Jul 9, 2015 - City of Branson

Transcription

NOTICE OF MEETING
CITY OF BRANSON
BOARD OF ALDERMEN
Study Session– Thursday, July 9, 2015 – 12:30 p.m.
Municipal Courtroom – Branson City Hall – 110 W. Maddux
AGENDA
1)
Call to Order.
2)
Roll Call.
3)
Administrator’s Report.
4)
Discussion of previous Study Session items.
5)
Review of July 14, 2015 Agenda.
6)
Review of Strategic IT Plan. [Powerpoint] [Strategic Plan]
7)
Update on Highway 76 Complete Street Project. [Powerpoint]
8)
Review of employee training standards used to mitigate injuries.
[Safety Training Information]
9)
Discussion of liquor license code. [Powerpoint]
10)
Mayor’s Report.
11)
Board of Aldermen requests for agenda items to be placed on future
agendas.
12)
Adjourn.
Where Values are the Difference
JULY: TEAMWORK/COOPERATION
Less me, More we: Working towards, a common goal
Posted: July 8, 2015
At: ______ By: _______
Page 1 of 1
For more information please visit www.bransonmo.gov or contact:
Lisa Westfall, City Clerk, 417-337-8522
Garrett Anderson, Economic Development Director, 417-337-8589
PREVIOUS ITEMS DISCUSSED AT STUDY SESSIONS
1)
Update on Highway 76 Complete Street Project. (Continual Study Session
updates)
2)
Update on Historic Downtown Streetscape. (Continual Study Session updates)
3)
Discussion of Water Adjustment Code. (Municipal Code Project)
4)
Review of meth remediation code. (Municipal Code Project)
5)
Discussion of Old Branson High School property. (Continued discussion
scheduled for this Study Session)
BRANSON BOARD OF ALDERMEN
AGENDA
July 14, 2015
7:00 p.m.
Meeting Called to Order
Pledge of Allegiance
Invocation – Ted Martin
Roll Call
Employees of the Month – Jason Smith of the Police Department to be presented by
Alderman Patrick Parnell.
PUBLIC COMMENT:
To speak during public comment, please sign the speaker sign-up sheet located at
the front door of the council chambers prior to the start of the meeting.
CONSENT AGENDA:
1)
Approval of Board of Aldermen Minutes:
a) June 18, 2015 Study Session
b) June 23, 2015 Regular Meeting
2)
Acknowledge Receipt of Minutes:
a) Planning & Zoning Commission Regular Meeting of May 5, 2015
b) Tree Board meeting of June 3, 2015
3)
Acknowledge Receipt of Petition for:
a) Property located at 189 Avondale Drive, Unit 8
4)
Final Reading of Bill No. 4764 approving a Final Subdivision Plat for Phase 3 of the
Welk Resort Branson Villas within the property located at 1984 State Highway 165.
REGULAR:
5)
Report from ETC on Community and Business Survey.
6)
A Resolution approving a Special Event Permit Application for the Divas Half
Marathon and 5K.
July 14, 2015
Board of Aldermen Agenda
Page 1 of 2
7)
First Reading of Bill No. _____ approving Addendum No. 2 to the agreement with
Delong Plumbing Two, Inc. pertaining to the HVAC maintenance and repairs at
various city buildings and authorizing the Mayor to execute the contract.
8)
First Reading of Bill No. ____ approving an Intergovernmental Funding Agreement
with Taney County for reimbursement to the City of Branson for construction costs
of an 8 Inch Gravity Sewer Main to Lift Station No. 19 and authorizing the Mayor
to execute the contract.
APPOINTMENTS:
9)
Appointments.
MAYOR/CITY ALDERMEN/CITY ADMINISTRATOR’S REPORTS
ADJOURN INTO EXECUTIVE SESSION
Closed Executive Session pursuant to 610.021.1 RSMo for litigation.
ADJOURN
July 14, 2015
Board of Aldermen Agenda
Page 2 of 2
MEMORANDUM
TO:
Mayor, Board of Aldermen, & City Administrator
FROM:
Chad Forster, Information Technology Director
DATE:
July 8, 2015
SUBJECT:
Strategic Information Technology Plan
__________________________________________________________________________________
The City has identified the importance of creating and using a Strategic IT Plan (SITP) to guide
technology direction and decision making for the organization. In 2014, an RFP process was used to
obtain the services of a qualified consulting firm to guide the City in this important process and Nexlevel
Technologies was awarded the contract.
Nexlevel is an IT management consulting firm based out of Sacramento, California with an exclusive
focus on public sector clients and has worked with over 50 cities and counties.
As part of Nexlevel’s process in creating SITP they conducted a “voice of users” survey, facilitated
individual meetings with each department and coordinated a strategic planning workshop which included
all city departments. An IT service management assessment was also performed on the IT Department
to evaluate overall operations such as: governance, service delivery, application support, documentation,
infrastructure, and administration. They have included their recommendations for improvement in their
report.
The attached presentation will be given by Lee Curtis of Nexlevel. Also included, is the Strategic
Information Technology Plan.
City of Branson, Missouri
Strategic Information Technology Plan
City Council Presentation
July 9, 2015
SITP Board Presentation
SITP Purpose
The SITP
provides the
City a plan to
meet future
technology
needs by
proactively
managing the
technology gap
2
SITP Approach
3
Survey Said
Branson (Pct.)
Client
Average
(Pct.)
Best Practice
(Pct.)
Understanding of Branson’s business objectives
90
76
75
Understanding of departmental business processes
83
71
75
Planning technology projects
84
63
80
Management of technology projects
84
67
75
Time to respond to your request for service
90
79
85
Time it takes to address and solve/correct your problem
83
77
80
Network availability and reliability
84
73
85
Communications on service, outages and maintenance
88
77
80
Computer programs meeting your business needs
87
69
75
Overall technology service
89
80
85
Status










Survey Question
Assessment Findings
Text
5
Recommendations to Close Gap
 Technology Organization Improvement
 FTE to match project needs
 Succession Planning
 Sourcing
 Business Application Specialists
 Training
 Technology Governance
 IT Steering Committee
 Technical Review Board
 Project Teams
 Project Management Principles
 Project Charters
 Project Management
 Vendor Management
 Profile and product lists
 IT Service Catalog
 Maintenance contract consolidation
Recommendations to Close Gap
 IT Best Practices
 Technical Documentation
 Change Management
 Configuration Management
 Desktop and Service Lifecycle Management
 Technology Policies & Procedures
 Immediate (Appropriate Use, Security, Disaster Recovery,
Standards, Network Log-on)
 Longer-term (Public Information, Licenses, Inventory, Social
Media, E-waste)
 Equipment closet clean-up & upgrade
 Racks, power, locks, and organization
 Server consolidation with Convention Center
 Disaster Recovery and Business Continuity Plans
 Cyber Security Plan
SWOT Analysis
Technology TCO & ROI
Technology Trends
 Operational and Technology Planning
 Strategic Sourcing
 Mobility and Apps.
 Big Data/Application Integration
 Work Flow
 Transparency
 Social Media – Community Engagement
Project Listing
“Blue Wall”
Project Plan
SITP Schedule
Estimated Cost by Year
YEAR
COST
MAJOR PROJECT(S)
CY 2015
$ 272,500
CY 2016
$ 660,000
EDMS ($377,500)
CY 2017
$ 977,500
Building Permits & Finance ($740,000)
CY 2018
$ 190,000
CY 2019
$ 1,050,000
CAD/RMS ($875,000)
FUTURE
$ 1,550,000
Police Radios ($1,250,000)
TOTAL
$ 4,700,000
Equipment Refresh ($550,000)
SITP Accomplishments
Questions
Contact Information:
Lee Curtis, Managing Consultant
NexLevel Information Technology
6829 Fair Oaks Blvd., Suite 100
Carmichael, CA 95608
877-339-7875
[email protected]
www.nexlevelit.com
17
` City of Branson, Missouri Strategic Information Technology Plan May 2015 Prepared by: City of Branson Strategic Information Technology Plan This document has been formatted for duplex printing – this page intentionally left blank May 2015 Page i City of Branson Strategic Information Technology Plan Table of Contents 1. Introduction and Overview ..................................................................................................................................................................................... 1 1.1 Introduction ..................................................................................................................................................................................................... 1 1.2 Document Organization and Contents ............................................................................................................................................................. 1 1.3 City of Branson Background ............................................................................................................................................................................. 1 1.4 Information Technology Department .............................................................................................................................................................. 1 1.5 Scope and Objectives of the SITP ..................................................................................................................................................................... 2 1.6 “Listen, Plan, Deliver” Methodology ................................................................................................................................................................ 3 2.1 SWOT Analysis .................................................................................................................................................................................................. 4 2.2 Technology Assessment ................................................................................................................................................................................... 5 2. Project Prioritization and Scheduling .................................................................................................................................................................... 16 3.1 Introduction ................................................................................................................................................................................................... 16 3.2 Project List ...................................................................................................................................................................................................... 17 3.3 Enabling Strategies ......................................................................................................................................................................................... 20 3.4 Project Prioritization Workshop ..................................................................................................................................................................... 22 Analysis of Project Costs and Resource Requirements ........................................................................................................................................... 27 3. Conclusion ............................................................................................................................................................................................................ 30 4. Appendix A – Project Descriptions ........................................................................................................................................................................ 32 May 2015 Page ii City of Branson Strategic Information Technology Plan This document has been formatted for duplex printing – this page intentionally left blank May 2015 Page iii City of Branson satisfactory return on investment, and technology planning process success. 1. Introduction and Overview w Section 5 – Appendices contains additional information relevant to this report 1.1 Introduction This document, entitled Strategic Information Technology Plan (SITP), was developed for the City of Branson, Missouri (City) by NexLevel Information Technology, Inc. (NexLevel). 1.3 City of Branson Background The City of Branson (population 10,520; with millions of visitors annually and growing) is located in southwest Missouri, 35 miles south of Springfield within the heart of the Ozark Hills. Branson serves as the job, service, and shopping center for a two-‐county area with 80,000 year round residents. Branson is surrounded by three lakes known for great fishing – Lake Taneycomo, Table Rock Lake, and Bull Shoals Lake. 1.2 Document Organization and Contents This report contains the following sections: w Section 1 – Introduction provides information on the scope and objectives of the Strategic IT Planning effort, the methodology used in the development of the plan, and the organization and contents of the plan The City has an incorporated boundary of over 21 square miles. It has become the focus of international attention as both a major development area and an entertainment and tourism destination. The reasons are numerous and range from the scenic natural beauty to the variety of live entertainment options and family-‐oriented entertainment offerings. w Section 2 – Current Technology Environment provides a high-‐level view of the City’s present technology environment using a strengths, weaknesses, opportunities, and threats (SWOT) model. In addition it provides a summary of the analysis and recommendations developed in the course of the IT strategic plan process including a summary of the City’s current compliance with information technology best practices for governance, business technology applications, service delivery, infrastructure, security, and administration Branson operates under the council/administrator form of government. The governing body consists of six aldermen elected from three wards, and a mayor elected at-‐large. The mayor and board of aldermen serve two-‐year terms, and elections are held each April. The city administrator is hired by the board of aldermen to be the chief executive officer of the City. w Section 3 – Project Prioritization and Scheduling describes the open and collaborative process that was used to develop the plan. It also provides timelines for the current, planned, and requested projects identified by the City’s stakeholders, along with a