Technology Infrastructure Strategic Plan

Technology Infrastructure Strategic Plan
County of Ventura Technology Infrastructure Strategic Plan Final Report July 13, 2005 Engagement: FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Table Of Contents Introduction ………………………………………………………………………… Executive Summary …………………………………………………………………………………...…..… IT Strategic Plan Detail …………………………………………………………………………………… Business and IT Strategic Alignment …………………………………………...………………… Business Drivers and IT Implications Technology Infrastructure Imperatives Alignment of Business Drivers, IT imperatives and Strategic Programs Technology Infrastructure Strategies ..………….…….. .……………….…….. .……………….…… Desktop and Thin Client Computing ……………………………………...………………… Servers ………………………………………………………………………...………………… Mainframe ……………………………………………………………………...……………… Voice and Data Network ………………………………………………………...………………… E-Government Supporting Technology ……...………………………………………………...… Enterprise Application Strategies ……………………………………………… ……. 67 ………………………………………………………………………...………………… Integrated property Tax System …………………………………………...………………… Financial Management System (VCFMS) ………………………………...………………… Human Resources/Payroll (VCHRP) ……………………………………...………………… Land Records and Management System ………………………………...………………… Geographic Information System (GIS) …………………………………...………………… Document Management System (FileNet) ………………………………...………………… Integrated Justice Information System (VCIJIS) ………………………...………………… FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Table Of Contents (continued)
Strategy Implementation Road Map ……………………...……………………………………….…….. 106 Prioritized Projects and Timeline Appendices…………………………………………………………………………………………………… A – Detailed Project Descriptions B – Detailed Business Driver Descriptions C – Departmental IT Projects (attached as separate document)

Project Background and Objectives
Introduction Project Background and Objectives FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Introduction Strategic Plan Definition and Objectives
This report documents the County of Ventura’s Technology Infrastructure Strategic Plan for the next three to five years A strategic plan defines goals and actions to be taken over a period of time to accomplish longer range business objectives. For purposes of this plan the term “strategic plan” is used to encompass a set of strategies for positioning Ventura County's technology infrastructure such that it will accommodate and support the future technology plans of the County's various agencies and departments, in the most efficient and effective manner possible, and be compatible with industry directions, trends and best practices. The Objectives of this Technology Strategic Planning Project Are: Review and update the County’s business drivers and identify the implications of addressing these drivers from a technology infrastructure perspective Assess the current state of 28 management areas which include technology infrastructure, enterprise applications and technology programs managed by the Information Services Department (ISD) and by County Departments/Agencies Recommend strategies based on the state of the County’s current environment and industry best practices Gain consensus through interactive workshops with the Business Technology Committee (BTC) on recommended strategies and the projects to execute these strategies Document the technical infrastructure strategies and projects in an updated Strategic Plan for the County

Introduction Project Background
The County of Ventura is a full service County Government of 8,000 employees located in Southern California The County serves 750,000 County residents over an area of 1,873 square miles Gartner was contracted in March 2005 to update the County’s Technology Infrastructure Strategic Plan which was originally developed in September 2000, Many of the recommendations included in the 2000 plan have been implemented by the County. In May 2001, the County also approved a comprehensive e-Government Strategy. FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Introduction Technology Infrastructure Areas Addressed
The 28 shared technology infrastructure, applications and technology program areas to be reviewed are organized into four major categories. FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Executive Summary FullCompanyName PresentationTitle
Engagement: xxxxxxxxx—DayMonthYear

Executive Summary Technology Infrastructure Strategic Goals and Projects
The following Executive Summary slides summarize the outcomes of the strategic planning efforts as follows: Technology Infrastructure Strategic Goals and Projects These slides describe the key technology infrastructure strategic goals the County will seek to achieve over the next three to five years Each strategic goal is matched with specific implementation projects that will help to achieve the goal Enterprise Application Assessment and Strategy Summary The first chart summarizes the assessment of the current state of eight business applications that are utilized by multiple Departments/Agencies (referred to as enterprise applications) while the next chart summarizes the strategic recommendations and technology improvements needed for each application The strategic goals, objectives and implementation initiatives for each enterprise application are also summarized Strategic Implementation Road Map These charts document the relative priority of the implementation initiatives based on feedback from the BTC. These projects are also plotted on a time scale to give the reader some perspective on when they will be implemented and how long they will take to implement Note: Project timeframes and priorities are subject to change based in additional review and changes in resource and budget commitments Alignment of Technology Programs to County Business Drivers This chart demonstrated how each technology program (which consists of multiple projects) aligns with the identified County business drivers

Desktop Management Strategic Goals Maintain the Quality of Desktop Management Services Currently Provided While Reducing Needed Management Time and Effort Assess and Reduce Desktop Total Cost Of Ownership (TCO) Countywide Desktop TCO Benchmark Project Desktop Mgmt. Policy Enhancement Project Refresh, Minimum standard, lock-down, data back-up, software licensing policy Thin Client Computing Project User categories defined and Stakeholders informed Server Management Strategic Goals Increase the Effectiveness of Server Management across the County Reduce Risk of Data Loss on County Servers Countywide Server TCO Benchmark Project Countywide Business Continuity Planning Program Linux Strategy Project Mainframe Strategic Goals Migrate current applications off the mainframe platform over the next three to four years. Contain mainframe technology investment by avoiding large expenditures on hardware or software upgrades Application Migration Projects (apps section) Mainframe Operating System Upgrade Project Mainframe Deployment Alternatives Project Voice and Data Network Strategic Goals Successfully deploy a fully converged network and IP telephony across the County Increase stakeholder involvement Reduce project management risk VoIP Deployment Phase I and Phase II Risk Management Plan Contract IV&V on project Develop a Stakeholder Communication Plan FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Infrastructure Management Strategic Goals Continue Countywide investment in Novell Netware NOS and its associated infrastructure service environment; maintain MS Windows NOS current user base Any migration from Netware to MS windows should occur based on a compelling business case Create an efficient Countywide user network and system access process through Metadirectory and other user provisioning tools Identify Mgmt. & User Provisioning Project Complete current Pilot and identity scope of future user provisioning and identity management projects Netware Tool Enhancement Program Educate users and expand use of Netware NOS and infrastructure service tools Linux Strategy Project Determine the County’s future direction for Novell Netware deployment on Linux Understand technical and resource implications of deploying Linux as a server operating system E-Government Strategy Update Project Document completed projects and update schedule and budget for remaining initiatives Develop E-government implementation roadmap Update County Web hosting Policy Web Portal Deployment Project Phase I: Interactive Capabilities Phase II: Transactional Capabilities County Web Payment Infrastructure Project Define requirements and policy and seek qualified vendor Internet/Intranet Infrastructure Strategic Goals Update E-government 2001 strategic plan and execute recommended initiatives Develop a shared Countywide E-Government supporting technical infrastructure and appropriate governance around E-government development initiatives FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Executive Summary Enterprise Application Assessment Summary
Technology sound, but shortcomings from business. Applications should be either be retired or exploited to enhance business value. Healthy from business and technology Perspective. Applications should be maintained and further integrated into business processes Poor from business & technology perspective. Applications should be retired. Meeting business needs, but have technology shortcomings. Applications should be enhanced or replaced. FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Executive Summary Enterprise Application Strategy
Expand business value of VCHRP through deployment of additional functionality Increase VCIJIS technical stability and data accuracy. Improve service support and integrate with additional public safety systems Enhance technical performance and minimize costs through a more shared infrastructure management environment. Retire Old and Replace with New Maintain VCFMS but plan to upgrade/replace within next three years to enhance technical quality of the system Increase FileNet business value though attractive pricing options and integration into business processes Increase Land Records Management business value by deploying and integrating the system across RMA, PWA and other County departments Improve business value of GIS by integrating into current business processes and functionality into business applications Place priority on replacing the Integrated Property Tax System to increase technical quality and business value of the system FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Executive Summary Enterprise Applications Strategic Goals and Projects
Strategic Goals Maintain and optimize Novell GroupWise as the County’s application standard Manage Countywide as utility application to be shared across the County Formalize Countywide retention and archiving policy in compliance with state and federal laws Retention Policy Project Legal opinion defined, policy developed and approved and policy automated Optimization Project Potential server consolidation and training for new employees County standard for wireless on mobile devices developed Integrated Property Tax System Strategic Goals Replace Property Tax System with a more flexible integrated system that is able to meet the continuously changing business needs of its largest users (Assessor, Treasurer/Tax Collector and Auditor/Controller) Ensure Project is driven by business stakeholders and facilitated by ISD Property Tax Replacement Project Project Steering Committee established Business Case documented System requirements developed RFP issued, vendor selected Financial Mgmt. System (VCFMS) Strategic Goals Maintain VCFMS on current version and platform over the next three years until vendor provides definitive support discontinuation timeframe Document alternative analysis for upgrade or replacement scenarios Document/Update AMS Advantage Support and Maintenance Contract Project VCFMS Upgrade/Replacement Alternatives & Implementation Project Alternatives evaluated and solution recommended Solution implemented FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Human Resources/Payroll (VCHRP) Goals Expand and deploy the robust functional capabilities of the current system to users across the County to improve HR/Payroll business processes Do not commit to major upgrades to the current system over the next three years until a migration path to Oracle/PeopleSoft future products (Project Fusion) is clear Current Phased PeopleSoft Rollout Project PeopleSoft Upgrade Project Determine cost impact of potential upgrade to 8.9 or 9.0 Make choice to upgrade to either 8.9 or 9.0 in 2008 Land Records & Management System: Expand current system to be the County’s standardized enterprise system for land records and management (permitting, land and building mgmt., health and safety etc.) Resolve issues regarding which County entities are responsible for providing application management services for this system (hosting, support & maintenance, development) Develop Five Year System Strategic Plan Plan documented for a full land records and mgmt. system deployment over five years Delineate Land Records Enterprise Application Service Provision Accela PermitsPlus Expansion Project (ongoing in PWA) Document Mgmt. Sys. (FileNet): Maintain FileNet as the Countywide document management and imaging standard Facilitate further business use by utilizing innovative pricing models and aggressive user marketing. Ensure the ability to meet stakeholder needs is communicated. FileNet Pricing Model Project New pricing model defined FileNet Marketing Project Opportunities for business process integration communicated through informational brochures and product demonstration sessions FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Geographic Information Systems (GIS) Continue to maintain a centralized County GIS function to manage shared GIS information and technology resources Develop a robust Countywide GIS community of interest of GIS business users and technical developers to enable sharing of ideas and resolution of business and technical issues Document comprehensive GIS Strategic Plan Technical Enhancement Project Infrastructure architecture plan complete (ongoing) GIS data access and accuracy issues resolved Develop mandate for GIS user community of interest Working groups/forum created Community of interest roles and responsibilities defined GIS Strategic Plan Development Project Integrated Justice Info. Sys. (VCIJIS): Improve proactive support of the VCIJIS system though formal service management processes, e.g., IT infrastructure library (ITIL) Rectify major data accuracy issues regarding multiple instances of person data through biometric and other ID technologies Document integration strategy and future VCIJIS technology vision for the use of next generation web based technology Technical infrastructure stabilization project (ongoing) County and ISD Service Management Process Maturity Management Project Current ISD process maturity assessed, processes for development prioritized and Service Level Agreements defined Data Integrity and Biometric System Project Standard technology and tools identified and Integration with VCIJIS Started Integration Strategy Project Systems to be integrated identified and prioritized and next integration generation technologies identified and piloted FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Executive Summary Strategic Implementation Road Map – Tech
Executive Summary Strategic Implementation Road Map – Tech. Infrastructure 2005 2006 2007 2008 2009 Program Project Name Priority / Importance 1-3 4-6 7-9 9-12 IT Disaster Recovery & Business Continuity Program IT Disaster Recovery and Business Impact Assessment Project High Business Continuity and IT Disaster Recovery Integration Project Desktop and Software Policy Development Program Desktop Refresh and Minimum Standard Development Low Retention Policy Development License Management Policy Development Desktop Lock-down Policy Development Voice and Data Network Convergence Program VoIP Project Phase I Project VoIP Project Phase II Project Med/Low VoIP Risk Management Project E-Government Program E-Government Strategic Plan Update Project Internet Technology Architecture Project Portal Project - Phase I (Interaction Phase) Portal Project - Phase II (Transaction Phase) Web Payment Transaction Processing Project Medium

