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Home My WebLink About2018-09-12 e-packet@6:00Wednesday, September 12, 2018 6:00 PM City of South San Francisco P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA Municipal Services Building, Council Chambers 33 Arroyo Drive, South San Francisco, CA Special City Council Special Meeting Agenda September 12, 2018Special City Council Special Meeting Agenda NOTICE IS HEREBY GIVEN, pursuant to Section 54956 of the Government Code of the State of California, the City Council of the City of South San Francisco will hold a Special Meeting on Wednesday, September 12, 2018, at 6:00 p.m., in the City Council Chambers, Municipal Services Building, 33 Arroyo Drive, South San Francisco, California. Purpose of the meeting: Call to Order. Roll Call. Agenda Review. Public Comments - comments are limited to items on the Special Meeting Agenda. ADMINISTRATIVE BUSINESS A report regarding the Information Technology Master Plan. (Tony Barrera, IT Manager) 1. Report regarding the Energy Efficiency Plan prepared by OpTerra (Engie) as part of the Energy Savings Project (project no. pf1703), a resolution accepting a $50,000 grant from City/County Association of Governments to partially pay for the Energy Efficiency Plan and City energy efficient projects, amending the Fiscal Year 2018-19 CIP budget and approving budget amendment 19.019. (Marian Lee, Assistant City Manager and Justin Lovell, Public Works Administrator) 2. Resolution accepting a $50,000 grant from City/County Association of Government to partially pay for the Energy Efficiency Plan and City energy-efficient projects, and amending the Fiscal Year 2018-19 Capital Improvement Project budget and approving budget amendment 19.019. 2a. Medians and Gateway Sign Program Study Session. (Matthew Ruble, Sr. Civil Engineer) 3. Adjournment. Page 2 City of South San Francisco Printed on 10/24/2018 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:18-471 Agenda Date:9/12/2018 Version:2 Item #:1. A report regarding the Information Technology Master Plan.(Tony Barrera, IT Manager) RECOMMENDATION It is recommended that City Council review and provide feedback on the proposed Information Technology Master Plan. BACKGROUND/DISCUSSION In December of 2017,the Information Technology (IT)Department contracted with ClientFirst Consulting group to complete a five-year Information Technology Master Plan (ITMP).The objective of the plan included developing and articulating a vision for the effective use of technology to support the work of the City, identifying strategies for developing and implementing technology initiatives,and highlighting costs and benefits. The ITMP has been prepared to guide the City over the next five years in planning,procuring,implementing, and managing current and future technology investments and resources.To develop the ITMP,ClientFirst completed the following tasks: ·Performed a thorough analysis of existing hardware and network infrastructure,staffing,funding, applications,business systems,projects,processes,telecommunications,training,and other investments and resources currently in use by the City. ·Conducted interviews and workshops involving all levels of the City’s staff,including the Management Team and end-users. ·Identified and prioritized projects that the IT staff should undertake over the next five years. ·Identified needs to accommodate current and future technology requirements,such as data storage and management, legal requirements, security requirements, etc. ClientFirst is recommending 63 initiatives to bring the City’s technological infrastructure and application software programs to a more modern state.The objectives of the various initiatives are to serve the internal needs of the departments and provide residents and businesses with improved access to their City government. The Information Technology Master Plan recommendations are grouped as described below. 1.Best Practices -These initiatives will enhance the City’s ability to select,procure,and maintain more effective technology solutions in the future, as well as improve the overall productivity of the staff. 2.Department Applications and Systems -These initiatives are primarily related to department business applications which can have a significant impact on overall productivity,enhanced communications, information sharing, improved constituent service, improved transparency, and cost efficiencies. 3.Smart Cities and Gov 2.0 -These initiatives will enhance the City’s use of new technologies to better City of South San Francisco Printed on 9/6/2018Page 1 of 3 powered by Legistar™ File #:18-471 Agenda Date:9/12/2018 Version:2 Item #:1. 3.Smart Cities and Gov 2.0 -These initiatives will enhance the City’s use of new technologies to better serve and interact with the public. 4.IT Infrastructure -These initiatives designed to improve the systems and equipment on which the City’s technology works, providing for better efficiency, security, and access. 5.IT Operations -These initiatives are designed to improve processes and procedures used by IT staff to maintain network operations, applications, and workstations. 6.Telecommunications -These initiatives deal with the upcoming need to replace the City’s business telephone system. 7.IT Security -These initiatives will improve security systems and practices,including disaster recovery and business continuity to protect City systems and data 8.GIS -These initiatives will improve the Geographical Information Systems integration and analytical applications. The final effort in completing the ITMP involved engaging the executive group to determine the priority of the initiatives identified. This effort informed the schedule and budget for ITMP implementation. Criteria for identifying project priorities included the following. ·Citizen access and service improvement -This criterion includes providing online resident access to services and information.Some examples include online planning and permit applications;permit status and inspection requests;and Citizen Request Management (CRM)so issues and questions can automatically be routed to departments to resolve and allow residents to see the final resolution to their request. ·Productivity and operational improvement -This criterion includes improving productivity and efficiency which will ultimately result in better and faster service for residents and businesses.These productivity and operational improvements include,elimination of dual entry into multiple systems due to the consolidation of multiple application software products into one Enterprise Resource Planning (ERP)Software System;quicker and better query/online access to information to complete tasks and better serve citizens;improved reporting to make better day-to-day operational and management decisions and to better make decisions and plans for the future;more reliability of networks,PC workstations,and up-to-date software,so that time is not lost due to downtime or the need for numerous calls for support. ·Risks,prerequisites and dependencies -This criterion includes eliminating current risks and potential failures along with determining which initiatives are prerequisites to others. Assumptions for implementation are based on the priority criteria described above,project cost,and availability of resources to complete the work.In the first year of the plan,the majority of the initiatives are devoted to IT Governance,establishing an IT cross-departmental steering committee,user training,and infrastructure needs. This will provide the solid backbone to implement future phases of the strategic plan,including digitizingCity of South San Francisco Printed on 9/6/2018Page 2 of 3 powered by Legistar™ File #:18-471 Agenda Date:9/12/2018 Version:2 Item #:1. This will provide the solid backbone to implement future phases of the strategic plan,including digitizing documents,application upgrades,and integrated systems,such as an Enterprise Resource Planning (ERP) Software System.It is important to note that the Master Plan includes investments not only in hardware and software,but also helps the City develop and use best practices in wide areas of technology,including system selection and implementation,software license management,getting the most out of existing systems,user training, and process improvement, among other investments. Additional IT staff is recommended to adequately resource the IT Department.Currently the IT Department has seven full-time staff members serving every function of City operations.The addition of a Business Applications Analyst will allow IT leadership to focus on long-term efforts while ensuring that the day-to-day performance is not compromised.The Master Plan also recommends third-party subject-matter expert assistance where necessary to support the implementation of ITMP. The key recommendations and highlights are defined in the attached Master Plan Summary Report (Attachment 1)as well as in the power point presentation (Attachment 2)which will be provided by staff at the City Council meeting.The initiatives are identified in Attachment 3.Detailed descriptions of each initiative,implementation assumptions and cost have been provided to staff to assist in the administration of the Master Plan. FISCAL IMPACT There is no fiscal impact to the City budget.Staff will use this IT Master Plan to request initiative funding during the bi-annual budget process. CONCLUSION The IT Master Plan provides a significant opportunity to transform City services and experiences for the citizens,businesses,and visitors to South San Francisco.A cohesive,agile and integrated IT Master plan is essential to realize the City's economic,social and environmental goals.Given the role of IT across all City programs and services and the 63 identified initiatives,the success of the IT Plan will be critical to drive the City forward as an innovative,competitive,vibrant and sustainable City.This plan must remain agile and adaptable to changes and demands from citizens,businesses,visitors,the City's Departments as well as within technologies. Staff recommends City Council provide feedback on the proposed Information Technology Master Plan to assist in the finalizing of this document. Attachments: 1.Information Technology Master Plan Summary Report 2.ITMP Presentation 3.List of Initiatives City of South San Francisco Printed on 9/6/2018Page 3 of 3 powered by Legistar™ Optimal Technology Guidance Report for Information Technology Master Planning September 2018 Client Locations Coast-to-Coast Practice Locations California Illinois Texas North Carolina 800.806.3080 www.clientfirstcg.com Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 2 | 26 TABLE OF CONTENTS ENGAGEMENT PURPOSE AND BACKGROUND .................................. 3 Information Technology Master Plan Objective ...................................................... 3 Deliverables ............................................................................................................ 