HomeMy WebLinkAbout07.a. Update on Information Technology - ERP System, website and timekeeping system Page 1 of 46
Item 7.a.
CENTRALSAN
CENTRAL CONTRA COSTA SANITARY DISTRICT
June 21, 2018
TO: HONORABLE BOARD OF DIRECTORS
FROM: JOHN HUIE, INFORMATION TECHNOLOGY MANAGER
REVIEWED BY: PHILIP R. LEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION
ANN SASAKI, DEPUTY GENERAL MANAGER
ROGER S. BAILEY, GENERAL MANAGER
SUBJECT: RECEIVE INFORMATION TECHNOLOGY UPDATE, INCLUDING STATUS
OF ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM, CENTRAL SAN
WEBSITE, AND TIMEKEEPING SYSTEM
Attached is an informational update on a few of the significant technology initiatives that the Information
Technology(IT) staff is currently working on. This update was reviewed by the Administration Committee
on May 29, 2018.
Strategic Plan re-In
GOAL SIX: Embrace Technology, Innovation and Environmental Sustainability
Strategy 2- Evaluate Business Processes and Optimize Business Operations, Strategy 3- Encourage the Review and
Testing of Promising and Leading Technology
ATTACHMENTS:
1. IT Update
2. GFOA Process Maps
3. GFOA Process Narrative
4. 2016 IT Accomplishments
5. 2017 IT Accomplishments
June 21, 2018 Regular Board Meeting Agenda Packet- Page 30 of 156
Page 2 of 46
,AVIIICENTRAL SAN
CENTRAL CONTRA COSTA SANITARY DISTRICT
June 21 , 2018
INFORMATION TECHNOLOGY UPDATE, INCLUDING STATUS OF
ENTERPRISE RESOURCE PLANNING SYSTEM
CENTRAL SAN WEBSITE,
AND TIMEKEEPING SYSTEM
This is an informational update on a few of the significant technology initiatives that the
Information Technology (IT) staff is currently working on. Staff has been busy
implementing and preparing to implement innovative technology on many fronts with
improvements being done in the realms of information security, infrastructure
improvements, disaster recovery, rolling out of mobile technology, implementing cloud-
based technology and providing new applications to improve our processes throughout
the District. This update is intended only to highlight a few of the higher profile projects
which are currently being actively worked on.
ENTERPRISE RESOURCE PLANNING SYSTEM
BACKGROUND: The SunGard HTE Enterprise Resource Planning (ERP) system has
been used by Central San since 1993. This system manages the business data and
processes for Central San's Human Resources, Procurement, Accounting, Billing and
related subsystems. Every area of Central San's operations depends upon the ERP as
a foundational technology.
Replacement of the ERP system was identified as a task in the IT Master Plan
presented to the Board on January 29, 2015. However, upon further investigation, it
was decided to implement targeted improvements to the current SunGard system to
further extend its life. During implementation of these improvements for the Purchasing
and Materials Services Division, it was found that staff repeatedly ran into limitations of
the system that proved to be frustrating and disappointing. Because of this, staff has
decided to suspend the targeted improvements to the system and begin the selection
process to replace SunGard with a new solution.
Replacing an ERP system requires extensive planning and must be carefully
considered to ensure that Central San has adequate staff resources, business
readiness, change management and executive and Board level support to ensure a
high likelihood of successful implementation.
In July 2017, staff began working with the Government Finance Officers Association
(GFOA) to analyze and document current business processes, look for opportunities to
optimize those processes, assess organizational readiness, prepare a Request for
Proposal (RFP) and assist with RFP response evaluations, vendor selection and
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 31 of 156
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preparation for implementation. GFOA was selected for this work, as they are a not-for-
profit entity with a division that has extensive experience in assisting public agencies
with ERP replacement projects. GFOA has an established framework for helping
agencies evaluate their ERP needs and successfully manage the process of
documentation requirements, develop an RFP for vendors, and identify other readiness
factors for such a complex project. GFOA also assisted Central San in documenting its
business processes in connection with this undertaking.
The total cost for the engagement with the GFOA is $144,025.
DELIVERABLES: The GFOA has completed lengthy sessions interviewing staff from
all Central San divisions and departments that rely on the SunGard ERP system. This
effort was also expanded to include researching and documenting our needs for non-
ERP systems such as our permitting system, utility billing system and contracts
management needs.
During these interviews, GFOA mapped out our current business processes and
documented our needs for each division. The areas that were fully documented
include: Accounting, Asset Management, Benefits, Budget, Community Development
and Permitting, Customer Billing, Human Resources, Payroll, Personnel Recruitment,
Procure to Pay, Capital Project Planning, Risk Management, Treasury, and Property
and Land Management.
A sample of the resulting business process maps as well as the associated narrative is
attached.
The business process maps and the related process narratives were used to build a
detailed list of system requirements. Incorporating this list into the RFP as a checklist
will enable us to ensure that the responding vendors can meet all our business
requirements. Any who do not can be excluded from further consideration.
Staff from all affected divisions has spent considerable time performing Quality
Assurance/Quality Control checks on the delivered items, making corrections and
ensuring that all deliverables are complete and accurate.
In addition, GFOA has conducted lengthy workshops with staff to determine the best
approach for selecting a vendor that will meet our needs. All of this information was
used, along with samples of past Central San RFP documents, to create a new RFP
document. This RFP document explains our requirements for these various systems,
as well as the process that we will use to select a vendor for final implementation. It
includes the rating criteria that we will use for choosing a vendor and software
application. The rating criteria factors in overall five-year cost into the evaluation
process.
RFP PROCUREMENT SCHEDULE: The following table shows the estimated dates for
all steps from issuing the RFP up through vendor selection and contract negotiations
with project implementation estimated to begin in early in 2019.
