines), or shared, such as desktop / mobile
device support. As a result, IT organizations will need to reconsider how they are organized
and staffed.
February 22, 2022 Page 171 ASDI
Section 6: Prioritization Workshop and Project Roadmap
6.1— Introduction
Change has been, and continues to be, a constant concern for public sector executives who must often
respond to increased public expectations and new mandates with limited resources and information
technology environments that are not agile. Without a plan to manage and respond to change,
organizations tend to become reactive rather than proactive and, as a result, obtain reduced benefits for
their investments in information technology. This multi -year IT Strategic Plan sets forth a roadmap for
the City that identifies current technology projects and, to the extent possible, future technology needs.
The plan lays out the strategy and steps to meet those needs and to enable the City to sustainably
deliver high quality services to its internal user community and the public.
Citywide
Needs and Funding
Priorities
IT Needs end
Priorities
Initial Project IT Strategic
PrioritizationRoadma P
City and SDl
Workshop � -walr� Plan
ITSP Project
Portfdio � � Draft and Final
City-wide Projects
partmerrtal IT and User Departmental Projects
Needs and Resource IT Projects
Priorities Availability
lnput I Process Deliverable
i
Figure 6.1— Development of the IT Strategic Plan for the City of Cupertino (Source: SDI)
Figure 6.1, Development of the IT Strategic Plan for the City of Cupertino, provides a high-level overview
of the development of the IT Strategic Plan. As depicted, there were two primary steps in the process
including the Prioritization Workshop itself and then review and refinement of the "Blue Wall"
developed in the course of workshop by the City and SDI. Each is discussed below.
ITSP Prioritization Workshop
The key inputs for the ITSP Prioritization Workshop were documented in the course of the interviews
conducted by SDI with the City's key user stakeholders, the City's Chief Technology Officer, and the
managers and staff members of the City's Innovation Technology Department. As shown in Figure 6.1,
this included:
❑ City-wide and departmental needs and priorities.
❑ Needs and priorities related to the City's information technology infrastructure and staffing.
February 22, 2022 Page 172 9SDI
SDI Yr[SF xC[ FFC
❑ The ITSP Project Portfolio which included information regarding IT projects that were in -
progress or planned as well as projects that resulted from SDI's findings and recommendations.
The ITSP Project Portfolio was reviewed by the City prior to the Prioritization Workshop and
updated as needed.
The ITSP Project Portfolio was reviewed by the City prior to the Prioritization Workshop and modified as
needed. For each of the proposed projects the portfolio provides information including a description of
the scope and objectives, the project's sponsor(s), its status, the level of effort and the level of risk
associated with its implementation, and the estimated cost based on similar projects previously
conducted by SDI's clients and adjusted for the City of Cupertino.
The prioritization workshop was conducted on Wednesday October 6, 2021. Due to the circumstances
related to the COVID-19 pandemic, the workshop was conducted virtually using Zoom, with the project
timeline (aka the "Blue Wall") displayed to the participants using MS Visio. SDI facilitated the workshop
with the objective of providing an open and collaborative forum in which the participants, starting from
a pre -staged plan developed by SDI in concert with City IT, reviewed the priority of each project and
moved them across the timeline for the IT Strategic Plan which included:
❑ Projects that were in progress during the development of the IT Strategic Plan and that had
been completed by the first quarter of FY 2021/22.
❑ The remaining three quarters of FY 2021/22.
❑ FY 2022/23.
❑ FY 2023/24.
❑ A "Parking Lot" for projects that could not be scheduled at this time.
City and SDI Review
The "Blue Wall" at the conclusion of the workshop is depicted in Figure 6.2, Project Roadmap Following
Prioritization Workshop. As shown in Figure 6.2, the participants reviewed and scheduled seventy
projects including:
❑ Six projects that had been completed by the first quarter of FY 2021/22.
❑ Twenty-one projects that are scheduled to begin during the second quarter (October through
December) of FY 2021/22. Please note that although this is a large number of projects, all but
two of them have durations that extend beyond the second quarter of FY 2021/22, some of the
projects have limited scopes, and some will involve external service providers in addition to City
IT staff.
❑ Five projects that are scheduled to begin during the third quarter (January through March) of FY
2021/22.
❑ Nine projects that are scheduled to begin during the fourth quarter (April through June) of FY
2021/22, including a post -implementation review of the City's implementation of its Finance /
Human Resources application with the objective of determining whether it should consider
procuring a replacement for it.
February 22, 2022 Page 173 ASDI
❑ Sixteen projects that are scheduled to begin during FY 2022/23.
❑ Eleven projects that are scheduled to begin during FY 2023/24.
❑ Two projects that could not be scheduled during the workshop.
The projects in Figure 6.2 have been color -coded by the department that is nominally the sponsor. As
noted in the ITSP Project Portfolio provided in Appendix A, some projects involve multiple departments.
Figure 6.2 also calls out a series of projects that are related to the City's review and potential
replacement of its Finance and Human Resources application and this represents an opportunity to
potentially consolidate a number of business applications whose functions could be performed by a City-
wide ERP solution.
Following the workshop, SDI worked with the City to review and confirm the results of the workshop
and this effort resulted in the IT Strategic Plan Project Gantt Chart, which is discussed in Section 6.2,
Project Schedule and Cost per Fiscal Year.
February 22, 2022 Page 174 ASDI
FINAN
ERP PROJECTS
Figure 6.2 — Project Roadmap Following Prioritization Workshop
February I2'20II Page | 7S ASDI
6.2 — Project Schedule and Cost per Fiscal Year
Figure 6.3.1, Project Schedule and Cost per Fiscal Year, Page 1 of 2, and Figure 6.3.2, Project Schedule
and Cost per Fiscal Year, Page 2 of 2, were developed based on the information developed in the course
of the "Blue Wall" planning and prioritization workshop and differs from Figure 6.2, Project Roadmap
Following Prioritization Workshop, in that it is more linear and granular and provides the basis for
calculating the City's potential cost per fiscal year. Figure 6.3.2 also provides a count of the number of
concurrent projects active in each time period of the plan.
Figures 6.3.1 and 6.3.2 provide the following information:
❑ ID: The number of the project from the ITSP Project Portfolio to enable readers of the
document to quickly reference information regarding the scope and objectives of the project.
❑ Project Name: The name of the project used in the "Blue Wall" (Figure 6.2), please note that
this may be abbreviated version of the project name provided in the ITSP Project Portfolio.
❑ Sponsor(s): The Departments that are sponsoring the project, please note that the potential
user community could extend beyond the project's sponsors. Projects that are expected to
impact all users in some way are shown as "City -Wide."
❑ Status: The status of each project is shown as follows:
- Complete: The project was in -progress but had been completed at the time the workshop
was conducted.
- In -Progress: The project was currently being worked on at the time the workshop was
conducted.
- Planned: The project is planned to be completed as scheduled in the Project Timeline.
