HomeMy WebLinkAbout07.a. Attachment 1: Information Technology Master Plan (ITMP)ATTACHMENT 1
Central Contra Costa
Sanitary District
Information Technology
Master Plan
Prepared by
Revised November 25, 2014
CLIENT WORKING DRAFT
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Central Contra Costa Sanitary District
Table of Contents
1. Introduction ....................................................... ..............................1
1.1
Background Information ............................ ..............................1
1.2
Scope and Objectives ................................. ..............................1
1.3
Plan Organization and Contents ................ ..............................3
2. Current Environment ......................................... ..............................4
3. Assessment ....................................................... ...............................
6
3.1
Introduction .............................................. ...............................
6
3.2
"Voice of the User" Survey ........................ ..............................7
3.3
User Stakeholder Interviews ...................... ..............................7
3.4
IT Interviews ............................................... ..............................7
3.5
Best Practices Assessment ......................... ..............................8
3.7
Gap Analysis .............................................. .............................10
3.8
Assessment Recommendations ................ .............................12
3.9
ITD Staffing Study ...................................... .............................13
4. Information Technology Roadmap ................... .............................16
4.1
Introduction .............................................. .............................16
4.2
Resource Requirements ............................ .............................16
4.3
Project List ................................................ .............................17
4.4
Technology Trends .................................... .............................17
Revised November 25, 2014
Information Technology Master Plan (ITMP)
4.5 Prioritization Workshop ............................ .............................20
4.6 Roadmap ................................................... .............................20
5. Conclusion ......................................................... .............................27
6. Appendices ........................................................ .............................28
Appendix 1: Project Descriptions ......................... .............................29
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Revised November 25, 2014
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Information Technology Master Plan (ITMP)
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Central Contra Costa Sanitary District
Information Technology Master Plan (ITMP)
Introduction CCCSD's Information Technology Department
�.
�.� Background Information
The Central Contra Costa Sanitary District
The Central Contra Costa Sanitary District ( CCCSD) is a special district
responsible for the collection and treatment of wastewater in a 146
square mile area of central Contra Costa County. The main
headquarters and treatment plant are located at 5019 Imhoff Place in
Martinez. Collection system operations are headquartered at 1250
Springbrook Road in Walnut Creek.
Established in 1946, CCCSD collects and treats the wastewater of
471,000 residents and more than 5,000 businesses in 11 cities in central
Contra Costa County.
CCCSD's Mission is "To protect public health and the environment by:
Collecting and treating wastewater
Embracing a policy of sustainability for the responsible use of
existing resources
• Promoting environmental stewardship."
Its Vision is "To be a high performance organization that provides
exceptional customer service and full regulatory compliance at
responsible rates.
Its Values are: "To achieve success by valuing:"
• Each other
• Ethics and integrity
• A healthy and safe environment
• Community relationships
• The meeting of commitments
• Transparency in all we do.
November 25, 2014
The District has a hybrid model for the management of information
technology. Some components of the District's IT infrastructure
(servers, storages devices, network, etc.) are under the control of the
District's Information Technology Division. This Division is composed of
an IT Administrator, five permanent staff members, and a student
worker. The District's primary administrative application is a first -
generation Enterprise Planning and Resource Management (ERP)
system that was implemented prior to 1993. The ERP system was
originally developed by HTE, but is now supported by SunGard, and
nearing the end of its life -cycle from both functional and technical
perspectives. The District also makes use of a number of ad -hoc
database applications for various purposes including capital projects
and collections.
Components of the District's IT infrastructure and applications are
under the control of groups other than the District's Information
Technology Division including the Capitol Projects Division in
Engineering that is responsible for the support of applications including
GIS (Graphic Information System) and CMMS (Computerized
Maintenance Management System), and the Plant Operations Division
that supports process control systems including SCADA.
1.2 Scope and Objectives
Many public agencies struggle to keep up with technology trends,
public expectations, and the needs of user departments. The
technology needs and reliance often exceeds the support capabilities of
the IT organization's resources. As shown in Figure 1, the primary
objective of the Technology Plan is to provide a District -wide 3 to 5 year
roadmap that aligns the District's technology resources with
department priorities to minimize and manage the technology gap
between current and future technology needs
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Information Technology Master Plan (ITMP)
Activities Work Products
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The IT Master I I I
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Figure 1— Technology Gap (Source: NexLevel) L j I I
-- — — — — — — — II -- — — — — — — — — — — — i
The IT Master Plan development process was a District -wide effort
involving more than 48 staff. The planning approach focused on I Entcrprisn I
identifying the current and future department technology challenges ROIcpi i I Nccnmrnana�tion,
It Urganl:atM�
and needs. � I i aecrrrvm.ndaa�lan,
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The information gathered during the planning process, along with I I I PriDritization
research regarding how other public agencies are addressing I I
technology needs, was used to identify specific technology projects. In — — — — — — — — — I — — — — _ _ — _ _ _ — _ I
developing the IT Master Plan, NexLevel provided expertise regarding `77
best practices and industry standards. I I I
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The planning process strived to identify the specific "business drivers" I I
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for each proposed technology project that were instrumental in I I I
establishing prioritization and ultimately the scheduling of projects
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within the plan. I I I
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The overall methodology for the project is depicted in Figure 2, IT
Strategic Planning Methodology.
November 25, 2014
Figure 2 — IT Strategic Planning Methodology (Source: NexLevel)
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Figure 2, IT Strategic Planning Methodology, depicts the methodology
used by NexLevel to facilitate the completion of this IT Master Plan.
The methodology for the project consisted of three phases:
Listen: NexLevel worked with the District to obtain information
regarding its technology processes, challenges, and issues through
a survey of the user community, interviews with key user
stakeholders, and interviews with IT staff. The key deliverable from
this phase was the Information Technology User Satisfaction Survey
Report which provided information regarding user satisfaction with
the services provided by the District's technology organizations.
Plan: NexLevel assessed and evaluated the information developed
in the course of the survey and interviews to perform an
independent and objective assessment of how closely the District's
IT practices conform to a set of best practices. The best practices
assessment was reviewed with District management, revised as
needed, and resulted in the identification of specific
recommendations relating to a range of findings regarding
technology governance, business applications, technology service
delivery, infrastructure, security, and administration. The
deliverables from this phase of the planning process included the IT
Assessment Report and an initial list of strategic projects that
formed the basis for the IT Master Plan.
Deliver: NexLevel worked with the District's management team to
develop and refine the project list and map the projects into a
timeline (the IT Roadmap) that is the core for this IT Master Plan.
The process was driven by the District's overall vision and priorities,
operational needs and priorities, technology needs and priorities,
the recommendations resulting from the best practices assessment,
the available resources, and enabling IT strategies.
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Information Technology Master Plan (ITMP)
1.3 Plan Organization and Contents
This document is organized as follows:
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Section 1— Introduction (this section), provides information on
the scope and objectives of the IT Master Planning effort, the
methodology used in the development of the plan, and the
organization and contents of the plan
Section 2 — Current Environment, provides information
regarding the strengths and weaknesses of the present
technology environment
Section 3 — Assessment, provides a high -level summary of the IT
Assessment Report delivered to the District in May, 2014
Section 4 — Information Technology Roadmap, provides the
project information which form the foundation of IT Master
Plan
Section 5 — Conclusion, provides a wrap -up and look at the on-
going management of technology in the District
Section 6 — Appendices, contains a detail list of the projects
identified for inclusion in the IT Master Plan.
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z. Current Environment
Figure 3, SWOT (Strengths, Weaknesses, Opportunities, and Threats)
Analysis, below, provides a summary view of the District's present
information technology environment. In this model, the technology
strengths and weaknesses represent service delivery enablers and
inhibitors while the opportunities and threats facing the District as a
whole in the use of information technology are shown in the lower
portion of the chart.
Enablers Inhibitors
Figure 3 — SWOT Analysis
NexLevel's overall assessment was that while the District's IT Division
had considerable assets, it was also facing considerable challenges in
tranforming from an IT infrastructure support organization to a more
capable organization that can support the District's needs to use IT as a
strategic enabler and to manage the District's application porfolio.
November 25, 2014
Information Technology Master Plan (ITMP)
The IT Division's inhibitors (weaknesses) made it difficult for the IT
organization to effectively respond to these challenges. In particular,
NexLevel recommended that the IT Division set clear goals and rules of
engagement for staff members, ensure that staff members have the
training and tool sets required to perform theirjobs, and improve
intradepartmental communication and collaboration.
Strengths
ITD's strengths included staff members who are familiar with the
District's current business processes and technically capable. The
District also has a relatively up to date technology infrastructure, and
while this was considered to be a strength at one point, it has not
proven to be sufficiently reliable and is no longer considered to be a
strength from a planning perspective.
Weaknesses
ITD's weaknesses included the failure to ensure that all staff members
were fully trained and able to back up each other, and the failure to
properly delineate functional responsibilities within ITD and to allocate
assignments to staff in a balanced manner. Specific concerns identified
in the course of the assessment included:
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ITD's mission and organization were focused primarily on
infrastructure. As a result the Division was more technology
oriented than customer - oriented, was not staffed to provide
guidance on technology policy and opportunities, and, apart
from HTE /Sungard, not supporting application systems
The absence of an effective dialog between ITD and the user
community including a lack of transparency regarding the
status of projects and user requests for help
Additionally, as noted above, the District's IT infrastructure has
not proven to be sufficiently reliable and this has resulted in
multiple service outages.
