HomeMy WebLinkAbout08/20/1996, 3 - INFORMATION TECHNOLOGY MASTER PLAN IMPLEMENTATION council MDab
S,_Ze_
j acEnaa REpoiA abmN..6=
CITY OF SAN LUIS OBISPO
FROM: Bill Statler, Director of Finance
SUBJECT: INFORMATION TECHNOLOGY MASTER PLAN IMPLEMENTATION
CAO RECONIMINDATION
■ Continue with the acquisition and implementation of a new public safety information
system.
■ Defer consideration of improving financial management, records management and public
access information systems to the 1997-99 Financial Plan, and transfer available budget
balances in the 1995-97 Financial Plan ($173,000) to the public safety project.
■ Allocate the City's revenue apportionment for public safety improvements resulting from
the State's recently adopted budget (estimated at $100,000) to the public safety project.
REPORT-IN-BRIEF
Public Safety and Financial Management System Installation
We have received and analyzed detailed system proposals for implementing two of the major
"strategic initiatives" set forth in the City's adopted information technology master plan:
replacement public safety and financial management systems. As summarized below, the
estimated cost for installing these two systems over the next three years is almost $500,000
greater than our budget for these improvements:
1996-99 Estimated
Project Budget* Project Cost* Variance
Public Safety 280,000 600,000 (320,000)
Financial Management 205,000 365,000 (160,000)
TOTAL $485,000 $965,000 ($480,000)
* System acquisition and training only; excludes study, design, workstation and project management costs.
Of the $480,000 budget overage, about$400,000 would be incurred in 1996-97, with the balance
incurred over 1997-99 based on adopted plans for project phasing.
Based on these large cost variances and our current fiscal situation, we recommend going forward
with only the public safety system at this time, and allocating the 1996-97 budget balances
remaining from the General Fund portion of three other master plan projects to the public safety
project: $65,000 from financial management, $76,000 from records management and $32,000
J'/
Cotmeil Agenda Report - Information Technology Master Plan Implementation
Page 2
from public access. Accordingly, these three projects will then be deferred for consideration to
1997-99 (with the recognition that they may be deferred even further to 1999-01). We believe
this revised project schedule and funding approach will allow us to go forward with plans for
needed system improvements - consistent with the priorities established in the information
technology master plan - while recognizing the fiscal constraints facing us.
Combined with the $100,000 allocated to the City for public safety purposes resulting from the
State budget, this will fund most of the shortfall: depending on the final system configuration and
the outcome of contract negotiations,we may still need to appropriate an additional $47,000 from
the General Fund for this project. However, other than the transfer of funds from other
information technology projects and the allocation of State budget public safety funds, no further
project appropriations for the public safety system project are recommended at this time. Before
doing this, we need to more clearly define the project scope, complete contract negotiations, and
finalize budget requirements.
Operating Cost Impacts
Proceeding with implementation of the information technology master plan and the public safety
system will also have significant operating cost impacts. As detailed more fully later in this
report, public safety system contract support costs will increase by about $30,000 annually, and
staffing changes will be required for system administration. This should not result in increased
staffing levels overall by the end of 1997, but it will require re-organizing existing staff
resources. Lastly, the new public safety system will introduce a new operating system into the
City's technology environment - Unix - and at some point this will result in the need for at least
one additional technical support position.
DISCUSSION
Background
The Council adopted the information technology master plan in April of 1995. The plan
identified seven "strategic initiatives" as follows in priority order:
■ Desktop technology improvements (upgrading workstations and migrating to Windows)
■ Public safety
■ Financial management
■ Geographic information system (GIS)
■ Radio and telecommunications
■ Records management
■ Public access/electronic village
In adopting the 1995-97 Financial Plan, the Council approved a wide range of operating program
and capital improvement plan (CIP) improvements in implementing the information technology
master plan. The following summarizes the four year CII' adopted by the Council for 1995-99:
3��
Council Agenda Report - Information Technology Master Plan Implementation
Page 3
Information Technology Master P1= Capital bnpmvemeets. 1995-99
1995-96 1996-97 1997-98 1998-99 Total
Desktop technology improvements 55,000 55,000
Public safety 89,800 320,500 410,300
Financial management 50,000 102,500 74,000 57,000 283,500
GIS 52,000 7,500 56,000 20,500 136,000
Records management 43,400 33,000 66,000 66,000 208,400
Public access/electronic village 32,000 32,000
TOTAL 322,200 463,500 196,000 143,500 1,125,200
Detailed schedules of project costs, phasing and funding sources are provided in the attached
excerpt from the 1995-99 capital improvement plan along with an overview of the findings and
recommendations from the information technology master plan(Attachment A). An excerpt from
the public safety system RFP summarizing application requirements is provided in Attachment
B, and a similar summary for the financial management system is provided in Attachment C.
