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03/13/2001, AGENDA
I council agcnaa CITY OF SAN LUIS OBISPO CITY HALL, 990 PALM STREET Tuesday, March 13, 2001 ACTION UPDATE CALL TO ORDER: Mayor Allen K. Settle PLEDGE OF ALLEGIANCE ROLL CALL: Council Members Jan Howell Marx, Christine Mulholland, Ken Schwartz, Vice Mayor Ewan, Mayor Allen K. Settle All Council Members were present. 12:00—2:00 P.M. SPECIAL MEETING Council Hearing Room 990 Palm Street 1. INFORMATION TECHNOLOGY STRATEGIC PLAN. (STATLER/MAA—2 HOURS) RECOMMENDATION: Review and adopt the Information Technology Strategic Plan. ACTION: Adopted(5:0). 7:00 P.M. SPECIAL MEETING Council Chamber 990 Palm Street PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA(not to exceed 15 minutes total) The Council welcomes your input. You may address the Council by completing a speaker slip and giving it to the City Clerk prior to the meeting. At this time, you may address the Council on items that are not on the agenda or items on the Consent Agenda Time limit is three minutes. State law does not:allow the Council to discuss or take action on issues not on the agenda,except that members of the Council or staff may briefly respond to statements made or questions posed by persons exercising their public testimony rights(Gov.Code Sec. 54954.2). Staff may be asked to follow up on such items. Staff reports and other written documentation relating to each item referred to on this agenda are on file in the City Clerk's Office in Room 1 of City Hall. City Council Action Upaote _ March 13, 2001 Page 2 Melanie T90, 654 Rancho Drive, urged Council to implement an after-school program for children with disabilities. Council referred the matter to staff. Sifu Kelvin Harrison reiterated complaints of discrimination and harrassment Garr Fowler. 777 Mill Street, expressed concerns regarding the pipeline construction done for the City by Granite Construction. Council referred the matter to staff. Deborah Holley, Downtown Association Administrator,:urged Council not to approve a request to continue the public hearing of the'appeal for the Marsh Street Garage Expansion Project Eugene Jud, 665 Leff Street, asked the Council to approve his request to continue the public hearding of the appeal of the Marsh Street Garage Expansion Project to April 3, 2001. APPOINTMENTS Al. APPOINTMENTS TO THE REGIONAL WATER AGENCIES PLANNING GROUP. (MOSS — 5 MINUTES) RECOMMENDATION: Appoint Vice Mayor Ewan and Utilities Directpr Moss as representatives, and Mayor Settle and Water Division Manager Henderson as alternates. ACTION: Approved(5:0). BUSINESS ITEMS 2. NORTH AREA REGIONAL FACILITY—ALTERNATIVES ASSESSMENT, TRANSIT SITE RECOMMENDATION. (MCCLUSKEY/BOCHUM —2 HOURS) RECOMMENDATION: 1) Receive and file the North Area Regional facility (NARF) Transit — Alternatives Assessment Study. 2) Adopt Alternative C as the preferred site for the NARF Transit Facility. 3) Allocate $70,000 from the General Fund Reserve (with possible reimbursement later) for consultant services to prepare a preliminary development plan of the Transit facility using the land identified in Alternative C ($45,000), to perform a Phase II level hazardous material investigation for the Shell Station parcel ($15,000), and to perform a real estate appraisal of the Shell site ($10,000). 4) Authorize the City Administrative Officer to negotiate and enter into agreements with selected consultants for the work identified in Item 3. 5) As per City Council Action Upoate March 13, 2001 Page 3 Alternative C, direct that the remaining portion of the block be designated as the preferred site for the City's next parking structure(s). 6) Direct staff, that as part of the FY 2001-03 Capital Improvement Project budget, to include a conceptual design investigation study and conduct property appraisals, as described in the staff report, for the NARF Parking Facility properties. ACTION. Approved(5:0). 3. DOWNTOWN TRANSFER CENTER— OSOS STREET IMPROVEMENTS. (MCCLUSKEY/BOCHUM — 1 HOUR) RECOMMENDATION: 1) Approve plans and specifications for "Downtown Transfer Center: Osos Street Improvements, Specification No. 99267 with the following additional direction. 1a) Staff to revise the plans and specifications to include bid deductive alternatives for the following components: Transit restrooms along Osos Street (engineers estimate $46,000). 2) Appropriate $79,000 from the City's General Fund Reserve to fund City Hall parking lot improvements. 3) Authorize staff to advertise for bids and authorize the City Administrative Officer to award the contract if the lowest responsible bid is within the architect's estimate of$727,000. ACTION. Approved (4:0:1, Council Member Marx refrained due to a potential conflict of interest). COMMUNICATIONS Council Member Mulholland agreed to attend the Student Community Liaison Committee (SCLC) meeting of March 15, 2001in Council Member Schwartz's absence. City Administrative Officer Hampian distributed a press release regarding the bridge structure under Foothill Boulevard between Casa and Stanta Rosa Street Public Works Director McCluskey described the potential danger caused by unstable culverts and discussed the City's response to the situation. Council Member Marx distributed a copy of a land/ordlienant lease agreement that might be suitable to offer as a model lease for local property owners to use when renting to students. The matter was referred to the City Attorney for review and comment Vice Mayor Ewan proposed moving the regular Council meeting of April 17, 2001 to April 24, 2001 because it coincides with "spring break." Council concurred. City Council Action Upc= V March 13, 2001 Page 4 LIAISON REPORTS Council Member Mulholland reported on the latest meeting of the County Water Resources Advisory Committee. Council Member Mulholland gave an update on the Human Relations Commission meeting of March 7, 2001. Council Member Schwartz informed Council that the San Luis Obispo Council of Governments (SLOCOG) did notmeet this month. He also reported that the San Luis Obispo Regional Transit Authority(SLORTA) interviewed and hired a new County Transit Manager. Mayor Settle reported that Local Agency Formation Commission (LAFCO) will meet this week and declared that he plans to oppose the expansion of LAFCO as well as the addition of new staff. Council Member Marx provided an update regarding the March 13, 2001 Downtown Association Board meeting. A. ADJOURNED. council agenba CITY' OF SAN LIJ.IS OBISPO CITY HALL, 9 9 0 PALM STREET Tuesday, March 13, 2001 CALL TO ORDER: Mayor Allen K. Settle PLEDGE OF ALLEGIANCE ROLL CALL: Council Members Jan Howell Marx, Christine Mulholland, Ken Schwartz, Vice Mayor Ewan, Mayor Allen K. Settle 12:00—2:00 P.M. SPECIAL MEETING Council Hearing Room 990 Palm Street 1. INFORMATION TECHNOLOGY STRATEGIC PLAN (STATLER/MAA—2 HOURS) RECOMMENDATION: Review and adopt the Information Technology Strategic Plan. NOTE. Council will recess until 7:00 p.m. 7:00 P.M. SPECIAL MEETING Council Chamber 990 Palm Street PRESENTATION. PROCLAMATION RECOGNIZING CALIFORNIA.POLYTECHNIC STATE. UNIVERSITY HISTORY DAY. (SETTLE/STENDAHL) ® Regular City Council meetings are broadcast on KCPR, 91.3 FM. The City of San Luis Obispo is committed to include the disabled in all of its services,programs,and activities. Telecommunications Device for the Deaf(805)781-7410. Please speak to the City Clerk prior to the meeting if you require a hearing amplification device. For more agenda information,call 781-7103. — 1 — Council Agenda Tuesday, March 13, 2001 PUBLIC COMMENT PERIOD FOR ITEMS NOT ON'THE AGENDA(not to exceed 15 minutes total) The Council welcomes your input. You may address the Council by completing a speaker slip and giving it to the City Clerk prior to the meeting. At this time, you may address the Council on items that are not on the agenda or items on the Consent Agenda. Time limit is three minutes. State law does not allow the Council to discuss or take action on issues not on the agenda, except that members of the Council or staff may briefly respond to statements made or questions posed by persons exercising their public testimony rights(Gov.Code Sec.54954.2). Staff may be asked to follow up on such items. Staff reports and other written documentation relating to each item referred to on this agenda are on file in the City Clerk's Office in Room 1 of City Hall. APPOINTMENTS Al. APPOINTMENTS TO THE REGIONAL WATER AGENCIES PLANNING GROUP. (MOSS —5 MINUTES) RECOMMENDATION: Appoint Vice Mayor Ewan and Utilities Director Moss as representatives, and Mayor Settle and Water Division Manager Henderson as alternates. BUSINESS ITEMS 2. NORTH AREA REGIONAL FACILITY_-ALTERNATIVES ASSESSMENT, TRANSIT SITE RECOMMENDATION. (MCCLUSKEY/BOCHUM —2 HOURS) RECOMMENDATION: 1) Receive and file the North Area Regional Facility (NARF) Transit — Alternatives Assessment Study. 2) Adopt Alternative C as the preferred site for the NARF Transit Facility. 3) Allocate $70,000 from the General Fund Reserve (with possible reimbursement later) for consultant services to prepare a preliminary . development plan of the Transit facility using the land identified in Alternative C ($45,000), to perform a Phase II level hazardous material investigation for the Shell Station parcel ($15,000), and to perform a real estate appraisal of the Shell site ($10,000). 4) Authorize the City Administrative Officer to negotiate and enter into agreements with selected consultants for the work identified in Item 3. 5) As per Alternative C, direct that the remaining portion of the block be designated as the preferred site for the City's next parking structure(s). 6) Direct staff, that as part of the FY 2001-03 Capital Improvement Project budget, to include a conceptual design investigation study and conduct property appraisals, as described in the staff report, for the NARF Parking Facility properties. Council Agenda Tuesday, March 13, 2001 3. DOWNTOWN TRANSFER CENTER— OSOS STREET IMPROVEMENTS. (MCCLUSKEYBOCHUM — 1 HOUR) RECOMMENDATION: 1) Approve plans and specifications for "Downtown Transfer Center: Osos Street Improvements, Specification No. 99267 with the following additional direction. 1a) Staff to revise the plans and specifications to include bid deductive alternatives for the following components: Transit restrooms along Osos Street (engineer's estimate $46,000). 2) Appropriate $79,000 from the City's General Fund Reserve to fund City Hall parking lot improvements. 3) Authorize staff to advertise for bids and authorize the City Administrative Officer to award the contract if the lowest responsible bid is within the architect's estimate of $727,000. A. ADJOURN. - 3 - Gartner City of San Luis Obispo a -` Strategic Plan 2001 Information Technology and Y` Wireless Voice/Data Communications February 2001 Engagement: #0202.13010 Gartner Consulting 5950 Canoga Avenue,Suite 600, Woodland Hills,CA 91367 +1-516-710-8855 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Table of Contents Introduction...........................................................................................1 ExecutiveSummary............................................................................2 Background......................................:................................................3 Purpose ............................................................................................3 Scope...............................................................................................3 Recommendations .............................................................................4 High Priority Recommendations - Information Technology....................4 High Priority Recommendations - Wireless Voice/Data Communications.5 ImplementationCost..............................................:...........................6 New Initiatives for Next Two Years .....................................................7 Information Technology and Wireless Strategic Plan............8 Background and Objective ..................................................................9 Scope and Approach ........................................................................ 11 Business and Technical Drivers.......................................................... 14 Critical Success Factors .................................................................... 17 Key Considerations for the IT Strategic Plan........................................ 18 ITGovernance, Organization and Staffing ........................................ 18 Technology Infrastructure .............................................................. 19 Technology Management ............................................................... 19 Strategic Systems and Software ..................................................... 20 IT Governance, Organization and Staffing...............................21 ITOrganization ............................................ .................................. 22 Recommendations........:................................................................ 25 Strategic Plan Communication & Maintenance ..................................... 35 Current Environment....................................:...................................37 CityOverview.................................................................................. 38 Administration .............................................................................. 38 CityAttorney................................................................................40 CityClerk..............................,......................................................41 Community Development...............................................................42 Finance Department ......................................................................44 FireDepartment ...........................................................................46 Human Resources .........................................................................47 Parks and Recreation.....................................................................48 PoliceDepartment......................................................................... 50 Final rr-Wireless Strategic Plan v2 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Public Works Department............................................................... 52 Utilities ........................................................................................ 56 Community Partners...................................................................... 58 Information Technologv..................................................................62 Summary of Recommendations for Information Technology .................. 63 Technology Infrastructure .............................................................. 63 Technology Management ............................................................... 66 Strategic Systems and Software .....................................................69 Technical Environment Overview ....................................................... 72 Networking Architecture ................................................................... 73 WideArea Network .......................................................................... 75 CurrentSituation .......................................................................... 75 Alternatives.................................................................................. 76 Trends/Best Practices .................................................................... 76 Alternatives Analysis ..................................................................... 76 Recommendation .......................................................................... 77 Network Administration & Enterprise Management............................... 78 CurrentSituation ............................................................................ 78 Alternatives.................................................................................. 78 Trends/Best Practices ....................................................................78 Alternatives Analysis .....................................................................79 Recommendation .......................................................................... 80 Network Security ............................................................................. 81 Current Situation ..........................................................................81 Alternatives..................................................................................81 Trends/Best Practices ....................................................................81 Alternatives Analysis .....................................................................82 Recommendation ..........................................................................82 Network Operating System ............................................................... 83 CurrentSituation ..........................................................................83 Alternatives..................................................................................83 Trends/Best Practices ................................................:...................83 Alternatives Analysis .....................................................................84 Recommendation ..........................................................................84 Desktop Operating System................................................................ 85 Current Situation ..........................................................................85 Alternatives..................................................................................85 Trends/Best Practices ....................................................................86 Alternatives Analysis .....................................................................86 Recommendation ..........................................................................87 Groupware...................................................................................... 88 Final ir-Wireless Strategic Plan v2 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications CurrentSituation .......................................................................... 88 Alternatives...................................................................................88 Trends/Best Practices ....................................................................88 Alternatives Analysis ......................................................................89 Recommendation ..........................................................................90 Desktop & Business Software ............................................................ 91 Current Situation ..........................................................................91 Alternatives..................................................................................91 Trends/Best Practices :...................................................................92 Alternatives Analysis .....................................................................92 Recommendation ..........................................................................92 Databases....................................................................................... 93 CurrentSituation ..........................................................................93 Alternatives..................................................................................94 Trends/Best Practices .................................................................... 94 Alternatives Analysis ..................................................................... 94 Recommendation ....:.....................................................................95 Finance, HR/Payroll & Utility Billing Systems ....................................... 97 Current Situation ...........................................................................97 Alternatives..................................................................................97 Trends/Best Practices ....................................................................98 AlternativesAnalysis .....................................................................98 Recommendation .......................................................................... 99 Geographic Information Systems (GIS) ............................................ 100 Current Situation ......................................................................... 100 Alternatives................................................................................ 100 Trends/Best Practices .................................................................. 100 Alternatives Analysis ..............:.................................................... 101 Recommendation ......................................................................... 102 Document Management System ...................................................... 103 CurrentSituation ........................................................................ 103 Alternatives................................................................................ 104 Trends/Best Practices ................................................................... 104 Alternatives Analysis ................................................................... 104 Recommendation ........................................................................ 104 Web Infrastructure.............................................. .......................... 105 Current Situation ........................................................................ 105 Alternatives................................................................................ 106 BestPractices.......................:..................................................... 106 Alternatives Analysis ................................................................... 106 Recommendation ......................................................................... 107 Disaster Recovery.......................................................................... 108 Final Ir-Wireless strategic C Plan v2 Gartner City of'San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Findings................................._................................................... 108 Alternatives................................................................................ 108 BestPractices............................................................................. 108 AlternativesAnalysis ................................................................... 109 Recommendation ........................................................................ 109 Wireless Voice/Data Communications.....................................110 Voice............................................................................................. 11.1 Current Situation ........................................................................ 111 Trends....................................................................................... 118 Alternatives Analysis ................................................................... 119 Recommendation ........................................................................ 123 Data Communications .................................................................... 124 Current Situation ........................................................................ 124 Trends.....................................................................................6. 125 Alternatives Analysis ................................................................... 126 Recommendation ........................................................................ 129 Dispatch Center Operations............................................................. 132 CurrentSituation ........................................................................ 132 Recommendation ......................................................................... 135 Telemetry ..................................................................................... 136 Current Situation ........................................................................ 136 UtilitiesDepartment ..................................................................... 136 Key Findings and Requirements .................................................... 139 Trends....................................................................................... 144 Alternative Analysis..................................................................... 145 Recommendations....................................................................... 147 Public Works Department............................................................. 150 Key Findings and Requirements .................................................... 151 Trends....................................................................................... 152 AlternativeAnalysis..................................................................... 153 Strategic Plan Implementation & Costs..................................161 Strategic Plan Implementation Schedule & Costs ............................... 162 Total Cost Summary for Information Technology and Wireless Voice/Data/Telemetry .................................................................. 163 Information Technology Implementation Costs .................................. 164 IT Implementation Cost - Phase I (Fiscal Years 1-2) ....................... 165 IT Implementation Cost Phase II (Fiscal Years 3-4) ...................... 166 IT Implementation Cost - Phase III (Fiscal Years 4 and Beyond)....... 166 IT Cost Assumptions.................................................................... 167 Wireless Voice/Data Implementation Cost......................................... 185 Final rr-Wireless Strategic Plan v2 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Wireless Cost Assumptions............................................................ 186 Glossaryof Terms............................................................................196 Appendices.........................................................................................226 Interview and Focus Group Participants ............................................ 227 IT Strategic Plan Questionnaire ....................................................... 232 IT Position Descriptions .................................................................. 234 Business Analyst......................................................................... 234 IT Manager/Director.................................................................... 234 Internet Webmaster: .................................................................... 235 Web Internet/Intranet Coordinator................................................ 235 Applications Support .................................................................... 236 Security Specialist....................................................................... 237 WAN Administrator...................................................................... 238 Guidelines for IT Staff Training ........................................................ 239 IT Staffing Key Motivational & Maintenance Factors............................ 241 Guidelines for Developing Service Level Agreements (SLAB) ................ 242 Emerging Trends & Technology in the Public Sector: E-Government..... 244 Key Considerations...................................................................... 244 Recommendation ........................................................................ 245 Emerging Trends & Technology in the Public Sector: Interactive Voice Response (IVR) and Voice Recognition ........................................... 246 Key Considerations...................................................................... 246 Emerging Trends & Technology in the Public Sector: Storage Area Network (SAN)............................................................................ 248 KeyConsiderations...................................................................... 248 Recommendation ........................................................................ 249 Emerging Trends & Technology in the Public Sector: Virtual Private Networks (VPN) .......................................................................... 250 Key Considerations....................................................................... 250 Recommendation ........................................................................ 251 Emerging Trends & Technology in the Public Sector: Public Key Infrastructure (PKI) ..................................................................... 252 Key Considerations...................................................................... 252 Recommendation ........................................................................ 253 Emerging Trends & Technologies in the Public Sector: Unified Messaging forIT Staff ................................................................................. 254 Key Considerations...................................................................... 254 Recommendation ........................................................................ 255 Emerging Trends & Technologies in the Public Sector: Voice Over Internet Protocol (VoIP) ........................................................................... 256 Final F-Wireless Strategic Plan v2 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Key Considerations...................................................:................... 256 Recommendation ........................................................................ 257 General Guidelines for Developing an RFP (Request For Proposal) ........ 258 List of Departmental Applications..................................................... 261 Citywide PC Inventory by Department .............................................. 264 Guidelines for Implementing Effective Help Desk and IT Support Services268 San Luis Obispo IT Projects in Progress (as of 9/00) .......................... 271 RadioBackbone............................................................................. 277 Primary Public Safety & Government Radio Channels.......................... 279 Wireless Voice/Data Implementation Cost Components ...................... 281 Microwave Cost Analysis - Submitted by City Mobile Data Computing Group (as of 2/13/01).................................................................. 284 Proposed IT Staffing implementation................................................ 285 Sourcing ........................................................................................ 286 Final IT-Wireless Strategic Plan v2 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Introduction The City of San Luis Obispo (SLO) recognizes Information Technology as a major strategic component of the organization. Through the Finance Department's Information Systems Division (ISD), the City has been successfully realizing its IT objectives by implementing the IT Master Plan on time and within budget. Over the years, the City has revolutionized its IT resources and is improving its ability to respond to the increasing demands of both the City's information and wireless technologies. The City's success in its efforts can be measured by how the implemented systems are viewed as positive tools in the organization, and how users have increasingly relied on these tools to achieve their objectives within their daily operations. With a firm commitment to technology, the City's ultimate goal is to continue to successfully implement its strategic initiatives in a planned and sustainable manner by adopting business process improvements and enhancing public service through technology. As a result, the focus of this new strategic plan is to prepare the City in building the IT and Wireless Voice/Data infrastructure by ensuring availability of adequate technology personnel, equipment; and/or materials in the organization. This Strategic Plan is composed of the following major components: Executive Summary - high-level summary of our findings, recommendations and costs, including associated implementation approach Current Environment - high-level description ad profile of the eleven (11) City departments and how they currently use technology Information Technology and Wireless Voice/Data Analysis - current situation, alternatives analysis, trends, and recommendations IT.Governance, Organization, and Staffing - analysis of the City's current IT organization and recommendations Glossary of Terms and Appendices = supplemental information related to Plan recommendations. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 1 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Executive Summary Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 2 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Background The City of San Luis Obispo (SLO) adopted its first Information Systems Master Plan in April 1995. The Plan was primarily directed towards applications serving the City's financial management, public safety, geographic information systems, and desktop and general automation software. With the exception of automating records management, which is currently undergoing implementation, the City has accomplished all of its initiatives. This new 2001 Strategic Plan focuses on the City's technology infrastructure. The City recognizes that to further achieve its goal to continuously enhance. its delivery of public services, it needs to develop a more strategic approach to managing and delivering information - thus, a unified strategy for Information Technology (IT) and Wireless Communication. Purpose The purpose of this Plan is to guide the City's use of information technology over the next four years by: • Assessing its current use of technology • Identifying new initiatives that will improve customer service, productivity or public access to information • Determining acquisition and support costs for these initiatives • Prioritizing and phasing initiatives • Recommending organizational changes and management tools needed to adequately support existing systems and new initiatives. Scope The following five major areas of infrastructure or common technology were examined to assess the City's current state of the. technology infrastructure and develop recommendations: • Current Applications and Systems Standards • IT Organizational Structure, Staffing and Governance • IT Infrastructure/Application and System Software Standards • New Initiatives: - Communications and connectivity - Multi-media, audio/visual and cable cast ventures Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001=Page 3 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications - E-Government (E-Gov) • System Support. The recommended strategy for the City's Information Technology is based on the following three key emerging trends: • Consolidation of IS Services • Increasing use of ESPs (External Service Providers) • Alignment of the IS organization with IT best practices. Recommendations The recommendations in this plan are each designated by a priority level reflecting the targeted phase or schedule of implementation. These are: • High - For implementation on first and second year (Phase I - Years 1-2) • Medium - For implementation on third and fourth year (Phase II - Years 3-4) • Low - For implementation on fourth year and beyond (Phase III - Years 4 and beyond). High Priority Recommendations - Information Technology • Develop service level agreements to define level of IT support required • Conduct regular meetings with community partners • Develop Communication Plan and Project Plan for IT Projects • Work with ISD for IT standards • Extend MIS Steering Committee scope to include Wireless and Telemetry • All IT support to be provided and managed by ISD • Add new IT positions to fulfill departmental requirements • Take IT skills inventory Leverage internal and external sourcing for IT services • Restructure support and maintenance services for strategicsystems to fall under ISD • Evaluate. alternatives to current in-house help desk approach • Reinforce cutting-edge initiatives to attract and retain IT talent • Develop WAN Design • Upgrade operating system from NetWare 4.1 to NetWare 5.1 Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 4 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Deploy Windows 98 • Standardize on MS-Office for desktops • Standardize on Internet Explorer • Establish a dedicated and secure Data Center • Develop citywide RFP template • Define rights of ownership on developed applications • . Consolidate applications • Maintain application and software inventories on a regular basis • Develop technical documentation for all citywide applications and standardize format • Document City fiber expansion and related initiatives • Perform security assessment and implement recommendations • Update the IT Disaster Recovery and Preparedness Plan • Outsource on-going maintenance of audio-visual facility and assign management to ISD • Communicate Audio Visual facility's purpose and consolidate citywide efforts and resources • Ensure on-going technology staff education and training and evaluate effectiveness of existing training programs • Implement on going IT training to City staff through CBT, E-training, formal classroom, etc. • Establish Oracle as database standard • Implement Citywide Document Management System • Develop E-Gov and Public Keys Infrastructure strategy High Priority Recommendations — Wireless Voice/Data Communications • Upgrade existing conventional radio equipment • Procure either dedicated or leased mobile data system • Replace dispatch consoles nearing obsolescence. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 5 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Implementation Cost Cost Summary of Recommendations for Information Technology and Wireless Voice/Data/Telemetry Recommendations IT Strategic Plan Costs: One Time 2001-03 2003-05 Low High Low High Information Technolo _ __ _______ _ _ __:_ __422,000 __995 000__ . . 597.300 1.043 800.. Technology infrastructure 47,000 80,000 348,800 486,300 Technology management 55,000 145,000 145,500 397,500 Strategic systems and software 320,000 770,000 103,000 160,000 Wireless Voice/Data Communications - 2251 800. 3,983,700 0 0 Upgrade radio equipment 817,000 1,195,000 Dedicated/leased mobile data system' 461,500 572,000 Replace dispatch consoles 453,000 659,000 Replace wireless telemetry 315,000 803,000 Replace process control telemetry 153,000 660,000 Network HVAC control panels 52,300 94,700 Total $2,673,800 $ 4,978,700 $ 597,300 $ 1043 800 s Based on Police revised estimates IT Strategic Plan Costs: Ongoing 2001-03 2003-05 High I Low I High I Low Ihforrnation Technology 427,000 674,500 156,000 212,000 IT organization and staffing 295,000 355,000 132,000 164,000 Technology infrastructure 4,000 7,500 18,000 26,000 Technology management 83,000 195,000 4,000 15,000 Strategic systems and software 45,000 117,000 2,000 7,000 Wireless Voice and Data_Communications__ 41,500_ _A ___ _ 0_. Dedicated/leased mobile data system 19,500 32,500 1 1 Network HVAC control panels 5,000 9,000 Total_ _ __ _$_- 451,500 $ 716,000 , $ 156,000 $ 212,000 Table 1. Summary of Costs for IT and Wireless Gartner Consulting Entire contents©.2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001-Page 6 Gartner I City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications New Initiatives for Next Two Years Low High Project Document Management System Implementation $300,000 $650,000 Radio System Rebuild 817,000 11195,000 Dispatch Console Replacement 453,000 659,000 Mobile Data Computers 461,000 .572,000 Total $2,031,000 1 . 1 1 1 For detailed economic analysis and comprehensive list of recommendations, refer to Strategic Plan Implementation & Costs on page 161. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 7 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Information Technologv and Wireless Strategic Plan Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 8 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Background and Objective The City of San Luis Obispo asked Gartner to assist in preparing a strategic plan that will guide the City through its acquisition and support of information technology resources for the next four years. This plan is a product of interviews and research regarding the City's information systems and requirements. In this study, the City asked for specific assistance in: • Assessing the effectiveness of the City's current use of information technology resources • Identifying technology improvements that most likely will improve customer service, productivity and public access to City information • Determining likely acquisition and support costs for these improvements • Prioritizing and phasing the identified acquisition . and support costs over the next four years, starting in July 2001. The City's existing IT master plan identified seven strategic initiatives that included: • Desktop operating system and hardware upgrade • Public Safety Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 9 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Financial management • Geographic information system (GIS) • Radio/telecommunications • Records management • Public Access/electronic village. With the exception of automating records management, which is still under implementation, the City has accomplished all of the initiatives. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 10 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Scope and Approach The City asked Gartner to examine its five major areas of infrastructure or common technology, assess the current state of the technology infrastructure and make recommendations concerning future direction for: • Current Applications and Systems Standards • IT Organizational Structure, Staffing and Governance • IT Infrastructure/Application and System Software. Standards • New Initiatives: Communications and connectivity Multi-media, audio/visual and cable cast ventures E-Government (E-Gov) . • System Support This report is the result of the consensus building approach used by Gartner and reflects the input of the interview and focus group participants combined with the research and analysis conducted by the Gartner consultants. This includes: PHASE I • Conducting Project Initiation Meeting - Detailed planning meeting with the City's project representatives to review the scope of the project, clarify the process to be utilized, and identify the end products to be delivered. • Identifying Management Priorities - We conducted a series of interviews with department heads, managers, and other City Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 11 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications representatives to gain insight into the issues facing the City and its use of technology. In addition, external focus groups were conducted consisting of private and public organizations identified by the City as community partners. • Assessing Current Systems and Infrastructure - We assessed the City's hardware and computer facilities, network, software, technology organization and staffing environments on the basis of information gathered during interviews. • Preparing Preliminary Recommendations We used the results of the preceding tasks to prepare preliminary recommendations that will provide the City with a technology infrastructure to meet its goals within the next four years. The study findings and preliminary recommendations were presented to the City for review and comment, and were refined based on feedback. • Conducting Preliminary Cost Analysis - We prepared an analysis of one-time and recurring costs of implementing the proposed changes and improvements recommended for which cost estimates were available. • Prepared Implementation Phases - We prepared an implementation plan based on the City's high, medium and low priorities outlining the sequence of key projects on the basis of three distinct phases of one to two years each. The proposed implementation plan was presented to the City together with preliminary cost estimates for review and comment. The implementation plan was refined based on feedback from the City. PHASE II • Prepared IT Strategic Plan - We translated the analyses of the preceding steps into the City of San Luis Obispo IT/Wireless Voice/Data Strategic Plan. The City reviewed and commented on the Plan prior to its completion. In summary, this Strategic Plan represents assessments of the following components for the City's IT and Wireless infrastructures. For Information Technology, it includes: - IT Governance, Organization and Staffing - IT Support Services - Wide Area Network - Network Administration and Enterprise Management - Network Security Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 12 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications - Network Operating System - Desktop Operating System - Groupware - Desktop and Business Software. - Databases - Finance, Human Resources/Payroll and Utility Billing Systems - GIS - Document Management System - Web Infrastructure - Technology Training - Disaster Recovery - IT Vendors and Services - Telephone .System - Audio-Visual System For Wireless Data/Voice technology_ , it includes: - Voice Communications - Data Communications - Dispatch Center Operations - Telemetry - Wireless Organization. For a list of the individuals who participated in the interviews and focus groups, including sample interview questions, refer to Appendix A and B. For the definitions of the terms used in this document, refer to Glossary of Terms. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 13 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Business and Technical Drivers In identifying the trends and influences that present opportunities for the City's general IT direction, Gartner included the following tasks in their approach: • Orient City Management with emerging trends and technology in the public sector • Analyze City department informational needs and recommend the best practice and architecture that will support the organization • Provide recommendations for migrating from the present proprietary communications network to a an environment that is adaptable, open, and standards-based • Provide recommendations regarding the continued use, replacement, or migration of existing core systems to other platforms • Compare feasibility of continued in-house software development versus purchased software packages • Provide recommendations for organization, staffing, and training necessary to implement, operate, and maintain the new strategic plan elements • Provide an economic analysis of the proposed plan through the year 2004, including but not limited to, the City's existing environment. Therefore, through the interviews and focus groups conducted by Gartner, the following business and technical drivers were identified for the City of San Luis Obispo: Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 14 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Expand efforts to meet the needs of constituents. Many of the services that have been provided in the past could be done in a more. efficient and cost-effective manner with the implementation of appropriate technology. Initiatives taken by the City are done with short and long term goals with its constituents in mind. • Plan IT expenditures with cost recovery in mind. In order to meet its budgetary requirements, the City must plan its IT expenditures using current cost recoverymethods. New IT initiatives will also require developing additional methods (e.g., GIS) to recover the cost of IT. Effective implementation of a cost recovery system will help the City understand the components of IT costs and improve business decisions. • Expand focus on public safety needs. Police, Fire, Public Works and Utilities departments often have the most to gain through the implementation of information technology.. The City intends to provide its constituents with the most forward- thinking and advantageous public safety applications as possible while maintaining focus on those initiatives that are financially feasible. • Ensure that technology needs are met for individual departments. The City's various departments share many application and IT needs, as well as support for hardware and software use. The City will require a comprehensive and coordinated approach to ensure that planned citywide investments address the needs of all of its departments. • Identify potential for external strategic partnerships and alliances. The City is aware of, and open to, potential partnerships with neighboring counties, cities, other public agencies and the private sector. Strategic initiatives will be designed and planned for with these potential opportunities in mind. • Ensure that IT investments remain aligned with business goals in light of evolving technology. Decentralized environments, the Internet and other similar computing models involve a consistent business process change as well as a technical migration. Also, the. City must understand and work with the political and business priorities supporting its technology initiatives. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 15 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Respond to expanded public awareness of the benefits of information technology. There is a growing awareness within the. City of the benefits surrounding information technology and its applications. It is the City's intent to understand the opportunities that exist for its constituents and where these opportunities fit within the City's business strategy. • Provide services and transact business electronically. It is the goal of the City to be on the cutting-edge in the area of E- Government. The City recognizes the benefits of E-Government to its constituents and strives to provide services and transact business electronically whenever both possible and economically practical. • Improve IT customer service through performance measurement. In order to understand its IT needs and select. appropriate strategic initiatives, the City must measure its IT performance consistently across all departments. Proposed technology initiatives will incorporate measured results to assist with strategic business decisions. • Identify and pursue funding opportunities such as federal and state grants. State and Federal grants are a significant part of the City's revenue. The use of grant resources can have a major impact on strategic planning when focused on IT initiatives. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 16 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Critical Success Factors • Obtain the ongoing support of the Executive Management Team for technology initiatives • Require active participation in the Executive Management Team by department heads and representatives • Appoint project teams with department representation that have a stake in the successful implementation of the system(s) and the necessary time to devote to the project • . Expeditiously obtain early management approval of the major elements of the plan to avoid major changes in the environment and priorities • Hire appropriate staff to provide ongoing training and support. • Supply initial and ongoing training and support to ensure that personnel can effectively use IT tools provided • Retain independent consultants where appropriate to supplement the IT staff and to avoid a "trial and error" approach Communicate openly and frequently the status and progress towards achieving the City's overall IT goals • Keep users involved through planning, business area analysis and implementation phases • Provide ongoing training and support. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 17 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Key Considerations for the IT Strategic Plan IT Governance. Organization and Staffing • Fragmented management support leads to diminished implementation and under achievement of benefits • Consensus must be obtained where appropriate to assure alignment between business strategy and IT initiatives • Resource allocation (funding, staff, etc.) is often best pursued across department lines • Include technology issues on regular Executive Management meetings agenda • Develop reporting structure to track issues so they get formally resolved and communicated • Regional efforts with surrounding government agencies: - Create alliances and partnerships to eliminate costly duplication and make services more citizen-friendly and universal - Potential partnerships for Web strategies and Geographic Information System - Challenges include "turf" issues, funding, local legislation, and support • Ensure department budgets provide resources for their business- specific IT expenditures including one-time investments and recurring maintenance and support. Enterprise-wide applications and infrastructure budget should continue to be identified and monitored centrally by the IT department. Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 18 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Prepare monthly briefing listing proposed initiatives and opportunities to improve service and productivity • Consider the implementation of policies and procedures as follows: - Require a business case* for initiatives that are above a predetermined level. This includes estimated development costs, and on-going maintenance and support. This would require MIS Steering Committee review and approval. - Require project management and communication plan for IT projects. * Gartner's'suggested threshold for business case and MIS Steering Committee approval is $50,000. This level should be reviewed to ensure consistency with the City's needs: Technology Infrastructure • Take current and future application requirements into consideration throughout the implementation of the IT Strategic Plan's planning process • Develop and execute proper test plans during design and deployment processes • Conduct long-range capacity planning as part of the City's process since some of City's systems can be very resource intensive (e.g., GIS, document management, and potentially, E-Government). • Evolve on-line presence, 'including E-Commerce applications (e.g., payment, collection, etc.) • The general public will quickly expect more from local government based on the public's 'experience with the private sector (e.g., Amazon.com), therefore, lack of Web capabilities may result in lost opportunities. Technology Management • Development and implementation of IT strategic direction and management of external service providers should continue to be an in- house function • Review application requirements to ensure suitable standards • Review standards with end user groups • Develop and disseminate a standards policy • Periodically review the policy in the context of changing application and business needs Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of san Luis Obispo only. February 2001—Page 19 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Incorporate this plan's findings into the refresh plan and budget on an annual basis • Set citywide policy for use of automation tools • Provide transition resources for any systems migration deployment (e.g., training, document conversion, etc.) • Purchase software packages with a browser capability (i.e., that can be accessed via Web-based applications) to facilitate remote access with acceptable performance at dial up speeds • Ensure consistency with office automation suite software • Always provide training where required, including on-going training for IT staff regarding third-party vendor contract management, project management and emerging technologies. Strategic Systems and Software • Develop consensus on implementation strategy for strategic systems, including document management system, and GIS • Determine departmental and enterprise functional requirements and adopt a governance model for these systems driven by business needs • ` Business Analyst" resources are likely to be required to support activities • Evaluate project management software for consistent tracking and reporting of City projects. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 20 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications IT Governance, Organization and Staffing Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 21 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications IT GOVERNANCE, ORGANIZATION AND STAFFING IT Organization The City's primary IT organization, ISD (Information Systems Division), resides within the Finance Department. The role of ISD is to implement MIS policies and standards established by the MIS Steering Committee. Currently, an IS Manager oversees the division consisting of four IS Technicians (including two vacancies) who fulfill the following ISD responsibilities: • Operations and administration for all systems connected to City Hall, including WAN and LANs, except for the Police Station • Help Desk support • Hardware maintenance • PC installation • Telephone Systems • Application and systems support during normal business hours • Limited training/coaching for desktop tools and software • Limited after-hours support Due to the City's distributed IT management approach, IT-related acquisition, support, and maintenance of some of the City's more specific business applications, to some degree, is the responsibility of the primary user departments. For example, with limited assistance from ISD, the following departments manage technology independently: • Fire - All wireless communications, primarily radio • Public Works - All GIS applications • Police - Public safety systems for Fire and Police Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of san Luis Obispo only. February 2001—Page 22 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Utilities - Telemetry applications IT-classified positions reside in City Hall, while other IT-related positions exist within departments located throughout the City. The distribution of IT- related resources is perpetuated through the establishment of a dedicated computer room in Police department and remote access capabilities provided to outside consultants. As a result of a decentralized environment, and although not part of the ISD structure, the following additional IT-related City resources (mixture of City personnel and consultants) were created: • GIS Manager and Technicians, Public Works (3 regular staff) • Public Safety Information Systems Coordinator, Police Department (1 regular staff) • Telemetry and Instrumentation Technician, Utilities (1 regular staff) • FoxPro Applications Developer (consultant) • Communications Technician, Fire (1 regular staff) • Radio Technician, Fire (consultant) The City currently outsources .technology training, network design and installation, and maintenance for other City office equipment and facilities. Support for business application systems (i.e., Accounting, Finance, Utility Billing) are provided by vendors or ASPS through contracts which are sometimes funded and managed by the department responsible for the application (i.e., City Clerk for document management system). The City establishes project-specific governance structures as required, including the MIS Steering Committee developed for IT strategic planning efforts consisting of: • Assistant City Administrative Officer (Committee Chair) • Director of Finance • Department Head from Public Safety, currently the Fire Chief • Department Heads (2), currently the Utilities Director and the Human Resources Director • Chair of the City's Application Administrator's Group, currently the Recreation Manager • Staff Support to the MIS Committee is provided by the Information Systems Manager The MIS Steering Committee's responsibilities include: Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of.San Luis Obispo only. February 2001---:.Page 23 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Setting IT direction • Directing, reviewing, and approving the periodic update of the City's IT Strategic Plan • Screening and prioritizing new opportunities for IT • Reviewing and recommending the IT budget to the CAO • Authorizing initiation of new projects including authorizing for the continuation of approved projects at major milestones The current City network structure has been created to provide for both the centralized needs of the. City and the distributed needs of the user departments. While the network allows for the sharing of centralized resources and data, it also allows for the creation of "virtual" departmental teams or work groups. It recognizes and supports the diverse requirements and has allowed departments to address their unique needs within the framework of the Citywide IT infrastructure, without the need for individual departmental networks and infrastructure (e.g., GIS for Public Works, Hansen system for Utilities). With the exception of Police department, ISD supports all City departments on enterprise applications and infrastructure components. In addition to the enterprise wide systems responsibility, ISD keeps track of replacement cycles from local area networks to workstation equipment and maintains responsibility for the telephone system. The existing IS related organizational and budget model reflect this centralization and distribution aspect as well. The overall satisfaction with ISD support services is very high. In some remote cases, however, users have expressed dissatisfaction with the length of time of unresolved issues. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 24 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Recommendations 1. Ultimately, establish an independent IT organization, separate from Finance. The delivery of technology requirements should be supervised through a formal IT department reporting to the City Administrative Officer. As a result, this organization will be in a position to clearly define and focus on the City's technology priorities whose responsibility is for the City's overall IT direction, implementation and maintenance. In addition, this change will increase ISD's flexibility and ability to continue to support future IT initiatives and respond to the growing demands in technology that the City currently faces. Since the City does not currently have the adequate number of support staff, it needs to closely examine its current IT structure, re-define the existing IT positions, and hire additional staff and/or external resources to support the existing and planned systems. The following reflects the areas of the current and future long-term responsibilities of the City's IT organization: IT ! Notwork Services Telecommunications Strategic spstema support Hartlwara Suppan Ottka Automallon Ratllo GIS FApplleatlona LAN Atlminiatralbn NaOMOwlrNeee Management Utlllty Systems Web Tmining Dem Nab Daek S Document Management eneml OovYSI.Marnmant 6yamma Talapona Ottke EQUIDTBm Dataaaae Atlminlavagon Figure 1.Areas of Responsibilities The enterprise can be broadly divided into the following: • Network Services - comprising of all system hardware and software, and considered as the backbone of the City's IT enterprise that Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 25 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications supports and provides the required foundation and environment for all applications and systems utilized by all operating Departments. This includes, but is not limited to, end user support services and training for all related components. • Telecommunications - comprising of systems, infrastructure and hardware that support applications for Radio, Wireless, Data, and Voice, including Telephones. • Strategic Systems Support - comprising of specialized systems, mostly applications, that are utilized by all operating departments within the City enterprise. Strategic Systems would require knowledge and skills specific to the business that each of the applications support. Currently, the systems identified include GIS, Parks and Recreation, Utilities, Financial (including HR/Payroll), Document Management, Web and e-government development. Database administration is also considered strategic. Although the above chart does not require the immediate separation of ISD from the Finance Department or the addition of several IT staff to fill the areas indicated, this proposed organization does require the City to swiftly increase its IT staffing to appropriate levels in the next few years. Refer to Table 1.0 for the recommended staffing. 2. Create new IT positions to fulfill IT staff requirements. The City needs to hire additional staff necessary to begin developing the recommended IT organization.. Based on the proposed organization chart, following are the recommended staff requirements for years 2001 and 2002: Staff Description IT Staff Telecommunications Reporting to the IT Director, responsible for all telecommunications Supervisor systems and applications, including its maintenance and support. Required staff reporting to this position includes Telemetry and Instrumentation Technician, as well as Communications Technician who address Radio, Wireless, Voice and Data, including telephones. Telecommunications Reporting to the Telecommunications Supervisor, two technicians will Technician(s) work closely with departments for coordinating and maintaining efforts regarding wireless technology and telephone systems. Database Responsible for the defined enterprise database integrity and Administrator maintenance, this position will ultimately report to the Strategic Systems.Supervisor. City Web Architect Responsible for implementing all related planning, coordination and design efforts for the development of the City's Internet and Intranet sites. This position will ultimately report to the Strategic Systems Supervisor.. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 26 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Staff Descripti-on -IT Staff Network Services Reporting to the IT Director, responsible for maintaining the network Supervisor and supporting end users with office automation requirements. Future required staff reporting to this position could include systems and integration specialists to provide on-going operational support for network and end-user systems and work closely with individuals assigned to the deployment of new systems. Table 2. Recommended Staffing Recommended IT Staff Re uirements for the ears followin include: IT Staff Staff . . Strategic Systems Reporting to the IT Director, responsible for the implementation and Supervisor system integrity of all applications as defined by the City as Strategic. (Refer to the definition on page 26.) Future required staff reporting to this position would include Database Administrator, Business Systems Analyst(s) and other specialists who can provide:on-going operational support for the strategic systems and collaborate with groups assigned to the deployment of related new systems. Network This position is responsible for the overall maintenance and Administrator administration of the City's wide area network. This position reports to the Network Services Supervisor, IT Administrative This position provides administrative support to the IT Director. The Assistant ideal individual is comfortable with information technology tools and able to provide for efficient coordination of related department activities. IT Director Reporting directly to the City Administrator, responsible for the City's overall IT direction and the successful implementation of all IT initiatives. Responsibility includes developing and managing the IT organization budget, contracts, services and vendor relationships related to IT. In addition, the IT Director should ensure that end users and IT staff receive the training they need to effectively implement and utilize the City's IT resources. Direct reports to the IT Director are the Supervisors of Network Services, Telecommunications, Strategic Systems, and potentially, an Administrative Assistant. Table 3. Recommended Staffing for years following Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 27 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications 2001-02 200ZW 2003.04 2004-05 Telecommunications Supervisor 1.0 Telecommunications Technician 1.0 1.0 Debase Administrator 1.0 Webmaster 1.0 Network Services Supervisor 1.0 LS Technician (NetworkAdministator) 1.0 Strategic System Supervisor 1.0 Administrative Assistant 1 1.0 Total 1 2.01 4.0 1 3.0 - Table 4. Additional Staffing Schedule Refer to Appendix W for Proposed IT Staffing Implementation. 3. Consolidate support for IT using hybrid approach to staffing. Based on the recommended organizational structure for IT, support for citywide systems will be managed through the. Network Services, Telecommunications, and Strategic Systems Support sections of the IT organization. To efficiently support enterprise-wide growth and service demands, IT will require the following types of IT staff skills: • Hardware Support • System Security Administrator • Training Coordinator • Help Desk • Application Development and Support • Database Administrator • Business Systems Analyst • Application Specialists (e.g., GIS, Public Works, Public Safety, Document Management, ERP/Finance, Recreation systems, etc.) • Office Systems (telephone, voice mail, pagers, audio visual, other equipment) • Internet/Intranet • Communications Specialist (Wireless Technology) This consolidation will result in two changes from the current IT structure: Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 28 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Public Safety Systems. Responsibility for "technical" support for hardware (servers, workstations, printers, switches, etc), system software, local and wide area network administration, security, and other support services (such as system back-ups) will shift from the Police Department to IT. Application support responsibilities (reports, data entry and management, user training, and application software support) will remain with the Police and Fire Departments. Wireless Communications. Responsibility for the City's wireless and telemetry services will move from Fire and Utilities into IT's Telecommunications section. 4. Restructure the support and maintenance of the City's three key strategic systems: A. GIS: General backend system maintenance should fall under the IT organization while GIS applications will remain the responsibility of GeoData Services in Public Works. GeoData Services will work closely with the Strategic Systems division of the IT organization in: • Defining a GIS implementation strategy, data standards and database maintenance • Enforcing standards • Coordinating appropriate technical resources support for the backend system • Performing related research and development (e.g., internal and external collaborative. opportunities) B. Document Management System: Develop both centralized and distributed approach for the implementation of the document management system. Centralized management. through the IT organization ensures that technical procedures for the system such as software upgrades and updates, including the document server(s) are maintained and properly deployed by appropriate technical staff, thus ensuring system integrity. This approach also further ensures that users in each department have the required level of access to administer the system contents. C. Audio-visual Facilities: Central management of the facility will be through the IT organization. Subsequently, by working closely Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of san Luis Obispo only. February 2001—Page 29 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications with the City departments, the IT organization will develop policies regarding usage and decision to outsource/hire external services for the facility's equipment deployment and overall maintenance. S. Update and implement the MIS policy. A. The MIS policy should reflect the following: • All departments and divisions will need to work with ISD in order to maintain compatibility standards within the City's IT infrastructure. • Require a department to develop a communication plan and an implementation plan regarding any development or technology- related initiative. This must be submitted to ISD, who will review and ensure consistencies with City standards. Part of the objective is also to facilitate partnering efforts between departments for related needs. B. Extend MIS Steering Committee's scope beyond the City's IT strategic plan to include a more active role on new projects and new initiatives. In addition, it should include Wireless and Voice/Data technologies. This ensures that all technology projects are viewed with a citywide perspective. The MIS Steering Committee should perform the following functions: • Establishment of IT strategic direction • Establishment of IT standards and policies • Oversight on the development of enterprise process models and data models • Oversight on major IT projects • Research into new technology opportunities 6. Develop service-level agreements (SLAs) to define level of IT support for each department. Service-level agreements (SLAB) are among the critical success factors for ISD that require attention. They define the activities and services required in supporting all business processes within the organization. SLAs must be developed around measurable events and metrics that can define those events. With the defined metrics, the City can then monitor the SLAs to ensure that internal IT service, especially the IT vendors, meet performance standards and expectations. Developing a service level agreement will enable ISD to understand each department's business requirements and their service. needs. It will also Gartner Consulting Entire contents 02001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 30 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications provide the City a better understanding of ISD's ability to meet their service levels agreements. The City should, therefore, make SLAs standard practice for managing internal and external IT services since it will assist the City in: • Setting expectations with the departments and users Establishing performance targets for internal IT services and IT vendors Evaluating competitive vendor service offerings.. Through well-defined SLAB, the IT organization retains credibility within the city enterprise, increases end-user satisfaction, IT funding and executive buy-in. For guidelines in developing service level agreements, refer to Appendix F. 7. Take IT skills inventory from each City Department to determine which capabilities are available internally and re-allocate internal responsibilities to appropriate areas. In conjunction with developing service level agreements, the City should identify and allocate which existing IT and City staff are best able to address specific requirements, keeping in mind that certain skills will be more in demand than others. The City should understand this and project their needs and provide the skills, not just for the purpose of staffing, but also to be successful in delivering strategic application demands on time. For our recommended approach to IT Sourcing, refer to Sourcing in Appendix X. S. Implement effective training. Provide technical training to IT staff on business and enterprise applications that perform critical functions. In addition, ensure on-going education and training to all City department staff to update and refresh IT skills. The implementation of the IT Strategic Plan will result in significant growth in applications, data integration and networking complexity. Even today in a much less complicated technical environment, there exists the need for additional training and support to increase the productive use of present automation tools. The City must realize that end-user training and support will increase as the City continues to implement new systems and initiatives. Therefore, in order to effectively implement these systems and receive the expected benefits, it is critical that end users and IT support staff receive sufficient training. For guidelines on effective IT staff training, refer to Appendix D. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 31 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and wireless Voice/Data Communications 9. Reinforce cutting-edge initiatives to attract and retain IT talent. Clearly, staff motivation goes beyond money, perks, career development and flexibility. Going forward, the City should weigh the content (makeup) and context (work environment) to build a high-performance IT organization using the key motivational factors for individuals in IT roles (i.e., position in the organization, recognition, interesting and challenging work and variety of work, responsibility, advancement, mobility/career paths). This may be achieved through the City's development and implementation of a 'compelling place to work" initiative that addresses best practice components for IT staff retention. For guidelines to motivating IT staff, refer to Appendix E. 10. Highlight the 'Quality of Life" benefits in the City's recruitment procedures. 11. Continue the dialogue with community partners and surrounding government agencies to obtain on-going feedback on how the City can better serve the community. Through regular meetings (every 6 months or once per year), the City will be able to garner and enhance alliances and partnerships and eventually make services more citizen-friendly and universal. 12. Work with other agencies to consider reactivating the "Regional Network Consortium", a voluntary association of government agencies in San Luis Obispo County. The stated purpose. of this association it to create a forum where IT plans can be shared and opportunities for collaboration identified among members. 13. The City's IS Manager should participate in the CIO Council of California. Participation to this organization will further develop enhancements to the. City's planning initiatives by identifying other potential IT opportunities, services, and best practices adopted by peers. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 32 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications IT Organizational Trends Following are some IT organizational trends to consider. As the makeup of an IT organization's staff changes, the following shifts will also occur: • Key job roles will change. Due to. the changing IT workforce, more business and technology hybrid positions are on the horizon for most enterprises. Departments that have close ties to IT due to a-Gov (e.g., HR recruiting and Utility billing customer service) will spawn many of these new roles. • Individuals will be increasingly mobile within the enterprise. Workers with strong business skills will want even more flexibility when it comes to changing positions in the organization. On the retention front, because their skills are more easily transferable within the City, there will be less of a need for them to leave the organization to _seek advancement. • IT staff will be more distributed throughout the city enterprise. In many cases, these new business technologists will be physically located in the departments or at remote divisions, rather than in a centralized IS organization. This factor, and the continued growth of telecommuting, will mean that IT management will be overseeing an increasingly distributed work force. • Individuals will have a greater need to understand how their work contributes to the mission of the enterprise. Their business focus means that this new breed of IT staff will have an even greater need for communication about business goals, the performance of the IT organization and the City as a whole. • Workers will become more autonomous and take more personal responsibility for their professional development. IT staff will take on a higher degree of responsibility for their professional development, and organizations support that development through training, mentoring and the opportunity for individuals to move around the city enterprise. The type of professional development that IT workers are looking for will also shift from a predominantly technical one to a broader, more. career-oriented one. • Mentoring will become more important as workers look for ways to navigate the political minefields they will encounter in these new roles. Since they will be more disbursed throughout the business units and more involved with city department managers as well as outside staffing resources, IT workers will need mentors more than ever. These mentors will be instrumental in teaching not only the Gartner Consulting Entire contents©2001 Gartner Group, Inc: For internal use of City of San Luis Obispo only. February 2001—Page 33 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications operational aspects of the job, but also the culture of the city enterprise. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 34 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Strategic Plan Communication & Maintenance Plan Communication The Information Technology (IT) Strategic Plan should be made available to all stakeholders. The City should distribute multiple hard copies of the Plan to each department and City office location. It should also be hosted in HTML on the City's Internet Web site to ensure its ready availability to City residents. Plan Maintenance Afeedback and control program for the Plan is necessary to ensure that the City's technology planning process is continuous. The program consists of two distinct review mechanisms managed by the Information Technology organization and the MIS Steering Committee. The IT organization will: • Facilitate a Plan review at least. semi-annually to update the implementation plan by adjusting timeframes and responsibilities, adding new steps, or deleting completed steps, as appropriate • Provide the MIS Steering Committee with a Plan progress report from which it can assess progress toward the City's vision and goals, and determine whether any adjustments need to be made to the technology direction set forth in the Plan The MIS Steering Committee will: • Review the Plan annually during the budget cycle of each fiscal year. If the Steering Committee determines that changes are necessary, it can Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 35 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications request an update to the Plan, or initiate a new technology planning process. Through the implementation of this plan maintenance, San Luis Obispo's IT Strategic Plan will remain a living, working document. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of san Luis Obispo only. February 2001—Page 36 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Current Environment Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 37 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and wireless Voice/Data Communications CURRENT ENVIRONMENT City Overview The City of San Luis Obispo operates under the Council-Mayor-City Administrative Officer form of government. Council members are elected at- large and serve overlapping, four-year terms. The Mayor is also elected at- large for a two-year term, and serves as an equal member of the Council. The Council appoints the City Administrative Officer (CAO) and City Attorney. All other department heads are appointed by the CAO. The City currently has 348.5 regular employees with an annual operating budget of about $38 million. San Luis Obispo is a full-service City that provides police, fire, water, sewer, streets, transit, parking, planning, building, engineering, and parks and recreation services to the community. The following pages provide a summary for each of the City Departments' current IT environment reflecting: Key Findings • Current and Short.Term Technology Requirements • Long Term Technology Requirements • Current Hardware and Applications (Appendix O-P) Administration Administration is headed by the City Administrative Officer (CAO), who reports to the City Council. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 38 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Administration directs all City activities and also has several specific areas of responsibility. This has resulted in identifying the City's basis for developing its overall IT requirements and strategic plan. Among these are: • A "business-friendly" environment based on best practices • Develop the City's Web site to be fully transactional and capable of generating revenues • To use the economic analysis of the plan as a major factor in prioritizing implementation of projects • Whether centralizing and/or decentralizing technology governance and maintenance, that there should be room for creativity within each operating department • To maintain a dynamic composition of MIS Steering Committee Key Findings In addressing the Administration's more specific areas of responsibility, the department has identified the following IT areas as priorities: • Immediate access to citywide financial and operational data • City Council agenda/resolutions preparation and review • Integrated budget preparation capability • Key communications through electronic means to support all departments (e.g., email, Internet, Intranet) Current and Short-Term Technology Requirements • Capability to scan Council Agenda documents • More comprehensive financial reporting and accounting system • Improved budget preparation process Long-term Technology Requirements • Document management system • Implementation of citywide GIS • Planning and implementation of public query information capabilities that provide for: - Public notification of City projects that are important to citizens - Ability to acquire general feedback from citizens - Interactive polling - Building and planning permits Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 39 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications — Utility billing — Online registration Current Hardware and Applications Refer to Appendix O and P. City Attorney The City Attorney's Office reports directly to the Council. The department provides advice to the City Council, various commissions and committees, department. heads, and City staff throughout the organization. The department also represents the City at City Council and Planning Commission meetings, defends and initiates actions on behalf of the City, and enforces Municipal Code. Key Findings: • In addressing the department's areas of responsibility, the department has identified electronic mail security as its most important IT priority.. The department feels that there is a need to clarify the proper use and management of both internal and external e-mail. • May require more training with available technology Current and Short-Term IT Requirements • Ability to evaluate efficient use of library and research subscriptions • Ability to identify new requirements and take advantage of available IT resources • Address security issues pertaining to external communications Long-Term IT Requirements • Access to Assessors data on-line • Connectivity to Superior Courts Current Hardware and Applications Refer to Appendix O and P. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 40 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City Clerk The City Clerk's Office is responsible for the dissemination of public records. It also coordinates activities and agendas related to the Mayor and City Council activities. In further defining the department's tasks, its present and future IT requirements cover the following key areas of responsibilities: • Council meeting agenda • Public records • Information delivery • Official documents Administrative and clerical support to the Mayor and City Council Elections and petitions Discussions related to this department are also found in the following sections of this document- Section Page Document Management System 103 Key Findings • The department recently initiated efforts to implement an automated document management system. This endeavor is independent of other departments who have also expressed a similar need. A Request for Proposal is currently being developed. • Hard copy records dating back to the 1850's need to be included in its document conversion implementation plan • Once implemented, the department anticipates ISD to be responsible for the general maintenance of the new system. It is not clear, however, who will be in-charge of administering its day-to-day operations and maintaining the integrity of the electronic record. • Cable cast and Audio-Visual facilities are in place, as coordinated by the department. This is intended to facilitate broadcasting of City Council meetings. Although the City Clerk's office recognizes several other potential uses for the equipment and facility, it is not clear who will ultimately be responsible for its administration and maintenance. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 41 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Current and Short-Term IT Requirements • Implement document management system • Make the new system available to other departments • Once implemented, address interfacing with other systems (i.e., GIS) Long-Term IT Requirements • Utilize cablecast/audio-visual facilities for other purposes (i.e., in- house training) • Availability of computer remote access to department staff • Evaluate and adapt business process improvements in conjunction with technology in place • Enhanced technology training Current Hardware and Applications Refer to Appendix 0 and P. Community Development Community Development Department administers and provides oversight for the City's planning and construction regulation programs. Reporting to the City Administrative Officer, the department's programs and services include planning (land use and long-range) and building and safety (construction and ordinance). The department accomplishes its goals by reviewing plans, issuing permits, performing inspections, and working closely with the engineering and fire departments. With a regular staff of consisting of .19 positions, the department has relied heavily on technology, utilizing simulated two-dimensional maps through the use of an industry-standard geographic information system (GIS), and interfaces with the State databases for surface mapping functions. Discussions related to this department are also found in the following sections of this document: Section Page Geographic Information Systems 100 Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001-Page 42 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Key Findings • In addition to the department's increasing workload, integration of graphics within its expansive report and presentation requirements is critical. • Relies on customized FoxPro database system to run the department's major applications, including permitting, and application tracking. In addition, it interfaces with other systems, and is also utilized by Fire Department. The program has been developed internally without ISD's involvement. • The department sees some opportunities for enhanced support for all of its business and desktop tools and applications. • The department has experienced varied levels of support and training approaches and needs to receive them in a more structured and customized manner. • The department feels that the customized system serves their present needs and would like to pursue further development and/or implement appropriate enhancements. Current and Short-Term IT Requirements • Ability to route documents electronically • Adapt best practices for planning and permitting operations (i.e., public access to department services via internet) • Use and integration of digital technology with reports • Ability to produce maps from desktops • Desktop publishing capability Long-Term IT Requirements • Mobile and remote operational capabilities for field inspectors • Identify new system requirements based on best practice • 3-Dimensional graphics and animation capabilities (i.e., walkthroughs) Current Hardware and Applications Refer to Appendix O and P. Gartner consulting Entire contents 02001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 43 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Finance Department The Finance Department is responsible for all financial matters regarding the City. It consists of operating groups focused on financial administration, revenue management and accounting. Through Information Systems Division (ISD), it is also responsible for managing the City's information technology. Discussions related to this department are also found in the following sections of this document: Section • . Finance, HR/Payroll and Utility Billing Systems 97 Police Department 50 San Luis Obispo IT Projects Currently in Progress 271 Key Findings Administration, Revenue Management and Accounting • There are issues regarding the current systems' lack of functionality. This has led to the creation and maintenance of a number of external applications within the operating groups (e.g., cash receipts and utility payments are maintained in Excel and re-posted in the accounting system as general journal entries; developed a timesheet entry application in FoxPro, etc.). Refer to Section Finance, HR/Payroll and Utility Billing Systems. • Those limitations have also resulted in some manual processes (i.e., service shut off in the utility division's process). • The system limitations, which have been addressed by the department in working with the software package vendors, will require some major upgrade efforts and costs to the City. Information Systems Division (ISD) • ISD clearly recognizes the need to address existing IT governance issues within the City, particularly with Police Department. Refer to Police Department section on page 50. The related issues have inevitably led to ISD's "re-active" trend of support instead of proactively responding to citywide IT requirements. • Jurisdiction of ISD is not clear, which has led to the following: Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 44 Gartner City of San Luis Obispo Strategic Plan 2401 Information Technology and Wireless Voice/Data Communications - ISD is not being consulted on all technology initiatives, including procurement - Other City departments have continued to develop applications without IS involvement - Some department applications do not adhere to the City's overall IT standards and objectives • Technical staff is overburdened. ISD has three individuals (including the Manager) and two vacancies. In addition to supporting the citywide WAN and LANs, ISD maintains data communication and office equipment, and administrates voice mail and telephone services. ISD is responsible for supporting 348.5 regular employees plus 150 volunteers and temporary staff. • There is no proof of proper and consistent documentation for the numerous systems and applications operating in the various City departments. • Immediate priorities for Finance within the next two years include: - Focusing on efforts to adopt web-enabled finance applications - Establishing database platform standards - Evaluating a new Utility Billing System Current and Short-Term.IT Requirements • Retain existing technical staff and address staff shortage • Address issues pertaining to application vendors ability to maintain installed systems • Consolidate finance-related applications into an enterprise solution • Initiate efforts to provide integrated financial reporting capabilities to all City departments Long-Term IT Requirements • Define and implement a single IT service and governance structure for the City • Fully integrate financial applications and make it available to all City departments • Adopt web-enabled applications throughout the enterprise • Enhance process for developing citywide training requirements with HR Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 45 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Current Hardware and Applications Refer to Appendix 0 and P. Fire Department The Fire Department provides fire suppression, fire rescue, fire prevention and other services for the City of San Luis Obispo. The Department oversees the City's Disaster Management program. The Chief of the Fire Department also serves as the City's manager of wireless communications and is responsible for all pagers, radios and cell phones used by City employees. The Fire Department's administrative office is located at Fire Station One at 2160 Santa Barbara Avenue and employs 54 regular employees (45 sworn and 9 non-sworn). Fire Station One also houses the City's Emergency Operations Center that hosts 24 dedicated lines coming into the facility. There are a total of four fire stations located throughout the four zones of the City. Discussions related to this department are also found in the following sections of this document: Section Page Police Department 50 Voice 111 Key Findings • The department is not clear about who is responsible for maintaining Spillman's Records Management Systems. This has resulted in duplicate efforts at times to obtain information systems support from both ISD and Police Department's coordinator. • There are some concerns about not fully understanding what wireless technology options are available. Refer to Wireless section starting on page 110 for related issues and findings. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 46 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Human Resources The Human Resources Department is headed by a Director, who reports directly to the City Administrative Officer (CAO). The department is responsible for maintaining and processing information for the City's 348.5 regular employees and 150 temporary employees. The department's goals are accomplished through: • Administration and maintenance of personnel information covering employment history, performance evaluations, benefits, compensation, promotions, etc. • Administration of employee benefit program, including workers compensation • Oversight of the recruitment and selection process • Training program development and tracking for all City departments and staff • Administration of the City's Wellness Program Discussions related to this department are also found in the following sections of this document: Section Page Finance, HR/Payroll, Billing Systems 97 IT Positions Description Appendix C IT Staffing Key Motivational Factors Appendix E Key Findings Opportunities for business process improvement exist as a result of recent changes in staff types and responsibilities within the department. This may result in additional staff training for the current systems in place and understanding what options are available for improvement. • There is a need to address standards and best practices in implementing e-mail policies particularly in regards to subpoenas and liabilities. Such policy(s) should be balanced with mandates and/or regulations that prohibit Human Resources to destroy information. • The department does not offer capabilities for processing job applications through the Internet whereby it is limited to posting job opportunities without the capability of receiving and processing applications electronically. It is, therefore, strongly felt that this Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 47 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications limitation is not evident of the City's goal of projecting a technologically progressive image to attract the current workforce. • The decision has been made to migrate its application-tracking process from Sigma system to Pentamation in the very near future. • The department feels a strong need to implement mainstream human resource operational capabilities in the near future. Current and Short-Term IT Requirements • Migration planning from Sigma Applicant Tracking System to Pentamation, the City's current financial management system. • Improved recruiting processing capabilities through the Web • Improved document management approach • Ability to automate forms generation (i.e., Personal Action Form) • Enhance process for developing citywide training requirements Define and implement best practices for HR operations through technology Department Long-Term IT Requirements • Computer remote access capabilities available to department staff • Evaluate and adopt process improvements in conjunction with technology in place Current Hardware and Applications Refer to Appendix O and P. Parks and Recreation The Parks and Recreation Department consists of 15 regular staff who operate and maintain a wide variety of programs for the City's recreation and facilities. This includes golf, aquatics, special events, and parks. The Department also hires up to 100 temporary part-time employees in delivering their services. Key departmental objectives include providing safe public access to all of the City's recreational sites, while offering both youth and adult sporting Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 48 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications activities. It also maintains its accounting records and manages grant funds. To meet these objectives, the department conducts: • Program registration • Facility and equipment rentals • Publicity • Special events • Facility and equipment maintenance • Day care • Membership management (e.g., mailing list, registration tracking, etc.) • Financial accounting Key Findings • The department has determined that the current system, RecwarePro (Sierra Digital, Inc.) that has been in place for the last five years, does not meet. all of its critical requirements and has identified a replacement system that can potentially meet current and future needs. • It appears that ISD needs to work more closely with the department in order for it to fully evaluate the future viability of the current system and explore other alternatives. In addition, this will ensure, at a minimum, that: 1. The department will continuously receive the level of ISD support that it needs to operate the system effectively 2. The implemented system will be able to sustain future growth of the department's operational demands while maintaining cutting- edge technology. • Although the department recognizes the significant advantages of automating their day-to-day tasks, the staff would like to preserve the "human side" of public service by utilizing technology through a balanced approach. Current and Short-Term IT Requirements • Internet/On-line registration • Automated membership management system • Automated accounting and management reports • Integrated brochures through the internet or web to reduce time and mailing Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 49 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Automated golf course operations and management In short, the department. requires the capability of fully automating all recreation scheduling and registration functions, and providing electronic interfaces for data exchange with support systems such as the City's finance system. Long-Term IT Requirements • Implement bar-coding (e.g., membership, registration and day care process) • Automated inventory management • Customized staff training for department applications • Improved communications among department staff Current Hardware and Applications Refer to Appendix 0 and P. Police Department The City's Police Department provides law enforcement services for San Luis Obispo and also participates in mutual aid activities throughout the City and adjoining jurisdictions including the County of San Luis Obispo. The police station is located in downtown and employs a workforce of 88.5 regular staff (61 sworn and 27.5 non-sworn). The Police Department operates the dispatch center, which is the Public Safety Answering Point (PSAP) for San Luis Obispo. The PSAP dispatches both law enforcement and fire personnel. It is estimated that the PSAP reports approximately 28,000 law incidents per year and 3,900 fire incidents per year. Discussions related to this department are also found in the following sections of this document: Section • . Fire Department 46 Public Works Department 52 Voice 111 Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 50 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Section Page IT Governance, Organization and Staffing 22 Document Management System 103 Key Findings. The department is receptive to the re-engineering of the City's present IT structures toward supporting a well-integrated and homogenized City network enterprise. Its main concern is the assurance that the required level of security and ISD response for all of its IT demands will be readily available. • Due to its demand for highly specialized systems, the department has created an independent computer systems infrastructure consisting of several file servers, inventory for both standard and specialized equipment and peripherals, operating systems, and various application programs. The Public Safety Information Systems Coordinator administers the systems and manages the department's related service and maintenance contracts. • Management has expressed interest in adopting IT best practices and strongly recognizes the benefits of being consistent with the City's enterprise-wide long-term goals. • Over time, conflicts have developed between ISD and the Police Department's Public Safety Information Systems Coordinator arising from incompatible views and differing approaches to technology implementation. This . situation has ultimately resulted in inconsistencies within the City's IT enterprise (i.e., ISD's limited accessibility to Police Department servers has prevented it from monitoring, performing inventory, and any long-range IT planning). Also, refer to Wireless Voice/Data Communications Analysis on page 1.10. Current Department Short-Term IT Requirements • Solidify system security access requirements and implement them • Identify service level requirements for all of its specialized systems and applications • Fully implement document management system efficiently • Connect downtown substation to the WAN Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 51 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Long-Term IT Requirements • Implement automated systems (e.-g., ability to scan driver's license during violation ticketing process and transmit the information electronically to the court system). • Voice encryption technology for police scanners • Fine-tune current systems in place • Adhere to City enterprise-wide policies and procedures Current IT Hardware and Applications Refer to Appendix O and P. Public Works Department The Public Works Department is charged with maintaining the City's street system, traffic flow, City buildings, parks, landscapes and trees. It manages the City's transit and parking operations. It also administers and oversees private construction activities that take place in the public right-of-way. The Department is responsible for implementing the City's Capital Improvement Program (CIP), which includes the design and construction of new parks, buildings, streets, water, and sewer lines. The. Department also provides internal services to other City employees by maintaining all government buildings, general fleet vehicles and GeoData Services. Discussions related to this department are also found in the following sections of this document: Section Page Geographic Information Systems (GIS) 100 Telemetry 136 Voice 111 San Luis Obispo IT Projects Currently in 271. Progress Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of san Luis Obispo only. February 2001—Page 52 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Key Findings Information Technology • The department has initiated the development of a timesheet entry program, an effort that has materialized in part, due to the lack of that functionality available from the City's overall related application programs. This development project' is currently in the process of citywide implementation with cooperation from Finance Department and assistance of an application development consultant. • The department strongly feels a need for a more cohesive and consolidated approach to planning, deploying and maintaining IT throughout the City. It feels that the lack of such an approach has led to: - The department internally developing, in addition to the timesheet application, a document management system • Although lacking in the ability to scan and operate more sophisticated document management capabilities, the department appears to have succeeded in organizing and automating the management and retrieval of its large quantities of paperwork. • PCAnywhere, a computer remote access utility, is being utilized from one of the remote sites to access the department servers. This is mainly provided for the consultant access to the system for application development. • The department has initiated efforts to develop internally, a flood management system. • The department has expressed concern over certain critical department applications that do not integrate or lack proper implementation (e.g., Spillman system not integrated with GIS, management reporting through finance applications, etc.) IT Current and Short-term Requirements • Collaborate with ISD for planning and deploying IT projects • Fully implement an integrated electronic document management system • Integrate with finance systems • Ability to send immediate response to citizens regarding status of call notifications • Link FEMA maps with GIS Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 53 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Evaluate feasibility of utilizing telemetry capabilities for various department operations • Address customized application training requirements for all divisions (e.g., facilities management) Long-Term IT Requirements • Adopt wireless technology to aid in sending work orders to service trucks (i.e., hand-held computers equipped with GIS access) • Automate documentation of field inspection reports • Remotely troubleshoot and manage public works related equipment (e.g., traffic lights, building access, pools, etc.) • Understand and utilize available technology specific to the department Key Findings Wireless/Data Communications All service trucks within the Department are equipped with fixed mobile radios. Several divisions within the Department have a varying number of handheld portable radios that employees have the option of carrying with them. In addition radios, the Department utilizes numeric pagers, cell phones and voice mail accounts for communicating. Currently, there are six possible ways in which an employee can be contacted in the field: 1) radio call, 2) horn alert, 3) direct numeric pager, 4) network based alphanumeric pager, 5) voicemail based paging and 6) cell phone call. The variety of communication options often-present confusion for the contacting party. The various radio users within the Public Works Department include the following: . • Administration: The public works administration program helps plan, direct and evaluate all of the public works operating programs. The program also assists the operating programs with various administrative and property management services. The program goal is to deliver responsive and competitive public works services through teamwork, good communication, and appropriate technology. The program's major activities consist of department leadership, organization development, administrative assistance and property management. The program currently uses one mobile radio. • Transportation Planning and Traffic Engineering: The transportation planning and engineering program analyzes the City's traffic circulation systems and proposes changes to these systems. The Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 54 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications program strives for safe and well-maintained streets, reduced air pollution and traffic congestion, less use of single-occupant vehicles and encouragement of more walking, bike riding, bus riding, and carpooling. The program currently utilizes nine mobile radios. • .Building Maintenance: The building maintenance program provides full maintenance service for the all City buildings except the fire and police stations and the utilities plants. This program also assists the police and fire departments with complex building operations problems and with building improvement projects. Program goals include maintaining attractive buildings, productive work environments, safe and energy-efficient buildings, a positive image for the City, and maximum building service life. The program's major activities include building maintenance and building improvement. There are two mobile radios in use by this program. • Parking: The parking program directs the operation and maintenance of the City's parking facilities. These facilities include 13 parking lots in the downtown and at Railroad Square, two parking garages, four residential parking permit districts and about 1,600 parking meters in parking lots, on streets in the downtown retail core, and on streets in neighborhoods at the periphery of downtown. Program goals include providing adequate, safe, and attractive parking for visitors, customers, and employees; adequate neighborhood parking for residents; and recovery of all program costs through user charges and other program revenue. The program's major activities consist of parking enforcement, revenue management, maintenance and garage operations. There are two mobile radio users in this program. • Parks/Landscape: The park and landscape maintenance program maintains parks, landscaped areas, and open spaces within the City. The program's major activities include park and landscape maintenance, park and landscape improvement and conducting safety training as required by OSHA. The program goal is safe, useful, and attractive parks and landscaped areas. There are 14 mobile radios in uses by the Parks/Landscape personnel. • Pavement Maintenance Program: The pavement maintenance program maintains the paved portion of all streets under City jurisdiction. Program goals include smooth, safe, and clean street pavement and efficient traffic flow. The program's major activities consist of pavement maintenance, sweeping, solid waste disposal and safety assurance. There are 13 mobile radios in use by this program. • General Street Maintenance: The general street maintenance program maintains curbs, gutters, sidewalks, signs, and pavement Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 55 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and wireless Voice/Data Communications markings on City streets. Program goals are safe and smooth sidewalks and safe and efficient traffic circulation. The program's major activities include general street maintenance, pavement marking maintenance and street sign maintenance. There are four mobile radios in use by the personnel in this program. • Tree Maintenance: The tree maintenance program plants, maintains, and preserves trees along City streets and on City property. The programs major activities include tree maintenance, urban forest improvement and banner and decoration installation. The program goal is to provide an attractive, healthy, and safe urban forest that beautifies the City, purifies the air, and provides shade and. wind protection. There are four portable radios in use by the personnel in the program. • Fleet Maintenance: The fleet maintenance program maintains and repairs all City vehicles and construction equipment except those used in fire and transit programs. The program goal is safe, efficient, and reliable vehicles and equipment. The program's major activities include vehicle and construction equipment maintenance, general equipment maintenance, procurement and safety and environmental protection. There are two portable radios in use by this program. Utilities The Utilities Department has responsibility for the City's water and sewer system as well as for the administration of the refuse franchise and recycling activities. Key Findings o The department's existing Telemetry system, initially developed in- house ten years ago, has been undergoing scrutiny within the department. Although the system provides the functionality the City requires, the following system maintenance areas need to be addressed as soon as possible: - Integrity of telemetry components inventory - System administration process is cumbersome - Lack of system and technical documentation - Proprietary nature Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 56 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Other pertinent discussions related to this department are also found in the following sections of this document: Section Page Data Communications 124 City Projects Currently in Progress 271 Telemetry 136 Voice 111 . • The following programs describe the radio users within the Department. - Treatment: The Water Treatment program is responsible for treating the raw water from reservoirs and wells to meet potable water standards. The program utilizes two portable and three mobile radios. - Whale Rock: Compared to other Utilities programs, the Whale Rock program is remotely located in the northwest part of the County. The Whale Rock facility is a dam that hosts a water line that supports the California Men's' Colony, Dairy Creek Golf Course and Cal Poly San Luis Obispo. Because of its low elevation, leased telephone lines are used as a primary communication tool. In addition, the Whale Rock program utilizes two portable and five mobile radios. Unlike the other departments and divisions, purchasing and maintenance of the Whale Rock radios is not done through the Fire Department Communications Division. • Water Engineering: Water Engineering utilizes two mobile radios. • Water Distribution: The Water Distribution program distributes potable water from the water treatment plant and wells to customers. The program maintains twelve reservoirs, nine pump stations, approximately 150 miles of water mains, and fire hydrants. The program also installs service lines, water meters and manages the cross connection control program. There are six mobile radios in use by this program • Wastewater Collection: The Wastewater Collection program is responsible for cleaning and maintaining sanitary sewers and lift stations to transport wastewater from its various sources. It also monitors infiltration and inflow and determines programs to reduce these flows. There are nine mobile radios in use by this program. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 57 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Community Partners This plan focuses on the City's operational "business" needs in improving service delivery. However, given the City's location near major telecommunication fiber lines and switching facilities, and City's economic development goal of recruiting high-technology companies as part of "targeted industries" program, the City wanted to use this planning opportunity to address broader, community-oriented technology issues. This included assessing at a "high level" .whether being located near major telecommunication fiber lines and switching facilities is a unique resource for the community; and if so, identifying ways that the City can best capitalize on this resource in either its regulatory or more entrepreneurial role that would benefit both the community at-large as well as existing and new businesses. Additionally, Gartner assisted in assessing the opportunities to share infrastructure costs with other governmental agencies in the area as well as with for-profit telecommunication companies. Background The City has extensive experience in working cooperatively with others in improving its technology systems. For example, the City has built most of its wide area network "fiber backbone" by working cooperatively with telecommunication providers as part of their installation projects. The following is an estimate of value of these improvements, which the City negotiated on case-by-case as part of its encroachment permit process: Estimated Description Value Conduit loop circling the downtown and extending down both sides of the $404,000 Union Pacific Railroad right of way to Orcutt Road Conduit crossing.the City from Los Osos Valley Road to Broad Street 317,000 Conduit extending from Downtown to Fire Station No. 2 57,000 Conduit in Foothill Boulevard extending from Ferrini and Fire Station No. 2 29,000 to Casa Street 40,000 feet of 24-strand fiber optic cable 150,000 Total $957,000 Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 58 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications In-addition, as part of the cable television franchise agreement, the. City has also been successful in installing dedicated fiber lines between eleven key City facilities at no cost to the City. In many cases, the City is using these lines as the primary wide area network backbone. The City has also worked with the County on joint fiber installation projects as well as with the private sector. For example, the City assisted the County in installing fiber between the main County offices and the County Clerk's office; and entered into a cooperative project in May 1999 with ZiaTech on a fiber project that benefited both the City and ZiaTech. In each of these examples, the City has taken advantage of opportunities as they arose on a case-by-case basis, rather than attempting to set 'one-size fits all" standard in advance of specific development proposals. However, these were guided by the City's overall fiber master plan, which the Council adopted in May 1996. It is important to note, however, that this plan addresses specific City "business" needs, and is not intended to cover private sector connectivity. The City is also a member of the "Regional Network Consortium." Formed in 1995, this is a voluntary association of government agencies in San Luis Obispo County working together in making information infrastructure improvements that will help each organization better meet its technology needs. Should the City Change its "Case-by-Case"Approach? As noted above, cooperative efforts to-date have largely been on a case-by- case basis as opportunities of mutual benefit have arisen. While this approach has been successful in the past, should the City take a more assertive, proactive approach, in either a regulatory or entrepreneurial fashion (or some combination of both)? To help answer this question, there were two different, intensive focus group meetings organized with twenty participants from business, educational and governmental sectors to discuss technological opportunities between the City and these groups. As reflected in the listing of participants provided in Appendix A (Community Partners Focus Group Section), these meetings provided diverse participation. Gartner Consulting Entire contents©2001 Gartner Group,.Inc. For internal use of City of San Luis Obispo only. February 2001—Page 59 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Interestingly, two very different themes arose out of these meetings. The focus group made up of primarily private sector business owners did not want the City to get involved in any technology opportunities that were competitive with the private sector, although they supported efforts by the City to work with individual businesses on a case-by-case basis. Further, this group reached a general consensus that the City can best support community connectivity by facilitating private sector fiber and wireless communication projects, and removing (from their perspective) any unnecessary regulatory hurdles. In contrast, the second focus group, primarily education and governmental representatives, wanted the City to more aggressively pursue strategic partnerships, and to more assertively use its regulatory role in providing telecommunication infrastructure for other governmental agencies and the community at-large. Regulatory Environment In considering a change in the approach, it is important to note that the City's regulatory options are limited. For cable television providers, the City is limited by the federal government under the 1996 Telecommunications Act. In general, the City believes that the current franchise does an excellent job of maximizing the limited flexibility provided under the 1996 Telecommunications Act. For example, as noted above, the City was successful in negotiating key fiber connections as part of our current franchise agreement. At the State level, the City's ability to regulate telecommunications providers is severely limited. For example, while the federal government limits the ability to set franchise fees on cable operators to 5% of gross receipts, State law pre-empts the City from setting any franchise fees at all on most telecommunication providers. From recent County experience, these companies are very aggressive in preserving any perceived encroachment on what they believe are their legal entitlements and exemptions. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 60 Gartner city of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Key Findings Given the City's past successes in taking a case-by-case approach in its "community partnerships," and the structural limitations placed on the City by the Federal and State governments, no major changes in the City's past approach are recommended at this time. However, it is important that the City continue to work closely and cooperatively with its community partners: • It provides opportunities for the City and others to build an infrastructure with mutual benefits. • From an economic development perspective, the City will have a better understanding on how to attract hi-tech businesses to locate within San Luis Obispo. • Ongoing interaction with community partners will also promote awareness within the business partner community of City's strategic planning for infrastructure. Recommendations • Continue the dialogue with community partners and surrounding government agencies to obtain on-going feedback on how the City can better serve the community. Through regular meetings (every 6 months or once per year), the City will be able to garner and enhance alliances and partnerships. • Work with other agencies to re-energize the "Regional Network Consortium." The stated purpose of this association it to create a forum where IT plans can be shared and opportunities for collaboration identified among members. • Ensure team approach to case=by-case negotiations. When negotiating with telecommunication providers as they install private fiber and wireless systems requiring City permits, the City should ensure close coordination between Administration, Public Works, Community Development, Information Systems and Economic Development. Within the context of other City land use polices, infrastructure standards and permitting procedures, it is especially important that these negotiations be guided by the City's Fiber Master Plan, IT Strategic Plan, technology standards and overall business needs. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of san Luis Obispo only. February 2001—Page 61 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Information Technology Gartner Consulting Entire contents©2001 Gartner Group, Inc:. For internal use of City of San Luis Obispo only. February 2001—Page 62 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION.TECHNOLOGY ANALYSIS Summary of Recommendations for Infolrmation Technology Technology Infrastructure 1. Select IT solutions based on a collaborative effort of departments to maximize enterprise compatibility. Through a well-defined communication plan, ISD should continue to work closely with departments and enhance its approach to reach a common understanding and consensus on technological alternatives. 2. Continue to standardize IT components to minimize the margin of technical disparity. Increasing technology options require greater emphasis on design, needs assessment, selection and implementation activities. A formal methodology to standardize such components should be adopted to address these varied and complex areas. 3. Develop and adopt wide area network (WAN) plan. A carefully developed plan would accommodate all the required connectivity of all departments and their specialized systems (e.g., Utilities/Telemetry, Police Department systems, etc.). 4. Strictly maintain documentation during City's fiber cabling expansion. This should include documentation for new installations and cabling upgrade initiatives. S. Ensure that the appropriate resources and facilities required by the WAN design and implementation documents are allocated. This will enable the City to: Gartner Consulting Entire contents©2001 Gartner Group, Inc.. For internal use of City of San Luis Obispo only.. February 2001—Page 63 Gartner city of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Eliminate present and potential future traffic bottlenecks, minimize long waits and time-outs throughout the WAN circuit • Provide necessary bandwidth for applications to be used on enterprise basis • Through high bandwidth, deploy and expand the reach of users by providing applications such as GIS and EDM on enterprise basis • Ensure timely resolution of errors and continuity for future modifications or upgrades through documentation on WAN architectures • Enhance secure remote access for mobile and off=site users • Gain faster access from locations that presently are on 10 Mbps. 6. Implement and use Microsoft SMS (System Management Server). As the City moves towards Microsoft's environment, SMS provides close integration and overall strategic alignment of tools with the City's general architectural IT direction. SMS is an optimized tool that will assist the City's network administrators in providing three valuable services that include: • Conducting regular IT inventory • Providing faster customer service by enabling technical staff to trouble-shoot workstations remotely • Deploying software and related patches/upgrades remotely based on automated schedule without interrupting the users. 7. Implement cross-platform tools such as LanDesk. Cross-platform tools provide enterprises the ability to trouble-shoot and maintain components that may operate on varying environments. This works in conjunction with network administration tools, which provides efficiency in managing enterprises. S. Continue to update the technology refresh plan. The City's current well-managed approach to planning for hardware replacements through the enterprise must be sustained through regular inventory reviews and consistent coordination with end user departments for any new requirements. 9. Upgrade File Servers to Novell 5.1. This will provide native transmission control protocol/internet protocol (TCP/IP) capabilities while waiting for Windows 2000 maturity. Subsequently, migrate from NetWare to Windows NT or Windows 2000 in order to take advantage of a homogeneous network operating system. This migration path aligns with the creation of a homogeneous network operating system (NOS) Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 64 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications environment at the City, which in turn will reduce the total cost of NOS ownership and increase the quality of support and services. 10. Upgrade desktops from Windows 95 to Windows 98, as replaced. Windows 98 will provide the capability to interface with USB (universal standard bus) devices required by several departments. Wait for Windows 2000 maturity for citywide deployment to minimize potential of encountering complications associated with newly released critical software. 11. Migrate to MS-Outlook. Migration to MS-Outlook from Novell GroupWise supports the creation of a homogeneous environment. At the same time, this migration will minimize dependence on GroupWise, Novell's groupware application, which Gartner believes has an uncertain future. 12. Optimize desktop software based on a homogenous environment and to facilitate conducting application inventories on a regular basis. To accomplish this, the City needs to: • Continue to standardize on MS-Office for desktops • Deploy MS-Exchange • Standardize Microsoft Internet Explorer as enterprise-wide Internet browser 13. Establish Oracle as the City database standard. There is a mixture of databases in the City's enterprise that includes Oracle. Due to the City's growing number of databases, the City should standardize on a product that can accommodate a high degree of usage throughout the City network. In addition, database scalability or its ability to manage complex data growth should adhere to, specific enterprise level system requirements. 14. Implement software metering to ensure number of software installations match available licenses. Through the implementation and use of Microsoft SMS, as discussed earlier, the City should ensure that the software metering capabilities of SMS is deployed properly. 15. Establish and secure the City's data center. This facility must be dedicated for use as the City's central computer center. The facility must meet appropriate security standards, monitoring qualifications, including appropriate level of disaster preparedness to support an efficient network enterprise. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 65 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications 16. Regularly evaluate the feasibility of adopting emerging technologies for the public sector. Refer to the following for discussion of current emerging technologies: e-Gov Appendix G Public Keys Infrastructure Appendix K Storage Area Networks Appendix I Virtual Private Networks Appendix J Unified Messaging Appendix L Voice Over IP VoIP / IVR Appendix M For Gartner's recommended timeline for implementing the above technologies, refer to Implementation Costs section on page 164. 17. Retain existing voicemail and telephony systems. The City should stay with its current voicemail system and retain Centrex for telephony until ready to implement Voice over IP (VoIP) technology. Interactive Voice Response (IVR) systems are used to collect information from, and deliver automated responses to, the public to improve the timeliness and accuracy of service delivery. It is most effective when closely integrated with the City's telecommunications system and uses automated interfaces to specific business applications. If properly selected, a single IVR system can be used citywide to support multiple business applications. In some organizations, IVR is interfaced with the City's Customer Information System, maintained in Utility/Billing departments. Other potential applications of IVR for the City include automating benefit enrollment for employees, and delivery of permit inspection results to the public. The necessary integration of an IVR with the City's phone system requires that the standards for an IVR system be established during the City's planning efforts for implementing IVR. Technology Management 1. Ensure that realistic staff allocations are committed to allow adequate project management and deployment of the City's IT strategic plan. In addition, ISD must develop partnerships with all affected departments and involve key staff in the on-going management of such projects. 2. Evaluate alternatives to current in-house help desk approach, keeping in mind the key components of an effective Help Desk structure. At a minimum, the Help Desk should have the ability to manage: • Remote access capabilities Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 66 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Asset management • Service work orders • Metrics • Version control 3. Consolidate management of all IT in/outsourcing through. the IT organization. 4. Develop a formal IT Request for Proposal (RFP) process and template. Through the development of a citywide RFP template when selecting systems through competitive procurements, the City will be able to adopt a best practice approach. to proposal evaluation and identify the most cost-effective solutions. For guidelines to RFP development, refer to Appendix N. S. The City should refrain from making commitments to vendors that are longer than 18 months. The City must expect that every purchased application or system will need to be refreshed in 36 to 48 months. Make every effort to understand citywide needs thoroughly before accepting any single vendor's priorities. In the next two years, while standards are a lowest common denominator for IT purchases, the City should focus on more robust and on-going integration between selected vendors. 6. The City's IT service strategy should leverage both internal and external resources. 7. Communicate the purpose of the City's Audio-Visual facility to all departments and consolidate citywide efforts and resources. In line with the proposed IT organization's areas of responsibility to include audio-visual, the City should make every effort to consolidate all related resources and make these available to all City departments. S. Update and implement the City's security policy that addresses the following: • User authentication, Internet connectivity, and remote access (users and outside agencies) • Development of baseline security requirements for each department • Closely monitoring and minimizing remote access via modem including removal of`SPC Anywhere • Development of security awareness initiativesso that City personnel can recognize a security 'event' and know how to respond. 9. Emphasize the importance of security in document transmission. It is important to recognize the importance of implementing security to Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 67 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications minimize risks of unauthorized access to sensitive documents and retain the integrity of electronic documents. For example, document management systems, in most cases, contain., large amounts of confidential documents that can have the biggest advantage if security is deployed properly in conjunction with the City firewall capabilities. 10. Update the City's existing MIS Disaster Recovery Plan. The City should realize that effective business continuity planning expands beyond IT systems and includes manual processes and records as well. as facility workspace. The existing plan should be updated on a regular basis. 11. Finalize and implement Disaster Recovery Plan. • Formalizing in-house recovery capability at another City facility. • Considering engaging a commercial disaster recovery organization to provide consulting support and recovery facilities. • Continuing to develop and update previous efforts in identifying the City's key business applications that need to be recovered in the event of a major facility or equipment outage. 12. Maintain application and software inventories on a regular basis. In conjunction with the City's deployment of Microsoft SMS and other cross-platform networking tools, the City should conduct scheduled inventory events as part of system wide administration procedures. 13, The City should continue to offer formal and informal forms of training to end-users and by complementing existing_ formal classroom training with E-Training and Computer Based Training approaches. The City should adopt other IT training mechanisms available to the City either directly from the vendors or through professional training consultants. This includes a mix of E-Training (using electronic medium), virtual classrooms, personal trainers, "cheat sheets", online help and formal classroom styles. 14. Evaluate effectiveness of existing training programs. Subsequent to training, the City may measure its effectiveness through the development and implementation of: • Participant feedback forms and surveys where questions are designed specifically for the application or subject matter • Customized testing or certification relative to the level of training provided (e.g., introduction, intermediate, advanced, etc.) • Communication tool to facilitate collection of suggestions from City staff to improve or request for training. Gartner Consulting Entire contents©2001 Gartner Group,Inc. For'intemal use of City of San Luis Obispo only. February 2001—Page 68 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications 15. During the implementation of a new ERP system, the City should ensure a smooth transition and minimize downtime by providing the two most important levels of training required: Functional and features training for application users Technical specifications training for technical staff Strategic Systems and Software 1. Migrate to Oracle database environment within the next two years. 2. Develop technical documentation on all existing and critical citywide applications and standardize the format. Documentation facilitates effective maintenance and knowledge transfer for all applications. By standardizing the format, it ensures comprehensive approach to documenting. 3. Identify and consolidate duplicate applications and databases. Once duplicate databases are identified and consolidated, it allows more opportunities for the City to adopt effective data administration methods, therefore, increasing information integrity throughout the City enterprise. 4. Define rights of ownership on developed applications (City vs. Developer/Vendor). The City must evaluate all applications that have been developed specifically for the City either by a vendor or consultant. Defining ownership by revisiting contracts and conducting conferences with the service providers regarding these applications will establish clarity on confidentiality, royalties, potential liabilities, and other pertinent issues, during further application development and any application conversions. S. Adopt best practice for implementing an. enterprise-wide document management system. This includes: • Developing a policy that defines which business documents are imaged as well as which are excluded • Creating complete inventory of documents • Defining document lifecycle as well as actions taken at each stage • Developing a formal records retention schedule and monitoring its adherence • Developing workflow definitions • Developing a set of common attributes to describe all documents • Training end users. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 69 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications 6. Ensure regular backups are carried out for all databases. The City should complete a comprehensive inventory of all citywide databases and establish regular scheduled backups to mitigate risks of application and database corruption and data redundancies. 7. Do not reinvent the wheel: Always evaluate the feasibility of using Commercial-of-the-Shelf (COTS) packages that deliver same functionality. One of the biggest advantages to implementing COTS is an enterprise's adoption of best practices. Vendors who have developed the products have made significant investments in ensuring that their products retain cutting-edge functionality in addition to providing more robust application development and management tools. S. Investigate new enterprise resource planning (ERP) solution. A key step is to develop a citywide functional requirements document and to determine if existing applications can still provide the functionality identified in developing the requirements. 9. Ensure realistic resource. allocation when investigating feasibility studies for citywide application solutions. This includes external or vendor consulting resources that potentially will be contracted throughout any product selection and implementation phases. In addition, alliances with stakeholders should be maintained throughout these projects. A close partnership between the project teams and stakeholders will ensure that the concerns of these stakeholders are communicated throughout. 10. Ensure that GIS systems adhere to guidelines of the National Spatial Data Infrastructure (NSDI) and Open GeoData Interoperability Specification (OGIS). Adherence to NSDI ensures that data format will be compatible with other private and public entities. 11. Establish a hybrid approach to web infrastructure. A hybrid approach towards designing a web infrastructure will allow the City to leverage the resources of ' a specialized ISP (Internet Service. Provider)/ASP (Application Service Provider) towards managing the City's Internet/Intranet infrastructure. 12. Initiate strategy for transaction-based e-Government. By developing a transaction-based e-Government, the City will provide faster turnaround on transactions while projecting the image of a modern City suitable for high tech industry. If planned correctly, a transaction based web site can provide the City with the following: • Internally, an Intranet can be used as general-purpose communications tool, host electronic forms for use within the City, or serve as a search engine for retrieving key documents. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 70 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Externally, it can make the City information and eventually, services available all the time, or link the City with key vendors and suppliers. • Generally, it will generate significant cost savings, efficient dissemination of public information, increased speed in handling government transactions and inquiries, and reduce errors. In developing .the strategy for major a-Gov initiatives, the City should include "buy-in" by the participating department heads. Participation and sponsorship by all major department heads will ensure a comprehensive plan that will include the needs and requirements of all departments. This sponsorship will ensure the level of commitment required by departmental resources for defining requirements and designing the final product. 13. Crystallize objectives and scope of services needed from new web service providers. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 71 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Technical Environment Overview The City of San Luis Obispo has established a progressive IT environment. This environment for the most part is managed and supported by Information Systems Division (ISD) of the Finance Department and consists of five regular full-time employees (including two vacancies). The user-base in the City includes 348.5 regular employees plus 150 temporary and volunteer staff at 300 desktop workstations and 27 laptops located in eleven (11) departments at nineteen (19) different sites. All of these users are networked together through seven local area networks and the wide area network. The total volume of data utilized by the City is approximately 80 Gigabits (GB). Equipment refresh for the City is done on a three-year cycle, whereby one- third of the inventory is replaced annually. Technology standards are determined by the MIS Steering Committee. The City utilizes a variety of technologies. The most prominent areas of technologies utilized by the City are Financial Accounting, GIS, and Public Safety. The procurement approach has been through a combination of internal development, shrink-wrap/Commercial-off-the-Shelf (COTS) packages, and outsourcing. To plan and manage an orderly growth, the City has adopted a standardization policy (e.g., Intel class PCs in desktop and laptop categories). This policy has enabled the City to standardize all desktop operating on Windows 95 and Windows NT. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 72 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Networking Architecture The main components of the City's Network architecture can be defined in six areas. These are Wide Area Network (WAN), Local Area Network (LAN), Network Operating System (NOS), Connectivity, Internet and Network Security. • WAN and Connectivity. Wide Area Network (WAN) connectivity is provided through fiber, copper or modem. All major contiguous sites are connected via fiber optics operating at 10 Mbps or faster. The City WAN has a gateway to Internet through a T1 line. Remote connections are provided via modems for home users and Council members. The City utilizes Shiva and PCAnywhere to provide remote access to the network system. Presently 10% of users dial in remotely. The City anticipates the need to support a 35% remote dial-up requirement in the future. • NOS and Security. The backbone for the network operating systems is Novel NetWare 5.1 in order to take advantage of open/generic IP protocol that is available in this version. Other network operating systems include Windows NT Server. Network Security is provided via Firewalls and user passwords to minimize unauthorized access. In addition, anti-virus software has been deployed to reduce the risk of virus contamination. • Internet/Intranet. The City provides a gateway to the Internet for all users through a T-1 line. Firewalls monitor packet transmissions Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 73 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications over the Internet. The City also maintains web presence by providing information on City Government, employment opportunities, bids and proposals, among others. Discussions related to the City's networking architecture are also found in the following sections of this document: Section Location Network Security 81 Network Administration and Enterprise Management 78 IT Governance, Organization and Staffing 22 Gartner Consulting Entire contents C 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 74 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Wide Area Network Current Situation The Wide Area Network (WAN) connects eleven (.11) City departments and approximately nineteen (19) separate City sites. Fiber is the primary means of connectivity, with remote users (i.e., Council Members), Laguna Golf Course, Stenner Creek, Whale Rock, and the downtown police station dialing in through modems to connect to the WAN. The. City's WAN operates at 100 Mbps except for the. Swim Center which connects at 10 Mbps. The City leases a T-1 connection (1.54 Mbps) to provide a gateway to the Internet. This gateway is located in the City Hall main distribution facility (MDF). All WAN file servers are owned and maintained by ISD. There are 7 file servers on the WAN circuit. These servers are located at City Hall, Headquarters Fire Station, Police Station, Public. Works Administration and Engineering (.955 Morro), Parks and Recreation offices, Corporation Yard, and Utilities Administration (879 Morro). The City has been successful in standardizing WAN components. Transceivers are for the most part Xyplex and Allied Teleyson. Routers are Bay Networks. The Intel chip based fileservers are standardized on Compaq models. The City is in the process of upgrading the existing WAN architecture. As part of the WAN expansion, Virtual Private Network (VPN) is envisioned to replace present dial-up connectivity as a form of remote access. The sites Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 75 Gartner City of San Luis Obispo Strategic Plan 2001' Information Technology and Wireless Voice/Data Communications that will benefit from this upgrade include downtown police station, Swim Center, Whale Rock, Stenner Creek and Council Members. In order to eliminate any potential bottlenecks, sites which route the highest network traffic will be upgraded to Gigabit Ethernet. These sites are Corporation Yard, Utilities Administration, Parks and Recreation, Police Administration, Public Works Administration, Police Administration, and Fire Headquarters. Alternatives Gartner has defined two alternatives for the Wide Area Network as the following: • Status Quo • Develop/Upgrade WAN design Trends/Best Practices • Gartner estimates that by 2002, WAN traffic volumes will grow between 300 to 600 percent in corporate environments. To prepare for this increase in volume of traffic, it would be essential to plan a robust architecture that could provide room for growth while identifying and eliminating potential bottlenecks in the WAN. • Wireless technology will also become more visible in the corporate WAN environment. Any expansion of WAN should take into consideration the flexibility to provide wireless connectivity to Local Area Networks. Gartner also envisions that investments in Ethernet and Category 5 UTP (unshielded twisted pair) cabling for the desktops are good investments. Alternatives Analysis Status Quo. Maintain the current architecture. However, the present architecture will not be able to satisfy the fast growing demand for future information technology. Some enterprise applications such as Electronic Document Management (EDM) and GIS require higher bandwidths due to the nature of their content. This in turn requires an upgrade of the current WAN architecture. Develop WAN Design. This alternative would be to develop a wide area network architecture, which would expand the current circuit. The City has recognized the benefits of such an expansion. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For intemal use of City of San Luis Obispo only. February 2001—Page 76 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications The benefits of this approach would be as follows: • Eliminates present and potential future traffic bottlenecks. • Provides necessary bandwidth for applications to be used on enterprise basis • Documentation on WAN architectures will ensure timely resolution of errors and continuity for future modifications or upgrades. • Enhancement of secure remote access for mobile and off-site users • Faster access from locations which presently are connecting by modem Recommendation Develop WAN design to take advantage of WAN expansion benefits. Gartner Consulting Entire contents C 2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 77 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Network Administration & Enterprise Management Current Situation ISD presently administers the enterprise network. The network supports approximately 300 Desktops and 27 Laptops. Desktops are located in 1.1 departments that are physically in nineteen (19) different locations. All Desktops are connected to the Wide Area Network. The mobile users have the option of connecting to the WAN through network dialup. Initially, ISD utilized ZenWorks to manage the desktops and other network components. However, the use of this tool has gradually diminished due to changes in staff and lack of knowledge transfer. Alternatives The alternatives call for the selection and procurement of an optimized Network administration tool that would enable the technical staff to .administer the network in the areas of remote control, software distribution and inventory management. The products potentially suited for these three functions include: • Systems Management Server (SMS) by Microsoft • ZenWorks/ManageWise by Novell • LanDesk by Intel Trends/Best Practices • Network management tools are becoming more popular in providing inventory and software distribution services. These tools help IT Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 78 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications departments to track existing hardware and software versions on most components within the network circuit. Network administration tools demonstrated their valuable roles during the assessment and remediation phases of year 2000 projects by collecting inventory information on hardware, software and network components. The same tools were also utilized to a great extent to distribute software patches and upgrades to workstations. Alternatives Analysis Systems Management Server — Microsoft Microsoft Systems Management Server 2.0 includes hardware inventory, . software inventory/ metering, software distribution and installation, and remote troubleshooting tools. These integrated features make this tool a scalable way to reduce the cost of configuration management for Windows based desktop and server systems. Systems Management Server 2.0 is built on industry-standard management protocols in order to provide compatibility with complementary management tools. Systems Management Server 2.0 is integrated with Microsoft SQL Server and Microsoft Windows NT Server operating system. ZENworks — Novell Novell's network management strategy is currently in a transitional stage. Its traditional ManageWise network management product, which delivers LAN management capabilities for NetWare and Windows NT environments, is being integrated in stages with the vendor's ZENworks for Servers product. The ZENworks series provides inventory and software distribution for desktops and servers. This transition is part of Novell's plan to offer a midrange management console for the enterprise. It is uncertain whether this new offering will be of more value to the customer or if it merely adds up to the sum of its parts. LanDesk — Intel Systems Intel LANDesk Server Manager 6.1 provides server administrators with a single management solution for Windows 2000, Windows NT, NetWare, Linux, and UnixWare. This product also provides real-time server network monitoring and alerting, and remote control and software distribution. Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 79 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Recommendation Implement Microsoft System Management Server. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 80 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Network Security Current Situation The City utilizes a firewall system to minimize unauthorized access to the WAN. This level of security is supplemented by a user password that is enforced consistently. In addition, an anti-virus application has been implemented to minimize the risk of virus contamination. However, vulnerability still exists through the City's use of PC remote control applications (i.e., PCAnywhere), and its planned implementation of MS- Outlook/Exchange. Alternatives • Status Quo • Establish baseline citywide security policy while reflecting the importance of consistently upgrading the firewall software to latest revision and adding hardware, if necessary • Remove PC Anywhere Trends/Best Practices • Due to the increasing implications of security in today's IT systems, organizations Develop security awareness initiatives so that City personnel can recognize a security 'event' and know how to react. This can be accomplished through formal training for personnel on the topic of security is growing due to increasing implications of security in today's IT systems. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 81 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Most enterprises utilize a combination of anti-virus software and a Firewall to maximize data integrity and security. • The combination of server-side and desktop antiviral products provides good protection. Alternatives Analysis Establish Baseline Security Policy. Establishing a baseline security policy will identify specific security requirements of each department. In addition, it will define the end user responsibilities of each department to ensure that the required level of security is maintained. Also, as part of the baseline security policy, the City must address and monitor the consistent upgrade of the City's infrastructure ' for security firewall and antivirus. Remove PC Anywhere. PC Anywhere appears to be a vulnerable area in the present security architecture and needs to be addressed immediately. The City needs to consider implementing other tools that provide higher levels of security through Virtual Private Networks (VPN) or NT Dial-up. This will eliminate any security weaknesses which presently exist with PC Anywhere. Recommendation Establish a citywide baseline security policy to reflect and implement efforts addressing network security (e.g., consistent upgrade to the security infrastructure). Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 82 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Network Operating System Current Situation The City operates on two major network operating systems, Novell NetWare and Microsoft NT Server. Novell NetWare Operating System is used for file sharing and printing services. The City has completed their upgrade to Netware 5.1. in order to take advantage of the generic IP properties of this version. Windows NT Server is utilized as both application and utility server. Alternatives • Stay with Novell Netware • Migrate to NT or Windows 2000 • Maintain a mixed environment Trends/Best Practices • Gartner recommends optimizing NOS environments towards a homogeneous platform. This approach reduces the total cost of ownership by eliminating the costs associated with training technical staff on both systems and the costs of software upgrades. • Despite a one billion-dollar expenditure by Microsoft in research and development for Windows 2000, Gartner recommends that organizations should allocate time for Windows 2000 to pass the "real world" test. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of san Luis Obispo only. February 2001—Page 83 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Alternatives Analysis Stay with Novell NetWare. This option appears beneficial in that it retains the current investments in .NetWare, and in addition, will continue to provide the City with the ability to maintain a second NOS such as Windows NT for running specific applications (i.e., Bi-Tran QuickNet, CheckPoint Firewall). Migrate to NT 4.0 or Windows 2000 Server. Migrating to NT 4.0 or Windows 2000 would provide both file and application serving capabilities, thereby eliminating the need to maintain Novell NetWare for this purpose. Gartner recommends this migration as a longer-term NOS strategy that would be most conducive to creating a homogeneous NOS environment. Maintain a Mixed Environment. Maintaining multiple NOS systems, in addition to Windows NT, Unix, OS/400, would increase the cost of operating a network, therefore, optimizing NOS based on a homogenous environment will be most beneficial to the. City. Recommendation Migrate to Windows NT or Windows 2000 in order to take advantage of a homogenous network operating system. Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 84 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Desktop Operating System Current Situation The City has standardized the operating systems of Intel class desktop PC computers on two main products, Windows 95 and Windows NT. In some remote cases, some desktop computers run on Windows 98 or Windows 2000 as required by other departments utilizing special applications. The criterion for installing.operating systems is based on the requirements of the user applications and the subsequent configuration of the desktop hardware. In general, Windows NT is installed for users who utilize more demanding applications such as GIS, Computer Aided Design (CAD) and Imaging. Users who work with less resource demanding applications such as spreadsheets and word processing application are equipped with Windows 95 as their desktop operating system. The City has conscientiously chosen to deploy Windows 2000 for the GeoData Services Division and CAD engineers due to their desktop resource requirements. Alternatives • Windows 95 • Windows 98 • Windows 2000 • Windows NT4 Workstations • Status Quo Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 85 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Trends/Best Practices • Windows 98 should be viewed as the latest heir to the broad-based Windows family. It provides new support for hardware enhancements such as Universal Serial Bus (USB), while retaining a high level of backward compatibility. Although Windows NT v.5.0 and Windows 98 both share a common 32-bit application architecture, Windows 98 retains a significant amount of legacy 16-bit code that helps it achieve better reliability running legacy 16-bit applications. Windows 98 will better serve enterprises that continue to rely on such older applications than Windows NT v.5.0. • It is estimated that about 10 to .15 percent of existing Windows applications will not run correctly on Windows 2000. These include applications written for Windows 95 and Windows 98. To run these applications on Windows 2000, it is best to check with the vendor to see whether an upgrade to Windows 2000 is available. Custom in- house applications running on older Windows machines may also require a complete rewrite to operate on Windows 2000. In situations where software cannot be upgraded, the better solution may be to upgrade to Windows 98. Additionally, Gartner forecasts that. Microsoft will support Windows NT 4 Workstation through 2004 however skilled staff will be harder to find after 2002. Alternatives Analysis Windows 95. Windows 95 has matured through several years of "real world" service. Subsequent patches that have been developed for Windows 95 have eliminated inconsistencies of this operating system. Windows 98. In general, Windows 98 provides all the functional capabilities of Windows 95 plus the capability of utilizing the Universal Serial Bus (USB) component required by some applications. Windows NT. Although NT skills retention and retraining for these skills are growing issues, Windows NT will remain an effective platform for most users, and the toughest competitor for Windows 2000 to overcome. Increasingly, organizations of all sizes have opted to install Windows NT Workstations over Windows 9x. These organizations are finding that the increased reliability, security, and control over the desktop are worth the higher implementation costs. The reduction in downtime alone has increased productivity for these organizations. The ability to set file access permissions has significantly Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 86 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications reduced maintenance costs arising from unintentionally moved or deleted files. Windows 2000. The decision to upgrade to Windows 2000 should not be automatic, due to the software, hardware and labor costs of upgrading, and the risks of an unproven operating system. Many enterprises will be better served by delaying production use of Windows 2000 and waiting for the second version of this operating system. Recommendation Upgrade desktops from Windows 95 to Windows 98, as replaced. Wait for Windows 2000 maturity for citywide deployment. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 87 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Groupware Current Situation Novell GroupWise is the standard groupware application in the City. The more prominent features of GroupWise such as calendaring and e-mail are used on regular basis. All City users have individual e-mail addresses. The City is evaluating the. benefits of a migration path to Microsoft Outlook as a part of a strategy towards providing a homogeneous environment that would be more suited with the future NOS environment. Alternatives • Keep GroupWise • Migrate to Outlook/Exchange • Move to Lotus Notes Trends/Best Practices • Groupware is the fastest-growing product category in the collaborative computing market segment. • Key vendors have made their groupware products "Web-aware" and incorporated Internet standards. • Implementation and deployment services have become a major requirement for customers. • The Big Four (Microsoft, Lotus, Novell and Netscape) have and will continue to capture 90 percent or more of the potential collaborative computing market. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 88 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Gartner forecasts a wider usage of universal messaging features. Such features enable users to receive and manage all types of messages at a single point of administration. Because of this technological trend in Groupware, developers such as Lotus and Microsoft Groupware products will undergo at least 50% change. This changing trend would require IT departments to monitor the vendors' plans and allocate necessary time and money to train technical staff and end users. Alternatives Analysis GroupWise. GroupWise integrates e-mail, calendaring, rules-based messaging, scheduling, task management, and workflow routing. The product is recognized as a relatively low-cost platform that uses the NetWare server operating system. At the heart of GroupWise is its e-mail and messaging system and extends beyond traditional e-mail by letting users access voice mail, faxes, and other types of messages from within a Universal Mailbox. GroupWise also offers document management capabilities, allowing users to access, coordinate, and exchange all types of information stored within the Universal Mailbox. Novell enjoys a strong installed base of GroupWise customers who are also NetWare (or IntraNetWare) users. Although Novell stumbled with its 5.0 release, the recent releases of versions 5,1 and 5. 2 have received good marks. Gartner believes it will be extremely difficult for GroupWise to gain additional market mostly due to market perception of Novell as a NOS vendor and the company's overall financial uncertainty. In light of Novell's financial uncertainty, Gartner does not recommend adopting or expanding on Novell's secondary products. Gartner predicts that in case of any financial constraints, Novell would more likely allocate resources to "star" products such NetWare. Other products that do not hold dominant market shares or generate high revenue such as GroupWise could be in jeopardy of discontinuance. Lotus Notes and Domino. Lotus Notes essentially fashioned the collaborative software category with its collection of tools designed to help individuals and organizations coordinate teamwork through networked environments. In the past, the product had a reputation for being difficult to use, but Notes Release 5 is client-based with a Web-like desktop environment. Lotus has rolled the features of its own cc:Mail, Weblicator, and Organizer into Notes Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 89 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications R5, integrating more applications into a single client with a Web browser- type interface. Outlook/Exchange. Gartner feels that with Exchange 5.5, Microsoft will have a strong product, which, along with Outlook, will help it gain market share in the groupware product category. Therefore, Gartner believes Microsoft Exchange/Outlook will be particularly strong in small to medium- size organizations. Also, its deployment coincides with the City's homogeneous NOS project. Outlook/Exchange enjoys strong commitment of resources for research, development, and support from a financially strong company and is therefore envisioned as a strategic migration path that aligns with the City's future NOS environment. It should be noted, however, that while MS-Outlook/Exchange is a widely used product, it is also the target of numerous destructive viruses. Therefore, the City needs to take the necessary precautions towards ensuring a secure system. Refer to Network Security on page 81. Recommendation Migrate to MS-Outlook/Exchange. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 90 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Desktop & Business Software Current Situation The City of San Luis Obispo has made an effort to standardize on desktop and business applications. For example, Microsoft Office is used as the standard desktop suite. This strategy has enabled ISD to provide timely service and comprehensive training programs to users on this class of applications. Desktop application classes are available to users at various proficiency levels based on flexible schedules. As in the case of most multi-departmental organizations, there is a variance between the number of software licenses and actual number of installations. Factors, which may have contributed to these conditions, include: • Growth in proliferation of information technology as a tool in City departmental operations • Procurement of new information technology equipment • Independent installation of applications initiated by departments without ISD notification Alternatives • Standardize on MS-Office for Desktops (retain Internet Explorer) • Application Suite • "Best-of-Breed" for more specialized systems Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 91 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Trends/Best Practices • Most organizations that adhere to best practices, adopt the best of breed approach in order to take advantage of the powerful functional capabilities of these applications. For example, an organization may choose to implement a specific vendor's application (e.g., utility billing) that is not part of an enterprise wide suite of applications, due to its highly specialized capabilities normally not included within those suites. In case cases where they are included, the application may not deliver the level of functionality required, thus, the adoption of "best of breed." • Competitors of MS-Office are falling far behind Microsoft. This is in part due.to Microsoft's ability to seamlessly integrate MS-Office into other MS applications. Alternatives Analysis Standardize on MS-Office for Desktops (retain Internet Explorer). Implementing MS-Office and Internet Explorer citywide supports the homogeneous environment for more efficient infrastructure management. Application Suite. A product developed by a single vendor consisting of a number of integrated applications has a higher degree of seamless assimilation between applications while requiring minimum special configurations and less middleware. On the other hand, it sometimes provides a lower degree of specialized functionality required by a specific business application. Best of Breed. Although this alternative provides a higher level of required specialized functionality for specific business applications, it could present a lower degree of seamless integration, higher cost of maintenance, and higher requirement for middleware. Recommendation The City should implement.all presented alternatives: • Standardize on MS-Office and keep Internet Explorer • Adopt both Application Suite and Best of Breed approaches based on a City's specific need after a business case has been developed. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 92 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Databases Current Situation The City uses multiple databases from various vendors. These databases include Oracle, FoxPro and Access. Among these databases, FoxPro has been used most extensively to develop mission critical applications.. Because of the proliferation of FoxPro applications in . the enterprise, the City is beginning to experience challenges associated with these databases. These challenges include duplicating database files used by departments that sometimes trigger record-locking issues when the same files are accessed concurrently. This occurs in interfacing text and graphics files within GIS application. Application design and development for the majority of the FoxPro applications have been outsourced. The level of satisfaction with the reliability and functionality of these applications is high. The same is true for the level of satisfaction related to the services provided by the existing vendor/consultant. There is not, however, sufficient documentation on the design of FoxPro applications and databases. In addition, the ownership of these applications remains to be clarified between the City and the vendor. Although FoxPro as a database application is being used citywide, the development efforts have been initiated independently based on individual department needs and requirements. These developmental efforts have, in most cases, not been managed on an organizational level that led to the development of multiple databases that contain duplicating data. Existing challenges include provisions for: Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 93 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Consolidating multiple databases which contain the same information • Record locking (concurrent access per record) to users Documentation on database designs Ensuring knowledge transfer from vendor to City staff Alternatives • Oracle • MS-SQL • Informix • Sybase • DB2 Trends/Best Practices Gartner recommends that organizations select their databases based on the. degree of usage and the scalability of the database. Therefore, databases that will be providing enterprise level service need to adhere to best practice specifications that include: • Web capability • Interoperability and administration • Robust security levels • Field and record-locking capabilities • Capability of managing large different data sets (i.e., graphics, spatial, video, voice/sound, and text) • Developer commitment to support • Long term resource availability • Capability of the code used in creating front-end applications to be compiled natively Alternatives Analysis Oracle. Oracle (Version 8i) database has been engineered to provide scalability and performance for applications on Windows NT and other major operational platforms by providing the capability to consolidate data and logic in a. single or replicated server environments. For this reason, it is the most widely used database for mission-critical systems. Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 94 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Oracle provides robust capabilities to accommodate multiple numeric and spatial data types. In addition, its native implementation capabilities allow it to efficiently accommodate much larger data sets. Oracle also comes with the tools which are necessary to build Web applications and content-driven web sites. Applications and Web sites, which are developed using Oracle, are completely contained within the Oracle database. This eliminates the requirements for middleware web tools. Oracle databases also include a management console enabling database administrators to detect and resolve problems from a central location. It also includes several administrative applications for performing day-to-day tasks for databases and applications, such as scheduling backup routines. - DB2. The DB2 Product family run on non-IBM machines such as Sun and Hewlett-Packard as well as IBM hardware, and operating systems such as Windows, Linux, Sun's Solaris, HP-UX, NUMA-Q, AIX and OS/2. Gartner expects IBM will be successful in gaining market share with introduction of DB2 Version 7, which is geared towards the large enterprise customer segment. MS-SQL. MS-SQL is a relational Data Base Management System (DBMS) from Microsoft that runs on Windows NT servers. It is Microsoft's high-end client/server database and an essential component in its BackOffice suite of server products. Microsoft promises higher performance and scalability than previous versions. Some prominent features of MS-SQL are E-Commerce and Data Warehousing. Informix and Sybase. Both Sybase and Informix are facing the harsh reality that once a company has fallen from grace, the confidence of more- conservative buyers is very difficult to win back. Informix has some technology strengths and a focused message of DBMS specialization, but it is running out of time. For Sybase, the prospects are dire, as seems to be reflected in the conflicting statements from its management team. Recommendation Establish Oracle as the City's database standard. Although Oracle provides application development capabilities, our recommendation to establish Oracle as the database standard does not inhibit the City from using other application development tools (i.e,, use of FoxPro, Delphi, PowerBuilder, etc.). If.a vendor's solution cannot provide Oracle as the database for new or existing initiatives, then the City might make an exception under the Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 95 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications condition that the vendor justify the reasons for non-compliance and these reasons are acceptable to Information Systems. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 96 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Finance, HR/Payroll & Utility Billing Systems Current Situation The City uses a combination of non-integrated applications for finance management. Among these applications are Pentamation and ACS. Financial tools and applications run on multiple platforms including OS/400 and Unix. Pentamation's suite of. accounting applications was selected, for the most part, due to cost factors and the City's intention of utilizing this product for 5-7 years.. The department uses General Ledger, Accounts Payable, Payroll, Budgeting, Accounts Receivable, Cashiering, Human Resources and Business Tax applications. Upon evaluating the newer version of Pentamation, City staff has not been fully satisfied with the product and does not recognize the justification for the costly upgrade. Additionally, in City Staff's conversations with existing users of the new Pentamation system, these users have expressed dissatisfaction with the product. It must be noted that should the City decide not to upgrade to the latest version of Pentamation, it may face risk of limited vendor support in the near future. ACS is used for utility billing and the City regards this a stable system. However, ACS presently meets about 60% of the division functional requirements and is currently undergoing a high degree of customization in order to obtain the level of functionality required by Utility Billing division. Alternatives Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 97 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Upgrade to most current version of Pentamation • Investigate new Enterprise Resource Planning (ERP) solution • Outsource Financial Systems to an Application Service Provider (ASP) Trends/Best Practices • By 2002, 60 percent. of leading vendors will provide a single application environment to support financial planning, consolidation and analysis while sharing common data. When evaluating these products, users should first have an understanding of their requirements in the two major areas: process support and analytics. If seeking a single-vendor solution, a tradeoff will probably have to be made in one of the areas. If both have a high priority, a dual product implementation will have to be considered: one for sophisticated analytics, the other for process support. • In order to create a financial management environment that supports both the business and operational requirements as well as its strategic financial management initiatives, organizations should not delay in taking corrective actions to "resolve issues preventing the department to meet its objectives. • ERP products as designed based on best financial practices. As part of the implementation of, an ERP system, organizations re-evaluate their existing .workflow and business processes. This effort is undertaken to ensure that business processes and workflow procedure are optimized towards best financial practices, which in essence underline the design of ERP systems. Alternatives Analysis Upgrade Pentamation. Upgrading Pentamation to its current release minimizes the risk of operating on an older version, which may face the risk of not being supported in the near future. However, this does not eliminate the challenge that the City faces while operating on several non-integrated financial applications. Also, since the non-integrated applications run on different platforms, this alternative will not eliminate the need to conduct redundant record entry and maintenance efforts required when operating within the applications. New ERP Solution. A New ERP solution provides the greatest opportunity for the City to optimize the current application platforms and the level of integration for financial functions. In addition, a new ERP solution will enable the City to adopt capabilities that support its long-term objectives (i.e., Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 98 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications electronic government). Implementation of such a tool may require the City to undertake Business Process Reengineering (BPR) in order to align current business processes with best practices. Although costly, BPR will map current business processes and provide the opportunity to adopt best practices. This would be a critical step as best practices are the underlying design of ERP products. BPR within the City provides an opportunity to identify tasks that have shifted between staff as a result of introduction of information technology. Recommendation Investigate a new ERP solution by establishing a business case to determine if the City's existing applications. can still provide the functionality required during the implementation of the Strategic Plan. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 99 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Geographic Information Systems (GIS) Current Situation The GeoData Services Division of Public Works Department manages the City's GIS system. The main engine behind development of the GIS applications is MS-FoxPro, using ESRI map objects. The City's GIS database information resides in numerous FoxPro databases; therefore, it does not allow the City to take advantage of the benefits provided by a centralized repository for GIS information (i.e., efficient information management and preparedness for increased growth). The City also envisions enabling GIS information for use over the Internet. Some of the applications using GIS are Customer Service Request, Encroachment Permits and GIS Land Use Inquiry. Alternatives • Stay with FoxPro database • Oracle (Spatial Data Option) Trends/Best Practices • GIS in recent years has moved from the periphery of government operations to the core of agency business as a key enabling technology for departmental missions and as a facilitator of the "business of government." Government markets as a whole, in fact, now constitute the single largest vertical market for these solutions. Gartner estimates that government sales account for about one-third of all GIS use worldwide and that the U.S. state and local governments Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of san Luis Obispo only. February 2001—Page 100 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications account for a substantial proportion of these implementations. Gartner predicts that GIS will continue to grow at a steady rate of about 9 percent per year through 2004. • Big-name database players such as Oracle, Informix, and to a lesser extent Microsoft have made inroads into the state and local government GIS market. Computer Services Corporation (CSC), Lockheed Martin, PRC, and Science Applications International Corporation are just a few integrators beginning to target the state and local government GIS market seriously. • Perhaps the single most important factor in spurring GIS use in government has been the emergence of the Internet and of Web enabled GIS solutions. Web-based GIS access has dramatically reinforced an already deepening trend of GIS movement into the mainstream. • Many government agencies are looking to graft GIS technologies to legacy systems, decision support systems, enterprise resource planning suite, computer-aided design and Internet- or intranet-based front end. Alternatives Analysis Stay with FoxPro database. A significant advantage for the City to remain with FoxPro includes low cost for maintenance and end users familiarity with the existing applications. However, the City should realize that this provides a solution only for the short term until more comprehensive and long-term plans are developed in order to eliminate the following existing risks: • Lack of integration • "Reinventing the wheel" in place of purchasing a finished product • Possible risk of outgrowing capabilities of FoxPro • Possible risk of inadequate technical documentation on application development Possible risk of inadequate knowledge transfer Oracle Database. This alternative accommodates concurrent or multiple users accessing a, record, a feature that has been a challenge to the City. Additionally, it provides for a closer integration with other databases towards a single enterprise platform once Oracle is adopted by the City as a database standard. But most importantly, the City is ensured of upgrades and support from a major database developer. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 101 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications The City should recognize, however, some of the following challenges it will face with this alternative and should be adequately prepared: • New learning curve for database system support • The City will have to evaluate risks of data migration including any unusable portion on data due to incompatibility • Possible higher cost for initial implementation It is, therefore, important to realize that a GIS is different than most software applications in that: • Depends on operational data stored and maintained by other systems • Involves the integration of spatial, tabular, and image information • Requires standardization of data across the organization Recommendation Based on our recommendation to establish Oracle as a database standard, the City should implement Oracle (Spatial Data Option). Refer to Databases, page 93. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 102 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Document Management System Current Situation Electronic Document Management (E.DM) initiatives at the City can be classified into three projects which are progressing independently of each other. The City Clerk, Public Works and Police Departments have initiated similar projects. Internal Department Initiative. This project, spearheaded by the Public Works department, uses Visioneer, Pagis and Text Bridge as the main components of the EDM. A hard disk subdirectory structure has been devised for storing scanned documents. The user follows the logic of this subdirectory structure to locate required documents. Presently, this EDM system does not provide any advanced indexing or search capabilities. City Clerk Initiative. At the time of this report, the office of City Clerk had undertaken the effort to conduct a citywide needs analysis and prepare an RFP for an Electronic Document Management system for citywide implementation. This effort is near completion. Police Department. The department has recently selected and implemented LaserFiche system without ISD involvement as part of a regional grant program with the local law enforcement agencies. These department initiatives communicate a strong need for the City to implement a citywide enhanced approach to document management. Security in storing and transmitting documents is the most important feature desired by most departments who expressed a strong need for a document Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 103 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications management system. Moreover, the ability to manage the content of the system individually by each department was communicated just as critical. Workflow was also identified as highly desirable application citywide. Alternatives • Individual solutions for each department • Combined/consolidated EDM system with shared costs Trends/Best Practices • EDMs should have web and GIS capabilities. As the City evaluates and plans the future course of development for Electronic Document Management, it should consider that this technology would be most valuable if integrated with other key technologies. Gartner views GIS and Internet among the two top technology areas which could benefit from close integration with EDM. • Traditionally, document management and imaging applications were limited to tracking non-original documents. However, recent legislation passed by Congress recognizes electronic signatures as official and binding. As a result, Gartner envisions an expanding role.for EDM. Alternatives Analysis Individual solutions for each department. This environment only provides for immediate but short-term solutions for the pressing needs of the departments. It is conducive .to disparate databases which will lead to higher maintenance costs. Most importantly, it will create a need to obtain and retain experts and support talent on multiple systems resulting in an inadequate level of support. Centralized EDM system with shared costs. This will provide: • Lower costs to operate. • Consolidated and integrated data with enterprise wide access • Higher level of support from ISD Recommendation Centralized EDM system with shared costs. IT organization should play a major role in its implementation and maintenance. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 104 Gartner City of San Luis Obispo Strategic:Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS Web Infrastructure 6 Current Situation The City's Internet/Intranet team is developing various web initiatives. The City has recognized the importance of internet/intranet as a vehicle in facilitating government business. Most. City divisions have customized pages on the City web site. These web pages provide useful information ranging from economic development, . government structure, budgets, elected officials, and employment opportunities among others. The content for each division is produced and managed by a department Webmaster. The web site. is hosted by a third party. The City's web site does not have transaction processing capabilities at the present time. The City recognizes the importance of such capability in enabling faster turnaround time in, government business and attracting high technology industry into the area. City departments are interested in developing the following web based capabilities: • Provide the public the ability to conduct transactions electronically (e.g., process on-line permit applications, registration, and payments), including access to customer accounts • PowerPoint Presentations • Natural Resources Education Program • GIS interactive map • Digital Video of downtown for economic development • On line Brochures Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 105 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Current challenges facing the City include: • Limited resources • Insufficient training and know-how' for web development • Varying degree of support from department heads. Alternatives • Internally build a Web infrastructure • Outsource web server management • Outsource web page development • Outsource all web applications • Hybrid Best Practices • Successful E-Gov implementation requires input and participation from all Senior Management Members • Organizations use hosting services to provide the web environment but retain control of content production • A web rarchitect takes responsibility for consistent external look and feel of the web applications • Enterprises must re-align their personnel, processes, policies and technologies to incorporate Internet-based transactions • Determine infrastructure staffing support for the following: - G2G - Government to Government - G2E - Government to Employees - G2B - Government to Businesses - G2C - Government to Citizens Alternatives Analysis Internally Build A Web Infrastructure. One option would be to build and maintain the Web Infrastructure internally. However, this path would require investment in resources such as technical staff and Servers. In addition, the City would have to consider the criticality of the Web applications and provide appropriate maintenance, backup and redundancy. Outsource web server management. Outsourcing the management of Web infrastructure to ISP/ASP organizations has become a popular option wherein organizations do not rely on Internet as their primary business Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 106 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and.Wireless Voice/Data Communications vehicle. This option optimizes the investment in Web infrastructure by allowing enterprises to leverage ISP/ASP services and equipment in running their Web based systems. Outsource web page development. This option is generally used by organizations that have minimal need for Web site design. Organizations that use this approach usually lack internal skills for producing and managing web content. The content of the Web site is assumed to remain constant and not require further modification. However, further content revision/modification can be obtained based on additional charges. Hybrid This is one of the most popular approaches. This approach allows the organizations to retain a high degree of control over the development and management of content while the more technical processes are subcontracted to an outside ISP/ASP organization. This approach also benefits from the optimized infrastructure of the ISP/ASP such as server maintenance and upgrades, disaster recovery and contingency planning and technical staff. Recommendation . Establish a hybrid approach for developing and maintaining the City's web infrastructure. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 107 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications INFORMATION TECHNOLOGY ANALYSIS i Disaster Recovery Findings The City has developed a disaster recovery plan. However, the City's high vulnerability to disasters is most visible in the City's existing IT operational facilities, particularly at the main computer room at City Hall where there is no established recovery facility. Alternatives • Commercial services/Host-based disaster recovery vendors and products • In-house recovery capability at another City facility Best Practices • Disaster recovery needs to be differentiated from the regular operational backup and redundancy investments that need to be made in the network, server and desktop architectures. • Commercial disaster recovery services from organizations such as Comdisco and Sungard provide several cost-effective recovery options. • Effective business continuity planning expands beyond IT systems and includes manual processes and hard copy records of critical documents as well as facility workspace. A disaster recovery plan typically absorbs two percent of the information technology budget.. • To reduce recovery time, enterprises are increasingly utilizing data replication. Use of this technique will grow substantially through 2002. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 108 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Data replication as a disaster method can reduce recovery time from one to three days to less than 24 hours, often between 20 minutes and four hours. However,, replication should not be used as a substitute for the backup and offsite storage process Alternatives Analysis Commercial services, or host-based disaster recovery vendors and products. Some organizations decide to use services of firms that specialize in disaster recovery and business continuity planning. Among their services, these organizations provide consulting to assist their clients to identify IT components which are critical to business operations. The negative impact, which can result to these components and subsequently to the business in case of a disaster are then quantified. In-house recovery capability at another City facility. This approach would provide the replication of a redundant architecture at a physically different location. This approach will withstand the impact of a local disaster such as an earthquake, flood or fire. The most common method to accomplish this objective on data level has been to replicate critical data to a server(s) located in a separate location. The replication server(s) can then be accessed within minutes. Recommendation Establish in-house recovery capability at another City facility. This facility must be dedicated for use as the City's central computer center. The facility must meet appropriate security standards, monitoring qualifications, including appropriate level of disaster preparedness to support an efficient network enterprise. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 109 Gartner, City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Wireless Voice/Data Communications Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 110 Gartner City of San Luis Obispo Strategic Plan 2001 information Technology and Wireless Voice/Data Communications WIRELESS VOICE/DATA COMMUNICATIONS Voice Current Situation In order to develop the overall radio communications strategy for San Luis Obispo's public safety and general government departments, it is first necessary to assess the capabilities and effectiveness of existing systems. This section of the report will present an overview of the public safety and general government voice radio operations. The review and assessment of the City's voice, data, microwave, and paging capabilities is also presented. In addition, we have addressed the radio coverage, channel loading, equipment age, point-to-point communications; interoperability agreements, facilities and sites, maintenance and training issues.. Police Department The City's Police Department provides law enforcement services for San Luis Obispo and also participates in mutual aid activities throughout the City and adjoining jurisdictions including the County of San Luis Obispo. The police station is located in downtown and employs a workforce of 57 sworn officers and 26 civilians. , The Police Department operates the dispatch center, which is the Public Safety Answering Point (PSAP) for San Luis Obispo. The PSAP dispatches both law enforcement and fire personnel. It is estimated that the PSAP reports approximately 28,000 law incidents per year and 3,900 fire incidents. per year. The dispatch center operations are discussed in more detail later in this section. Gartner Consulting Entire contents O 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 111 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications The Police Department's fixed radio system consists of the primary repeated site at South Hill and a voting receive-only site at Fire Stations #2 and #3. The Police Department also has a backup repeater at the. Cuesta Peak site that is used only as a hot standby for failure. The Dispatch Center at the Police Department accesses the South Hill site via a set of UHF and VHF two- way radios that function as a remote base station at the Police Department. There are currently no wireless mobile data applications in use by the Police Department, however, a MDC Users Group exists that is currently exploring mobile data options regarding hardware, software and wireless network components. Mobile data issues and alternatives are discussed in more detail later in this section. Based on a separate radio inventory maintained by the Police Department's own staff, 80 portable radios and 40 mobile radios are in use throughout the Department Because of the variety of makes and models of radios, the Department has difficulty with interchanging parts on the radios. All police officers are assigned individual portable radios. The Police Department uses the Green channel, which is a repeated UHF channel, for dispatch and operations. The TAC channel, also a repeated UHF channel, is utilized for tactical and special operations. A summary of all channels used by the Police Department and other radio users is provided in separate attachments. Fire Department The Fire Department provides fire suppression, fire rescue, fire prevention and other services for the City of San Luis Obispo. In addition, the Department oversees the City's Disaster Management program. The Chief of the Fire Department also serves as the City's manager of wireless communications and . is responsible for all pagers, radios and cell phones used by City employees. The Fire Department's administrative office is located at Fire Station One at 2.160 Santa Barbara Avenue and employs 54 regular positions (45 Safety personnel and 9 Non-Safety personnel). Fire Station One also houses the City's Emergency Operations Center that hosts 24 dedicated lines coming into the facility. There are a total of four fire stations located throughout the four zones of the City. Fire dispatch is done out of the dispatch center located in the Police Department. Fire personnel are alerted of emergency calls through a paging system over the City Fire channel. This paging system is controlled through the radio consoles by the dispatchers at the dispatch center. Selective ringdown capability exists that allows dispatchers to notify any combination up to all four fire stations in an emergency. There are no wireless mobile data systems currently in use by the Fire Department. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 112 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications The current radio inventory of radios used by the Fire Department is incomplete and does not represent the actual number of radios in use by personnel. Based on interviews with communications management personnel, there are about 15 mobile radios and 30 portable radios in use by Fire Department. Because of the variety of makes and models of radios, the Department has difficulty with interchanging parts on the radios. Fire Department personnel are not assigned individual portable radios. Fire Department personnel use City Fire, which is a repeated VHF channel, for dispatch and operations and use and OrangeNet as a secondary VHF channel for tactical field operations. OrangeNet is not a repeated channel, and thus requires line of site to the dispatch center in order to be used effectively. There are no repeaters at any of the fire stations throughout the City. Fire Stations Two and Three each have Police, Fire and Public Works voting receivers that are connected via a digital microwave link at the South Hills site. Detailed information regarding these voice radio channels is provided in separate attachments. Public Works The Public Works Department is charged with maintaining the City's street system, traffic flow, City buildings, parks, landscapes and trees. It manages the City's transit and parking operations. It also administers and oversees private construction activities that take place in the public right-of-way. The Department is responsible for implementing the City's Capital Improvement Program (CIP), which includes the design and construction of new parks, buildings, streets, water and sewer lines. The Department also provides internal services to other City employees by maintaining all government buildings and general fleet vehicles. All service trucks within the Department are equipped with fixed mobile radios. Several divisions within the Department have a varying number of handheld portable radios that employees have the option of carrying with them. In addition radios, the Department utilizes numeric pagers, cell phones and voice mail accounts for communicating. Currently, there are six possible ways in which an employee can be contacted in the field: 1) radio call, 2) horn alert, 3) direct numeric pager, 4) network based alphanumeric pager, 5) voicemail based paging and 6) cell phone call. The latest City inventories show the various divisions,within the Public Works Department to be using 45 mobile radios and six portable radios currently. The age and manufacturers of these radios varies throughout the Department. All purchasing and maintenance of the Public Works Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 113 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Department's radios is done through the Fire Department Communications Division. Utilities The Utilities Department provides a variety of services and programs to the residents of San Luis Obispo. The Department is responsible for providing utility billing information, responding to emergencies, providing water audits managing the retrofit rebate program and running the voluntary service lateral rehab program. The Department is responsible for all water and wastewater management for the City. There are 20 mobile radios and three portable radios utilized by the various divisions within the Utilities Department. With the exception of the radios used at the Whale Rock facility, all purchasing and maintenance of the Department's radios is done through the Fire Department Communications Division. Recreation The San Luis Obispo Parks. and Recreation Department is responsible for providing the community with a wide variety of recreation programs, planning new park facilities and managing City open space that is accessible to the public. There is one mobile radio in use currently by the Department. Purchasing and maintenance of the Recreation Department's radios is done through the Fire Department Communications Division. System Backbone Overview South Hills is the City's primary radio communications site. The City leases the land and the equipment shelter that houses the communications equipment at the site from a local radio station for approximately $8,000 per year. This site is equipped with backup power that is supplied by an Onan generator that is over 20 years old. Due to interference caused by co-located private communications companies at the South Hills site, the City is interested in exploring opportunities to identify an alternative site dedicated to public safety communications that may replace the current. South Hills site sometime in the future. The equipment shelter houses the three MSF 5000 Motorola repeaters used to support City operations. Public Works and Fire transmit off of VHF repeaters, while Police transmits off of a UHF repeater. In addition, there is a simplex voter/comparator at the South Hills site that repeats the incoming signals from Stations 2 and 3 at 20 watts. Also at the site is a differential Gartner Consulting Entire contents®2001 Gartner Group,Inc. For internal use of City of San Luis Obispo only. February 2001—Page 114 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Trimble GPS transmitter/receiver located in the shelter. The dispatch center communicates out of South Hills via a VHF and UHF link. The equipment shelter houses an Ultrastar 23 microwave connectivity that supports the City's voice infrastructure. Fire Stations Two and Three are receive-only sites that are connected via digital microwave links to the South Hill site. No replacement parts are currently available for the City's microwave system and only recently was the City provided a service manual for maintenance support. Tassajara is a backup site and is located in unincorporated County land a top a mountain. The City pays an annual lease of $8,000 for the site. The site hosts a UHF TAC repeater for Police, and two VHF backup repeaters for the Fire and Public Works Departments. The City's Zetron paging system is also located at the Tassajara site. Currently the City's equipment resides in a five year-old shelter that the City leases. Most of the equipment in the shelter is between 15-20 years old. Cuesta Peak hosts an additional Police backup repeater and is used as a hot standby by the Department in the case of failure. The Police Department pays an annual lease of $2,500 for the site. Most of the equipment in the shelter is between 15-20 years old. The Cuesta Peak site is located on County property. Cuesta Peak hosts several other non-City radio sites and can be a hostile environment to City employees due to the intense amount of RF occurring at the site. Some of the key voice communication findings include: • Radio Backbone Is Approximately 12 - 15 Years Old - The radio system backbone was installed in the late 1980s and many of the repeaters and base stations are nearing the end of their life expectancy. Based on our experience in planning for and designing communication systems, fixed radio equipment typically has a useful life of 10 - 15 years depending on the level of maintenance provided. • Radio Sites Are Not Supported By Remote Alarms - A remote alarm system is not in place that would alert City personnel if communications system hardware and ancillary equipment fails at the various sites. Site visits are required to determine if an AC power outage exists. A remote alarm system would enhance the maintenance support of critical radio backbone components and is commonly a feature in public safety communication systems. • Existing System Radio Coverage Is Adequate, But Problematic Areas Exist The City's current radio system utilizes repeaters and; Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 115 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications voters to enhance radio coverage for the City Fire, Green and Public Works channels. Coverage problems have not impeded any operations in the field to date; however, dead spots exist throughout certain parts of the City. There are significant coverage holes on the TAC and White channels on South Higuera and in the industrial areas near Broad Street. Radio coverage is poor in the area near the airport as well as in residential areas being targeted by the City for annexation in the near future. In-building coverage is poor in the General Hospital, AT&T building downtown, French Hospital, County Courthouse and the all steel and glass Walter Brothers Building. In general, coverage is much worse on portable radios than it is with mobile radios due to the power differences between the radios. Occasionally, the City experiences interference that is caused by co-located commercial system operators at the South Hills site. • Digital Microwave System Supports Radio Systems - A 23 GHz Motorola Ultrastar microwave system was installed in the late 1980s at the South Hills site to support the City's voice communication requirements. Fire Stations Two and Three are receive-only sites that are connected via digital microwave links to the South Hill site. No replacement parts are currently available for the City's microwave system and only recently was the City provided a service manual for maintenance support. Currently, there is no redundant microwave system in place to support communications in the event of equipment failure. The City's current microwave system is nearing obsolescence. Based on industry experience, the useful life of a well-maintained microwave system is expected to be around 15 years. • Age and Manufacturers of User Equipment Varies - There are approximately 15 different models of mobiles and portables that comprise three different brands of radios that are in use by City personnel. Due to the large number of different brands and models, maintenance complexities and ensuring that replacement parts are available may present challenges for Communications staff. These radios range in age from brand new to over 25 years old. It is difficult to assess the age of several of the radios due to incomplete inventories on file. The Mobile and Portable Radio Inventory is the most up to date inventory of the City's portable and mobile radios; however, it is incomplete. The City has spent significant time trying to account for each radio in operation and has been unable to account for every radio. Our experience has shown that the life expectancy of a mobile and portable radio is five to eight years and four to six years, respectively. Actual equipment life expectation is highly dependent on radio use and maintenance. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 116 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications No Emergency Alerting Capability Emergency alerting provides for instant access to a channel to request assistance, and can include automated alerting to dispatch or "clear channel" audible indicators. The current communication system does not provide this automated capability. Based upon our experience, this capability is becoming more popular in public safety. • Minimal Channel Congestion - Congestion on Green and City Fire channels is the exception rather than the norm. Police traffic is heavier than Fire traffic, however, there do not appear to be any major channel congestion problems on any of the primary public safety and government radio channels. On Thursday, Friday and Saturday nights, Police at times experience congestion on the Green channel during a peak four hour period due to heavier arrests and more officers using the system. If a third dispatcher in the communications center is working during times of heavy traffic, both SNAP (Student Neighborhood Assistance Program) personnel and Park Rangers are moved off of the Green channel to the TAC channel to alleviate congestion. • Communication System Maintenance - All radio and microwave communications equipment are maintained by the Communications Division of the Fire Department. The Fire Chief has the ultimate responsibility for maintaining all wireless communications, including pagers, cell phones and radios. One person is assigned full-time to maintaining the entire City's voice communication system. In addition, the Communications Division is responsible for the maintenance of the City's mobile and portable radios and provides radio installation services for the City's fleet of vehicles. • Equipment Inventories Are Not Fully Developed - Detailed mobile and portable radio inventories have been logged over the past few years, however, these inventories are incomplete. A complete radio equipment inventory will provide a tracking mechanism for equipment under warranty and will support decision making for budgetary requests for future operational needs. This inventory includes several assumptions on equipment type and age and needs to be further validated by the Communications Division and other relevant departments. • Additional Site Locations May Exist - The City's primary radio site is located at the South Hills site, which currently provides acceptable coverage throughout .the City. The City leases the land and the equipment vault that houses the communications equipment from a local radio station for approximately $8,000 per year. Due to Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 117 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications interference caused by co-located private communications companies at the South Hills site, the City is interested in exploring opportunities to identify an alternative site dedicated to public safety communications that may replace the current. South Hills site sometime in the future. Also, the City owns several pump stations and lift stations that stand atop mountains throughout the area. The City should explore whether any of these alternative sites could provide equal or better coverage than the current South Hills site, while being economically and technically feasible. No coverage studies have been conducted to explore additional coverage to be gained from locating transmitters at these various locations. • Potential Lease Of City Property - The City has been contacted by private entities regarding the leasing of property for communications sites for private telecommunications vendors. The City should investigate any opportunities to develop contracts with private third parties in order to generate money to fund ongoing communications costs. • Citywide Pager Program In Place - The City has implemented a citywide paging program that is capable of accommodating up to 600 users. Originally designed to support the needs of public safety personnel only, the system is now used by a combination of public safety and non-public safety personnel for a variety of communications purposes. The City utilizes a Zetron paging system that currently hosts 300 users throughout the City. The system is currently used for City business as well as 9-1-1 paging purposes and is used by Police, Fire, telemetry and other departments throughout the City. The paging system works relatively well, but increased use by City personnel is stressing the capacity of the system. Due to heavy traffic during a workday, the volume of traffic is expanding rapidly. The current paging system supports a maximum of four trunks coming into the controller, one of which is dedicated to the Utilities Department so that personnel can respond to sewer emergencies. In order to prevent future busy signals, the City is looking into purchasing a new paging system that will expand the capacity well beyond that of its current system. Because the current system is a one way paging system, the message sender does not receive any sort of positive confirmation that his or her message has been received. The City does not currently have a backup paging system in place. Trends Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 118 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • System Backbone Infrastructure — Typical fixed radio equipment has a useful life of 10-15 years depending on the level of maintenance provided. • Site Emergency Notification And Remote Alarming — Remote alarm systems enhance the maintenance support of critical radio backbone components. • Radio Coverage — Portable coverage is typically less than that of mobile coverage in communications systems. Mobile radios generally have greater transmitter power, thus providing better coverage than a portable radio being used at the same location. Since wide area coverage is essential to all public safety agencies, typical coverage parameters should be designed in terms of portable coverage to help ensure reliable communications throughout the City. Typical coverage parameters include 95-97% mobile coverage and 93-97% portable coverage. When designing systems for in-building coverage, it is best to specify coverage requirements on a site-by-site basis. Otherwise, coverage designs that guarantee similarly high levels of portable in- building coverage can cause a system to become extremely expensive, resulting in area coverage minimums that may exceed the needs of the City. Often, cities can add additional receive-only sites to improve talk-in coverage, a much less costly alternative. • Site Interconnection — Public safety radio sites are most often connected by either leased line or microwave connections. While microwave connectivity generally offers a higher degree of reliability than leased line connectivity, it can also be a much more costly alternative. In addition, microwave connectivity requires a line of sight path between two points, while leased lines are normally run underground and do not require a line of sight path. The City currently owns an extensive fiber-optic network that may be able to replace the existing microwave network in the event that the City chooses to discontinue use of its aging microwave interconnection path. Alternatives Analysis • Maintain Status Quo - This alternative is considered as a baseline alternative and is predicated on continuing the City's current approach of maintaining the wireless communication system. Accordingly, mobile and portable radios would continue to be replaced on an as needed basis and routine maintenance of the fixed radio and microwave equipment would be provided. To continue to provide this communication alternative would provide limited advantages. The City would continue to leverage the existing Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 119 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications voice radio system that would minimize disruption to current operations that would otherwise' result during an upgrade or replacement of an entire radio system. Newer mobile and portable radios with similar functionality would replace aging and non- operational equipment. Finally, this alternative is the lowest cost alternative presented and would not require substantial changes to the budgeting process. There are significant disadvantages and anticipated future ramifications to maintaining the status quo. This alternative does not improve the coverage nor does it improve the capacity of the system for additional users. The existing fixed radio infrastructure is approximately 12-15 years old and continued long-term use of the system may pose reliability issues. In addition, this alternative does not address the mobile data requirements identified by the current radio users. Current FCC initiatives also impose future uncertainties regarding the VHF/UHF frequency bands. APCO and the FCC are in the process of defining the parameters for refarming the radio spectrum below 512 MHz. Although equipment capable of operating within the proposed FCC guidelines is available today, there is a degree of risk and uncertainty associated with continued operation in the VHF and UHF bands. The 25 .and 30 KHz wide channels that a municipality may operate today will eventually be split into two channels, 12.5 or 15 KHz wide for UHF and VHF, respectively. As users are licensed on new channels that become available due to refarming, interference problems may be created due to the closer proximity of licensees to each other. Although it is not likely that users would have to relinquish their current licenses, new users issues licenses on neighboring narrowband frequencies could still create these interference problems. It would be incumbent upon the current license holder to rectify the problem. • Upgrade Existing Conventional Equipment - This alternative addresses minor upgrades that could be made to the communication system that would provide an incremental improvement to the current system. Given the fiscal constraints of the City, continuing to operate a conventional system in the VHF and UHF bands offers the greatest flexibility with resources while minimizing capital outlays. Advantages of maintaining a conventional radio system include the fact that it is a proven, reliable technology that is supported by a large number of vendors. In addition, the City's users are familiar with the existing conventional system. Continued use of radios over the existing Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 120 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications VHF and UHF frequencies will not require any additional time dedicated to training or operational procedures. The majority of the upgrades to the existing conventional equipment would occur in the infrastructure (i.e., base stations, microwave equipment, etc.), thus the changes would be transparent to the end users for themost part. One of the disadvantages of this alternative includes being more susceptible to interference than if the City was to select an 800 MHz alternative. In addition, conventional channels will eventually be "refarmed" by the Federal Communications Commission (FCC) necessitating a complete replacement of equipment. Simply upgrading to additional conventional equipment that is not narrowband capable will not present a solution to this regulatory challenge awaiting all public safety radio users. In pursuing this alternative, the City should require the radio system to be expandable and procured with sufficient capacity to support planned and potential growth. When designing the system, the City and its selected vendor should consider alternative sites as well as the existing South Hills site as the primary site so that it satisfies all current and future coverage requirements. In addition, the City should monitor progress of evolving technical and safety standards (Project 25, TETRA, OET-65, etc.) to ensure that its conventional systems continue to provide them a cost-effective and technically viable solution over both the short and long term. Finally, the City should procure narrowband-capable equipment in anticipation of changing FCC regulations. At this point in time, it is very difficult to predict when the FCC will implement its refarming mandate of the conventional channels. Within the next five years, it is likely that the conventional channels below 512 MHz will be split in half to comply with the pending mandate. To best prepare for this regulatory transition, Gartner recommends that the City should only purchase radios that are narrowband capable when making replacements. Most lower and upper tier analog radios on the market today are narrowband capable. In addition, mid to upper tier analog radio equipment can be. upgraded, to digital equipment for around $400 -$500 per radio. Purchasing radios that have the ability to support narrowband communications and digital technology in the future is in the best interest of the City. • Replace With Conventional Trunked Radio System - This alternative considers the replacement of the existing conventional radio system with a digital trunked radio system. This technology would enable the City to develop talk groups that would address the Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 121 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications individual needs of public safety and general government radio users. Utilizing digital technology will provide improved security of information and support several advanced digital features. This alternative would also provide for the replacement of the aging VHF and UHF base stations. There are two options the City has in considering the implementation of a digital trunking system. First, the City should evaluate any available opportunities to regionalize with other public safety agencies such as the County of San Luis Obispo. Given the lack of trunked systems in the area, this is not a realistic option for the City at this point. The second option is for the City to solely implement a digital trunked system. There are several advantages to this option. First, the ability to pool channels and utilize idle channel capacity from public safety tactical channels will alleviate any current or future channel congestion. This technology also supports talkgroups which can be developed along departmental or divisional lines to support distinct and overlapping public safety and general government activities. With this system, public safety mutual aid activities can be enhanced by over the air reallocation of talkgroups via a dynamic reallocation process that allows the system administrator to set up talkgroups over the air during a mutual aid event. Other advantages of this technology include system redundancy, improved security and unit ID capability that can support administrative and management decision-making. The primary disadvantage of this alternative is that it would require the entire replacement of the fixed and user radio equipment. In addition, trunked radio systems support technically advanced features that will require formal training for-the dispatchers and radio users in order for them to become accustomed to the new system. Ultimately, this alternative would require a significant investment by the City. The major disadvantage of switching to a trunked radio system would be cost. The City would be required to replace all of its existing infrastructure and user equipment in order to implement such a system. In addition, extensive system design, construction and engineering analysis would be required to complete the transition. Specifically, the City would be responsible for replacing its handheld and mobile radios, base stations, antennas, and other equipment. Additional licensing would be required to secure 700 or 800 MHz frequency licenses as well. Also, since none of the neighboring agencies with which the City communicates are operating in this spectrum, the City would need to continue operate some conventional Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 122 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications channels for the purposes of mutual aid communications. Finally, transitioning to a new communications technology such as trunked radio would require extensive time and commitment from staff to assist in training, radio programming and fleet management in general. Recommendation We recommend that the City upgrade its existing conventional radio equipment and replace its existing Zetron paging system with one that can support future traffic growth. This alternative addresses minor upgrades that could be made to the communication system that would provide an incremental improvement to the current system. - To the greatest extent possible, the City should purchase equipment that is capable of being upgraded to narrowband-capable. To the extent that service is not adversely affected, the City should consider replacing its microwave system with fiber that can be connected to the existing City backbone. Given the fiscal constraints of the City, continuing to operate a conventional system in the VHF and UHF bands offers the greatest flexibility with resources while minimizing capital outlays. The City should continue to closely track emerging technology and regulatory,standards to determine when a switch to. digital or trunked radio might be appropriate. In addition, the City should continue to seek out potential regionalization opportunities with neighboring agencies to make the most efficient use of resources in the future. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of san Luis Obispo only. February 2001—Page 123 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications WIRELESS VOICE/DATA COMMUNICATIONS Data Communications Current Situation The City has invested significant effort in trying to implement a radio system that will support mobile data communications. The City's goal is to enable CAD, RMS and other existing systems and networks to integrate with mobile data computers in the field. In recent years, many technologies have emerged to support mobile data applications. These include Cellular Digital Packet Data (CDPD), Circuit Switched Cellular Digital Packet Data (CS- CDPD), private mobile data networks, satellite data and spread spectrum solutions. Each of these technologies has been analyzed in detail to determine their potential to meet San Luis Obispo's requirements for a highly reliable, cost effective wireless data infrastructure. Some of the key findings include: Wireless Mobile Data Would Enhance Operations The City has formed a Mobile Data Committee across the various departments that is focused on identifying user needs for data transfer and receipt across a future wireless network. The Committee is focused on exploring wireless network, computer software and computer hardware options for the City. Mobile data would . support San Luis Obispo public safety personnel in several ways. Interviews with stakeholders throughout the City have identified several operations that could be enhanced with a mobile data system. Increased systems security and transmission, decreased voice traffic, report writing, and direct access to CLETS information without dispatch intervention are some of the priorities that have been voiced by the Police Department. The Fire Department has discussed the ability to send and receive location and type of emergency Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 124 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications information, . run reports, mapping information and HAZMAT information as some of its priorities. In addition, the Fire. Department wishes to reduce voice traffic as a by-product of implementing a mobile data solution. The Committee currently is in the process of prioritizing its needs for a mobile data system. Police Department Desires To Maintain Existing CAD System - After several discussions with key representatives from the Police Department, we have learned that the Department intends to use its existing public safety CAD and RMS solution for the long term. The. Department has been using a Spillman CAD/RMS system since 1998 and has been pleased with the overall system performance. The Committee has determined that a successful mobile data solution will be one that has integration capabilities with Spillman's CAD/RMS solution. Mobile Data Committee Prefers Spillman"s "Rover" Software For The Mobile Client Solution - The Committee strongly prefers Spillman's "Rover" software program as their mobile data software solution. According to the Mobile Data Committee, the "Rover" product is the only mobile data software that will interface .with Spillman's CAD/RMS software programs at an economically feasible price. Given the Committee's satisfaction with their current CAD/RMS solution and the positive references "Rover" has been given by cities of similar size to San Luis Obispo, the Committee intends to move forward with "Rover" as its mobile data software solution. Trends The following illustrate some of the major trends pertaining to mobile data communications in the public safety arena: Vendor-Funded Pilots Are A Useful Tool In Assisting Agencies In Selecting Mobile Data Solutions: Mobile data pilots are an excellent way for agencies to evaluate total mobile data solutions in a real-time. environment that is customized to their specific needs. Through vendor funded pilots, agencies are able to minimize some of the risks associated with their purchase. Through testing various combinations of hardware, software and transport mediums, agencies can test various features such as speed, ease of use, accuracy and a hosts of other factors. It is increasingly common for agencies to require not only site visits and vendor demonstrations as part of their procurement process, but vendor-funded pilots as well. Vendor-funded pilots are common in areas with vendors that offer leased mobile data options. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 125 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Several Developing Technologies Remain Unproven Both Technically In The Public Safety Industry: Commercial technologies are continuously being adopted by public safety agencies for communication purposes. It is essential for public safety agencies to track these new and available technologies in order to equip themselves with the best possible set of tools for fulfilling their mission. Agencies also need to be aware, however, that several developing technologies remain unproven in the public safety industry. Public safety agencies have extremely high reliability requirements and need to be certain that any new technologies are tested in this environment and fully supported by vendors before making adopting them. Regionalized Mobile Data Solutions Are Increasing Throughout The Country: Many public safety agencies are discovering the benefits of regional mobile data solutions. By pooling resources, agencies are able to negotiate more favorable purchasing agreements with vendors due to economies of scale. In addition, one-time infrastructure development costs are minimized from the outset by sharing costs among various agencies. Several examples exist throughout the country of successful regional solutions that satisfy the needs, while minimizing costs for all those involved. Alternatives Analysis Maintain Status Quo: Mobile data technology is rapidly being adopted for use in public safety services. The ability to provide personnel in the field access to critical public safety database information, automatically update unit status to CAD systems, reduce air traffic on voice radio channels and provide applications such as report writing, call history information and other has been recognized as a necessity by the City. As management, user and financial resources have been identified by the City, implementing mobile data for the City's public safety personnel is a top priority. Mobile data is quickly becoming the standard for public safety agencies and is essential in assisting departments in achieving their missions. Given these external circumstances and the intensive effort City personnel have invested into this cause, we believe that to not pursue a mobile data solution at this point would be a mistake. Implement Leased Mobile Data System: Leased mobile data systems provide a potentially cost-effective alternative to procuring and managing traditional dedicated mobile data system. The primary advantage to leasing services is that it leverages an existing mobile data infrastructure that is currently in place which eliminates the initial investment of a dedicated Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 126 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications. system. As with stand-alone mobile data systems, leased services can support database inquiries from the field, report writing, unit-to-unit messaging, status messaging between field units and AVL. Another significant advantage is the City would not be required to maintain the mobile data infrastructure thus . reducing the demand on technical staff resources. Leased services also present some disadvantages to consider. The City would not have oversight of the maintenance of the mobile data network and would be sharing the network with commercial and non-public safety users. Monthly recurring costs would accumulate based on system usage and would eventually exceed the investment that would otherwise be made in a dedicated system. In addition to these disadvantages, system performance, may be limited during peak operating periods or during disaster situations. Some specific leased service options to consider include the following transmission technologies: Circuit Switched Cellular: Circuit switched cellular uses the existing cellular telephone networks for data transmissions. Essentially, a radio modem is attached to the mobile computing device and a dial-up session is established with the host computer. This approach incurs a delay in the transmission while the call set-up is completed. Usage costs are typically based on the total duration of the call. Cellular Digital Packet Data (CDPD): CDPD uses idle capacity in the cellular network to transfer data. Discrete packets of data are transmitted over the network and reassembled at the receiving device. CDPD capability requires a system upgrade to the cellular network and is being developed in many markets. Based on conversations with AT&T Wireless representatives, CDPD coverage is not being offered in the San Luis Obispo at this time, nor are there any plans to build-out CDPD coverage anytime in the near future. Providers of this service are focusing their resources on building out third and fourth generation wireless technologies to initially supplement and eventually replace CDPD technology. Satellite Mobile Data: Satellite mobile data communications utilizes any number of geosynchronous or low earth orbit providers to support mobile data transmissions. Both circuit switched and packet switched technologies are utilized by the satellite system providers. Costs for data transmission services are based on connect time or the volume of data transmitted.. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 127 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Implement Dedicated Mobile Data System: A dedicated mobile data network is designed to meet the specific needs for wireless data transactions between mobile units and fixed host computer systems. This type of network is typically implemented in parallel with voice radio systems and provides overlapping coverage using primarily conventional technology. Today, dedicated networks are usually selected for higher volume data application requirements or to support large numbers of users. Another dedicated mobile data system alternative is to implement an integrated voice and data network. With this type of technology, a voice and data network shares radio backbone and user equipment to transmit and receive both voice and data transmissions. This is accomplished by digitizing the analog voice message and interleaving it with the data, or by separate transmissions for voice and data messages. There are advantages and disadvantages associated with pursuing either of these dedicated mobile data system alternatives. The advantages to building a stand-alone mobile data system include system control and dedicated accessibility twenty-four hours a day, seven days a week. Although higher initial costs are expected for this alternative, lower recurring costs can make this an attractive alternative to leasing mobile data. This approach can offer advantages when supporting small numbers of users and a lower volume of data transaction requirements; however, it involves purchasing new infrastructure and user equipment for both voice and data communications. In addition, most integrated mobile data systems utilize trunking technology, an alternative that is not necessary for the City at this time as discussed in previous sections. Other disadvantages of a dedicated solution include the additional administrative and maintenance responsibilities placed on City personnel for managing the system. Spread Spectrum: One of the dedicated mobile data systems being considered by the Committee is a spread spectrum solution. As an alternative to building an expensive proprietary system or awaiting availability of commercial leased services, members of the Committee have begun exploring this type of technology that is used to empower WLANs (Wireless Local Area Networks). Some of the main advantages of this type of transport technology include noise immunity and security. Many of the spread spectrum devices on the market today are listed as Part 15 devices. This refers to the device operating under the provisions of Title 47 Section 15.247 of the Code of Federal Regulations (CFR). There are three frequency bands allocated to this service: • 902 - 928 MHz (26 MHz bandwidth) • 2400 - 2483.5 MHz (83.5 MHz bandwidth) Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 128 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • 5725 - 5850 MHz (125 MHz bandwidth) In order to use spread spectrum devices, users must accept interference from other transmitters operating in the same band and may not cause interference to the primary users in the band. Current users of this technology include government systems such as airborne radio location systems and Industrial, Scientific, and Medical (ISM) users. Thus the Part 15 device manufacturer must design a system that will not cause interference with and be able to tolerate the noisy primary users of the band. Advantages of spread spectrum systems include their low noise transmissions and ability to operate in an adverse environment. Additionally, they present a significantly lower cost alternative to traditional dedicated infrastructures. The primary disadvantage of spread spectrum technology in the public safety arena is that is unproven. Lucent Technologies, Breezecom and WaveAccess are some of the vendors introducing spread spectrum product sets in limited deployments. The City has been running a pilot using Lucent equipment in five locations throughout the City. Users have been accessing the existing Spillman system through this pilot, and are currently mapping ranges of components in an effort to gauge system throughput. The. Committee has been in discussions with a fellow public safety agency that is using this service and continues to be interested in this solution being offered by Lucent. The Committee is planning a site visit to Graham County, AZ to interview the County employees involved with implementing the Lucent solution and to assess the level of integration required with this option. The current spread spectrum solution being used in Graham County is utilized by 20-30 units. Recommendation The City has clearly demonstrated a need for mobile data communications technology. To satisfy this demand, the City must decide whether to procure a dedicated or leased commercial system based on thoughtful analysis of various integrated solutions. To heighten the chances for project success, Gartner believes the City should fully develop detailed sets of functional and performance specifications for all components of the mobile data system and issue an RFP to procure a single turnkey integrated mobile data solution. Regardless of the mobile data technology selected, the question of how the several components become integrated must be addressed. The City has three alternatives that it can undertake to help facilitate the successful procurement and implementation of a mobile data system: Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 129 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Create An Internal Team To Serve As The Systems Integrator: While this is the least expensive alternative, it also imposes the most risk. System integration can be an overwhelming task given the communications and information technology engineering skills required to implement a system successfully. Not only must a successful systems integrator have the technical knowledge and understanding of the various solution components, but he 'or she must also have excellent project management skills to ensure successful completion of the project. Without an outside integrator, uncertainties may develop as to roles and responsibilities. At this time, it is unclear as to whether the City possesses an in-house person with the time available to lead an integration effort. We believe the City should minimize opportunities for vendors to engage in costly finger pointing regarding hardware, software and network failures. Require One Of The Vendors To Serve As The Systems Integrator: A second integration alternative is to require a single vendor to act as a prime contractor for all vendors during the implementation. Currently, the Committee has designated Spillman to be the mobile data software provider. Under this alternative, the. City would ask either Spillman or the eventual transport provider to serve as the systems integrator for the entire mobile data solution. Success of this alternative is dependent on one of the vendor's willingness to assume this responsibility and on the creation of measurable performance requirements between the various subcontractors involved. Contract With A Third Party Systems Integrator: Various independent integrators exist who specialize in integrating multiple mobile data system components. While this imposes an additional cost on the project, it shares the risks of project management and integration responsibility with an outside party. A systems integrator would be able to assist the City with defining and documenting requirements for the mobile data network; determine system performance criteria such as coverage, response time and overall system uptime; identify network requirements and system interfaces; develop system test plans and a host of other responsibilities. A good systems integrator can add a lot of value to the Committee and is a serious option for the City to consider at this time. Regardless of the approach taken by the City, Gartner emphasizes the need to have a single entity responsible for the successful completion of the entire mobile data project. We encourage the City to use the research already completed by the Mobile Data Committee in terms of mobile data hardware, software and infrastructure components as it moves forward. The City should strive to find a single entity willing to take contractual responsibility for guaranteeing the success of the entire mobile data solution. If the City Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 130 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications decides to assume the role of the systems integrator, it should remain conscious of potential combinations of system components that may jeopardize the performance of the entire mobile data solution. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 131 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications WIRELESS VOICE/DATA_COMMUNICATIONS Dispatch Center Operations Current Situation The Police Department operates the dispatch center located in the lower level of the Police Department. The dispatch center serves as the Public Safety Answering Point for the City and provides emergency call taking and dispatching for Police and Fire. Dispatch center personnel also provide dispatching for the Public Works Department and are responsible for administrative calls after hours. The dispatch center currently manages approximately 11,000 incoming calls monthly, with volume being lighter in the summer due to school at Cal Poly San Luis Obispo being out of session. Of those calls, approximately 28,000 law incidents and 3,900 fire incidents are reported on an annual basis. The 3,900 fire incident calls do not account for the calls for service that are handled by the Fire Department during normal business hours. All calls for service are inputted into a Spillman CAD/RMS system that has been in place since January 1998. The dispatch center houses a professional and experienced dispatching staff. Staffing at the dispatch center currently consists of one full time supervisor and eleven full time dispatchers who perform call-taking and dispatching functions. Up to four dispatchers are capable of working at any given time. The dispatch center is staffed 24 hours a day, 7 days a week with two shifts a day and a minimum of two dispatchers per shift. All dispatchers are Emergency Medical Dispatch certified and are trained on both Police and Fire dispatch operations. Dispatchers undergo four months of training and are on probation during their first year of employment. Policy manuals are located in the dispatch center. Gartner Consulting Entire contents O 2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 132 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Currently, there are four dispatch console positions located in the dispatch center. Located at the workstations are radio controls, Automatic Number and Automatic Location Identification (ANI/ALI) displays for the GTE Vesta 9-1-1 emergency telephone system, a Genovations keypad for the phones and a Secureview keyboard device that enables a single keyboard to be shared between the 9-1-1 and CAD systems. Voice logging of 9-1-1 and administrative telephone calls, as well as City Fire and Green radio channels is facilitated through a Dictaphone logging recorder. Instant recall capabilities on radio equipment from dispatcher workstations do not exist, though dispatchers have a variety of other means of recalling calls available to them during their shift. Incoming 9-1-1, administrative and 7-digit emergency calls are handled at the calltaker positions via a push button analog switchboard. Fire station alerting is accomplished via radio and landline connectivity. When contacted via landline, dispatchers access a dedicated set of ringdown circuits that are linked to each of the four fire stations. The more common way of instigating fire station alerting is done via RF links. When a call comes into the dispatch center PSAP, location and address location are obtained automatically through the Vesta 9-1-1 emergency telephone system. If the call is for fire, the dispatcher pushes the transmit button an advises nature and location information over the radio to all unmuted fire stations. The dispatcher then completes the call screen and the system recommends the appropriate vehicles for response. Finally, the dispatcher manually triggers the toning out to the indicated stations, which, in turn activates the desktop radios functioning as base stations at each of the fire stations. According to City personnel, there have been times when tones have been sent out to stations and have not activated the radios. All four of the permanent dispatch consoles are Motorola Centracom II stations. The current consoles were upgraded from the Centracom I model about fifteen years ago. The City is exploring replacing the current Motorola radio consoles, since Motorola has notified the City that they will no longer support the Centracom II model as of July 2000. In addition, Motorola will not provide any rebate on existing models after December 2000. The GTE Vesta 9-1-1 system was installed in March 1999 and the Dictaphone logging recorder was installed about 4 years ago. Some of the key findings include: • Dispatch Center Consoles Nearing Obsolescence - The communications center currently has four Centracom II dispatch consoles that were originally installed over 20 years ago. Since the Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 133 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications original installation, the Centracom consoles have been upgraded once back in the mid-1980s. Several of dispatchers have complained about the ergonomic design of the existing console furniture. Motorola has notified the Police Department that they have discontinued provision of spare parts and service on the Centracom II models in use by the City as of July 1, 2000. In addition, the City has been told that Motorola will no longer buy back used Centracom equipment after December 31, 2000. • Call For Service Volumes Are Expected To Remain Relatively Constant - San Luis Obispo's population of approximately 43,000 has remained relatively constant and is anticipated to follow this trend in the near-term future. The City historically has experienced slow to moderate population growth. At one point, plans for annexation of land near the airport caused the Police Department to consider locating a separate station out near the annexed land. While annexations of. future land must be accounted for in long-term planning efforts, there are no major indicators showing that the City will encounter any major increases in call for service volumes as a result of its incorporation. Currently, the dispatch center receives approximately 27,500 calls for service that require dispatching annually and no significant increases are expected. • Dispatch Center Operations Managed By Police Department - The Police Department is responsible for providing the call taking and dispatching for the Police and Fire. Departments. In addition, the Police Department is responsible for dispatcher training. The funding for the operation of the dispatch center is budgeted by the Police Department. • Existing Backup Dispatch Operations - Currently, a dedicated backup dispatch center does not exist in the City. In the event that the City would have to evacuate the dispatch center, the incoming 91.1 calls would be routed to the.San Luis Obispo Sheriffs Department. The City has received quotes from Motorola on the cost to furnish the EOC with two remote operator positions for backup operations. The City's existing PSAP has been down two times in 2000 and has experienced an inability to answer several calls during these incidents due to backup equipment limitations. • Dispatchers Assigned To Police Or Fire Dispatch Consoles - During a twelve-hour work shift, one.dispatcher is typically assigned as a calltaker and also dispatches Fire while the other dispatches for Police only. They perform their functions separately, however, each can transition over to the other role if required for backup. Each can answer calls during times of heavy call volume. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 134 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Dispatch Center Equipment Varies In Age - Equipment in the dispatch center varies in age dramatically. While some of the equipment is new, such as the GTE Vesta 911 system (1999), Spillman CAD/RMS system (1998), Dictaphone logging recorder (1996-1997), the Motorola Centracom II consoles are over 10 years old and are no longer being supported. The City is contemplating options for replacing the dispatch consoles and has been given a verbal quote by Motorola for upgrading its consoles. Recommendation Install a Remote Alarm System at Radio Sites And Replace Dispatch Center Consoles Nearing Obsolescence: We recommend that the City replace the four Centracom II models nearing obsolescence in the Communications Center. In addition, the City should move forward with its plans to relocate a remote console to the main floor of the dispatch center and replace that console as well. As these models are no longer supported by the manufacturer, the City needs to replace these consoles with a newer model in the interest of public safety. In addition, the City's should look into installing a remote alarm system at its radio sites so that personnel can be alerted if system hardware and ancillary equipment fails at any of the sites. Remote alarm systems should automatically verify system failures and will enhance the maintenance of critical radio backbone components for the City's communications system. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 135 Gartner city of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications WIRELESS VOICE/DATA COMMUNICATIONS Telemetry Current.Situation The Utilities Department operates and maintains wide-area and plant process control telemetry systems to support control and monitoring functions for water supply, treatment, distribution and reclamation. As such, these systems are divided into five networks, which are Whale Rock, Water Treatment Plant, Water Distribution, Wastewater Collection and Water. Reclamation. Schematics of these systems are provided in Figures 1 through 4. The Public Works Department also utilizes telemetry networks to facilitate irrigation of the City's public parks and facilities and utilizes other network and stand-alone mechanical systems to support various functions for traffic control and facility maintenance. To address these systems, we have delineated this section according to the Utilities Department and the Public Works Department. Utilities Department Whale Rock The Whale Rock telemetry system provides support for the City's overall water supply strategy by controlling and monitoring functions for Pump Stations "A" and "B". In addition, the Dairy Creek Golf Course is provided water from the Whale Rock pipeline under an agreement with the California Men's Colony. The system was originally designed to utilize a combination of licensed and unlicensed frequencies to support wireless data transfer from the Dairy Creek Golf Course and Pump Stations "A" and "B" back to the Project Office. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 136 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications As a result of radio interference impacting the telemetry system, leased circuits have replaced the wireless system. As of the writing of this report, the source of radio interference has not been determined or mitigated; however, personnel have indicated that the interference issues could be resolved and the wireless system be put back on-line. Operator control and monitoring of the Whale Rock system is facilitated with a Genesis workstation located at the Whale Rock Project Office. An automatic telephone dialer is interfaced with the Bristol Babcock (BB) 3330 at the Project Office that will page personnel base upon various alarm conditions. The current Whale Rock infrastructure consists of five BB remote terminal units (RTUs) and seven Microwave Data System (MDS) radios that are not currently being used. The average ages of the. RTUs and MDS radios are both seven years and the Genesis workstation is approximately 4 years old. Water Treatment Plant The Waste Water Treatment Plant provides treatment of all of water within the City, Cal Poly and the County airport. The facility currently produces 5 to 8 million gallons of potable water daily. The plant process control telemetry system is supported by City owned copper twisted pair cable which provides connectivity to the seven redundant BB 3330 RTUs. These RTUs monitor and control ozonation, filters, ozone destruction, filter backwash blowers and chemical pumps, ozone air compressors, plant pump house and influent valves. In addition, tank level data from Edna Saddle, Islay, Terrace Hill and Ferrini and Reservoirs #1 and #2 are monitored from the plant via the wide-area Water Distribution telemetry system (discussed below). Remote telemetry information is transmitted back to the Plant via UHF band and 928/952.45625 MHz frequencies by way of Cuesta Peak. Telemetry monitoring and command for the treatment process are supported by two Genesis workstations (mirrored systems) and the distribution system by a separate Genesis workstation. The Treatment Plant system was installed and programmed by Black and Veatch Consultants approximately six years ago. All seven of the process control BB RTUs are six years old and the Genesis workstations are approximately four years old. Water Distribution System The City is responsible for distributing potable water from the water treatment plant and existing wells to approximately 13,500 metered customers. This system consists of 13 reservoirs, 10 pump stations, approximately 150 miles of water mains, and fire hydrants. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 137 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Operator control and monitoring of the. Water Distribution system is supported by seven BB 3330s located at the Corporation Yard, McCollum Pump Station, Ferrini Pump Station, Reservoirs #1 and #2, Edna Saddle Tank and the Telemetry Shop. In addition, there are three BB 3305s located at the Islay, Grand Avenue and Madonna valves. The primary. communication link between these remote sites and the Water Distribution Office is via Cuesta Peak. A sub-network supporting connectivity for the McCollum and Ferrini Pump Stations is supported by 902-928 MHz spread spectrum frequencies cross-banded at Slack Tank for transmission to the Water Distribution Office on a UHF channel. The McCoullum and Ferrini Pump Stations control the water level in the Slack and Ferrini Tanks. Connection to the data concentrator at the Telemetry Shop from Corporation Yard phone room is via fiber optic cable. Overall, the average age of the telemetry equipment utilized for the Water Distribution System is nine years old. All BB 3330s on this system are twelve years old and the 3305s are two years old. The Ritron Data Flow analog loop extenders at each tank are five years old. The average age of the MDS radios on this system is five years. Wastewater Collection System The City's wastewater collection system conveys 4.5 million gallons of wastewater per day through a collection system consisting of over 130 miles of sewer pipe, 2,500 manholes, and eight permanent sewage pump stations. There are ten BB 3330 RTUs that provide wide-area telemetry data processing for the wastewater collection system. This system monitors and controls the Madonna, Howard Johnson, Tank Farm, Rock. View, Foothill, Margarita, Silver City and Laguna lift stations and the Poly Flow Meter. In addition, there is a Zetron 1550 phone line alarm dialer for the Fuller Road Lift Station. This is a temporary lift station and is alarmed through the. Zetron dialer. All RTUs on this network are interfaced with an MDS radio programmed with the 928/952.65625 frequency pair for transmission of data. The main data concentrator is located at the Telemetry Shop at the Wastewater Reclamation Facility and receives data via fiber optics from the BB 3330 located at the Corporation Yard. Data transmitted from the Poly Flow Meter is recorded on a circular chart recorder in the Wastewater Collection Shop for billing purposes. Control and monitoring of the Wastewater Collection System is facilitated with a Genesis workstation located at the Wastewater Collection Shop. In addition, an automatic telephone dialer at the Shop is interfaced with the BB 3330 and will page or telephone personnel base upon various alarm conditions. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 138 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications All ten of the BB 3330 BTUs are twelve years old and the BB 3305 is only one year old. The supporting MDS radios are six years old and the Genesis Workstation is approximately 4 years old. Wastewater Reclamation Facility The process control telemetry network at the Water Reclamation Facility consists of nine BB 3330s, 2 redundant BB RTUs with Remote IO Racks, one BB 3350 RTU and one redundant BB 3350 RTU. One of the 3350s is a data concentrator while the second redundant one runs the headworks pumpstation and aerated grit removal. The 3330s operate and monitor plant clarifiers, aeration basins, switchgear and standby generator, DAFT and sludge handling equipment , filters and chlorination/dechlorination. Network connectivity for the system is supported via City-owned copper twisted pair cable. Personnel perform monitoring and control functions with two Genesis computers located in the Operations and Administration Buildings. In addition, an automatic telephone dialer is interfaced with the BB 3330 at the Project Office that will page or telephone personnel based upon various alarm conditions. The age of the two 3350s are nine and fifteen years while four of the 3300 are nine years old and the remainder are seven years old. The Genesis workstations are approximately 4 years old. Key Findings and Requirements This Section of the report includes our detailed findings and needs assessment of Utilities present telemetry systems. Information obtained in this Section was provided though documentation, interviews with City personnel and a focus group session with the Telemetry System User Group. The following is divided into four areas and are: Existing Systems, Operations, Maintenance Support and Others. Existing Systems • Telemetry Networks — There are five separate telemetry networks that are operated and maintained by the Utilities Department. These are Whale Rock, Water Treatment Plant, Water Distribution, Wastewater Collection and Water Reclamation. These networks have been installed over the past 12. years by a combination of outside contractors and the Department's Telemetry Technician. Since the original implementations of these separate systems, only incremental improvements to them have taken place. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 139 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Remote Site Connectivity Supported By Multiple Frequency Ranges - Site connectivity between remote. RTUs and the operator's workstation is supported by various means and include copper twisted pair cable, unlicensed Spread Spectrum frequencies (902 - 928 MHz) and licensed 900 MHz and UHF band frequencies. Process control telemetry at the Water Treatment Plant and Water Reclamation is supported through City-owned copper twisted pair cable while the Whale Rock system is currently supported through leased line circuits. The Water Distribution System is supported by a combination of Spread Spectrum and 900 MHz and UHF wireless frequencies while the Wastewater Collection System is supported by 900 MHz frequencies only. Multiple site connectivity approaches (i.e. multiple frequency bands) necessitate the requirement for multiple equipment models and attribute to the,complexity of the overall telemetry system. • Bristol Babcock is Primary RTU Equipment Vendor - Utilities five telemetry networks are supported by 49 Bristol Babcock's Network 3000 line of controllers and four Ritron Data Flow RTUs that are utilized in the Water Distribution System. The controllers use Bristol Babcock's proprietary Advanced Communication and Control Language (ACCOL) and have preprogrammed software modules to support control and measurement requirements. This proprietary language supports the IP Ethernet protocol. While some BB 3330 RTUs run ACCOL Rev. 5.x; other BB 3330 RTUs run ACCOL Rev. 4.x which is no longer supported. A CPU card for BB controllers could enable network connection at locations that are in the proximity of the City's WAN. The Telemetry Technician and end users have indicated concern regarding the proprietary,nature of ACCOL and the inability to easily modify the programming code. Users have identified that future telemetry systems should be user friendly. • Multiple Application Vendors - Throughout the telemetry systems' life cycle, multiple vendor software application and hardware equipment have been implemented to meet the incremental telemetry system needs. The original HMI software was Bristol Babcock's Trolltalk application which was superseded by Iconics' DOS based Genesis application. Intellution's FIX software has recently been purchased to replace the Genesis application; however, there is currently a implementation compatibility problem with Bristol Babcock's driver. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 140 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications End users have indicated that system ease of use be a requirement for future systems and that the systems should develop confidence among the users. • Aging RTU Infrastructure — There are 49 BB RTUs that range in age between one and fifteen years old. The average age of all BB equipment is over eight years old. In addition, the Wastewater Collection System is supported by the oldest RTU infrastructure and averages eleven years old. While Gartner did not hear of any reliability issues associated with the age of the equipment, some of the BB 3300s can be considered nearing the end of their useful life based upon the discontinuance of support for ACCOL Rev. 4.x. • Aging Radio Infrastructure — There are 33 MDS radios supporting the wireless infrastructure and includes equipment that ranges in age from one to seven years old. The average age of the MDS equipment is six years old. To support the incompatible frequency ranges and telemetry system design, there are five different MDS radio models in service. • Microwave Data Systems Radios Support Telemetry System — There are over 30 Microwave Data Systems radios that support data transmission for the Whale Rock Project, Water Distribution and Wastewater Collection Systems. These radios are comprised of five different MDS radio models which are necessary to support the frequency ranges utilized in the overall telemetry system design. • FIX MMI Windows HMI Application — The City has recently purchased Intellution's FIX MMI (machine-to-machine interface) Windows based HMI (human-to-machine interface) to replace Iconics' DOS based Genesis HMI. Compatibility problems with FIX and the Bristol Babcock RTU drivers are currently under resolution. Based upon responses during interviews and focus groups, end users indicated that future systems .should provide reliability and accuracy and be responsive to the various needs of the Utility Divisions. To this end, there are several hardware and application vendors that could address the end user needs. A short list of these vendors includes Bristol Babcock, FIX, Dataflow, Motorola, Cygnet, Iconics, Rugid Computer and ProSoft. • Telemetry System Design — The current system design requires that data to be transmitted from City located sites to Cuesta Peak and than back to the Corporation Yard. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 141 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications As discussed with the Telemetry Technician, future system design should consider developing/utilizing a local site to support the telemetry design. This design would minimize the impact of atmospheric conditions and would also reduce the travel time to the site for routine maintenance and emergencies. While each potential telemetry vendor would develop a design that best supports their products, consideration should be given to utilizing South Hill as the primary site for wireless connectivity. Operations • Interference on 900 MHz Frequencies — The Telemetry Technician indicated that 900 MHz frequency links with various telemetry sites are impacted by atmospheric conditions during the middle of the day causing disruption to the telemetry data transmission back to the data concentrators. While City personnel did not identify any high-risk incidents that have occurred as a result of this interference, end users have indicated that future systems should be accurate and reliable. • Whale Rock Interference — Radio interference at the Whale Rock has necessitated the use of leased phone lines for connectivity to Pump Station "A" and "B" and the Dairy Creek Golf Course. City representatives have indicated that the interference problem could be mitigated and could eventually be reverted back to wireless connectivity. As suggested by City personnel, the cost benefit of implementing the wireless solution should be considered within the overall strategy for the telemetry system. As such, potential telemetry vendors should evaluate alternative solutions for Whale Rock system and design the system that best meets the needs of the Department. • Emergency Notification — Currently, emergency notification via the City's paging system is supported by the Wastewater Collection System, the Water Reclamation Facility and the Whale Rock telemetry systems. However, similar emergency notification is not supported by the Water Distribution System. End users from Water Distribution have indicated that emergency notification through paging or telephone would benefit their business processes.. • Additional Telemetry Sites Considered — Additional facilities have been identified as potential sites to be considered for telemetry. Sites identified include Highland Tank/Felmar Pump, . Rosemont. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 142 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Tank/Highland Pump, Bressi Pump/Serrano Tank, Bishop Pump/Bishop Tank and Stenner Road Transfer Pumps. In planning for a telemetry system, all prospective sites should be considered in, the overall system design. Consideration should also be given to defining the overall impacts on recurring costs for system maintenance and any additional staffing. Maintenance Support • Telemetry Systems Maintenance — Utilities telemetry networks have been installed over the past 12 years by a combination of outside contractors and the Department's Telemetry Technician. Currently, the Telemetry Technician is the only technician supporting the five- network Utility Department infrastructure. The Telemetry Technician currently devotes approximately 55% of his time on system maintenance and travel. Whereas this seems to be a sufficient allocation, approximately 10% of this time is spent providing problem mitigation and support to end users. In addition, while this maintenance allocation is necessary, it leaves minimal time to spend on system upgrades, documentation, training and routine administrative meetings and tasks. As a result, there is little or no time to document the existing five-network Utility system that has largely been undocumented. As a result, problem identification and resolution can be labor intensive and can only be facilitated by the single Telemetry Technician. Both the Telemetry Technician and end users identified that. additional telemetry staff would reduce the Technician's workload and would free up time for end user training and routine system maintenance. In addition, City personnel and the Telemetry Technician have indicated that a separate telemetry budget is something that should be considered to support the overall telemetry system strategy. • Telemetry Technician and System Maintenance/Upgrades Funded Through Multiple Sources — The Telemetry Technician position is currently funded within Utilities Water and Wastewater Division's budgets. As such, fifty percent of this position is paid by the water fund, forty percent is paid from the sewer fund and ten percent is paid from the Whale Rock fund. Historically, each Division has also budgeted for their yearly maintenance and upgrades necessary for their telemetry systems. • Telemetry System Training — As a result of only one Telemetry Technician available to provide operation and maintenance support for Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 143 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications the telemetry systems, routine training for new and existing employees has been limited. End users have indicated that system training would be beneficial to help them better understand the systems. In addition, Gartner believes this process would help control end user expectations of the, system. Other • Increasing Reliability on Telemetry Systems — One of the goals of Utilities is. encompassing the concept of reducing hours of staffed operations by increasing the reliance on the telemetry systems. In addition, City personnel have identified potential sites to, be added to the telemetry system as previously identified. Utility Department personnel have indicated that increased reliability on the telemetry systems cannot come with increased risk of process upset, monitoring or equipment control failure. • System Documentation — As a result of the telemetry systems having been built out over the last 12 years and the workload required of the Telemetry Technician, documentation of current systems have not been fully developed and maintained to date. City personnel have identified the risks associated with the lack of systems documentation and have indicated that system documentation is a requirement for future systems. • Multiple Telemetry Vendors — There are several telemetry vendors in the market today who provide telemetry hardware, software and design and support services. Various system vendors support all types of telemetry systems including polled systems, report by exception and peer-to-peer. Trends The following identifies typical trends and best practices for on premise and wide area control and monitoring systems. • Infrastructure Typical replacement of aging system infrastructure normally occur prior to the discontinuance of vendor support and availability of replacement parts. In general, replacement/upgrade of telemetry hardware should occur between eight and twelve years and application upgrades are typically implemented when available and under a maintenance contract. This overall process supports the Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 144 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications development of a hardware replacement schedule and routine application upgrades. • Documentation - Implementation of new non-proprietary systems should be well documented to support system upgrade and problem identification and resolution. Documentation should be kept current and include information including system infrastructure, hardware/ software inventories and clearly documented system interfaces and programs. • Systems Maintenance - Proactive routine system maintenance should also occur and should be supported with an equipment replacement schedule. In addition, accurate equipment inventories are typically developed and maintained. • Training - Initial and recurring training for technicians and end users is normally provided to ensure that end users understand the systems and to minimize operational risks. Routine training should occur a least once per year for system users. Additional information regarding training guidelines is provided in the appendix. Alternative Analysis The following identifies three alternatives developed with City representatives for the upgrade/replacement of existing telemetry systems. They are (1) Status Quo, (2) Upgrade Existing Systems, and (3) Replace Existing Systems. Alternative #1 - Status Quo This alternative suggests continuing the current telemetry system operations, maintenance support and limited training activities. As such, additional sites would be added to the existing aging infrastructure on an as needed basis and pending funding availability. Connectivity to the additional sites would be provided by one of five alternatives (City-owned copper twisted pair, leased circuits, unlicensed Spread Spectrum frequency, 900 MHz or UHF band frequencies) which would continue to add to the complexity of the overall telemetry system and require the on-going maintenance of multiple equipment makes and models. In addition, critical telemetry functions would also continue to rely on various BB 3330 RTUs that run ACCOL Rev. 4.x, which is no longer supported. With a single Telemetry Technician and limited telemetry system documentation, the City would continue to incur these associated risks. Continuation of limited, or no end user telemetry training would be practiced as a result of the current workload imparted on the single Telemetry Technician. Finally, the Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 145 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications perpetual absence a budgeted technology replacement program will result in the continuation of incremental upgrades to the telemetry systems. This process will prevent the Utilities Department from establishing a manageable hardware replacement program and developing a unified application migration approach. . The primary advantage of this alternative is the limited increase in maintenance and support costs. In addition, no comprehensive planning and coordination, that would be necessary for a new system, would be required. The disadvantages of this alternative are numerous and include potential for equipment failure based upon aging equipment, continued complexity and maintenance requirements for multiple site connectivity options and equipment requirements, limited training available for end users and the lack of knowledge transfer of telemetry information to other qualified telemetry technicians. Alternative #2 — Upgrade Existing Systems This alternative contemplates replacing the wireless portions of the telemetry systems while maintaining the existing plant process control telemetry (wired systems). According to this alternative, the existing data concentrators, application software and RTUs would be replaced. The new system would support emergency alerting for all telemetry systems to support end user notification. With the addition of a Telemetry Technician (2 total), end user training would be provided to end users prior to cutover to the new systems. The operational advantages to this alternative include the replacement of the aging infrastructure with new equipment. This approach would be supported by a comprehensive vendor planning process that would incorporate all current and future sites into the final design and would include associated system documentation. The phased process by which only the wireless portion of the telemetry systems would be replaced would mitigate the financial impact of replacing the entire system and allow time to plan for the implementation of the plant process control systems. With the addition of another Telemetry Technician, knowledge transfer of the new systems would be supported as well as the ability to provide routine training to end users. The disadvantages of this approach include the one-time costs necessary to implement the system and the impacts imposed on existing operations while the new system is implemented. Alternative #3 — Replace Existing Systems This alternative is characterize by replacing both thewireless telemetry infrastructure and the plant process control systems in a single Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 146 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications implementation. This alternative has all the advantages of Alternative #2 and includes the advantage of having all systems replaced. The disadvantages include the financial burden realized in replacing all systems and the additional planning and risk mitigation strategies to be considered during full system replacement. In order to complete this replacement in a single implementation, additional resources (in access of the 2 Telemetry Technicians) may be necessary. Recommendations Based upon the consensus with the Telemetry Technician and City Management regarding the above alternatives, we are recommending that the City undertake Alternative #2 as the approach to initiating telemetry system replacement. This alternative presents a phased approach to replacing the networks whereby the wireless systems would be replaced as Phase I and the Phase II replacement of the plant process control systems would be planned for, and considered during Phase I design. Having two Telemetry Technicians during the implementation would provide the greatest value regarding knowledge transfer of current and new systems. If funding and resource availability is not an issue, potentially both wireless and plant process control systems could be designed for in their entirety while maintaining a phased implementation in order to mitigate impacts to the existing operations. This strategic approach to implementing the systems is predicated on our recommendation that the Utilities Department develop a budgeted program for future technology initiatives. This program will set aside funding each year for' future technology upgrades. Without this program in place, the Utilities Department will encounter the process of incremental upgrades that have been experienced over the past 12 years. Other specific recommendations include the following: • Maintain Existing Systems — While planning for the upgrade of the wireless systems to take place in the next 1 to 3 years, we recommend that only as needed maintenance and critical upgrades be made in order to minimize sunk costs in current infrastructure that may be replaced by the upgraded systems. • Hire Telemetry Technician — To support the current Telemetry Technician, we recommend that Utilities hire an additional Telemetry Technician to enable a proper balance of routine maintenance, system documentation and end user training. In addition to our documentation leading to our recommendations, previous system integrators for wastewater and water distribution recommend one-half Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 147 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and.Wireless Voice/Data Communications of an FTE to support each of those systems in addition to the existing Telemetry Technician. Provisions for this additional position are discussed in the Executive Summary of this report. • Provide End User Training - Training for end users should occur at least once per year for the current telemetry systems and should be provided by the Telemetry Technicians. When new systems are implemented we recommend, that the vendor, who implements the system, provide a train-the-trainer approach for initial end user training. Subsequent training on the, new system should then be provided at least once per year. Overall, the end user training should be tailored to the individual end user groups (i.e. wastewater, water distribution, etc.) with consensus among the end users regarding the training content. Consensus among the end users will ensure that the training content will provide the ultimate benefit, manage expectations and delineate training and operational issues. Additional training guidelines are provided in the appendix. • Consider Vendor Pilot Program - Given the interest in the telemetry vendor community to implement their systems, we recommend that Utilities explore opportunities for vendors to demonstrate their products under a pilot program. This approach will enable the Department to actually see the vendor applications in use and will give the Department the ability to meet vendor personnel first hand. • Develop Systems Specifications - Based upon our recommendations for upgrading the wireless systems, we recommend that the City prepare detailed specifications that address the needs and requirements of the future systems. These specifications should encompass functional, performance, and reliability requirements for the telemetry systems and should address long-term growth requirements. A comprehensive list of additional and future sites should be developed to ensure that they could be incorporated into the. overall vendor design. The requirements; however, should not focus on the connectivity approach for the RTUs for specific systems as each potential vendor may utilize a .different design approach that best supports their individual application. It would be advantageous; however, to provide. the vendors information regarding the current and future network infrastructure and City-owned frequency licenses. • Prepare Solicitation Document - Utilizing information from the previous recommendations, we recommend Utilities develop a solicitation document for qualified vendors to propose. This document should also include City procurement guidelines to ensure that vendors Gartner Consulting Entire contents©2001 Gartner Group, Inc.. For internal use of City of San Luis Obispo only. February 2001—Page 148 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications can comply with the pre-established criteria.. Additional information regarding development of a solicitation document can be found in the appendix. • Evaluate Vendor Proposals — Once the vendor proposals are received, they should be evaluated to identify which vendor best meets the needs and requirements for the telemetry system. The overall evaluation process will enable the Utilities Department to analyze vendors in an apples-to-apples comparison according to their company experience, technical approach, acceptance test procedures, hardware and software warranties and other areas. One-time and recurring costs would also be scrutinized to ensure there are no "hidden" costs. Consideration will also be given to the vendors' proposed software and hardware to ensure compliance with the City's overall IT strategy. • Select Vendor and Negotiate Contract — Upon ranking the vendors and selecting the highest rated vendor, Utilities should negotiate the most favorable provisions with the vendor to ensure that the City's interests are fully protected. System warranties, long-term maintenance, quality assurance, acceptance test procedures and project costs should be focal points during negotiation. • Project Implementation and Project Management — Upon finalizing the vendor contract, we recommend that appropriate oversight of the vendor be provided to insure that the systems are implemented in accordance to the contract. Cost Analysis Based upon the recommendations above, we estimate the cost for Phase I replacement of the wireless telemetry systems would range between $316,000 and $803,000. The estimated cost for the Phase II replacement of the plant process control systems would range between $153,000 and $660,000. Overall, annual recurring costs for a maintenance agreement for the systems could be approximately 5% of the total system cost. As such, the recurring costs would range from $16,000 to $40,000 for Phase I and $8,000 to $33,000 for Phase H. A potential cost advantage may be realized if both Phase I and Phase II were completed back-to-back. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 149 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Public Works Department Trac Engineering .Traffic Engineering provides recommendations and design for the traffic signal system throughout the City. To support real-time traffic operations and statistical reporting, Public Works utilizes the client-server based BI Tran's Quicknet traffic control system. Park and Landscape Maintenance Public Works utilizes a Rain Master central control system to manage irrigation at the City's parks and facilities.. There are 22 telemetry-based irrigation controllers that are supported by the system. Of these controllers, 13 of them are monitored via a phone modem and the remainder are supported by radio frequency (RF) interconnect. A diagram showing the approximate location of these controllers is shown in Figure 5. Building Maintenance There are several City facilities that are monitored using telemetry systems for access control, pool chemical and temperature metering, alarming functions, video and HVAC control. The following provides a brief description of each of these systems: • HVAC Control — HVAC control is supported at five City facilities via a phone modem or serial connection to stand-alone Barber-Coleman control system panels at each location. Facilities supported are City Hall, Police Department Head Quarters, Corporation Yard, Fire Station One, and Parks and Recreation. HVAC control is supported at each of these sites by Network 8000 hardware control panels. Newer 86000 hardware control panels have been installed at City Hall, Corporation Yard, and . provide a slot for a standard 10/100 NIC card. Implementing 86000 control panels at each of the locations would provide the ability for direct Ethernet connection to each controller. With corresponding user interface upgrading, these IP compliant panels could be accessed directly as nodes on the wide area network. • Burglar Alarms — There are eight City facilities that are protected with the Napco burglar alarm system. These facilities are City Hall, Utilities Administration Offices, Police Annex, Jack House, Parks and Recreation Offices, Recreation. Center, Parking Administration Offices, County Museum and the Swim Center. Four of these control panel locations are regularly accessed on a weekly to monthly basis for Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 150 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications programming changes. Programming of the individual control panels can be facilitated via phone modem or through serial connection at each individual location. • Video Monitoring — Video surveillance at the swim center is currently provided by a digital tape recorder. It is planned to request funds to upgrade to a hard drive based video recording system in the upcoming budget. • Pool Controller — The current Stantrol pool control system monitors pool temperature and controls and logs chemical metering. Programming of this system can only be facilitated by modem or via serial connection at the Swim Center. Key Findings and Requirements The following represents our detailed findings and needs assessment of Public Work's present telemetry, network and stand-alone mechanical systems. Information obtained in this Section was provided though documentation and interviews with City personnel. • Multiple Connectivity Methods— Multiple forms of connectivity are utilized across the various network and stand alone systems and include Ethernet, leased line, wireless and serial connectivity. City personnel have " indicated that network connection of remote controllers be pursued as a first preference whenever possible and practical. This can be done with either IP compliant panels, serial connection to an existing or dedicated network PC_, or through a wireless network connection. • HVAC Control — The Barber-Coleman HVAC control system is not client/server based and programming is facilitated via phone modem. To upgrade to a client/server based system, a new application would need to be installed and control panels at the Police Department Headquarters, Fire Station One and the Parks and Recreation Office would have to be upgraded to the newer 86000 control panels. Public Works personnel have indicated that upgrading to a client/server based system is the Department's long term goal. • Irrigation Control— The irrigation telemetry system is supported by both modem and RF interconnects to the individual irrigation controllers. While no immediate concerns were identified with the operation of the system, bringing individual controllers into central wide area network control has potential advantages for improving remote access of stand-alone controllers. Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 151 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Burglar Alarm - Programming of the Napco Burglar Alarm System is facilitated over a phone modem or through a direct serial connection. Personnel have indicated that programming at four locations occur on a weekly to monthly basis and remote programming of the alarm system is very slow. While direct connect programming of the system is fast, the geographical dispersion of the control panels makes programming a labor-intensive task. Personnel have indicated their desire to implement a Windows based system via phone modem or client/server based network access. • Pool Control - The Strantrol pool controller monitors and logs pool temperature and controls and logs chemical metering. Public Works personnel have indicated a need to enable remote monitoring of the pool pump flow meter and filter vacuum and pressure gauges. As an interim solution to monitoring filter vacuum and pressure gauges, a trial web cam was set up that could be monitored with a network PC and web browser. • System Documentation - These various systems have been implemented over time as a result of additional City growth, and a desire to standardize on a single brand for each application. Trends The following identifies typical trends and best practices for on premise and wide area control and monitoring systems. • Infrastructure - Typical replacement of aging system infrastructure normally occur prior to the discontinuance of vendor support. In general, replacement/upgrade should occur between eight and twelve years. Implementation of new non-proprietary systems should be well documented to support system upgrade and problem identification and resolution. • Systems Maintenance - Proactive routine system maintenance should also occur and should be supported with an equipment replacement schedule. In addition, accurate equipment inventories are typically developed and maintained. • Training - Initial and recurring training for technicians and end users is normally provided to ensure that end users understand the systems and to minimize. operational risks. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 152 Gartner city of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Alternative Analysis The following identifies two alternatives developed for the upgrade/replacement of existing telemetry systems. They are (1) Status Quo, and (2) Upgrade/Replace Existing Systems. Alternative #1 — Status Quo Maintaining the current approach to operating and maintaining the Traffic, Parks and Building network and telemetry systems characterize this alternative. Accordingly, multiple connectivity methods would continue to be supported for traffic, irrigation, HVAC, burglar alarms and pool control. Yearly incremental upgrades to the current systems will continue pending funding availability. The primary advantage of this alternative is the limited increase in maintenance and support costs. In addition, no comprehensive planning and coordination for new systems, would be required. The disadvantages of this alternative include the inefficiencies resulting from stand-alone systems, multiple connectivity approaches and limited client/server based systems. In maintaining the Status Quo alternative, no formal planning and design process would be undertaken for the upgrade/replacement of existing systems while current incremental upgrades continue. This approach makes it difficult to develop replacement schedules for equipment and provides no definitive migration path for equipment and software upgrades. Alternative #2 — Upgrade/Replace Existing Systems This alternative suggests upgrading/replacing current systems to enable centrally controlled telemetry systems that leverage the City's wide area network and minimizes connectivity approaches to remote controllers. This approach would utilize an open source HMI to support network access to multiple brands of hardware over the wide area network using their ODBC compliant front-end. This common connectivity platform would unify all Ethernet and serial connected controllers, regardless of make or manufacture, through simple user access defined login from any networked PC. To facilitate the implementation of the open source application, we recommend that a detailed plan for each telemetry system be developed. In addition, we recommend that emphasis be placed on utilizing COTS packages available to support Public Works requirements. This alternative provides several advantages including providing immediate change to the existing systems, which will lead to improved operational efficiencies. Implementing standardized equipment and a COTS package approach would position Public Works to follow equipment replacement Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 153 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications schedules and realize the benefits of software migration paths afforded with COTS packages. A comprehensive planning approach to upgrading/replacing these systems will ensure that the needs and requirements of Public Works are met. This comprehensive planning approach will also result in system documentation and a long-term economic analysis that can be used to support the yearly budgeting process. Disadvantages of this approach include the higher one-time cost associated with upgrading/replacing the systems. In addition, a higher degree of planning will be necessary resulting in associated impacts to personnel resources. Recommendations Based upon the consensus with Public Works and City management, we recommend Public Works undertake Alternative #2 as a strategic approach to operating and maintaining the telemetry systems. This alternative presents a departure from the incremental upgrade approach to maintaining systems to a strategic long-term approach that leads to central systems control while leveraging the City's wide area network. This recommendation is also predicated on Public Works developing a technology initiatives program whereby annual monies would be set aside during the budgeting process to replace/upgrade telemetry systems in the future. To achieve the greatest benefit from this overall approach, we are providing the following additional recommendations: • Prioritize Telemetry Projects - To ensure that critical systems are upgraded/replaced in a timely manner, we recommend that implementation of the systems be prioritized according to the greatest benefit while considering such factors as costs, wide area network availability and technology. Based upon the recommendation to utilize Visual Systems HMI, we recommend that the Traffic Control and Irrigation systems consider this approach if this application meets the needs and requirements for the other Public Works' telemetry systems including HVAC, burglar alarms and pool control • Develop Phased Implementation - Based upon the prioritization of system upgrade/replacement, we recommend that an implementation plan be developed that segments the work necessary to implement the systems into manageable phases. The implementation plan should be specific and identify the planned start and completion date of each of the telemetry initiatives. • Develop Systems Requirements - Based upon the prioritization of the telemetry upgrades/replacement, we recommend the development of detailed requirements for each system that address the needs and requirements of the system end" users. These specifications should Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of city of san Luis Obispo only. February 2001—Page 154 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications encompass functional, performance and reliability requirements and should consider long-term growth requirements of the telemetry systems. • Consider Vendor Pilot. Program - Given the interest in the telemetry vendor community to implement their systems, we recommend that Utilities explore opportunities with Visual Systems to support open source connectivity to the telemetry systems. This approach will enable the Department to actually see the vendor applications in use and will give the Department the ability to meet vendor personnel first hand. • Negotiate Contract - Based upon negotiations with Visual systems, we recommend that provisions be included to fully protect the interests of the City during implementation. If negotiations reach an impasse, we recommend developing a solicitation document and facilitate a competitive procurement process. • Project Implementation and Project Management — Upon finalizing the vendor contract, we recommend that appropriate oversight of the vendor be provided to insure that the systems are implemented in accordance to the contract. Cost Analysis Based upon the recommendations above, we estimate the cost for Phase I network connection of all controllers would range between $49,302 and $89,249. These costs don't include fiber connection to the Jack House or City/County Museum. If connectivity to these sites is deemed necessary, we estimate that costs will be in the range approximately $6 per linear foot. Phase II of our recommendations would result in the development and installation of an open source HMI. It is anticipated that the work necessary to implement the open source HMI will be provided by Visual Systems for Phase II. Overall, annual recurring costs for the systems could, range between 10% - 15% of the total system cost. As such, recurring costs would range between $5,000 and $9,000 per year, excluding software maintenance for Visual Systems. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 155 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City of San Luis Obispo IT and Wireless Strategic Plan Office Dam Repeater Site Pump Station" \ �O Legend Tassaj Repeater `O. Leased Data Circuit \ �\ \�. Pump Station"B" y Dairy Creek G If Course Figure 2. Whale Rock Telemetry System Gartner Consulting Entire contents 02001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 156 Gartner City of San Luis Obispo Strategic Plan 2001 information Technology and Wireless Voice/Data Communications City of San Luis Obispo IT and Wireless Strategic Plan Cuesta Repeater Site Water Treatment Plant /n\ Reservoir 2 In \ ♦♦ ♦♦ Transfer Pump • 1 \ ♦ ♦ i 0 \ ♦ 1 ♦ a 1 Reservoir I 1 • / 11 11 \ 1 11 1 \ Legend Grand avd Wil n Valve 1 1 \ 45x.xxxx MHz UHF 1 1 \ 928/952.80625 MHz 1 1 \ 1 f ' Ter ace Hill Tank 1 1 1 \ 1 / \ I 1 1 \ I \ n Saddle Tank 4 1 1 Isla Valve J Islay Tank elemet h p Figure 3. Water Distribution Telemetry System GartnerConsulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 157 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City of San Luis Obispo IT and Wireless Strategic Plan Water Treatment Plant ♦ •Ap6• rini Pump Station ♦♦ Ferrini Tank ♦♦ Slack Tank and Data Repeater McColl m Pump Station a,% / Highland Tank (Proposed) / / / Legend / / • 45x.xxxx MHz UHF / - - - - - - 928/952.80625 MHz / / •••••-••••-•••••••• 902-928 Spread Sp um / / / / / / / / / / / / / / / Wat istribution O e Figure 4. Water Distribution Office Telemetry System Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 158 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City of San Luis Obispo IT and Wireless Strategic Plan Cuesta Repeater Site i II / 11 pt 1 1 ♦ ,ji I 1 i i1P ,1,1 I it, 1 1 1 ♦ ,1,1 1 + I♦ %j ♦, I Foothill Lift Station /G;b 'l, ° • Poly Inllpw Met n Legend ' '/llj/" / III 4 to — ' 928/952.80625 MHz /;;; ;� , Leased Data Circuit Inln a` I I , it I I I ItII 11l I it , 1 I ( // / / ii u; , i I n; a 'it n , s+ %; ' "+,,. 1 n i u ++; , / „, I/ l of/ "; It / + It II ; I Madonna Lift 5 tion ;;+ /, , , • Rockview Lift station 'I ( + I/ orporatio I �i , 0 Mar Lift Station �+ Laguna Lift Statio�i // —`--- •_._,_ _ _ �` ; Tank Farm Lift tion Silver City Ift.Station + • Howard Johnson Lift Station • , - Fuller Ro Lift Station , , + • Figure S. Wastewater Collection System Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 159 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City of San Luis Obispo IT and Wireless Strategic Plan ROOP PARK• • SANTA ROSA PARK • RECREATION C R AND BOY SCOUT OFFICE PAR NG ROOF • • ART CENTER/MISSION LAZA MITCHELL PARK • • EMERSON PARK/PAR &REC OFFICES—1341 Nlpomo MEADOW PARK AN O MON PARK • • NEIGHBORHOOD CE GUNA LAKE PARK/ OPEN SPACE • SIMSHEIMER PARK• • JOHNSO PLAYGROUND LA A HILLS K • FRENCH ARK • Figure 6. Irrigation Control Locations Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 160 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Strategic Plan Implementation & Costs Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 161 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Strategic Plan Implementation Schedule & Costs As part of the strategic planning project, we have conducted economic analysis on our recommendations. This section reflects the following: • Total Summary of Costs for Information Technology and Wireless Voice/Data • IT Implementation Schedule and Costs • IT Cost Assumptions • Wireless Implementation Schedule and Costs • Wireless Cost Assumptions The implementation of these recommendations were prioritized into three phases, each phase representing two years in length: • Phase 1 - High Priority Recommendations (Fiscal Years 1 and 2) • Phase 2 - Medium Priority Recommendations (Fiscal Years 3 and 4). • Phase 3 - Low Priority recommendations (Fiscal Year 4 and beyond) Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 162 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Total Cost Summary for Information Technology and Wireless Voice/Data/Telemetry Information Technology Plan Phase One-Time-Costs 71tecurring Costs Low Ht Low -High Phase I=Years 1;2 (FY 2001-2002) $422,000 $995,000 $427,000 $674,50 Phase II-Years 3-4(FY 2003-2004) $597,300 $1,043,80 $155,850 $212,17 Phase III-Year 4 and beyond $94,000 $350,00( 104 000. _ .$1'1142,001 Subtotal _ 1113 300 2,388;80 686;850 Wireless Voice/Data/Telemetry Plan Phase One-Time Costs_ Recurring Costs - Low _ High Low High Phase I-Years 1=2 (FY 2001-2002) $1,657,090 $3;364,29 $83,036 $125,182 Phase II-Years 3-4(FY 2003-2004) $520,561 $1,558,00 $28,000 $82,000 Phase III-Year 4 and beyond N/A N/ N/A _N/Al Subtotal $2,177,6517 4922 29 $111,036 $207,182 TOTAL __$3,390,954 1 $7 411 09 802,88 1250,85 Table S. Summary of Costs for IT and Wireless. Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 163 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Information Technology Implementation Costs The following table provides a summary of the high and low (one-time cost) and recurring costs for each phase. All one-time project costs are calculated based on the period of the phase it occurs (e.g., Phase I projects cover fiscal years 1 and 2) and recurring costs reflect the projects' annual operating expenses. Information Technology Plan Phase One-Time Costs Recurring Costs Low High Low High PhaseI-Years 1-2(FY 2001-2002) '$422;000 $995,000 $427,000 $674,500 Phase II-Years 3-4(FY 2003-2004) $597,300 $1,043,800 $155,850 $212,175 Phase III-Year 4 and beyond $94,000 $350,000 $104,000 $142,000 TOTAL $1,113;300 $2,388,800 $686,850 $1,028,675 Table 6. IT Cost Summary Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 164 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications IT.Implementation Cost - Phase I (Fiscal Years 1-2) The following tables (5-7) reflect costs for each recommendation with a reference number attached to it. This reference number corresponds with the information contained in the Cost Assumptions section on page 167, which provides details on how we arrived at the costs. Imo astts. rte- me Costs Recurring Cwts Low0 X9 IT Governance -. H-1 p Service Level Agreements(SLAB)to define level Of IT support required t t f H-2 nduct regular meetings with community partners(I) f f f 300 f 600 H-3 pdaae and Implement MIS policy requiring Departments to develop Communication and jest Plans from alt departments for IT projects;and to work with SO for IT standardsf f - f f H-4 Pdale MIS Policy to Mtend Steering Committee scope to Include Wlreless and Telemetry f It f f Orstanization and Shoring H-5I rf support to be provided and managed by ISD f t - f f HbEEnlwte w IT poshlons m fulfill departmental requirements(1)(2) f f f 295,000 f 355,000 H-7T skills Inventory f t f f H-a am Internal and ertemal sourcing for IT services f f - f f H-9cmre support and maintenance services for strategic systems m fall under SO(i.e., to Q.5 DB management.Document Management System and Audio Visual facility to ile departments manage applications) f f f f H-10 alternatives to current In-house help desk approach f f f f H-11 ce cuttlnq-edge IMlatives to attract and retain IT talent f f - t f l InfroslrucOrm 47,000 $ 80,000 H-12-Develop WAN O"n(1) f - , f- , s f H-17 Upgrade to Netwam 5.1 f t - t f H-14 Deploy Windows 98(1)(2) f f - t 2,000 f 2,500 H-15 Standardize on MS-Office for desktops f f - f $ H-16 Standardize on Internet Explorer and make Netscape available to technical staff f f - t f H-17 Establish a dedicated and secure data anter(1) $ 20,000 f 501000 $ 2,000 f 5,000 ement 1 1 H-18 Develop citywide RFP template and adopt best practice to proposal evalwhon f - $ f H-19 Define rights of ownership on developed applications(City vs.Vendor/Developer) f f f f H-20 Identify dupla ate applications. Consolidate anti mom that regular backups are carried out. t f t f H-21Maintain application and software inventories on a regular basis t f - t H-22 Develop technical doamentadon an all critical city vi de appkations f f - f f H-27 Document City fiber expansion and related initiatives $ f - t f H-24 Perform security assessment(1) f 10,000 f 40,000 t f H-25 Implement security assessment recommendations(2) f 35,000 f 75,000 f f H-26 Update the IT Disaster Recovery and Preparedness Plan f t . f f H-27 Outounce ongoing maintenance and support for AYdlo-VISaal(AV)system(1) f 10,000 f 30,000 $ f H-2e Communicate AV facility's purpose and consolidate citywide efforts and resources t f - f f H-29 Ensure on-going R STAFF training and that which Includes both business and technical(1) f f - f 48,000 It 120,000 H-30 Implement on-going IT training to CRY staff through CBT,E-training,formal classroom,etc. (1) f f f 35,000 f 75,000 H-31 Evaluate effectiveness of existing training programs f f - f f ka &Ca Zm-. 770,000 ♦ 117,000 Hae Establish Oracle as database standard(1) f f - f f Hai Implement Citywide Document Management System(1) t 300,000 t 650,000 f 45,000 f 117,000 H-35 Develop E-Co Strategy(1) f 10,000 $ 60,000 H-36 evelop PKI(Public Keys Infrastructure)Strategy(2) It 10,000 $ 60,000 f It Total - y 422,000 is . 995,000 't. 427,000 A 674,500 (1)Impkmrmt on rear t(FY2002) - (2)lmpkment on Year 2(FY 2002) Table 7. IT Implementation Cost Phase I(Fiscal Years 1-2) Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of san Luis Obispo only. February 2001-Page 165 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications IT Implementation Cost - Phase YI (Fiscal Years 3-4) U,w High M .M71 W—M ForgnIcKka - - - - - - f - f ozooll f- 1 W2 Ensure waste,1T resaua atWembre for hnpleno rig new packages f $ - $ $ W3 LSD m murmge a0 rr Woutsourmi sellas f - $ - f $ - M4LSD b manage Gocianent inanagerntnt sysmn lar quality asWarq mahtererra pf standards, cleveloponeK and RBD,while Depnrhnmm to amen and admineter document MoOMWks $ $ - $ $ 5 *rate from Windom 98 m _ - - tb6 Mli am from NetWare 5.1 in WlMpws 2000 Sansei(3) $ 50,000 $ ]5,000 $ $ I47 Depby MS-OWbok/ExNange(4) $ 63,800 $ 132,800 $ 5,800 $ 9,800 Mb Relish MS-081¢for Desktops(3) $ 90,000 $ 90,000 r+9DMIM-ent vpN ted-dow(3) $ 6.5,000 f 89,500 f 12,000 $ 16,000 activadaff III $ 15,37SM-10 0110,060enterydse managercnt= 3 15,5 f I,5 1;5 ] M-12 Irrlplenert arra-pettorm cools(e g..tanDak) f $ - $ $ W12 Implement software mew" $ $ $ - $ wo Esatush fnrmal IWMM cluster recovery capability a[anotia City factlity(3) $ 30,000 $ 75,000 $ 2,500 $ 12,000 W14 Implmem storage arm Network(4) IF 100,000 $ 300,000 $ $ - wn Rea a¢'Regloml Network CareOrtlum'won;other agencies f - $ $ - f systions M26 awwmmnraaepwAagas tor re0ur app re e.g.,Pane, _. n, umgks,Commonalty Dmiopmert,et) $ $ - $ $ *17 mplemerrt Oracle Spatial Data Option for G_6(Cost Included In Onde Implerrrematlon) IF $ - $ $ 0,18 EMMIsir hybrld web Inlrattrucaae(3) $ 3,000 $ 10,000 $ 500 $ 2,000 M-19 Emuna Out GrS systrm adle W Widellnes of NSDI and OG15 f $ - f $ M2D. Pada and Reweafbn software $ 100,000 $ 150,000 $ 1,500 Tocol 9-- _597,300. f- 3 .f- fS$83D f 13.f;17s (3)2mplcrrnt an Yvi3(FY2003) (4)/mavk n on Y6yr4(FY7004) Table S. IT Implementation Cost- Phase II (Fiscal Years 3-4) Rd* Tasks One-Time Costs. R no Costs Low Hi h. Low High rr Govemanlx _ L-1 EMIRS an RoRdent rr organim6on L-2 Remewin smile of SBmms required rfwv viebSEYVKC - L-3EvaILM reeve 4 , L4 Lhfied MmMng Tel3ndogy for rr Staff $ $ $ $ - L-5 1Ilnplemalt Inter Voice Response(IVR)(4) $ 94;000 _ $ __ 150 000. ,$ 15000. $ 30,000 Total S . .MEMO S 3SO,110D. 5 104,tIW. .. S - 142,0 (4)k#aMrmY&V4(FYZ 04a2aiteW4 IT Implementation Cost - Phase III (Fiscal Years 4 and Beyond) Table 9. IT Implementation Cost- Phase III (Fiscal Year 4 and Beyond) Gartner Consulting Enfire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 166 coo O N = -CO CL O N OCO Ci1 O y CO JUd E " CL o I C y T cc Wr ICU �jJN w ' mC m cc oW O. 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J U E Q� c0 E r. - Y C N a) a 0 CO L O cv a+ a) C O •'0i >� E w J O > O E V m .O 7 V cu 12OCN M U m O N V > (A C O > N C O '� ID � C (aa N E Y O O�LL O O O C V y Oc 0 3 aa) o m CL U c c E a. ar c y C s d m L L a) ++ O v d m _ o ?� R m c. u L N d o ai Ty = � u a m o c �, 'L d m = y m o L 3 0 N c y, a Z a O o u c L C m L N 7 S ca 'i c 0 c m C Z a) a • c a) ++ � y a N a O d E a y o c 0 m 0 ani c 0 2 E > -0 a u CU �i O C U 01 1:+ �C > N a) 10 w m +, O . "- m o o °U o ;° > m c c E c y N $ c �. y C v z c o - au w m 3 0 G ; N L V w a Z :m0 O d a) V Ia a C y E 0 C Vml E ami y L E E Z m m C o c c O L° a) W m 2 3 3 c c 0 ' `La 0) o. oc c E o G a o, c 'C a T E a a; a u y cE v ac m Ln °' L a� 0 E N L a c O o L u O o 00)i +O+ U N o v + D Q O > U ., a a ¢ cn fn 1- H cn a u ( > n N E C O =1 3 0 0 i i i i a w i i i r i z cn E cn E -i i c 3 0 • • e e • H Q H T O L O 4� C - T V 01 H O Oa) C N V O U) 01 V_ m O N > a) � N Z _ 2 c c 47 M .. C: C = w w E E c al W n �. Q E+ E� H �. cn _ C o V L L Ln 61 mI1! C rJ J v � � U cco0 ,n O O N = O O. . 0 o rO) Oc0 O Mam cO •— N N OO CO Ln J U E C t N ~ > m3 C O. M f0 O N C W r c CD c`cU LA N > y 7 N a J N �+ i RJ IO c c ^ co ctl �. V 3 ©cm O m V V d O_ � R a o ++ y O y > > tai y cU m (j o `—° v u c c d O RS ' Mnu Q y CL A= Ln � +. L y N N at m M O C y N O' O > V N E O1 .i O �- V O �` W_ m C �� C y 0fa n 7 3 d �' C O L V) m O C V -O N y a O od m 3 f0 °—�� > o ` n m y LL r u c „ Mc Wo � 3 i O C JE m �j O' O > Q C .a y -Ol 01 rt7 y N Ec0 N V CdJ a+ ' ` N fu u Ln O 1 I L I 2 W u ,>,` vi `c cN cu= n H d H C o O C .� LM Q c Q� o � U # c ca m c � C7 Gartner City of San Luis Obispo Strategic Plan-2001 Information Technology and Wireless Voice/Data Communications Wireless Voice/Data Implementation Cost The following table provides a summary of the high and low (one-time cost) and recurring costs for each phase. All one-time project costs are calculated based on the period of the phase it occurs (e.g., Phase I projects cover fiscal years 1 and 2) and recurring costs reflect the projects' annual operating expenses. Refer to the following pages for cost components. Refs Tasks - - - one-Time Costs - - Reourrino Com- _ - High -Low High Wlreless - - , 7--59- - - - H-1 Upgrade existing conventional radio equipment 817;7 1,1 — -4732 (Refer to Conventional Short Term Estimate) H-2 Procure either dedicated or leases mobile data system. $ 386,370 $ 1,510,650 $ 19,500 $ 32,500 (Refer to.Leased Data and Dedicated Data Analysis) H-3 Replace dispato consoles(Including furniture nearing obsolescence S 453,000 $ 659,000 $ 22,650 $ 32,950 (Refer to Conventional Short Tenn Fs[Imate Total _ 1,657,090 -3,364,290 $ 83,03 $ 125,1821 Table 10.Wireless 1lmpiementation Cost- Phase I (Fiscal:Years 1-2) Ref Task One-Time I Recurrin LowH -_ Law 9 Wireless – M-1 Replacement of Wireless Telemetry Infrastructure T 315,547 803,380 T-79,565 40,00 (Refer to Phase I-Replcnnt of Wireless Telemetry Infra Analysis) M-2 Replacement of Process Control Telemetry Infrastructure $ 152,699 $ 659,918 $ 8100 $ 33,000 (Refer to Phase A-Replcnnt or Process Control Telemetry Infra Analysis) M-3 Provide network connection to all controllers $ 52,315 $ 94,703 $ 5,00C $ 9.00 M-0 Develop and install open source HMI $ N/A $ N/A $ N/ $ N! Tota $ 520,5611 1,558,0011$ 29,00 $ 82,000 Table 11.Wireless Implementation Cost-Phase II (Fiscal Years 2-3) Grand Total s 2,1W,631 $ 4,922,asta s ivats 1#1$ 207AM Table 12. Total Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of San Luis Obispo only. February 2001—Page 185 CO vii o 0 7� a) S C C C N +O' C i 0 �y, N C0 o N Y y, O D C a) to �+ aJ c m _ _C ° fo to fu 3 a) c u = CL 0) y cc fa a) Ucn o c my E uw ° a� ° oW ca JUE � f0 O a0 C NW m O mO C p� 4.+ c E 6. O L i,+ >• �.a � c 0 o @ In -C a) L � �, t•g o in wo ° C � .o U c c a' fan o v N o �JN E fa c E fa O +, E �+ In E E cA c w c _a ) ° Ccq U cu N O CU 0 y O O o,N ca 0 c cc fn O Ems' o '" � H m �CL� m © a.m •� CL O O O U fy C i J a^, i a) N U Vf fn U 0= U- > >, E � O crs v E v) E ° N 'c o ° •c 0 E c a3 0 �, �' 3 o v 0 V) o ° a) .0 LJJ mo L 0 — a) —_ c fu U Q C L C O f0 E (n 4O G=Ae E 0 3 'r E V mn m 1 > W ~" ,w +A.J coo fn +- to i+ � EO u a= C � to O a) O L 4- a) C R O C a) r c. U V C 0 a aJ rn a)ai a ° fC �p to war- U fn .fa w 4-j .Cu U W m co L 41= C m a 41 0 m O f0 `o E a c a oon � af) mmw �a n2 > CL— " u ° 'g u L U X m d y '- t-+ y N Y .0 LQ a) . 0 N O O � y a) L > I— C t+ 0 ai C ') a) a) M y U fU N f�0 y O CL y ° Coca; L0 o (L) �. � aL+.LO E � ° ayi g c m Dmc oaf > co � CL Q) ( o fu fo "' v fv L o m (nCCL cov .61w 3c0L ° ° L �+ L f0 C - .— w a) C +•+ I.I C w — `o a u m fY W a) 4+ to a) M +' a) L. fn cu — w f0 cu U �••� N C LL U m L -0 u L u = N a) a ° L L O r 0 �o 750+ (,U a L a) L CL•� -0M GJ t1 0 V -0 Q fY CLU- E uH a` 3 � tYu3 v°i E tY E c 1 4. b.+ u L E c ! u E U L- .0 a) 11 0 0 N E fL0 Q in w C 0 N O a) 0 L C 6 L m C O 0 00 N C c v e N u > '° y ° fi C e o o cu c " 0 E m s w o c L v a d4J z m ° of v °' v E E c U U U Um m m W a � � y� 0 L N \(k\ t ° � 0 $ � � % Ems & � 2 kk » oar � J � E \ \ k � 2 � oJk CL {o 4� r5E = k c03 � � � � k �cc 0 $ E � . �] B c / 2 c ƒ� � - E 0uic,E 0 ca ) 0 -Y0 § � o ©/LLCL o — U $o \ u fu V)m m . k ) (D (nEra > � §2 \ \ 23 / ° ° § LE rL, � 0 ¥ 30 2 o ± > cm 0 / L- �I En ( � u 7 fo � 2 u � E CDu 2 / E < _ V) � o \ 0 ƒ § mak ¢ 0 . E $ � � cCL2 . \ / $ b / � § f 2 a2Z (n> 4J E 2 / . — �� o =. . c § . u \ 0 CL 3 0 4� . . k k E d � ? 2 a / ƒ o o 75 g 5 U ■ 0 » . � \ a3 0 . % n * k A132) 2 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City of San Luis Obispo Wireless Cost Analysis Conventional.Short Term Estimate Unit Cost Total Costs Description Low High Quantity Low_ High Fired Equipment • This alternative predicated on using existing South Hills site Base Station/Repeater $ 15,000 $ 20,000 3 $ 45,000 $ 60,000 Z Receive-Only Equipment 6,000 9,000 6 36,000 54,000 Backup Base Station/Repeater 15,000 20,000 4 60,000 80,000 Fiber Interconnection 10,000 20,000 I 10.000 20,000 Paging System 25.000 50,000 1 25.000 50,000 Remote Alarm System 1,000_ 3,000 3 3,000 9,000 Subtotal Fixed Equipment 179,000 $ 273,000 User Equipment 6 Dispatch Console Upgrades $ 75,000 $ 100,000 5 $ 375;000 $ 500,000 (Includes Central Electronics Bank) Furniture 15,000 30,000 5 75,000 150,000 6 Portable Radios 1,000 1,500 67 67,000 100,500 r Mobile Radios 2,500 3,500 56 140,000 196,000 Subtotal User Equipment 657,000 946,500 Total Equipment 836,000 1,219500 Miscellaneous&Contract Costs Spare Pans(10%of Total Equipment) $ 83.600 $ 121,950 Equipment Installation/Integmtionrrraining'(15%of Equipment Cost) 125,400 182,925 Professional Fees/Project Management(15%of Equipment Cost) 125.400 182,925 Sales Tax on Equipment(7%of Equipment Cost) 58,520 85,365 Contingent (15%of Equipment Cost) _ 125,400 182.925 Subtotal Miscellaneous&Contract Costs 434,720 $ 634,140 Total One-Time Cost $ 1.270,720- 1;853,640 Assumes 2 VHF base stations/repeaters and I UHF base station repeater at South Hills site r Assumes Fire,Police and Public Works receive-only channels at Fire Stations#2 and#3 Assumes 2 VHF backup repeaters and I UHF backup repeater at Tassajam and I UHF backup repeater at Cuesta Peak Assumes fiber run from South Hills to City-owned existing conduit on South Higuera Street. 5 Assumes replacement of five existing Motorola Centrucom B stations with Motorola Centracom Elites based on quote received by SLOPD from Motorola 6 Based on estimated number of portable radios needed from existing SIA radio inventories and discussions with personnel 7 Based on estimated number of mobile radios needed from existing SLO radio inventories and discussions with personnel. Table 13. Conventional Short-Term Estimate Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001-Page 188 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City of San Luis Obispo Wireless Cost Analysis Trunked System Short Term Analysis Unit Cost Total Costs Description Low High Quantity Low High Fixed Equipment Fixed Site Transceiver Equipment $ 10,000 $ 20,000 12 $ 120,000 $ 240,000 Zone Controller 100,000 200.000 1 100,000 200,000 2 Remote Site Controllers 25,000 50,000 3 75,000 150,000 3 Minor Site Upgrade 10,000 25,000 1 10.000 25.000 "Major Site Development 100,000 200,000 2 200,000 400,000 5 Microwave Equipment Upgrade 10,000 20,000 1 10,000 20,000 Paging System 25,000 50,000 1 25.000 50.000 Remote Alarm System 1 1,000 3,000 3 3,000 9,000 Subtotal Fired Equipment $ 543,000 $ 1,094,000 User Equipment Dispatch Console Upgrades (Includes Central Electronics Bank) Console $ 75,000 $ 100,000 5 $ 375,000 $ 500,000 Furniture 15,000 30,000 5 75,000 150,000 Portable Radios 2,500 3,500 111 277,500 388,500 s Mobile Radios 2,500 3,500 126 315,000 441,000 Subtotal User Equipment $ 1,042,500 $ 1,479,500 Total Equipment $ 1,585,500 $ 2,573,500_ Miscellaneous&Contract Costs Spare Parts(10%of Total Equipment) $ 158,550 $ 257,350 Equipment lastallation/lutegration/rraining(15%of Equipment Cost) 237,825 386,025 Professional FeestProject Management(15%of Equipment Cost) 237,825 386,025 Sales Tax on Equipment(7%of Equipment Cost) 110,985 180,145 Contingency(15%of Equipment Cost) 237.825 386,025 - Subtotal Miscellaneous&Contract Costs $ 983,010 $ 1,595,570 Total One-Time Cost $ 2,568,510 $ 4,169,070 Assumes 3 trunked and 1 conventional channel per site for 3 site trunked system to provide estimated 95%portable on-street coverage z Assume 1 remote site controller per site 3 Assumes basic upgrade to existing sites(facility improvements,equipment racks,cabling,antennas,etc) Assumes major site development,including equipment shelter,tower,generator,etc. 5 Assumes fiber run from South Hills to City-owned existing conduit on South Higuera Street. °Assumes replacement of five existing Motorola Centracom Il stations with Motorola Centracom Elites based on quote received by SLOPD from Motorola r Assumes replacement of entire inventory of portable radios as new 800 MHz radios would be needed on a trunked system "Assumes replacement of entire inventory of mobile radios as new 800 MHz radios would be needed on a trunked system Table 14. Trunked System Short Term Analysis Gartner Consulting Entire contents©2001 Gartner Group, Inc.. For internal use of City of San Luis Obispo only. February 2001-Page 189 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City of San Luis Obispo Wireless Cost Analysis Leased Data Analysis Unit Cost Total Costs Description Low - Sigh Quantity Low - High Fired Equipment ' MDC Server $ 80,000 $ 120.000 1 S 80.000 $ 120.000 z Host Connection Fee 1.500 2,500 1 1,500 2,500 Subtotal Fixed Equipment $ 81,500 $ 122,500 User Equipment . 'Mobile Data Devices $ 5,000 $ 6,500 25 $ 125,000 $ 162,500 a CDPD Charge per Mobile Data Device 40 60 25 12,000 18,000 °Client Software 800 1,200 25 20,000 30,000 Subtotal User Equipment $ 157,000 $ 210,500 Total Equipment $ 238,500 $ 333,000 Miscellaneous&Contract Costs Spare Pans(10%of Total Equipment) $ 23,850 $ 33,300 Equipment Installationflntegmtionrrraimng(15%of Equipment Cost) 35,775 49,950 Professional Fees/Project Management(15%of Equipment Cost) 35,775 49,950 Sales Tax on Equipment(7%of Equipment Cost) 16,695 23,310 Contingency(15%of Equipment Cost) 35,775 49,950 Subtotal Miscellaneous&Contract Costs $- 147,870 $ 206,460 Total One-Time Cost $ 396,370 $ 539,460 Recurring Costs Host Connection Fee $ 1,500 $ 2.500 1 $ 1,500 $ 2,500 CDPD Charge per Mobile Data Device 40 60 25 18,000 30,000 °Maintenance Cost 9,000 10,000 1 .9,000 10,000 Annual Service Costs $ 19,500 $ 32,500 'Based on Spilman Rover MDC server quote for up to 25 users licenses received by SLOPD "Annual connection fee for frame relay to vendors switch from Communications Center 'Estimated number of user devices for Police and Fire Departments 'Based on a monthly charge of S40-$60 per month per device for unlimited usage 'Based on Spillman MDC client quote received by SLOPD °Based on Spillman software support quote provided to SLOPD Table 15. Leased Data Analysis Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001-Page 190 Gartner city of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data.Communications City of San Luis Obispo Wireless Cost Analysis Dedicated Data Analysis Unit Cost Total Costs Description Low .High Quantity Low - High_ Fixed Equipment Base Station $ 15,000 $ 20,000 3 $ 45,000 $ 60,000 Voting Receive Sites 10,000 15,000 4 40,000 60,000 Major Site Development 100,000 200;000 2 " 200.000 400,000 Multi-site controller 50,000 100,000 1 50,000 100,000 t MDC Server 80,000 120,000 1 80,000 120,000 Subtotal Fired Equipment $ 415;000_ $ 740,000 User Equipment 'Mobile Data Devices $ .5,000 $ 6,500 25 $ 125,000 $ 162;500 5 Client Software 800 1,200 25 20,000 30,000 Subtotal User Equipment $" 145,000 $ 192,500: Total Equipment $' 560,000 $ 932,500 °Miscellaneous&Contract Costs Spare Parts(10%of Total Equipment) $ 56,000 $ 93,250 Equipment Installatiorubtegmtion/rraining(15%of Equipment Cost) 84,000 139,875 Professional Fees/Project Management(15%of Equipment Cost) 84,000 139,875 Sales Tax on Equipment(7%of Equipment Cost) 39200 65,275 Contingency(15%of Equipment Cost) 84,000 139,875 Subtotal Miscellaneous&Contract Costs $ 347,200, $ 578,150 Total One-Time Cost $ 907,200 $ 1,510,650 Recurring Costs 'Maintenance Cost $ 9,000 $ 10,000 1 $ 91000 $ 10,000 Assumes one data base station at each of the three assumed voice sites Assumes major site development would be required to provide 95%mobile data coverage based on location of transmitters at 3 sites(includes.South Hills site) Based on Spilmnn Rover MDC server quote for up to 25 users licenses received by SLOPD _ 'Estimated number of user devices for Police and Fre Departments 'Based on Spillman MDC client quote received by SLOPD °Assumes that interconnectivity between South Street Hill and receive sites is paid for out of voice backbone upgrades 'Based on Spillman software support quote provided to SLOPD Table 16. Dedicated Data Analysis Gartner Consulting Entire contents m 2001 Gartner Group, Inc.. For internal use of City of San Luis Obispo only. February 2001 image 191 Gartner City of San Luis Obispo Strategic.Plan 2001 Information Technology and Wireless Voice/Data Communications City of San Luis Obispo Wireless Cost Analysis Spread Spectrum Data Analysis(Microwave) Unit Cost Total Costs Description Low High " Quantity Low High Fired Equipment I Site Transmitters $ 2,500 $ 3,500 30 $ 75,000 $ 105,000 '-Repeaters .5,000 6,000 10 50.000 60.000 3 MDC Server 80,000 120,000 1 80,000 120,000 Subtotal Fixed Equipment $ 205,000 $ 285,000 User Equipment °Mobile Data Devices $ 5,000 $ 6,500 25 $ 125,000 $ 162,500 9 Client Software - 800 1,200 25 20.000 30,000 Subtotal User Equipment. $ 145,000 192,500 Total Equipment $ 350,000 $ 477,500 Miscellaneous&Contract Costs Spare Parts(10%of Total Equipment) $ 35,000 $ 47,750 Equipment Installation/Integration/Training(15%of Equipment Cost) 52.500 71,625 Professional Fees/Project Management(15%of Equipment Cost) 52,500 71,625 Sales Tax on Equipment(7%of Equipment Cost) 24,500 33,425 Contingency(15%of Equipment Cast) 52,500 71,625 Subtotal Miscellaneous&Contract Costs $ 182,000 $ 248,300 Total One-Time Cost $ 532,000 $ 725,800 Recurring Costs °Maintenance Cost $ 9,000 $ 10,000 1 $ 9,000 $ 10,000 r Software Licensing 50 100 25 1,250 2,500 Annual Service Costs 10,250 $ 12,500 Assumes 30'transmitter sites to cover.San Luis Obispo's 10.7 square mile radius. Assumes transmitters cover an area of 1/2 mile-1 mile radius,with necessary margin for overlapping coverage areas necessary for roaming. Assumes City has access to sufficient structures throughout area.to hang antennas required for service Assumes 10 repeaters to amplify coverage provided by transmitters Based on Spilman Rover MDC server quote for up to 25 users licenses received by SLOPD "Estimated number of user devices for Police and Fire Departments Based on Spillman MDC client quote received by SLOPD °Based on Spillman software support quote provided to SLOPD Estimated software licensing fee for spread spectrum software Table 17. Spread Spectrum Data Analysis (Microwave) Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001-Page 192 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City of San Luis Obispo Phase I Replacement of Wireless Telemetry Infrastructure Unit Cost Total Costs Description low High _ _Quantity Law High Fixed.Equipment Remote Telemetry Unit $2,000 $10,000 21 $42,000 $210,000 Radio 1,500 3,000 20 30,000 60,000 Wireless Current loop 1,000 2,000 8 8.000 16,000 Data Repeaters 10,000 15,000 3 30,000 45,000 Misc.equip(feedline arrestors and antenna connectors) 200 500 21 4,200 10,500 Power Supplies 300 500 21 6,300 10,500 Batteries 80 150 21 1,680 3,150 Sub-Total Fixed Equipment $122,180 $355,150 User Equipment Workstations $1,000 $2,000 10 $10,000 $20,000 RTU/Laptop _ 4,000 5,000 10 40,000 50,000 Sub-Total User Equipment $50,000 $70,000 Spare.Parts Sub-Total Equipment $172,180 $425,150 Spare Parts(10%of Sub-Total Equipment) 17,218 42,515 Total Equipment $189,398 $467,665 Software Application licenses $1,000 $4,000 10 $10,000 $40,000 Sub-Total Software Application $10,000 $40,000 Total Hardware and Software $199,398 $507,665 Miscellaneous Installation/Integration/Training(20%of Total Hard/Software) $39,880 $101,533 Professional Fees(15%of Hard/Software) 29,910 76,150 Contingency(15%of Hard/Software) 29,910 76,150 Sales Tax(8.25%of Hard/Software), 16,450 41,882 Sub-Total Miscellaneous $116,149 $295,715 Estimated Total Phase I Costs $315,547 $803,380 Table 18. Phase I- Replacement of Wireless Telemetry Infrastructure Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001-Page 193 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City of San Luis Obispo Unit Cost Total Costs Description !ow High Quantity Low High Fired Equipment Remote Telemetry Unit $2,000 $10,000 34 $68,000 $340,000 Misc.equip(feedline arrestors and antenna connectors) 200 500 34 6,800 17,000 Power Supplies 300 500 34 10,200 17,000 Batteries 80 150 34 2,720 5;100 Total Fixed Equipment $87,720 $379,100 Spare Parts Spare Parts(10%of Sub-Total Equipment) $8,772 $37,910 Total Equipment $96,492 $417,010 Miscellaneous InstaOation/Integmtion/i'raining(20%of Total Hard/Software) $19,298 $83,402 Professional Fees(15%of Hard/Software) 14,474 62,552 Contingency(15%of Hard/Software) 14,474 62,552 Sales Tax(8.25%of Hard/Software) 7,961 34,403 Sub-Total Miscellaneous $56,207 $242,908 Estimated Total Phase 11 Costs $152,699 $659,918 Table 19. Replacement of Process Control Telemetry Infrastructure Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 194 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications City of Sart Luis Obispo Unit Cost Total Costs Description Low High Qty Low High Fired Equipment Upgrade to newer 86000 Panels $5,000 $8,000 3 $15,000 $24,000 Ethernet Drops(Police Aux Building and Rec Dept Offices) 200 400 5 1,000 2,000 Serial card adapter 100 300 7 700 2,100 Miscellaneous(cables,etc.) 3,000 5,000 IS 3,000 5,000 Sub-Total Fixed Equipment $19,000 $33,000 User Workstation Workstation PCs(Dedicated) 1,500 3,000 9 13,500 27,000 Sub-Total Fixed Equipment 13,500 27,000 Spare Parts Spare Parts(10%of Fixed and User Equipment) $3,320 $6,010 Sub-Total Fixed Equipment $3,320 $6,010 Total Equipment $36,520 $66,110 Miscellaneous lastaBatioMntegration/fraining(20%of Total Equipment) 7,304 13,222 Contingency(15%of Hard/Software) 5,478 9,917 Sales Tax(8.2590 of Equipment) 3,013 5,454 Sub-Total Miscellaneous 15,795 28,593 Estimated Total Phase I Costs 52,315 94,703 Table 20. Phase I- Network Connection of All Controllers Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001-Page 195 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Glossary of Terms Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 196 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Analog A signal modulation technique where an analogous electrical signal is used to represent information to be transmitted. Antenna A conducting device used for transmitting and/or receiving radio signals. It commonly consists of a wire or set of wires attached to a metal rod. Application Describes the layout of an application's deployment. This generally Architecture includes partitioned application logic and deployment to application server engines. AAs rely less on specific tool or language technology and more on standardized middleware options, communication protocols, data gateways and platform infrastructures (e.g., COM, Java Beans and CORBA)..The application architect specifies an AA and supports the deployment implementation. Architecture In reference to computers, software or networks, the overall design of a computing system and the logical and physical interrelationships between.its components. The architecture specifies the hardware, software, access methods and protocols. used throughout the system. 2. A framework and set of guidelines to build new systems. IT architecture is a series of principles, guidelines or rules used by an enterprise to direct the process of acquiring, building, modifying and interfacing IT resources throughout the enterprise. These resources can include equipment, software, communications, development methodologies, modeling tools and organizational structures. AVL Automatic Vehicle Location. A system designed to transmit vehicle locations automatically using wireless communications. Backbone Part of the communications network that carries the heaviest traffic. It usually consists of high-powered radio repeaters that send and receive signals among the network's users. Band Usually refers to a range of frequencies in the radio spectrum with an upper and lower bound. See VHF and UHF. Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 197 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Bandwidth 1. The range of frequencies, expressed in hertz (Hz), that can pass over a given transmission channel. The bandwidth determines the rate at which information can be transmitted through the circuit: the greater the bandwidth, the more information that can be sent in a given amount of time. Bandwidth is typically measured in bits per second (see "modem"). Increasing bandwidth potential has become a high priority for network planners due to the growth of multimedia, including videoconferencing, and the increased use of the Internet. 2. The signal-to=noise ratio (SNR) of a modulated signal is tested within a range of frequencies on either side of the carrier frequency. This range is also called a bandwidth. In the case of videodiscs, it is often 15 kilohertz (KHz) on either side, or a bandwidth in measuring SNR often returns a different.SNR, with SNR degrading as bandwidth increases. 3. The amount of information that can be effectively handled by a given device at a given time. Typically measured in bits per second (bps), the bandwidth of a fast modem can be up to 25,000 bits per second. This is fine for pages of text but is much more of an issue when dealing with complicated graphical images or full-.motion, full- screen video at more than 10 million bps. Base Station A fixed radio that can transmit and receive. Best Practices A set of well-planned and tested guidelines that provide the most practical approach towards managing a business. Bps Bits per second. Measures-the speed of data communications. Broadcast Radio or television transmission to two or more receiving devices simultaneously. Business Process The fundamental analysis and radical redesign of business practices Reengineering and management systems, job definitions, organizational systems, (BPR) and beliefs and behaviors to achieve dramatic performance improvements. BPR uses objective, quantitative methods and tools to analyze, redesign and implement innovative.business transformation processes and their supporting organization structures, performance standards, information and delivery systems, and management decision-making processes to achieve dramatic improvements in financial performance, product/service quality and customer satisfaction. Information technology is a key enabler for business process re-engineering. CAD Computer Aided Dispatch. Computer-based system designed to facilitate the dispatch of field units. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 198 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Category, A series of five grades of unshielded twisted-pair (UTP) cabling cabling defined by the Electronic Industries Association/Telecommunication Industry Association (EIA/TIA)-586 standard. It includes: 1. Category 1: Used for voice communications; not normally used for data. 2. Category 2: Used for data transmission up to 4 megabits per second (Mbps). 3. Category 3: Used in 1OBase-T networks. 4. Category 4: Used in Token-Ring networks transmitting up to 16 Mbps. 5. Category 5: Now becoming the standard for local area networks transmitting at up to 100 Mbps. CBT (Computer- A training method that uses a mixture of software, disks and Based Training) manuals to convey information. Trainees work at their own pace, often over an extended period. CDMA Code Division Multiple Access. A spread spectrum technique that converts analog signals into digital for transmission using an entire portion of radio bandwidth. CDPD Cellular Digital Packet Data. A type of digital transmission of data using a local cellular network. Circuit switched CDPD (CS-CDPD) is also available in limited areas which allows for data transfer outside of the CDPD coverage area. Centralized A form of IT system architecture in which the critical components of the system are located and managed in a central location. Central A database of information collected from disparate sources and Repository organized in a central location. Channel A voice-grade transmission medium with defined frequency response, gain and bandwidth. Circuit The physical connection of channels and equipment between two given points through which an electric current can be established. Client/Server An architecture in which the client (personal computer or Architecture workstation) is the requesting machine and the server is the supplying machine. Servers can be high-speed microcomputers, minicomputers or even mainframes. The client provides the user interface and performs some or all of the application processing. The server maintains the databases and processes requests from the client to extract data from or update the database. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 199 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Client/Server In most cases, the "client" is a desktop computing device.or program Model "served" by another networked computing device. Computers are integrated over the network by an application, which provides a single system image. A client can be served by multiple servers. Commercial Off- Commercial Off-The-Shelf is a term used to describe software The-Shelf packages that are commercially available in stores or through (COTS) dealerships and are ready to use without requiring code modifications. - Computer Aided A configuration of computer software and hardware used specifically Design (CAD) for diagrammatically depicting conceptual and functional properties of a product or idea. Connectivity Properties of a communication network that allows for similar and dissimilar devices to communicate with each other. Control Channel A channel on a trunked radio system that transmits and receives digital control information such as talkgroup assignments and radio identification. Data Data architecture is commonly defined as the logical organization of Architecture data, but can also include a variety of data-related components, including physical infrastructure items such as databases and tools. Data Base Software that controls the organization, storage, retrieval, security Management and integrity of data in a database.. System (DBMS) Data Center The department in an enterprise that houses and maintains back- end information technology (IT) systems and data stores — its mainframes, servers, and databases. In the days of large, centralized IT operations, this department and all the systems resided in one physical place, hence the name data center. With today's more distributed computing methods, single data center sites are still common, but are becoming less so. The term continues to be used to refer to the department that has responsibility for these systems, no matter how dispersed they are. Data 1. The transmission, reception and validation of data. Communications 2. 2. Data transfer between a data source and a data destination via one or more data links, according to appropriate protocols, by means of an electromagnetic transmission system. Data A data infrastructure design identifies of the components and Infrastructure structure of the data architecture environment. The design may be Design defined logically, with definitions of the types of components and interactions within the data infrastructure. Alternatively, it may be defined physically, with specific products, tools, and services presented. Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 200 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Data Packet Equipment that electronically distributes information among data Switch terminal equipment connected to a data transmission network. The switch distributes information by means of information packets addressed to specific terminal devices. This technology is used in both wired and wireless communications networks. Data Rate The rate at which data is sent over a channel. The rate is normally expressed in bps (bits per second). DB2 (Database 2 IBM's relational database management offering, originally built for — IBM) Multiple Virtual Storage (MVS) systems. It uses Structured Query Language (SQL) as its data manipulation and definition language. IBM has also released versions of D62 for OS/2 and AIX/6000. DBA (Database The person responsible for managing data, namely data set Administrator) placement, database performance, and data recovery and integrity at a physical level. DBMS (database A software package that enables end users or application management programmers to share data. It provides a systematic method of system) creating, updating, retrieving and storing information in a database (DB). DBMSs are generally also responsible for data integrity, data access control, and automated rollback, restart and recovery. Decibel (dB) A unit of measure used to express the strength of a signal or power of a sound. Desktop A computer that is small enough to reside on a desktop, but too Computer large to reside on a lap (laptop). It either refers to personal computers (PCs, Macs, PowerPCs, etc.) or to workstations from Sun, IBM, HP, Digital and others. Dial-up The process of, or the equipment or facilities involved in, establishing a temporary connection via the.switched network. Digital A signal modulation technique that uses a binary code to represent information to be transmitted. Digital Cellular Cellular communications technology that uses digital modulation techniques to transmit information over a cellular network. Digital Network A network in which the information is encoded as a series of ones and zeros rather than as a continuously varying waveform as in traditional analog networks. Digital networks have several major advantages over analog networks: (1) they have far less noise, static, etc. due to the availability of digital error correction schemes, (2) they are easier to monitor because they are more easily measured, and (3) all other parameters being equal, a greater amount of digital information can be transmitted. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 201 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Digital Signature A core function of a public key infrastructure (PKI). A digital signature can prove identity because it is created with the private key portion (which only the key holder should access) of a public/private key pair. Digital signatures most commonly prove the identity of the sender of a secure message or a transaction for purposes of nonrepudiation. Digitize Converting a continuous analog signal into binary digital data (series of zeros and ones). Disaster 1. The use of alternative network circuits to re-establish Recovery communications channels in the event that the primary channels are disconnected or malfunctioning. 2. Methods and procedures for returning a data center to full operation after a catastrophic interruption, including recovery of lost data. Distributed Architectures in which the computational and data processing Application requirements of an application are performed by two or more Architecture computer systems. Most computational and data processing elements are statically assigned. Architectures include client/server, peer-to-peer and other cooperative processing approaches. Distributed A database whose objects (tables, views, columns and riles) reside Database on more than one system in a network, and can be accessed or updated from any system in the network. Distributed A distributed environment is one in which presentation, application Environment/ logic and database components of an application reside on more Platform/Server than one processor. A distributed platform refers to a processor (hardware) or an instance of an operating system (software) that is a component in a distributed environment. A distributed server refers to a processor that is a component in a distributed environment. Distributed Refers to computer systems in multiple locations throughout an Systems organization working in a cooperative fashion, with the system at each location serving the needs of that location but also able to receive information from, and supply information to, other systems within the network. Document Document imaging is the electronic storage, retrieval and Imaging management of documents. Document Document management is a class of applications and middleware Management services that integrates library services (i.e., version control, document level security and check-in and check-out), document manufacturing and document interchange with critical business process applications around a client/server topology. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 202 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Dynamic A feature of a trunked radio system. The ability to-assign new Reallocation talkgroups to user radios in a dynamic, over-the-air fashion. This function can be used during emergencies to redirect system traffic. EDM See Document Management. EMS (Enterprise Former name for Microsoft Exchange, an enterprise-wide messaging Messaging and mail system. Rolled into Exchange, it and other planned Server — products will ship as a single system: a workgroup-focused, Microsoft) enterprise-scoped platform for standards-based messaging, groupware, work flow, document management and "information exchange" through a single, multimedia mailbox. Encryption The process of systematically encoding a bit stream before transmission so that an unauthorized party cannot decipher it. Enterprise Software products designed to integrate computer systems that run Applications all phases of an enterprise's operations to facilitate cooperation and coordination of work across the enterprise. The intent is to integrate core business processes (e.g., sales, accounting, finance, human resources, inventory and manufacturing). The ideal enterprise system could control all major business processes in real time via a single software architecture on a client/server platform. Enterprise software is expanding its scope to link the enterprise with suppliers, business partners and customers. Enterprise A concept developed by Gartner describing the next generation of Resource business systems and resource planning software. It includes the Planning (ERP) client/server architecture, uses graphical user interfaces (GUIs) and can be crafted with open systems. Beyond the standard functionality that is offered, other features are included (e.g., quality, process operations management and regulatory reporting). In addition, the base technology used in.ERP will give users software and hardware independence as well as an easy upgrade path. Key to ERP is the way in which users can tailor the application so it is intrinsically easy to use. ESP (external A firm that is a separate legal entity from the contracting company services and that provides services such as consulting, software development provider) (including systems integration) and outsourcing. External service providers supplement the skills and resources of an in-house information services (IS) department. Common functions of ESPs include: • Outsourcing to reduce costs and improve efficiency. • System integration to provide programming expertise and supplemental resources. • Consulting and project management to provide experience and knowledge. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 203 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Extranet A collaborative.Internet-based technology that creates a network to link businesses with their suppliers, customers or other external business partners and facilitates productive intercompany relationships. An extranet can be constructed as a direct extension of a company's intranet or as a connection to enable companies to collaborate via the Internet. Either way, an extranet is a private, secure environment. Individuals cannot access an extranet without permission. FCC Federal Communications Commission. Issue frequency licenses and regulates all non-Federal radio activity in the U.S. FDMA Frequency Division Multiple Access. A technique used in digital radio systems to increase capacity by splitting the available channels to allow more simultaneous use of a given bandwidth. Fiber Optics A high-bandwidth transmission technology that uses light to carry ' digital information. One fiber telephone cable carries hundreds of thousands of voice circuits. These cables, or light guides, replace conventional coaxial cables and wire pairs. Fiber transmission facilities occupy far less physical volume for an equivalent transmission capacity, which is a major advantage in crowded ducts. Optical fiber is also immune to electrical interference. Fiber-Optic A fiber-optic network uses fiber-optic cables to transport data. Fiber- Network optic cables are made of multiple strands of thin glass fibers (thinner than a human hair). Compared to copper, fiber-optic cables have the ability to send larger volumes of data for longer distances with a greater resistance to electrical interference. Fileserver A high-speed computer in a network environment that stores the programs and data files shared,by multiple users. Fileservers act as a remote disk drive. Fileservers also direct the network traffic between different network nodes such as workstations and printers. FM Frequency Modulation Firewall An application or an entire computer (e.g., an Internet gateway server) that controls access to the network and monitors the flow of network traffic. A firewall can screen and keep out unwanted network traffic and ward off outside.intrusion into a private network. This is particularly important when a local network connects to the Internet. Firewalls have become critical applications as use of the Internet has increased. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 204 Gartner - City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications FireWire Also know as Institute of Electrical and Electronics Engineers (IEEE) 1394, this is a high-speed serial bus similar to the Universal Serial Bus (USB), but much faster and more expensive to implement. Its primary supporters are Apple Computer and consumer electronics firms such as Fuji, Sony, Hitachi and Nintendo. These firms will use FireWire as the input/output.(I/O) bus for next-generation digital products: camcorders, VCRs, TVs, digital cameras and game players. Frequency An attribute of a radio signal that describes how many times the signal oscillates in one second. Measured in cycles per second on Hertz. Frequency Moving RF data packets from one frequency to another. First used in Hopping military systems to prevent detection of transmissions by an opponent. Currently used in commercial systems to increase the. number of users who can simultaneously use a given bandwidth. GEO Geosynchronous Earth Orbit Geographic A GIS is set of tools that include computer hardware, software, Information geographic data, and personnel for efficiently capturing, storing,. System (GIS) updating, manipulating, analyzing and displaying all forms of geographically referenced information or spatial data. It is most useful when implemented citywide and becomes a utility for the conduct of city business. Gbit or GO Approximately one billion bits (abbreviated to Gbit); more precisely (gigabit) 1,024x1,024x1,024 or 1,073,741,824 bits. GHz Gigahertz or 1,000,000 Hertz. GPS Global Positioning System GSM Global System for Mobile communications. This proposed global platform for digital wireless communications is the digital cellular telephone standard in Europe and Japan. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 205 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Groupware Software that supports nonstructured, nondeterministic interpersonal processes and the objects with which people commonly work. Groupware was originally coined to describe a new class of applications designed to provide electronic support for groups of individuals working together toward a common goal. The term has been applied to applications ranging from unstructured electronic mail to rigorously structured workflow systems. Groupware is more useful as a concept when it is broken down into three major stages: communication, coordination and cooperation. In this light, groupware applications can be viewed in terms of the degree of structure in the group interaction and in the complexity of that structure, and the rigor with which the activity itself is monitored. This categorization of the groupware concept into stages provides meaningful differentiation and definition of the categories of applications it addresses. GUI (graphical A graphics-based operating system interface that uses icons, menus user interface) and a mouse (to click on the icon_or pull down the menus) to manage interaction with the.system. Developed by Xerox, the GUI was popularized by the Apple Macintosh in the 1980s. At the time, Microsoft's operating system, MS-DOS, required the user to type specific commands, but the company's GUI, Microsoft Windows, is now the dominant user interface for personal computers-(PCs). A comprehensive GUI environment includes four components: a graphics library, a user interface toolkit, a user interface style guide and consistent applications. The graphics library provides a high- level graphics programming interface. The user interface toolkit, built on top of the graphics library, provides application programs with mechanisms for creating and managing the dialog elements of the windows, icons, menus, pointers and scroll bars (WIMPS) interface. The user interface style guide specifies how applications should employ the dialog elements to present a consistent, easy-to- use environment (i.e., "look and feel") to the user. Application program conformance with a single user interface style is the primary determinant of ease of leaming and use, and thus, of application effectiveness and user productivity. Half-duplex A communication channel providing transmission in both directions, Channel but not at the same time. Help Desk The first point of contact for all technical and end-user support issues, it includes Tier 1 and Tier 2 support levels.. Tier 1 is the first point of contact. Tier 2 help desk analysts have more in-depth technical knowledge or specialized expertise. Hertz (Hz) Electrical unit of measure for frequency (i.e.- 1 Hertz = 1 cycle/second). High Band Refers to radio frequencies in the 150-174 MHz range. This frequency range is also referred to as "VHF" or"VHF High Band." Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San.Luis Obispo only. February 2001—Page 206 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Hype Cycle Gartner's hype cycle is designed to help clients make intelligent decisions about when to implement emerging technologies. Like all technology investments, there is no simple answer for each technology, rather the business needs should determine when it makes sense to invest in a particular new technology. The annually updated Gartner hype cycle provides not only a scorecard to separate hype from reality, but also a model that can be used to decide when it makes sense for an enterprise to move forward with a new technology. The five distinct phases in the hype cycle are: technology trigger; peak of inflated expectations; trough of disillusionment; slope of enlightenment; and plateau of productivity. IEEE IEEE (Institute of Electrical and Electronics Engineers) An organization of engineers, scientists and students involved in electrical, electronics and related fields. IEEE also functions as a publishing house and. standards body. IEEE 802 An Institute of Electrical and Electronics Engineers standard for interconnection of local-area networking equipment dealing with the physical and link layers of the International Standards Organization (ISO) model for Open Systems Interconnection (OSI). IEEE 802.1p (priority queues) A standard that provides for up to eight distinct priority queues within local-area network (LAN) switches. IEEE 802.1Q or IEEE 802.1q (bridged virtual local-area networks) A standard for the identification of virtual local-area networks (LANs), to increase the interoperability between different vendors for switch trunking and server connections. IEEE 802.3 The physical and medium-access control standards for CSMA/CD (carrier sense multiple access with collision detection) local-area networks (LANs) such as Ethernet. IEEE 802.4 The physical and medium-access control standard for token bus local-area networks (LANs). IEEE 802.5 The physical and medium-access control standard for Token Ring local=area networks (LANs). IEEE 802.6 The physical and medium-access control standard for metropolitan- area networking. IEEE 1394 (See FlreWire) Integration An integration of applications is typically a real-time movement of data from one application database to another. As such it is a "closer"and "tighter" coupling of the applications than occurs in simple interfacing. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 207 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Interface The boundary between two pieces of equipment across which all the signals that pass are carefully defined. The definition includes the connector signal levels, impedance, timing, sequence of operation and the meaning of signals. Interference Unwanted energy received with a signal that disrupts the transmission. Intermodulation Mixing product of two or more signals to generate a new signal related in some mathematical fashion to the original signals. Usually used to refer to a particular kind of interference. Interoperability The ability to communicate and exchange information on a heterogeneous voice and data network. Internet A loose confederation of independent yet interconnected networks that use the Transmission Control Protocol/Internet Protocol (TCP/IP) protocols for communications. The Internet evolved from research done during the 1960s on a network called the ARPANet. It provides universal connectivity and three levels of network services: connectionless packet delivery, full-duplex stream delivery, and application-level services (mainly electronic mail/E-mail). Internet 2 An initiative by the research and academic community to build a 2.4-gigabit-per-second (Gbps) network. It outlines out a plan for network service providers(NSPs) to converge their data networks and then, much later, their voice and data networks. It has specific plans for creating a closed user group of research and academic institutions that is connected via a high-speed network offering varying classes of services as well as guaranteed quality of service. Internet IP is an addressing protocol used in complex network environments. Protocol (IP) IP executes the network layer of the TCP/IP by routing a message to a network or subnetwork. Intranet A network internal to an.enterprise that uses the same methodology and techniques as the Internet. It is not necessarily connected to the Intemet and is commonly secured from it using firewalls. Intranets are often used an organization's local-area networks (LANs) or wide- area networks (WANs). Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 208 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications IP (Internet Transmission Control Protocol/Internet Protocol (TCP/IP) tracks the Protocol) address of nodes, routes outgoing messages, and recognizes incoming messages. Current networks consist of several protocols, including IP, Internetwork Packet Exchange (IPX), DECnet, AppleTalk, Open Systems Interconnection (OSI) and LLC2. This wide diversity of protocols results from application suites that assume their own particular protocols. Collapse from this wide variety is inevitable, but users will only be able to reduce this diversity, not eliminate it. Most users will collapse networks into two main protocols: IP and IPX. Installed-base applications and the pain of change will prevent a total.reduction to a single backbone protocol. ISP (Internet A company that provides Internet access to its customers. The service provider) majority of ISPs are too small to purchase access directly from the network access point (NAP), and instead buy pieces of bandwidth that are available from larger ISPs. Access to the Intemet can be provided either via modem or by direct connection, which offers far higher speeds. Internet service providers are different from online services, although these services sometimes also provide access to the Internet. Online services provide access to exclusive content, databases and online discussion forums that are not available outside the service. IT (Information This is the common title for the entire spectrum of technologies for Technology) information processing, including software, hardware, communications technologies and related services. In general, IT does not include embedded technologies that do not generate data for enterprise use. IT Architecture An IT Architecture is the collective technical design of all the components which comprise an information Management systems. IT Infrastructure The underlying technological components that constitute an organization's systems architecture. The seven components of IT infrastructure are hardware, operating system, network, database, development environment, user interface and application. IT Initiative An IT Initiative is a plan that holds significant opportunity for improvement of a specific business processes through the use of information technology. IT Outsourcing A contractual relationship with an outside vendor to assume responsibility of one or more IT functions. Outsourcing is usually, but not always, characterized by the transfer of assets-typically facilities, staff or hardware-and can include the data center, wide- area networks (WANs), applications development and maintenance, end-user computing, and IT-enabled business processes Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 209 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications rVR (interactive A voice/call-processing option forimproving call center functionality voice.response) and integration. It enables callers to have more flexibility to access information or leave messages. Use of this option can "offload" call volume from agents to the IVR or improve load balancing by having agents handle recorded messages during slow periods. A slowly growing number of IVR developers are now using speech recognition in their applications. Kb or Kbit One thousand (actually 1,024) bits. (kilobit) Kbps (kilobits A measure of data transmission rate -- one thousand bits of per second) information per second. KHz KiloHertz or 1,000 Hertz. Leased Line A communication line rented for exclusive from a local telephone company. Legacy System An information system that may be based on outdated technologies, but is critical to day-to-day operations. Replacing legacy applications and systems with systems based on new and different technologies is one of the information systems (IS) professional's most significant challenges and a big opportunity for IS consultants. As enterprises upgrade or change their technologies, they must ensure compatibility with old systems and electronic data formats that are still in use. LEO Low Earth Orbit. Local Area A communications network that serves users within a confined Network (LAN) geographical area, usually a floor of a building. It is made up of servers, workstations, a network operating system and a communications link. Low Band Refers to radio frequencies in the 25-50 MHz range. This frequency range is also referred to as "VHF Low Band". Mainframe A large-capacity computer system with processing power that is significantly superior to PCs or midrange computers. Traditionally, mainframes have been associated with centralized, rather than distributed, computing environments. Skilled technicians are required to program and maintain mainframes, although client/server technology has made mainframes easier to operate from the user's and programmer's perspectives. They are generally used by large organizations to handle data processing for company- wide administrative tasks like payroll or accounts payable. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 210 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications MAN A technology that evolved from local-area network (LAN) designs, (Metropolitan- but is optimized for longer distances (more than 50 kilometers), Area Network) greater speeds (more than 100 megabits per second) and diverse forms of information (e.g., voice, data, image and video). MAPI The programming interface specification that enables an application (Messaging to send and receivemail over a Microsoft Mail messaging system. It Application was designed to separate the mail engine from the mail client. Programming Interface) Mbit or Mb One (actually 1,048,576) million bits of stored computer data (Megabit) Mbps (Megabits One million bits per second. Mbps is commonly used as measuring Per Second rate of teansmission speed. Mbyte or MB One million (actually 1,048,576) bytes. This is the common way in (megabyte) which the size of files or computer random-access memory (RAM) is specified. Megabytes are also used to describe the size of storage space on storage devices such as floppy disks, hard disks or CD- ROMs. The relationship of the size of a file or accumulation of files to the size of the RAM and storage space is critical because.it determines the ability of a computing device to process a file. MDC Mobile Data Computer MDT Mobile Data Terminal Message A function in which the device determines if the received message Authentication arrived from its stated source and in unaltered form. The actual message need not.be encrypted, but its authentication code must be. Microwave Refers to radio frequencies spectrum in the 890 MHz - 20 GHz range. Used generically to refer to point-to-point wireless communications. MHz (Megahertz) A unit equal to 1 million hertz (1 million cycles per second). Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 211 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Middleware Originally, middleware was defined broadly as the runtime system software layered between an application program and the operating system. In that sense, database management systems (DBMSs) and transaction processing (TP) monitors represent middleware, but development tools or system management utilities do not, because they do not directly support the application at runtime. Now, middleware is more commonly and narrowly defined as the network- aware system software, layered between an application, the operating system and the network transport layers, whose purpose is to facilitate some aspect of cooperative processing. Examples of cooperative middleware include directory services, message-passing mechanisms, distributed TP monitors, object request brokers (ORBs), remote procedure call (RPC) services and database gateways. MIPS (Million An approximate measure of a computer's raw processing power. Instructions Per MIPS figures can be misleading because measurement techniques Second) often differ, and different computers may require different sets of instructions to perform the same activity. Mission-critical Applications that are critical to the survival of an organization. Mission-critical services require a combination of several factors, such as availability, reliability, serviceability and performance. Each of these.must be weighted in importance to fit the particular mission to be supported. Mobile Data Mobile Data Computers are typically ruggedized versions of common Computer (MDC) laptop computers that have been optimized to operate in a mobile environment. MDC typically have "touch sensitive" panels as pointing devices and have been ruggedized to operate in the harsh environment of a fire or police vehicle. MDCs typically communicate with a main computer system using a data radio infrastructure. Mobile Data A device consisting generically of a display and input device which Terminal (MDT) facilitates data communication over the air via use of a radio- modem. Typically, MDTs have limited local computing capability. MNC (Mobile A network computer distinguished, according to Mobile Network Network Computing Reference Specification (MNCRS) sponsors, "by Computer) characteristics that include disconnected operations when a network connection is not available (or desirable) and the ability to easily transition between different types of connections (or reconnections) and disconnected mode." Mobile Radio A radio device that is mounted inside vehicles. Mobile radios typically have lower power output than their portable counterparts. Narrow Banding The process of gaining more channels by splitting FM channels into channels that are narrower in bandwidth. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 212 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications National Spatial An Executive Order (12906) which calls for the technologies, Data policies, and people necessary to promote sharing of geospatial data Infrastructure throughout all levels of government, the private and non-profit (NSDI) sectors, and the academic community. Network Any number of computers (e.g., PCs and servers) and devices (e.g., printers and modems) joined together by a physical communications link. In the corporate context, networks allow information to be passed between computers, irrespective of where those computers are located. Networks provide the roads for information traffic(e.g., sending files and E-mail) within a corporate environment, and allow users to access databases and share applications residing on servers. If a network does not go outside of a company building, or campus, then it is known as a local-area network (LAN). If it has a bridge to other outside networks, usually via lines owned by public telecommunications carriers like AT&T, then it is known as a wide- area network (WAN). Network A multi-user operating system that manages network functions and Operating resources. It manages multiple requests (inputs) concurrently and System (NOS) provides the security necessary in a multi-user environment. It may be a completely self-contained operating system, such as NetWare or it may require an existing operating system in order to function. NOS manages requests by nodes for data and applications from the client machine and each server. Open Data Base ODBC is a database oriented middleware standard developed by Connectivity Microsoft and widely used as a,means of accessing data from a (ODBC) variety of data base management systems. Outsourcing A contractual relationship with an outside vendor that is usually characterized by the transfer of assets, e.g., facilities, staff or hardware. It can include facilities management (data center and/or network), applications development/maintenance functions, and end-user computing services. End-user-computing outsourcing includes all services to support end users from the workstation up to the front-end router. The scope ranges from the end user's workstation to the shared LAN and local network infrastructure of an enterprise's distributed computing architecture. It includes desktop services (implementation, operations and management of desktop hardware, software and peripherals), network systems management (implementation and management of LANs, network-enabling hardware and software) and help desks. Packet Switching A data transmission technique whereby user information is segmented and routed in discrete data envelopes called "packets," each with its own control information for routing, sequencing, and error checking. Packet.switching allows a communications channel to be shard by multiple users, each using the circuit only for the time required to transmit a single packet. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 213 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Patching Process of creating an audio path between voice signals generated through disparate communication systems or transmitted in different frequency bands. PCs Personal Communications Service PKI (Public Key. The software and/or hardware components necessary to manage Infrastructure) and enable the effective use of public key encryption technology, particularly on a large scale. PKIX (Public Key An initiative, led by the Internet Engineering Task Force.(IETF) Infrastructure Public Key.Infrastructure Exchange (PKIX) subcommittee, Exchange) addressing interoperability and cross-certification among certificate authorities. Portable Radio A radio device that is not mounted to a vehicle. Portable radios are normally handheld devices with lower power output than their mobile counterparts. r PBX (Private A telephone switch located on a customer's premises that primarily Branch establishes voice-grade circuits (over tie lines to a telephone. Exchange) company central office) between individual users and the public switched telephone network. The PBX also provides switching within the customer premises local area, and usually offers numerous enhanced features, including least-cost routing and call detail recording. Platform The hardware architecture of a particular model or computer family. The term also often refers to just the operating system, which implies the particular hardware architecture that on which it runs. Platform- Software that can run on a variety of hardware platforms or independent software architectures. Platform-independent software can be used in many different environments, requiring less planning and translation across an enterprise. For example, the.Java programming language was designed to run.on multiple types of hardware and multiple operating systems. If Java platform- independence becomes a reality, organizations with multiple types of computers will be able to write a specialized application once and have it be used by virtually everyone, rather than having to write, distribute and maintain multiple versions of the same program. Portal A commonly used term for the site users first encounter when logging onto the Internet. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 214 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Program An organized list of instructions that, when executed, causes a computer to behave in a predetermined way. Without programs, computers are useless. A program.is like a recipe that contains a combination of two things: 1. A list of ingredients (called variables). Variables represent numeric data, text or graphical images. 2. A list of directions (called statements). Statements provide the instructions for what to do with the variables. There are many programming languages that are used to create this combination of variables and statements. Proprietary Software that is owned by an organization or an individual, as Software opposed to "public-domain software," which is freely distributed. The explosion in the use of the Internet has expanded the reach of public-domain software since it is now much easier to transmit these programs. While many commercial software developers have developed software that has become the de facto standard (e.g., Microsoft's Windows programs), proprietary software that is based on proprietary protocols, or standards, can create obstacles for applications development and usage. Protocol Hardware and software standards that govern data transmission between IT components. On personal computers, communications programs offer a variety of protocols to transfer files via modem. On LANs, data link protocols such as Ethernet, Token Ring and FDDI provide the access method that moves packets from station to station, and higher level transport protocols, such as NetBIOS, IPX and TCP/IP control and the route information packets. Proxy Servers Devices that process and filter all I.nternet Protocol (IP) packets that are directed to them and decide which protocols and services can be served out of their caches. Proxy servers tend to offer the greatest range of protocol and caching support since they cache Hypertext Transport Protocol (HTTP), Secure Hypertext Transport Protocol (HTTPS), File Transfer Protocol (FTP) and, in some cases, streaming content such as RealAudio and PointCast. Each workstation addresses the proxy server directly by setting specific parameters in each browser on each workstation. PSAP Public Safety Answering Point Public Key Cryptography that uses a protected private key and a Encryption mathematically connected, openly shared public key. The public key enables the encrypted document, file, E-mail or data stream to be deciphered using the related private key. Public-key encryption requires more computing power than symmetric-key encryption. To improve throughput, many systems use a public key to protect a symmetric key which, in turn, is used to protect the material. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 215 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Radio Any telecommunications by means of radio frequency (RF) waves. Communications Radio Frequency Electromagnetic energy that has wavelengths between audio (RF) frequencies and the visible light range (500 KHz to 300 GHz). Radio Modem A device that converts data into a format suitable for transmitting over a radio frequency. Similar to a PC modem that transmits data over telephone lines. RDBMS A database management system (DBMS) that incorporates the (Relational relational-data model, normally including a Structured Query Database Language application programming interface. It is a DBMS in which Management the database is organized and accessed according to the System) relationships between data items. In a relational database, relationships between data items are.expressed by means of tables. Interdependencies among these tables are expressed by data values rather than by pointers. This allows a high degree of data independence. Real time The description for an operating system that responds to an external event within a short and predictable time frame. Unlike a batch or time-sharing operating system, a real-time operating system provides services or control to independent ongoing physical processes. It typically has interrupt capabilities (so that a less important task can be put aside) and a.priority-scheduling management scheme. Remote Access The ability to log on to a network from a distant location. Generally, this requires a computer, a modem and remote-access software to allow the computer to dial into the network over telephone line. and connect. Repeater A radio station that amplifies a received radio signal and rebroadcasts it. Generally, this configuration is used to extend communications between mobile field units (mobile relay). The repeat capability requires two separate frequencies, one for receiving and one for transmitting. Repository A database of information for storing descriptions and behaviors of objects in an enterprise, including system requirements, policies, processes, data, software libraries; projects, platforms and personnel, with the potential of supporting both software development and operations management. RF See Radio Frequency above. RFP (Request An invitation for vendors to bid on supplying goods and services. For Proposal) Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 216 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications RMS Records Management System Roaming Ability to utilize a personal communication devise on a communication network outside of your"home" service area. Router A device that forwards data packets from one local area network (LAN) or wide area network (WAN) to another. Routers read the network address in each transmitted frame and make a decision on how to send it based on the most expedient route (traffic load, line costs, speed, bad lines, etc.). RTU (Remote A component of the City's telemetry system that collects data, Terminal Unit) performs calculations, generates the appropriate data files, and transmits the data to an operating master station. Satellite A microwave repeater in orbit 22,300 miles (GEO) or 300-900 miles (LEO) above the earth. Scalability The measure of a system's ability to increase or decrease in performance and cost in response to changes in application and system processing demands. Examples would include how well a hardware system performs when the number of users is increased, how well a database withstands growing numbers of queries, or how well an operating system performs on different classes of hardware. Enterprises that are growing rapidly should pay special attention to scalability when evaluating hardware and software. Simplex Channel A communication channel allowing transmission in one direction only at any given time. Simulcast A multi-site radio system configuration that simultaneously broadcasts from different locations at the same frequency.This configuration provides for wide area radio coverage and requires advanced technology to synchronize the RF frequency from all sites. SLA (Service- An agreement that sets the expectations between the service Level provider and the customer and describes the products or services to Agreement) be delivered, the single point of contact for end-user problems and the metrics by which the effectiveness of the process is monitored and approved. SMR Specialized Mobile.Radio Software Updating software, adding new functions, fixing bugs and solving Maintenance problems. Technology vendors often sell a maintenance contract with their software. This contract is usually calculated as an annual fee based on some percentage of the total software cost. It generally provides for overall support and maintenance of a software product, including applications. Support may include telephone assistance time as well. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 217 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Spatial Analysis Computer systems used for the routine examination, assessment, System evaluation, analysis and modeling of geographic data. Spread Spectrum A modulation technique in which the information contents is spread over a wider bandwidth than the frequency content of the original information. Spread spectrum is highly secure due to the nature of the transmission protocol. SQL (Structured A relational data language that provides a consistent, English Query keyword-oriented set of facilities for query, data definition, data Language) manipulation and data control. It is a programmed interface to relational database management systems (RDBMSs). IBM introduced SQL as the main external interface to its experimental RDBMS, System R, which it developed in the 1970s. SQL statements included • Data manipulation language statements: SELECT, INSERT, UPDATE and DELETE • Data definition language statements, including the CREATE and DROP statements for tables and indexes • Statements that control data consistency, and grant and revoke authority SQL statements are called "dynamic" when they are not completely specified until the program is executed. They are called "static" when they are completely specified when the program is compiled. SQL is precise, because it is based on predicate logic, but is difficult for average users to deal with, and its most fruitful position is as a protocol for software-to-software connectivity, rather than for human-to-software access. Statement of The Statement of Work includes an objectives section allowing the Work (SOW) customer to emphasize the desired end state or performance metric to be achieved. It also mandates the assessment of past performance, technical approach and cost for each task order: The customer determines the relative importance of each criterion. Strategic Applications which are critical in aligning a organization's IT strategy Applications/ with its business strategy. Systems System An organization or an individual that integrates two or more systems Integrator so they work together. For example, an organization can integrate its payroll system with its check processing system to process paychecks. System integration can be done internally or through an external contract. It requires specific technical knowledge of the programming languages. Major system-integration projects often require the assistance of a specialty firm that has the resources and expertise to manage a project plan that could last over several months or even years. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 218 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Ti/TIC/T2/T3/ A digital carrier system introduced by the Bell System in the United T4 States in the 1960s. It was the first to successfully support DS-1 formatted digitized voice transmission that connected directly to a network. T1 and T3 lines are often used in Internet service provider (ISP) connections to the Internet. T-series speeds include: 1. Tl: 1.544 megabits per second (Mbps) 2. T1C: 3.152 Mbps 3. T2: 6.312 Mbps 4. T3: 44.746 Mbps 5. T4: 274.176 Mbps Talkgroup A collection of radio users who have a need to communicate with each other. It is a logical grouping used to facilitate efficient communications within a trunked radio system. Transmissions occurring within one talkgroup cannot be monitored by another to I kg rou p. TCP/IP A set of protocols covering (approximately) the network and (Transmission transport layers of the seven-layer Open Systems Interconnection Control (OSI) network model. TCP/IP was developed during a 15-year period Protocol/Interne under the auspices of the Department of Defense. It has achieved de t Protocol) facto standard status, particularly as higher-level layers over Ethernet. TCP/IP implementations are available on products from more than 80 vendors, including IBM, Digital Equipment, AT&T, Data General and Sun Microsystems. The bi99est issue for TCP/IP is potential migration to the International Standards Organization (ISO) protocols for Layers 3 and 4. TDMA Time Division Multiple Access. A shared channel access mechanism based on time division multiplexing (see Appendix A). Telecommuting Any significant portion of working hours spent at a remote site (e.g., home) using communications lines to send and receive information, interact with customers and peers, and deliver work projects. Telephone This function is available in trunking systems and provides radio Interconnect users access to the Public Switched Telephone.Network (PSTN). Trunking A computer controlled process by which a pool of radio channels is allocated to a group of users based on need. The channels are available to any user when required and available for other users when idle. UHF Ultra High Frequency range. Refers to radio frequencies in the 450- 512 MHz band. Unit A unique ID transmitted by trunked radio system radios which Identification identifies the unit's system address for call processing. Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 219 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Universal Serial A commercial desktop standard input/output (I/0) bus that provides Bus (USB) a single peripheral connection and vastly increases bus speed. It simplifies peripheral connections via a "daisy chaining" scheme whereby the desktop system has only one I/O port to which all peripherals are connected in a series. Up to 120 peripherals can be connected to a single system. VB (Visual Basic) A high-level programming language used.in developing applications for Microsoft Windows 95. VHF Very High Frequency range. Refers to radio frequencies in the 25-50 MHz and 150-174 MHz band. The upper portion of the band is referred to as "VHF High Band" or"High Band". The lower portion of the band is referred to as "VHF Low Band" or'Low Band." Voting A process whereby two or more received radio signals are compared and the stronger signal is automatically selected for re-transmission over a radio network. Virus Software used to infect computer. After the virus code is written, it is buried within an existing program. Once that program is executed, the virus code is activated and attaches copies of itself to other programs in the system. Infected programs copy the virus to other programs. VPN (Virtual A system that delivers corporation-focused communications services Private Network) on a shared public network infrastructure, and provides customized operating characteristics uniformly and universally across an enterprise. VPN is generically used to refer to voice virtual private networks. To avoid confusion, Internet Protocol (IP)-based data services are referred to as data VPNs. VPN service providers define a virtual private network as a wide-area network(WAN) of permanent virtual circuits, generally using asynchronous transfer mode (ATM) or frame relay to transport IP. VPN technology providers define a virtual private network as the use of encryption software or hardware to bring privacy to communications over a public or untrusted data network. VPN is also a trademarked voice service offered by Spring and GlobalOne. Web Site A collection of files that covers a particular theme or subject and is managed by a particular person or organization. Its opening page is called a home page. A Web site is accessed through a Web address known as a uniform resource locator (URL). A large Web site may reside on a number of servers located in different places. The server is connected to the World Wide Web and is able to format and send information requested by worldwide users 24 hours a day, seven days a week.. Web sites typically use the Hypertext Markup Language (HTML) format-to-format and present information and to provide navigational facilities that make it easy for the user to move within the site and around the Web. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 220 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Wide Area A communications network that connects computing devices over Network (WAN) geographically dispersed locations. While a local-area network (LAN) typically services a single building or location, a WAN covers a much larger area such as a city, state or country. WANs can use either phone lines or dedicated communication lines. WLAN Wireless Local Area Networks. Enterprises used to extend network coverage to allow for campus communication for mobile users. Components of WLANs include: access points, Network Interface Cards, Wired LANs and mobile devices/desktop PCs. Windows The operating system developed by Microsoft for PCs. The first version of Windows was introduced in 1985, and although it presented a graphical user interface(GUI) rather than its text-based predecessor, MS-DOS, it was clumsy compared to Apple's Macintosh operating system. However, an overwhelming base of MS-DOS users combined with superior marketing tactics have since made Microsoft's Windows the dominant operating system for PCs, and the company claimed more than 90 percent of the market in 1997. Windows 95 A 32-.bit operating system introduced by Microsoft in 1995, it offered significant enhancements over prior releases of Windows, with features like memory protection, multithreading, integrated networking and pre-emptive multitasking. Windows NT Microsoft's high-end 32-bit operating system for client/server computing. Offered in two versions: Windows NT Workstation for the client, and Windows NT Server for the server. Wireless Data A form of communication that uses the radio spectrum rather than a Communication physical medium. It may carry analog or digital signals, and may be used in local-area networks (LANs) or wide-area networks and in one- or two-way networks. Workflow The automation of work among users where the system is intelligent enough to act based on the definition of work types, users and tasks, and the recognition of dynamic processing conditions. WWW (World A hypertext-based global information system developed at the Wide Web) European Laboratory for Particle Physics (CERN) in Geneva. It is a subset of the Intemet, technically defined as the community on the Internet where all documents and resources are formatted using Hypertext Markup Language (HTML). HTML, and the related Hypertext Transport Protocol (HTTP), makes it easy to find and view data and documents stored on computers connected to the Internet. HTML creates the links ("hyperlinks") that enable the user to move among many Web documents with the click of a mouse. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 221 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications VAM (Vendors A de facto coalition that has formed around Netscape Against Communications, Sun Microsystems and Oracle, with dozens of Microsoft) informal members, loosely united against Microsoft. VAM has: engaged the imagination of entrepreneurs, inventors, and some early adopters; fostered tremendous creativity, reinvention and relearning; and provided a new source of leadership attempting to counterbalance Microsoft. Intel is equally a target, since Microsoft and Intel control critical industry software and hardware standards. Virtual Private A system that delivers corporation-focused communications services Network (VPN) on a shared public network infrastructure, and provides customized operating characteristics uniformly and universally across an enterprise. VPN is generically used to refer to voice virtual private networks. To avoid confusion, Internet Protocol (IP)-based data services are referred to as data VPNs. VPN service providers define a virtual private network as a wide-area network•(WAN) of permanent virtual circuits, generally using asynchronous transfer mode (ATM) _ or frame relay to transport IP. VPN technology providers define a virtual private network as the use of encryption software or hardware to bring privacy to communications over a public or untrusted data network. VPN is also a trademarked voice service offered by Spring and GlobalOne. Virus Software used to infect a computer. After the virus code is written, it is buried within an existing program. Once thatprogram is executed, the virus code is activated and attaches copies of itself to other programs in the system.Infected programs copy the virus to other programs. XML (Extensible A metalanguage approved as a World Wide Web Coalition (W3C) Markup Recommendation in February 1998. It is a simplified version of Language) Standard Generalized Markup Language (SGML-ISO:8879) that captures the key (Standard Generalized Markup Language (SGML) advantages (e.g., extensibility) without its more obscure features. Because it is a metalanguage (a language to define languages), it intrinsically offers Hypertext Markup Language (HTML) capabilities. HTML is just one instance of an SGML document while Extensible Markup Language (XML), like its "parent" SGML, is a language that can be used to create HTML. Today's mature SGML-aware tools (e.g., content-creation applications, composition engines, document component managers) are converted for XML compliance. Gartner Consulting Entire contents©2001 Gartner Group, Inc.. For internal use of City of San Luis Obispo only. February 2001—Page 222 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications X.x Series Any of a number of technical specifications codified or administered by the International Telecommunications Union (ITU). It includes: 1. X.3: Packet assembler/disassembler (PAD) facility in a public data network (PDN). 2. X.21: A technical specification recommended by the ITU that describes the interface used in the ITU.X.25 packet-switching protocol and in some types of circuit switched data transmissions. 3. X.21bis: Defines the physical layer protocol for data terminal equipment/circuit-terminating equipment (DTE/DCE) communication in an X.25 network. 4. X.25: ITU recommendation that specifies the interface between user DTE and packet-switching DCE. 5. X.26: ITU recommendation for unbalanced high speed data communications. 6. X.28: DTE/DCE interface of a start/stop mode DTE accessing the PAD on a PDN situated in the-same country. 7. X.29: Procedures for exchange of control information and user data between a packet mode DTE and a PAD facility. 8. X.32: ITU.recommendation that defines how X.25 connects to a packet network via a switched telephone system. 9. X.75: A standard for connecting X.25 networks, developed by the CCITT (now ITU). 10. X.121: International public data network numbering scheme. 11. X.400: ITU recommendation covering the handling of messages, such as the storage and forwarding of electronic mail (E-mail), over digital circuits. 12. X.435, ITU recommendation covering the transmission of electronic data exchange (EDI)-type messages by X.400 E-mail systems.. 13. X.500: ITU recommendation covering the implementation of addressing databases for devices attached to a network. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 223 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications 10Base-X Series Any of several Institute of Electrical and Electronics Engineers (IEEE) specifications for baseband networks using the Ethemet protocol. It includes: 1. 10Base-2: 10 megabits per second (Mbps) baseband network using thin Ethernet coaxial cable. 2. 1013ase-5: 10 Mbps baseband network using thick Ethernet coaxial cable. 3. 1OBase-F: The IEEE specification for baseband Ethernet over fiber-optic cabling. 4. 1OBase-FB: Part of the 10Base-F specification providing a synchronous signaling backbone that allows additional segments and repeaters to be connected to the network. 5. lOBase-FL: Part of the 1OBase-F specification that is designed to replace the Fiber-Optic Inter-Repeater Link (FOIRL) standard providing Ethernet over fiber-optic cabling. 6. 1OBase-FP: Part of the lOBase-F specification that allows the organization of a number of end nodes into a star topology without the use of repeaters. 7. lOBase-T: IEEE standard enabling telephone (unshielded twisted- pair) cable to be used.for Ethernet local-area networks (LANs). Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 224 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications 802.x series Any of several Institute of Electrical and Electronics Engineers (IEEE) specifications covering network protocols. Includes: 1. 802.1D: Standard for spanning tree. 2. 802.10: Standard for packet tagging for security within local-area networks (LANs), also used by some companies to tag packets for virtual LANs. 3. 802.12: Standard that specifies the physical layer and the Media Access Control (MAC) sublayer of the datalink layer of the Open Systems Interconnections (OSI) 7-Layer Model. 4. 802.1AB: Draft standard for Gigabit Ethernet over unshielded twisted pair (UTP). 5. 802.115: A draft standard. 6. 802.1Q: Draft standard for virtual LANs. 7. 802.1Z: Draft standard for Gigabit Ethernet. 8. 802.3: Broadband bus networking system that uses Carrier Sense Multiple Access with Collision Detection (CSMA/CD) protocol. "Ethernet" has become the generic name, despite being one trademarked version of 802.3. 9. 802.4: Standard that governs broadband bus and broadband token bus; usually used in industrial applications. 10. 802.5: Standard that governs Token Ring Networking systems. 11. 802.6:Standard that governs metropolitan area networks (MANS). Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 225 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Appendices Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001=Page 226 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX A Interview and Focus Group Participants The individuals listed below participated in the development of the City of San Luis Obispo Information Technology Strategic Plan. These individuals participated in one-on-one interviews as a representative of the Management Team or as members of focus group interviews, as members of the Multi-departmental Project Teams or as members of the Community Partners, in public sessions, or through reviewing and commenting on draft sections of the plan. We appreciate the participation of these individuals in the development of the plan, and value the contributions they made throughout the planning process. GROUPDEPARTMENT / Name • Title Ken Hampian, ACAO Bill Statler, Finance Director MIS STEERING COMMITTEE Ann Slate; Human Resources Director Bob Neumann, Fire Chief John Moss, Utilities Director _ Dave Smith, Building Maintenance Supervisor John Dunn, CAO ADMINISTRATION - Ken Hampian, ACAO Shelley Stanwyck, Economic Development Manager CITY ATTORNEY Jeff Jorgensen, City Attorney CITY CLERK Lee Price, City Clerk COMMUNITY DEVELOPMENT Arnold. B. Jonas, Community Development Director John Mandeville, Long Range Planning Manager Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 227 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications DEPARTMENT • Ron Whisenand, Development Review Manager Tom Baasch, Chief Building Official Bill Statler, Finance Director Linda Asprion, Revenue Manager FINANCE . Carolyn Dominguez,Accounting Manager Bernie Ries, Customer Service Supervisor Vi Sheldon, Accounting Supervisor Jodi Polk, Accounting Assistant Bob Neumann, Fire Chief FIRE Tom Zeulner, Battalion Chief Rich Helzer, Communications Technician GIS Alice Carter, Geographic Information Systems Manager (Public Works Department) Mary Andrews, Engineering Technician David Wilcox, Engineering Technician Ann Slate, Human Resources Director HUMAN RESOURCES Kathy Hamilton, HR Assistant Sue Tison, HR Executive Assistant Teri Maa, Information Systems Manager INFORMATION SYSTEMS (Finance Department) Miguel Guardado, IS Technician Paul Takagi, IS Technician Sue Baasch, Utilities Administrative Analyst Linda 'Fitzgerald, Recreation Manager Miguel Guardado, IS Technician Kathy Hamilton, Human Resources Assistant INTERNET / INTRANET TEAM Arnold Jonas, Community Development.Director Mary Kopecky, Assistant City Clerk Jennifer Lawrence, Engineering Technician Teri Maa, Information Systems Manager _Cindy McDonald, Administrative Secretary Dave Smith, Building Maintenance Supervisor_ MOBILE DATA cOMPUTING Bart Topham, Police Captain Joe Hazouri, Lieutenant Dave Darbyshire, Officer Kerri Rosenblum, Communications Manager John Sterbonic, Public Safety Information Systems Coordinator Cindy Kolec, Police Records Supervisor Rich Helzer, Radio Systems Technician Kathe Bishop, Management Assistant. Gil Rendon, Evidence Technician Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 228 Gartner city of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications DEPARTMENT GROUP Chris Arndt, Telemetry and Instrumentation Technician Ian Parkinson, Police Officer Marilyn.VanHooser, Field Service Technician John Caudill, Field Service Technician Paul LeSage, Parks and Recreation birector Linda Fitzgerald, Recreation Manager _ Paul Taylor,.G_o--If Course Supervisor Robin Perrin, Recreation Supervisor PARKS AND RECREATION Carolyn Goossens, Recreation Coordinator James Bremer, Recreation Supervisor Betsy DeJarnette, Recreation Supervisor Amy Calbow, Recreation Coordinator Rich Ogden, Recreation Supervisor Joyce Arredondo, Technical Assistant Jim Gardiner, Chief Bart Topham, Police Captain Joe Hazouri, Lieutenant Dave Darbyshire, Officer Bruce.La Hargoue, Sergeant POLICE Kerri Rosenblum, Communications Manager Stacy Johns, Communications Technician Christine Steeb, Communications Technician .John Sterbonic, Public Safety Information Systems Coordinator Cindy Kolec, Police Records Supervisor Kathe Bishop, Management Assistant Michael D. McCluskey, Public Works Director Timothy Scott Bochum, Deputy Public Works Director Mike Bertaccini, Engineering Assistant_ Dave Smith, Building Maintenance Supervisor PUBLIC WORKS Andrew Collins, Building Maintenance Technician Todd Beigh-ts, Parks Maintenance Jim Hanson, Associate Transportation Engineer Keith Opalewski, Parking Manager Rich Colombo, Parks Maintenance Supervisor Gary Keavany, Traffic Signal Technician TELEMETRY Dave Hix - Wastewater Division Manager Gary Henderson Water Division Manager Chris Arndt, Telemetry and Instrumentation Technician Doug Marks - Water Reclamation Facility Supervisor Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 229 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications GROUPDEPARTMENT Name and Title Bud Nance - Wastewater Collection Supervisor Dean Furukawa - Supervising Plant_Operator _ Bob Hamilton - Water Supply Supervisor Steve Johnson - Water Distribution Supervisor Jim Autry - Operator III Gary Hughes - Plant Operator III Glenn Cooper - Maintenance Technician III John Moss, Utilities Director Bob Matejcek, Water Service Worker II UTILITIES Wayne Hetla_nd, Maintenance.Technician Bob Hamilton, Whale Rock Supervisor Bud Nance,_Wastewater Collection Supervisor OTHER Rob Reid, Lieutenant, SLO County Sheriff Bonnie McKee, FoxPro Developer Consultant Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 230 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Community Partners Focus Group Organization/AffiliationName and Dave Garth, Chamber of Commerce Burt Caldwell, Developer Deborah Holley, Downtown Association Gale Gascho, French Hospital Jeff Buckingham, New Edge Technologies Henry Hernandez, Outback Software Johanna Madjedi, California Polytechnic State University, SLO Bob Burke, PG&E Pablo Torres, PG&E Paul Hood, SLO County Bob Schiebelhut, Sinsheimer, Schiebelhut, Baggett Bill Thoma, Thoma Electric Greg Notley, Thoma Electric Bob Griffin, Sterling Hotels Matt Van SteenWyck, AmeriCom Brad Parker, Coastal Unified_School Dr. Steven Ladd, Coastal Unified School Gale Owen, Coastal Unified School_ _ Matt Quaglino, Quaglino Roofing John Wade, San Luis Obispo County IS Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 231 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX B IT Strategic Plan Questionnaire A portion or all of the following questions were asked during the one-on-one and focus group interviews. The replies to these questions from the conducted interviews provided an informational basis for the report. I. Questions Asked at City and Public Interviews • Describe the department's Organization. - Structure - Staffing • What is your Vision in relation to future role of IT to your department (if applicable)? • Which applications and systems are used in your department? • What type of hardware.do you use? • Describe the IT Projects be progress. • Internet - To what extent is Internet presently being used? - How is the site maintained? - In your opinion what are the ,potential benefits of Internet? - What are the future plans for internet, if any? • How is IT technical support provided to your department? • How is IT training provided to your department? • Do you use GeoData Information Systems (GIS)? • What are the Strengths and weaknesses of your present systems? Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 232 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • What are your ideas for improving current.systems? • Do you use or have a need to use Electronic Document Management (EDM)? Do you presently use remote Dialup? • Other areas of needs/difficulties/opportunities • To what degree are the present systems meeting your needs? • Are there any additional IT areas which you would like to discuss? II. Additional Questions Asked to Police Department • Which systems are used in PD? Hardware and Software • What are the PD Specific security requirements? • What remote access capabilities does PD have to the PD station? \ • How are projects coordinated and managed in conjunction with Information Systems Division (ISD)? • What is the role of public safety information systems coordinator? • Elaborate on negative impact on the PD resulting from change of staff in ISD? • What are the current PD projects? • Which budgets are these projects operate from? • What is the Spillman database? • What is the replacement cycle on the hardware for the following applications: Spillman, Nortel, and Dictaphone. • How does PD coordinate with ISD to add substations.to WAN. • What level of ISD support in required by PD? Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 233 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX C IT Position Descriptions Business Analyst Defines and analyzes requirements, formulates design, produces 'As Is' and 'To Be' models and writes function specifications as part of the development process. Interface with internal customers to determine and document requirements as part of a business requirement documentation process. Work as part of a development team in the creation of technical solutions for the benefit of City departments. Responsible for providing application support and development for departments and divisions. Manage and coordinate all City databases and shared applications including maintaining database and application development standards, recommending related hardware and software, providing feasibility assessments, and developing and implementing software solutions. Sample Requirements: Min. of 3 years business application support experience. Min.. of 3 years progressive experience in software and database development and implementation and of ' hosted and client/server applications. Graduation from an accredited college or university with a BS in MIS or computer science. IT Manager/Director Management of direct hires and contract personnel, designing and oversight of their automated systems, overseeing new automation systems, Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 234 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications administering the departmental budget, and planning the strategic direction of the department. Under the Direction of the CAO or designee, the Director of Information Technology is the primary information technology planner and manager for the City. Responsible for development and implementation of a strategic plan for information technology needs, recommending leading edge technology and systems to transition the current system from a traditionally mainframe-based system to a distributed/networked system and function as the City's internal consultant on information systems needs. Sample Requirements: Requires a bachelor's degree in management information systems, information technology, business administration or related field, plus extensive professional and administrative experience in information technology and management experience in directing an Information Technology department or organization. Skills required include leadership, teambuilding, communications, innovation, and high customer service orientation. Internet Webmaster: Designs, configures and maintains the. Web site for each organization's interface and internal and external communications based organization's Intranet, Internet and homepage strategies and goals. Works with project teams to define requirements, develop and structure content, administer deployment, and provide for Web site security. Develops interpretive themes that convey ideas and information. Translates facts and features of subject material into taxonomy, multimedia, and navigation that best convey intended meaning and provide effective information access. Conceives web page designs and layouts. Provides artistic direction for the integration of narrative text, editorial illustrations, creative artwork and multimedia. Designs programs that control web browser functions. Ensures the Web site is available to the desired audience with appropriate content integrity. Researches and evaluates new related technologies. Strong HTML. Must be creative, possess the ability to turn thought into graphics, have worked independently and have had prior experience developing web sites. The selected candidate will be working within a team as well as interfacing with technical staff. Good people skills are required. Web Internet/Intranet Coordinator Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 235 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications The Webmaster will be responsible for working with the current webmaster to maintain and update the corporate Web site, intranet and extranets and developing backend solutions where required. We're looking for someone who can be aggressive and creative about adopting and implementing new technologies and new areas of interest and help maintain and update HTML coded portions of the Web site. Must have impeccable follow through and communication skills. Candidates must be able to work in a team environment and do what is necessary to get the job done. Degree in Management Information Systems or Computer Science or closely related field and two (2). years experience in Web page design and management; OR an equivalent combination of closely related training and experience. Desirable Qualifications: Experience using web development tools, languages and protocols, including, but not limited to, FrontPage, Cold Fusion, JAVA, HTML, DHTML, XML, CSS, ASP; and configuration and maintenance of web server software including apache and IIS. Knowledge of emerging Internet technologies and the ability to help with strategic planning for long-term Internet development. Ability to serve as webmaster to maintain and enhance current internet and intranet sites; research and set guidelines for the City's intranet and internet policies; develop e- commerce policies, guidelines, and applications in accordance with the City's security policies and needs; and work with City departments to analyze needs and requirements to develop solutions to improve communications and maximize intranet and internet potential Applications Support Analyzes the requirements for development and implementation of computer systems and modifications to existing systems including estimation of time, personnel and material costs; definition of functional specifications; and defining appropriate methodology for development of efficient and effective systems. Interacts with system users to define problems and determine specific needs. Facilitate successful installation of computer application systems by coordinating work with other scions, training and instructing users in systems usage, performing follow-up tasks with user to evaluate level of user satisfaction with system functionality. Loads data to the database from various sources, including translation of data from other data formats. Creates and maintains edit controls regarding changes, additions and deletions of data. Maintains configuration control of the database. Assigns user access and privileges. Make recommendations for new hardware and software for the database. Evaluates program design Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City a San Luis Obispo only. February 2001—Page 236 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications documents developed by systems development for database integrity and adherence to standards and procedures. Sample Requirements: Bachelor's level degree with major course work in computer science. Four years progressively responsible experience in information systems, preferably in public sector, with at least two years performing technical systems analysis and implementation work in support and maintenance of personal computers and peripherals and software, or any combination of education and experience which provides the required knowledge and skills necessary to .perform the job. Security Specialist Applies current computer science technologies to the design, development, evaluation, and integration of computer systems and networks to maintain system security. Works with commercial computer product vendors in the design and evaluation of state-of-the-art secure operating systems, networks, and database products and technology. Provides security engineering and integration services to internal customers. Involved in a wide range of issues including secure architectures, secure electronic data traffic, network security, and security and privacy. Uses encryption technology, penetration and vulnerability analysis of various security technologies, and information technology security research. Sample Requirements: Experience with Security Accreditation, and Real- Time Intrusion Detection/Access Denial is required. Must have hands-on experience with security management and operations tools such as Axent ITA and ESM, ACE Server/Secure ID, and Raptor and PIX Firewalls. Experience should also include administration operation and configuration of client server networks, knowledge of common network protocols and formats; working knowledge of network components (routers, hubs, firewalls, etc.). Experience developing security accreditation documentation is desirable. Hands on experience with LAN Hubs, IP routed networks and equipment is desirable. Experience developing network configuration documentation is highly desirable. Experience administering and configuring client server based networks is desirable. Experience managing/supporting a 24x7 operations environment is highly desirable. Sample Requirements: A degree in Computer Science, Information Systems, Telecommunications, Engineering or a related field is desirable. This position requires a minimum of 7 years experience in a directly related scientific or technical discipline. Must have a minimum of 3 years of direct hands on Gartner Consulting Entire contents®2001 Gartner Group, Inc. For intemal use of City of San Luis Obispo only. February 2001—Page 237 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications network security, and network intrusion monitoring and detection experience. WAN Administrator Recommends, installs, and supports hardware, LANs or communication- related software. Assists Project Leaders in installation application software programs on the LAN. Evaluates various software products (e.g., network course of action to follow in acquiring new products and LANs. May establish documentation standards for network cabling schemes. May develop uniform operating procedures for administering LANs or minicomputers. Creates program to be used for training key contacts in user departments to service as LAN Administrators. Assists department project leaders for those projects involving PC LANs. Coordinates third-party maintenance for network equipment and troubleshoots problems with department LAN Administrators. Provide technical expertise in the design, planning, implementation and maintenance of the Wide-Area-Network (WAN) infrastructure. Participate in defining WAN service requirements and standards, the technical evaluation of new products supporting the WAN infrastructure and working with vendors to evaluate and purchase software and hardware for the infrastructure. Leads projects as required insuring deliverables are obtained on schedule. Sample Requirements: 3+ Years Public Sector or Commercial Experience Required: Must know Cisco Routers INSIDE and OUT. Outstanding analysis and problem.solving skills, a pragmatic and theoretical understanding of LAN and WAN technologies. Extensive understanding of NT servers and networking protocols, proven ability to build, configure, troubleshoot and repair WAN connections. Skills: NT, Cisco, TCP/IP, LAN/ WAN protocols, configuration, and connectivity. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001=Page 238 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and wireless Voice/Data Communications APPENDIX D Guidelines for IT Staff Training • Provide extensive training to designated IT staff in areas such as: - Database server administration - Relational database management systems (Oracle DBA certification) - Network administration (certification) - LAN and WAN administration (certification) - Financial application training • Contract with application system vendors as the primary source for initial application software training. City should adopt the "train-the- trainer" approach. • Utilize IT staff and departmental subject matter experts to provide supplemental vendor training and to educate users on new releases and system changes. The City should regularly schedule `train-the- trainer" workshops for the subject matter experts. • Provide system training to new employees as part of the standard orientation process. • Implement new systems and add new users to existing systems only to the extent they can be trained and supported. • Upon implementation of office automation desktop standards, provide procedures and training guides to distribute to all users for widely used applications. • Consider Computer Based Training (CBT) and online certification for key mission critical applications. Gartner Consulting Entire contents 02001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 239 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Develop formal in-house training programs for widely used applications using a mixture of delivery methods, such as instructor led, video, and computer based. Utilize other internal resources such as departmental subject matter experts to provide training on topics using the Internet and introductory classes in word processing, spreadsheets and databases. • Begin training on most frequently used applications and allocate budget for on-going training needs. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 240 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX E IT Staffing Key Motivational & Maintenance Factors To build a high-performance IT organization, the City should consider using the following key motivational and maintenance factors for individuals in IT roles: Motivational Factors How it relates to IT Achievement Earning a certification; mastering a new technology or completing anew application Recognition Being singled out for a job well done Interesting and challenging work Working for an organization that continues to adopt and variety of work new technology and offers opportunities for continuous learning and training Responsibility Being permitted to manage projects and processes Advancement Having opportunities for growth and development Mobility/Career Paths Having the flexibility - and even being encouraged to move around in the department and organization Source: Gartner Maintenance Factors How it relates to IT Position in the organization Working for an organization that has a position and vision Organization Getting reimbursed for continuing education; flexible schedules; respecting and admiring management and peers Interpersonal Relationships Having strong leaders and respected role models within IT Salary and working environment Receiving competitive pay and flextime; having pleasant office Other perks Receiving market-induced_goodies such as bonuses Source: Gartner Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 241 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX F Guidelines for Developing Service Level Agreements (SLAs) In drafting SLAs, IT management should adhere to the following best practices: • Keep it simple. SLAB that are difficult to understand or administer will likely fall into disuse. • Build a list of points to contribute to a preliminary transition plan and then negotiate to form a common agreement. • Customize SLAB according to each department's requirements. • Create a SLA methodology. It should be concise and manageable. Components of SLAs may include: • Background (e.g., catalyst, originators, parties involved) • Objectives and scope • Coverage (e.g., product, time frame, geography) • Policies (e.g., governance, change management, escalation) • Definition of terms • Service (measurable events) and appropriate performance metrics • Relevant service levels • Definition of security levels and priorities • Definition of roles and responsibilities, expectations and roles • Rates, if applicable, usually if vendor or third party exists (e.g., by service bundle) Gartner Consulting Entire contents®2001 Gartner Group, Inc.. For internal use of City of San Luis Obispo only. February 2001—Page 242 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Service level penalties, if provided by vendor or third party, for both parties Procedures and conditions for updating or renegotiating SLA • Reporting process and reporting SLA coverage can be organized by- • Platform: servers, desktops, mobile computer, Unix vs. Windows • Product: database, groupware, business application • Type of user: desk worker, mobile staff, department. head In summary, for the IT organization to retain credibility with the city departments, SLAs must be negotiated, agreed on and managed to meet targets. Failure to achieve service levels will decrease end-user satisfaction, IS funding and executive buy-in. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 243 Gartner. City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX G Emerging Trends & Technology in the Public_ Sector: E Government E-Government is about optimizing service for better constituency participation and generally more , efficient governance. Rapidly expanding Internet usage coupled with the right mix of electronic G2B (Government to Businesses), G2E (Government to Employees), G2C (Government to Citizens) and G2G (Government to Government) initiatives offer a multitude of opportunities for government to better serve its constituents while improving efficiency, fairness, and equitability. Key Considerations Gartner organizes e-Government into four stages: presence, interaction, transaction, and transformation. "Presence" is a phase that is characterized by the land rush to .simply have a presence on the Internet. Phase two, interaction, is characterized by web sites that provide search capabilities, host forms to download, and linkages with other relevant sites. In phase three, transaction, e-Government development is characterized by empowering the public to conduct and complete entire tasks online. Finally, in phase four, transformation is characterized by redefining the processes and structures in the delivery of government services. Further characteristics of each phase are indicated below. Gartner Consulting Entire contents®2001 Gartner Group, Inc.. For internal use of City of San Luis Obispo only. February 2001—Page 244 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications PhaseI: PhaseII: Phase III: Phase IV: Presence Interaction Transaction Transformation Strategy/ Approval level Public response E-authentication Funding stream Policy Public domain Fee for information Confidentiality/ allocations privacy Big browser Fee for transaction People Existing staff Content mgmt. Self services Job structures Increased support Skill set changes Organization staff Portfolio mgmt. Performance. Governance Sourcing accountability Increased business Multiple-programs skills staff Process Streamline Knowledge'mgmt. BPR Integrated services processes E-mail BP Relationship mgmt. Change value chain Content mgmt.: Online interfaces New processes/ Metadata Channel mgmt services Data synch. Change relationships (G2G, G2B, G2C, (32E) Technolog Web site Search Legacy sys. links New applications y Online content E-mall Security New data structures Information access New standards 24x7 infrastructure Sourcing In order to effectively transition through the phases of e-Government, an e- Government strategic plan outlining the short to long-term goals is essential. An e-Government strategic plan should translate ambitious visions and mission statements into initiatives for effective and efficient delivery of services to constituents through a variety of channels. After developing a strategic plan, government and constituency readiness levels should be assessed and e-Government objectives should be prioritized before implementation. Recommendation We recommend the City to consider e-Government initiatives as high priority items. If the City's goal is to lure more high technology companies as a "mini-Silicon Valley", improving the web site content and functionality would enable the City to showcase its commitment to technology. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only.. February 2001—Page 245 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX H Emerging Trends & Technology in the Public Sector: Interactive Voice Response (IVR) and Voice Recognition NR systems are specialized technologies designed to provide callers with verbal or fax answers to inquiries, without the assistance of people. More advanced IVR applications pre-screen callers and offer only relevant script options. Voice recognition is a more mature technology than natural language recognition. Directed voice recognition means that the caller is prompted for specific responses with predefined grammar and vocabulary. Key Considerations • Directed speech recognition technology is achieving accuracy levels of at least 90 percent, making it viable for customer service organizations. • Voice Recognition will reduce the degree of human interaction in customer service. Institutions which are known for providing personalized customer service should weigh the trade off when considering Voice Recognition. • It is a waste of resources to convert existing. IVR applications to voice recognition. • To quantify the ROI for IVR and/or Voice Recognition the City should determine the volume of customer inquiries and number of agents who respond to these inquires. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 246 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Implementation options should be evaluated in the future as an adjunct to the City's voice mail capabilities. Gartner Consulting Entire contents 02001 Gartner Group, Inc. For internal use of city of san Luis Obispo only. February 2001--Page 247 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX I Emerging Trends & Technology in the Public Sector: Storage Area Network (SAN) As the City continues to deploy more- complex distributed applications, it recognizes the need to create a new end-to-end storage management infrastructure that automates the management of diverse storage dispersed throughout its infrastructure. Key Considerations The storage industry is focused on the development of SANs that promise greater scalability and improved function. Significant market hype exists regarding SANs. Vendors tout increased manageability while simultaneously hoping to lock customers into disk and server platforms. While SANs have benefits, they do not live up to the hype. The primary SAN benefit is enabling server access to a centralized pool of storage, thus providing administrators with greater flexibility in realigning storage capacity to the servers that need it. This is in contrast to a fixed server/storage model, where excess capacity cannot easily be used elsewhere and additional disk and tape resources must be procured and installed independently for each server. SANs, however, offer limited benefits when it comes to lowering cost of management. Although SANs enable disk capacity pooling, capacity management still occurs on a server-by-server basis. This includes mapping of logical to physical devices, and the definition and management of file systems. Applications do not see a common pool of storage. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 248 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications The full potential benefits of SANs are realized when combined with advancements in servers, operating systems, file systems and other related systems software that work together to permit better performance and manageability of business applications. SANS, therefore, will not by them provide all the benefits often claimed. Working in concert with other parts of the infrastructure, SANs can offer significant benefits that drive value within a single server and across a cluster. The reality is that the technologies to support SANs are still evolving and maturing. Vendors still need to gain experience with applications targeted at simple requirements with high customer interest, such as tape drive and library sharing. The IS organization will have to consider the creation of a new storage management infrastructure to increase the reliability and cost effectiveness of the storage for network-centric applications. The infrastructure improvement work should focus on three major areas: • Storage area network (SAN) deployment • Storage resource management (SRM) • Storage backup and recovery. Recommendation Generally, while SAN initiatives can improve the reliability and cost- effectiveness of data storage, very few enterprises have begun implementation due to environmental complexity and software shortcomings. The combination of environmental complexity and software shortcomings will linger through 2002. Enterprises should take Gartner's recommended actions to mitigate the impact. Gertner Consulting Entire contents®2001 Gartner Group, Inc. Forintemal use of City of San Luis Obispo only. February 2001—Page 249 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX J Emerging Trends & Technologyin the Public Sector: Virtual Private Networks (VPN) A Virtual Private Network (VPN) is a system that delivers enterprise-focused communications services on a shared public network infrastructure, and provides customized operating characteristics uniformly and universally across an enterprise. VPN provides communication services to end-users by implementing secure end-to-end connections through the public Internet. It is a network architecture in which more than one user can use a common set of physical network resources, a given user's traf ic.is separated and secured from all other user's traffic at all times, and no single user has exclusive use of any network resources. Key Considerations • The quest to reduce expenses through the use of VPN technology will be hampered by high hidden costs associated with immature products, inappropriate applications of the technology and lost user productivity. Nevertheless, the hard-cost argument will likely be so compelling that more than 80 percent of enterprises will adopt VPNs for at least some segments of their remote access users. Three major benefits of VPN applications are that they enable remote access, internal enterprise networking (intranets), and enterprise-to enterprise networking (extranets) which result in expanded and improved connectivity and reduced cost. . • Through 2003, no single product will address remote access, Intranet and Extranet requirements. Gartner Consulting Entire contents©2obl Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 250 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and wireless Voice/Data Communications • VPN technology implementations can be categorized as standalone or integrated. Standalone VPN implementations are purpose-built devices whose sole mission is to create and manage secure connections across the Internet (or shared IP network). An integrated approach is one in which VPN capabilities become additional functions provided by an existing device with the most common points of integration for VPN functions being routers and firewalls. • Important VPN standards to consider are the IPSec suite of standards, Digital Encryption Standard (DES), and Point-to-Point Tunneling Protocol Recommendation We recommend that the City prioritizes the implementation of VPN within the context of the benefits that it can provide to the overall design of the WAN architecture. The advantages of VPN are discussed in the "Projects Currently in Progress" section of the report. VPN is a low to medium priority until 2003. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 251 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX K Emerging Trends & Technology in the Public Sector: Public Key Infrastructure (PKI) PKI includes policies and procedures for establishing a secure method for exchanging information with an organization, industry, community, etc. It includes use of certification authorities and digital signatures as well as all the hardware and software used to manage the process. PKI offers an opportunity to consistently and efficiently manage the public and private encryption keys that are useful for securing and improving the integrity of multiple e-business and other applications. Key Considerations 1) Sourcing. The choice to outsource relies on enterprise cultural issues, current experience with outsourcing, skill sets represented or acquirable by the enterprise, and, to some extent, the enterprise's commitment to a PKI and its perceived strategic importance. Outsourcing trust is not something an enterprise should do without first performing a detailed analysis. If an enterprise sees its PKI-supported applications as mission- critical and involving a limited number of users or servers, it should operate its own internal certificate authority, particularly for intranet applications. If the enterprise views certificate authorities as a commodity service for enabling many people to access corporate resources, or if the enterprise is dealing with several hundred thousand users and is involved in extensive extranets and e-commerce projects, outsourcing is a reasonable option. 2) Alternatives to digital signatures. In addition to the costs of selecting and implementing PKI technologies, the time and labor costs related to Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 252 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications redesign business processes must also be factored into the total costs. Although the digital signature is a highly secure. method of authentication, there are other methods such as digitized signatures - a scan of an image of your hand-written signature (e.g., a bit map), electronic signatures - anything electronic used to identify you (e.g., e-mail address, biometric or digital signature), and two-factor authentication that should be considered, such as smart cards and pin numbers or proximity badges with pin numbers Recommendation Before making an investment in PKI, the City needs to do what it does with any long-term business decision: take a long hard look at what it wants to do, what problem it wants to solve. The most important factor in selecting a security product is the business requirements that created the need for digital certificates. Why does the City need digital certificates? Would another technology do just as well? A security strategy must be implemented in conjunction with the e- Government initiative, thus this is a medium-high priority item. However, the City should be sure to first clarify its e-Government strategies in order to identify what level of security would be most appropriate for each service or function. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 253 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX L Emerging Trends & Technologies in the Public Sector: Unified Messaging for IT Staff Unified messaging is the bringing together into a single queue of messages all the various media types that a person needs to handle, and giving the sender and the recipient freedom of choice of media. Key Considerations Gartner research indicates that by 2002, unified messaging will be a mainstream market in which well-defined product 'architectures and distribution channels will ease acquisition decisions. Organizations should examine their own business requirements to discover which of these product requirements might apply to the users in a particular space. Typically a very small percentage of an organization or department will need most of the unified messaging features. A large percentage might benefit from only one. Every organization will be different, and there can be vast differences in requirements from one department to another in an enterprise. Thus the City will need to first segment its user base as it builds a unified messaging strategy, mapping requirements of each category of users separately. Recent Gartner research reports also indicate that in a small sector of small and midsize enterprises that are buying new equipment, these enterprises are deploying premise-based solutions instead of buying traditional voice- mail and e-mail systems. Others are integrating their existing voice-mail and e-mail systems with add-on components. Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 254 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Achieving a single message store is probably the right goal, but performance, capital investment, compatibility and cost of migration are the more important factors in choosing a product. Internet standard protocols POP and IMAP provide common access protocols through which products are beginning to integrate, mixing and matching clients (e-mail, TUI) and message stores from different vendors. The City should carefully evaluate its business requirements and decide what cost per user is justified by the potential productivity gain, cost.avoidance or the value of the timeliness of the communication. It is important to do this calculation for each category of users, each department or even each individual user. Understanding these variations will assist the City in choosing between an installed premise=based solution (enterprise) and outsourcing anumber of mailboxes with a service provider (carrier solution). Recommendation It may not yet be time for the City to invest capital in a unified messaging system, but the City should explore options with its existing messaging service provider to form agreements that could potentially decrease operational costs and enhance productivity in well-chosen areas within the organization. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 255 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX M Emerging Trends & Technologies in the Public Sector: Voice Over Internet Protocol (VOIP) Data communications may be eclipsing voice telephony in terms of bandwidth, but organizations should not assume that voice telephony is no longer important. Voice is, and will remain a critical communications channel for most organizations. Key Considerations • The driving forces for the adoption of IP/PBX systems are vendor "push" and lower purchasing prices to enterprises, not necessarily new features and applications as stressed by the media. IP networks have distributed architecture to support transmissions at "best effort," and the protocol was not designed to accommodate voice. In addition, router and network congestion can result in unacceptable delays with lost portions of words and sentences making a conversation difficult if not impossible. • A major constraint to growth in IP-based telephony is that users are not prepared to tolerate lower-quality voice communications, even at reduced rates. • VoIP is far from maturity at this stage as it continues to evolve across the Internet, private, and carrier networks. • The cost advantage of VoIP is often overstated, since it is much more management-intensive and highly dependent on software Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 256 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Gartner analysts predict that VoIP technical standard, H.323, and its enhancement will .be the key VoIP standard for premise equipment through at least 2002. When selecting premise equipment, enterprises should insist on a full and flexible set of H.323 call handling capabilities as a major element in their PBX selection criteria. • The VoIP sales pitch usually assumes that the voice traffic will be compressed sufficiently (e.g. to 16Kbps or less) so additional WAN capacity will not have to be purchased. This is untrue in many cases and organizations in such situations will use up their capacity for data growth. Recommendation Low priority until 2003. Vendors are still refining their technologies and VoIP is best suited for organizations with geographically dispersed offices. Given the local proximity of City buildings, it appears there would be Kittle advantage in using VoIP instead of existing analogue voice networks. However, the City should also recognize in its strategic plan and network design that a network designed for data but capable of carrying high-quality voice traffic is an essential long-term goal. Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 257 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX N General Guidelines for Developing an RFP (Request For Proposal) Desktop, server technology and services procurement can seem overwhelming due to the complexity inherent in the process, market and business volatility, and uncertainty in the vendor community. The City should use a formal process, and include best practices and standard document templates, tailored to The City's culture and organizational structure. In addition, this brings order and discipline to the process and ultimately, will reduce deployment and maintenance costs. A successful negotiation requires a complete understanding of the product or service, how it will be used, user profiles, and identification of vendor negotiating levers. The following are best practices for negotiations and contracting that have enabled Gartner clients to strike the best deals for their organizations: • The negotiating team can establish credibility with vendors by asking the CIO or CFO to join the initial meetings. Executive management establishes the role of the negotiating team and warns that any vendor attempting to bypass the team and deal directly with executives will be eliminated from consideration. • Limit vendors to a single point of contact within the organization. Vendors often look for the easiest mark, especially when it is tough to negotiate with the official organization team. • Develop a terms-and-conditions checklist, which is essential to insure comprehensive, user-friendly terms (e.g., price protection, caps on Gartner Consulting Entire contents®2001 Gartner Group, Inc.. For internal use of city of San Luis Obispo only. February 2001—Page 258 Gartner City of San Luis Obispo, Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications maintenance, rights to new versions, product change protection, follow-on options and confidentiality). • To negotiate adequate capacity, tie hardware procurement specifications to operating system and application rollout plans (e.g., for Windows NT and SAP). • Remember, anything not put in writing has no force. • Continually challenge the notion of single-source products. The evolution of the industry toward commodity products means that many forms of technology are available from multiple suppliers. • Include terms that extend the definition of the organization to include any remote offices and related agencies. • Establish the right of the organization to move the product to any other location, to use the product to process data belonging to all departments and other entities with which the organization has a service agreement, and to make unlimited copies of documentation. • Include a divestiture support period that specifies technical support for a post-sale period in case the vendor sells the product or division. • Establish the vendor's responsibility for providing solutions for noncompliant systems and software consistent with organization requirements and penalties if this term is not met. • Understanding vendor and sales force motivation is crucial. Learn how vendors recognize revenue and year-end closing dates. Understand the personal issues and motivations of the sales representative (e.g., closing dates and compensation measurements). • To foster a long-term relationship with vendors, avoid hit-and-run scenarios. Let the vendors win their points without penalizing the customer. • The first deal is the best deal. Negotiate a contract that establishes the terms that cover all product pricing, discount calculation method and fees (e.g., licenses, training and professional services) for the organization at the time of the initial negotiation. • Push for "freebies" which may not affect the vendor's revenue stream but can save the organization money (e.g., in training credits, evaluation units and installation support). • Incorporate a clause into the contract that includes a volume discount schedule that insures improving price performance based on aggregate purchases during the period of the current agreement or for a minimum of two years. Gartner Consulting Entire contents O 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 259 i Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Maintain competition until the deal closes. Competition is often enough to increase leverage with the primary vendor. Gartner Consulting Entire contents O 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 260 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX O List of Departmental Applications The following pages contain the City's current departmental applications as of 9/00. Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 261 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications y E Z m o m O E > f c j 2 O c O WQ2 D-. c ii N m W Y o a Q Y > m m ¢ Q O 2 c 0 m W m m m m U W m e O_ N W 2 CC c U m c .2 E m W 3 �! W U m O C 1-"r.K:^^d+titZl. 2d13e1W. } Z Q V c > 9 Z E i R p 4 x t m m y U J E c c S T. a: O 5 Q a m 2S m W g m J m m ¢ m y c m m 3�lotMissionCrtticel ~ o o f m z Q ¢ Q — w ¢ 3 3 a o Q w Access MW 3 3 3 3 1 3 3 1 31 1 1 1 1 2 --3 1- '2: 2 1 1 1 1 3 ACS(Utility Billing) 11 Adobe Acrobat 2 Adobe Pagerrelmr 3 2 1 Adobe Photoshop 2. . 2 2 1 2 Molls + Back-up Exec + BI-Tran DuiGatot + Bosallova. 1 2 calendar gator Plus 3 3 3 Canto 1 3 Cognos 1 t 1 1 1 + Corel Draw 3 3 Dragon Naturally SMaidng 2. 2 Envision + 1 EM Products '1 1 - 1 1 Excel 2000 1 Faster + Fire's Access 97 CUPA 2 FcxPro 1 FronU age 2000 1 FmnWage'98 .. 1 GasBoy 1 GroupWise 1 GUlndows 1 1 Hansen + + IBM AS1400 Clierd Ace= 1 1 Internet Explorer 3 Iomega 3 IG Report Writer 2 McAfee VsWd 1 Microsoft Publisher3 3 3 3 Munic4)w code 2 NspeoC�uiddosder + Netse Cortmxmtrator 3 -. Novell Application Lamxtrer 1 NW Adrdn 1 2 Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 262 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications z —m .� N mz 5. a a CC O c ¢ 2 W N at o a cc W ¢ O¢ Q g' E p ui mom' m ¢ ° t� �Wu ¢ W 3 -5 3: y c /] N J .M �k2 c U I=Misslon Critical, 2=u 1 —�' c a2 $ 3�1ot Mission CriCriticala o J o Co z a' 2 Nlu ¢ ;? w ¢ 3 3 a o — - - — PaglsPro Mllienlum 2 Pavement Program 1 Peetarnaaon 1 PowerPoim 2000 2 Procam 2 Puma lntenlsync 1 1 t 1 1 Radix Rainmaster central Control Evolution 2000 1 Reeware 1 Scan Nr - 1 Seagate Crystal Reports 1 Signal NVAC User Interface _ 1 Spnbnon Stramrol virtual Controller 2 Vido 3 3 _ 3 _ 3 VWoneer 2 wesuaw 1 whop 2 Word 2000 1 1 11 $ 1 1 Zebra Bar Coding 2 Zen Works 2 ACT 2 DB2 1 roxPro 1 Informix t MP2 1 °rade 1 IBM osf400 1 Microsoft Nr Client 1 1 1 1 Microwlt NT Server 1 Microsoft Windows 95 1 Microsoft Windows 98 1 Novell Netware - 1 SCO Unix 1 Note: Only reflects applications that have been brought to the attention of ISD Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 263 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX P Citywide PC Inventory by Department The following pages contain the City's current PC inventory by department as of 9/00. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 264 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications 8 c m E o z w F a 0 M Y o � g 'ZQ w M o v v N W 'z W R W .5 ti 2 0 0 0 V Z W W W V f z Q E Y O O p � � p i M 5 P 4 O 0 O 3ESICrOPS Intel 486 66 hft 1 1 Pentium 100 Nft FY 2000.2001 1 1 Pentium 133 Mit FY 2000.2001 2 1 4 1 1 4 1 14 Pentium 166 M liz FY 20042001 2 5 1_ 1 2 1 5 17 Pentium 200 MHz FY 20042001 3 7 1 5 Pentium 11 233 MHz FY 2001,2002 2 2 9 2 2 9 35 55 Pentium 11 266 MHz FY 2001-2002 1 4 5 Pentium 11 400 MHz FY 2001-2002 3 3 7 1 11 25 Pentium 11 450 MHz FY 2001-2002 2 1 19 2 61301 Pentium 111500 ANiz FY 2002-2003 3 3 3 B 27 22 5 12 39 4 124 Pentium 111 566 MHz FY 2001-2002 3 3 6 Pentium III 575 MHz FY 2001,2002 1 9 4 Pentium 111 800 MHz FY 20042001 FY 2003.2004 1 1 1 1 4 Pentium 111 933 N0 tr FY 2002.2003 1 2 3 Totals 10 4 7 4 25 33 29 6 35122 4917012941 LAFTOPS _ Celeron 466 M ilz 1 1 Pentium 90 MHz FY 20042001 1 1 Pentium 100 MHz FY 20042001 1 4 4 Pentium 133 MHz FY 2002-2003 1 1 1 Pentium 166 MHz FY 20042001 1 1 1 3 Pentium 256 MHz FY 20042001 1 1 2 Pentium 11300 MHz FY 2001-2002 41 1 6 Pentium 11 333 MHz FY 2001-2002 1 1 2 Pentium 11366 MHz FY 2001-2002 1 1 Pentium 11 400 Mliz FY 2002-2003 1 1 2 Pentium 111600 MHz FY 20042004 1 1 1 3 Totals 0 0 0 1 3 B' 6' 01 41 1 1 1 1 41251 ONRORS 14'CRT Monitors - _ 1 1 2 15"CRT Monitors FY 20042001' 2 [_2 2 4_ 1 3 1 15 17'CRT Monitors 8 5 4 21 27 22 6 32 20 49 58 254 19'C Frr Mbnitors 4 1 5 21'CRT Monitors 4 2 1 2 12 21 15"LCD Flat Panel Monitors 3 1 2 1 7 Totals 10 4 '7 4 25 34 29 T 35122157]71 304 PE)'s'fisng 13 1 3 1 18 FY 20042001 1 1 2 1 01 01 01 7 1 0 1141 01 01 0 1 1 1 31 1 1201 Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 265 -• 11 e • • J • I �. __...........o 0 __...00...o.o.o _.;.. _ .....o......o __..........o.o sma _ ®®■■■■®■■■■o■a® Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications c Em m o z CL M. W F ~ U Q F W D o v Y a z ¢ O 9O9 w F� z Q FY- W 2 0 y F 0 J U Z CC W °D W V H v z >Q }0} 00T Y d d g M- F F M ¢ V Q 0 oW c 0 a 0 M o U. Palm 5 1 1 Palm5x 1 4 4 2 1 1 13 Carpag i 3 3 Vw 1 1 Totals 1 0 0 0 4 5 2 1 1 01 01 01 5 18 SCANNERS Agfa Duoscan T12DO 1 1 Eacje SU 3840 Rus 1 1 HP Scar0st4C 1 1 HP ScanJet 5100C 1 1 HP Sacnlet Plus 1 1 Mcrotek ScanMaker V6 UPL I j2_ fl2UMAX Astra 1200 lfisioneer Scarm m 3 1Xerox7346 Totals 1 01 0 1 0 1 0 1 1 1 3 0 0 2 1 1 3 1211311 MODEMS 33.6-56.6lips 1 5. 2 8 4 3 23 .PCMCIACards 1 3 8 6 4 1 4 25 Shiva l.ancom XP16 FY 2000.2001 16 16 Totals 0 1. 5 1 3 24 6 0 12 1 4 7 64 GrrAL CAfJ Bws Still Cameras1 1 1 3- 6 Video Canems 1 1 Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 267 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX Q Guidelines for Implementing Effective Help Desk and IT Support Services The Help Desk should perform the following functions: • Answer telephone calls from users with technical issues • Provide solutions to simple and common issues • Perform triage by ranking problems based on urgency and extent of resources required for resolution • Determine appropriate staff or outside resources needed to resolve the issue and delegate to them • Manage. the escalation of the issues from first-line support staff to more technically advanced specialists as required • Coordinate other support staff and/or external resources working on the issue Track the status of the issue from the initial report to complete resolution • Maintain communications with departments and end-users regarding common technical problems and other issues that affect many users, such as system outages and configuration changes • Maintain an accurate inventory of IT assets • Provide feedback to the IT Director and City management regarding IT Department performance The Help Desk typically provides three levels of support: Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 268 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • First Level: Immediate assistance with routine and relatively easy problems. Problems that cannot be resolved quickly at first level are referred to second level support • Second Level: These problems require significant expertise to resolve and may require some research. Problems that cannot be resolved in a reasonable time frame at second level are referred to third level support • Third Level: These problems are generally very difficult and require a thorough knowledge of the systems involved. The developer of the system generally performs third level support One critical function of the Help Desk is to provide IT managers with data in key areas such as productivity, problem resolution cycle time, and technical problem trends. This data is generated from Help Desk management software used to record and monitor Help Desk service requests. The role of the IT organization would be much broader than the existing role of ISD, one that involves supporting all departments in a manner that meets their needs in concert with their timeframes for provision of services to their ultimate customer, the public. Many departments have a currently critical need for 24 x 7 support: Police, Fire, and Public Works. In the future, as many City services are delivered on a 24-hour basis via the Internet, after-hours support for web-enabled applications may be desirable. Types of support that may be required include network administration, desktop PC support, and business application support. Table 2.0 summarizes the probable demand for after-hours support by department: DepartmentAfter Hours . . . Police 24 x 7 with Peak activity periods (e.g., Friday, Saturday additional response evenings) require more rapid response for critical capacity during applications peak periods Fire 24 x 7 Sufficient technical resources must be available on reserve to meet peak needs during a large disaster Public Works 24 x 7 Sufficient 'technical resources must be available on reserve to meet peak needs during a large disaster or construction/maintenance project Recreation and After- Facility reservations and class enrollments are Parks hours/weekend on examples of occasional after-hours activities irregular basis requiring use of IT infrastructure Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 269 Gartner City of San Luis Obispo Strategic Plan-2001 Information Technology and Wireless Voice/Data Communications There are three fundamental alternatives for providing after-hours support: • On-site City staff: Employ sufficient support staff to provide 24 x 7 coverage. This approach generally ensures the highest level of support and the fastest response time, and therefore it is the optimal approach for mission-critical applications. However, because it requires a total of 168 hours of work per week per position (more than four times the standard 40-hour workweek) it is very expensive, and it is usually only practical for very large organizations with substantial after-hours demand and economies of scale. • On-Call City staff: Designated City staff that normally work during business hours are available on-call for after-hours support. Typically, this involves a rotating schedule specifying which individuals are on- call on particular evenings and weekends. On-call staff should receive two levels of supplemental compensation: the first level is based on the number of hours the employee is simply available on-call, and the second level is based on the number of hours during the on-call periods when the employee actually provides support. • Third-Party Remote Monitoring and Notification: An independent vendor is retained to remotely monitor the operational status of key systems such as networks. If the vendor detects a technical problem, it contacts the appropriate City staff. The vendor continues to track the problem status until the system is fully operational, including escalating the level of support to other staff or vendors as necessary, based upon procedures pre-determined by the City. A growing number of companies specialize in providing such off=site monitoring services. This approach may be a cost-effective combination of the other two approaches. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 270 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX R San Luis Obispo IT Projects in Progress(as of 9/00) Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 271 E ) / amu � .5 G '�kk �\ � f c § k®\ 0k ) ° � m � ` W c /0. � \ \ E ° 2 ° / {G ? � E EQe . 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V . CD C y. L V L N..C O O N E M c U p T C 7 O aT � L—° c Y � > N a' Ln (Ua10i u cam' o ami 01 v � E u aa) CLC o y at TL _. " i _ V U >'a O N a1 W O ad E � L u u Et Ln a na m mu 3 LLy � E �� c �O c LTE c rno COcc cc • e • • • �J N rn _ L >1 (O _ o y cis ca cc N w m U � m COJ O LCD j CU 0 m CD U 5 • m W 3 W a) c V) ui c N N 0 LL O cn O O o a a c m c lA T y O (6 G J 1 cu O cu ` fa U r t c Ln C c mom' 0a .. v 0LQ ami Ln CLLn `~ c E o o D i a7 Ln Ln c c aT+ i LO CLL ` U1 aN+ U C c i OHO aL+ O C. U O L r.+ y C f0 O. � E m a�iy � � cLoU a`"ia ; a co ` yTi j p Y La Ta U En 'y.V u O c +,o D.a CL uL m� c a E Q a (U CLE j y U L oo ° LU EJ `oL > 0 (D L E S o L ° w L d m 4- y �a 3 th 2 c cM0Ln 3 �+ N N 1Oc p U m O C r to y y ai 2 N T L im N LA W C y L c C X ,> O d C (U �' rO a d C E .. T i — U N .O 7 O u L L C p N a C c L C C a+ a'- N n +_-+ C L `a+° a Cu L C � 3m .0 � u °U MC 0 a � vr 0) V U'� ~ ai axiom �" Ou m teC C 0 m C C a+ QI � � C LOO ; E of m w (O -W 1. ]. C C 4) c 40 9 >_ > 4) O N AL lO d C a C 9 d C W C.CiE C � d C0LU U ' MLO — W C W C ani XO00 C QE % O +' Ol Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and.Wireless Voice/Data Communications APPENDIX S Radio Backbone Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 277 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications b�p Police Rx—465.375 Tassajara Peak Site / Cuesta Peak Site Police Rx—465.375 Fire Rx—154.205 Public Works Rx—155.025 Police Tx/Rx—453.750/458.750 - { ,..-------""--" Fire Tx/Rx—154.310/154.310 Public Works Tx/RX—154.965/154.965 Fire Station#2 q0y �� l® Pol4lpe,Station c � (Remote base station links). Police Rx-465.375 t Fire Rx—154.205 • Public Works Rx-155.025 � t I Fir i #1 --'-- Fire.. 1 � / South Hill Fire Station#4 f Police TWRx-460.375/465.375 Fire Tx/RX-155.145/154.205 Public Works Tx/Rx-155.955/155.025 Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 278 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX T Primary Public Safety & Government Radio Channels DesignatorRepeater Repeater Description Fire Channels City Fire 155.145 MHz 154.205 MHz Supports Fire dispatch operations Orange Net 154.310 MHz 154.310 MHz Supports Fire tactical and special operations County Net 154.385 MHz 154.385 MHz Supports Fire mutual aid State White One 154.280 MHz 154.280 MHz Supports Fire tactical operations State White Two 154.265 MHz 154.265 MHz Supports Fire tactical operations California IDES 154.160 MHz 154.160 MHz Supports mutual aid CDF Local 151.925 MHz 151.925 MHz Supports mutual aid CLEMARS 154.980 MHz 154.980 MHz Supports mutual aid Police Channels Green 460.375 MHz 465.375 MHz Supports Police dispatch operations TAC 453.750 MHz 458.750 MHz Supports Police tactical operations Yellow 460.475 MHz 465.475 MHz Supports Police countywide operations Red 460.050 MHz 465.050 MHz Supports Police mutual aid with three counties Blue 460.150 MHz 465.150 MHz Supports Police operations with the SLOSO White 460.025 MHz 460.025 MHz State-owned frequency licensed by State for City of SLO mutual aid use OES Law 458.675 MHz 453.675 MHz Radio at Police Department that communicates with OES personnel SO Central 460.550 MHz 465.150 MHz Supports Police communications with Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001-Page 279 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Repeater Repeater Designator Transmit Receive Description of Use SLOSO Public Works City Public Works 155.955 MHz 155.025 MHz Supports Public Works dispatch operations Public Works Alt 154.965 MHz 154.965 MHz Supports Public Works tactical operations Medcom Medcom 2 463.025 MHz 468.025 MHz Monitored by Police and Fire Departments; not currently used for transmitting by City Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 280 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX U Wireless Voice/Data Implementation Cost Components Gartner Consulting Entire contents m 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 281 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Refs Tasks H-1 Low one-time cast of$817,720 is comprised of the following., 3 Base Station/Repeaters $45,000 6 Receive-Only Equipment $36,000 4 Backup Base Station/Repeaters $60,000 1 fiber Interconnection $10,000 1 Paging System Upgrade $25,000 67 Portable Radios $67,000 56 Mobile Radios $140,000 Miscellaneous and Contract Costs $434,720 $817,720 High one-time cost of$1,194,640 is comprised of the following:, 3 Base Station/Repeaters $60,000 6 Receive-Only Equipment $54,000 4 Backup Base Station/Repeaters $80,000 1 Fiber Interconnection $20,000 1 Paging System Upgrade $50,000 67 Portable Radios $100,500 56 Mobile Radios $196,000 Miscellaneous and Contract Costs $634,140 $1,194,640 H-2 Low one-time cost of$386,370 is comprised of the following: 1 MDC Server $80,000 1 Host Connection Fee $1,500 25 Mobile Data Devices $125,000 25 CDPD Charges $12,000 25 Copies of Mobile Data Software $20,000 Miscellaneous and Contract Costs $147,870 • Assumes a leased commercial solution where no Infrastructure investments are required on the part of the City $386,370 High one-time cost of$1,510,650 is comprised of the following: 3 Base Stations $60,000 4 Voting Receive Sites $60,000 2 Major Site Developments $400,000 1 Multi-site Controller $100,000 1 MDC Server $120,000 25 Mobile Data Devices $162,500 25 Copies of Mobile Data Software $30,000 Miscellaneous and Contract Costs $578,150 * Assumes a dedicated data solution involving major infrastructure improvements $1,510,650 H•3 Low one-time cost of$453,000 is comprised of the following: Remote Alarm System $3,000 5 Dispatch Console Upgrades $375,000 5 Furniture Upgrades $75,000 $453,000 Gartner Consulting Entire contents m 2001 Gartner Group, Inc: For internal use of City of San Luis.Obispo only. February 2001-Page 282 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications Ref* iTasks M-1 Low one-time costs of$315,549 is comprised of the following: 21 Remote Telemetry Units $42,000 20 Radios $30,000 8 Wireless,Current Loops $8,000 3 Data Repeaters $30,000 .21 Units of Miscellaneous Equipment $4,200 21 Power Supplies $6,300 21 Batteries $1,680 10 Workstations $10,000 10 RTU/Laptops $40,000 Spare Parts $17,218 Software Licenses $10,000 Miscellaneous $116,149 High one-time costs of$803,380 is comprised of the following: 21 Remote Telemetry Units $210,000 20 Radios $60,000 8 Wireless Current Loops $16,000 3 Data Repeaters $45,000 21 Units of Miscellaneous Equipment $10,500 21 Power Supplies $10,500 21 Batteries $3,150 10 Workstations $20,000 10 RTU/Laptops $50,000 Spare Parts $42,515 Software Licenses $40,000 Miscellaneous $295,715 M-2 Low one-time costs of$352,699 include the following: 34 Remote Telemetry Units $68,000 34 Units of Miscellaneous Equipment $6,800 34 Power Supplies $10,200 34 Batteries $2,720 Spare Parts $8,772 Miscellaneous $56,207 34 Remote Telemetry Units $340,000 34 Units of Miscellaneous Equipment •$17,000 34 Power Supplies $17,000 34 Batteries $5,100 Spare Parts $37,910 Miscellaneous $242,908 Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001-Page 283 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX V Microwave Cost Analysis - Submitted by City Mobile Data Computing Group (as of 2/13/01) 'City of San Luis Obispo ' Wireless Cost Analysis Spread.Spectrum Data Analysis (Microwave) Unit Cost Total Costs Description Low I High I QuantityLow I Hi h Fired Equipment Costs Base Station 3,000 3,500 1 3,000 3,500 Repeaters 4,000 4,500 6 24,000 27,000 Mobile 1,000 1,200 25 25.000 30.000 Total Fixed Equipment Costs 52.000 60.500 User Equipment Costs Mobile Data Devices(Hardware) 5,000 6,500 25 125.000 162,500 Software• 4,500 5,500 25 112.500 .137,500 TotalUserEquipment Costs 237.500 300,000 Includes installation,on-site training and I"year support& maintenance Miscellaneous& Contract Costs Spare Parts(10% of Hardware Costs) 17.,700 22.300 Installation of Hardware (MDCs) 400 500 25 10,000 12.500 Installation of Hardware (Wireless) 25,000 30.000 Sales Tax on Equipment(8.25% of Equipment Cost) 23,900 29.750 Project Engineering(Wireless) 8,500 9,000 Total Miscellaneous & Contract Costs** 85.100 .103,550. .Total One-Time Costs*' 374,600 464,050 ••Does not include Professional Fees or Contingency Funds Professional Fees(Program Management/Integration-15% of Equipment Cost) 43,425 54.075 Contingency(15% of Equipment Cost) 43,425. 54,075 Total 86:850 708,150 Total One-Time Costs Including Professional Fees& Contingency Funds _ 461,450. 57.2-.200. Recurring Costs Basic Software Support 9,000 10,000 Annual Service Costs 9,000 10,000 Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 284 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX W Proposed IT Staffing implementation CurrentPro osed 2000-011 2001-02 2002-03 2003-04 2004-05 Information Systems 5.0 9.0 13.0 16.0 16.0 Information Systems Manager 1.0 1.0 1.0 1.0 1.0 IS Technicians 4.0 4.0 4.0 5.0 5.0 Telecommunications Technicians 3.0 4.0 4.0 4.0 Telecommunications Supervisor 1.0 1.0 1.0 1.0 Database Administrator 1.0 1.0 1.0 Web Architect 1.0 1.0 1.0 Network Services Supervisor 1.0 1..0 1.0 Strategic Systems Supervisor 1.0 1.0 Administrative Assistant 1.0 1.0 Public Worcs3.0 30 _ _3.0__ .__ 3.0_____._ 3.0 GIS Manager 1.0 1.0 1 1.0 1 1.0 1.0 GIS Technician 2.0 2.0 2.0 2.0 2.0 Police 1.0_ 1.0 1.0 1.0 1.0 Public Safety IS Coordinator 1.0 1.0 1.0 1.0 1.0 Fin: __ . _._ _1.0 0.0 0.0 0.0 0.0 Communications Technician 1.0 Utilities 1.0 0.0. 0.0 ...... __ U:0 0.0 Telemetry and InstrumentationTechn_ician 1.0 Total 11.0 13.0 1 17.0 20.01 20.0 Net Chane 2.0 1 4.0 3.0 1 0.0 Gartner Consulting Entire contents 0 2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001-Page 285 Gartner city of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications APPENDIX X Sourcing In the City's effort to adequately allocate staff and functions within its IT enterprise, a key consideration will be to determine how the City can adequately allocate IT resources (support and ,facilities) among its users of IT considering their disparate and, sometimes, vast differences of IT requirements and service demands. The following, therefore, are.IT practices that the City should adopt: 1. Outsourcing of IT Functions - Outsourcing involves a contract developed between the City and a provider of the service and channels all directives and deliveries through that mechanism. Through outsourcing, the City can divest itself of a service which it does not want to perform or for which it does not have sufficient expertise. In exchange, it must retain, if not, develop a skill in the administration of thecontract for that service. IT functions that may be sourced through third-party vendors include functions that: • Are well-defined, repetitive and easily measured • Require skills readily available in the market • Require one-time, specialized skills • Are '`remote from" the specific business of the City (i.e., maintenance of audio-visual facility) 2. Retaining IT Functions In-house - IT functions that should be retained by the City and managed by the IT organization and governing bodies include functions that: • Set strategic direction for IT Gartner Consulting Entire,contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 286 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications • Set IT use policies • Set IT standards • Perform contract administration on outsourced IT functions • Are "close to" the specific business of the City 3. Allocating IT Functions to Departments - IT functions that should be performed by individual departments rather than the IT organization include functions that: • Require knowledge of the industry-specific business process of the department • Require relatively low level of expertise and high level of service timeliness • Require knowledge of the specific roles and responsibilities of department personnel This analysis indicates that the. City should consider outsourcing the following functions: • Some needs assessment, selection, contract negotiation, and project management functions, especially for projects that are non-routine, large, complex, or would benefit from an independent perspective. • Some business application support functions such as software modifications and third level support, except requirements definition, acceptance testing, operation, diagnostics, and contract administration. The City currently outsources some business application support functions. • Some network administration functions such as network design and re- design, some network diagnostics, and network installation, except requirements definition, acceptance testing, operation, diagnostics, and contract. • Some voice and data communications functions such as design, installation, and hardware maintenance, except requirements definition, acceptance testing, operation, diagnostics, and contract administration. • All major server installation and maintenance, except requirements definition, operation, diagnostics, acceptance testing, and contract administration. • Some technology training functions such as training for IT staff, business application training for end users, and advanced office Gartner Consulting Entire contents®2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 287 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications automation training for end users. The City currently outsources some technology training. • All hardware and software installation and maintenance functions for specialized systems. • All web site functions, such as site development and maintenance, except maintenance for back-end databases for web-enabled City business applications. The following functions should be retained by the IT organization: • All Help Desk functions that are provided by staff dedicated to end- user support, operating help desk management software to record and monitor service requests. All network administration functions except those allocated to third party contractors. All network administration third-party contracts should be administered by the IT organization. • All operating system and utilities functions except those allocated to third party contractors. All operating system third-party contracts should be administered by the IT organization. • All voice and data communications functions except those allocated to third party contractors. All voice and data communications third-party contracts should be administered by the IT organization. This also includes devices such as telephones, cellular phones, pagers, etc. • All hardware functions except those allocated to third party contractors. All hardware third-party contracts should be administered by the IT organization. This would include desktop hardware such as PCs and printers. • All business applications maintenance functions except those allocated to third party contractors. All business application third-party contracts should be. administered by the IT organization. This would include first and second level business application support.. • All technology training functions except those allocated to third party contractors. All technology training contracts should be administered by the IT organization. This would include: - assessing technology training requirements - developing a corresponding technology training curriculum and schedule for both departmental users and IT staff - providing common office automation and hardware training facilities for end users • All web site functions except those allocated to third party contractors. All web site development and maintenance contracts should be Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 288 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications administered by the IT organization. This would include maintenance to back-end databases for web-enabled City business applications. Departments should perform the following functions: • Certain business application acquisition and implementation functions, such as requirements definition, project management, acceptance testing, operation, and first-level diagnostics. These functions should be facilitated by departmental liaisons that are business application functional experts. Departmental liaisons are a daily resource for departmental staff and business application advisors to the IT organization. The relationship between departmental liaisons and the IT organization should be guided by a Communications Plan that identifies when and how information will be communicated and utilized by the involved parties. • Certain office automation functions, such as requirements definition, project management, acceptance testing, operation, and first-level diagnostics. To ensure that the benefits of increased consolidation of the IT services are obtained, the City must take effective measures to sustain a responsive IT organization. These measures include: • Establishing a Help Desk managed by the Network Services Supervisor and operated by Computer Technicians or Systems Specialists • Synchronizing hours of support with City Departments' hours of operation • Developing written, measurable Service Level Agreements (SLAs) between the IT Department and its customer departments Refer to Appendix Q for guidelines to establishing effective Help Desk and IT Support Services. The success of the IT organization in meeting City department needs should be evaluated on the basis of negotiated SLAB. IT organizations typically establish SLAs with primary user groups, such as departments using major business applications, that clearly define departmental expectations and how the IT organization intends to meet them. SLAs ensure that the responsiveness of the IT organization will be evaluated on a regular basis based on both subjective and objective criteria. The subjective measures (user feedback) should be the primary criteria for assessing IT organization performance. The subjective criteria include results from routine, periodic user surveys. If these measures suggest poor Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of city of san Luis Obispo only. February 2001—Page 289 Gartner City of San Luis Obispo Strategic Plan 2001 Information Technology and Wireless Voice/Data Communications performance, the objective criteria should be examined to identify problem areas and target them for improvement. The objective criteria include quantitative metrics such as network uptime, telephone hold time, problem resolution cycle time, etc. The SLAs should state that the IS Manager will be held accountable for the performance of the IT organization. Gartner Consulting Entire contents©2001 Gartner Group, Inc. For internal use of City of San Luis Obispo only. February 2001—Page 290