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 32 of 156
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Procurement Schedule
June 5, 2018 Issue RFP
July 30, 2018 Receive Proposals
August — October 2018 Evaluate Proposals, including software
demonstration
October, 2018 Select proposal/vendor
November— December, 2018 Complete contract negotiations and Statement of
Work (SOW)
December, 2018 Board approval
December, 2018 Award of contract by Central San
Early 2019 Implementation begins
IMPLEMENTATION SCHEDULE: A final implementation schedule cannot be
determined until after the final vendor selection, as each product and each
implementation team will have different philosophies and approaches. However, in
general, we anticipate an 18 to 24-month implementation schedule for all core ERP
functions.
Generally, new ERP implementations will begin with the Financials module which also
includes Payroll and Purchasing. This is anticipated to take from 9 to 12 months to
complete.
The Human Resources module implementation is generally begun as a second phase
which also is expected to take between 9 to 12 months to complete. However, we can
overlap this part once the Financials are largely complete as shown in the estimate below.
Both the Permitting and Utility Billing systems may be implemented earlier in the cycle
than indicated in the chart below. However, the way that Central San's RFP is
structured, these two systems are optional, and some vendors may not respond with
systems that can accommodate our full needs in these areas. If that is the case, then
we may need to issue a second RFP for those specific modules. For that reason, they
are listed further out in the schedule. If we do receive and accept a proposal which
includes these modules, then we may move implementation earlier on the timeline.
2019 2019 2019 2019 2020 2020 2020 2020
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Financials X X X X
Human Resources X X X X
Permitting X X X
Utility Billing X X
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 33 of 156
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STAFFING: Due to the complexity and intensity of the implementation tasks required to
be successful with rolling out a new ERP system, we need to ensure that we have
adequate staffing levels. Staff will need to continue conducting business utilizing our
existing system while at the same time planning, learning and implementing these new
tools. Not adequately planning for these additional resource needs is often identified as
a key item that has led to failure in implementing similar systems in other agencies.
Central San has a number of staff that are close to retirement and in some cases have
already given expected retirement dates. We will be looking at these at-risk positions
and preparing a plan to bring replacement staff in as soon as possible to backfill these
rolls. We will be considering bringing back retirees on a limited basis, using General
Manager transitional positions and exploring temporary staff. However, experience has
shown that it can be difficult to find highly qualified staff that are willing to work on a
temporary basis. Also, there is real value to having permanent staff be the ones that
implement the new tools so that they have buy-in on the software as well as a deep
functional understanding of how it works and why things are configured in certain ways.
Staff will bring forward a staffing plan for discussion with the Board offering alternatives
and a recommendation as to the optimal approach for staffing this important initiative.
WEBSITE REPLACEMENT
BACKGROUND: Central San's websites (both public facing and internal intranet sites)
are outdated, have slow response times, are disorganized, do not function properly on
mobile devices, are difficult to update and do not communicate the aesthetics and
engagement our customers have come to expect. The IT Master Plan and
Communication Services District-wide Outreach Plan identified the replacement of
these sites as an important task. Replacing these sites will improve the customer
experience, increase and facilitate communication of important business information,
and be more helpful in delivering the information our customers want from Central
San. Our internal staff will also benefit by modernizing both the Plant Information
Management System (PIMS) and Online Total Information System (OTIS) intranet sites
so that they are more responsive and easier to keep current and accessible across
multiple platforms.
An RFP was developed and issued on December 27, 2016 to replace the technology
that we use for our website as well as to perform a full redesign of the website. The
RFP included full migration of appropriate and current information from the original
website. The RFP also included a migration and redesign of both of the Central San
internal websites known as OTIS and PIMS. OTIS is a general use intranet site that is
available to all Central San employees which contains policies, forms, instructions and
orientation information for the entire District. PIMS is a specialized intranet site with a
variety of Treatment Plant related information and videos that Operations staff uses to
train, support equipment maintenance, and perform processes in the Treatment Plant.
In February 2017, a cross-departmental team was established to evaluate the
responses to this RFP and to rank them and perform a selection process. Central San
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 34 of 156
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received 10 responses to the RFP. After a thorough review, vendor demonstration
process and reference checks, staff selected Digital Deployment to implement the new
website. Digital Deployment has extensive experience developing websites for
governmental agencies, including public utilities and wastewater districts.
The three-year cost for Digital Deployment is $200,430. Year one cost is $164,430,
with the bulk of this cost including the development and conversion effort as well as the
implementation and software costs. Annual support costs are $18,000 per year which
includes website hosting costs and support and maintenance costs.
DEVELOPMENT PROCESS: Digital Deployment continues to lead Central San
through a number of steps to develop the new website. Initially, surveys were
conducted to solicit input on what features and content our constituents want to
see. These surveys were sent to staff, Board members, and the public. This feedback
was used in conjunction with site statistics and analytics to determine what most people
are most interested in seeing and to come up with creative ways to accomplish this.
Digital Deployment also conducted a "virtual tour" for Central San staff of other public
utility websites in order to demonstrate how other agencies are structuring their sites
and to get ideas of what works well.
One goal is to utilize the website to showcase Central San's programs and services
through engaging, award-winning educational videos and photographic images, and to
incorporate content from our ongoing social media efforts. This will help to keep our
content consistently fresh and interesting for both first-time and repeat visitors.
Another goal is to keep the home screen as uncluttered as possible. There is a
tendency in government websites to try to fit everything onto the main home
page. Research has proven, that this confuses and overwhelms visitors and causes
them to click away from the website rather than delving deeper into it.
To this end, the website has utilized website development best practices and has been
designed with simplicity in mind. The menus have been restructured to minimize the
number of clicks that it takes to find information, further increasing information
accessibility and visitor engagement. Additionally, staff has worked to ensure that the
search function returns relevant results.
The drop-down hierarchical menus have been eliminated. Aside from them giving
websites a dated look, they are also difficult to navigate, and feedback has shown that
they frustrate users. This is particularly true on mobile devices with their small
screens. These are also challenging for users that have disabilities to navigate.