System Selection Process To-Date
On December 5, 1995, the Council awarded a contract to The Warner Group in the amount of
$84,700 to assist the City in defining our public safety and financial management information
system needs, preparing request for proposals (RFP) for each of these systems, evaluating
proposals, and selecting the system that would best meet the City's needs at a reasonable cost.
It should be noted that The Warner Group did not prepare the City's information technology
master plan; this work was performed by KPMG Peat Marwick. Additionally, it should also be
noted that the project costs presented in the 1995-99 capital improvement plan were based on the
cost information prepared by Peat Marwick.
RFP's for both systems were finalized in February of 1996, and on March 5, 1996, the Council
approved issuing the RFP's to prospective bidders. At that time, the Council was informed that
The Warner Group was concerned that the project budget for both of these systems was under-
estimated; however, we would not have a better estimate of project costs - or potential mitigation
options -until we received detailed proposals. After evaluating the proposals, we would be better
able to assess priorities, and to make project scope or budget adjustments as appropriate.
We received financial management system proposals on April 11, and public safety system
proposals on April 24. As previously reported to the Council, the following is a brief overview
of the proposals we received:
■ Public safety. We received four public safety system proposals, which is considered a
very good response to our RFP based on the relatively narrow market for this type of
system. The acquisition and installation costs of the proposals ranged from $600,000 to
$1,543,000 depending on options and system configurations.
J3
Council Agenda Report - Information Technology Master Plan Implementation
Page 4
■ Bnowial manWemenf. We received eight proposals for the financial management
system, which is also considered a very good response to our RFP. The acquisition and
installation costs of the proposals ranged from$350,00 to $830,000 depending on options
and system configurations.
As reflected above, all of the proposals we received significantly exceeded our project budget.
Combined with a detailed review of our RFP requirements and the proposal responses, this leads
us to the conclusion that in trying to craft a balanced-budget solution, the problem is not that the
proposed costs are too high, or that our RFP's were unrealistic in defining system requirements,
but that the project budgets developed by Peat Marwick were unrealistically low.
Results of Proposal Review
At this point, in-depth reviews of proposals for both systems have been completed by The
Warner Group and the multi-department staff teams assembled for this purpose. The detailed
written evaluations prepared by The Wainer Group have previously been provided to the Council,
and are available for review in the Council office. These documents include vendor profiles,
proposed hardware and system software, application software, implementation plans, training
strategies, warranty and maintenance provisions, other contractual issues, detailed evaluations of
system "fit" with our needs, proposed one-time and recurring costs, and a summary of pros and
cons for each of the proposals we received for both the public safety and financial management
systems.
From these detailed proposal reviews,vendor presentations and background checks, the following
two finalist vendors have emerged:
■ Spillman Data Systems for the public safety applications
■ Pentamation Enterprises for the financial management system
In both cases, the finalist vendors have proposed systems that we believe will adequately meet
our application needs. Further, both of these systems are-at the lower end of the cost proposals
we received.
Recommended Implementation and Funding Approach
If funding was not a major concern, the next step in this process would be to conduct in-depth
site visits with the cities that use these systems, initiate comprehensive contract negotiations with
the finalist vendors, and return to the Council for contract award for both systems.
However, as noted above, the costs for implementing these two systems is almost $500,000 more
than the project budget. Given our current fund balance position (which is projected at this time
to be 17% of operating expenditures by the end of 1996-97 versus our policy of 20%) and the
fiscal uncertainties facing us as we prepare the 1997-99 Financial Plan, we do not recommend
appropriating additional funds at this time for information technology improvements.
r�
Council Agenda Report - Information Teclmology Master Plan Implementation
Page 5
As such, in recognition of the priorities assigned to the information technology improvement
projects, we recommend allocating the uncommitted budget balances available from the lower
priority projects (financial management, records management and public access) to the public
safety system, and deferring consideration of these projects to the 1997-99 Financial Plan process.
