Office of the CIOClark County Technology

Strategic Plan

2021 to 2023

Table of Contents

A Message from the CIO i

Our Technology Plan & Community Input 1

Our Commitments 4

Technology Roadmap 14

Clark County Information Technology

Powering Clark County Through Service, Technology & Innovation

A Message from the CIO

i

I am lucky to live and work in one of the fastest

growing and most dynamic counties in the

country. Clark County is always exciting! From

the millions of visitors that come to enjoy Las

Vegas each year, to the vast number of new

residents and companies that are relocating to

Clark County, this is a region that is thriving.

The County prides itself on providing outstanding

services to its residents, visitors and businesses.

In order to deliver that outstanding service, our

County employees rely on technology to do their

jobs. We are living in extraordinary times with

COVID-19. These unique circumstances, despite

the terrible impact on many of us, have also

highlighted the important role of technology in

addressing societal needs.

I am honored to work with the men and women of

the County’s Information Technology Department.

Our team of nearly 200 employees are dedicated

to providing service, technology, and innovation to

our fellow County employees– and now more

than ever, climate sustainability is also top of

mind for us. Through the power of technology, we

will enable our fellow County employees to better

serve our residents, businesses and visitors, both

now and in the future.

Nadia Hansen, Chief Information Officer, July 2021

Clark County is Nevada’s epicenter for growth, technology and civic

innovation. We must use the technology assets we already have to

enhance the quality of life for our citizens while also becoming what is

commonly referred to as a “Smart Community.”

Our County is a global leader in tourism, with nearly 90% of Nevada’s

$1.7 billion gaming and hospitality tax revenue generated in Clark

County. The world-famous Las Vegas Strip attracts 42 million visitors a

year and has enabled McCarran International to grow into the nation’s

8th busiest airport. Beyond tourism, the County is experiencing

substantial growth in our tech community. The County is developing a

national reputation as a startup friendly business environment,

increasingly attracting high profile pilots and projects to support

autonomous mobility, 5G and blockchain incubation, as just a few

examples.

Leading innovation in the use of technology is the job of the Clark

County Information Technology Department. The following document

details our commitments to enabling the agencies we serve to work

better, faster and smarter.

Powering Clark County

Our Technology Plan

1

In developing this plan, we asked the community what they wanted from

technology and from our community portal for county services. Here is what

community members said…..

An easier way to

access important

information such as

what district I live in,

and who is my

Commissioner.

What the community asked for:

Simple, easy to

follow. No wasting

time waiting for

photos or

downloads.

“

“

”“

”

A keyword search

that will only take

you to places on

the County

website.

Easier

navigation and

a less clunky

website. More

photos.

An easy ‘Request

for Service’

function that

actually

functions.

“

”“

”Smartphone

compatibility.“” ”“

Current news, projects,

direct link to county

meetings, associated

minutes and events in the

landing page.

“”

2

Unleashing the possible for DC in the digital age. Mission

Clark County Information Technology…

Powering Clark County Through Service, Technology & Innovation

Our VisionAs a strategic business partner, we modernize to provide intuitive and convenient

access to Clark County integrated services.

Our Commitments

Continuous Modernization of Infrastructure & Operations

Deliver consistent &

valued services that

exceed expectations

of the departments

we serve.

Ensure quality of

services and secure data

of the County

residents and

departments.

Engage our employees

through ongoing

training and development

activities.

Provide automation and mobility

that improves

productivity of County

employees.

Maximize cost

efficiency & standardiz-ation of IT operations

and investments.

Collaborate and partner

with regional organizations to accelerate innovation.

Establish a data &

analytics program to

enable effective,

fact-based decision making.

Enable Health & Human Services

agencies to efficiently and innovatively

provide services.

Provide modern

technology services that enable public

safety agencies toserve the

community.

Provide access to services

and information

through modern citizen

engagement portals.

Enablement of Innovation & Citizen-Facing Services

Deliver consistent & valued services that exceed expectations of the departments we serve.

Our Department provides enterprise technology services to Clark County

agencies. From desktop support, to email, to radio infrastructure the services

we provide are critical to the agencies we serve. These are services that all of

our County agencies need so they can focus on what they do best — serving

our residents, businesses, and visitors.

