HomeMy WebLinkAbout4.b. Review draft Position Paper to authorize the General Manager to execute a professional services agreement with SDI Presence, Inc. in an amount not to exceed $1,039,042 to develop a District-wide Information Technology (IT) Master Plan Page 1 of 47
Item 4.b.
Algi CENTRAL SAN BOARD OF DIRECTORS
POSITION PAPER
DRAFT
MEETING DATE: JULY 6, 2021
SUBJECT: REVIEW DRAFT POSITION PAPER TOAUTHORIZE THE GENERAL
MANAGER TO EXECUTE A PROFESSIONAL SERVICES AGREEMENT
WITH SDI PRESENCE, INC. I N AN AMOUNT NOT TO EXCEED $1,039,042
TO DEVELOP ADISTRICT-WIDE I NFORMATION TECHNOLOGY(IT)
MASTER PLAN
SUBMITTED BY: INITIATING DEPARTMENT:
JOHN HUIE, INFORMATION TECHNOLOGY ADMINISTRATION DEPARTMENT - IT
MANAGER
REVIEWED BY: PHILIP LEIBER, DIRECTOR OF FINANCE AND ADMINISTRATION
ISSUE
Board of Directors (Board) authorization is required for the General Manager to execute professional
services agreements in an amount greater than $200,000.
BACKGROUND
PREVIOUS IT MASTER PLAN AND PROGRESS
In January 2015, an IT Master Plan (Plan)was competed by NexLevel Information Technology, Inc. This
Plan was initiated due to a recognition that the Information Technology needs of the organization were not
being met. The IT Division at that time was not staffed adequately to provide even basic services to
support the organization. This resulted in unreliable infrastructure, significant security breaches, and the
inability of the IT to support strategic business goals.
This IT Master Plan assessed the IT Division for Best Practices compliance across six categories,
including: Administration, Infrastructure, Security, Service Delivery, Business Technology Applications,
and Technology Governance. The results of this assessment showed that each of these areas scored
significantly lower than acceptable ranges.
The resulting Plan included recommendations across a broad range of areas and is included as an
attachment to this Position Paper for reference. I n the time since this Plan was created, the bulk of the
tasks identified have been completed. The IT Division staffing and expertise have been increased and
improved, best practices have been adopted, infrastructure has been stabilized and improved, security
needs have been addressed and continue to be improved, and IT has become a resource and business
partner to help Central San implement business solutions.
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Implementation of this Plan has been successful and has resulted in more effective service delivery,
improved communications, reduction of technical silos within the organization, and an accelerated pace of
innovation across all administrative and operational business units.
A natural next step is to develop and implement a new updated strategic plan that will leverage the new
skills, infrastructure, and mindset of innovation to continue moving Central San into the future.
APPROACH
The new planning effort seeks to take a comprehensive look at technology regardless of where it resides
in the organization. In the past, operational technology such as SCADA systems, asset management
tools, and maintenance support tools were often looked at as entirely separate functions with their own
support needs. However, as technology proliferates, there is recognition that a more unified way to
manage systems need to be considered. The desire to create Business Intelligence (BI) reporting,
dashboarding and analytics capabilities will require that systems continue to become more integrated.
While this will enable new levels of optimization and service to the organization, it will also increase
complexity as these tools will need to interoperate in ways not previously anticipated. Software and
networking standards must become more uniform across different technology areas. Failing to address
these changing environments and to provide regimented change-management practices will increase risks
of system failures while also making them more expensive and difficult to maintain and support, and
potentially may increase security risks as well.
Organizations can no longer look at these systems separately and need to consider security implications,
long-term support and maintenance of the infrastructure, cross training, and standardization across our
systems to ensure that they interoperate properly and that we have the staffing expertise to continue
securing and supporting them. In addition, there is pent-up demand in the operational technology business
units to implement technology while recognizing that Central San has limited internal resources available to
successfully implement these numerous projects.
To plan for these needs, staff developed an RFP to bring in a consulting firm that will provide engineering
and maintenance expertise in addition to the traditional strategic planning knowledge. As a further step
forward, staff included optional tasks in the RFP for additional consulting services to complete certain
projects. This will give Central San a jump-start on implementing some of these improvements. By
bringing in advanced technical and Engineering consulting skills, staff expects to not only begin planning
for improvements but to rapidly jump into implementation of key systems that will provide immediate value
to Central San.
Upon evaluation of RFP proposals, Central San staff have tentatively selected SDI Presence, Inc.(SDI)
to provide the consulting services for this Technology Master Planning effort. SDI has acquired NexLevel,
who provided consulting services on our previous IT Master Plan effort. For this effort, SDI has teamed
up with Brown & Caldwell Engineering firm to meet the needs for this project with SDI as the primary
consultant.
This planning effort will involve direct interviews with staff as well as surveys across every major business
unit at Central San to ensure that a broad view of all needs is assessed. All aspects of technology delivery
will be looked at including the same categories of best practices that were assessed during the previous
planning exercises. This will enable Central San to measure progress and to look for opportunities for
continued improvement in each of those areas. A series of workshops will be conducted in each of the key
areas covered by this plan that will include staff from the various relevant workgroups.
Current and future project information will be gathered and then used in a series of visioning exercises to
determine prioritization of projects and to determine what order to complete them, taking into consideration
the resources and costs required for implementation and to ensure that foundational technology is
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implemented first and that adequate resources will be available to help ensure successful outcomes.
The effort will include specific "Smart Utility" workshops with key Central San staff to identify and develop
a strategy that will guide the implementation of Central San's Smart Initiative. These workshops will be
done in the context of the Effective Utility Management Strategy, market trends, and the exploration of the
digital twin concept.
A number of technology roadmaps will be developed within the overall Technology Master Plan, including:
• Information Technology Roadmap
• Information Security Roadmap
• Enterprise Asset Management (EAM) Roadmap
• Operational Technology/ SCADA Roadmap
• GIS Roadmap
• Plant Technology/ Business Intelligence Roadmap
• Document Management Roadmap (as part of Asset Handover task)
These roadmaps will include, for each project, a short summary description, anticipated benefits,
estimated value, expected organizational risk, rough order of cost, staffing and resource requirements
necessary to implement, an interdependency analysis between the roadmap and technical improvements,
and a high-level schedule for implementation over the planning period.
In addition to the core Technology Master Planning effort (Task Order#1), this project includes the
following project implementation task orders. The intention is to complete all tasks. However, they are each
optional and Central San could alter the plans depending on what is determined during the discovery
process in Task#1.
Task Order#2: Asset Handover/Document Management Roadmaps
The Treatment Plant Asset Handover process is a complicated series of steps, requiring coordination
among multiple Central San Divisions to ensure the continuity of Operations and Maintenance (O&M) of
new assets delivered as Capital Projects in the Treatment Plant. Often, documentation and information are
in silos, and information may not be readily available to O&M staff. This information includes details of
assets to be updated in the CMMS's asset registry, O&M manuals, as-built drawings, training manuals,
spare part lists, affidavits and warranty certificates, acceptance test forms, and hazardous energy control
procedures.
This task's goal is to discuss and document the requirements for the process to capture and update
assets to be disposed, replaced, or acquired through an automated process and to hand over asset
information to the appropriate information systems and documents to a centralized document management
system. This analysis will include an evaluation of the suitability for Central San's current IT applications for
meeting these requirements with a particular focus on the document management systems.
Because the needs of the Asset Handover process involve usage of document management systems,
this task will also assess the needs and document the requirements of all departments' document
management related processes to ensure that the Central San systems covers every department's needs
in addition to those of the asset management project. Other departments have their own document
storage needs and this activity will inventory and prioritize paper documents across the District that need to
be scanned and indexed as part of the departmental business processes. There will also be an inventory
of where major document types are currently stored, including information stored electronically in various
locations such as shared network drives, SharePoint, OneDrive (or other cloud-based document
management services), email folders, or local computer hard drives, along with documenting where
workflow tools might be useful in managing these various files.
