fy2017-2019 strategic business plan -...

MecklenburgCounty,NorthCarolina

FY2017-2019STRATEGICBUSINESSPLAN

STRATEGICBUSINESSPLAN

TheITServices3-yearStrategictechnologyroadmapwillimproveITSserviceexcellenceandprovide the County with capabilities that can transform Citizen services. CollaborationbetweenITS,businessunitsandCountyleadershipwilldeterminethedegreetowhichtheCountyisabletobuildanenablingtechnologyportfolio.

OUR

To be the trusted technology partner for the realization ofMecklenburgCounty’sstrategicgoals.

OUR

Weprovidebusiness-valuedITsolutionsandservicesthatareflexible,engagingandinnovative,enablingMecklenburgCountytoservetheresidentsneedsbyhelpingimprovetheirlivesandcommunity.

STRATEGICBUSINESSPLAN:ITSERVICES

3MecklenburgCountyFY2017-2019StrategicBusinessPlan

OURENVIRONMENTTechnologyisanenablerofchange.Ithasbecomeubiquitousandintegratedintovirtuallyeveryaspectofourdailylivesandserves to supportand enhance thedeliveryofMecklenburgCounty services toour residents fordeliveringMecklenburgCounty services to our residents. Under new leadership in2016, the IT Services Department is undergoing atransformational process to enable a service-deliverymodelthatwillsupportourbusinesspartner’stechnologyneedsinallareas including:Mobility,Cloud,theInternetofThings(IOT),IT Modernization, IT Security, Digital Government, DataManagement, and Business Intelligence. The IT Servicestransformationisfocusedon:

- Improvingthefundamentalsofourdaytodayservicedelivery to ensure we provide predictable, reliableservice.

- Increasedperformance inourabilitytodelivernewcapabilitiesalignedtoleadership’sstrategicdirection.

The IT Services department is comprised of 144 full-timeemployees, plus two additional employees that report to ITServices,butarefundedbyParkandRecreation.The department’s approved FY16 operating budget is$19,194,072. Additionally, 9 new positions were approvedandfundedusing$1,000,000inTechnologyReservefunding.IT Services exists to provide infrastructure and automationservices to supportbusinessoperationsand servicedeliveryfor all County departments. Services include managing theCounty’sITinfrastructure includingdataandvoicenetworks,internetandservers,andsecuringCountydataandsystems.ThesixmajorservicesprovidedbytheITServicesdepartmentare:- ServiceStrategy&Planning- ITSecurity- ServiceDevelopment(Applications&Database)- QualityServices(QA,TestingAssurance,System

Validation)

- TechnologyServices(Network,Servers,End-userComputing,Telecom,ITServiceManagement&Delivery)

- ITOperationsandBusinessAdministration

TheBoardofCountyCommissionershascreatedtheadvisorygroup, “Information Services Technology AdvisoryCommittee” (ISTAC), which meets monthly to review ITServicesactivities.Movingforward,theprimarychangesindemandforservicesshould be driven by strategic priorities and prioritizedtechnology capabilities as defined by the BOCC, ExecutiveTeam,andDepartments.Additionally,unforeseenlegislativemandatesforotherCountydepartmentscouldhaveanimpactif there are associated impacts on technology systems.Further, it is as theDepartmentmoves forward through itstransformational journey, we are focused on improvinginternal processes, implementing best practices, andaddressing non-discretionary business needs related tosecurityandfoundationalrequirements.ECONOMICANDFISCALTRENDS

As County growth occurs, the demand for IT Servicesincreases.DEMOGRAPHIC&SOCIALCHANGES

TheInternetofThings(IoT) iscausingtechnologyneedsandpotentialcapabilitiestoexpandexponentially.Technologyisnowapartofmanyofoureverydayexperiencesandimpactsourresident’sexpectationsregardingeaseofaccessibilityandtransparency. Due towide-spreadavailabilityofpublicandsecurewirelessaccessalongwitheverincreasinguseofsmartphones,tablets,andlaptopshascontributedtotheexpandingneed for mobile solutions, as well as the demand forinformation on services available through those solutions.Over the coming years, our department will continue toexplore ways of using these and other new technologieseffectively.Beyond effective use of technology, Risk Management hasbecomeagrowingneedforITServices.Increaseduseofandaccess to technology has resulted in concerns includingestablishing secure networks to ensure data security andimplementation of redundant systems to ensure disasterrecovery. Asuseoftechnologyexpands,weanticipateRiskManagementwillbecomeanincreasingfocus.



