IT Governance Business Case Capital Improvement Program Platform Upgrade
Background on the Capital Improvement Program Platform • The City has used the legacy system Cold Fusion as its current platform to manage the CIP process since 2006. • The current platform is used by both the Budget and Management Services Department as well various Project Managers from multiple departments who provide reporting and updates for the City’s Capital Improvement Projects. • Over the past 15 years, Capital Improvement Program platforms have greatly advanced. Unfortunately, Cold Fusion has not kept pace with these advances.
Capital Improvement Program Platform Three Major Objectives: • To develop our capacity to engage with and serve Durham’s communities through a public facing mapping platform • Increased transparency with regards to the City’s Capital Improvement Projects • To select a fully functional Capital Improvement Program platform that integrates with our existing Enterprise systems
The current system’s age is showing… We currently experience numerous pain points with the current aged CIP platform related to: • Community engagement/transparency • CIP Reporting • CIP Project Management • Data Integration • Inter-departmental collaboration
Current Pain Points – Phase 1 1. There is no digital mapping platform that displays current CIP projects and their construction status to the City of Durham’s Residents – City Manager's Request
2. To get the status of existing CIP projects, City residents and employees have to currently: 1. Access the 5 Year Capital Improvement Plan via the City website or obtain a physical print 2. Access the Quarterly Report via the City website
Current Pain Points Phase 2 1. CIP Project Management a. The existing CIP platform is a clunky reporting system which creates multiple user errors and lacks user friendliness b. There is redundancy in reporting as the city’s Project Managers have to update two separate systems: 1. Their department’s own system used for day to day Project Management 2. Cold Fusion system used for CIP Reporting c. Cold Fusion has limited permissions per user in each department. Hence, CIP reporting updates are only updated by a select few within each department which creates bottle necks 2. Data Integration a. Project financial data does not reliably integrate from Munis system to Cold Fusion, which leads to manual data entry b. Limited and inaccurate data integration
Current Pain Points Phase 2 cont… 3.
CIP Reporting a. The manual CIP Book creation process is painful, inefficient, and very manual b. Frequent error messages pop up within Cold Fusion, sometimes requiring the user to start all over – leading to inefficiency and frustration c. Financials do not populate from Munis so there is manual data entry which increases the ability to make mistakes
4.
Inter-departmental collaboration a. No ability for cross-departmental collaboration on large construction CIP projects that overlap – ex. Construction for the New PD Headquarters had several departments (G.S., DWM, PW) working simultaneously
Future State
For the City of Durham to enhance their Capital Improvement Program in the following areas: 1. Furthering the goal of transparency and accountability with its operations and communications and enhancing citizen and employee engagement. 2. Utilize a modern Capital Improvement Plan solution that increases operational efficiency and integrates with the City’s current Enterprise systems.
Future State Benefits Phase 1 Front-facing Mapping Component
• Increases community transparency by providing both the residents and city employees with an outward facing map that displays the current status of capital projects. • A feature layer used to store infrastructure projects and identifies Project Managers who are responsible for maintenance and improvement of public infrastructure. • Operations Dashboard for BMS that can be used to monitor the status of capital projects within the community.
Future State Benefits Phase 2 Integration & functionality • A platform that integrates with the city’s current ESRI GIS and Munis systems – leading to greater operational efficiency, data accuracy and automation CIP Project Management • The ability for the City’s Project Managers to utilize just one system for both their day-to-day Project Management and CIP Reporting. – Reduces redundancy • Inter-departmental collaboration amongst various departments on both large and small CIP projects • Gives all stakeholders the ability to view progress at a glance CIP Reporting • Gives BMS the flexibility to easily automate a CIP book creation which provides a reduction in time and efficiency • Gives BMS the ability to automate workflows and provide alerts to Project Managers
Capital Improvement Plan Solution Roadmap Phase 1 – FY 20
Focus on Increased Transparency
Phase 2 – FY 21 Focus on enhancements to existing CIP Platform
• Outward facing map for the community • Transparency on status of CIP Projects • Increased monitoring and reporting capabilities for BMS • Utilize existing Enterprise Platform (ESRI Arc-GIS) to build community engaged map
• New functionality and capabilities that can improve the CIP Project Management, Reporting, and Integration • Modernizes our CIP Platform • Strategic alignment with other existing Enterprise Applications that have Capital Improvement Modules • ESRI Arc GIS – Capital Improvement or: • Aurigo (The city’s new PPM Tool)
Capital Improvement Plan – Real examples of increased Transparency City of Asheville https://www.ashevillenc.gov/departments/comm_public/projects_n_i nitiatives/capital_improvement_and_bond_project_map.htm
City of Winston Salem https://www.arcgis.com/apps/opsdashboard/index.html#/8b7c26149a 374e32896e4156d48fce17
Solution Options & Analysis
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1. Utilize ESRI’s Capital Improvement Program Modules to build an outward facing platform
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Phase 1: Build an outward facing map to display the City’s CIP Projects utilizing ESRI’s Capital Improvement Program Modules
Description
Pros
• • • •
Outward facing CIP map for all City Stakeholders Integration with an existing enterprise application (ESRI) Increased transparency and engagement Increased monitoring & reporting capabilities of CIP Projects for BMS
Cons
•
New platform would require adoption and training efforts
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COST ESTIMATES Description
FUNDING
Year 1 Costs (Hours)
Run Costs (Hours)/ KTLO
Departmental Funding Amount:
$0
Labor $ (Hours) Internal TS: Business Analysis TS Services Internal Project Management: Internal Department: (Based on 45 Users throughout the Enterprise) External: Business Analysis Professional Services
197 hours
132 hours
0 hours
0 hours
109 hours
132 hours
48 hours
Funding Requested (Y/N):
Y
Project One Time Costs
$25,200
0 hours
Project Run Cost (External)
$13,500
1,260 hours
1,080 hours
*Total Project Funding Requested for Year 1
$25,200
$11,700
$0 (0 hours)
*Recurring Costs
$13,500
$0 (0 hours)
$0 (0 hours)
$11,700
$0 (0 hours)
$0
$0
$13,500
$13,500
$0
$0
Non-Labor $ Hardware: Software: Other:
*Total Project Funding Requested (External), includes External Year 1 Run Costs and Non-Labor
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SECURITY OBJECTIVE CATEGORY
Confidentiality
POTENTIAL IMPACT LOW
Unauthorized disclosure of information = limited adverse effect on organizational operations, organizational assets, or individuals.
National Institute of Standards and Technology (NIST) Special Publication 800-60, Volume 2, Rev. 1
Integrity
Unauthorized modification or destruction of information = limited adverse effect on organizational operations, organizational assets, or individuals.
Availability
Disruption of access to or use of information or an information system = limited adverse effect on organizational operations, organizational assets, or individuals.
The following cybersecurity categorization is recommended for the General Purpose Data and Statistics Information Type for the Hub Advanced Final Security Categorization = Confidentiality: Low; Integrity: Low; Availability: Low
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Summary & Recommendation
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Recommendation Utilize ESRI’s Capital Improvement Program Modules to build an outward facing Mapping platform .
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Our Ask
We are asking to approve the Business Case for Phase 1
Project Planning
Implementation Overview
Project Timeline
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•
March 2019: • Gain Approval from Steering Committee
•
April-June 2019 • Develop detailed deployment plan and reach out to departments regarding implementation (TS’ PMO Office)
•
July 2019: • Move forward with purchase of professional services • 3 Day on-site professional services from ESRI which includes setup, configuration, and training • Licenses will be purchased distributed to departments
•
August 2019: • Front-facing map becomes fully operational
xxx 2018
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