The new website provides multiple navigation options to suit a variety of
users. Younger users often prefer to swipe to find information since they are used to
finding information this way on modern websites. Our website provides this functionality
by providing rich content when a user swipes up on the screen. Other users want to
find information immediately by clicking on an icon on the front screen. The new
website provides several easily identifiable icons right on the front page that make it
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 35 of 156
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simple for users to find what they are looking for with minimal clicks. There is also a
mobile friendly dropdown menu which adjusts to make large buttons on mobile phones
so that they can easily be selected on a variety of device types. And for those users
who prefer to find information by typing into a search box, this is prominently
displayed. The search results have been optimized to provide the most relevant
information. All of these included design features have created a website designed to
meet the multi-generational viewing and searching needs of our customer base. In
addition, the new website has been configured to meet the Americans with Disabilities
Act regulations and can be navigated using audio tools for the visually impaired.
Digital Deployment conducted training for 25 key Central San staff to prepare them to
be able to perform their own updates within each of their Divisions and areas of
responsibilities. These key staff are in the process of cleaning up stale information,
deleting out-of-date content, and adding new sections to increase customer "self-serve"
use prior to the launch date. It is expected that staff will be better at keeping the content
current now that the tools are more intuitive, easy to use, and available for multiple
Divisions.
The website is anticipated to go live in late June, 2018. OTIS and PIMS
replacements will follow over the next 6-9 months.
Staff will conduct a brief demonstration for the Administration Committee.
TIMEKEEPING SYSTEM
BACKGROUND: Central San has completed implementation the new IntelliTime
automated timekeeping and leave request system. After District wide training on the
use of the new tool, the system was launched on June 18, 2018, with employees using
the new system to report time for the May-June time period.
This system eliminates the need for paper timesheets and leave requests, and the re-
keying of data that the manual system entails, improving efficiency and eliminating the
potential for errors. The new system is intuitive and user friendly. It automates
approvals using online workflow and allow supervisors to see the schedules of all their
staff at a glance. Payroll staff has spent a considerable amount of effort ensuring that
our business rules and pay schedules are all pre-programmed into the system to ensure
accuracy and to help staff to easily enter their time.
IntelliTime is also capable of being used on mobile devices which will enable field crews
to enter their time using existing iPad tablets and laptop computers.
IntelliTime enables certain pay items such as shift differential and holiday premiums to
be automated based on employee work hours eliminating the need for manual tracking
and payroll corrections.
The interface between IntelliTime and the SunGard ERP system is accomplished by
exporting text files from IntelliTime which are then automatically loaded into
SunGard. This process can be easily replicated with any modern ERP system and
should be relatively simple to accomplish once we change systems.
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 36 of 156
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The total cost for the implementation of IntelliTime is $79,495. The cost for IntelliTime
support for years two and three will be $9,065 per year.
FOLLOW-UP: Each of these items was identified as an action item in the IT Master Plan.
Some other items that may be of interest for future updates are listed on the attached
2016 and 2017 IT Accomplishments documents.
Staff would be happy to report back on the status of any of the listed items or any other
IT related areas from the 2015 IT Master Plan as desired.
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 37 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 38 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 39 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 40 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 41 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 42 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 43 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 44 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 45 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 46 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 47 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 48 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 49 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 50 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 51 of 156
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June 21, 2018 Regular Board Meeting Agenda Packet- Page 52 of 156
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jai Process
Documentation
PROCURE TO PAY
Defines the processes an organization undertakes to carry out all purchasing of good and services.
Table of Contents
Vendors.....................................................................................................................................................2
ProcurementCards....................................................................................................................................4
Requisitions...............................................................................................................................................6
PurchaseOrders........................................................................................................................................7
FormalSolicitation....................................................................................................................................9
Contracts.................................................................................................................................................11
Receiving................................................................................................................................................12
AccountsPayable....................................................................................................................................13
Inventory.................................................................................................................................................15
Procure to Pay As-Is Maps
Page 1 of 15
June 21, 2018 Regular Board Meeting Agenda Packet- Page 54 of 156
Page 26 of 46
Process Documentation
Alto Page 2 of 15
Vendors
GFOA Observations
The vendor file defines and tracks all information related to specific businesses utilized by an
organization to procure goods and services. This includes demographics,tax information,payment
remittance, ordering and delivery requirements and specific categorization such as product type and
disadvantaged business identification for purchasing and accounts payable.
Central Contra Costa Sanitary District(Central San)utilizes a single vendor file in SunGard(SG)
Purchasing and Accounts Payable (AP). They also utilize the online bidding systems,BidSync and Planet
Bids, for capital projects.Vendors are entered at Purchasing to generate purchase orders or at Accounts
Payable to pay vendors directly.
For processing a new vendor at AP,a request for payment for the new vendor must accompany a W-9 and
the vendor is entered into SG. Purchasing may also receive requests by email;they will only enter
vendors for transaction purposes, such as generating a purchase order. At either area,the process ends
with the new vendor being posted to SG.
Current Issues
There are some issues with losing vendor history when updating the vendor record.
Recommendations
A. GFOA recommends Central San adopt a master vendor file and develop a registration process for
vendors interested in doing business with the District.
B. Central San should implement vendor self-service capabilities that would automate the current
manual front-end processes.
C. Any future solution should be supported by automated workflow that allows ease of update to the
vendor file without loss of vendor history.
D. Any future system should include more detailed vendor classification rules that can identify
required vendor types.
Client Process Requirements/Goals
1) Staff would like to change the vendor name, if necessary,without losing vendor history.
2) Staff would also keep open contract information to make any changes during the term of the
contract.
3) Need to track local bid preference.
4) Fully automated procurement that can integrate all purchasing process flows based on Central
San rules and legal spending thresholds.
5) Modern vendor capabilities that allow easier access to Central San vendors and can support the
usage of external services such as BidSync and Planet Bids in a more integrated manner for
review and access to prospective vendors.