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IT staff is familiar with District
Weaknesses
Staff members are not fully trained to
environment and business processes
handle current responsibilities
Functional responsibilities within ITD
are not well defined
IT Infrastructure is not reliable and
must be renovated
Organization structure inhibits focus
on customer support
Inconsistent application of best
practices
Opportunities
Senior management is committed to
i Ad -hoc approach to IT governance
the use of technology as an enabler in
Incomplete strategic vision regarding
the attainment of strategic business
the use of IT
objectives
Dated application portfolio (esp. HTE)
The District has the financial resources
Inconsistent adoption of enterprise
to support expanded use of IT
applications
Components of IT infrastructure under
the control of user departments
Cybersecurity
Figure 3 — SWOT Analysis
NexLevel's overall assessment was that while the District's IT Division
had considerable assets, it was also facing considerable challenges in
tranforming from an IT infrastructure support organization to a more
capable organization that can support the District's needs to use IT as a
strategic enabler and to manage the District's application porfolio.
November 25, 2014
Information Technology Master Plan (ITMP)
The IT Division's inhibitors (weaknesses) made it difficult for the IT
organization to effectively respond to these challenges. In particular,
NexLevel recommended that the IT Division set clear goals and rules of
engagement for staff members, ensure that staff members have the
training and tool sets required to perform theirjobs, and improve
intradepartmental communication and collaboration.
Strengths
ITD's strengths included staff members who are familiar with the
District's current business processes and technically capable. The
District also has a relatively up to date technology infrastructure, and
while this was considered to be a strength at one point, it has not
proven to be sufficiently reliable and is no longer considered to be a
strength from a planning perspective.
Weaknesses
ITD's weaknesses included the failure to ensure that all staff members
were fully trained and able to back up each other, and the failure to
properly delineate functional responsibilities within ITD and to allocate
assignments to staff in a balanced manner. Specific concerns identified
in the course of the assessment included:
Page 14
ITD's mission and organization were focused primarily on
infrastructure. As a result the Division was more technology
oriented than customer - oriented, was not staffed to provide
guidance on technology policy and opportunities, and, apart
from HTE /Sungard, not supporting application systems
The absence of an effective dialog between ITD and the user
community including a lack of transparency regarding the
status of projects and user requests for help
Additionally, as noted above, the District's IT infrastructure has
not proven to be sufficiently reliable and this has resulted in
multiple service outages.
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Central Contra Costa Sanitary District
Opportunities
From a District -wide perspective, it was noted that District senior
management is generally committed to the use of IT as a strategic
enabler even if (please see threats), there was no clear high -level plan
as to the alignment of the District's IT directions with its overall
strategic direction or how to best leverage the District's IT resources to
improve operations.
Threats
The threats facing the District included an ad -hoc / inconsistent
approach to IT governance and a dated application portfolio (primarily
the HTE /Sungard Enterprise Resource Planning (ERP) that is used for
financial, H /R, and payroll processing), that was not fully implemented,
is not based on current technology, and does not have the features and
functionality that the District needs. Similarly, the Accela CMMS at CSO
is no longer supported by the vendor and needs to either upgraded to a
supported version or replaced. The renovation or replacement of key
administrative and operational systems should be a priority.
November 25, 2014
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Information Technology Master Plan (ITMP)
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Central Contra Costa Sanitary District
3. Assessment
3.1 Introduction
The findings and recommendations provided in the IT Assessment
Report provided an identification of activities that have high value and
that can be accomplished, for the most part, with existing technology
resources. By necessity, the finding and recommendations are highly
pragmatic and conditioned by real -world considerations: NexLevel
understands that is much easier to prescribe change than to implement
it, and that no public or private sector organization has sufficient
resources to safeguard against all possible risks. Consequently,
NexLevel's approach is to help our clients maximize the use of
resources to feasibly reduce the most common and probable risks faced
by IT organizations.
At the very center, NexLevel believes that communication with all
internal and external stakeholders is central to the effective delivery of
technology services. All other factors being equal, IT organizations that
foster communication and collaboration perform better than those that
do not. Planning and measurement also play key roles: planning
provides the baseline for performance; and measurement provides vital
feedback to improve future planning, procurement, and
implementation. This commitment to continuous improvement
enables IT organizations to progressive to higher levels of maturity and
performance.
NexLevel also recognizes that the successful implementation of
organizational and procedural changes must take into account
behavioral and organization culture factors as well. Change, even
change that is ultimately beneficial, is subject to resistance, and
skepticism. Ultimately, the changes that prevail are those that:
Have strong executive sponsorship
Have immediate and tangible benefits and are "owned" by
management and staff
November 25, 2014
Information Technology Master Plan (ITMP)
Become anchored in the culture of the organization (what has
been called the "new normal. ")
The findings developed in the course of the IT assessment included:
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1- The organizational structure and responsibilities of the IT
Division should be modified to make it more effective;
2 - CCCSD should implement a formal process for the governance
of information technology;
3 - CCCSD's business application software suite should be updated;
4 - The IT Division should adopt best practices for service delivery
to the District's end - users;
5 - The IT Division should adopt best practices for vendor
management and project management; and
6 - The IT Division should work with the District's users to define
requirements for business continuity and disaster recovery.
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As depicted in Figure 4, Components of IT Assessment, NexLevel
developed an evaluation of the District's present use of information
technology through an online survey of all users, interviews with key
users, interviews with ISD managers and staff, and a best practices
assessment in which the District's IT practices were compared to a set
of best practices. Each of these is briefly described below.
6 "I
User" Survey''`
U
stakai
Interviews
Assessment
IT Int
IT
Pra'
Assessment
Figure 4 — Components of IT Assessment
3.2 "Voice of the User" Survey
The survey results support some observations regarding the District's
use of information technology:
The survey indicates that the majority of the District's users are
not satisfied with the applications they use (just over 45%
indicated that they were satisfied with the applications they
use) and just over one -third of the respondents indicated that
they were satisfied with the interoperability of the systems
they use. Although NexLevel does not have a peer average for
November 25, 2014
Information Technology Master Plan (ITMP)
application interoperability; this could be a source of concern.
User comments in the survey were largely directed towards the
SunGard HTE application and this dissatisfaction is likely the
cause of the low rating
The District's users expressed dissatisfaction with the amount
of training they have received in the use of equipment and
application software; and although the survey results are very
close to the peer average for this category, a supportable
conclusion is that the IT Division should find a way to provide
additional training for end - users. It was noted in the course of
the assessment that the IT Division plans to equip a room in the
basement of the HQ Building so that it can serve as a dedicated
training center and NexLevel supports this project
The District's users expressed concern relative to the speed and
reliability of the communications network and this suggests
that the IT Division needs to more proactive regarding
monitoring network performance and making network
performance and outage data more available to the user
community.
3.3 User Stakeholder Interviews
Individual and small group interviews were conducted by NexLevel with
key stakeholders including the Engineering, Operations, Office of the
Secretary of the District, Communication Services, Safety & Risk
Management, Human Resources, Purchasing, Finance, and the General
Manager. General themes and key issues identified for the user
community identified in the course of the interviews included the
difficulties being experienced across the District due to the lack of
functionality in the District's aging application portfolio and frustration
regarding the lack of support from ITD.
3.4 IT Interviews
Individual interviews were conducted with ISD staff. General themes
and key issues identified in these interviews include that ISD's staff was
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generally highly- motivated and capable but frustrated regarding the
allocation of work across the unit, with some staff members being
highly over - tasked while others were not being utilized as fully as they
could be. ITD did not have a cross - training plan or sufficient
documentation to ensure that support responsibilities (particularly for
Sungard and the District's network) could be provided in the absence of
key staff members.
3.5 Best Practices Assessment
NexLevel looks at the compliance of information technology services
with best practices in terms of six dimensions:
Technology Governance — Practices related to the leadership
and reporting structure of the IT organization, degree of
management overview, and the consistent tracking of the
delivery of technology services
Service Delivery — Practices related to coordinating the
processes involved in providing customer support including
training, help desk, and service delivery management, and the
establishment of service level agreements (SLAs) and tracking
of conformance with them
Business Technology Applications — Practices related to the
management and support of the application information
systems supporting business operations
Infrastructure — Practices related to acquisition, utilization, and
maintenance of the technology equipment, operating systems,
support software, and communications network services that
are used
Security — Practices related to the effective use of policies and
standards, user conduct, software tools (filtering, monitoring,
etc.), and audits to validate that material and software
resources are used only for their intended purposes
Administration — Practices related to the management of
technology in terms of budgets, maintenance agreements,
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Information Technology Master Plan (ITMP)
software licenses, and the development and maintenance of
current and accurate documentation on all technology
activities.
Figure 5, Map of ITD's Compliance with Best Practices, provides a
graphic representation of the results of the best practices assessment.
