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Orange County Strategic Information Technology Plan
The University of North Carolina at Chapel Hill /± ¦¤ #®´³¸ Strategic Information Technology Plan 0 Contents EXECUTIVE SUMMARY .......................................................................................................................2 Key Findings .......................................................................................................................................................... 2 SECTION 1: STRATEGIC CONTEXT .......................................................................................................4 Government Trends: ..........................................................................................................................4 Overall Goals and Philosophy for Orange County ................................................................................................ 4 Major Government Trends ................................................................................................................................... 4 Major Technology Trends .................................................................................................................................... 6 SECTION 2: MAJOR ORANGE COUNTY IT ACCOMPLISHMENTS .............................................................8 Citizen Relationship Management Services ......................................................................................................... 8 Orange County Operational Services ................................................................................................................. 10 SECTION 3: SERVICE ALIGNED IT INVESTMENT STRATEGY ................................................................. 12 The Vision ........................................................................................................................................................... 12 Role and Responsibilities of IT Department ....................................................................................................... 13 Operational Excellence Foundation ................................................................................................................... 14 SECTION 4: STRATEGIC ENTERPRISE TECHNOLOGY INVESTMENTS ..................................................... 16 Overview ............................................................................................................................................................ 16 ......................................................................................................................... 17 T ............... 19 Strategic Focus Area: Customer Service; Information Accessibili .............................................................. 19 ctives: ........................................................................ 19 ....................................................................... 21 Project Descriptions ........................................................................................................................................... 22 ................................................ 26 Strategic Focus Area: Efficiency Improvements & Cost Savings; R ................ 26 ........................................................................ 26 ....................................................................... 28 ..................................................................... 29 Project Descriptions ........................................................................................................................................... 30 Conclusion ....................................................................................................................................... 40 1 %8%#54)6% 35--!29 Strategic Information Technology Plan is offered as a framework effective and efficient technology investments, coupled with an vering focus and commitment to providing better County services through a more accessible, transparent and accountable government. Technology is a tool used to improve customer service but the ad and procedures surrounding a given function or process must be revised and fine-tuned in order to provide the highest quality of service. The Strategic IT Plan maps the vital infrastructure, application and initiatives that will enhance County services and their delivery in mission-critical areas. It also outlines the steps needed to achieve a County information technology enterprise with a focus on optimized performance, efficiency and effectiveness gains. +¤¸ &¨£¨¦² There are several key findings in the Orange County Strategic ITn, including areas of noted excellence as well as areas of improved investment: The County is building on a strong technological foundation. Th by the government have substantially improved customer service ancy and effectiveness. Currently, the County has roughly half of the IT staff found in -sized counties across North Carolina, while producing remarkable work efforts. Orange County should increase the number of IT staff in order to keep pace with the desired level of citizen interaction and engagement, as well as to offer increased transparency and accou Orange County offers one of the highest numbers of online servic The County website is a source of concern for Commissioners and departmental staff. Design and layout enhancements, content and information navigation/acce updating of the website are areas of desired improvement. High-quality communications are the hallmark of a high-performing IT Department. Orange County and elected officials to facilitate needs assessment and service delivery. Employee-focused technology investments will produce substantial efficiency and effectiveness results, thereby improving citizen service and tax Although not included in the Strategic Information Technology Pl communication strategies were also paramount to the County. To this end, the County is examining the establishment of a Public Information Officer posiThis plan does address the need to expand social media offerings from the County. 2 Additional recommendations are found in Section 4 of this report, along with a collection of tools and sample templates in the appendices. Through the structure outlined in the IT Plan, Orange County has refined its focus on high-priority IT initiatives and continues to work toward integration of disparatunified, cost- effective solutions. Additionally, measures of success are offer service and delivery. Finally, the plan outlines the required i technology initiatives that will provide a foundation for long-term economic viability and service enhancement. The investments will identify two main areas of focus, citizen e operational efficiency/effectiveness. Both areas of investment timing of the investments outlined to reap maximum benefits. As Orange County executes the Strategic IT Plan, its citizens will continue to see improvements in the quality and accessibility of County services. The residents will have their personal information protected and taxpayers should rest assured that IT investments and managed wisely. Furthermore, County employees will have the tools needed to provide the highest-quality services to their customers. Orange County will continue to serve its residents, businesses, and visitors as effectively as possible by turning t 3 3%#4)/. 342!4%')# #/.4%84 /µ¤± «« '® «² £ 0§¨«®²®¯§¸ ¥®± /± ¦¤ County Orange County is an urban county with unique rural areas surrounding the University of North Carolina at Chapel Hill. '®µ¤±¬¤³ The diverse citizenry of the County mandate various services Trends: and methods of interaction with the government. The philosophy of the County is based on a deep-seated Benchmarking & commitment to citizen engagement, quality of life Performance enhancement, and strategic investments that improve the Measurement lives of residents, businesses, and visitors. In addition, the County is unwavering in its efforts to provide holistic, Customer Service equitable, efficient, and effective high-quality services to the community. The focus on strategic investments in Economic technology will help to increase trust, recognition, Development communication, accountability, innovation, and excellence in the County. Strategic Sourcing - ©®± '®µ¤±¬¤³ 4±¤£² Responsiveness Given Orange ding customer- Transparency and focused, quality services and its reputation for commitment Accountability to excellent, cost-effective government, the County is encouraged to consider or continue the use of major Increased Use of government trends outlined below. In addition, the list Technology includes connections to information technology in order to enhance the work currently being undertaken in the County. Benchmarking and Performance Measurement: This trend involves ascertaining current organizational performance on a variety of key indicators, folloonitoring and evaluation, as well as change management in order to facilitate improvement. example of a benchmark for the information technology department as part of this strategic plan should be monitored on a yearly basis to demonstrate improvements. The County should implement the use of performance metrics in al dashboards will help provide an overview of easily understood me Customer Service: This trend is centered on create a high-quality product for citizens, businesses, visitors, and employees. Increased involvement and participatio 4 in the approach to the end user as a customer. The technology de to engage in providing high-quality services to its customers, both internal and external. customer feedback should be solicited at regular intervals to en positive changes. Economic Development: Without fail, economic development has become a critical topic in county government. At the heart of economic development is infr longer an optional infrastructure enhancement, but rather, as ce recruitment as water and sewer lines. Strategic Sourcing: Orange County has an incredible cadre of talented public servants. How the County has long realized that outsourcing and contracting wi critical to extend the reach of government. In terms of technology, Orange County should work with public-private partnerships to enhance technological capacities. Appro-25 percent of technology work can be successfully outsourced withou County. This outsourcing should be strategic and used as a means to supplement the expertise on short-term projects. Outsourcing is not a viable solution for replaci-critical staff, as a means to reduce permanent headcount. Some tasks to consir strategic sourcing include cabling for new and existing facilities and programming periodically. Responsive Government: This trend is characterized by the need to develop a new type of government complete with new ways of doing business based on innovation and positive change. Technology plays an essential role in creating a self-service government that is interactive, timely, and relevant regardless of the time of access or distance of the highly regard various forms of self-service, such as online registration for Parks and Recreation classes, online pet registration, online bill payment, and onlin Transparency and Accountability: One major trend across the various levels of government in the US is a renewed focus on transparency and accountability. By al data and information about the government, its decision-making processes, and its performance measures, governments seek to enhance public trust and create opportunities for value-add engagement. Use of Technology: Technology is used by forward-thinking governments to continually enhance For example, inspectors and public safety personnel having access to electronic information in t improve results in each area, with a reduction in downtime due t the main County facilities for data transfer. In addition, the of Social Media has fundamentally altered the way citizens are choosing to engage wi use Facebook as a mechanism to gather governmental information a communities virtually. 