If we determine - based on either an improved fiscal situation or the relative priority of the
improvements being deferred compared with other CIP projects - that these projects should go
forward, then we will have lost perhaps from three to nine months in the. implementation
timeframe by deferring them to the 1997-99 Financial Plan process. On the other hand, by
deferring these projects at this time, we create about $300,000 in General Fund fiscal capacity
we wouldn't otherwise have - capacity we may need in 1997-99 for higher priority CIP projects
in other areas of the City's operations.
Impacts of Deferring These Three Projects
■ Financial management Of all City applications, public safety dispatch/records and
payroll were noted as the most seriously deficient. In the case of payroll, our capabilities
are severely limited in meeting even the most common payroll features: for example, we
have no more capacity for payroll deductions, and we are not able to provide automatic
paycheck deposit. For this reason, payroll was the first finance application scheduled for
implementation, with the new payroll system cut-over planned for January 1, 1997.
Deferring consideration of the financial management system to 1997-99 (assuming it is
approved at that time) means deferring the new payroll system to January of 1998. Other
finance system improvements-such as improved system access, financial reporting, fiscal
analysis and budget control - will also be deferred. Nonetheless, even though system
improvements that would lead to improved productivity, more effective operations and
better information will be delayed (or not done at all), no critical functions will be
impaired, no one's life will be placed in jeopardy, no laws will be violated: vendors and
employees will be paid, financial reports will be issued, and utility bills and payments
will be processed.
■ Records management and public access. Given the current status of these two projects,
it is unlikely that actual implementation will be significantly affected if funding is
deferred to 1997-99. There is a significant level of planning yet to be done for both of
these projects, which can be accomplished between now and July of 1997. On the other
hand, if implementation is deferred beyond 1997-99, then we will not benefit from the
productivity and public access improvements that these two projects would bring.
CONCURRENCES
The Fire Chief, Police Chief, City Clerk, Personnel Director and MIS Steering Committee concur
with this recommendation.
Council Agenda Report- Infomration Technology Master Plan Implementation
Page 6
FISCAL IMPACT
Initial Project Costs
■ System purchase. Under the proposed approach, the fiscal impact of moving forward in
implementing the information technology master plan is significantly reduced: while
additional General Fund resources (currently estimated at $47,000) may be needed to
complete the public safety project, this is much less than the $380,000 (adjusting for the
State's public safety funding) commitment that would otherwise be required at this time
for the other projects.
■ Project mwwgement The information technology master plan recommended the
equivalent of one full-time staff member for project management. Between the Police
Captain assigned to this project, the Information Systems Manager, the team of public
safety staff that have been working on this project to-date, and the $40,500 already
fimded in the CIP for outside project management assistance, we believe that adequate
resources have been allocated for project management based on the information available
to us at this time.
Operating Costs
There are significant operating cost areas that will be affected by implementing the new public
safety system. While it is not expected that any of these costs will be incurred until next fiscal
year, it is important to note the future operating cost impacts of moving forward with a new
public safety system:
■ Contract mmntenmuce We currently pay about $8,000 annually for contract support and
maintenance of our existing public safety system. Based on the proposals we have
received, this will increase to about $37,000 annually for hardware and software
maintenance - an increase of about $30,000 annually.
■ Public safety system administration The information technology master plan
recommended that an additional technical support position be added with the new public
safety system. However, this did not necessarily mean adding another regular position,
but rather, converting existing regular staff support resources into a dedicated, full-time
technical support position. During the transition to the new system, the information
technology master plan recommends retaining the current support staff configuration;
however, when installation of the new system is completed, the new technical support
position should be in place.
In minimizing the staffing costs of supporting this new system, we will need to develop
a detailed staffing transition plan that meets the support needs of the new system, assures
a smooth system conversion, and addresses adverse personnel impacts. This will probably
be presented as part of the 1997-99 Financial Plan.
Council Agenda Report - lofonnation Technology Master Plan Implementation
Page 7
■ Unix administration The finalist public safety system uses Unix for its operating system
software. While this will be a new operating environment for the City, there are a
number of advantages to this system. For example, Unix is a powerful operating system
that is clearly the industry standard for "open" operating systems. This means that
applications can be run on multiple hardware "platforms". It also means that there are
a broader range of programming and support options available based on Unix's industry
dominance. It also positions us for other major organization-wide "strategic initiatives"
that are likely to run in a Unix environment: the finalist financial management system
is Unix-based; our GIS standard software (SSRI) is Unix-based (although we currently
contract with Cal Poly for file server operations and support); and it is likely that the
"client-server" approach to records management that we will want to follow will also be
Unix-based.
