HomeMy WebLinkAboutAgenda Packet - EVWD Board of Directors - 07/08/2015REGULAR BOARD MEETING
July 8, 2015 – 5:30 P.M.
31111 Greenspot Road, Highland, CA
AGENDA
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“In order to comply with legal requirements for posting of agenda, only those items filed
with the District Secretary by 12:00 p.m. on Wednesday prior to the following Wednesday
meeting not requiring departmental investigation, will be considered by the Board of
Directors”.
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CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL OF BOARD MEMBERS
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PUBLIC COMMENTS
Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card
and submit it to the District Clerk prior to the start of the meeting. Each speaker is
limited to three (3) minutes, unless waived by the Chairman of the Board. Under the
State of California Brown Act, the Board of Directors is prohibited from discussing or
taking action on any item not listed on the posted agenda. The matter will automatically
be referred to staff for an appropriate response or action and may appear on the agenda
at a future meeting.
AGENDA - This agenda contains a brief general description of each item to be considered.
Except as otherwise provided by law, no action shall be taken on any item not appearing
on the following agenda unless the Board of Directors makes a determination that an
emergency exists or that a need to take immediate action on the item came to the
attention of the District subsequent to the posting of the agenda.
1.Approval of Agenda
2.APPROVAL OF CONSENT CALENDAR
All matters listed under the Consent Calendar are considered by the Board of
Directors to be routine and will be enacted in one motion. There will be no
discussion of these items prior to the time the Board considers the motion unless
members of the Board, the General Manager, or the public request specific items to
be discussed.
a)Approve the June 10, 2015 regular board meeting minutes (page 4)
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b)Administrative Policies (page 11)
1.Performance Management Policy
2.Compensation Program
c)Resolution 2015.18 – Establish that the Assistant General Manager’s
employment with East Valley Water District shall be on an “At-Will” basis
(page 22)
d)Directors’ fees and expenses for June 2015 (page 27)
NEW BUSINESS
3. Adopt the East Valley Water District Administrative Policies & Programs Manual (page 41)
Recommendation: Adopt
4.Authorize the District to enter into an agreement for construction management and
inspection services for the Plant 134 Booster Station Upgrade and Plant 134
“Getaway” Capacity Upgrade project in the amount of $174,000 to Arcadis USA,
Inc. (Page 194)
Recommendation: Approve
OLD BUSINESS
5.Information Technology Strategic Plan Update and Presentation (page 196)
6.Development Status Update and Presentation (Page 323)
REPORTS
7.Board of Directors Reports
8.General Manager/CEO Report
Drought Update
9.Legal Counsel Report
10.Board of Directors Comments
CLOSED SESSION
11.CONFERENCE WITH LEGAL COUNSEL-EXISTING LITIGATION
[Government Code Section 54956.9(d)(1)]
Name of Case: East Valley Water District v. San Bernardino International Airport
Authority, et al., United States District Court Central District of California Case No.
EDCV14-00138-GAF(SPx)
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12.CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
[Government Code Section 54956.9(d)(1)]
Name of Case: Bear Valley Mutual Water Company, et al. v. Sally Jewell, et al.,
United States Court of Appeals for the Ninth Circuit Case No. 12-57297
13.CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
Significant exposure to litigation pursuant to Government Code Section
54956.9(d)(2)
One Potential Case
ANNOUNCEMENT OF CLOSED SESSIONS ACTIONS
ADJOURN
PLEASE NOTE:
Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet
are available for public inspection in the District’s office located at 31111 Greenspot Road, Highland, during
normal business hours. Also, such documents are available on the District’s website at www.eastvalley.org
subject to staff’s ability to post the documents before the meeting.
Pursuant to Government Code Section 54954.2(a), any request for a disability-related modification or
accommodation, including auxiliary aids or services, that is sought in order to participate in the above-
agendized public meeting should be directed to the District Clerk at (909) 885-4900 at least 72 hours prior
to said meeting.
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Minutes: 06/10/15 etb
Subject to approval
EAST VALLEY WATER DISTRICT June 10, 2015
REGULAR BOARD MEETING
MINUTES
The Chairman of the Board called the meeting to order at 5:30 p.m. Mr. Wayne Brown
led the flag salute.
PRESENT: Directors: Carrillo, Coats, Coleman, Morales
ABSENT:Director Shelton
STAFF: John Mura, General Manager/CEO; Brian Tompkins, Chief Financial
Officer; Tom Holliman, Engineering and Operations Manager; Justine
Hendricksen, District Clerk; Eileen Bateman, Senior Administrative
Assistant
LEGAL COUNSEL: Jean Cihigoyenetche
GUEST(s): Members of the public
SUPPLEMENTAL INFORMATION FROM THE GENERAL MANAGER REGARDING AGENDA
ITEMS
No supplemental information at this time.
PRESENTATIONS & CEREMONIAL ITEMS
No presentations & ceremonial items at this time.
PUBLIC COMMENTS
Chairman Morales declared the public participation section of the meeting open at 5:31
pm.
There being no written or verbal comments, the public participation section was closed.
APPROVAL OF AGENDA
M/S/C (Coats-Coleman) that the June 10, 2015 agenda be approved as submitted.
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Minutes: 06/10/15 etb 2
ACCEPT AND FILE THE FINANCIAL STATEMENTS AS OF, AND FOR THE PERIOD ENDED
APRIL 30, 2015
M/S/C (Coleman-Carrillo) that the Board accept and file the financial statements
as of, and for the period ended April 30, 2015.
DIRECTORS’ FEES AND EXPENSES FOR MAY 2015
Vice Chairman Coats recommended pulling Item #2b from the consent calendar for
discussion and approve Item #2a.
Vice Chairman Coats noted that there were mistakes on Director Coleman’s report; that
Director Coleman entered 51.6 miles to Ontario Airport and 51.6 miles from Ontario
Airport and no parking charges; he also noted that it is not in the best interest of the
District to pay for the additional 51.6 miles for Director Coleman’s wife to take him
home from the airport. He recommends that Director Coleman correct and resubmit his
expense report.
Director Coleman stated that the mileage was due to his wife taking him to the airport
and returning home and then picking him up from the airport and going home, he also
stated that the 51.6 miles was for the miles on the vehicle and not to pay for his wife for
his transportation; he stated that the Board should allow Legal Counsel time to review
the Ordinance and provide direction as he doesn’t want the board to vote in ignorance.
He suggested that the Board take a break to allow Legal Counsel to review the
Ordinance and respond accordingly.
Legal Counsel stated that the payment of expenses is based upon what the Ordinance
states for mileage reimbursement.
Director Carrillo stated that he concurs with Vice Chairman Coats and that this is the
appropriate action to take and receive further clarification of the Ordinance.
Vice Chairman Coats stated that he agreed with Director Coleman; that the Board should
not make a decision in ignorance; that this is the reason his motion is to pull Director
Coleman’s expense report and allow Legal Counsel time to review the Ordinance and
bring back his recommendation to the Board at a future meeting.
M/S/C (Coats-Carrillo) that the Board approve the Directors’ fees and expenses
for May 2015 with the exception of Director Coleman’s expense report which will be
reviewed by Legal Counsel and be brought to the Board for approval at a future meeting.
Directors Carrillo, Coats, Morales voted yes.
Director Coleman voted no.
Director Shelton was absent.
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Minutes: 06/10/15 etb 3
APPROVE THE PROPOSED FY 2015-16 OPERATING AND CAPITAL IMPROVEMENT
PROGRAM BUDGET
The General Manager/CEO provided information regarding the objectives of the budget;
he stated that the District has embarked on a new set of Goals and Objectives, updated
the Core Values and Vision of the organization and has adopted Agency Ideals and
Endeavors which are incorporated throughout the budget.
The Chief Financial Officer gave a brief presentation of the proposed operating budget
and Capital Improvement Program and reviewed Budget factors including the California
Drought, Recycled Water Facility, Conservation Program, Budget Based Water Rates,
Transparency and Accountability, Labor and Benefits, Capital needs of the District,
water production projections, FY 2014-15 and FY 2015-16 Revenue Comparisons, District-
wide expenses and District cost distribution.
Chairman Morales requested clarification regarding the transfer of $464,000 from
reserves for funding the sewer capacity project.
The General Manager/CEO stated that the District’s Wastewater Master Plan identified
deficiencies in the conveyance system; that with the large amount of proposed
development in the City of Highland the District’s staff has identified small
enhancements to the system that would enable the conveyance system to support needs
of the Recycled Water Center and continue to meet the demands of the Governor’s
conservation mandates. He stated that this project will be funded through capital
expenses and temporary reserve funding which will be replenished by impact fees from
future development.
The Chief Financial Officers provided information regarding Capital Investments
including funds for IT hardware, Engineering software, Engineering Tools, two trucks and
a Hydro Excavator.
The Engineering and Operations Manager provided information regarding the District’s
Capital Improvement Projects including Automated Metering Infrastructure, Upper Zone
Booster, Canal Zone Reservoir, Main Replacements, Sewer Capacity Improvements, and
the Recycled Water Center; he noted that staff is pursuing grants and loans to fund
these projects.
The General Manager/CEO addressed the concerns of the Board regarding the Automated
Metering Infrastructure; that route books will be defined and the layout of the plan will
be consistent with grant requirements. He also stated that the system will allow
customers to view their daily water consumption, identify usage by time, assist adhering
to their monthly water budget allotment and assist with water conservation; that the
District is waiting for final approval of grant funding to allow this project to move
forward at no cost to rate payers.
The General Manager/CEO stated that a member of the public identified some
discrepancies in the budget in regards to the number of authorized and funded positions;
that the information provided today is displayed accurately for the public with the
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Minutes: 06/10/15 etb 4
correct number of authorized and funded positions; that the discrepancy was due to
part-time and temporary positions being included. He expressed his appreciation for the
public’s comments and to the Board and staff for their involvement in the budget
process.
Director Carrillo stated that he recognizes the significant challenges that staff has in the
development of the budget with state mandates and reduction in sales. He stated that
as we look to the future and to continue to conserve, this budget is fair and reasonable.
He expressed his appreciation for the revenue stability in order for the Capital
Improvement Project Program to meet the needs of water delivery.
Chairman Morales read into the record an email from Director Shelton as follows: “Due
to a family event planned months ago, I will be out of state for the June 10, 2015 Board
meeting. I am impressed by the work of the entire staff at East Valley Water District in
the preparation of the Draft Budget 2015-2016. Their attendance at the Public Meeting
on June 3, 2015 showed their dedication to the work that was done on the Draft Budget
and their preparation for our future growth and continued maintenance of all East Valley
Water District water conveyance equipment. Serving as a Board Member it is a privilege
and honor to support my fellow Board Members in approval of this Budget Fiscal Year
2015/2016. Thank you, Nanette Shelton.”
Director Coleman stated that he is glad that staff was able to dedicate so much time and
effort preparing the budget and that they were conscientious in gathering the details
and putting forth the information to make it understandable and useful.
Vice Chairman Coats stated that staff went above and beyond in putting this budget
together and appreciates the fact that the budget shows that the District is committed
to total transparency; that this document is readily available for anyone to see exactly
where we are spending rate payer’s money. He also stated that the District will continue
to do as much as we can to improve aging infrastructure for the future of the District.