3 Methodology and Approach .................................................................................... 4 CURRENT INFORMATION TECHNOLOGY ENVIRONMENT SUMMARY ................................................................................ 5 Summary IT Environment ....................................................................................... 5 Key Statistics and Metrics ....................................................................................... 6 IT STRATEGIES, GOALS, AND OBJECTIVES ..................................... 9 INFORMATION TECHNOLOGY (IT) PRINCIPLES ............................... 14 Vision / Mission Statement ................................................................................... 14 IT INITIATIVE SUMMARIES ............................................................ 15 Introduction ........................................................................................................... 15 IT Initiative Categories .......................................................................................... 15 KEY INITIATIVES .......................................................................... 16 BENEFITS OF MODERN ERP SOFTWARE ...................................... 19 CONCLUSION .............................................................................. 25 Moving Forward .................................................................................................... 25 Benefits ................................................................................................................. 26 Immediate Next Steps .......................................................................................... 26 Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 3 | 26 Engagement Purpose and Background Information Technology Master Plan Objective The objective of the Master Plan includes developing and articulating a vision for the effective use of technology to support the work of the City. The Master Plan identifies information technology strategies that have a positive return on investment and improve public safety or resident service. Over the past few years, the term “IT Strategic Planning” gave way to a new term called “IT Master Planning”. The IT Master Plan deliverables include strategies, as well as tactical and actionable IT initiatives. The following plan is expected to serve as a guide the IT Team and City Management over the next five years in planning, procuring, implementing, and managing current and future technology investments. Further, the plan will assist in the managing departmental resources related to information technology services within the City and provided to the public . The plan is the result of a thorough analysis of the following: • Existing hardware and network infrastructure, staffing, funding, applications, business systems, projects, processes, telecommunications, training, and other investments and resources currently in use by the City • Interviews and workshops involving City Council and all levels of the City’s staff, including the management team, end-users, and other stakeholders, recognizing limited staff availability • Identification and prioritization of projects that the IT staff should undertake over the next five years • Identification of needs to accommodate current and future technology requirements, such as data storage and management, legal requirements, security requirements, etc. Deliverables The Master Plan includes: • Project Purpose and Background • Methodology for Implementation and Maintenance of the Master Plan • Current Information Technology Environment Summary • Key Benchmarking Metrics • Strategies, Goals, and Objectives • IT Vision and Principles • IT Initiatives (Projects) by priority • Top Priority Initiatives • Moving Forward • Timelines • IT Plan Budgets Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 4 | 26 Methodology and Approach We utilized a five-phase methodology for the development of this IT Master Plan. This process served as the cornerstone of the project, allowing the collaborative process to shape and develop our recommendations and approach, enabling us to tailor each step to fit the City’s unique specifications. We worked in partnership with the City to improve the IT environment, so it can better meet the needs of staff and constituents. Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 5 | 26 Current Information Technology Environment Summary Summary IT Environment City of South San Francisco IT Environment Summary City Hall IT Staff (Full-time Equivalent includes contractors- FTE) 7 City Employees (FTE) 969 User Log-Ins 677 PC’s 624 Laptops 202 Mobile Devices (e.g., Tablets, Smart Phones, Cell phones, etc.) 152 Telephones 422 Cellular/Smart Phones 116 Physical Servers 15 Virtual Servers 123 Network Devices 275 Platforms Windows, VMware Databases MS SQL, MS Access Citywide software applications/modules Approx. 175 Avg. Reported Help Desk Tickets per Week 77 Closed 24 Hours n/a Closed 48 Hours n/a Closed 72 Hours n/a Average Resolution Time n/a Average Open after 7 Days Unknown City management and staff have done an exceptional job of maintaining information technology systems with the limited financial and staff resources available. The IT Manager and staff deserve credit for continuing to improve the IT environment. The limited number and cost of the technical initiatives outlined in the plan compares very well with other recent planning engagements we have completed. While additional IT infrastructure work efforts are required, work-to-date allows the plan to focus on business process and resident-facing improvements. The telecommunications system and some of the enterprise business applications, which are the backbone of departmental operations and citizen services, are out of date, nearing end of life, and/or underutilized. Staff training has not kept up with new software releases or employee turnover. The City has historically selected application systems on a department-by-department basis. This has led to a significant number of manual interfaces between departmental systems. These interfaces are often paper based manual processes or in “shadow systems” and require significant staff time. Continuing with departmental systems and undertrained employees is a significantly less than the optimal approach. It takes more recurring staff time (and therefore Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 6 | 26 labor cost) to make up for the lack of integrated IT systems that are common in other municipal governments. Over the last few years, citizens have begun demanding more efficient interaction, online transactions, and more transparent information availability. The City will not be able to manage these changes without updating and improving the approach to business application utilization and business processes. This increases the need to improve methods to better utilize enterprise business applications and sustaining the IT infrastructure that supports them. Key Statistics and Metrics The following analysis provides feedback on three key measurements regarding IT operations: IT Budgeting/Expenditures IT Spending vs. Operating Fund Budgets and Users IT Staffing Resources Overall IT Staffing vs. Key Equipment Counts IT Capital Replacement Schedules IT Equipment Replacement Schedules These measurements provide an indication of issues that may affect the organization’s IT effectiveness as it relates to providing IT support of systems and application solutions. IT Spending versus Operating Budgets provides an overall indication of whether the IT function receives a sufficient level of organizational resources to provide the necessary services. Underfunding over time typically reduces IT’s ability to respond to requests, reduces system availability, and negatively impacts organization-wide productivity. IT Staffing Levels Versus Key Equipment Counts (i.e., servers, PCs, and total number of logins) are often a reflection of IT staff productivity. With current up-to-date technology and the proper productivity tools, an individual IT staff member can support more users, reducing overall costs. Capital Equipment Replacement is an important measure of the ability of hardware to adequately support the ongoing vendor changes to application software. These changes often require additional resources and hardware that are more robust. Slow capital replacement cycles can result in increased downtime and slower system response times, overall. Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 7 | 26 IT Spending versus Operating Fund Budgets The following table depicts South San Francisco’s IT Spending versus Recommended Best Practices and a municipal benchmark of 42 agencies. South San Francisco FY 17-18 South San Francisco FY 18-19 Recommended Low Benchmark Recommended High 2.29% 2.57% 2.5% 2.82% 4.5% The 2015/2016 adopted budget for the general fund was $48,168,045, and the IT expenditure budgets total for the same period was $ 1,132,313. The municipal spending benchmark range from the survey was between 1% and 8%, with an average of 2.82%. The percentage of IT expenditures versus operations budgets at South San Francisco is below the recommended low and the average benchmark for other municipalities. The 2015/2016 budget period is the first 0%2%4%6% SSF FY17-18 Recommended Low Benchmark Recommended High 2.29% 2.50% 2.82% 4.50% SSF FY17-18 Recommended Low Benchmark Recommended High 0%2%4%6% SSF FY18-19 (Expected) Recommended Low Benchmark Recommended High 2.57% 2.50% 2.82% 4.50% SSF FY18-19 (Expected)Recommended Low Benchmark Recommended High Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 8 | 26 year of the City establishing an IT Internal Service Fund and therefore past years for IT expenditures were not consistently reliable to represent and provide historical spending trends. Overall, it represents recognizable underspending versus industry standards for IT infrastructure and overall information technology solutions and support. The result of this underspend has been an IT infrastructure that is obsolete in places, and a portfolio of application systems that include many aging and underutilized departmental applications. A greater level of funding would bring IT infrastructure up to date and improve the departmental applications tools resulting in increased productivity throughout the City and greater citizen transactions, service access, and interactions through the City’s website. IT Staffing Ratios The following table depicts South San Francisco’s IT Staffing Ratios for logins and equipment versus a municipality benchmark of 47 similar agencies. These are commonly used measures in the industry to validate staffing levels. As the number of individuals served and the amount if equipment increases, staffing levels should also increase. City of South San Francisco Municipality Benchmark Recommended Best Practice Logins 97 69 75 Servers 20 8 10 Computers/Laptops 135 59 60 In this comparison, the City’s IT staff support more user logins and significantly more computers and servers than their peers and than advised by recommended best practices. The ratio of computers and laptops to staff are significantly higher than peer organizations partly because some staff have multiple supported devices. As IT moves to a model that is closer to one device per person, the ratio will improve. In addition, a full-time equivalent contractor reports to the Police Department instead of IT, further distorting the numbers. 