summary of the initial cost for each project by fiscal year 1.4 Information Technology Department The Information Technology Department (ITD) is responsible for the planning, implementation, and support of the City’s information technology needs. Departmental staff consists of an IT Director and two IT Support Technicians. The department outsources server and network infrastructure design and support. ITD is responsible for w Section 4 – Conclusion provides perspectives on technology governance, laying a technology foundation for a May 2015 Strategic Information Technology Plan Page 1 City of Branson Strategic Information Technology Plan the equipment, networking, software, support, and phone systems of seven large facilities and several small locations such as campgrounds and waste water treatment plants. Operating hours for the department are 8:00 a.m. to 4:30 p.m., with after-‐hours support available at all times from on-‐call staff for critical services. The Mission Statement for ITD is: “The Information Technology Department is determined to provide leadership in the IT field by providing quality support of the City’s IT infrastructure and implementing new technologies to maximize the potential of the City’s services to the public.” Figure 1 – Technology Gap (Source: NexLevel) 1.5 Scope and Objectives of the SITP The primary objective of the Strategic Information Technology Plan is to provide a roadmap that will help the City effectively allocate resources to close the gap between its current state and future technology needs. As depicted in Figure 1, Technology Gap, user expectations increase over time, while 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. The objectives of the SITP Plan are to: ♦ Review existing infrastructure, staffing, funding, applications, business systems. Projects, processes, and other investments and resources currently used by the City ♦ Document technology requirements and future needs ♦ Provide a structure for the continuing maintenance of the SITP. May 2015 Page 2 City of Branson Strategic Information Technology Plan 1.6 “Listen, Plan, Deliver” Methodology The methodology used by NexLevel to develop the SITP is depicted in Figure 2, Strategic Planning Methodology. The methodology is composed of three basic phases: ♦ Listen – NexLevel worked with the City to conduct a project kickoff meeting, configure and conduct the “Voice of the User Survey,” and conducted interviews with user stakeholders and ITD management and staff ♦ Plan – NexLevel worked with the City to perform a detailed assessment of their current use of information technology. This included the completion of an IT Best Practices self-‐
assessment. The resulting IT Services Profile Report was structured to provide realistic and achievable recommendations for the City and ITD 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 was the development of a list of enterprise and departmental technology projects. This list was reviewed by client stakeholders in a prioritization workshop facilitated by NexLevel to develop the technology master schedule for the SITP. The results of the strategic planning process and the prioritization workshop are documented in this SITP Report ♦ Deliver – NexLevel worked with the City to take the results of the prioritization workshop to develop an information technology strategic plan (in this instance, the SITP). Current Technology Environment Figure 2 – Strategic Planning Methodology May 2015 Page 3 City of Branson Strategic Information Technology Plan • Strengths: ITD has considerable assets, including a staff that is generally proficient in the technologies they use, are motivated, and have a “can do” attitude. The staff has a strong customer service orientation. The technology infrastructure (network, servers, and storage devices) is current and reliable. Network support and some business applications (Finance, Courts) have been outsourced. Generally, City departments are supportive of the use of technology. 2.1 SWOT Analysis Figure 3, SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis, below, provides a summary view of the City’s present information technology environment. In this model, the strengths and weaknesses represent service delivery enablers and inhibitors within ITD (the upper sections of the chart) and the opportunities and threats facing the City as a whole in the use of information technology (the lower portion of the chart). • Weaknesses: Some key core business applications (Finance, CAD/RMS, etc.) need to be updated and/or replaced in order to take advantage of improvements in features and functionality. The City has limited resources (budget, people, and equipment) to apply toward new technology. Technology governance, service level agreements and the implementation of technology best practices have not been fully implemented. • Opportunities: The City is in a position to become innovative in its use of technology, improve business processes throughout the organization, integrate disparate computer systems, and expand the use of mobile technology for improved job performance. • Threats: The threats to the City’s use of technology include the lack of adequate budget, as well as the potential increase in vulnerability to cyber-‐attacks as a result of the City’s greater use of mobile and web technologies. Other threats include the possibility of losing IT support for City operations during emergency situations and the increased number of hardware/software systems to support and maintain. Looking at the City using this model, NexLevel found that: May 2015 Page 4 City of Branson 2.2 Strategic Information Technology Plan “Voice of the User” Survey Technology Assessment As depicted in Figure 4, Components of Technology Assessment, NexLevel developed an evaluation of the City’s present use of information technology through an online survey of all users, interviews with key users, interviews with information technology managers and staff, and a best practices assessment in which ITD’s practices were compared to a set of methods that have consistently shown results superior to those achieved with other means. The result of this analysis provided a series of recommendations and proposed actions that will improve the City’s return on investment (ROI) for its information technology expenditures. The survey was composed of several types of questions including: ♦ Demographic questions that asked the respondents information about themselves, including their organization and their role within it (executive / management / supervisor, non-‐supervisor, and other) ♦ Standard rated response questions that asked the user to provide a “rated” response of their satisfaction (Very Satisfied, Satisfied, Dissatisfied, and Very Dissatisfied) in a specific area. The responses to these questions were averaged, and that average was compared to the average percentage score for the same question for all surveys conducted by NexLevel for other public sector agencies. It was also compared to 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 looked for areas where there were opportunities for improvement, as ratings lower than “Satisfied” often point to areas where IT service delivery can be improved. In ITD’s case, overall user satisfaction was 88.6%, a level that is in excess of both the average percentage for prior surveys and the minimum “best practices standard.” And, more significantly, ITD exceeds NexLevel’s client average percentage and falls within the Best Practice range for all other survey questions. This is a significant accomplishment and speaks highly of the level of service currently being delivered by ITD staff. As a result, the survey results alone do not point to any specific opportunities for IT service delivery improvement. Rather, Figure 4 – Components of Technology Assessment (Source: NexLevel) May 2015 Page 5 City of Branson Strategic Information Technology Plan assuming that the survey results provide a realistic representation of user satisfaction, the challenge for ITD is going to be in sustaining this level of satisfaction in the future, particularly since user expectations seldom remain static. Stakeholder and IT Management and Staff interviews (summarized below) suggest that some user problems may be more pervasive than represented in some parts of the user survey, particularly with regard to user training, and application performance and reliability. The user responses to some of the open-‐ended questions provide additional insight into user needs and expectations. For example, when asked, “What does IT do well?” typical responses included: User Stakeholder Interviews Individual and small group interviews were conducted by NexLevel with key stakeholders in a range of City departments including the City Administrator, City Clerk, Economic Development, Engineering/Public Works, Planning, Finance, Fire, Police and Utilities. ♦ “Excellent customer service” ♦ “Quick response” ♦ “Staff is personable and professional” NexLevel tends to be cautious in drawing conclusions from the user survey alone. The user survey results are driven by perceptions and these tend to be isolated rather than representative of the overall situation and are driven by recent experiences rather than evaluated over time. ♦ “Helpful and solve problems” When asked “What can IT do to improve?” typical responses included: ♦ “More resources – funding and equipment” Although users were very positive regarding their satisfaction with the services provided by ITD, there were also users who felt that ITD fell short with regard to after-‐hours support, responsiveness, communications, and hardware currency. ♦ “Faster Internet” ♦ “MDT connectivity should be improved” ♦ “Improved communications on projects” General themes and key issues identified by the user community in the course of the interviews included: ♦ “Technology consulting services” When asked, “What other services could IT provide to help meet your business needs?” typical responses (other than those covered in the prior questions) included: ♦ “Training” ♦ “Expanded Wi-‐Fi access” ♦ “On-‐line services” The question then becomes whether these responses are more representative of user experience than the percentages of user satisfaction from the rated questions. The results of the User May 2015 Page 6 City of Branson ♦ Some departments/users have an appreciation for the services provided by ITD and the constraints under which it operates ♦ Lack of transparency on the part of ITD regarding technology directions and priorities ♦ A conflict between the desire to do more with less and for the City to invest in new technologies ♦ Lack of consulting services on the part of ITD, particularly with emerging technology ♦ The age and lack of vendor support for some of the business applications ♦ The age of desktop computers and printers Common Technology Concerns Individual interviews were conducted with ITD staff. General themes and key issues identified in these interviews included: ♦ ITD’s staff is generally highly-‐motivated and enjoy working within the City ♦ Feel ITD is well-‐regarded by most user departments ♦ Would like additional tools and resources in order to better respond to user requirements ♦ Would like to see older business applications replaced with new systems (CODY, SunGard) ♦ Enjoy the informal nature of work with department staff ♦ Believe City is moving in right direction in deploying technology May 2015 Page 7 Strategic Information Technology Plan City of Branson IT Self-‐Assessment degree of user satisfaction, the organization that has more formalized processes and documentation will have a higher degree of compliance. Best Practices Conformance and Maturity Level Model As part of the development of the IT Services Profile Report, NexLevel requested that ITD complete a self-‐assessment to determine the degree to which ITD’s processes and procedures conform to best practices. Compliance with Best Practices NexLevel uses a comprehensive list of best practices that are categorized into six separate dimensions to evaluate the organization’s compliance with best practices. The six dimensions include: The benefits to improving the degree of compliance with best practices include: ♦ Technology Governance – The leadership and reporting structure of the IT organization, degree of management overview, and the consistent tracking of the delivery of technology services ♦ Greater ability / agility to meet increased user needs for support and to meet increased public expectations for access to information and services ♦ Service Delivery – Coordination of 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 ♦ 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 ♦ Business Technology Applications – Management and support of the application information systems supporting business operations Caveat Regarding Best Practices ♦ Infrastructure –Acquisition, utilization, and maintenance of the technology equipment, operating systems, support software, and communications network services that are used 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 IT 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. 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 IT organizations, providing the same services and service levels, and with the same May 2015 Strategic Information Technology Plan ♦ Security –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 –Management of technology in terms of budgets, maintenance agreements, software licenses, and the development and maintenance of current and accurate documentation on all technology activities. Page 8 City of Branson ITD was asked to complete a self-‐assessment regarding compliance with best practices in each of the dimensions. ITD staff respectively determined whether the City was in compliance with the best practice (yes), not in compliance (no), or if there were other factors involved that prevented a yes or no answer (other). The responses were then tabulated and mapped to an IT organizational maturity model. associated with private-‐sector organizations that use information technology as a competitive differentiator.
