IT DSP Implementation Roadmap

City of Berkeley Digital Strategic Plan and Roadmap: Vol2 - DSP Implementation Roadmap

Digital Strategic Plan & Roadmap Volume 2: DSP Implementation Roadmap October 21, 2016

Thought Leadership, Exceptional Performance & Results since 1987 ThirdWave

29 YEARS

ThirdWave Corporation Information Systems Intelligently Applied 11400 W. Olympic Blvd. Suite 200

Los Angeles, CA 90064 www.ThirdWaveCorp.com 310.914.0186

DSP Implementation Roadmap City of Berkeley

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Table of Contents Digital Strategic Plan Roadmap: Volume 2 Implementation Roadmap Introduction ....................................................................................................................... 1 1.1 Introduction to the DSP Implementation Roadmap ............................................... 1 1.2 City’s DSP Vision, Mission and Values.................................................................. 2 1.3 DSP Roadmap Framework .................................................................................... 3 1.4 DSP Implementation Roadmap Objectives ........................................................... 3 1.5 DSP Implementation Roadmap Guiding Principles ............................................... 4 Digital Strategic Plan Initiatives ...................................................................................... 6 2.1 Technology Initiatives ............................................................................................ 6 2.2 Prioritization Criteria & Process ............................................................................. 7 Figure 2.2.1: DSP Roadmap Initiative Prioritization Criteria................................. 7 Figure 2.2.2: Prioritized DSP Roadmap Technology Initiatives............................ 8 Figure 2.2.3: Annual DoIT Replacement Programs............................................ 11 Figure 2.2.4: Annual DoIT Reporting/Compliance Requirements ...................... 11 Budget Estimate.............................................................................................................. 12 3.1 Budget Overview ................................................................................................. 12 3.2 Digital Strategic Plan Technology Innovation Fund............................................. 13 Figure 3.2.1: Strategic Enterprise Investment .................................................... 13 Figure 3.2.2: 5 Year Investment Summary: DSP & ERP Implementation.......... 14 Figure 3.2.3: 5 Year Base Investment Summary (Excludes ongoing ................ 14 yearly costs).............................................................................. 14 Figure 3.2.4: Year 1 FY 17 Budget Estimate ....................................................... 14 Figure 3.2.5: Year 2 FY 18 Budget Estimate ....................................................... 17 Figure 3.2.6. Year 3 FY 19 Budget Estimate ...................................................... 19 Figure 3.2.7: Year 4 FY 20 & Year 5 FY 21 Budget Estimate ............................. 21 5 Year Digital Strategic Plan Roadmap......................................................................... 23 4.1 DSP Roadmap Implementation Principles........................................................... 23 4.1.1 Technology Implementation Principles ................................................................ 23 4.2 5 Year Implementation Timeline .......................................................................... 24 Figure 4.2.1: Year 1 – FY 17................................................................................ 26 Figure 4.2.2: Year 2 – FY 18................................................................................ 27 Figure 4.2.3: Year 3 & 4: FY 19 – FY 20 ............................................................. 28 Figure 4.2.4: Year 5 - FY 21 ................................................................................ 29 Figure 4.2.5: Annual Replacement Activities ....................................................... 29 Figure 4.2.6: Annual Reporting Compliance Requirements ................................ 29 City & Community Benefits............................................................................................ 30 5.1 Sorted DSP Roadmap Benefits ......................................................................... 30 Figure 5.1.1: Summary of Potential Benefits Across All City Departments ....... 31 Section 2 Section 3 Section 4 Section 5 Section 1

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Section 6

Closing Recommendation.............................................................................................. 34 6.1 Adoption & Funding ............................................................................................. 34

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Section 1 Introduction

1.1 Introduction to the DSP Implementation Roadmap This document provides the City of Berkeley a five-year Digital Strategic Plan Roadmap (DSP Roadmap), including phased and prioritized Information Technology initiatives. The Roadmap addresses the acquisition and implementation of Strategic Business Technologies, in addition to addressing the sustainability of the DSP Roadmap with IT human resources.

Volume 1 of Digital Strategic Plan Findings and Recommendations document articulates “what” should be undertaken. This document is a management tool that defines “when” DSP Roadmap initiatives should be carried out and what investment will be needed. As with any planning document, the DSP Roadmap should be revisited and refreshed on a yearly basis. Updates should consider changing circumstances in a variety of areas: e.g., the City’s economic position, community demographics, emerging Information Technologies, and fluctuations in the state of the economy. Moreover, yearly performance evaluations should be carried out to measure completed initiatives and make adjustments. The following pages lay out a pragmatic implementation roadmap that will ensure the successful deployment of the DSP. It reflects sound investments in technologies specific to the City of Berkeley, addressing the following:

 The criteria used to prioritize DSP Roadmap Initiatives;  Implementation Roadmap over a 5-year timeline; and,  Resources required to sustain the DSP implementation.