97 69 75 0 30 60 90 120 Logins 20 8 10 0 5 10 15 20 25 Servers 135 59 60 0 50 100 150 Computers/Laptops Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 9 | 26 IT Strategies, Goals, and Objectives Strategies for leveraging and maximizing information system utilization in delivering City services are listed below. Within each strategy, we have listed initial goals and objectives for the City. We have translated those goals and objectives into specific initiatives in the Appendix of the report. Additionally, outlined later in the report are the budgetary costs for each initiative, resource requirements, implementation time frame, and, if appropriate, the next steps toward implementation. Improve Analytical Capabilities Goals and Objectives • Expand IT staff to include additional Business Analyst positions • Introduce application management best practices  Identify key roles and responsibilities for core business applications  Increase user application training  Provide key departmental personnel with business process and report writer training • Conduct process reviews and document application feature/function requirements to identif y automation opportunities and streamline processes, reducing duplication, including:  Find areas for automating existing manual processes  Perform processes within core application systems and eliminate side-bar spreadsheet work and other shadow systems  Fully implement reporting capabilities to ensure output that supports better business decisions and measurement of performance goals (performance measures or KPIs) • Utilizing return-on-investment (ROI) principles, identify areas for improvement, and use ROI principles to justify additional applications to improve productivity and service Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 10 | 26 Select and Implement a New Enterprise Resource Planning (ERP) System Goals and Objectives • Follow a system selection best practices approach to choose an ERP system that best fits the City’s needs and replaces the following core application suites:  Financials (Eden Systems from Tyler Technologies)  Work Orders / Inventory Warehouse Management (CityWorks)  Fleet Management (CollectiveData) • The ERP system should also include critical integration/interfaces including but not limited to the following:  Community Development/Land & Licensing Management (TRAKiT)  Human Resource Management and Payroll (PDS)  Parks and Recreation (CivicRec) • This process should include the following:  Assess and define needs  Develop an RFP based on the needs assessment and defined needs  Analyze and determine short-list  Conduct detailed tailored demonstrations  Perform reference checks  Conduct site visits  Select finalist  Conduct due diligence and contract review and negotiation • Implement per best practices with Project Management Office, utilizing PMI (Project Management Institute) standards • Focus on reducing the number of disparate departmental focused systems in an effort to eliminate the need for custom interfaces Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 11 | 26 Move Towards a Citywide GIS/Geospatial Application Perspective Goals and Objectives • Create a GIS Master Plan to identify GIS priorities and resource requirements • Move to a centralized GIS data model for all City departments and consolidate GIS system activity • Leverage GIS integration with the City’s systems to better utilize these core application • Leverage GIS as a repository for geo-spatial data and Smart City application data  Utilize ERSI’s analytical capabilities to inform reporting and decisionmaking Ensure IT Governance Goals and Objectives • Formalize an IT Steering Committee and Governance mechanism  Monitor the plan and recommend adjustments on an annual basis  Collaborate on projects and initiatives  Focus on applications integration across departments  Identify key business process issues and improve  Establish training goals and develop analytical skills  Act as a sounding board for management and staff Develop a Sustainability Plan Goals and Objectives • Develop a sustainability plan to identify the total ongoing cost of technology at the City  Expand existing capital replacement planning to include all IT infrastructure items  Document all applications-related costs, including maintenance, upgrades, and training  Understand Total Cost of Ownership for new applications or Smart City initiatives  Update Sustainability Plan to include TCO of new initiatives Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 12 | 26 Develop Smart City Initiatives Goals and Objectives • Consider a citywide broadband initiative to increase resident broadband penetration • Investigate cost and benefit of fixed-point license plate reader technology at key City entrances and exits • Expand use of video surveillance to improve public safety • Consider use of sensors in downtown area to improve parking and traffic flow as housing density increases • Utilize Best Practices Improve Application Management and Support Goals and Objectives • Improve departmental ownership of applications • Identify key roles and responsibilities for core business applications  Process Owners  Application Champions  Application/Business Process Analysis  Ad Hoc Report Writers • Add Business Analyst (Application Support Specialist) skill sets • Improve application analysis and reporting capabilities within the business departments and/or the IT Division • Perform process reviews and document specific feature/function requirements for inclusion in RFPs when procuring new applications • Create and maintain Application and User License Inventory • Follow software selection best practices for new software acquisitions • Follow implementation project management best practices • Create standard operating procedures • Utilize industry subject-matter experts (SMEs) for large, complex projects Strengthen Infrastructure Resilience and Disaster Recovery Capabilities Goals and Objectives • Identify high-priority systems and recovery time frames • Expand virtual servers to reduce server count and increase failover • Consider implementation of redundant Internet connections with automatic failover • Finalize disaster recovery capabilities and plan • Exercise plan annually Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 13 | 26 Expand Citizen Communication and Online Customer Service Goals and Objectives • Increase online transaction capabilities • Move to Online Planning Application and Electronic Plan submittals. • Implement or improve:  Online Permits  Online Permit Inspection Requests and Scheduling  Online Code Enforcement Complaints  Online Licensing Renewals  Online Park and Recreation Program Registration and Payment  Citizen Request Management (CRM) Modernize IT Infrastructure and Create Uptime Metrics Goals and Objectives • Insure that space planning and computer equipment room meets standards for space, access, etc. • Implement the following initiatives as included in the plan:  Network Redesign  Core Switch Replacement  Power Distribution (UPSs and PDUs) • Improve resiliency and uptime of infrastructure  Design infrastructure to include cost-effective redundancies to reduce downtime  Create and track uptime metrics Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 14 | 26 Information Technology (IT) Principles Vision / Mission Statement The City of South San Francisco is dedicated to providing the highest quality technology-based services in the most cost-effective manner to deliver services effectively and efficiently on a sustained basis in a manner that reflects the organization's dedication to excellent customer service. The City will ensure that its information systems are maintained in a secure environment, capable of supporting technology advancements made by the City, and will exist in an integrated environment that fosters an open, collaborative, and unifying culture. Information technology is committed to the values of: 1. Reliability 2. Professionalism and Integrity 3. Efficiency and Effectiveness 4. Innovation 5. Excellence 6. Collaboration and Teamwork • Given Finite IT Resources, the City will focus these resources on the most productive and cost-effective projects. • City departments will agree on a Collaborative Long-Term IT Vision and Strategies, which requires active participation in setting IT priorities through an IT Committee made up of department leadership. • City will strive to Maximize Utilization of Existing Systems and prior investments in application software, as well as to expand functionality and seek enhancements to existing applications. • City is committed to ensuring Sufficient Staff Training and Application Software Knowledge of existing vendor systems. • Department Ownership is fundamental to achieving maximum return-on-investment of applications. Departments recognize the importance of assuming responsibility for managing and implementing their specific core business applications, with the support of IT staff. City departments are committed to taking responsibility for adapting and improving processes to best integrate them with the application software. • The City will develop an IT Services Portfolio so that all interested parties and stakeholders understand the IT Division’s roles and responsibilities in servicing the City overall. Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 15 | 26 IT Initiative Summaries Introduction IT Master Planning is a process to assess, research, prioritize, budget, and plan future information technology initiatives. Some of the following initiatives are ready for approval and implementation, while others require further assessment and research before the City can make a final determination as to priority, resource requirements, and cost-benefit. Productivity Improvement – Many of the following initiatives will have a direct impact on overall productivity within the organization. Some of these initiatives will significantly impact specific processes, reducing staff time required to complete a certain process, while others will ease or speed delivery of services to City residents. Cost Savings – Many of the initiatives outlined herein will have direct or indirect cost savings when implemented. Extensive return-on- investment (ROI) calculations are not within the scope of this report. An ROI Considerations discussion is included in the Information Technology Current State Assessment of the report. IT Initiative Categories The master planning process resulted in 63 initiatives. Over the last few years, our IT Master Plans have included a range of 60 to 130 initiatives. Combined, there are hundreds of findings and recommendations. CLIENTFIRST classified the major findings and recommendations into eight categories, including: BEST PRACTICES SMART CITIES AND GOV 2.0 IT INFRASTRUCTURE IT OPERATIONS IT STAFFING IT SECURITY DEPARTMENTAL APPLICATIONS AND SYSTEMS TELECOMMUNICATIONS Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 16 | 26 Key Initiatives The following are a list of Key Initiatives that were identified as a part of the planning process. These initiatives could also be considered high priority. The Key Initiatives listed below either provide immediate ROI, are a long-term building block for the success of the plan, or mitigate risk. The City has made note of these as the initiatives from this plan that should be kept in the forefront during the future implementation of this IT Master Plan. It should also be noted that these initiatives are not ranked in any particular order. The City is contemplating such a ranking prior to beginning the implementation of the IT Master Plan. IT Initiative Initiative Number Why Key? IT Governance 3 In the past, the City has made application system software selections on a department-level basis. The IT Master Plan and the recommended ERP Replacement, GIS Master Plan, and Smart Cities initiatives will a more holistic view of City technology needs and increased interdepartmental; coordination. IT Governance provides a vehicle for departments to work together to manage the IT Master Plan and coordinate the recommendations within. Enterprise Resource Planning (ERP) Replacement 17 This is the core system for the City. The existing ERP system is reaching the end-of-support and must be replaced. Due to limitations in Eden, other ancillary systems and shadow systems have been acquired or developed that do not interface or integrate. Many of these shadow systems would not be necessary with the implementation of a new ERP system. The ERP system is the set of core applications that are used to operate all of the City’s most common operations. It is critical to update and maintain the City’s ERP application. Work Order (CityWorks) Improvement or Replacement 18 The City currently uses CityWorks as their main system for work order management. Many key work order business processes continue to be manual. Staff also wish to utilize the application to support additional business processes. We believe the best course of action will be to consider incorporating work order management functions into a replacement ERP system. Consolidation of work orders into ERP may result in significant long-term savings related to application support and integration. Inventory/Warehouse Management 19 South San Francisco has limited inventory control capabilities currently. Other agencies have experienced significant savings through improved inventory control. This item was also included in the City’s most recent audit as a finding. We recommend implementation of a controlled inventory management process that is integrated with work orders to improve both inventory control and cost management. Personal Computer Assignment and Management 31 In some cases, analyst and supervisory staff have been assigned desktop, laptop and/or tablets for their use. We believe significant productivity improvements and cost savings will result from consolidating users to a single portable computing device. Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 17 | 26 IT Initiative Initiative Number Why Key? Smart Cities 37 Smart City initiatives incorporate hold the promise of significant improvement to resident quality of lif through current and next generation systems that increase public safety, automate time-intensive tasks and provide data for improved decision making. Areas of benefit range from improved parking to enhanced environmental sustainability. Sustainability Planning 38 While the IT Master Plan outlines ambitious goals for technology at South San Francisco, fiscal responsibility will remain a central goal for the responsible administration of City government. Developing a plan that outlines the long-range costs of technology, including maintenance, upgrades, capital replacement, and training can inform the long-range budget and planning processes of the City and provide insights into the overall cost of technology. City-wide Broadband / High Speed Internet 41 Studies show that the expanded availability and use of high speed internet can have significant quality of life implications for residents. High speed internet can result in improved health care outcomes and lower levels of unemployment. Some constiituents within the City are underserved and would welcome additional high speed internet alternatives. Public safety and City facilities communications would also benefit from improved broadband networking alternatives. Computer Equipment Replacement Plan 42 Historically, the City has managed the replacement of desktop, laptop, and mobile data computers well. The City has not maintained a computer equipment replacement schedule for all infrastructure components. These include network devices, telephone systems, video surveillance systems, and wireless. All technology infrastructure components have a limited lifespan and must be upgraded and replaced on a regular basis. Planning for replacement is a key component of Sustainability Planning as outlined above and budget management. VoIP Phone System Upgrade 55 The existing phone system is obsolete and is no longer supported. Over time, the cost of maintaining the current system will consintue to escsalate. A current generation phone system can support improved constituent call handling, easing the interaction between resident and staff. Staff productivity will be enhanced through improved integration between the phone system and common office software. Develop GIS Master Plan 59 GIS and spatial maps are the future and will drive many of the City’s operations, including Smart City initiatives in the future. GIS and maps also provide a visual interface for citizens to access services and information. Having a citywide approach to GIS will set the City on a course to meet Smart City, address management, geospatial, and mapping needs. Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 18 | 26 IT Initiative Initiative Number Why Key? Business Analysis and Project Management Skillset Needs 63 The IT function has sufficient technical staff to fulfill its mission. However, the IT Manager currently has four primary areas of responsibility: • IT Management • Tier 3 Technical Support • Business Analyst • Project Manager Successfully implementing this plan will require additional business analyst and project management skills beyond those that are currently available. There are many manual processes in place that could be automated without significant investment in equipment of software. We believe automation will result in a significant return on investment and improved services. Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 19 | 26 Benefits of Modern ERP Software An Enterprise Resource Planning (ERP) System automates and integrates many core, citywide functions into a single solution, while automating manual processes and providing a central location of information and reporting. An enterprise system allows collaboration and sharing of information between divisions, departments, and citizens to provide a transparent and efficient government operation. The benefits of an enterprise system are numerous and include: • Built-in integrations between Land, Work, Financial, and People Management application suites • Newer technology platform (processing, capacity advantages) • Real-time notifications/queues • Task tracking • Real-time access to information • Elimination of duplicate data entry • Improved data integrity • Centralized location and customer account maintenance • Reliable information • Workflow capabilities • Centralized cash receipt capabilities • Efficient revenue collection • Reduced operating costs • Improved internal communication • Foundation for future improvement • Potential reduction in annual maintenance and support fees • Improved online information for citizens to access Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 20 | 26 Financial and People Management The financial management suite is a suite of an enterprise system that encompasses the financial tasks and processes performed to ensure all organization-wide activity is properly accounted for and accurately reported to local, state, and federal agencies. Benefits of a financial management suite include: • Quick generation of financial reports • More efficient budgeting processes • Real-time access to available budget and funding • Better spending controls for departments and projects • Management of grants and funding sources • Real-time inquiries into capital improvement project progress The people management suite manages the organization’s workforce and provides automation to the human resources, payroll, time keeping, and applicant tracking functions. Employee self- service is also available to allow employees the flexibility in retrieving their information at their convenience. Benefits of a people management suite include: • Paperless personnel forms • One-time data entry • Tracking or misplacement of employee paper files • Incorporation of employee self-service (ESS) • Integration between time keeping, payroll, HR, and financial management • Quick and reliable reporting to federal and state agencies • Improved employee satisfaction • Automated Time Entry Approvals and Payroll Calculations • Minimal steps between processing payroll and issuing direct deposits and checks Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 21 | 26 Employee Self-Service Employee self-service (ESS) empowers employees to provide, change, and retrieve their personal information through an online employee portal, thereby reducing the manual interaction required with the Human Resources Department. ESS offers an online option for employees to access and manage information for themselves: • Address changes • Tax allowances changes • Open enrollment benefits • Dependent changes • Leave/vacation accrual balances • Electronic paystub copies • Year-end W-2s • Populating and retrieving time sheets • Time requests • Tax forms • Many other forms and applications Reporting The number one problem that is commonly seen when utilizing disjointed applications is the extensive time users dedicate to the consolidation of information for reporting purposes. Enterprise systems allow information to be quickly retrieved from a single source with numerous readily available reports. Users are also able to create their own reports without requiring them to be technical experts. This allows staff to spend more time studying analytics rather than manually assembling reports. Benefits of improved reporting include: • Aggregated data across