5 - ©®± 4¤¢§®«®¦¸ 4±¤ds In addition to considering the government trends that are making customer service oriented, it is important to consider the major and public sectors. A list of some key trends is offered for consideration and inclusion in the future projects discussion. Transition to digitally converged world: Almost all aspects of t audio, and other communication technologies are converging into This newly converged medium requires robust, secure infrastructu recordings directly to the Internet without any sophisticated inr equipment. Support for legacy systems while migrating to more robust system systems while planning for their phasing out is critical. Howev-scale investments are required to replace such systems with newer technologies that are scalable for the future. Increased importance of computer and telecommunications security both physical and logical, is critical to protecting the data aned and maintained by government, but should not limit opportunities for new forms of digital civic or employee engagement. Management of and investment in information technology: Informat the functionality of government and requires high-level managerial attention, as well as appropriate investment. Governance structures and IT service management quality of IT investments. IT service management, as is found i Infrastructure Library) best practices, centers on a pervasive shat enables end users to work more efficiently and effectively, while buildi technology assets within an organization. This repository of kn impact on IT investments and effective risk management as is found in utilizing asset management and GPS/GIS to maintain appropriate inventory and rap works issues, such as broken water mains. One of the most exciting, albeit challenging, trends associated e use of personal technology in the workplace. Smart phones have individuals use them to transact personal business, such as soci and online shopping. These devices are changing the role of tecin the workplace by 6 making it ubiquitous, irrespective of the associated security an issues. Green computing has become a popular term in the technology real financial pressures on governments due to economic conditions, organizations are working to improve their energy efficiency by consolidating data centers, m investing in cloud computing. The use of cloud computing to manage basic applications and data increasingly useful option for local governments. In particular, p limited service access and governmental control and ownership of is expected to have positive returns for local jurisdictions. Information systems are a necessary investment in the overall business pla requirement to conduct future governmental affairs. Attention p technological trends provide a foundation and roadmap for examinrojects. 7 3%#4)/. 2-!*/2 /2!.'% #/5.49 )4 ACCOMPLISHMENTS This section outlines the major technology achievements in Orange County over the past five years. The level of technologi sophistication is particularly impressive in the County, given the size of the IT Department and the level of funding allocated to technology endeavors. It should be noted that the listing of accomplishments noted below do not include upgrades and replacements of pre-existing services and applications. The list below is solely composed of new accomplishments and IT offerings and is divided into externally facing services (under the heading, /z·zé; w; ·zwz¦ a m;;· {;©Ýz-;) and internally facing services (under the heading, h© m; /Ò·ä h¦;© ·z {;©Ýz-;). #¨³¨¹¤ 2¤« ³¨®²§¨¯ - ¦¤¬¤³ 3¤±µ¨¢¤² Online Services Orange County boasts 45 distinct online applications and service the relatively small size of the IT department, and places the Crth Carolina in online service provision. Development and Support of Parks Locator The development of a new interactive, Google Maps integrated web for parks available throughout the County, including municipalitThe development and ongoing support of this tool is an additional service on top of existing. Addressing Services With Enterprise GIS being consolidated into the IT organization, (including municipalities) addressing services, allowing citizens to more readily access st uniform GIS data. Tax System Support With the implementation of the new tax system, OCIT is now suppo (collections, assessment and the PIN App) and their integration with other enterprise tools. PIN/TMBL/Parcel Lookup Tool Development and Support Although the County has fully transitioned all land based activi system, IT implemented a new web based lookup tool for the public, who may still be using older land identification systems 8 Support of Subscription Services via Website This added service allows the public to sign up for distribution the service is integrated into the County website. Streaming Videos of BOCC Meetings In providing live and archival video of BOCC meetings, OCIT is s process and serving as technical liaison with the vendor in trou this additional service. Public Wireless Hot Spots The County IT Department deployed and manages hotspots for publi County facilities. Centralized County Website (Management/Support) Prior to 2006, website management was performed ad hoc, and distributed across all departments. The Orange County IT Department has deployed a centralized templ ensure all website authoring be consistent and professional. National Map Standards Compliance In 2009, IT undertook an activity to bring county map data in line wit standards. In doing so, the County gained significant synergies resources to perform the initial conversion and to support the ongoing maintenance of this data as part of this additional service. GIS Data Synchronization In 2009, OCIT implemented real time synchronization of GIS datab Chapel Hill GIS and Carrboro GIS (OC currently provides this serce for Hillsborough) for all streets and addresses, greatly increasing levels of timeliness & accurac more reliable and effective collaboration between our important BOCC Meeting Support IT is now providing pre-meeting setup support for all BOCC meetings, including A/V equip public network availability, streaming video services and any ot the meetings. Online Pet Registration The IT Department deployed a new Internet based tool with which the public can register Online Recreation Registration The IT Department provides a web-based service for the public to sign up for parks and recreation classes, team sports and recreational facilities. 9 /± ¦¤ #®´³¸ /¯¤± ³¨® « 3¤±µ¨¢¤² Strong Password and Laptop Encryption Efforts Strong password security and laptop encryption projects were imp County data. Training Room Orange County IT has outfitted and continues to support a dedicated training facility for technology based staff training. The ongoing configuration of the training each training program, and the support necessary to ensure its sl service, added in 2010. Mobile Email Support With increasing availability of email on personal mobile devices, IT provides support services assist staff in configuring their devices to leverage County email. Document Management System for DSS IT collaborated with DSS to implement a new document management system fo management. Phone System Implementation and Support OCIT assumed responsibility for telephony services for the Count support of 694 phones and attendant back office equipment (this transition occurred without movement of existing telephone support staff from the Purchasing Move Support Over the past three years, IT has coordinated the technology mov laptop technologies) for approximately 460 employees. Additional Server Support In order to support new technologies and ensure existing servers-to-date, Information Technologies purchased and implemented 38 new serverile retiring only 16, a net gain of 22 servers. Increased Laptop Support Since 2006, IT has deployed 336 new laptops, while retiring only 84 Laptops, with a net gain of 252 laptops managed by the IT Department. Increased Desktop Support Since 2006, IT has deployed 508 new desktops, while retiring 445, with a net gain of 63 desktops. Audio/Video Support IT provides support for Audio Video equipment used in meeting rooms across the County. 10 Support Requests Providing technology support to County staff rema and relied upon services. The tables below illustrated the volu handles, as well our measured performance in satisfactorily reso 300% increase in incoming trouble tickets over the time period, wh remained relatively steady. This trend of responsiveness is particularly notable, given the no increase in IT staffing levels. Furthermore, during interviews with department heads and staff, all interviewees noted an increase in customer service an years. Measure Significance 2006 2010 Numbers Numbers Network and Measures percentage of time in which 99.92% 99.62% Server Uptime network connectivity and servers are available. This includes planned off-hours downtime for maintenance Incoming This is the total number of service requests 2447 7,232 Trouble Tickets called into IT from County staff P1 tickets This is the percentage of Priority One help 87.50% 72.57% tickets resolved within 4 hour target P2 tickets This is the percentage of Priority Two help 69.81% 76.89% tickets resolved within 9 hour target P3 tickets This is the percentage of Priority Three help 74.94% 82.48% tickets resolved within 40 business hour target Backup Success This is the success rate for data backups. 94% 98.42% Rate % Incoming emails Numbers of emails received from outside 8,110,193 41,482,502 County network Incoming emails Number of emails received from outside 8,004,328 39,200,807 blocked as spam County network blocked as spam 11 3%#4)/. 3%26)#% !,)'.