This task will include developing final asset handover requirement document, developing the framework
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and workflows, completing the document management software evaluation, and finalizing the asset
handover and document management software roadmaps in preparation for Task Order#3 below.
Task Order#3: Asset Handover/ Document Management Software Implementation
The purpose of this task is to implement the projects as defined in the previous task. This will include
implementation assistance on configuring our existing Document Management systems to support Asset
Handover processes or, if necessary, assistance in selecting and implementing new Document
Management software to support this effort. The level of effort on this task will be subject to revision upon
completion of the analysis phase as the requirements are further developed and understood.
Task Order#4: Asset Health Planning and CAD/BIM Support
Central San's Treatment Plant Maintenance Division has various asset condition monitoring sensors for
asset reliability and optimization such as vibration, thermography, ultrasound, windings temperature, flow,
laser alignment, and motion amplification. These sensors monitor and measure the health of assets based
on condition-based maintenance or continuous monitoring, age, visual inspections, and various testing
procedures. The objective of using these sensors coupled with analytics tools is to perform an analysis of
the assets and determine when a failure may occur, when to perform maintenance, reduce overall cost of
maintenance, and improve reliability.
This task shall focus on evaluating best practices, industry standards, and technologies for reporting asset
health. Performance measures will be defined and documented. Current O&M business processes may
need to be updated to support the asset health initiative. Coordination between the smart utility strategy,
plant technology development efforts, and the Plan shall provide the roadmap for this task. Tools will be
evaluated for asset health reporting and upon selection of a software solution, an asset health dashboard
will be developed.
The goal of this task is to define actionable insights using dashboards or other solutions that includes
asset health scores to provide asset health status, and track, update, and analyze assets for risk such as
consequences of failure, likelihood of failure, business risk exposure, and remaining useful life. The
dashboard may include integration of data from existing (and new) systems such as CMMS, CityWorks,
SCADA or GIS identified during the EAM roadmap development in the IT Master Planning tasks of this
project. The implementation of the asset tool will be covered by a future work task.
I n addition, this task will include working with the Central San team, including the project-specific CAD/131 M
Consultant, to advise on data storage, access, and integration with existing enterprise systems. Review
the requirements for the 3D CAD/Bl M standards and identify the data flow needs to align into the Central
San technology platforms.
The cost breakdown for the Technology Master Plan and additional Task orders is as follows:
Task Order#1: Technology Master Plan $425,580
Task Order#2: Asset Handover& Document Management $175,790
Assessment
Task Order#3:Asset Handover& Document Management $413,362
1 mplementation
Task Order#4: Asset Health Planning & CAD/BIM Support $24,310
Grand Total: $1,039,042
Timeline:
It is anticipated that Task#1 of this project will be completed within 7 months of project initiation. The level-
of-effort and timeline on the additional tasks will be determined during Task#1 based on information
learned during the discovery process.
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ALT ERNAT IVES/CONSIDERAT IONS
1. The Board may elect to reduce the scope by eliminating any of the Task Orders #2 through #4.
However, this is not recommended as it would reduce the ability of Central San to quickly begin
implementation of items that have already been identified as priority projects.
2. The Board may elect to postpone the Technology Master Planning effort until a future year. This
alternative would delay our ability to effectively move forward on improvements in a planned and
integrated manner, potentially risking inefficient use of resources if projects do proceed in an
uncoordinated manner, or if projects are delayed, delaying opportunities to improve business
processes, gain efficiencies and may add security risks.
FINANCIAL IMPACTS
Based on the adoption of the regulatory accounting policy (BP 046), this project, which may have
otherwise been classified as O&M, is now to be funded from the Sewer Construction budget. The
adopted budget for FY 2021-22 anticipated a cost of $1,137,700 for this work, to be funded from District
Project 8240 (1 T Development)from budgeted funds in that project for FY 2021-22 ($750,000),
carryforward funds from FY 2020-21, and potentially from funds budgeted in FY 2022-23 if latter tasks
from this contract extend into that fiscal year.
COMMITTEE RECOMMENDATION
The Administration Committee reviewed this item at the July 6, 2021 meeting and
recommended
RECOMMENDED BOARD ACTION
Authorize the General Manager to execute a professional services agreement with SDI Presence, Inc. in
an amount not to exceed $1,039,042 to develop a District-wide Information Technology(IT) Master Plan.
Strategic Plan Tie-In
GOAL FIVE:Infrastructure Reliability
Strategy 1—Manage assets optimally to prolong their useful life
GOAL SIX. Innovation and Optimization
Strategy 1—Implement the Central San Smart Initiative, Strategy 2— Improve and modernize operations through
technology and efficiency measures
ATTACHMENTS:
1. 2015 IT Master Plan
2. IT Master Plan Presentation
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Central Contra Costa
Sanitary District
Information Technology
- Master Plan
Prepared by
Information Technology, Inc.
January 29, 2015
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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
Table of Contents 4.5 Prioritization Workshop.........................................................20
4.6 Roadmap................................................................................20
1. Introduction.....................................................................................1 5. Conclusion......................................................................................27
1.1 Background Information..........................................................1 6. Appendices.....................................................................................28
1.2 Scope and Objectives...............................................................1 Appendix 1: Project Descriptions......................................................29
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
Technology,NeAevel Information
3.4 ITD Interviews..........................................................................7
assisted the Central Contra Costa
District in the
3.5 Best Practices Assessment.......................................................8 Sanitarydevelopment
this IT Master Plan.
3.7 Gap Analysis...........................................................................10
The Plan provides a roadmap to help
3.8 Assessment Recommendations.............................................12
the District ensure that information
3.9 ITD Staffing Study..................................................................13 technology effectively supports
4. Information Technology Roadma 16 current and future business needs.
4.1 Introduction...........................................................................16
4.2 Resource Requirements ........................................................16
4.3 Project List.............................................................................17
4.4 Technology Trends and IT Strategies.....................................17
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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
1. Introduction CCCSD's Information Technology Department
CCCSD has a hybrid model for the management of information
1.1 Background Information technology. Some components of the IT infrastructure (servers,
storages devices, network, etc.) are under the control of the
The Central Contra Costa Sanitary District Information Technology Division (ITD). This Division is composed of an
The Central Contra Costa Sanitary District (CCCSD) is a special district IT Administrator, five permanent staff members, and a student worker.
responsible for the collection and treatment of wastewater in a 146 CCCSD's primary administrative application is a first-generation
Enterprise Planning and Resource Management (ERP) system that was
square mile area of central Contra Costa County.The main b prior to 1993. The ERP system was originally developed
implemented d now supported headquarters and treatment plant are located at 5019 Imhoff Place in
Martinez. Collection system operations are headquartered at 1250 y He but by SunGard, and nearing the end of its
Springbrook Road in Walnut Creek. life-cycle from both functional and technical perspectives. CCCSD also
makes use of a number of ad-hoc database applications for various
Established in 1946, CCCSD collects and treats the wastewater of purposes including capital projects and collections.
471,000 residents and more than 5,000 businesses in 11 cities in central
Contra Costa County. Components of the IT infrastructure and applications are under the
CCCSD's Mission is To protect public health and the environment by:
control of groups other than ITD including the Capital Projects Division
in Engineering that is responsible for the support of GIS (Graphic
• Collecting and treating wastewater Information System) and the Plant Operations Division in the
• Embracing a policy of sustainability for the responsible use of Operations Department that supports process control systems
existing resources including SCADA.
• Promoting environmental stewardship."
Its Vision is "To be a high performance organization that provides 1.2 Scope and Objectives
exceptional customer service and full regulatory compliance at Many public agencies struggle to keep up with technology trends,
responsible rates. public expectations, and the needs of user departments. The
Its Values are: "To achieve success by valuing:" technology needs and reliance often exceeds the support capabilities of
the IT organization's resources. As shown in Figure 1,the primary
• Each other objective of the Technology Plan is to provide a 3 to 5 year roadmap
• Ethics and integrity that aligns CCCSD's technology resources with department priorities to
• A healthy and safe environment minimize and manage the gap between current technology capabilities
• Community relationships and future technology needs.
• The meeting of commitments
• Transparency in all we do.