For all of its advantages, there is one key downside to Unix: it is a complex operating
system, and the information technology master plan noted that in the likely event we
bring Unix into the City's technology environment,we will need to add one technical staff
member to support it. Based solely on the addition of the public safety system, we are
not proposing that we add this staff person at this time; in order to minimize regular
staffing costs, we should defer this decision until we have more fully evaluated the
impacts of bringing Unix for one application into the City's environment. However, if
we move any other mission-critical applications to Unix (which is highly likely in the
case of the financial management system and a strong possibility in case of records
management and GIS), then we will almost certainly need to add an additional technical
support position.
Technical considenvion - the future of Unix
There are a number of"technology gurus" who believe that Unix is on its way out, and
that its status as the industry standard will be replaced by Windows NT or some other
emerging technology. While there are certainly some indications of this in the private
sector (due largely to the complexity of the Unix system, its related support needs, and
a desire to embrace a better alternative), this is not occurring in public sector applications.
We have just come from the "market place" for two key public sector applications --
public safety and financial management — that are used by cities throughout the nation,
and have received proposals from the industry leaders in these applications. None of
them are currently planning to move from Unix any time soon. In fact, most of them
have recently converted to Unix from proprietary operating systems, making a
fundamental change away from Unix very unlikely any time soon. In short, we believe
an investment in Unix at this time is a sound one for the likely life cycle (six to eight
years) of the applications we are currently considering.
In summary, there are substantial operating costs associated with making these improvements.
However, we need to recognize that making these significant investments, and then failing to
adequately support them, is a blueprint for failure in achieving the goals of improving
productivity and customer service that these improvements are intended to accomplish.
Council Agenda Report- Informadon Technology Master Plan Implementation
Page 8
ALTERNATIVES
■ Rescopelrephase the public safety system project Under this option, we would modify
the scope or phasing of the public safety system in order to create some funding capacity
for the other applications. Unfortunately, due to the integrated nature of the new system
(which is one of the reasons for replacing the current system: to have better integration
between key applications like dispatch and records), this is not feasible. If we decide to
go forward with a new public safety system, then a piecemeal, incremental approach is
not going to result in an outcome that justifies making this investment to begin with.
■ Defer the public safety system/move-up the priority of other application& The
information technology master plan identified the public safety system as the City's most
deficient information system. Other than the desktop technology upgrade which is
currently underway(and identified as the highest priority improvement in the information
technology master plan), we continue to believe that this system upgrade will result in the
greatest organizational impact in improving productivity and customer service.
■ Allocate additional funds and move forward with all system improvements as previously
planned While this would result in improved operations, productivity and customer
service, this option is not recommended in light of our current fiscal situation.
■ Reconsider system requirements and reissue the RFP& As discussed above, we believe
that the system requirements have been appropriately defined, and that we have received
competitive proposals; in short, the budgetary problem facing us at this point is due to
an unrealistically low project estimate by our previous technology advisor. Accordingly,
we do not believe that there is any fiscal benefit in re-bidding these systems.
ATTAC [MEr1TS
A. Excerpt from the 1995-99 capital improvement plan (Appendix B of the 1995-97
Financial Plan)describing the information technology master plan implementation project.
B. Excerpt from the public safety system RFP summarizing application requirements.
C. Excerpt from the financial management system RFP summarizing application
requirements.
ON FILE IN THE COUNCIL OFFICE
■ Public safety and financial management systems final selection reports
■ Detail evaluations of the public safety and financial management system proposals
■ Information technology master plan and current system assessment
Jv
1995-97 Financial Plan Affachment A
CAPITAL IMPROVEMENT PLAN
PROGRAM: Information Systems Management
REQUEST TITLE: Information Technology Master Plan Implementation
Project Description
Implement the seven strategic initiatives set forth in the recently adopted information technology toaster plan.