divisions, departments, and organization • Improved data accuracy and reduced human error • Intuitive report creation capabilities • Board-ready reports • Sharing of created reports • Elimination of labor-intensive report creation Individual User Dashboards Dashboards form part of a user’s home page and display reports, key indicators, and other metrics regarding day-to-day operations, activities, and historical trends. Benefits of dashboards include: • Quick links for immediate access to required tasks and approvals • Easy modification of dashboards for each user’s preference • Automated generation of dashboard information • Transformation of data into visual information • Easy-to-understand graphics • Real-time analysis • Drill-down access to activity detail Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 22 | 26 Mobile Computing Mobile computing provides the flexibility to operate a more mobile and productive workforce. An enterprise system can allow staff to utilize applications while in the field in order to perform their job functions while away from their office. Common benefits of mobile computing include: • Completion of work while in the field • Real-time access to information • Inspection results in the field • Receipt of notifications and job assignments • Reduced travel to and from office locations • Map routing based on location of activities • Retrieval of mapping information • Management of code enforcement cases in field Online Citizen Access Online citizen access enables a more transparent government by providing the public with 24/7 access to real-time information for inquiries and payment processing. This empowers residents to retrieve online information that is pertinent to each individual, and for them to take further actions, which improves customer relations by eliminating the need to be physically present at City Hall. The following are examples of online citizen access transactions: • Online permit applications • Submit and access plan review comments • Online payments • Submit complaints • Submit citizen requests • Submit inspection requests • Access to inspection results • GIS maps (zoning, voting cities, etc.) Citizen Request Management A citizen request management system is used to track, manage, and resolve citizen concerns and requests in a timely manner by automatically routing citizen requests to the appropriate department. It also provides the citizen with the flexibility to submit and track their complaints through the Web or a mobile phone application. Common benefits of a citizen request management system include: • Ability for citizens to submit requests 24/7 through a phone application or the website • Automatic assignment and routing of requests, by type, to appropriate department(s) or staff • Ability for citizens to view current request status • Conversion of requests to work orders • Ability to include photos and geolocation of a request • More effective and efficient processes • Improved transparency and citizen relationships Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 23 | 26 Land Management The Land Management system is one of the suites that are offered by enterprise application systems and manages the creation, issuance, and tracking of community development activities related to planning and zoning, permitting, building inspections, licensing, and code enforcement. Benefits associated with the utilization of the application include: • More automated permit processing from application through permit issuance • Automatic routing for permits requiring reviews and approvals • Single electronic file for all permit applications and documents • More automated tracking of reviews, inspections, and fees by permit and development projects • Tracking of timelines, tasks, and required group reviews • Viewing all project and permit information at a glance • Readily accessible planning and zoning records • Automatic generation of case documentation • Centralized current and historical parcel information GIS Integration Enterprise systems offer real-time integration to geographic information systems (GIS) in order to display land-use, zoning, and infrastructure layers on a map, as well as parcel, permit, inspection, code enforcement, and work order activity that resides within the enterprise system. Benefits of GIS integration include: • Viewing system activity on a map (e.g., active projects, permits, cases, etc.) • Map routing of work orders, service request, and daily inspections • Displaying locations of infrastructure assets • Generating asset condition analysis • Ability to overlay multiple map layers • Integration to website for resident inquiries Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 24 | 26 Maintenance/Work Order Management Another suite of an enterprise system is the maintenance/work order management system, which provides automation in managing the maintenance and day-to-day operations related to infrastructure assets, buildings, facilities, and fleet vehicles, while being able to capture and report on the labor, equipment usage, and materials costs associated with a work order and preventative maintenance. System benefits include: • Electronic routing of citizen requests • Centralized task and maintenance management • Completion of work orders from the field • Streamlined public works operations • Retrieval of historical work order information and costs • Quicker work order completion times • Improved decisionmaking through access to real-time information • Viewing of asset and activity trends visually through GIS mapping capabilities • Better replacement planning and forecasting • Enhancement of staff productivity • Improved compliance with regulatory standards • Improved safety and risk management Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 25 | 26 Conclusion Moving Forward Moving forward, over the next 18 to 24 months, the focus of information technology should be on completing infrastructure and telecommuications upgrades. Additional staff training and preparation for an ERP selection and implementation are also required to meet the needs of 21st Century Smart City. Software application improvements should also be considered, and the City should proceed after a ranking and sequencing the key initiatives identified in the Plan. IT must work to position itself in the following ways: IT Infrastructure – Follow best practices in performing a telephone system replacement, completing infrastructure upgrades and disaster recovery planning projects. IT Staffing – City IT management has many responsibilities; the addition of a Business Applications Analyst will allow IT leadership to focus their efforts on application and Smart City initiatives that are critical to the long-range success of the City and this plan. The addition of Business Applications Analyst and project management skills will provide long-term benefits and increase application utilization and organizational productivity. Application Utilization – City departments want to improve their core business processes and fully utilize their applications. The City should work to encourage a sense of application ownership and continuous improvement by the departments. Improved application utilization is one of the most effective ways to increase staff productivity and customer service. ERP Replacement – The entire effort to select and implement a new ERP solution to replace Eden and potentially the CityWorks work order system will logistically require three years. The City needs to ensure that all its applications needs have been identified and that appropriate funding has been budgeted for a replacement ERP by conducting a comprehensive needs assessment and developing a Request for Proposals (RFP). Additionally, because the City has not conducted this type and complexity of project with these specific business analysis, documentation, and negotiation requirements, the City should obtain assistance from a municipal ERP Applications Subject-Matter Expert (SME). Governance – The formation of the internal IT Steering Committee will foster cooperation and collaboration in setting priorities and executing multi-department initiatives. Over the long run, the IT Steering Committee will oversee and maintain the execution and occasional modification of this plan. We expect the projects outlined in this report to result in improved productivity and customer service, as well as improved sustainability. Third-party subject-matter experts (SMEs) will be helpful for projects that are (1) high priorities, (2) beyond the scope of City skill sets, and/or (3) lacking internal resource availability. Additionally, we recommend that action plans be developed by the departments and IT for all active, short-term initiatives. The action plans should include all identified needs, recommended solutions, responsible individuals, and target due dates. These action plans can ensure that all Report for Information Technology Master Planning City of South San Francisco, CA CLIENTFIRST TECHNOLOGY CONSULTING OPTIMAL TECHNOLOGY GUIDANCE 26 | 26 needs are being addressed and/or that a decision has been made not to pursue an initiative. These action plans will also prove beneficial to annual resource and budget planning requirements. The City should review and update the plan annually, using an abbreviated version of the master planning methodology. In this way, the plan will be a vehicle to continuously guide the information technology activities of the City. The annual IT Master Plan update should be synchronized with the City’s annual budget process, so the City’s IT Plan initiative costs can be properly represented in the City’s annual budget. Benefits The completed plan should not be viewed as static, but rather as a dynamic tool that is revised and updated as business conditions and requirements change. If the planning function is not an ongoing process, certain objectives and benefits will not be realized, because the objectives themselves may change as the organization and its environment evolves. Major benefits that are (or should be) realized through the implementation of this IT Master Plan include: • Increased collaboration and communication between the departments and IT • Transformation of the organization’s overall understanding, knowledge, and stewardship of information technology • Clear direction for IT operations and IT projects for the next five years, focused on meeting the organization’s needs • Citywide department consensus and understanding of all IT Initiatives and their priorities • Foundational process and methodology for evaluation of project investments and analyzing business case justification Immediate Next Steps It is recommended that the IT Steering Committee begin work by reviewing the plan and priorities, including the ranking and sequencing of the “Top Priority” initiatives. Next, assign lead and participatory resources to these Top Priority IT initiatives and also to all other high- priority IT initiatives. This should include