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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
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Figure 1—Technology Gap(Source: NexLevel) I I I
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The IT Master Plan was developed in an enterprise-wide effort involving
more than 48 staff. The planning approach focused on identifying the I Entorprho I
current and future department technology challenges and needs. I I Reommend"=!s I
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The information gathered during the planning process, along with
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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 — --------I ------------
best practices and industry standards.
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The planning process strived to identify the specific "business drivers" j I
for each proposed technology project that were instrumental in I I j
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establishing prioritization and ultimately the scheduling of projects j I
within the plan.
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The overall methodology for the project is depicted in Figure 2, IT _I _ _ I
Strategic Planning Methodology. Figure 2—IT Strategic Planning Methodology(Source: NexLevel)
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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
1.3 Plan Organization and Contents
Figure 2, IT Strategic Planning Methodology, depicts the methodology This document is organized as follows:
used by NexLevel to facilitate the completion of this IT Master Plan.
The methodology for the project consisted of three phases: Section 1—Introduction (this section), provides information on
the scope and objectives of the IT Master Planning effort,the
Listen: NexLevel worked with CCCSD to obtain information methodology used in the development of the plan, and the
regarding its technology processes, challenges, and issues through organization and contents of the plan
a survey of the user community, interviews with key user Section 2—Current Environment, provides information
stakeholders, and interviews with IT staff. The key deliverable from regarding the strengths and weaknesses of the present
this phase was the Information Technology User Satisfaction Survey technology environment
Report which provided information regarding user satisfaction with
the services provided by the CCCSD's technology organizations. Section 3—Assessment, provides a high-level summary of the IT
Assessment Report delivered to CCCSD in May, 2014
Plan: NexLevel assessed and evaluated the information developed Section 4—Information Technology Roadmap, provides the
in the course of the survey and interviews to perform an project information which form the foundation of IT Master
independent and objective assessment of how closely CCCSD's IT Plan
practices conform to a set of best practices. The best practices
assessment was reviewed with CCCSD management, revised as Section 5—Conclusion, provides a wrap-up and a look at
needed, and resulted in the identification of specific CCCSD's long-term management of technology
recommendations relating to a range of findings regarding Section 6—Appendices, contains a detail list of the projects
technology governance, business applications, technology service identified for inclusion in the IT Master Plan.
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 CCCSD'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 CCCSD'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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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
ITD's inhibitors (weaknesses) made it difficult for it to effectively
2. Current Environment respond to these challenges. In particular, NexLevel recommended
Figure 3, SWOT(Strengths,Weaknesses, Opportunities, and Threats) that ITD set clear goals and rules of engagement for staff members,
Analysis, below, provides a summary view of CCCSD's present ensure that staff members have the training and tool sets required to
information technology environment. In this model,the technology perform their jobs, and improve communication and collaboration
strengths and weaknesses represent service delivery enablers and within the Division.
inhibitors while the opportunities and threats facing CCCSD as a whole
in the use of information technology are shown in the lower portion of Strengths:
ITD's strengths included staff members who are familiar with CCCSD's
the chart.
current business processes and who are technically capable. The
Enablers Inhibitors
technology infrastructure was found to be relatively up to date, and
while this was considered to be a strength at one point, it has not
IT staff is familiar with district Staff members are not fully trained to
environment and business processes handle current responsibilities proven to be sufficiently reliable and is no longer considered to be a
v Functional responsibilities within ITD strength from a planning perspective.
are not well defined
IT Infrastructure is not reliable and
must be renovated Weaknesses:
Organization structure inhibits focus ITD's weaknesses included the failure to ensure that all staff members
on customer support
v Inconsistent application of best were fully trained and able to back up each other, and the failure to
practices properly delineate functional responsibilities within ITD and to allocate
Opportunities assignments to staff in a balanced manner. Specific concerns identified
Y Senior management is committed to Ad-hoc approach to IT governance in the course of the assessment included:
the use of technology as an enabler in y Incomplete strategic vision regarding
the attainment of strategic business the use of IT ITD's mission and organization were focused primarily on
objectives dated application portfolio(esp. HTE) infrastructure. As a result the Division was more technology
The District has the financial resources Inconsistent adoption of enterprise
to support expanded use of IT applications oriented than customer-oriented, was not staffed to provide
y Components of IT infrastructure under guidance on technology policy and opportunities, and, apart
the control of user departments
r Cybersecurity from HTE/Sungard, not supporting application systems
The absence of an effective dialog between ITD and the user
Figure 3—SWOT Analysis community including a lack of transparency regarding the
status of projects and user requests for help
NexLevel's overall assessment was that while ITD had considerable
assets, it was also facing considerable challenges in tranforming from Additionally, as noted above, CCCSD's IT infrastructure has not
an IT infrastructure support organization to a more capable proven to be sufficiently reliable and this has resulted in
organization that can support CCCSD's needs to use IT as a strategic multiple service outages.
enabler and to manage the organization's application porfolio.
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Opportunities:
From an organization-wide perspective, it was noted that CCCSD 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 IT directions with its overall strategic direction or
how to best leverage IT resources to improve operations.
Threats:
The primary threats facing CCCSD included an ad-hoc/inconsistent
approach to IT governance and a dated application portfolio (primarily
the HTE/Sungard application 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
organization 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.
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3 Assessment Become anchored in the culture of the organization (what has
been called the "new normal.")
3.1 Introduction The findings developed in the course of the IT assessment included:
The findings and recommendations provided in the IT Assessment
Report provided an identification of activities that have high value and 1 - The organizational structure and responsibilities of ITD should
that can be accomplished,for the most part,with existing technology be modified to make it more effective;
resources. By necessity,the finding and recommendations are highly 2 - CCCSD should implement a formal process for the governance
pragmatic and conditioned by real-world considerations: NexLevel of information technology;
understands that is much easier to prescribe change than to implement
it, and that no public or private sector organization has sufficient 3 - CCCSD's business application software suite should be updated;
resources to safeguard against all possible risks. Consequently, 4- ITD should adopt best practices for service delivery to the
NexLevel's approach is to help our clients maximize the use of organization's user community;
resources to feasibly reduce the most common and probable risks faced S - ITD should adopt best practices for vendor management and
by IT organizations.
project management; and
At the very center, NexLevel believes that communication with all 6- ITD should work with CCCSD management and the user
internal and external stakeholders is central to the effective delivery of community to define requirements for business continuity and
technology services. All other factors being equal, IT organizations that disaster recovery.
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
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As depicted in Figure 4, Components of IT Assessment, NexLevel interoperability; this could be a source of concern. User
developed an evaluation of CCCSD's present use of information comments in the survey were largely directed towards the
technology through an online survey of all users, interviews with key SunGard HTE application and this dissatisfaction is likely the
users, interviews with ITD managers and staff, and a best practices cause of the low rating
assessment in which CCCSD's IT practices were compared to a set of Users expressed dissatisfaction with the amount of training
best practices. Each of these is briefly described below.
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
ITD 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
Users expressed concern relative to the speed and reliability of
the communications network and this suggests that ITD 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 in the user community including Engineering,
Operations, Office of the Secretary of the District, Communication
Figure 4—Components of IT Assessment Services, Safety& Risk Management, Human Resources, Purchasing,
Finance, and the General Manager. General themes and key issues
3.2 "Voice of the User" Survey identified for the user community identified in the course of the
The survey results support some observations regarding CCCSD's use of
interviews included the difficulties being experienced organization-wide
information technology: due to the lack of functionality in CCCSD's aging application portfolio
and frustration regarding the lack of support from ITD.
The survey indicates that the majority of the users are not
satisfied with the applications they use (just over 45%indicated 3.4 ITD Interviews
that they were satisfied with the applications they use) and just
over one-third of the respondents indicated that they were Individual interviews were conducted with ITD staff. General themes
satisfied with the interoperability of the systems they use. and key issues identified in these interviews include that ITD's staff was
generally highly-motivated and capable but frustrated regarding the
Although NexLevel does not have a peer average for application
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allocation of work across the unit, with some staff members being current and accurate documentation on all technology
highly over-tasked while others were not being utilized as fully as they activities.
could be. ITD did not have a cross-training plan or sufficient
documentation to ensure that support responsibilities (particularly for Figure 5, Map of ITD's Compliance with Best Practices, provides a
HTE/SunGard and the data network) could be provided in the absence graphic representation of the results of the best practices assessment.
of key staff members. We have segmented the hexagon into two halves.