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1.2 DSP Vision, Mission and Values The following outlines the City of Berkeley’s DSP Roadmap vision, mission and values: Vision

Provide a comprehensive Information Technology Roadmap fostering the use of proven state-of-the-practice Information Technologies in the most strategic, innovative, cost-effective and efficient ways possible to support internal City operations, encourage business development, and provide extraordinary customer service delivery to the Berkeley community. Mission Ensure IT investments and strategic business technologies are customer focused, sound, and deliver the highest possible value to the City and its constituents. Values Information Technology actions are guided by values integral to everything the City’s IT organization does: Excellence: Lead with a clear vision, communicate, form partnerships, and take full ownership and responsibility in fulfilling our mission. Our Information technology work is relevant, timely, and delivered with superior customer service that reflects our commitment to collaboration and the highest standards of quality.

Transparency:

Uphold a standard of municipal transparency, accountability, and reliability. We conscientiously run our IT operations to promote a City workforce that is worthy of the public trust. Constantly seek new ways to accomplish our work through efficiencies and collaboration to generate extraordinary transformative results. We are dedicated to delivering creative, innovative and forward ‐ looking solutions.

Innovation:

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1.3 DSP Roadmap Framework The DSP Roadmap will foster a transformative framework for how the City leverages its Information Technologies. The City will embrace Information Technology as a strategic enabler, embedding it as a critical and fundamental component in all the City does. The City will continue to ensure the use and application of Information Technologies stays aligned with, and supportive of, an efficient and responsive delivery of services to all of the City’s constituents – residents, businesses, UC Berkeley students/staff (a third of the City’s community) and visitors.

By aligning Information Technology in support of the City’s business and service delivery processes, the City of Berkeley will become a more agile organization that is better able to support the City’s vision and strategic plan. Moreover, the Roadmap will allow the City to leverage emerging trends and evolving technologies. Through investment in Information Technology, the City will develop and implement innovative and cost effective approaches for improving the quality and delivery of needed services to its community. 1.4 DSP Implementation Roadmap Objectives The objectives of the DSP Roadmap are to:  Develop a high performance and reliable Citywide IT infrastructure to support the dynamic requirements of the City;  Align the City’s IT initiatives with the City’s Strategic Plan while ensuring the City’s responsibilities and priorities are recognized and taken into account;  Invest in IT systems based on a rational and impartial assessment of both tangible and intangible benefits, and a realistic assessment of project costs, benefits and risks;  Reduce the cost of operations and service delivery, while improving the quality of services delivered to customers through responsible IT investment; and,  Deliver IT services, internally to the City and externally to the residents of Berkeley in a cost- effective manner.

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1.5 DSP Implementation Roadmap Guiding Principles ThirdWave recommends that the City of Berkeley adopt a new set of guiding principles related to the implementation of Information Technologies. Many of the following have not historically been in place and have been recently taken up by the City’s relatively new Information Technology Director. ThirdWave recommends the following principles be adopted for implementing the DSP Roadmap: 1. Leadership

Embrace technology as a strategic enabler and utilize IT to improve the way City staff perform their jobs and deliver services to residents and businesses. Foster effective communications between the City and constituents to keep all parties involved and informed on the progress of IT initiatives. Berkeley will keep the public informed on the use of technology in the City via its website, Open Data/ Citizen Engagement and other appropriate means.

2. Communications

3. IT Governance Adopt a formal management process to ensure that IT initiatives are properly vetted for consistency with the DSP Roadmap, IT industry trends, are fiscally sound, and are effective in improving operating efficiencies and customer service prior to proceeding with IT initiatives. 4. Enterprise Approach Encourage an enterprise approach when procuring, implementing

and managing the City’s Information Technologies. The City will utilize state-of-the-practice technology ensuring investments are effectively leveraged across departments, businesses and constituents while employing economies of scale wherever possible. Information Technologies will foster cost containment and/or the highest return on investments possible. Create an environment that encourages accountability through service level agreements, performance measures and individual responsibility, including the City contracted service providers. Implement contemporary, but proven, technologies that maximize future options by emphasizing open standards. Applications should use Commercial Off-the-Shelf software wherever possible, and should be web based, wireless ready, employing a Service Oriented Architecture, and GIS enabled, where appropriate and applicable.

5. Accountability

6. Proven Technology

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7. Efficiencies Decisions regarding funding for future technology initiatives should be based on a Business Process Improvement assessment using a formal and standard Continuous Improvement methodology, e.g., Lean, Kaizen, Rapid Workflow ® , or other similar method. The resulting data will be used to produce a comprehensive business case that takes both tangible and intangible costs and benefits of the project into account. 8. Strategic Investments IT assets, systems, skills and support operations will be viewed as strategic investments that are critical in attaining internal City-wide business and external service delivery objectives. 9. Partnerships The City will maintain partnerships with outside Information technology firms, consultants and regional government organizations to undertake collaborative efforts in the provision of information and services, and obtain expert advice and knowledge of IT trends.

10. Accessibility

Implement Information Technology that provides all internal and external customers easy and timely access to online information and services. The City will strive to make data available for the benefit of the public subject only to the need to protect the privacy of individuals.

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Section 2 Digital Strategic Plan Initiatives

2.1 Technology Initiatives The Volume I DSP Findings and Recommendations document identified management, business process and technology solutions for enhancing the organization and service delivery environment at City of Berkeley over the next five years. The initial list of potential DSP Roadmap initiatives was consolidated, reduced and combined with the existing list of Department of Information Technology (DoIT) initiatives. The final combined list of DSP/DoIT initiatives was prioritized in this document, bringing the final number to one-hundred-and-two (102) technology initiatives planned over 5 years.