Change Management Issues
Central San will need to determine the legal ramifications involved with online electronic access for
vendors and suppliers.
Need to look at best practices for maintaining and updating vendor file. Issues have arisen where A/P
updates the vendor file and may overwrite with remittance information on the procurement side.
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Remittance address and PO address and contact info are different. Look into whether the procurement
data should only be updated by procurement staff. Also,there needs to be defined rules for consistency
when a vendor changes names or is bought out by another company.
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No Procurement Cards
GFOA Observations
Procurement cards(P-Card) are similar to a charge card and allow a governmental entity's goods and
services to be procured without using a traditional purchasing process.
At Central San there are nearly 150 assigned P-Cards that have a single purchase spend limit of 3,500
dollars. Purchasing is the administrator of the program and has the responsibility for maintaining and
overseeing the P-Card program.
The process for assigning a new P-Card begins when a supervisor accesses an online form and completes
it for an employee. The form must be signed with a live signature and is then sent on to the Purchasing
Manager or designee for signature. The PM or designee accesses the US Bank system to enter the new
person. In three to five days the card arrives at Purchasing. The new user is then brought in for training
and signs the User Agreement that is then filed with Purchasing and HR. The user can then utilize the
card based on the rules and requirements of the District.
A monthly statement is sent to the user; a separate master statement with all users' transaction is sent to
AP also on a monthly basis. The user reconciles their monthly statement using an Excel transaction log to
document each transaction and attaches corresponding receipts. This is sent on for processing to the
departmental approver. The packet(statement, spreadsheet,receipts, invoices, etc.)is then sent to AP
Accounting. AP matches all receipts to the main statement, audits for proper figures, signatures,paid
taxes, etc. All user spreadsheets are checked against a master spreadsheet. Staff may also have to identify
any disputed transactions and notify the bank. AP then generates an Excel spreadsheet of departmental
amounts and missing statements and balances departmental amounts to total amounts.AP also emails
employees that did not turn in statements and their supervisors. At this point partial payment requests are
submitted to the bank. The process is repeated to update for payments for users that have not yet
processed their monthly account.
AP makes the payment to the bank with multiple line items based on the single account statements.
Recommendations
A. Central San should seek to automate the front-end applicant process with a future enterprise
system.
B. Any future system should tightly integrate the P-Card process and support procurement card
processing integrated into future organizational sourcing rules.
C. The future system should include integration to US Bank if possible to support a more efficient
account assignment process.
Client Process Requirements/Goals
1) Tightly integrated procurement processes into the main Central San purchasing processes
including,requisition and overall financial accounting.
2) User-based access to US Bank or use of an automated ERP P-Card reconciliation function.
3) Inventory needs responsible purchaser information for P-Card purchases.
Follow Up Issues
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Central San will need to work with the new ERP company to understand the integration of their P-card
module with US Bank to determine how any future system can enhance integration and streamline all P-
Card processes identified in this document.
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Requisitions
GFOA Observations
A purchase requisition is a transactional record, either paper or electronic used by an organization to
request the purchase of a good or service. A requisition is used to set aside budget and is sourced to other
process steps such as bid and quote or purchase order based on the organization's procurement policies.
At Central San,the process starts when a user enters a requisition online; a multiple level approval
process takes place including a supervisor, and if over$l Ok a manager or director.Workflow is based on
the amount of the overall purchase. The requisition requires account coding but does not go through a
systematic budget check. The main system check is that the user is authorized for proper use of the
account coding.
If the requisition is not approved,the status returns to the end user,however,the system does not send
any type of automated notification so the buyer must inform the end user via email or phone that their
requisition has been returned. If approved,the transaction goes to the Purchasing queue and buyers are
assigned based on the description and the department. The Purchasing side does not currently use the
custom commodity code because this code was customized for the District based on inventory items, staff
uses a workaround code that holds little significance.
Current Issues
The process is automated in the front-end and at the source to Procurement for the requisition only.All
attached backup information is processed separately by email,paper or fax. The main issue involves
having to send this information separately.
Recommendations
A. Central San will need to recreate the current automated front-end purchasing requisition process
and fully automate all other transactions through built-in sourcing.
B. Central San should use any new system implementation to streamline the informal purchasing
thresholds and to introduce automated sourcing more efficiently.
C. Integrated vendor self-service and/or an interface to BidSync should be introduced to allow for
informal and formal solicitations.
D. Central San should enhance this business process with fully implemented sourcing procedures
supported by automated workflow that redirects approved requisitions into the proper
procurement method based on District financial thresholds.
Client Process Requirements/Goals
1) Implementation of sourcing and approval processes that mirror and expand processes above or
include more detailed approval functionality in an RFP and requirements.
2) Modern sourcing capabilities that support the use of system functionality to support the District
statutory purchasing finance thresholds.
3) Integrated online purchase sourcing supported by system workflow.
4) Need to be able to attach specifications etc. to the system requisition.
Follow Up Issues
Central San will need to undertake a complete review of current sourcing thresholds including amending
purchasing rules if required to adopt system-based process efficiencies.
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Process Documentation
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1000� ,
No Purchase Orders
GFOA Observations
A purchase order is a formal document generated by an organization to commit to a purchase of a good or
service. A purchase order usually details the exact goods or services to be purchased from a single
vendor. It will specify payment terms,delivery dates, item identification,quantities, shipping terms and
all other obligations and conditions.
Once the requisition process completes,Purchasing sourcing rules are followed with a combination
manual and automated process flow. For a transaction fewer than 3,500 dollars a single quote is required.
The buyer gets a quote and then pulls up the subject requisition to generate a purchase order(PO) in SG.
The PO is auto-numbered by SG or the buyer gives it an assigned PO number. They then add all
necessary order information in the PO. Depending on total cost,the PO has to go through a manual
signature approval process for a live signature. The PO may also include any necessary attachments. The
PO is then scanned into a.pdf document and emailed to the vendor. Purchasing then communicates
manually with the vendor to acquire a delivery date for some purchase orders,but not all.