We have segmented the hexagon into two halves. The upper half of
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so
70
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20
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— Map of ITD's Compliance with
Best Practices
(Source:
NexLevel)
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Central Contra Costa Sanitary District
the hexagon is composed of the best practice categories that involve
multiple participants other than ITD; while the lower half of the
hexagon is composed of the best practice categories where ITD is the
principal party involved. The outer most (red) ring represents the
Frontier level of organizational maturity (the lowest level of conformity
with best practices) and the core of the diagram represents the Service
and Value levels (the highest degree of conformity with best practices).
In between these two rings, the diagram has two further rings:
The orange ring represents the "Reactive" stage of the maturity
model, i.e., organizations that are in compliance with 20% to
50% of the IT best practices
The light beige ring represents the "Proactive" level of the
maturity model, i.e., organizations that are in compliance with
50% to 80% of the IT best practices.
Conformance with best practices is an important consideration for most
organizations since organizations with higher conformance are better
able to deliver information technology services and realize a higher
return on their investment in information technology through increased
staff productivity and effectiveness. Organizations with lower- levels of
best practice conformance may actually invest more in information
technology (i.e., a higher total cost of ownership), be less able to deliver
effective IT services, and thus have a lower return on their investment.
NexLevel has found that most organizations fall into either the reactive
stage or the proactive stage (although some have aspects of their IT
environment in one stage and other aspects in another stage). The
difference between reactive and proactive is largely that proactive
organizations are better able to harness IT to improve internal
processes while reactive organizations are more engaged in just
keeping existing technologies working rather than replacing them.
For each dimension, NexLevel has plotted our assessment of CCCSD's
compliance with best practices (the gray dots) and connected the dots
to plot a picture of the District's overall conformance. Highly compliant
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Information Technology Master Plan (ITMP)
organizations would have a plot that is entirely within the area outlined
by the heavy green line. CCCSD has two of the six points within the
desired range. NexLevel's assessment or each dimension is discussed
below:
Page 19
Business Technology Applications: The District's business
technology applications were seen as being minimally effective.
Many of the key applications, including HTE, are dated and do
not provide the level of functionality and agility required to
meet the District's current business requirements let alone
future needs.
Service Delivery: The IT Division is generally doing an effective
job in supporting the District's infrastructure; however,
customer support has proven to be more of a challenge. A
common theme in the user interviews was that the IT Division
was not responsive to the needs of end - users. Part of this
stems from user frustration that is related to the age of the
District's applications, their limited functionality, and user
reluctance to change business processes to make better use of
technology; but it is also related to the organization of the IT
Division and the need to further adopt best practices,
particularly with regard to customer support. The recent
implementation of the KACE Help Desk reporting and tracking
system will be an important step forward that should improve
service delivery levels; however, significant improvement will
not result unless the IT Division becomes more proactive in
assisting the District's users in using existing and new
technologies, and finding interim solutions that make it easier
for users to do their work while the District renovates its
application environment
Technology Governance: The District has not established
formal processes for the governance of technology and this has
resulted in the implementation of a highly heterogeneous
application environment that increases its total cost of
ownership for technology and reduces the return on its
investment, particularly with regard to user productivity and
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the ability to combine information for decision - making and
planning.
Security: Although security was initially evaluated as being
within the target state, the separate vulnerability assessment
conducted for the District identified significant security
concerns as well as deficiencies in the procedures used to
backup data. ITD is presently working to remediate these
findings; however, cybersecurity will require continuing
attention from all District staff as threats continue to evolve,
including the development of a cybersecurity plan that is
conformant with the cybersecurity framework developed by
the National Institute of Standards and Technology (NIST) for
the protection of critical infrastructure.
This is critical since technology trends are leading to greater use
of mobile computing (including employees using their own
devices to access enterprise information, which is known as
BYOD — Bring Your Own Device). The District's cybersecurity
exposure will increase as field staff uses mobile devices to
access materials management and GIS information, and all
employees make greater use of mobile computing
Infrastructure: Similarly, the District's technology
infrastructure (physically facilities, servers, storage devices,
network, etc.) was also originally evaluated as being within the
target range; however, recent events have demonstrated that
the IT infrastructure is not sufficiently robust and reliable to
support District administration and operations. As a result, the
infrastructure assessment was revised to reflect a much lower
degree of conformance with best practices. ITD is now
working to remediate these concerns; however, the District will
need to adopt a continuing program to progressively improve
the technology infrastructure in the District's HQ building and
the Walnut Creek facility to the point that it can adequately
support the District. This will become increasingly critical as
the District moves to automate manual procedures, particularly
with regard to document management and retention
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Information Technology Master Plan (ITMP)
Administration: Has been evaluated as being marginally within
the range of compliance with best practices that is typical for
an organization at the reactive level of the maturity model.
This assessment is primarily based on the absence of formal
policies and documentation regarding items such as Contract
and Vendor Management, Software License Management,
Asset (Inventory) Management and Tracking, Technical
Documentation, and Policies and Procedures.
3.7 Gap Analysis
The best practices assessment provides a benchmark of how well the
District's present IT practices conform to best practices. The Gap
Analysis, depicted below in Figure 6, provides an assessment of the gap
between the District's present conformance with best practices and a
target level of conformance recommended by NexLevel.
(A) (B)
Best Target
Practices Maturity
Assessment State
Maturity Level: Proactive
%of Best Practices i I
Conformance: 1
0 10 20 30 40 50 60 70 BO 90 0
Gap Between Current and Target States: .4
Figure 6 — Gap Analysis
NexLevel has plotted two points along this baseline:
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Best Practices Assessment: This benchmark is a composite
score based on the percentage of best practices for which the
IT Division either exceeds or meets the best practice standards
Target Maturity State: This is a representative benchmark,
reflecting a reasonably attainable level of improvement in the
maturity of the IT Division's processes over the timeframe of
the ITMP. The proactive level is chiefly characterized by the
establishment of highly standardized (and thus repeatable)
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Central Contra Costa Sanitary District
processes, the setting of formal service levels, and the tracking
of service delivery to ensure that those levels are met. In
particular, key areas that the IT Division should focus on include
customer support (Help Desk), cybersecurity, and infrastructure
support.
Figure 5 illustrates the gap between the (A) Best Practices Assessment
and the (B) Target Maturity State. NexLevel's believes that it is feasible
for the District to close this gap within the timeline of the ITMP.
Closing the Gap
CCCSD has a number of alternative approaches to closing the Gap, and
many of the short -term steps that the District can take are budget
neutral and include:
Adopting a consistent and proactive approach to the
governance of information technology
Improving internal and external communication and
collaboration
Ensuring that all the IT Division staff members understand user
expectations, their roles and responsibilities in meeting those
expectations, and that each staff member can competently
perform their responsibilities
Adopting best practices for IT service delivery including
customer support, change management, and configuration
management.
Other steps; however, will require significant investments to renovate
and replace components of the District's information technology
environment including:
Renovation of the District's IT infrastructure to provide a stable
and reliable base for the delivery of services and for the
deployment of new business technology applications
November 25, 2014
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Information Technology Master Plan (ITMP)
Increasing the number of permanent staff positions for ITD to
better enable it to support the District's business needs
including providing support beyond prime shift hours. The
District may also need to obtain additional staff on a contract
basis to bring in critical skills that may be needed and to
supplement the existing staff as enhancements to existing
business technology applications are implemented, and other
business technology applications are replaced
Adopting and implementing an approach for the management
of electronic content (including documents) and for the
enforcement of records retention policies. CCCSD will need to
invest in an effort to modify District business processes to take
advantage of productivity tools such as automated workflows
to fully leverage its investment in document management
technology
Replacement of the District's aging business technology
applications including the Sungard financial system and the
Accela CMMS, among others.
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laim��.on Te��nob„ Ins.
Central Contra Costa Sanitary District
3.8 Assessment Recommendations
The recommendations resulting from the assessment strike a balance
between remediating the District's immediate information technology
needs and providing the foundation for the District to reach the target
IT maturity state. The recommendations are:
1. The organizational structure and responsibilities of the IT
Division should be modified to make it more effective:
All system administration responsibilities (and staff) should
be centralized within the IT Division, including individuals
presently allocated or authorized to perform system
administration tasks for GIS and SCADA. This will: (a)
ensure that all servers are consistently maintained and
backed -up and that adequate provisions for business
continuity and disaster recovery are in place, and (b) enable
user organizations in the District to focus on their core
business functions and supporting applications
The District should reconsider the re- location of the IT
Division to the HQ Annex; in particular, the IT Administrator
should be located in the HQ Building. Locating the IT
Division in an Annex that is remote both from the users
that IT supports as well as the server room has the
potential to marginalize the unit and ultimately decrease
the level of service it provides to the District's users.
2. CCCSD should adopt processes for technology planning and
governance.
The District's General Manager should take ownership for
the implementation of technology governance and work
with CCCSD's executives to implement the recommended
governance structure.
November 25, 2014
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Information Technology Master Plan (ITMP)
Formal charters and standing agendas should be created
for the Technology Governance Advisory Committee and
standing Project Committees (such as ERP).
3. CCCSD's business application software suite should be
improved:
The District should seek to maximize the use of existing
technology, particularly the HTE application and LaserFiche,
while taking the steps needed to prepare for the
replacement of the key applications such as HTE,
MainSaver, and Accela. These steps include the use of
existing system functionality to eliminate as many of the
ad -hoc Access databases as possible, implementing the
recommended structure for technology governance, and
reorganizing the IT Division, and the preparation of a
Concept of Operations (ConOps) document for the ERP
project (please see below); and
The District should prepare a list of business and technical
requirements for the replacement of HTE, Accela, and
MainSaver, preferably by a single enterprise solution that is
designed to integrate with GIS and LaserFiche, conduct a
procurement, and select /implement a new ERP solution.
