County of Ventura Technology Infrastructure Strategic Planvcportal.ventura.org/VCHCA/Behavioral Health/pdf/MHSA/Facilities... · County of Ventura Technology Infrastructure Strategic

County of VenturaTechnology Infrastructure Strategic Plan

Final Report

July 13, 2005

Engagement: 220816240

For internal use of the County of Ventura only. © 2005 Gartner, Inc. and/or its affiliates.

All Rights Reserved.Page 1

County of VenturaTechnology Infrastructure Strategic PlanEngagement: 220816240—June 2005

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Table Of Contents

Introduction …………………………………………………………………………...................................... 3Executive Summary …………………………………………………………………………………...…..….. 7IT Strategic Plan Detail ……………………………………………………………………………………...... 20

Business and IT Strategic Alignment …………………………………………...…………………........ 21– Business Drivers and IT Implications– Technology Infrastructure Imperatives– Alignment of Business Drivers, IT imperatives and Strategic Programs

Technology Infrastructure Strategies ..………….…….. .……………….…….. .……………….……... 27– Desktop and Thin Client Computing ……………………………………...………………….......... 27– Servers ………………………………………………………………………...…………………....... 34– Mainframe ……………………………………………………………………...……………….......... 41– Voice and Data Network ………………………………………………………...…………………... 55– E-Government Supporting Technology ……...………………………………………………...….. 62

Enterprise Application Strategies ………………………………………………...........................……. 67– E-mail ………………………………………………………………………...…………………......... 71– Integrated property Tax System …………………………………………...…………………........ 76– Financial Management System (VCFMS) ………………………………...…………………....... 80– Human Resources/Payroll (VCHRP) ……………………………………...…………………........ 84– Land Records and Management System ………………………………...…………………......... 90– Geographic Information System (GIS) …………………………………...…………………......... 94– Document Management System (FileNet) ………………………………...…………………....... 98– Integrated Justice Information System (VCIJIS) ………………………...…………………......... 102




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Strategy Implementation Road Map ……………………...……………………………………….…….. 106– Prioritized Projects and Timeline

Appendices…………………………………………………………………………………………………… .. 110A – Detailed Project Descriptions B – Detailed Business Driver DescriptionsC – Departmental IT Projects (attached as separate document)

Table Of Contents (continued)

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Introduction Project Background and Objectives




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IntroductionStrategic 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 perspectiveAssess 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 strategiesDocument the technical infrastructure strategies and projects in an updated Strategic Plan for the County




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IntroductionProject Background

The County of Ventura is a full service County Government of 8,000 employees located in Southern CaliforniaThe County serves 750,000 County residents over an area of 1,873 square milesGartner 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.




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IntroductionTechnology Infrastructure Areas Addressed

The 28 shared technology infrastructure, applications and technology program areas to be reviewed are organized into four major categories.

1. Existing Infrastructure 2. Enterprise Technology Programs Phone/Voice Network Security Data Communications Network Disaster Recovery IBM Mainframe Asset Management Messaging/E-mail Countywide End-User PC Training Desktop Operating Systems Server/Storage Utilization and Management Intel-based Server Operating Systems IT Project Manager Certification Electronic Document Imaging LAN Administrator Certification Software Distribution/Patch Management Server Administrator Certification Directory Services 3. Enterprise Applications 4. Emerging Technologies GIS Web Services HR/Payroll Enterprise Architecture Financial Management Systems Thin Clients Integrated Property Tax System Integrated Document and Forms Management Land Records and Management E-Government Supporting Infrastructure Ventura County Integrateded Justice Information System (VCIJIS)

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Executive Summary




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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




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1. Countywide Desktop TCO Benchmark Project2. Desktop Mgmt. Policy Enhancement Project

– Refresh, Minimum standard, lock-down, data back-up, software licensing policy

3. Thin Client Computing Project– User categories defined and Stakeholders

informed

1. Countywide Server TCO Benchmark Project2. Countywide Business Continuity Planning

Program3. Linux Strategy Project

1. Application Migration Projects (apps section)2. Mainframe Operating System Upgrade Project 3. Mainframe Deployment Alternatives Project

1. VoIP Deployment Phase I and Phase II2. Risk Management Plan

– Contract IV&V on project – Develop a Stakeholder Communication Plan

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)

Server Management Strategic Goals Increase the Effectiveness of Server Management across the CountyReduce Risk of Data Loss on County Servers

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

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




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1. Identify Mgmt. & User Provisioning Project– Complete current Pilot and identity scope of

future user provisioning and identity management projects

2. Netware Tool Enhancement Program– Educate users and expand use of Netware NOS

and infrastructure service tools

3. 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

1. 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

2. Web Portal Deployment Project – Phase I: Interactive Capabilities– Phase II: Transactional Capabilities

3. County Web Payment Infrastructure Project– Define requirements and policy and seek qualified

vendor

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

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




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Executive Summary Enterprise Application Assessment Summary

Meeting business needs, but have technology shortcomings. Applications should be enhanced or replaced.

Poor from business & technology perspective. Applications should be retired.

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




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Executive Summary Enterprise Application Strategy

Increase VCIJIS technical stability and data accuracy. Improve service support and integrate with additional public safety systems

Increase FileNet business value though attractive pricing options and integration into business processes

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

Maintain VCFMS but plan to upgrade/replace within next three years to enhance technical quality of the system

Expand business value of VCHRP through deployment of additional functionality

Increase Land Records Management business value by deploying and integrating the system across RMA, PWA and other County departments

Enhance technical E-mail performance and minimize costs through a more shared infrastructure management environment.

Retire Old and Replace with New




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Executive Summary Enterprise Applications Strategic Goals and Projects

1. E-mail Retention Policy Project– Legal opinion defined, policy developed

and approved and policy automated 2. E-mail Optimization Project

– Potential server consolidation and e-mail training for new employees

– County standard for wireless e-mail on mobile devices developed

1. Property Tax Replacement Projecta) Project Steering Committee establishedb) Business Case documentedd) System requirements developede) RFP issued, vendor selected

1. Document/Update AMS Advantage Support and Maintenance Contract Project

2. VCFMS Upgrade/Replacement Alternatives & Implementation Project – Alternatives evaluated and solution

recommended– Solution implemented

E-mail Strategic Goals Maintain and optimize Novell GroupWise as the County’s e-mail application standardManage Countywide e-mail as utility application to be shared across the CountyFormalize Countywide e-mail retention and archiving policy in compliance with state and federal laws

Integrated Property Tax System Strategic GoalsReplace 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

Financial Mgmt. System (VCFMS) Strategic GoalsMaintain VCFMS on current version and platform over the next three years until vendor provides definitive support discontinuation timeframeDocument alternative analysis for upgrade or replacement scenarios




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1. Current Phased PeopleSoft Rollout Project2. 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

1. 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

2. Accela PermitsPlus Expansion Project (ongoing in PWA)

1. FileNet Pricing Model Project– New pricing model defined

2. FileNet Marketing Project– Opportunities for business process

integration communicated through informational brochures and product demonstration sessions

Human Resources/Payroll (VCHRP) GoalsExpand and deploy the robust functional capabilities of the current system to users across the County to improve HR/Payroll business processesDo 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

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)

Document Mgmt. Sys. (FileNet):Maintain FileNet as the Countywide document management and imaging standardFacilitate further business use by utilizing innovative pricing models and aggressive user marketing. Ensure the ability to meet stakeholder needs is communicated.