%$ )4 ).6%34-%.4 342!4%'9 4§¤ 6¨²¨® The technology vision for Orange County capitalizes on the benefits derived from strategic technology planning and investment, both for internal departments and exter aligned investments. In the service aligned investment model, IT investments are driv and departmental needs and focus on agility in the provision of - aligned model is dependent on a clear understanding of County priorities and how business is conducted by County departments and the citizens who interact wi In order to facilitate this understanding, the County IT DepartmBusiness Relationship Manager roles within its department. In order to establish these critical roles, additional IT staff are required to ensure that service levels do not deter Managers work with departments to gather mission-critical knowledge. The Business Relationship Managers work closely with departments, developing knowledge and understanding of their business processes, objectives and technology needs. By employing strong strong technical capabilities, the IT department can achieve a holistic understanding of how services are consumed by the business, how ITs actions affect departmental productivity, and how to provide innovative solutions. The IT Department can review and enhance iofferings and capacity using these resources. Furthermore, it is critical that strategic technology planning become an in -range planning of the County. It is important to note that this strategic technology plan is not limited to technological infrastructure, hardware, and software, but rather, encompasses management functions. Therefore, the strategic technology visio for Orange County includes: The adoption of a strategic technology investment strategy that aligns functional County departmental goals, objectives, and needs with technological solutions. In essence, the business of government will become enabled by te technology driving the business changes. Build upon and extend the utilization of performance metrics and customer service commitment to ascertain progress. Utilize IT service management as a mechanism to provide superior and problem resolution. Enterprise approaches to strategic IT investments are also centr scale and holistic solutions. Provide County residents and staff with more convenient, open access to information in order to facilitate decision-making. 12 Recognize and embrace the value of innovation as a critical means t The driving vision for information technology (IT) within the Co enterprise-wide focus on IT, a focus on the customer and the use of IT as an enabler in efficient and effective customer service. 2®«¤ £ 2¤²¯®²¨¡¨«¨³¨¤² ®¥ )4 $¤¯ ±³¬¤³ The guiding mission of the Information Technology Department, in provide strategic oversight of information technology in order to provide better and more cost In support of BOCC priorities, Information Technology works with departmental staff to ensure technology is deployed in a cost-effective manner, while focusing on improving efficiency, collaboration, reduction in error rates, statutory compliance, and increasing levels of customer service and services to the public. This plan links the IT objectives to the goals and objectives of the governmental enter departments, in order to meet citizen needs using flexible, prod Furthermore, the County IT Department, along with other County departments, is responsible for creating a quality-focused, highly productive, responsive organization, which meets customer requirements through continuous improvement of products department is to support the business units within the County throug technology, in a manner consistent with service-aligned IT. In addition, enhanced efficiency, effectiveness, and service delivery are critical to the Departme organization at large. w; L 5;¦ ©·;· z ;©Ýz-; ©m zé ·z Þwz-w ¦;© ·; ;ä · ;;· ·w; ;;7 E /Ò·ä ;¦ä;;r ©;z7;·r Ýzz·©r 7 ,Òz;;u w; ¦©;-· Ò7;©· ; ,ä ·w; L 5;¦ ©·;· ©; 7©zÝ; ,ä ©m zé ·z 7 7;¦ ©·;· ;;7 7 ¦¦©·Òz·z;u 13 /¯¤± ³¨® « %·¢¤««¤¢¤ Foundation As service-aligned IT evolves in Orange County, the County IT Department wi foundation of operational excellence, as outlined in the followintly service-aligned IT model. Provide Excellent Leadership Ensure Strategic Use Education Decision Support Customer Service of Technology Insure stable and Set technology Ensure software Ensure users Assist County productive direction and purchases and are properly departments in technology standards development are trained on assessing environment that based on consistent with essential software supports service aligned existing technologies purchases departments in investment technology the performance methodology standards of their missions Respond to Staff the Ensure support for Provide Evaluate buy requests for County IT enterprise tutorials for vs. build service within Governance solutions self-paced software specified Committee learning solutions timeframe Provide Develop a Determine Make e-Ensure deliverables vision for interface learning contractual within promised technology in requirements to opportunities standards of timeframes the County existing systems available support Defining clear Facilitate Identify emerging Provide Assist scope of organizational technologies documentation departments in expectations process which will meet for key management with end users improvements processes and service needs delivery Assist end users in identifying needs and understanding requirements 14 /¯¤± ³¨® « 2¨²ª² $´¤ ³® 3³ ¥¥¨¦ ,¤µ¤«² As previously noted, Orange Countyroughly half the size of comparable counties in North Carolina. The under-resourced department is a major concern for current and future project success. While the IT department has accomplishe the limited staff, most projects take longer than would be ideal due to the under-resourcing. Additionally, many critical projects that focus on security, and improved functionalities for County staff are not able to be implemented due to the staffing limitations. Staffing levels must be increased to undertake the recommendatio this plan. The following chart provides a comparison of staff sizes for reference and specific position recommendations are noted under Section 4. County: Staff # in IT IT Operating IT Operating Total IT IT Capital Department: Budget Budget (Non-Operating Budget (Personnel) Personnel) Budget Cabarrus 21 FTEs $1.678 million $1.875 million $3.56 million None noted Catawba 27 FTEs $1.586 million $1.948 million $3.534 $1.1 million million (licensing and upgrades) Durham 33 FTEs $2.6 million $1.07 million $4.39 million $1.7 million (lifecycle replacement for IT equipment) Pitt 32 FTEs $2.342 million $895,402 (MIS) $3.3285 Fluctuates (MIS) + +$219,103 million (MIS) between $299,013 (GIS)=$1.115 million + $538,103 ~$100K-$500K (GIS)=$2.64 (GIS)=$3.867 annually for million million loans for equipment Orange 14.7 FTEs (4 $1.193 million $920,260 $2.113 $500,000 are GIS, 10.7 million (lifecycle are IT replacements) specific) Notes: Catawba: IT Department also oversees the Communications Center/E-911 but those staff counts and budget numbers are not included in the chart above. Durham: DSS (3 staff), Library and Register of Deeds (1 staff) have additional IT staff and IT information noted above. Pitt: IT department supports all county departments; DSS, Public and Sheriff budget for the majority of their hardware needs (PCs, laptops, printers) in reflected in IT budget. 15 3%#4)/. 342!4%')# %.4%202)3% 4%#(./,/'9 ).6%34-%.43 Overview 1 The following pages will outline how the recommended IT projects and initiatives, as defined by the Orange County Board of County Commissioners, the Orange County d excellence objectives. Additionally, the projects will be prioritized based on mission impact, and level of interest expressed by key stakeholders. As prioritized projects in the remainder of Section 4, it is imperative that the following framework is applied and followed in the order prescribed. As information technology investments increase across Orange Cou increase the level of staffing, funding and support for these value-add services. The most critical components to ensuring the success of the projects in the coming IT investment noted in the schematic below: Innovation Business Support IT Processes IT Utility The IT Utility function is the base of support for all technologincluding efficiency and effectiveness gains, as well as innovation and enhanced service for current and future IT investments, the County must increase the current staffing level of the IT department. It is impossible to overstate the importance of increasing the current staffi to engaging in the majority of the recommended, high-impact projects that will enable the County to be a leader in citizen service and effective and efficient gover Without increasing IT staff, the bulk of the projects contained in the following pages should not increase risks for Orange County in economic, legal, and politic 1 All requested projects from the various interviews with Orange C Appendix A. 16 Goals The Orange County Commissioners have identified the following strategic areas of priority, which have been aligned to specific technology solutions. Goal One: Ensure a community network of basic human services and infrastru protects & promotes the wellbeing of all County residents. Goal Two: Promote an interactive & transparent system of govern Goal Three: Implement planning & economic development policies w local economy, & which promote diversity, sustainable growth and community values. Goal Four: Invest in quality County facilities, a diverse work performing County government. Goal Five: Create, preserve, and protect a natural environment wildlife, important natural lands and sustainable energy for pre Goal Six: Ensure a high quality of life and lifelong learning that champions dive levels, libraries, parks, recreation, and animal welfare. The following section offers a goal alignment matrix between spe atrices reflect two broad categories, Citizen Engagement and Relationship Management (externally focused activities) and Internal County Operations (internally focused activities). Furthermore, each category has three levelr the various activities. Following the matrices is a more detailed description of the var recommendations offered for consideration as part of the Orange Technology Plan. 17 The technology priorities center on specific categories of enterprise projects. Priority ranking projects are offered in each categorical area for Orange County assessed by the recommended IT Governance Council and be revisediate. Priority ranking levels are described in the table below: Priority Description Level Ranking Level One A Level One project should be started within the next year in order to meet critical business support requirements. Level Two A Level Two project should be started within the next two years in order to further citizen and employee impact needs. Level Three A Level Three project should be assessed and started within the next three years to ensure innovation and technological advancement are occurring within Orange County. As the recommendations are presented, please refer to the follow multi-faceted nature of IT investments and how many areas outside of t to making such investments successful. 18 MANAGEMENT 3³± ³¤¦¨¢ &®¢´² !±¤ #´²³®¬¤± 3¤±µ¨¢¤ÿ )¥®±¬ ³¨® !