We recognize that the agencies as well as greater community we serve

deserve reliable, customer-centric and consistent services. As such, we are

committed to increasing transparency, efficiency, and innovation in the

services we provide.

Our commitments

How will we get there?

❑ Measure and report on key IT services & performance.

❑ Provide innovation and digitallyenabled services for thecommunity and thedepartments we serve.

❑ Establish a continual improvementprocess to better manage workload and gain efficiencies.

❑ Invest in technologies to processinformation/applications faster.

Information Technology recognizes that to best serve agencies, we need to ensure we are

always focused on the departments we serve and understanding the services those

departments need and how to best provide them.

Les Lee Shell, Chief Administrative Officer

“

”

1

4

Ensure quality of services and secure data of the County residents and departments.

2

Clark County, like other government agencies, faces increased cybersecurity

risks as hackers seek to disrupt government agencies across the country.

These attacks pose real threats to government agencies, as across the

country we have seen agencies attacked and threatened for ransom.

Each day cyberattacks become more sophisticated, more prevalent, and

difficult to prevent. IT is committed to meeting this challenge head-on by

making cybersecurity one of our top priorities.

We are committed to a security posture that emphasizes best-in-class

practices and to ensuring our infrastructure and applications are optimized.

We are also committed to working with other federal, state and local

agencies on joint security efforts.

Our commitments

How will we get there?

❑ Secure public data throughimplementation of security andrisk management best practices.

❑ Implement quality assurance best-practices for applicationdevelopment services.

❑ Provide infrastructure and securityupgrades to guard againstsecurity breaches.

❑ Work with County Departments onDisaster Recovery Plans.

❑ Collaborate with other regional,state and federal agencies onjoint cybersecurity initiatives.

“ ”

2

In Clark County, we adhere to nationally recognized security standards in our

efforts to proactively ensure Clark County is safe from cyberthreats.

Robert Vega, Deputy CIO 5

Engage our employees through ongoing training and development activities.

Our employees are our greatest assets. In this rapidly changing technology

landscape, ensuring our employees are well-trained and equipped to tackle

any upcoming technical development is critical to our success. Increasing use

of Cloud, data and analytics, AI and Machine Learning are all examples of

rapidly expanding technologies that our team is beginning to tackle.

We recognize that we can take several steps to support our amazing team.

These steps include targeted training for all employees, appropriate training

and onboarding of new employees and modernizing our job descriptions to

better reflect the jobs being performed in this rapidly evolving field.

Our commitments

How will we get there?

❑ Assess and provide targeted,actionable training tied to coreIT processes.

❑ Modernize current IT jobdescriptions to better reflectjob functions.

meet emerging technology needs.

❑ Provide onboarding and transitionservices for employees tonew positions.

❑ Attract employees throughpartnerships with universitiesand other educational programs.

We can show our employees how much we value them by investing in their growth and development through training, mentorship

and a supportive work environment.“

”

3

6

James Nance, IT Manager

❑ Retain, hire and develop talent to

Provide automation and mobility thatimproves productivity of County employees.

As with other government agencies, many of our county employees rely

on mobile solutions to work effectively in the field. Be it a case worker,

fire fighter, building inspector, animal or code enforcement officer, alarge percentage of our county employees best meet the needs of our

residents and visitors through strong mobile capabilities.

Being able to access data in the field, write reports, and communicate with

others are all critical to providing reliable service across the County. Further,

automation can increase efficiency and productivity as well as free up time

for county employees to focus on more complex activities.

Our commitments

How will we get there?

❑ Accelerate the adoption ofautomation to improve scale andproductivity of Countydepartments.

❑ Improve availability of mobilesolutions and data in thefield for County employees.

❑ Modernize mobility andtransportation deployment of GPSbased signalization for case workers.

❑ Ensure mobile access for core

county services.

We are committed to partnering with the agencies we serve so that our County field employees are able to serve the community efficiently wherever their work takes them.

“”

4

7

Suzanne Noble, IT Manager

Automate manual processes

Support technology solutions thatenable workload management.

that exist today across the County.❑

❑

Maximize cost efficiency & standardization of IToperations and investments.

2

One of our key jobs as public servants is to be good stewards of taxpayer

dollars. As such, we are committed to best meeting the needs of the County

and the Community in the most cost-effective manner. This means focusing

on our internal operations and identifying opportunities to improve how we

work.