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1. Technical Enhancement Project– Infrastructure architecture plan complete

(ongoing)– GIS data access and accuracy issues resolved

2. Develop mandate for GIS user community of interest– Working groups/forum created – Community of interest roles and

responsibilities defined3. GIS Strategic Plan Development Project

1. Technical infrastructure stabilization project (ongoing)

2. County and ISD Service Management Process Maturity Management Project – Current ISD process maturity assessed,

processes for development prioritized and Service Level Agreements defined

3. Data Integrity and Biometric System Project– Standard technology and tools identified and

Integration with VCIJIS Started 4. Integration Strategy Project

– Systems to be integrated identified and prioritized and next integration generation technologies identified and piloted

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

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 technologiesDocument integration strategy and future VCIJIS technology vision for the use of next generation web based technology




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Executive SummaryStrategic Implementation Road Map – Tech. Infrastructure

MediumWeb Payment Transaction Processing Project

Med/LowPortal Project - Phase II (Transaction Phase)

HighPortal Project - Phase I (Interaction Phase)

HighInternet Technology Architecture Project

HighE-Government Strategic Plan Update Project

E-Government Program

HighVoIP Risk Management Project

Med/LowVoIP Project Phase II Project

HighVoIP Project Phase I ProjectVoice and Data Network Convergence Program

LowDesktop Lock-down Policy Development

LowLicense Management Policy Development

HighE-mail Retention Policy Development

LowDesktop Refresh and Minimum Standard Development

Desktop and Software Policy Development Program

HighBusiness Continuity and IT Disaster Recovery Integration Project

HighIT Disaster Recovery and Business Impact Assessment Project

IT Disaster Recovery & Business Continuity Program

9-127-94-61-39-127-94-61-39-127-94-61-39-127-94-61-39-127-94-61-3Priority / ImportanceProject NameProgram

20092008200720062005




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Executive SummaryStrategic Implementation Road Map – Tech. Infrastructure

LowDefine overall process improvement programs

LowCounty Infrastructure Process Maturity Assessment

Infrastructure Mgmt. Process Maturity Program

LowMainframe Deployment Alternatives Project

LowMainframe OS Upgrade ProjectMainframe Deployment Program

LowProject Definition

HighMetadirectory PilotIdentity Management & User Provisioning Program

LowLinux Strategy Development

MediumDesktop, Server and Network OS Upgrades

MediumSoftware Configuration Management Infrastructure Upgrade Program

LowPotential Server Consolidation ProgramPotential Server

Consolidation Program

Med/LowMidrange Server Cost Benchmark Initiative

Med/LowDesktop/Distributed Computing Cost Benchmark

IT Infrastructure Cost Benchmark Program

MediumThin Client Deployment (ongoing)

MediumService Definition & User Categorization Thin Client Deployment Program

9-126-93-61-39-126-93-61-39-126-93-61-39-126-93-61-39-126-93-61-3Priority / ImportanceProject Name

Strategic Technology

Program

20092008200720062005




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Executive SummaryStrategic Implementation Road Map – Enterprise Applications

LowDetermine version 8.8 Migration Path and Conduct PeopleSoft Upgrade

VCHRP (PeopleSoft 8.8) Upgrade Initiative

MediumVCFMS Upgrade/Replacement Alternatives & Implementation

High Current System Maintenance and Support Plan

VCFMS Deployment Program

HighAccela Permits Plus Expansion

Med/LowLand Records and Management Strategic Plan

Land Records and Mgmt. System Dev. Program

LowProperty Tax Implementation Project

Med/LowProperty Tax RFP and Vendor Selection Project

Medium Property Tax Req. Development

High Property Tax Governance and Business Case Development Project

Property Tax Replacement Project

Med/lowFileNet Marketing and Communications Initiative

Med/LowFileNet Service and Cost DefinitionFileNet Optimization Program

MediumGIS Strategic Plan Development

HighGIS Tech. Infrastructure Enhancement

Med/LowGIS Business and Technical Community of Interest Development

GIS Development Program

LowIntegration Strategy Development Project

MeduimVCIJIS Data Integrity/Biometrics Project

HighVCIJIS Infrastructure Stabilization ProjectVCIJIS Development Program

9-126-93-61-39-126-93-61-39-126-93-61-39-126-93-61-39-126-93-61-3PriorityEnterprise Application Projects 20092008200720062005




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Executive SummaryAlignment of Technology Programs to County Business Drivers

XXXVCHRP (PeopleSoft 8.8) Upgrade Initiative

XXXVCFMS Deployment Program

XXXXLand Records and Management System Development Program

XXXXXXProperty Tax Replacement Project

XXISD and County Infrastructure Management Process Maturity Program

XXMainframe Deployment Program

XXFileNet Optimization Program

XXXIdentity Management & User Provisioning Program

XXXXXXXGIS Development Program

XXInfrastructure Upgrade Program

XIT Infrastructure Cost Benchmark Project

XThin Client Deployment Program

XXXVCIJIS Development Program

XXE-Government Program

XXVoice and Data Network Convergence Program

XXDesktop and Software Policy Development Program

XXXIT Disaster Recovery & Business Continuity Program

121110987654321Strategic IT ProgramsBusiness Drivers

Minimize Tech as Economic Discriminator 12Single Point to County Services 9Land Use and Protection6Integration3Meet Public Expectations11Public Safety Awareness8Compliance with Mandates5Information Sharing 2Data Privacy, Security, Portability 10Workforce Constraints 7Access to Services 4Cost Effectiveness1Business

Drivers

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IT Strategic Plan DetailBusiness and IT Strategic AlignmentTechnology Infrastructure StrategiesEnterprise Application StrategiesStrategy Implementation Road Map

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Business and IT Strategic AlignmentBusiness Drivers and IT ImplicationsTechnology Infrastructure ImperativesAlignment of Business Drivers, IT imperatives and Strategic Programs




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Business Drivers and IT ImplicationsIdentified County Business Drivers

The Following Business Drivers have been identified and validated by ITC and BoardBusiness 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:1. 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 toolsUse of benchmarks to gauge technology infrastructure cost and efficiency

2. 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

3. Constraints resulting from County organizational structure and/or lack of integrationImpact on the development of a Countywide shared infrastructureImpact on how IT infrastructure services are provided and IT decisions are made

4. 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.