¢¢¤²²¨¡¨«¨³¸ Improve citizen communication and transparency Provide strong reporting capabilities Ensure accurate information Interface data between systems Extract data quickly from internal systems Ensure a Promote an Stimulate Invest in Create, Ensure a community interactive planning and quality preserve, and high Technology network of basic & economic County protect quality of Investments human services transparent development facilities, a sustainable life and and system of efforts , diverse natural lifelong infrastructure governance maintain work force, environment learning balanced local and economy technology Website Improvements: improve the County website to include more intuitive design, additional features for citizen engagement (like RSS and video feeds), and better updating mechanisms for County staff Comprehensive Licensing, Planning, and Inspections Software: upgrade to sustainable, supported software suite for licensing, inspections, and planning Paperless Agendas and Tablets for Commissioners: utilize paperless agendas and tablet options for Commissioners when possible or desired 19 Ensure a Promote an Stimulate Invest in Create, Ensure a community interactive planning and quality preserve, and high Technology network of basic & economic County protect quality of Investments human services transparent development facilities, a sustainable life and and system of efforts , diverse natural lifelong infrastructure governance maintain work force, environment learning balanced local and economy technology Recording of All Commissioners and Committee Meetings: invest in fixed technology and fixed location to ensure recordings of all committee meetings in cost- effective manner Social Media for Citizen Engagement: utilize social media for citizen engagement, including summaries of advance information related to hot topics, etc 20 0±¨®±¨³¸ Two Initiatives Ensure a Promote an Stimulate Invest in Create, Ensure a community interactive planning and quality preserve, and high Technology network of basic & economic County protect quality of Investments human services transparent development facilities, a sustainable life and and system of efforts , diverse natural lifelong infrastructure governance maintain work force, environment learning balanced local and economy technology Increase field-based applications: deploy field- based applications for County staff when possible (inspections, etc) Public Comment via Technology: allow public comment via technology, such as online surveys, social media commentary, requests for service Increase Access to High Speed Internet and Cellular Service: while outside of the IT County can partner with organizations and efforts like Gig.U to stimulate high-speed broadband and cellular opportunities Mobile Applications: develop mobile application for County website and selected County online services Access to Real-Time GIS: citizens and staff need access to real-time GIS (requires coordination and involvement of Register of Deeds) 21 /± ¦¤ #®´³¸ #¨³¨¹¤ %¦ ¦¤¬¤³ 4¤¢§®«®¦¸ )µ¤²³¬¤³ /¯¯®±³´¨³¨¤² $¤²¢±¨¯³¨® ®¥ )¨³iatives 02)/2)49 ,%6%, /.% Website Improvements and Content Management: The Website is the hallmark of the County, in terms of its publi dissatisfaction with the Orange County website according to the departmental staff. The site is deemed dated and static. While the County improved within the past three years, making it more functional and user-friendly, continued refreshment and redesign is strongly encouraged and desired. First, a comprehensive evaluation, including a usability study and detailed feedback analysis, sh occur to determine the areas of concern related to the website. The County should examine its website and compare the site to those of similar government uniter to determine what upgrades and changes may be valuable to the citiz with a more attractive, user-friendly Web presence. The County should also consider establis Website Council composed of employees and potentially citizens in order to gather regular feedback and suggestions related to the site. The County Website should not be revised until the new Public Information Officer position is brought on-board, as the Web presence will be of critical importance to the new position, as a means of communicating with citizens. In addition, the departments are unsatisfied with the current content update and process. It is recommended that the County assess its current website and business processes should be examined to determine how the website update process can be made more investment in a more user-friendly Content Management System. Additionally, the County departments should be required to commit staff to maintaining annty web pages specific to each department, as it is not the role of the IT dep generation. Finally, pages targeted to specific events within the County which generate significant citizen, business, and visitor engagement opportunities should be featured and streamlined for easier access. Planning, Zoning, Inspections Software: There is a significant need to invest in a comprehensive planninsoftware solution with GIS integration. Currently, the department is using an outdated system that does not share data with other departments and is reliant on custom progr 22 comprehensive planning, zoning, and inspections software solutio efficiency and responsiveness. The County should conduct an evaluation of software offerings through the IT Governance Council to determine the most appropriare solution for the enterprise. In order to most effectively implement a project of this magnitumportance to the County (the comprehensive planning, zoning, and inspections soft that the County hire a third party, external project manager for should report to County administration (County Manager or Assistant County Manager) to ensure that all parties involved in the implementation and use of the new so fairly represented. As the County continues to expand its technology initiatives to engage c meetings. First, it is recommended that the County select one or two locations for all Board of County as all committee meetings. The location(s) need to be properly equipped with state-of-the-art equipment for recording the meetings for live web-streaming, archiving, and television productions. Furthermore, the design of the rooms should accommodate technology for both Commissioners and citizens, such as screens regardless of location in the room. By dedicating a one or two locations with high-quality audio and meetings with uniform quality and results. If the County cannot afford to properly equip two locations with- quality web streaming and television production, it should consider leveragin similar low-cost online application for streaming meetings. Other jurisdict Ustream plus an iPad with an attached telephoto lens for recordimeetings and posting the content online. Such endeavors will still require someone to set up and but the costs for implementation will be substantially lower tha-quality room. In addition, the Commissioners and County should consider implementing true p all Commissioners, with an option for printed items for selected large-format items or for those Commissioners desiring hard copy versions. Currently the Countynsiderable tax payer dollars on printing agenda packets for each Commissioner and hav-delivered by Sheriff deputies to each Commissioner. Moving to a tablet op packets will save money, improve the environment by printing less paper and eliminating hand deliveries, and it will demonstrate a commitment to being a prog-savvy community. The use of tablets and paperless agendas (and agenda commonplace among North Carolina local governments and is much lauded by elected officials once they become familiar with the technology and tools. 23 Social Media: Across the country, local governments are utilizing Facebook, Tw forms of social media to engage their citizens, solicit feedback, and provide additional ou information. Orange County currently does not have an official social media presence consider developing a presence, as well as policies to govern us the workplace. In order to most adequately develop the social media presence, t Public Information Officer. The position is not part of the IT scope of this plan, but consideration should be given to the issue. In terms of the policies governing social media usage within the County, the Human Resources Depart the IT Department have worked together to develop appropriate pod only be involved in policy making to the extent that social medi County, like bandwidth consumption, security risks, or virus potential. In terms of social media presence, Facebook is the most commonlyin government, with organizations choosing to create Fan Pages for information Facebook policies, individuals are allowed to comment on any pos therefore, it is advisable that Orange County create a Comments Policy that indicates the informative nature of the forum, as well as articulates what form of comment 02)/2)49 ,%6%, TWO Field-based (Mobile) Access: A commonly requested application among all department heads and line staff is mobile field-based access to critical applications, including laptops, tablets, and a wireless network. Many County department heads and employees work from remote, field locations-hours and desire the ability to access their programs and files through a VPN client or sim security issues related to such remote access are important to a combination of technical solutions and in-depth end user training. During consideration of mobile access extension, the County needs to develop a justification pr of access requests, including creating legal guidance related to rent software packages do not support mobile deployment, so as t outdated or unsupported software, mobility should be an overarch amless mobile access 24 Public Commentary via Technology: Orange County should capitalize on its web presence to allow forn County services, pressing issues, and other matters involving Co uses Survey Monkey for online surveying and this effort should b such as mobile service requests with GPS tagging should be considered as a mechanism for citizen engagement. Finally, the County should leverage its web presenc presence to develop additional feedback channels for citizens, i proposed ordinance or policy changes. Increased Access to Broadband and Cellular Services: The County is not able to actively improve the broadband connectivit County, nor would such an effort be part of the County IT depart, the County Commissioners, management team, and CIO are encouraged to work w Association of County Commissioners to help pass legislation all counties to incentivize private build-out of such connectivity or to develop public-private partnerships to address the issues in coverage. Other efforts, such as Gig.U, should also be followed efforts hold potential for expanding and incentivizing broadband In terms of cellular coverage, the County is currently investigating building public safety needs of the County. If this effort is undertaken those assets as lease options for cellular providers (or wireless Internet providers) as a means of revenue generation and expanded coverage/offerings. Mobile Applications: The County IT Department should continue its excellent work in t offering additional County mobile applications. First, the County should create a mobile app of the County website. Other possible mobile applications include a pe complete with QR codes, animal shelter applications related to l-based applications offering information about governmental services su Real-Time GIS: Several County departments noted the need for citizens and staff-time GIS available. Currently, the Register of Deeds data is not uploaded on a daily basis to allow such real-time access to deeds, so the County should work closely with the Register to de integration of their data in near-time in order to accomplish this request. The County IT departmnt does not manage the Register of Deeds data so County management process to determine how to achieve this important request. 25 3³± ³¤¦¨¢ &®¢´² !