Office of Technology Information Systems Strategic Plan

FY 2022—FY 2025

Office of Technology Information Systems

Strategic Plan

May 2021

Table of Contents

Office of Technology &

Administrative Services . . . . .

Executive Summary . . . . . . . .

Mission and Vision . . . . . . . . .

Accomplishments . . . . . . . . . .

Strategic Goal #1 . . . . . . . . . .

Strategic Goal #2 . . . . . . . . . .

Strategic Goal #3 . . . . . . . . . .

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4

5

6

7

9

11

Strategic Goal #4 . . . . . . . . . . 13

Strategic Goal #5 . . . . . . . . . . 14

Customer-centric access that provides useful,

intuitive, web/public facing systems.

Ensure reliable, secure, and resilient

services to all users of Information

Systems.

Provide innovative enterprise solutions

that are current, sustainable, cost-

effective, and functionally sound.

Ensure a skilled/valued Information

Systems workforce that is beneficial and

cost-effective to the county.

Data Governance.

IS Strategic Plan New Castle County, Delaware

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Executive Summary

Executive Summary

Technology plays a critical role in delivering the services and information the citizens of New Castle County use each and every day. In New Castle County we have unique opportunities to shape our future with focused and direct use of state-of-the-art technology. These opportunities will be useful in addressing increased citizen demand for services while making government more efficient and transparent. The Office of Technology and Administrative Services (OTAS) is a dynamic organization. The OTAS Information Systems (IS) Office is responsible for Project Management, Application Support, Web Development, Vendor Management, Database Management, Network Administration, Desktop Support, Telecommunication Support, and Customer Service. To meet these responsibilities, OTAS believes that a highly coordinated approach to planning, governance, and management of digital services delivers the most significant impact for aligning the County's priorities to improve the citizen, business, and employee experience with County government. Developing the Information Systems strategic plan was a partnership. The strategies presented in this plan are built from collaboration and consensus among Information Technology professionals and agency leaders in state and local governments. The strategic goals are purposely written at a level that allows for growth as technology and customer needs evolve. As needs change and priorities are adjusted, the plan will be adjusted accordingly to ensure the best possible service to New Castle County's citizens and customers.


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The information contained in this strategic plan reflects the work underway at the time of its creation. This plan is a living document. The information contained in this plan will

evolve as the community, government, business needs, and priorities change or dictate.

Office of Technology & Administrative Services


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Michael Hojnicki, Matthew Meyer, Vanessa Phillips, Jon Yearly, Greg, Andries, Judy Appleton-Roney, Sande Bowden, Robert Crisco, Vijay Danthuluri, Brian Donovan, Jim Erisman, Jackie Griffin, George Hantzandreou, Sudha Jampana, Jason Lilley, Charles Lockwood, Fred Massie, Sam Montgomery, Derek Patrick, Joshua Pedicone, Hayat Rabbani, Mark Schubert, Kamlesh Sheth, Stacey Sowers, Brad Stickels, Adrienne Thompson, Steve Weidner and Pete Wiggins.

The dual role of OTAS which consists of Information Technology and Administrative Services was established in 2019 and designed to make Information Systems (IS) a stakeholder and executive cabinet member. Doing so has allowed IS to participate in executive discussions, contribute insights, and help develop the strategic direction for the County. IS leadership is well positioned to establish a policy framework for technology advancement with a digital transformation roadmap that aligns with the County Executive's vision for the upcoming four-year term. Information Technology: Cybersecurity, Cloud Computing Services, Project Management, Organizational Change Management, Business Analysis, Application Development, Enterprise Content Management, Web Content Development, SaaS/IaaS Vendor Management, Database Management, Network Administration, Desktop Support, Telecommunications and Customer Service. Administrative Services: Procurement Management, Contract Management, Small Business Development Program, Purchasing Review, Reporting & Surplus Administration, Records Management, County Document Reproduction, Mail Security, Processing, and Delivery.