3.5 Best Practices Assessment Service Delivery
NexLevel looks at the compliance of information technology services °k,
with best practices in terms of six dimensions: '" '' '%
12
Technology Governance: Practices related to the leadership , G
and reporting structure of ITD, degree of management rr. �
overview, and the consistent tracking of the delivery of 13
r 1
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 , y
establishment of service level agreements (SLAB) and tracking
of conformance with them. c ' •.�� a
Y 4•
Business Technology Applications: Practices related to the
management and support of the application information o
orlginal Assessmerx InfrdStru eture
systems supporting business operations.
Infrastructure: Practices related to acquisition, utilization, and Pct.
il� '°eCOMP Mapur�tylevelh
maintenance of the technology equipment, operating systems, 1"
support software, and communications network services that 90
are used. s4
70 Ipr cdff
Return an
Security: Practices related to the effective use of policies and �° Imastmem
s° 1laai)
standards, user conduct, software tools (filtering, monitoring, d° FRt"
etc.), and audits to validate that material and software current5tate 30
resources are used only for their intended purposes. 2°
Administration: Practices related to the management of
technology in terms of budgets, maintenance agreements, Figure 5—CCCSD's Compliance with Best Practices(Source: NexLevel)
software licenses, and the development and maintenance of
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The upper half of the hexagon is composed of the best practice to plot a picture of CCCSD's overall conformance. Highly compliant
categories that involve multiple participants other than ITD; while the organizations would have a plot that is entirely within the area outlined
lower half of the hexagon is composed of the best practice categories by the heavy green line. CCCSD has two of the six points within the
where ITD is the principal party involved. The outer most(red) ring desired range. NexLevel's assessment or each dimension is discussed
represents the Frontier level of organizational maturity(the lowest below:
level of conformity with best practices) and the core of the diagram Business TechnologyApplications: CCCSD's business
represents the Service and Value levels (the highest degree of pP
technology applications were seen as being minimally effective.
conformity with best practices). In between these two rings, the
Many of the key applications, including HTE, are dated and do
diagram has two further rings: not provide the level of functionality and agility required to
The orange ring represents the "Reactive" stage of the maturity meet the organization's current business requirements let
model, i.e., organizations that are in compliance with 20%to alone future needs.
50% of the IT best practices. Service Delivery: ITD is generally doing an effective job in
The light beige ring represents the "Proactive" level of the supporting CCCSD's infrastructure; however, customer support
maturity model, i.e., organizations that are in compliance with has proven to be more of a challenge. A common theme in the
50%to 80%of the IT best practices. user interviews was that ITD was not responsive to the needs of
end-users. Part of this stems from user frustration that is
Conformance with best practices is an important consideration for most related to the age of CCCSD's applications,their limited
organizations since organizations with higher conformance are better functionality, and user reluctance to change business processes
able to deliver information technology services and realize a higher to make better use of technology; but it is also related to the
return on their investment in information technology through increased organization of the ITD and the need to further adopt best
staff productivity and effectiveness. Organizations with lower-levels of practices, particularly with regard to customer support. The
best practice conformance may actually invest more in information recent implementation of the Kace Help Desk management and
technology(i.e., a higher total cost of ownership), be less able to deliver reporting system will be an important step forward that should
effective IT services, and thus have a lower return on their investment. improve service delivery levels; however,significant
improvement will not result unless ITD becomes more
NexLevel has found that most organizations fall into either the reactive proactive in assisting the user community in effectively using
stage or the proactive stage (although some have aspects of their IT existing and new technologies, and finding interim solutions
environment in one stage and other aspects in another stage).The that make it easier for users to do their work while CCCSD
difference between reactive and proactive is largely that proactive renovates its application environment.
organizations are better able to harness IT to improve internal Technology Governance: CCCSD has not established formal
processes while reactive organizations are more engaged in just processes for the governance of technology and this has
keeping existing technologies working rather than replacing them. resulted in the implementation of a highly heterogeneous
For each dimension, NexLevel has plotted our assessment of CCCSD's application environment that increases its total cost of
compliance with best practices (the gray dots) and connected the dots 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 particularly with regard to document management and
planning. retention.
Security: Although security was initially evaluated as being Administration: Has been evaluated as being marginally within
within the target state,the separate vulnerability assessment the range of compliance with best practices that is typical for
conducted for CCCSD identified significant security concerns as an organization at the reactive level of the maturity model.
well as deficiencies in the procedures used to backup data. ITD This assessment is primarily based on the absence of formal
is presently working to remediate these findings; however, policies and documentation regarding items such as Contract
cybersecurity will require continuing attention from all CCCSD and Vendor Management,Software License Management,
staff as threats continue to evolve, including the development Asset (Inventory) Management and Tracking,Technical
of a cybersecurity plan that is conformant with the Documentation, and Policies and Procedures.
cybersecurity framework developed by the National Institute of
Standards and Technology(NIST)for the protection of critical 3.7 Gap Analysis
infrastructure. The best practices assessment provides a benchmark of how well
This is critical since technology trends are leading to greater use CCCSD's present IT practices conform to best practices. The Gap
of mobile computing (including employees using their own Analysis, depicted below in Figure 6, provides an assessment of the gap
devices to access enterprise information,which is known as between CCCSD's present conformance with best practices and a target
BYOD—Bring Your Own Device). CCCSD's cybersecurity level of conformance recommended by NexLevel.
exposure will increase as field staff uses mobile devices to
access materials management and GIS information, and all (A) IB>
Best Target
employees make greater use of mobile computing. Practices Maturity
Assessment State
Infrastructure: Similarly, the technology infrastructure
(physical facilities, servers, storage devices, network, etc.) was Maturity Level: Proactive
also originally evaluated as being within the target range; %of Best Practices 0 10 20 30 as So 60 70 an so 100
however, recent events have demonstrated that the IT Conformance:
infrastructure is not sufficiently robust and reliable to support
Gap Between Current and Target States:
administration, engineering, and operations. As a result,the
infrastructure assessment was revised to reflect a much lower Figure 6—Gap Analysis
degree of conformance with best practices. ITD is now
working to remediate these concerns; however, CCCSD will NexLevel has plotted two points along this baseline:
need to adopt a continuing program to progressively improve Best Practices Assessment: This benchmark is a composite
the technology infrastructure in the headquarters building score based on the percentage of best practices for which ITD
(HOB) and the Walnut Creek facility to the point that it can either exceeds or meets the best practice standards
adequately support CCCSD. This will become increasingly Target Maturity State: This is a representative benchmark,
critical as CCCSD moves to automate manual procedures,
reflecting a reasonably attainable level of improvement in the
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maturity of ITD's processes over the timeframe of the ITMP. Increasing the number of permanent staff positions for ITD to
The proactive level is chiefly characterized by the establishment better enable it to support CCCSD's business needs including
of highly standardized (and thus repeatable) processes, the providing support beyond prime shift hours. CCCSD may also
setting of formal service levels, and the tracking of service need to obtain additional staff on a contract basis to bring in
delivery to ensure that those levels are met. In particular, key critical skills that may be needed and to supplement the
areas that division should focus on include customer support existing staff as enhancements to existing business technology
(Help Desk), cybersecurity, and infrastructure support. applications are implemented, and other business technology
applications are replaced
NexLevel believes that it is feasible for the CCCSD to close the gap
between the best practices assessment and the target maturity stare Adopting and implementing an approach for the management
within the timeline of the ITMP. of electronic content (including documents) and for the
enforcement of records retention policies. CCCSD will need to
Closing the Gap invest in an effort to modify business processes to take
CCCSD has a number of alternative approaches to closing the Gap, and advantage of productivity tools such as automated workflows
many of the short-term steps that it can take are budget neutral and in order to fully leverage its investment in document
include: management technology
Adopting a consistent and proactive approach to the Replacement of aging business technology applications
governance of information technology
including the Sungard financial system and the Accela CMMS,
among others.