❑ Project Timeline: The Project Timeline is the same as for Figure 6.2, i.e.:
- The first quarter of FY 2021/22 for projects completed or in -progress.
- The remaining three quarters of FY 2021/22.
- FY 2022/23.
- FY 2023/24.
- A "Parking Lot" for projects that could not be scheduled at this time.
❑ Project Cost in $000's: Provides the estimated low and high project costs from ITSP Project
Portfolio and the average of the low and high costs. Generally, costs are only provided for
planned projects on the assumption that the costs for projects that are either complete or in -
progress have already been incurred.
❑ Cost for Planned Projects per Fiscal Year: Project cost has been allocated by fiscal year (FY
2021/22, FY 2022/23, and FY 2023/24) as follows:
- Except for projects that have annual recurring costs (such as for the annual refreshment of
the City's IT infrastructure or for services contracts), the cost for a project is assumed to be
February 22, 2022 Page 176 ASDI
fully incurred in the FY in which the project commences even if the project's duration spans
FYs.
The costs for the maintenance of existing business and operational applications and/or
application services that are not part of the IT Strategic Plan are not included.
As project charters are developed and approved for each of the projects in figures 6.3.1 and 6.3.2, City IT
will be able to calculate and plot the user and IT resource requirements within each time period to
review with the City's executive team so that the project schedule can be adjusted as needed. The
number of IT resources (whether internal or external) available will generally be limited by:
❑ The number of IT resources required to perform scheduled maintenance on the City's IT
infrastructure and needed to work on foundational projects (such as the adoption of IT best
practices and business continuity).
❑ The number of IT resources required to respond to user requests and problem reports.
❑ The number of IT resources that are diverted from project work in order to respond to
contingencies.
February 22, 2022 Page 177 ASDI
ID
Project Name
Sponsors)
Status
FY 2WM/21
FY 2022123
FY 2023/29
Parking
Lot
Cost in sow'.
Cost In FY for Plan. ed Projects($000's)
Notes
q1
Completed
Q2
oa - Dec
Q3
Ian - Mar
Apr -tun
Jul -Jun
Jul -Jun
Low
High
Mid
FY 2021f22
FY 2022/23
FY 2023/24
Part 1: Completed Projects
1
CIS Licensing
City Wide
Complete
■ENE■-
22
Public Counter Software
Community Development
Complete
■ENE■
34
Refresh Intranet 'The Hut,"
Tu man Resources
Complete
■ENE■
$
$
$
$
$
37
TLDxp Implementation
Code Enforcement
Complete
■ENE■-
47
CityWorks Implementation
Public Works
Complete
■ENE■-
71
"Return to Work' Appointment5ystem
City Wide
Complete
■ENE■
-
Part 2: ERP Projects
33
ERP Requirements Gap Analysis Study
Finance
Planned
■ENE■
$ 50
$ 75
$ 63
$ 63
72
pgra / Replace ERPS System
Upgrade
Finance
Human Resources
Planned
■ENE■
$ 625
$ 950
$ 789
$ 788
5
19
Human Capital Performance Management
City Wide
Planned
■ENE■
$ -
$ -
$ -
5
36
Employee Self -Service
Human Resources
Planned
■ENE■
$ -
$ -
$ -
5
45
Procurementand Contract Management
CIP
Planned
■ENE■
$ -
$ -
$ -
5
50
CityWorks/ERP Interface
Public Works
Planned
■ENE■
$ -
$ -
$ -
5
Part 3: City -Wide and Departmental Projects (Sorted by Sponsor and Project)
43
CIP project Repository
CIP
In Progress
■�iii
■�iii
■���1
$ -
$ -
$ -
57
Best Practices for Remote Workers
City-wide
In -Progress
■ENE■
■ENE■-
9
Implementation of Paperless Environment
City Wide
In -Progress
■ENE■
■ENE■
■ENE■
■ENE■
■���■
$ -
$ -
$ -
62
ITG—mance
City Wide
Planned
■ENE■
$ -
$ 15
$ 8
$ 8
3
73
IT Strategic Plan FY25-FY27
City -Wide
Planned
■ENE■
$ -
$ 75
$ 38
$ 38
68
Project Management Methodology
City Wide
Planned
■ENE■
$ -
$ 20
$ 10
$ 10
10
Secure Document Access
City -Wide
Planned
■ENE■
$ -
$ 10
$ 5
$ 5
65
Social Media and Text Archiving
City Wide
planned
■ENE■
$ 25
$ 50
$ 38
$ 38
64
Technology Fund Replacement Strategy for SaaS
Applications
City -Wide
Planned
■ENE■
$ -
$ 15
$ 8
$ 8
11
Data Liter. cy/Data Ware house
City-wide
In -Progress
■ENE■
■Ott■
!OMEN
■ORRO
■ENE■IT
31
a -Mail Search Tool
CM - City Clerk
Planned
■ENE■
$ 15
$ 20
$ 18
$ 18
30
Granicus/Legist@r Post -Implementation Review
CM-CityClerk
Planned
■ENE■
$ -
$ 15
$ 8
$ 8
65
Lobby1 st Registration
CM-CityClerk
In -Progress
■ENE■
S -
$ -
$ -
63
VoteCast
CM-CityClerk
Planned
■ENE■
$ -
$ 5
$ 3
$ 3
32
WetFSHe Refresh/Replacement
CM - Communications
Planned
■ENE■
$ 75
$ 150
$ 113
$ 113
4
Drone Management
CM- Emergency Management
In -Progress
■ENE■
■ENE■
■ENE■-
5
EDC Improvements
CM- Emergency Management
In -Progress
■ENE■
■ENE■
3
Local Data Repositories for Emergency Management
CM- Emergency Management
Planned
■ENE■
$ -
$ 15
$ 8
$ 8
2
Volunteer Portal Update/Integration
CM- Emergency Management
In -Progress
■ENE■
■ENE■
■ENE■-
70
Satel lite Network
CM- Emergency Services
Planned
■ENE■
TBD
TBD
TBD
6
8
Water Sub-Metenng Feasibility
CM - Sustainability
Planned
■ENE■
$ -
$ 26
$ 10
$ 10
7
Data Repository for Sustainability
CM - Sustainability
In Progress
■ENE■
■ENE■
6
Facility Energy Management Systems
CM - Sustainability
Publicworks
planned
■ENE■
$ 25
$ 50
$ 38
$ 38
40
Body Cameras
Code Enforcement
Planned
■ENE■
$ 15
$ 30
$ 23
$ 23
39
Interface with CauntyCAD/RMS
Code Enforcement
Planned
■ENE■
TBD
TBD
TBD
5
38
Resident Portal Consolidation
Code Enforcement
Planned
■ENE■
$ -
$ 25
$ 13
$ 13
17
Accela Post- Implementation Review
Community Development
Planned
■ENE■
$ -
$ 15
$ 8
$ 8
Figure 6.3.1— Project Schedule and Cost per Fiscal Year, Page 1 of 2
February 22, 2022 Page 1 78 ASDI
SDi Y((SF a(( ll(
ID
Project Name