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5. Compliance with state and federal mandates regarding service to its constituents

Mandated systems will be priorities for IT developmentImpact of anticipated mandates should be part of IT strategic planning

6. Effective land use and protectionEnterprise permitting and data sharing across land use departmentsFacilitating citizen interaction (incident reporting, comments, community events) with County departments

7. Increasing workforce constraintsTraining and passing on of institutional knowledge as business and IT workers retireUse of knowledge management toolsNew technology savvy worker and related expectations, access to tools and flexible working environment

8. Increasing awareness and requirement for public safety (Post 9-11)Use of web as information resource and as an emergency coordination mediumInfrastructure should be robust and available during emergencies




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9. 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

10.The imperative for privacy, security, and portability in the management of personal info

Ensure appropriate systems have been updated to meet HIPAA complianceEnsure that IT security policies and procedures are in place

11.The demands placed on departments and agencies resulting from increased public expectations and population growth

External demands: E-government, web transactions, faster serviceInternal demands: Telecommuting and remote access by employees

12.Emergence of information technology as an economic development discriminator

Ensuring accessibility of County services provided over the internetAvailability of internal County systems to disabled employeesRole of IT in increasing technology use by the public




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Business Drivers and IT ImplicationsApplication 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 planBusiness Application Imperatives

Information Sharing: Increase the effectiveness of sharing common County informationApplication Flexibility: Increase the flexibility of making changes to current applications to order to meet business requirementsAd 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 mandatesReduce Manual Business Process: Improve the efficiency of business processes by reducing manualpaper based processes Security: Assure the confidentiality and privacy of County information Data Accuracy: Ensure the accuracy of data created and maintained by the CountyCustomer access: Enable effective customer access to County information and transactions

Technology Infrastructure ImperativesLower Cost: Reduce the cost of operating the County’s technology infrastructureImprove Service Quality: Improve the quality of infrastructure services provided to the businessTechnology Stability: Improve the stability of current technology infrastructure Access Speed: Increase the access speed to County information systems




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Business Drivers and IT Implications: Alignment of Strategic Tech. Programs to County Business Drivers

XXXVCHRP (PeopleSoft 8.8) Upgrade Initiative

XXXVCFMS Deployment Program

XXXXLand Records and Management System Development Program

XXXXXXProperty Tax Replacement Project

XXISD and County Infrastructure Management Process Maturity Program

XXMainframe Deployment Program

XXFileNet Optimization Program

XXXIdentity Management & User Provisioning Program

XXXXXXXGIS Development Program

XXInfrastructure Upgrade Program

XIT Infrastructure Cost Benchmark Project

XThin Client Deployment Program

XXXVCIJIS Development Program

XXE-Government Program

XXVoice and Data Network Convergence Program

XXDesktop and Software Policy Development Program

XXXIT Disaster Recovery & Business Continuity Program

121110987654321Strategic IT ProgramsBusiness Drivers

Minimize Tech as Economic Discriminator 12Single Point to County Services 9Land Use and Protection6Integration3Meet Public Expectations11Public Safety Awareness8Compliance with Mandates5Information Sharing 2Data Privacy, Security, Portability 10Workforce Constraints 7Access to Services 4Cost Effectiveness1Business

Drivers

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Technology Infrastructure –Desktop and Thin Client Computing

Assessment Issues and FindingsRecommendations and Technical Architecture Deployment Strategic Goals, Objectives and Initiatives




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Issues

Desktop and Thin Client ComputingDesktop Environment Assessment

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

Findings




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Desktop and Thin Client ComputingThin Client Environment Assessment

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, E-mail 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

Findings

Issues




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Desktop and Thin Client ComputingStrategic Recommendations

Desktop OS Managed DiversityWhile 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 RefreshGartner 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 ManagementEnsure that management of software licenses is handled in a consistent manner across all County departments, using best practices

Thin Client StrategyContinue to explore increased use of thin clients and ensure stakeholder buy-in for deploymentDevelop user categories and classifications for thin client deploymentExpect to support several architectures; "best of breed" of thin and thick clients, utilization of Citrix architecture for thin client deployment is appropriate.




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Standards and Products Within Domains as Technology “Bricks”

Exit fromEnvironment

Introduction toEnvironment

Source: Gartner

Tactical Deployment

Strategic Direction

Retirement Targets

ContainmentTargets

Mainstream

Emerging Technology

Current Tactical Strategic

Implications and Dependencies

Baseline

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).

How can an architecture both reduce technical diversity and improve operations?




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Desktop and Thin Client ComputingTechnology Architecture Deployment

HardwareHP, DELL, IBM

Desktop Operating SystemWin. XP Prof. SP1Win. 2000 Prof. SP4Win. NT 4.x Win. 9x

Thin ClientCitrix Metaframe XPE Feature release 3

Terminal Emulation Attachmate 6.3 and 6.5 Rumba

HardwareHP, DELL, IBM

Desktop& Laptop Operating Systems

Win. XP Prof.Thin Client

Citrix Metaframe XPETerminal Emulation

Attachmate 6.5

HardwareTwo Vendor Strategy

Desktop & Laptop Operating Systems

MS Windows (Longhorn)

Thin ClientCitrix MetaframeTrack Industry

Terminal Emulation None

RetirementWin 2000, NT, 9.x

MainstreamWin XP, Citrix Metaframe, Attachmate

EmergingM.S. Longhorn. Linux on the Desktop

Containment Rumba, Attachmate 6.5

Current Tactical (1–2 year) Strategic (3–5 Year)




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Desktop and Thin Client ComputingStrategic Goals, Objectives and Initiatives

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)

1. Countywide Desktop TCO Benchmark Study2. 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

3. Thin Client Computing Project– User categories defined– Stakeholders informed

Desktop Strategic Goals

Tactical Objectives

Determine current Countywide Desktop TCOMaintain low diversity of desktop hardware and software version deployments including formalizes standards for laptops/notebooksCreate Countywide Desktop Refresh Policy Develop Countywide Minimum Desktop StandardsReduce Software Countywide Licensing CostsExpand 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

Implementation Initiatives

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Technology Infrastructure –Servers





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Technology Infrastructure – ServersServer Environment Assessment

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 serversCost: 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 forserver back-up, departments retain their own discretion in server back-up technology and processes

Findings




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Technology Infrastructure – ServersServer Environment Assessment

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

Issues




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Technology Infrastructure – ServersStrategic Recommendations