OURGOALSITServiceshassixtransformationalgoalsthatwillguideourworkduringFY17-19.ThesegoalsandtheirassociatedactionsaredesignedtosupporttheCounty’sstrategicprioritiesandindustrybestpractice.GOAL1:EnsurestrategicalignmentandgovernancestructureenablesITServicestodelivervaluethroughbusinessenabledITprojects.- Ensurealignmentofpriorities(basedonMecklenburgCountyorganizationalstrategicpriorities,DepartmentalandITServicesstrategic

priorities)aswellasbusinessvalueunderstandingandrealization.- StrategicalignmentwillenableITServicestobuildarelationshipwithourbusinesspartnersbasedonperceptionofITvalueby

deliveringplanned&budgetedprojectportfolio.GOAL2:FinancialManagement:MaximizeIT-relatedresources,optimizereturnoninvestment,andprovidehigh-valueITServicesinacost-effectivemanner.- Maximizescarceresourcesandserveasgoodstewardsofpublictax-payerresources.- Ensureresourceutilizationalignswithprioritiesandachievesexpectedbusinessvalue.GOAL3:ImplementanddrivematurityofanITOperatingModelthatutilizesaconsistentmethodologyandisfocusedoncontinuousimprovementofservicedelivery.- TheITOperatingModelisattheheartofenablingITtocompleteworkinanefficientandeffectivemanner.Itisimportanttobeable

tocreateefficienciesthroughgoodprocess,andidentifyinefficienciesandaddressthose.- Itisimportanttoknowwhatworkshouldbedone,atwhatstage,andbywhom,andthatartifactsbecompletedandmaintainedto

ensureacommonunderstanding.- ConsistentprocessesanddocumentationisnecessarytoensureprovisionofITServicesthatmeetCountybusinessneeds.GOAL4:Provideavailable&scalableITServicesandsystemsthataredependableandflexible.- MaintainingITservicesthatarerequiredforday-to-daybusinessoperationsisacoreresponsibilityandrequirement.- ITSwillbeabletoachieveitsvisionbyenablingstable,reliable,consistentservices.ProvidingstableandreliableserviceswillenableIT

tomovefrombeingreactivetoproactive,positioningustofocusustodrivearelentlesspursuitofimprovementtohowwedelivertheserviceagainstthecustomer’sexpectations,therebydecreasingthetotalcosttoserve.ThismodelwillbuildITService’scredibilityandimproveourperceptionandquantifiedvalueoftheQualityofServices.

- FlexibleanddependablesolutionsenableorganizationalagilitywhichisimportantinanenvironmentlikeMecklenburgCounty’swhereourresidentpopulationanditsneedsareevolving,andtheservicesweprovidemustbeabletodothesame.

- Ensureresourceutilizationalignswithprioritiesandachievesexpectedbusinessvalue.GOAL5:UtilizeappropriateRiskManagementprocessesandtoolsthatprotectandsecureenterpriseITresources.- ITServicesplaysacriticalroleinMecklenburgCounty’sEnterpriseRiskManagementprocesses.Implementingandmaintaining

securityofourtechnologyinfrastructureanddataisofupmostimportance,assecuritybreachescanimpedetheorganization’sabilitytoreachstrategicobjectives,andcouldpotentiallycauseharmtoourresidents.

- ProtectandsecuretheCounty’sinformationandinformationsystemsfromunauthorizedorunintendedaccess,use,disclosure,disruption,changeordestructioninordertoprovideintegrity,confidentiality,andavailabilitytotheCounty’sdataassets.

- ExpandthecontinuumoftheCounty’sEnterpriseRiskManagementprogramintotheCounty’sIT-relatedstrategicplanningandimplementriskmanagementattheoperationallevelforallITservices.

- MeetregulatoryandMecklenburgCountyresident’sexpectationsregardingsecuringdata.- EnsuretheenterpriseITassetsaresecurewhilealsoallowingengineeringandimplementationofflexibleandresponsiveITsolutions.GOAL6:DevelopanITServicesculturethatfostersengagedandproductiveteammembers.- Instillacultureof“OneIT”andensureallteammembersunderstandourstrategicprioritiesandtheroletheyplayinachievingthem- Engaged,productiveteammembersarekeytoenablingITStoimplementandmaintainanefficient,effective,andscalableIT

operatingmodel.- Promoteaworkingenvironmentthatembraceslearningandcontinuousprocessimprovementethosinhowwegetworkdone.- EnsureeveryassociatehasaWorkPlanandIDPalignedwithstrategicprioritiesandrelevantdevelopmentopportunities- Apositiveculturehelpsenableapersontobelievethatthey,asanindividual,canmakeadifferenceintheorganization.- Engagedteammembersaremorewillingtogoaboveandbeyondtodeliverhigh-qualityservicesandaremorelikelytoremain

committedtotheorganization.- Itismoreefficientandcosteffectivetokeepproductiveexistingemployees.