±¤ %¥¥¨¢¨¤¢¸ )¬¯±®µ¤¬¤³s É #®²³ 3 µ¨¦²ÿ 2¨²ª £ ,¨ ¡¨«¨³¸ - ¦¤¬¤³ Reduce risks and fines Increase productivity & efficiency Avoid penalties of non-compliance Ease inter-departmental Provide strong user security communication Reduce long term costs Maintenance of software assets Ensure stewardship of city resources Maintain current releases and system sustainability Ensure a Promote an Stimulate Invest in Create, Ensure a community interactive planning and quality preserve, and high Technology network of basic & economic County protect quality of Investments human services transparent development facilities, a sustainable life and and system of efforts , diverse natural lifelong infrastructure governance maintain work force, environment learning balanced local and economy technology Increase IT Staffing Levels: additional IT staff are needed to deploy and maintain the desired projects articulated by the BOCC and the County departments IT Governance Council: ensure that IT is aligned with the business and delivers value, its performance is measured, its resources properly allocated and its risks mitigated Communication Process Improvements: improve communications between IT department and other departments through multiple channels, including regular meetings with department heads and user meetings Training for County Staff: ensure adequate training (funding for training) for County staff for all major IT purchases (software) 26 Ensure a Promote an Stimulate Invest in Create, Ensure a community interactive planning and quality preserve, and high Technology network of basic & economic County protect quality of Investments human services transparent development facilities, a sustainable life and and system of efforts , diverse natural lifelong infrastructure governance maintain work force, environment learning balanced local and economy technology Shared Accountability and Authority: a shared model of accountability and authority is necessary for technology project success Computer and Network Replacements: lifecycle replacement for computers and network equipment Connectivity and Network Expansion: County spends substantial amount on network leases, explore County fiber runs between facilities (or wireless) Inventory and Coordination of Systems between Fire Departments and EMS: deploy unified system between agencies to ensure coverage and adequate coordination, including radio/cellular coordination SAN Expansion: accommodate data and information explosion and ensure data is available upon request Virtual Server Hosting Shelves and Physical Servers: replace aging equipment to ensure application and data availability Microsoft Office Upgrade or Microsoft Enterprise Licensing Agreement: ensure software is current and supported, with appropriate licensing for all County machines 27 0±¨®±¨³¸ Two Ensure a Promote an Stimulate Invest in Create, Ensure a community interactive planning and quality preserve, and high Technology network of basic & economic County protect quality of Investments human services transparent development facilities, a sustainable life and and system of efforts , diverse natural lifelong infrastructure governance maintain work force, environment learning balanced local and economy technology Required Use of Technology: require departmental staff to utilize new technology in order to gain efficiencies in County operations Business Relationship Managers: as staff are hired, develop business relationship manager roles to facilitate IT service delivery ITIL: invest in IT management strategy (ITIL) to ensure that customer service is consistent and paramount, while accurately capturing all requests Service Level Agreements (SLAs): implement SLAs with departments to establish realistic expectations for service, given IT staffing and time constraints Project Justification Methodology: develop project justification methodology to be utilized by IT Governance Council to set guidelines for project requests and to assist with prioritization of projects Performance Metrics: implement additional IT performance metrics to continually monitor IT inputs, outputs, and outcomes 28 0±¨®±¨³¸ Three Ensure a Promote an Stimulate Invest in Create, Ensure a community interactive planning and quality preserve, and high Technology network of basic & economic County protect quality of Investments human services transparent development facilities, a sustainable life and and system of efforts , diverse natural lifelong infrastructure governance maintain work force, environment learning balanced local and economy technology Location of GIS: GIS should continue to be centralized, either as a stand-alone department or within IT, in order to ensure maximum coordination and minimal duplication of efforts Virtual Desktop Infrastructure: utilize virtual desktop infrastructure to minimize computer replacement costs, as well as to centralize IT servicing efforts on individual machines Standardized Applications and Data: when possible, the County should move to standardized applications and data formats to ensure seamless integration of services 29 Techn®«®¦¸ )µ¤²³¬¤³ /¯¯®±³´¨³¨¤² $¤²¢±¨¯³¨® ®¥ )¨³¨ ³¨µ¤² 02)/2)49 ,%6%, /.% Staffing Needs within IT Department: There is a clear need for additional staff within the IT Departm operate as a high-performing organization, sufficient staff is required to complet manner, as well as maintain operational level support. Without increasing the staff in department, many of the projects requested and recommended in th implement. Key positions needed in the IT department include: 4 Senior Systems Analysts, 1 Applications Division Manager, 1 Network Engineer, and 1 GIS Addressing Coordinator. Additional detail on these needed positions can be found in Appendix C. One noted process area of improvement within IT staffing can be a key Business Relationship Manager roles within the Information Techn specific IT staff will rotate between departments to assess busi knowledge of daily operations, and partner with departmental staff to create technical solutions and enhancements to operational, tactical, and strategic issues. Es Managers will assist in developing proactive solutions to busine the often reactive process used currently. The adoption of this model Information Technology Governance Structure: IT Governance is becoming an increasingly important topic in the public sector. The rol governance is to ensure that IT is aligned with the business and measured, its resources properly allocated and its risks mitigatThe IT Governance Council is not directly involved with traditional maintenance and infrastructur various competing demands for IT staff time and IT investment do departmental IT projects. For example, the Governance Council would assess all IT project requests from various departments during the budget process and then make and project prioritization (related to IT staff commitments) in of the County as a whole, not the individual desires of competing d The IT Governance structure should be established by the IT Depar ensure that senior management is involved in the Governance procGovernance 30 Chairperson for at least the first year of the endeavor. In add be composed of selected department heads and senior leadership i Technology Department with project prioritization, goal alignment, and risk management. The ideal size of the IT Governance Council ranges between five and nine i Council can be established and formalized without additional IT suggested IT Governance Structure is found in Appendix B. Communications Process: One area for improvement is communication, both internal and ext Improved communication tools and procedures are critical to the the Orange County IT Department. The culture within IT is improving, per d IT staff offer a unique opportunity to discern potential problem lead to improved processes and products upon completion. Furthermore, better communications will improve trust among staff, both with management and with peers. In order to enhance communications within and outside of the IT meetings should be held in order to encourage staff participation and involvement. An investment in and use of a County Intranet or other collaborative tools should project materials, contracts, purchase orders, and other forms oIT leadership should develop consistent communications with other d increase knowledge of County IT policies and procedures. As the for the senior IT staff to regularly meet with the County departments to determine their needs, analyze their business processes, and offer ideas for innovation through technology solutions. Overall Training and Utilization of Current Investments: Orange County has made significant investments in a variety of quality software applications. Prior the procurement and deployment of new systems and applications, user utilization of the full functionality of such programs shoundividuals in users in the County appear to have similar utilization rates, although some departments expressed significantly lower rates of utilization and understanding of deployed software functionality. End user training, as well as IT staff training, is critical to improving Training for End Users: Approximately sixty percent of the variance in technology to the training available to end users. However, governments of expendable resources, not recognizing the connection between tra return on investment. In order to increase technology adoption and to facilitate succe 31 technology solutions for the departments, investments in end use should be made in a variety of technology areas, including the bice suite, the email system, the calendaring system, enterprise packages such as Munis, shared technology resources (i.e., shared network drives), and department-specific packages. All new technology deployments should include a detailed training plan that addresses the variety of learning styles within the County. Training is critical and should be adequately funded using best-of-breed training approaches. A half- day mandatory technology training session for all new employees required within the first week of employment, along with additional continuing education opportunities to ad worker knowledge of Orange County systems. Shared Accountability and Authority Model There are two major issues related to the accountability and authority of the Orange County IT Department. First, the County needs to take a shared accountability approach critical that senior County leadership and County department heads work together to implement technology solutions that improve efficiencies, effect Within the County departments, it is imperative that specific st problems. If those problems are outside the technical reach of department should be involved in the communications with the vendor. However, it is not feasible to expect the IT department to interface with the various vendors w describe the issues. Together, the shared accountability and authority model, supported by County leadership, will lead to more efficient and effective service delivery from the IT Department. Second, the County should implement a mechanism for ensuring ade management for all major expenditures of tax dollars. In order to ensure project success, particularly technology-related, the County needs to enforce a disciplined approach to u requirements, ensuring end user testing, and requiring training HR department and senior management work with the IT department to determine how to measur staff participation in these efforts and tie their participation developing a disciplined process and requiring shared accountabiwill be substantially more beneficial to the County. 