Server StrategyConduct 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 StrategyBenchmark ISD’s pricing for servers and storageDevelop 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




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Technology Infrastructure – ServersTechnical Architecture Deployment

Enterprise Application Server/ OS

HP Unix 11.xSun Solaris Windows Server 2000/2003

Department Server/ OSHP Unix 11.xWindows Server 2000/2003

Utility Servers (firewalls, file/print DNS etc)

NetwareWindows 2000/2003


HP UnixWindows Server 2003

Department Server/ OSHP Unix Windows Server 2003


NetwareWindows 2003Tactically explore Linux

RetirementWin 2000, Oracle 8i

MainstreamHP UNIX, MS Windows Server

EmergingNetware functionality on Linux and Linux appliances

Containment Solaris (OS)



HP UnixWindows Server

Department Server/ OSHP UnixWindows Server


Track Market (Linux, Windows)




consulting

Technology Infrastructure – ServersDatabase Mgmt. Systems Technical Architecture Deployment

DBMSOracle 8i, 9iMS SQL Server 2000Sybase 12.5.0

DBMSOracle 9iMS SQL Server 2003Sybase 12.x (C)

Retirement MainstreamOracle 9i, MS SQL Server 2003

EmergingMS SQL Server 2005Oracle 10i

Containment MS SQL Server 2000, Oracle 8i, Sybase 12.x,


DBMSMS SQL Server Oracle




consulting

Technology Infrastructure – ServersStrategic Goals, Objectives and Initiatives

Increase the Effectiveness of Server Management across the CountyReduce Risk of Data Loss on County Servers

1. Countywide Server TCO Benchmark Study– May result in a needed Countywide Server

consolidation Initiative within County departments

2. Countywide Business Continuity Planning Program– Countywide Disaster Recovery Risk

Assessment and Business Impact Analysis– Program Management Roles and

Responsibilities– Awareness Program

3. 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

Server Strategic Goals

Tactical ObjectivesDetermine 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 refinedDevelop 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


x




consulting

Technology Infrastructure –Mainframe





consulting

Technology Infrastructure – MainframeMainframe Environment Assessment

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 requirementsIncreasing 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

Findings

Issues




consulting

Technology Infrastructure – MainframeTechnical Architecture Deployment

HardwareIBM Model 9672-RA6

Operating SystemVSE/ESA 2.7.3

DatabasesModel 204 V5.10, V6.10VSAM, DB2

Application LanguagesModel 204 V6.10COBOL

RetirementVSE/ESA 2.7.3, Model 204 V5.10, DB2

MainstreamIBM zSeries and S/390 31 bit-mode hardware, zVSE x.x,

EmergingLinux on the Mainframe

Containment IBM Mainframe Hardware and Software


HardwareConduct alternatives analysis for hardware deployment

Operating SystemzVSE 3.0

DatabasesModel 204 V6.10VSAM

Application LanguagesModel 204 COBOL

HardwareRetired

Operating SystemRetired

DatabasesRetired

Application LanguagesRetired




consulting

Technology Infrastructure – MainframeStrategic Goals, Objectives and Initiatives

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

1. Application Migration (see apps section)– CalWIN (Welfare Replacement Project)– Retirement application – Property Tax System Replacement

Project – VCFMS Upgrade/Replacement Project

2. Mainframe operating system upgrade project (VSE/ESA to zVSE)

3. Mainframe Deployment Alternatives

Mainframe Strategic Goals

Tactical Objectives

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 scheduleEvaluate 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


x




consulting

Technology Infrastructure –Infrastructure Management Services





consulting

Infrastructure Management ServicesEnvironment Assessment

Network Operating Systems: The County has a large investment (6,500 users) in Novell Netware OS for network authentication, file/print services and e-mail servers. The County also has a smaller deployment of MS Windows NOS (1400 users) for the same servicesDirectory 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 DirectoryMetadirectory 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.

Findings

Issues




consulting

Infrastructure Management ServicesEnvironment Assessment: County Metadirectory Strategy

Current Directory Environment

5 separate directories used only for LAN Server/file and print sharing, with some e-mail for ~7,300 employees countywideAll software applications in the County use separate, proprietary directories with separate username and passwordMultiple username and passwords per employeeDuplicate username and password for applications used in multiple departmentsStale username and password for departed employees, contractors are ubiquitous

Current Directory Environment

5 separate directories used only for LAN Server/file and print sharing, with some e-mail for ~7,300 employees countywideAll software applications in the County use separate, proprietary directories with separate username and passwordMultiple username and passwords per employeeDuplicate username and password for applications used in multiple departmentsStale username and password for departed employees, contractors are ubiquitous

Proposed Directory Environment5 directories send encrypted username and password information to single meta-directoryDepartments control contents of meta-directory by making changes in their existing directoriesImmediately enable Internet Access and e-mail authentication through meta-directory as part of pilotEnable other countywide and departmental applications after pilot, at discretion of owner-agency/departmentGradual or up-front migration to use of VCHRP employee ID as primary user-ID/logon for applications using meta-directory for authenticationApplications validate against meta-directory for valid user-ID and password only, specific user access rights within an application are still maintained within the application

Proposed Directory Environment5 directories send encrypted username and password information to single meta-directoryDepartments control contents of meta-directory by making changes in their existing directoriesImmediately enable Internet Access and e-mail authentication through meta-directory as part of pilotEnable other countywide and departmental applications after pilot, at discretion of owner-agency/departmentGradual or up-front migration to use of VCHRP employee ID as primary user-ID/logon for applications using meta-directory for authenticationApplications 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




consulting

Infrastructure Management ServicesEnvironment Assessment: Metadirectory Pilot Overview

One

Way

, E

ncry

pted

One

Way

, E

ncry

pted

One

Way

, E

ncry

pted


(1400 users)




consulting

Infrastructure Management ServicesEnvironment Assessment: Metadirectory Project Benefit & Risks

Objectives/BenefitsPhased reduction in number of different usernames and passwords that employees are required to rememberReduced application implementation and on-going support costs

Less password reset time/laborEnables users outside owning department to access systems more easily

Improved Internet access control and reportingPositions County to automatically add/delete employees across multiple applications when hired/terminated (Enterprise Provisioning) thereby increasing application security - Later Phase

Metadirectory Issues/RisksMust successfully address security concerns and use of VCHRP Emp-IDMeta-directory loses value if some agencies/departments elect not to participatePotential additional licensing costs although the majority of County employees are covered through existing Novell/ZEN licensesMaterial effort to adopt and implement a single, common user-ID naming convention to prevent duplicate IDs





consulting

Infrastructure Management ServicesStrategic Recommendations

Network Operating System (NOS) StrategyManaged 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 E-mail 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. 1000 users), any conversion of current Netware deployments to MS windows should be justified with a compelling business case as described above




consulting

Infrastructure Management ServicesStrategic Recommendations

Directory Services StrategyApplication 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 capabilitiesMetadirectory: 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




consulting

Infrastructure Management ServicesDirectory Services Technical Architecture Deployment