Improving internal and external communication and
collaboration
Ensuring that all ITD 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 CCCSD's information technology
environment including:
Renovation of the IT infrastructure to provide a stable and
reliable base for the delivery of services and for the
deployment of new business technology applications
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sub-committees for high-priority projects (such as ERP).
3.8 Assessment Recommendations Formal charters and standing agendas should be created
The recommendations resulting from the assessment strike a balance for the Technology Governance Advisory Committee and
between remediating CCCSD's immediate information technology standing sub-committees.
needs and providing the foundation for the organization to reach the 3. CCCSD's business application software suite should be
target IT maturity state. The recommendations are as follows:
improved:
1. The organizational structure and responsibilities of the IT CCCSD should seek to maximize the use of existing
Division should be modified to make it more effective: technology, particularly the HTE application and LaserFiche,
All system administration responsibilities (and staff while taking the steps needed to prepare for the
members performing system administration functions) replacement of the key applications such as HTE,
should be centralized within the IT Division, including MainSaver, and Accela. These steps include the use of
individuals presently allocated or authorized to perform existing system functionality to eliminate as many of the
system administration tasks for GIS and SCADA. This will: ad-hoc Access databases as possible, implementing the
(a) ensure that all servers are consistently maintained and recommended structure for technology governance, and
backed-up and that adequate provisions for business reorganizing ITD, and the preparation of a Concept of
continuity and disaster recovery are in place, and (b) enable Operations (ConOps) document for the ERP project(please
user organizations to focus on their core business functions see below).
and supporting applications. CCCSD should prepare a list of business and technical
CCCSD should reconsider the relocation of the IT Division to requirements for the replacement of HTE, Accela, and
the HQ Annex; in particular,the IT Administrator should be MainSaver, preferably by a single enterprise solution that is
located at HOB. Locating the IT Division in an Annex that is designed to integrate with GIS and LaserFiche, conduct a
remote both from the users that IT supports as well as the procurement effort, and select/implement a new ERP
server room has the potential to marginalize the unit and solution.
ultimately decrease the level of service it provides to the 4. The IT Division should adopt best practices for service delivery
user community.
to the user community:
2. CCCSD should adopt processes for technology planning and ITD should create a framework(using SharePoint or a Wiki)
governance: to make technical documentation available to ITD staff and
CCCSD's General Manager should take ownership for the end-users. Each section should have a "Self Help" guide.
implementation of technology governance and work with ITD should plan to create and maintain technical
the management team to implement the recommended documents. Every project(such as the installation of new
governance structure including the establishment of a servers, storage units, etc.) should include a task to
Technology Governance Advisory Committee and standing
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document the results and to publish that information to the 6. ITD should work with CCCSD's management team and the user
knowledge base. community to define requirements for business continuity
ITD should work with CCCSD management to develop and and disaster recovery:
adopt a comprehensive change management process. ITD should meet with user departments to review, revise,
ITD should work with CCCSD management to expand on the and document their requirements for continuous
implementation of the Kace Help Desk system and develop automated support.
and adopt a plan for customer support that includes ITD should evaluate its ability to meet these requirements
greater transparency to the user community regarding the and identify any gap between its capabilities and the user's
achievement of customer service goals.
requirements.
5. ITD should adopt best practices for vendor management and ITD should work with CCCSD's management team to
project management: develop a plan to close the gap and to provide interim
ITD should adopt a set of standard vendor management services which could include outsourcing aspects of disaster
procedures that can be consistently applied and that are recovery services.
verifiable 3.9 ITD Staffing Study
ITD should develop and maintain a centralized vendor Subsequent to the completion of the Assessment Report, CCCSD
contact list. requested NexLevel to perform a more detailed staffing study in
ITD should review all software and hardware maintenance response to the concerns identified in the course of the assessment
agreements (whether funded through the IT budget or including:
departmental budgets)to ensure that the software is still Although CCCSD operates 240; ITD is neither staffed nor
needed,to identify opportunities to reduce costs by organized to effectively provide support beyond standard
combining individual maintenance contracts, and to working hours for a continuous period.
confirm that the terms and conditions of the contract meet
CCCSD's requirements for service delivery. A lack of effective communications and sharing of information
among organizational units within ITD as well as with CCCSD's
ITD personnel tasked with project management management team regarding technology trends, projects,
responsibilities should complete the training programs and priorities, status, issues, and activities.
obtain certification as Project Management Professionals
(PMP). The leadership of ITD is not as effective as it could be and ITD
staff members do not have sufficient experience in project
planning and management.
The span-of-control within ITD is too broad. There are not
enough supervisors for day-to-day operations.The IT
Administrator is the single management voice for the Division
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while, at the same time, also responsible for managing the on the needs of the organization. These jobs would include
implementation of new systems, budgeting, and vendor contemporary job titles and information to provide clarity,
management. uniformity and career path vision to help guide ITD personnel in
Gaps in IT skill sets and a lack of depth in other skills sets result making proper career decisions. Phase 2 staffing should be
in CCCSD incurring costs for external support services and considered by CCCSD once the roadmap, priorities, structure,
and timing for the ERP replacement project have been finalized,
minimize the support available for deployed technologies. since the IT staffing requirements will be impacted should
The lack of centralized IT related skills creates inefficiencies in CCCSD decide to procure a "Cloud-based" ERP system.
supporting CCCSD's user community.
In order to resolve these issues, NexLevel recommends that CCCSD re- DiFE!C°r°f
Administration
organize ITD to place an emphasis on business functions and customer David Heath
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 IT Manager}Dirertor
provides opportunities for professional growth,job enrichment, and Tea
position cross-training.
NexLevel recommends that this be accomplished in phases as follows: CustomerSerwlce Prol"tManager} IntranructureSerwlces
Phase 1—RemedlatlOn: Superwls� Buslnm Analyst Superwlso�
Ten Ten Ten
The first phase is intended to remediate gap between the
CCCSD's immediate information technology support
requirements and the capabilities of ITD. This phase will be Help Desk Nr[Men rk,Trlrrnmrn
g,
basically revenue neutral. This is achieved by transitioning Technical Support securityAnalyst
Ten
temporary works to permanent status and hiring one additional 76D
FTE. This will help reorganize and redistribute existing positions Help Desk Enterpd5e
to allow for improved internal collaboration and Technical Support Appllcatlom
communication to improve the delivery of technology services. Analyst Tan7gp
Figure 7, Proposed ITD Phase 1 Organization, depicts the AssetManagemem
Syvxrm
recommended ITD staffing and structure. Documentation
Tralning Adminlstratar
TeD
Phase 2—Restructuring: 7ge
Phase 2 would be gradually implemented over time as projects,
growth of CCCSD's IT needs and other developments warrant ease
g � p Adminlstratar
additional support and a more granular focus in the Division. Ten
Phase 2 would also create new job titles and descriptions based Figure 7—Proposed ITD Phase 1 Organization
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Table 1, below, provides a summary of the recommended staffing for Position FTEs Responsibilities
ITD including the number of FTEs and the responsibilities for each unit. management
Server operation and application support
Table 1—Proposed ITD Organization and Staffing Communication device management(radio,
phones,smart devices)
Inventory(Phones,PDAs,Radios,desktops,
IT Manager/Director 1 Strategic planning laptops,and printers)
Technology selection/procurement—divisional Web-This specialized position provides
outreach District-wide support of CCCSD's public web
Technology Steering Committee(ex officio site and internal Intranet.
member)
Policy monitoring I 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
Server room and communication closet
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4 Information Technology Roadmap The project list which is based on CCCSD's current projects, as
well as its technology needs and priorities, operational needs
4.1 Introduction and priorities, and the recommendations resulting from the
assessment.
Enabling IT strategies.