Chairman Morales stated that the Board and staff recently completed an important
process and adopted the District’s Vision, Core Values and Agency Ideals and Endeavors
that are linked to the General Manager/CEO’s Goals and Objectives He also stated that
the previous budget received a Distinguished Budget Presentation Award and that this
budget is a great accomplishment and is confident that this budget will raise the bar. He
expressed his appreciation to staff for the transparency and clear definition of the
budget.
M/S/C (Coats-Carrillo) that the Board approve the proposed FY 2015-16 Operating
and Capital Improvement Program Budget.
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Minutes: 06/10/15 etb 5
RESOLUTION 2015.10 – A RESOLUTION OF THE BOARD OF DIRECTORS OF THE EAST
VALLEY WATER DISTRICT IN RECOGNITION OF MARTHA T. DURAN’S TWENTY-FIVE
YEARS OF SERVICE
The Chairman of the Board presented the resolution to Ms. Duran in recognition of her
25 years of service with East Valley Water District.
M/S/C (Coleman-Coats) that the Board adopt Resolution 2015.10.
RESOLUTION 2015.13 – SUPPORT PLACING IN NOMINATION JAMES MORALES JR. A
MEMBER OF THE ASSOCIATION OF CALIFORNIA WATER AGENCIES (ACWA) REGION 9
BOARD MEMBER
The General Manager/CEO provided a brief overview of ACWA Region 9 and stated that
the election will be held in August and ACWA is seeking members who are interested in
filling a Board Member position for the 2016-17 term.
M/S/C (Coats-Carrillo) that the Board adopt Resolution 2015.13.
AUTHORIZE THE DISTRICT TO ENTER INTO AN AGREEMENT WITH CANNON
ENGINEERING FOR ENGINEERING CONSULTING AND DESIGN SERVICES FOR THE CITY
CREEK SEWER MANHOLE RELOCATION PROJECT
The Engineering and Operations Manager provided a brief update of the project which
included: manhole relocation, reconstruction, redesign of the project, proposal review
including an evaluation matrix based on the capacity of the team to complete the work,
demonstrated qualifications, project management experience and approach to the
project.
M/S/C (Coats-Coleman) that the Board authorize the District to enter into an
agreement with Cannon Engineering for engineering consulting and design services for
the City Creek sewer manhole relocation project.
BOARD OF DIRECTORS REPORTS
Director Coleman reported on the following: he attended the City of Highland meeting
on June 9th and the items discussed included information regarding a storm drain and
pump station near the 210 freeway and its benefits to City Creek.
Director Carrillo reported on the following: he attended the District’s budget workshop
last week, attended the East Valley Association of Realtors meeting and the items
discussed included a legislation briefing, the District’s budget based rates, drought
updates and that he and Chairman Morales were invited to sit on a water panel
scheduled for July 8, 2015.
Vice Chairman Coats reported on the following: he attended the SBVMWD Press
Conference on June 1st, the items discussed included new restrictions from the
Governor; attended the SBVMWD meeting on June 2nd where they discussed the
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Minutes: 06/10/15 etb 6
submission of the wash plan by the Conservation District and grant funds for SAWPA; he
attended the CSDA meeting regarding budget trailer bill 825 regarding a revised
legislative and regulatory platform for failing water systems; on June 1st Valley District
will hold a press conference regarding new regulations on water conservation, and
meeting conservation requirements in order to continue to obtain grant funding for
projects and a recycled water policy for the region.
Director Shelton was not in attendance.
Chairman Morales had no reports at this time.
Information only.
GENERAL MANAGER/CEO REPORTS
DROUGHT UPDATE
Ms. Malloy, Public Affairs/Conservation Manager, provided information regarding the
current conditions of the drought and the District’s involvement in the proposed Trailer
Bills regarding the use of penalty fees; she reported on the continued need for
conservation measures, continued community involvement with conservation efforts to
assist the District in reaching its target goal of 28%. She also reviewed the District’s Turf
Removal Program and stated that the District has received 50 applications to participate
in the program.
The General Manager/CEO reported on the following: that on June 2nd, staff met with
the new North Fork attorney, Ms. Michele Staples; that tomorrow he will be providing a
presentation and District overview to the retired federal employees group; that there is
a Conservation workshop this Saturday to discuss irrigation drip systems and the Annual
North Fork Tour is scheduled for Thursday, June 18th. He also provided information
regarding the District’s headquarters facility use to date including a Quinceañera and a
50th wedding anniversary party.
Information only.
LEGAL COUNSEL REPORT
Legal Counsel stated that the District had a very productive meeting with the North Fork
attorney and Mr. Kiel; that there will be upcoming Trailer Bills dealing with the drought
issues that will affect the District and conservation efforts.
Information only.
BOARD OF DIRECTORS COMMENTS
Director Coleman stated that in looking at his expense report, he charged 51.6 miles
each way to go to and from the airport which was provided by MapQuest. He noted that
Director Shelton claimed 55 miles and $36 for parking; he stated that if you take the $36
parking fee and multiply it by her rate per miles it comes out to be 120.45 miles so he
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Minutes: 06/10/15 etb 7
drove in his round trip 17.25 miles less than what Director Shelton did and saved $9.66 in
an effort on his part to save the District money and trying to be physically and fiscally
responsible to what is available; that if you look at the mileage on his expense report,
he spent less than other people who have mileage on their expense report and parking
charges because he didn’t park; the parking was $36 and that amounts to 65.45 miles
and his was only 51.6 miles, he stated that he was being responsible and honest and
dedicated to the economic well-being of the District and that’s why his mileage was
round trip and for those who wonder how much money he was making off of this, that
$9.66 to have his wife take him to and from the airport is considerably less than what
she makes at her job, that the dollar figures is his effort to be fiscally responsible and to
save EVWD money and he is not trying to gouge the District.
Vice Chairman Coats congratulated the General Manager/CEO on his recent marriage.
Chairman Morales provided information regarding the Director’s Expenses submission;
that the reports are due on Tuesday at noon the week prior to the Board Meeting. He
stated that Board meetings are not the time to dissect policy and that is the reason why
item #2b was bifurcated from the consent calendar for discussion. He provided his
recommendation in moving forward with the expense submission process and instructed
staff to adhere to an absolute date and time of noon on Tuesday the week prior to the
scheduled meeting; he also requested staff to send automatic reminders 24 hours in
advance of the reports being due.
ADJOURN
The meeting adjourned at 7:02 p.m.
_________________________
James Morales, Jr., Chairman
____________________
John J. Mura, Secretary
Page 10 of 324
BOARD AGENDA STAFF REPORT
Meeting Date: July 8, 2015
Public Hearing D
Discussion Item D
Consent Item �
Closed Session D
June 12, 2015
TO:
FROM:
SUBJECT:
GOVERNING BOARD MEMBERS
GENERAL MANAGER/CEO
ADMINISTRATIVE POLICIES
RECOMMENDATION:
Agenda Item #2b
Staff recommends review and approval of the following revised Administrative
Policies:
1.Performance Management Policy
2.Compensation Program
BACKGROUND/ ANALYSIS:
In September 2014, the District-wide Classification and Compensation Analysis was
completed by Koff and Associates, the District's Human Resources Consulting Firm.
Koff and Associates provided market compensation and benefit findings as well as
recommendations that included employee recognition for the level and scope of work
performed and pay based on a fair and competitive basis. Recomme ndations also
included a performance incentive program which emphasizes pay for performance
rather than longevity.
These recommendations were incorporated into the current Memorandum of
Understanding (MOU) between the District and the San Bernardino Public Employees
Association (SBPEA), which was ratified on November 4, 2014. The policies
recommended below include the revisions made to the District's Compensation and
Performance Management Programs, as well as the specific details of the new Pay for
Performance Program.
At this time, staff recommends the adoption of the following policies:
Page I 1 SR#0477
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BOARD AGENDA STAFF REPORT
Meeting Date: July 8, 2015
Public Hearing O
Discussion Item O
Consent Item C8J
Closed Session O
Agenda Item #2c
June 26, 2015
TO:
FROM:
SUBJECT:
GOVERNING BOARD MEMBERS
GENERAL MANAGER/CEO
ADOPT RESOLUTION NO 2015.18 -RESOLUTION FOR ESTABLISHING THE
EMPLOYMENT STATUS OF DESIGNATED CATEGORY SPECIFICATIONS AND
PROVISIONS
RECOMMENDATION:
Staff recommends that the Board of Directors approve Resolution No 2015.18, which
establishes that the Assistant General Manager's employment with East Valley Water
District shall be on an "At-Will" basis.
BACKGROUND/ ANALYSIS:
In April, 2014, the District contracted with Koff & Associates Human Resources
Consulting Firm to conduct a classification and compensation analysis for all District
positions as well as a comprehensive five-year organizational study.
One of the recommendations resulting from the analysis and organizational study was
for the Assistant General Manager position to be designated as an at-will position.
This recommendation was based on the position requiring a unique amount of
collaboration with the General Manager along with flexibility in responding to a rapid
and changing work environment, ability to maintain high performance levels, capacity
for managing emerging issues, and adaptability to a diverse culture. The analysis and
study also displayed that at-will employment is a common industry practice for
executive level positions such as the Assistant General Manager position.
Most California public employees have constitutionally protected property interest in
continued employment that gives rise to pre-discipline and post-discipline due
process. At-will employees are not, however, vested with a property interest in
continued employment. Rather, at-will employees serve at the "will" of their
Page I 1 SR#0488
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Agenda Item #2d
BOARD AGENDA STAFF REPORT
Meeting Date: July 8, 2015
Public Hearing D
Discussion Item D
Consent Item C8:J
Closed Session D
June 26, 2015
TO:
FROM:
GOVERNING BOARD MEMBERS
GENERAL MANAGER/CEO
SUBJECT: BOARD COMPENSATION I BOARD MEMBER FEES AND EXPENSES FOR JUNE
2015
RECOfv\J\AENDATION:
Approve the Governing Board Members' fees and expenses for June 2015.
BACKGROUND/ ANALYSIS:
The Board has instructed staff to list all director fees and expenses as a separate
agenda item to show full fiscal transparency. Only after Board review and approval
will the compensation and expenses be paid.
AGENCY IDEALS & ORGANIZATIONAL ENDEAVORS:
Presentation of the Governing Board Members fees and expenses supports:
Ideals & Endeavor II -Maintain an Environment Committed to Elevated Public Service
(E)-Practice transparent & accountable fiscal management
REVIEW BY OTHERS:
This agenda item has been reviewed by the Administration department.
FISCAL IMPACT:
The fiscal impact associated with this agenda item is $6,410 which is included in the
current fiscal budget.
Page I 1 SR#0490
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East Valley
Water District
Information Technology
Strategic Plan
June 2015
Report Prepared by:
Page 198 of 324
East Valley Water District Information Technology Strategic Plan
June 2015 Page i
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Page 199 of 324
East Valley Water District Information Technology Strategic Plan
June 2015 Page ii
Table of Contents
1. Introduction and Overview .............................................................................................................................................................................. 1
1.1 Introduction .............................................................................................................................................................................................. 1
1.2 Document Organization and Contents ...................................................................................................................................................... 1
1.3 EVWD Background .................................................................................................................................................................................... 1
1.4 Scope and Objectives of the ITSP .............................................................................................................................................................. 2
1.5 “Listen, Plan, Deliver,” Methodology ......................................................................................................................................................... 3
2. Current Technology Environment .................................................................................................................................................................... 4
2.1 EVWD Technology Assessment ................................................................................................................................................................. 4
“IT Service Satisfaction” Survey.......................................................................................................................................................................... 4
2.2 Consolidated Assessment Recommendations ..........................................................................................................................................10
3. Project Prioritization and Scheduling ..............................................................................................................................................................13
3.1 Introduction .............................................................................................................................................................................................13
3.2 Projects....................................................................................................................................................................................................14
3.3 Enabling Strategies ..................................................................................................................................................................................27
3.4 Project Prioritization Workshop ...............................................................................................................................................................28
4. Conclusion .....................................................................................................................................................................................................31
5. Appendices ....................................................................................................................................................................................................33
Appendix A – Interview List...............................................................................................................................................................................33
NexLevel Information Technology, Inc. assisted the East Valley Water District
in the development of this Information Technology Strategic Plan.