The final list of solutions relates to five Information Technology categories: infrastructure, hardware, departmental software, enterprise software, and E-Government solutions. Other solutions in the DSP Findings & Recommendation document, not contained in this document, include operational and/or policy recommendations related to the use, operation and management of the City’s IT portfolio. IT solutions identified in the requirements definition phase of the project were vetted to produce the final list used in the prioritization process. Information Technology initiatives are described in some detail in Volume I DSP Findings & Recommendations, October 17, 2016, which will act as a reference document over the fiver year Roadmap.

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2.2 Prioritization Criteria & Process The DSP Roadmap initiatives noted above were processed through a prioritization model, which included a range of performance parameters aligned with common municipal business objectives and tangible internal/public benefits.

This criterion was used by the City/ThirdWave Project Team to identify a preliminary sorting of initiatives. The sequencing of initiatives was subsequently reviewed and further sorted by the City’s DoIT management team. A final prioritization was carried out by the City/ThirdWave, taking into account technology prerequisites, related applications, optimum sequencing of IT initiatives and investment balancing. The figure below describes the criteria employed to prioritize DSP Roadmap initiatives, using a weighted rating system as described below. Figure 2.2.1: DSP Roadmap Initiative Prioritization Criteria Business Case Benefit Rating 5 High: Provides significant benefit to internal operating efficiency/extraordinary customer service. 3 Medium: Provides some benefit to internal operating efficiency/extraordinary customer service. 1 Low: Provides limited benefit to internal operating efficiency/extraordinary customer service. Prioritization Application of Criteria 1. Internal or External DSP Requirement  The number of times an initiative was identified in the requirements definition phase of the project, including the Rapid Workflow ® workshops, Management Interviews, Online Staff Survey, or IT Focus Groups.  Provides the architecture/ infrastructure required to implement other key projects;  Facilitates collaboration; and/or,  Enterprise solution, highly leverageable, benefiting the City as a whole. 2. Improved Staff Productivity  Staff time savings;  Fosters internal operating efficiencies;  Improves organizational practices, aligning them with enterprise / departmental goals; and/or,  Enhances the ability to share data. 3. Improved Customer Services

 Significantly improves customer service;  Provides online 24x7 convenience; and/or,  Provides Web-enabled services for faster/easier service to the public.

Cost Savings  Provides the potential for hard dollar savings;

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 Potential deferred expenses; and/or,  Provides cost avoidance opportunities.

Revenue Generation  Provides the potential of increased revenues in a variety of instances where the City collects fees for services.

Figure 2.2.2 below provides a list of the final technology initiatives identified in the prioritization process, grouped into yearly phases for management consideration and budgeting. Figure 2.2.2: Prioritized DSP Roadmap Technology Initiatives Legend: M Management Initiatives INF Infrastructure Systems HW Hardware DSW Departmental Software ESW Enterprise Software EGOV E-Government Applications

Phase 1 Type Department

Initiative

1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9

ESW Enterprise EGOV Enterprise EGOV City Manager ESW Enterprise ESW Enterprise DSW Enterprise ESW Enterprise ESW Enterprise DSW City Clerk M Enterprise

ERP Implementation Website Upgrade

Community Engagement Tool

IT Governance Accela Phase 3

IT Service Management/Enterprise PM Tool

Lagan Upgrade/Integrations

Skype for Business

MS Enterprise Upgrade, O365 Migration Replace Access Commissioner Tracking (CIS) Knox Maintenance (Medic Units) Targeted Case Management (TCM) System New World Systems Upgrade & Migration V 9 - 10.2

1.10 1.11 1.12 1.13 1.14 1.15 1.16 1.17 1.18 1.19 1.20 1.21 1.22

DSW Fire DSW HHCS DSW Police DSW Police DSW Police DSW Police DSW Fire D DSW Police

16 Beat Layer / New World GIS

Vesta Upgrade

Mobile ID Bluetooth Fingerprint Reader

Telestaff Upgrade for Fire CAD Run Card Maintenance

DSW Enterprise DSW Public Works DSW Public Works

SunGard Upgrades

Route Smart App, Mobile Communication GasBoy Fuel Management Upgrade Print Server Upgrade Citywide

INF

DoIT

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Figure 2.2.2: Prioritized DSP Roadmap Technology Initiatives: continued Phase 1 Type Department Description: continued 1.23 INF DoIT Windows Server 2003 OS Upgrade/Migration 1.24 INF DoIT SCCM Upgrade Citywide 1.25 INF DoIT Solarwinds Monitoring 1.26 INF DoIT City Council Chambers Infrastructure 1.27 M DoIT