For requisitions that are greater than 3,500 dollars and less than 15,000 dollars the same process as above
is undertaken but two quotes are necessary. For requisitions that are greater than 15,000 dollars the same
process as above is undertaken but three quotes are necessary. Buyers may use informal bid sheets,but
they are all developed outside of the SG system.
Current Issues
After the automated front-end and PO process concludes;manual delivery processes are required to
communicate with the vendor. The PO is then scanned into a.pdf document and emailed to the vendor.
These processes should be a future system function based on PO delivery terms at the system or vendor
level.
Recommendations
A. Process should be fully automated in the future and supported by self-service capabilities that are
implemented dependent upon the manners of communications chosen by District staff.
B. Central San should implement the full sourcing capabilities of any future system. Upon the proper
granted system approval,requisition would source automatically to creation of system-generated
purchase orders. This could possibly establish the commitment of District funds by utilizing a
related system financial encumbrance.
C. Vendor blanket orders should follow the same process.
D. Sourcing should also automate the purchase order distribution process.
E. If legally possible the District should eliminate the live signature manual process with automated
workflow.
Client Process Requirements/Goals
1) Staff would like to assign multiple accounts to a single PO.
2) Need blanket PO capabilities. This is currently a convoluted process where staff uses an inverted
PO for partial payments where they just use payment amount instead of unit.
3) Central San also requires systematic service contracting.
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4) Online approvals integrated to fully sourced purchasing processes that support efficient
requisition to PO creation.
5) Vendor self-service automation that supports the delivery of purchase orders.
Follow Up Issues
Central San will need to determine the legal ramifications involved with online electronic access for
entities such as vendors and suppliers. This should include a review of the utilization of online approval
and signature processes and communication capabilities with District vendors.
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Process Documentation
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Formal Solicitation
GFOA Observations
Bid/Quote is a competitive process, either formal or informal,utilized to purchase a good or service in the
most cost-effective manner. Request for Proposal(RFP),Request for Information(RFI)and Request for
Quotation(RFQ)are types of transactions utilized by an organization to competitively procure goods and
services. Which type of transaction an organization utilizes is generally determined by price threshold
rules established by statute.An RFQ is usually used to obtain price, delivery, or other information for
planning purposes and can be used to negotiate a final price. An RFP is a formal transaction document
used to procure the most cost-effective solution based upon evaluation criteria identified in the RFP. An
RFI is normally used to solicit informal price quotations that will be used for estimating the cost of a good
or in most cases a project or service.
For Central San projects that will cost over 15,000 dollars a formal bid is required. These are usually
started Capital Projects. Only if the procurement meets the definition of a District Project, and sometimes
Purchasing handles these, sometimes Capital Projects handles these. The process starts with the
Requisition process. The Buyer at Purchasing determines with the Central San attorney that it involves a
public works project. They may access and utilize RFQ form in MS Word. They then send to vendors
directly and/or use BidSync. Manual paper proposals are received at Central San and a Public Opening
is held. The evaluation process could result in award to the lowest responsible bid or it could require a
formal evaluation committee based on predetermined criteria.A finalist selection is made through one of
these processes. Purchasing then retrieves the original requisition in SG and enters the final price. The PO
process is then completed. Purchasing also generates a Word document with the standard SG PO. Board
approval is required for District Project contracts/POs greater than$100k.
For consulting services over 100,000 dollars,Engineering processes many Request for Proposals(RFP)
independent of Purchasing. For those not processed by Engineering the same Requisition completes and
an RFP is generated formally by Purchasing. The RFP is then advertised through BidSync. The same
process as above is completed and these procurements must also be approved by Board. For other type of
purchases it is up to Purchasing discretion for the three main areas above but the same process as above is
completed without Board approval.
Current Issues
The bid/quote process that occurs between the online requisition and backend purchase order generation
is almost entirely manual with some of the transaction being outsourced through BidSync,which is not
integrated to the main system. There is a complete lack of integration between bid/quote and contract
development.
Recommendations
A. At a minimum, Central San should implement a system that supports integrated bid and quote
processing along with automated tabulation and evaluation where possible.
B. Any system should include workflow that automates transactional sourcing from document to
document;requisition to RFQ/RFP,RFQ/RFP to PO or contract, etc. This should include
determining the criteria used to assign a procurement to Purchasing or Capital Projects.
C. Central San should investigate complete automated sourcing that includes electronic bid tracking
as part of vendor self-service.
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D. A future system should integrate Bid and Contract Management. The existing bid and contracting
process is manual and does not provide an organizational view of where a bid or contract may be
in the process
E. Automated workflow and evaluation/ranking should also be implemented in any future system.
Client Process Requirements/Goals
1) Integrated system that supports completely automated sourcing based on District purchasing
thresholds.
2) Self-service capabilities that support vendor bid and proposal submission.
3) Integration to third-party sources such as BidSync and Planet Bids.
4) Automated workflow that supplants manual paper flow where possible.
Follow Up Issues
Central San will need to determine the legal ramifications involved with online electronic access for
entities such as vendors and suppliers. Central San will also have to determine if it is more efficient to
maintain prospective vendors in a future integrated system or through an automated or manual interface to
BidSync. Central San will also have to research the legal ramifications of allowing the online submission
of bids and proposals.
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Contracts
GFOA Observations
Contracts are formal agreements between an organization and a vendor that outline a transaction for
goods and services. They are normally utilized to formalize the terms arrived at the conclusion of the
Bid/Quote or RFP process.An organizational contract formalizes all terms and conditions required by
statute.
