Cumberland County IT Strategic Plan

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 $$ Low Risk
• Implementing ITIL service model $ Low Risk
• Continue the development of the County’s flood management data layer $$ Medium Risk
• Upgrade the County’s Lawson application $$ High Risk
• Complete the implementation of the County’s electronic records management project $ Low Risk
• Upgrade the County’s Internet connection to enable further use of Cloud technologies $ Low Risk
• Assist with the move of County departments into the Ritner Highway Building $$ Medium Risk
• 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 $ Medium Risk
• Pictometry flight and implementation $$ Low Risk
• Complete the implementation of mobile Anti-virus $ Low Risk
• Establish a standard for evaluating security of Cloud services $ High Risk
• Implement hard drive encryption $ Medium Risk
• Upgrade the County’s Employment Application System $ Low Risk

Near term: 2014-17

Network: Cost Risk
• Establish standardized practices for the implementation of Quality of Service $ Medium Risk
• Complete implementation of network redundancy $ Medium Risk
• Implement a mobile device management system $ Medium Risk
• Implement mobile device and virtual machine management systems $ Low Risk

Business Process Improvements: Cost Risk
• Implement Kronos at the County’s Public Safety building $ Low Risk
• Complete the implementation of the Kronos Time Keeping system County wide $$ Medium Risk
• Utilize the Lawson and LaserFiche work flow tools to automate document flow $ Low Risk
• When applicable and safe, move County information systems into the cloud $ High Risk

ERP: Cost Risk
• Build out the County's employee self-serve function in Lawson $ Low Risk
• Upgrade to version 10 of Lawson $$ High Risk

GIS: Cost Risk
• Establish versioning across County GIS platforms $ Medium Risk
• Implement automated reporting $ Low Risk

PCs: Cost Risk
• Implement virtual desktop technologies $$ High Risk
• Establish virtual desktops for 24/7 departments $$$ High Risk
• Continue to implement mobile technologies $ Low Risk

E-Government: Cost Risk
• Push consumer self-service as the County’s service model $$ Medium Risk
• Development of mobile technologies for both consumer and internal functions $ Medium Risk
• Implement systems that allow for enhanced citizen interaction with County offices $ Medium Risk

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. $$$ Medium Risk

Data storage and backups Cost Risk
• Implement a County private cloud $$ High Risk
• Since government is largely data, preserving that data is a critical function. The sheer volume of data now stored will make backup and storage an ongoing issue. SANS, offsite real time backup or mirroring, de-duplication technologies, or other high reliability, high redundancy approach will be considered. $$ High Risk

Security: Cost Risk
• Continue the development of the County’s Information Security team $ Medium Risk
• Upgrade the County’s patch management system $$ High Risk
• Establish a standard for evaluating security of Cloud services $ High Risk
• Establish a practice for uniformed response to information security systems $ Medium Risk

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. $ Low Risk

$ <$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.