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20 17V3
C(biPUTER NEEDS Follaaing introduction of the matter by City Manager Glaves
STUDY AUrHORIZE4 and a lengthy discussion, Council, on motion of Mayor Pro
Tempore Snider, Olson second, authorized the firm of Ernst-
and
rnstand Whinney to perform a Computer Information System Plan
for the City at a cost not to exceed $12,300. The motion
carried by the following vote:
Ayes: Council Members - Snider and Olson (Mayor)
Noes; C--x=il Members - Pinkerton
Absent: Council Members - Murphy and Reid
TO
THE
CITY
COUNCIL
'ROM:
THE
CITY
MANAGER'S OFFICE
COUNCIL COMMUNICATION
DAtE
July 1, 1983
SUBJECT:
SPECIAL. STUDY - COMPUTER INFORMATION SYSTEM PLAN $12,300.
Presently, the City of Lodi has an IBM System/34 computer in operation. All of the
existing data processing applications are Finance Department related, such as:
utility billing, payroll, general ledgers, accounts payable, appropriations, revenues, etc
Several other departments in the City have requested new data processing services and,
in some cases, employees have even brought in their own micro computers to establish
independent information systems that are needed. In the past year the City has also
invested in word processors to supplement its centralized data processing equipment.
With the increasing requests for information systems, the investments the City has in
additional data processing equipment and the rapidly advancing technology, my real concern
is to see to it that the City establish an organized, long-range information system plan.
I feel that it would be essential to develop, through departmental interviews, a list
of data processing information requirements. Priorities would have to be established
based upon the following: information to be provided to the public, information to be
provided to staff and cost savings to the City. It would also be necessary to determine
the need for the use of micro or personal computers as to whether they be interconnected
to the City's mainframe computer or be a stand alone unit based upon the data base of the
information system.
I invited the City's independent audit firm of Ernst and Whinney to prepare a proposal
to accomplish these objectives. Ernst and Whinney has performed the annual audita of the
City's records since 1976 and are not only thoroughly familiar with the City's financial
transactions but also have audited the City's data processing operations each and every
year. In their proposal Ernst and Whinney plans to use their most qualified dar-
processing personnel out of their San Francisco and Sacramento offices. The cost of
their proposal, including out of pocket expense, would not exceed $12,300.
I respectfully request your approval to have Ernst 6 Whinney proceed with this most
important computer information study.
Robert H. Holm
Finance Director -City Treasurer
.
�LA.
CITY COUNCIL
HENRY A. CLAVES. If.
y) N.S Mayor
EVELYNEVEN
M.(R
City Manaw
CITY O F L O D I M. RIEIMCHE
n
IONN R. (Randy) SNIDER
R
MICE
City Clerk
Mayor Pro Tempore
CITY CITY HAII, 221 WEsr PINE STREET
ROKRT G. MURPHY
POST OFFICE BOX 320 RONALD M.. STEIN
JAWS W. PINKERTON. Jr.
LODI, CALIFORNIA 95241 City Attorney
FRED M. REID
(209) 334-5634
July 28, 1983
Ernst & Whinney
555 Capital Mall
Shits 650
Sacramento, CA 95814
Gentlemen:
This letter will confine the action of the Lodi City Council taken at its
meeting of July 20, 1983 p
regular whereby Council authorized your firm t� develop
a - Infotnnatiai Systems Plan for the City of Inai as outlined in your
proposal dated April
4, 1983 at a oast not to exosed $12,300.00,
-__9uir Finance Director,
Ibobert Holm, will contact further the
You regarding
details you need to initiate this project.
Very truly yours, r
}
Alioe M. Aeimche
City Clerk
AMRs jj
CITY OF LODI
Ernst &Whinney
April 4, 1983
Mr. Robert H. Holm
Finance Director and Treasurer
City of Lodi
221 West Pine Street
Lodi, California 95240
Dear Mr. Holm:
40
555 Capitol Mail, Suite 650
Sacramento, California 9515 14
916/447-323,
We are pleased to propose our services to assist you in developing an
Information Systems Plan for the City of Lodi. The information you
provided regarding your current planning efforts was helpful. It
demonstrates the high level of commitment the City has to making the
planning process successful.