For contracts at Central San, a requisition and sometimes a position paper is sent electronically to
Purchasing. This process is used for contracts completed by Purchasing or Capital Projects. The PO
Process is completed. The PO number is then added into the contract MS Word Document utilizing a
preferred template. The contract is then sent to the vendor through email. The contract is then signed and
mailed back to Purchasing in hard copy. There is a specific signature process completed within Central
San based on threshold rules. The executed contract is then sent to the vendor. The contract is manually
filed at Central San along with any required attachments. They also utilize an MS Excel spreadsheet
where the PO number,vendor,relevant dates, contact info for the department, etc. is all tracked. All
ongoing contracts are entered onto the spreadsheet that is used to track relevant dates but no amounts. It
is then used to research and notify responsible parties of approaching contract dates.
Current Issues
There is some difficulty reported with aggregating the contract information.
Recommendations
A. Central San should investigate the purchase, design and implementation of integrated contract
management functionality.
B. Any contract management system should include document management capabilities that allow
for tracking of required documentation, standard and contract-specific.
Client Process Requirements/Goals
1) Fully integrated purchasing processes that includes Requisition to Purchase Order to Contract.
2) Periodic audits to check contract compliance.Would like to pull payments to a specific contract.
Need more information from contracts. This would require scanning of invoices and attaching to
the correct contract.
3) Fully automated contract management capabilities.
4) Electronic self-service of vendor submissions
5) Support of District terms and conditions especially concerning insurance requirements and other
information that requires expiration notification.
6) Future system should support expanded document attachment to bid and contract processes that
can be configured to meet Central San documentation standards.
7) Multiple year contract tracking.
8) Implementation of online contracting with workflow and standard attachment capabilities.
Follow Up Issues
Central San will have to research and determine the manual requirements for contract processing and
approval and determine if and how these may be automated.
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Receiving
GFOA Observations
Receiving is the process of formally accepting the delivery of good and services. In most instances,
receiving involves formal signoff,manual or electronic,that goods or services have been delivered
according to the terms of a purchase order or contract.
At Central San,items that are delivered to the Central Warehouse are formally received in SG. For others
departments wait for invoice to be mailed to the District, sorted and sent to AP. The invoice is coded with
information from SG to a stamp on the invoice. This is sent back to department for approval and then
back to AP all through manual paper delivery.AP will sometimes receive in SG and also enters
information from the invoice to SG system and populates the payable from PO number.
Current Issues
The current process is supported entirely by manual processes. Lack of online matching is a major
processing inefficiency that can be easily eliminated with a fully integrated enterprise application. There
are some issues with accessing the correct PO in the system.
Recommendations
A. Central San should implement modern procurement to payment functionality that includes
integration of front-end purchasing documents(requisition,PO,contract)to Accounts Payable by
way of fully automated matching functionality utilizing online receiving.
Client Process Requirements/Goals
1) Integrated receiving capabilities supported by online systematic document matching.
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Accounts Payable
GFOA Observations
Accounts Payable is the process by which an organization settles the costs of various business
transactions with its vendors for the goods and services that it procures. It is the process of generating
payment for a vendor invoice by check or electronic transmission.
For non-PO related direct invoices,the invoices are sent to AP, stamped and then sent to the responsible
department. These invoices for transactions such as utilities, subscriptions and memberships are then
processed through the same AP process.
At Central San,AP enters information from the invoice to the SG system and populates the payable from
the PO number. They also enter approver information and post the invoice to SG. This posting process
generates a batch with other invoices. These are audited and matched to signature authority along with
other parameters. AP may have to go back to Purchasing or the responsible department at this point for
missing or clarifying information. This will place the whole batch on hold. Once all corrections are made,
AP posts the batch in SG and payables are created. At a specific time (currently on Thursday morning),
the payment cycle in SG is activated manually.AP staff selects invoices for payments and checks audit
reports to ensure that payables transact against proper account coding and meets other standards. When
the payables are deemed acceptable, staff generates a file for Optio to ensure payment information is
correct on print stock. AP then prints the checks and pulls out any invoices greater than 2,500 dollars for
signature by the Secretary. These are delivered manually. Reports for the check run are then checked at
Finance for adequate funding in District funds. Finance may be required to have the County transfer
within various District funds to ensure adequate funding. AP then reconciles checks against invoices and
either hand delivers or mails them to vendors. Any invoices over 2,500 dollars have to be signed off by
the Finance Manager during the cycle run. The County Treasurer checks each check for accuracy before
check generation.
For 1099 generation AP staff starts the SG process and generates a file from Central San paper stock and
they are then delivered by mail to relevant vendors.
Current Issues
The current process is highly inefficient and based on manual processing,paper flow, audit and
reconciliation. This is highly unusual for an AP function supported by a legacy ERP application.Any
future implementation should strictly follow the base and seeded processes within the system that should
eliminate many of the steps identified above.
Recommendations
A. Central San should procure and implement fully integrated procure to pay processes supported by
automated two-way and three-way online document matching.
B. Matching should be integrated directly to AP payable creation through invoice scanning and
system sourcing.
C. Central San should also implement modern AP functionality that is supported by fully automated
pay cycles and vendor and bank processing parameters.
D. Central San investigate the capability of any future system to automate processing through the
County Treasurer.
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Client Process Requirements/Goals
1) Automated communication to the County Treasurer
2) Automated Positive Pay
3) More timely reconciliation processes
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Inventory
GFOA Observations
Inventory management is the process of maintaining and controlling the ordering, storage and usage of
warehouse supplies,materials and equipment.
Central San created and utilizes a customized commodity code structure. The inventory process usually
starts with a Work Order(WO) generation in CityWorks(CW)either by manual document or off of an
IPad. They can access and look up a parts list from the WO. Specify which staff manually generates an
issue ticket in SG.Warehouse staff fills the order and issues the stock to the end user. There is no signoff
required at the transaction level. Stock is issued to the WO and the identified account. The transaction is
then posted to SG. On a daily basis WH staff generates a suggested stock request. The PO process is then
undertaken for those stock items that need reordered.WH staff completes the Receiving process in SG.
AP then runs a match and generates checks for their invoices.