Strategic Technology Program
Executive Summary Strategic Implementation Road Map – Tech. Infrastructure 2005 2006 2007 2008 2009 Strategic Technology Program Project Name Priority / Importance 1-3 3-6 6-9 9-12 Thin Client Deployment Program Service Definition & User Categorization Medium Thin Client Deployment (ongoing) IT Infrastructure Cost Benchmark Program Desktop/Distributed Computing Cost Benchmark Med/Low Midrange Server Cost Benchmark Initiative Potential Server Consolidation Program Low Infrastructure Upgrade Program Software Configuration Management Desktop, Server and Network OS Upgrades Linux Strategy Development Identity Management & User Provisioning Program Metadirectory Pilot High Project Definition Mainframe Deployment Program Mainframe OS Upgrade Project Mainframe Deployment Alternatives Project Infrastructure Mgmt. Process Maturity Program County Infrastructure Process Maturity Assessment Define overall process improvement programs

Enterprise Application Projects
Executive Summary Strategic Implementation Road Map – Enterprise Applications 2005 2006 2007 2008 2009 Enterprise Application Projects Priority 1-3 3-6 6-9 9-12 VCIJIS Development Program VCIJIS Infrastructure Stabilization Project High VCIJIS Data Integrity/Biometrics Project Meduim Integration Strategy Development Project Low GIS Development Program GIS Business and Technical Community of Interest Development Med/Low GIS Tech. Infrastructure Enhancement GIS Strategic Plan Development Medium FileNet Optimization Program FileNet Service and Cost Definition FileNet Marketing and Communications Initiative Med/low Property Tax Replacement Project Property Tax Governance and Business Case Development Project Property Tax Req. Development Property Tax RFP and Vendor Selection Project Property Tax Implementation Project Land Records and Mgmt. System Dev. Program Land Records and Management Strategic Plan Accela Permits Plus Expansion VCFMS Deployment Program Current System Maintenance and Support Plan VCFMS Upgrade/Replacement Alternatives & Implementation VCHRP (PeopleSoft 8.8) Upgrade Initiative Determine version 8.8 Migration Path and Conduct PeopleSoft Upgrade

Executive Summary Alignment of Technology Programs to County Business Drivers
Strategic IT Programs 1 2 3 4 5 6 7 8 9 10 11 12 IT Disaster Recovery & Business Continuity Program X Desktop and Software Policy Development Program Voice and Data Network Convergence Program E-Government Program VCIJIS Development Program X Thin Client Deployment Program IT Infrastructure Cost Benchmark Project Infrastructure Upgrade Program GIS Development Program Identity Management & User Provisioning Program FileNet Optimization Program Mainframe Deployment Program ISD and County Infrastructure Management Process Maturity Program Property Tax Replacement Project Land Records and Management System Development Program VCFMS Deployment Program VCHRP (PeopleSoft 8.8) Upgrade Initiative Business Drivers 1 Cost Effectiveness 4 Access to Services 7 Workforce Constraints 10 Data Privacy, Security, Portability 2 Information Sharing 5 Compliance with Mandates 8 Public Safety Awareness 11 Meet Public Expectations 3 Integration 6 Land Use and Protection 9 Single Point to County Services 12 Minimize Tech as Economic Discriminator

IT Strategic Plan Detail
Business and IT Strategic Alignment Technology Infrastructure Strategies Enterprise Application Strategies Strategy Implementation Road Map FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Business and IT Strategic Alignment
Business Drivers and IT Implications Technology Infrastructure Imperatives Alignment of Business Drivers, IT imperatives and Strategic Programs FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Business Drivers and IT Implications Identified County Business Drivers
The Following Business Drivers have been identified and validated by ITC and Board Business drivers are the internal and external forces that affect how the County will do business over the next three to five years. They have been identified as follows with IT implications described below them: The growing need to seek and apply new technology to both measure and manage costs, as well as, expedite the recovery of cost savings (Internal) Deployment of performance monitoring technology and tools Use of benchmarks to gauge technology infrastructure cost and efficiency A growing demand for knowledge and information sharing between local, state, and federal governments and agencies Technology to facilitate application integration, data access and sharing across traditional government boundaries Constraints resulting from County organizational structure and/or lack of integration Impact on the development of a Countywide shared infrastructure Impact on how IT infrastructure services are provided and IT decisions are made The continuing need to increase public access and cost effectiveness of services to constituents (External). How can technology be deployed to support this driver: Web Transactions, etc. FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Compliance with state and federal mandates regarding service to its constituents Mandated systems will be priorities for IT development Impact of anticipated mandates should be part of IT strategic planning Effective land use and protection Enterprise permitting and data sharing across land use departments Facilitating citizen interaction (incident reporting, comments, community events) with County departments Increasing workforce constraints Training and passing on of institutional knowledge as business and IT workers retire Use of knowledge management tools New technology savvy worker and related expectations, access to tools and flexible working environment Increasing awareness and requirement for public safety (Post 9-11) Use of web as information resource and as an emergency coordination medium Infrastructure should be robust and available during emergencies FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Consideration of a single access point for all County services (311) If the decision is to go with a 311 strategy there will be a large impact on County technology infrastructure, e.g., the need for a call center and with highly functional Customer Relationship Management (CRM) software This could be achieved partly through an E-government program that utilizes the web as single point of access to county services The imperative for privacy, security, and portability in the management of personal info Ensure appropriate systems have been updated to meet HIPAA compliance Ensure that IT security policies and procedures are in place The demands placed on departments and agencies resulting from increased public expectations and population growth External demands: E-government, web transactions, faster service Internal demands: Telecommuting and remote access by employees Emergence of information technology as an economic development discriminator Ensuring accessibility of County services provided over the internet Availability of internal County systems to disabled employees Role of IT in increasing technology use by the public FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Business Drivers and IT Implications Application and Technical Infrastructure Imperatives
Based on the business drivers and IT implications, the following technology imperatives guided the development of the IT Strategies and Projects described in this plan Business Application Imperatives Information Sharing: Increase the effectiveness of sharing common County information Application Flexibility: Increase the flexibility of making changes to current applications to order to meet business requirements Ad hoc Data Reporting: Increase the ability to extract and manipulate data maintained by County information systems in order to enhance decision making and meet legislative mandates Reduce Manual Business Process: Improve the efficiency of business processes by reducing manual paper based processes Security: Assure the confidentiality and privacy of County information Data Accuracy: Ensure the accuracy of data created and maintained by the County Customer access: Enable effective customer access to County information and transactions Technology Infrastructure Imperatives Lower Cost: Reduce the cost of operating the County’s technology infrastructure Improve Service Quality: Improve the quality of infrastructure services provided to the business Technology Stability: Improve the stability of current technology infrastructure Access Speed: Increase the access speed to County information systems FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Business Drivers and IT Implications: Alignment of Strategic Tech
Business Drivers and IT Implications: Alignment of Strategic Tech. Programs to County Business Drivers Business Drivers Strategic IT Programs 1 2 3 4 5 6 7 8 9 10 11 12 IT Disaster Recovery & Business Continuity Program X Desktop and Software Policy Development Program Voice and Data Network Convergence Program E-Government Program VCIJIS Development Program X Thin Client Deployment Program IT Infrastructure Cost Benchmark Project Infrastructure Upgrade Program GIS Development Program Identity Management & User Provisioning Program FileNet Optimization Program Mainframe Deployment Program ISD and County Infrastructure Management Process Maturity Program Property Tax Replacement Project Land Records and Management System Development Program VCFMS Deployment Program VCHRP (PeopleSoft 8.8) Upgrade Initiative Business Drivers 1 Cost Effectiveness 4 Access to Services 7 Workforce Constraints 10 Data Privacy, Security, Portability 2 Information Sharing 5 Compliance with Mandates 8 Public Safety Awareness 11 Meet Public Expectations 3 Integration 6 Land Use and Protection 9 Single Point to County Services 12 Minimize Tech as Economic Discriminator

Technology Infrastructure – Desktop and Thin Client Computing
Assessment Issues and Findings Recommendations and Technical Architecture Deployment Strategic Goals, Objectives and Initiatives FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Desktop and Thin Client Computing Desktop Environment Assessment
Findings Management: The management of County desktops is either directly executed by departments or contracted out to ISD. The County has deployed approximately 6,500 desktops, 1,000 of which are managed by ISD Standards and Procurement: County uses HP, IBM and Dell as its desktop hardware standards. A master contract has been negotiated with a local desktop service provider (CompuWave Corporation) to supply and install desktop hardware. A PC price guide is published on the County Intranet site OS and application software licensing is managed at the department level, some utilize enterprise licenses others have negotiated their own agreements. ISD uses Tally software metering to check license use for the desktop environments that it manages Configuration Management: Desktop configuration requirements (including desktop image) are determined at the department level Refresh Strategy: Desktop replacement is done on an ad hoc basis based on budget and technical requirements There is a general satisfaction with desktop support services and the overall technical quality of County desktops. Some County departments face resource and budget shortages that prevent upgrades to the desktop infrastructure on a regular basis Informal guidelines for appropriate desktop refresh leads to the proliferation of older equipment resulting in potentially lower user productivity due to the utilization of older less efficient equipment Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Desktop and Thin Client Computing Thin Client Environment Assessment
Findings Deployment: The County has deployed thin client computing for a small number of employees in the following areas: the CEO’s office, Library, Pilot at GSA and a number of IT staff. HCA has deployed approximately 200 active Citrix workstations and have obtained licenses for 300. The thin clients provide access to MS Office applications, and key enterprise applications e.g., PeopleSoft (VCHRP) Technology: County uses Citrix thin client technology to access applications residing on corporate servers. Thin clients lack processing power of their own. While users are generally satisfied with using thin clients, some believe that they require additional functionality on their desktop, e.g., USB ports and disk drives and additional processing power for specialized applications (could be personal) Users indicate that no formal criteria exits to determine who should and who should not use thin clients. While recognizing the usefulness of thin clients, some users feel that individual desktop functionality requirements should be taken into account before deploying thin clients Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Desktop and Thin Client Computing Strategic Recommendations
Desktop OS Managed Diversity While recognizing the complications and cost of migrating to a single Countywide desktop OS environment, the County should minimize the proliferation of desktop OS versions through agreed upon desktop standards and migration/upgrade timeframes Reducing the number of desktops OS would reduce desktop Total Cost of Ownership (TCO) and enable the use of standard tools and processes for software and PC management, e.g., automated software deployment and patch management County should not plan to deploy MS Longhorn until 18 months after it ships Desktop Refresh Gartner recommends a four-year life cycle for desktop PCs, but understands that extending the life cycle shifts costs, but doesn’t really reduce them. The County should build desktop refresh into annual budget cycle License Management Ensure that management of software licenses is handled in a consistent manner across all County departments, using best practices Thin Client Strategy Continue to explore increased use of thin clients and ensure stakeholder buy-in for deployment Develop user categories and classifications for thin client deployment Expect to support several architectures; "best of breed" of thin and thick clients, utilization of Citrix architecture for thin client deployment is appropriate. FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Standards and Products Within Domains as Technology “Bricks”
How can an architecture both reduce technical diversity and improve operations? An Architecture “Brick” Each architecture domain is subdivided into a set of specific elements. Each technology element is discussed based on industry status and outlook. The status is based on availability of standards (e.g., formal or de facto, vendors, and products both emerging and currently deployed). Exit from Environment Introduction to Source: Gartner Tactical Deployment Strategic Direction Retirement Targets Containment Mainstream Emerging Technology Current Implications and Dependencies Baseline FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Desktop and Thin Client Computing Technology Architecture Deployment
Current Tactical (1–2 year) Strategic (3–5 Year) Hardware HP, DELL, IBM Desktop Operating System Win. XP Prof. SP1 Win Prof. SP4 Win. NT 4.x Win. 9x Thin Client Citrix Metaframe XPE Feature release 3 Terminal Emulation Attachmate 6.3 and 6.5 Rumba Hardware HP, DELL, IBM Desktop& Laptop Operating Systems Win. XP Prof. Thin Client Citrix Metaframe XPE Terminal Emulation Attachmate 6.5 Hardware Two Vendor Strategy Desktop & Laptop Operating Systems MS Windows (Longhorn) Thin Client Citrix Metaframe Track Industry Terminal Emulation None Retirement Win 2000, NT, 9.x Mainstream Win XP, Citrix Metaframe, Attachmate Containment Rumba, Attachmate 6.5 Emerging M.S. Longhorn. Linux on the Desktop FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Desktop Strategic Goals Implementation Initiatives
Desktop and Thin Client Computing Strategic Goals, Objectives and Initiatives Desktop Strategic Goals Maintain the Quality of Desktop Management Services Currently Provided While Reducing Needed Management Time and Effort Assess and Reduce Desktop Total Cost Of Ownership (TCO) Tactical Objectives Implementation Initiatives Determine current Countywide Desktop TCO Maintain low diversity of desktop hardware and software version deployments including formalizes standards for laptops/notebooks Create Countywide Desktop Refresh Policy Develop Countywide Minimum Desktop Standards Reduce Software Countywide Licensing Costs Expand Thin Client Computing Develop user categories and classifications for thin client deployment Ensure stakeholder buy-in for deployment Expect to support several architectures; "best of breed" of thin and thick clients Countywide Desktop TCO Benchmark Study Desktop Management Policy Enhancement Project Develop Laptop/Notebook standards Desktop refresh policy Minimum standard policy Desktop lock-down policy Desktop data back-up policy Countywide software licensing policy Server management guidelines Asset management policy update Thin Client Computing Project User categories defined Stakeholders informed FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Servers