Our structured approach to strategic planning will support the City in
its efforts to develop an effective strategic plan that satisfies its
information needs. We recognize that Information Systems Planning must
achieve a delicate balance between various alternatives so that the
benefits from Information Systems can be maximized and the risks
minimized.
We believe we rare well qualified to assist the City of Lodi in its
strategic planning process. Our combination of experience in Information
Systems Planning and our prior service to the City permits us to
effectively support your efforts. The project team we have identified
for the study has extensive experience in serving the City and expertise
in performing Information Systems Planning engagements.
Based upon our discussions concerning staffing and scheduling, we would
plan to initiate the project dining the third quarter of 1983. We
estimate that the cork proposed can be completed in not more than two
months elapsed time. We estimate our professional fees for this study
will be approximately $11,800 not including our out-of-pocket expenses
for travel.
The following sections of this proposal outline the objectives and scope
of an Information Systems Planning project, our approach, and the
staffing and timing requirements for performing the work.
Ernst & Whinney _ Page 2
Mr. Robert H. Holm April 4, 1983
We look forward to working with you, as a valued client of Ernst b
Whinney, in developing an Information Systems Plan. We would be pleased
to discuss this proposal with you and other City of Lodi officials. If
you have any questions regarding, our proposal, please contact Mr. James
Olson at (916) 447-3237, or Mr. Tom Ihlenfeldt at (415) 981-8890.
Very truly yours,
INFORMATION SYS*MS PLANNING AND THE CITY OF LODI
In the recent past, the City of Lodi has placed increasing emphasis on
planning for effective use of its resources. Several departments within
the City have requested new data processing services from the Finance
Department and, in some cases, have purchased low-cost personal computers
to help meet their immediate needs. The City also has made large
investments in data processing during the last year, including word
processing equipment and personal computers to supplement its centralized
IBM System/34 computer. The increasing requests for service and
investments in equipment have caused concern within the City that its
current growth is not coordinated and could result in less- than -optimal
use of City resources.
Recognizing that information is a vital resource in the operations of
City government and its success in serving the community of Lodi, the
City of Lodi is committed tj develop a comprehensive strategic
Information Systems Plan.
The City recognizes that new information systems technologies have the
potential to provide greater flexibility, more responsiveness, and
greater accuracy in all areas of operation. The City further recognize&
that without careful planning in all areas of its operations, the
benefits of proposed information systems may not be achieved. In
addition, the proliferation of competing technologies, the complexity of
the information systems field, and the need to effectively utilize highly
skilled Information Systems personnel require careful planning in
designing an Information Systems organization.
The City of Lodi recognizes that the proposed project can help avoid such
situations as those briefly described below.
o Inadequate Planning -- If short-range plans are developed without a
'( full understanding of the strategic Irformation requirements of the
organization, many options available to the organization eight be
Inadvertently precluded.
0 0
o Duplication of Effort -- An understanding of the information
requirements may reduce or eliminate the duplication of effort and
expense involved in the development of similar systems to satisfy
similar requirements.
o Sub -optimization -- Without an adequate understanding of the
information needs of the organization, solutions to small problems or
information needs will not consider the "big picture," and, as a
result, will not be optimum for the organization.
o Incompatibility -- Planning will help eliminate incompatibility
problems between dissimilar systems by defining and making provisions
for the implementation of bridges between systems as they are
developed.
Advancing technology also increases the need for planning. Many possible
options must be evaluated and considered in developing of systems to
satisfy information needs, so that the advantages of improving
;rice/performance ratios in computing can be taken advantage of.
',11 of these considerations have led the City of Lodi to the conclusion
...►t an Information Systems Plan is essential for the continued success
City government in serving the community. To help achieve these ends,
".. City is considering engaging Ernst & Whinney to assist in the
,•loment of the Plan.