4. The IT Division should adopt best practices for service delivery
to the District's end - users.
The IT Division should create a framework (using
SharePoint or a Wiki) to make technical documentation
available to IT Division staff and end - users. Each section
should have a "Self Help" guide.
The IT Division should plan to create and maintain technical
documents. Every project (such as the installation of new
servers, storage units, etc.) should include a task to
document the results and to publish that information to the
knowledge base.
I�CL =V =L
Information TetM1nology, Inr.
Central Contra Costa Sanitary District
The IT Division should work with District Management to
develop and adopt a comprehensive change management
process.
The IT Division should work with District Management to
expand on the implementation of Kace and develop and
adopt a plan for customer support that includes greater
transparency to the District as a whole regarding the
achievement of customer service goals.
5. The IT Division should adopt best practices for vendor
management and project management.
The IT Division should adopt a set of standard vendor
management procedures.
The IT Division should develop and maintain a centralized
vendor contact list.
The IT Division should review all software and hardware
maintenance agreements (whether funded through the IT
budget or departmental budgets) to ensure that the
software is still needed, to identify opportunities to reduce
costs by combining individual maintenance contracts, and
to confirm that the terms and conditions of the contract
meet the District's requirements for service delivery.
IT Division personnel should complete the training
programs and obtain certification as Project Management
Professionals (PMP).
6. The IT Division should work with the District's users to define
requirements for business continuity and disaster recovery.
The IT Division should meet with user departments to
review, revise, and document their requirements for
continuous automated support.
November 25, 2014
Information Technology Master Plan (ITMP)
The IT Division should evaluate its ability to meet these
requirements and identify any gap between its capabilities
and the user's requirements.
The IT Division should work with District management to
develop a plan to close the gap and to provide interim
services which could include outsourcing aspects of disaster
recovery services.
3.9 ITD Staffing Study
Subsequent to the completion of the Assessment Report, the District
requested NexLevel to perform a more detailed staffing study in
response to the concerns identified in the course of the assessment
including:
Page 113
Although the District operates 24x7; ITD is neither staffed nor
organized to effectively provide support beyond standard
working hours for a continuous period
A lack of effective communications and sharing of information
among organizational units within ITD as well as with District
Divisions and Executives relative to technology trends, projects,
priorities, status, issues, and activities
The leadership of ITD is not as effective as it could be, and
Division staff does not have sufficient experience in project
planning and management
The IT organization span -of- control is too broad. There are not
enough supervisors for day -to -day operations. The IT
Administrator is the single management voice for the Division
while, at the same time, managing the implementation of new
systems, budgeting, and vendor management
Gaps in IT skill sets and a lack of depth in others leave the
District vulnerable to external support costs and lack of
availability to support deployed technology
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I 1 •tl Te h ology, In
Central Contra Costa Sanitary District
Lack of centralized IT related skills creates inefficiencies in
supporting the District
In order to resolve these issues, NexLevel recommends the District re-
organize the IT Division to place an emphasis on business functions and
customer support. New supervisory positions should be created to
provide a lead role for specific organizational units with the emphasis
on technology support, mentoring and "doing" rather than managing.
This structure provides opportunities for professional growth, job
enrichment, and position cross - training.
NexLevel recommends that this be accomplished in phases as follows:
Phase 1— Remediation
The first phase is intended to remediate gap between the
District's immediate information technology support
requirements and the capabilities of ITD. This phase will be
basically revenue neutral. This is achieved by transitioning
temporary works to permanent status and hiring one additional
FTE. This help reorganizes and redistributes existing positions
to allow for improved internal collaboration and
communication which will improve the delivery of technology
services throughout the District. Figure 7, Proposed ITD Phase
1 Organization, depicts the recommended structure for Phase 1
Phase 2 — Restructuring
Phase 2 would be gradually be initiated over time as projects,
growth of the District's IT needs, and other developments
warranted additional support and a more granular focus in the
Division. Phase 2 would also create new job titles and
descriptions based on the needs of the organization. These
jobs would include contemporary job titles and information to
provide clarity, uniformity and career path vision to help guide
IT personnel in making proper career decisions. Phase 2
staffing should be reconsidered by the District once the
structure and timing of the District's ERP replacement project
November 25, 2014
Information Technology Master Plan (ITMP)
have been finalized particularly regarding whether the District
intended to procure a "Cloud- based" ERP system.
Director of
Administration
David Heath
IT Manager / Director
TBD
Customer Service Project Manager /
Supervisor Business Analyst
TBD TBD
Help Desk
Technical Support
Analyst
TBD
Help Desk
Technical Support
Analyst
TBD
Asset Management
Documentation &
Tralning
TBD
Figure 7 — Proposed ITD Phase 1 Organization
Page 114
Infrastructure Services
Supervisor
TBD
Network, Telecomm
& Security
TBD
Enterprise
Appllcatlons
TBD
Systems
Administrator
TBD
Database
Administrator
TBD
I�c� =v =L
Information TeeM1nolog,. Ine.
Central Contra Costa Sanitary District
Table 1, below, provides a summary of the recommended staffing for
ITD including the number of FTEs and the responsibilities for each unit.
Table 1— Proposed ITD Organization and Staffi
Information Technology Master Plan (ITMP)
IT Manager /Director 1 Strategic planning
Technology selection /procurement — divisional
outreach
Technology Steering Committee (ex officio
member)
Policy monitoring Total FTE: 11
Staff management
Service delivery oversight and direction
Project
1 Project Management
Manager /Business
Evaluation of new technology
Analyst
Business process consulting
RFI /P development
Customer Service
4 Call Center
Help Desk software administration
Desktop Patch management
Desktop /laptop /PDA support
Devices (Install, Move, Add, and Change)
Disposal /sanitation of obsolete equipment
Audio - visual production and support
Infrastructure Services 5 Network and Server Services
Voice over Internet Protocol (VoIP) telephone
system
Remote network access
Interactive Voice Response, if needed
Wireless network communication
Security
Virus /spam monitoring and protection
Database Administration
Server Patch management
Production Operations
Disaster Recovery Planning /testing
Backup and restore
Emergency Operations Center (EOC)
participation
November 25, 2014
Page 115
Server room and communication closet
management
Server operation and application support
Communication device management (radio,
phones, smart devices)
Inventory (Phones, PDAs, Radios, desktops,
laptops, and printers)
Web -This specialized position provides
District -wide support of the District public web
site and internal Intranet.
N= L=V=L
Central Contra Costa Sanitary District
4. Information Technology Roadmap
4.1 Introduction
C logy and ties
E IT Strategic
Plan
Enterprise Tasks & Activities
Departmental Tasks & Activities
IT Tasks & Activities
Figure 8 — Planning and Prioritization Workshop
As depicted in Figure 8, Planning and Prioritization Workshop, the
development of the roadmap that is the core of the IT Master Plan is
dependent on a number of factors including:
Available resources (time, financial resources, staff resources,
etc.)
The project list which is based on the District's current projects,
as well as its technology needs and priorities, operational needs
November 25, 2014
Information Technology Master Plan (ITMP)
and priorities, and the recommendations resulting from the
assessment
Enabling IT strategies.
The IT Project Roadmap is developed in an open and collaborative
manner with the District's stakeholders and identifies:
Enterprise tasks and activities: High - priority IT initiatives that
benefit the operation of the District as a whole
Departmental tasks and activities: High - priority IT initiatives
are specific to the needs of individual departments
ITD tasks and activities: Initiatives that should be undertaken
by ITD since they provide the foundation for the delivery of the
services required to realize the enterprise and departmental
tasks and activities.
Each component of the planning and prioritization process is discussed
below.
4.2 Resource Requirements
Although staff resources most commonly come to mind (and indeed,
staff resource availability is often a critical limiting component in
planning technology projects), funding, particularly the ability to
provide stable funding for information technology over the course of
the IT Master Plan, is similarly critical, as is accounting for "standstill"
costs. Standstill costs are those costs related to the support and
maintenance (and even the enhancement, when mandated or
otherwise necessary) of existing information systems and their
supporting technologies even as the District is expending resources to
implement their replacements.
Page 116
�X� — =V =L
lorma� ion Technology, Inc.
Central Contra Costa Sanitary District
4.3 Project List
The project list was developed in consultation with District
management and reflects:
The District's operational needs and priorities, based on
interviews with key user stakeholders and current and planned
information technology projects for user departments
The District's technical needs and priorities
The recommendations developed in the course of the IT Master
Plan project.
The project list for the District is provided as Appendix 1.