Technology Infrastructure – Servers Server Environment Assessment
Findings Management: The management of servers (file, print, application and web) is either directly executed by departments or contracted out to ISD. E.g., Of HCA’s approximately 30 servers, 26 are maintained by the agency and 6 managed by ISD. All public safety VCIJIS application servers are maintained by ISD ISD generally maintains application database servers with high end processing requirements and considers these corporate servers Standards and Procurement: The County has published standards for server hardware (HP, IBM and Dell) and Operating systems (UNIX, Windows Server, Netware) for LAN and corporate application servers. A master contract has been negotiated with a local service provider (CompuWave Corporation) to supply and install servers Cost: ISD charges an annual fee for the full management of servers, the fee includes labor support costs, server housing, storage, backup and restore services and OS licensing fees (Charges annual license once they expire). Fee depends on the type of server being supported and any additional services, e.g., database management and support services & license fees Departments use internal resources to manage servers and costs involve procurement, indirect labor costs, software license fees and back up services Backup and Restore: Though recommended technology standards have been published for server back-up, departments retain their own discretion in server back-up technology and processes FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Servers Server Environment Assessment
Issues Inconsistent Countywide Server Backup and Restore Process: While some processes are robust, e.g., mainframe and corporate server level, other processes, such as backup timeframes and offsite storage methods are inconsistent across the County and are conducted based on the level of skill and resources available Server Proliferation: Multiple servers are managed across the County, resulting in a proliferation of server closets at various locations. Server proliferation typically results in higher indirect maintenance costs due to increased redundancy and back-up requirements Charge-back cost awareness: Some departments are hesitant to contract out server maintenance to ISD due to the perception that these services are too expensive. Some users feel that they can manage servers internally at a cheaper rate Some users are not fully aware of the overall Total Cost of Ownership (TCO) of ISD-provided server management and may therefore question the value of this service FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Servers Strategic Recommendations
• Decide on the type and scope of a consolidation project. • Build a multifaceted project team with a full-time leader and some full-time staff. • Determine whether you need outside assistance. • Build a comprehensive inventory before starting the project. • Set objectives and tracking metrics tied to those objectives. • Set proper and realistic expectations. • Address political issues by removing reasons for wanting separate systems. • Look at partitioning and workload management for rationalization. • Use consolidation capability as a selection criterion. Server Strategy Conduct a study to benchmark Countywide server management costs and compare to other County/similar organization peers Use benchmarking to explore server consolidation scenarios and develop a business case Server clustering, replication, availability and storage requirements would have to be addressed Explore the feasibility of deploying Linux as a server operating system in the future Data Center Strategy The County should standardize on a regional data center approach and should leverage core expertise in datacenter operations Specialized or agency dedicated data centers should be allowed on an exception basis only, in the event that a regional data center approach is not able to meet agency requirements Storage Strategy Benchmark ISD’s pricing for servers and storage Develop actual vs. allocated use reports to avoid over-allocation and check ISD’s breakeven points for allocated storage. Business Continuity and Disaster Recovery Strategy The county needs to formalize a Countywide business continuity and disaster recovery program Conduct Countywide Disaster Recovery Risk Assessment and Business Impact Analysis as precursor to developing a Countywide business continuity plan Define Business Continuity Program Management Roles and Responsibilities Integrate Business Continuity as part of the ongoing Security Awareness Program FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Servers Technical Architecture Deployment
Current Tactical (1–2 year) Strategic (3–5 Year) Enterprise Application Server/ OS HP Unix 11.x Sun Solaris Windows Server 2000/2003 Department Server/ OS Utility Servers (firewalls, file/print DNS etc) Netware Windows 2000/2003 Enterprise Application Server/ OS HP Unix Windows Server 2003 Department Server/ OS Utility Servers (firewalls, file/print DNS etc) Netware Windows 2003 Tactically explore Linux Enterprise Application Server/ OS HP Unix Windows Server Department Server/ OS Utility Servers (firewalls, file/print DNS etc) Track Market (Linux, Windows) Retirement Win 2000, Oracle 8i Mainstream HP UNIX, MS Windows Server Containment Solaris (OS) Emerging Netware functionality on Linux and Linux appliances FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Servers Database Mgmt
Technology Infrastructure – Servers Database Mgmt. Systems Technical Architecture Deployment Current Tactical (1–2 year) Strategic (3–5 Year) DBMS Oracle 8i, 9i MS SQL Server 2000 Sybase DBMS Oracle 9i MS SQL Server 2003 Sybase 12.x (C) DBMS MS SQL Server Oracle Retirement Mainstream Oracle 9i, MS SQL Server 2003 Containment MS SQL Server 2000, Oracle 8i, Sybase 12.x, Emerging MS SQL Server 2005 Oracle 10i FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Server Strategic Goals Implementation Initiatives
Technology Infrastructure – Servers Strategic Goals, Objectives and Initiatives Server Strategic Goals Increase the Effectiveness of Server Management across the County Reduce Risk of Data Loss on County Servers Tactical Objectives Implementation Initiatives Determine current Countywide server TCO Used as a precursor to server consolidation/service model analysis Determine needed changes in server management, e.g., consolidation Formalize Countywide Business Continuity and Disaster Recovery Program Stabilize storage environment and ensure that storage management competencies and skills are refined Develop strategy for the deployment of Linux operating system on County servers Use of Novell Infrastructure services on Linux Use of Linux as application server operating system Countywide Server TCO Benchmark Study May result in a needed Countywide Server consolidation Initiative within County departments Countywide Business Continuity Planning Program Countywide Disaster Recovery Risk Assessment and Business Impact Analysis Program Management Roles and Responsibilities Awareness Program Linux Strategy Project Determine The County’s future direction for Novell Netware deployment on Linux Understand technical and resource implications of deploying Linux as a server operating system FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Mainframe

Technology Infrastructure – Mainframe Mainframe Environment Assessment
Findings Technology: An IBM mainframe Model 9672-RA6 running VSE/ESA Applications: Enterprise applications with high transaction volumes currently run on the mainframe. These include: The Property Tax System, Various HSA Welfare systems and the County Financial Management System (AMS Advantage) High Availability: The current mainframe platform is a stable highly available system seldom subject to downtime; perceived downtimes are usually due to application issues Aging Software Technology: The current mainframe platform is a very mature technology and its user base has began to shrink as new applications are designed and deployed on newer technology platforms HSA welfare applications will be migrated off the system within the next 18 months. Although the AMS vendor has indicated that it will continue to support the current legacy application, support costs will be higher. If AMS drops support for the product altogether, The County would be forced to migrate to a different platform Low Technical Flexibility: Users of the property tax system have cited inflexibility of the application as a primary issue, since it is very difficult and costly to make changes to the system in order to meet changing business requirements Increasing Maintenance Costs: As applications migrate off the mainframe, the costs for remaining users will increase as they assume more of the over head burden for running the environment Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Mainframe Technical Architecture Deployment
Current Tactical (1–2 year) Strategic (3–5 Year) Hardware IBM Model 9672-RA6 Operating System VSE/ESA 2.7.3 Databases Model 204 V5.10, V6.10 VSAM, DB2 Application Languages Model 204 V6.10 COBOL Hardware Conduct alternatives analysis for hardware deployment Operating System zVSE 3.0 Databases Model 204 V6.10 VSAM Application Languages Model 204 COBOL Hardware Retired Operating System Databases Application Languages Retirement VSE/ESA 2.7.3, Model 204 V5.10, DB2 Mainstream IBM zSeries and S/ bit-mode hardware, zVSE x.x, Containment IBM Mainframe Hardware and Software Emerging Linux on the Mainframe FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Mainframe Strategic Goals Implementation Initiatives
Technology Infrastructure – Mainframe Strategic Goals, Objectives and Initiatives Mainframe Strategic Goals Migrate current applications off the mainframe platform over the next three to four years. Contain mainframe technology investment by avoiding large expenditures on hardware or software upgrades Tactical Objectives Implementation Initiatives Migrate current applications as follows HSA welfare applications: within next 18 months Financial Management System (VCFMS): Migrate to new/upgraded solution within next three years Property Tax System: Migrate in phases to new platform over the next four years Upgrade VSE/ESA 2.7 to zVSE as per IBM’s support schedule Evaluate mainframe hardware deployment alternatives during application migration Alternatives include: Outsource, procure slower processor, maintain current hardware Train ISD staff on next generation technology to support application migration effort Application Migration (see apps section) CalWIN (Welfare Replacement Project) Retirement application Property Tax System Replacement Project VCFMS Upgrade/Replacement Project Mainframe operating system upgrade project (VSE/ESA to zVSE) Mainframe Deployment Alternatives FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Infrastructure Management Services

Infrastructure Management Services Environment Assessment
Findings Network Operating Systems: The County has a large investment (6,500 users) in Novell Netware OS for network authentication, file/print services and servers. The County also has a smaller deployment of MS Windows NOS (1400 users) for the same services Directory Services: As a result of both Netware and MS Windows NOS deployments, the County maintains both Novell eDirectory and MS Active Directory for directory services. Some applications have directories of their own, e.g. PeopleSoft and departmental applications using Active Directory Metadirectory Pilot: ISD is currently running a pilot (using internet proxy servers) to evaluate the feasibility of deploying a Metadirectory to provide more efficient directory management across all the County’s directory structures. The Pilot will be completed in December. Software Configuration and Patch Management: The County has a mixed environment of Novell Zenworks and Patchlink tools and MS Tools (SUS, WUS) for automated software configuration and patch management across the County Relatively High Technical Complexity: The County maintains a mixed environment for infrastructure management tools, this has lead to a more complex technical environment where multiple tools with the same relative functionality are being deployed to support the Novell and Microsoft platforms. Mixed environments typically require additional resources/skills, which results in higher management costs. Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Infrastructure Management Services Environment Assessment: County Metadirectory Strategy
Current Directory Environment 5 separate directories used only for LAN Server/file and print sharing, with some for ~7,300 employees countywide All software applications in the County use separate, proprietary directories with separate username and password Multiple username and passwords per employee Duplicate username and password for applications used in multiple departments Stale username and password for departed employees, contractors are ubiquitous Proposed Directory Environment 5 directories send encrypted username and password information to single meta-directory Departments control contents of meta-directory by making changes in their existing directories Immediately enable Internet Access and authentication through meta-directory as part of pilot Enable other countywide and departmental applications after pilot, at discretion of owner-agency/department Gradual or up-front migration to use of VCHRP employee ID as primary user-ID/logon for applications using meta-directory for authentication Applications validate against meta-directory for valid user-ID and password only, specific user access rights within an application are still maintained within the application Source: County of Ventura Metadirectory Pilot Project Documentation