DIRECTOR’SMESSAGETheFY17-19ITServicesStrategicPlanisfocusedaroundafewkeydriversthatwereidentifiedthroughanintenseexternalITAssessmentandassociatedrecommendations,aswellasaninternalreviewofIndustry-leadingpracticesandoperationalprocesses.Aspreviouslymentioned,ITisundergoingatransformationaljourneywiththehopethatwewillbeabletoaddsignificantvaluetotheCounty’stechnologicalcapabilities.Todrivethistransformation,wehavebuiltourStrategicPlanwiththegoalsof:

- Deliveringsolutionsthatprovideshareableenterprisecapabilities:Anenterpriseapplicationstrategybasedoncommonshareablecapabilitiesreducestechnologyportfoliocomplexityandfacilitatesdevelopingandintegratingsolutionsmoreeasily,faster,moreadaptableandmorecosteffective

- ContinuingEffortsToTransformTheITFunction- StrengtheningEnterpriseArchitecture&ManagingEnterpriseDataAsShareableAsset:Adoptingflexible

integrationarchitecturesinconjunctionwithenterprisedatagovernanceenablessharingdataacrossplatformsandagencies

- CreatingandimplementingaDisasterRecoveryReadinessActionPlanto‘ProtectOurAssets.’Theideaistoprovidesustainableandrecoverabletechnologyplatforms,usingapracticalapproachtorestoreservicesofessentialCountybusinesscapabilitieswheninterruptedbyoutagesand/ordisasters.

KeyAssumptionsForFY17-19ITServicesStrategicPlan:

• Projectcostsareestimatesandwillneedtoberefined.– Needtovalidatedepartmentsproposed3YearStrategicPlansintoCapabilitiesRoadmapandvalidate

alignmenttoexecutiveleadershipanddepartmentstrategicgoalsandobjectives– ITServicesdegreeofcertaintyislimitedandmayfluctuate25-50%ineitherdirection.– Furthersolutiondefinitionandcostestimaterefinementwillthenneedtotakeplacetoimprove

certainty.• CostprojectionsencompassonlyknownFY17-19projectneeds.

– CostprojectionswillneedtoberevisitedannuallytoadjustfornewprojectswillbeidentifiedbeyondthoseinitiallyidentifiedinthisFY16plan

• CostsforConsultingand/orEmployeesonlyincludenewcostsbeyondthecurrentoperatingbudgetandstaffingresources.ItisassumedthatexistingstaffwillalsosupportFY17-19projectwork.

– AsofFY16,approximately47.5%($6,882,493)ofthetotalITServicesSalaryandBenefitscost($14,489,459)isspentsupportingprojectwork.Ofthis%,weestimatethatannuallyapproximately½ofthosestaff,($3,441,247)willbeabletosupport“new”projectsintheFY17-19plan.Theother½ofstaffwouldbeclosingoutexistingprojects,etc.

STRATEGICBUSINESSPLAN:InformationTechnologyServices


GOAL1:EnsureStrategicAlignmentandGovernanceStructurethatEnablesITServicestoDeliverValuethroughBusinessEnabledITProjectsObjective1:Ensurealignmentofstrategicpriorities,businessvalueunderstanding,andrealizationbyvettingtechnologyproposalsonaquarterlybasiswiththeExecutiveLeadershipteamStrategies 1.MeetwithExecutiveLeadershipteamtopresenttechnologyproposalsforprioritization&alignment.

2.Completeworkforceplanninganddevelopprocessesthatenableexecutionofapprovedprojects.Actions ◊ Non-Discretionary

FY17-19:Meetwithdepartmentalleadershiponanongoingbasistounderstandtheirbusinessneedsandstrategicgoals.FY17-19:Buildbusinesscapabilityproposalsalignedwithdepartment’shighprioritystrategicgoals.FY17-19:ConductquarterlyGovernancemeetings.

Totalassociatedcosts:FY2017–FY2019 TotalCost:$0HumanCapital $0:ExistingResourcesInfoTechnology $0:ExistingResourcesCommunications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerformanceMeasures

◊ SuccessfuldevelopmentoftheITServicesworkplanatthebeginningofeachfiscalyear◊ CompletequarterlyupdatesoftheITServicesworkplanbasedonquarterlygovernance

Objective2:BuildrelationshipswithourbusinesspartnersbasedondemonstratedITvaluebydeliveringplanned&budgetedprojectportfolioannually Strategy 1.Developandimplementportfoliovaluemanagementtoolsandstrategies.Actions ◊ Non-Discretionary

1. PortfolioValueManagement-Researchandimplementmetrics,models,andtoolsforquantifyingthevaluetobederivedfromportfoliomanagement.(FY17)-SelectandimplementsoftwaretoproactivelymanageITresourceutilizationandavailabilityandenableworkforceplanning.