Network DirectoryNovell eDirectoryMS Active Directory*

Extranet DirectoryNovell eDirectory

Application Directory PeopleSoft, Oracle Directory Active DirectoryeDirectory

Metadirectory/Directory Synchronization

DirXML/Nsure

Network DirectoryNovell eDirectoryMS Active Directory*


Application Directory PeopleSoft, Oracle Directory Active DirectoryeDirectory


DirXML/Nsure


Network DirectoryNovell DirectoryMS Directory*


Application DirectoryLimit number of application directories where possible


DirXML/Nsure

RetirementNovell NetWare 6.0, MS Win. 2000

MainstreameDirectory, Nsure, MS Active Directory

EmergingNetware on Linux

ContainmentNovell NetWare 6.5, Win 2003 NOS

* Role of MS Active Directory is for application directories and for current deployed user base




consulting

Infrastructure Management ServicesInfrastructure Services Technical Architecture Deployment

User Provisioning/Identity Management

NoneNetwork OS (NOS)

Novell NetWare 6.0/6.5MS Windows 2000/2003*

Software Distribution/ Patch Management

ZenWorks 4.x, Patch link Update M.S. SUS 2.0, M.S. WUS


Explore Novell Nsure SuiteNetwork OS (NOS)

Novell Open Enterprise Server (OES)MS Windows 2003*


ZenWorks 7.0 SuiteM.S. WUS (current deployment)



Explore Novell Nsure SuiteNetwork OS (NOS)

Track industryNovell NOS ProductMS Windows NOS product


Track Industry Novell and MS products

RetirementM.S. SUS 2.0, Netware 6.0

MainstreamNovell OES, MS Windows 2003 Server, Novell ZenWorks

EmergingZenWorks Brimstone

ContainmentM.S. WUS, Netware 6.5

* MS Windows NOS is for current deployed user base, migration from Netware to MS Windows NOS to occur only with clear business case




consulting

Infrastructure Management ServicesStrategic Goals, Objectives and Initiatives

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.

1. 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

2. Netware Tool Enhancement Program– Educated users and expand use of Netware

NOS and infrastructure service tools

3. 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

Infrastructure Management Strategic Goals

Tactical ObjectivesUtilize Novell Metadirectory and user provisioning technologies to enhance Countywide network and system access managementExploit current Netware functionality and keep informed on Novell’s Netware StrategyDevelop 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


x




consulting

Technology Infrastructure –Voice and Data Network





consulting

Technology Infrastructure – Voice and Data NetworkNetwork Environment Assessment

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 managementWide Area Network Management: The WAN is managed Countywide by ISD and is used to connect various locationsConverged 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

Findings




consulting

Technology Infrastructure – Voice and Data NetworkNetwork Environment Assessment

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 operationsThough currently viewed as purely a technology project, implementing a converged network will require substantial involvement from County business users

Issues




consulting

Technology Infrastructure – Voice and Data NetworkVoIP 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 datacommunications 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.




consulting

Technology Infrastructure – Voice and Data NetworkStrategic Recommendations

Voice and Data Convergence StrategyIncrease Business Stakeholder Involvement in the Network Convergence Project

– Use the BTC to formally and regularly communicate the status and potential impact of the VoIPproject 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




consulting

Technology Infrastructure – Voice and Data NetworkTechnology Deployment Strategy

Network Sys. Mgmt. Nortel Optivity, HP OpenView, SpectrumMRTG

Storage Area Network (SAN)HP SAN (name)HP OpenView Storage Area Manager v3.2

Remote AccessShiva 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 AccessNortel Contvity 4.X (VPN) PassGo Defender 4.xEvaluate impact of VoIP Project

RetirementM.S. SUS 2.0

MainstreamCisco CiscoWorks, Nortel Optivity

EmergingContainment Nortel Optivity, Spectrum, Shiva LanRover D56 (Dial)


Network Sys. Mgmt. Cisco CiscoWorks?HP OpenViewTrack market (Spectrum, MRTG)

Storage Area Network (SAN)Evaluate storage mgmt. tools

Remote AccessNortel Contvity (VPN) (track market)PassGo Defender (track market)




consulting

Technology Infrastructure – Voice and Data NetworkStrategic Goals, Objectives and Initiatives

Successfully deploy a fully converged Voice and Data network and IP telephony across the County

Increase stakeholder involvementReduce project management risk

1. 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

Network Strategic Goals

Tactical Objectives

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


x




consulting

Technology Infrastructure –E-Government Supporting Technology





consulting

E-Government Supporting Technology InfrastructureCurrent Environment Assessment

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 currentFormal 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

Findings




consulting

E-Government Supporting Technology InfrastructureCurrent Environment Assessment

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 timesLack of a common policy/strategy for payment processing has led to inconsistency in the way the County pays vendors to provide these services

Issues




consulting

E-Government Supporting Technology InfrastructureTechnology Deployment Strategy

Web ServerMS IIS 5.x, 6.x, 4.x

Web Page Dev. Macromedia Studio MX 2004 (Incl. Dream Weaver)

Web Application Dev. MS Visual Studio .NETSybase Power Builder Enterprise 8.0.3

Web Application Server/PortalEvaluating Oracle Portal

Web ServerMS 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/PortalTo be determined (will impact technology and development strategy .Net Vs J2EE)

RetirementMS IIS 5.x., 4.x.

Mainstream.NET, Web Services, Sybase Power Builder, Macromedia Studio MX (Incl. Dream Weaver),

EmergingJ2EE development environments

Containment ?