Infrastructure Management Services Environment Assessment: Metadirectory Pilot Overview
(1400 users) Source: County of Ventura Metadirectory Pilot Project Documentation FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Infrastructure Management Services Environment Assessment: Metadirectory Project Benefit & Risks
Objectives/Benefits Phased reduction in number of different usernames and passwords that employees are required to remember Reduced application implementation and on-going support costs Less password reset time/labor Enables users outside owning department to access systems more easily Improved Internet access control and reporting Positions County to automatically add/delete employees across multiple applications when hired/terminated (Enterprise Provisioning) thereby increasing application security - Later Phase Metadirectory Issues/Risks Must successfully address security concerns and use of VCHRP Emp-ID Meta-directory loses value if some agencies/departments elect not to participate Potential additional licensing costs although the majority of County employees are covered through existing Novell/ZEN licenses Material effort to adopt and implement a single, common user-ID naming convention to prevent duplicate IDs Source: County of Ventura Metadirectory Pilot Project Documentation

Infrastructure Management Services Strategic Recommendations
Network Operating System (NOS) Strategy Managed Coexistence Strategy: The County should maintain a managed coexistence strategy for Novell Netware and MS Windows Network Operating systems (NOS). Gartner recommends continued investment in Netware and maintenance of its current deployment of MS windows. Any departmental conversion from Netware to Windows should only occur if there is a compelling business case to do so Based on Gartner’s analysis, there is a limited business case to migrate away form Netware based on cost alone. Such a migration would be very expensive with no added value or functionality. When calculating potential conversion cost, include staff retraining (or new hires), new equipment costs, manpower costs, third-party migration software (if needed) and new license fees. Continued Investment in Novell Netware NOS: Due to the County’s large investment in Netware (approx. 6,500 users) Gartner recommends that the County continue to support its investment in Novell Netware for network authentication, file/print services and servers While Novell is pursuing a growth strategy by deploying Netware services on Linux (directory, file/print and other infrastructure capabilities) it is maintaining commitment to its Netware OS customer base with is migration path to Novell Open Enterprise Server (OES) that runs on both Netware and Linux The County should explore running Netware services on Linux as a strategic direction. Maintain Current Deployment of MS Windows NOS: County should maintain its deployment of MS Windows 2003 for network authentication and file/print services to its current deployment user base (approx users), any conversion of current Netware deployments to MS windows should be justified with a compelling business case as described above FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Infrastructure Management Services Strategic Recommendations
Directory Services Strategy Application Directories: The growth of application based directories is inevitable (notably in Active Directory). However, NetWare (which runs on eDirectory) provides templates and tools for accessing applications based on other directories and databases, e.g., user account and password synchronization capabilities Metadirectory: Continue with the current Metadirectory strategy. Focus on the issues of authoritative sources and synchronization between directories Business Value of Project: Clearly document and communicate the business value of a metadirectory strategy to County stakeholders and ensure their active participation and feedback FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Infrastructure Management Services Directory Services Technical Architecture Deployment
Current Tactical (1–2 year) Strategic (3–5 Year) Network Directory Novell eDirectory MS Active Directory* Extranet Directory Application Directory PeopleSoft, Oracle Directory Active Directory eDirectory Metadirectory/Directory Synchronization DirXML/Nsure Network Directory Novell eDirectory MS Active Directory* Extranet Directory Application Directory PeopleSoft, Oracle Directory Active Directory eDirectory Metadirectory/Directory Synchronization DirXML/Nsure Network Directory Novell Directory MS Directory* Extranet Directory Novell eDirectory Application Directory Limit number of application directories where possible Metadirectory/Directory Synchronization DirXML/Nsure * Role of MS Active Directory is for application directories and for current deployed user base Retirement Novell NetWare 6.0, MS Win. 2000 Mainstream eDirectory, Nsure, MS Active Directory Containment Novell NetWare 6.5, Win 2003 NOS Emerging Netware on Linux FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Infrastructure Management Services Infrastructure Services Technical Architecture Deployment
Current Tactical (1–2 year) Strategic (3–5 Year) User Provisioning/Identity Management None Network OS (NOS) Novell NetWare 6.0/6.5 MS Windows 2000/2003* Software Distribution/ Patch Management ZenWorks 4.x, Patch link Update M.S. SUS 2.0, M.S. WUS User Provisioning/Identity Management Explore Novell Nsure Suite Network OS (NOS) Novell Open Enterprise Server (OES) MS Windows 2003* Software Distribution/ Patch Management ZenWorks 7.0 Suite M.S. WUS (current deployment) User Provisioning/Identity Management Explore Novell Nsure Suite Network OS (NOS) Track industry Novell NOS Product MS Windows NOS product Software Distribution/ Patch Management Track Industry Novell and MS products * MS Windows NOS is for current deployed user base, migration from Netware to MS Windows NOS to occur only with clear business case Retirement M.S. SUS 2.0, Netware 6.0 Mainstream Novell OES, MS Windows 2003 Server, Novell ZenWorks Containment M.S. WUS, Netware 6.5 Emerging ZenWorks Brimstone FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Infrastructure Management Strategic Goals Implementation Initiatives
Infrastructure Management Services Strategic Goals, Objectives and Initiatives Infrastructure Management Strategic Goals Continue Countywide investment in Novell Netware NOS and its associated infrastructure service environment; maintain MS Windows NOS current user base Any migration from Netware to MS windows should occur based on a compelling business case Create an efficient Countywide user network and system access process through Metadirectory and other user provisioning tools. Tactical Objectives Implementation Initiatives Utilize Novell Metadirectory and user provisioning technologies to enhance Countywide network and system access management Exploit current Netware functionality and keep informed on Novell’s Netware Strategy Develop strategy for the deployment of Linux operating system on County servers Use of Novell Infrastructure services on Linux Use of Linux as application server operating system Identify Mgmt. & User Provisioning Project Complete current Pilot and extend current Metadirectory project focus on user provisioning and identity management Communicate business benefits Partner with vendor to develop total solution Netware Tool Enhancement Program Educated users and expand use of Netware NOS and infrastructure service tools Linux Strategy Project Determine The County’s future direction for Novell Netware deployment on Linux Understand technical and resource implications of deploying Linux as a server operating system FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Voice and Data Network

Technology Infrastructure – Voice and Data Network Network Environment Assessment
Findings Local Area Network Management: This service is provided by some departments internally (e.g., HCA, Sheriff) and by ISD for others (e.g., Public Works). ISD is responsible for deploying the LAN infrastructure and some services e.g., network monitoring, while departments manage other services provided across the LAN such as software distribution and patch management Wide Area Network Management: The WAN is managed Countywide by ISD and is used to connect various locations Converged Voice and Data Network Project: The county has embarked on a project to deploy a fully conversed voice and data network A contract has been signed with an external systems integrator vendor (Nexus) to utilize Cisco technology equipment. The project includes replacing the physical network, upgrading data services where needed, and deploying fully voice and data network for County departments and agencies (Fire and Sheriff Emergency 911 infrastructure is an exception). The project has started and is estimated to be completed by March 2006 FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Voice and Data Network Network Environment Assessment
Issues Converged Network has Large Benefit but is a Relatively High Risk Project: Deploying a fully converged network is clearly the direction that network technology has taken and is in line with current IT trends and best practices. This project represents one of the largest County deployments in California and could result in several benefits to the County, including significant cost reduction ISD will need to be proactive in communicating changes to all effected users prior to implementation, in order to ensure the success of this project Business Stakeholder Involvement: Business stakeholder involvement in the project at the operational level has been minimal thus far. Failure to fully involve business stakeholders early in the process could have negative project impacts down the road Business users are not formally aware of any issues that may impact their departmental business and IT operations Though currently viewed as purely a technology project, implementing a converged network will require substantial involvement from County business users FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Voice and Data Network VoIP County Risk and Mitigations
ISD has identified three areas of potential risk: Risk of network outages and sub-par performance issues as the Government Center data communication network is upgraded, Risk of voice quality problems related to voice traffic contending with data communications traffic on the same network, and Risk associated with exposing the telephone system to security issues previously unique to data communication networks and general purpose computer systems. Four mitigation strategies have been incorporated into the project: Upgraded Data Network: The project architecture includes implementing an upgraded data communications network with multiple layers of physical and virtual redundancy to address any potential network reliability, security, and transmission quality problems. Redundancy: Redundant telephone processors/computer servers have been designed into the system to provided protection against unplanned system outages or facility damage. Phased Implementation: The upgraded network and new voice/telephone system will be implemented in a phased, gradual manner over seven months to allow for resolving unanticipated problems prior to implementing voice traffic on the upgraded network. Best Practice Vendor Management: Detailed industry standard acceptance criteria, ongoing performance metrics, a contract performance bond, and a deliverables-based payment schedule with payments contingent upon final system or system sub-part acceptance by the County have been incorporated into the project contract to protect the County should potential risk areas prove irresolvable. FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Voice and Data Network Strategic Recommendations
Voice and Data Convergence Strategy Increase Business Stakeholder Involvement in the Network Convergence Project Use the BTC to formally and regularly communicate the status and potential impact of the VoIP project on business departments and agencies Document and communicate potential business and technology impacts and potential resource and time requirements for each department/agency Communicate with user departments as much as possible in advance of any network changes or other activity that might effect user productivity. Follow best practices for documenting proposed changes Document All Planned Network Changes and Develop the Following: A schedule that lists the details of all the changes approved for implementation and their proposed implementation dates An implementation plan that includes a back-out plan if the change fails to work An escalation list for the back-out plan that includes who needs to be contacted or present during a back-out An immediate assessment of the change implementation that includes all incidents, problems and errors A final review that confirms that the change has met its objectives, there are no side effects and business department/agency customers are satisfied The minutes of all change control management meetings A database that tracks the progress of the change and all documentation FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – Voice and Data Network Technology Deployment Strategy
Current Tactical (1–2 year) Strategic (3–5 Year) Network Sys. Mgmt. Nortel Optivity, HP OpenView, Spectrum MRTG Storage Area Network (SAN) HP SAN (name) HP OpenView Storage Area Manager v3.2 Remote Access Shiva LanRover D56 (Dial) Nortel Contvity 4.5x (VPN) PassGo Defender 4.1x (Strong Authentication) Network Sys. Mgmt. Cisco CiscoWorks? Nortel Optivity (C) HP OpenView Spectrum MRTG Storage Area Network (SAN) HP SAN (name) HP OpenView Storage Area Manager Remote Access Nortel Contvity 4.X (VPN) PassGo Defender 4.x Evaluate impact of VoIP Project Network Sys. Mgmt. Cisco CiscoWorks? HP OpenView Track market (Spectrum, MRTG) Storage Area Network (SAN) Evaluate storage mgmt. tools Remote Access Nortel Contvity (VPN) (track market) PassGo Defender (track market) Retirement M.S. SUS 2.0 Mainstream Cisco CiscoWorks, Nortel Optivity Containment Nortel Optivity, Spectrum, Shiva LanRover D56 (Dial) Emerging FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Network Strategic Goals Implementation Initiatives
Technology Infrastructure – Voice and Data Network Strategic Goals, Objectives and Initiatives Network Strategic Goals Successfully deploy a fully converged Voice and Data network and IP telephony across the County Increase stakeholder involvement Reduce project management risk Tactical Objectives Implementation Initiatives Reduce converged network project risk Enhance business stakeholder participation in converged network project Contract independent verification and validation (IV&V) services Document comprehensive risks and risk mitigation strategies Converged Network Risk Management Plan Contract IV&V on project (approx. 10% of current project budget) Develop an Executive Stakeholder Communication Plan Document Risk Management Plan FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure – E-Government Supporting Technology