Project Objectives
Ensure effective acquisition and installation of information technology in increasing productivity and improving customer
service by implementing strategies that will provide for:
■ full systems integration
■ cooperative ventures with other agencies such as Cal Poly and the County
■ integrating technologies like GIS and Finance system data bases
■ allocating limited City resources in addressing priorities on an organization-wide basis
■ necessary user training
■ appropriate project design and management
■ data access and sharing
■ improved management information
■ modular and flexible systems
IExisting Situation
I As part of the technology master plan, the consultants performed an assessment of our current information systems. The
following is brief overview of their findings:
Areas where the City is doing an excellent or good job:
■ developing data communications infrastructure
■ establishing and adhering to desk-top application standards
■ defining strategy for radio and telephone systems
Areas where improvements could be made:
■ acquiring, developing and supporting applications
■ supporting users
I ■ organizing information systems support and operations
■ keeping systems and applications current with technology
Areas where significant improvements need to be made:
I ■ training users
■ supporting radio and telephone communications
Applications with the most serious deficiencies are:
■ public safety dispatch and records
' ■ payroll
As a result of this assessment, presented below in priority order are the seven strategic initiatives identified in the
' technology master plan where an organization-wide approach will be necessary if the objectives above are to be achieved:
' 154 J4/
Information Technology Master Plan Implementation (continued)
■ Windows upgrade
■ Public safety systems
■ Financial management system
■ Geographic information system
■ Radio and telecommunications
■ Records management
■ Public access/electronic village
Goal and Policy Links
■ Financial Plan productivity policy that recognizes the importance of new technology and related capital
investments in improving productivity
■ Information technology master plan
Project Work Completed
■ The data communications technology infrastructure - local area networks and the wide area network connecting
eight key City facilities (City Hall,955 Morro, Police Station, Headquarters Fire Station,Corporation Yard, Water
Reclamation Facility, Parks & Recreation Administrative Office and Parking Administrative Office) -is in place
and functioning well.
■ The information technology master plan was approved by the Council on April 4, 1995.
Project Phasing, Costs and Funding Sources
The following summarizes project costs for each of the strategic initiatives:
Windows Upgrade
Project Costs To-Date 1995-96 1996-97 1997-98 1998-99 Total
Software 25,600 25,000
Contract installation 10,000 10,000
Network mgmt tools 10,000 10,000
Training 10,000 10,000
TOTAL 55,000 55,000
Public Safety Sysrvw
Project Costs To-Date 1995-96 1996-97 1997-98 1998-99 Total
Requirements analysis 25,000 25,000
Application software 175,000 175,000
Workstation upgrades 64,800 64,800
System hardware 95,000 95,000
Training 10,000 10,000
Project management 40,500 40,500
TOTAL 89,800320,500 5430,300
155 ��
Information Technology Master Plan Implementation (continued)
Finattcial Management System
F
ect Costs To-Date 1995-96 1996-97 1997-98 1998-99 Total
uirements analysis 25,000 25,000
lication software
Payroll 25,000 25,000
General ledger 60,000 60,000
Utility billing 30,000 30,000
Business tax 15,000 15,000
System hardware 25,000 60,000 85,000
Training 5,000 5,000 5,000 15,000
Project management 12,500 9,000 7,000 28,500
TOTAL 50,000 1 102,500 74,000 1 57,000 1 $283,500
Geographic Information System
Project Costs To-Date 1995-96 1996-97 1997-98 1998-99 Total
Requirements analysis 20,000 20,000
Application software 25,000 3,000 10,000 6,000 44,000
System hardware 40,000 10,000 1 50,000
Training 7,000 4,500 6,000 4,500 22,000
TOTAL 52,000 7,500 56,000 20,500 $136,000
Radio/Telecommunications
Pending completion and acceptance of radio communication improvements currently underway, no specific project
recommendations are presented in the information technology master plan at this time.