2. PortfolioOptimization–Driveportfoliomanagementforwardtoenablematureprocesses,superioranalytics,andquantitativelymanagedbehavior.(FY18)

3. PortfolioManagementiscorecompetency.InitiatePortfolioManagement“CenterofExcellence”toensureaconsistent,documentedprocessisinplaceforcontinuouslearning&improvement.(FY19)

Totalassociatedcosts:FY2017–FY2019 TotalCost:$180,000HumanCapital Consultant/ContractorIntegrationResources $20,000InforTechnology SoftwareandTraining $160,000Communications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerformanceMeasures

◊ SuccessfulcompletionofITresourceutilizationandavailabilityplanonanannualbasis◊ CompletequarterlyupdatesoftheITresourceutilizationandavailabilityplanbasedonI

Objective3:Increasevaluebydeliveringtheapprovedprojectandtransformationalportfoliosannuallyinalignmentwiththeapproved3-YearStrategicPlanStrategies 1.DeveloptheFY17-19IT3Yr.StrategicPlan,andrefineannually,basedonstrategicprioritiesdefinedby

theCountyExecutiveleadershipanddepartmentalbusinesspartners.2.Implementapprovedprojects,ensuringgoalsandoutcomesalign.



Actions ◊ DiscretionaryServiceDeliveryProjectSupport-(FundedinOperatingBudget)Hire3FTEs:2SeniorITProgrammer/Analysts&1SystemsArchitect.Willhelpimplementapprovedprojects,ensuregoals&outcomesalign,andspecificallyworktodesignandbuildsolutionstomeetthecapabilitiesidentifiedbydepartments.CourtroomTechnologyUpgrades(TCA)CustomerReception(QFlow)-CSEDisputeResolution/OnlineAppeals(CAO-Modria)ECM-DAScanning/OnBase(Officescanningproject)ECM-OnBaseMobileApp-LUESAAirQuality(New)ECM-OnBaseMobileforCivilPaperService(CSE)ECMOnBaseExpansion(ElectronicContentManagement)CAO&PDInFY17-MultipleProjectsRequested(CSS;Hist.Lnd;EDO;PubDef.;Tax;AFM;HHS)ElectronicPlanManagement(EPM)–CodeEnforcement(LUESA)EnterpriseCollaboration-A/VStrategicFoundationESRIAddressingSystemReplacementESRILandRecords(CAO/GIS)FederatedDocumentManagement-HHSFederatedDocumentManagement-LUESAFederatedDocumentManagement(MasterContent)-TAXFinancialReportingCapabilityImprovements(CapitalPlanning;DebtPlanning;FinancialReportingSoftware)(FIN/ENT)LibraryConsolidationofPlatforms(Network/Servers/Firewalls/Applications)Maybeeligible80%ErateMCSO-CADMobileSysConsolidationwCFD(SHF)

MSCRM-FY17TOTALCombinedProjectFundingMSCRMRelated-CallCenterConsolidation-HHSMSCRMRelated-CustomerAnalytics-PublicSafetyMSCRMRelated-CustomerAnalytics-TAXMSCRMRelated-CustomerAnalytics-HHSMSCRMRelated-CustomerAnalytics-LUESAMSCRMRelated-CustomerEngagement(LUESA)-FY17StartMSCRMRelated-CustomerEngagementCenter-HHS-FY17StartMSCRMRelated-DSS/CSECallCenterIVRUpgrade-Completew/HHSCustEngCenter-FY13TRRFundMSCRMRelated-DAYSHEET/TimeTrackingAutomation(DSS)MSCRMRelated-SingleViewoftheCitizen-ClientPortal-HHSMSCRMRelated-SingleViewoftheCitizen-ClientPortal-LUESAMSCRMRelated-SingleViewoftheCitizen-ClientPortal-TAXMSCRMRelated-SingleViewoftheCitizen-CommunityPartnerPortal–HHS(FY20)MSCRMRelated-SingleViewoftheCitizen-HHSMSCRMRelated-SingleViewoftheCitizen-LUESA-FY17StartMSCRMRelated-SingleViewoftheCitizen–PublicSafety-FY17StartMSCRMRelated-SingleViewoftheCitizen-TAXMSCRMRelated-SingleViewoftheCitizen-WorkerPortal-HHSMSCRMRelated-SingleViewoftheCitizen-WorkerPortal-LUESAMSCRMRelated-SingleViewoftheCitizen-WorkerPortal-PublicSafetyMSCRMRelated-SingleViewoftheCitizen-WorkerPortal-TAXMSCRMRelated-StandardCaseManagement(CM)platformforSFA&Transportation(DSS)



MSCRMRelated-StandardCaseManagement(CM)Platform-Pretrial&DrugCourt(CJS)-FY17StartNCPTSAppealsModule(FY17Planning/Discovery)(CAO)PerformanceManagementSystem(OMB/ENT)PublicWififorCMGC(Chamberand267)PublicWireless-CourthouseWiFi-FundedfromOperatingBudgetSkypeforBusinessExpansion(EnterpriseCapability:Med.Ex;HLT;CSE;TAX)TurboCourtEnhancementsVideoVisitation(SHF)

