HomeMy WebLinkAboutR-2023-034 Adopting the Information Technology Master Plan executed RESOLUTION NO.2023-064
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF DANIA
BEACH, FLORIDA, ADOPTING THE INFORMATION TECHNOLOGY
MASTER PLAN PREPARED IN CONJUNCTION WITH AVERO ADVISORS,
LLC; PROVIDING FOR CONFLICTS; FURTHER, PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, Goal 1 of the City's adopted Strategic Plan is defined as "Financially sound
and responsible City providing services valued by the Community", and includes a high priority
action item for the development of an Information Technology Master Plan providing for a needs
assessment and a plan for new technology, including funding and phasing of activities; and
WHEREAS, the City and Avero Advisors, LLC ("Avero") entered into an agreement on
August 23, 2022 pursuant to Resolution No. 2022-134 to provide the City with professional
services related to development of an Information Technology Master Plan Assessment; and
WHEREAS, Avero has conducted meetings with each City department in its efforts to
gather information and fully understand the City's current situation and operating needs, and has
further met with City Finance and Information Technology staff to develop and finalize the master
plan documents; and
WHEREAS, the City Administration recommends acceptance of the Information
Technology Master Plan which includes a multi-year strategic roadmap for investments in the
City's technology infrastructure, which Plan is attached as Exhibit "A" and is incorporated into
this Resolution by this reference;
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF
THE CITY OF DANIA BEACH,FLORIDA:
Section 1. That the above "Whereas" clauses are ratified and confirmed as being true
and correct, and they are made a part of and incorporated into this Resolution by this reference.
Section 2 That the City Commission adopts the Information Technology Master Plan
which is incorporated by reference into this Resolution as Exhibit"A".
Section 3. That all resolutions or parts of resolutions in conflict with this Resolution
are repealed to the extent of such conflict.
Section 4. That this Resolution shall take effect immediately upon its passage and
adoption.
PASSED AND ADOPTED on March 28, 2023.
ATTEST:
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INFORMATION TECHNOLOGY
MASTER PLAN
DRAFT REPORT
March 10, 2023
A
AVERO
(865)415-3848
Averoadvisors.com
MAIN OFFICE: 512 West Broadway Ave., Maryville, TN 37801
WEST COAST OFFICE: 10396 East Caribbean Lane, Scottsdale, AZ 85255
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Table of Contents
I. Executive Summary 2
A. Project Overview 2
B. Current State Assessment 2
C. Framework 2
D. Approach and Methodology 4
II. Current State Assessment 8
III. IT Strategic Roadmap 23
A. IT Modernization Strategies&Action Items 23
B. IT Strategic Roadmap 23
IV. IT Master Plan 26
A. Overview 26
B. Security First 28
C. Digital City Experience 35
D. Infrastructure Resiliency 42
E. Data-Driven Decisions 53
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DANIA
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I. Executive Summary
A. Project Overview
The City of Dania Beach (City) is located in Broward County, Florida and was formed in 1927. The
population of the City is approximately 31,454. Dania Beach is governed by an elected five-member
City Commission, whereby management of the City is vested in the City Manager. Dania Beach's
mission is to provide excellent municipal services in a financially and environmentally sound manner.
Dania Beach also strives to provide outstanding customer service and work in partnership with its
community.
Dania Beach's City Commission and Executive Team envision the development of a straightforward
Information Technology (IT) Master Plan that the IT Division can easily understand and implement.
This actionable modernization plan should also provide the City with a thorough analysis of the
strengths and weaknesses of current operations and provide a comprehensive overview of its IT
strategic vision.Additionally,the City desires a strategic roadmap that serves as a cornerstone guiding
its efforts to enable the IT Division to be more effective and efficient in addressing the City's
technology needs.
With this end-state in mind, Avero Advisors has developed an IT Master Plan that enables the City's
mission, vision, values, and goals to guide the IT Division's decision-making efforts. The outcome of
this initiative is to strategically implement technology solutions that enhance the way citizens and
businesses interact with the City and provide the IT Division with the tools to best serve the City's
citizens and businesses.
B. Current State Assessment
Avero Advisors recognizes that the City is currently utilizing various antiquated technologies and
manual processes to conduct business operations. Further, the City is not truly harnessing the
functional capacity of other existing technologies to help streamline operations. To help the City
improve efficiency,Avero has identified and outlined the steps necessary to shift from in-person, hard-
copy paper, manually driven processes to a smart, digital environment.This Current State Assessment
aims to identify internal and external service delivery gaps based on industry best practices and
develop a comprehensive plan to overcome human, hardware, and software shortcomings through
business process optimization. Implementing these strategies will substantially reduce the
inefficiencies present in the City of Dania Beach's current technology landscape and will aid the City
in its mission to be a business-savvy, citizen-friendly, and technologically mature community.
C. Framework
The IT Master Plan is comprised of four (4) overarching IT Modernization Strategies based upon
industry best practices which highlight the essential framework for a resilient, secure, efficient, and
transparent technology infrastructure at the City of Dania Beach:
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1��4 SECURITY FIRST
"Prevention is better than the cure"
a DIGITAL CITY EXPERIENCE
am
mr, Adopting digital conveniences into business processes
4cINFRASTRUCTURE RESILIENCY
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Proactive IT Service Delivery through resilient infrastructure
DATA-DRIVEN DECISIC$-
�.�, Using valuable data points to advise and drive critical decisions
1. Security First
Cybersecurity and its importance cannot be overstated. Multiple times this year alone, we have
seen the havoc a cyber-attack can have on City governments. Organizations must be prepared to
respond to cyber threats and security events, although the best course of action is perhaps the
oldest - "prevention is better than the cure."The City of Dania Beach will be better prepared to
weather any cyber event that may come their way by implementing "Security First." Ransomware,
phishing, crypto-scams, and many other threats will continue to grow. Data shows that cyber
criminals are becoming more robust, more intelligent, and more persistent in launching attacks and
enhancing threats to our public infrastructure.
In the optimized Future State, the City will be well-equipped with the hardware, software, and
management sophistication to prevent threats and recover from cyber-events quickly and safely.
Using a layered cyber-security framework, the City will bolster the exterior defenses as well as
internal defenses.
2. Digital City Experience
Traditionally, most government agencies have been slower to adopt newer technologies due
to complacency. For years, the City of Dania Beach has employed a break-fix model of IT
resource management,with little emphasis on strategic and proactive technology investments.
Historically, the citizens and employees of Dania Beach have accepted the hard-copy driven
manual processes to conduct business in-person. However, the City of Dania Beach is now
poised to deliver a "Digital City Experience" that modernizes the citizen experience in many
ways. Paying bills, connecting utilities, applying for permits, requesting IT services, and other
opportunities will be accessible at their fingertips. The digital conveniences that Dania Beach
citizens enjoy in their personal lives will become present in how they interact and conduct
business with the City.
•
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3. Infrastructure Resiliency
Much like our roads, schools, and administrative buildings,the City's IT infrastructure requires
modernization and resiliency over time. Fiber-optic networks, servers, storage devices,
computers, firewalls, and other networking equipment require a capital improvement plan,
similar to the maintenance of roads or drainage pipes. Like other vital assets and systems,the
City should not wait until there is a critical need for repair. Instead, the City should take a
proactive approach to plan for infrastructure improvements. Avero's IT Master Plan for Dania
Beach calls for the City's infrastructure to be resilient through disaster recovery and data loss
prevention strategies, effective asset management, and a service-oriented delivery of
technology tools. Strategies for infrastructure resiliency include:
■ IT Services Management - deliver and manage IT Services in line with industry best
practices and standards
• IT Asset Management-know what IT Assets are available,when replacements are needed,
and how to perform such work
• Establish IT Governance - deploy a framework for making timely, proactive IT-related
decisions
• IT Restructuring - ensure the IT Division is equipped with the necessary resources to
continue to provide excellent services to its end-user community
• Standardization - procure hardware and software according to predetermined standards
and defined requirements to provide immediate value and service
4. Data-Driven Decisions
All enterprise software systems used for daily operations collect valuable data. For example,
whenever an electronic permitting system issues a permit, a data set is created. When a resident
pays their utility bill, a data point is created. Once the City modernizes its enterprise applications,
including Tyler New World, a critical element of the strategy will be using data to advise and drive
critical decisions. Based on historical data and predictive analytics tools embedded in modern
enterprise software systems, the City can make decisions based on hard data, not heuristics or
feelings.After implementing the IT Master Plan and Roadmap,the City will maximize the functional
capacity of existing technologies and further utilize enterprise software solutions that will make
data-driven decision-making possible at every level of the organization.
D. Approach and Methodology
For this engagement, Avero Advisors was tasked with developing an IT Master Plan through the
execution of the following objectives as set forth by the city:
• Develop a Cybersecurity Risk Assessment based on industry standards that identifies potential
network and system vulnerabilities
• Review existing enterprise information system offerings and identify opportunities for an emerging
alternative to the current systems that will improve operations and service delivery
• Review existing network and security infrastructure to identify areas for improvement
• Review and evaluate the current IT Division organizational structure, staffing level, and positions,
and provide a recommendation for current and future growth
• Develop an impactful IT Strategic Roadmap to help guide the City's IT investments and projects in
the near future, as well as the next several years
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As part of this engagement, Avero Advisors utilized a three-dimensional approach, namely People,
Process, and Technology (PPT), to develop a high-level understanding of the current state of
technology within the City. Applying this approach enabled Avero to understand the execution of
daily tasks across the organization using available technologies, including technology-enabled
decision-making processes, and the City's overall operational efficiency and effectiveness.
As shown in Figure 1 - Project Methodology, the following project activities were executed across
two (2) phases to develop the City's IT Master Plan.
Figure 1 - Project Methodology
Phase One: ProjectCybersecurity
Current
Executive
State Review IT Gap IT Visioning
IT Planning& Risk
Visioning Environment Analysis Assessment Sessions
Assessment Kickoff Discovery
Phase Two: Current p
IT Develo
Analysis & State Modernization IT Strategic Master
y Assessment Roadmap
Master Plan Report Strategies Plan Report
Phase 1 - IT Assessment
During Phase 1,Avero Advisors conducted in-person "Discovery"sessions with the IT Division and key
stakeholders across the City. These interactive data-gathering sessions provided Avero insights into
the current state ("AS-IS") of IT service delivery in the City. Discovery focused on the People, Process,
and Technology used to execute critical business processes within and across all City departments.
This phase also assessed the state of cybersecurity practices to evaluate potential risks within the City.
Additionally,Avero facilitated "IT Modernization Visioning"sessions to capture"wish list"items related
to technology optimization in the future state ("TO-BE") at the City.
Phase 2 -Analysis & Master Plan
During Phase 2, Avero Advisors conducted a Current State Assessment, including a Gap Analysis,
based upon data gathered during Phase 1 Discovery.The Gap Analysis focused on analyzing current
state data related to People, Processes, and Technology and reporting on the inherent gaps between
the existing current state and the desired future state of IT across the City. Avero then developed IT
Modernization Strategies in response to the Gaps identified and facilitated an interactive review
session with the City to finalize the prioritization of the IT Strategic Roadmap. Finally,Avero developed
the IT Master Plan, which includes the primary deliverables: 1) Current State Assessment; and 2) IT
Strategic Roadmap.The IT Master Plan also includes a strategic action plan for each strategy identified
in the IT Strategic Roadmap. The detailed template showcases each IT Strategy, an action plan for
implementation, the gaps being addressed, resources required, any prerequisites, estimated cost for
implementation, stakeholder groups impacted, and an impact statement.
As shown in Figure 2 - IT Strategic Roadmap, this list of prioritized Action Items will guide the City
of Dania Beach in planning, procuring, implementing, and managing current and future technology
investments and resources over the next three (3)to five (5)years.
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Figure 2,: IT Strategic Roadmap(Action Items)
SECURITY FIRST
1 -Annual Review of Cybersecurity Plan
• 2-IT Policies&Procedures
3-Hardware&Software Usage
4-IT Server Room
DIGITAL CITY EXPERIENCE
5-CivicPlus(Website)
6-Electronic Document Management Standards
i/�• 7-Citizen Engagement Needs Assessment
• 8-Single-Solution Payment System
• /P INFRASTRUCTURE RESILIENCY
9-IT Division Restructuring
10-Perform Software as a Service(SaaS)Migration Planning
11 -Implement Unified Communication System
12-Establish IT Governance
13-Implement Mobile Device Management
14-IT Service Management Standards
15-IT Asset Management System
000 16-Fiber Optic Plan
17-IT Project Evaluation&Prioritization
18-GIS Expansion
19-Tyler New World Audit
20-ERP Replacement Planning
20.1 -Financial Management Implementation
20.2-Enterprise Land Management Implementation
20.3-Human Capital Management Implementation
20.4-Enterprise Asset Management Implementation
20.5-Utility Billing Implementation
21 -Laserfiche City-wide Implementation
22-ExecuTime Optimization
23-RecDesk Audit
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Figure 22: IT Strategic Roadmap (Implementation Timelines)
IT Master Plan-Strategic Roadmap(2023-2027) 2023 2024 2025 2026 2027
Q Q2IQ31Q4 10.2 kV IQ3IQ4
1 Conduct Annual Reviews of Cybersecurity Plan
• Review&Update IT Policies&Procedures
SECURITY FIRST
Standardize Hardware&Software Usage
• Rewire IT Server Room
• Optimize CivicPlus(City Website)
DIGITAL CITY 6 Develop Electronic Document Management StandardsJill
EXPERIENCE 7 Conduct Citizen Engagement Needs Assessment
• Optimize Single-Solution Payment System -
• Restructure IT Division(including additional resources)
r Perform SaaS(Software as a Service)Migration Planning
11 Implement Unified Communication System
INFRASTRUCTURE 12 Establish IT Governance
RESILIENCY ®Implement Mobile Device Management
mDevelop IT Service Management Standards
;ICI II
15 Implement IT Asset Management System
16
w._,.,, . ....,. IT-Related - _.