Web ServerTo be determined

Web Page Dev.To be determined

Web Application Dev. To be determined

Web Application Server/Portal

To be determined




consulting

E-Government Supporting Technology InfrastructureStrategic Goals, Objectives and Initiatives

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

1. 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

2. County Web Portal Deployment Project– Confirm web infrastructure direction (.Net,

J2EE)– Define informational and transactional

business requirements– Execute on documented design and

deployment plan

3. County Web Payment Infrastructure Project– Define requirements and policy– Seek qualified vendor

Intranet/Internet Strategic Goals

Tactical ObjectivesDevelop 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 CountyDevelop an Integrated Countywide infrastructure for web payment processing


x




consulting

Enterprise Applications




consulting

Expensive to operate or maintainNone or decreasing vendor support for major componentsInsufficient or decreasing availability of staff supportArchitecture not allow enhancements for new business requirementsVulnerable security

Cost-effective to operate or maintainAdequate vendor support for major componentsAdequate availability of staff supportArchitecture allows enhancements for new business requirementsAdequate security protection

Application is crucial in supporting business processesApplication is aligned with County strategiesApplication importance is expected to continue into the future

Creates inefficient and less effective service delivery processesConstraint on implementation of new services, expanded citizen benefits, and/or more efficient business processesIndividual privacy and data confidentialityat risk

Technical Perspective

Low High

High

High Attention Zone – Both

Business and Technical Risks

Safe ZoneWarning Zone – Not Making Best Use of In-Place Technology

to Meet Business Needs

Warning Zone –High Technical

Risks

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

Business Perspective




consulting

Enterprise ApplicationsKey Concepts: Determining the posture of applications

Assessment results indicate the type of application remediation

Remediation ApproachRetire: 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 investmentsMaintain/Integrate: Regular Support/Maintenance and additional Integration

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




consulting

Enterprise Applications Overall Enterprise Application Assessment

Meeting business needs, but has technology shortcomings. Applications should be enhanced or replaced.

Poor from business & technology perspective. Applications should be retired.

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

x




consulting

Enterprise Applications –E-mail

Assessment Issues and FindingsRecommendations and Deployment StrategyStrategic Goals, Objectives and Initiatives




consulting

Enterprise Applications – E-mailEnvironment Assessment

The County uses Novell GroupWise for standard E-mail servicesManagement of E-mail is decentralized, with four E-mail domains (Sheriff, HCA, ISD, Fire) being maintained and about 15 e-mail servers housed across the CountyThere is a Countywide standard naming convention for E-mail addressesA limited number of users have front-ended GroupWise E-mail with MS Outlook.

County users are generally pleased with existing E-mail servicesPolicies regarding E-mail retention and archiving are unclear and may vary by department or agencyE-mail is not currently treated as an enterprise utility and there is a duplication of E-mail administration effort throughout the County

Findings

Issues




consulting

Enterprise Applications – E-mailRecommendation and Deployment Strategy

Enhance technical performance and minimize costs through a more shared infrastructure management environment.




consulting

Enterprise Applications – E-mailStrategic Goals, Objectives and Initiatives

Maintain and optimize Novell GroupWise as the County’s e-mail application standardManage Countywide e-mail as utility application to be shared across the CountyFormalize Countywide e-mail retention and archiving policy in compliance with state andfederal laws

1. E-mail Retention Policy Project– Legal opinion regarding e-mail retention

mandate documented– Policy developed and approved– E-mail management software

configured to automate policy execution as much as possible

2. E-mail Optimization Project– E-mail training included as part of new

employee orientation – County standard for wireless e-mail on

mobile device developed

E-mail Strategic Goals

Tactical Objectives

Develop Countywide e-mail retention policyDocument and communicate feasibility of consolidating the approx. 15 e-mail servers while maintaining localized user management Expand use of GroupWise functionality through training of business usersOptimize technology solution for wireless e-mail on mobile devices





consulting

Strength:History of solid technology

Challenge:Building a Linux vision

Source: Novell 2004

GroupWiseMessengeriFolder "Denali"EnterpriseEvolution 2.2Virtual Office

Evolution 2.0*iFolder "Denali"Workgroup (open source)Messenger (client plug-in for GAIM*)

*Also available as free open source

2003 2004 2005 2006

NetMail 3.5GroupWise "Sequoia"

Novell Linux Desktop GroupWise

"Aspen"Extended desktop

integrationGroupWise 6.5.1

Linux Support

GroupWise 6.5.1NetWare and

Win 2003 Support

Enterprise Application Assessment – Best PracticesE-mail and Messaging: Novell GroupWise Evolution

x




consulting

Enterprise Applications –Integrated Property Tax System





consulting

Integrated Property Tax SystemEnvironment Assessment

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 systemSystem 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 softwareBusiness 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 stakeholdersSystem 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

Findings

Issues




consulting

Integrated Property Tax SystemRecommendation and Deployment Strategy

Place priority on replacing the Integrated Property Tax System to increase technical quality and business value of the system

Retire Old and Replace with New




consulting

Integrated Property Tax SystemStrategic Goals, Objectives and Initiatives

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

1. Property Tax Replacement Projecta) Project Steering Committee establishedb) Short term funding and dedicated

resources identified c) 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

d) Business and technical requirements Developed

e) RFP issued, vendors evaluated and selected

Strategic Goals

Tactical ObjectivesEstablish project governance structure to oversee system replacement efforts over all project phasesIdentify key human and budget resources to sustain project over the long termDocument a Business Case that analyzes all replacement scenarios and justifies best solutionDevelop business and technical system requirements in conjunction with project business stakeholdersIssue a comprehensive RFP based on business case and documented requirementsImplement the replacement system in phases over time


x




consulting

Enterprise Applications –Financial Management System (VCFMS)





consulting

Financial Management System (VCFMS)Environment Assessment

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 difficultBusiness 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 dataIssues 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 systemDecentralized 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

Findings

Issues




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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




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Financial Management System (VCFMS)Strategic Goals, Objectives and Initiatives

Maintain VCFMS on current version and platform over the next three years until vendor provides definitive support discontinuation timeframeDocument alternative analysis for upgrade or replacement scenarios

1. Document/Update AMS Advantage Support and Maintenance Contract – Formal discussion with vendor

conducted– Terms agreed upon– Contract signed

2. Develop VCFMS upgrade/replacement business case – High-level business requirements

defined– Alternatives evaluated– Solution recommended

Strategic Goals

Tactical Objectives

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


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Enterprise Applications –Human Resources/Payroll (VCHRP)





consulting

Human Resources/Payroll (VCHRP)Environment Assessment

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 processesIncrease 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 supportImprove 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

Findings

Issues




consulting

Human Resources/Payroll (VCHRP)Recommendation and Deployment Strategy

Expand business value of current system through deployment of additional functionality




consulting

Human Resources/Payroll (VCHRP)HR/Payroll (VCHRP): Oracle’s Applications Strategy

2005

PS Enterprise

8.9eBus 11i

JDE EnterpriseOne

8.11

eBus R12

Successor Product / Fusion

2008

2006

2013

Product line support not individual

release support

JDE EnterpriseOn

e 8.12

PS Enterprise

9.0




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2005 2006 2007 2008 2009 2010 2011 2012 2013

Planning Assumptions:1. Will take a year beyond 2005 (2006) to stabilize framework2. 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

FusionFrameworkComplete

Data HubsTransactionBase

EBS 12, E9,E1 8.12

released

First FusionApps. (Fin.)