The results of the assessment for each dimension are provided in Table 1, Compliance with Best Practices by Dimension, and the results of the assessment overall are provided in Figure 5, Overview of Best Practices Compliance. The assessment indicated that ITD, in common with many public-‐sector organizations, is more compliant in some dimensions than others, with four of the dimensions (Technology Governance, Infrastructure, Security, and Administration) being assessed as having 50% or greater compliance with best practices, and two of the dimensions (Service Delivery and Business Technology Applications) being assessed at 40% and 33% compliant with best practices respectively. The model is based on five levels of IT organization maturity: ♦ Frontier, 0 to 20% compliance with best practices. The level of compliance is typically found in newly established IT support organizations ♦ Reactive, 21 to 50% compliance with best practices. IT organizations with this level of compliance typically have well established support organizations and processes, but find that they are increasingly focused on “fighting fires” rather than planning ♦ Proactive, 51 to 80% compliance with best practices. IT organizations at this level of compliance have many of the attributes of reactive organizations but have a greater focus on planning and innovation. Most public sector IT organizations tend to drift across the boundary between the reactive and proactive levels across best practice dimensions, doing better in some than others ♦ Service, 81 to 90% compliance with best practices. IT organizations at this level of compliance generally excel across all of the best practice dimensions and provide an optimum balance between total cost of ownership and return on investment ♦ Value, greater than 90% compliance with best practices. IT organizations at this level of compliance are typically May 2015 Strategic Information Technology Plan Page 9 City of Branson Table 1 –Compliance with Best Practices by Dimension is composed of the best practice categories where ITD is the principal party involved in the delivery of the services Best Practice Dimension Technology Governance Other Maturity Pct. Level 10 0 63% Proactive 13 20 0 40% Reactive 18 6 12 0 33% Reactive Infrastructure 38 27 11 0 71% Proactive Security 25 14 11 0 56% Proactive Administration 33 18 15 0 Items Yes 27 17 Service Delivery Business Technology Applications 33 Overall No Strategic Information Technology Plan ♦ NexLevel has plotted the results of the assessment for each of the best practice dimensions within the rings (the gray target points) and then connected them together to depict where the City’s technology service is from an overall perspective. 55% Proactive 53% Proactive These results were then considered along with the information developed through the interviews and the user survey to provide an overall picture of ITD’s compliance with best practices. This is provided in Figure 5, Overview of Best Practices Compliance. In this diagram: ♦ Each of the rings represents a level in the best practice conformance model with the outer most (red) ring representing the Frontier level of organizational maturity (the lowest level of conformity with best practices) and the core of the diagram representing the Service and Value levels (the highest degree of conformity with best practices). The width of the bands reflects a relative degree of proportionality, with the bands representing the Reactive and Proactive levels being the widest since they represent a range of 60% compliance with best practices ♦ NexLevel has segmented the hexagon into two halves. The upper half of the hexagon is composed of the best practice dimensions that involve participants other than ITD, such as executive management; while the lower half of the hexagon May 2015 Page 10 Figure 5 – Overview of Best Practices Compliance City of Branson Overall, the assessment found that ITD’s compliance with best practices is very good, falling at the low end of the Proactive level (53%). The City and ITD can further improve its positioning by implementing more formal processes and procedures. to ensure success with new technology system implementations. w Security: ITD should address the need for routine network vulnerability scans and penetration tests of the network, operational and security-‐related documentation, and the establishment of a working disaster/recovery plan. The principal concerns identified in the course of the assessment include: w Business Technology Applications: The City has implemented effective core business applications (Incode, ERSI, FireHouse, RecTrac, etc.). However, some software (Cody, SunGard IFAS, etc.)is dated and should be updated or replaced. Several departments are in need of specific software for improved services such as Human Resources (tracking & staff management), Planning (permits & code enforcement), and City Clerk (document management)). In addition ITD should improve application processes, testing procedures, and documentation. w Service Delivery: Within this dimension, NexLevel recommends improvement in user department training and the creation of training/succession plans for ITD staff. The creation and monitoring of service levels for ITD delivery and within all vendor contracts is recommended to ensure a complete understanding of, and compliance with, the various offerings provided. In addition, the implementation of a series of best practice procedures with ITD, including change management, capacity management, and incident management, would provide thorough and well-‐
documented technical processes within the organization. w Technology Governance: Even though the City has begun to use a form of Technology Governance, a more structured, formal approach is recommended. Improved communications with City departments and the implementation of project management principles would enhance the delivery of technology services and would help May 2015 Strategic Information Technology Plan w Infrastructure: The strongest dimension reviewed by NexLevel primarily due to the sourcing of network management to an outside firm specializing in operating and overseeing communication networks. However, NexLevel believes ITD can improve this dimension by developing policies/procedures (including Internet use, remote access, and administrator rights) and upgrading the physical layout of communications closets located in various departments throughout the City. w Administration: For this dimension, NexLevel recommends the adoption of City-‐wide technology polices, the development of technical documentation, and recording of hardware/software inventories. We also recommend the creation of technical blueprints (including network topology, router/switch deployment, SAN expansion map, desktop/laptop migration strategy, and tactical work plans). Gap Analysis The Gap Analysis, depicted in Figure 6, uses the maturity level model to illustrate the gap between NexLevel’s assessment of ITD’s current level of compliance with best practices and a recommended target maturity state. NexLevel has plotted two points on this scale: (A) Best Practices Assessment: The average score for the six target points for best practice compliance as provided in Table 1, Assessment of Compliance with Best Practices; (B) Target Maturity State: Represents a recommended level of Page 11 City of Branson best practices compliance for ITD. Typically, NexLevel recommends that organizations seek to achieve at least 65% compliance with best IT practices, based on its experience that organizations with higher levels of best practice compliance: • Realize higher returns on their investment in technology (ROI) • Are better able to sustain service delivery levels • Are better able to respond to new requirements and public expectations. Figure 6 – Gap Analysis Assessment Recommendations Specific recommendations to enable the City to close the gap between its present level of best practice conformance and the target state are discussed in detail in the IT Service Profile Report, Detailed Recommendations. Recommendations and the actions needed to implement them include: May 2015 Page 12 Strategic Information Technology Plan City of Branson RECOMMENDATION ACTIONS Strategic Information Technology Plan The City should consolidate support for technology and rationalize responsibilities 1. The City should consider consolidating ITD and Convention Center IT Department into a single organization. 2. ITD should explore opportunities to expand its use of external sourcing services to supplement existing staff. 3. The City should develop a plan to incorporate Business Application Specialists into City departments to support core software applications. RECOMMENDATION ACTIONS The City should establish a collaborative process for enterprise technology governance 1. 2. 3. 4. 5. The IT Director should work with the City Administrator to define charters for TSC and TRB. The City Administrator should select the members of the TSC. The IT Director should select the members of the TRB. The City Administrator should schedule and conduct regular (minimum quarterly) meetings of the TSC. The IT Director should schedule and conduct regular meeting of the TRB (as technology projects are requested, defined, or scheduled). RECOMMENDATION ACTIONS ITD should develop charters for enterprise technology projects and adopt project management standards 1. The IT Director should convene a working group (department representatives) to create a Project Charter template. 2. The draft Project Charter template should be reviewed by the TSC and implemented for several initial projects to fine tune the form as needed. 3. The IT Director should work with departments (major technology projects scheduled) to ensure that key staff members receive project management training. 4. The IT Director should continue the working group (from step 2.1) to adapt PMBOK standards and tools to meet the City’s project needs. 5. The working group should meet regularly to review progress and revise the standards and tools based on experience. 6. The IT Director should report project management activity status to the TSC as part of their meeting agenda. The IT Director should work with the City Administrator to define. RECOMMENDATION ITD should develop formal standards for the oversight of external vendors ACTIONS 1. 2. 3. 4. 5. 6. ITD should adopt a set of standard vendor management procedures. ITD should augment its vendor contact list to provide key application criteria and support characteristics. ITD should develop a Service Catalog detailing services offered and support definitions. The City should ensure service levels are included in all technology contracts with outside vendors. The City should consolidate all technology maintenance contracts within the ITD budget for management and control. ITD should conduct an annual review of all technology maintenance contracts for effectiveness, coverage, and cost. May 2015 Page 13 City of Branson RECOMMENDATION ACTIONS Strategic Information Technology Plan ITD should implement a series of “best practices” to improve overall performance and operation of the department 1. ITD should be given ample time to create technical documentation for existing operations. Periodic goals should be established and monitored to ensure progress is being made on the completion of critical documentation efforts. 2. ITD should identify and create Technical Blueprints in support of ITD operational components. 3. ITD and the City should develop and implement a formal change management procedure. 4. The City should adopt a desktop and server lifecycle plan. 5. The City should adopt and fund an on-‐going equipment refreshment program to eliminate old hardware. RECOMMENDATION ACTIONS ITD should develop, and the City should adopt, technology policies and procedures 1. 2. 3. 4. 1 Engage the Technology Steering Committee in the review of all existing policies to obtain input on potential gaps or shortcomings. Identify and develop new policies for adoption by the Technology Steering Committee. Draft and publish comprehensive policy guide to align with best practices and Technology Steering Committee input Distribute to staff and consider asking for signatures to indicate that the policies have been reviewed on an annual basis. Monitor policy compliance and assist the Technology Steering Committee in the enforcement of City-‐wide technology policies. RECOMMENDATION ITD should continue to improve the server room and communication closets within City departments ACTIONS 1. ITD should develop a plan to relocate the current server room to the server room housed within the City’s Convention Center. 2. ITD should acquire the necessary racks to properly house all switches, routers, servers, and other technology equipment located in various City departments. 3. ITD should conduct a clean-‐up of all technology equipment “closets” external to ITD. 4. The City should install proper electrical boxes for all technology equipment located throughout the City and eliminate the use of extension cords. 5. ITD should continue to document and label all equipment, configurations, cables, and settings for all devices attached to the City’s communications network. RECOMMENDATION The City and ITD should work to validate disaster recovery / business continuity ACTIONS 1. ITD should work with the City to create a Technology Disaster Recovery Plan. 2. The City should ensure regular testing of the Disaster Recovery Plan is completed and updates are made to the plan as necessary. 3. ITD should work with the City to develop a formal Business Continuity Plan and identify and mitigate single points of failure within the technology environment of the City. 4. ITD should continue to evaluate, and utilize, alternative server providers for key business applications, and utilize modern technology to ensure critical servers and data files are available to users without noticeable interruption of service regardless of the operational circumstance. May 2015 Page 14 City of Branson RECOMMENDATION ACTIONS ITD should develop and implement a cyber-‐security plan 1. ITD should contract with an independent, certified, firm to conduct an external network vulnerability and penetration test to identify security gaps and identify areas for improvement. 2. ITD should develop a security plan to remediate the identified vulnerabilities and to provide a continuing approach to security management including periodic threat assessments and the development of plans to detect and respond to security breaches. 3. The City and ITD should acquire/develop a program to educate users, especially those using mobile devices, regarding security risks, safe networking practices, and their responsibility to protect City information and assets. The course should be mandatory for all City employees. 4. The City should adopt a City-‐wide security policy which requires annul employee review and signatures. 5. ITD should develop a plan for continuing vulnerability assessments on an every two-‐year basis. May 2015 Strategic Information Technology Plan Page 15 City of Branson Strategic Information Technology Plan 2. Project Prioritization and Scheduling 3.1 Introduction NexLevel is committed to the concept that information technology needs 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 where technology priorities are set by the organization’s business stakeholders. Figure 7, Planning and Prioritization Process, depicts the methodology that was used in the development of the project schedule that is the core of the Strategic Information Technology Plan. As depicted in Figure 7, the inputs 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 the City’s stakeholders and the recommendations presented in the IT Services Profile Report. These are provided below in Section 3.2, Project List. Detailed descriptions are provided for each of these projects in Appendix B
Figure 7 – Planning and Prioritization Process (Source: NexLevel) ♦ Enabling technology strategies and trends are discussed below in Section 3.3, Enabling Strategies. These include: ♦ Available resources. Staff resource availability is often a critical limiting component in planning technology projects. However, although staff most commonly comes to mind when discussing resources, project funding, particularly the ability to provide stable funding for information technology over the course of the Strategic Information Technology Plan, is similarly critical May 2015 o the integration of operational and technology planning o resource management o electronic document / content management Page 16 City of Branson Strategic Information Technology Plan o user-‐centric service delivery o strategic sourcing that can facilitate the achievement of the City’s priorities, contained in the system, either directly or through an interface or export). The project schedule that was developed in the prioritization workshop is provided in Section 3.4, Project Prioritization Workshop. The project schedule was developed in an open and collaborative manner with City’s stakeholders and identifies: ♦ Strategic enterprise and departmental projects: High-‐
priority IT initiatives that were identified by City stakeholders and that benefit the operation of the City as a whole ♦ IT tasks and activities: Initiatives based on the recommendations provided in the IT Services Profile Report that provide the foundation for the delivery of the services required to realize the enterprise and departmental tasks and activities. 3.2 Project List These are provided below in Table 2, Project List, which provides summary information for each proposed project including:
♦ The project’s name and the department owner ♦ The status of the project (currently in process or new) ♦ The relative level of effort (high, medium, or low) ♦ The relative risk associated with the project (high, medium, or low) ♦ The estimated range of cost (low to high) in thousands of dollars ♦ The departments that would be impacted by the project (i.e., the departments that would use the information May 2015 Page 17 City of Branson Strategic Information Technology Plan Table 2 – Project List Project Listing Detail
Status
In Process
In Process
In Process
In Process
In Process
In Process
In Process
In Process
In Process
In Process
In Process
In Process
In Process
In Process
In Process
New
New
New
New
New
New
New
New
New
New
New
New
New
May 2015 Project Name
(Alpha Order by In Process (IP) and New (N)
Department Owner Level of (Project Sponsor) Effort
Risk
Total Cost to Implement -‐ $000's
Low
High
Impacted Departments
IT Policies and Procedures
IT Governance
GIS -‐ ELA for Small Governments
Body Camera for PD
e-‐Ticketing Software Implementation
Backflow Management
AMI -‐ Pilot Project
IT Staffing Analysis
Backup Appliance
Internet Speed Upgrades
Segment PD on Secure V LANs
Exchange Upgrade (2007 to 2013)
VoIP Telephone Implementation
Cooper Creek Building Technology Server O/S Upgrade
Administration
Administration
Engineering/Public Works
Police
Police
Utilities
Utilities
ITD
ITD
ITD
ITD
ITD
ITD
ITD
ITD
High
Med
Med
High
Med
Med
Low
Low
Low
Low
Low
Low
High
Low
Med
Low
Low
Low
High
Med
Med
High
Low
High
Low
Med
Low
Med
Low
Low
$ -‐ $ -‐ $ -‐ $ -‐ $ -‐ $ -‐ $ -‐ $ 5 $ -‐ $ -‐ $ -‐ $ -‐ $ 75 $ -‐ $ -‐ $ 10 $ 10 $ -‐ $ -‐ $ -‐ $ -‐ $ -‐ $ 15 $ -‐ $ -‐ $ -‐ $ -‐ $ 150 $ 20 $ -‐ Citywide
Citywide
Public Works, Utilities, Police
Police
Police, Courts
Utilities
Utilities
Citywide
ITD
Citywide
ITD, Police
ITD
Citywide
Utilities
ITD
City Intranet/Collaboration Site
e-‐Signatures and Work flow
Executive Management Dashboard
Electronic Document Management System
e-‐Discovery
Agenda Management City Council Voting System Replacement
City Council Streaming Video
Security Cameras in Outlying Facilities
Key Access System
GIS Strategic Plan
Energy Management System
Facility Management System
Administration
Administration
Administration
Clerk
Clerk
Clerk
Clerk
Clerk
Med
Med
Med
High
Med
Med
Low
Low
Med
Med
Med
Low
Med
Low
Low
Low
High
Med
Low
Low
Low
Med
High
Low
Med
Med
$ 15 $ 5 $ 5 $ 150 $ 10 $ 50 $ 15 $ 25 $ 50 $ 25 $ 25 $ 50 $ 50 $ 35 $ 10 $ 25 $ 300 $ 25 $ 75 $ 25 $ 50 $ 75 $ 50 $ 40 $ 75 $ 100 Citywide
Citywide
Citywide
Citywide
Citywide
Citywide
Administration
Administration
Public Works, Utilities, Police
Citywide
Citywide
Engineering/Public Works, Parks & Rec.