E-Government Supporting Technology Infrastructure Current Environment Assessment
Findings Web Hosting: ISD provides web hosting services for County department internet and intranet web sites. This is a discretionary service with departments having the option to have their internet site hosted externally, e.g., Sheriff, HSA and HCA Technology: ISD provides MS. IIS web servers within a network DMZ protected by a County firewall. The County has not deployed any formal web portal technologies to date. Various web application development tools are used by the ISD’s S&P division Web enabled technology has been used to some degree in recent ISD application development Web Applications: The County maintains some external facing web applications, e.g., GIS and web payment processing for fees and property taxes. Internal applications have been developed for HSA, HCA and GSA. PeopleSoft application will have some web enabled functionality for employee self service. Web payment processing is outsourced to various external vendors in many cases, e.g., tax collector ISD provides web application development services via the Systems and Programming Division Web Content Management: ISD has established a standardized web page template to ensure a consistent look and feel across the County. No tools are currently in place to automate web content management. Some departments find it difficult to keep web content current Formal E-Government Strategy: The County developed a comprehensive E-government strategy in 2000 which provides articulates a vision for the development of County E-government FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

E-Government Supporting Technology Infrastructure Current Environment Assessment
Issues Web Content: Formulating a standard look and feel for the County web site has been a successful strategy and has generated a cohesive look to the County’s external web presence. Not all agencies/departments have moved to the County standard yet Lack of automated web content tools has made it difficult to ensure consistent updating of information on the web Web Hosting Policy: Policy regarding how County web sites and applications will be hosted has not been clearly articulated in terms of ensuring appropriate security, privacy, data ownership and disaster recovery across the County. Such a policy would document clear criteria by which departments can host and develop web applications externally Web Portal: The County has began to embark on deploying a web portal that would enable the coordinated presentation of information and development of services over the web. A strategy for the deployment of the portal that clearly articulates the County’s technical platform direction for future deployment of services over the web has not yet been developed. Although the County has developed expertise around a Microsoft .Net environment, the current product choice is an Oracle Portal product which supports a J2EE development environment Web Transaction Processing: Payment processing is very decentralized. This has resulted in multiple payment solutions being deployed across the County Slowness/downtime of some of these solutions negatively affects customer perception of the County’s capabilities. E.g., tax collector payment system being down during peak times Lack of a common policy/strategy for payment processing has led to inconsistency in the way the County pays vendors to provide these services FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

E-Government Supporting Technology Infrastructure Technology Deployment Strategy
Current Tactical (1–2 year) Strategic (3–5 Year) Web Server MS IIS 5.x, 6.x, 4.x Web Page Dev. Macromedia Studio MX 2004 (Incl. Dream Weaver) Web Application Dev. MS Visual Studio .NET Sybase Power Builder Enterprise 8.0.3 Web Application Server/Portal Evaluating Oracle Portal Web Server MS IIS 6.x Web Page Dev. Macromedia Studio MX (Incl. Dream Weaver) OracleAS Portal content management ? Web Application Dev. MS Visual Studio .NET Web Application Server/Portal To be determined (will impact technology and development strategy .Net Vs J2EE) Web Server To be determined Web Page Dev. Web Application Dev. Web Application Server/Portal Retirement MS IIS 5.x., 4.x. Mainstream .NET, Web Services, Sybase Power Builder, Macromedia Studio MX (Incl. Dream Weaver), Containment ? Emerging J2EE development environments FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Intranet/Internet Strategic Goals Implementation Initiatives
E-Government Supporting Technology Infrastructure Strategic Goals, Objectives and Initiatives Intranet/Internet Strategic Goals Update E-government 2001 strategic plan and execute on recommended initiatives Develop a shared Countywide E-Government supporting technical infrastructure and appropriate governance around E-government development initiatives Tactical Objectives Implementation Initiatives Develop an external web hosting policy for the County that address privacy and security concerns. Update the County’s E-Government strategy Develop Countywide portal program involving all business departments Define web technology and app development infrastructure environment Utilize this program as an opportunity to introduce additional tools, skills and resources for Web page content and web application development within the County Develop an Integrated Countywide infrastructure for web payment processing E-Government Strategy Update Document completed projects and update schedule and budget for remaining initiatives Develop E-government implementation roadmap Update County Web hosting Policy Formalize suggested policies outlined in 2001 E-government strategic plan County Web Portal Deployment Project Confirm web infrastructure direction (.Net, J2EE) Define informational and transactional business requirements Execute on documented design and deployment plan County Web Payment Infrastructure Project Define requirements and policy Seek qualified vendor FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications
FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications Key Concepts: Determining the posture of applications
Generic criteria are defined to assess applications from a business and technology perspective, and incorporated in an assessment survey Cost-effective to operate or maintain Adequate vendor support for major components Adequate availability of staff support Architecture allows enhancements for new business requirements Adequate security protection High Warning Zone – Not Making Best Use of In-Place Technology to Meet Business Needs Safe Zone Technical Perspective High Attention Zone – Both Business and Technical Risks Expensive to operate or maintain None or decreasing vendor support for major components Insufficient or decreasing availability of staff support Architecture not allow enhancements for new business requirements Vulnerable security Warning Zone – High Technical Risks Low High Business Perspective Creates inefficient and less effective service delivery processes Constraint on implementation of new services, expanded citizen benefits, and/or more efficient business processes Individual privacy and data confidentiality at risk Application is crucial in supporting business processes Application is aligned with County strategies Application importance is expected to continue into the future

Enterprise Applications Key Concepts: Determining the posture of applications
Assessment results indicate the type of application remediation Application Posture Poor from Business and Technology Perspective Meeting Business needs, but Technology shortcomings Technology Sound, but shortcomings from Business Healthy from Business and Technology Perspective Remediation Approach Retire: Will be retired or contained Technical Replacement/Enhancement: Minimize investments, but address technical issues and risks to prolong technical life Business Value Enhancement: Opportunities to improve functional capabilities and business support, with potentially relatively minor investments Maintain/Integrate: Regular Support/Maintenance and additional Integration FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications Overall Enterprise Application Assessment
Technology sound, but shortcomings from business. Applications should be either be retired or exploited to enhance business value. Healthy from business and technology Perspective. Applications should be maintained and further integrated into business processes Poor from business & technology perspective. Applications should be retired. Meeting business needs, but has technology shortcomings. Applications should be enhanced or replaced. FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications – E-mail
Assessment Issues and Findings Recommendations and Deployment Strategy Strategic Goals, Objectives and Initiatives FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications – E-mail Environment Assessment
Findings The County uses Novell GroupWise for standard services Management of is decentralized, with four domains (Sheriff, HCA, ISD, Fire) being maintained and about 15 servers housed across the County There is a Countywide standard naming convention for addresses A limited number of users have front-ended GroupWise with MS Outlook. County users are generally pleased with existing services Policies regarding retention and archiving are unclear and may vary by department or agency is not currently treated as an enterprise utility and there is a duplication of administration effort throughout the County Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications – E-mail Recommendation and Deployment Strategy
Enhance technical performance and minimize costs through a more shared infrastructure management environment. FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

E-mail Strategic Goals Implementation Initiatives
Enterprise Applications – Strategic Goals, Objectives and Initiatives Strategic Goals Maintain and optimize Novell GroupWise as the County’s application standard Manage Countywide as utility application to be shared across the County Formalize Countywide retention and archiving policy in compliance with state and federal laws Tactical Objectives Implementation Initiatives Develop Countywide retention policy Document and communicate feasibility of consolidating the approx. 15 servers while maintaining localized user management Expand use of GroupWise functionality through training of business users Optimize technology solution for wireless on mobile devices Retention Policy Project Legal opinion regarding retention mandate documented Policy developed and approved management software configured to automate policy execution as much as possible Optimization Project training included as part of new employee orientation County standard for wireless on mobile device developed FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Application Assessment – Best Practices E-mail and Messaging: Novell GroupWise Evolution
Strategic Planning Assumption: Through 2007, Novell will position OpenExchange to small and midsize enterprises (0.6 probability). GroupWise "Sequoia" NetMail 3.5 GroupWise Messenger iFolder "Denali" Enterprise Evolution 2.2 Virtual Office GroupWise 6.5.1 NetWare and Win 2003 Support 2003 2004 2005 2006 Novell Linux Desktop Strength: History of solid technology Challenge: Building a Linux vision GroupWise "Aspen" Extended desktop integration Evolution 2.0* iFolder "Denali" Workgroup (open source) Messenger (client plug-in for GAIM*) GroupWise 6.5.1 Linux Support Source: Novell 2004 Client Issue: Which are the vendors to consider? During the past two years, Novell has revived GroupWise, nearly stopping attrition and gaining some significant customers. Released in February 2003, GroupWise 6.5 includes much-needed features — for example, an exposed application programming interface for third-party archiving applications — and a new "Outlook-like" GroupWise client. The vendor has also built up its partner network for GroupWise. Novell has demonstrated concerted and results- producing marketing and product-development efforts. Is it too little, too late? The acquisition of SuSE may disrupt Novell/GroupWise's path to recovery. Novell will spend the next six months understanding how to integrate SuSE Linux. Clients should not be disheartened by the acquisition of SuSE. How Novell will balance proprietary with Open source remains to be seen. As with IBM, Novell is moving toward a system of modular components with and calendaring as the base commodity. The vision for NetMail ties into that as e- mail can be extended across the organization, based on open standards. Novell has success in universities where simple can be extended to students. Action Item: Evaluate Novell based on its standards-based offering, but carefully evaluate their progression in integrating open source components. *Also available as free open source Source: Novell 2004 FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications – Integrated Property Tax System

Integrated Property Tax System Environment Assessment
Findings Technology: Current property tax system is an in-house developed system of application modules first implemented in 1980 and has undergone numerous modifications over the years. The System was developed in Model 204, COBOL and some PowerBuilder components. It mostly runs on an IBM mainframe and consists of the following modules: AB8 (M204), Secured (M204), Supplemental (COBOL) , Unsecured (M204), Unsecured ARC (M204), AVS ( PowerBuilder running on PC), RDA (M204) Ownership: The integrated system is shared by three County Departments: Assessor, Treasurer/Tax Collector and Auditor/Controller System is accessed by departments for parcel, assessment tax and other property related information. System Requirements: ISD has requested funding to begin developing requirements for the potential replacement of the system System not meeting business requirements: Users have indicated that the system is not meeting their business requirements (data management, law changes) and any changes to meet those requirements are costly and lengthy to implement due to the inflexibility of the current software Business Case for system replacement: All key business users feel that there is a compelling business case to replace the current Integrated Property Tax System, however this business case has not been documented or clearly communicated to stakeholders System replacement governance: At the present moment it not clear how such a replacement project is to be championed and governed. This would typically be a business driven project with key project decision making done by business executives on a project steering committee. This body would govern the project from inception to completion Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Integrated Property Tax System Recommendation and Deployment Strategy
Retire Old and Replace with New Place priority on replacing the Integrated Property Tax System to increase technical quality and business value of the system FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Implementation Initiatives
Integrated Property Tax System Strategic Goals, Objectives and Initiatives Strategic Goals Replace Property Tax System with a more flexible integrated system that is able to meet the continuously changing business needs of its largest users (Assessor, Treasurer/Tax Collector and Auditor/Controller) Ensure Project is driven by business stakeholders and facilitated by ISD Tactical Objectives Implementation Initiatives Establish project governance structure to oversee system replacement efforts over all project phases Identify key human and budget resources to sustain project over the long term Document a Business Case that analyzes all replacement scenarios and justifies best solution Develop business and technical system requirements in conjunction with project business stakeholders Issue a comprehensive RFP based on business case and documented requirements Implement the replacement system in phases over time Property Tax Replacement Project Project Steering Committee established Short term funding and dedicated resources identified Business case documented Alternative analysis (issue Request for Information to vendors) Recommended solution Recommended design and architecture Risk management plan Project budget and resource plan Business and technical requirements Developed RFP issued, vendors evaluated and selected FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications – Financial Management System (VCFMS)