The Plan is intended to be used as a roadmap to help ensure information technology effectively
supports the District’s current and future needs.
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East Valley Water District Information Technology Strategic Plan
June 2015 Page iii
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East Valley Water District Information Technology Strategic Plan
June 2015 Page 1
1. Introduction and Overview
1.1 Introduction
This document, entitled Information Technology Strategic Plan
(ITSP), was developed for the East Valley Water District (EVWD) by
NexLevel Information Technology, Inc. (NexLevel) as the culminating
step in the development of an ITSP for the District.
1.2 Document Organization and Contents
This report contains the following sections:
w Section 1 – Introduction and Overview, provides
information on the scope and objectives of the ITSP
planning effort, the methodology used in the development
of the strategic plan, and the organization and contents of
the plan.
w Section 2 – Current Technology Environment, provides a
high-level overview of EVWD’s present technology
environment, presenting a summary of the analysis and
recommendations developed in the course of the
assessment phase of the project. This includes a summary
of EVWD’s current compliance with information technology
best practices for governance, business technology
applications, service delivery, infrastructure, security, and
administration.
w Section 3 – Project Prioritization and Scheduling, describes
the process that was used to develop the ITSP projects list,
and provides timelines for the in process, new, and future
projects identified by EVWD’s stakeholders / executives,
along with cost estimates for each project.
w Section 4 – Conclusion, provides an overall perspective of
the process through which the ITSP was developed, EVWD’s
next steps and opportunities, and the challenges being
faced by local government organizations in the utilization of
information technology to improve the delivery of services
to internal staff and external customers.
w Section 5 – Appendices, contains additional information
relevant to this report.
1.3 EVWD Background
The East Valley Water District was formed on January 18, 1954, and
since then, has provided retail water service to customers in an
expanding service area which now covers 27.7 square miles. The
District directly serves treated water to approximately 95,000
people in the City of Highland, the eastern portion of the City of San
Bernardino, the San Manuel Band of Mission Indians, and portions
of the County of San Bernardino. In 1964, the District began
providing wastewater collection services to the same service area.
The District has approximately 21,000 water and sewer connections.
The District collects no tax money; all services are financed solely by
rates. The District’s water supply includes groundwater, surface
water and imported water. Groundwater is pumped from the
Bunker Hill Basin, and surface water from the Santa Ana River is
diverted based on rights acquired from the North Fork Water
Company. Imported water is purchased from the San Bernardino
Valley Municipal Water District, the purveyor of water from the
State Water Project.
East Valley Water District strongly believes that its core values are
at the heart of its corporate culture and the foundation of its
organization. These values drive their performance, communication,
and how they provide service to customers. Their values are:
communication, integrity, personal responsibility, customer service,
teamwork, sense of humor, and respect.
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1.4 Scope and Objectives of the ITSP
As shown in Figure 1, Technology Gap, the primary objective of the
Information Technology Strategic Plan is to provide a roadmap that
will help EVWD to effectively allocate resources, time and dollars to
close the gap between its current and future technology needs. As
depicted in Figure 1, although user expectations increase over time,
the capability of existing systems tends to actually decrease, thus
further widening the gap.
Other factors that contribute to the widening of the gap include
staff reductions and challenges in the effective allocation of IT
resources. The technology gap leads to what one technology
research firm has described as “friction” between the users and the
IT organization, and in the absence of effective IT Governance, this
friction tends to worsen over time.
Figure 1 – Technology Gap
The objectives of the Information Technology Strategic Plan are to:
¨ Identify the steps that EVWD should take to stabilize and
improve its information systems, technology, infrastructure
and its ability to deliver information services;
¨ Identify critical enterprise information technology initiatives
and departmental information technology initiatives that
are needed to realize operational efficiencies, to comply
with regulatory and contractual requirements, and to meet
public expectations;
¨ Create Information Technology Project Timeline that maps
the identified projects over the length of the Strategic Plan
based on relevant parameters including priority, resources,
user impacts, costs and risk;
¨ Provide recommendations for a governance structure and
process for the continuing maintenance of the Strategic
Plan objectives, priorities and schedule.
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1.5 “Listen, Plan, Deliver,” Methodology
The methodology used by NexLevel to develop the Information
Technology Strategic Plan is depicted in Figure 2, Master Planning
Methodology. The methodology is composed of three basic phases:
¨ Listen – During which NexLevel works with the client to
conduct a project kickoff meeting, configure and conduct
the IT Service Satisfaction Survey, and conduct interviews
with executives, identified department users, and IT
Division management and staff resulting in a draft list of
potential activities and projects.
¨ Plan – During which NexLevel works with the client to
perform a detailed assessment of their current use of
information systems and technology. This often includes
evaluation of current IT Division practices against IT Best
Practices. The resulting IT Assessment Report is structured
to provide realistic and achievable recommendations for
the client and the client’s IT organization to enable them to
obtain greater value for their investment in information
technology and/or realize improvements in the governance
of information technology and the delivery of IT services.
A key work product from this phase is the development of a
list of enterprise and departmental technology projects for
District review, and subsequent prioritization of those
projects in a Prioritization Workshop. The results of the
strategic planning process and the prioritization workshop
are documented within this plan.
¨ Deliver – During which NexLevel works with the client to
take the results of the prioritization workshop to develop an
IT Strategic Plan.
Figure 2 – Master Planning Methodology
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2. Current Technology Environment
2.1 EVWD Technology Assessment
As depicted in Figure 3, Components of a Technology Assessment,
NexLevel evaluated EVWD’s present use of information technology
through the utilization of several proven tools and methodologies
including 1) an online survey open to all users; 2) interviews with
executives and key department users; 3) interviews with IT
management and staff; and 4) a best practices assessment in which
EVWD’s IT practices were compared to a set of peer best practices.
The result of this analysis was a set of recommendations and
identified actions for EVWD to enable the District to improve the
delivery of information technology services and to improve its
return on investment (ROI) for its information technology
expenditures. Each of these methodologies is briefly described
below.
IT Service Satisfaction Survey
NexLevel utilized an online Information Technology Service
Satisfaction Survey to gather information from District IT customers
regarding the use of technology in the performance of their
assignments, potential barriers to full technology use, and their
overall satisfaction with IT service delivery. The survey is composed
of several types of questions including:
¨ Demographic questions that provide a profile for the
respondents to the survey including their Department /
Division and their role within it (Executive / Management /
Supervisor or Line / Support / Field / Administrative Staff /
Professional Services Staff / Other);
¨ Standard rated response questions that ask the customer to
provide a “rated” response of their satisfaction (Satisfied,
Dissatisfied, or No Opinion) in a specific area. The
responses to these questions are compared to the average
percentage score for the same question for all surveys
conducted by NexLevel for other public sector agencies,
along with a “Best Practices Goal” which represents
NexLevel’s collective experience with public sector agencies
and indicates the range of user satisfaction that would be
achieved by an effective IT organization;
¨ Open-Ended Questions, that permitted respondents to
respond to survey questions in their own words.
The survey analysis generally looks for areas where there are
opportunities for improvement, as ratings lower than “Satisfied”
often point to areas where IT service delivery can be improved.
Figure 3 – Components of a Technology Assessment
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Of the 62 District employees sent the survey, 25 employees
participated – a 40% response rate. It should be noted that the
Information Technology staff did not participate in the survey.
The survey responses indicate the participants are very satisfied
with the IT Division support services. The District’s survey results
are consistent with the feedback and findings obtained during the
department interviews. The user responses to some of the open-
ended questions provide additional insight into the customer
feedback, needs and expectations.
Responses to the open ended question “What does IT staff do
well?” included:
¨ Responds to situations right away and if one person is not
there, the other one steps right in to assist.
¨ Response is quick and they are knowledgeable.
¨ IT staff are always willing and able to help or give advice on
any technology information.
¨ Staff is always available and on top of any situation that
comes up.
¨ This IT staff does everything well in my opinion. There is
nothing that my department has lacked and they are very
quick to respond to any problems.
¨ The IT department has taken on a very strong role and has
brought the District up to date in current technology.
For example, when asked, “If you answered that you are not
satisfied with the equipment you use, please describe the problems
you have experienced”, the responses included:
¨ I don’t have a printer in my office, so several individuals use
one printer in our department and it continually jams.
¨ My computer is new, but I could use a new printer.
¨ I would like to have a more up to date printer and computer
programs.
¨ Easier access from the field.
In response to the question “What additional training do you feel
you need?” the responses included:
¨ Cityworks. I don’t have a clear understanding of how the
data in Cityworks correlates back to Tyler.
¨ More Cityworks and Tyler training.
¨ Training on Microsoft Project.
¨ Telephone training.
¨ How to use the AV equipment in the boardrooms.
User Stakeholder Interviews
NexLevel conducted a series of individual and small group
interviews with District staff and interviews with the IT Manager, IT
staff and GIS consultant with the objectives of identifying:
¨ Barriers to the effective use of technology;
¨ Anticipated future needs and priorities;
¨ Areas where existing automation and or equipment is not
meeting the Department’s needs;
¨ IT service delivery satisfaction;
¨ Current and planned projects that should be factored into
the IT Master Plan.
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Enterprise Priorities
The following items were identified as high-level needs and
priorities for EVWD including:
¨ Introduce processes for IT division staff to ensure timely
and on-going technology maintenance is performed;
¨ Address the areas where reconfiguration of foundation
technology is needed (i.e. Active Directory, Automated
patching and updates, refreshment plans, etc.);
¨ Continue to provide training for department staff and
periodically survey the departments regarding training
needs;
¨ Establish formal procedures for after-hours IT support
requirements and staffing;
¨ Increase the effectiveness of GIS by using GPS to identify
underground assets locations;
¨ Engage additional Cityworks expertise (from Cityworks or a
Cityworks implementation partner or current consultant);
identify an internal subject matter expert and a project
manager in order to enhance the Cityworks Computerized
Maintenance Management System (CMMS) application;
¨ Complete a post implementation evaluation review (PIER)
of the Tyler Incode financial and utility billing system to
analyze how the District is using the applications and
identify opportunities to further leverage the software to
streamline processes;
¨ Transition from stand-alone file servers to virtualized
servers with a separate data storage device;
¨ Evaluate mobile computing features available in current and
future business applications;
¨ Procure services from security professionals to periodically
perform a network penetration test and ensure any
identified vulnerabilities are resolved;
¨ Reconfigure Microsoft Active Directory to allow single sign-
on and other management features;
¨ Establish the policy and maintenance schedule for patch
installation and server reboot. Adjust IT staff work hours to
accommodate their work outside of regular business hours;
¨ Continue creation and updating of technical documentation
to keep it current;
¨ Address current and future cybersecurity vulnerabilities;
¨ Create and adopt appropriate technology policies and
procedures.