Sponsors)
Statras
Fv 2020/21
FY 2022/23
Fy 2023/24
Parking
Lot
Cost I.$000's
Cost InF for Planned Projec(s(j'BOU'sl
Notes
41
Completed
Q2
oM-Dec
43
Ian -Mar
Q4
AprJun
lul-Jun
lul -lun
Low
High
Mid
Fy 2021/22
FY 2022/23
FY 2023/24
20
Call Routing
Community Development
In Progress
■ ■ ■ ■ ■-
18
Customer5ervice Application
Community Development
In -Progress
aaaaa
aaaaa
aaaaa
aaaa■-
21
Message Templates
Community Development
Planned
■aaa■
$ -
$ 5
$ 3
$ 3
16
Permit Consolidation
Community Development
Planned
aaaa■
$ -
$ 75
$ 38
$ 38
15
Secure a -Mail Portal I DocuSign
Community Developmert
In -Progress
■aaa■
$ -
$ 5
$ 3
$ 3
23
Migmtionof Business Licenses from New World to
Accela
Community Development
Finance
In -Progress
aaaaa-
46
Transparency
Development services
InProgress■aaa■
■aaa■
■aaa■
44
Facilities Management Software
Development Services
CIP
planned
■aaa■
$ -
$ loo
$ So
$ 50
41
Document Handling
Housing
In -Progress
■aaa■
■aaa■-
57
Candidate Assessment Pre -Employment
Haman Resources
Planned
■aaa■
$ 25
$ so
$ 5D
2
35
Digitization of Employee Records
Human Resources
In -Progress
aaaaa
■aaaa
$ -
$ -
$ -
34(b)
Refresh Intranet, F 2022/23
Human Resources
Planned
■aaa■
$ -
$ l0
$ 5
$ 5
34(c)
Refresh Intranet, Fy2023/24
Human Resources
Planned
aaaa■
$ -
$ 10
$ 5
$ 5
74
CodeHub
Multiple Departments
planned
■aaa■
■aaa■
■aaa■
$ 20
$ 28
$ 24
$ 24
26
'When to Work'App Implementation, Phase ll
Parksand Recreation
Planned
■aaa■
$ -
$ to
$ 5
$ 5
24
ActiveNET Implementation, Phase ll
Parksand Recreation
In -Progress
aaaaa
aaaaa
aaaaa
aaaa■
aaaa■
$ -
$ -
$ -
25
ActIveNET Post -Implementation Review
Parks and Recreation
Planned
■aaa■
$ -
$ >5
$ 8
$ 8
27
Cobblestone Enhancements
Parksand Recreation
Planned
■aaaa
TBD
TBD
TBD
4
28
Implement Work order System
Parksand Recreation
Planned
■aaa■
$ -
$ >5
$ 8
$ 8
29
Wi-Fi E.pansion
Parks and Recreation
In -Progress
■aaa■
■aaa■-
75
McClelland AR
Parksand Recreation
Planned
aaaaa
aaaa■
$ M
$ 44
$ 4o
$ 40
12
Green Halo Implementation
Public Works
In -Progress
■aaa■-
51
Improve Document Access in CityWorks
Public Works
Planned
aaaa■
$ -
$ 25
$ 13
$ 13
13
ISBI38a(Record Keeping) Conformance
Public Works
Planned
aaaaa
$ -
$ 25
$ 13
$ 13
48
SmartCity Master Plan
Public Works
Planned
■aaa■
$ so
$ 75
$ 63
$ 53
49
Street Light Transition Plan
Public Works
In -Progress
aaaaa
$ -
$ -
$ -
1
14
Traffic Center Network
Public Works
In-ProgressIT
■���■
■aaaa
$ -
$ -
$ -
42
Facility Upgrades
Sportsand Recreation
Planned
aaaaa
aaaa■
aaaa■
TBD
TBD
TBD
6
Part 4: Innovation Technology Projects
55
Application Training
IT
In -Progress
■EMEM
■aaaa
■aaaa
■aaa■
WOMEN
■aaa■
58
Digital Camera Migration
IT
In -Progress
MEMM l
aaaaa
aaaaa
aaaaa
■aaa■
aaaa■
52
Rationalize File Structure
IT
planned
Whoa■
$ -
$ So
$ 25
$ 25
53
Share Point Governance
IT
Planned
aaaa■
$ -
$ 20
$ to
to
54
Application Rationalization
IT
Planned
■■■■■
Legend:
■ENE■ Completed Work
■ENE■ Planned Work
Number of Concurrent Projects:I 10 22 22 21 24 1 17 Estimated Cost Per Fiscal Year ($131113's):1 $ 377 I $ 928 I $ 268
Not-
1 Scope of IT participation in this project is not known at this time.
2 Service is sourced to an external provider, need for project is TBD-
3 Carry-over from prior IT Strategic Plan.
4 Scope of enhancements to Cobblestone not known at this time, functionality may be provided by new ERP solution.
5 The actual cost for the procurement and implementation of the ERP solution will be dependent on the scope of services requested and the bids received by the City-
6 Scope and cost of project not known at this time.
7 Project added following the Prioritization Workshop
Figure 6.3.2 - Project Schedule and Cost per Fiscal Year, Page 2 of 2
February 22, 2022 Page 1 79 ASDI
SDi rr(SF MC( ll(
6.3 — Next Steps for the City
"Innovation is less about generating brand-new ideas and more about knocking down barriers [such as
such as inefficient processes or hierarchies] to making those ideas a reality." -John P. Kotter, Accelerate,
https://www.Kotterinternational.com
City
IT Strategic Plan
Council
Strategic:Pla.] Actions ff,
�y - User and I7
1° Resources
� DepartmentalIT
Priorities Governance 0
IL
'm
Y
a+
m
Gi New F undinl;
Project
Requests
Approved Project
Project Charters Priorities IT Assets
Maintenance
Activities
service
Requests I
C , I
I � � Resource
I Availability
� � I
0. I Contingencies I
� I
I
I — _ Project
F Unplanned Events Status
Project Resource
Plans Assignments
--------------------
Tactical IT Work Plan
A well -developed and widely
accepted IT Strategic Plan is one of
the most powerful tools for IT
governance since it identifies the
destination and the steps to get
there. It also provides a baseline for
informed discussions as to changes in
the destination, the desired route,
and the timing of the journey. The IT
Strategic Plan Update provides the
City of Cupertino with a roadmap for
the completion of a wide -range of
information technology projects
through FY 2023/24. Some of these
projects will transform the work of
individual departments while other
projects, such as the potential
replacement of the Financial / HR
application and the implementation
of a near-paperless environment will
impact work City-wide. The ability of
the City to fully realize the benefits of
these projects can be limited by
challenges including resistance to
Figure 6.4—Strategic and Tactical Planning (Source: SDI) changes in organizational behavior
and culture, succumbing to the
temptation to focus on technology, rather than people, as a change agents, and not aligning the
allocation of user and IT resources consistently with organizational priorities.