17 Continuous Evaluation&Prioritization of
nPromote Use of Geographical Information System as an
Organizational Priority
19 Perform Audit of Tyler New World
20 ERP Replacement Planning
20.1 Implement Financial Management
20.2
' DECISIONSplement Human Capital Management
), ImplementI
" 20.4 Implement Enterprise Asset Management
20.5 Implement Utility Billing
®Fully Implement Laserfiche City-wide 1----
22 Optimize ExecuTime
23 Perform Audit of RecDesk 1
Annual Totals $306,000 $1,311,500 $891,500 $496,500 $446,500
Avero Advisors strongly recommends that the City of Dania Beach, the City Commission, and the
Executive Management Team adopt this IT Master Plan and Roadmap as the City's definitive guide for
IT operations and goals over the next three (3)to five (5) years. It is also recommended that the City
conduct an annual review to "refresh" this IT Master Plan to ensure that the strategies remain in line
with the City's mission, vision, innovations, and industry best practices.
AVERO Page 17
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II. Current State Assessment
Executive Summary
As part of the IT Master Plan Project at the City of Dania Beach (City), Avero Advisors conducted
"Discovery" sessions with the Executive Team, IT Division members, and department directors from
across the organization. These interactive data-gathering sessions provided Avero with insights into
the Current State ("AS-IS") of Information Technology, including IT service delivery, infrastructure,
enterprise software, and cybersecurity within the City. Discovery focused on the People, Processes,
and Technology used to execute critical business processes within and across all City departments.
Avero Advisors also facilitated an "Executive Visioning" session with the City's management team to
capture "wish list" items related to technology optimization in the Future State("TO-BE")at the City.
Avero developed this Current State Assessment Draft Report, including a Gap Analysis, based on the
data gathered during the Discovery sessions. The Gap Analysis focused on analyzing Current State
data related to People, Processes, and Technology, and reporting on the inherent gaps between the
Current State ("AS-IS") and the desired Future State ("TO-BE") of Information Technology across the
City concerning industry best practices.
Introduction
The Current State Assessment Draft Report provides a summary of the Key Findings from the
Discovery and Analysis phases of the IT Master Plan Project for the City of Dania Beach. Specifically,
the Current State Assessment considers the function of each respective functional area, the primary
business technologies used for operations, and the overall vision.
The Current State Assessment Draft Report considers the ten (10) functional areas within the City of
Dania Beach, which are responsible for delivering public services to the Dania Beach community
under the Mayor, City Manager, and City Commission. As an overview, the City strives to be a
sustainable city of the future with expanded economic opportunities for its stakeholders. Building on
industry best practices, the City seeks to strategically use resources to expand opportunities for
business, foster revitalization, and improve the quality of life for its diverse community.
The following departments and divisions were included for assessment and planning purposes on this
IT Master Plan project:
1. City Clerk's Office 6. Information Technology Division
2. Community Development Department 7. Parks&Recreation Department
3. Community Redevelopment Agency 8. Public Information Office
4. Finance Department 9. Public Safety
5. Human Resources Department 10. Public Services
City's Business Technologies:
The following technologies, including software applications and tools, were identified by Avero for
Citywide use during Phase 1 Discovery:
A
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• Tyler New World (Enterprise Ring Central (Phone System)
Resource Planning) • Citrix(Virtual Desktops)
• Microsoft Office 365 • BOSSDesk(IT ticketing system)
ExecuTime(Time&Attendance) • CivicPlus(Website)
Laserfiche(Document • LAN Infotech (Managed Services Provider)
Management) • Cleargov(Budget tool)
• KnowBe4(Cybersecurity) • Adobe Suite
• DocuSign (e-Signature) ■ OptiView(Document Management)
• SeamlessDocs(Document • Zoom (Virtual meeting room)
Management) • Bentek(Benefits Management)
• Esri ArcGIS ■ Accela aka AskDB (Work Order Management)
• SCADA/Water Plant Operations • FileMaker Pro(Cemetery Management)
• Phoenix(Fleet/Fuel Management)
Gap Analysis
A. Key Findings & Universal Gaps
Following the completion of Phase 1 Discovery, Avero aggregated and analyzed the Current State
and Future State vision gathered from the City's stakeholders to identify Key Findings, including gaps.
A Gap is a measure of comparison between the Current State of IT in the City, and the optimized
Future State based upon industry best practices. The Universal Gaps identified during the Current
State Assessment are as follows:
SOFTWARE
■ The City has not fully completed the implementation and migration from its previous Electronic
Document Management System(EDMS), OptiView,to its new system, Laserfiche.The new software
is meant to drive all employees to store their documents centrally and make their work environment
more organized and efficient. However, the incomplete migration has caused various City
departments to have difficulty locating files and has made the process of properly storing files
ambiguous.
■ The City has not fully completed the implementation of its new Digital Signature tool,
SeamlessDocs, from its previous platform, FormDocs. SeamlessDocs allows its users to sign
digitally, and complete forms transferred amongst internal resources. However, there was not a
complete, Citywide rollout of the product, and there are several departments that do not know how
to utilize the product properly, and the system has not been configured to support each
department's desired workflow.
■ The City is facing the underutilization of its Enterprise Resource Planning (ERP)software,Tyler New
World. Due to the current staff at the City being relatively new, there is a significant gap in the
workforce's understanding of how the system should function. In addition, the City does not have
training materials for use by end users that succeeded the initial implementation. Further, system
functionality is not fully aligned with the City's business processes, preventing the City from taking
advantage of workflow automation.Together,this results in the product being underutilized,which
has led to a level of end-user dissatisfaction, on top of workarounds that lead to operational
inefficiencies.
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• The City does not currently have an Intranet that is being utilized centrally across the City to manage
critical City-wide communications. This results in delays and workarounds when City staff are
required to review and sign policies and other personnel documents, as they are not able to access
them easily.
• The product ExecuTime(Tyler Technologies), used for Time&Attendance across the organization,
is currently being underutilized. The City feels its end-users did not receive adequate training
during the set-up and implementation of the software, resulting in ambiguity in terms of system
functionality and configuration of workflows.
• The City has implemented the IT ticketing system, BOSSDesk. However, the various departments
within the City have not embraced the system, leading to services being completed without proper
documentation.This results in inaccurate data related to the workload of each IT resource.
• The City's departments lack clarity on the process of managing the information on its website
through the web development company, CivicPlus. The responsibility of updating and adding
information to each department's designated page on the website resides on the department.
However,the process for making changes and updates is unclear across the organization, resulting
in content remain static and often outdated.
HARDWARE
• The City's various departments are utilizing outdated technology due to the absence of a formal IT
hardware replacement schedule. Approximately 80-100 devices within the City are over five (5)
years old. This has resulted in various resources within the City's departments reporting
dissatisfaction with their equipment.
• The City does not currently monitor the mobile devices that have been distributed to various
departments within Dania Beach. The lack of Mobile Device Management poses security risks to
the City as the IT Division is unable to monitor and ensure that the content being accessed on the
devices is secure.
• The City does not have an asset management tool to account for all of the devices across the City.
As a result,the City's IT Division is not aware of the type or quantity of devices in each department,
preventing the Division from properly supporting each department's devices or planning for their
needed replacement, based on service life.
IT OPERATIONS
• The City's IT Division does not have an overall IT strategy in its approach to serving the City's future
technology needs.This results in departments spending time researching systems, hardware, and
applications to resolve their own technical needs instead of relying on subject matter experts to
keep them apprised of new market offerings. This exacerbates the challenge of departments
inadvertently expanding the existing silos of data and resources.
• The City's IT Division does not have documented project management standards detailing the
selection, prioritization, and proposed timeline of IT-related projects.This results in projects being
sidelined and even abandoned due to a lack of staff bandwidth at the time of procurement.
Additionally, the differentiation between unique project-based work and operational task work is
undefined, causing prioritization and resource allocation issues.
•
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• The City does not have an adequate number of IT staff within the IT Division to support the growing
needs of each department within the organization. Though the IT staff is providing services to the
City to the best of their ability,the limited staff results in a"Break-Fix"approach to IT service delivery.
NETWORK
• The City lacks optimal internet connectivity at its various locations. This results in various
departments losing time while attempting to access the internet through their devices and impacts
the quality of service provided to the citizens of Dania Beach.Additionally,the poor connectivity is
responsible for a loss in revenue, specifically related to Beach Parking Services App and the City's
Community Centers.
DOCUMENTATION
• The City lacks documentation for IT issues, including quick reference guides and frequently asked
questions (FAQ). This results in the City's IT resources spending time addressing the same issues
that could be better resolved by providing a one-page writeup detailing each individual problem's
solution through steps that the end user could follow.This includes a Position Profile as a checklist
for required setup before an employee's start date. Currently, access rights and applications are
finalized after the employee has started, resulting in inefficient use of resources.
• The City reported that minimal documentation exists for its ERP product and other commonly used
software systems.Training needs are not regularly assessed to ensure employee confidence in the
City's systems.
• The City lacks updated IT Policies and Procedures, including documentation for IT service level
agreements with departments across the City.
B. Departments
During the Discovery Phases of the IT Master Plan Project, Avero met with key stakeholders from
across the City to gather their experiences on the current state of technology. Discovery sessions also
focused on visioning for an optimized future state in the City. This section includes the aggregated
findings from all City departments included in the project.
The following departments and agencies were included for assessment and planning purposes on
this IT Master Plan project:
1. City Clerk's Office
The City Clerk's Office is responsible for citywide records management.The City Clerk's Office strives
to provide quality services to the citizens of Dania Beach, the City Commission, City Manager, and all
other City departments. The City Clerk's Office also serves as the Supervisor of Elections for Dania
Beach.
PRIMARY BUSINESS TECHNOLOGIES
• CivicPlus • DCR Recorder
• CivicClerk • WeTransfer
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GAPS
■ The City Clerk's Office does not have immediate access to all documents required to fulfill records
requests.This is partly due to the incomplete migration from OptiView to Laserfiche, as well as the
documentation storage being located outside of City Hall. The City Clerk's Office can not easily
access critical documentation, resulting in delays in records requests and misallocating time spent
searching for documents.
■ The City Clerk's Office can receive records requests through the Public Records Form on the City's
website(CivicPlus). However,the process for providing a timeframe to fulfill the request is entirely
manual. This leads to ambiguity for citizens and personnel who have submitted the form as they
must be manually notified of the City Clerk's Office's receival of the form and estimated timeframe
for completion of the request.
VISION
• The City Clerk's Office desires a more sophisticated copier and printer to assist in developing
critical work products such as agendas.
• The City Clerk's Office envisions enhanced support for IT-related issues, including clearer
communication when the IT Division has received a ticket and when the ticket is anticipated to be
resolved.
• The City Clerk's Office envisions greater communication with IT when updates to the IT environment
are made. There have been several instances where updates have been made to the City's server
and connection to the local printer was disabled.
2. Community Development
The Community Development Department comprises four(4) divisions responsible for coordinating
and regulating the planning, development, and safety of privately owned property and buildings
within the City of Dania Beach. The divisions within Community Development are the Building
Division, Planning & Zoning Division, Code Compliance Unit Division, and the Parking Division.
Planning&Zoning also oversees the Public Information Officer which manages the public-facing voice
of the City involved in public communications.
PRIMARY BUSINESS TECHNOLOGIES
• Esri ArcGIS • Passport Parking
• Tyler New World -eSuite • PayByPhone
• Accela (Ask Dania Beach) • ePermits
GAPS
• The Community Development Department relies on Tyler New World eSuite for the intake,
issuance, and processing of permits. However, the system has not been properly configured to
support their business needs. For example,the formatting on permit invoices is incorrect within the
system, resulting in the Department having to contact the IT Division for support.
• The Community Development Department does not believe that the data within Esri GIS is reliable.
When staff within Community Development are inquiring on a property or parcel,they must verify
that the information is accurate by referencing all of the various locations where documents are
stored (Laserfiche, OptiView, local drive, physical storage, etc.).
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■ The Building Division provides citizens and contractors the opportunity to pay Building Permit Fees
online through Tyler New World eSuite. However, all other payments for other services provided
by the Department must be paid at City Hall through the Cashier window.
• The Code Compliance Unit Division is currently utilizing the Tyler New World module specific to
Code Enforcement. However, it is not truly built for Code Enforcement. This results in the Code
Compliance Unit not being able to access code history or easily determine if there is an outstanding
code violation.