Recommendations
A. Central San should implement fully integrated inventory requisition processes into the overall
sourcing rules of any future system.
Client Process Requirements/Goals
1) Would like to generate a usage report daily,weekly, etc.
2) Would like to track part number on the line item.
3) CityWorks interface.
4) Barcoding
5) Cycle counting with the last date of counting and integrated barcoding with recording of cycle
counts
6) Usage rates reports
7) Vendor catalog punch outs
8) Would like activities such as location change DATES/Time noted along with `from' and `to'
current bin location and who performed the move.
9) All physical inventory dates tracked along with counter information
10) Financial discrepancies against GMBA specified along with summary information.
11) SKU `average' inventory age information.
12) Flexible inventory reports with Excel download link option.
13) RF Barcoding capability.
14) Automated Re-order point recommendations WITH auto message to appropriate staff once item
reach or falls below the min order point.
15) Connection with asset management software to identify spares linked to plant equipment/assets.
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Central San 2016 IT Accomplishments
Infrastructure
• Installed Smart Boards in seven conference rooms and 30 staff were
trained how to use them.
• Installed an Information television in the Headquarters Office Building lobby
and configured it with a video player to play Central San educational videos
automatically during working hours.
• Assisted with network and telephone planning and configuration changes to
support the move of Asset Management staff and IT staff to the Garden
Level. We love having the new space!
• Acquired and implemented the connections and installation of equipment at
a new co-location facility in Rocklin, California to provide redundant off-site
storage and computer resources in case of a local emergency. Most of
Central San's core business systems are now replicated at this remote
location.
• Signed a contract and acquired the equipment necessary to replicate the
SunGard system fully between the Collection System Operations (CSO)
Division in Walnut Creek and the Martinez campus. Cleaned up the
physical data center at CSO, reorganized the room, and eliminated the old
rack and equipment.
• Installed new industrial network switches throughout the Treatment Plant.
Will cut over to the new switches once power work has been completed.
• Eliminated Google email routing.
• Converted from CalNet2 to CalNet3 billing for telecom and data lines.
• Replaced the projector in Multi-Purpose Room to eliminate flashing.
• Installed new recording equipment in the Board Room podium and
reconfigured the equipment to eliminate outages caused by overheating.
• Selected a contractor to design and relocate the Data Center so it is
protected from future water events. Worked with contractor to inventory
systems, map out connections in order to finalize the location and
architecture decisions.
• Conducted Wi-Fi "heat map" study to determine where Wi-Fi improvements
are needed in most of buildings. Added new Wi-Fi equipment in those
areas where improved coverage was needed.
• Acquired and installed new Wonderware SCADA (supervisory control and
data acquisition) servers for the pumping stations.
Software Improvements
• Upgraded Laserfiche Document Management System to the latest version.
• Upgraded OTIS intranet platform and fixed the search tool.
• Transitioned Computer-Aided Design (CAD) license servers to IT.
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• Consolidated old Engineering Services Group printers and plotters with
other district printers on the same server.
• Fixed the resource scheduling (rooms and vehicles) process in Microsoft
Outlook.
• Installed InfoWorks for use by Engineering to help model Central San
systems.
• Purchased new photo storage system for the Communication Division.
• Negotiated new Microsoft contract to upgrade Microsoft Office to the latest
version, provide new cloud services through Office 365, Skype for
Business, Microsoft Onedrive, Sharepoint and other tools. Upgraded this
software for a large number of pilot users. Negotiated a contract to train 30
staff in how to use this software, to be conducted at the end of January.
• Upgraded VMWare virtual server environment to latest version.
Mobile Deployments
• Purchased 30 tablets for CSO staff for use with the new CityWorks
Computerized Maintenance Management System (CMMS). Configured all
devices, installed protective covers and software and trained staff how to
use them. The tablets were added to the items that IT supports on a daily
basis going forward.
• Purchased and pilot tested several types of mobile devices for Source
Control inspectors, which are in use today.
• Installed and configured mobile security software on each tablet that allows
IT staff to track the device location and remotely lock or erase the device if
lost or stolen.
• Implemented complex Active Directory Federation Services (ADFS)
services which enable CityWorks tablets to securely access the Geospatial
Information System (GIS) servers. This was also necessary to facilitate the
moving to Microsoft Office 365.
• Successfully pilot tested a cell phone amplifier in a work truck to boost
signal in remote areas.
Business Improvements
• Installed new Cognos report-writing software and conducted training for 15
staff on how to build new reports and charts.
• Developed 20 new and improved business and financial reports using
Cognos BI to make ERP (Enterprise Resource Planning) information more
useful and accessible.
• Conducted a Request for Proposal (RFP) and selected a vendor to
implement an automated Agenda Management System. Implementation
has begun with a goal of being live in March 2017.
2
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• Implemented IT Pipes video tools in three TV trucks to replace the outdated
Granite XP /WinCAN solution.
• Conducted pre-RFP intranet/internet vendor demonstrations and issued an
RFP for a vendor to replace these systems beginning in the first quarter of
2017.
• Implemented Benselect tools so that staff can manage their own benefits
online.
• Implemented Hartford Life Insurance project to allow staff to sign up for this
benefit online.
• Worked with SunGard and Human Resources to implement the new
Affordable Care Act (ACA) requirements.
• Conducted a one-week Business Process Improvement effort with the
Purchasing Division. Identified many areas where improvement could be
obtained. Implemented many of those changes on the spot and are moving
forward with making more changes District-wide.
• Worked with East Bay Municipal Utility District (EBMUD) to acquire
customer billing information earlier to improve the process for Central San's
billing process for commercial customers.
• Created a master standard operating procedure (SOP) template within
Laserfiche for use by all departments and assisted with training on how to
use these templates.
• Updated Central San website to comply with SB272 rules that require to the
posting of current system information online.
Business Support
• Installed and configured various instruments in the Laboratory.