32 Inventory and Standardization of Fire Department Software/Equipm Currently, Orange County is undergoing an inventory of fire depa volunteer organizations. As the County works with the various departments, it is important to consider the use of standardized software and hardware between t County Emergency Management Services. The utilization of one st data to be shared without substantial manual data entry, and will also allo to work more closely with the departments by utilizing data anal Connectivity and Network Extension: Fiber and wireless networks are the future of the public sector. As the County continues to expa service locations and increase service provision, it is essentia infrastructure are included in such extensions. Clearly, fiber critical to Orange County, in terms of connecting geographically dispersed governme planned and budgeted for, as part of the capital budgeting proce the installation of fiber loops across the county, particularly to remote locations, for redundancy, continuity of business operations, and public safety. As new fa requirements, such as fiber optics, should be included at the on It should be noted that this network infrastructure is specifically related to Coun part of the larger strategy to increase broadband access to Oran In areas where there is limited network connectivity or cost-prohibitive fiber installation, wireless investments (Wi-Fi, Wi-Max, or licensed spectrum point-to-point) may prove to be more cost-effective than fiber. In addition, the interest in the mobile workforce, requires the utilization of existing wireless networks or the creation of new n public sector utilization. A variety of efforts at the federal local governments to access dedicated public sector spectrum for use in the creation of such wireless networks. The application of wireless networks has demonstrated in terms of man hours and citizen perceptions. As the network e that run on wireless networks should be increasingly procured. .¤³¶®±ª £ 0# 2¤¯« ¢¤¬¤³ The County should continue to invest in PC and network equipment ensure that that County remains on a stable, supported infrastru of hardware and equipment (PC, server, and network) is considered to be routine from a Capital Improvement Fund. Following an industry standard maintaining warranties, as well as equipping County staff with sufficient infrastructure to support their increasingly technology-dependent work. 33 Virtual Server Hosting Shelves and Physical Servers: The County should continue to invest in the consolidation and vi, which requires additional virtual server hosting shelves and rep virtualization efforts, many small physical servers are replaced by one larger physical increase the utilization of costly hardware resources such as CPUs. Server Virtualization allows for a reduction in the total number of servers. As a general rule, one ten servers. By enhancing its virtual server environment, Orange County can improve its total of server ownership through reduced hardware maintenance costs, and addition, the movement to a virtual environment is essential for disaster recovery. Storage Area Network Expansion: As governments continue to collect data and information at an exponential rate, and subsequently store that data within the information systems, computing resour County should invest in a Storage Area Network (SAN) expansion i main technology resources, thereby extending their usefulness and reducin Upgrade and Standardization of Microsoft Software: As the County continues to invest in technology to gain efficien enhance transparency and accountability, standardization becomes more critical-alone systems are still being used across Orange County departments, l- functionality of data sharing and importation between business uea of standardization should be concentrated on the MS Office Suite an a County-wide standardized platform, there will be substantial increases systems, speed of upgrades, continuity between departmental offerings, and responsiveness of the IT department to customer needs. The County has two options relate environment. Option One is to procure the Microsoft Enterprise allow the County to remain current with respect to Microsoft versions. This option devices to the current version of Microsoft by procuring individcenses for each machine. This is a more cost-effective option but it does not ensure that the County will sta-to-date on its Microsoft offerings. 34 02)/2)49 ,%6%, 47/ Required Use of Technology in Departments: A common misconception stems from the belief that IT departments can enforce user departments to adopt new technologies to improve work efficiencies and effectiv Administration is the proper vehicle to ensure the adoption of n is a customer service organization, focused on delivering value-add products to its users. By requiring County department heads and line staff to adopt new or enhanced significantly improve its technology utilization rate, as well as become more effective in its operations and citizen services. As County management works with departmen adoption of technology, performance evaluations must reflect suc Business Relationship Management Model: One noted process area of improvement within IT staffing can be relationship management (BRM) model within the Orange County Inf Department. In this model, key IT staff will rotate between departments to assess business process, gain better working knowledge of daily operations, and partner w technical solutions and enhancements to operational, tactical, a BRMs will assist in developing proactive solutions to business unit problems o often reactive process used currently. The adoption of this model does require an increase of IT the departments. ITIL (IT Service Management): One popular way to organize IT Service Management is through the Technology Infrastructure Library (ITIL). ITIL contains codes o servic demands; cost-justifiable service quality; role and responsibility definition; and demonstrable performance indicators. Orange County should consider investing in training on ITIL principles determine if the framework would add value to the Help Desk and Service Level Agreements: In alignment with IT Service Management, it is recommended that Orange County move toward t establishment of Service Level Agreements. SLAs are contracts b indicate the terms of service that will be provided. For examplments create service level agreements with their internal customers (d 35 around response time to requests, server uptime, or network reli consider the role of SLAs in the organization, in particular, as a means of communicating customer service standards for internal clients. Additionally, as the County looks toward implementing IT Service Agreements (OLAs) and Underpining Contracts (UCs) should be implOLAs define how the IT Department (and other IT groups within the County) work together requirements. An OLA often includes hours of operation, responsibilities, auth supported systems, etc. OLAs are internal agreements that ensure the IT staff (centralized and within departments) support the common goal of providing superior custo contractual agreements between third party suppliers of IT Suppo These contracts must be kept up to date and ensure that the third p support as necessary. Project Justification Methodology: Orange County needs a formalized project justification methodoloby the IT Governance structure. The project justification methodology enterprise impact, timing of the project, cost of project, man h mandatory nature (i.e. statutory requirement). Currently, the individual departments, due to the budgeting structure, are deciding which projects to undertake, w Department. Moving forward, the IT Department should have invol technology investments in the County, but the oversight on project selection and prioritiz to be conducted by the Governance structure noted above. : IT Performance Metrics The following metrics are offered as a means to evaluate County IT performance. Internal Business Process Metrics: IT Support Cost per Employee: IT staff salary and fringes divided by the total number of County employees they support Compare the IT Support Cost per Employee to Local Private Suppor cost is lower than outsourcing the work; the comparison must be exact, with the same services and service levels provided by both groups in the comparison) IT Maintenance and Support Cost per Employee: same formula as above, but add in the total maintenance costs for the County and then divide by the total number of County employees Percentage of PCs currently under manufacturer warranty 36 Customer/Stakeholder Metrics: Customer Satisfaction Survey: conducted annually or every six mo a.Supplement this with monthly customer satisfaction surveys based on help desk tickets Infrastructure Incident Resolution Index (SLA): Incidents resolv Incident resolution within SLA target Percentage of problems resolved within 4 hours, 8 hours, 24 hourr SLA) System Availability by application priority level: Measured as percentage of employees affected by outages, based on application o priority level (as established by the IT Governance Council) Measured as percentage of business hours affected by outages, based on application o priority level (as established by the IT Governance Council) Percentage of help desk calls resolved at the time of the call Percentage of project requests addressed: On time o On budget o Within pre-agreed upon scope o Average time required to repair pc/printer Continuous Improvement: % Costs for Value-Added Services Cost-Benefit of Efficiency Improvements, including Cost Savings from Business Alignment: Percentage of IT Hours Allocated by Business Priority Percentage of IT Hours By Business Initiative Expenditure by Business Initiative Learning/Innovation Metrics: Number of innovations implemented (divided by) Number of innovat employee over a given period Training days per employee: demonstrates increased skill-sets Certifications per IT personnel: demonstrates knowledge gains 37 02)/2)49 ,%6%, 4(2%% Location of Geographic Information Systems: Currently, GIS is decentralized with staff in both the County Pl As the criticality of GIS to all departmental and enterprise functions structure for the GIS division should be examined. Comparing Orange County with peer counties, based on size, the scope of GIS work, and the staffing within the GIS division, the most common location for GIS is within the Information Technology Department or as a stand-alone department. The County should consider the relocation and restructuring of t greater service delivery to the various internal departments and external c Virtual Desktop Infrastructure (Desktop Virtualization): Virtualization, as a technology, is fast becoming an in-demand technology solution for local governments. It allows for local governments to maximize current resources, wh these challenging budgetary times. Virtualized Servers and Virtu provide a quick response to the business needs of the organizatie projects also reduce the cost of business continuity planning and solve major security is Virtual Desktops can extend the lifecycles of existing computers three years. By implementing a Virtual Desktop Infrastructure (VDI), computer lifecycles can extended to five years or more. Desktop Virtualization will simplify the management of desktop computers. Virtual Machine (VM) Images can be created based upon needs. These images are stored on a central server and can be ins computer remotely. Desktops can be updated without having any doVDI also saves money by reducing the amount of computing capacity that is needed for eacesktop, which results in lower requirements for computing which then lowers overall energy cost Furthermore, approach that many staff desire. In this approach, the individual employees utilize their o environment. The secure environment is not only critical to thecurity of data within 3³ £ ±£¨¹ ³¨® ®¥ !