Common User Concerns
Common themes identified in the course of the interviews included:
¨ The users communicated that the Tyler Incode System
meets the basic needs as installed but has not been
enhanced or updated to leverage the system further for
more paperless processing and workflow, additional
modules usage, easier reporting and more functionality;
¨ EVWD collects numerous amounts of data and needs a
method to better consolidate and distribute this
information through better reporting /dashboards;
¨ The need for additional training specific to departmental
applications was also frequently cited;
¨ Increase integrations between systems to eliminate
redundant data entry;
¨ Mobility for field operations staff.
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Common Technology Concerns
Common themes identified in the course of the interviews included:
¨ Mobility needs for field staff;
¨ Wi-Fi coverage areas;
¨ Single login desired;
¨ Bring Your Own Device (BYOD) policy needed.
IT Division Interviews
NexLevel met with each member of the District’s IT Division, along
with the IT Manager. These interviews validated what NexLevel
gathered from the District’s technology customers – that the IT
support team is dedicated to providing a high level of customer
service and support to District staff.
Common Concerns
Common themes identified in the course of the IT interviews
included:
¨ Many of the core applications lack department Subject
Matter Experts (SME’s), and additional training should be
provided for department staff to be the first contact for
business process and operations use of the applications;
¨ The IT group identified and is implementing additional tools
to assist in the oversight of technology but would like
additional monitoring tools;
¨ Numerous physical servers, and transitioning to a virtualized
environment, and will need training to support;
¨ Lack of planned file storage and sharing methodology;
¨ No formal refreshment policy established for server /
desktops for future with associated funding;
¨ Future mobile applications for field operations and the
ability to support;
¨ The absence of a comprehensive plan for technology
disaster recovery and technology business continuity to
support the EOC.
IT Best Practices Assessment
Best Practices Conformance and Maturity Level Model
As part of the development of the IT Assessment Report, NexLevel
conducted a standard assessment to determine the degree to which
the District’s IT processes and procedures conform to best practices.
The benefits to improving the degree of compliance with best
practices include:
¨ Greater ability / agility to meet increased user needs for
support and to meet increased public expectations for
access to information and services;
¨ Deriving greater value (in areas such as increased
effectiveness in the delivery of services to the user
community) for investments in technology - this is
measured as a higher return on investment (ROI);
¨ Greater ability to sustain, if not further improve on, the
level of IT service provided to the user community.
Caveat Regarding Best Practices
A word of caution about best practices is appropriate. An IT
organization need not meet or exceed every best practice in order
to provide excellent customer service; however, a higher degree of
conformity with best practices generally enables an IS organization
to sustain service delivery levels over time and to successfully cope
with external and internal factors that have the potential to disrupt
its ability to deliver services.
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The best practices are heavily weighted towards the development
and use of formalized rather than ad-hoc procedures and
supporting documentation since these provide the basis for
sustaining and improving services and service levels. If we were to
compare two comparable IS organizations, providing the same
services and service levels, and with the same degree of user
satisfaction, the organization that has more formalized processes
and documentation will have a higher degree of compliance.
Compliance with Best Practices
NexLevel uses a comprehensive list of best practices that are
categorized into seven separate dimensions to evaluate the
organization’s compliance with best practices. The six dimensions
include:
¨ Technology Governance – Practices related to the leadership
and reporting structure of the IT organization, degree of
management overview, and the consistent tracking of the
delivery of technology services.
¨ Service Delivery – Practices related to coordinating the
processes involved in providing customer support including
training, help desk, and service delivery management, and
the establishment of service level agreements (SLAs) and
tracking of conformance with them.
¨ Business Technology Applications – Practices related to the
management and support of the application information
systems supporting business operations.
¨ Infrastructure – Practices related to acquisition, utilization,
and maintenance of the technology equipment, operating
systems, support software, and communications network
services that are used.
¨ Security – Practices related to the effective use of policies
and standards, user conduct, software tools (filtering,
monitoring, etc.), and audits to validate that material and
software resources are used only for their intended
purposes.
¨ Administration – Practices related to the management of
technology in terms of budgets, maintenance agreements,
software licenses, and the development and maintenance
of current and accurate documentation.
¨ Documentation – Practices related to maintaining current
and accurate documentation of all activities such that
processes can be completed in the absence of any one
individual.
The assessment analysis results were mapped to an IT organizational
maturity model and takes into account the information gathered
through the IT assessment, interviews, and the customer survey to
provide a holistic picture of EVWD’s compliance with best practices as
presented in Figure 4, District’s Compliance with Best Practices.
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Figure 4 – District’s Compliance with Best Practices
In Figure 4 above:
¨ Each of the rings represents a level in the best practice
conformance model with the outer most (red) ring
representing deficiencies in the organizational maturity (the
lowest level of conformity with best practices) and the core
of the diagram representing the highest degree of
conformity with best practices;
¨ NexLevel has plotted the results of the assessment for each
of the best practice dimensions within the rings (the black
points) and then connected them together to depict where
EVWD is from an overall perspective.
Current State of Maturity
Many IT organizations, particularly those that have been under-
funded or under staffed, are struggling to adopt new
technologies while supporting their existing base. Additionally, IT
organizations that are in transition from decentralized service
models to centralized or hybrid service models find themselves
in a reactive state. Consequently, the current state of best
practice compliance for many IT organizations is around 35% (the
middle of the reactive level). NexLevel recommends that IT
organizations work to achieve at least 50% compliance with all
best practices, with 65% being the desired target.
The current state of maturity for the EVWD IT Division considers
the rankings for all of the Assessment Dimensions to determine
the overall compliance with best practices. If the District is
performing consistently within industry standards, we rate that
performance at the green end of the scale. If, on the other
hand, the District is performing at a level that may jeopardize
security, risk of data loss, computer operations, or service
delivery, we rate that performance at the red end of the scale.
Any measurement between the solid green and red indicate
that the District is not performing at an optimum level.
NexLevel found that the EVWD IT support service delivery exceeds
what is typically observed during its technology assessments. The
findings indicate that the IT group under the current IT Manager
provides a very high level of Service Delivery to the District it
supports by providing a proactive and service focus state of
maturity.
General conclusions that support this analysis include:
¨ EVWD has done a good job being able to implement new
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systems quickly but should routinely conduct a PIER (Post
Implementation Evaluation Review) to identify areas that
require further focus;
¨ The transition to the new EVWD headquarters included
updating technology equipment and addressed old
equipment and network speed issues;
¨ A high level of user satisfaction with support services
provided by IT group under the current IT leadership;
¨ Renewed focus, vision and direction to better meet the
staff and customer needs through current technology and
identifying the needs for the future;
¨ Application of technology through the adoption of the ITSP
and the continual updating of the ITSP as needed;
¨ Overall technology support from the Executives and Board.
2.2 Consolidated Assessment Recommendations
As noted, the District performs very effectively in many of the
assessment dimensions. However, there are still opportunities for
improvement, and because of ever changing technology and user
needs, the District must continue to evolve technology
management, services, and support activities to ensure a secure,
reliable, and robust technology environment.
The recommendations developed in the course of the assessment
identify challenges in the use of information technology and
delivery of IT services, including:
Technology Governance
¨ Acknowledge and plan for technology oversight to ensure
the District’s technology strategic direction and the IT
Division resources stay aligned with the District’s top
priorities,;
¨ Review IT division staff count and duties to be sure District
needs are met and positions allocated are adequate;
¨ Invest in continual foundational technology training for IT
staff in new technology and cross-train staff. Establish a
professional development training plan and budget for IT
Division staff;
¨ Provide dedicated project management support for new
technology initiatives and upgrades;
¨ Implement Policies and Procedures to support technology;
¨ Implement service level and support levels to clearly
identify IT, department and staff responsibilities.
Service Delivery
¨ Ensure on-going technology maintenance is performed
timely and routinely;
¨ Continue to provide training for department staff and
periodically survey the departments regarding training
needs;
¨ Fine-tune the Solarwinds Web Help Desk (WHD) application;
¨ Encourage staff to open help desk tickets when support is
needed, rather than contacting IT staff directly;
¨ Establish formal procedures for after-hours support
requirements and staffing;
¨ Create an IT Division catalog with published service levels
that can be used to manage staff expectations;
¨ Establish Organizational Change Management (OCM) to
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assure that any technology that impacts a current business
is presented to minimize the impact on operations and
provides for ease of adoption by staff.
Business Technology Applications
¨ Integrate Tyler Incode Utility Billing service orders with
Cityworks Computerized Maintenance Management System
(CMMS) work orders;
¨ Create a direct link from the Incode Utility Billing application
to Laserfiche;
¨ Increase the effectiveness of GIS by using GPS to identify
underground asset locations;
¨ Provide mobile GIS access to the field crews;
¨ Engage Cityworks expertise (from Cityworks or a Cityworks
implementation partner); identify an internal subject matter
expert and a project manager in order to enhance the
Cityworks Computerized Maintenance Management System
(CMMS) application;
¨ Proceed with implementing the Incode Human Resources
application;
¨ Complete a post implementation evaluation review (PIER)
of the Incode system to analyze how the District is using the
applications and identify opportunities to further leverage
the software to streamline processes;
¨ Continue with implementation of the NeoGov recruiting
application;
¨ Continue with implementation of the Novus Agenda
Management application.
Infrastructure
¨ Transition from a flat to a segmented network environment;
¨ Implement an intranet through oversight by the Technology
Steering Committee to design and identify the on-going
resources and responsibility required to keep the
information current;
¨ Transition from stand-alone file servers to virtualized
servers with a separate data storage device.
¨ Establish a formal technology refreshment policy and
supporting budget. Remain current on Microsoft operating
system versions to avoid using versions that are at the end
of a product’s life cycle;
¨ Establish a desktop technology refreshment policy and
supporting budget that establishes a 4-year replacement
cycle. This helps ensure a reliable, robust and high
performing computer environment;
¨ Encrypt laptop computers to prevent unauthorized access
while using wireless connectivity and in the event of loss or
theft;
¨ Monitor the development of desktop virtualization
technology and its value and suitability for the District.
¨ Evaluate mobile computing features available in current and
future business applications;
¨ Continue with the planned implementation of mobile
device management technology;
¨ Test the generator periodically to ensure reliability in the
event of a power outage;
¨ Determine how the technology equipment in the data
center could be protected from potential damage from the
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overhead fire sprinklers.
Security
¨ Conduct third party network penetration tests and procure
services from security professionals to periodically perform
a network penetration test and ensure any identified
vulnerabilities are resolved.
¨ Require strong passwords with a password expiration
policy;
¨ Reconfigure and implement Microsoft Active Directory to
allow single sign-on and other management features;
¨ Periodically test data recovery procedures;
¨ Develop an IT disaster recovery plan and business continuity
plan;
¨ Develop and publish detailed procedures for IT related
emergency operations center procedures;
¨ Ensure customers understand they must reboot their
desktop computer to complete installation of patches and
antivirus updates. Additionally, consider fully automated
processes;
¨ Establish the policy and maintenance schedule for server
patch installation and server reboot. Adjust IT staff work
hours to accommodate their work outside of regular
business hours;
¨ Centralize server log files to prevent overwriting.