Non-Discretionary1.Develop&begintoexecuteFY17workplansforITServicesemployeesinalignmentwiththeFY17-193-YrStrategicPlan.(FY17)2.RefineStrategicPlantoapplytoFY18-20basedontheemergingCountypriorities.(FY18)

Discretionary:Discovery/Planning:MayhaveadditionalcostsinFY18-19AumentomRecorderReplacement(ROD)CaseTrackingSystem(WhiteboardforMassFatalities)(ME)ContractMgmtPhaseII(FIN/ENT).CommunityLocatorTool(CJS)CourtElectronicFileTransfer(CSE).CustomerEngagement(TAX).DigitalNotarization(SHF).DigitalStrategy(LIB).DriveCamAccidentRecording(LUESA).DSS-SFAMarketingKiosks(DSS)EnterpriseRiskMgmt.(AUD).FederalVetInfoSystem(CSS).FleetManagementReplacement&Integration(DSS)JudgeCourtOfficials(CSE).MobilePaymentApplication(TAX).MobileUnitTransformation(HLT).Pathfinder(LUESA).Pre/PostTripInspections(LUESA).RecordsReq/DisputeResolution(PI).RecyclingCenterAnalytics(LUESA).SystemManagement(AUD).TalentManagementSoftware(HR/ENT).TravelSystem(FIN/ENT).WebHostingReview(ROD).

Totalassociatedcosts:FY2017–FY2019 TotalCost:$36,059,819HumanCapital Consultant/ContractorIntegrationResources $18,471,269InfoTechnology Software,Hardware,andTraining $17,588,550Communications $0:ExistingResourcesAssets/Facilities TBD $0:ExistingResourcesOther $0:ExistingResources

PerformanceMeasures

◊ %ProjectPortfolioDeliverablesAchieved◊ SuccessfulrefinementoftheITServices3-YrStrategicPlaneachfiscalyear



GOAL2:FinancialManagement:MaximizeIT-RelatedResources,OptimizeReturnonInvestment,andProvideHigh-ValueITServicesinaCost-EffectiveMannerObjective1:EnsureresourceutilizationalignswithprioritiesandachievesexpectedbusinessvalueStrategy 1.RefineITSFinancialManagementstructuretooptimizetheorganization'scapacitytoimplement

financialmanagementasacorecompetencyandensurefiscallyresponsibleuseofbothoperatingandcapitalfundingisinalignmentwiththeCounty'sstrategicpriorities.

Actions ◊ Discretionary1.Developandformalizefinancialmanagementprocessesandtools(FY17)2.ImplementandrefineafunctionalmodeltomonitorenterprisetechnologyspendwithinITServices

andacrossMecklenburgCountytoensuresoundfinancialmanagementofITresourcesandtheabilitytocontinuouslyimproverelatedpractices.(FY17-19)

Totalassociatedcosts:FY2017–FY2019 TotalCost:$0HumanCapital $0:ExistingResourcesInfoTech $0:ExistingResourcesCommunications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerformanceMeasures

◊ Completemonthlyfinancialreviewofoperatingbudget.◊ Completemonthlyfinancialreviewofcapital(TRR)budget.◊ PercentofenterprisespendonDiscretionaryvsNon-Discretionary.

Objective2:Maximizescarceresourcesandserveasgoodstewardsofpublictax-payerresourcesStrategy 1.RefineITSFinancialManagementstructuretooptimizetheorganization'scapacitytoimplement

financialmanagementasacorecompetencyandensurefiscallyresponsibleuseofbothoperatingandcapitalfundingisinalignmentwiththeCounty'sstrategicpriorities

Actions ◊ Discretionary1. Create(FY17)andbegintoimplement(FY18-19)a3YearITCapitalPlanforTransformational

Services2. Developsourcingandvendormanagementstrategiesandtacticstodriveefficienciesand

strategicallyaugmentITSinternalcapabilitiesandtechnologyspendacrosstheCounty.(FY17-19)3. ImplementKPIandutilizemetricstoserveasamanagementtooltomonitoranddriveincreasedIT

value.(FY17-19)

Totalassociatedcosts:FY2017–FY2019 TotalCost:$33,000HumanCapital $0:ExistingResourcesInfoTech Software $33,000Communications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerformanceMeasures

◊ CompletemonthlyupdateandreviewofKPIs.◊ Developannualoperatingbudget.