the finalization of target due dates for immediate next steps of those initiatives. Initiative leaders should then report status updates for active initiatives to the IT Steering Committee as part of each agenda. Major issues for each initiative should be discussed among the Committee and/or sub- committees for general feedback, collaboration, and lessons learned, as many of the IT/application initiatives cross-departmental boundaries. In order to improve the culture of application utilization, management, and support, it is also recommended that a series of training seminars be developed for all key department stakeholders and all enterprise business application users throughout the organization. This is an effective way to maintain momentum and kick off the tremendous change that is to occur in improving operations and constituent services. City Council Presentation September 2018 Information Technology Master Plan SOLVE THE IT PUZZLE Put the Pieces Together Agenda 2 •Purpose of Master Plan •Planning Methodology •Assessment (Current State) •Strategies, Goals, and Objectives •Requirements •5 year plan Improve infrastructure Upgrade applications Modernize technology •Provide a Framework Training Hardware Software Processes •Identify Strengths and Improvement Purpose The Process & Approach to Developing Your Plan Methodology 4 Phased Approach 5 Issues and needs determined first… with strategies and goals to get there… culminating in actionable initiatives… Final Report and Presentations Project Initiation and Technology Inventory Planning and Prioritization Workshops Needs Assessment Workshops Research and Preliminary Plan Development The Current EnvironmentAssessment 6 •Excellent IT staff customer service focus •Systems Recent infrastructure upgrades Strong IT security posture Permitting solution (TRAKiT) good fit New Parks and Recreation System improves resident services Geographical Information Systems (GIS) base for future •Police data sharing across jurisdictions Strengths 7 •Systems Major application systems in silos Telephone system must be replaced ERP (Financials, etc.) must be replaced •IT Governance Citywide project management and project prioritization •Staff Training Limited IT Staff for analytical and project management Limited city-wide ongoing application training •Smart City Improvement/Opportunity 8 A8 Slide 8 A8 "Report Card" idea Author, 8/20/2018 The Big Picture Strategies, Goals, and Objectives 9 •ERP system replacement (2 – 3 year effort) •Increase applications training to boost utilization Replace Aging Applications 10 •Develop GIS Master Plan •Utilize GIS as the address master data base •Integrate GIS with major applications: New ERP Police CAD and RMS Expand GIS 11 •Increase online capabilities for constituents: •Increase transparency Expand Citizen Self-Service 12 Land Management Online Permit Inspection Scheduling Online Code Enforcement HR and Payroll Employee Self-Service Financials Vendor Portal Bid Management Departmental Online Access and Workflow Departmental Online Budgeting with Citizen Access Online Scheduling and Time Keeping •Develop Broadband Master Plan Adopt / Implement Dig Once Ordinance Implement City-owned connectivity where cost-effective leased options are not available •Continue to invest in GIS •Implement and expand smart traffic •Consider smart technology for parking, lights, etc. •Consider public safety video/license plate reader technology Smart City 13 •Complete bandwidth upgrades to all sites •Continue cybersecurity efforts •Replace phone system Improve constituent service, call routing, and reporting •Continue Disaster Recovery Initiative Expand to include all systems and prioritize Expand to Business Continuity Planning in future phase •Enhance automation within IT Department Continue Technology Improvements 14 Requirements 15 •Recommend expanding IT staff to include business analyst position •Form Cross - Departmental IT Steering Committee Oversee IT Strategic Plan execution Update the plan Collaborate on projects and initiatives •Funding Resources A9 Slide 16 A9 Leverage business analysts to: Improve business processes Streamline resident service delivery Assist in implementation of new ERP Provide project management assistance for Smart City Author, 8/29/2018 Initiative Funding Minimum Funding 18 $0 $250,000 $500,000 $750,000 $1,000,000 $1,250,000 $1,500,000 $1,750,000 $2,000,000 $2,250,000 $2,500,000 Year 1 Year 2 Year 3 Year 4 Year 5 Recommended 5 Year IT Plan Minimum Recommended Questions IT Master Plan Budget City of South San Francisco, CA Budget Staff Supplemental Staff Third-Party Third-Party Assistance Sponsoring Dept.Low High Best Practices 1 Applications Management Best Practices This is policy and practices the City will follow per the initiative recommendations for the implementation of all Software Applications Ongoing X $0 N IT All H N/A N/A Establish "Best" practices to improve outcomes, avoid pitfalls, and mitigate risk X X N/A N/A N/A N/A N/A 2 Applications and User Licensing Inventory This is an internal IT staff effort to perform a complete inventory and also identify number of users/user licenses for each. Ongoing X $0 N IT All H N/A N/A Establish "Best" practices to improve outcomes, avoid pitfalls, mitigate risk X X N/A N/A N/A N/A N/A 3 IT Governance Necessary for successful implementation and maintenance of this plan Ongoing X X $10,000 N City Mgr All H $7,500 $12,500 Establish "Best" practices to improve outcomes, avoid pitfalls, and mitigate risk X X $10,000 $0 $0 $0 $0 4 Return-on-Investment Considerations Policy and practices the City will follow per the initiative recommendations. Topic will be covered in the IT Governance Workshop noted in that initiative. Ongoing X $0 N City Mgr All H N/A N/A Establish "Best" Practices to ensure better decisions made from of cost benefit perspective X N/A N/A N/A N/A N/A 5 Control Objecitves for Information and Related Technology (COBIT)IT management Best Practice Ongoing X $0 N IT IT M N/A N/A IT Governance Framework X N/A N/A N/A N/A N/A 6 Information Technhology Infrastructure Library (ITIL)IT management Best Practice Ongoing X $0 N IT IT M N/A N/A IT Governance Service Framework X N/A N/A N/A N/A N/A 7 IT Project and Services Portfolio Establish SLAs for KPIs 2019 X $0 N IT IT H N/A N/A Document critical systems and service level agreements X X N/A N/A N/A N/A N/A 8 Cloud Computing Strategies, procedures, and approach to considering Cloud Computing for any future systems, including 5 & 10 year cost comparison against traditional license model Ongoing X $0 N IT All H N/A N/A Improve decision making regarding options for Cloud/Hosted Solutions vs. a traditional license model X N/A N/A N/A N/A N/A 9 Project Planning and Implementation Best Practices Providing tools and staff training Ongoing X $0 N IT IT H N/A N/A Improve implementation success rate and full application utilization through better implementation practices X N/A N/A N/A N/A N/A 10 Maintaining Software Updates IT management Best Practice Ongoing X $0 N IT All H N/A N/A 11 Enterprise Reporting Best Practices This is policy and practices the City will follow per the initiative recommendations. Application Support will be critical to implementation of these practices. Ongoing X $0 N IT All M N/A N/A Ensure that effective reporting can be made from all critical systems to improve decision making based on accurate data and information X X N/A N/A N/A N/A N/A 12 Software Selection Best Practices This is policy and practices the City will follow per the initiative recommendations Ongoing X $0 N City Mgr IT H N/A N/A Ensure that the proper selection is made based on the City's specific needs X X N/A N/A N/A N/A N/A 13 User Training and Support Office & Email Upgrades, then ongoing 2019 X $50,000 Y City Mgr All H $10,000 $50,000 Existing software obsolete X X $50,000 $25,000 $25,000 $25,000 $25,000 14 Training Room New City Hall 2019 X $0 Y IT All H $9,850 $14,650 Improved application utilization X X X X $0 $14,650 $0 $0 $0 15 User Access Controls Improved authorized user access to data Ongoing X $0 N IT All H N/A N/A Improved application utilization X X X N/A N/A N/A N/A N/A Departmental Applications and Systems 16 Enterprise Resource Planning (ERP) Selection Services Cost of conducting Software Selection using Best Practices to select a new ERP system, with assistance from a third-party resource 2020 X X $100,000 Y Finance All H $75,000 $125,000 Improvements in financial operations, financial management, budgeting, purchasing, and more X X X X $0 $100,000 $0 $0 $0 17 Enterprise Resource Planning (ERP) Replacement Cost to acquire and implement the new ERP system, including third-party implementation management assistance 2021 - 2023 X X X $150,000 Y Finance All H $750,000 $1,250,000 Improvements in financial operations, financial management, budgeting, purchasing, and more X X X X $0 $0 $400,000 $300,000 $300,000 18 Work Order (CityWorks) Improvement or Replacement Cost to either improve CityWorks utilization and processes or implement ERP Work Order system. 2022 - 2023 X X See ERP Replacement Y Pub Works PW, Park & Rec & Engineerin g H/M Improvements in financial operations, financial management, budgeting, purchasing, and more X X X X $0 $0 See ERP Replacement See ERP Replacement See ERP Replacement 19 Inventory/Warehouse Management This is to improve the control of yard and warehouse inventory and will be part of any replacement Work Order improvement or replacement 2021 X X See ERP Replacement Y Pub Works PW, Park & Rec, Finance H Improvements in financial operations, financial management, budgeting, purchasing, and more X X X X $0 $0 See ERP Replacement See ERP Replacement See ERP Replacement 20 Fleet Management Any replacement Work Order system will include Fleet Management within its functionality or as an add-on module 2022-2023 X X See ERP Replacement Y Pub Works PW, Park & Rec, Finance H Improvements in financial operations, financial management, budgeting, purchasing, and more X X X X $0 $0 See ERP Replacement See ERP Replacement See ERP Replacement 21 Fuel Management System Integration Integration to better management fuel use and cost and integrate with fleet 2022-2023 X X See ERP Replacement Y Pub Works PW, Park & Rec, Finance H Improvements in financial operations, financial management, budgeting, purchasing, and more X X X X $0 $0 See ERP Replacement See ERP Replacement See ERP Replacement 22 TRAKiT System Improvements This will include the costs from a third party to complete a gap analysis and document a plan to close the identified gap. It also includes costs to TRAKiT for gap closure services and software 2019 - 2020 X X $50,000 Y IT Eng., Planning, Finance H $125,000 $175,000 automation and implementation of online services and access X X X $40,000 $130,000 $0 $0 $0 23 Police Sun Ridge RIMS Assessment and Utilization Improvement This will include the costs from a third party to complete a gap analysis and document a plan to close the identified gap. It also