Mission and Vision

Mission Statement

The Office of Technology and

Administrative Services’

mission is to deliver a secure

infrastructure with cloud-

hosted solutions providing

best practices for County

operations and the citizens it

serves. This includes

strategies to modernize

information systems, public

records management, and

procurement practices.


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Vision Statement

The vision is to advance data-

driven capabilities, expand

transparency, enable

innovation, and deliver digital

services to improve customer

experiences.

Accomplishments

The Information Systems Office constantly exercises innovation and partnership with a goal to

improve government services and address inequities. Demonstrating positive progress and

measurable improvement, Information Systems, along with multi-departmental and

jurisdictional collaboration, has achieved the following accomplishments in Fiscal Year 2021:

• The OTAS Information Systems team ranked eighth for

best technology practices among U.S. counties, in the

500,000—999,999 population

category, by the Center for

Digital Government (CDG) and

the National Association of

Counties (NACo).


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• Information

Systems team

successfully

transitioned New

Castle County

operations from on-site

to remote operations

during the coronavirus

pandemic.

• OTAS, along with the Office of

Finance, successfully implemented

a new Countywide Financial

Management System.

• A vendor self-service portal was successfully implemented, along

with maintaining the bid process during the pandemic.

• OTAS completed the detailed

business requirements and

request for proposal for the

future Land Use enterprise

system.

Strategic

Goal #

1

A top priority voiced by the County Executive was to "upgrade our communication and information tools and adopt an enterprise approach to transforming infrastructure to the 21st century". In support of that charge, the enterprise transformation program continually improves physical infrastructure, cybersecurity, and applications that drive core citizen services. To support social impact, transparency, and efficiency, Information Systems has enabled live streaming and connections to the County cable-TV station, NCCTV. This functionality allows prominent influencers to record community outreach segments with the County Executive, in turn connecting with citizens and conveying useful community information. Among other efforts, to fulfill the promise of 'transparency and honesty,' Information Systems implemented an Open Checkbook on the New Castle County Delaware website (checkbook.nccde.org) and continues quarterly extractions to maintain current data.

FOCUS 1.1 Improve citizen communications and services

A. Provide innovative solutions that further support the Administration's vision of open government and transparency of public data.

B. Provide interactive online systems that deliver convenient methods of payment and ways to contact the government more efficiently.

C. Replace institutional public-facing applications with intuitive solutions that

make the user experience more productive and less confusing.

D. Enlist the use of social media to broaden citizen delivery channels.

E. Engage all demographics from all county residential areas when collecting feedback to ensure awareness of needs and interests.

F. Implement digital signage in public areas to increase citizen awareness of services provided by the County administration.

G. Establish a "User Experience" web developer position to make the public-facing web experience more beneficial for the user.


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Strategic Goal #1: Customer-centric access that provides useful,


Strategic

Goal #

1 FOCUS 1.2

Improve business relations and services

A. Enhance vendor outreach regarding the NCC vendor online procurement Portal to ensure inclusion of diverse suppliers.

B. Expand the Vendor Online Procurement Portal to allow business the ability to manage their profile, upload documents, maintain banking information, review purchase orders and invoices, and respond to bid opportunities.

C. Enhance mobile and digital services that engage individual businesses.


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https://www.facebook.com/nccde

https://twitter.com/nccde

https://www.instagram.com/nccde/

Strategic Goal #1: Customer-centric access that provides useful,


Strategic

Goal #

2

FOCUS 2.1 Ensure cybersecurity is addressed at all levels of services, from

education and citizen end-users to reviewing vendor engagements.

A. Ensure all interactions and systems implemented will be designed to assure security is understood and all risks are mitigated.

B. Using emerging tools, implement a multi-layer, multi-vendor cybersecurity system that includes external intrusion detection tools for networks and information security.

C. Leverage information from the Multi-State Information Sharing & Analysis

Center (MS-ISAC) and actively participate as a member of the Delaware

Cybersecurity Advisory Council (DCSAC).

D. Routinely meet with vendor partners to re-evaluate configurations and

retest defenses.