GOAL3:ImplementandDriveMaturityofanITOperatingModelthatUtilizesaConsistentMethodologyandisFocusedonContinuousImprovementofServiceDeliveryObjective1:Improveorganization'smaturityinITservicemanagement,architectureandtestingStrategies 1.Ensureconsistentandsustainablequalitycontrols

2.Supportcontinuousintegrationanddelivery3.Ensurerobust,vibrantanddynamicserviceofferings4.Establishandmaturedatagovernance5.Establishserviceorientedarchitecturestandards6.MatureMDMPractices

Actions ◊ Discretionary1.AdvanceITServiceModel(ITSM)Maturity(L2&L3)2.EstablishconsolidatedServiceDeliverysupportteamorganization(FY17–18)3.ServiceDeliveryTrainingforallemployeesonbestpractices(FY17)–$25KRequestUnfunded4.ITILTraining(FY18)

Non-Discretionary1.DefineandMatureEAstandardsforplatforms,AppsandData2.DefineMasterDataManagement(MDM)strategyandroadmapFY17DataIntegration–StaffingandSkills–Novice;FY18MetricsandAPIs–Practitioner;FY19:IntegrationServicesGovernance/Analytics–Master1. DevelopQAstandardsandbuildtestingcapability(FY17)2. Implementconsistent,sustainableQualityControls,stableenvironments&Releasecriteria.(FY18)3. Predictableoutcomesmeetingbusinessexpectations;ConsistentadoptionofSpeedtoValue;

SupportContinuousIntegrationandDelivery.(FY19)

Totalassociatedcosts:FY2017–FY2019 TotalCost:$59,700HumanCapital $0:ExistingResourcesInfoTech Training $59,700Communications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerformanceMeasures

◊ %CompliancewithestablishedSLAs◊ %Customersatisfaction

Objective2:EnsureconsistentadoptionofspeedtovalueStrategy EnhancetheSDLCandmatureEAandQApracticesthroughoutSDLCActions ◊ Non-Discretionary

1.Implementautomatedtesting2.EstablishPathtoProductionbydomain3.ImplementEAstandards4.ImplementtoolstomatureandmanageSDLC

Totalassociatedcosts:FY2017–FY2019 TotalCost:$0HumanCapital $0:ExistingResourcesInfoTech $0:ExistingResourcesCommunications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources



PerformanceMeasures

◊ %SDLCCompliance◊ CountPostDeploymentDefects(Type/Severity)



GOAL4:ProvideAvailable&ScalableITServicesandSystemsthatareDependableandFlexibleObjective1:EstablishEnterpriseApplicationPortfolioStrategies 1.Adoptanenterpriseapplicationstrategybasedonbusinesscapabilitiesandestablishenterprise

capabilitymodelasabuildingblockfordevelopment.2.Establishcommonenterpriseplatformstoreducetechnicalcomplexity.3.Remediateapplicationswithlowtechnicalandfunctionalquality.

Actions ◊ Non-DiscretionaryAPM-SunsetAccessSystems(DSS)APM-SunsetISSI(DSS)1.CompleteimplementationofBizTaxCollectionSystem(3%CountyFunded;97%City)2.CompleteTestDataManagementforBizTax(CostincludedinTDMdetail)Charmeck-HostingServices-MigrationtoAzure(PI)HighAvailability-Integration&DBConsolidation(POSSE/OracleDB)IntegratedDataStoreUpgrade(LUESA)JAWS-RemediateTechnicalDebt(CJS)-MovefromFY17toFY18OffenderManagementSystem(OMS)Upgrade(SHF)PeopleSoft9.2Upgrade(HR/ENT)RevenueCollection-NavisionReplacementorUpgrade(LUESA)

Totalassociatedcosts:FY2017–FY2019 TotalCost:$2,624,863HumanCapital Consultant/ContractorIntegrationResources $1,555,600InfoTech Software,Hardware,andTraining $1,069,263Communications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerfMeasure ◊ %SystemUptimeObjective2:ManagedataasanenterpriseassetStrategies 1.Establishandmaturedatagovernance

2.Implemententerpriseinformationmanagement3.ImplementMasterDataManagement(MDM)toprovidesingleviewofcitizenwithadvancedintegrationtechniqueseasilyadaptedtofuturerequirements

Actions ◊ Non-DiscretionaryAPM-DataArchive-FINAPM-DataArchive-HHSAPM-DataArchive-SCDataArchiveStrategyandSolution-HHS;FIN;SCEnterpriseAnalyticsPlatform(BusinessObjects/SAP)UpgradeSQLserverdatabaseConsolidation

Totalassociatedcosts:FY2017–FY2019 TotalCost:$1,515,500HumanCapital Consultant/ContractorIntegrationResources $565,500InfoTech Software,Hardware,andTraining $950,000Communications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerfMeasure ◊ Successfulcreationandadoptionofdatagovernancepolicy.