As an IT organization, to be efficient and mature in our operations, we must

look at: standardized processes; a service catalog that enables our partner

agencies to understand IT offerings; good project management and oversight

of IT projects; and streamlining our application portfolio.

Our commitments

How will we get there?

❑ Consolidate applicable IT Servicesto achieve efficient, consistentprocesses.

❑ Establish a service catalog of core ITofferings.

❑ Create a roadmap of the IT projectsand initiatives occurring acrossthe County.

❑ Implement a Project Managementprogram to improve projectoutcomes.

❑ Move from disparate documentmanagement programs and automate statutory compliance.

redundant applications.

We are always working to find ways to work more efficiently and provide value for

taxpayer dollars.“”

5

8

Martin Bennett, IT Manager

❑ Rationalize and consolidate

Collaborate and partner with regional organizations to accelerate innovation.

2

Our commitments

How will we get there?

❑ Integrate with regional partnersacross Southern Nevada onSmart Technology initiatives.

❑ Partner with educationalinstitutions to provideinternships, attract and retain ITworkforce.

❑ Seek out P3 Partnerships – public,nonprofit and private partners -to pilot emerging technologies.

❑ Pursue ‘Startup in Residence’ typeof procurement opportunities(e.g., Agile procurement).

❑ Support data access andintegration across multiplejurisdictions.

Our Vision is to transform public service to Clark County constituents using

collaboration and innovative use of technologies.

Yolanda King, County Manager

“”

6

As part of becoming a “Smart Community”, Clark County collaborates with

organizations to solve civic problems through data-sharing, technology and

re-imagined public services. We are committed to co-creating solutions with

regional agencies, including the Regional Transportation Commission (RTC),

the Las Vegas Convention and Visitors Authority, academia (e.g., University

of Nevada, Las Vegas (UNLV), College of Southern Nevada (CSN)), law

enforcement agencies, Southern Nevada Health District (SNHD), State

agencies / departments, Clark County School District, Southern Nevada

cities, and nonprofit organizations.

Collaboration will expand the County’s service delivery capacity, prevent or

reduce duplicative efforts, remove jurisdictional barriers and provide more

seamless public services to our citizens.

9

Establish a data & analytics program to enable effective, fact-based decision making.

Our commitments

How will we get there?

❑ Stand-up a formal data andanalytics program.

❑ Partner with localschools/universities to establishdata governance and analyticscapabilities.

❑ Use predictive analytics to informdata-driven decision making.

❑ Establish a data classification policyand associated processes.

❑ Use emerging technologies andcreative means of improving thecitizen experience by sharingdata securely.

Developments in data analytics,

machine learning, artificial intelligence

(AI), are providing communities with

unprecedented opportunities to

improve how we serve.

“”

7

Clark County is committed to becoming a data-driven organization. Around

the world, we are seeing communities utilize data in novel ways. For

example, communities are utilizing Predictive Analytics helping identify

where crimes are likely to take place and, as a result, proactively increase

patrol in those locations to prevent crime.

As the IT partner to our agencies, we are focused on facilitating data sharing

across the County, with citizens, and other County stakeholders. The

preponderance of data that exists across the region should be harnessed

and used to make better decisions and solve problems facing our

community.

10Swetha Vemula, IT Manager

Enable Health and Human Services agencies to efficiently and innovatively provide services.

Our commitments

The coordination of social services, healthcare and behavioral health services should lead to

improved health and well-being through more efficient and effective use of resources.

“”

8

Improving the health and human services across the County providedto our residents is a priority of the County Commissioners. We are

seeing new approaches to the coordinated delivery of physical

health, behavioral health, housing support, food stability, and other

critical community services.

As an IT organization, we can facilitate the opportunities to establish a

more people-centric, “no wrong door” approach to service delivery

through data-sharing and collaboration with service providers. We can

also support the mobile workforce that carries out many of these social

services through the ability to access and utilize technology and case

management platforms in the field.

11

Dave Young, IT Manager

How will we get there?

❑ ❑

❑ ❑

Collaborate to provide the needed Case Management platforms to serve the community. Integrate data and information sharing across health and human

services agencies.

Provide mobile workforce the ability to access applications out in

the field for service delivery. Streamline information and access

to family and social services online and through other outreach.