IT Staff Training; Project Mgmt./Business Process Improvement

1.28 1.29 1.30 1.31 1.32

M M M

DoIT DoIT DoIT

IT Organization Staff Staff Cost Allocation Model IT Classification Study

DSW Rent Board DSW Rent Board

Rent Stabilization Management System Phase 2

Rental Registration Portal

Phase 2 Type Department

Description: Intranet Portal

2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9

ESW Enterprise

INF

Enterprise

Web Server Redundancy GIS Master Plan Implementation

ESW Enterprise M 11 Enterprise M 12 Enterprise

Physical Security

Cyber Security Resilience Plan Security Infor & Event Management (SIEM) Internet Bandwidth increase/Backup Conference Room Upgrades Citywide VOIP Phase II Citywide Real Property Leasing Software Assessment BENS Replacement ePCR Tablet Replacement FireRMS/Red Alert Alternatives New Suppression Inspection System NextGen EPM-EHR System Projects Mobile Crisis Team Incident SW Log Replacement Mobile Devices for Clinicians & Inspectors HHCS Youthworks/Temp employees Online Application (ERP) Citywide Windows 10 Upgrade

INF INF INF INF

Enterprise Enterprise Enterprise Enterprise

2.10 2.11 2.12 2.13 2.14 2.15 2.16 2.17 2.18 2.19 2.20 2.21 2.22 2.23 2.24 2.25 2.26 2.27 2.28 2.29 2.30 2.31 2.32

DSW Enterprise

INF

Enterprise

DSW City Attorney

DSW Fire DSW Fire DSW Fire DSW Fire DSW HHCS

INF INF INF INF INF

HHCS HHCS DoIT DoIT

WebMethods Integration Services Data Warehouse Reporting

IT/Public Works AC PSB Server Room HVAC Upgrade DSW Planning Dept. Online Mapping Solution for Planning Permits DSW Planning Dept. Nemo Q Replacement (Ticketing System)

DSW Police DSW Police DSW Police DSW PRW

CJIS Advanced Authentication Police New World Upgrade V10.2 to Enterprise Police Online False Alarm Management & Interface New Irrigation Management System Center St. Garage Software Systems

DSW Public Works DSW Public Works

Public Notification System Body Worn Cameras PD Conversion of Microfiche

DSW Police DSW Police

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Figure 2.2.2: Prioritized DSP Roadmap Technology Initiatives: continued Year 3 Type Department Description 3.1 DSW Public Works Capital Project Management Software 3.2 M Enterprise Disaster Recovery / Business Continuity Plan 3.3 M Enterprise Wi-Fi Master Plan Framework 3.4 HW Enterprise Open Data Portal Expansion Citywide 3.5 DSW Enterprise Electronic Timecards (ERP) 3.6 ESW Enterprise Contract Management (ERP) 3.7 ESW Enterprise Refuse Billing (ERP) 3.8 ESW Enterprise Work Order Application 3.9 EGOV Enterprise Customer Relationship Management 3.10 ESW Enterprise Public Records Act (PRA) 3.11 DSW Enterprise CAFR Application (ERP) 3.12 DSW Enterprise Learning Management Application (ERP) 3.13 ESW Enterprise Performance Evaluations (ERP) 3.14 ESW Enterprise Property Tax Assessment (ERP) 3.15 DSW Fire EOC Management Software 3.16 INF IT/PW/OED Infrastructure Fiber Master Plan 3.17 ESW Enterprise Integrations for ERP 3.18 DSW OED Replace Locate in Berkeley 3.19 DSW Enterprise Telecomm Expense Management Software 3.20 DSW Planning Online Business Registration Permitting 3.21 DSW Police Data Warehouse Migration (PD RMS, Fire FMIS) 3.22 DSW OED

Customer Relationships and Communications Management platform

Year 4 Type Department

Description

4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9

ESW Enterprise EWS Enterprise

E-Forms/E-Signatures & Workflow Business License Software Replacement (ERP) Develop/implement City-wide Plan for KIOSKS Develop/Implement City-wide Plan, Security Cameras

INF INF

Enterprise Enterprise

EWS Enterprise

Enterprise Taxonomy for OnBase Develop/Implement Computer Lab Plan Elite System Replacement Loan Tracking Software Replacement OPAC Computer Skills Testing Application Workers Compensation Application Replace Evidence Tracking System Single Sign-on

INF

Enterprise

DSW HHCS DSW HHCS/OED

DSW HR

4.10 4.11 4.12 4.13

INF

Enterprise

DSW HR DSW Police

DSW Rent Board

Case Management

Year 5 Type Department

Description

5.1 5.2

INF Enterprise INF Enterprise

OnBase ECMS

MS Enter. Upgrade, O365 Migration

A description of each strategic initiative listed above is provided in the Volume 1: DSP Findings & Recommendations document.