Financial Management System (VCFMS) Environment Assessment
Findings Currently running AMS Advantage 2.2 financial management enterprise application. The code is written in COBOL and running on the County mainframe. The system runs all financial management functions (general ledger, accounts payables/receivables, purchasing and job costing) excluding budgeting which is done on a separate system The system was installed in 1997 and is accessed by all County departments (600 active users) The system has some batch interfaces (check generation) with other County systems that manage financial data, e.g., property tax system and HR/Payroll system. Many associated processes are paper based necessitating dual data entry into multiple systems. Technical quality: System has been generally stable and though it runs on older technology technical support has been relatively easy. Issues with response time are being encountered and are being addressed. A non relational data base environment makes efficient data management difficult Business user issues have included: Inflexible ad hoc reporting - This has been partially alleviated with the implementation of a data warehouse utilizing an Oracle relational database used for querying and reporting on historical data Issues with the responsiveness of the system’s GUI interface - This is a layer on top of the legacy system. Issues have been resolved by using TCPIP for communication between the GUI and the legacy system Decentralized data entry - while this has placed a bigger burden on departments it has alleviated processing on the Auditors office Unclear vendor support time horizon: Due to the aging platform of the application the vendor has previously provided time horizons that will limit its support; it has now indicated it will support the application indefinitely but support and license costs will increase as a result. A new upgrade to the system (AMS 3.x) is available with additional functionality and web based capabilities Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Financial Management System (VCFMS) Recommendation and Deployment Strategy
Maintain VCFMS but plan to upgrade/replace within next three years to enhance technical quality of the system FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Financial Management System (VCFMS) Strategic Goals, Objectives and Initiatives Strategic Goals Maintain VCFMS on current version and platform over the next three years until vendor provides definitive support discontinuation timeframe Document alternative analysis for upgrade or replacement scenarios Tactical Objectives Implementation Initiatives Confirm AMS-CGI support commitments in writing Timeframe for continued support Scope and costs for future software support and maintenance of current version Document alternative analysis for either upgrading current solution or replacing with different product Document/Update AMS Advantage Support and Maintenance Contract Formal discussion with vendor conducted Terms agreed upon Contract signed Develop VCFMS upgrade/replacement business case High-level business requirements defined Alternatives evaluated Solution recommended FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications – Human Resources/Payroll (VCHRP)

Human Resources/Payroll (VCHRP) Environment Assessment
Findings County implemented PeopleSoft 8.8 in 2004 as the core HR and payroll application. Application is on latest software releases of the product. Functionality modules are being deployed in phases, next phase includes rolling out employee self service components for benefit management, etc. System Meeting Business Needs: Current system is mostly visible internally to HR/Auditor and is meeting most of their business needs. County departments access the system mostly for data entry purposes. Issues have centered around the accuracy of payroll information, e.g. certification of payroll has been difficult for some job categories Future Requirements: Users have expressed the following requirements to improve the system: Improved Data Accuracy: Users feel system could be more efficient in ensuring the accuracy of payroll information and reducing the need for additional manual verification processes Increase data reporting flexibility: While basic needs are being met, it is felt that the capacity to generate useable data from the system needs to be improved without too much reliance on technical support Improve integration with other County systems: While there are some basic interfaces e.g., batch interface to VCFMS for check generation, it is felt better system integration would reduce manual paper based processes for better document workflow and storage Expanded use of system capabilities: It is felt that there are opportunities to use additional system functionality. This could be done though additional deployment of technical resources for faster deployment and improved end user training Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Human Resources/Payroll (VCHRP) Recommendation and Deployment Strategy
Expand business value of current system through deployment of additional functionality FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Product line support not individual release support
Human Resources/Payroll (VCHRP) HR/Payroll (VCHRP): Oracle’s Applications Strategy Strategic Planning Assumption: Through at least 2010, despite tactical detours, Oracle’s strategy will be to achieve a single code-line and platform for its business applications (0.7 probability). 2013 Product line support not individual release support 2008 Successor Product / Fusion JDE EnterpriseOne 8.12 PS Enterprise 9.0 eBus R12 2006 JDE EnterpriseOne 8.11 PS Enterprise 8.9 eBus 11i The PeopleSoft acquisition added three product lines to Oracle’s applications offering of eBusiness Suite: PeopleSoft Enterprise, JD Edwards EnterpriseOne and World. Oracle announced that it will continue to support all of these product lines through at least 2013 and will assume the Peoplesoft release schedule for all related releases. This means that Enterprise One 8.11 and Enterprise 8.9 are only supported through 2010 and future releases 8.12 and 9.0 respectively will only be support through For EnterpriseOne XE and 8.9 users, support will end in 2007 (February for XE and September for 8.9) and 8.10 ends in March There are also planned releases in the 2006 timeframe for those three product lines. The non-Oracle database versions of both PeopleSoft Enterprise and EnterpriseOne will be delivered with the general availability of each of the 2006 releases (PeopleSoft Enterprise 9.0 and JD Edwards EnterpriseOne 8.12). The planned initial release of the successor product, delivered under Project Fusion, is targeted for 2008, with full product delivery happening sometime after that point. Gartner predicts that the all-inclusive product under Project Fusion will be delivered in 2014 (0.8 probability). Oracle will offer migration paths from each of the three main applications offerings, from PeopleSoft Enterprise 8.9 and 9, from JD Edwards EnterpriseOne 8.11 and 8.12, and from Oracle-Business Suite 11i, 10 and 12. Action Item: Customers need to determine content and timing of successor product, as well as of specific migration path planning, and plan accordingly. 2005 FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Human Resources/Payroll (VCHRP) Gartner’s Prediction for Fusion All-Inclusive Product By 2014
Strategic Planning Assumption: The all-inclusive product under Project Fusion will not be delivered before 2014 (0.8 probability). 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Data Hubs Transaction Base EBS 12, E9, E1 8.12 released Fusion Framework Complete First Fusion Apps. (Fin.) Support for XE & E8 ends Fusion Complete Suite E1, E Support ends Oracle Plan First Fusion Apps. (Fin.) but contain less func than current apps Fusion Complete Suite = EBS, E, E1 Fusion Framework Complete Gartner Projection Planning Assumptions: 1. Will take a year beyond 2005 (2006) to stabilize framework 2. Fusion apps. Dev. starts in 2006 (likely toward end of year) 3. Some fusion apps. may appear in 2008 – but less functionality than E, EBS or E1 (not freezing code and can’t build on a moving target) 4. Two more years to get to EBS, E, E1 parity Based on Oracle’s announcement to provide a free license for products developed under Project Fusion to customers on currently supported releases of Peoplesoft and Oracle applications, users’ initial license cost will be protected. It is also likely that Oracle will provide a data migration from current products. Based on this information, Fusion products will not be considered an upgrade for Peoplesoft users. They should budget for Fusion as if it were a totally new product. Investments in implementation of business processes, configurations, user interfaces, technology stack, hardware infrastructure, database and employee training will likely be necessary. Gap analysis for new capabilities will be required to determine if existing customizations are still needed and if new customization will be required. IT resources will require heavy updates to their technical skills if they have not already deployed the Oracle technology stack. Action Item: Users of PeopleSoft and JD Edwards product lines are encouraged to perform detailed project planning for the migration to Fusion and a comparison for a similar scope in the context of a new implementation. FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Human Resources/Payroll (VCHRP) Strategic Goals, Objectives and Initiatives Strategic Goals Expand and deploy the robust functional capabilities of the current system to users across the County to improve HR/Payroll business processes Do not commit to major upgrades to the current system over the next three years until a migration path to Oracle/PeopleSoft future products (Project Fusion) is clear Tactical Objectives Implementation Initiatives Continue phased rollout of VCHRP functionality across the County Exploit “low-hanging fruit” like employee self service capabilities to improve perception of VCHRP Do not upgrade to version 8.9 or 9.0 until Oracle/Peoplesoft migration path to Project Fusion is clear. Support for 8.8 will continue through 2008 The County will have to migrate to version 8.9 or 9.0 at some point, since Oracle is unlikely to provide a direct migration path from PeopleSoft Enterprise HCM v.8.8 to the Project Fusion product Gartner predicts that PeopleSoft Enterprise HCM customers on v.8.8 will have to upgrade again to v.8.9 or v.9 before upgrading to Project Fusion (0.9 probability). Current Phased PeopleSoft Rollout Functionality rolled out as planned Determine cost impact of potential upgrade Impact of 8.9 upgrade known Impact of 9.0 upgrade known Choice made to upgrade to either 8.9 or 9.0 in 2008 Note: V8.9 to be released in June 2005 V9.0 to be released in December 2006 FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications – Land Records and Management System

Land Records and Management System Environment Assessment
Findings Technology: Use Accela Permits Plus system for supporting permitting and land records management for the Resource Management Agency (RMA) who fully maintains and supports the system Business Use: System is fully functional within RMA and is in the process for being deployed for use within the Public Works Agency (PWA). This has necessitated the purchase of additional licenses and has begun the process of expansion of the system across multiple departments and divisions Meets Users Needs: All current users recognize the business value of the system and feel that its capabilities could be used more to enable more efficient business processes Enterprise nature of the system: As use of the system expands it can be considered an enterprise system that provides benefits and support business process across several departments. Issues that have arisen include: Unclear System Support and Service Delivery Model: RMA owns and maintains the system, and is currently responsible for supporting the system as it expands to other departments. As the system expands costs will have to be managed by charging other departments for its services. In addition IT infrastructure will have to be enhanced to support a larger system. ISD currently supports all other County enterprise applications. Discussion needs to occur regarding the appropriate service model for this system that balances unique departmental needs and the collective resources of ISD. Need for additional resources: System adoption has been slow across departments due to budgetary and resource constraints needed to manage the expanded system. These will have to be addressed in order to successfully deploy the system across multiple departments Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Land Records and Management System Recommendation and Deployment Strategy
Increase business value by deploying and integrating the system across RMA, PWA and other County departments FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Land Records & Management System Strategic Goals, Objectives and Initiatives Strategic Goals Expand current system to be the County’s standardized enterprise system for land records and management (permitting, land and building mgmt. health and safety etc.) Resolve issues regarding which County entities are responsible for providing application management services for this system (hosting, support & maintenance, development) Tactical Objectives Implementation Initiatives Expand use of Accela Permits Plus for RMA, PWA and other County permitting use Explore expanded use of Accela Automation products for Countywide land records and management Business Asset Management Land Management Licensing and Permitting Public Health and Safety Management Service Request and Online Services Manage the system as an enterprise application with defined service management accountability between RMA and ISD Interface Accela GIS modules with County GIS function to leverage County data Delineate Land Records Enterprise Application Service Provision Services to be provided between RMA and ISD delineated Application Development/Implementation Application hosting on shared infrastructure Support and Maintenance Develop five year system strategic plan Plan documented for a full land records and management system deployment over five years FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications – Geographic Information Systems (GIS)