4.4 Technology Trends
The IT Master Plan projects are guided by a series of industry trends
and enabling IT strategies that provided guidance and direction in the
development of this plan and should continue to do so for subsequent
updates. They should be at the forefront throughout the planning
process and will continue to guide the plan over the next several years
and enable the District to deliver IT services more effectively, including
getting more value (i.e., quality and productivity) from existing staff
resources and external service providers. They include:
:) Integration of Operational and Technology Planning
Planning documents often speak to the need to align technology
plans and directions with business or operational needs and
priorities – generally this implies a two -step process in which
operational plans are developed and then technology plans are
crafted to support them. NexLevel believes that this process is not
as effective as it could be since the transformative impact of
technology should be considered in the course of developing
business plans, not afterwards. Industry best practices and
research confirm that organizations that integrate business and
November 25, 2014
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Information Technology Master Plan (ITMP)
technology planning in a common framework achieve better results
than those that do not.
There are a number of additional benefits that accrue from this
approach including:
It promotes greater user involvement in technology
planning and sustainability of the planning process than for
stand -alone technology governance processes
It promotes user ownership and sponsorship for technology
projects as an integral component of City operations
It provides an opportunity for the City to pursue a strategy
of continuous improvement in the overall delivery of
services by promoting a customer - centric focus.
:) Resource Management
The governance of the enterprise use of technology has multiple
levels. At the simplest level, governance is generally concerned
with promoting the coordination of information technology
priorities, directions, and objectives across the organization to
prevent siloed projects that are undertaken without full
consideration of citywide processes or existing investments. At
more complex levels, governance becomes concerned with the
long -term allocation of citywide and departmental resources
(budget, staff resources, and technology resources) to obtain
higher returns on the organization's investment in technology (Rol)
and in ensuring that the organization has a sustainable funding
model for information technology.
One of the paradigm shifts related to the adoption of higher levels
of governance is related to viewing technology costs in terms of
programs (i.e., looking at all costs related to the use of a technology
including initial capital / acquisition costs, support costs,
enhancement costs and replacement costs) over its lifespan rather
than in terms of individual projects. The development and
maintenance of program costs for technology is a key component in
the development of sustainable funding plans.
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1 T ologY, in .
Central Contra Costa Sanitary District
:) Financial System Replacement (ERP)
ERP software is typically provided as commercial- off - the -shelf
(COTS) software. The market for ERP solutions and their cost and
complexity have changed considerably since the District
implemented its present financial system. Specific trends that
impact the District's replacement of the Sungard system include:
The development of ERP suites specifically intended for
government agencies
The shift from customization of the ERP system (where the
software is changed to meet user requirements) to
configuration (where the system is tailored to better
support user requirements). Configuration significantly
reduces an organization's long -term cost of ownership and
risk but also means that organizations must be better
prepared to modify business processes as needed rather
than modifying the system
Similarly, where organizations once brought together
separate ERP components and integrated them (an
approach known as "best in breed "), the cost and risk to
initially develop and then maintain the integration between
the separate components has led organizations to consider
using a pre- integrated suite from a single source event at
the expense of not obtaining the best possible solution for
any single business function
The integration of productivity features into the ERP
software suite including automated workflow
management.
"Tier 2" ERP products account for the majority of ERP
implementations. The solutions are generally focused on the
business requirements of the "mid- market," i.e., a wide range of
organizations with annual revenues ranging from $50 million to less
than $1 billion. Firms providing solutions to California
municipalities and districts of similar size to CCCSD include Caselle
November 25, 2014
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Information Technology Master Plan (ITMP)
Inc., Harris Computer Corporation (solutions include GEMS,
Innoprise, Cayenta, and Select), New World Systems Logo.NET,
Springbrook, SunGard OneSolution, and Tyler Technologies
(solutions include MUNIS, Incode, and EDEN)
Z Electronic Document and Content Management
Electronic Document (and Content) Management Systems (EDMS)
are key enabling technologies that make workers more effective by
reducing their need to perform non -value added tasks and
minimizing their dependence on paper documents. While the
District can make use of the LaserFiche product as an interim
means to reduce the number of siloed document repositories and
enforce document retention policies, the District long -term needs
to effectively store, manage, and route all forms of electronic
content will mandate the development of an EDMS roadmap and
the implementation of EDMS capabilities
:) User - Centric Service Delivery
Similarly, ITD needs to look at service delivery from a user /
customer - centric perspective rather than by silos. User - centric
organizations are based on cross - functional teams that include a
variety of team members with different skill sets working together
to deliver services. These teams are generally led by "Customer
Service Team Leaders" and supported by a Customer Service
Manager and senior IT managers who allocate IT staff members to
the cross - functional teams.
Customer - service teams are sized based on the projects assigned
and thus can vary significantly over time. These teams would be
complemented by specific service- delivery disciplines or "towers"
such as infrastructure, applications, database administration,
security, etc.
In this service model, a well- trained "Help Desk" is able to resolve
most user problems / service requests and quickly triage out and
escalate those requests that need additional information. Much
like a Public Safety dispatch model, these requests are quickly
LC _V=L
Central Contra Costa Sanitary District
evaluated, prioritized, and assigned to a customer service team for
resolution.
:) Strategic Sourcing
Strategic sourcing is based on the concept of obtaining and using
the most effective service provider to respond to user needs and
enabling permanent IT staff members to focus on high - priority,
high -value tasks while allocating utility functions that require less
District- specific knowledge to lower -cost services. For many
organizations in both the public and private sector, so- called
"cloud" based services including infrastructure as a service (laaS),
desktop as a service (DaaS), and software as a service (SaaS) offer
an alternative to the recruitment of additional staff members or the
procurement of traditional staff - supplementation services
(contractors).
The sourcing of utility functions typically focuses on cost control in
the short -term while looking to reduce long -term costs and
achieving a higher degree of consistency in service delivery. Key
benefits sought include:
The ability to obtain services under the terms of a service
level agreement
The ability to obtain service coverage for extended hours of
operation including 24X7.
Z Organizational Change Management
Increasingly, organizations find that organizational change
management (OCM) is a critical component in obtaining long -term
benefits from projects intended to improve operations and in
minimizing their impact on operations. OCM provides a
methodological framework for managing the effects of the
implementation of new business processes, changes in
organizational structure, or changes in culture (including changes in
focus and change in performance metrics).
November 25, 2014
Page 119
Information Technology Master Plan (ITMP)
Although OCM has its roots in the private sector, it has become
more visible in the public sector where senior executives have
fewer tools (such as bonuses and other incentives) to get line
managers and staff to buy into change and remain committed to
the change despite any challenges / obstacles that may be
experienced during the implementation process. OCM places a
focus on improving communication, setting expectations, and
working to minimize the impact of misinformation. This has proven
to be particularly critical in dealing with represented classes of
employees.
The implementation of effective OCM capabilities is a critical
success factor for the implementation of ERP systems.
Z Project Management Office (PMO)
Consistent with the recommendations identified in the assessment,
NexLevel believes that the eventual establishment of a Project
Management Office will provide significant benefits to the District
particularly with regard to maintaining the IT Roadmap and tracking
progress for the technology governance committee.
The establishment of a PMO has several specific benefits for the
District:
The PMO can serve as staff to the IT governance committee
and be responsible for updating the roadmap
The PMO can serve as a valuable resource to ISD and user
departments in the planning of technology projects,
particularly with regard to risk management and resource
management.
:) Mobile Computing and the "Consumerization" of IT
Collectively, these trends represent a significant opportunity to
improve the effectiveness and timeliness of service to the public;
however, they are also vexing for enterprise IT planners since users
need access to enterprise information and services from portable
devices that are subject to loss and damage using public networks
NE
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1 T h olagY, In .
Central Contra Costa Sanitary District
that are not secure, and they are increasingly doing so with devices
of their own choosing, adding complexity (and thus cost) to the
process of mobile device management and potentially exposing the
enterprise to cyber- attacks.
Nonetheless, mobile computing is a "game changer" in the public
sector, enabling information to entered or updated on a real time
basis and eliminating the need to capture information on paper or
offline and then enter or upload the information in the office, and
providing real -time information when it is most needed (i.e., in
responding to incidents and emergencies).
4.5 Prioritization Workshop
The Prioritization workshop was conducted on October 28, 2014.
Representatives from Engineering, Operations, Administration, IT and
the General Manager participated in the workshop. The agenda
included:
Briefing the participants on the methodology to be used and
the "ground rules" for the workshop including:
- That the participants were all working from a common
framework
- That each participant would have the opportunity to
voice their opinions, and that the group will openly
consider each other's concerns and suggestions
- That the participants would actively support the
group's decisions as the best possible at this time
- That the participants were prepared and committed to
working together
Reviewing and prioritizing the projects identified in the project
list and any new projects identified in the course of the
workshop. The prioritization process was guided by a number
of key factors including: need / business value, dependencies
November 25, 2014
Information Technology Master Plan (ITMP)
on other projects, and the availability of the resources needed
to complete the project
Establishing the high -level timeline that is the basis for the IT
Roadmap, using NexLevel's "Bluewall," methodology which
facilitates the collaborative development of the project
timeline on a project by project basis
Reviewing the next steps.
4.6 Roadmap
Figure 9, CCCSD "Bluewall," is a picture of the resulting timeline at the
conclusion of the workshop. Following the completion of the Project
Prioritization Workshop, NexLevel worked with CCCSD to refine the
results of the "Bluewall" exercise into a more formal project schedule
that considers available resources, relationships and dependencies
between projects, and other factors. This effort resulted in Figure 10,
Revised CCCSD Project Roadmap.