includes costs to Sun Ridge for gap closure services and software 2022 - 2023 X X $20,000 N PD PD L $50,000 $70,000 Better system utilization X X X X $0 $0 $0 $40,000 $20,000 24 Electronic Content/Document Management System (ECMS/EDMS) Improvement or Replacement An assessment and gap analysis ending in the restructuring of the system so it will better serve as an enterprise document management system for the City 2022 - 2023 X X $20,000 Y City Clerk City Clerk and Stakehold er Depts M/H $55,000 $75,000 Better storage and retrieval from a City enterprise perspective X X X $0 $0 $0 $40,000 $25,000Initiative #IT Initiative Comments PriorityH / M / LBudget Range Fiscal Year End Resource Recommendations Benefiting Dept(s)Potential Shared System (Y/N)FYE 2019 FYE 2021 FYE 2023FYE 2022FYE 2020 See ERP Replacement See ERP Replacement See ERP Replacement See ERP Replacement Description of Potential Improvement Automation Process Improvement Resident Services Risk Mitigation Page 1 of 3 IT Master Plan Budget City of South San Francisco, CA Budget Staff Supplemental Staff Third-Party Third-Party Assistance Sponsoring Dept.Low High Initiative #IT Initiative Comments PriorityH / M / LBudget Range Fiscal Year End Resource Recommendations Benefiting Dept(s)Potential Shared System (Y/N)FYE 2019 FYE 2021 FYE 2023FYE 2022FYE 2020Description of Potential Improvement Automation Process Improvement Resident Services Risk Mitigation 25 Conversion of Paper Documents, Plans, etc. to Digital Conversion of paper documents to digital due to the critical nature of the document or the frequent need to access or retrieve. Building, planning and fire have started the process. Beginning 2020 X X $55,000 Y All Dept City Clerk and Stakehold er Depts L $40,000 $60,000 Better electronic access critical documents X X $0 $30,000 $30,000 $30,000 $30,000 26 Contract Management System Gather requirements, determine alternatives and implement contract management system and work flow. 2022 X $0 Y City Clerk All M $25,000 $50,000 Improved contract controls and management X X X $0 $0 $0 $35,000 $0 27 Legistar Assessment and Improvement An assessment and gap analysis ending in the restructuring of the system so it will better serve the critical City stakeholders 2022 X X $7,000 Y City Clerk All L $10,000 $20,000 Improved utilization and resolution of existing problems X X $0 $0 $0 $15,000 $0 28 eBuilder Construction Project Management Software Implementation Implement the eBuilder Construction System.2018 - 2019 X X $0 Y Public Works Pub Works H N/A N/A Improved project and cost management. X X $50,000 $50,000 $0 $0 $0 29 Citywide Conference Room and Facilities Scheduling This is the cost for using and implementing the Facility Scheduling module from the City's CivicRec Park & Recreation system and using it as a Citywide facility scheduling system to be used by all Departments 2021 X $0 Y IT All M $10,000 $20,000 Citywide solution that can handle facility resources and rental fees including online payment of rental fees. X X X $0 $0 $15,000 $0 $0 30 Energy Management System Select and implement a system to automate heating, air conditioning, lighting and other facilities controls. 2021 X $0 N Parks and Rec All M $25,000 $50,000 Improve energy efficiency and reduce staff time spent managing environmental controls X X $0 $0 $40,000 $0 $0 31 Personal Computer Assignment and Management This is a policy and practice but there will be savings by reducing the number of devices to staff and issuing a single device when possible Ongoing X $0 IT IT and All H N/A N/A Establish "Best" practices to improve outcomes and reduce costs X N/A N/A N/A N/A N/A 32 Remote Access Improved remote access speeds and security 2020 X $0 IT All L/M $2,500 $5,000 Improved ability to access files while out of the office $0 $5,000 $0 $0 $0 33 Fire RMS Integration between TRAKiT and Zoll Documenting the integration needs and implementation X X $7,500 Y Fire Fire H $10,000 $20,000 Operational improvements and elimination of dual entry of data X X X $15,000 $0 $0 $0 $0 34 Website Content Management and Training Training from "Vision" for Website Content Management 2019 X $10,000 Y Communications All H $2,500 $5,000 Self-sufficient Departments X X $5,000 $0 $0 $0 $0 35 Photo Management and Storage Software Software to digitize and manage photos 2022 X X $75,000 Y IT All M/L $30,000 $50,000 Improved access to and management of photos X X $0 $0 $0 $40,000 $0 36 Project Tracking and Collaboration Basecamp, Wrike, or similar tool 2020 X $0 Y IT All M $10,000 $20,000 Better project coordination X X $0 $12,000 $12,000 $12,000 $12,000 Smart Cities and Gov 2.0 37 Smart Cities Discussion of Smart City goals and objectives Ongoing $0 N City Mgr All M N/A N/A Efficiency, Quality of Life, Transparency X X X N/A N/A N/A N/A N/A 38 Sustainability Planning Develop a budget for all IT related support, maintenance, required upgrades, and capital replacements 2020 X X $7,800 N City Mgr All M $5,000 $10,000 Understanding the baseline cost of IT X $0 $7,800 $0 $0 $0 39 License Plate Readers 4 Freeway entrances to start, 14 add'l 2020 - 2021 X X $50,000 N PD PD M $400,000 $560,000 Improved public safety X $0 $140,000 $420,000 $0 $0 40 Video Surveillance Expand cameras to other City facilities. Old City Hall 1st. Centennial Park coverage in 2022. Oyster Bay in 2023. Ongoing X X $50,000 N PD PD, Pub Works H N/A N/A Improved public safety X $10,000 $50,000 $100,000 $850,000 $850,000 41 Citywide Broadband / High-Speed Internet Downtown in 2021, Parks in 2022 and 2023 2021 - 2023 X $100,000 N City Mgr All M N/A N/A Improved resident services and economic growth $0 $0 $250,000 $330,000 $330,000 IT Infrastructure 42 Computer Equipment Replacement Plan PCs, laptops, tablets, switches, servers, wireless Ongoing X $0 N IT All H N/A N/A Improved employee productivity X X X $145,000 $161,000 $145,000 $177,500 $177,500 43 Computer Room/Data Center Improvements Door Access Control & Temp Monitoring tele/data closets Ongoing X $0 N IT IT M N/A N/A Improved computer room environments and security X X $17,500 $41,250 $35,000 $0 $0 44 Network Redesign Expand to Fire Stations 64 & 65, add security layers, prepare for VoIP 2019, 2020, 2021 X $50,000 N IT All H $150,000 $250,000 Improved network performance and security X X $50,000 $65,000 $100,000 $0 $0 45 Wireless Network Most areas complete, will need to expand to cover facility grounds 2020 - 2021 X $0 N IT PW, Water, Rec M $25,000 $50,000 Multi-use X X X $0 $25,000 $25,000 $0 $0 46 Servers – Windows Domain Review Upgrade from 2008 to 2016 2020 X $50,000 N IT All M $50,000 $100,000 End of support 2020 X $0 $100,000 $0 $0 $0 47 Internet Bandwidth Increase bandwidth and carrier diversity Ongoing X $0 N IT All H N/A N/A Required for cloud services X $0 $12,000 $24,000 $24,000 $24,000 48 Conference Room Audiovisual Improvements in conference room capabilities Ongoing X $0 N IT All M N/A N/A Collaboration X $14,000 $7,000 $14,000 $7,000 $7,000 49 Office Software Upgrades Upgrade from 2010 to 2016 2020 X $0 N IT All H $195,000 $253,125 Office 2010 obsolete in 2020 X X $30,000 $220,000 $0 $0 $0 50 Electronic Mail (Exchange)Upgrade from 2010 to 2016 2019 X $16,000 N IT All H $35,000 $51,000 Exchange 2010 obsolete in 2020 X X $51,000 $0 $0 $0 $0 51 Door Access Control Scope excluded PD & new Civic Center, old City Hall 1st, then other buildings. All X $0 N Pub Works All $100,000 $350,000 Reduce need for re-keying X X X $32,000 $70,000 $70,000 $0 $0 IT Operations 52 IT Operations - Enterprise Management Platform If staff cannot find time in FYE 2019, budgeted for FYE 2020 2020 X Optional $14,000 N IT IT H $0 $15,000 Improved IT efficiency and security X X $0 $14,000 $0 $0 $0 53 IT Support Metrics May need help customizing Help Desk to produce metrics 2019 X Optional $14,000 N IT All H $0 $15,000 For KPIs X $15,000 $0 $0 $0 $0 54 IT Policies and Procedures Policy library assistance 2019 X Optional $3,120 N IT IT H $0 $3,120 Improved security X $3,120 $0 $0 $0 $0 Telecommunications 55 VoIP Phone System Upgrade FYE 2019 - Selection, FYE 2020- Implementation 2019 - 2020 X $70,000 N IT All H $405,000 $500,000 Annual Telco Savings - $40K X X X $20,000 $480,000 $0 $0 $0 Page 2 of 3 IT Master Plan Budget City of South San Francisco, CA Budget Staff Supplemental Staff Third-Party Third-Party Assistance Sponsoring Dept.Low High Initiative #IT Initiative Comments PriorityH / M / LBudget Range Fiscal Year End Resource Recommendations Benefiting Dept(s)Potential Shared System (Y/N)FYE 2019 FYE 2021 FYE 2023FYE 2022FYE 2020Description of Potential Improvement Automation Process Improvement Resident Services Risk Mitigation IT Security 56 IT Security Assessment After policies, procedures, and network redesign 2020 X $25,000 N IT All M N/A N/A Improved security X $0 $25,000 $0 $0 $0 57 Records and Data Retention Expand existing records and data retention policies to electronic records 2019 X $0 N City Clerk All H N/A N/A Improve transparency, reduce risk X X X X N/A N/A N/A N/A N/A 58 PCI Compliance Review credit card business processes 2020 X $12,000 N Finance All M N/A N/A Improved security X $0 $12,000 $0 $0 $0 GIS 59 Develop GIS Master Plan Develop plan for long range GIS improvement and integration 2021 X $100,000 N IT IT M $75,000 $100,000 Improved application integration and Smart City preparedness X X X X $0 $0 $100,000 $0 $0 60 GIS Staffing Over the life of the plan increase GIS staff resources as necessary to meet the goals of the plan Ongoing $0 Y IT IT M N/A N/A Improved application integration and Smart City preparedness $0 $0 $0 $150,000 $150,000 IT Staffing 61 IT Staff Training Current IT budget amount about $5,000 short per year Ongoing X $0 N IT IT H N/A N/A Improved IT productivity X X X $4,500 $4,500 $4,500 $4,500 $4,500 62 IT Staff Productivity Continue to increase the user of IT automation and business process improvement within the IT function Ongoing X $0 N IT IT M N/A N/A Improved IT productivity X X N/A N/A N/A N/A N/A 63 Business Analysis and Project Management Skillset Needs Add Business Analyst and Project Management skillsets to support the plan Ongoing X $0 N IT IT H N/A N/A Improved project delivery, organizational efficiency X X X $0 $300,000 $300,000 $300,000 $300,000 $562,120 $2,101,200 $2,109,500 $2,380,000 $2,255,000 Page 3 of 3 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:18-519 Agenda Date:9/12/2018 Version:1 Item #:2. Report regarding the Energy Efficiency Plan prepared by OpTerra (Engie)as part of the Energy Savings Project (project no.pf1703),a resolution accepting a $50,000 grant from City/County Association of Governments to partially pay for the Energy Efficiency Plan and City energy efficient projects,amending the Fiscal Year 2018-19 CIP budget and approving budget amendment 19.019.