Records Management
Project Costs To-Date 1995-96 1996-97 1997-98 1998-99 Total
Application software 15,000 10,000 15,000 30,000 30,000 100,000
System hardware 15,000 15,000 15,000 30,000 30,000 105,000
Workstation upgrades 8,400 8,400
Microfilm conversion 10,000 10,000
Training 5,000 3,000 6,000 6,000 20,000
TOTAL 35,000 43,400 33,000 66,000 66,000 $243,400
156
Information Technology Master Plan Implementation (continued)
Public AccavElectronic Village
Project Costs To-Date 1995-96 1996-97 1997-98 1998-99 Total
Mail handling server 5,000 5,000
Communications serve 25,000 25,000
Ting 2,000 2,000
TOTAL 32,000
N532,000
Summary
Project Casts To-Date 1995-96 1996-97 1997-98 1998-99 Total
Design 70,000 70,000
Acquisition 35,011 00 252,200 410,500 187,000 136,500 1,021,200
Project management 53,000 9,000 7,000 69,000
TOTAL 35,000 322,200 463,500 196,000 143,500 51,160,200
The following summarizes proposed funding sources based on estimated benefit from the system improvements:
Funding Sources To-Date 1995-96 1996-97 1997-98 1998-99 Total
General Fund 35,000 241,200 419,200 127,300 79,700 902,400
Water Fund 42,400 22,000 31,700 38,500 134,600
Sewer Fund 33,800 14,800 26,700 21,500 96,800
Parking Fund 2,500 3,700 4,600 2,600 13,400
Transit FundE 1,400 2,300 3,700 400 7,800
Golf Fund 900 1,500 2,000 800 5,200
TOTAL 35,000 322,200 463,500 196,000 143,500 $1,160,200
Implementation
Windows upgrade
■ Install upgraded hardware
■ Select, acquire, install and train on Windows network management tools 9/95
■ Select firm to assist with installation; purchase software 11/95
■ Complete Windows upgrade 1/96
2/96
Public safety systems
■ Select firm to assist with system requirements analysis
■ Complete system requirements analysis; issue RFP for new system 9/95
6/96
■ Evaluate and select new system; begin system installation
■ Complete system installation 10/96
6/97
157 J-/_
i
Information Technology Master Plan Implementation (continued)
Financial management system
■ Select firm to assist with system requirements analysis 9/95
I ■ Complete systems requirements analysis; issue RFP for new system 2/96
■ Evaluate and select new system; begin system installation 8/96
■ Complete payroll application installation 1/97
I ■ Complete general ledger/accounts payable application installation 4/98
■ Complete utility billing and business tax applications installation 6/99
Geographic information system (GIS)
■ Hire GIS Coordinator 9/95
■ Complete negotiations with Cal Poly for file server and system support 9/95
■ Select firm to assist with systems requirements analysis and ongoing advice 11/96
■ Complete requirements analysis; purchase application software 3/97
■ Complete initial installation and training 5/97
I ■ Begin development, use and support of system ongoing
Records management
I ■ Issue RFP 7/95
■ Evaluate and select new system; begin system installation 11/95
■ Complete City Clerk application installation 5/96
■ Begin installing applications in other departments thru 4/99
Public acceWelectronic village
I ■ Design, install and complete training on a Novelle-based mail handling system 12/95
■ Design, install and complete training on larger capacity modem pool/communications server 2/96
Public Art Policy
Not applicable to acquisitions
' Alternatives
■ Defer the project or change its scope. The proposed phasing schedule and project scope represents.the outcome
' application prioritization by the consultant, CAO, Department Heads and technical staff. recognizing the City's
fiscal limitations. While it could certainly be modified, the proposed phasing and scope represents the staff's best
thinking on this project.
■ Deny the project. Given the importance of information technology in increasing productivity and improving
customer service, making no investment in this area at all over the next four years is not recommended.
IProject Effect on the Operating Budget
■ During implementation. Significant staff time will be required by Information Systems and the operating
I departments in managing the installation of these projects. Over the next four years, the information technology
master plan estimates that 10.25 full-time equivalents (FCE's) will be needed for project management. Further,
major system installations can be expected to have significant adverse impacts on operations while they are being
implemented. While this cost can not be quantified, it will be significant.
■ After implementation. Ongoing support costs will also be significant. However, as noted by our consultant,
installing new systems but failing to support them adequately is a blueprint for failure.The information technology
master plan projects that 6.5 FTE's dedicated to operations and support will be needed for these applications
compared with the 3.0 FTE's currently dedicated to these fimctions. Additionally, we can expect to annually pay
about 15% of acquisition costs for annual contract maintenance and support, or about $150,000 by 1999.
158 d /d
1�
• Soft«are
• Modifications
• Data conversion
• Installation JrY
• Implementation �r v1 ,eP2,7
• Training
• Maintenance and enhancements
• Fire station alerting hardware/printers
The City is very interested in understanding the vendor's approach and experience with the
following:
I• Imaging: Are the proposed applications '-image enabled"? How could imaging "front-
end" the proposed applications?
2. Electronic Public Access: While the Cit}" has adopted a strategic initiative to generally
support electronic public access to information. there are specific legal and policy
concerns surrounding the release of public safety information. How can the proposed
system support electronic public access to public safety information while at the same
time maintaining confidentiality requirements: e.g., a separate public database.
customized menus/screens. Internet or other approaches?