Geographic Information Systems (GIS) Environment Assessment
Findings Organization: GIS has been centralized under a GIO (Geographic Information Officer) within ISD. A GIS Oversight Committee is in place to oversee Countywide GIS operations. The GIO has dual reporting responsibility to the County CIO and the GIS Oversight Committee There is direct accountability and ownership for GIS functions within the County which is a best practice GIS Services: Maintains central technical and information infrastructure for GIS and provides GIS services to multiple County departments (RMA, PWA, Fire, etc.) based on formulated cost allocations and per use charges. Some individual departments, e.g., fire maintain their own customized GIS layers and applications. Services include: Management of Countywide shared base map, geographic layers and applications; conducting data updates, providing map look up service to the public and business as requested GIO has embarked on a strategy to enhance fee based GIS services to the public, businesses other governmental organizations Technology: Standardized on ESRI products which includes various web based technologies Leveraging of enterprise data: Users recognize the efficiency of maintaining enterprise wide data for GIS but feel that the rate of data updates and responsiveness of the network communications for data access could be improved Ability to meet unique user requirements: Most notably the Fire Department feels that centralized GIS does not meet many of their unique GIS information needs which include: up to date, accurate data for unique Fire Department functions and applications, e.g., street center lines, information needed for automated vehicle location etc. They also have issues with the system responsiveness and ability to update information in a timely manner Enhancing business value: aside from heavier users of GIS data other departments do not feel that GIS provides them enough business value to justify the costs incurred and have therefore curtailed their usage of the system Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Geographic Information Systems (GIS) Recommendation and Deployment Strategy
Improve business value of GIS by integrating into current business processes and functionality into business applications FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Geographic Information System (GIS) Strategic Goals, Objectives and Initiatives Strategic Goals Continue to maintain a centralized County GIS function to manage shared GIS information and technology resources Develop a robust Countywide GIS community of interest of GIS business users and technical developers to enable sharing of ideas and resolution of business and technical issues Document comprehensive GIS Strategic Plan Tactical Objectives Implementation Initiatives Resolve technical issues regarding access and update of GIS data between GIS and Fire Department Resolve speed of data access and data accuracy issues with maps, e.g., center lines Organize users group into community of interest that meets regularly Document GIS Strategic plan Integrate the current GIS infrastructure architecture development plan Document information and technical requirements for Departmental GIS users Define services to be provided and service level agreements Identify potential external partnerships Technical Enhancement Project Infrastructure architecture plan complete (ongoing) GIS data access issue resolved Data accuracy issue resolution identified Develop mandate for GIS user community of interest Working groups/forum created Community of interest roles and responsibilities defined GIS Strategic Plan Development FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications – Document Management System (FileNet)

Document Management System (FileNet) Environment Assessment
Findings Technology: County has has standardized on FileNet as the enterprise document management platform for imaging, report management, content management and workflow. However some departments use various solutions to meet their optical imaging needs Business Use: The Sheriff is the biggest user of FileNet for records management and is integrated with other Sheriff systems and deeply ingrained into their business processes. This is a separate system from the ISD run enterprise FileNet system. The Assessor and Auditor are the largest users of the enterprise system; adoption has been slower in other County departments Slow Technology Adoption: While adoption has been successful in certain departments, e.g., Assessor, adoption of FileNet has been slow across the County. This has been primarily due to the budget reductions and perceived high costs required to adopt the technology. Users have felt they can meet limited requirements with stand alone imaging systems Functionality Utilization: While some FileNet functional capabilities are currently being utilized successfully, e.g., report manager, other functions such as imaging, work flow and content management have not been strongly adopted by County Departments due to cost Unattractive Cost Models: Per user pricing for FileNet has been unattractive ($4000 per user license seat) for optical imaging. Users have gravitated to cheaper per page cost models for lower end optical solutions. Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Document Management System (FileNet) Recommendation and Deployment Strategy
Increase FileNet business value though attractive pricing options and integration into business processes FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Document Management System (FileNet) Strategic Goals, Objectives and Initiatives Strategic Goals Maintain FileNet as the Countywide document management and imaging standard Facilitate further business use by utilizing innovative pricing models and aggressive user marketing. Ensure the ability to meet stakeholder needs is communicated. Tactical Objectives Implementation Initiatives Develop attractive FileNet pricing model to encourage use of system Highlight successful components of the current system (e.g., report manager and COLD) and use to further expand into County Department business processes Market FileNet imaging and document management capabilities to users and offer proactive comparisons to currently stand alone imaging systems FileNet Pricing Model Project New pricing model defined Focus group with County business/IT users conducted and changes made accordingly FileNet Marketing Project Informational brochures created and distributed Product demonstration sessions set up Opportunities for business process integration communicated FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Enterprise Applications – Integrated Justice Information System (VCIJIS)

Integrated Justice Information System (VCIJIS) Environment Assessment
Findings Technology: The County has made significant investments in an integrated information system to meet the needs of it’s Justice community (Sheriff, DA, Probation, Courts). It is series of integrated client server applications written in Sybase PowerBuilder running on Sybase databases. Rollout of the system begun on 2002 High Business Value: The system is critical to justice business processes and has been effective in providing the information needed for business operations across departments User Requirements: User feed back (more service delivery oriented than technical) has been used to develop the following requirements to improve the system: Improved Service Delivery Communication: While the system provides good business value, in general users have expressed the desire to have improved communication with ISD in support of VCIJIS. Users feel that ISD should be more communicative about potential issues would affect the performance of the system before they impact users Proactive Problem Management: General feeling that VCIJIS issues can be resolved proactively instead of reactively through upfront planning and identification and prioritization of issue resolution Improved Data Management: The issue of multiple instances of the same person in the system is a major issue within the system. Technical (e.g., biometric identification etc.) and business process are need to resolve the issue Increase System Stability: Recent systems outages have significantly affected public safety operations. Supporting infrastructure technical issues have caused these outages. Feel that system must be available 24/7 and should have priority support from ISD Issues FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Integrated Justice Information System (VCIJIS) Recommendation and Deployment Strategy
Increase VCIJIS technical stability and data accuracy. Improve service support and integrate with additional public safety systems FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Integrated Justice Information System (VCIJIS) Strategic Goals, Objectives and Initiatives Strategic Goals Improve proactive support of the VCIJIS system though formal service management processes, e.g., IT infrastructure library (ITIL) Rectify major data accuracy issues regarding multiple instances of person data through biometric and other ID technologies Document integration strategy and future VCIJIS technology vision for the use of next generation web based technology Implementation Initiatives Tactical Objectives Technical infrastructure stabilization project (ongoing) - SAN issues resolved ISD Service Management Project Current ISD process maturity determined based on ITIL Processes for development prioritized Service Level Agreements Defined Biometric System project Standard technology and tools identified and Integration with VCIJIS Started Define future integration strategy Systems to be integrated identified and prioritized Next integration generation technologies identified and piloted Stabilize VCIJIS hosting infrastructure by resolving Storage Area Network issues Enhance proactive communication between ISD and public safety departments to identify and resolve technical issues before they impact system performance Develop consistent Countywide biometric identification system to remove redundancy of VCIJIS data Identify future integration of additional public safety systems through next generation technology e.g., web services FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Strategy Implementation Road Map

Strategic Implementation Road Map Computing/Network Infrastructure Projects
2005 2006 2007 2008 2009 Program Project Name Priority / Importance 1-3 3-6 6-9 9-12 IT Disaster Recovery & Business Continuity Program IT Disaster Recovery and Business Impact Assessment Project High Business Continuity and IT Disaster Recovery Integration Project Desktop and Software Policy Development Program Desktop Refresh and Minimum Standard Development Low Retention Policy Development License Management Policy Development Desktop Lock-down Policy Development Voice and Data Network Convergence Program VoIP Project Phase I Project VoIP Project Phase II Project Med/Low VoIP Risk Management Project E-Government Program E-Government Strategic Plan Update Project Internet Technology Architecture Project Portal Project - Phase I (Interaction Phase) Portal Project - Phase II (Transaction Phase) Web Payment Transaction Processing Project Medium

Strategic Technology Program
Strategic Implementation Road Map Computing/Network Infrastructure Projects 2005 2006 2007 2008 2009 Strategic Technology Program Project Name Priority / Importance 1-3 3-6 6-9 9-12 Thin Client Deployment Program Service Definition & User Categorization Medium Thin Client Deployment (ongoing) IT Infrastructure Cost Benchmark Program Desktop/Distributed Computing Cost Benchmark Med/Low Midrange Server Cost Benchmark Initiative Potential Server Consolidation Program Low Infrastructure Upgrade Program Software Configuration Management Desktop, Server and Network OS Upgrades Linux Strategy Development Identity Management & User Provisioning Program Metadirectory Pilot High Project Definition Mainframe Deployment Program Mainframe OS Upgrade Project Mainframe Deployment Alternatives Project Infrastructure Mgmt. Process Maturity Program County Infrastructure Process Maturity Assessment Define overall process improvement programs

Strategic Implementation Road Map Enterprise Application Projects
2005 2006 2007 2008 2009 Enterprise Application Projects Priority 1-3 3-6 6-9 9-12 VCIJIS Development Program VCIJIS Infrastructure Stabilization Project High VCIJIS Data Integrity/Biometrics Project Meduim Integration Strategy Development Project Low GIS Development Program GIS Business and Technical Community of Interest Development Med/Low GIS Tech. Infrastructure Enhancement GIS Strategic Plan Development Medium FileNet Optimization Program FileNet Service and Cost Definition FileNet Marketing and Communications Initiative Med/low Property Tax Replacement Project Property Tax Governance and Business Case Development Project Property Tax Req. Development Property RFP and Vendor Selection Project Property Tax Implementation Project Land Records and Mgmt. System Dev. Program Land Records and Management Strategic Plan Accela Permits Plus Expansion VCFMS Deployment Program Current System Maintenance and Support Plan VCFMS Upgrade/Replacement Alternatives & Implementation VCHRP (PeopleSoft 8.8) Upgrade Initiative Determine version 8.8 Migration Path and Conduct PeopleSoft Upgrade

Appendices FullCompanyName PresentationTitle
Engagement: xxxxxxxxx—DayMonthYear

Appendix A – Detailed Project Descriptions

Appendix A – Detailed Project Descriptions Technology Infrastructure Projects
IT Disaster Recovery & Business Continuity Program IT Disaster Recovery and Business Impact Assessment Project This project involves understanding the impact of potential IT service disruptions on County business. It would also assess the adequacy of disaster recovery responses needed to restore these services. It would recommend potential improvements to business and IT process to ensure recovery objectives can be met. Business Continuity and IT Disaster Recovery Integration Project This project involves the implementation of the outcomes of the above analysis. It will also ensure that IT recovery is made an integral part of the County’s overall business continuity plan. It also ensures that a formalized integrated IT disaster recovery and business continuity plan is articulated and tested. Desktop and Software Policy Development Program Desktop Refresh and Minimum Standard Development This project aims to develop a Countywide policy to ensure that desktop technology is refreshed within reasonable timeframes. It articulates minimum standards for deployed desktops and addresses how such refresh will be funded. Retention Policy Development Formalizes the business rules for retention across the County based on the County’s interpretation of State and Federal laws. Ensures that County risk is minimized regarding the retention of electronic records that are either part of, or transmitted through . It also articulates how technology will be implemented to execute these business rules. License Management Policy Development Develops a formalized framework for the efficient management of software licenses within the County. It defines how licenses are managed at a departmental or Countywide basis and demonstrates the cost effectiveness of utilizing enterprise licenses where possible. Desktop Lock-down Policy Development Recommends practices that departments could follow to ensure that desktops are configured in the most manageable way to minimize required maintenance and support.

Voice and Data Network Convergence Program VoIP Project Phase I Project Current project is underway to deploy a fully converged voice and data network and implement IP telephony within the County. Phase I involves implementation activities at the County’s main campus. VoIP Project Phase II Project Future project to deploy a fully converged voice and data network and implement IP telephony across all County locations. VoIP Risk Management Project Project would develop a risk management plan for the two VoiP projects above. Primary goal is to ensure success of these projects by proactively minimizing risks. It involves improving stakeholder communication and participation and hiring third party Independent Verification and Validation (IV&V) services as is recommended for projects of this size. Thin Client Deployment Program This program formalizes the deployment of thin client computing across the County. It will develop user categories and target departments/areas for deployment. It will articulate the services ISD provides and costs involved. It will also develop communication material that will inform stakeholders about thin client computing.