Following review of the revised project roadmap with CCCSD, NexLevel
then developed the project schedules depicted in Table 2, Draft Project
Schedule, User Projects, and Table 3, Draft Project Schedule, ITD
Projects. For each project, the tables provide:
Page 120
The name of the project. Where needed, related projects have
been grouped together including Enterprise Document /
Content Management, ERP- Related Projects (those application
systems that would either need to be integrated with a new
ERP system or that could possibly be supported by a new ERP
system). Please note that the considerations related to the
potential integration of individual applications with a new ERP
system are addressed in an ERP Needs Analysis Report that is
being separately prepared by NexLevel for CCCSD
The projects status at the time of this report, i.e., in- progress or
planned
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Inlormarion TecM1nolagY, Inc.
Central Contra Costa Sanitary District
An estimate of the potential cost of the project in $000's, low
and high
An estimate of the project's resource demands, i.e., low,
medium, or high. This considers that while the District can
supplement technical resources, user projects often require the
participation of key user stakeholders and subject matter
experts (SMEs) and these individuals cannot usually be
supplemented
The estimated business value of the project (low, medium,
high)
The project's priority (low, medium, high)
Notes regarding the project (please see the legend below the
table)
The proposed project timeline. The timeline includes the
remaining nine months of FY 2014/15, all of FY 2015/16, all of
FY 2016/17, three months of FY 2017/18, and future for those
projects that would be scheduled beyond 36 -month span of the
timeline.
Table 4, Draft Project Schedule, CCCSD- Requested Projects,
provides similar information for projects that were requested by
CCCSD subsequent to the Project Prioritization Workshop.
November 25, 2014
Page 121
Information Technology Master Plan (ITMP)
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Inlo.m.i�on Te��nob {T In.
Central Contra Costa Sanitary District
Information Technology Master Plan (ITMP)
Figure 9, CCCSD "Bluewall"
November 17, 2014
Page 1'22
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In!wiwatan Tacandeu. ��<.
Central Contra Costa Sanitary District
v
D
a
In Process (Months 1 to 12)
WS NISiThreat Business
Protection
Im acttnerrta- ITGorerrrunte Roadroap/ t amity
e lotion
Months 11 to 24
Enterprise DocunwR /Content ManaEenseat
INsttaperacrt
RD 5cttiiaQ Ocli+�ry Impro rmr�arees
E•Mail, OrAina
Doc.
Retention
Polly
Months 25 to 36
Im
M
Information Technology Master Plan (ITMP)
Future
Capttai Pta;ect P+trf. Ewl FppLcdivn '
� � Tranin&
ERP- Related
O VS Fleet 5 Warehottse
Replacement ManaSpnera Replacemtsrt dory
ERP
Finarxp / HR Finance / FfR Intcrrn Contract f Risk FY- arKYa1 'raiMn£ Cvr,.,
AttessDB Findme /NR Eie�raic Ac:essDB
Alternati+res Anpueskion Time brat Systt+n llt■1118ine &Setrty
Analysis Roadrrup titaY S, ystem TimeEabryr8 Remedistion TnrkinF
� N
C �
focus Stability LpvFra@e Seamy Mobility SoutdnL Socul /. °.. -Ella
Legend: Enterprise Er�7n?rrkg ODe►xlans
Figure 10, Revised CCCSD Project Roadmap
November 17, 2014
Page 123
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RD 5cttiiaQ Ocli+�ry Impro rmr�arees
ITDOifice Customer 7ccMical 1Yaedor
�� IMpiptnpntlT flDStsfl r7D5uursuon SvpPott Documerrtk Manage
Best Practices Analysis �'
Roosdures
�
O
� � tion
a'
Tachnid Network iWs[ Ted Irtfristrvcure
WR
IelpegYrenentsrr�rR
S PenY/
� N
C �
focus Stability LpvFra@e Seamy Mobility SoutdnL Socul /. °.. -Ella
Legend: Enterprise Er�7n?rrkg ODe►xlans
Figure 10, Revised CCCSD Project Roadmap
November 17, 2014
Page 123
N= L =V =L
m!ormaewn Ta<�nom[r, ine
Central Contra Costa Sanitary District
Table 2 — Draft Project Schedule: User Projects
Information Technology Master Plan (ITMP)
November 17, 2014
Page 124
L h =L
t.< anr. i,c
Range of Cost
FY 2014 /15
FY 2015/16
FY 2016/17
FY 2017118
L;�(:)174
1112015
2Q2015
3QZ015
4Q2015
1112016
Ilan
2Q2016
3112016
4Q2016
1.1an
102017
2Q2017
5000'5
Resource
Business
3Q2017
Future
Project Groups / Projects
Status
Low
High
Use
Value
Priority
Jan F eb Mar
Apr
May Jun
Jul Aug Sep
Oct Nov Dec
Feb Mar
Apr May Jun
Jul Aug Sep
Oct Nov Dec
Feb Mar
Apr May Jun
July Aug Sep
Notes
User Projects
GIS Implementation
;n Process
25
5: High
High
H,gh
■ ■ ■
■ ■
■
IT Govemance (Recurring)
In Process
0
5 Low
High
High
IN
■
■
■ ■ ■ IN
■ ■ ■ ■
■
■
Enterprise Technology Policies
Pending
10
25 Medium
High
High
■
■
NISTThreatProtection
Pending
50
75 Medium
High
High
■
■
■
■
■
■
Business Continuity Plan
Pending
10
25 High
High
High
■
■
Desktop Technology Refreshment (Recurring)
Pending
so
100 Low
High
Medium
■
■
■
■
Plant Information Integration Roadmap
Pending
30
50 High
High
Low
■ ■ ■ ■
Field Mobility
Pending
10
25 Medium
High
High
■ ■
Enterprise Document / Content Management
Document Management Roadmap
Pending
100
150 High
High
High
■
■
Agenda Management
Pending
s0
75 Medium
Medium
Medium
■
■
■
■ ■ ■
E -Mail, Online Document Retention Policy
Pending
0
5 Low
Medium
Medium
■
&Signatures / Workflow
Pending
5
10 Low
Low
Low
■
Web Re-design/ Enhanced Public Access
Pending
100
125 Medium
Medium
Medium
■ ■ ■ ■ ■ ■
ERP- Related Projects
CMMS Replacement
In Process
574
776 High
High
High
■ ■ ■
■ ■
■
■
■
2
Permit System Replacement
Pending
150
250 Medium
High
High
■ ■ ■ ■ ■ ■ ■
F I eet Management
Pending
50
75 Medium
Medium
Medium
■ ■ ■ ■
■ ■
3
Warehouse inventory
Pending
25
50 Medium
Medium
Medium
■ ■ ■
3
ERP
"r nance / HR Alternatives Analysis
In Process
0
0 Low
Hogh
High
■ ■
Finance/ HR Acquisition Roadmap
Pending
15
30 High
High
High
■
■
■
Access Database Inventory
Pending
0
0 High
High
High
■
Interim Time Entry System
Pending
25
50 Medium
High
High
■
■
■
■
Finance / HR System
Pending
400
700 High
High
High
■ ■ ■ ■ ■ ■ ■ ■ ■
■ ■ ■
Electronic Time Entry
Pending
75
100 Medium
High
High
■ ■ ■ ■ ■
Contract/ Risk Management
Pending
25
50 Medium
Medium
Medium
■
Financial System Reporting
Pending
25
50 Medium
High
High
■
■ ■ ■
UtuityBilling
Pending
25
50 Low
Medium
Medium
■
Training , Certification & Safety Tracking
Pending
25
50 Low
Medium
Low
■
Access Database Remediation
Pending
5
10 Medium
High
High
■
■
■
■
ERP "Softcosts"
Pending
425
575 Medium
High
High
5
Capital Project ManagementSysem
Pending
25
s0 Low
Medium
Medium
■
Performance Evaluation Mgrnt System
Pending
5
25 Low
Medium
Low
■
Application Training (Recurring)
Pending
SC
75 Nledium
High
Love
■
■
■
■
November 17, 2014
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Table 3 — Draft Project Schedule, ITD Projects
Information Technology Master Plan (ITMP)
Range of Cost FY 2014/15 FY 2015 /16 FY 2016 /17 FY 2017/18
5000's Resource Business 1Q2015 2Q2015 3Q2015 102016 2Q2016 3Q2016 4Q2016 1Q2017 2Q2017 3Q2017 Future
Project Groups /Projects Status L. High Use Value Priority L;��14
J an Feb Mar Apr May Jun Jul Aug Sep G Nov Dec JJ.n Feb Mar Apr May Jun Jul Aug Sep lOct Nov Dec Jan Feb Mar Apr May tun Jury Aug Sep Notes
IM Proietts
170Cfice Space 'mprcvernent
In Process
0
5 Medium
Lcv,
High
■ ■ ■
FY 2014/15
FY 2015/16
FY 2016117
FY 2017118
Implement IT Best Practices
Pending
15
20 Medium
High
High
■ ■ ■
■ ■ ■ ■
3Q2016
402016
2Q2017
202017
TCStaffAnalysis
Pending
15
20 High
High
High
■ ■ ■
Future
Project Groups / Projects
Status
170 Succession Plan
Pending
0
5 Loy.,
High
High
■
Jul Aug Sep
Oct Nov Dec
lan Feb Mar
Apr May Jun
Jul Aug Sep
Customer Support Organization
In Process
0
5 Medium
High
High
■ ■ ■
Add'! iT Infrastructure Upgrades/ Replacements Pending 550 600 Medium Low High
Technical Documentation
Pending
0
5 High
High
High
■ ■
■ ■ ■ ■
long -Term ECM Solution
Pending 8o 510 High r gh High
Vendor / Product Management
Pending
0
5 Medium
Medium
Medium
NOTES: 1
■
2
Per 11/21/2015 estimate from Engineering, range based on estimated cost of $675, plus and minus 15 %.