Administration
¨ When possible, migrate administrative duties from IT
Manager to support personnel to reduce the amount of
time IT Division staff support nontechnical functions;
¨ The executive leadership and IT Manager should review IT
budget requests, understand the benefits as well as the
ramifications of delaying refreshment or upgrades;
¨ Major technology purchases should first be reviewed by the
Executive Team and validated as to overall benefits;
¨ Review all maintenance agreements annually to confirm the
agreements provide the appropriate level of service.
Documentation
¨ Continue updating technical documentation to keep it
current and catalog the content for easy management;
¨ Engage the Executive leadership to review policies and
procedures develop by the IT Division and direct District
staff to adopt the policies and procedures.
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3. Project Prioritization and Scheduling
3.1 Introduction
NexLevel is committed to the concept that information technology
needs, services provided, and priorities should be aligned with
business needs and priorities. While there are a number of means
to accomplishing this alignment, the most effective is to integrate
business planning and technology planning within a common
framework, and this is the basis for the project prioritization
workshop.
Figure 5 - Planning and Prioritization Process
Figure 5, Planning and Prioritization Process, depicts the
methodology that was used in the development of the project
schedule that is the core of the Information Technology Strategic
Plan. As depicted in Figure 5, the contributions to the prioritization
process included:
¨ The organization’s vision (business direction and priorities)
and public expectations;
¨ The operational and technology needs and priorities that
were identified by EVWD’s stakeholders and the
recommendations resulting from the IT assessment,
resulting in the projects presented in Section 3.2;
¨ Available resources. Although staff resources most
commonly come to mind (and indeed, staff resource
availability is often a critical limiting component in planning
technology projects); project funding, particularly the ability
to provide stable funding for information technology over
the course of the ITSP, is similarly critical
¨ Enabling technology strategies and trends such as the
integration of operational and technology planning,
resource management, electronic document / content
management, user-centric service delivery, and strategic
sourcing, that can facilitate the achievement of EVWD’s
priorities, are discussed in Section 3.3, Enabling Strategies.
The project schedule that was developed in the prioritization
workshop is provided in Section 3.4, Project Prioritization
Workshop. The project schedule identifies:
¨ Strategic enterprise and departmental projects: High-
priority IT initiatives that were identified by District
stakeholders and that benefit the operation of the District
as a whole;
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¨ IT tasks and activities: Initiatives based on the
recommendations provided in the EVWD IT Assessment
Report that provide the foundation for the delivery of the
services required to realize the enterprise and departmental
tasks and activities.
3.2 Projects
The identified projects are described in the following two tables.
Table 1, Project List Costs and Level of Effort, provides summary
information for each proposed project including:
¨ The project’s name and the department owner;
¨ The status of the project (In Process or New);
¨ The relative level of effort (High, Medium, or Low);
¨ The estimated range of cost (Low to High) in $000’s;
¨ The departments that would be impacted by the project
(i.e., the departments that would use the information
contained in the system, either directly or through an
interface or export).
Table 2, Project List Descriptions and Benefits, provides additional
information on each project listed in previous table in more detail
and includes:
¨ The project’s name and the department owner;
¨ The status of the project (In Process or New);
¨ A more detailed description of the project proposed;
¨ The project benefits.
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Table 1 - Project List Costs and Level of Effort (Estimated range of cost (Low to High) in $000’s)
Project Title Department Owner
(Project Sponsor)
Level
of
Effort
Total Cost
to
Implemen
t - Low
Range
Total Cost
to
Implement -
High Range
Impacted
Departments
In Process Projects
Agenda / Board Report Management Admin M $ 5 $ 7 Admin /
All Departments
Automated Irrigation System GM / Maintenance M $ 10 $ 25 Maintenance
Budget Based Billing Finance H $ 50 $ 75 Finance /
Customer Service
Conference Room Upgrades IT / Admin L $ 15 $ 20 All Departments
Customer Service Quality Management and
Analytics
IT / Customer
Service L $ 5 $ 10 Customer Service
EMV Adoption IT L $ 5 $ 10 IT / Finance
Help Desk System Enhancements IT M $ - $ 5 IT / All Departments
Office 365 Migration IT M $ 15 $ 20 IT / All Departments
Subtotal - In Process Projects $ 105 $ 172
New Projects
AMI (Automated Meter Infrastructure) GM / Customer
Service H $ 20 $ 25 Customer Service
BYOD (Bring Your Own Device) Plan IT M $ - $ 10 All Departments
CCTV - Security Engineering L $ 15 $ 20 Engineering
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Project Title Department Owner
(Project Sponsor)
Level
of
Effort
Total Cost
to
Implement
- Low
Range
Total Cost
to
Implement -
High Range
Impacted
Departments
New Projects (Continued)
Cityworks PIER IT, Ops, Maint,
Finance H $ 50 $ 75 All Departments
Dashboards - Operations and Executives IT M $ 40 $ 50 IT / All Departments
GIS Strategic Plan Refreshment / Enhancements IT / Engineering M $ 50 $ 75 IT / Engineering
Intranet IT M $ 50 $ 75 IT / All Departments
Inventory System Assessment Finance /
Maintenance H $ 25 $ 50 Finance /
Maintenance
IT Disaster Plan IT H $ 50 $ 75 IT / All Departments
Mobile Connectivity IT / Maintenance M $ 25 $ 50 IT / Maintenance
NIST Cyber Security Framework Plan IT M $ 25 $ 50 IT
Operating System (OS) Upgrades IT M $ 10 $ 15 IT / All Departments
Remote Payment Acceptance IT / Customer
Service M $ 10 $ 15 IT / Customer Service
SAN Storage IT L $ 100 $ 150 IT
SCADA Assessment / Strategic Plan IT / Engineering H $ 25 $ 50 IT / Engineering
Single Sign-On / Identity Management Project IT L $ - $ 25 IT / All Departments
Solarwinds Enhancements IT L $ 5 $ 10 IT
Tyler - Incode PIER IT / All Departments H $ 25 $ 50 IT / All Departments
Utility Operations Analytics IT L $ 75 $ 100 GM
Virtualization Project IT M $ 75 $ 100 IT
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Project Title Department Owner
(Project Sponsor)
Level
of
Effort
Total Cost
to
Implement
- Low
Range
Total Cost
to
Implement -
High Range
Impacted
Departments
New Projects (Continued)
Web Filter Content Monitoring Project IT M $ 10 $ 25 IT
Subtotal - New Projects $ 685 $ 1,095
Total - In Process and New Projects $ 790 $ 1,287
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Table 2 – Project List Descriptions and Benefits
(Alpha Order) EVWD “In Process” Projects
1
Agenda / Board Report Management
Department Owner - Admin
Status: In Process
Description: This project is to complete the implementation of the Novus agenda
system providing departmental Board report generation with workflow for electronic
review and approval processing.
Benefits: Ensures consistency and efficiencies in managing the pre-meeting, meeting
and post-meeting processes of legislative items.
2
Automated Irrigation System
Department Owner - GM, Maintenance
Status - In Process
Description: This project is to implement an automated, weather based District
irrigation system at District headquarters. Provides remote and automated access to
irrigation system maintenance and control settings. Includes two-way communication
between the remote and the controller, allows remote activity information to be
displayed on the handheld device. An additional benefit may include a conservation
program for customers.
Benefits: Reduces manual processes and need for employee call out, increases
District's conservation efforts.
3
Budget Based Billing
Department Owner - Finance
Status: In Process
Description: This project is to assess the technology requirements necessary to
support a migration to budget based billing, and provide a plan to address the needs
for each impacted department.
Benefits: The plan will provide a roadmap for the technology support required and
any system requirements to support this change.
4
Conference Room Upgrades
Department Owners - IT, Admin
Status: In Process
Description: This project is to simplify the use of the presentation equipment and
conference room communication systems and to add whiteboard technology. Includes
the removal of unnecessary cabling, labeling of cables and installation of whiteboards.
The project will include initial training and permanent instruction sheets installed in
conference rooms. The General Manager's conference room is funded. Installation for
the four remaining conference rooms will be scheduled after the budget is established.
Benefits: Provides user-friendly technology to conduct meetings and presentations in
District conference rooms.
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(Alpha Order) EVWD “In Process” Projects
5
Customer Service Quality Management
and Analytics
Department Owners - IT, CS
Status: In Process
Description: This project is to complete the implementation of the following modules
through the contract with Zoom International: CallRecord, ScoreCard (Quality
Management), LiveMonitor, ScreenRecord, Speech Recognition, Feedback, and eLearn.
The software is to assist the Customer Service area in managing, reporting on and
recommending ways to enhance the customer experience.
Benefits: Once implemented the system will provide feedback on customer
interactions and provide suggestions for areas of improvement.
6
EMV Adoption
Department Owner - IT
Status: In Process
Description: Adoption of EMV (Euro pay, MasterCard, and Visa) establishes guidelines
that ensure global payment interoperability, management of fraud security, and
maintenance of the worldwide card networks into the future. The District will need to
adopt this payment (chip technology) method and is waiting for Tyler Technologies to
provide the necessary software updates. This will require the District to update the
three remote location kiosks and two bar code readers currently in place at the District
office.
Benefits: Support of future forms of payment through a secure system.
7
Help Desk System Enhancements
Department Owner - IT
Status: In Process
Description: This project is to complete the installation of Solarwinds will be further
leveraged to manage the IT assets, with built-in asset discovery, tracking and
reporting.
Benefits: Provides advanced features and functionality to the IT support staff in
servicing the District staff.
8
Office 365 Migration
Department Owner - IT
Status - In Process
Description: This project is to consider the pros and cons of transitioning to Microsoft
Office 365. Office 365 is a subscription plan that includes access to Office applications,
Exchange, Project, SharePoint and other productivity services over the internet, thus
reducing District IT support for on-going maintenance, patching, upgrades, system
monitoring, and backup. Office 365 will include SharePoint, which could be used to
implement an Intranet, a District business goal. Lync is included and would replace
Web Ex.
Benefits: Reduces the amount of District IT support and management of Office
applications. Enables District to leverage Software as a Service (SAAS) for Exchange
and SharePoint. Supports the District goals for enhanced mobile field computing, as
user settings follow across PC, tablet, phone, or the web.
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(Alpha Order) EVWD “New” Projects
9
AMI (Advanced Meter Infrastructure)
Department Owners - Engineering, CS
Status: New
Description: This project is to complete the full automation of all water meter reading
functions for the District. Currently approximately 3,500 of the 22,000 customer
meters are on automatic meter reading (AMR) that will eventually be converted to
AMI. This project will include an evaluation and identification of the best solution for
the District to move forward with, and to complete the roll-out including a customer
portal. The District IT staff will need to provide technical expertise and support during
the project installation.
Benefits: Automates the collection of water usage electronically, provides early
detection of unusual water usage and provides the customer ability to see usage.
10
BYOD (Bring Your Own Device) Plan
Department Owner - IT
Status: New
Description: This project is to implement a plan with adopted policies for District staff
to use their own devices for District business. A tailored BYOD strategy takes into
account the issues unique to the organization, from number of employees to
regulatory requirements, permitting employees to bring personally owned mobile
devices (laptops, tablets, and smart phones) to their workplace, and to use those
devices to access privileged company information and applications. An important task
is to develop a policy that defines exactly what sensitive company information needs to
be protected and which employees should have access to this information, and then to
educate all employees on this policy. In addition to an established BYOD policy, a
device based security solution is recommended to restrict unauthorized access to the
District’s network.