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The following figure lists ongoing replacement programs carried out on an annual basis by DoIT staff. Figure 2.2.3: Annual DoIT Replacement Programs Type Description 1. HW Computer Replacement 2. HW Server/Storage Replacement Program 3. INF UPS Upgrade/Replacement 4. HW Wireless Equipment Upgrade/Replacement 5. HW Network Devices Upgrade/Replacement The following figure lists ongoing reporting and compliance requirements carried out on an annual basis by DoIT staff. Figure 2.2.4: Annual DoIT Reporting/Compliance Requirements Type Description 1 Finance Property Tax Reporting to Alameda County 2 Finance Business License Renewal Cycle 3 HHCS HIPAA Security Risk Assessment Audits 4 HHCS TCM Program Cost Report Data and Audit Files 5 HHCS PHPIMS EHR Meaningful Use Attestation 6 Finance Payment Card Industry (PCI) Compliance

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Section 3 Budget Estimate

3.1 Budget Overview The budget estimate reflects a comprehensive analysis, drawing on specific data collected in the course of the City’s project. It provides a management planning budgeting tool. While every effort has been made to project the approximate cost of the proposed DSP initiatives (i.e., gross order of magnitude estimates), the City should be aware that technology hardware and software vendor prices vary widely, both in pricing models, product suites, bundling and maintenance options. Moreover, the cost of

implementation vendors/systems integrators can vary even more than system vendors, depending on the geographic location, size of the firm, overhead costs and business model. The following pages provide high level budget estimates, or investment requirements, for a phased 5-year implementation of the City of Berkeley’s DSP Roadmap. It should be noted that the budget estimate represents gross level of effort estimates using the most currently available data; it does not represent a price quote . Furthermore, budget estimates do not include detailed and/or total training costs, data conversion costs, and other system integration related costs. These costs can only be developed when the solution is known, the specific number of staff to be trained has been identified and the training approach determined, i.e., Train-the-Trainer, professional training services, internal training, etc. Similarly, data conversion costs cannot be determined until an audit of existing data (content, size, structure, data integrity, etc.) has been performed.

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High level budget estimates have been determined by:  Applying industry best practice estimating for the implementation of Information Systems;  Past experience carrying similar IT initiatives;  Data provided by the City, based on staff research; or  Data researched by the City and ThirdWave. All proposed solutions identified in the DSP Roadmap should be thoroughly reviewed and go through the formal development of project requirements, specifications and preliminary work breakdown structures, resource allocation planning and development of MS Project Schedules prior to the issuance of solicitation documents or internal implementation by the City’s IT organization. 3.2 Digital Strategic Plan Technology Innovation Fund

ThirdWave recommends that Information Technology assume a new level of strategic importance at the City of Berkeley, and that an IT Innovation Fund be established to successfully execute and sustain the implementation of the DSP Roadmap.

The DSP Roadmap phase of the project carried out a comprehensive analysis of project technology investments in total systems costs including: one-time hardware/software costs, ongoing software maintenance costs, and professional services costs. The figures below provide a summary of projected DSP/ERP investments types over 5 years. Figure 3.2.1: Strategic Enterprise Investment

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Figure 3.2.2: 5 Year Investment Summary: DSP & ERP Implementation

Year 1 FY 17 Year 2 FY 18 Year 3 FY 19 Year 4 FY 20 Year 5 FY 21 Total 5 Year

4,153,276 $ 20,177,140

DSP Costs

2,419,184 5,662,078 3,437,826 4,504,777

2,419,184 9,662,078 8,033,400 5,992,777 5,265,676 $ 31,373,114

DSP+ ERP Costs

Figure 3.2.3: 5 Year Base Investment Summary (Excludes ongoing yearly costs) Software/Hardware Software Maintenance Professional Services Year 1 FY 17 1,207,144 969,610 1,402,500 Year 2 FY 18 2,928,700 1,241,200 966,168 Year 3 FY 19 2,655,000 858,500 1,490,000 Year 4 FY 20 1,575,000 536,500 765,000 Year 5 FY 21 550,000 120,000 400,000 $ 8,915,844 $ 3,725,810 $ 5,023,668 50% 22% 28% The figures below provide the investment requirements for a phased multiple year implementation of the City of Berkeley’s DSP Roadmap. Figure 3.2.4: Year 1 FY 17 Budget Estimate

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Note: The footnotes below provide a synopsis of assumptions for each of the DSP initiatives listed over the 5- year timeline. The foregoing assumes all projects deployments will be preceded by the development of formal business, functional and technical requirements, development of a comprehensive yet concise Request for Proposal document where appropriate, and will utilize competitive solicitations processes to contain costs. Phase 1 Notes 1.1 ESW ERP Implementation: This cost is part of the ongoing ERP project budget. 1.2 EGOV Website Upgrade: This cost reflects professional development services to redesign the City’s website provided by a System Integrator in addition hardware, software and ongoing software maintenance cost. This will also include implementing Web Server Redundancy.