• The Planning & Zoning Division is inundated with hard copy paper. The Division has upwards of
fifty (50) years of hard copy documents that require scanning and storing into the City's EDMS,
Laserfiche. Currently, the Division is spending considerable time searching through boxes and
filing cabinets for documents.
VISION
• The Community Development Department would benefit from a single, centralized repository to
store all departmental documents.
• The Community Development Department would benefit from auditing Tyler New World's
capabilities to verify that the system meets the Department's current(and future) business needs.
• The Community Development Department envisions increased internet/cellular connectivity at its
locations that require payment for public parking at the beach to prevent the City from
experiencing losses in revenue.
• The Community Development Department envisions an increase in the effectiveness of their
website regarding the information it provides to Dania Beach's citizens.This would reduce the high
number of calls received by staff on a daily basis.
■ The Community Development Department would benefit from greater transparency on active
inspections. This would allow the Department to know precisely where each inspection is in the
process and to eliminate any bottlenecks.
• The Community Development Department envisions additional training on the Department's
various software systems (Tyler New World, Laserfiche, SeamlessDocs, etc.) to ensure staff
effectively utilize each system.
3. Community Redevelopment Agency
The Community Redevelopment Agency (CRA) is responsible for leading the City of Dania Beach in
achieving its redevelopment and economic development goals through its commitment to
sustainable development and improved quality of life. The Community Redevelopment Agency
reports directly to the City Commission.
PRIMARY BUSINESS TECHNOLOGIES
• CoState ■ Claritas
• WEEcommunicate
GAPS
• The Community Redevelopment Agency is experiencing difficulties with the Time & Attendance
system, ExecuTime. The workflows in ExecuTime, specifically related to requesting time-off, have
not been configured properly, resulting in frustration and ambiguity.
•
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• The Community Redevelopment Agency has not received formal training on its various software
platforms, including Tyler New World, ExecuTime, CoStar, Claritas, and WEEcommunicate. As a
result,the software is being underutilized and managers are having to take the time to demonstrate
the functionalities of the different systems.
VISION
• The Community Redevelopment Agency envisions receiving more support from IT to accomplish
its remote work more effectively. This includes adding several Zoom licenses to allow more staff
from the CRA to participate in remote meetings. Additionally,the CRA would benefit from having
a portable projector for presentations.
• The CRA would benefit from training across the department on the various systems that its staff
utilizes perform its daily functions.Additionally,the CRA envisions utilizing Quick Reference Guides
to assist staff in learning the core functions of each critical system.
4. Finance
The Finance Department oversees the City's financial operations through the use of responsible
financial strategies, effective internal controls, use of sound operational processes over billings &
collections, and receipts & disbursements. Additionally, the Finance Department provides internal
support to all City departments as well as external support to City customers.
PRIMARY BUSINESS TECHNOLOGIES
• ExecuTime • Tyler New World
• ClearGov • SeamlessDocs
• Laserfiche
GAPS
• The Finance Department is currently sending and receiving all invoices through email, as the
workflows are not set up within Tyler New World to automatically send and receive invoices as they
are created or sent to the City.
• The Finance Department is utilizing the Payroll module within Tyler New World and has reported
the module is antiquated and is not user-friendly. More specifically, the Department believes the
pay codes and payroll set ups are over-complicated, requiring the Department to execute several
unnecessary steps in the workflow.
• The Finance Department is currently not utilizing a module within their ERP to track grants or capital
projects.The City has a significant amount of grants and capital projects and would greatly benefit
from a system that can track and manage information associated with the grants.
• The City lacks a method of tracking Certificates of Insurance (COI) for Vendor/Contract
Management purposes for the organizations that conduct business with the City. Not tracking the
COls poses a liability to the City in the event of a COI expiring and the City continuing to do business
with an organization.
VISION
• The Finance Department envisions the utilization of a more sophisticated ERP system.The current
system in place,Tyler New World, is an antiquated Tyler Technologies product that does not offer
the capabilities that their more modern products offer(Tyler Munis I Tyler Incode).Additionally,the
ERP software is at risk of sunsetting and being out of support from the vendor in the near future.
•
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■ The Finance Department envisions an IT Division with an increased number of personnel to manage
the current demand of services within the City. This would also allow the Division to approach IT
service delivery more proactively, as opposed to its current reactive approach.
■ The Finance Department would benefit from a uniform method for electronically signing
documents, both internally and externally.
■ The Finance Department envisions a centralized payment system that allows customers to make
self-service payments online or in-person by kiosk for all types of payments made to the City.
5. Human Resources
The Human Resources (HR) Department supports City Leadership to recruit and retain the most
talented workforce and provides services to all employees in the areas of Talent Acquisition,
Organizational Development and Training, Employee and Labor Relations, Compensation, Benefits,
Payroll and Risk Management. The HR Department drives the City's mission as a strategic business
partner to all City Departments on personnel matters and risk minimization.
PRIMARY BUSINESS TECHNOLOGIES
• Microsoft Office Suite-Word, Excel, • DocuSign
PowerPoint, Outlook • SeamlessDocs
■ NeoGov • Checkr
■ BenTek ■ Code Red System
■ Tyler New World • OptiView
■ Laserfiche
GAPS
• Due to the impact of COVID-1 9, a large portion of the City's workforce transitioned to a hybrid
model of working without being given clear guidelines or policies on using their devices from home
or contacting IT when experiencing technical issues.
■ The HR Department is utilizing SeamlessDocs to sign documents electronically. However, the
workflows have not been set up correctly, and resources are not receiving notifications when they
have received a document to sign, or when a document has been signed and completed.
■ The HR Department believes there is a critical need for training on the City's widely used enterprise
software systems. During the implementation of Laserfiche, DocuSign, and SeamlessDocs,training
was limited, and the systems are currently being underutilized resulting in the misuse of staff time.
VISION
■ The HR Department's staff would benefit from formal training on the City's core enterprise software
systems, including Tyler New World, ExecuTime, Laserfiche, and SeamlessDocs.
■ The HR Department would benefit from an assessment of Tyler New World's ability to meet both
current business needs, along with defining requirements for future HRIS needs.
■ The HR Department envisions a way to communicate with the employees of the City in an efficient
way. HR would like an easy way to communicate with the hybrid, remote, and in office employees.
• The HR Department would like an efficient way for each employee to be able to view their personnel
documents and also sign needed documents.
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ADVISORS
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6. Information Technology Division
The Information Technology(IT) Division is responsible for maintaining the City's computer network
communications and ERP information systems. Under the current structure, the IT Division is
comprised of an IT Division Director, IT Manager, IT Systems Support Specialist, and is utilizing the
Managed Services Provider LAN Infotech for server and network support.
PRIMARY BUSINESS TECHNOLOGIES
• BOSSDesk(IT ticketing system) ■ Zerto(Disaster Recovery)
• LAN Infotech (Managed Services Provider) • Barracuda(Email archive)
• Kaseya (IT management software) • Exclaimer(Email backup)
• SentinelOne(Endpoint security) • Citrix(Virtual Desktops)
• Direct Access(Virtual Private Network) ■ Acronis(Backups)
• Mimecast(Email security) • Argent(Network monitoring)
• Fortinet(Firewalls) • PRTG(Network monitoring)
• Dell (Switches) • KnowBe4(Cybersecurity training)
GAPS
• The City's IT Division lacks a formal, centralized vision of Information Technology going forward.
Departments are often left to fend for themselves regarding procurement related to functional tools
and enterprise software systems.
• The City's IT Division functions as more of a "reactive" (Break-Fix) model than a proactive (IT
Strategy) model. This results in IT staff devoting time to solving users' short-term issues, leaving
limited time for planning, and to research long-term solutions or projects.
• The City does not have any formal project management occurring within its IT Division related to
planning, performing, and executing IT-related projects. Departments have become less
dependent on IT's involvement and seek to procure software without consulting IT about the
requirements to support the given system.
VISION
• The Information Technology Division envisions increasing its effectiveness related to proactive
project discussions to strengthen its strategic partnership with each of the City's departments.
• The IT Division would benefit from an increased number of personnel to manage the current
demand of services within the City,allowing for a more effective and timely delivery of services and
handling of technical issues.This would also allow the Division to approach IT service delivery more
proactively, as opposed to its current reactive approach.
• The IT Division envisions a more precise delineation of responsibility amongst its resources. This
would enable department leaders to recognize projects requiring IT involvement and enable the
IT Division to define requirements for supporting the proposed project.
• The IT Division would benefit from the definition of IT-related policies and procedures as well as
service-level agreements that align with the Information Technology Infrastructure Library (ITIL).
This set of standards for IT service management focuses on aligning IT services with the needs of
the business.
• The IT Division envisions the introduction of Smart City initiatives to increase opportunities to
positively impact the quality of life for citizens and visitors of Dania Beach.
• The IT Division envisions the Citywide implementation of its card access/camera system to increase
safety and security throughout City Hall and other Dania Beach facilities.
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■ The IT Divisions envisions a clear delineation between the services the Dania Beach IT Division
provides to end users, and the services that LAN Infotech provides.Service level agreements would
aid City staff members in understanding the different support services available,and who to contact
based on the service.
7. Parks & Recreation
The Department of Parks & Recreation (P&R) is responsible for the oversight and administration of all
City recreation programs, parks, facilities, as well as the City's beach, pier, and marina. The
Department also acquires, develops, programs, and maintains all City facilities.
PRIMARY BUSINESS TECHNOLOGIES
• ExecuTime • New World
• RecDesk • Citrix
• ACTIVENet
GAPS
• The P&R Department experiences frequent issues with internet connectivity.This results in staff not
being able to perform their responsibilities effectively, including a loss of revenue from patrons at
the City's various recreational facilities. The poor connectivity also impacts staff's ability to clock-in
and out through the City's Time&Attendance system, ExecuTime.
• The printers available to the P&R department are inadequate and are not meeting the current needs
of the organization.The Department is responsible for printing binders, handbooks,in-house flyers,
rules®ulations, and waivers, and often experience long wait times that disrupt daily operations.
• The system ExecuTime is currently not configured to meet the needs of the P&R Department.The
system was not set up to account for various schedules and does not adequately support staff with
schedules that fall outside the City's standard hours of operation.
VISION
• The P&R Department would benefit from a formal hardware lifecycle management plan to aid the
Department's understanding as to how old its equipment is, and when the equipment is due to be
replaced.
■ The P&R Department envisions the City's website providing more useful and current information to
the citizens of Dania Beach and those that utilize the services P&R provides.
■ The P&R Department envisions the IT Division approaching IT service delivery in a more proactive
manner as opposed to the current reactive model.
• The P&R Department would benefit from enhanced internet connectivity at the Department's
various facilities and at the City's beach where the Ocean Life Rescue team is stationed.This would
help prevent revenue losses when patrons and citizens attempt to pay for the City's services but
cannot connect.
8. Public Information Office
The Public Information Office (PIO) provides press releases to the citizens and staff of Dania Beach,
manages the City's social media sites, and is responsible for capturing footage of all City events.
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PRIMARY BUSINESS TECHNOLOGIES
• LaserFiche • CivicPlus
• Adobe Suite(Premium, Lightroom Classic, • DropBox
etc.)
GAPS
• The Public Information Office currently experiences long periods of downtime due to frequent
updates to the software on its various devices. Each time an update occurs, the Department must
contact the IT Division to complete the update before the device can be used.
VISION
• The PIO envisions enhancements to the Ask Dania Beach application to make the application more
useful to the public. Currently,the application does not directly provide information published by
the City; Instead, it simply provides a link that connects the user to the City's website.
• The PIO envisions faster upload speeds of the large media files being uploaded to DropBox. The
PIO often must wait for large files to be uploaded before moving to its next assignment.
• The PIO envisions the City's television station (Channel 78) providing more useful information to
citizens. This would require greater collaboration between the PIO and the IT Division to regularly
update the station's content.
• The Office would like to see City-wide use of standardized software inventory to avoid the
incompatibility of different versions.
9. Public Safety
The Broward County Sheriff's Office provides the City of Dania Beach's Public Safety services. The
Broward Sheriff's Office Department of Fire Rescue and Emergency Services Division is responsible
for the day-to-day activities within fire suppression and protection, emergency medical services, fire
prevention, and regional services.
A. Broward Sheriff's Office Fire Rescue and Emergency Services
The Broward Sheriff's Office Fire Rescue and Emergency Services (BSO Fire Rescue) provides fire
suppression, fire protection, emergency medical services, and educational programs for most
unincorporated areas of Broward County and to the municipalities of several surrounding cities,
including the City of Dania Beach.
PRIMARY BUSINESS TECHNOLOGIES
• N/A-Technology is owned by BSO and
not supported by Dania Beach's IT
Division
VISION
• BSO Fire Rescue would benefit from a facial recognition system for their citizens.This would allow
the Fire Rescue team to identify citizens quickly and provide the Fire Rescue team with personal
information concerning the citizen in the event of an emergency.
• BSO Fire Rescue envisions the utilization of biotelemetry in its Fire Rescue team during an
emergency event to monitor various vital signs to ensure the safety of the team.
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■ BSO Fire Rescue would benefit from security cameras around the premises of its station to allow
the team to monitor outside activity.