E. Implement cybersecurity efforts such as Cybersecurity Insurance, Cybersecurity Response Plan, and Security Info. & Event Mgmt. (SIEM).

F. Provide a secure telework platform that allows team members to connect using a secure VPN connection when outside the NCC offices.

G. Ensure all employees will take cybersecurity training and agree to support technology defenses with basic behavioral changes.

The goal of security, resilience, and related disaster recovery is always maturing because the nature of responding to unforeseen emergency events requires agility and the readjustment of tactical measures for immediate needs while planning strategies to mitigate looming threats. Currently, the security focus of Information Systems can be summed up by saying it is the protection of County information against internal and external threats. An additional focus is the ability to recover and maintain continuous operations during disasters or crisis. Toward this, key Information Technology cybersecurity staff meet regularly to evaluate New Castle County (NCC) defenses and resiliency.


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Strategic Goal #2—Ensure reliable, secure, and resilient services to

all users of Information Systems.

Strategic

Goal #

2

FOCUS 2.2 Ensure leadership is aware of all security risks and the need to

improve County security.

A. Brief County Executives, Cabinet Members, and County Council on all aspects of security, ranging from threats to actions being taken, to ensure a secure platform for the County.

B. Address the complexities of "Security" by providing services that balance security with a department's ability to effectively meet its mission and goals.

C. When IS learns of increased cybersecurity risks, the Chief Technology

Officer informs the Executive Cabinet and County Council about the threat

landscape and options to mitigate risks so they can jointly agree on

actions to modify cyber defenses.

FOCUS 2.3 Ensure sound and complete disaster recovery solutions.

A. Continue to focus on disaster recovery testing to ensure quick and secure recovery times.

B. Continue moving the County's data to cloud solutions.

C. Develop cloud backup/hybrid solution to protect County data.

D. Update Continuity of Operations Plan (COOP) with knowledge and experiences learned from the coronavirus pandemic.


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Strategic Goal #2—Ensure reliable, secure, and resilient services to

all users of Information Systems.

Strategic

Goal #

3

FOCUS 3.1 Right-sizing Information Technology management and solutions so

they are efficient and productive yet cost-effective.

A. Review major applications to ensure that the owner process and data utilize the right tool eliminating duplication across different areas and ensuring that integration across systems is seamless and more efficient than today.

B. Replace the PeopleSoft ERP with the Tyler Human Capital Management.

C. Perform as a change agent by creating Information Systems policies

governing change management and the adoption of new technology.

D. Develop relationships with State and local governments to gain efficiencies

and identify best practices.

E. Leverage Tyler Munis Vendor-Self-Service to improve procurement practices.

F. Continue transitioning to cloud services shifting from a CAPEX to OPEX model allowing for budgeted expenses to be reinvested in the expansion of digital services.

G. Continue the practice of reviewing contract renewals for goods, services, and licenses to uncover opportunities to increase services, lower costs, or both.

The Information Systems vision is to provide a digital experience through agile government services. To support that, the technology group views itself as a strategic partner with all entities and efforts it engages. Information Systems continues to routinely explore innovation by leveraging Gartner services and their publications/technology news to understand what is trending and effective. An example of this is Serverless Architecture to reduce overhead costs, in-house maintenance, and improved disaster recovery. To ensure sustainable and cost-effective solutions, Information Technology continually focuses on energy conservation, environmental management, and modernization.


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Strategic Goal #3—Provide innovative enterprise solutions that are

current, cost-effective, sustainable, and functionally sound.

Strategic

Goal #

3

FOCUS 3.2 Provide innovative solutions that are both functional and effective.

A. Identify and implement Predictive Analytics tools for the purpose of applying Artificial Intelligence (AI) technology to core County systems.

B. Design all future public-facing digital experiences with input from internal and external users to ensure the solution's functionality and efficacy.

C. Ensure a consistent look and feel across different service channels to assure standardized customer touchpoints.

D. Collaborate with Gartner using Gartner Analyst Service's insights to learn industry best practices when evaluating new tools and vendor offerings.

