| I-SEARCH Monterey | Web-based search engine for all City Boards & Commissions agendas, minutes, reports | Increases government transparency by making CIty documents easily accessible to the public. Automates a largely paper process. | Saves staff time preparing documentation for Council and other B & C meetings; saves paper, copying and mailing costs. Reduces staff time researching public and employee requests for information. |
| Electronic Content Management (ECM) | | Automates a largely paper process. | Reduces staff time researching public and employee requests for information. |
| Fire Consolidation | Completed consolidation of Monterey, Pacific Grove, and Carmel-by-the-Sea fire departments. (Additional fire & emergency services contracts with Sand City, Presidio of Monterey, Naval Postgraduate School, La Mesa Village, and Carmel Ambulance.) | Reduced management overhead for all jurisdictions while maintaining fire & emergency response service levels. | Reduces Fire management and administrative overhead costs. MFD general fund budget is offset by over 25% through shared fire headquarters costs, reimbursed by contracted fire service fees. |
| Program Budgeting | Priority-based budgeting was the first step in the this effort to build future budgets based on what the City can afford. | Moves away from the line-item budgeting to budgeting based on program costs. | Will show true cost of programs and determine if fees cover costs. |
| Online Payments | Accelerated adoption of web-based payment systems across the organization. | Signature requirements lifted increasing use of Recreation’s web-based class registration and payments. | 4/09 - 3/10 Revenue: $35,428 Number of Households using: 1,339 4/10-3/11 Revenue:$212,103 Number of Households using: 6,301 |
| Online Payments | Business License Tax | Allows businesses to pay the Business License Tax via the web | |
| Online Payments | Parking Permit Renewals | Allows citizens to renew parking permit through the web. | More convenient for citizens and reduces staff time. |
| Online Payments | Library fines & donations | Allows Library patrons to pay fines and make donations via the web. | $8893 fines collected; $1735 donations collected. Saves staff time for processing payments. |
| Monterey Peninsula Special Response Unit (SRU) | Regional team specially trained to respond to critical incidents such as an active shooter, barricaded suspect, hostage situation, or other high risk event involving armed individuals. | This team pools and shares local public resources | Regionalizes the delivery of services |
| Evidence On Q | A barcode system that tracks items housed in MPD’s evidence depository. | | Increases efficiency and accuracy |
| Mobile Audio Video Recording System (MAVRS) | Video & audio recordings of police activity e.g. traffic stops, pedestrian contacts, pursuits, interviews, etc. | Enhance officer safety, significant evidentiary value, and improve department training. | Valuable risk management tool and a quality control measure. |
| VTI and CalCards | Online timecards and City credit cards | Replaces manual system; POs for purchases under $3,000 | Reduces internal processing time and paperwork |
| Online job applications (NEOGOV) | Web-based job application system | Streamlines HR’s recruitment process | Easier for applicants, saves times for HR staff who now don’t have to enter applicant information. |
| PCI compliant credit card gateway | Secure online credit card processing | Recreation / MSC | Reduced gateway costs by approximately $2000 a year, even with increasing number of credit card transactions. |
| Other credit cards | Parking pay stations on the Waterfront and Cannery Row | Replaces parking meters with pay stations that allow credit card payments for parking. | Increased parking revenue by 12% on the Waterfront and 20% Cannery Row; increased customer satisfaction; reduced maintenance. |
| Web-based EOC Management, E-SPONDER | Software program that helps management of emergency operations | Transition from a manual to a web-based EOC system | Makes all information, forms, etc. for an incident available online; tracks costs for reimbursements. |
| Social Media | The City and several departments create and maintain FaceBook pages. | Allows the City to communicate with younger people in the way they prefer to receive information. | FaceBook and YouTube cost $0 and reach people beyond Monterey’s borders; great visitor and program marketing tools. |
| Social Media | City videos on YouTube | Allows the City to visually showcase its assets beyond its borders. | Monterey videos get tens of thousands of viewers who are potential visitors. |
| Online publications | Newsletters, brochures, etc are now web-based and delivered through a email marketing program. | Costly printed materials are now designed, produced and delivered through the web and email. | Reduces printing costs by $10s of thousands per publication and saves staff time. |
| Constant Contact and Survey Monkey | Email distribution of newsletters and surveys | Citizens sign up for information they want to receive. | Saves $10s of thousands in printing, postage – and staff time. |
| New Web site using CMS | The City launched a new website in early June 2011 | The new site replaces the current site that is built on outdated software the vendor no longer supports. | Replaces specialized and unsupported software installed on individual desktops with a web-based program that is less expensive and easier for staff to update. Benefits to public include easily accessible, up to date site with more capability. The site also more closely meets disability guidelines. |
| Two-tiered Retirement | Firefighters and fire management approved 2 @ 50 for new employees. | Current retirement of 3 @ 50 will be lowered over time. | Reduces future PERS liability |
| Increased PERS contributions | Firefighters and fire management approved increase in the amount of salary they contribute to PERS retirement. | Firefighters and fire management will contribute 12% to their retirement, up from 9%. | Reduces the City’s cost for PERS and its liability. |
| Planning One-stop Shop | Applicants submit projects and pay fees in one place | Consolidates processes from various offices | More convenient for citizens; saves staff time |
| Permits Plus upgrade | Electronic reports for current planning efforts | Allows employees in Planning, Permits and Code Enforcement to share information | Reduces clerical time tracking the status of applications |
| Planning Software Training | Staff trained in GIS, Sketchup and AutoCad | Enables creation of maps, electronic models and data collection. | Saves money on consultants; enhances staff skills. |