■ BSO Fire Rescue envisions the use of virtual reality training for its staff to simulate emergency
situations to more realistically assess each member of the Fire Rescue team's abilities.
B. Broward Sheriff's Office Department of Law Enforcement
The Broward Sheriff's Office Department of Law Enforcement (BSO Law Enforcement) is a public
safety organization with 2,700 certified deputies and is the largest sheriff's department in the state
of Florida. BSO provides full-time law enforcement services to 14 Broward County cities and towns.
PRIMARY BUSINESS TECHNOLOGIES
• N/A-Technology is owned by BSO and
not supported by Dania Beach's IT
Division
VISION
• BSO Law Enforcement envisions enhanced internet connectivity at its various stations to support its
administrative functions.
• BSO Law Enforcement would benefit from speed limit signs being more visible through the
installation of lights on the outer brim of each sign.This would provide greater visibility to the area's
drivers.
• BSO Law Enforcement envisions the use of a gunshot detection system which would immediately
notify the BSO in the event of a firearm discharging within proximity to the sensors.
■ BSO Law Enforcement would benefit from adding additional license plate readers(LPR)throughout
the City of Dania Beach to easily track vehicles that have been reported in connection to criminal
activity.
10. Public Services
The Public Services Department provides a variety of services directed toward the repair and
maintenance of municipal equipment, properties, and infrastructure. The services include street
maintenance, street lighting, building maintenance services, vehicle and equipment maintenance,
landscaping, and ground & irrigation services.
PRIMARY BUSINESS TECHNOLOGIES
• Accela • Cemetery Software
• Esri ArcGIS • DocuSign
• SCADA/Water Plant Operations • Laserfiche
• Phoenix(Fleet/Fuel Management)
GAPS
• The Public Services Department's GIS(Esri)is currently lacking data that would aid the Department
in better providing and maintaining the City's various assets. The information in the GIS is not
entirely accurate concerning sidewalks, street lighting,trees, or storm drainage.
•
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■ The Public Services Department did not receive formal training in the City's EDMS, Laserfiche.As a
result,several resources within the Public Services Department are storing documents on their local
drive or within their Outlook email, which results in the underutilization of the City's EDMS.
• The Public Services Department experiences poor cellular phone reception at its facility. This
negatively impacts communications with staff in the field, citizens, and other City departments.
• The process for completing work orders is hard-copy paper intensive.Work orders are completed
in the field and are later scanned and stored. This can result in information not being stored
properly and adds additional steps to the process that could be eliminated through the use of a
work order management system.
VISION
• The Public Services Department envisions implementing a GIS-based cemetery plot system that will
allow the Department to provide enhanced customer service to the City's residents and enable the
Department's maintenance team to more efficiently provide its services to areas within the
cemetery.
• The Public Services Department envisions a Citizen Request Management(311)system that would
allow citizens to attach complaints or issues to a certain location through the citizen access portal,
and there be an integration with the City's GIS to automatically associate the issue to a building or
parcel.
■ The Public Services Department envisions an entirely paperless process when completing work
orders through a Work Order Management system. The Department would benefit from the
streamlined workflows when multiple approvers are associated with a work order.
• The Public Services Department would benefit from an enhanced level of support from the IT
Division, specifically as it relates to its hybrid workers. Several staff members within the Public
Services Department require additional technology(including printers and mobile devices)to be
most effective while working remotely.
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Appendix - Comprehensive Inventory
For confidentiality purposes, the final report for hardware information has been scrubbed of non-
relevant identifying factors, such as a fully qualified domain name. Please note that this is not a
complete report of every device within the network, but rather provides a sample of technology that
is in use.
A. Workstation Report
Name i Model 0/S SP/Release
SPO*** $(DEFAULT_STRING) 10 1809
CD_*** OptiPlex 7010 10 1909
—
CD_*** Inspiron 3650 10 1909
PS_*** OptiPlex 3050 10 1909
COD*** Inspiron 3847 10 20H2
Par*** OptiPlex 7070 10 20H2
PS_*** Latitude 5500 10 20H2
PS_*** OptiPlex 7060 10 20H2
SPO*** Inspiron 3668 10 20H2
SPO*** OptiPlex 3050 10 20H2
SPO*** Inspiron 3847 10 20H2 1
I SPO*** OptiPlex 7010 10 20H2
SPO*** OptiPlex 7040 10 21H1
adm*** OptiPlex 9020 10 21H2
Adm*** OptiPlex 3050 10 21H2
ADM*** OptiPlex 7090 10 21H2
BSO*** Inspiron 3847 10 21H2
CD_*** Inspiron 3668 { 10 21H2
CD_*** AK41 10 21H2
CD_*** Inspiron 3847 10 21H2
CD *** OptiPlex 5080 10 21H2
CD_*** Inspiron 3650 10 21H2
CD_*** OptiPlex 7090 10 21H2
cd_*** OptiPlex 7000 10 21H2
CD_*** Inspiron 3847 10 21H2
cd_*** OptiPlex 7000 10 21H2
CD_*** Inspiron 3847 10 21H2
CD_*** Inspiron 3847 10 21H2
CD_*** OptiPlex 7010 10 21H2
CD_*** Inspiron 3650 10 21H2
CD_*** Vostro 270s L 10 21H2
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B. Server Report
DC1*** VMware Virtual Platform 2016 1607
DC2*** I VMware Virtual Platform 2016 1607
FS1*** VMware Virtual Platform 2016 11607
LFA*** I VMware Virtual Platform 2016 1607
LFS*** VMware Virtual Platform 2016 1607
COD*** VMware Virtual Platform 2019 1809
COD*** VMware Virtual Platform 2019 1809
COD*** VMware Virtual Platform 2019 1809
DBD*** VMware Virtual Platform 2019 1809
DBI*** VMware Virtual Platform 2019 1809
DBP*** VMware Virtual Platform 2019 11809
DBS*** VMware Virtual Platform 2019 1809
cod*** VMware Virtual Platform 2022 1 21H2
API*** VMware Virtual Platform 2008 R2 1
C. Application Count Report
PURPOSE I APPLICATION NAME COUNT
( LAN Infotech Sentinel One Agent — j 112
Kaseya Desktop Management 115
Mimecast Email Security 22,
1
Microsoft Office Microsoft Office Professional Plus 2016 15
Microsoft Office Professional Plus 2019 2 •
Microsoft 365 Apps 77
Virtual Meeting I Zoom 62
Ring Central 34
EDMS ...f__ Laserfiche 44
VPN Citrix Workspace — 10 1
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ADVISOPS
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LIVE ITD H MAC
LOVE IT Final Report(20230310)
III. IT Strategic Roadmap
A. IT Modernization Strategies & Action Items
The IT Strategic Roadmap is comprised of four (4) overarching IT Modernization Strategies based
upon industry best practices as shown in Figure 3.The proposed strategies resolve the gaps identified
in the Phase 2 Current State Assessment Report. They are also based on the City's priorities, business
needs, and goals and consider the interests of City stakeholder groups. Further,the IT Modernization
Strategies tactically identify opportunities to build operational efficiencies through integrated
enterprise technology, improve access to data in real-time for informed decision-making, enhance
cybersecurity, and expand citizen access to City services through a digital experience.
Figure 3 - IT Modernization Strategies
. :1 SECURITY FIRST
,[ "Prevention is better than the cure"
I NI. DIGITAL CITY EXPERIENCE
MEP Adopting digital conveniences into business processes
r_: INFRASTRUCTURE RESILIENCY
Proactive IT Service Delivery through resilient infrastructure
-<A DATA-DRIVEN DECISIOt
I Using valuable data points to advise and drive critical decisions
B. IT Strategic Roadmap
As shown in Figure 4, the IT Strategic Roadmap will guide the City of Dania Beach in its investments
in technology resources for the next three(3)to five(5)years, including strategies that address staffing
and infrastructure concerns identified in the Current State Assessment. The corresponding Action
Items support the implementation of each IT Modernization Strategy for the City. Avero Advisors has
developed an IT Master Plan Report based upon the prioritized IT Strategic Roadmap of IT
Modernization Strategies, which subsequently appears in Section IV- IT Master Plan.
•
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Figure 41 - IT Strategic Roadmap(Action Items)
SECURITY FIRST
1 -Annual Review of Cybersecurity Plan
O 2-IT Policies&Procedures
3-Hardware&Software Usage
4-IT Server Room
DIGITAL CITY EXPERIENCE
5-CivicPlus(Website)
6-Electronic Document Management Standards
7-Citizen Engagement Needs Assessment
• 8-Single-Solution Payment System
• INFRASTRUCTURE RESILIENCY
9-IT Division Restructuring
10-Perform Software as a Service(SaaS)Migration Planning
11 -Implement Unified Communication System
12-Establish IT Governance
13-Implement Mobile Device Management
14-IT Service Management Standards
r � 15-IT Asset Management System
0 0 16-Fiber Optic Plan
17-IT Project Evaluation&Prioritization
18-GIS Expansion
19-Tyler New World Audit
20-ERP Replacement Planning
20.1 -Financial Management Implementation
20.2-Enterprise Land Management Implementation
20.3-Human Capital Management Implementation
20.4-Enterprise Asset Management Implementation
20.5-Utility Billing Implementation
21 -Laserfiche City-wide Implementation
22-ExecuTime Optimization
23-RecDesk Audit
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Figure 42- IT Strategic Roadmap (Implementation Timelines)
IT Master Plan-Strategic Roadmap(2023-2027) 2023 2024 2025 2026 2027
Q1 Q2143 IQ4 Q1 Q21Q31Qa Ql Q21Q31Q4 tl Q2 IQ3 IQ4 ITU1Q31Q4
1 Conduct Annual Reviews of Cybersecurity Plan
2 Review&Update IT Policies&Procedures
SECURITY FIRST -- -
3 Standardize Hardware&Software Usage
4 Rewire IT Server Room
5 Optimize CivicPlus(City Website)
DIGITAL CITY 6 Develop Electronic Document Management Standards
EXPERIENCE 7 Conduct Citizen Engagement Needs Assessment
8 Optimize Single-Solution Payment System
9 Restructure IT Division(including additional resources)
10 Perform SaaS(Software as a Service)Migration Planning ■
11 Implement Unified Communication System
INFRASTRUCTURE 12 Establish IT Governance
RESILIENCY 13 Implement Mobile Device Management
14 Develop IT Service Management Standards
15 Implement IT Asset Management System
16 Develop Fiber Optic Plan
17 Continuous Evaluation&Prioritization of IT-Related Projects
Promote Use of Geographical Information System as an
18
Organizational Priority
19 Perform Audit of Tyler New World
20 ERP Replacement Planning
20.1 Implement Financial Management
20.2 Implement Enterprise Land Management
20.3 Implement Human Capital Management
20.4 Implement Enterprise Asset Management
20.5 Implement Utility Billing
21 Fully Implement Laserfiche City-wide
22 Optimize ExecuTime
23 Perform Audit of RecDesk
Annual Totals $306,000 $1,311,500 $891,500 $496,500 $446,500
•
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IV. IT Master Plan
A. Overview
The IT Master Plan presents Avero Advisors' proposed IT Modernization Strategies as optimally
prioritized and based upon industry best practices, institutional knowledge, and the City of Dania
Beach's input. The IT Master Plan will function as the City's strategic blueprint for IT Modernization
over the next three (3)to five (5) years. The IT Modernization Strategies include improvements to the
City's cybersecurity strategy, IT organization, and enterprise software systems.
This document includes a strategic action plan for each prioritized IT Modernization Strategy
showcased in the Roadmap, as shown in Figure 4. The detailed template describes each IT Strategy,
a strategic action plan for implementation, the gaps being addressed, the resources required, any
prerequisites, the estimated cost for implementation (based on industry experience and best
practices), the stakeholder groups impacted, and an impact statement. Figure 5 provides a legend
for the IT Master Plan,which includes a detailed description of each line item included in the template.
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Figure 5 -Strategic Recommendations (Legend)
(#) - Name of Action Item
[Border Color indicates ur enc ]
Long-Term (Year 3+)
Recommendation
• Avero's actionable recommendation to address gaps discovered within the organization's
operations.
Gaps Addressed
• Gaps addressed (and alleviated) by the implementation of the IT Strategy.
Action Steps
• Sequence of activities that must be executed for successful implementation of the IT Strategy.
Prerequisites
• Action Item(s)that require(s)completion prior to the implementation of the IT Strategy.
Stakeholders
• All parties that are impacted by the implementation of the IT Strategy.
Resources
• Personnel, materials, or other assets required for undertaking the action steps/activities defined in
the Action Plan for the implementation of each IT Strategy.
Estimated Costs
• Estimated costs associated with the implementation of the IT Strategy.
Estimated Timeline
• Estimated timeframe associated with the implementation of the recommended IT Strategy based;
on industry research and institutional knowledge.
Impact Statement
• The impact on the City of Dania Beach, and its staff, for following through with the implementation;
of the recommended IT Strategy.
•
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B. Security First
Inadequate security across City technologies could lead to disastrous results for the organization, its
employees, and its citizens.This section aims to identify cybersecurity areas that require improvement
and give the City of Dania Beach a set of recommendations and processes to resolve issues through
short-term incremental strategies that build upon each other to achieve a sustainable, high-level
cybersecurity plan.