Wr
OBJECTIVES
Our objective is to assist the City in developing a strategic Information
j:
Systems Plan that addresses the information requirements of the City and
fits into its business plans. The plan Would concentrate on strategies
which will influence the information system '.inction at Lodi over the
next fiva to ten years.
The objectives that the Ernst b Whinney and City of Lodi project team
must meet include the following tasks:
o Provide the framework for developing the Information Systems Plan*. We
will make use of the Ernst b Whinney Information Systems Planning
Guidelines in the engagement.
o Provide training for selected City personnel in the planning process.
u Provide our experience in planning and in project management to ensure
that the planning process is carried out correctly and effectively.
Participate in executive interviews to identify, review, and assess
key City goals and objectives as they relate to the Information
Systems Plan.
Provide guidance and specific techniques for conducting the planning °
;.rucess, including final formatting of the planning document.
r ,� ide an independent and unbiased perspective of the information
r••-;t:irements of the organization so that an effective plan can be
:4° :.• *1 ored
SCOPE AND APPROACH
This section of our proposal discusses the scope of the long range plan
and our proposed methodology for assisting the City in its efforts to
determine its data processing needs and to document existing systems. We
have divided each of the critical tasks of the project into a series of
sub;,asks for efficient project management. The identification of
suh-asks provides flexibility in scheduling while maintaining project
control. The following items compose our work plan for the engagement we
are proposing. EPch task assumes a high degree of client involvement.
TASK 1 - Develop Planning Framework and Planning Coals and Objectives
The basis of any long range plan are the objectives the plan is designed
to achieve. These objectives and goals for data processing, as Well as
the City's strategy for attaining them, will be defined by the following
subtasks.
o Review of prior data processing feasibility reports performed by the
City or outside consultants to identify planning concerns and
implementation considerations. This subtask will also identify some
of the major areas involved in a long range data processing effort.
u Interviews of upper management personnel to determine the current
I; objectives for data processing, any strategic plan for achieving those
objectives, and the constraints under which data processing must
function. These interviews would include but not be limited to the
following:
- City Manager,
- Finance Director,
- Public Works Director, and
- Utility Director.
1.0 Distribution of a survey questionnaire to the City's department level
supervisors to identify the existing information regotlrements and to
dt•ternine potential uses of data processing in the future. Evaluation
of this questionnaire will provide input of operational considerations
essential for a successful data processing plan as well as identifying
key areas for emphasis during Task 3.
TASK 2 - Evaluate the City's Current Data Processing Environment
This task defines the current status of the City's EDP capabilities from
both a hardware and software standpoint. This will supplement existing
documentation of the initial position from which the long range plan must
start in order to achieve the objectives defined in Task 1. The required
sub -tasks are as follows.
o Research and identification of the current in-house computer hardware
capabilities. This will be completed by a review of the vendor's
literature and additional independent sources of information.
o Evaluation of the current in-house software. This evaluation will be
based upon current user requirements, the software's limitations, and
its potential for expansion. This sub -task will. require a review of
available documentation, interviews with technical data processing
personnel, and observation of user procedures.
Determination of the current status of data processing operations
within the City, documentation of the resources utilized, and an
evaluation of current performance based on our experience with similar
ii:Atallations. This evaluation will reflect the limits within which
0-ita processing is currently funct'.oning.
- Define the City's Management Information Needs
• •�:c�ss of a long range plan will be determined by how well the
• .:z.•c�; information requirements of the users are satisfied while
:.-vink; lon range management objectives. In order to Include these
:•i,!.rations, the following sub -tasks must be completed.
view of tilt- long range plans of the various user groups to identify
Are -is requiring data processing resources.
0
o Identificat*n of potential applicatians for each major user
department and consolidation of common user requirements into clearly
definable component systems.
o Re':iew of department requirements by the Steering Committee.
o Development of system requirements outlines for proposed new
applications on a modular approach.
o Determination of potential areps for improvement and evalus.ion of
alternative methods for more efficient and effective long rs,nge use of
data processing.