Of these, resistance to change is probably the most vexing to planners. Executives, managers, and staff
find comfort in established processes even when they find them frustrating. Overcoming this resistance
to change in a thoughtful, open, and consistent manner is critical for success. This is particularly true for
the establishment of a consistent approach to IT Governance. Even though IT Governance is critical to
the ability of organizations to optimize their investments in information technology, to agilely respond
to new requirements, and to allocate resources based on enterprise directions and priorities,
organizations often struggle to implement and then sustain formal approaches to IT Governance.
February 22, 2022 Page 180 XSDI
SDi VII[SF xC[ FFC
As shown in Figure 6.4, Strategic and Tactical Planning, IT Governance can be complex and already over-
burdened decision -makers are understandably reluctant to take on yet another responsibility. As a
result, organizations either adopt ad -hoc and inconsistent processes for IT Governance or delegate many
of the functions of IT Governance to their IT support organization. Both of these approaches can be
problematic since:
❑ Delegation of IT Governance to an IT support organization, no matter how proactive and
innovative it may be, diminishes opportunities for collaboration and the places the IT support
organization in the uncomfortable position of reconciling competing priorities.
❑ The complexity of IT Governance is not really suited to ad -hoc approaches.
Despite its complexity, IT Governance is one of the least expensive and most effective steps that an
organization can take to improve the delivery of IT services to its internal user community and the
public, to realizing greater value / return for its investments in information technology and the only real
obstacles to its implementation are generally organizational culture (particularly resistance to change).
For these reasons, SID has consistently advocated since 2015 that the City of Cupertino should establish
a formal approach to IT Governance and hopes that this will be among the first order of business as the
City moves forward with the IT Strategic Plan.
February 22, 2022 Page 181 ASDI
Appendices
Appendix A — ITSP Project Portfolio
February 22, 2022 Page 182 ASDI
SDI YII[SF xC[ FFC
Appendix A: ITSP Project Portfolio
Introduction
This document, entitled, City of Cupertino, IT Strategic Plan Project Portfolio, was developed by SDI to
facilitate the development of the City's IT Strategic Plan. The Project Portfolio provides summary
information for each of the projects that will be considered in the Project Planning Workshop including:
❑ Project Number: The projects have been numbered consecutively; however, there are some
gaps in the numbering due to the consolidation of projects.
❑ Project Name.
❑ Project Sponsors: The department that is the sponsor of the project, in some instances a
project may be shown as being City-wide meaning that it is beneficial to all departments.
❑ Status: The status of the project, including:
- In Progress: The project is either being currently worked on or has been approved and
funded.
- Complete: The project has recently been completed.
- Planned: The project has been approved and scheduled.
- Interview: The project has been requested or proposed for inclusion in the IT Strategic Plan
based on SDI's interviews with City departments or IS staff.
- Finding: The project is related to a finding discovered by SDI during interviews with City
personnel.
- Recommendation: The project is related to a recommendation made by SDI.
❑ Project Description: Provides information regarding the project including the problem(s) that
the project is intended to solve, the potential benefits to the City, and additional information
such as dependencies on other projects.
❑ Level of Effort: An estimate of the level of effort involved (Low, Medium, High). The level of
effort is determined as follows:
- Low: A small project with a duration of less than 6 months.
- Medium: A project with a duration of 6 to 12 months.
- High: A project with a duration of more than 12 months.
❑ Level of Risk: An estimate of the potential risk involved in the implementation of the project
(including both technical risk and the risk of disruption to City operations in the event of the
project being delayed or failing to meet the intended objectives) and risk is categorized as being
Low, Medium, or High
❑ Estimated Cost in $000's (Low and High): The estimated cost for the project, in some instances
a project could be completed by City staff members (and thus show a cost of $0) or by an
external service provider. Costs that: a) cannot be estimated at this time are shown as "TBD",
February 22, 2022 Page 183 ASDI
and b) costs for projects that are shown as "In Progress" are shown as "n/a," since these are
already budgeted.
February 22, 2022 Page 184 ASDI
SDI YII[SF xC[ FFC
Project Portfolio
Level of
Level of
Estimated Cost in $000's
Nbr.
Project Name
Sponsor(s)
Status
Project Description
Effort
Risk
Low
High
With increased interest / need in the user community for access
1
GIS Licensing
City -Wide
Completed
to the City's GIS, the City will need to expand GIS licensing to
n/a
n/a
$ -----
$ - --
eliminate the need for shared accounts.
The City has a Volunteer Portal for residents (off -the -shelf), but
the information in the application is very stagnant. In addition to
providing for development and implementation of an approach to
Volunteer Portal Update /
CM — Emergency
review the data in the Volunteer Portal and ensure that it is kept
2
Integration
Management
In -Progress
current, this project would also address requirements to:
p 1 q
n/a
n/a
$ -----
$ -----
■ Integrate the Volunteer Portal with the City's Alert / Warning
system.
■ Feed HR contact information into the Alert Warning System.
The County is rolling out additional web -based applications for
emergency management. The City would like to have local
Local Data Repositories for
CM — Emergency
repositories of information in the event that the web connection
3
Interview
goes down in an emergency. This project would provide for the
M
L
$ 0
$ 15
Emergency Management
Management
negotiation of an agreement with the County for the scheduled
downloading of information from these applications to a secure
local repository in the City.
The City is planning to procure and operate drones to provide still
and video imagery of the City following an emergency to identify
CM —Emergency
areas of the City that have sustained damage and make that
4
Drone Management
In -Progress
information available to City's EOC. The City has procured and
n/a
n/a
$ -----
$ -----
Management
implemented DroneDe toY(https://www.dronedeploy.com)
which provides the functionality to fly a drone over a pre-
established flight path. This project is in -progress.
February 22, 2022 Page 185 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
The City's 2017 IT Strategic Plan as well as the 2019 update to the
plan noted the need to remediate the deficiencies in the EOC at
City Hall. Since then, the City has begun using an alternative EOC
at the Service Yard. This project would provide for:
CM —Emergency
■ The development and implementation of a plan to ensure
5
EOC Improvements
Management
Complete
that the EOC at the Service Yard can continue to meet the
n/a
n/a
$ -----
$ -----
City's needs (i.e., accessibility, connectivity, redundancy,
security) or whether the City should consider establishing an
EOC in an alternative facility.
■ The development and implementation of an incident
response plan.
The City is looking at opportunities to update Building, Heating,
Lighting management systems to improve energy efficiency /
sustainability. This project would provide for:
■ The formal development of the requirements related to
Facility Energy Management
CM — Sustainability
achieving conformance with energy management /
6
Recommended
sustainability standards.