¯¯«¨¢ ³¨®² £ $ ³ : As the County continues to invest in technology to gain efficienness, and enhance transparency and accountability, standardization becomes-alone systems are still being used across Orange County departments, l- functionality of data sharing and importation between business units, especially between like functions such as permitting and inspections or tax. Orange Cou 38 many applications as reasonable, or at least standardize data el seamless data transfer between applications. In addition, the County should move to a standardized data envir and errors. The standardization of data elements is often the most difficult policy to implement within disparate business units, but it allows the creation of c redundant data entry, and more effective management of informatition. It is imperative that the County invest in centralized software 39 #®¢«´²¨® The Orange County Strategic Information Technology Plan provides a framework for t management of Information Technology. It offers a customer-focused approach to implementing and managing IT and uses employee suggestions to provide a roadmap f plan also includes a comprehensive view of County accomplishments over the past decade, as well as examines the current state of technology in Orange County and its peer local governments. Information Technology can be used to provide higher quality ser by providing improved service access, reduced transaction costs,nternal efficiencies. As the County strives to be more customer-oriented and to provide effective services, technology investments become essential. Despite the potential impact of technology, it is critical to und technology to poor or inefficient processes will not produce the requisit gains. Technology is a tool used to improve customer service bu procedures surrounding a given function or process must be revised and fine-tuned in order to provide the highest quality of service. As a result of this nec business process, it is imperative that all technology projects with and continually measured against the Orange County 0±®©¤¢³ 0±¨®±¨³¨¹ ³¨® The aforementioned projects and solutions are offered for considCounty. The projects noted are largely enterprise in nature and are not comprehensive of all requests made by Commissioners or departmental staff. The appendices contain the the interview process for reference and use by the IT Governance As part of continuous improvement around engagement and communication with County staff, the IT Department and County Management will work with the IT Governance Council to verify prioritization of the suggested projects. In addition, after prioritization is confirmed, cost enerated for projects within the prioritization framework by the IT department. Prior to undertaking the projects requested, it is imperative that additional IT staff are hired in order to facilitate successful delivery of all prioritized projects. If staff increases are not appropriated, then the projects should be evaluated against the current requirement-going maintenance and support of the existing infrastructure to determine which effort timelines which are reasonable and reflective of the over-committed, under-resourced IT department. )µ¤²³¬¤³ 3³± ³¤¦¨¤² Although technology investment is necessary as a means of mainta services, as well as competing in the local government marketplae, several steps can be taken to 40 ensure wise investments. First, a cost-benefit analysis of projects should be undertaken, along with a clear, multi-year understanding of the total cost of ownership for a given pr ownership includes hardware and software maintenance, ongoing training, support and allows the government to plan its expenditures in an appropr funding requirements of the project in the years to come. In ades and replacement plans for systems are imperative and must be included in the bud Ideally, the County should separate its budget requests and funding for ongoing IT infrastr project budget requests and funding (typically focused on user departments). Orange County is a successful, technology-friendly government and should continue investing in technology to enhance the internal and external services of the County keeps its eye on growth and the future, it is imperative that technology investments keep pace w Orange County is moving into another exciting period of growth and renewal and technology serve as a tool for improving efficiency and effectivrthermore, technology will allow the County to grow quickly and respond to increase customer demands. The number one benefit of information technology is that it empowers people to do what they want to do. It lets people be creative. It lets people be productive. It lets people learn things they didn't think they could learn b and so in a sense it is all about potential. {·;Ý; . ;©r az-©E· /9h 41 h© m; /Ò·ä {·© ·;mz- LE© ·z ;-wmä t !¯¯¤£¨· ! Commissioners £ $¤¯ ±³¬¤³ « 2¤°´¤²³² 2012 w; /;·;© E© tÒ,z- ;-wmär b/ {-w E DÝ;©;· REQUESTS RELATED TO TECHNOLOGY Ideas Noted During Interviews 1.Improved Internet Access/Cellular Coverage across County 2.Single Unified Database Feeding All Systems and Applications 3.Educate Public about Privacy of Their Personal Information in County Systems 4.Paperless Agenda/iPads or other Tablet 5.Recording/Streaming of All BOCC Meetings (including workshops and committee meetings) 6.Kiosks for Self-Service across County 7.Inventory and Coordination of Systems between FDs, EMS, etc 8.Need to Be More Progressive Technologically 9.Televise BOCC Meetings Live 10.Website Needs Overhaul 11.Push Meeting Summaries to Citizens by Following Morning 12.Push Actual Agendas to Citizens (not links) 13.Change TV Station to Channel Everyone Gets 14.One-Stop Experience with Planning, Inspections, etc 15.Streamline Processes 16.Handheld Devices in Field for Employees 17.Require BOCC to Use County Email Address 18.Establish Policy on BOCC Responses to Citizen Emails, Calls, etc 19.Kiosk with Public Records in County Building 20.Replace Housing Vouchers with Electronic Means 21.Canned Report Generation for BOCC related to Areas of Interest 22.Plan for Getting Ahead and Continued Refresh 23.Technology Capacity 24.Utilize Social Media to Engage Citizens 25.Allow Public Comment and Feedback via Technology (Surveys, etc) 26.Need PIO 27.Focus on Public First with Technology, then Internal 28.More Information Online 29.Coordinate IT Purchasing with Schools 30.Revive IT Committee & Involve BOCC Member 31.FD Issues with VIPER 32.Need Public Access Locations across County 33.Move Quicker with IT Procurement 34.Invest in Training for IT Purchases 35.Require Dept Heads and Staff to Use Technology 36.Develop IT Governance Process with Prioritization Abilities 37.Public Needs Improved Communications from County 38.Public Needs Information Provided Prior to Events, Meetings, etc 39.Gain Understanding of Budgeting/Priorities for IT Procurement 40.Need Education Campaigns for Citizens 41.Need Strategy for Communicating with BOCC in Emergencies (if systems are down) ORANGE COUNTY TECHNOLOGY REQUESTS Requests Noted During Interviews RequestsCategoriesDomainof Responsibility Paperless AgendasHardware, Software,BOCC, IT, Clerk Process BOCC Meeting Room EnhancementsHardware, SoftwareBOCC, IT, Clerk Expanded Video/Audio Capture of Hardware, SoftwareBOCC, IT, Clerk BOCC Meetings IT Department Needs More StaffStaffIT, Manager Develop System for Prioritizing IT ProcessManager, IT Investments Coordinated Social Media EffortsProcessPIO? Need More IT Training for County StaffIT, HR Employees Departments Want IT Liaisons StaffIT, Manager (Increase IT Staff) Data Sharing Improvements Needed Process (Outside County State/Federal (DSS, HD, DoA, CSE, etc)Control) Issues related to Personally Owned Process, StaffLegal, IT, Manager Devices and Government Email Access (Support From IT?) Utilize New Technology and Be Hardware, Software,IT, Manager, Finance, ProgressiveProcess, StaffBOCC GIS Needs to Be Centralized (several ProcessManager, IT depts. want; others do not) Need Improved Munis Functionality SoftwareHR, IT for HR Need to Implement Munis Self-SoftwareHR, IT Service Everyone Should Be on Direct ProcessFinance, HR Deposit All Employees Need Computer HardwareHR, IT Access (in break room, etc) All Employees Need Computer StaffHR, IT Literacy Training Working to Improve Intranet Hardware, Software,IT, HR (consider SharePoint)Process, Staff Electronic Personnel Records Hardware, Software,IT, HR Management System NeededStaff Need Mechanism to Record and Offer Hardware, Software,IT Online TrainingStaff Policy Needed on IT Support for ProcessHR, IT Alternative Work Schedules and Telecommuting Integration of EMS e-SchedulerSoftwareEMS, Finance, IT Software with Kronos Need Programming Staff in IT to StaffIT, Manager Support Customized Applications Need Defined, Clear Roles Related to ProcessFinance, IT Credit Card Payments between Finance and IT Need Involvement from Departments ProcessManager, Legal, HR, IT with Respect to Policy Development (SM Policy) Need More Field-Based Capabilities Hardware, SoftwareIT, Outside Vendors (Remote Access, Information Exchange, etc) Need Better Cellular Coverage in Hardware, Software,Outside Vendors CountyInfrastructure Need More Broadband AccessInfrastructureOutside Vendors Need More County HotspotsHardware, Software,IT, Outside Vendors Infrastructure Need AVL in All County VehiclesHardware, SoftwareIT? IT Should Support All Specialized StaffIT, Manager Department-Specific Software County Website Needs OverhaulHardware?, Software,IT, PIO? Process, Staff Need Mobile Interface for CountyHardware, Software,IT, PIO WebsiteProcess, Staff Department Should Not Have to Ask ProcessIT, Finance, Manager IT for Permission to Buy Software, Hardware, etc Need Better Replacement PC Process Hardware, Software,IT (communication, roll-out, etc)Process, Staff Need New Permitting & EH Software Hardware, Software,Planning, Environmental (Single Point of Failuredue to StaffHealth, IT Custom Code Developed Outside of IT) Need Interactive GIS Deployed in Hardware, SoftwareIT, Consolidated GIS? Field (ESRI ELA) Need Listserv Capability for SoftwareIT, PIO? Customer Communications Need Options for WebinarsSoftwareIT Need Replacement Process/Cycle for Process (then Hardware, IT, Finance Grant-Funded Equipment (Library Software) Public Access Terminals) Need IT to Manage Public Access StaffIT, Manager Terminals in Libraries Need Increased Web-Based ServicesHardware, Software,IT Process Need Increased Bandwidth for Hardware, SoftwareIT Library Need Network Segmentation for Hardware, SoftwareIT Library Need Integrated Library Software SoftwareLibrary, IT (Hosted Solution) NeedHelp Desk Software for IT SoftwareIT Department and End User