Provide modern technology services that enable public safety agencies to serve the community.

2

Maintaining safe communities and protecting our citizenry is a priority of the

County Commissioners. Globally we are seeing innovations that focus on

improving infrastructure, utilizing predictive analytics and deploying regional

partnerships that result in improved public safety capabilities. For example,

integrated traffic lights can benefit traffic flow and provide crime data. IT is the

backbone to much of this work, and we are committed to continuing and

expanding partnerships with public safety agencies to execute.

Our commitments

How will we get there?

❑ Modernize the microwave systemthat transports public safetycommunications across the County.

❑ Ensure timely, accurate publicsafety and criminal history data is available to public safety officers.

❑ Collaborate and securely share datawith regional and national publicsafety partners.

❑ Support multiple means ofcommunication and informationsharing among public safetyagencies.

IT is working with County Public Safety agencies to help deploy Smart

technologies while keeping data secure across the region.

“”

9

12

Modernize justice data.❑

2

“”

Increasingly, residents and businesses expect to connect online with local government the same way they do with entertainment, retail, and food. We are building new solutions and apps to meet those needs.

Bob Leek, Deputy CIO

Provide access to services and information through citizen engagement portals.

A hallmark of becoming an innovative, dynamic and Smart Community is

direct engagement with the community. Interacting with citizens through

various methods including web access, mobile access and other portals is

essential as technology expands to offer additional means of transacting with

the County. As such, IT is committed to partnering with County agencies to

provide more County services online, additional mobile and online services,

as well as improving the existing County website and portals. IT is also

working to ensure public WiFi is available at County facilities.

Our commitments

How will we get there?

❑ Streamline and increaseopportunities for self-service ofCounty Services.

❑ Increase mobile and onlineavailability of County services.

❑ Provide public WiFi at theCommunity Centers and CountyFacilities.

❑ Modernize the County website andstreamline reporting and trackingof citizen requests.

❑ Enable targeted digitalcommunications to constituentsand residents.

10

13

Roadmap

Deliver consistent & valued services that exceed expectations of the departments we serve.

1

2

Ensure quality of services and secure data of the County residents and departments.

3

Engage our employees through ongoing, training and development activities.

Implement Security and Risk Management Best Practices

Infrastructure and Security Upgrades to Guard Against Security Breaches

Business Continuity Planning

Collaborate with other regional, state and federal agencies on joint cybersecurity initiatives

Human-centric Design Center of Excellence

Modernize Workforce Recruitment

Invest in Individualized Training Plans

Onboarding and Transition Services

Partner with Universities and other Programs

2021 2022 2023Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4

Measure and Deliver Business Value on IT Services

Provide Digitally Enabled Services

Establish Continual Improvement Process

Roadmap

Provide automation and mobility that improves productivity of County employees.

4

5

Maximize cost efficiency & standardization of IT operations and investments.

6

Collaborate and partner with regional organizations to accelerate innovation.

Accelerate Automation to Improve Scale & Productivity

Improve Availability of Mobile Solutions

Modernize GPS Based Signalization

Workload Management

Consolidate Applicable IT Services

Expand Service Catalog

Integration Platform Competency

Project Management Program

Agile Procurement Partner with National Agencies

Start-up in Residence Procurement

Integrate with Regional Partners Across Southern Nevada

Mobile Access for Core County Services

Automate Manual Processes

Document Management Program

Application and Platform Rationalization

Automated Routing to Reduce Carbon Footprint

2021 2022 2023Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4

Roadmap

Establish a data & analytics program to enable effective, fact-based decision making.

7

8

Enable Health and Human Services agencies to efficiently and innovatively provide services.

9

Provide modern technology services that enable public safety agencies to serve the community.

10

Provide access to services and information through modern citizen engagement portals.

Stand Up Data and Analytics Program

Data Analytics Expansion

Streamline online Access to Family and Social Services

Collaborate to Provide Case Management Platform

Integrate Data and Information Sharing

Modernize Microwave System

Timely, Accurate Public Safety and Criminal History Data

Modernize Case Management System

Provide Mobile Workforce Application Access in the Field

Easy, Intuitive Access to County Digital Services

Proactive Digital Communications

Increase Mobile Access to Services

Remove Barriers to Online Access

2021 2022 2023Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4