Page 18 City of Branson Strategic Information Technology Plan Project Listing Detail
Status
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
New
May 2015 Project Name
(Alpha Order by In Process (IP) and New (N)
Financial System Replacement
Finance System Alternatives Analysis
Electronic Time Reporting
Project/Grant Accounting
Training/Certification/Safety Tracking
Fleet Management Software
FireHouse Mobile
Human Resources System
Risk Management Software
Applicant Tracking
On-‐line payments (RecTrac)
Wi-‐Fi at RecPlex
Building Permits/Code Enforcement System
CAD/RMS (CODY) replacement
P25 Compliant Radios for PD
NG 9-‐1-‐1 Strategy
Police Technology Roadmap
Police Scheduling Software
Power DMS
Guardian Tracking Software
SCADA Operations Plan
Equipment and Network Refreshment
Field Mobility
City-‐wide fiber strategy
Video Conferencing
Vendor Management
Best Practices with IT Department
IT facility maintenance
Cyber-‐Security Plan Project Management Principles
Software licensing audit
Mobile Data Management Software Disaster Recovery/Business Continuity Plan
HelpDesk Software Replacement
Downtown Streetscape Technology
Highway 76 Technology
Department Owner Level of (Project Sponsor) Effort
Finance
Finance
Finance
Finance
Finance
Finance
Fire
Human Resources
Human Resources
Human Resources
Parks & Recreation
Parks & Recreation
Planning
Police
Police
Police
Police
Police
Police
Police
Utilities
ITD
ITD
ITD
ITD
ITD
ITD
ITD
ITD
ITD
ITD
ITD
ITD
ITD
ITD
ITD
High
Med
Med
Med
Med
Med
Med
High
Low
Med
Med
Med
High
High
Med
Med
High
Low
Low
Low
Med
Med
Med
Med
Low
Med
Med
Low
Med
Med
Low
Low
High
Med
Low
Low
Page 19 Risk
High
Low
Low
Low
Low
Med
High
Med
Low
Low
Med
Low
Med
High
Med
Low
Med
Low
Low
Low
Med
Med
Low
Med
Low
Med
Low
Low
Med
Low
Low
Med
High
Low
Low
Low
Total Cost to Implement -‐ $000's
Low
High
$ 150 $ -‐ $ 25 $ 10 $ 15 $ 20 $ 20 $ 50 $ 5 $ 10 $ -‐ $ 10 $ 150 $ 750 $ 1,000 $ -‐ $ -‐ $ 15 $ 25 $ 2 $ -‐ $ 125 $ 10 $ -‐ $ 15 $ -‐ $ -‐ $ 5 $ 10 $ -‐ $ -‐ $ 15 $ -‐ $ 10 $ -‐ $ -‐ $ 500 $ 25 $ 50 $ 20 $ 25 $ 50 $ 50 $ 100 $ 25 $ 25 $ 5 $ 25 $ 300 $ 1,000 $ 1,500 $ 10 $ 15 $ 40 $ 30 $ 3 $ 25 $ 150 $ 20 $ 10 $ 25 $ 10 $ 25 $ 10 $ 25 $ 10 $ 5 $ 30 $ 50 $ 25 $ 25 $ 25 Impacted Departments
Citywide
Citywide
Citywide
Citywide
Citywide
Public Works, Utilities, Police, Parks & Rec.
Fire
Citywide
Citywide
Citywide
Parks & Rec., Finance
Parks & Rec.
Citywide
Police
Police
Police
Police, ITD
Police
Police
Police
Utilities, ITD
Citywide
Citywide
Citywide
Citywide
Citywide
ITD
ITD
Citywide
Citywide
ITD
Citywide
Citywide
ITD
Citywide
Citywide
City of Branson 3.3 Enabling Strategies It can be insightful to examine local government information technology trends to establish a framework for strategic planning. Assessing the successful application of emerging technologies by other governmental entities, to meet their business needs and provide services efficiently to their constituents, can be of great value to the City. Technology developments, when applied to business needs, will assist the City in meeting the demands of its constituents, while operating in a fiscally sound and cost-‐effective manner. These trends should be at the forefront throughout the planning process and can enable the City to continually improve its ability to deliver IT services more effectively and get more value (i.e., quality and productivity) from existing staff resources and external service providers: 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. Industry best practices and research findings 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 governance 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 ensure that projects are undertaken with full consideration of organization-‐wide processes or existing investments. At more complex levels, governance becomes concerned with the long-‐term allocation of resources (budget, staff resources, and technology resources) to obtain higher May 2015 Strategic Information Technology Plan 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 governance is 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 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 Electronic Document / Content Management Electronic Document / Content Management Systems are enabling technologies that make workers more effective by reducing their need to perform non-‐value added document-‐related tasks and minimizing their dependence on paper documents. Ü User-‐Centric Service Delivery ITD needs to look at service delivery from a user / customer-‐centric perspective rather than by functional and/or organizational silos. User-‐centric organizations are based on cross-‐functional teams that include a variety of team members with different skill sets working together to deliver services. These teams are generally led by “Customer Service Team Leaders” and supported by a Customer Service Manager and senior IT managers who allocate IT staff members to the cross-‐functional teams. Page 20 City of Branson Ü Strategic Sourcing Strategic sourcing is based on the concept of obtaining and using the most effective service provider to respond to user needs and enabling permanent IT staff members to focus on high-‐priority, high-‐value tasks and technologies while allocating non-‐mission critical “utility” functions that require less organization-‐specific knowledge to lower-‐cost service providers. For many organizations in both the public and private sector, so-‐called “cloud” based services including infrastructure as a service (IaaS), desktop as a service (DaaS), and software as a service (SaaS) offer an alternative to initial capital expenditures, the recruitment of additional staff members or the procurement of traditional staff-‐supplementation services (contractors). Organizations tend to keep mission-‐critical applications or applications that contain highly-‐confidential information in-‐house while sourcing utility functions to reduce costs and to achieve a higher degree of consistency in service delivery. Key benefits of sourcing include: ♦ The ability to obtain services under the terms of a service level agreement ♦ The ability to obtain service coverage for extended hours of operation including 24x7. 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). May 2015 Strategic Information Technology Plan Although OCM has its roots in the private sector, it has become more visible in the public sector where senior executives have fewer tools (such as bonuses and other incentives) to get line managers and staff to buy into change and remain committed to the change despite any challenges / obstacles that may be experienced during the implementation process. OCM places a focus on improving communication, setting expectations, and working to minimize the impact of misinformation. This has proven to be particularly critical in dealing with represented classes of employees. 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 Office (PMO) Consistent with the recommendations identified in the IT Services Profile document, NexLevel believes that the eventual establishment of a Project Management Office will provide significant benefits to the agency particularly with regard to maintaining the Project Schedule (provided in Table 4, Project Prioritization Workshop, below) and tracking progress for the technology governance committee. 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. Page 21 City of Branson Strategic Information Technology Plan 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 below) which facilitates the collaborative development of the project timeline on a project by project basis ♦ Reviewing the next steps. Figure 8, Branson “Bluewall” Prioritization Workshop, depicts the results of the workshop. As shown, projects were plotted by the participants along a timeline that began in FY 2014/2015 and continued through FY 2019/2020. Projects that could not be placed in a timeframe by the participants were scheduled for “Future.” Project Prioritization Workshop The Project Prioritization workshop was conducted on April 8, 2015 with all City departments represented at the 3 hour session. Table 3, Project Schedule, was developed following review of the completed “Bluewall” with ITD. Please note that some of the projects in the “Bluewall” were consolidated (please refer to the project descriptions in Appendix B). For each project, the Project Schedule provides: 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 -‐ That the participants were prepared and committed to working together ♦ Reviewing and prioritizing the projects identified in the project list and any new projects identified in the course of the workshop. The prioritization process was guided by a number of key factors including: need / business value, dependencies on other projects, and the availability of the resources needed to complete the project ♦ The name of the project. Please note that the projects have been grouped by whether they are presently in process or are new. ♦ The proposed project timeline. The timeline includes the remainder of CY 2015, CYs 2016 through CY 2019, and future for those projects that would be scheduled beyond CY 2019 or whose start date could not be determined by the participants at this time. ♦ Symbols are used in the timeline for each project to identify planning activities, project work, and a post-‐implementation review. ♦ Establishing the high-‐level timeline that is the basis for the IT Roadmap, using NexLevel’s “Bluewall” methodology )see May 2015 Page 22 City of Branson Strategic Information Technology Plan Figure 8, Branson “Bluewall” Following Prioritization Workshop May 2015 Page 23 City of Branson Strategic Information Technology Plan Table 3, Project Schedule (In Progress Projects) LEGEND:
Project Names
Internet Speed Upg rade
Backflow M anag em ent
Project Planning
m Post Implementation Evaluation Review
n Project Activity
CY 2015
CY 2016
CY 2017
CY 2018
CY 2019
Future
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
J F MAM J J A S ON D J F MAM J J A S O N D J F MAM J J A S ON D J F MAM J J A S O N D J F MAM J J A S ON D
u
n n n
n n n m m m
n n n
Cooper Creek Building
u u u
Ex chang e Upg rade
Seg m ent PD on Secure VL AN
n n n n n n
n n n n n n
Backup Appliance
n n n n n n
IT Staffing Analy sis
n n n n n n
n n n n n n
IT Governance
u u u
Server O/S Upg rade
AM I Pilot
n n n n n n n n n
n n n n n n m m m
GIS - EL A Sm all Governm ents
n n n n n n m m m
e-Ticketing
n n n n n n n n n m m m
n n n n n n n n n m m m
Body Cam eras
VoIP Telephone Sy stem
IT Polices & Procedures
May 2015 n n n n n n n n n n n n n n n n n n n n n
n n n n n n n n n n n n n n n n n n n n n
Page 24 City of Branson Strategic Information Technology Plan Table 3, Project Schedule (Department Projects) LEGEND:
Project Names
Applicant Tracking
SCADA Operations Plan
GIS Roadm ap
Police Technolog y Roadm ap
Project Planning
CY 2015
CY 2016
CY 2017
CY 2018
CY 2019
Future
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
u
u u
n n n n m m
u u u u
u u u u
u u
n n n n m m
Electronic Docum ent M anag em ent
u u u u u u
City Council Voting Sy stem
u u
Guardian Tracking Software
W iF i @ RecPlex
Building Perm its/Code Enforcem ent
n n n n n n n n n n n n n n n n n n n n n n n n n n m m m m
n n n n m m
u u
n n n n m m
u u u u
n n n n n n n n m m m
u u u u
Online Pay m ents (RecTrack)
n n n n n n n n m m m
u u u u
F inance Sy stem Replacem ent
n n n n n n n n m m m
u u u u u u
n n n n n n n n n n n n n n n n n n n n n n n n
CAD/RM S Replacem ent
u u u u u u
n n n n n n
N G 9 1 1 (Strateg y )
u u u u u u
n n n n n n
F acility M anag em ent Sy stem
n
Key Access Sy stem
n
City Intranet Collaboration Site
n
Energ y M anag em ent Sy stem
n
Police Scheduling Software
n
Energ y M anag em ent Parks
n
P2 5 Com pliant Radios
n
F ire H ouse M obile
n
F leet M anag em ent Software
n
May 2015 Page 25 City of Branson Strategic Information Technology Plan Table 3, Project Schedule (Information Technology Department Projects) LEGEND:
Project Names
Project Planning
CY 2015
CY 2016
CY 2017
CY 2018
CY 2019
Future
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
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Project M anag em ent Principles
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Cy bersecurity Plan
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IT Best Practices
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H elp Desk Software Replacem ent
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IT F acility M aintenance
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Equipm ent and N etwork Refreshm ent
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DR/Business Continuity Plan
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Downtown Streetscape Technolog y
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H ig hway 7 6 Technolog y
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City wide F iber Strateg y
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Vendor M anag em ent
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F ield M obility
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Software L icensing Audit
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Security Cam eras in Outly ing F acilities
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Video Conferencing
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May 2015 Page 26 City of Branson Strategic Information Technology Plan Analysis of Project Costs and Resource Requirements Cost Estimates The project cost estimates were developed based on NexLevel’s experience with technology projects of similar scope delivered in California. The range of cost (low vs. high) is based on differences in the scope of services required with some organizations more dependent on external / 3rd-‐
party / vendor services than others. NexLevel has found that license fees and hardware costs (that are relatively the same across the nation) comprise approximately 1/3 of project costs while services comprise the remainder. Please note that the cost of projects in Missouri is likely less than the cost for similar projects in California. Using information provided by CNN (http://money.cnn.com/calculator/pf/cost-‐of-‐living/), NexLevel determined that the cost of living in Springfield, MO, compared to Los Angeles, CA, is approximately 33% less. It is thus possible that the cost for implementation services for projects delivered in Branson could be less than estimated depending on the number of local resources that are used. Cost by Calendar Year Using the mid-‐point of the range of cost for each project, totals by Calendar Year are as follows: CY 2015
$ 5.0
IT Governance
$ 5.0
IT Staffing Analysis
$ 10.0
VoIP Implementation
$ 112.5
Applicant Tracking
$ 17.5
SCADA Operations Plan $ 12.5
GIS Roadmap
$ 32.5
PD Technology Roadmap $ 7.5
Proj. Mgt. Principles
$ 5.0
Cybersecurity Plan
$ 17.5
IT Best Practices
$ 12.5
Help Desk Software $ 17.5
Cooper Creek
$ 10.0
IT Facility Maint.