Benefits: Increased productivity, increased employee / job satisfaction, increased
efficiency with ability to carry only one device, potential cost savings for the District.
11
CCTV - Security
Department Owner - Engineering
Status: New
Description: This project is to identify locations where additional CCTV security
cameras are needed, and to subsequently complete installation and implementation of
the system at identified District sites including wells, booster stations, and other
locations. This project will follow the NIST and SCADA Assessment projects.
Benefits: Provides increased security for District assets and water supply.
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(Alpha Order) EVWD “New” Projects
12
Cityworks PIER
(Post Implementation Evaluation Review)
Department Owners - IT, Ops, Maintenance,
Finance
Status: New
Description: This project entails a comprehensive review of the Cityworks system to
identify areas that the system may be used more effectively to support District
operations. The scope of the PIER review would include 1) reviewing the use of each of
the Cityworks modules; (i.e. inventory management - Cityworks or Tyler) 2) evaluating
duplicate data capture points for closing work orders and payroll time; 3) planning for
and addressing necessary software upgrades; 4) identifying additional areas where
workflow could automate processes; 5) identifying additional reporting needs from the
system; 6) addressing needs for mobile apps and additional mobile hardware for field
workers; 7) reviewing District assets management and facility preventive maintenance;
8) planning for externalizing Cityworks; 9) identifying user training and documentation
needs. Additional activities may be considered for review during this project, with the
end result being a Cityworks strategy and roadmap with priorities, estimated costs and
timelines for implementation.
Benefits: Provides a tactical plan to leverage existing software to increase efficiency
and effectiveness of District staff.
13
Dashboards - Operations and Executives
Department Owner - IT
Status: New
Description: This project is to develop and implement Dashboards for ease of data
access through a centralized and consolidated distribution of reports and pertinent
District information. Dashboard tools would provide data to assist in making decisions,
provide current statistics of to-date sales vs. historic, budget comparisons, CIP
reporting, website stats, leak awareness, kiosk usage, etc. This project would complete
Operational, Water Conservation, and Executive version dashboards. The project
would include an analysis of current COTS systems to identify potential dashboard
tools currently available, or the potential of developing dashboard tools in-house.
Benefits: Provides easy to use tools for Operations to access data, and for
management to monitor organizational activity at a high level with the ability to drill
down when additional information is needed.
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(Alpha Order) EVWD “New” Projects
14
GIS Strategic Plan Refreshment /
Enhancements
Department Owners - IT / Engineering
Status: New
Description: This project is to complete an updated GIS Strategic Plan. This includes a
comprehensive review and assessment of the previous GIS Strategic Plan to review the
status of previous plan objectives and identify the future District GIS goals. The
updated plan will provide recommendations to improve the utilization of GIS as a core
tool for the District. The District has been approached to be a Lighthouse account for
ESRI and will explore the mutual advantages. As-builts, operating manuals and
warranties, water billing / consumption information, waste water data, SCADA and a
myriad of other data can be tied to assets and geographic spatial layers within the GIS
system. Remote access to GIS using a mobile device can significantly increase
efficiency for field crews. The plan should include a training plan for departments.
Benefits: An updated GIS Plan will provide a road map for the District future
investments and focus for enhanced usage.
15
Intranet
Department Owner - IT
Status: New
Description: This project is to implement an Intranet site for the District to provide
collaboration and file sharing based on defined department structures and naming
conventions. This is a Board defined District objective. Licensing for Microsoft
SharePoint is included with the Office 365 project and could be used to support an
Intranet.
Benefits: Provides a centralized location for staff information, department status of
work, highly visible projects status, and other critical information to be shared across
department lines.
16
Inventory System Assessment
Department Owners - Finance / Maintenance
Status: New
Description: This project is to complete an inventory system assessment to determine
how the Cityworks system is being used to maintain the District inventory. The
assessment should identify best practices and potential modifications needed in order
to leverage the current systems available (Cityworks and Tyler). The project will also
identify and implement necessary interfaces where needed. The assessment should
identify opportunities for workflow where possible, consider the use of bar codes and
scanning, automatic points of re-order, etc.
Benefits: Provides better real time analysis and reporting through the enhancement of
current processes and leveraging current District systems.
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(Alpha Order) EVWD “New” Projects
17
IT Disaster Plan
Department Owner - IT
Status - New
Description: This project is to develop an IT disaster plan for the District's current
technology solutions in the event of a disaster or unplanned site interruption. The
effort will include determining the business recovery requirements, prioritizing system
recovery, validating adequate backup and recovery strategies based on requirements,
creating a formal plan inclusive of processes and procedures, and periodic testing of
the final plan.
Benefits: Ability to recover District information technology in the event of a disaster
to assure business continuity.
18
Mobile Connectivity
Department Owners- IT, Maintenance
Status - New
Description: This project is to assess the current Wi-Fi network within the District
plants, facilities and field locations to determine wireless coverage issues. This project
will identify the departmental needs for mobility and available wireless access in the
District's various locations. The assessment should identify the best technology /
hardware to use for mobile communication.
Benefits: Increased efficiency in facilities; implementation / expansion of mobility
projects for field workers.
19
NIST Cyber Security Framework Plan
Department Owner - IT
Status: New
Description: This project is to plan and implement a NIST (National Institute of
Standards and Technology) security framework that provides a roadmap to create,
guide, assess and improve comprehensive cybersecurity programs. The framework will
allow the District a degree of cyber security sophistication, along with the ability to
apply the principles and best practices of risk management to improve the security and
resilience of their critical infrastructure. The District will use the framework to
determine their current level of cybersecurity, set goals for cybersecurity that align
with their business environment, and establish a plan for improving or maintaining
their cybersecurity.
Benefits: The adoption of a Cyber Security Framework Plan will assure that the District
data and infrastructure system are safe and secure.
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(Alpha Order) EVWD “New” Projects
20
Operating System (OS) Upgrades
Department Owner - IT
Status: New
Description: This project is to complete the upgrade from Windows 7 to Window 10
for approximately 70 workstations, as well as update the servers from Windows Server
2008 to Windows Server 2012. This project should include any necessary training of
District staff on enhanced OS features or functions.
Benefits: Maintaining current software version is important to maintain vendor
support and to take advantage of advanced system functionality.
21
Remote Payment Acceptance
Department Owner - IT
Status: New
Description: This project will access vendors offering remote payment remittance
capabilities through local merchants. i.e. (CVC, Walmart, Dollar General, etc.) The
project includes identification of the third party processing agent, updating the District
utility bills with the necessary bar coding data and completing an interface to the Tyler
Technologies Incode system.
Benefits: Provides customer convenience by adding an additional ways for the District
customers to make utility billing payments. The solution may be more cost effective for
the District.
22
SAN Storage
Department Owner - IT
Status - New
Description: This project is to purchase and implement a storage area network (SAN).
A SAN is a dedicated high-speed network that interconnects and presents shared pools
of storage devices to multiple servers.
Benefits: Replaces multiple storage devices, simplifies back-up and allows for dynamic
addition of storage space.
23
SCADA Assessment / Strategic Plan
Department Owners- IT, Engineering
Status: New
Description: This project is to conduct a tactical SCADA Assessment and prepare a
SCADA Strategic Plan. The assessment will review the current SCADA upgrade status
and the third party maintenance agreement to provide support. The assessment
should include how SCADA is currently being used and how the District can further
leverage the system for analysis and reporting, along with the potential for
integrations. The assessment and long term SCADA Strategic Plan should additionally
address consistent configuration, the hardware that SCADA resides on, and the
security in terms of physical and cyber security. At the completion of the plan
additional projects will be identified and funding sources will be required.
Benefits: This plan will address the long-term support and leverage of the SCADA
system to provide enhanced ability to manage facility operations and capture data for
reporting.
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(Alpha Order) EVWD “New” Projects
24
Single Sign-On /
Identity Management Project
Department Owner - IT
Status - New
Description: This project is to implement both local Active Directory capabilities along
with a single sign-on/identity management solution to allow users to log in once to
gain access to all systems they are authorized for, without additional log in prompts.
With a single login, employees gain simple one-click access to all their cloud
applications from their smartphones, tablets and computers. The project would follow
the Office 365 project.
Benefits: Provides user convenience and reduces the time and cost of managing
multiple usernames and passwords.
25
Solarwinds Enhancements
Department Owners - IT
Status: New
Description: This project is to procure and implement SQL database performance
monitoring and server management tools.
Benefits: Ability to monitor activity and performance of Microsoft SQL Server.
26
Tyler - Incode PIER
(Post Implementation Evaluation Review)
Department Owners- IT, All Departments
Status: New
Description: This project is to complete a PIER of the Tyler Incode implementation in
order to address current issues, identify additional modules to implement (CALFER &
HR), confirm reporting needs are being met, interface with Laserfiche for document
look-up directly from Tyler, determine opportunities for mobility, streamline and
eliminate redundant data entry (Tyler to Cityworks),and provide additional follow-up
training.
Benefits: Provides a tactical approach to fully leverage the software system.
27
Utility Operations Analytics
Department Owner - Engineering
Status: New
Description: This project is to implement a conceptual water modeling application to
assist with managing service. Through the utilization of data the District will be able to
complete real-time analytics to minimize risks and impacts to customers.
Benefits: Identifies opportunities for optimization, provides long-term cost savings to
the District.
28
Virtualization Project
Department Owner - IT
Status - New
Description: This project is to move the District from single servers for each
application to a virtualized environment. This technology consolidates the physical
hardware currently needed and migrates support to virtual machines. Virtual
platforms provide additional flexibility and reduce the number of physical servers,
processors, and operating systems needed to support the District.
Benefits: Provides increased processing power and reduced operational costs.
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(Alpha Order) EVWD “New” Projects
29
Web Filter Content Monitoring Project
Department Owner - IT
Status - New
Description: This project is to implement a web content filtering tool that provides
flexible controls for regulation of online activity. Allows for creation of policies that
control user access to 99.7 percent of commonly visited websites. Content filtering
policies can be customized to restrict specific websites or look for patterns in web
addresses. Includes tools for reporting of user activity, potentially suspicious activities,
blocking known malicious sites, a live view of TCP connection usage, and summary data
of network usage.
Benefits: Provides fast and easy way to deploy robust web security and policy
enforcement.
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3.3 Enabling Strategies
During the development, execution, and maintenance of the
Information Technology Strategic Plan, EVWD should consider
industry trends and enabling strategies. These strategies should be
at the forefront throughout future planning processes, as they can
serve to enable the District to continually improve its ability to
deliver IT services more effectively and get more value (i.e., quality
and productivity) from current technology investments, existing staff
resources and external service providers. Enabling strategies include
the following:
Ü Integration of Operational and Technology Planning
Planning documents often speak to the need to align technology
plans and directions with business or operational needs and
priorities – generally this implies a two-step process in which
operational plans are developed and then technology plans are
crafted to support them. NexLevel believes that this process is not as
effective as it could be since the transformative impact of technology
should be considered in the course of developing business plans, not
afterwards. Industry best practices and research confirm that
organizations that integrate business and technology planning in a
common framework achieve better results than those that do not.