Recognizing the City's immediate security needs, Avero has
identified "Security First"as the initial IT Modernization Strategy , ,
to guide the City's IT planning efforts. Following the National ' o
Institute of Standards and Technology (NIST) guidelines, this -"k= s
layered cybersecurity approach focuses on developing policies
and processes in leadership and coordination to better prepare CYBERSECURITY
for a significant cyber disruption while building a robust, internal m VERSION 1.1
cybersecurity workforce to ensure resilience and continuity. p p
�O 4
To help the City place "Security First," Avero has identified the
corresponding action items in terms of security aspects and best
practices. These recommended action items focus on
establishing an annual review process to evaluate potential vulnerabilities within the City's
infrastructure, develop IT policies and procedures, standardize hardware & software usage citywide,
and address needs related to the maintenance of the IT server room. Implementing the proposed
strategies is especially significant because failure to take adequate cybersecurity measures for
prevention and protection from cyber-attacks can result in legal liability and public trust loss in the
City. Furthermore, building a well-educated internal culture of policy and procedure best practices
across the City will set clear expectations for all employees and help mold staff into the first line of
cyber defense while ensuring sensitive business data confidentiality.
•AMP• SECURITY FIRST
• ii 4 1 -Annual Review of Cybersecurity Plan
2 - IT Policies & Procedures
3 - Hardware &Software Usage
4- IT Server Room
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#1 - Annual Review of Cybersecurity Plan
Recommendation
■ The City's Cybersecurity Plan, including objectives and strategies,should undergo an annual review
to analyze the current state of security within the City's infrastructure, immediate needs for
improvement, and long-term goals.
Gaps Addressed
• Maintaining an up-to-date Cybersecurity Plan, including refreshing objectives and protocols that
may have naturally become outdated, is pivotal to ensuring the City's infrastructure is secure.
Action Steps
• Review objectives and protocols associated with the Cybersecurity Plan
• Prioritize risks based on identified vulnerabilities
• Develop a formal action plan and timeline for outstanding tasks
■ Annual review should include the plan of action items as well as associated documentation
Prerequisites
• Develop inventory of documentation to include last modified date
Stakeholders
• City of Dania Beach Staff • IT Division
Resources
• IT Division
• External Consultants
Estimated Costs
• Staff Time • External Consulting Fees: -$25.000
Estimated Timeline
• Urgent: 1-3 months
■ Once every quarter during implementation until plan maturity,then annually
Impact Statement
• The absence of an annual review of an organization's cybersecurity plan can lead to antiquated
policies and procedures that leave the organization vulnerable in a multitude of ways. The
Cybersecurity Plan review will help guide the City's IT Division to a proactive approach in addressing
its cybersecurity concerns. The plan will also ensure the enhancement of security resiliency for the
City's remote workforce infrastructure. The review will also serve to increase the City's network
protection to ensure business continuity and compliance with best practices while fortifying the City
network to combat opportunistic cybercrime. Essential pieces of the cybersecurity plan include the
maintenance of the disaster recovery strategy, documented policies and procedures, the inclusion
and application of Information Technology Infrastructure Library (ITIL) principles, and data
governance policies, including data accessible by staff and the protection of Personal Identification
Information (PII).
AVERO Page 1 29
ADVISORS
SEE IT Information Technology Master Plan
LIVE ITDBEACH
LOVE IT Final Report(20230310)
#2 — Review IT Policies and Procedures
Recommendation
• The City should maintain an IT-specific set of Policies and Procedures that covers the use and
maintenance of systems and hardware utilized by the City's personnel. This Policy and Procedure
Manual should cover a variety of topics such as Guiding Principles, Procurement Policies, Security
Policies, and Acceptable Use Policies. As the City moves towards increasing digital operations,
having a formal IT Policies and Procedure Manual will ensure clear expectations are set forth from IT
Management on the use of systems and hardware that is used across the organization.
Gaps Addressed
■ The City lacks documentation for IT issues, including quick reference guides and frequently asked
questions (FAQ). This results in the City's IT resources spending time addressing the same issues
that could be better resolved by providing a one-page writeup detailing each individual problem's
solution through steps that the end user could follow. This includes a Position Profile as a checklist
for required setup before an employee's start date. Currently, access rights and applications are
finalized after the employee has started, resulting in inefficient use of resources.
■ The City lacks updated IT Policies and Procedures, including documentation for IT service level
agreements with departments across the City.
• Due to the impact of COVID-1 9,a large portion of the City's workforce transitioned to a hybrid model
of working without being given clear guidelines or policies on using their devices from home or
contacting IT when experiencing technical issues.
Action Steps
• Specify IT equipment and software standards
■ Specify personnel roles and hardware authorized for remote access
■ Establish a VPN policy to outline expectations for remote access
■ Establish ramifications of non-adherence to policies
■ Publicize policies across the City
■ Obtain end-user signatures on new policies as a form of acceptance
■ Continue to maintain and update artifacts as the City implements new enterprise systems
Prerequisites
■ Determine department specific hardware requirements
Stakeholders
■ City of Dania Beach Staff
■ Dania Beach Citizens
Resources
• Executive Team &City Commission
• IT Division
■ External Consulting Services
AVERO Page 130
SEE IT Information Technology Master Plan
LIVE IT ^N DANIA
LOVE IT:...: BEAC_N Final Report(20230310)
Estimated Costs
■ Staff Time
■ External Consulting Fees: -$10,000-$12,000
o Avero can provide resourcing, along with templates and customized documentation,for the
implementation of this strategy.
Estimated Timeline
■ Urgent: 3-6 months
Impact Statement
■ Approaches to computer usage, remote access, internet access, IT equipment procurement, and
many other activities should be standardized and communicated throughout the City. Policies
should define Standard Operating Procedures (SOP) that are consistent and establish the
foundation for enforcement. Failure to maintain relevant policies and procedures places the City in
a position of vulnerability related to enforcement and expenditures on inappropriate use of IT
infrastructure.
AVERO Page 131
SEE IT Information Technology Master Plan
LIVE IT�BEACN
LOVE IT Final Report(20230310)
#3 — Standardize Hardware & Software Usage
Recommendation
• Software and hardware procurement should be centralized through the IT Division to ensure
standardization of resources City-wide. This starts with IT Asset Management. The IT Policies and
Procedures Manual will provide a section for the Procurement of Hardware and Software which will
enable each department to make informed decisions on hardware and software requests that are
standardized across the City and fulfill the needs of the department. During this transition period,
the IT Division should first update all commonly used software to the most recent version. After
standardizing the hardware and software usage across the City departments, the IT Division may
begin to integrate the process of procurement into IT Services.
Gaps Addressed
• Various departments are utilizing outdated technology due to the absence of a formal IT hardware
replacement schedule.Approximately 80-100 devices within the City are over five(5)years old.This
has resulted in users reporting dissatisfaction with their equipment.
■ Minimal documentation exists for ERP products and other commonly used software systems.
Training needs are not regularly assessed to ensure employee confidence in the City's systems.
• There is a critical need for training on the City's widely used enterprise software systems. During the
implementation of Laserfiche, DocuSign, and SeamlessDocs, training was limited, and the systems
are currently being underutilized resulting in the misuse of staff time.
• The Community Redevelopment Agency has not received formal training on its various software
platforms, including Tyler New World, ExecuTime, CoStar, Claritas, and WEEcommunicate. As a
result,the software is being underutilized and managers are having to take the time to demonstrate
the functionalities of the different systems.
• The Public Information Office currently experiences long periods of downtime due to frequent
software updates across multiple devices. Each time an update occurs,the Department must contact
the IT Division to complete the update before the device can be used.
Action Steps
• Determine department-specific hardware and software requirements
■ Collaborate with each department to prioritize the replacement of workstations
• Standardize the equipment used in each department, including warranty and lifecycle service terms
• Determine which processes within departments require uniform versions of a software
• Utilize an Asset Management Tool to document service life for hardware, such as workstations
Prerequisites
■ IT Policies and Procedures
• IT Governance
Stakeholders
• City of Dania Beach Staff
Resources
• IT Staff • External Consulting Services
■ City of Dania Beach Staff
•
AVERO Page 132
SEE IT Information Technology Master Plan
LIVE IT pANIA
LOVE IT BEACH Final Report(20230310)
Estimated Costs
• Staff Time
• External Consulting Fees: —$8,000-$10,000
o Avero can provide resourcing, along with templates and customized documentation,forthe
implementation of this strategy.
Estimated Timeline
• Urgent: 3-6 months
Impact Statement
• The use of standardized equipment and applications will allow the IT Division to provide high-
quality, secure, and consistent service due to the control of variations in hardware and software
configuration.The IT Division should be involved in all technology procurement processes.
AVERO Page 133
ADVISORS
SEE IT Information Technology Master Plan
LIVE IT DANIA
LOVE ITBEACH Final Report(20230310)
#4 — Rewire IT Server Room
Recommendation
• The IT Division would benefit from rewiring the server room. As IT personnel have joined and
departed from the organization,the IT server room is an area that has not received close attention.
Gaps Addressed
a The server area is disorganized and difficult to manage. As new hardware and systems have been
added and put into place over the years, planning and proper management practices of the cabling
have not been implemented or routinely performed.
Action Steps
• Develop a map of the IT server room, including current state and future state
• Identify the wires that will need to be adjusted, removed, or added
• Ensure the new layout considers potential future additions to the room
• Label all wires and hardware properly
• Perform a review of the server room wiring on a consistent basis
Prerequisites
• None
Stakeholders
• IT Division
Resources
• IT Staff
• External Consulting Services
Estimated Costs
• Staff Time
• External Consulting Fees: —$3,000-$5,000
o Avero can provide resourcing, training, and guidance for the initial implementation of this
strategy.
Estimated Timeline
• Urgent: 1-3 months
Impact Statement
• Addressing the City's need for rewiring in the IT Division's server room will provide greater
organization and ease in the management of its hardware and software. Performing this action plan
will provide better overall performance,troubleshooting,traceability,and sustainable management.
This can prevent costly negative impacts such as hardware damage and human error.Additionally,
it will provide a safer environment with fewer stray cables that hinder mobility in the server room.
Last,the rewiring of the IT server room will allow the IT Division to easily locate devices that require
service or urgent mitigation.
AVERO Page 134
SEE IT Information Technology Master Plan
LIVE IT LIDANI4,
EACI,
LOVE IT Final Report(20230310)
C. Digital City Experience
Traditionally, government services at the City of Dania Beach have been delivered by individual
departments utilizing manual, paper-based processes. In general, the approach to providing City
services to the community is not inadequate, but has ample opportunity for improvement.Often,these
inefficiencies spill over to create bottlenecks and affect service delivery to citizens and other key
external stakeholders. The City of Dania Beach's current delivery model for citizens to access many
City services requires an "in-person" visit to City Hall. The City wishes to leverage technology to
provide the public with an enhanced "Digital City Experience."
Going forward,the City's Executive Team envisions providing Dania Beach's citizens with a full-service,
digital environment, allowing citizens to conduct business with their City from the comfort of their
residences, with the same consumer conveniences and speed they experience in their personal lives.
Gil/ DIGITAL CITY EXPERIENCE
5 - CivicPlus(Website)
6 - Electronic Document Management Standards
7 - Citizen Engagement Needs Assessment
8 - Single-Solution Payment System
AVERO Page 135
ADVISORS
SEE IT Information Technology Master Plan
LIVE ITDDANIA
LOVE IT BEACH Final Report(20230310)
#5 - Optimize CivicPlus
Recommendation
■ The City should document the processes involved in managing website content changes.Currently,
the process is ambiguous as it relates to change requests coming into the IT Division and Public
Information Officer.CivicPlus provides the ability to grant permissions to certain individuals to create
updates for their own page and have those changes go through an approval process with the Public
Information Officer. This approval workflow would centralize the management of website content
through the Public Information Officer and allow a more focused scope for training requirements.
Gaps Addressed
■ The City's departments lack clarity on the management of website content. The responsibility of
updating and adding information to each department's designated webpage resides with the
department staff. However, the process for making changes and updates is unclear across the
organization, resulting in content remain static and often outdated.
■ The City Clerk's Office can receive records requests through the Public Records Form on the City's
website (CivicPlus). However, the process for providing a timeframe to fulfill the request is entirely
manual.This leads to ambiguity for citizens and personnel as they must be manually notified of the
City Clerk's Office's receival of the form and estimated timeframe for completion of the request.
Action Steps
• Develop a comprehensive Business Process Map for managing website content change requests
■ Define policies around centralized content management
• Determine automation and training needs
• Explore self-service tools through CivicPlus
• Implement optimized processes and Auditing Capabilities
Prerequisites
• IT Policies and Procedures(Website Policies) • IT Governance(Website Management)
Stakeholders
• Dania Beach Citizens • IT Staff
• City of Dania Beach Staff
Resources
• Public Information Officer • External Consulting Services
• IT Staff
Estimated Costs
■ Staff Time
• External Consulting Fees: —$10,000
o Avero can provide resourcing, along with templates and customized documentation,for the
implementation of this strategy.