$ 7.5
Total
$ 272.5
IT Policies and Procedures
1 2
CY 2016
EDMS 1
City Council V oting Guardian Tracking
WiFi @ RecPlex
Equipment Refresh
DR/BC Plan
Downtown Streetscape
Fiber Strategy 2
Vendor Mgt.
Field Mobility 3
IT Facility Maint.
CY 2017
Building Permits
Payments (RecTrac)
$ 377.5
$ 20.0
$ 2.5
$ 17.5
$ 137.5
$ 25.0
$ 12.5
$ 12.5
$ 5.0
$ 5.0
$ 37.5
$ 7.5
$ 225.0
$ 2.5
$ 515.0
Finance System 4
IT Facility Maint.
$ 7.5
Equipment Refresh
$ 137.5
Downtown Streetscape $ 12.5
Highway 76 Technology $ 12.5
Software Audit
$ 2.5
Security Cameras $ 62.5
$ 660.0
$ 977.5
CY 2018
Equipment Refresh
Video Conferencing
IT Facility Maint. $ 137.5
$ 12.5
$ 12.5
$ 20.0
$ 7.5
$ 190.0
CY 2019
CAD/RMS
NG 911
Equipment Refresh
IT Facility Maint.
$ 875.0
$ 5.0
$ 137.5
$ 12.5
$ 12.5
$ 7.5
FUTURE
Facility Mgt. Key Access
Intranet
Energy Mgt.
PD Scheduling
P25 Radios
Fire House Mobile
Fleet Mgt.
$ 1,050.0
$ 75.0
$ 37.5
$ 25.0
$ 62.5
$ 27.5
$ 1,250.0
$ 35.0
$ 37.5
$ 1,550.0
Project potentially includes PD Power DMS, e-‐Signatures/Workflow, City Council Streaming Video, e-‐Discovery, and Agenda Management Project potentially includes Downtown Streetscape, Highway 76, Security Cameras in Outlying Facilities, and Video Conferencing May 2015 Page 27 City of Branson 3 Strategic Information Technology Plan Project potentially includes Mobile Data Management Software 4
Project potentially includes Finance Alternatives Analysis, Project/Grant Accounting, Electronic Time Reporting, Human Resource System, Risk Management Software, Training/Certification/Safety Tracking, and Executive Dashboard Please note that: 1 -‐ Costs for “In-‐progress” projects have already been expended; however, some additional funds may be necessary to complete or extend the implementation of a few projects beyond original estimates and have been included with the projects identified for CY 2015; and 2 -‐ Project costs are generally shown in the CY the project starts; however, for larger implementations (e.g. EDMS, Finance System Replacement), the total project cost could be distributed over multiple CYs. Additionally, if the City decides to implement separate modules within these larger applications, the associated costs could be distributed within the CYs in which each is implemented. Resources SITP projects were initially prioritized based on criteria such as business value, health and safety impact, customer service impact, business operations impact, and technology obsolescence. As a result of the Prioritization Workshop, some projects were deleted while others were combined into single projects. All of the projects were prioritized with consideration given to the resources (both human and capital) available to the City to implement and manage the associated projects. The project implementation plan strives to set reasonable expectations as to when the projects will be initiated and completed. However, a project’s eventual start date will be driven based on factors that cannot be predicted at this time including funding, budget approval, and contingencies. While the intent of the SITP is to support the City’s budgeting process by providing direction and input necessary to justify expenditures; it is not meant to include detailed specifications, requirements, or recommended vendor solutions. The SITP assumes City staff will follow appropriate planning and procurement processes for each project that include activities such as detailed requirements analysis, formal evaluation and selection, and implementation methods. As projects are initiated, staff resources will need to be allocated as appropriated. The City may find it necessary to supplement existing resources with consultants, temporary personnel, and other vendor staff. This will be particularly important during the implementation of complex systems such as Finance and EDMS which may require both current operational personal and supplemental staff for testing and implementation. Figure 9, SITP Concurrent Activities by CY, depicts the relative workload for each year in the SITP including project planning activities, project implementation activities, and post-‐implementation reviews to document the lessons learned in the course of each project May 2015 Page 28 City of Branson Strategic Information Technology Plan and to provide the basis for planning any additional phases that may be needed. Please note that although the resource requirements for each project may vary based on factors such as the eventual scope and objectives of the project (particularly if the project is divided into multiple phases) and the division of responsibilities between the City and external service providers; the number of concurrent activities is nonetheless a significant metric for planning purposes. Irrespective of other factors, the number of concurrent activities is indicative of the City’s workload since even activities being performed by external service providers will need to be overseen by City staff. The blue portion of the stacked bar for each CY represents the number of planning activities, the red/oxide portion of the bar represents implementation activities, and the light green portion of the bar represents post-‐implementation activities. By necessity, the initiation of the SITP activities will require significant planning and preparation. CY15 accordingly shows a significant amount of time will be allocated performing necessary project planning activities (such as project scope, system requirements, vendor selection, etc.) which will be primarily performed by City departments, ITD, and perhaps by outside consultants. The remaining CY15 activity will be ITD staff completing current “in-‐progress” projects and ITD specific activities, all of which are needed to free-‐up resources and provide the foundation for the implementation activities beginning in CY16. Figure 9, SITP Concurrent Activities by CY During CY16 additional planning activities will take place using existing staff, but more time will be allocated to the implementation of those projects that were defined in the previous CY15. Some staff time will be required this CY to participate in post-‐implementation project reviews.
May 2015 Page 29 City of Branson Strategic Information Technology Plan 3. Conclusion In closing, NexLevel would like to emphasize two thoughts that have emerged in the course of developing the Strategic Information Technology Plan for the City of Branson. The first thought concerns governance. Technology master 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 stops along the way, and as anyone who has travelled with family knows, there are often those who ask questions: governance stifles organizational agility; however, the reality is that the converse is true: it enables organizational agility by allowing organizations to allocate their technology resources to the most critical projects and to keep technology objectives aligned with business objectives and priorities. Yet, despite the vital nature of technology governance, organizations often struggle to establish and maintain it. Part of the problem is that technology is still relatively new compared to the traditional functions of organizations and the need for technology governance is not engrained in organizational culture in the same way as budgeting, for example. Just as it is not possible to run an organization without having well-‐defined procedures for budgeting, technology governance is vital for organizations that need to obtain the highest possible return for their investment in information technology. Governance is the key factor that transforms a technology strategic plan from being “shelfware” to being a tool to drive organizational effectiveness. “Do we really have to go?” “Are we there yet?” “Can we get there faster?” The second thought relates to the nature of information technology and the establishment of the foundation for the effective use of business application systems. Figure 10, 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 the return on investment (ROI) for those expenditures. These questions are all too familiar to organizations that are working to transition their technology environments to a target state, and underscore the critical role that technology governance, coupled with well-‐defined and measurable objectives, plays in the transformation of technology environments. Governance comes into play in the definition of the target state and the interim objectives as well as in the prioritization of the individual projects that comprise the roadmap and in the assignment of resources to the projects. Governance needs to play a larger role as the Technology Master Plan progresses, and this is why having a strong commitment to the continuing governance of technology is so critical to success. Just as in any trip, priorities may change and obstacles may be encountered, and technology governance is needed to make informed decisions as to how best to allocate resources and to overcome obstacles. Critics often complain that technology May 2015 Page 30 City of Branson Strategic Information Technology Plan The SITP is a valuable tool to ensure technology is procured, implemented, and managed in a cost-‐effective approach that maximizes the benefits to the City and its customers. The SITP is a result of a comprehensive, Citywide planning effort that provided the opportunity for management and staff to review, discuss, and integrate their technology needs into a common framework. Hopefully it provides a common understanding of the City’s technology priorities and serves as a tool to provide an overall picture of what is to be accomplished and why. Figure 10 – Technology Expenditures and Return on Investment The implementation of any end user business application (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 (including servers and storage devices), user infrastructure such as desktop PCs, and enabling technologies. Weaknesses in any of these supporting components can significantly impede the effectiveness of a business application by reducing availability, performance, and reliability. Faced with an application that is slow or not available when needed due to infrastructure issues, users often 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. While the creation of the SITP represents the culmination of only one step in the planning process, it also marks the beginning of another step – one through which City leaders must work together to create an environment that supports the SITP. ITD must now work closely with City management, leaders, and staff as they begin a journey to create an organizational sense of purpose that goes much deeper than any vision statement, mission statement, or plan can communicate. The potential is significant, but so too are the challenges. The City has the opportunity to continue its expansion of the use of technology in order to meet the goal: providing the information it needs to function at peak performance, with the City, the public, and its suppliers, are connected in a seamless, effective manner. It is thus important for the City to look at its overall technology environment at a high level and ensure that the foundation for all applications remains solid. May 2015 Page 31 City of Branson Strategic Information Technology Plan 4. Appendix A – Project Descriptions Project Name Agenda Management AMI -‐ Pilot Project Applicant Tracking Backflow Management Backup Appliance Body Cameras for PD May 2015 Project Description Provide the capability to manage agendas for the meetings of the City Council, Planning Commission, etc., including the capture, editing, tracking, and approval of agenda items and support documents, as well as creating the agenda packets. Increase online collaboration and management of agenda items, improves the flow of documents, increases staff efficiency, and provides electronic public access to meeting materials. This module may become a part of the Electronic Document Management System project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐
alone software solution. TO BE PROVIDED BY CITY Acquire a software system for job recruitments and applicant tracking which would allow applicants to submit their employment application electronically, rather than submitting a hard copy to Human Resources. The City does not use an automated application management process. This software allows applications to be submitted electronically, then screened and routed to the hiring manager for review rather than processing paper applications. TO BE PROVIDED BY CITY Procure a network appliance for the secure and redundant backup of servers. Consider locating the placement of this appliance in a separate City facility as added security protection. Ensure all servers (databases) are adequately backed-‐up and can be restored from a separate location in case of emergency. Procure and implement equipment, software and data storage for the use of body cameras for City police officers. Body worn video (BWV), also known as body cameras, is a video recording system that is typically utilized by law enforcement to record their interactions with the public, gather video evidence at crime scenes, and has been known to increase both officer and citizen accountability. Page 32 City of Branson Project Name Building Permits/Code Enforcement System CAD/RMS (CODY) Replacement City Council Streaming Video City Council Voting System Replacement May 2015 Strategic Information Technology Plan Project Description Procure an automated system for the issuance of building permits, inspections, plan check, and code enforcement and other activities currently managed manually or through limited use of NaviLine software. The current permitting application is at end-‐of-‐life and does not support the desired requirements of the Planning Department including providing information on the website (i.e. plan review status; inspection requests), providing field staff with real time access to view and update information (i.e. inspection results) and workflow tools to notify the required plan reviewers and obtain their review comments. The system should provide 24/7 service to the community through automation including the ability to view permit details, permit issuance status, request inspection and view inspection results. Additional opportunities include the ability to issue simple permits online and electronic plan submittal and review. In addition, the project scope could include replacing the current business license system with a new application that includes the ability to generate letters, calculate late payment penalties, and calculate fees. The new system should provide for the electronic submission of new business license applications and the ability to pay renewals on line. Supports City-‐wide permit processes and allows information sharing across departments. Provides a citizen access portal that allows citizens to obtain permit details and information 24/7 including requests for inspections. Promotes mobile technology for field access to allow inspectors to access information about permits, previous inspection results and to record results while working in the field. Plan for and implement a commercial-‐off-‐the-‐shelf (COTS), proven, best practices solution for computer aided dispatch (CAD) and records management (RMS) in support of the Police Department and replace the existing CODY application which is not meeting the current operational needs of the department. This critical business application must be easy to use, meeting departmental needs, and assist with mission critical assignments. Replacing the software is a business requirement that potentially involves PD and citizen lives. This project provides for live filming and broadcast of City Council meetings via the Internet. Provides for increased transparency of government activities with citizens. Allows for citizen attendance to City Council meetings without physically traveling to City Hall. This module may become a part of the Electronic Document Management System project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone software solution. Replace the existing City Council voting system with new technology. The existing system is reaching end-‐of-‐
life and maintenance costs will increase. If the agenda management project moves forward, the voting system could be a part of that implementation. Page 33 City of Branson Project Name City Intranet/Collaboration Site City-‐wide Fiber Strategy Cooper Creek Technology Cyber-‐security Plan Disaster Recovery/Business Continuity Plan Downtown Streetscape Technology May 2015 Strategic Information Technology Plan Project Description Implement a software solution to promote department communication and coordination for projects and day-‐