1.3

ESW

Community Engagement Tool: This cost reflects an annual software subscription costs. IT Governance: This zero cost reflects a task that will be carried out by City staff . Accela Phase 3: This cost reflects $600K is enhancements, and $125K a year ongoing software maintenance costs of which $71,313 for each fiscal year had already been budgeted. This includes a projected $50K/year more in maintenance support cost once all the other functionality is in place. IT Service Management/Enterprise PM Tool: This cost reflects professional services, software and ongoing software maintenance costs. This Assumes 75 licenses in the beginning and Enterprise Project Management tool may need additional licenses in the future. Lagan Upgrade/Integrations: This initiative will be carried out by internal DoIT staff. Skype for Business: This represents a onetime implementation cost of software included in Microsoft EA (Skype for Business, InTune MDM, AD Health Check). Microsoft Fastrak Funding is covering $50K and City is paying $12K and covered thru IT budget. MS Enterprise Upgrade, Exchange Migration to Cloud : This represents a onetime implementation cost, the software will be included in the Microsoft Enterprise Agreement. The City will need to plan for Professional Services. Replace Access Commissioner Tracking (CIS): This represents onetime software costs, ongoing software maintenance cost and professional services. Knox Maintenance (Medic Units): This represents onetime software costs. Targeted Case Management (TCM) System : This represents onetime software costs and professional services costs. Council NTE Approved Authority FY17 - FY19 New World Systems Upgrade/Migration V 9-10.2: This represents onetime software upgrade costs. Future costs are projected with Upgrade Project in FY18, 16 Beat Layer/New World GIS: The costs for this initiative are included as part of New World upgrade project.

1.4 1.5

ESW

1.6

ESW

1.7 1.8

DSW ESW

1.9

ESW

1.10 DSW

1.11 DSW 1.12 DSW

1.13 DSW

1.14 DSW

1.15 DSW

Vesta Upgrade: This initiative is funded by the State of California.

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1.16 DSW

Mobile ID Bluetooth Fingerprint Reader: The equipment is provided by the County and there is no cost to the City. Telestaff Upgrade for Fire: This represents onetime software upgrade costs and professional services. Telestaff will be upgraded to Cloud version in FY 17 and the costs will be incurred after the upgrade. CAD Run Card Maintenance: This initiative will be carried out by internal DoIT staff time. SunGard Upgrades: This represents onetime software costs and professional services costs: $150K for discovery and rewriting custom code for 5 modules. Ongoing Maintenance Cost will increase by $45K (Existing Maintenance Cost is budgeted in IT Budget). Route Smart App, Mobile Communication: This represents onetime software costs, ongoing software maintenance and professional services costs. GasBoy Fuel Management Upgrade : This represents onetime software costs, ongoing software maintenance and professional services costs. Print Server Upgrade Citywide: This represents onetime software costs, ongoing software maintenance cost. FY 17 Software $25,000 is covered through the IT Budget. The deployment will be done by internal staff time and the ongoing support will be covered thru Tech ISF. Windows Server 2003 OS Upgrade/Migration: The cost of this initiative is software covered thru Microsoft Enterprise Agreement; deployment will be carried out by Internal staff. SCCM Upgrade Citywide : The cost of this software is covered through the Microsoft Enterprise Agreement; Deployment - Internal staff time. Solarwinds Monitoring : This represents onetime software costs covered thru the IT budget; ongoing part of Tech ISF. City Council Chambers Infrastructure : This represents onetime system costs. Cost will be significantly higher for the new Council Chambers. IT Staff Training: This represents onetime training costs for a 1.5-day class for each IT employee. Staff Cost Allocation Model : This represents onetime consulting costs covered thru IT Budget. IT Classification Study: This represents onetime consulting costs to work with HR to review IT classifications. Rent Stabilization Management System Phase 2: This initiative will be carried out by internal staff; the subsequent software will be funded by the Rent Board. Rental Registration Portal: This initiative will be carried out by internal staff. IT Organization Staff: This task will be carried out by internal IT staff.

1.17 DSW

1.18 DSW

1.19 DSW

1.20 DSW

1.21 DSW

1.22 INF

1.23 INF

1.24 INF

1.25 INF

1.26 INF

1.27 M

1.28 M 1.29 M

1.30 M

1.31 DSW

1.32 DSW

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Figure 3.2.5: Year 2 FY 18 Budget Estimate

Year 1

Year 2

Year 3

Year 4

Year 5

Year

Type Initiaitive

Phase 2

2.1 ESW Intranet Portal

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

50,000

15,000

2.2 INF Web Server Redundancy 2.3 ESW GIS Master Plan Implementation

200,000 150,000 100,000 90,000 50,000 65,000 100,000 45,000 145,000 25,000 50,000 250,000 210,000 72,000 125,000 60,000 0

200,000 150,000 100,000 27,000 15,000 65,000 150,000

200,000 90,000 100,000 28,350 15,750 65,000

200,000 90,000 100,000 29,768 16,538 65,000

2.4 M 11 Physical Security

2.5 M 12 Cyber Security Resilience Plan

2.6 INF Security Infor & Event Management (SIEM)

2.7 INF VOIP Phase II Citywide

2.8 INF Internet Bandwidth increase/Backup 2.9 INF Conference Room Upgrades Citywide

0 0 0

2.10 DSW Youthworks/Temp Employees Online App (ERP)

0 0

2.11 INF Citywide Windows 10 Upgrade

2.12 DSW Real Property Leasing Software Assessment 2.13 DSW BENS Replacement 2.14 DSW ePCR Tablet Replacement 2.15 DSW FireRMS/Red Alert Alternatives 2.16 DSW New Suppression Inspection System 2.17 DSW NextGen EPM-EHR System Projects 2.18 INF Mobile Crisis Team Incident Log Replacement 2.19 INF Mobile Devices, Clinicians & Inspectors HHCS 2.20 INF WebMethods Intergration Services 2.21 INF Data Warehouse Reporting 2.22 INF AC PSB Server Room HVAC Upgrade 2.23 DSW Online Mapping Solution for Planning Permits 2.24 DSW Nemo Q Replacement (Ticketing System) 2.25 DSW CJIS Advanced Authentication Police 2.26 DSW New World Upgrade V10.2 to Enterprise 2.27 DSW PD Online False Alarm Management & Interface