• Took over first-line support for Contractual Assessment District (CAD)
systems and implemented a contract for supplemental support through
CAD Masters contract.
• Implemented emergency paging system over the Avaya telephone system.
• Completed IT portion of the Maze financial audit.
Security
• Configured all computers to auto-lock their screens to reduce chance of
computers being used for malicious purposes.
• Secured sensitive employee information.
• Explored two-factor authentication software to improve security beyond
simple passwords. Evaluation is continuing.
• Re-implemented backups at CSO.
• Became a member of and participated in MS-ISAC security association.
Receive regular security alerts and notifications.
3
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• Installed Cisco firewall patches to secure network equipment.
• Blocked a serious ransomware attack in March before it was able to cause
damage.
• Implemented Barracuda SPAM filter that blocked over 2,700 viruses that
attempted to enter the organization via email during the year.
• Updated the IT Recovery Plan
• Conducted two external IT security audits and used the results to build a
remediation plan which is underway now.
• Implemented new IT Security Procedure and provided (and continue to
provide) training on the procedure District-wide.
• Cleaned up network access permissions in Active Directory, removed old
users who are no longer with the District, and improved the methods for
keeping permissions current.
• Installed and activated new network monitoring tools to alert IT staff of any
suspicious activity and enable it to respond proactively before damage is
done.
• Installed new cyber security and anti-malware software console.
Regular Business
• Closed 2,119 help desk tickets.
• Set up new desktop computers for 25 employees.
• Performed adds, moves and changes for telephone lines as staff were
added, moved or left the organization.
• Set up training facilities on a regular basis for various functions.
• Maintained the network with zero widespread unplanned outages and better
than 99.9% uptime overall.
• Maintained email system with zero unplanned outages District-wide.
• Improved help desk internal processes to help IT staff respond more quickly
to requests.
• Assessed needs for CAD machines and reduced costs by purchasing
faster, lower-cost workstations.
Staffing
• Hired a new System Administrator.
• Hired two new IT Technicians.
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Central San 2017 IT Accomplishments
Award
• MISAC Award of Excellence
Infrastructure
• Fully implemented and expanded live replication at a new co-location facility
in Rocklin, California to provide redundant off-site storage and computer
resources in case of a local emergency.
• Completed live replication of the SunGard system fully between the
Collection System Operations (CSO) Division in Walnut Creek and the
Martinez campus.
• Implemented new industrial network switches throughout the Treatment
Plant.
• Began live-streaming of board meetings in lobby and on any web
accessible device.
• Purchased new Smart board for Laboratory.
• Replaced Nimble storage to improve our capacity and redundancy.
• Selected new location for replacement IT Data Center and began working
with architect on design drawings.
Software Improvements
• Worked with Asset Management to complete rollout of IT Pipes.
• All email boxes successfully migrated to Microsoft Office 365.
• VMware upgraded at all locations.
• Upgraded to latest version of LabWorks software in the lab and assisted
with implementation and testing.
• Began web replacement project. Selected Digital Deployement to design
and implement new web site and to replace OTIS and PIMS Intranet sites.
Began prototype design and hardware design and implementation.
• Performed upgrade to latest version of Wonderware SCADA system for
pump stations.
• Began upgrading all AutoCAD and Carlson software to latest version (about
60% complete)
• Upgraded SunGard Naviline to latest version.
• Upgraded all modules of SunGard ERP to latest version.
Mobile Deployments
• Rolled out over 30 new iPads with CityWorks for plant staff.
• Acquired amplifiers for all CSO work trucks to improve data signals.
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• Involved in acquisition of new automatic vehicle location system for all
District vehicles.
• Added P drive support for iPads.
• Changed standard smart phones from Galaxy devices to Apple iPhones.
• Purchased 10 Thinkpad laptops for Managers and Executive team
members.
• Took over all cell phone and mobile device acquisition and support
functions from Purchasing Division.
Business Improvements
• Worked with Secretary of the District staff to acquire and Implement Novus
Agenda to automated agenda management process and approvals.
• Developed a number new and improved business and financial reports
using Cognos BI to make ERP (Enterprise Resource Planning) information
more useful and accessible.
• Began working with e-builder to convert and integrate data between their
PMIS software and SunGard.
• Implemented spare parts database to work with CityWorks
• Eliminated Iron Mountain / Recall process for off-site backups and are now
doing this internally with backups stored at CSO.
• Began working with Government Finance Officers Association (GFOA) to
document business processes and to develop RFP for new ERP system.
• Worked with GFOA to develop draft business process maps of all primary
processes related to ERP.
• Stepped in to assist Risk Management with building security systems to
help with access cards, panels, cameras, key database, etc.
• Conducted RFP to select new timekeeping system and selected IntelliTime
to automate this process.
• Worked with East Bay Municipal Utility District (EBMUD) to acquire
customer billing information earlier to improve the process for Central San's
billing process for commercial customers.
Security
• Continued active participation in MS-ISAC security association. Receive
regular security alerts and notifications.
• Implemented expanded network monitoring tools through Solar Winds.
• Worked with CH2MHill on security study and new policies & procedures.
• Installed Cisco firewall patches to secure network equipment.
• Detected and blocked over 3,200 attacks on our internet with our Fireeye
Appliance.
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• Blocked over 9,000 malware attempts via web page searches with our
Barracuda web filter.
• Blocked over 2,500 viruses that attempted to enter the organization via
email.
• Responded to increased phishing attacks by providing training to staff and
implementing phishing simulated attacks to test our users and increase
awareness.
• Continued implementing security remediation plan including removing
Microsoft Server 2003 instances.
Regular Business
• Closed 2,242 help desk tickets with 98% of survey responses rating the
service level as 5 stars.
• Set up new desktop computers for 25 employees.
• Performed adds, moves and changes for telephone lines as staff were
added, moved or left the organization.
• Set up training facilities on a regular basis for various functions.
• Maintained the network with better than 99.9% uptime overall
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