M
L
$ 25
$ 50
Systems
Public Works
' A review of all City facilities with the objective of identifying
and costing the effort to retrofit them to meet the standards,
and those facilities that can be more readily adapted.
■ The development of a plan for renovating or replacing
facilities as part of the City's CIP program.
Sustainability needs to have more data available for reporting —
immense reporting for Climate Action Plan, 200 measures,
reported annually. Ideally, this information would be contained in
Data Repository for
a single repository that would be integrated with the City Finance
7
Sustainability
CM —Sustainability
In -Progress
system (Logos). This project would provide for:
Y ( g )• p J
n/a
n/a
$ -----
$ -----
■ The definition of the requirements for the repository.
■ Analysis as to whether the City's proposed data warehouse
could feasibly meet these requirements or whether a more
February 22, 2022 Page 186 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
specific / dedicate solution would be a better fit to the
requirements.
■ The development of a plan for the implementation of the
required functionality.
Need to apply sub -metering to the water system (want to use AMI
Water Sub -Metering
for City owned facilities water meters). Watering system is aged.
8
Feasibility
CM - Sustainability
Interview
Water is the biggest single utility expense for the City. This
L
L
$ 0
$ 20
project would provide for the development of a feasibility study
to determine how best to accomplish sub -metering for the City.
The City completed an IDMS strategy last year with the objective
of becoming a largely paperless City (the City is in the first year of
a three-year plan). It was noted that:
■ The use of Laserfiche varies throughout the City.
■ Although the City has scanned a large number of documents
Implementation of
that many of them have either not been indexed at all or not
9
Paperless Environment
City -Wide
In -Progress
indexed consistently. This limits the ability of users to
n/a
n/a
$ -----
$ -----
retrieve documents.
This project would provide for the development and
implementation of a plan to facilitate the City's migration to a
near-paperless environment including the use of automated
workflows and more closely integrating Laserfiche with the City's
core business applications to improve access to documents.
Various departments indicated the need to be able to secure
access to documents or to control access to areas of documents
that contain sensitive / confidential information. This project
10
Secure Document Access
City -Wide
Interview
would provide for a study to determine if this functionality could
L
L
$ 0
$ 10
be provided by the City's document / content management
system (Laserfiche) or if another product might be required and, if
so, for the selection, procurement, and implementation of that
product.
February 22, 2022 Page 187 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
The City would like to broadly improve data literacy. As part of
this effort, IT needs to improve data classification and establish a
data warehouse and provide users with a "low -code" approach to
generate their own dashboards from the data in the warehouse.
This project would provide for:
■ The development of the requirements for the data
warehouse and the dashboard generator, for data
City -Wide
governance, and for improving data literacy (including GIS).
11
Data Literacy /Data
Warehouse
In -Progress
■ Evaluation of the feasibility of creating and maintaining the
n/a
n/a
$ -----
$ -----
IT
data warehouse including the availability of the information
required to populate the warehouse and, potentially,
conducting a pilot project.
■ Review of the staffing requirements and costs related to
support the data warehouse including the extraction of data
from the City's core information systems.
■ Development of a plan for the implementation of the data
warehouse and dashboard tools.
The City is planning to roll out Green Halo
12
Green Halo Implementation
Public Works
In -Progress
(http://www.greenhalosystems.com) software in the fall,
n/a
n/a
$ -----
$ -----
September / October. The software provides support for
construction and demolition debris tracking.
SB1383 mandates records management and reporting regarding
paper procurement record keeping, energy, compost. Also
SB1383 (Record Keeping)
tracking for CalRecycle. All paper purchased by the City needs to
13
Conformance
Public Works
Interview
have 30% recyclable content. This project would provide for the
L
L
$ 0
$ 25
development of feasibility study to determine if these
requirements can be met through extracting information from the
City's ERP system (Logos).
Public Works
Traffic Center network was refreshed last year. Public Works is
14
Traffic Center Network
In -Progress
currently migrating from serial video controllers to Ethernet / IP-
n/a
n/a
$ -----
$ -----
IT
based video controllers — some network connection issues.
February 22, 2022 Page 188 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
Send declarations out to Contractors / Homeowners and they
electronically sign the documents and return them to the City.
Need to consider DocuSign, but sometimes e-mail looks like junk
Secure a -Mail Portal /
Community
mail — the City needs a more secure way of sending the e-mail.
15
DocuSign
Development
In -Progress
This project would include reviewing the feasibility of meeting
n/a
n/a
$ -----
$ -----
these requirements using the City's current e-Mail system
(Outlook) or other software that the City owns and, if this is not
possible, developing a plan to select, procure, and implement the
needed software.
Seeking to have just one permit application rather than 15.
Would also like to be able to have other applications enable filers
to input permits electronically and forward them to Community
Development for review rather than having to manually input the
information for the public. This project would provide for:
16
Permit Consolidation
Community
Development
Interview
■ The evaluation of feasibility of accomplishing this in Accela
H
M
$ 0
$ 75
and the level of effort required. This could potentially
require the assistance of Accela professional services.
■ Definition and prioritization of the project, including the level
of support required from IT and the level of effort for the
users to accomplish this consolidation.
The City implemented Accela approximately a year ago, provides
the ability for residents to pay for permits and to schedule
inspections through an online portal. This project would provide
for conducting a post -implementation review of Accela with the
Community
objectives of:
17
Accela Post -Implementation
Development
Recommendation
■ Documenting lessons learned in the course of the
M
L
$ 0
$ 15
Review
IT
implementation.
■ Identifying opportunities to maximize the City's use of the
application, including an assessment of whether Code
Enforcement can use Accela (thus eliminating a separate
application).
February 22, 2022 Page 189 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
■ Evaluating the feasibility of providing a single public portal
for ProjectDox and Accela to reduce public confusion.
Community Development receives a large number of e-mail
messages and telephone calls from the public all of the time
Customer Service
Community
including evenings and weekends. Community Development
18
Application
Development
In -progress
would like to find a solution that would reduce the need to
n/a
n/a
$ -----
$ - --
answer the same questions. There is some interest in using the
Zen Desk (https://www.zendesk.com/) ticketing system which has
a Chatbox with a widget on the City's web -page for this purpose.
Performance metrics are a key part of the City's budgeting
process and employee evaluations. The City has a need for a
performance management system for HR that is integrated with
payroll and that would support the integration of performance
metrics with the City's budgeting process. HR would also like to
have the ability to forecast staffing needs based on performance
19
Human Capital Performance
City-wide
Scheduled FY22
metrics.
M
L
$ 25
$ 50
Management
This project would provide for the development and
implementation of a plan (including the definition of user
requirements) for the acquisition and implementation of a
performance management system for the City. The solution
should include a dashboard to provide managers and staff
members with information regarding performance metrics and
conformance with training requirements.
The City's telephone system is challenging — the City is not using
Community
phone routing trees, and this limits the ability to route calls. Calls
20
Call Routing
Development
Interview
are not queued; planners just take the next call. Everybody gets
L
L
$ 0
$ 10
everything and this defeats having a person who is "On Duty" to
answer calls.