30,000 25,000

31,500 25,000

33,075 25,000

75,000 63,000 52,500 30,000 37,800

78,750 66,150 55,125 31,500 37,800

82,688 69,458 57,881 33,075 37,800

57,000

0 0

900,000

24,000 35,000 75,000

24,000 36,750 15,000

24,000 38,588 15,750

24,000 40,517 16,538

458,368

250,000

262,500

275,625

2.28 DSW New Irrigation Management System 2.29 DSW Center St. Garage Software Systems 2.30 DSW Public Notification System 2.31 DSW Body Worn Cameras 2.32 DSW PD Conversion of Microfiche

150,000 150,000 35,000 150,000 20,000

45,000 50,000 10,500 150,000

47,250 52,500 11,025 150,000

49,613 55,125 11,576 150,000

150,000

Phase 2

Notes

2.1 2.2 2.3 2.4

ESW

Intranet Portal: This cost reflects professional services to redesign the City’s Intranet. Web Server Redundancy: The cost for this initiative is included with Website Project GIS Master Plan Implementation: This cost reflects professional services. Physical Security: This represents onetime hardware and systems costs and professional services costs. Cyber Security Resilience Plan: This represents onetime software costs and training for the Cyber Security implementation (PCI, DOJ, HIPAA Compliance). Security Infor & Event Management (SIEM): This represents onetime software /ongoing software maintenance costs and training for Requirement for PCI Compliance

INF

ESW M 11

2.5

M 12

2.6

INF

2.7

INF

VOIP Phase II Citywide: This represents onetime systems costs.

Volume 2: DSP Implementation Roadmap

Implementation Roadmap City of Berkeley: Digital Strategic Plan and Cost Allocation Plan

October 21, 2016 v3

2.8

INF

Internet Bandwidth increase/Backup: This represents onetime systems costs. This is to accommodate increased need of bandwidth to support Body Work Cameras and provide redundancy to Internet. Conference Room Upgrades Citywide: This represents onetime systems costs and physical upgrades of conference room systems. Youthworks/Temp Employees Online App (ERP): The cost for this initiative is included in the ERP Project. Citywide Windows 10 Upgrade: This cast represents the cost for IT and staff training. Real Property Leasing Software Assessment: This represents onetime software and professional services costs. BENS Replacement: BENS is subscription with Alameda County and may be replaced by AC Alert ePCR Tablet Replacement: This represents onetime systems costs for laptops and tablets. FireRMS/Red Alert Alternatives: This represents onetime software costs. This will be additional module with New World upgrade. Professional Services included with New World. New Suppression Inspection System: This represents onetime software costs. This will replace Red Alert Field Inspections Professional Services included with New World. NextGen EPM-EHR System Projects: This represents onetime software costs and ongoing software maintenance cost of $50K. Mobile Crisis Team Incident Log Replacement: This represents onetime software costs. Mobile Devices, Clinicians & Inspectors HHCS: This represents onetime software costs of $526 for Chromebooks ($15,780 for 30) In addition, there will be ongoing costs for Mi-Fi and phones that will be needed for each laptop/tablet. Mi-Fi costs were estimated at an additional $40 per month per user (plus the IPhone costs $55 to $65 per month per user). WebMethods Integration Services: This initiative will be carried out by internal staff. Ongoing costs are part of the IT Budget. Data Warehouse Reporting: This initiative will be carried out by internal staff. Ongoing costs are part of IT Budget AC PSB Server Room HVAC Upgrade: This represents onetime software costs, ongoing software maintenance and professional services costs. Ongoing maintenance is handled by Public Works, which will need to be budgeted in the building maintenance fund. Online Mapping Solution for Planning Permits: This represents onetime software costs and professional services costs. This will include 2 module integration and costs may go up if additional modules are purchased.

2.9

INF

2.10 DSW

2.11 INF

2.12 DSW

2.13 DSW

2.14 DSW

2.15 DSW

2.16 DSW

2.17 DSW

2.18 INF

2.19 INF

2.20 INF

2.21 INF

2.22 INF

2.23 DSW

Volume 2: DSP Implementation Roadmap

Implementation Roadmap City of Berkeley: Digital Strategic Plan and Cost Allocation Plan

October 21, 2016 v3

2.24 DSW

Nemo Q Replacement (Ticketing System): This represents onetime software costs, ongoing software maintenance and professional services costs. CJIS Advanced Authentication Police: This initiative has no associated costs. We already have Keyfobs and need Policy decision. New World Upgrade V10.2 to Enterprise: This represents onetime software costs, ongoing software maintenance and professional services costs. This includes New world upgrade to Enterprise Maintenance and Professional Services. PD Online False Alarm Management & Interface: Crywolf, online tool. Revenue collected from false alarm related fines is shared between the City and the vendor; therefore, initial funding for this contract is not required. Contract # T2QNB. New Irrigation Management System: This represents onetime software costs, ongoing software maintenance and professional services costs. The irrigation system will manage controllers in 52 parks. Center St. Garage Software Systems: The costs for this initiative are covered through the Operations Funding for Public Works. Public Notification System: This represents onetime software costs, ongoing software maintenance and professional services costs for a Public Works Recollect Application. Body Worn Cameras: This represents onetime hardware costs. No Hardware costs included for storage in FY17; 102 cameras (equipment + Storage) over 5 years. PD Conversion of Microfiche: This represents onetime conversion cost.