Interface Need New EMS CAD VendorHardware, SoftwareEMS, IT Need Improved Process to Procure ProcessIT Software & Hardware Need to Prepare for NextGen 911Hardware, Software,EMS, IT Process Need Consolidated Paging SystemHardware, Software,EMS, Fire, IT Process Explore Lease Options for Specific ProcessEMS, IT Servers (Zoll Servers) Need Backup for 911 CenterHardware, Software,EMS, IT Process Health Communications Wants to Be ProcessHealth, IT, PIO Part of Government Channel Programming Need Increased Ability for Online Software, ProcessIT Interactions (Surveying, etc) Environmental Health and Citizens Hardware, Software,Register of Deeds, Need Access to Current, Real-time ProcessConsolidated GIS, IT GIS and Deed Information NeedAdditional Loaner Laptops with Hardware, Software,IT Longer Loaner PeriodsProcess Exploring HD Software Options Hardware, Software,Health Department Outside of HISProcess Wireless Access Is Issue in Other Hardware, SoftwareIT County Facilities Need to Deploy Tablets to Hardware, SoftwareIT Departments Need to Stay Current with Hardware, Software,IT Windows/Microsoft VersionsStaff Need Power Users with Specific ProcessIT, Manager Admin Rights and Training in Each Department or Building Need Regular IT User Group ProcessIT Meetings Invest inNew Technologies & Hardware, Software,IT Modernize County Operations Process, Staff (Virtual Desktops, SharePoint, etc) Need to Improve Engagement of ProcessIT Employees and Publicin Identifying New Technologies Need Microsoft Enterprise LicenseSoftwareIT NeedAdobe Enterprise Agreement SoftwareIT (or additional licenses for key staff) Need Document Management SystemHardware, Software,IT, Manager Process Need to Change Domain of Website ProcessIT and Email Addresses Need Network Access Control Hardware, Software,IT Solution DeployedStaff Need to Explore Unified MessagingHardware, SoftwareLegal, IT, Manager Orange County Strategic Information Technology Plan !¯¯¤£¨· " )4 '®µ¤± ¢¤ 2012 The Center for Public Technology, UNC School of Government !¯¯¤£¨· ")4 '®µ¤± ¢¤ The IT Governance Council (ITGC) will coordinate all Orange Coun process. At any given time, there are projects of various size a planned, or worked on throughout the County. Different projects lifecycle and require different levels of involvement from the v functional project team members. The ITGC should include standing members: the County Manager or Assistant County Manager, the HR director, the Financial Serv Management Services Director, the CIO, and ad hoc members: two a heads appointed by the standing members. Among the many benefits of coordinated project governance is the Stakeholders, IT Staff, Project Managers, and Subject Matter Exp resources. Additionally, coordinated project governance provides comprehensive list of projects requested and underway. The proposed management processes involve: 1.Initial Request to IT Governance Council (ITGC) for IT Project Approval 2.Technical review by Technical Subcommittee, including resource a 3.ITGC review and approval of project for Goal Alignment based on a.Determination of funding availability, if requested without fund 4.Allocation of IT Project within Project Schedule, based on prior The following diagram outlines the IT Project Approval Process. IT Project Submitted to ITGC for Approval Funding SecuredFunding Needed Evaluate Project for Evaluate Project for Yes No Requires technical veracity, technical veracity, funding? internal technology internal technology alignment and support alignment and support requirements requirements IT Project Approval Funding Availability or Rejection Determined IT Project Schedule based on prioritization !¯¯¤£¨· " )4 '®µ¤± ¢¤ Project Classification/Criteria The project classification approach focuses on gauging project c appropriate levels of review and stakeholder involvement are und project charter must be submitted, approved and assessed for fun more of the following criteria: IT Project Investment Criteria isting of the analysis, design, programming, testing and integration components, is estimated to exceed 4 calendar months. The total project cost is estimated to exceed $10,000. If the system is being built in-house, this would include labor hours. The proposed solution will consist of installation of or expansion of software, voice, video networks facilities or services other than those routinely acquired through the Information Technology (IT) Department. The project will consist of the development, acquisition or installation of technologies currently supported by the IT Department. The proposed solution could be enterprise in nature or consist of the development and/or purchase of a system that involves mor Projects that may not rise to these criteria but are mission cri still be submitted as a IT Project request. The final approved Project Charter will require both StakeholderIT approval. !¯¯¤£¨· " )4 '®µ¤± ¢¤ Project Prioritization and Management To guide the allocation of resources, a prioritization process i project requests. Understanding the factors utilized at this lev in understanding the rationale for determining how and why resou projects. By definition, higher priority projects will receive h finances). A certain amount of flexibility will always be a component of th Management must be able to adjust the process when necessary to However, routine use of basic guidelines will help members under which projects are prioritized. Factors that are considered when Weight Score Total prioritizing projects include: (%) (1-10) (score * weight) 15% 1. Statutory Compliance 2.20% Citizen Service Improvements 3.25% Positive Financial Impact: Cost Savings/Revenue Generation 4.10% Alignment with Comprehensive Plan or Commissioner Goals 20% 5. Internal Service Improvements 10% 6. Enterprise Scope Total100% !¯¯¤£¨· " )4 '®µ¤± ¢¤ Description of Factors: 1.Statutory Compliance: 15% Statutory Compliance is meant to provide priority to projects th federal statute. This does not cover process improvements for fu or replacement of systems which have a viable alternative. Credi afforded in other sections of the scoring model. Weight: A 10 (10 being the highest) in this area would be appropriate if a new law, and it must take place in the current year of the sub place in year 3, it might score a five. If it is not mandated at A system which supports compliance that has reached end of life or must be repl as a new law and afforded a score of 10. 2.Citizen Service Improvement: 20% Any project that provides our citizens with a new service or way County is considered a Citizen Service Improvement. If the serv represents significant improvements, it will be weighted the sam Weight: Improvements such as creating a new web application for citizens with the County might score a 10. A significant improvement in to an existing application might score a 7. A process improvement for a department may only score externally focused but improves on a process, it may score a 3. 3.Positive Financial Impact 25% This is as much determined by the financial impact as it is by t a specified period of time. A project that creates revenue or s process is considered to have positive financial impact. Weight: A new revenue source that also provides citizens a convenience, payment, might score a 10. A change to an existing business proc might score an 8. ROI and time required to recover the investme area. If a payback of less than 12 months is planned, it may sc would score a 5, and no anticipated payback period may score a 0 shall be considered the same as a new revenue source, for purpos of ROI. 4.Alignment with Comprehensive Plan or Commissioners Goals: 10% The ideal score would be for an IT Project submission to have a defined as a County Commissioners Strategic Goal or County . !¯¯¤£¨· " )4 '®µ¤± ¢¤ Weight: If the project can be demonstrated to meet one Board of Commissi would score a 5. If it meets 2 or more, it will score a 10. If statute, but is not driven by any County goal, it would score a 5.Internal Service Improvements: 20% A project that applies new technologies to existing processes of internal improvements. Weight: Improvements such as standing up a new help desk, automating for new system, ;¦;-z ä Þw; z· ·©; z; ¦;© ·z ,;·Þ;; ,Òz; Òz· in this example it might score a 10. An improvement in process in just one business improvement within a workgroup may only score a 5. If the TIP is improves on a process, it may score a 3. 6.Enterprise Scope: 10% An enterprise systems is one which fills a business need as a st one for which no other solution will be offered. The scope of th how many departments, customers and employees use the system. In system represents the only solution offered. Weight: If the scope of the enterprise system is fewer than 5 department awarded. If more than 10 departments are in scope, up to 10 poin department to be in scope, the business need must exist, even if implementation. If the system is not enterprise in nature, no po In addition to the above objective measures, the ITGC may introduce subjective measures into the decision over project approval. The IT Department, Board of Commissioners, and County Managemen ITGC to consider which may include: If any division or department exceeds 60% of the approved projec the leadership team. Determine Max % of spend per technology edge (trailing, leading, invest in trailing technologies. Any project not started in the fiscal year in which it was appro subject to review. The goal would be to reduce the project backlog and ensure IT ex than sitting idle. Finally, the ITGC given the dynamic environment in which the County ITGC will be advised of any major changes in project status that affect the portfolio. The University of North Carolina at Chapel Hill !¯¯¤£¨· # Position Descriptions 2012 Prepared by UNC School of Governments Center for Public Technology 2¤¢®¬¬¤£¤£ .¤¶ 0®²¨³¨®² In order to support growing demand for technology-based citizen and the level of technology services desired by the Board of Cou management and departments, the following positions need to be a Information Technologies: Senior Systems Analysts (4) Orange County IT currently has 5.7 Systems Analysts. Two of thos division, dedicated to network and server maintenance and suppor dedicated Security Analyst and Database administrator. Another i leaves 1.7 to act as Project Manager/Business Analyst to interfa to provide the level of direct technology engagement expected by Applications division. Applications Division Manager With the expansion of the Applications division from 3.7 FTEs to increase in Business Relationship Management, the Applications d division management. This Manager will coordinate development pr in business engagement and provide oversight for project managem Network Engineer The Operations division currently has one Network Analyst, who a overseeing the data backup systems. Given the geographic distri twork, additional dedicated engineering resources are needed. A Network Engineer would provide pro-activ implementation services for the County network, not just reactiv provided by the Network Analyst. Addressing Coordinator to handle detection, enforcement and tracking of the many addres from the ordinance going into effect in January of 2013. GIS co many benefits, but these gains may be significantly eroded if GI cover address assignment and enforcement.