We anticipate that this task will involve detailed interviews with the
following groups of user departments:
u City Manager;
o Community Development;
u Finance Department;
o Police Department;
u Fire Department;
Public Works Department;
Recreation Department;
Parks Department;
► .Niter, Sewer, and Electric Utilities; and
Publ is Library.
s task would involve the preparation of systam specifications to
'.• : itttdepartmental information requirements. The Steering Committee
►.:� then be involved in the review of these user regvireoents and the
of preliminary systems requirements. This will ensere the
.•-•:t-It.p ent of a solution acceptable to the City departments.
- Identify Possible Short-term Sys -em Improvements
►�.� upon our review
of the City's
data processing capability
and its
• • - r.--tt ion needs, we
will identify
interim improvements to the
current
• •` ,=cat ion systems.
This task
will not be a major thrust
of our
assignment and we will therefore limit ourselves to suggesting changes
which are readily identifiable, based upon our experience. Possible
areas for interim improvements include:
- operations procedures and policies,
- software options and enhancements, and
- hardware configuration.
TASK S - Develop a Data Processing Long Range Plan
This task involves the consolidation of the information collected in
prior tasks into a coherent and coordinated plan fo► .:ata processing.
Sub -tasks to be rerformed include the following items.
o Resolving any inconsistencies between management objectives, user
information requirements, and resource constraints.
4> Development of a prioritized list of objectives to be attained by the
long range plan.
Scheduling these objectives according to priority within the
re-,trictions of the resources available to the City.
'orzializing this schedule into a draft of an impleA entation plan f o r
�nal;cnent's review and continents.
0 - Prepare a Project Report
report will be the end product of this phase of the engagement
-:11 contain the following sections.
:�.►ry of our review methodology and the procedures performed.
o,\v.. tit ive sucimary of the recommended plan, citing significant are Rs
:.►::.t�;oaent attention and providing a potential implementation
-
.--..trio and schedule of decisions to be made.
o A detailed long-range EDF plan addressing:
- The objectives of data processing in the City;
- The current status of the data processing function and its
services;
- Conceptual specifications for the various systems identified during
the information requirements tasks;
Budgetary cost projections for hardware, software, personnel and
support;
- Associated policies, standards and control guideline
recommendations for use with the identified systems;
- Proposed implementation scenario which will consider the pertinent
constraints as well as dependency relationships and cost
effectiveness factors; and
- General organizational and resource requirements assumed by the
plan.
Proposed procedures for review, revision, and maintenance of the plan,
once established.
General comments and recommendations which develop as a by-product of
this engagement.
ORGANIZATION AND STAFFING
t.ffective planning and execution of projects to serve our government
clients is of prime importance to us. It is our policy to commit the
necessary executives and staff from our firm to ensure the effective
completion of such projects. The client executive assigned to this
project will coordinate all Ernst & Whinney resources at the local,
district and national levels. For every consulting engagement we
perform, a project director and supporting team are designated as
indicated by the unique requirements of the engagement. In all cases,
the project director is responsible to the client executive.
The overall management at: -J guidance of this project will be provided by
`tr. James Olson, a partner in our Sacramento office. Mr. Olson has many
::ears of experience in serving our government clients in Northern
California. As client executive, Mr. Olson will direct and coordinate
.111 services provided to you. Mr. Olson will perform periodic review of
.!;v progress of the engagement and will work with the project team to
•.-..,tire the quality and satisfaction of the engagement.
project will be directed by fir. Dan Roberts from our San Francisco
iso.. Mr. Roberts has had similar experience in several government
• .ries during hi.s career. As project director, he will have
•.,usability for LNe day-to-day direction of the project and the
rb ision of all assigned personnel. lie will be responsible for the
• t :ind schedules as well as preparing periodic status reports to the
:hers will be required to assist the efforts of the client
i.— and project director. The resumes of Mr. Ihlenfeldt a n d
are included as being typical of those project team members who
L,:" i,"ned. We anticipate that the majority of Our staffing,
-'it.-; will be satisfied by our San Francisco and Sacramento
• ���• nav find it Advisable, though, to consult with specialists
:'.,•r offices from time to time, but this will not represent a major
•i our project staffing.