21
Message Templates
Community
In -Progress
The City needs to have a library of standard templates to respond
n/a
n/a
$ -----
$ -----
Development
to requests / questions from the public.
February 22, 2022 Page 190 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
The Planning Division in Community Development needs to have
the ability for the public to schedule appointments online and
22
Public Counter Software
Community
Complete
would also like to assess the feasibility of relocating the permit
n/a
n/a
$ - --
$ - --
Development
office from the basement of City Hall to the lobby. It was noted
that Buildings is looking at MS Booking for the Permit Counter,
and that potentially Planning could use it as well.
Migration of Business
Community
The City is moving the processing of business licenses from New
23
Licenses from New World to
Development
In -Progress
World to Accela in order to take advantage of the functionality
n/a
n/a
$ - --
$ - --
Accela
Finance
and parcel information available in Accela.
24
Active NET Implementation,
Parks and Recreation
In -Progress
Parks and Recreation is planning a follow-on phase to the
n/a
n/a
$ -- --
$ -----
Phase II
implementation of the Active.NET software.
With the completion of the planned second phase of the
implementation of Active.NET, the City should conduct a post -
implementation review of the system (potentially with assistance
from Active professional services) with the objectives of:
■ Documenting lessons -learned in the course of the
implementation and subsequently.
■ Developing a plan for the implementation of updates and
25
Active NET Post-
Parks and Recreation
Recommendation
additional features.
M
L
$ 0
$ 15
Implementation Review
■ Resolving issues (it is felt that Active NET is user-friendly for
the City's staff but not so much for the public).
■ Identifying opportunities to better utilize the application
including maximizing reporting, and potentially replacing
other applications such as GolfNow and Square in order to
break down barriers between divisions and to streamline
workflows.
■ Implementing a program to improve user training.
"When to Work"
Parks and Recreation is using "WhentoWork" (a mobile
26
Implementation, Phase II
Parks and Recreation
Interview
application) to schedule work hours for around 200 part-time
L
L
$ 0
$ 10
staff and volunteers, but it is not configured for them yet so are
February 22, 2022 Page 191 ASDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
still relying on Excel. Will need some assistance from IT to
configure and implement the application, planning to get to it in
the next year.
Parks and Recreation uses many different service providers (a
coordinator can manage between 5 to 15 separate contractors)
and is using Cobblestone for contract processing. It was
implemented last year, integrated with Adobe Sign, but not yet
Parks and Recreation
fully implemented (estimate that they are using approximately
27
CobbleStone Enhancements
Finance
In -Progress
20-30% of the functionality). In addition to planning to
n/a
n/a
$ -----
$ -----
implement additional functionality in CobbleStone, they need to:
■ Integrate CobbleStone with New World for invoicing and risk
management, etc. — Not part of SOW
■ Implement a customer interface.
Parks and Recreation needs to implement a work order tracking
and management system with a customer portal and is looking to
utilize one of the work order systems presently implemented in
28
Implement Work Order
Parks and Recreation
Interview
the City including Cityworks, ZenDesk, and the IT ticketing system.
M
L
$ 0
$ 15
System
Parks has seen a demo for ZenDesk and was impressed with the
product but needs to perform a more detailed review and
evaluation, select a work order system, and then work with IT on
implementation.
IT has been given a list of park sites where Parks and Recreation
wants to improve Wi-Fi including Wilson Portal and Creekside.
29
Wi-Fi Expansion
Parks and Recreation
In -Progress
Some of the requirements are still open to discussion, i.e., they
n/a
n/a
$ -----
$ -----
want to have Wi-Fi access broadly available they are wary of
people spending more time online rather than enjoying the park.
The City is using Granicus for agenda management and Legistar
Granicus / Legistar Post-
City Manager/ City
for publishing the agenda and minutes for City Council Meetings
30
Implementation Review
Clerk
Interview
(both products are supported by Granicus). Although the Council
M
L
$ 0
$ 15
is generally satisfied with these products, there are some glitches
in the process and members of the public often point these out.
February 22, 2022 Page 192 ASDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
This project would provide for a review of the City's
implementation of Granicus and Legistar with the objectives of
identifying and resolving issues and determining if there is a need
for additional training in the use of the products.
In order to comply with Public Records requests, the City Clerk
has to search large numbers of e-mail messages using the limited
search tools available in MS Outlook and then manually review
City Manager/ City
the messages retrieved through the search to confirm their
31
e-Mail Search Tool
Clerk
Interview
relevance, to eliminate duplicates, and to redact confidential
M
L
$ 15
$20
information. The project would provide for the procurement and
implementation of a configurable e-mail search tool driven by
user -defined business rules to reduce the amount of manual
effort involved in processing these requests.
It was reported that the City's current web -site is becoming
dated, is difficult to update, that some functions such as searching
for a page or a topic doesn't work well, and that the site should
be more user friendly. There is also some concern regarding the
level of support being provided for the web -site by Civica
following their acquisition by Granicus. This project would
32
Web -Site Refresh /
City Manager /
Scheduled for
provide for an evaluation of the City's current web -site with the
H
M
$ 75
$ 150
Replacement
Communications
FY22
objectives of:
■ Identifying immediate improvements that could be made to
the existing web -site.
■ Identifying the City's requirements for a new web -site.
■ Developing and implementing a plan for the replacement of
the web -site.
The City has been using Tyler's Logos (New World) product since
33
ERP Requirements / Gap
Finance
Scheduled for
2017 and while the product is generally regarded by the City as
M
L
$ 50
$ 75
Analysis
FY22
being efficient, Finance has a number of concerns regarding Logos
including:
February 22, 2022 Page 193 XSDI
Nbr.
Project Name
Sponsor
Status
Project Description
Level of
Effort
Level of
Risk
Estimated Cost in $000'ss)
Low
High
■ Limited responses from Tyler regarding product
modifications / support have led to the introduction of
manual workarounds.
■ Issues with processing payroll.
■ Limitations in the ability of users to readily extract
information from Logos for reporting (especially for
budgeting). In particular, Finance would like to enable
departments to become more self-sufficient with regard to
creation and generation of reports.
■ Logos' forecasting model did not work well for the City and
Tyler was unable to support the City and they are using Excel
for projections
■ The modules within Logos are not highly integrated with
each other.
■ Fixed asset management is not integrated with purchasing
and they are using manual processes.
■ HR has also reported some limitations in using Logos for time
reporting including the ability to alter supervisors if time
reports are not completed and always linking hours worked
to GL codes.
■ Limitations in internal application security.
■ The API (used to support information sharing between Logos
and other applications) is not easy to use.
This project would provide for the development of an ERP
requirements / gap analysis that would:
• Review and update the City's ERP requirements.
■ Determine whether Logos can feasibly meet the City's
requirements.