Ü Resource Management
The oversight of the use of technology has multiple levels. At the
simplest level, governance is generally concerned with promoting the
coordination of information technology priorities, directions, and
objectives across the organization to prevent silo projects that are
undertaken without full consideration of organization-wide
processes or existing investments. At more complex levels,
governance becomes concerned with the long-term allocation of IT
Division and departmental resources (budget, staff resources, and
technology resources) to obtain higher returns on the organization’s
investment in technology and in ensuring that the organization has a
sustainable funding model for information technology.
One of the paradigm shifts related to the adoption of higher levels of
oversight related to viewing technology costs in terms of programs
(i.e., looking at all costs related to the use of a technology including
initial capital / acquisition costs, support (resources) costs,
enhancement costs and replacement costs) over its lifespan rather
than in terms of individual projects. The development and
maintenance of program costs for technology is a key component in
the development of sustainable funding plans.
Ü Organizational Change Management
Increasingly, organizations find that organizational change
management (OCM) is a critical component in obtaining long-term
benefits from projects intended to improve operations and in
minimizing their impact on operations. OCM provides a
methodological framework for managing the effects of the
implementation of new business processes, changes in
organizational structure, or changes in culture (including changes in
focus and change in performance metrics).
OCM places a focus on improving communication, setting expectations,
and working to minimize the impact of misinformation. The
implementation of effective OCM capabilities is a critical factor in
enabling organizations to maximize the value that they receive from
the implementation of enterprise systems.
Ü Project Management
NexLevel believes that following proven project methodology
processes will provide significant benefits to the District. Particularly
with regard to initiating IT related projects requiring resources,
hardware, support services, maintenance, implementation, etc.
Maintaining the ITSP Project Schedule (provided in Figure 6) and
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tracking the progress for the technology will require an adopted
methodology.
Ü Mobile Computing and the “Consumerization” of IT
Collectively, these trends represent a significant opportunity to
improve the effectiveness and timeliness of service to the public;
however, they are also vexing for enterprise IT planners since users
need access to enterprise information and services from portable
devices that are subject to loss and damage using public networks
that are not secure, and they are increasingly doing so with devices
of their own choosing, adding complexity (and thus cost) to the
process of mobile device management and potentially exposing the
enterprise to cyber-attacks.
Nonetheless, mobile computing is a “game changer” in the public
sector, enabling information to be entered or updated on a real time
basis and eliminating the need to capture information on paper or
offline and then enter or upload the information in the office, and
providing real-time information when it is most needed (i.e., in
responding to incidents and emergencies).
3.4 Project Prioritization Workshop
As a part of NexLevel’s IT strategic planning methodology, we utilize a
workshop setting to facilitate the prioritization of the various IT
related projects identified during the user interviews and through the
user survey tool. The Project Prioritization Workshop provides an
opportunity for the District to review proposed projects and
determine the order of priority in which they should be implemented.
Prior to the formal workshop, NexLevel distributed a Prioritization
Workshop Package for review to the District to confirm the projects
identified and as an opportunity for the district to change or add to
the findings. The District’s Prioritization Workshop was then
conducted on Wednesday, February 11, 2015. District participants
included the IT Manager and staff.
The agenda included:
¨ Briefing the participants on the methodology to be used and
the “ground rules” for the workshop including:
- That the participants were all working from a common
framework;
- That each participant would have the opportunity to
voice their opinions, and that the group will openly
consider each other’s concerns and suggestions;
- That the participants would actively support the group's
decisions as the best possible at this time;
- That the participants were prepared and committed to
working together.
¨ Reviewing and prioritizing the projects identified in the
project list (Table 2) and any new projects identified in the
course of the workshop;
¨ The prioritization process is guided by a number of key
factors including: need / business value, dependencies on
other projects, and the availability of the technology
resources needed to complete the project;
¨ Establishing the high-level timeline that is the basis for the
Information Technology Master Plan Roadmap, using
NexLevel’s “Blue Wall” methodology which facilitates the
collaborative development of the project timeline on a
project by project basis;
¨ Reviewing the next steps.
Figure 6 – ITSP Project Schedule depicts the results of the collective
efforts of the participants in the workshop. As shown, projects were
plotted by the participants along a timeline that began in FY
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2014/2015 and continued through FY 2019/2020.
The projects estimated timeline to complete is indicated. The
timelines for each project should be evaluated annually. Projects that
could not be placed in a timeframe by the participants were
scheduled for “Future.”
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LEGEND:u Project Planning n Project Work m PIER q Resulting Work
Future
Project Names
Project Start Order J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J
Agenda / Board Report Management nnnnnn m
Automated Irrigation System nnnnnn m
Customer Service Quality Management and
Analytics nnnnnn m
EMV Adoption nnnnnn m
Help Desk System Enhancements nnnnnn m
Budget Based Billing nnnnnnn nnnnn m
Conference Room Upgrades nnnnnnn nnnnn
m
Office 365 Migration u nnnnnn nnn
m
AMI (Automated Meter Infrastructure) First Pilot u nnnnn nnnnn
m
SAN Storage uu nn m
Virtualization Project u nnn nn
m
Operating System (OS) Upgrades u nnn nn
m
Web Filter Content Monitoring Project u nnn m
Inventory System Assessment u nnnnnn qqqq m
NIST Cyber Security Framework Plan u nnnnnn m
SCADA Assessment / Strategic Plan u nnnnn n qqqqq m
GIS Strategic Plan Refreshment / Enhancements u nnnnn n qqqqqqqqqqq m
Cityworks PIER u nnn n nn qqqq m
Tyler - Incode PIER u nnnnnn qqqq m
Remote Payment Acceptance u nnnnnn m
CCTV - Security u nnnnnnn m
Intranet u nnnnn m
Solarwinds Enhancements u n m
Single Sign-On / Identity Management Project u nn m
IT Disaster Plan u nnnnnn qq qqq m
Dashboards - Operations and Executives u nnnnnn m
Utility Operations Analytics u nnn m
BYOD (Bring Your Own Device) Plan u nn m
Mobile Connectivity Future
East Valley Water District - IT Projects Timeline
FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19
Q3Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2 Q2 Q3 Q4Q4Q1Q2Q3Q4Q1
Figure 6 – ITSP Project Schedule
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4. Conclusion
The results of the IT Assessment demonstrate that the IT Division
management and staff are dedicated, have the best interests of the
District at heart and strive to provide quality technical support
services. The District core technology foundation is strong and
serves the staff and public well on a day to day basis. Departments
are supportive, and are interested in working with the IT Division to
further enhance their future technology requirements.
NexLevel would like to emphasize several areas that have emerged
in the course of developing the Information Technology Strategic
Plan for EVWD. The first area concerns technology oversight.
Information Technology Strategic Plans are often likened to
roadmaps in that they chart the optimal route for an organization
from where they are today (“the current state”) to where they need
to be (“the target state”); however, there are other similarities as
well. Just like any trip, the destination may change as may the
interim stops along the way, and as anyone who has travelled with
family knows, there are often those who question, “Do we really
have to go?“, “Are we there yet?” and “Can we get there faster?”
These questions are all too familiar to organizations that are
working to transition their technology environments to an
enhanced state, and underscore the critical role that technology
oversight, coupled with well-defined and measurable objectives,
plays in the transformation of technology environments.
A strong oversight and collaborative executive effort needs to play a
large role as the Information Technology Strategic Plan progresses
and this is why having a strong commitment to the continuing
governance / oversight of technology is so critical to its success.
Just as in any trip, priorities may change and obstacles may be
encountered, and regular technology oversight is needed to make
informed decisions as to how best to allocate resources and to
overcome obstacles. Critics often complain that any formal
technology governance stifles organizational agility; however, the
reality is that the opposite is true: a strong executive and
collaborative oversight enables organizational agility by allowing
them to allocate their technology resources to the most critical
projects and to keep technology objectives aligned with district
business objectives and priorities.
Consistent oversight is the key factor that transforms an
Information Technology Strategic Plan from being “shelf ware” to a
tool to drive organizational effectiveness. The ITSP is a living
document that the District should continually review and update as
part of an executive meeting. NexLevel recommends that the
District Executive meeting agenda include an item to review the
status of the ITSP.
The second thought relates to the nature of information technology
and the establishment of the foundation for the effective use of the
EVWD core business applications implemented by the District. Figure
7, Technology Expenditures and Return on Investment, depicts the
relationships between the components of an organization’s
information technology infrastructure, the organizations cumulative
total cost of ownership (TCO) for information technology and it’s
return on investment (ROI) for those expenditures.
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Figure 7 – Technology Expenditures and Return on Investment
The implementation of any enterprise software suite (and the ability
for an organization to realize its benefits) is dependent on the
successful implementation and support of all of the supporting
components of the information technology infrastructure including
the shared infrastructure (servers, storage devices, etc.), user
infrastructure (desktops, etc.), and enabling technologies.
Weaknesses in any of these supporting components can
significantly impede the effectiveness of a business application
(such as an ERP software suite) by reducing availability,
performance, and reliability. Not fully implementing a product’s
modules may cause users to resort to the use of ad-hoc databases
and spreadsheets. These “shadow IT” applications defeat the basic
reasons for implementing an integrated business suite in the first
place and further reduce the organization’s ROI while introducing
significant security and data consistency issues. It is very important
for EVWD to look at its technology environment in a holistic manner
and ensure that the foundation core business applications remain
solid.
Lastly, effective leverage and organization of the IT Division’s
technology resources is critical to the successful implementation of
the Information Technology Strategic Plan. As noted in the IT
Assessment, the IT Division provides very satisfactory services to the
staff and has a real willingness to learn and take on new technology
to enhance the day to day operations at the District.
While the IT Division personnel have an overall disposition to
provide a high level of service to the District staff they support, the
future may present challenges in meeting all the demands. The
current IT Division staffing provides little or no capacity for
technology planning, documentation, future visioning, or active
collaboration with District executives and users in advance of
technology needs. The ITSP projects and resources necessary to
complete them may require alternative service delivery or
additional temporary staff.
The District’s technology structure, including the size of the
network, number and complexity of applications, and sophistication
of its users, has grown significantly. NexLevel’s observation is that
both IT and District management has made significant efforts to
improve the District’s technology structure in conjunction with the
new headquarters. While the creation of the ITSP represents the
next step, we believe that implementation of the recommendations
contained in this Information Technology Strategic Plan will help the
District improve service delivery to its internal customers and the
public, along with potentially achieving operational efficiencies and
associated cost savings.