to-‐day City activities. The solution should provide a foundation for facilitating and sharing information for projects and initiatives. More specifically, the solution should support document sharing, document version tracking, central form repository, workflow, alerts/notification, calendars, frequently asked questions, links, project sites, and task tracking. Define the remaining locations within the City that may benefit from the installation of fiber for network connectivity. The analysis includes a cost analysis of leased vs. buy and other options to provide adequate data transmission speed. Once the strategy is determined, this project will procure and install the recommended components. This project is to implement the necessary technology infrastructure for the new Utilities building. Infrastructure components include fiber, internal device connections, routers/switches and telephones. A properly planned communications network will ensure the new building is functional and staff-‐ready on opening day. It also provides the opportunity to thoroughly document the technical aspects of the facility for future reference and maintenance Contract with an independent, certified firm to conduct an external network vulnerability and penetration test to identify security gaps and identify areas for improvement. This project also creates a security plan to remediate network security vulnerabilities and to provide a continuing approach to security management for all City employees. Create and implement a City-‐wide Business Continuity Plan and an IT Disaster Recovery Plan that would help to ensure timely recovery of core applications in event of an unplanned event or outage based on business and operational imperatives. Implementation of the plans should include any hardware, software, off-‐site services, and training required to meet business and operational recovery requirements. This project would create a plan for the on-‐going operation and recovery of the technology infrastructure to support City operations during a time of local or regional emergencies. This project allows for the design of technology associated with the revitalization of downtown Branson. As this project moves forward, there will be opportunities for the installation of new technology infrastructure and the innovative application of technology into the renovation project. It should be noted that as of this time, the amount of technology, the cost, and scope have not been determined but this project does allow for the participation of ITD in the planning of technology initiatives as appropriate. This major renovation provides an opportunity to place infrastructure components within the new design that will be beneficial to the City in the future through innovative planning, implementation and execution. This project may become a part of the City-‐wide Fiber strategy project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone solution. Page 34 City of Branson Project Name e-‐Discovery e-‐Signatures and Work Flow e-‐Ticketing Software implementation Electronic Document Management System (EDMS) May 2015 Strategic Information Technology Plan Project Description Evaluate, procure, and implement e-‐Discovery software which will help manage and produce public information including email, contracts and other forms of digital documentation. Analytics search features allow for word list usage, exact phrase matching, forbidden term searching and approximate spelling matching. A typical e-‐Discovery solution will: help identify, collect and preserve critical information assets; produce, retrieve and review all discoverable data on demand with a repeatable and defensible electronic evidence discovery strategy; reduce risk and costs related to electronic discovery; manage data from its creation to deletion across all repositories, and leverage search across multiple data types. This module may become a part of the Electronic Document Management System project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone software solution. Implement the ability for City staff, with appropriate levels of authority, to review/approve and sign memos, letters, and other documents via electronic signatures. This project would improve work flow within the City, reduce time required to manually circulate documents for approval, and reduce current effort/time to track or record routine information. This module may become a part of the Electronic Document Management System project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone software solution. Implement electronic ticketing for Police officers to replace (supplement) manual ticket books. The project includes an interface to Incode (Court software). This project reduces paperwork, improves efficiency, and provides automated interfaces into the existing Court management and financial accounting systems. Establish a formal plan for an Electronic Document Management System (EDMS) that incorporates the full needs of the City and is capable of integrating with other core applications (finance, HR, payroll, asset management, GIS, permits, Incode, etc.). This project includes an assessment of the City-‐wide document management need and will determine the steps for procurement, selection, and implementation of an enterprise-‐wide document management solution to support current and future needs. A new system would provide a single repository for storage management and search ability of archived documents for both internal and public search functions. This would improve staff ability to quickly locate records. It should also promote open government by providing a robust search tool for the community to view public documents on the City's web site. Provides improved ability to search archived documents for both internal and public search functions with full integration with other departmental based software applications. Promotes open government objective by providing a more robust search tool for the community to view public documents on the city’s web site. Reduces chance of document storage/management inconsistency between departments and application of retention requirements among departments. Page 35 City of Branson Strategic Information Technology Plan Project Description Implement an enterprise-‐wide time reporting system with an automated interface to the payroll system. The current time keeping processes (manual and NaviLine) are cumbersome and time consuming and require staff time to collect, sign, track, and data enter time into the payroll system. The time reporting system should include features such as approval routing, vacation request, etc. Improve the efficiency of City staff for time Electronic Time Reporting keeping, provide a single input mechanism for all time recording activities, improve time keeping accuracy, and reduce total time spent tracking employee time. This module may become a part of the Finance System Replacement project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone software solution. Evaluate software to monitor and report City facility HVAC consumption. This project would implement an Energy Management System to assist the City in proactively managing energy consumption and potentially Energy Management System save on utility charges. The system would help manage HVAC and lighting in facilities from a central or remote location. Annual budget allocation for the systematic replacement of desktops, laptops, and network infrastructure devices as required. Keeps the maintenance on equipment to a minimum, provides equipment that will Equipment & Network operate effectively with new software, and ensures upgrades to the communications network, access points, Refreshment Wi-‐Fi coverage, and other necessary telecommunication devices is performed on a routine basis. Exchange Upgrade (2007 to Update all computers with a newer version of Microsoft Exchange. This project would ensure current, 2013) supported versions of software are in use within the City and that all necessary interfaces continue to operate without having to reload or upgrade to newer versions. Identify organizational performance measures and provide the information to management in a dashboard for easy reference. The information may include the number of new business license applications, the number of public safety calls, current budget comparisons, key performance indicators, financial status, and other metrics. Benefits of this project include the Improve the flow of data from departments to executive Executive Management Dashboard management within the City, increase transparency throughout the organization and provide metrics for proactive management action. This module may become a part of the Finance System Replacement project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone software solution. Procure and implement a facility management solution to improve tracking service requests, schedule preventive maintenance and overall management of maintenance activities. This project would increase Facility Management System overall efficiency and productivity. It would also improve the ability to plan and perform preventive maintenance with potential to reduce maintenance expenses. Opportunity to reduce expenses through preventive maintenance. Project Name May 2015 Page 36 City of Branson Project Name Field Mobility Finance System Alternatives Analysis May 2015 Strategic Information Technology Plan Project Description Create and implement a plan to establish mobile computing standards and processes to support field staff in accessing information in the field, as well as supporting the electronic collection of information to reduce paper-‐based processes. This project will focus on providing field staff with tools to allow them to work without coming back to the office and would increase their efficiency by being in-‐touch and having information available to perform duties. The scope of this project includes identifying support and training needs to ensure staff have the necessary support when using mobile technologies. This project will provide the foundation for City personnel to locate assets, download plans, and update work order status as needed and at their work location. The project may include physical improvements to the City’s Wide Area Network (WAN) in order to provide consistent, reliable connectivity throughout the City. This project may be combined with the Mobile Data Management Software project as specifications and solutions are developed and evaluated. Explore various solutions available to the City for replacing the current finance system. An analysis will be completed showing the available modules, by product, the associated costs, annual maintenance, implementation fees, and data conversion estimates. In addition, the analysis will provide on-‐going operational estimates whether hosted locally or in the cloud and determine whether the City implements a full-‐ERP system or moves toward a "best of breed" software acquisition. Provides an up-‐front evaluation of alternatives to existing ERP system, financing alternatives, the creation of a detailed statement of work, and system requirements prior to issuing an RFP and/or selecting an application vendor. This activity may become a part of the Finance System Replacement project. Page 37 City of Branson Strategic Information Technology Plan Project Description Replace the existing SunGard NaviLine finance system with a commercial-‐off-‐the-‐shelf (COTS), proven, best practices solution. While SunGard continues to provide system maintenance and support, the NaviLine solution is no longer being developed and lacks an ongoing roadmap. The application is approaching end of life. Major functionality of the new system will likely include General Ledger, Project Accounting, Budget, Contract Management, Fixed Assets, Accounts Payable, Accounts Receivable, and Purchasing. Significant features of the new system should include a robust workflow and self-‐service modules (i.e. employee self-‐
service, vendor self-‐service, etc.). The new system will should include integration to GIS, document management, maintenance management, employee time reporting, and other department level systems. The Financial System project will include software, hardware, interfaces, training, conversion, project management, and business Replacement process improvements. While there is a separate project for a Human Resources System, this application replacement solution could also provide an HR module. The implementation of a new financial system affects the way information is processed throughout an organization. Rather than automating inefficient processes or continuing tasks that may not be necessary in the first place, business process re-‐engineering (BPR) provides the opportunity to review systems, procedures and methods of doing business to gain efficiencies. The use of available off-‐the-‐shelf tools (i.e. integrated document management, workflow, and employee self-‐
service) offers additional benefits to staff productivity. The implementation of a new financial system may also be the ideal time to modify the organization’s chart of accounts to better accommodate budget and expense management to support decision-‐making. Implement the Fire House Mobile software suite which is designed to complement the existing Fire House Fire House Mobile software system. Fire House Mobile uses an interface designed for mobile computers installed in responding vehicles or for use in the field. Functionality includes inspections/occupancies, preplanning, and response aids. This software application will assist the City in managing its vehicle fleet (Public Works, Fire, Police, and Administration). The system will provide usage data, scheduled maintenance activities, fuel management, and depreciation. The system will provide a more efficient method of managing the City equipment and vehicles. Fleet Management Software It will schedule preventive maintenance activities and provide management will replacement schedules for a more effective replacement strategy. This module may become a part of the Finance System Replacement project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone software solution. Project Name May 2015 Page 38 City of Branson Project Name Geographic Information System (GIS) Strategic Plan GIS -‐ ELA for Small Governments Guardian Tracking Software Help Desk Software Replacement May 2015 Strategic Information Technology Plan Project Description Establish a GIS roadmap (a series of GIS recommendations) for the continued expansion of the ERSI GIS application so that all current and future users of GIS understand the long-‐term goals of GIS. The City has numerous electronic data repositories with relevant information about the City that would benefit from integration to the GIS. GIS has the ability to provide a single access method to selected documents and records. In addition to mapping services, the GIS technology enable information sharing between departments (i.e. scanned permits and plans could be accessed by viewing a map of the City, GIS access from patrol vehicles). This project would catalog existing geospatial functions within the City and identify their strengths that should be leveraged as well as major weaknesses that should be addressed to provide better service or interfaces into future, modern databases being implemented within City departments. Provides a single GIS database for all departments, reduces redundancies, allows for information sharing between departments by using address link to data, and provides increased information to the public through the City’s website. Change the software license agreement with ERSI to an enterprise agreement available for small government installations. The GIS software can be installed on PCs throughout the City thereby enabling departmental updating of data layers and provided access to GIS functionality at multiple sites rather than depending on Engineering/PW to perform all GIS related activities. Implement Guardian Tracking software as a Police Department specific employee performance documentation/early intervention and recognition system to manage employee performance. Increase the efficiency of tracking employee performance and citizen complaints/internal investigations through a software application thereby reducing man hours currently devoted to managing these records and increasing the efficiency of queries and inputting data. The software allows the Police Department to meet several CALEA requirements. ITD plans to replace the existing Help Desk software system (SpiceWorks) with a more robust application that will allow for detailed reporting, creation of a knowledge base, and provide the capability for users to access work order information directly. Objectives/Benefits: This project will apply Best Practices to