Public Expectations
The IT Project Roadmap was developed in an open and collaborative
--------- -----
manner with CCCSD's stakeholders and identifies:
Project List Enterprise tasks and activities: High-priority IT initiatives that
i
''" • benefit the operation of CCCSD as a whole.
Needsand
Needsand ' Departmental tasks and activities: High-priority IT initiatives
Priorities Ion$ are specific to the needs of individual departments.
-------------
__.
ITD tasks and activities: Initiatives that should be undertaken
.-F"P1,7ing a Prioritization by ITD since they provide the foundation for the delivery of the
OE* Workshop ;(FJO services required to realize the enterprise and departmental
tasks and activities.
Each component of the planning and prioritization process is discussed
IT Strategic below.
Plan
4.2 Resource Requirements
i- Enterprise Tasks&Activities Although staff resources most commonly come to mind (and indeed,
r Departmental Tasks&Activities staff resource availability is often a critical limiting component in
rr ITTasks&Activities planning technology projects), funding, particularly the ability to
provide stable funding for information technology over the course of
Figure 8—Planning and Prioritization Workshop the IT Master Plan, is similarly critical, as is accounting for"standstill"
costs. Standstill costs are those costs related to the support and
As depicted in Figure 8, Planning and Prioritization Workshop,the maintenance (and even the enhancement, when mandated or
development of the roadmap that is the core of the IT Master Plan is otherwise necessary) of existing information systems and their
dependent on a number of factors including: supporting technologies even as CCCSD is expending resources to
Available resources (time,financial resources, staff resources, implement their replacements.
etc.).
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There are a number of additional benefits that accrue from this
4.3 Project List approach including:
The project list was developed in consultation with CCCSD's It promotes greater user involvement in technology
management team and reflects: planning and sustainability of the planning process than for
CCCSD's operational needs and priorities, based on interviews stand-alone technology governance processes
with key user stakeholders and current and planned It promotes user ownership and sponsorship for technology
information technology projects for user departments projects as an integral component of operations
♦ CCCSD's technical needs and priorities It provides an opportunity for CCCSD to pursue a strategy
♦ The recommendations developed in the course of the IT Master of continuous improvement in the overall delivery of
Plan project. services by promoting a customer-centric focus.
The project list for CCCSD is provided as Appendix 1. :D Resource Management:
The governance of the enterprise use of technology has multiple
4.4 Technology Trends and IT Strategies levels. At the simplest level, governance is generally concerned
with promoting the coordination of information technology
The IT Master Plan projects are guided by a series of industry trends priorities, directions, and objectives across the organization to
and enabling IT strategies that provided guidance and direction in the prevent siloed projects that are undertaken without full
development of this plan and should continue to do so for subsequent consideration of organization-wide processes or existing
updates. They should be at the forefront throughout the planning investments. At more complex levels, governance becomes
process and can enable CCCSD to deliver IT services more effectively, concerned with the long-term allocation of ITD and departmental
including getting more value (i.e., quality and productivity)from resources (budget, staff resources, and technology resources)to
existing staff resources and external service providers. They include: obtain higher returns on the organization's investment in
technology(ROI) and in ensuring that the organization has a
:D Integration of Operational and Technology Planning: sustainable funding model for information technology.
Planning documents often speak to the need to align technology
plans and directions with business or operational needs and One of the paradigm shifts related to the adoption of higher levels
priorities—generally this implies atwo-step process in which of governance is related to viewing technology costs in terms of
operational plans are developed and then technology plans are programs(i.e., looking at all costs related to the use of a technology
crafted to support them. NexLevel believes that this process is not including initial capital/acquisition costs, support costs,
as effective as it could be since the transformative impact of enhancement costs and replacement costs) over its lifespan rather
technology should be considered in the course of developing than in terms of individual projects. The development and
business plans, not afterwards. Industry best practices and maintenance of program costs for technology is a key component in
research confirm that organizations that integrate business and the development of sustainable funding plans.
technology planning in a common framework achieve better results
than those that do not.
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:D Financial System Replacement (ERP): Inc., Harris Computer Corporation (solutions include GEMS,
ERP software is typically provided as commercial-off-the-shelf Innoprise, Cayenta, and Select), New World Systems Logo.NET,
(COTS) software. The market for ERP solutions and their cost and Springbrook, SunGard OneSolution, and Tyler Technologies
complexity have changed considerably since CCCSD implemented (solutions include MUNIS, Incode, and EDEN).
its present financial system. Specific trends that impact the
replacement of the SunGard system include: Electronic Document and Content Management:
Electronic Document (and Content) Management Systems(EDMS)
The development of ERP suites specifically intended for are key enabling technologies that make workers more effective by
government agencies. reducing their need to perform non-value added tasks and
The shift from customization of the ERP system (where the minimizing their dependence on paper documents. While CCCSD
software is changed to meet user requirements) to can make use of the LaserFiche product as an interim means to
configuration (where the system is tailored to better reduce the number of siloed document repositories and enforce
support user requirements). Configuration significantly document retention policies, its long-term needs to effectively
reduces an organization's long-term cost of ownership and store, manage, and route all forms of electronic content will
risk but also means that organizations must be better mandate the development of an EDMS roadmap and the
prepared to modify business processes as needed rather implementation of EDMS capabilities.
than modifying the system.
User-Centric Service Delivery:
Similarly,where organizations once brought together Similarly, ITD needs to look at service delivery from auser/
separate ERP components and integrated them (an customer-centric perspective rather than b silos. User-centric
approach known as "best in breed"), the cost and risk to p p y
organizations are based on cross-functional teams that include a
initially develop and then maintain the integration between variety of team members with different skill sets working together
the separate components has led organizations to consider to deliver services. These teams are generally led by"Customer
using apre-integrated suite from a single source event at Service Team Leaders" and supported by a Customer Service
the expense not obtaining the best possible solution for Manager and senior IT managers who allocate IT staff members to
any single business function. the cross-functional teams.
The integration of productivity features into the ERP Customer-service teams are sized based on the projects assigned
software suite including automated workflow and thus can vary significantly over time. These teams would be
management. complemented by specific service-delivery disciplines or"towers"
"Tier 2" ERP products account for the majority of ERP
such as infrastructure, applications, database administration,
security, etc.
implementations.The solutions are generally focused on the
business requirements of the "mid-market," i.e., a wide range of In this service model, a well-trained "Help Desk" is able to resolve
organizations with annual revenues ranging from $50 million to less most user problems/service requests and quickly triage out and
than $1 billion. Firms providing solutions to California escalate those requests that need additional information. Much
municipalities and districts of similar size to CCCSD include Caselle like a Public Safety dispatch model, these requests are quickly
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evaluated, prioritized, and assigned to a customer service team for Although OCM has its roots in the private sector, it has become
resolution. more visible in the public sector where senior executives have
fewer tools (such as bonuses and other incentives)to get line
:D Strategic Sourcing: managers and staff to buy into change and remain committed to
Strategic sourcing is based on the concept of obtaining and using the change despite any challenges/obstacles that may be
the most effective service provider to respond to user needs and experienced during the implementation process. OCM places a
enabling permanent IT staff members to focus on high-priority, focus on improving communication, setting expectations, and
high-value tasks and technologies while allocating non-mission working to minimize the impact of misinformation. This has proven
critical "utility' functions that require less organization-specific to be particularly critical in dealing with represented classes of
knowledge to lower-cost service providers. For many organizations employees.
in both the public and private sector, so-called "cloud" based The implementation of effective OCM capabilities is a critical
services including infrastructure as a service (laaS), desktop as a success factor for the implementation of ERP systems.
service (DaaS), and software as a service (SaaS) offer an alternative
to initial capital expenditures, the recruitment of additional staff �Z Project Management Office (PMO):
members or the procurement of traditional staff-supplementation Consistent with the recommendations identified in the assessment,
services (contractors). NexLevel believes that the eventual establishment of a Project
Organizations tend to keep mission-critical applications or Management Office will provide significant benefits to CCCSD
applications that contain highly-confidential information in-house particularly with regard to maintaining the IT Roadmap and tracking
while sourcing utility functions to reduce costs and to achieve a progress for the technology governance committee.
higher degree of consistency in service delivery. Key benefits of The establishment of a PMO has several specific benefits:
sourcing include:
The PMO can serve as staff to the IT governance committee
The ability to obtain services under the terms of a service and be responsible for updating the roadmap
level agreement
The PMO can serve as a valuable resource to ITD and user
The ability to obtain service coverage for extended hours of departments in the planning of technology projects,
operation including 24X7. particularly with regard to risk management and resource
Organizational Change Management: management.