Page 233 of 324
East Valley Water District Information Technology Strategic Plan
June 2015 Page 33
5. Appendices
Appendix A – Interview List
Participants Title Department
John Mura General Manager/CEO Administration
Mike Maestas Assistant General Manager Administration
Kelly Malloy Public Affairs/Conservation Manager Public Affairs
Aida Nunez Senior Customer Service Representative Customer Service
Carol Cales Customer Operations Supervisor Customer Service
Tom Holliman Engineering and Operations Manager Engineering
Brian Tompkins Chief Financial Officer Finance
Kerrie Bryan Human Resources/Risk and Safety Manager Human Resources and Risk Management
Gerald Sievers Maintenance Superintendent Operation and Maintenance
Allen Williams Operations Supervisor Operation and Maintenance
Mike Hernandez Operations Superintendent Operation and Maintenance
Aaron Albrecht IT Support IT Division
Bruce Miller GIS Consultant IT Division
Sarah Kurth IT Support IT Division
Robert Peng IT Manager IT Division
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LEGEND:Project Planning Project Work PIER Resulting Work
Future
Project Names
Project Start Order J ASONDJFMAMJ JASONDJFMAMJ JASONDJFMAMJ JASONDJFMAMJ JASONDJFMAMJ
Agenda / Board Report Management
Automated Irrigation System
Customer Service Quality Management and Analytics
EMV Adoption
Help Desk System Enhancements
Budget Based Billing
Conference Room Upgrades
Office 365 Migration
AMI (Automated Meter Infrastructure) First Pilot
SAN Storage
Virtualization Project
Operating System (OS) Upgrades
Web Filter Content Monitoring Project
Inventory System Assessment
NIST Cyber Security Framework Plan
SCADA Assessment / Strategic Plan
GIS Strategic Plan Refreshment / Enhancements
Cityworks PIER
Tyler - Incode PIER
Remote Payment Acceptance
CCTV - Security
Intranet
Solarwinds Enhancements
Single Sign-On / Identity Management Project
IT Disaster Plan
Dashboards - Operations and Executives
Utility Operations Analytics
BYOD (Bring Your Own Device) Plan
Mobile Connectivity Future
Q2 Q3 Q4Q4 Q1 Q2 Q3 Q4 Q1Q3Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
East Valley Water District - IT Projects Timeline
FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19
Page 306 of 324
JULY 8, 2015
INFORMATION
TECHNOLOGY
STRATEGIC PLAN
Page 307 of 324
IT STRATEGIC PLAN OVERVIEW
•Conducted by NexLevel Information Technology
•Objectives
– Stabilize and improve information systems, technology,
infrastructure, and service delivery
– Identify required initiatives to realize operational
efficiencies, compliance, and to meet expectations
– Create Information Technology Project Timeline
– Provide recommendations for governance to maintain
execution of the Strategic Plan
2
Page 308 of 324
Methodology
LISTEN PLAN DELIVER
Project Kick-off Best Practices Assessment Strategic Plan Development
IT Service Satisfaction Survey Project Prioritization Workshop IT Strategic Plan
IT Staff Interviews
Stakeholders Interview
3
Page 309 of 324
4
LISTEN
IT SERVICE SATISFACTION SURVEY AND
INTERVIEWS
Page 310 of 324
IT SERVICE SATISFACTION SURVEY
100
100
100
100
100
100
100
83.3
100
100
81.2
85
69
70.3
75.1
75.1
88.7
67.3
63.2
79.9
0 20 40 60 80 100 120
IT Staff Ability
Technical Knowledge
Follow Up on Service
Understanding of Business Functions
Understanding of EVWD Objectives
Speed and Reliability of Technology
Control of Malware
Satisfaction with Equipment
Technology Leadership/Planning
Overall Service
Peer Average EVWD
5
Page 311 of 324
IT STAFF RESPONSE TIMES
55%
30%
0%
15%
0%
Immediately
Within 4 Hours
Within 4 Hours
Within 1 Day
More Than Day
6
Page 312 of 324
INTERVIEWS
•Conducted by NexLevel Information Technology
•Interviewees included IT staff, Managers and
Supervisors, Executive Management
•Objectives of Identifying:
– Barriers to the effective use of technology
– Anticipated future needs and priorities
– Automation and/or equipment not meeting needs
– IT service delivery satisfaction
– Current and planned projects
7
Page 313 of 324
ENTERPRISE PRIORITIES
•Continue to provide training
•Increase the effectiveness of GIS
•Engage additional Cityworks expertise
•Conduct Post Implementation Evaluation Reviews
•Transition to virtualization and centralized storage
•Address current and future cybersecurity
vulnerabilities
•Consolidate and distribute data with better reporting
and dashboards
•Increase integrations between systems
•Mobility for field operations staff
8
Page 314 of 324
9
PLAN
IT ASSESSMENT AND PROJECTS
Page 315 of 324
BEST PRACTICES ASSESSMENT
•Assessment of processes
and procedures categorized
in 7 dimensions
•Aimed to improving the
degree of compliance with
best practices
– Improving ability and agility
to meet increased needs
and expectations
– Deriving greater value for
investments in technology
– Sustain and improve the
level of IT service
•Recommendations have
been developed to improve
in each dimension
10
Page 316 of 324
PROJECTS – PLANNING AND PRIORITIZATION
•Projects and their priorities are aligned with
business needs and priorities
•Operational and technology needs were identified
from interviews and IT Assessment
•Project Prioritization Workshop was conducted to
refine the priorities
•Projects are assigned:
– Department owner (sponsor)
– Level of Effort
– Implementation Cost Range
– Impacted Departments
11
Page 317 of 324
PROJECTS BY YEAR
Completed
1
Current
10
2015/16
9
2016/17
3
2017/18
3
2018/19
2
Future
10
1
2
3
4
5
6
7
8
9
10
11
Page 318 of 324
13
DELIVER
IT STRATEGIC PLAN PROGRESS
Page 319 of 324
PROJECTS IN PROGRESS
•Agenda Management
•Customer Service Quality Management/Analytics
•EuroPay, MasterCard, Visa (EMV) Adoption
•Helpdesk System Enhancements
•Budget Based Billing
•Office 365 Migration
•Advanced Metering Infrastructure (AMI) Planning
•Storage Area Network
•Virtualization
•Operating System Upgrades
14
Page 320 of 324
STRATEGIC PLAN OVERSIGHT
•Business needs and priorities will change
•Technology Steering Committee (TSC)
– Collaboration with each department
– Ensure the effective and efficient use of technology
– IT priorities are aligned with the District’s top priorities
•Periodically review and update the IT Strategic Plan
15
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JULY 8, 2015
INFORMATION
TECHNOLOGY
STRATEGIC PLAN
IT STRATEGIC PLAN OVERVIEW
•Conducted by NexLevel Information Technology
•Objectives
–Stabilize and improve information systems, technology,
infrastructure, and service delivery
–Identify required initiatives to realize operational
efficiencies, compliance, and to meet expectations
–Create Information Technology Project Timeline
–Provide recommendations for governance to maintain
execution of the Strategic Plan
2
Methodology
LISTEN PLAN DELIVER
Project Kick-off Best Practices Assessment Strategic Plan Development
IT Service Satisfaction Survey Project Prioritization Workshop IT Strategic Plan
IT Staff Interviews
Stakeholders Interview
3
4
LISTEN
IT SERVICE SATISFACTION SURVEY AND
INTERVIEWS
IT SERVICE SATISFACTION SURVEY
100
100
100
100
100
100
100
83.3
100
100
81.2
85
69
70.3
75.1
75.1
88.7
67.3
63.2
79.9
0 20 40 60 80 100 120
IT Staff Ability
Technical Knowledge
Follow Up on Service
Understanding of Business Functions
Understanding of EVWD Objectives
Speed and Reliability of Technology
Control of Malware
Satisfaction with Equipment
Technology Leadership/Planning
Overall Service
Peer Average EVWD
5
IT STAFF RESPONSE TIMES
55% 30%
0%
15%
0%
Immediately
Within 4 Hours
Within 4 Hours
Within 1 Day
More Than Day
6
INTERVIEWS
•Conducted by NexLevel Information Technology
•Interviewees included IT staff, Managers and
Supervisors, Executive Management
•Objectives of Identifying:
–Barriers to the effective use of technology
–Anticipated future needs and priorities
–Automation and/or equipment not meeting needs
–IT service delivery satisfaction
–Current and planned projects
7
ENTERPRISE PRIORITIES
•Continue to provide training
•Increase the effectiveness of GIS
•Engage additional Cityworks expertise
•Conduct Post Implementation Evaluation Reviews
•Transition to virtualization and centralized storage
•Address current and future cybersecurity
vulnerabilities
•Consolidate and distribute data with better reporting
and dashboards
•Increase integrations between systems
•Mobility for field operations staff
8
9
PLAN
IT ASSESSMENT AND PROJECTS
BEST PRACTICES ASSESSMENT
•Assessment of processes
and procedures categorized
in 7 dimensions
•Aimed to improving the
degree of compliance with
best practices
–Improving ability and agility
to meet increased needs
and expectations
–Deriving greater value for
investments in technology
–Sustain and improve the
level of IT service
•Recommendations have
been developed to improve
in each dimension
10
PROJECTS – PLANNING AND PRIORITIZATION
•Projects and their priorities are aligned with
business needs and priorities
•Operational and technology needs were identified
from interviews and IT Assessment
•Project Prioritization Workshop was conducted to
refine the priorities
•Projects are assigned:
–Department owner (sponsor)
–Level of Effort
–Implementation Cost Range
–Impacted Departments
11
PROJECTS BY YEAR
Completed
1
Current
10
2015/16
9
2016/17
3
2017/18
3
2018/19
2
Future
1 0
1
2
3
4
5
6
7
8
9
10
11
13
DELIVER
IT STRATEGIC PLAN PROGRESS
PROJECTS IN PROGRESS
•Agenda Management
•Customer Service Quality Management/Analytics
•EuroPay, MasterCard, Visa (EMV) Adoption
•Helpdesk System Enhancements
•Budget Based Billing
•Office 365 Migration
•Advanced Metering Infrastructure (AMI) Planning
•Storage Area Network
•Virtualization
•Operating System Upgrades
14
STRATEGIC PLAN OVERSIGHT
•Business needs and priorities will change
•Technology Steering Committee (TSC)
–Collaboration with each department
–Ensure the effective and efficient use of technology
–IT priorities are aligned with the District’s top priorities
•Periodically review and update the IT Strategic Plan
15
WEDNESDAY, JULY 8, 2015
STATE DROUGHT UPDATE
2
MONTHLY REPORT
3
•Update SWB on
Conservation Efforts
•Measures Residential
GPCD Reduction
•Tracks Progress
Towards 28% Goal
CONSTRUCTION RESTRICTIONS
4
•Response to
Community Concern
•Maintain Consistency
•Establish Clear
Communication
CONSERVATION SUB-COMMITTEE
5
•Discussion Topics
–Rebate Programs
–Regulations
–Drought Update Reporting
–Outreach Efforts
–Commercial Projects
JULY 8 2015 Developments with
Will Serve Letters
Developments with Will Serve Letters
2
Status Type of Development
Will Serve Letters Issued for Developments
Tract Number Development Name Number of Units Will Serve Letter Issue Date
Construction Condominiums17682Glenrose Ranch 118 Yes 2-Jun-15
Single Family Residence
18583 Centerstone Community
18893 Arnott Property 600 Yes 1-Apr-15
Single Family Residence &
Clubhouse59 (Phase 1 Only)Yes 1-Apr-15
9 Yes 28-Jul-14
Planning
Yes 15-Apr-15
Planning
Construction Single Family Residence
17746 Stoneridge Development Single Family Residence4Yes23-Jun-15 Planning
16745 Diversified Pacific
Planning Single Family Residence
19939 Diversified Pacific Single Family Residence35Yes17-Mar-15 Planning
18871 Harmony 3600
Planning Single Family Residence &
Commercial
19915 MasterCraft Homes Group,
LLC
18921 Paseo Del Oro 54 Yes 12-Nov-14
18935 Diversified Pacific
Single Family Residence
N/A Greenspot Village &
Marketplace N/A Yes 17-Mar-15
44 Yes 17-Dec-14 Planning
Single Family Residence55Yes25-Feb-15 Planning
Planning Apartments and
Commercial
Developments with Will Serve Letters
3