the daily operation of the Help Desk. Customers of the IT Department will have access to service requests and troubleshooting information from their work station. Management will have the capability to review Help Desk statistics/reports to analyze performance, spot trends, and become more proactive in the delivery of technology services within the City. Page 39 City of Branson Project Name Highway 76 Technology Human Resources System Internet Speed Upgrade IT Best Practices IT Facility Maintenance May 2015 Strategic Information Technology Plan Project Description This project allows for the design of technology associated with the revitalization of Highway 76. As this project moves forward, there will be opportunities for the installation of new technology infrastructure and the innovative application of technology into the renovation project. It should be noted that as of this time, the amount of technology, the cost, and scope have not been determined but this project does allow for the participation of ITD the planning of technology initiatives as appropriate. This major renovation provides an opportunity to place infrastructure components within the new design that will be beneficial to the City in the future through innovative planning, implementation and execution. Of particular interest are security cameras, street lighting, message boards, and stop light management. This project may become a part of the City-‐wide Fiber strategy project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone solution. Implement a commercial-‐off-‐the-‐shelf (COTS) human resources management system to automate and streamline existing processes which are largely paper based or supported using desktop tools. The existing finance system, NaviLine, does not include a robust Human Resources module. A new Human Resources application would help track personal action forms, performance reviews, job history, safety/certifications/training, disciplinary actions, dependents/emergency contacts, vacation/sick/leave tracking, benefits, etc. The application can include workflow for approval routing and web based employee self-‐service. The Human Resources application would provide necessary automation to a department currently performing many of its tasks manually. This module may become a part of the Finance System Replacement project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone software solution. Increase the Internet bandwidth from 20 Mbps to 100 Mbps. Provide faster service for access to external web sites and for transferring data between external computing devices. Ensure the ITD staff continues to focus on improving it delivery of service to its customers by developing technical documentation, technical blueprints, change management procedures, desktop and server lifecycle plans, and equipment and software refreshment practices. Improve the physical environment in the placement of computer equipment, server, routers, switches and other devices throughout the City. This project would include the consolidation of server rooms (City Hall and Convention Center), server rack installation in remote facilities, and electrical connections in all technology equipment closets. Page 40 City of Branson Project Name IT Governance IT Policies and Procedures IT Staffing Analysis Key Access System Mobile Data Management Software May 2015 Strategic Information Technology Plan Project Description Define and create a formal City-‐wide IT governance structure which will assist in aligning the business needs of the City with the technology support organization. Activities include: Creation of charters, member selection, meeting agendas and schedules. This project provides the City with established processes for the acquisition and implementation of technology. Improves communication about technology projects, provides for organization-‐wide input into technology decisions, and establishes the process for prioritization of technology needs. Includes development of formal policies relating to technology. A properly executed IT Governance structure will improve communications, add transparency among departments utilizing technology and provide a forum for structured technology implementation. Update/create policies/procedures governing the use of technology City-‐wide. This project includes the creation, monitoring, and enforcement of standards, best practices, and policy for all employees as well as vendors accessing City computer systems. Review and make recommendations for the staffing of the IT Department based on the prioritization of projects within the Strategic IT Plan and available resources to implement the projects. This project may consolidate the ITD and Convention Center IT Department into a single organization, expand ITD’s use of external sourcing services to supplement existing staff, and incorporate Business Application Specialists into City departments to support core software applications. Replace the existing key access system, which is out-‐dated and cumbersome to use, with a modern, network compatible system that would allow for hardware on any door to be attached to the nearest communications network port thereby reducing future expansion and installation costs. This project would make expansion easier (nearest network port), would make door access throughout the City uniform, and allow for easy addition, delete, or change to access codes and cards. Implement a mobile data management solution (MDMS) with associated policies and procedures to help protect the City’s technical infrastructure. Since mobile devices allow remote access and allow an organization’s data to reside outside the traditional brick and mortar, it is important that appropriate security protocols are adopted. MDMS offer the ability to better manage security and protect data. This project may be combined with the Field Mobility has specifications and solutions are developed and evaluated. Page 41 City of Branson Strategic Information Technology Plan Project Description Monitor the development of Next Generation 9-‐1-‐1 (NG9-‐1-‐1) which is an initiative to improve public emergency communications services in the wireless mobile society. NG9-‐1-‐1 is intended to replace the existing 9-‐1-‐1 system. NG9-‐1-‐1 will enable the public to transmit text, images, video and data to 9-‐1-‐1 call centers. This project could be incorporated into the CAD/RMS replacement project or, at least should be NG 9-‐1-‐1 evaluated for interoperability as the new CAD/RMS vendor is selected. At this time the Police Department should monitor on-‐going developments in NG9-‐1-‐1. As the replacement of the CAD/RMS project moves forward, it should accommodate NG9-‐1-‐1 and other federally or state mandated law enforcement capabilities. Implement the RecTrac module that allows for on-‐line credit card, PCI compliant payments. The project would On-‐line Payments (RecTrac) allow for increased customer service and transparency for citizen use of facilities and services. Upgrade the existing radio inventory within the Police Department to P25-‐compliant systems. Project 25 (P25 or APCO-‐25) is a suite of standards for digital radio communications for use by federal, state/province and P25 Compliant Radios for PD local public safety agencies in North America to enable them to communicate with other agencies and mutual aid response teams in emergencies. The deployment of P25-‐compliant systems will allow for a high degree of equipment interoperability and compatibility. Identify an appropriate scheduling application to assist with staff scheduling that includes flexibility to support unforeseen staffing changes. The 24/7 schedule, required court appearances, sick time and vacation requests Police Scheduling Software are challenges to preparing and maintaining schedules. This is currently a manual process and is labor intensive. This project would provide tools to improve the business process associated with PD scheduling and reduce the manual effort currently expended. Develop a tactical plan for implementing, updating, and supporting specific Police Department technologies/software including, but not limited to: Automated License Plate Readers, e-‐Citation, Timekeeping/Scheduling, field reporting, crime analytics, digital evidence, body/car cameras, GIS, jail management, crime photos/video, traffic cameras, voice recognition, interview room recording, fingerprinting Police Technology Roadmap (LiveScan and remote), DNA tracking , court appearance video, etc.). The project would include identifying the level of ITD service required to support the various PD-‐based technologies, on-‐going staffing, and other specific software applications that may be added to the City’s Strategic IT Plan. The roadmap would that technology planned or current in use within the department are supported, updated regularly, and take advantage interoperability with regional and state law enforcement providers. This project allows for electronic policy management and distribution of policy manual changes and updates meeting CALEA accreditation standards. PowerDMS allows the distribution of policies and procedures electronically, and banks a history of policy revisions to track what versions were in effect on a specific date in Power DMS history. The software also allows live updating of policies, historical tracking of employees reviewing and electronically signing off on policies, collaboration on policy creation. Project Name May 2015 Page 42 City of Branson Strategic Information Technology Plan Project Description Establish basic project processes such as charters, meetings, and status reporting which could result in better use of resources and improve overall delivery success. At a minimum, Project Charters should be developed for all projects and include: Description, Stakeholders, Timeline/Deliverables, Risks/Assumptions, Project Management Methodology, Financial Resources, and Signatures. Provide a standard methodology for the implementation of Principles technology projects within the City. This project would place project planning as a high priority for new initiatives and assist in implementing them on-‐time and within budget. This application will track project/grant activity that may span multiple fiscal years and provide a level of accountability and data for the life of a specific project or grant. The unique reporting and tracking requirements of grant and project work require a specialized software module for ease in reporting and management. The City will be better positioned to meet project/grant reporting requirements by employing a Project/Grant Accounting specialized product. The software will assist staff in limiting the current manual process used for tracking. This module may become a part of the Finance System Replacement project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone software solution. Identify and implement a solution to help the City manage claims activity and provide a centralized repository of claim information including photographs. Currently, claims are submitted on paper managed using Risk Management Software informal processes (i.e. email, file storage, hardcopies, etc.). This module may become a part of the Finance System Replacement project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone software solution. Create a comprehensive SCADA operations plan that addresses all aspects of automated control including technology, networks and communication, security, governance, staffing, standards, upgrades, and routine operation. Ensures adequate on-‐going support of critical SCADA operations by Utilities and/or IT staff. This SCADA Operations Plan project provides for clear definition of responsibilities, disaster recovery plans, and security for day-‐to-‐
operation. Implement video technology to provide increased security and visibility to remote City assets (i.e. equipment, wells, and facilities). This project would leverage the wireless network and provide the ability to view City assets via video available on the network for remote monitoring and to increase the level of security at these Security Cameras in Outlying facilities. Staff has indicated that offsite facilities have little in the way of security for staff and the public. Facilities Surveillance cameras at City facilities will help deter vandalism and increase security at public offsite locations. This module may become a part of the City-‐wide Fiber strategy project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone solution. Project Name May 2015 Page 43 City of Branson Strategic Information Technology Plan Project Description Separate the Police Department’s communications network from the City’s network to meet CJIS requirements. One way of breaking a larger network into smaller sections is by implementing Virtual Area Segment PD on Secure VLAN Networks (VLANs). VLANs allow segmentation, or breaking a large network into secure, smaller ones which prevent access by others on the same network while, at the same time, meet federal law enforcement computing standards. Update all servers to a newer version of Windows Server Operating Software to take advantage of improved functionality and performance improvements. This project would ensure current, supported versions of Server O/S Upgrade software are in use within the City and that all necessary interfaces continue to operate without having to reload or upgrade to newer versions. Complete an inventory of the installed software base and match to the authorized acquisition levels. This reconciliation should be regularly conducted, adjustments made to the purchase authorization, and a “true-‐
Software Licensing Audit up” conducted. This project ensures the City is in legal compliance with all licensing agreements and contracts. Project Name This software module will account for City staff attendance at training classes, seminars, and professional development meetings. It will also track professional certification of employees which is often necessary to meet on-‐going training requirements and renewal process. The City will replace manual processes for the Training/Certification/Safety tracking of employee training/certification data. The system is particularly valuable for the Police, Fire, Tracking Utilities, and other departments that have a mandate to keep staff properly trained and certified to meet state and federal requirements. This module may become a part of the Finance System Replacement project once detailed specifications and vendor offerings are determined and evaluated or it may be implemented as a stand-‐alone software solution. Establish a series of processes to monitor, control, and manage external vendors used by ITD. This project will provide stronger vendor control by establishing formal external vendor procedures, creating a vendor listing Vendor Management with demographic information, developing an ITD Service Catalog and service level agreements, and consolidating on-‐going maintenance contracts. Identify a standard and implement a common video conferencing solution. The project scope will include developing the standards, procuring and implementing the solution, and training of City staff on the use and support of the conference solution. Several City departments expressed the benefit of being able to use video Video Conferencing conferencing technologies for meetings, interviews, etc. These conferences would provide a cost-‐effective alternative for City staff and/or for other meeting participants in that it would save travel costs and the time required for traveling. May 2015 Page 44 City of Branson Project Name VoIP Telephone System Implementation Wi-‐Fi at RecPlex Strategic Information Technology Plan Project Description Implement the Cisco BE6K VoIP system, currently installed in the Convention Center, throughout the City. The VoIP solution would allow the City to leverage the existing data network to support both data and voice and reduce the overall monthly cost for voice services (i.e. reduced lines, no add/move charges, phone system maintenance, etc.). The VoIP solution provides the City staff with many benefits to improve productivity and mobility such as "follow me anywhere". The scope of this project would include a network assessment to ensure that the existing network infrastructure is capable of supporting both data and voice without adversely impacting reliability and performance, formal migration plan development, additional equipment needs and cost analysis. Implement a Wi-‐Fi solution within the City's RecPlex complex. Patrons of City facilities are requiring Wi-‐Fi access. This project would allow for network access within the RecPlex which is one of most widely used City buildings. May 2015 Page 45 76 COUNTRY BOULEVARD
Complete Streets Project LET’S PLAY!!