Estimated Timeline
• Short-term(Year 2): 3-6 months
•
AVER Page i 36
SEE IT Information Technology Master Plan
LIVE ITDBEACH
LOVE IT Final Report(20230310)
Impact Statement
• The full functionality of a website would allow for centralized management of content with
automation to streamline the posting processes. Centralizing content management will allow a
consistent voice and feel across the website from each department. Additionally,the citizen-facing
portal will present opportunities for self-service options, such as allowing a more interactive
permitting life cycle for citizens to submit paperwork electronically through a portal as well as
monitor the life cycle of their request and make payments.
AVERO Page 1 37
ADVISORS
SEE IT Information Technology Master Plan
LIVE ITDBEACH
LOVE IT Final Report(20230310)
#6 - Develop Electronic Document Management Standards
Recommendation
■ The City should work towards the development of Electronic Document Management Standards.
Currently, there are three (3) systems in place that have similar capabilities (SeamlessDocs,
DocuSign, and Laserfiche). This results in City staff ambiguity as to which tools should be used for
electronically signing documents, storing documents, and sharing documents across departments.
Gaps Addressed
• The City has not fully completed the implementation of its new Digital Signature tool,SeamlessDocs,
from its previous platform, FormDocs.SeamlessDocs allows its users to sign digitally, and complete
forms transferred amongst internal resources. However,there was not a complete, Citywide rollout
of the product, and there are several departments that do not know how to utilize the product
properly.The system has not been configured to support each department's desired workflow.
• The HR Department is utilizing SeamlessDocs to sign documents electronically. However, the
workflows have not been set up correctly, and resources are not receiving notifications when they
have received a document to sign, or when a document has been signed and completed.
Action Steps
• Perform needs assessment of document management requirements across City departments
• Develop a new business process for electronic signatures and document management
• Select an appropriate system based on the City's collaboration needs
• Implement system and processes for collaboration
• Conduct training and roll out to staff
Prerequisites
■ None
Stakeholders
• City of Dania Beach Staff
Resources
• IT Staff • External Consulting Services
• City of Dania Beach Leadership
Estimated Timeline
• Short-term(Year 2): 3-6 months
Estimated Costs
■ Staff Time
• External Consulting Fees: --$12,500-$15,000
o Avero can provide resourcing,along with templates and customized documentation,for the
implementation of this strategy.
AVER) Page 138
ADVISORS
SEE IT Information Technology Master Plan
LIVE IT I
DANIA
LOVE T Final Report(20230310)
Impact Statement
■ The introduction of a standardized process for document management will ensure staff are utilizing
the most effective tools to share documents and perform electronic signatures. Once the document
management standards are in place, workflows within the chosen system will be set up to ensure
when documents are shared and require involvement from other City resources, automatic
notifications will be sent to assist in the timely execution and turnaround of the forms. This will also
result in potential cost savings as a single system will be utilized and the other system will be
eliminated.
AVERO Page 139
ADVISORS
SEE IT Information Technology Master Plan
LIVE IT®B H BEACH LOVE IT Final Report(20230310)
#7 - Conduct Citizen Engagement Needs Assessment
Recommendation
• The City should perform a Citywide Citizen Engagement Needs Assessment to evaluate the current
needs of citizens and expand upon the services the City provides.
Gaps Addressed
• The City currently accepts payments for several services online through its website, at its kiosks in
City Hall, as well as at the payment window in the City Hall building. Additionally, the City's
Recreation Center and other departments provide a variety of important public services to citizens.
However,current online service offerings could be improved upon and greatly expanded to provide
industry-leading customer service to the citizens of Dania Beach.
Action Steps
• Assess current approach to Citizen Engagement
• Distribute citizen engagement customer service surveys; Conduct focus group(if desired)
• Gather, aggregate, and analyze citizen survey(focus group)data
• Develop critical Citizen Engagement initiatives
• Implement Citizen Engagement strategies and recommendations
Prerequisites
• None
Stakeholders
• IT Staff • City of Dania Beach Staff
• Dania Beach Citizens
Resources
• IT Staff • External Consulting Services
Estimated Costs
• Staff Time
■ External Consulting Fees: -$17,500-$20,000
o Avero can provide resourcing for the implementation of this strategy.
Estimated Timeline
■ Immediate(Year 1): 3-6 months
Impact Statement
• A Citizen Engagement Needs Assessment will aid the City in meeting and exceeding public
expectations in terms of service delivery related to making utilities payments online, completing
permit applications, and providing greater overall transparency on the items Dania Beach citizens
consider to be most critical. The focus on providing an increase in online customer services will
further move the City to its desired"Smart City"goal.
AVERO Page 140
SEEE IT E IT DANiA Information Technology Master Plan
LOVEITDBEACH Final Report(20230310)
#8 - Optimize Single Solution Payment System
Recommendation
■ The City should expand the use of its ERP system to include a product that could better manage the
receiving of citizen payments for services online and at City Hall.
Gaps Addressed
• The Building Division provides citizens and contractors the opportunity to pay Building Permit Fees
online through Tyler New World eSuite. However, all other payments for other services provided by
the Department must be paid at City Hall through the Cashier window.
Action Steps
• Assess Tyler New World's ability to support the receipt of payments
• Assess payment needs of City staff
• Evaluate system capabilities of other Payment Solutions
• Select future Payment Solution
Prerequisites
■ Citizen Engagement Needs Assessment
Stakeholders
• IT Staff • City of Dania Beach Staff
Resources
• IT Staff • External Consulting Services
Estimated Costs
• Staff Time
• External Consulting Fees: -$17,500-$20,000
o Avero can provide resourcing and/or guidance for the implementation of this strategy.
• Annual Fees: -$2,500
Estimated Timeline
• Immediate(Year 1): 3-6 months
Impact Statement
■ The implementation of a single-solution payment processing system will provide the City with a fully
integrated online payment process. Additionally, the online payment gateway will allow for the
security of housing all payment data in a single repository across all City departments. The new
ancillary payment processing system will also offer Dania Beach citizens the convenience of online
payment services in a secure manner while integrating seamlessly with the City's financial
management system.
AVER0 Page 141
ADVISORS
SEE IT Information Technology Master Plan
LIVE ITDDANIA
LOVE ITBEACH Final Report(20230310)
D. Infrastructure Resiliency
The City of Dania Beach's mission is to achieve "Infrastructure Resiliency" in the ability to reduce the
magnitude and duration of disruptive IT-related events. The effectiveness of a resilient infrastructure
or enterprise depends on its ability to anticipate, absorb, adapt to, and rapidly recover from a
potentially disruptive event. The City of Dania Beach has the opportunity for an updated networking
infrastructure, consistent internet availability, desktop management, and an actionable Fiber Optic
network plan. Additionally, the City's IT Division is currently facing a cultural shift in structure and a
lack of clear delineation of responsibility amongst its resources has resulted in spotty execution of IT
projects and delays in infrastructure enhancements.
Through the implementation of the proposed Action Items, the City will improve its level of
Infrastructure Resiliency.These projects will positively impact the City's network,which will aid the City
in providing services to the City of Dania Beach's citizens.
INFRASTRUCTURE RESILIENCY
9- IT Division Restructuring
r'° 10-SaaS Migration Planning
isan
' ' 11 - Unified Communication System
e 12 - IT Governance
. 13 - Mobile Device Management
14- IT Service Management Standards
15 - IT Asset Management System
16- Fiber Optic Plan
AVERO Page 142
SEE IT Information Technology Master Plan
LIVE ITlid DAN BEACN
LOVE IT Final Report(20230310)
#9 - Restructure IT Division (additional resources)
Recommendation
■ The City should restructure its IT Division to better support the current and future needs of the City.
As the City has grown, and additional hardware and software have been implemented that require
support and maintenance,the IT Division's growth has been stagnant.Additionally, a formal division
of responsibilities has not been put into place to address the City's needs. A need has been
identified to add one (1) to two (2) additional full-time equivalent (FTE) resources to the City's IT
Division in an effort to better manage ongoing and future IT projects, as well as provide Level 1
helpdesk end-user support.
Gaps Addressed
• The City does not have an adequate number of IT staff within the IT Division to support the growing
needs of each department within the organization. Though the IT staff is providing services to the
best of their ability,the limited staff results in a "Break-Fix"approach to IT service delivery
Action Steps
• Determine appropriate support positions (including Cybersecurity Officer or designee, IT Service
Management/Help Desk, and Systems Administrator)
• Develop an organizational chart, job descriptions (scope, skills, etc.), and determine reporting
structure
Prerequisites
• IT Policies and Procedures(Policy for Procurement of Networking Equipment)
Stakeholders
• IT Staff • City of Dania Beach Staff
Resources
• IT Division • External Consulting Services
Estimated Costs
• Staff Time; Annual Salary for Additional Resources: TBD
■ External Consulting Fees: —$20,000-$25,000
o Avero can provide resourcing, along with templates and customized documentation, to
assist the City with the implementation of this strategy.
Estimated Timeline
■ Urgent: 3-6 months
Impact Statement
■ Having additional resources will allow the IT Division to take a proactive approach to IT service
delivery. The restructuring effort will enable the City to refine the IT Division's positions and job
descriptions to ensure that the scope of each role accurately reflects what is realistically required.
Roles will be developed based upon business needs and industry best practices.
AVERO Page 143
ADVISORS
SEE IT Information Technology Master Plan
LIVE ITDBEACH
LOVE IT Final Report(20230310)
#10 — Software as a Service (SaaS) Migration Planning (Existing Systems)
Recommendation
■ The City should determine which existing applications better fit a hosted Software as a Service(SaaS)
model.
Gaps Addressed
■ As the City moves towards virtualizing its servers, many applications will be better suited for a
Software as a Service model,such as Office 365 instead of an on-premises Exchange server,and the
City's Electronic Document Management system (LaserFiche). SaaS solutions reduce IT overhead
burden, streamline costs, and add immediate resiliency and adaptability to platforms. Software
vendor SaaS solutions provide benefits such as quicker system upgrades and always-current
platforms that don't need traditional reinvestment intervals.
Action Steps
• Develop a complete software inventory
■ Research each application to determine those that should move to a hosted solution,including costs
associated with migration and vendor resource cost
• Determine the ability of the networking equipment to allow a hosted solution for new software
• Conduct System Demonstrations(as-needed)
■ Plan and implement SaaS migrations
Prerequisites
• IT Policies and Procedures • Review Network Infrastructure
• IT Governance
Stakeholders
• City of Dania Beach Staff
Resources
• IT Staff • External Consulting Services
Estimated Costs
■ Staff Time
• External Consulting Fees: —$50,000
• Annual Hosted Services Fees:TBD
Estimated Timeline
• Immediate(Year 1): 3-6 months
Impact Statement
• Virtualizing servers and migrating applications to a hosted solution is key to addressing resiliency,
reliability, and IT service goals. A fully hosted IT Division may not be reasonable, but having select
applications hosted will enable the City Staff to access applications anywhere they have internet
while reducing the IT staff overhead needed to manage environments.
•
AVERO Page 144
SEE IT Information Technology Master Plan
LIVE IT®BEAN
LOVE IT Final Report(20230310)
#11 — Implement Unified Communication System
Recommendation
• The City should implement a Unified Communication System to support internal communications
with City staff and external communications with the citizens of Dania Beach.
Gaps Addressed
• The City currently does not have an internal unified communication system that supports internal
communication within the City.This results in an abundance of time being spent making phone calls,
sending emails, or physically searching for City personnel when critical communications need to be
shared.
Action Steps
■ Define phone system and communication requirements Citywide
• Evaluate the capabilities of an effective unified communication systems
• Implement new communication system
• Train City staff on the full service offerings of the chosen system
Prerequisites
■ IT Governance
•
Stakeholders
• City of Dania Beach Staff
Resources
• IT Staff • External Consulting Services
Estimated Costs
• Staff Time
• External Consulting Fees: —$17,500-$20,000
o Avero can provide resourcing, along with templates and customized documentation,forthe
implementation of this strategy.
• One-time Implementations Costs& Monthly Fees: —$15,000
o Actual cost will depend upon chosen license and number of users
Estimated Timeline
• Immediate(Year 1): 3-6 months
Impact Statement
• Providing City staff with a unified communication system will allow them to more efficiently
communicate amongst their departments, and across other departments in the City. Additionally,
this strategy has the potential eliminate outdated phone hardware and provide City staff with the
ability to send and accept calls from their desktop, access their voicemails from any location, and
route calls to their office phones directly to their mobile devices.
AVERO Page 145
ADVISORS
SEE IT Information Technology Master Plan
LIVE ITDBEACN
LOVE IT Final Report(20230310)
#12 - Establish IT Governance
Recommendation
■ The City should introduce IT Governance as the standard for making IT-related decisions that will
have an impact on multiple departments and the City's IT infrastructure.
Gaps Addressed
■ The City's IT Division does not have an overall IT strategy in its approach to serving the City's future
technology needs. This results in departments spending time researching systems, hardware, and
applications to resolve their own technical needs instead of relying on subject matter experts to
keep them apprised of new market offerings. This exacerbates the challenge of departments
inadvertently expanding the existing silos of data and resources.
■ The City's IT Division lacks a formal, centralized vision of Information Technology going forward.