Objective3:EnableasustainablemodeltoensureminimalstandardsforenterprisetechnologyStrategy 1.Develop&implementprocesses&policiesthatensurestability&reliabilityofenterprisetechnologyActions ◊ Non-Discretionary

EnterpriseCoreWorkstationUpgrade:1.UpgradeenterprisetoWindows10(FY17)2.OfficeProfessionalUpgrade(FY18)EnterpriseUpgradetoServer2016EvergreenTechnologyEnd-UserComputerReplacementEvergreenTechnologyNetworkInfrastructureEquipmentUpgradeNetworkActiveElectronicsRefreshImplementPassport-EnhancedSecurity(FY17)LibraryNetworkInfrastructure(Yr3of3Yr);Maybeeligibleforupto80%ErateReimbursementQuarterlyRelease&Patches-AdvantageQuarterlyRelease&Patches-ArrestProcessingQuarterlyRelease&Patches-EnterpriseAnalytics(BO)QuarterlyRelease&Patches-PeopleSoftQuarterlyRelease&Patches-POSSESoftwareAssetManagement(SAM)UCSTechnologyRefreshUpgradeCherwell-ITSMVoIP/Layer2UpgradeProject-Yr4of5Yr-FundingOnly-ApprovedinFY14toFinanceover5YearsWakeonLANEnhancement(Q1)

Non-Discretionary:Discovery/Planning:MayhaveadditionalcostsinFY18-19AccessControlSystem(AFM)(DiscoveryforFY17)NewElectionSystem/VotingEquipment(SolutionAdoption-FY17;Acquisition&Implementation-FY18)

Totalassociatedcosts:FY2017–FY2019 TotalCost:$24,402,109HumanCapital Consultant/ContractorIntegrationResources $50,000InfoTech Software,Hardware,andTraining $24,352,109Communications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerformanceMeasures

◊ %SystemUptime◊ %CompliancewithestablishedSLAs



GOAL5:UtilizeAppropriateRiskManagementProcessesandToolsthatProtectandSecureEnterpriseITResourcesObjective1:ProvidesustainableandrecoverabletechnologyplatformsStrategies 1.EnsureexecutabledisasterrecoveryforCountyservicesthatalignwiththeCounty'sCOOPplans,IT

recoverystrategiesandprioritizedtierofcapabilitieswheninterruptedbyoutagesand/ordisasters2.Remediatesinglepointsoffailure3.ImplementaRepeatablesecureenterprisedataenvironment

Actions ◊ Non-DiscretionaryAzureSiteRecovery(Added2/2016)AzureUpgradeCallManager&UCCXCallCenterUpgradeCiscoFabricInterconnectReplacementDisasterRecoveryPlanningandSystemforWhiteboard(ME)DRforVDIDRforVoIP,CallCenter,andSkypeforBusinessEnhancedServer&SANUpgradeforDRExpressRouteFirewallRedesign-1.Implementasecure,redundantphysicalsecurity/firewalldesign(FY17)2.(FundedinOperatingBudget)Hire1FTEtosupportQualityAssurance,TestDataManagement&securecodetesting,ActiveDirectorybackup&successionplanning,SEIMS,DataLossPrevention.Implement(MOM)MicrosoftOperationsManagementSuiteCloud(FY17)RiskMitigation-DisasterRecovery-PrioritizedBusinessCapabilities1.LivetestofDR/BCplan2.Implementdisasterrecoveryplans(Tier1Priorities-FY17;Tier2-FY18;Tier2-3-FY19)SecureDataBack-upRedundancy

Totalassociatedcosts:FY2017–FY2019 TotalCost:$5,915,949HumanCapital Consultant/ContractorIntegrationResources $244,799InfoTech Software,Hardware,andTraining $5,671,150Communications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerfMeasure ◊ %ofapplicationssupportingcriticalbusinesscapabilitiescoveredbyDRandsuccessfullytestedObjective2:SecuredataandsystemoperationsfrommaliciousintrusionandunauthorizeduseStrategies 1.Proactivelyidentifyandmitigateriskofsecuritybreaches

2.MitigateriskassociatedwithpotentialsecuritybreachesActions ◊ Non-Discretionary

RenewCyberInsurance(FY18)VetandImplementaMalwaredetectionsolution

Totalassociatedcosts:FY2017–FY2019 TotalCost:$180,000HumanCapital Consultant/ContractorIntegrationResources $0:ExistingResourcesInfoTech Software,Hardware,andTraining $180,000Communications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerfMeasure ◊ SuccessfullyimplementMalwaredetectionsolutionbyfiscalyear18