CITY OF LODI
INFORMATION SYSTEMS PLANNING STUDY
Proposed Project Organization
PROJECT
STEERING COMMITTEE.
CITY OF LODI
PROJECT COORDINATOR
CLIENT EXECUTIVE
James Olson
PROJECT DIRECTOR
Dan Roberts
PROJECT STAFF
(Two Staff Members)
6
JAMES E. OLSON
CLIENT EXECUTIVE
Mr. Olson, a partner in our Sacramento office, will provide the overall
management and guidance for the engagement. As the client executive, he
has the authority to draw on all of the resources of the firm to insure
that the quality of our services is unsurpassed. Since Joining Ernst b
Whinney, he has had a wide variety of experience, including the following
governmental engagements:
o Partner in charge of the annual financial examination of the
records of the City of Lodi, including a separate examination of
Federal Revenue Sharing funds and various other compliance
audits.
o Executive in charge of several financial and compliance audits for
the Sacramento Housing and Redevelopment Agency including the
audits of seven Tax Increment Funds, and several redevelopment
projects.
o Partner in charge of the annual financial examinations of the
records of the County of Yolo and the County of Stanislaus
including grant compliance and Municipal Court examinations.
o Partner in charge of the annual audit of the financial statements
of the California Housing Finance Agency.
o Executive in charge of the examination of several federal grant
audits including th!: following federal programs: Revenue Sharing,
Economic Development Act, and Community Development Block Grant.
o Executive in charge of the financial audit of the California
Department of Transportation.
•)ison received a bachelor of science degree from the University of
.:>raia at Berkeley and a master of science degree in accounting from
Stats University, San Jose. He is a certified public
a member of the California Society of Municipal Finance
•rK. chairs the Government Committee of the California State Society
•�:ified Public Accountants, Sacramento Chapter, and is a nember of
:s: other professional and civic organizations. Mr. Olson also serves
Committee that is currently revising the chart of accounts for
>raia cities.
40
DANIHL L. kOBERTS
PROJECT DIRECTOR
Mr. Roberts, a manager in our San Francisco office, will serve as the
project director for the engagement. Mr. Roberts has had extensive
experience in the areas of data processing and systems development
activity. Mr. Roberts' wide variety of experience includes the following
governmental and EDP activities:
o Led several major projects in designing, coding, and implementing
software systems in such areas as:
- Accounts receivable,
- Cost Management,
- Engineering Data Reduction,
- Budgeting,
- Data Center and Computer Performance Measurement,
- Shareholder Information
- Student Recording Keeping, and
- Management Science.
o Directed hardware and software selection studies on behalf of
numerous clients.
o Assisted clients in their selection of systems and software
reporting applications.
o Developed research tools to aid management in decision-making
relating to computer system performance and cost -recovery
methods.::
C
o Coordinated activities of programmers and analysts in the design
and implementation of syste,as and software for major financial and
3.
management reporting appl.cations.
_.
Y
o Coordinated time-sharing and in-house computivg for MCS di ision
(ongoing).
{
• •'.crts received botf, a bachelor of arts degree and a masters degrea
•r►tions research from the University of California at Los Angelas
^eiuher of c:_- national Council on Measurement and Education, ` the
`ry.
:nc. and various other professional and civic organizations.
Ly
0
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THOMAS A. i:ILENFELDT
Mr. Ihlenfeldt, a senior in our Sa-i Francisco office, will serve as a
project team member. Hr. Ihlenfel.dt has received formai training in
management consulting services and is well qualified in the area of
security and control considerations in computer enviroame nts. Mr.