Departments are often left to fend for themselves regarding procurement related to functional tools
and enterprise software systems.
Action Steps
• Develop an IT Governance framework as a process for making IT investments and decisions
• Establish an IT Steering Committee for prioritizing investments and decisions
• Establish selection criteria for becoming an IT Steering Committee Member, which may include
process leaders and technology power users within/across departments
• Determine a meeting schedule for reviewing the IT Program
• Train primary stakeholders on the IT Governance process
Prerequisites
a IT Policies and Procedures(Policy on Procurement of Hardware/Software)
Stakeholders
• City of Dania Beach Staff
Resources
• IT Staff
■ City of Dania Beach Leadership
• External Consulting Services
Estimated Costs
• Staff Time
• External Consulting Fees: -$3,000-$5,000
o Avero can provide resourcing, along with templates and customized documentation,for the
implementation of this strategy.
Estimated Timeline
• Urgent: 3 months
AVER° Page 146
ADVISORS
SEE IT Information Technology Master Plan
LIVEIT&DANIA
BEACN
LOVE IT Final Report(20230310)
Impact Statement
• Introducing IT Governance will ensure that the City of Dania Beach has a formal framework in place
for evaluating and prioritizing IT investments. IT Governance will consider each IT investment as a
business case, including feasibility, how the investment creates value to the Department, and to the
City as an organization, including stakeholder impact. Creating an IT Steering Committee will
provide stakeholder groups with the representation needed to ensure that IT decisions are made in
the strategic interest of the City and not just on a singular level. An example of this would be a
discussion on the needs and goals of the City Committee that will be housed within IT, but have
stakeholders across multiple departments and citizens.
AVERO Page 147
ADVISORS
SEE IT Information Technology Master Plan
LIVE IT®DANIA
LOVE IT BEACH Final Report(20230310)
#13 - Implement Mobile Device Management
Recommendation
• The City would benefit from implementing Mobile Device Management software for departments
that spend a portion of their day out in the field, such as Public Services and Community
Development staff, and other City departments that utilize mobile devices.
Gaps Addressed
• The City does not currently monitor the mobile devices that have been distributed to various
departments within Dania Beach.The lack of Mobile Device Management poses security risks to the
City as the IT Division is unable to monitor and ensure that the content being accessed on the
devices is secure.
Action Steps
• Assess City's ability to support mobile operations, including work order management
• Procure tablets and mobile devices for departments that would benefit from mobile technology
■ Configure a VPN connection back to the City's network for non-SaaS solutions
■ Configure Mobile Device Management(MDM)
• Integrate tablets into Work Order management process, including Public Works and Utility
operations
Prerequisites
• IT Policies and Procedures(Policy for Procurement of Hardware)
• Procurement&Implementation of Microsoft Office 365 (or another dedicated MDM solution)
Stakeholders
■ IT Staff ■ City of Dania Beach Staff
Resources
• IT Staff • External Consulting Services
Estimated Costs
• Staff Time
• External Consulting Fees:TBD
Estimated Timeline
• Immediate(Year 1): 3-6 months
Impact Statement
• Departments that utilize mobile technology in the field will quickly benefit from more streamlined
processes and reduce the waiting period between the work being complete and manually entering
the data into the system upon returning to the office.This will allow real-time reaction to processes
such as work order resolution. Moving towards a virtual environment will ultimately improve
efficiency and reduce the risk of paper document management in the field. In addition,through the
usage of MDM,the City will continue the initiative of software standardization along with enhancing
security protocols and compliance by position and by device. In the event that a device is lost or
misplaced in the field, MDM will provide the City with the peace of mind that the device can be
secured remotely to prevent exposure to data breach or further security threats.
AVERO Page 148
SEE IT Information Technology Master Plan
LIVE ITDBEACH
LOVE IT Final Report(20230310)
#14 — Develop IT Service Management Standards
Recommendation
■ The City should develop IT Service Management Standards that will eliminate ambiguity in the
services City staff can expect to receive from the IT Division. Additionally, this will delineate the
responsibilities shared between the IT Division and LAN Infotech.
Gaps Addressed
■ The City has implemented the IT ticketing system, BOSSDesk. However, the various departments
within the City have not embraced the system, leading to services being completed without proper
documentation.This results in inaccurate data related to the workload of each IT resource.
Action Steps
• Determine the catalog of IT Services provided by the IT Division and LAN Infotech
• Develop Service Level Agreements associated to each services, including which IT resource is
responsible for completing the service and the expected resolution time
• Introduce IT Service Management Standards to end-user community
Prerequisites
• IT Policies and Procedures(Service Level Agreements)
• IT Governance
Stakeholders
• IT Staff
• City of Dania Beach Staff
Resources
• IT Staff
• External Consulting Services
Estimated Costs
• Staff Time
• External Consulting Fees: —$17,500-$20,000
o Avero can provide resourcing, along with templates and customized documentation,for the
implementation of this strategy.
Estimated Timeline
■ Urgent: 3-6 months
Impact Statement
• The implementation of this strategy will result in more streamlined and consistent services being
provided to City staff. Currently, end users are not certain as to the particular services the IT Division
is supposed to be providing them. Further,this strategy will provide them with a full catalogue of IT
Services to ensure they are aware of the different services where they are able to request assistance.
End-users and department leadership will also better understand their role in service expectations
for technology, leading to increased collaboration and customer service improvements.
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#15 — Implement IT Asset Management System
Recommendation
■ The City should implement an IT Asset Management System that will allow them to keep a more
active log of their IT Assets across the City's various departments and locations.
Gaps Addressed
• The City does not have an asset management tool to account for all of the devices across the City.
As a result,the City's IT Division is not aware of the type or quantity of devices in each department,
preventing the Division from properly supporting each department's devices or planning for their
needed replacement, based on service life.Asset Management is also foundational to maintaining
a strong cybersecurity posture.
Action Steps
• Obtain quotes from software vendors for an asset management tool
• Select the appropriate option and install the software
■ Setup integrations,test, and launch
Prerequisites
• IT Governance
Stakeholders
• IT Staff
• City of Dania Beach Staff
Resources
• IT Staff
• External Consulting Services
Estimated Costs
• Staff Time
• External Consultant Fees:TBD
o Avero can provide resourcing,along with templates and customized documentation,for the
implementation of this strategy.
• Annual Software Costs: —$4,000
o Estimate includes IT Asset Management and Service Management tool
Estimated Timeline
• Immediate(Year 1): 3-6 months
Impact Statement
• Implementing an IT Asset Management (ITAM) Tool will allow the IT Division to efficiently track,
control,and maintain the City's IT assets(e.g., hardware&software).The ITAM Tool will track assets
in real-time, including but not limited to,the asset's useful lifecycle, software installed on the asset,
and the management of unused assets like hardware or licenses. Ultimately, the ITAM tool will
provide the IT Division with an efficient process to track current assets, asset costs, and provide the
necessary data to make well-informed technology purchases in the future.
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#16 — Develop Fiber Optic Plan & Strategy
Recommendation
■ As the City is improving internal operations,the City should also plan to develop a formal fiber optic
plan &strategy.As part of the IT Governance effort, the responsibility of involvement for fiber optic
planning and strategy will include IT leadership. IT will be able to define requirements for providing
services for all future construction projects, such as new buildings.
Gaps Addressed
■ The City lacks optimal internet connectivity at its various locations. This results in various
departments losing time while attempting to access the internet through their devices and impacts
the quality of service provided to the citizens of Dania Beach. Additionally, the poor connectivity is
responsible for a loss in revenue, specifically related to Beach Parking Services App and the City's
Community Centers.
■ The P&R Department experiences frequent issues with internet connectivity. This results in staff not
being able to perform their responsibilities effectively, including a loss of revenue from patrons at
the City's various recreational facilities. The poor connectivity also impacts staff's ability to clock-in
and out through the City's Time&Attendance system, ExecuTime.
• The Public Services Department experiences poor cellular phone reception at its facility. This
negatively impacts communications with staff in the field, citizens, and other City departments.
Action Steps
• Form an Internal Fiber Planning Committee consisting of IT staff and other individuals involved in
the planning process of fiber installation, including the Power Department
• Identify and map existing fiber optic assets
• Determine connectivity requirements between City locations with a goal of expanding City-wide(to
potential County-wide)connections
■ Develop short-term and long-term goals for a redundant fiber ring so when installation
opportunities come up,the City is able to seize all opportunities to install fiber
■ Discuss plans for construction and partnership with involved businesses such as the local internet
provider
Prerequisites
• IT Policies and Procedures
• IT Governance
Stakeholders
• City of Dania Beach Citizens
• Broward County and included Cities
Resources
■ IT Staff
■ External Consulting Services
Estimated Costs
• Staff Time
•
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ADVISORS
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• External Consulting Fees: -$30,000
o Avero can provide resourcing for the implementation of this strategy.
Estimated Timeline
• Short-term (Year 2): 3 months
Impact Statement
• Performing an assessment of the City's current fiber assets has the potential to provide significant
positive economic development benefits to the City, reduce costs, improve telecommunications
and internet services for the business community, and potentially offer high-speed internet access
at reduced rates to residents. The assessment of the Fiber Optic Network Plan will commence the
planning efforts around the establishment of a fiber optic network as a City asset and will reduce
long-term telecommunications costs for the organization, and will enable enhanced connectivity
and functionality in intelligent systems throughout the City. The Fiber Optic Network plan will also
allow the City to introduce Smart City initiatives, such as digital signage, Internet of Things (loT)
devices,Wi-Fi in public areas, and a variety of other services.
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E. Data-Driven Decisions
As the digital world is in a constant state of advancement, organizations like the City of Dania Beach
need to leverage data for more informed, timely decision-making across the organization.
Modernized enterprise software systems offer workflow automation for process optimization and
access to data in real-time. Advancements in business intelligence technologies provide executives
with dashboarding tools for data visualization of key performance indicators tracked by businesses to
assess various aspects of performance while generating actionable insights through scenario
planning. The City currently struggles to leverage its unstructured information and documents using
available technology resources and processes. Antiquated technologies and tools, along with a lack
of integration between enterprise systems, lead to cumbersome, paper-based processes.
Additionally, these antiquations prevent the City employees from better communicating, storing,
analyzing, and managing data across the organization to more effectively serve the Dania Beach
community.
Avero Advisors has developed the corresponding Action Items to help the City of Dania Beach
mitigate current gaps and achieve its business objectives to enhance "Data-Driven Decisions" by
harnessing the functional capacity of modern enterprise technologies.These proposed activities offer
guidance on driving and improving enterprise content and business process management to help
reduce operational cost, streamline processes, and further enhance service delivery through a
technology modernization approach. "Data-Driven Decisions" can positively impact the City
organization in the ways that employees communicate internally across departments, and externally
by how employees respond to the growing needs of the Dania Beach community.
DATA-DRIVEN DECISIONS
17 - IT Project Evaluation & Prioritization
18 - GIS Expansion
19-Tyler New World Audit
- 0)::v
20- ERP Replacement Planning
20.1 - Financial Management Implementation
Q 20.2 - Enterprise Land Management Implementation
I 20.3 - Human Capital Management Implementation
20.4- Enterprise Asset Management Implementation
20.5 - Utility Billing Implementation
21 - Laserfiche City-wide Implementation
22 - ExecuTime Optimization
23 - RecDesk Audit
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sEEIT Information Technology Master Plan
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#17 — Evaluation & Prioritization of IT-Related Projects
Recommendation
• The City's IT Division and City Leadership should meet regularly to evaluate and prioritize IT-related
projects.This will ensure projects are progressing as planned and will provide accountability to the
project owners.This keeps IT projects focused on attaining City goals and values.
Gaps Addressed
• The City's IT Division does not have documented project management standards detailing the
selection, prioritization, and proposed timeline of IT-related projects. This results in projects being
sidelined and even abandoned due to a lack of staff bandwidth at the time of procurement.
Additionally, the differentiation between unique project-based work and operational task work is
undefined, causing prioritization and resource allocation issues.
■ The City's IT Division lacks a formal, centralized vision of Information Technology going forward.
Departments are often left to fend for themselves regarding procurement related to functional tools
and enterprise software systems.
■ Departments have become less dependent on IT's involvement and seek to procure software
without consulting IT about the requirements to support the given system.
Action Steps
• Develop a prioritized list of all IT projects planned for the upcoming fiscal year(by quarter)
■ Designate project owner to IT personnel
■ Determine a meeting schedule for reviewing the IT Projects(recommended quarterly)
Prerequisites
• IT Governance
Stakeholders
■ City of Dania Beach Staff
Resources
■ IT Staff
■ City of Dania Beach Leadership
■ External Consulting Services
Estimated Costs
■ Staff Time
Estimated Timeline
• Ongoing: To Be Completed and Repeated Quarterly
Impact Statement
• The quarterly review and prioritization of IT-related projects will enable the IT Division to focus on the
progress of critical IT-related initiatives and will increase transparency between the Division and City
Leadership.
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#18 - Promote Use of GIS as an Organizational Priority
Recommendation
• The City should place greater emphasis on the development of its current Geographic Information
System (GIS), building out the current functionality and ensuring the key users of the system (Esri)
are able to utilize the product to its full potential.
