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7.A. - Page 21 of 1f
<br />611
<br />Redwom
<br />I #yCalifo"6k9
<br />K�w
<br />New FY 20-21 fund-
<br />$499,022
<br />Project Status
<br />Design
<br />g
<br />ing recommended:
<br />Recom'd
<br />FY 2020-21
<br />Estimated
<br />FY 2021-22
<br />Estimated
<br />FY 2022-23
<br />Previously approved
<br />Estimated
<br />FY 2024-25
<br />Estimated
<br />By end of FY
<br />project funding:
<br />$5,140,481
<br />Completion Date
<br />2021-22
<br />Remainder to be
<br />522,261
<br />Estimated useful
<br />523,372
<br />funded:
<br />2,500,000
<br />project life:
<br />15 years
<br />Estimated Total Cost:
<br />3,910,233
<br />Department Lead
<br />Administra-
<br />84,644
<br />84,678
<br />442,922
<br />tive Services
<br />..t3 Cherr Road
<br />:w
<br />technnfa9
<br />C)PACLE'
<br />FUSION APPLICATIONS
<br />rINANCIALS
<br />Summary
<br />Replace the existing financial, human resources, payroll, utility billing, business license, and budgeting
<br />system with a new system.
<br />Background
<br />Replace the current financial, human resources, payroll, utility billing, business license, and budgeting
<br />system with a new web based, user friendly, modern system. This new system would modernize
<br />operations with user friendly interfaces, increase staff productivity using best practice functionality,
<br />empower staff to make more informed decisions by having data more readily available, allow staff to be
<br />more self-sufficient, and increase transparency using online dashboards and other data metrics. Included is
<br />an interactive real-time tutorial system to increase usability and learning.
<br />Timeline
<br />On March 3, 2019, the City executed a one-year pilot agreement with HdL for Business License and Transi-
<br />ent Occupancy Tax (TOT) notification, compliance tracking, and online payment processing services. HdL
<br />Prime went live in May 2019.
<br />Operational Impacts
<br />Implementing new enterprise wide software for Finance and Human Resources will allow the City to realize
<br />organizational efficiencies through the use of more standard municipal operating procedures.
<br />CAPITAL IMPROVEMENT PROGRAM 208
<br />FUND
<br />PreviousW
<br />Approved
<br />Estimated
<br />Expenditures
<br />thru 6-30-20
<br />FY 2019-20
<br />Carryover
<br />Recom'd
<br />FY 2020-21
<br />Estimated
<br />FY 2021-22
<br />Estimated
<br />FY 2022-23
<br />Estimated
<br />FY 2023-24
<br />Estimated
<br />FY 2024-25
<br />Estimated
<br />5 -Yr Cost
<br />357 Capital Outlay Fund
<br />3.026,617
<br />2,201,271
<br />825,346
<br />499,022
<br />521,726
<br />522,261
<br />522,812
<br />523,372
<br />2,589,193
<br />686 Water Capital Projects
<br />983,085
<br />342,775
<br />640,313
<br />103,411
<br />84,578
<br />84,611
<br />84,644
<br />84,678
<br />442,922
<br />689 Sewer Capital Projects
<br />1,020,779
<br />337,465
<br />683,314
<br />84,411
<br />84,578
<br />84,611
<br />84,644
<br />84,678
<br />422,922
<br />TOTALS
<br />1 5, 30,4811
<br />2,881,5111
<br />2,148,9731
<br />686,844
<br />690,882
<br />691,100
<br />692,100
<br />692,728
<br />3,454,037
<br />CAPITAL IMPROVEMENT PROGRAM 208
<br />
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