Support forXE & E8ends

FusionCompleteSuite

E1, ESupportends

FusionFrameworkComplete

First FusionApps. (Fin.)but containless functhan currentapps

FusionCompleteSuite =EBS, E,E1

2014

GartnerProjection

OraclePlan

Human Resources/Payroll (VCHRP)Gartner’s Prediction for Fusion All-Inclusive Product By 2014




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Human Resources/Payroll (VCHRP)Strategic Goals, Objectives and Initiatives

Expand and deploy the robust functional capabilities of the current system to users across the County to improve HR/Payroll business processesDo 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

1. Current Phased PeopleSoft Rollout– Functionality rolled out as planned

2. 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

Strategic Goals

Tactical ObjectivesContinue 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).


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Enterprise Applications –Land Records and Management System





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Land Records and Management SystemEnvironment Assessment

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 systemBusiness 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

Findings

Issues




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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




consulting

Land Records & Management SystemStrategic Goals, Objectives and Initiatives

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)

1. 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

2. Develop five year system strategic plan – Plan documented for a full land records

and management system deployment over five years

Strategic Goals

Tactical ObjectivesExpand use of Accela Permits Plus for RMA, PWA and other County permitting useExplore 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 ISDInterface Accela GIS modules with County GIS function to leverage County data


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Enterprise Applications –Geographic Information Systems (GIS)





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Geographic Information Systems (GIS) Environment Assessment

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 practiceGIS 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 requestedGIO 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 improvedAbility 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 mannerEnhancing 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

Findings

Issues




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Geographic Information Systems (GIS) Recommendation and Deployment Strategy

Improve business value of GIS by integrating into current business processes and functionality into business applications




consulting

Geographic Information System (GIS)Strategic Goals, Objectives and Initiatives

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

1. Technical Enhancement Project– Infrastructure architecture plan

complete (ongoing)– GIS data access issue resolved– Data accuracy issue resolution

identified

2. Develop mandate for GIS user community of interest– Working groups/forum created – Community of interest roles and

responsibilities defined

3. GIS Strategic Plan Development

Strategic Goals

Tactical ObjectivesResolve 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


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Enterprise Applications –Document Management System (FileNet)





consulting

Document Management System (FileNet)Environment Assessment

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 needsBusiness 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 costUnattractive 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.

Findings

Issues




consulting

Document Management System (FileNet)Recommendation and Deployment Strategy

Increase FileNet business value though attractive pricing options and integration into business processes




consulting

Document Management System (FileNet) Strategic Goals, Objectives and Initiatives

Maintain FileNet as the Countywide document management and imaging standardFacilitate further business use by utilizing innovative pricing models and aggressive user marketing. Ensure the ability to meet stakeholder needs is communicated.

1. FileNet Pricing Model Project– New pricing model defined– Focus group with County

business/IT users conducted and changes made accordingly

2. FileNet Marketing Project– Informational brochures created

and distributed – Product demonstration sessions

set up– Opportunities for business process

integration communicated

Strategic Goals

Tactical Objectives

Develop attractive FileNet pricing model to encourage use of systemHighlight successful components of the current system (e.g., report manager and COLD) and use to further expand into County Department business processesMarket FileNet imaging and document management capabilities to users and offer proactive comparisons to currently stand alone imaging systems


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Enterprise Applications –Integrated Justice Information System (VCIJIS)





consulting

Integrated Justice Information System (VCIJIS)Environment Assessment

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 2002High 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 usersProactive Problem Management: General feeling that VCIJIS issues can be resolved proactively instead of reactively through upfront planning and identification and prioritization of issue resolutionImproved 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

Findings

Issues




consulting

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




consulting

Integrated Justice Information System (VCIJIS)Strategic Goals, Objectives and Initiatives

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 technologiesDocument integration strategy and future VCIJIS technology vision for the use of next generation web based technology

1. Technical infrastructure stabilization project (ongoing) - SAN issues resolved

2. ISD Service Management Project – Current ISD process maturity determined

based on ITIL – Processes for development prioritized – Service Level Agreements Defined

3. Biometric System project– Standard technology and tools identified and

Integration with VCIJIS Started 4. Define future integration strategy

– Systems to be integrated identified and prioritized

– Next integration generation technologies identified and piloted

Strategic Goals

Tactical ObjectivesStabilize VCIJIS hosting infrastructure by resolving Storage Area Network issuesEnhance proactive communication between ISD and public safety departments to identify and resolve technical issues before they impact system performanceDevelop consistent Countywide biometric identification system to remove redundancy of VCIJIS dataIdentify future integration of additional public safety systems through next generation technology e.g., web services


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consulting

Strategy Implementation Road Map




consulting

Strategic Implementation Road Map Computing/Network Infrastructure Projects

MediumWeb Payment Transaction Processing Project

Med/LowPortal Project - Phase II (Transaction Phase)

HighPortal Project - Phase I (Interaction Phase)

HighInternet Technology Architecture Project

HighE-Government Strategic Plan Update Project


HighVoIP Risk Management Project

Med/LowVoIP Project Phase II Project

HighVoIP Project Phase I ProjectVoice and Data Network Convergence Program

LowDesktop Lock-down Policy Development

LowLicense Management Policy Development

HighE-mail Retention Policy Development

LowDesktop Refresh and Minimum Standard Development


HighBusiness Continuity and IT Disaster Recovery Integration Project

HighIT Disaster Recovery and Business Impact Assessment Project


9-126-93-61-39-126-93-61-39-126-93-61-39-126-93-61-39-126-93-61-3Priority / ImportanceProject NameProgram

20092008200720062005




consulting

Strategic Implementation Road Map Computing/Network Infrastructure Projects

LowDefine overall process improvement programs

LowCounty Infrastructure Process Maturity Assessment

Infrastructure Mgmt. Process Maturity Program

LowMainframe Deployment Alternatives Project

LowMainframe OS Upgrade ProjectMainframe Deployment Program

LowProject Definition

HighMetadirectory PilotIdentity Management & User Provisioning Program

LowLinux Strategy Development

MediumDesktop, Server and Network OS Upgrades

MediumSoftware Configuration Management Infrastructure Upgrade Program

LowPotential Server Consolidation ProgramPotential Server

Consolidation Program

Med/LowMidrange Server Cost Benchmark Initiative

Med/LowDesktop/Distributed Computing Cost Benchmark


MediumThin Client Deployment (ongoing)

MediumService Definition & User Categorization Thin Client Deployment Program

9-126-93-61-39-126-93-61-39-126-93-61-39-126-93-61-39-126-93-61-3Priority / ImportanceProject Name