E. Measure Information Technology investments against industry best practices, existing Information Technology solutions, and solutions used by other state and local governments.

FOCUS 3.3 Maintain Consistency, Sustainability, and Modernization.

A. Allow for more convenient modern payment systems.

B. Assist business areas that influence website changes by updating their content.

C. Design digital service channels from the perspective of the customer to

achieve a consistent Customer experience versus traditional customer

service from a department perspective.

D. Use citizen surveys, focus groups, public meetings, and online polling to

collect community feedback and preferences.

E. Continue migration of on-premise solutions to cloud-hosted, vendor-managed solutions.

F. Continue replacing personal and network printers, scanners, and area fax machines with an enterprise-wide solution.


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Strategic Goal #3—Provide innovative enterprise solutions that are

current, cost-effective, sustainable, and functionally sound.


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FOCUS 4.1 Enable staff’s innovation to help bring ideas to life through

technology.

A. Reorganize staff to maximize talent, align workforce with the Information Technology Strategic Plan, Information Technology solutions, and County departmental goals/projects.

B. Diverge from the "silo" mindset of the past to a more collaborative model.

C. Administer a career development plan that staff self-administer to identify

their areas of interest and career goals.

D. Replace desktop stations with laptops and docking stations enabling built-in

workstation mobility, thus providing greater flexibility for telework.

FOCUS 4.2 Build an internal workforce of the future.

A. Hire, retain, improve and empower competent Information Technology personnel.

B. Develop training, facilitate certifications and career development for FTE staff and identify gaps in expertise / new technology.

C. Define NCC’s future Information Technology needs so to stabilize and

strengthen core resources.

Information Technology has been and continues to be a dynamic industry that continually changes in order to improve and offer more varied ways to provide information and services. Information Technology is also an industry supported by talented individuals who are highly motivated, and as part of their nature, frequently look to be challenged. Furthermore, resources in the Information Technology (IT) industry are highly sought after. All of which dictate that the organization continually challenges individuals by keeping them engaged with current technology and assign focused efforts that lie within their realm of expertise. A key measurement for IT's success, in this area, has been the high retention of long-term employees.

Strategic

Goal #

4

Strategic Goal #4—Ensure a skilled/valued Information Systems

workforce that is beneficial and cost-effective to the County.


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Information Systems firmly believes that data tells the story and information builds trust. All of which helps people put faith in what you say when you say it consistently over time. In line with this belief, the County develops data-driven strategies at executive cabinet meetings where business problems are raised, and members of the cabinet collaborate to prioritize initiatives and establish a path forward. It is the intent of Information Systems to provide a unified view of County finances and Human Resources (HR) data, allowing for improved resource management via an executive insight dashboard. This unified view will enable better forecasting, budgeting, and "what if" analysis. Additionally, it will allow for greater open data to the public, supporting the promise of "transparency and honesty."

FOCUS 5.1 Improve Data Governance and Data Transparency.

A. Tightly integrate the Tyler HR and financial systems for budgetary controls, position management, and financial information.

B. Provide an enterprise Customer Relationship Management solution to allow NCC to better engage and interact with its customers.

C. Provide leadership with an executive dashboard to help understand the

County's financial standing, and the HR aspects of effecting departments.

D. Work with contacts from state and local governments to discover innovative

ways to use data for predictive analysis and make informed decisions.

E. Retire legacy systems, reduce multiple platforms, and define enterprise master data.

F. Implement modern data origination systems that have data governance out of the box.

G. Establish Information Technology policies to shift data ownership to the business and restrict Information Technology to a data steward role.

H. Develop enterprise data management policies and procedures to increase opportunities for open data, predictive analytics, and AI capabilities that can only be achieved with reliable data.

Strategic

Goal #

5

Governance Data

Strategic Goal #5—Data Governance.

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New Castle County Countryside

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Office of Technology Information Systems Strategic Plan

Documents

Transcript of Office of Technology Information Systems Strategic Plan