February 22, 2022 Page 194 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
■ Determine whether the City should consider the
procurement of an alternative ERP solution especially given
the developments within the ERP marketplace since 2017.
This is a multi -year, multi -phase, project to revamp the City's
Intranet site including new functionality and updated content.
The first phase is scheduled to roll -out at the end of June. Will be
Complete
open City-wide with IT, HR, and Communications.
HR
(FY21/22)
Then a year to add other departments. One of the objectives of
34
Refresh Intranet "The Hub"
IT
Planned for
this project is to keep the information fresh so that employees
M
L
$ 0
$ 10
FY22/23 and
keep coming back. The new functionality will enable employees
FY23/24
to self -register for classes and for managers to see what classes
their employees are enrolling in and the status of program
completion. HR would like to have the ability to customize The
Hub so that it is specific to an employee (more than a year out).
All new personnel documents are digital and in Laserfiche. Need
Digitization of Employee
to do backfile conversion to digitize older hardcopy documents.
35
Records
HR
In -Progress
HR is meeting with a vendor this week regarding digitization. HR
n/a
n/a
$ -----
$ -----
would also like to look at developing and implementing user -
defined workflows for specific document types.
At present, HR has to manually enroll employees in external
programs (health, vision, dental, etc.) — also have to maintain
employee information (name, address changes, etc.) in each of
these external programs. HR would like to have an employee self-
service portal for benefits enrollment / information changes that
would also support the ability to generate reports for HR
36
Employee Self -Service
HR
Interview
regarding employee enrollments, beneficiaries, etc.
M
M
$ TBD
$ TBD
The portal would also need to be able to share information on
enrollments with the City's ERP system for payroll deductions, etc.
This project would provide for the definition of the requirements
for the employee self-service portal and the selection, acquisition,
and implementation of a solution for the City.
February 22, 2022 Page 195 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
NOTE: Should the City decide to procure a new ERP system, the
availability of a self-service portal should be included in the
requirements and there would be no need for integration. The
cost is shown as TBD pending the outcome of the ERP Gap
Analysis.
Code Enforcement would like to purchase TLOxp (TransUnion),
which would be a very useful tool for them that provides
functionality for skip tracing with contact information (e-mail,
social media, phone numbers), etc. Code enforcement would like
to purchase a program called TLOxp (TransUnion) . Very useful
37
TLOxp Implementation
Code Enforcement
Complete
and powerful tool to assist code enforcement. Skip tracing tool
n/a
n/a
$ -----
$
with contact information (e-mail, social media, phone numbers).
This project would provide for the development of the
requirements for TLOxp (including potential integration with
Accela) and for the acquisition and implementation of the
product.
Work orders originating from resident's issues / complaints can
reach Code Enforcement through a number of sources including
Resident Portal
CitizenServe, Cupertino311, and Accela. This project would
38
Consolidation
Code Enforcement
Interview
provide for the development of the requirements for the
M
L
$ 0
$ 25
consolidation of requests into a single repository and automated
responses back to the originating portal, and the development,
implementation of the interfaces required to enable this process.
Code Enforcement does not have access to the Sheriff's CAD/RMS
system, and this poses an officer safety issue since they are not
able to see if there are any issues related to a location that is
going to be inspected. This project would provide for the
39
CAD/RMS Interface
Code Enforcement
Interview
development of an agreement with the Sherriff's Office to enable
L
M
$ TBD
$ TBD
Code Enforcement officers to have access to City information in
the CAD/RMS systems. Please note that Code Enforcement
Officers will be receiving police radios so that they can
communicate directly with SO Dispatch.
February 22, 2022 Page 196 ASDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
Code Enforcement officers interact with property owners,
residents at an address, and other members of the community.
Body Cameras for Code
This project would provide for the development of a feasibility
40
Enforcement
Code Enforcement
Interview
study for equipping Code Enforcement Officers with body
H
M
$ 15
$ 30
cameras and, subsequent to City review and approval, the
acquisition of the equipment and services, and training for the
officers.
Housing has been handling a lot of affordable home ownership
documents (sale / refinance), which involves a lot of scheduling
and documents to be moved around. Housing is very concerned
41
Document Handling
Housing
In -progress
about routing, tracking, and securing these documents. This
n/a
n/a
$ -----
$ -----
project would provide for the development of a feasibility study
as to whether these requirements could be met with existing City
applications (CobbleStone and Laserfiche), and for the
development and implementation of the approach.
Various City facilities need upgrades including access control,
video monitoring, expansion of Wi-Fi, digital signage, digital
Sports and
timekeeping, interactive displays, augmented reality, and
42
Facility Upgrades
Interview
refreshment of A/V equipment, etc. This project would provide
M
L
$ TBD
$ TBD
Recreation
for the development of a prioritized master plan for facility
upgrades over current and next two fiscal years, which would be
updated annually.
This project would provide for the creation of a repository
("dataverse") of information from a number of separate sources
(including Logos, MS Project, BlueBeam, and ProjectDox)
43
CIP Project Repository
CIP
In -progress
regarding CIP projects to make the information more readily
n/a
n/a
$ -----
$ -----
available and to reduce the need to re-enter the same
information multiple times and to increase the level of
automation provided in support of CIP projects. This would also
facilitate the archiving of completed projects.
February 22, 2022 Page 197 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
The City has a portfolio of facilities but does not have a tool to
effectively manage them including projecting potential budget
needs. This project would provide for:
■ The development of the requirements for facilities
44
Facilities Management
Development
Interview
management.
M
L
$ 0
$ 100
Software
Services & CIP
■ An assessment as to whether Cityworks (which has been
implemented in the City and Public Works has an in -progress
project to migrate facility information to Cityworks) can
meet these requirements or whether the City will need to
select, procure, and implement a different solution.
CIP needs automated functionality to streamline the development
of RFPs, contract creation and management, and compliance
monitoring. This project would provide for the definition of
requirements and an analysis as to whether products already
45
Procurement and Contract
CIP
In -Progress
owned by the City (including Logos, Cobblestone, Adobe Sign,
n/a
n/a
$ -----
$ -----
Management
etc.) could be effectively adapted to meet the requirements or if
new solutions (such as PlanGrid) need to be identified, procured,
and implemented. They presently have an "in house" bidding
process that they would like to have integrated into an overall
procurement management process.
The City is using Esri Storymaps and EngagementHQ on the web -
site to make information regarding developments in the City
available to the City. It was noted that the "information is good
46
Transparency
Development
In -Progress
but not pretty." This project would provide for the analysis and
n/a
n/a
$ -----
$ -----
Services
prioritization of the City s requirements for transparency and
assess whether these requirements could be met by making
better use of existing products or if new products need to be
identified, procured, and implemented.
The City has a continuing project to add assets to Cityworks
47
Cityworks Implementation
Public Works
Complete
(which is integrated with Esri GIS and Rock Solid's 311 / CMS)
n/a
n/a--
including the migration of facility information.