Increasingly, organizations find that organizational change Mobile Computing and the "Consumerization" of IT:
management(OCM) is a critical component in obtaining long-term Collective) thesetrends significant
benefits from projects intended to improve operations and in Collectively, rens represent a g opportunity
improve the effectiveness and timeliness of servicee p to
to the public;
minimizing their impact on operations. OCM provides a however,they are also vexing for enterprise IT planners since users
methodological framework for managing the effects of the need access to enterprise information and services from portable
implementation of new business processes, changes in devices that are subject to loss and damage using public networks
organizational structure, or changes in culture (including changes in that are not secure, and they are increasingly doing so with devices
focus and change in performance metrics).
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of their own choosing, adding complexity (and thus cost) to the Establishing the high-level timeline that is the basis for the IT
process of mobile device management and potentially exposing the Roadmap, using NexLevel's "Bluewall," methodology which
enterprise to cyber-attacks. facilitates the collaborative development of the project
timeline on a project by project basis.
Nonetheless, mobile computing is a "game changer" in the public
sector, enabling information to be entered or updated on a real Reviewing the next steps.
time basis and eliminating the need to capture information on
paper or offline and then enter or upload the information in the 4.6 Roadmap
office, and providing real-time information when it is most needed Figure 9, CCCSD "Bluewall," is a picture of the resulting timeline at the
(i.e., in responding to incidents and emergencies). conclusion of the workshop. Following the completion of the Project
Prioritization Workshop, NexLevel worked with CCCSD to refine the
4.5 Prioritization Workshop results of the "Bluewall" exercise into a more formal project schedule
The Prioritization workshop was conducted on October 28, 2014. that considers available resources, relationships and dependencies
Representatives from Engineering, Operations,Administration, IT and between projects, and other factors. This effort resulted in Figure 10,
the General Manager participated in the workshop. The agenda Revised CCCSD Project Roadmap.
included:
Following review of the revised project roadmap with CCCSD, NexLevel
Briefing the participants on the methodology to be used and then developed the project schedules depicted in Table 2, Draft Project
the "ground rules" for the workshop including: Schedule, User Projects, and Table 3, Draft Project Schedule, ITD
- That the participants were all working from a common Projects. For each project,the tables provide:
framework. The name of the project. Where needed, related projects have
been grouped together including Enterprise Document/
- That each participant would have the opportunity to Content Management, ERP-Related Projects (those application
voice their opinions, and that the group will openly systems that would either need to be integrated with a new
consider each other's concerns and suggestions. ERP system or that could possibly be supported by a new ERP
- That the participants would actively support the system). Please note that the considerations related to the
group's decisions as the best possible at this time. potential integration of individual applications with a new ERP
system are addressed in an ERP Needs Analysis Report that is
That the participants were prepared and committed to being separately prepared by NexLevel for CCCSD.
working together.
Reviewing and prioritizing the projects identified in the project
The projects status at the time of this report, i.e., in-progress or
planned.
list and any new projects identified in the course of the
workshop. The prioritization process was guided by a number An estimate of the potential cost of the project in $000's, low
of key factors including: need/ business value, dependencies and high.
on other projects, and the availability of the resources needed
to complete the project.
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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
An estimate of the project's resource demands, i.e., low,
medium, or high. This considers that while CCCSD 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.
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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
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Table 2—Draft Project Schedule: User Projects
Range of Cast FY ZOW15 FY 2015/16 FY 2OW17 FY 2017/18
SON's Resource Business 4Q2014 1Q2015 202015 3Q2D15 4Q2D15 LQ201fi 2Q201fi 31IM16 402016 LQ2D17 2Q2D17 3QZ017 Future
Proj ect G rou ps I Proj ects Status LOW High Use Value Priority Dct Nov Dec Jan Feh Mar Apr May Jun Jul Aug Sep Dct Nov Dec Jan Feh Mar Apr May Jun Jul Aug Sep Dct Nm Dec Jan Feb Mar Apr May Jun Juty Aug Sep Notes
User Projects
GIS Implementation In Process 25 50 High High High ■ ■ ■ ■ ■ ■
IT Governance(Recurring) In Process 0 5Low High High ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■
Enterprise Tech n of ogy Pol ici es Pending 10 25 Medium High High ■ ■
N IST Th reat Protection Pending 50 75 Medium High High ■ ■ ■ ■ ■ ■
Busi n ess Conti n u ity PI a n Pending 10 25 High High High ■ ■
Desktop Tech n of ogy R efresh m ent(R ecu rri ng) Pending 50 100 Low High Medium ■ ■ ■ ■
Plant Information Integration Roadmap Pending 30 50 High High Low ■ ■ ■ ■
Field Mobility Pending 10 25 Medium High High ■ ■
Enterprise Document I Content Management
Document Management Roadmap Pending 100 154)High High High ■ ■ 1
Agenda Management Pending 50 75 Medium Medium Medium ■ ■ ■ ■ ■ ■
E-Mail,On l i n e Docu m ent R etention Pol icy Pending ❑ 5Low Medium Medium ■
E-Signatures.f Workflow Pending 5 10 Low Low Low ■
Web Re-design J Enhanced Pu bl is Access Pending 100 125 Medium Medium Medium ■ ■ ■ ■ ■ ■
ERP-Related Projects
CM MS Replacement In Process 574 776 High High High ■ ■ ■ ■ ■ ■ ■ ■ 2
Perm it System Replacement Pending 150 250 Medium High High ■ ■ ■ ■ ■ ■ ■
Fleet Management Pending 50 75 Medium Medium Medium ■ ■ ■ ■ ■ ■ 3
Warehouse Inventory Pending 25 50 Medium Medium Medium ■ ■ ■ ■ 3
ERP
F i n a nce H R Altern atives An a lysis In Process ❑ ❑Low High High ■ ■ 4
Finance f HR Acqu isition Roadma p Pending 15 30High High High ■ ■ ■
Access Database Inventory Pending ❑ 0 High High High ■
I nteri m Ti m e Entry System Pending 25 50 Medium High High ■ ■ ■ ■
F i n a nce/H R System Pending 400 700 High High High ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■
El ectron is Ti m e 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 ■ ■ ■ ■
Utility Billing Pending 25 50 Low Medium Medium ■
Training,Certification&Safety Tracking Pending 25 50 Low Medium Low ■
Access Data base R em ed i ati on Pending 5 10 Medium High High ■ ■ ■ ■
ERP"Softcosts" Pending 425 575 Medium High High 5
Capital Project Management System Pending 25 50 Low Medium Medium ■
Performance Evaluation Mgmt System Pending 5 25 Low Medium Low ■
Application Training(Recurring) Pending 5❑ 75 Medium High Low I NJ NJ NJ 1 ■
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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
Table 3—Draft Project Schedule, ITD Projects
Range of Cast FY.14115 FY 2015/16 FY 2016/17 FY 2017118
ems Resource Business 4Q2014 102015 2Q2015 302015 402❑15 10291fi 202016 302016 40201fi 102017 202017 3Q2017 Future
Project Groups IProjects Status Low I High Use Value Priority Oct Nov Dec Jan Feh Mar Apr May Jun Jul Aug Sep Dct Nov Dec Jan Feh Mar Apr May Jun Jul Aug Sep Dct Nov Dec Jan Feb Mar Apr May Jun July Aug Sep Notes
FFD Projects
ITD Office Space Improvement In Process ❑ 5lvledium Low High ■ ■ ■
Implement IT Best Practices Pending 15 20 Medium High High ■ ■ ■ ■ ■ ■ 1
ITD Staff Analysis Pending 15 20 High High High ■ ■ ■
ITD Succession Plan Pending 0 5 Low High High ■
Customer Support Organization In Process ❑ 5 Medium High High ■ ■ ■
Technical Documentation Pending 0 5 High High High ■ ■ ■ ■ ■ ■
Vendor J Product Management Pending ❑ 5 Medium Medium Medium ■
Technical DJR Improvements In Process 25 50 High High High ■ ■ ■ ■
Network Vulnerability/Pen'n Test(Recurring) Pending 10 15 Low High High ■ ■ ■ ■
Misc.Technical Improvements Pending 15 20 Medium Medium Medium ■ ■ ■
Infrastructure Refreshment Plan(Recurring) Pending 100 150 Low High High ■ ■ ■ ■
Table 4—Draft Project Schedule,CCCSD-Requested Projects
Range of Cost FY M14115 FY MI-5116 FY M16117 FY 2017119
5606's Resource Business 402❑14 LO2❑15 2O2❑15 302015 402M LO.16 2OM16
302❑16 4OM16
102❑17 202017 3Q2017 Future
Proj ect G rou ps/Proj ects Status Low High Use Value Priority Dct Nov Dec Jan Feh Mar Apr May Jun Jul Aug 5ep Dct Nov Dec Jan 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'I IT Infrastructure Upgrades/Replacements Pending 550 WO Medium Low High
Asset M a n agem ent Syste m Pending 510 GM Medium H-h High
Long-Term ECM Solution Pending R" 510 High H-h 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 ITMP.
