Background 2012 brought the implementation of Kronos at the Prison, the creation of a new assessment property mapper, streaming of public meetings, and the implementation of a security information management system. IMTO also continued to work on cost savings and efficiency measures including expanding its search for shared services with other government organizations to reduce cost and possibly generate a small amount of revenue, expanding the use of Cloud technologies, and working on the implementation of virtual desktop technologies.
Highlights include:

• Assisted with the move to the Prison staff while their offices were renovated
• Started the production implementation of mobile technology
• Expansion of the County’s wireless network
• Finished rewriting the County’s Budget system
• Upgraded the County’s web mapping technologies
• Rewrote Public Safety’s Notification and Resource Manual application
• Continued to consolidate servers using virtualization
• Complete the implementation of a County wide fax server
• Replaced the County’s end point protection system
• Started a pilot program to replace remote office phone systems with County VOIP
• Worked with municipalities, Planning and Assessment on change of municipal boundaries
• Assisted the MH IDD department by using GIS to establish geographic-based case management practices
• Managed the development of a County communications training series called “Telling Your Story”
• Established real time reporting of vector control/weights and measures data on the Internet
• Rewrote the County’s Maintenance Management System

Going Forward
Strategic IT vision:
Support the County Strategic Vision and Strategy by:

• Enable web-based transactions to replace over-the-counter operations
• Increase departmental efficiency in order to reduce personnel costs and improve services to the public
• Make government more transparent and accessible to the citizenry
• Apply appropriate technology in a manner so as to achieve the greatest relative return on investment

2013 Goals

	Cost	Risk
• Work with the Prothonotary’s Office to implement E-Filing	$$
• Implementing ITIL service model	$
• Continue the development of the County’s flood management data layer	$$
• Upgrade the County’s Lawson application	$$
• Complete the implementation of the County’s electronic records management project	$
• Upgrade the County’s Internet connection to enable further use of Cloud technologies	$
• Assist with the move of County departments into the Ritner Highway Building	$$
• Work with CCAP on the Unified Case Management System, including the upgrade to Adult Probation’s Case Management System and developing a new case management system for the Public Defender’s Office	$
• Pictometry flight and implementation	$$
• Complete the implementation of mobile Anti-virus	$
• Establish a standard for evaluating security of Cloud services	$
• Implement hard drive encryption	$
• Upgrade the County’s Employment Application System	$

Near term: 2014-17

Network:	Cost	Risk
• Establish standardized practices for the implementation of Quality of Service	$
• Complete implementation of network redundancy	$
• Implement a mobile device management system	$
• Implement mobile device and virtual machine management systems	$
Business Process Improvements:	Cost	Risk
• Implement Kronos at the County’s Public Safety building	$
• Complete the implementation of the Kronos Time Keeping system County wide	$$
• Utilize the Lawson and LaserFiche work flow tools to automate document flow	$
• When applicable and safe, move County information systems into the cloud	$
ERP:	Cost	Risk
• Build out the County's employee self-serve function in Lawson	$
• Upgrade to version 10 of Lawson	$$
GIS:	Cost	Risk
• Establish versioning across County GIS platforms	$
• Implement automated reporting	$
PCs:	Cost	Risk
• Implement virtual desktop technologies	$$
• Establish virtual desktops for 24/7 departments	$$$
• Continue to implement mobile technologies	$
E-Government:	Cost	Risk
• Push consumer self-service as the County’s service model	$$
• Development of mobile technologies for both consumer and internal functions	$
• Implement systems that allow for enhanced citizen interaction with County offices	$
Telephone:	Cost	Risk
• The County has a Fujitsu 9600 PBX that was installed in 1996 supporting 1040 telephones residing in the County WAN. The Fujitsu is no longer manufactured. However it is fully paid for and parts and service are still available. The system is expected to be viable for at least 3-5 more years. The network was upgraded in 2008 with VOIP capable switches. The County implemented a VOIP system in 2009 that is used for telephony in new buildings. The overriding goals are economy, reliability, and value of service rather than a technological objective.	$$$
Data storage and backups	Cost	Risk
• Implement a County private cloud	$$
• Since government is largely data, preserving that data is a critical function. The sheer volume of data now stored will make backup and storage an ongoing issue. SANS, offsite real time backup or mirroring, de-duplication technologies, or other high reliability, high redundancy approach will be considered.	$$
Security:	Cost	Risk
• Continue the development of the County’s Information Security team	$
• Upgrade the County’s patch management system	$$
• Establish a standard for evaluating security of Cloud services	$
• Establish a practice for uniformed response to information security systems	$
Shared Services:	Cost	Risk
• The County has engaged in shared services with both local municipalities and the County’s library system for many years. To further establish cost saving measures for the County and other public organizations the County will continue to review shared service opportunities in technology.	$

Notes:

$	<$50k
$$	$50k-$150k
$$$	>$150k

Risk takes into account both the complexity of the project and the risk profile the County faces having the product in place.