Gaps Addressed
• The Community Development Department currently lacks a resource internal to the department to
support their GIS needs. The resource originally meant to be shared across Community
Development and Public Services has been designated to Public Services, leaving a significant
knowledge and skills void in the department.
• The Community Development Department does not believe that the data within Esri GIS is reliable.
When staff within Community Development are inquiring on a property or parcel, they must verify
that the information is accurate by referencing all of the various locations where documents are
stored (Laserfiche, OptiView, local drive, physical storage, etc.).
■ The Public Services Department's GIS (Esri) is currently lacking data that would aid the Department
in better providing and maintaining the City's various assets.The information in the GIS is not entirely
accurate concerning sidewalks, street lighting,trees, or storm drainage.
Action Steps
• Business Process Analysis for existing processes and workflows for each department that will use
GIS
■ Conduct Future State Visioning to determine areas where workflows may be optimized using the
full functionality of GIS
■ Configure additional layers as needed
■ Integrate with CivicPlus to provide public-facing views of relevant layers, such as construction zones
and road closures
Prerequisites
■ IT Governance
■ Fiber Optic Plan &Strategy
Stakeholders
• City of Dania Beach Staff
• Dania Beach Citizens
Resources
■ IT Staff
■ External Consulting Services
Estimated Costs
■ Staff Time
• External Consulting Fees: TBD
•
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ADVISORS
SEE IT Information Technology Master Plan
LIVE IT®B H BEACH LOVE IT Final Report(20230310)
Estimated Timeline
• Short-term(Year 2): 3-6 months
Impact Statement
• Having a developed and mature GIS system with the City's current data available will allow
departments such as Public Services and Community Development to expand their service offerings
(such as cemetery management)and will make processes such as inspections more efficientthrough
the availability of real-time data to verify parcels and buildings that require City inspection. Staff and
the public will be able to reference the same GIS data instead of dealing with multiple data sources
that differ.
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EACH
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#19 - Perform Audit of Tyler New World
Recommendation
■ The City should perform an audit of Tyler New World to understand the major gaps in capabilities
with the product's offerings, and understand what is currently being underutilized.
Gaps Addressed
• The City is facing the underutilization of its Enterprise Resource Planning (ERP)software, Tyler New
World. Due to the current staff at the City being relatively new, there is a significant gap in the
workforce's understanding of how the system should function. In addition, the City does not have
training materials for use by end users that succeeded the initial implementation. System
functionality is not fully aligned with the City's business processes, preventing the City from taking
advantage of workflow automation. Together, this has led to a level of end-user dissatisfaction, on
top of workarounds that lead to operational inefficiencies.
■ The Community Development Department relies on Tyler New World eSuite for the intake,issuance,
and processing of permits. However,the system has not been properly configured to support their
business needs.
• The Code Compliance Unit Division is currently utilizing the Tyler New World module specific to
Code Enforcement. However, it is not truly built for Code Enforcement. This results in the Code
Compliance Unit not being able to access code history or easily determine if there is an outstanding
code violation.
• The Finance Department is currently sending and receiving all invoices through email, as the
workflows are not set up within Tyler New World to automatically send and receive invoices as they
are created or sent to the City.
• The Finance Department is utilizing the Payroll module within Tyler New World and has reported
the module is antiquated and is not user-friendly. More specifically, the Department believes the
pay codes and payroll set ups are over-complicated, requiring the Department to execute several
unnecessary steps in the workflow.
• The Finance Department is currently not utilizing a module within their ERP to track grants or capital
projects.The City has a significant amount of grants and capital projects and would greatly benefit
from a system that can track and manage information associated with the grants.
• The City lacks a method of tracking Certificates of Insurance(COI)for Vendor/Contract Management
purposes. Not tracking the COIs poses a liability to the City in the event of a COI expiring and the
City continuing to do business with an organization.
Action Steps
• Perform Systems Audit
• Document System Functionality
• Develop Systems Audit Matrix
• Develop Systems Audit Report
Prerequisites
• IT Governance
Stakeholders
■ City of Dania Beach Staff
• Dania Beach Citizens
•
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ADVISORS
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DANIA
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Resources
• IT Staff
• External Consulting Services
Estimated Costs
• Staff Time
• External Consulting Fees: —$85,000
Estimated Timeline
• Immediate(Year 1): 3-6 months
Impact Statement
• Completing a Systems Audit of the functionality of all existing modules of Tyler New World will
enable the City to understand which modules are currently being used, and which workflows are
not automated, and require optimization. This will be the first step in determining the ability of the
existing system to meet both current and future business needs, or if system replacement is
required.
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ADVISORS
SEE
IT DANIA Information Technology Master Plan
LOVE ITDBEACH Final Report(20230310)
#20 - ERP Replacement Planning
Recommendation
• The City should perform an Enterprise Resource Planning (ERP) Replacement Planning initiative to
determine a series of system requirements that the City will need across desired functional areas to
perform daily operational tasks. Given that the City is a Tyler Technologies customer, there is
potential to work directly with the vendor to implement its newer systems(ex-Tyler Munis). Should
the ERP Replacement Planning initiative identify a need to seek out different vendors and their
solutions, the City will have to go out to bid to procure its new system. Cloud options through the
"Software as a Service" versions will provide ease of scalability, along with ensuring that the City
benefits from the latest technologies offered on an on-going basis by the optimal ERP vendor.
Gaps Addressed
• The City is facing the underutilization of Enterprise Resource Planning (ERP) options, limiting
expansion of ERP to serve all City needs.There is a significant gap in the workforce's understanding
of how ERP should function when aligned with the City's business processes, preventing the City
from taking advantage of workflow automation.Together,this results in end-user dissatisfaction, on
top of workarounds that lead to operational inefficiencies.
Action Steps
• Review Systems Audit findings (Tyler New World)
• Conduct Future State Visioning Sessions to determine future goals for ERP operations
• Develop a Requirements Traceability Matrix to map the desired functionality to the vendor's ability
to provide such functionality
• Develop Request for Proposal and receive responses from vendors, including Tyler Technologies
■ Conduct Vendor Evaluation, including system demonstrations, to determine the best ERP product
for the City
■ Contract Negotiation
• Implementation
Prerequisites
• IT Policies and Procedures • Systems Audit
(Policy for Procurement of Software) • Business Process Mapping
■ IT Governance
Stakeholders
• City of Dania Beach Staff
Resources
• IT Staff • External Consulting Services
• Department Leadership
Estimated Costs
• Staff Time
• External Consulting Fees: -$900,000(ERP Planning and five(5) phase implementation)
AVERO Page 159
ADVISORS
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■ Implementation Costs(including annual fees):
o Financial Software: —$240,000
o Human Resources: —$105,000
o Land Management: —$190,000
o Asset Management: —$120,000
o Utility Billing: —$100,000
Estimated Timeline
• Immediate(Year 1): 3-6 months
o Financials: 12 months
o Human Resources, Community Development,Asset Management: 12 months
Impact Statement
• Completing an Enterprise Resource Planning (ERP) Replacement Planning initiative will define the
system functionalities that the City determines are required of a fully-expanded ERP system. Due to
the legacy version of Tyler New World currently in use,the City may choose to reimplement a Tyler
product or select/implement a new product, with a consideration towards a vendor-hosted,
Software as a Service(SaaS)option.The hosted solution will push the responsibility of infrastructure,
maintenance and support back to the vendor. Additionally, through "Software Assurance" the
vendor will guarantee availability and ensure the product will not go extended periods of time
between updates. Further, Cloud options through the "Software as a Service" version will provide
ease of scalability, along with ensuring that the City benefits from the latest technologies(including
mobility)offered on an on-going basis by the optimal ERP solution.
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#21 — Fully Implement Laserfiche City-wide
Recommendation
• The City should fully implement Laserfiche City-wide to ensure the organization is utilizing the
document management system to its full potential. This includes completing the process of taking
the files from OptiView and organizing them in their correct areas within Laserfiche.
Gaps Addressed
• The City has not fully completed the implementation and migration from its previous Electronic
Document Management System (EDMS), OptiView,to its new system, Laserfiche.The new software
is meant to drive all employees to store their documents centrally and make their work environment
more organized and efficient. However, the incomplete migration has caused various City
departments to have difficulty locating files and has made the process of properly storing files
ambiguous.
• The Planning &Zoning Division is inundated with hard copy paper.The Division has upwards of fifty
(50) years of hard copy documents that require scanning and storing into the City's EDMS,
Laserfiche.Currently,the Division is spending considerable time searching through boxes and filing
cabinets for documents.
• The City Clerk's Office does not have immediate access to all documents required to fulfill records
requests.This is partly due to the incomplete migration from OptiView to Laserfiche, as well as the
documentation storage being located outside of City Hall. The City Clerk's Office can not easily
access critical documentation, resulting in delays in records requests and misallocating time spent
searching for documents.
• The Public Services Department did not receive formal training in the City's EDMS, Laserfiche. As a
result, several resources within the Public Services Department are storing documents on their local
drive or within their Outlook email,which results in the underutilization of the City's EDMS.
Action Steps
• Review the Current State of existing processes
• Conduct Future State visioning of an ideal Electronic Document Management implementation
■ Determine optimal Intelligent Process Automation
• Begin Citywide implementation
Prerequisites
• IT Policies and Procedures
• IT Governance
■ Develop Electronic Document Management Standards
Stakeholders
• Dania Beach Citizens
• City of Dania Beach Staff
• IT Staff
Resources
■ IT Staff
• External Consulting Services:TBD
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ADVISORS
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Estimated Costs
• Staff Time
Estimated Timeline
• Immediate(Year 1): 3-6 months
Impact Statement
• The full optimization of Laserfiche will ensure City staff are utilizing one (1) single, centralized
repository for their storage of electronic documents. The City will also be able to utilize additional
automation that the software provides once workflows are properly configured.
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#22 — Optimize ExecuTime
Recommendation
• The City should optimize its Time &Attendance software, ExecuTime. During the implementation,
the system was not fully configured to reflect the various departments' time & attendance needs.
Additionally,the City did not receive proper training in order to utilize the system to its full potential.
Gaps Addressed
• The product ExecuTime(Tyler Technologies), used for Time &Attendance across the organization,
is underutilized. End-users did not receive adequate training during the set-up and implementation
of the software, resulting in ambiguity in terms of system functionality and configuration of
workflows.
• The Community Redevelopment Agency is experiencing difficulties with the Time & Attendance
system, ExecuTime. The workflows in ExecuTime, specifically related to requesting time-off, have
not been configured properly.
■ The system is not configured to meet the needs of the P&R Department.The system was not set up
to account for various schedules and does not adequately support staff with schedules that fall
outside the City's standard hours of operation.
Action Steps
• Conduct Current State Assessment of ExecuTime functionality
■ Facilitate demonstration of the product's current service offerings
■ Facilitate update of system configuration
• Facilitate training of the updated version of ExecuTime
• Create quick reference guides to support future training
Prerequisites
• IT Governance
Stakeholders
• City of Dania Beach Staff
Resources
• IT Staff
• Department leadership
■ External Consulting Services
Estimated Costs
■ Staff Time
■ External Consulting Fees: —$30,000
Estimated Timeline
■ Short-term (Year 2): 3-6 months
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ADVISORS
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Impact Statement
■ Completing the optimization of ExecuTime will serve to ensure the City is utilizing the product to its
full potential. Having the vendor(Tyler Technologies) provide a system demonstration as a refresh
to departments will allow staff to understand the capabilities of the software against their current
needs.The vendor may then work with the City to ensure the system is configured properly and that
staff understand how to utilize it.The creation of training documentation will ensure future personnel
at the City will have a quick reference guide to walk them through the system's features and
capabilities.
•
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_mac. r .,,a.-• . ...M
#23 - Perform Audit of RecDesk
Recommendation
• The City should conduct a Needs Assessment to determine a series of functional and technical
requirements that they would need from a Recreation and Event Management System.
Gaps Addressed
• The system RecDesk often crashes while the P&R Department is accessing the software, resulting in
frequent periods where work can not be completed promptly. The IT Division will inform the
Department the system is not functioning properly and will have to take time to address the issues.
Action Steps
• Conduct Current State Assessment of current Recreation and Event Management system
• Conduct Future State Visioning Sessions to determine future goals for Recreation and Event
Management
• Develop a Requirements Traceability Matrix to map the desired functionality to the vendor's ability
to provide such functionality
• Conduct Market Scan to prepare business case, including budget, implementation timeline
• Commence procurement process if ultimately needed
Prerequisites
• IT Policies and Procedures • IT Governance
Stakeholders
• City of Dania Beach Staff • Dania Beach Citizens
Resources
• IT Staff • External Consulting Services
• Parks Leadership
Estimated Costs
• Staff Time
• External Consulting Fees: —$50,000
Estimated Timeline
• Long-term (Year 4): 3-6 months
Impact Statement
• An optimized Recreation and Event Management solution for Parks & Recreation will enhance
customer satisfaction and allow the Parks staff to better manage payments and memberships within
its system. The optimized solution will allow citizens to easily access the availability of their desired
event through their mobile device. The system will also provide City staff with greater visibility and
organization by staying current on what events are scheduled and at what time and date.
•
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ADVISORS