5 ERP "Softcosts" is a not a project, but a budgetary placeholder for costs CCCSD 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.
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The total cost for the projects identified above are as follows:
Low High
Total Costs $000's $000's
a) User Projects: $2,364 $3,686
b) ITD Projects: $180 $300
***Subtotal: $2,544 $3,986
c) CCCSD-Requested Projects: $1,140 $1,800
Total Project Cost: $3,684 $5,786
Budgeted IT Funds: ($1,000) ($1,000)
Net Unfunded Balance: $2,684 $4,786
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CCCSD has made progress in enhancing and improving its existing
5. Conclusion technology environment. However, it is evident from the number of
At its most basic level,technology promises to reduce the costs projects in the IT Master Plan that CCCSD faces a significant challenge
associated with delivering services by enhancing productivity. At the over the next three to five years to implement and manage technology.
next level, when technology is fully leveraged across an organization, it As many organizations have come to realize,the cost and risk of
has the potential to significantly improve and enhance service delivery. implementing technology can be significant. The IT Master Plan
Unfortunately, many organizations never realize the transformative recognizes this and places a high level of importance on implementing a
benefits of technology. Lack of time, resource constraints (budget and formal technology governance process to help manage and provide
staff), limited vision, disagreement regarding priorities, among many oversight to technology implementations.
factors, result in the automation (and re-automation)of non-value
added processes, or missed opportunities to take advantage of The IT Master Plan is the result of a comprehensive planning effort that
technology. provided the opportunity for management and staff to review, discuss,
and integrate their technology needs into a common framework. It
Organizations also find that they are so pressed to react to everyday provided a common understanding of CCCSD's technology priorities,
commitments that there is no time to undertake the activities that will and served as a tool to provide an overall picture of what is to be
enable them to be more proactive in their use of technology. The accomplished and why.
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 While the creation of the IT Master Plan represents the culmination of
too relevant to many policy-makers, executives, and information only one step in the planning process, it also marks the beginning of
technology managers. another step—one through which CCCSD's leaders must work together
to create an environment that supports the IT Master Plan. Executive
In commissioning the development of this Information Technology management, departmental staff, and ITD must work together closely
Master Plan,the Central Contra Costa Sanitary District has taken an as they begin the journey to create an organizational sense of purpose
important step forward in not just renovating its information that goes much deeper than any vision statement, mission statement,
technology environment and support processes, but in re-envisioning or plan can communicate.
how information technology can best be used to enable it to realize its
vision for the community. The IT Master Plan is a valuable tool to The potential is significant, but so too are the challenges. CCCSD has
ensure technology is procured, implemented, and managed in a cost- the opportunity to transform the organization into an environment that
effective approach that maximizes the benefits to CCCSD and its has the information it needs to function at peak performance, while it
and its constituents are well connected in a seamless, effective manner.
customers.
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6. Appendices
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Appendix is Project Descriptions
For each project below, NexLevel has provided:
♦ The Project name,the department sponsor, and the current status of the project.
♦ The Project's Sponsor(s),those projects that are sponsored by multiple organizations within CCCSD have been classified as "Enterprise."
Descriptive information including the scope and objectives of the project and the intended benefit(s)to CCCSD (please note that the term
"District" is used within the descriptions as a synonym for CCCSD).
Project Name Project Sponsor(s) Project Description
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 CCCSD is seeking to implement a COTS solution to improve the tracking and processing of staff
System performance evaluation activities. This project could potentially be combined with
Finance/Human Resource system replacement project. _
Electronic Time Entry Administration 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. _
Access Database Inventory Enterprise 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.).
Enterprise technology policies 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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Project Name Project • • •r(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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Project Name Project .. Description
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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Project Name Project . . . Descriptiona
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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Project Name Project Sponsor(s) Project Description
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.
T —]
echnical 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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Central Contra Costa Sanitary District Information Technology Master Plan (ITMP)
Project Name Project .. Description
GIS Implementation Engineering 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.
Access Database Remediation Administration/ITD 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.
Finance/HR System 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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Page 44 of 47
1 �I
TECHNOLOGY MASTER PLAN
UPDATE
Administration Committee Meeting
July 6th, 2021
John Huie
Information Technology Manager
"w
CENTRALSAN
1
WHERE WE CAME FROM
• In January 2015, an IT Master Plan document was
completed by NexLevel Information Technology, Inc.
• Methodology
• Stakeholder Interviews
• End-User Surveys
• Best Practice Assessment
• Planning & Prioritization Workshop
• Strategic Plan Development
2 -
CENTRALSAN
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Page 45 of 47
WHERE WE CAME FROM
• Best practices compliance
areas measured in 2015:
• Administration
• Infrastructure
• Security Pd.Best Practice Maturl Lo"I
Cam lianas ri Figh
• Service Delivery 100
Value&sendee
• Business Technology 90
Applications 86
70 Proactive
• Technology Governance by Return on
Investment
5D (ROI)
4U Racdw
Current State =03G
(as of 2015) 20
to
3
3CENTRALSAN
UPCOMING TECHNOLOGY MASTER
PLAN FOCUS AREAS
• Keep Central San at the forefront of innovation by
leveraging technology and ensuring that we use it
effectively to reduce risks and improve efficiency.
• Plan for both Business and O&M needs — Engineering
background is a requirement.
• Framework for bringing in new technology in smart
ways.
• Platform to integrate and unify information
management.
• Support Smart Utility Initiatives.
4
4
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Page 46 of 47
UPCOMING TECHNOLOGY MASTER
PLAN FOCUS AREAS
•Transform data into actionable information.
• Ensure that projects are staged for success by ensuring
they have proper resources and foundations in place.
• Provide for proper security, business continuity and
disaster recovery scenarios.
•Tie-in to District Master Plan.
5
-3CENTRALSAN
5
UPCOMING TECHNOLOGY MASTER
PLAN FOCUS AREAS
• Inventory, ranking and high-level planning of project
opportunities including:
• Business Intelligence &Analytics
• SCADA roadmap
• Enterprise Asset Management(EAM)—Asset reliability,
condition and health monitoring
• Enterprise systems and architecture
• Information Security Roadmap
• GIS roadmap
6 Ae§i
CENTRALSAN
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July 6, 2021 Regular ADMIN Committee Meeting Agenda Packet- Page 52 of 78
Page 47 of 47
ADDITIONAL INCLUDED TASKS
•Asset Handover Project
• Document Management System
•Asset Health Planning
• CAD / BIM Standards
him
QUESTIONS?
8
CENTRALSAN
ZL C
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