�. GISILand Use System: Eliminating duplicate entry and maintenance of
address/location data is a City goal. The City ultimately desires a standard address
database that would validate all address-related entries for all City systems. How
would you support this approach? What would it cost? Have you done this
previously?
The City is responsible for supplying networking components and RMS workstations. The
City also anticipates it will acquire and install any cabling that is required.
A summary of the major Computer Aided Dispatch functional application requirements for
Police. Fire and EMD includes the following:
• Call Receipt and Incident Entry: record preliminary call for service information
and evaluate the call for further action; recognize prior calls and advise field
personnel of hazards.
• Unit and Incident Status Monitoring: track unit status and location; monitor
incidents and record chronological events relating to incidents.
• Dispatching: prioritize calls and assign units to incidents depending on
geographic location and call type; record unit activity.
The Warner Group
II-3
t
• Geograplric Database: verify incident address. assign call to appropriate unit;
identify landmarks and common name places; accumulate geographic
distribution of calls for service information for further analysis and display. `
• Report Number Assignment. maintain and assign unique report number [
(separate for Police and Fire) for incident and other report types.
• Inquiry and Reporting: provide historical call for service information and
operator work load analysis; allow rapid retrieval of complete call information. [
• Dirpatclr Support Files: Provide centralized, on-line resource information files. [
• Supervision and Training: Provide isolated environment for training; allow
supervisory monitoring of positions.
Interfaces
In addition, the City is interested in implementing multiple external system interfaces. A
summary of the major interfaces includes:
• E9-1-1 Interface: Between CAD and the E9-1-1 controller download ANI/ALI
information to the appropriate CAD workstation as E9-1-1 calls are taken.
Interface specifications are provided in Appendix D for a Positron Phrend.
• GUSICLETSAccess: San Luis Obispo desires direct integrated access from
CAD/RMS to the main county link (GUS) to WANDA (wants/warrants),
CLETS, California DMV, NLETS and NCIC systems.
• County LS/LD Access- Provide 3270 terminal emulation capability for access to
Sheriffs Office. Court and District Attomev.
• Records Management System (RMS) Interface: Provide CAD incident infor-
mation to new Police RMS and existing in-house Fire RMS systems: capability
of inquiring and updating RMS databases from CAD workstations.
• Fire Station Alerting: Provide electromechanical interface between CAD and
the fire station alerting mechanisms at each station.
• Geofile Maintenance: Upload periodic geofile updates and fire premise files
from City's GIS system while retaining local corrections; provide geofile trouble
reports for system administrator.
c�
SLU_005A WPD
11-4 The Warner Group
i
• City Paging System Interface: Provide interface for automatic notification to
pre-determined groups or individuals through CAD system. City recently
purchased a Zetron 640 paging system.
• Mobile Data Terminal (MDT) Interface (Option): Future ability to transmit
incident and CLETS information automatically to responding units; allow
additional inquiry of incident and premise information; field reporting of unit
status.
• Automated Vehicle Location (AVL) Interface (Option): Future ability to allow
for unit recommendation. real-time location. etc.. via AVL/GPS.
• Autodial Capability (Option): Automatic telephone dialing of resources from
online listing or recall of reporting party from incident information.
• Timebase Svitchronization (Option): Provide synchronization between CAD/
RMS and other chronologically based recording devices in Communications
Center. including audio logging recorder and E9-1-1 systems.
• Integrated Telecommunications Device for the Deaf(TDD) (Option): Provide
TDD emulation for dispatchers to communicate interactively with deaf callers
via CAD workstations.
A summary of the major law enforcement RMS functional application requirements include:
• Integrated CAD/RMS- Incident data entered in CAD should be available to the
RMS system for inquiry and be the initial skeleton for report entry.
• Geographic Database - Common geofile with CAD to ensure consistent valida-
tion and access to commonplace names. etc.. in compliance with City's GIS.
• Incident Reporting- Compliance with UCR and as an option NIBRS.
• Crime Analysis- Comprehensive. flexible search and select criteria with ability
to conduct analysis on all database elements.
• Property and Evidence - Record, monitor and track movement of property and
evidence.
• Arrest and Booking- Ability to process arrests. booking and identification.
• Personnel and Training- Track personnel information. including training and
scheduling functions.
SLU 005A.WPD 11- 5
The Warner Group
• City Information Systems - Ability to access finance, human resources and
administrative systems and Citywide network.