GOAL5:UtilizeAppropriateRiskManagementProcessesandToolsthatProtectandSecureEnterpriseITResources(cont’d)Objective3:ReduceexposuretomisuseofdataStrategies 1.EnsurecreationandimplementationofTestDatasecuritystandardsandcontrolsfornon-production

environments2.EnsuredatamaskingcapabilitiesofPII,HIPAAandPCIcontent

Actions ◊ Non-DiscretionaryRiskMitigation-TestDataManagement(MultipleProjects)1.ImplementTestDataManagement(InformaticaTDM)solutionandpractices(FY17)2.ImplementTDMandDynamicDataMaskingsolutionandpractices(FY18)3.(FundedinOperatingBudget)Hire2FTEs:1Test&1QAEngineertosupportenterpriseriskmanagement(DisasterRecovery&TestDataManagement)andqualityservicesfoundationalpractices;1QAEngineer(Automation)inFY18tosupportContinuousIntegrationandspeedtorelease

Totalassociatedcosts:FY2017–FY2019 TotalCost:$1,166,219HumanCapital Consultant/ContractorIntegrationResources+3FTE $548,225InfoTech Software,Hardware,andTraining $617,994Communications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerfMeasure ◊ %ofCountysupportedapplicationswithseparatedtestenvironmentandtestdata



GOAL6:DevelopanITServicesCulturethatFostersEngagedandProductiveTeamMembersObjective1:Maximizeemployeecapacity,productivity,andmoraleStrategy 1.Developaframeworktoensurecommonunderstandingoftheroles,responsibilities,and

expectationswithinITServicesandensurethatthedepartmentanditsemployeesarepositionedtoexcel

Action ◊ Discretionary1.CompleteITSJobRoleArchitecture(FY17)2.ImplementandrefinePerformanceManagementframeworkandKPIs(FY18)3.CompleteSuccessionPlanningforITServices(FY18)4.ImplementandrefineKnowledgeManagementstrategicplanandprocess(FY17-18)

Totalassociatedcosts:FY2017–FY2019 TotalCost:$0HumanCapital Consultant/ContractorIntegrationResources $0:ExistingResourcesInfoTech Software,Hardware,andTraining $0:ExistingResourcesCommunications $0:ExistingResourcesAssets/Facilities $0:ExistingResourcesOther $0:ExistingResources

PerformanceMeasures

◊ %ofemployeeswithworkplansinplace◊ %ofemployeeswithdevelopmentplansinplace



GOAL7:MaintainEnvironmentalSustainabilityofOperationsObjective1:Adheretoenvironmentallypreferablepurchasing(EPP)guidelines

Strategy Monitordepartmentpracticestoensureadherencetoenvironmentallypreferablepurchasing(EPP)guidelines

Actions ◊

◊

FY2017• IdentifyadepartmentrepresentativetoworkwiththeCounty’sSustainabilityManagertotrackand

meetthedepartment’senvironmentalgoalsFY2017–FY2019• EducatedepartmentemployeesontheimportanceofadheringtotheCounty’senvironmentally

preferablepurchasing(EPP)guidelines• Enforcethedepartment’sadherencetotheCounty’sEPPguidelinesbymonitoringpurchasing

habits• Embracenewandinnovativeopportunitiesforimprovingtheenvironmental-friendlinessofthe

department’spurchasinghabitsWhenmakingpurchasingdecisions,considerthefullcostoftheproducts—environmental,social,andeconomic

Totalassociatedcosts:FY2017–FY2019 $0PerformanceMeasures

◊ Dollarsspentonrecycledpaper/Dollarsspentonallpaperpurchases

◊ Dollarsspentonenvironmentallypreferableofficesupplies/Dollarsspentonallofficesupplies

◊ Dollarsspentonremanufacturedprintercartridges/Dollarsspentonallprintercartridges

Comments



GOAL7:MaintainEnvironmentalSustainabilityofOperations(cont’d)Objective2:Provideemployeeswithopportunitiestolearnaboutandpracticeenvironmentally-friendlyactivities(viatheCounty’sWorkGreenprogram)

Strategy Supportemployeeinvolvementinenvironmentally-friendlyactivities(viatheCounty’sWorkGreenprogram)

Actions ◊

◊

FY2017

• IdentifyadepartmentrepresentativetoworkwiththeCounty’sSustainabilityManagertotrackandmeetthedepartment’senvironmentalgoals

FY2017–FY2019

• EducatedepartmentemployeesontheimportanceofparticipatingintheCounty’sWorkGreenprogram

• EducatedepartmentemployeesonopportunitiestoparticipateintheCounty’sWorkGreenprogram—viaeducationalopportunities(i.e.Lunch&Learns),volunteeropportunities,alternativecommuting(i.e.carpooling,mass-transit,walking,orcycling),andotheruniqueemployeeengagementcampaigns

• Enforcethedepartment’sparticipationtotheCounty’sWorkGreenprogrambyconsistentlymonitoringperformance

Totalassociatedcosts:FY2017–FY2019 $0

PerformanceMeasure

◊ TotalnumberofWorkGreencreditsearnedbythedepartment’semployees

Comments

fy2017-2019 strategic business plan -...

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