2.25 DSW

2.26 DSW

2.27 DSW

2.28 DSW

2.29 DSW

2.30 DSW

2.31 DSW

2.32 DSW

Figure 3.2.6: Year 3 FY 19 Budget Estimate

Year 1

Year 2

Year 3

Year 4

Year 5

Year

Type Initiaitive

Phase 3 3.1 DSW Capital Project Management Software

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

340,000 100,000 150,000 75,000

72,000 100,000 100,000 75,000

66,150 100,000 100,000 75,000

69,458 100,000 100,000 75,000

3.2 M 3.3 M

Disaster Recovery / Business Continuity Plan

Wi-Fi Master Plan Framework

3.4 HW Open Data Portal Expansion Citywide 3.5 DSW Electronic Timecards (ERP) 3.6 ESW Contract Management (ERP) 3.8 ESW Work Order Application (ERP) 3.9 ESW Customer Relationship Management 3.10 ESW Public Records Act (PRA) 3.11 DSW CAFR Application (ERP) 3.12 DSW Learning Management Application 3.13 ESW Performance Evaluations (ERP) 3.14 ESW Property Tax Assessment (ERP) 3.15 DSW EOC Management Software 3.7 ESW Refuse Billing (ERP)

0 0 0 0

0 0

400,000

90,000 210,000 40,000 40,000 18,000 30,000 90,000 10,500 0

94,500 220,500 40,000 40,000 18,900 31,500 94,500 11,025 0

1,000,000

40,000 40,000

0 0 0 0 0 0 0 0 0

80,000 150,000 375,000 40,000 100,000 250,000 150,000 125,000 155,000

3.16 INF

Infrastructure Fiber Master Plan

210,000

0 0

3.17 ESW Intergrations for ERP 3.18 DSW Replace Locate in Berkeley

36,000 37,500 40,000

37,800 39,375 42,000

3.19 DSW Telecomm Expense Management Software 3.20 DSW Online Business Registration Permitting 3.21 DSW Data Warehouse Migration (PD RMS, Fire FMIS) 3.22 DSW Customer Relationships/Commun. Management

50,000

85,000

15,000

15,750

Volume 2: DSP Implementation Roadmap

Implementation Roadmap City of Berkeley: Digital Strategic Plan and Cost Allocation Plan

October 21, 2016 v3

Phase 3 3.1

DSW

Capital Project Management Software: This represents onetime software costs, ongoing software maintenance and professional services costs Disaster Recovery/Business Continuity Plan: This represents onetime professional services costs; baseline to IT Budget Wi-Fi Master Plan Framework: This represents onetime software costs, ongoing software maintenance and professional services costs. This project is high priority for the City Council. Open Data Portal Expansion Citywide: This represents onetime software costs, ongoing software maintenance and professional services costs. Expansion of Scope from 75 data sets; baseline to IT Budget Electronic Timecards (ERP) : The cost for this application will be included in ERP Core modules. Contract Management (ERP) : The cost for this application will be included in ERP Core modules. Refuse Billing (ERP) : The cost for this application will be included in the ERP Core modules. Work Order Application (ERP): The cost for this application will be included in the ERP budget at $850K. Customer Relationship Management: This cost reflects new software/software maintenance and implementation services by a Systems Integrator with the participation of City staff. This initiative is dependent on Work Order System Replacement, part of the baseline to the IT Budget. Public Records Act (PRA): This represents onetime software costs, ongoing software maintenance and professional services costs. Baseline to IT Budget CAFR Application (ERP): The cost for this initiative is included in ERP requirements. This represents onetime software costs, ongoing software maintenance and professional services costs. This app is not part of the ERP budget. Performance Evaluations (ERP): This represents onetime software costs, ongoing software maintenance and professional services costs. This is part of the ERP budget Property Tax Assessment (ERP): This represents onetime software costs, ongoing software maintenance and professional services costs. This is part of ERP Budget EOC Management Software: This represents onetime software costs, ongoing software maintenance and professional services costs. Infrastructure Fiber Master Plan: This represents onetime implementation services costs. The budget includes Conduit Assessment and Master Plan development. Integrations for ERP: This represents onetime professional services costs Included as part of ERP implementation (Integration/Data Conversion). Learning Management Application:

3.2

3.3

3.4

3.5

DSW

3.6

ESW

3.7

ESW

3.8

ESW

3.9

ESW

3.10 ESW

3.11 DSW 3.12 DSW

3.13 ESW

3.14 ESW

3.15 DSW

3.16 INF

3.17 ESW

Volume 2: DSP Implementation Roadmap

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