Note: Several applications are identified as Options in the Cost section (Section
V)and in the Requirements section(Appendix A I-III). Please note these
functions and costs are to be proposed. The City will determine if it will acquire {
and install them. t
Mobile Data Communications/Automated Vehicle Location (AVL) F
Currently,the City of San Luis Obispo has not implemented a mobile data infrastructure or
mobile data devices in units/apparatus/engines. However, the City anticipates implementing
Mobile Data and AVL in the near future. The proposed CAD/RMS system should include
MDT and AVL interfaces (as options) for Police and Fire vehicles.
1
f
1
t
SLU 005A.WPD
11- 6 The Warner Group
Attachment-0-
D.
Attachment0-
D. PROPOSED SYSTEMAPPLICA TION SOFTWARE
The City plans to base its major finance applications on the use of packaged software
developed specifically for municipal agencies. The software must meet accounting and
reporting standards for governmental funds, account groups, expendable trust funds and
enterprise funds in accordance with Generally Accepted Accounting Principles (GAAP). The
packaged software systems should be supplemented where necessary by modifications to
existing packages and custom developed software for specialized applications. Due to the
integration required between applications, broad user access requirements and necessary data
integrity and audit controls, the following applications are to be included in the new financial
information systems:
• General Ledger
Budget Preparation
• Accounts Payable
• Accounts Receivable and Cash Collections
• Bank Reconciliation
• Project Accounting/Capital Improvement Projects
• Payroll
• Personnel
• Purchasing/Bid Management
• Utility Billing
• Business Tax
• Graphical End-User Report Writer
The following applications are considered optional: however the City is interested in
obtaining cost information for implementing these applications:
• Purchasing/Bid Management
• Property Management/Fixed Assets
• Cash Management/Investment Tracking
What isnot included in the scope of the new Financial Information Systems are:
• Vehicle/Fleet Maintenance
• Cost Allocation
However,the City desires the capability in the future to interface to these and possibly other
applications.
SLU 0W9.%?D
The Warner Group 111-3 p
To the extent possible,the system should support on-line, interactive data capture and
retrieval. Paper reports should be minimized. Documents should be computer-generated
wherever possible. The software should function in an on-line mode, support multiple
concurrent users and have strict security features. The design of the software systems should
provide for decentralized (department/division) input, retrieval and output of purchasing,
budgeting and timesheet data. The software should provide access to the distributed network
in order to provide full inquiry capability to all user workstations, including Finance and
other primary users.
Major features of the new finance system should include:
• All Governmental. Propriety and Fiduciary Funds and Account Groups and Financial
Reporting in accordance with Generally Accepted Accounting Principles(GAAP)as
applicable to governments and prescribed by the Government Accounting Standards
Board (GASB)
• Monthly financial statements
• Multi-user access within applications and file
• Budget preparation
• Decentralized entry of A/P invoices.. timesheets and budget preparation data
• On-line inquiry by Departments for expenditures, revenues, encumbrances, budget,
projects and purchase orders
• Easy to use ad hoc reporting
• Bar coding for cash receipts (Utility payments, Business Tax, Accounts Receivable)
• Grant and Contract Management
Multiple/Different payroll cycles
• Project Accounting/Capital Improvement Projects
• Appropriate audit trails. exception reports and security
• Computer generated forms/documents
sou 000.wvo 111-4
The Warner Group Q
• Flexible and user-defined account code
• Electronic Funds Transfer
• Automated Clearing House (ACH) transfers
• On-line. interactive transaction processing
• Reconstructible data and recovery at the transaction level
• Accommodate and change of century
E. SCOPE OF THE FINANCIAL INFORMA TION SYSTEM
Though the City seeks a fully developed system and expects to contract for vendor
maintenance and support of the new system. the City still requires the capability, via the new
finance system. of creating reports and output for external agencies. Also the City needs to
be able to read in tapes from other sources, and manipulate the data and generate reports as
requested by users and City Council. Vendors are asked to include in their proposal any
utilities and tools specifically providing these capabilities and to indicate any restrictions and
limitations the City should anticipate.
F. FINANCIAL INFORMATION SYSTEM INTERFACES
The new integrated Financial Information System must also provide the necessary automated
interfaces between finance applications and other City-or outside agency systems. Full
integration between the core finance applications also is required to prevent duplicate entry
and posting of financial transactions.
As previously mentioned,the City both creates and receives interface tapes from other
external sources. Vendor's proposal should include all necessary equipment and utilities to
accomplish these tasks.
SLU 0009.1VPD
The Warner Group 111-5
Joao