Strategic Technology

Program

20092008200720062005




consulting

Strategic Implementation Road Map Enterprise Application Projects

LowDetermine version 8.8 Migration Path and Conduct PeopleSoft Upgrade


MediumVCFMS Upgrade/Replacement Alternatives & Implementation

High Current System Maintenance and Support Plan


HighAccela Permits Plus Expansion

Med/LowLand Records and Management Strategic Plan

Land Records and Mgmt. System Dev. Program

LowProperty Tax Implementation Project

Med/LowProperty RFP and Vendor Selection Project

Medium Property Tax Req. Development

High Property Tax Governance and Business Case Development Project


Med/lowFileNet Marketing and Communications Initiative

Med/LowFileNet Service and Cost DefinitionFileNet Optimization Program

MediumGIS Strategic Plan Development

HighGIS Tech. Infrastructure Enhancement

Med/LowGIS Business and Technical Community of Interest Development


LowIntegration Strategy Development Project

MeduimVCIJIS Data Integrity/Biometrics Project

HighVCIJIS Infrastructure Stabilization ProjectVCIJIS Development Program

9-126-93-61-39-126-93-61-39-126-93-61-39-126-93-61-39-126-93-61-3PriorityEnterprise Application Projects 20092008200720062005

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Appendices

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Appendix A – Detailed Project Descriptions




consulting

Appendix A – Detailed Project Descriptions Technology Infrastructure Projects

Recommends practices that departments could follow to ensure that desktops are configured in the most manageable way to minimize required maintenance and support.

Desktop Lock-down Policy Development

Develops a formalized framework for the efficient management of software licenses within the County. It defines how licenses aremanaged at a departmental or Countywide basis and demonstrates the cost effectiveness of utilizing enterprise licenses where possible.

License Management Policy Development

Formalizes the business rules for e-mail retention across the County based on the County’s interpretation of State and Federal laws. Ensures that County risk is minimized regarding the retention ofelectronic records that are either part of, or transmitted through e-mail. It also articulates how technology will be implemented to execute these business rules.

E-mail Retention Policy Development

This project aims to develop a Countywide policy to ensure that desktop technology is refreshed within reasonable timeframes. Itarticulates minimum standards for deployed desktops and addresses how such refresh will be funded.

Desktop Refresh and Minimum Standard Development


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.

Business Continuity and IT Disaster Recovery Integration 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.

IT Disaster Recovery and Business Impact Assessment Project





consulting


Project would develop a risk management plan for the two VoiPprojects 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.

VoIP Risk Management Project

Future project to deploy a fully converged voice and data network and implement IP telephony across all County locations.

VoIP Project Phase II 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 I ProjectVoice and Data Network Convergence 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.

Thin Client Deployment Program




consulting


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.

Web Payment Transaction Processing Project

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.

Portal Project - Phase II (Transaction 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 I (Interaction Phase)

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.

Internet Technology Architecture Project

Involves reviewing and updating the plan that was developed on 2001. All recommended activities should be scheduled and articulated on an implementation roadmap. Plan should be reviewed every six monthsto monitor progress on recommended initiatives.

E-Government Strategic Plan Update Project





consulting


Midrange Server Cost Benchmark Initiative

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.

Linux Strategy Development

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.

Desktop, Server and Network Operating System Upgrades

Project involves developing a standardized desktop computing environment where automated tools can be deployed to efficientlymanage software configuration and other management activities that would reduce overall management costs.

Software Configuration Management

Infrastructure Upgrade 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.

Potential Server Consolidation Program

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.

Desktop/Distributed Computing Cost Benchmark





consulting


Based on the assessment of process maturity, the next step would be the development of a comprehensive program to enhance current ITmanagement 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.

Define overall process improvement programs and prioritize processes to be improved (E.g., Problem and Incident Management)

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.

ISD and Department/Agency infrastructure Process Maturity Assessment

County Technology Infrastructure Management Process Maturity

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.

Mainframe Deployment Alternatives Project

Project to upgrade current mainframe operating system from VSE 2.7 to z VSE 3.0

Mainframe OS Upgrade ProjectMainframe Deployment Program

A Meta-directory pilot is ongoing to develop and test the best deployment solution for the County.

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.

Program Definition and Metadirectory Pilot

Identity Management & User Provisioning Program




consulting

Appendix A – Detailed Project Descriptions Enterprise Applications

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.

GIS Strategic Plan Development

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 Technical Infrastructure Enhancement

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 Business and Technical Community of Interest Development


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.

VCIJIS Integration Strategy Development 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 managementbiometrics 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 Data Integrity/Biometrics Project

This is a tactical project that is currently ongoing that involves resolving technical issues that have affected the performance of VCIJIS.

VCIJIS Infrastructure Stabilization Project

VCIJIS Development Program




consulting


This would be a multiyear phased project to design and implement the selected system.

Property Tax Implementation 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 Replacement RFP and Vendor Selection Project

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 Requirements Development

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. Itwould also outline a project budget and resource plan.

This project would create a steering committee consisting of theAuditor, 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.

Property Tax Governance and Business Case Development Project





consulting


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.

FileNet Marketing and Communications Initiative

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 Service and Cost Definition

FileNet Optimization Program

This is an ongoing project to expand the use of Accela Permit Plus to other departments. PWA is in the initial stages of deploying thesystem.

Accela Permits Plus Expansion

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.

Land Records and Management Strategic Plan

Land Records and Management System Development Program




consulting


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.

Determine version 8.8 Migration Path and Conduct PeopleSoft Upgrade


This would be a phased project to implement the application upgrade or replacement

VCFMS (AMS Advantage 2.2) Upgrade/Replacement

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 Upgrade/Replacement Alternatives Analysis

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.

Current System Maintenance and Support Plan


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Appendix B – Detailed Business Driver Descriptions




consulting


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.

6. Effective land use and protection.

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.

5. Compliance with state and federal mandates regarding service to its constituents.

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.

4. The continuing need to increase public access and cost effectiveness of services to constituents (External).

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.

3. Constraints resulting from County organizational structure and/or lack of integration.

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.

2. A growing demand for knowledge and information sharing between local, state, and federal governments and agencies.

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.

1. 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).




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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.

12. Emergence of information technology as an economic development discriminator.

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.

11. The demands placed on departments and agencies resulting from increased public expectations and population growth.

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.

10. The imperative for privacy, security, and portability in the management of personal information.

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.

9. Consideration of a single access point for all County services (County 311).

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.

8. Increasing awareness and requirement for public safety (Post 9-11).

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.

7. Increasing workforce constraints.

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Appendix C – Departmental IT Projects

See Separately Attached Document

Gartner Contact InformationGary DrakeGartner ConsultingTelephone: +1-619-542-4828 E-mail: [email protected]

Michael KinaraGartner ConsultingTelephone: +1-619-542-4819 E-mail: [email protected]

Documents

County of Ventura Technology Infrastructure Strategic Planvcportal.ventura.org/VCHCA/Behavioral Health/pdf/MHSA/Facilities... · County of Ventura Technology Infrastructure Strategic