3
Project charter / scope not defined, could be part of ERP.
Technical D/R Improvements
In Process
25
50 High
High
High
IN ■ ■ ■
Network Vulnerability /Pen'n TestlRecurr.ngl
Pending
1u"
15 Low
High
High
■
■
■
■
MIsc.Technical Improvements
Pending
25
20 Medium
Medium
Medium
■ ■ ■
Infrastructure RefreshmentPnan (Recurr•ng
Pending
10C
150 Love
High
H gh
■
■
■
■
Table 4 — Draft Project Schedule, CCCSD- Requested Projects
November 17, 2014
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Range of Cost
FY 2014/15
FY 2015/16
FY 2016117
FY 2017118
4Q20E4
IQ2015
2Q2015
3112015
402015
102016
2[!2016
3Q2016
402016
2Q2017
202017
302017
5000's
Resa�rte
Business
Future
Project Groups / Projects
Status
Low High
Use
Value
Priority
Ott Nov Dec
Jan Feb Mar
Apr May Jun
Jul Aug Sep
Oct Nov Dec
lan Feb Mar
Apr May Jun
Jul Aug Sep
Oct Nov Dec
Jan Feb Mar
Apr May Jun
July Aug Sep
Notes
CCCSD Proposed Projects, Timeline Not Yet Defined 6
Add'! iT Infrastructure Upgrades/ Replacements Pending 550 600 Medium Low High
A sset Management
Pending 510 690 Medium High High
long -Term ECM Solution
Pending 8o 510 High r gh High
NOTES: 1
Includes funding for the interim replacement of OTIS and other document repositories.
2
Per 11/21/2015 estimate from Engineering, range based on estimated cost of $675, plus and minus 15 %.
3
Project charter / scope not defined, could be part of ERP.
4
Being developed as part of the ITNIP.
5
ERP "Softcosts" is a not a project, but a budgetary placeholder for costs the District anticipates incurring beyond the project costs identified
6
These projects and costs were added at the request of CCCSD subsequent to the Project Prioritization Workshop.
November 17, 2014
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The total cost for the projects identified above are as follows:
Total Costs
Low
$000's
High
$000's
a) User Projects:
b) ITD Projects:
$2,364
$180
$3,686
$300
* ** Subtotal:
c) CCCSD- Requested Projects:
$2,544
$1,140
$3,986
$1,800
Total Project Cost:
$3,684
$5,786
Budgeted IT Funds:
($1,000)
($1,000)
Net Unfunded Balance:
$2,684
$4,786
November 17, 2014
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Information Technology Master Plan (ITMP)
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Central Contra Costa Sanitary District
5. Conclusion
At its most basic level, technology promises to reduce the costs
associated with delivering services by enhancing productivity. At the
next level, when technology is fully leveraged across an organization, it
has the potential to significantly improve and enhance service delivery.
Unfortunately, many organizations never realize the transformative
benefits of technology. Lack of time, resource constraints (budget and
staff), limited vision, disagreement regarding priorities, among many
factors, result in the automation (and re- automation) of non -value
added processes, or missed opportunities to take advantage of
technology.
Organizations also find that they are so pressed to react to everyday
commitments that there is no time to undertake the activities that will
enable them to be more proactive in their use of technology. The
adage that, "When you're waist -deep in alligators, it's difficult to
remember that your original objective was to drain the swamp," is all
too relevant to many District policy- makers, executives, and
information technology managers.
In commissioning the development of this Information Technology
Master Plan, Central Contra Costa Sanitary District has taken an
important step forward in not just renovating its information
technology environment and support processes, but in re- envisioning
how information technology can best be used to enable the District to
realize its vision for the community. The IT Master Plan is a valuable
tool to ensure technology is procured, implemented, and managed in a
cost - effective approach that maximizes the benefits to the District and
its customers.
November 17, 2014
Information Technology Master Plan (ITMP)
CCCSD has made progress in enhancing and improving its existing
technology environment. However, it is evident from the number of
projects in the IT Master Plan that the District faces a significant
challenge over the next three to five years to implement and manage
technology. As many organizations have come to realize, the cost and
risk of implementing technology can be significant. The IT Master Plan
recognizes this and places a high level of importance on implementing a
formal technology governance process to help manage and provide
oversight to technology implementations.
The IT Master Plan is the result of a comprehensive, District -wide
planning effort that provided the opportunity for management and
staff to review, discuss, and integrate their technology needs into a
common framework. It provided a common understanding of CCCSD's
technology priorities, and served as a tool to provide an overall picture
of what is to be accomplished and why.
While the creation of the IT Master Plan represents the culmination of
only one step in the planning process, it also marks the beginning of
another step — one through which District leaders must work together
to create an environment that supports the IT Master Plan. The
District's executive management, departmental staff, and ITD must
work together closely as they begin the journey to create an
organizational sense of purpose that goes much deeper than any vision
statement, mission statement, or plan can communicate.
The potential is significant, but so too are the challenges. CCCSD has
the opportunity to transform the organization into an environment that
has the information it needs to function at peak performance, while it
and its constituents are well connected in a seamless, effective manner.
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6. Appendices
November 17, 2014
Information Technology Master Plan (ITMP)
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Central Contra Costa Sanitary District
Appendix is Project Descriptions
For each project below, NexLevel has provided:
The Project name, the department sponsor, and the current status of the project
Information Technology Master Plan (ITMP)
The Project's Sponsor(s), those projects that are sponsored District -wide have been classified as "Enterprise"
Descriptive information including the scope and objectives of the project and the intended benefit(s) to the District.
Agenda Management Secretary of the District This project provides the capability to manage agendas for the meetings of the District's Board
of Directors, including the capture, editing, tracking, and approval of agenda items and
support documents, as well as making agenda packets available to Board members
electronically replacing the existing manual bundling of agenda packets. The benefits of this
project include increasing online collaboration and management of agenda items, improves
the flow of documents, increases staff efficiency, and provides electronic public access to
meeting materials. This project may optionally include electronic voting and the recording of
minutes.
Contract /Risk Management Software Administration This project is intended to provide a COTS solution for the management of contracts including
the tracking of contractor conformance with District risk management requirements. This
project could potentially be combined with the Financial System Replacement project.
Performance Evaluation Management Administration
System
Electronic Time Entry
Access Database Inventory
Enterprise technology policies
November 17, 2014
Administration
Enterprise
CCCSD is seeking to implement a COTS solution to improve the tracking and processing of staff
performance evaluation activities. This project could potentially be combined with
Finance /Human Resource system replacement project.
This project is to implement a COTS solution for the electronic reporting of District employee
time. This project could potentially be combined with the Human Resource replacement
project.
This purpose of this project is to identify ad -hoc databases and spreadsheets being used by
District staff in lieu of (or as a supplement to) existing applications. This information should be
carried forward to the Disaster Recovery and Business Continuity projects and as input to the
Access Database Remediation project which will eventually migrate these applications to
supported enterprise software (ERP, CMMS, etc.).
General Manager A core component of technology best practices is the establishment and enforcement of
policies and procedures. Effective policies and procedures guide the use of technology to
ensure a secure, reliable, and supportable environment.
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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
Project Name Project Sponsor(s) Project Description
Capital Project Management System Engineering This project involves the implementation of a COTS solution for capital project management
and reporting. This project could potentially be consolidated with the Financial System
replacement project, but more likely would be pursued as an independent solution integrated
with the new Financial and CMMS solutions.
Permit System Replacement (May be Operations CCCSD relies on an old, unsupported CMMS. The District would like to replace this system
included in ERP Project) with a more robust, effective permitting system which also provides for a code enforcement
tracking. This project could be a module within the CMMS or ERP application implementation.
CMMS Replacement Engineering This project will continue consolidating software systems by procuring, migrating data,
configuring and implementing an effective CMMS solution that encompasses all District assets
(collection, distribution, treatment, pump station, fleet, etc.) and efficiently integrates with
the GIS. The collection system will be migrated and configured first, followed by the treatment
plant and pumping station assets.
Plant Information Integration Operations This project is intended to provide a roadmap for the integration of information between the
Roadmap applications (CMMS, SCADA, GIS, etc.) used to support operations including description of
specific information exchanges, the conditions governing the exchanges, and the data
elements in each exchange.
Training, Certification, and Safety Administration CCCSD is not automatically tracking employee training, certifications, and safety activities,
Tracking completions, or renewals. CCCSD seeks to implement a District -wide system capable of
tracking this information in a uniform manner and accessible to all departments. This project
could be potentially combined with Human Resources System replacement project.
E -mail and On -line Document Secretary of the District This project is to develop and communicate comprehensive District -wide email and online
Retention Policy document retention policies and to monitor compliance.