Ihlenfeldt's experience with information systems includes the following:
o Performed several compliance reviews and audits of fund -based
accounting systems. This included making recommendations on
improvements or enhancements.
o Directed data processing control reviews of several data
processing service bureaus serving diverse industries.
o Participated in several computer hardware and software selection
studies to provide cost effeci.Lve, long-range solutions to
clients' information processing requirements.
o Successfully installed data processing systems and implemented
manual procedures for several clients, many of whom were first
time users.
o Evaluated internal accounting controls and operations for an
extensive number of clients in several diverse industries.
Evaluations were centered around the use of the computer and how
it serves the departments that use it.
o Reviewed, documented and recommended enhancements to a large
computer-based cost accounting/ production control system. This
included both automated and manual procedures.
Ihlenfeldt received a bachelor of arts degree in Accounting and
)rnation Systems Design and Analysis from the University of Wisconsin.
.•!3 passed the 'CPA examination and is a member of the Association for
tems Management and other professional organizations.
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TINA H. TREIS
PROJECT STAFF AUDITOR
Ms. Treis, a senior in our the Sacramento office, will serve as a project
team member. Ms. Treis has received formal training in the review and
evaluation of controls in the CDP environment. With her CDP experience
and audit background, Hs. Treis is well qualified to identify EDP
controls and weaknesses and to determine their effect upon the City's
environment. No. Treis' experience in the governmental and nonprofit
sector include the following:
o Performed the Computer Controls Evaluation in conjunction with
our examination of the County of Yolo, County of Stanislaus, and
City of Lodi, as well as several commercial entities.
o Participation in the data processing control review of a data
processing service bureau.
o Participation in the audit of a large State Department of Social
Services and Housing.
o In charge of and participation in various annual audits of common
trust funds and employee benefit plans.
o ParticipAted in the annual examination of the construction and
operating costs of the California State Water Project on behalf
of The Hetropolitan Water District of Southern California.
"K. Preis received a bachelor of science degree with honors from
st:fornia State University, Sacramento. She is a certified public
is a member of the California Society of Certified Public
- ovitants, and other professional and civic organizations.
i
ROLE OF CITY OF LODI PERSONNEL
The information which only City personnel can provide will be utilized to
define the details of City's information requirements. It is, therefore,
critical that a high degree of cooperation and candor be established
between the Ernst 6 Whinney Project Team and City personnel. The
following is a list of what we expect from the City to facilitate
nompletion of this project.
PROJECT COORDINATOR
To promote this cooperation and exchange of information, we suggest that
the City's steering committee designate a coordinator for the project.
The City Project Coordinator, in addition to serving in a liaison role,
would be the "clearing house" for project information and will be
responsible for the activities of any of the City's personnel who are
assigned to the project. General questions and any problems experienced
by the Project Team ::+1.1 be addressed to this individual for response or
referral. If introductions or appointments with City personnel or other
officials are required, the Project Coordinator will be made aware of
this. Also, if desired, the methodology details will be reviewed with
the Project Coordinator. The time demands on the Project Coordinator
will depend upon the degree of involvement desired. Ordinarily, in
;projects of this type, the time required averages 1 to 1-1/2 hours per
fay.
-.oJLCT STEERING COMMITTEE
Project Steering Committee would review the progress of our work
.rin% the course of the project. Meetings with the Project Team would
rvquired approximately six times during the project: at the project
--ming, at the end of each major project task and a review of the
rt draft. These meetings would each require up to four hours, with
15 hours of additional time to review materials presented by us.
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ORIENTATION
Before our consultants begin the actual field work, we suggest that an
orientation period be established to allow the Ernst b Whinney Project
Team to become acquainted with the Project Coordinator and the Project
Steering Committee as well as any other City personnel who will be
involved in the project. The project orientation period will provide a
clearly understood and well organized basis for performing the
engagement. Most importantly, this orientation period will establish our
project team's working relationship with the Steering Committee as well
as the ground rules for our interface with other City personnel. During
this period, we will prepare and present the detailed project plan to the
Steering Committee. Any misunderstandings regarding the scope or
priorities of the project will then be resolved prior to beginning the
project.