Board of Aldermen July 9, 2015
Design & Easement (JUEA) Activities
• Joint Use Easement Agreement Progress
• Phase 1a, Ripley’s to Rosalee Street
• 34 Properties
• 29 Agreed to Conceptual Design& JUEA
• Documents to City, BOA in July 2015
• Design Progress
• Phase 1a, Ripley’s to Rosalee Street
• New Roadway curb line established
• New Promenade and Sidewalk alignments defined
• New 12” Water Line • Developing cross sections
• Value Engineering session with MoDOT July 22
• Final Preliminary Design complete August 2015
Design & Easement (JUEA) Activities
• Design Progress • Phase 1a, Ripley’s to Rosalee Street
• Finalizing Streetscape “Hardscape” Recommendations
•
•
•
•
•
Street Lighting
Pedestrian Lighting
Benches
Waste Receptacles
Pavement Materials
• Present Concepts to BOA in August 2015
Funding the New Spirit of 76 Project
• Collaborative Effort with City Staff
• Extensive Funding Scenarios Analyzed
• Plan of Finance Plan Defined
• Scenario Based on City Funding
• Project Can be Funded Entirely
• Funding Based on Conservative Assumptions
• 1% Growth Rate on Existing Businesses • No New Development Included
• Traditional Bond Financing
• Establish Community Improvement District 1% Sales Tax
• Combine with existing City Tourism Tax
Funding the New Spirit of 76 Project
• Plan of Finance Plan Defined
• Draft Terms for the Community Improvement District
• 1% Sales Tax
• Boundary of CID Initially Phase 1a
• 7‐member CID Board, 3 members City Officials
• CID Budget Reviewed and Approved by City BOA
• Operations & Maintenance provided by City
• Administration provided by City
• July 2015 – Share CID Plan with Stakeholders in Phase 1a
• Team will continue to look at Additional Funding Sources
• TIFIA, TIGER, State of Missouri
MEMORANDUM
TO:
FROM:
Jan Fischer, Human Resources Director
DATE:
July 8, 2015
SUBJECT:
Employee Safety Training at the City of Branson
The attached is an overview of how safety training is handled at the City of Branson, with respect to the
needs, methods, timing and tracking to help ensure a safe working environment for the City’s employees.
Currently, the focus, as outlined in the attachments, is on a centralized training plan for Utilities, Public
Works and Parks and Recreation departments, which is the primary purview of Eric Walter, the City
Safety Officer. The Police and Fire departments currently address, deliver and track their own specific
schedules and needs.
The future vision of growing safety training would be to identify needs brought to light from Risk
Management meetings and which would be inclusive of all departments. Although these needs would
vary from department to department, addressing them would involve monthly/weekly safety meetings
or just-in-time training to address specific or topical issues. And finally, the vision is to have a means by
which the curriculum, certifications, schedules and tracking mechanisms could be stored in a central
repository for City-wide access, where a department could access and have input into their own training
requirements, and the City Administrator would have a complete overview at hand at the state of safety
training here at the City.
City of Branson Employee Safety Training
1. How do we determine what training is needed?
A risk assessment was done prior to 2012 that matched frequency coupled with consequence to
determine needs.
Utilities – chlorine and Sulphur dioxide release; confined space entry; arc flash
Public Works – roadside hazards; heavy equipment usage; hand tool usage
Parks and Recreation – chemicals (solid chlorine, muriatic acid and others associated with custodial
duties); cross chemical contamination prevention (solid chlorine, fertilizer, diesel fuel); operating
vehicles in vicinity of visitors/children; blood borne pathogens
Special consideration is given to detailed training and qualifications based on risk and
complexity, such as heavy equipment usage, confined space entry, chlorine and sulfur dioxide
handling, and arc flash.
City-wide – vehicle backing; cell phone use while operating City vehicles
2. What is the method and timing of training delivery?
Method of delivery is mostly instructor-led training; Midwest Public Risk does offer some safety
training via its web portal (for this upcoming quarter City-wide).
Timing of delivery – see following pages
3. How is training tracked?
Eric Walters, Safety Officer, performs majority of all instructor-led safety training and facilitates the
Safety Committee. Participants’ training is tracked via sign-up sheets and maintained via subject
matter-specific spreadsheets.
On-line training is tracked by Norlene Hillier via the MPR web portal.
4. What are we planning for future enhancements for Safety Training?
Taking lessons learned from Risk Management to further identify gaps in training and additional
safety training needs.
Development of training effectiveness measures – determining and reporting the metrics by which
we can assure what we are doing works (i.e., reduces injuries, lowers risks, prevents accidents, etc.).
Implementation of a Knowledge Management System (KMS) – a means by which we can track
employee participation in training events and growing it City-wide. The expectation is that the KMS
would store subject matter material, curriculum, rosters, etc. for ongoing use regardless of the source
of training.
1
AUGUST2015
MONDAY
TUESDAY
Safety Training
WEDNESDAY
THURSDAY
FRIDAY
SAT/SUN
notes
WEEK
1
1/2
4
5
6
Waste Water
Treatment
Recycling
Center
Eric Walters
Eric Walters
12
13
Parks and
Recreation
Water
Treatment
Plant
Water
Distribution/
Collection
Eric Walter
Eric Walters
Eric Walters
19
26
notes
WEEK
2
3
notes
WEEK
3
10
17
notes
4
WEEK
18
14
15/16
20
21
22/23
27
28
29/30
All departments
25
notes
5
Utilities - all
&
Public Works
Eric Walters
notes
6
31
WEEK
8/9
Safety
Committee
meeting
24
WEEK
11
7
2
Training Delivery Timing
Training Topics
Timeframe
Confined Space Entry
As needed (new employees, specific requests by management, etc.)
SCBA use/practicum
February
Ice and Snow
Fall (October, November, December)
Defensive Driving
Summer
Bucket Truck Operation
Spring
Forklift Operation
Spring
Blood Borne Pathogens
As needed (new employees, specific requests by HR or management, etc.)
Traffic Control
Spring
Hazardous Communication
As needed
Safe Lifting
Summer (seasonal labor focus)
Hearing Protection
Summer (seasonal labor focus)
Incident Command
December
A & B (chlorine) Repair
January
Confined Space Rescue
As needed (upcoming by Fire Department)
Chlorine Release Drill
March
Heat Exhaustion/Stress
Spring
Review Emergency Plans
November
Open Trench
OSHA topics
Crane Truck
Arc Flash
3
MEMORANDUM
TO:
FROM:
Garrett Anderson, Economic Development Director
DATE:
July 9, 2015
SUBJECT:
Potential Change to Liquor Code
Within the past year there have been several requests for by-the-drink liquor licenses that have conflicted
with the City of Branson Municipal Code section 10-85.
Sec. 10-85. - Proximity to church or school.
No license under this chapter shall be issued to any person for any establishment located
within 300 feet of a school or church or other building primarily used as a place for religious
worship, measured from the nearest point of the enclosing wall of the premises to be licensed to
the nearest point of the exterior wall of the church, school or building, provided however that
once a license has been issued, when a school, church or place of worship is established within
the prohibited distance from the place of business licensed, the license shall not be thereafter
denied for this reason.
The State of Missouri Code for this same requirement only requires 100 feet of separation between and
church or school and establishment that sells alcohol.
The primary area where this difference presents an opportunity is in Downtown Branson. With the
Downtown Redevelopment Project, we would like to see additional restaurants, and in particular,
outdoor dining experiences, developed along Main and Commercial Street. Because of the churches on
the corner of College and Commercial, this 300-foot distance disallows this type of development on the
200 or 300 blocks of South Commercial.
I am not requesting approval for a change at this time. I would like to gauge the Board’s willingness to
start a community discussion about a change to this distance. I think that this discussion should include
stakeholders from downtown, several churches which are likely to be affected, and a representative from
Branson Schools.
Some possible solutions that come to mind are:
- Make a blanket change to all Code, allowing a 100 foot buffer instead of 300 feet.
- Tie the buffer to the zoning of the property. We could create an even wider buffer around residential
property, and/or lessen the restriction on downtown property. Downtown already receives different
development standards for setbacks and required parking, so this would not be extraordinary.
- Create an opportunity for reduction of the distance with the consent of the affected school or church.
The church board could vote to allow the location of a business within the 300 foot buffer area, but
not within 100 (still State law).
The maps in the accompanying maps give an example of the current schools and churches in Branson
(red), which are portrayed with a 100 foot buffer (yellow) and 300 foot buffer (orange).
Liquor Code Discussion
Sec. 10‐85. ‐ Proximity to church or school. No license under this chapter shall be issued to any person for any establishment located within 300 feet of a school or church or other building primarily used as a place for religious worship, measured from the nearest point of the enclosing wall of the premises to be licensed to the nearest point of the exterior wall of the church, school or building, provided however that once a license has been issued, when a school, church or place of worship is established within the prohibited distance from the place of business licensed, the license shall not be thereafter denied for this reason. 300 Foot Buffer
• Schools
• All Branson Public Schools are campus‐style and already have 300+ feet of buffering around them.
• Churches
• Most churches are built in residential neighborhoods and residential zoning already prohibits a restaurant or retail outlet from opening nearby.
Churches in Commercial Areas
• Gretna Road
• Downtown – “Hamburger Hill”
Churches in Commercial Areas
• Highway 76 – Hillbilly Inn
• Highway 76 – Vista Plaza
Commercial Street
• The current 300‐foot distance excludes several potential development spots for downtown restaurants
•
•
•
•
•
•
Old Thai Thai Restaurant
Hot Hits Theatre
Old Ball Office Supply (Lightning Pawn)
Old Lightning Pawn
Light House Gallery
Old funeral home
• Also, we have talked about converting the Old City Hall Parking Lot into event space with the new

Jul 9, 2015 - City of Branson

Transcription

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