IT Governance General Manager CCCSD's current processes to communicate and ensure alignment of IT resources are informal.
The CCCSD would benefit by increasing communication and collaboration about IT priorities
and technology initiatives.
Desktop Technology Refreshment Enterprise Currently the desktops that support departments run on varying operating systems (e.g. XP,
Windows 7) and multiple versions of Microsoft Office (e.g. 2003, 2007, and 2010). This creates
issues when sharing documents or providing support.
Document Management Roadmap Enterprise Although the District utilizes LaserFiche, there is no well- defined plan for the use of document
management and the District has no automated means to track many of the technical
documents required to support Engineering and plant operations. This project would entail a
study of existing document imaging processes (scanning, use, indexing), provide for an interim
replacement for OTIS and other document repositories using LaserFiche and /or SharePoint,
create a plan for on -going operation, provide training in the products' use, and create a
method to ensure conformance with standards and records retention requirements.
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Central Contra Costa Sanitary District
Information Technology Master Plan (ITMP)
Business Continuity Plan Enterprise This project is to create and implement a District -wide Business Continuity Plan that would
help to ensure timely recovery of core applications and business processes in event of an
unplanned event or outage based on business and operational imperatives. Implementation
of the plans should include any hardware, software, off -site services, and training required to
meet business and operational recovery requirements.
Field Mobility Operations
This project is to provide maintenance staff and other District personnel with connectivity to
locate assets, download plans, and update work order status as needed. This will likely include
real -time access to GIS and the work order system. Updating work order status on a real -time
basis has a number of benefits for the District including enabling the control room to better
respond to intrusion alerts triggered by maintenance activities.
Threat Protection Roadmap and Administration
ITD seeks to implement a solution to improve the ability to identify potential threats to
Solution
CCCSD's network. The scope of network security increases with the expanded use of mobile
devices. Thus could potentially include the acquisition and implementation of mobile device
management (MDM) and next generation firewall (NGF) solutions.
Finance /Human Resources Administration
This project will explore the various solutions available to the District for replacing the current
Alternatives Analysis
finance, human resource and utility billing systems. An analysis will be completed showing the
available modules, by product, the associated costs, annual maintenance, implementation
fees, and data conversion estimates. In addition, the analysis will provide on -going operational
estimates whether hosted locally or in the cloud and determine whether the District
implements a full -ERP system or moves toward a "best of breed" software acquisition.
Finance /Human Resources Acquisition Administration
Upon completion of the Finance /Human Resources alternative analysis, this project will create
Roadmap
a plan for the acquisition, selection, installation, and implementation of the selected
product(s) and modules. This plan will include a financing plan, project schedule, and
resourcing plan.
Fleet Management Operations
The current software is ACCELA Asset Management package which is also used by Field
Operations for maintenance management. The current software does not meet the needs of
Fleet Services, lacks support, and not being enhanced by the vendor. This project would
acquire a new Fleet Management application for vehicle maintenance, repair and fuel
management.
Financial System Reporting Administration
The current SunGard financial application does not have extensive, user - friendly report writing
capability. This project would identify a new reporting writing tool for the existing application
or ensure a comprehensive report writing application is included in a new finance /human
resource system when it is acquired and implemented.
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Information Technology Master Plan (ITMP)
Electronic Signatures (Work Flow) General Manager
This project would improve the flow of documents throughout the District by providing a
means to affix electronic approval and signatures to routine document handling and approval
processes. This project could potentially be consolidated with the Financial System
Replacement project or the Document Management study.
Application training Enterprise
This project would establish on -going training resources or classes to ensure District staff are
routinely trained on the core business applications used by the District.
Web Redesign / Enhanced Public Administration
The current web design was created 6 -7 years ago by a company that is no longer in business.
Access
This project would identify a web design and maintenance firm to create a new District -web
site and provide on -going maintenance and hosting of the District's web site. Several
departments would like to provide data to the public via the District's web site or other
electronic form. This project would identify the public data and the method by which it would
be made available to the public.
Customer Support organization ITD
ITD should reorganize to establish a formal customer support organization which focuses on
deliver of service to District departments including the creation of a formal Helpdesk,
disaster /recovery planning, application support and technical training. In addition, ITD should
work to further adopt best practices including, adopting a formal process and plan for
customer support and change management, publishing a service catalog, and establishing and
maintaining Service Level Agreements.
Implement IT Best Practices ITD
This project is intended to implement best practices within ITD and will address short -term
technical activities such as cable clean -up and labeling, server virtualization, establishment of
test environments, etc.
ITD Office space improvement Administration
ITD should establish a formal, well- organized office environment with easy access to District
departments. This project would include conducting a review of the existing server room and
determining if it should be moved to a higher floor and conduct a general clean -up of the
existing area, including limiting the current multi -use area within the server room.
IT Staff Analysis Administration
ITD should undergo a complete staffing analysis conducted by an outside firm that specializes
in the evaluation of technical organization structure, job description development,
compensation analysis, and staff qualification analysis. Subsequent to the staffing analysis,
the District should develop and adopt a formal technical training plan for ITD staff.
Misc. Technology Improvements ITD
This project provides an umbrella for a range of technology improvements within CCCSD
Departments including expansion of Wi -Fi, instant messaging, remote access, and redirection
of voice mail messages and faxes to e-mail inboxes.
Network vulnerability /penetration ITD
Conduct an annual communications network analysis, vulnerability scan and penetration test
test
including all wireless nodes.
Technical Documentation ITD
ITD should create a framework (using SharePoint or a Wiki) to make technical documentation
available to IT Division staff and end - users. Each section should have a "Self Help" guide.
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Information Technology Master Plan (ITMP)
Vendor /Product Management ITD
ITD should adopt a set of standard vendor management procedures including the
development and maintenance of a centralized vendor contact list, the review of all software
and hardware maintenance agreements to ensure that the software is still needed, to identify
opportunities to reduce costs by combining individual maintenance contracts, and to confirm
that the terms and conditions of the contract meet the District's requirements for service
delivery.
Infrastructure Refreshment Plan ITD
The purpose of this project is to provide a comprehensive information technology
infrastructure (network, servers, storage devices, communication, etc.) and annual budget to
develop a long -term, sustainable plan for technology refreshment.
ITD Succession Plan Administration
This project ensures that ITD staff members create comprehensive documentation that clearly
identifies the network design, equipment configuration, and relationships between the
infrastructure components, applications and data repositories. In addition, ITD should develop
formal training and succession (backup) plans for all ITD staff to ensure continuous operation
in case of staff turnover. This project may be expanded to include all District staff but ITD
would serve as the model succession plan for individual departments.
Technical Disaster Recovery ITD
ITD is developing redundant processes and equipment to ensure District mission critical
Improvements
applications are secure and can be restored in case of operational failure. Activities include
additional equipment at the Walnut Creek facility, redundant servers, and verified data backup
processes and media. Documentation and operational procedures will also be developed
which will assist recovery in those situations where ITD staff are not available for technical
support.
Warehouse Inventory System (May be Operations
This project replaces the current HTE inventory module with an application which would
included in ERP Project)
support the daily operations of the District's warehouse. It would allow for centralized
management of warehousing tasks including inventory control, tracking, and the location of
stock items. The application may be implemented on its own as a single application or be an
integrated as part of the Finance /HR system.
Utility Billing (May be included in ERP Engineering
This project would implement an automated billing application for commercial sewer and
Project)
recycled water customers. This project could potentially be combined with Finance /Human
_.
Resource system replacement project.
Interim Time Entry Administration
Current employee time tracking is manual and inefficient. This project implements a District -
wide time entry system which will record staff time consistently, more efficiently, and as a
process improvement until the new finance /human resources system is implemented which
may have an integrated time keeping module. If not, the interim solution will continue to be
used as the time entry mechanism.
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GIS Implementation
Access Database Remediation
Finance /HR System
November 17, 2014
Engineering
Administration / ITD
Information Technology Master Plan (ITMP)
CCCSD is currently migrating the geographic information system (GIS) software
platform from unsupported versions to ESRI software. Migrating to the ESRI platform
will provide stable, supported, scalable solutions for the District. This GIS
implementation /migration is managed by the Engineering Department and is
included in the current CIP under District project 8232.
Once the various Access databases have been inventoried, this project works to
replace, or minimally, document, their functionality, critically, and support. The
objective is to eliminate non - supported, production systems will COTS applications
wherever possible.
Administration This project replaces the existing SunGard HTE finance system with a commercial -off-
the -shelf (COTS), proven, best practices solution. Major functionality will likely include
General Ledger, Project Accounting, Budget, Contract Management, Fixed Assets,
Accounts Payable, Accounts Receivable, and Purchasing. Significant features of the
new system should include a robust workflow and self- service modules (i.e. employee
self - service, vendor self - service, etc.). The new system will likely include integration
to GIS, document management, CMMS, employee time reporting, utility billing, and
contract management. In addition, this project will include a Human
Resources /Payroll application that would help route and track personal action forms,
performance reviews, job history, safety /certifications /training, disciplinary actions,
dependents /emergency contacts, vacation /sick /leave tracking, benefits, etc. It would
also include employee self- service. The project will include software, hardware,
interfaces, training, conversion, project management, and business process
improvements.
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