February 22, 2022 Page 198 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
The City plans to make use of various "Smart" programs including
street light monitoring and management, adaptive traffic
signaling, smart streets, etc. Although the implementation of
48
Smart City Master Plan
Public Works
Interview
these programs may be marginally outside of the timeframe for
M
L
$ 50
$ 75
the IT Strategic Plan, the development of a master plan for their
implementation would be useful for the City. This project would
provide for the development of a Smart City Master Plan for the
City with input from all impacted departments / offices in the City.
Public Works is developing a street light transition plan (approved
49
Street Light Transition Plan
Public Works
In -Progress
by the City Council) which could be a CIP project by 2023.
n/a
n/a
$ -----
$ -----
NOTE: This project may not require any assistance from IT.
Public Works would like to have an automated interface between
Cityworks and Logos (for purchasing, A/P, etc.), and this project
would provide for the development of requirements (i.e., the
Public Works
events that would trigger and information exchange, the timing of
50
Cityworks / Logos Interface
Interview
the exchange, the data elements to be exchanged, the data
M
M
$ 0
$ 50
Finance
validation rules, etc.) for the interface, the development of an
information sharing agreement between Finance and Public
Works, and the development, testing, and implementation of the
interface.
This project would provide for the development of the
requirements for making the access to documents and drawings
51
Improve Document Access
Public Works
Interview
(stored in Laserfiche) from Cityworks quicker and easier, and the
M
L
$ 0
$ 25
in Cityworks
development, testing, and implementation of the changes
required.
The file structure on the City's network drives has always been a
problem (i.e., inconsistent). With the implementation of
52
Rationalize File Structure
IT
Interview
SharePoint for file sharing / collaboration / remote access, this
M
L
$ 0
$ 50
has become more of an issue. The City needs to get the file
structures in SharePoint and the network drives rationalized,
better organized. This project would provide for the development
February 22, 2022 Page 199 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
and implementation of a plan to rationalize the City's file
structures consistently with its plan for document and content
management.
This project would provide for the implementation of a
53
SharePoint Governance
IT
Interview
governance structure for the use of SharePoint similar to the
L
L
$ 0
$ 20
governance structure implemented for Teams.
The City's user community has a significant number of
applications that have been implemented for different purposes.
54
Application Rationalization
IT
Recommendation
This project would provide for the review and, where feasible, the
M
L
$ 0
$ 20
consolidation of these applications with the objectives of reducing
costs, improving support, and promoting the City-wide sharing of
information.
In the course of the interviews conducted with the user
community it was repeatedly noted that the users would like to
have more information regarding the City's business applications
55
Application Training
IT
In -Progress
and more training in how to use them. This project would provide
n/a
n/a
$ -----
$ -----
for the development and implementation of a plan to provide
more information to the user community including the creation of
knowledge bases, the routine scheduling of training sessions and
presentations.
This project would provide for a review of the City's experience in
having a large portion of its workforce working remotely with the
objectives of:
■ Identifying and documenting lessons learned, particularly
57
Best Practices for Remote
City-wide
In -Progress
what worked well for the City, for IT support, and for the
n/a
n/a
$ -----
$ -----
Workers
workers and what did not.
■ Identifying applicable industry and public sector best
practices for remote working.
■ Developing a plan for revising policies, procedures, user
hardware, and plans for connectivity based on the review.
February 22, 2022 Page 1 100 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
IT recently assumed responsibility for the maintenance and
support of the City's cameras used for video capture. IT is
presently working to upgrade the cameras from analog to digital.
58
Digital Camera Migration
IT
In -Progress
This project would provide for the completion of the migration
n/a
n/a
$ -----
$ -----
and the development of a plan for the continued support of the
video cameras including any additional staffing / external service
needs.
This project would provide for the implementation of an approach
to IT Governance for the City in order to maximize the value that
it receives for its investments in information technology by:
■ Aligning IT projects with the City's business objectives and
62
IT Governance
City -Wide
Carry Over From
priorities.
L
L
$ 0
$ 15
Prior ITSP
■ Allocating resources as needed in support of high -priority
projects.
• Sponsoring transformations in how the City conducts
operations.
63
VoteCast
CM — City Clerk
In -Progress
Replace aged Council voting system located in Community Hall.
n/a
n/a
$ -----
$ -----
Technology Fund
Develop a funding mechanism for the replacement
64
Replacement Strategy for
City -Wide
Planned
(implementation and one-time costs) of enterprise SaaS
L
L
$ 0
$ 15
SaaS Applications
applications
65
Social Media and Text
City Wide
Planned
Implement capture, archive and oversight solution for the City's
M
L
$ 25
$ 50
Archiving
social media and text messaging.
66
Lobbyist Registration
CM — City Clerk
In -Progress
Per Council directive implement a lobbyist registration system
n/a
n/a
$ -----
$ -----
67
Candidate Assessment Pre-
HR
Planned
Enhance the City's hiring process by adding pre -employment skills
M
L
$ 25
$ 50
Employment
testing.
Develop a methodology that City staff will utilize for project
68
Project Management
City -Wide
Planned
planning, scheduling, file storage/retrieval, and public
L
L
$ 0
$ 20
Methodology
presentation.
February 22, 2022 Page 1 101 XSDI
Level of
Level of
Estimated Cost in $000'ss)
Nbr.
Project Name
Sponsor
Status
Project Description
Effort
Risk
Low
High
70
Satellite Network
CM — Emergency
Planned
Increase the resiliency of the City's network by adding satellite
M
M
$TBD
$TBD
Services
internet as an additional telecom solution.
71
"Return to Work"
City Wide
Completed
Implement an online appointment scheduling solution to provide
n/a
n/a
$ - --
$ - --
Appointment System
City residents and guests to book appointments with City staff.
Based on the findings of the ERP Assessment upgrade/replace the
City's New World Finance/HR System.
NOTE: The cost estimate assumes that the City would procure a
72
ERP (Finance and HR)
City -Wide
Planned
new ERP solution which would likely be provided as a SaaS (Cloud-
H
H
$TBD
$TBD
Upgrade/Replacement
based) solution. This is subject to a competitive procurement;
however, this could result in costs $625K to $950K for
professional services and $140 - $200 per user annually for the
product subscription and support.
Conduct a needs analysis and create a document that defines the
73
IT Strategic Plan FY25-FY27
City -Wide
Planned
strategy the City will follow to enable its IT infrastructure and
M
L
$ 0
$75
application portfolio to operate and function in line with business
objectives.
Projects Added Following the Prioritization Workshop
74
CodeHub
Multiple
Planned
Implement a unified code text publishing and 3D zoning map
M
L
$20
$28
Departments
Bring the Cupertino native wildlife to life in a fun interactive
75
McClellan Ranch AR
Parks & Recreation
Planned
augmented reality (AR) environment for the visitors, classes, and
M
L
$36
$44
tours at McClellan Ranch Preserve.
February 22, 2022 Page 1 102 XSDI