| Plans on the Web | All major planning documents are online | | Increases transparency; reduces hard copy requests |
| New Cell Phone Policy | Gives qualified City employees cell phone reimbursement | Moves responsibility for ownership and maintenance of City cell phones to employees. | Cost reductions; reduces IT staff time managing cell phones |
| Mobile Device Server | Gives mobile employees access to email, calendar and contacts | | Improves productivity and responsiveness |
| Mobile Data Terminals | Installed in Parks, Building Maintenance, Permits and Fire vehicles | Allows mobile employees to connect with City software applications from their vehicles | Increases information sharing and improves productivity |
| Hansen upgrade | Improves web-based citizen service requests and tracking. | | Easier for citizens to request service and track progress. |
| Technology Training | Gives users guidance to effectively use many city techologies. | | Helps new employees and employees in new positions become more productive more quickly. |
| Microsoft Active Directory | Single user ID and password | | Streamlines security maintenance |
| Network Reliability | Relocated data systems and I-Net to more secure and reliable Corp Yard facility. Extended the City network into the DLI Incident Operations Center. | More reliable back-up power generators to keep networks up and running in an emergency. Enables communications between IOC and EOC. | |
| Employee Directory | Shared directory listings | Eliminates maintenance of redundant directories in HR, IT and Finance. | Saves staff time updating directories in each department by sharing information. |
| Online Printer Supplies | Allows staff to order printer cartridges and fax toner directly from the vendor. | Removes IT staff from the ordering process. | Saves IT staff time |
| Power Saving Software | | | Reduces energy consumption on all city computers |
| IT Remote Access | Allows IT staff to assist employees with computer issues remotely. Software can be deployed remotely. | IT staff can access employee computers remotely and fix problems. | Saves staff time citywide with faster fixes, upgrades and less work disruption. |
| Data Transformation / SQL Server | Extracts data from one type of database and imports it into another. | | |
| Technology Asset Management | Manages all city technology from a single database. | Provides real-time budgeting and inventory reports. Bar coding | |
| Video Conferencing | Several conference rooms outfitted with computers, monitors and TV cameras. | | Reduces employee travel costs |
| Virtual Server Infrastructure | Key business applications moved to virtual systems positioned with backup generators. | Minimizes downtime during power outages, software and hardware upgrades and system failures. | Reduces power consumption and maintenance. Saves IT travel time and overtime. Reduces power consumption, carbon footprint, maintenance and more cost effective than traditional servers. |
| Team Collaboration Tools | Enhanced team communications, project planning, management and file sharing. | | |
| TrackIt Work Order System | Extended use of existing software to other departments to manage their work requests. | Allows tracking and status of requests to the Finance and the Communications Depts. | |
| Utility Manager upgrade | Moved program from highly restrictive to SQL database. | Program now retains historic utility use info for analysis. | Analysis could lead to cost savings on energy use. |
| GIS | Web-based map applications for Fire, Planning, Cemetery | Provides easy access to maps with data needed by various departments. | Saves staff time. Allows public access to property and plot plans. |
| Telestaff | Scheduling software for the fire department. | Paper forms, cumbersome Excel spreadsheets, and complex daily phonecalls by staff are replaced by automated scheduling software that backfills vacancies via recorded choices sent by auto-dialed phone messages to available off-duty employees based on heirarchy of qualifications and rotation lists, then exports data to VTI timesheets for payroll processing. | Improves efficiencies and accuracy of scheduling and payroll processing. Saves station crew and administrative staff's time scheduling staffing and processing payroll information. |
| Virtual Private Network | Connects Monterey and PG Fire stations and the Museum Vault | | |
| EOC improvements | 6 monitor station for planning and 4 large monitors for EOC | Allows simultaneous display of critical information in the EOC. | |
| Marina SQL system | Converts stand-alone system to integrated one | Provides interface with gate/camera system at the marina. More employee access to the system. Compliant now for processing credit card payments. | |
| Library Laptops | New public checkout of laptop computers and bookmobile outfitted with laptops | | Improved customer service |
| Library public computer upgrades | Allow wireless printing, web reservations. Time management software | | Improved customer service |
| Library Mobile App | Website for mobile devices | Catalog search, requests, account access | |
| Library Incident Database | Replaces manual process | Keyword searchable | Saves staff time |
| Updated Regulatory Documents | Updates regulations and streamlines reviews | Streamlines processes in Planning | Saves staff time and makes it easier for the public |
| Specific & Master Plan updates | Staff is preparing plans due to in house expertise | | Saves $500,000-750,000 in consulting fees |
| Zoning & General Plan Map Update | To achieve consistency. Required by state law. | | Reduces legal liability |
| Parking Pay Stations | Replaces meters with credit card option pay stations. | | Revenue increases: 20% Cannery Row; 12% Waterfront. Fewer service calls. |
| Auto VU Parking Scooter | Mobile license plate recognition system | Automates tire chaulking and ticket citation process | Officers patrol larger areas in less time |
| Activities Guide | Extract brochure info from RecTrac directly; reduction in the number of printed copies | Replaces manual system; market the online version | Saves 120 hours of staff time per year; Saves $13,000 in printing costs per year |
| Recreation Donation | Public donations via credit card are accepted online | | Easier to process donations and receipts are automatically generated. |
| Biometric Sensors | Finger vein reading ID system for guests at the Sports Center. | Replaces plastic ID cards | Potential saving of thousands of dollars in ID printing and maintenance costs. |