CITY GOVERNMENT STAFF
We encourage the participation of City personnel in conjunction with our
efforts. This team approach to performing the engagement and resolving
problem areas provides the opportunity for the exchange of ideas and
development of solutions uniquely suited to the City's environment. In
addition, this involvement increases the project's flexibility and
promotes the development of more efficient and effective recommendations
and conclusions. We anticipate that the project will require
approximately 25 to 50 hours of staff support evenly distributed
throughout the project. This time will be utilized for a number of
purposes, including:
- scheduling of interviews,
- collection of data and materials,
- distribution and collection of questionnaires, and
- coordination of clerical activities.
In addition we expect that 40 to 80 hours of clerical support will be
required for typing and photocopying, most of which will be concentrated
towards the later portions of the project. Finally, we will require the
time and cooperation of the City's department heads and managers to fill
out questionnaires and participate in interviews required by the project.
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This may require from 2 to 15 hours per individual during the course of
the project and is assumed in our work plan and fee estimate. We intend
to define a list of managers to be contacted during the first progress
meeting with the Project Steering Committee. The engagement can be
structured to accept any level of involvement desired by the City, should
these estimates be unacceptable to you. We would like to suggest though
that the City staff be as involved as possible to improve the cooperation
and understanding of the project witnin the organization.
BENEFITS
We believe that the City of Lodi will realize many benefits by engaging
Ernst 6 Whinney in performing an information systems planning study. The
key benefit will be having the ability to anticipate the future of
Information systems within the City government and have feasible
strategies available to deal with the future when it arrives.
The planning process itself offers a number of benefits, some of which
Include the following.
o The ability to schedule rather than react to information needs and
other computer resource requirements.
o The ability to select from alternative strategies in order to achieve
a specific goal or objective.
o The means for measuring performance against short-term or
intermediate-term goals and objectives based on what the Strategic
Information Systems Plan calls for.
o A way of making the growth of information systems logical and
controllable.
o Reduction of dependence on key personnel by setting goals and
objectives that are commonly accepted and can be implemented even if
i
certain personnel leave the City at critical points in the
implementation cycle.
0.
o Reduction of the impact of changes in technology by allowing the City
to anticipate new technology and make rational plans on how to deal
with the technology within the City.
As with anything done in the operations of the City, the overall
objective is to contribute positively to the well-being of the cosuaunity.
Planning can help increase the effectiveness of the City in meeting this
objective by reducing the likelihood of making a mistake in selecting a
direction for EDP. In addition, the implementation of strategies should
go more--ioothly with planning than if each item were considered on its
own when it was actually needed, as would be done in an organization that
does not do Strategic Information Systems Planning.
FEES AND TIMING
Our fees for this engagement are based on our standard rates for the
project team members indicated. We estimate that the fees for this
project (defined in the attached project work plan) will not exceed
$11,800 not including out-of-pocket expenses. This fee is based upon our
best estimate of the time required to properly complete this assignment.
Should less time be required, you will be billed a lesser amount. Our
fees will not exceed this estimate without your prior approval. The
Invoices for our services will be submitted monthly. We will not require
the City to sign a contract and the City may discontinue the project at
any time without incurring penalty.
We are prepared to begin work on this project within two weeks after we
are formally notified of the City's acceptance of our proposal. Ve
anticipate that the majority of the project's tasks identified in our
work plan will take place on-site at the City office building. A
pruposed schedule of these tasks is included on the following page for
your review.
CITY OF LODI
INFORMATION SYSTEMS PLANNING
PROJECT SCHEDULE
Major Task Categories kbeks
1 2 3 4 5 6 7
Organize ISP Project
Initial Planning Meeting
Review Prior Feasibility Reports
interview Sm'—, -r Mmugement Personnel
Finalize and Distribute Survey
Evaluate ourrent DP ifivirmm mt
Inventory Btisticg Systems
Determine Qirrent Status
Define MBcugement Information Needs
Interview Department Persomel
Prepare Department Specifications _
Review and Prioritize Specifications
Develop Long Range IS Plan
Prepare Project Report
Steering omnittee Review Meetings