(Marian Lee,Assistant City Manager and Justin Lovell, Public Works Administrator) RECOMMENDATION It is recommended that City Council receive the Energy Efficiency plan prepared by OpTerra (Engie)as part of the Energy Savings Project (project no.pf1703),and approve a resolution accepting a $50,000 grant from City/County Association of Governments (C/CAG)to pay for the Energy Efficiency Plan and City energy efficient projects and amend the Fiscal Year 2018-19 CIP budget approving budget amendment 19.019. BACKGROUND The City is committed to reducing energy usage and cost and greenhouse gas emissions,through adopted policies,strategies,and programs.The City’s Climate Action Plan (CAP)was adopted in 2014,with the purpose of reducing energy usage and greenhouse gas emissions (GHGs)community-wide.Also in 2014,City staff worked with PG&E Sustainable Solutions Turnkey (SST)program to audit the City’s electrical bills and facilities to identify additional energy savings opportunities.The audit indicated meaningful opportunities for further savings, likely through the implementation of more complex and larger-scale energy projects. In November,2015,City staff issued a Request for Proposal (RFP)for an energy conservation /generation program.The RFP was sent to nine Energy Service Companies (ESCOs),all registered with the Federal Department of Energy (DOE)and operating in California.The City received one proposal,from OpTerra Energy Services (now branded as Engie).Staff reviewed Engie’s proposal and concluded that the proposed approach and team qualifications met the City’s criteria outlined in the RFP.In July 2016,staff recommended entering into a professional services contract with Engie for Phase I of the project and was approved by City Council.Phase I results in completion of an Energy Efficiency Plan for City municipal facilities for $50,000. The City Council requested staff to return to City Council after Phase I completion and seek City Council approval before entering into Phase II (design, construction and monitoring). DISCUSSION Energy Efficiency Plan Phase I is now complete.The Energy Efficiency Plan is included as Attachment 1.The following work is complete: •Audits of energy bills, lighting, water, HVAC systems •Facility site visits •Identification of facilities for metering •Identification of energy savings projects •Project costing •Finance modeling City of South San Francisco Printed on 9/7/2018Page 1 of 3 powered by Legistar™ File #:18-519 Agenda Date:9/12/2018 Version:1 Item #:2. •Solicitation of bank proposals The key findings are as follows: •The Plan is a $3.7 million program that has potential to save energy and money; •This program will annually save $166,000 in energy bills and reduce GHG by 650 tons a year; •The projects are installation of solar panels at six sites totaling 428 kilowatts and 1700 LED fixtures at nine sites; •$3.7 million financing would be required by the city in the form of a loan in addition to $800,000 from the City’s Parking District Fund and $50,000 through grants to implement the Plan in total; •The loan interest could range between 2.7 percent and 3.5 percent (as of December 2017); and •The loan would be paid back in 17 years with the estimated energy savings to the city. Staff reviewed the proposed Energy Efficiency Plan and evaluated the draft terms of a design/construction and monitoring contract with Engie for Phase II.Staff believes that the plan has merit and the projects identified should move forward.However,the timing of the next phase (design,construction and monitoring)and contracting strategy should be redefined. The key reasons are as follows: •Committing to this type of turn-key contract through a contractor results in added risk to the City (e.g. limited ability to control program management, limited contractual ability to control contractors); •Proprietary rights to design solutions limit the City’s ability to apply Engie developed solutions to other City facilities on its own terms; •The unknown impact of how unforeseen project hindrances (such as soil conditions limiting solar panel installation) could affect the financing and return on investment for the whole program; •Timing of solar panel construction limiting parking availability in the downtown area where parking supply is already strained by construction activities is not ideal; •Potential impact on the City’s credit rating related to the Measure W bonding efforts for the Community Civic Campus project; and •There is general difficulty in obtaining detailed evaluation and analysis given the nature of the current Engie contract. Based on the above assessment, staff recommends the following next steps: •Receive the Energy Efficiency Plan from Engie as obligated in the executed professional services agreement; •Pay Engie $50,000 for the Plan; and •Implement the projects in the Plan on a pay-as-you approach and/or consider issuing a new RFP in the next fiscal year for implementation options. Staff’s recommendation was presented to the Environmental Standing Committee of the City Council on May 22,2018.The Committee members noted that the timing of Phase II and turn-key approach for implementation was not ideal for the City at this time. Staff was asked to present the above recommendation to City Council. C/CAG Grant Related to this effort,the City applied for a grant from C/CAG as part of C/CAG’s San Mateo County Energy Watch Municipal Energy Efficiency program to partially fund this effort.C/CAG has granted the City $20,000 for the planning phase and $30,000 for the capital project phase.Given the recommendation above,the City will request reimbursement of $20,000 for the Energy Efficiency Plan and $30,000 for City energy efficient projects to be implemented by the City. The associated resolution will allow the City to accept the grant. See Exhibit A to the associated resolution for funding agreement.Please note,the scope of work for capital City of South San Francisco Printed on 9/7/2018Page 2 of 3 powered by Legistar™ File #:18-519 Agenda Date:9/12/2018 Version:1 Item #:2. See Exhibit A to the associated resolution for funding agreement.Please note,the scope of work for capital projects included was a universal list of all possibilities.The scope will be modified in coordination with C/CAG staff to include City energy efficient projects that will be eligible for the $30,000 capital grant. FISCAL IMPACT The current budget includes the City’s payment obligation of $50,000 for Phase I of the work conducted by Engie.Twenty thousand dollars ($20,000)of the C/CAG grant and $30,000 already budgeted in the Fiscal Year 2018-19 CIP from the General Fund,will pay for the Plan.The remaining $30,000 C/CAG grant will be used for City LED projects. CONCLUSION Staff requests the City Council receive the presented information and staff recommendations,accept the C/CAG San Mateo County Energy Watch Municipal Energy Efficiency program grant for $50,000,and approve Fiscal Year 2018-19 CIP budget amendment 19.019. Attachment: Energy Efficiency Plan City of South San Francisco Printed on 9/7/2018Page 3 of 3 powered by Legistar™ City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:18-856 Agenda Date:9/12/2018 Version:1 Item #:2a. Resolution accepting a $50,000 grant from City/County Association of Government to partially pay for the Energy Efficiency Plan and City energy-efficient projects,and amending the Fiscal Year 2018-19 Capital Improvement Project budget and approving budget amendment 19.019. WHEREAS,on October 12,2017,City/County Association of Government (“C/CAG”)approved the San Mateo County Energy Watch Municipal Energy Efficiency Call for Projects (Grant); and WHEREAS,the purpose of the grant program is to encourage C/CAG member agencies to implement energy efficiency projects that reduce energy consumption,ongoing operational costs,and greenhouse gas emissions; and WHEREAS,the City of South San Francisco (“City”)submitted a grant proposal and was approved for funding by the C/CAG board via resolution 18-06; and WHERAS, the grant total was $50,000 - $20,000 for planning and $30,000 for a capital project; and WHEREAS,the Energy Efficiency Plan prepared by Opterra (“Engie”)is eligible to be partially funded by the C/CAG grant; and WHEREAS,the City intends to use the remaining portion of the C/CAG grant to partially pay for energy- efficient projects to be completed before year end by the City. NOW,THEREFORE,BE IT RESOLVED,by the City Council of the City of South San Francisco that the City accepts the $50,000 C/CAG San Mateo County Energy Watch Municipal Energy Efficiency Grant (Exhibit A) and amends the Fiscal Year 2018-19 Capital Improvement Program. BE IT FURTHER RESOLVED that the City Council of the City of South San Francisco authorizes the Finance Department to establish the Project Budget consistent with the information contained in the staff report. BE IT FURTHER RESOLVED that the City Manager is hereby authorized to execute the agreement and any other related documents on behalf of the City, subject to approval by the City Attorney. BE IT FURTHER RESOLVED that the City Council authorizes the City Manager to take any other related actions consistent with the intention of this resolution. ***** City of South San Francisco Printed on 10/24/2018Page 1 of 1 powered by Legistar™ City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:18-639 Agenda Date:9/12/2018 Version:1 Item #:3. Medians and Gateway Sign Program Study Session.(Matthew Ruble, Sr. Civil Engineer) City of South San Francisco Printed on 9/7/2018Page 1 of 1 powered by Legistar™ Gateway Signs and Median ImprovementsCity of South San FranciscoCity Council Study SessionSeptember 12, 2018 Gateway Sign ImplementationEl Camino Real MediansWestborough Corridor Beautification PlanGrand Boulevard Initiative Project AgendaBackground + Status Master PlanGateway StudySteering CommitteeVisioning exerciseConceptual design + locationsCouncil approval Sign Location Diagram Master Plan Concepts Airport Blvd. & Sister Cities Blvd. Westborough Ave. & Skyline Blvd. ECR – Noor Ave. to Spruce Ave. El Camino RealMedian Improvements El Camino Real in SSF10 ECR Noor to Spruce11 ECR Spruce to Chestnut12 ECR Chestnut to McLellan13BART Station& TOD DevelopmentKaiser HospitalPlanned Chestnut Area Development GBI Design Elements14High Viz X-WalksBARTPed Median RefugeSharrows at Parking & Striped Shld NBBike Lane SBBulboutsNew Sidewalk GBI Landscape Elements15BARTBiofiltration PlantersLane Converted to Planted MedianLarge Trees WestboroughCorridor Beautification PlanEl Camino Boulevard to Skyline Boulevard Conceptual PlansEl Camino to Skyline•Recently completed Improvements (above): tree planting, sculpture installation, landscape improvements, and restoring/repairing irrigation •Future work planted at Westborough and Camaritas consistent with Westborough Beautification Plan Junipero Serra Blvd. Conceptual PlansEl Camino to Skyline•Planting of 50 trees at Junipero Serra and Arroyo Dr.•Renovation of Junipero Serra and Hickey Blvd. islands•Median tree trimming/raising completed•Declining tree removals planned•Improved weed abatement and shoulder clearance efforts How would you like to proceed?City Council Study SessionSeptember 12, 2018