E-Government Program E-Government Strategic Plan Update Project Involves reviewing and updating the plan that was developed on All recommended activities should be scheduled and articulated on an implementation roadmap. Plan should be reviewed every six months to monitor progress on recommended initiatives. Internet Technology Architecture Project This project formalizes standards that the County will use for internet technology deployment. It will ensure that the County develops skills and resources around a technology platform that it can support and leverage across all departments. Portal Project - Phase I (Interaction Phase) This phase involves ensuring that the County’s web site consistently provides well developed interactive capabilities such as site-wide search and expanded form downloading/online submission. The primary goal is to enable the public to access critical information online and receive and submit forms that may have previously required a visit to the County. This project also involves making the appropriate portal technology choice and laying the foundation for more transactional activities to be conducted online. Portal Project - Phase II (Transaction Phase) This phase is characterized by allowing constituents to conduct and complete entire tasks online. The focus of this stage is to build or connect to self-service applications for the public to access online, but also to use the Web as a complement to other delivery channels. Typical services that are migrated to this stage of development include tax filing and payment, and payment of fines, permits and licenses. Web Payment Transaction Processing Project This project formalizes policy regarding how web payments are handled across the County. Key goals are to reduce third party costs associated with payment processing and to lay a stable technology infrastructure that enables efficient integration into County financial systems.

IT Infrastructure Cost Benchmark Program Desktop/Distributed Computing Cost Benchmark Project involves benchmarking the Total Cost of Ownership (TCO) involved in managing the County’s distributed desktop and midrange server environment. It will compare costs with peer organizations e.g., other Counties and similarly sized organizations. The key goal is to determine the cost efficiency of the County as compared to peer organizations and to uncover areas for potential improvement. It will also be a vehicle to objectively demonstrate to County users how current IT service costs compare to external organizations. Midrange Server Cost Benchmark Initiative Potential Server Consolidation Program A potential outcome of the benchmark would be the need to more effectively manage servers across the County. Based on the TCO results there may be a need to consolidate servers within department/agencies or across the County. Infrastructure Upgrade Program Software Configuration Management Project involves developing a standardized desktop computing environment where automated tools can be deployed to efficiently manage software configuration and other management activities that would reduce overall management costs. Desktop, Server and Network Operating System Upgrades This involves ongoing activities to upgrade operating systems to the next versions as appropriate. It also involves training of users to utilize additional software capabilities that would enhance their productivity. Linux Strategy Development Project would explore the deployment of Linux operating system for file and print servers and possibly application servers. Key goal is to understand the management and resource issues involved with deploying Linux and whether it would meet the County’s needs in the future.

Identity Management & User Provisioning Program Program Definition and Metadirectory Pilot Program seeks to improve user access management across County systems. Goal is to develop a mechanism to manage the multi-directory environment that will continue to exist at the county by leveraging common user identity information across all systems. A Meta-directory pilot is ongoing to develop and test the best deployment solution for the County. Mainframe Deployment Program Mainframe OS Upgrade Project Project to upgrade current mainframe operating system from VSE 2.7 to z VSE 3.0 Mainframe Deployment Alternatives Project Project will evaluate mainframe hardware deployment alternatives for the County during the transition period as applications are being migrated off the system. Alternatives include outsourcing, procurement of slower processor hardware, and maintaining the current hardware. County Technology Infrastructure Management Process Maturity ISD and Department/Agency infrastructure Process Maturity Assessment This project is to evaluate the relative maturity of Countywide IT infrastructure management processes. Substantial increases in productivity and efficiency can be made by enhancing the maturity of identified IT processes. Define overall process improvement programs and prioritize processes to be improved (E.g., Problem and Incident Management) Based on the assessment of process maturity, the next step would be the development of a comprehensive program to enhance current IT management and operational processes. The program will consist of a series of individual prioritized projects that would seek to move processes from ad hoc or repeatable maturity stages to more defined, managed and optimized process stages.

Appendix A – Detailed Project Descriptions Enterprise Applications
VCIJIS Development Program VCIJIS Infrastructure Stabilization Project This is a tactical project that is currently ongoing that involves resolving technical issues that have affected the performance of VCIJIS. VCIJIS Data Integrity/Biometrics Project This project seeks to resolve data integrity issues associated with having multiple instances of the same person within the VCIJIS system. It involves deploying a standardized identity management biometrics system for the County that will be part of VCIJIS. It will ensure proper identification of individuals beginning at the source of data entry regardless of a person’s point of entry into the system. VCIJIS Integration Strategy Development Project This project will develop a tactical and strategic plan to integrate additional public safety systems into VCIJIS. It will also articulate the future technology architecture for the next generation deployment of the system. GIS Development Program GIS Business and Technical Community of Interest Development Project involves developing a dynamic forum for the communication and exchange of ideas for all County GIS users. This community of interest will help in uncovering and addressing unique user needs and resolving any ongoing issues. Key tasks include developing a formal mandate and membership structure. GIS Technical Infrastructure Enhancement This project is currently ongoing. It involves improving the underlying technology infrastructure for GIS through a well architected system. A GIS architecture plan has almost been completed. GIS Strategic Plan Development This project involves documenting a comprehensive GIS strategic plan that outlines how the County will deploy GIS to support department/agencies, other local government organizations and the local business community. It will address GIS service delivery and the development of a commonly leveraged technical and data infrastructure. It would also outline mechanisms to address the unique needs of individual users.

Property Tax Replacement Project Property Tax Governance and Business Case Development Project This project would create a steering committee consisting of the Auditor, Tax Collector and Assessor, that would provide executive guidance for the entire replacement effort. It would also identify human and budget resources for the project. The first step would be the development of a business case that would document an alternative analysis of possible solutions (it would potentially involve issuing a request for information to vendors). It would also recommended a solution, describe a desired system design and architecture, and document a risk management plan. It would also outline a project budget and resource plan. Property Tax Requirements Development Based on the recommended solution, the County would document information, business and technology requirements for deployment of the solution. A vendor’s ability to meet these requirements would be the main criteria for selection. Property Tax Replacement RFP and Vendor Selection Project The county would develop an RFP based on the requirements developed. The RFP would be the main vehicle for selecting the new system and the vendor that would implement it. Property Tax Implementation Project This would be a multiyear phased project to design and implement the selected system.

FileNet Optimization Program FileNet Service and Cost Definition Project will develop new cost models to encourage Departmental/Agency use of the system. It would also define the services ISD will provide in supporting user imaging and document management needs. FileNet Marketing and Communications Initiative The Project seeks to market the capabilities of FileNet to County Departments/Agencies. It would involve developing marketing material and setting up information meetings to communicate how the system can make business process more efficient. Issues addressed include better work flow, document management and document storage. Land Records and Management System Development Program Land Records and Management Strategic Plan This project would document a vision and a plan for an expanded land records and management system to be deployed across multiple department/agencies over five years. Additional functions to be covered include asset and inventory management, land management, licensing and permitting, public health and safety management and service request and online services. It would also address how the system will be managed as an enterprise system. Accela Permits Plus Expansion This is an ongoing project to expand the use of Accela Permit Plus to other departments. PWA is in the initial stages of deploying the system.

VCFMS Deployment Program Current System Maintenance and Support Plan This project will document a maintenance and support agreement between the County and CGI-AMS for the currently deployed system. The agreement would stipulate the time-frame in which support will be provided and the fees the vendor would charge the County. VCFMS Upgrade/Replacement Alternatives Analysis This project would document the business case for an upgrade or replacement of the current system. Reasons for a chosen alternative need for be clearly documented and communicated to stakeholders. VCFMS (AMS Advantage 2.2) Upgrade/Replacement This would be a phased project to implement the application upgrade or replacement VCHRP (PeopleSoft 8.8) Upgrade Initiative Determine version 8.8 Migration Path and Conduct PeopleSoft Upgrade This project would consistently track PeopleSoft for information on the migration path from 8.9 or 9.0 to the next generation PeopleSoft-Oracle Fusion product. County will have to upgrade to either to 8.9 or 9.0 within three years.

Appendix B – Detailed Business Driver Descriptions

The growing need to seek and apply new technology to both measure and manage costs, as well as, expedite the recovery of cost savings (Internal). Today’s economic climate requires that the County pursue additional and heretofore unique revenues sources. Capital and technology investments which have the potential to increase revenues will be given higher priority than historically was the case. Further, continued focus on and improvement of capabilities to measure and manage costs, as well as enable cost recovery systems, will help the County reduce operating costs and potentially improve both the responsiveness and level of service. A growing demand for knowledge and information sharing between local, state, and federal governments and agencies. There is a growing awareness of the importance of eliminating redundancy and not creating duplicative information resources. As a result, there is a requirement to establish authoritative data sources and enable vertical information sharing between like organizations in such areas as social services, healthcare, and public safety. Constraints resulting from County organizational structure and/or lack of integration. In some cases it is often difficult to serve constituents in a manner consistent with the one stop shop. This is often due to the need for multiple departments to be involved in the delivery of products and services. As a result, strategies will be required for internal information sharing and improvements in levels of access and the delivery of associated services. The continuing need to increase public access and cost effectiveness of services to constituents (External). Taxpayers have an expectation that many services can be performed in a more efficient and cost effective manner with the implementation of appropriate technology. Initiatives taken by the County are done with the short and long term goals of improving and expanding the services to constituents while doing so in a cost effective manner. Compliance with state and federal mandates regarding service to its constituents. Primary legislation centers on mandated County programs and services. Additional relevant legislation includes the Government Paper Elimination Act, the Freedom of Information Act, and the Government Performance and Result Act. Information technology initiatives, where economically feasible, will be required to implement and meet such standards set by federal, state, and local legislation. Effective land use and protection. Ventura County has a unique combination or rural and urban environments and is faced with increased pressures associated with a growing population and business base. The need to integrate a variety of information sources and a broad variety of pertinent and related data readily and widely available to support policy makers, staff, and the public is desired.

7. Increasing workforce constraints. An aging government workforce and the pending retirement of large numbers of knowledge workers, the improving economic climate and associated increase in private sector hiring, and the rapidly increasing costs associated with the public sector workforce are serving as forcing functions to do more with less. Strategies will be required to make the public sector more attractive to potential employees, expedite the recruiting and hiring process, and most importantly, enable required government services and functions to be performed with a fixed or reduced workforce. 8. Increasing awareness and requirement for public safety (Post 9-11). Public Safety is a growing concern and many County agencies (Sheriff, Fire, EMS, Probation, District Attorney, Environmental Health, Planning, Building and Safety, Mental Health and Public Health departments, among others) will require continued and increased investment in information technology to address this requirement in a cost effective manner. Of particular interest is the development of a mechanism to provide a real-time status accounting of Countywide information ranging from land slides and road closures to building safety and restaurant inspections. 9. Consideration of a single access point for all County services (County 311). As a strategy to simplify access to County government from a citizen’s perspective, analysis is desired for the formation of an online one stop shop and telephone “Call Center” to log inquiries, facilitate communications, and assure timely and satisfactory delivery of services. When considered, it is vital that such an initiative add value to the participating organizations through streamlining and standardization of processes rather than adding to existing workload. 10. The imperative for privacy, security, and portability in the management of personal information. Despite an expectation of greater access to and openness of government there is an equal demand for the safeguarding of information. Policy and strategies are required that provide real-time delivery of information while addressing the rising concerns over information piracy and privacy. 11. The demands placed on departments and agencies resulting from increased public expectations and population growth. Today’s constituency is now accustomed to transacting all aspects of business in real time. Such expectations are rapidly becoming expected of transactions with government as well. Additionally, as the regional population increases so does the demand for all types of services. With such ever increasing expectations and volume of service requests, deployment of Information Technology must enable efficiency and accountability in the management of organizations and processes, and provide for the timely and reliable delivery of services. 12. Emergence of information technology as an economic development discriminator. With the growing emphasis being placed on economic development strategies to create and maintain regions that are balanced and sustainable, communities that are business friendly in the access and conduct of transactions have the competitive edge. A focus is required in the implementation of strategies for automating business attraction, regulatory compliance, and permitting processes.

Appendix C – Departmental IT Projects
See Separately Attached Document FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Gartner Contact Information Gary Drake Gartner Consulting Telephone: Email: Michael Kinara Gartner Consulting Telephone: Email: FullCompanyName PresentationTitle Engagement: xxxxxxxxx—DayMonthYear

Technology Infrastructure Strategic Plan

Similar presentations

Presentation on theme: "Technology Infrastructure Strategic Plan"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Technology Infrastructure Strategic Plan

Similar presentations

Presentation on theme: "Technology Infrastructure Strategic Plan"— Presentation transcript:

Similar presentations

About project

Feedback