Department of Information Technology (DoIT) Information Technology Strategic Plan (ITSP) FY13 - FY17

Transcription

1 Department of Information Technology (DoIT) Information Technology Strategic Plan (ITSP) FY13 - FY17 August 2012 Version 2.4

2 REVISIONS Release No. Date Revision Description 1.0 May 2011 Draft presented to DRM for comments 2.0 August 2011 Updated the document working with DoIT Direct Reports Mangers Pat Thomas in 18 meeting sessions 2.1 October 2011 Updated DoIT Organizational Chart and performed additional editing. Submitted to Sr. Management 2.2 January 2012 Updated DoIT organizational Chart; Added Goals & Strategies references to Measures; Added Goal #14; Added FY13-18 Proposed TIP 2.3 April 2012 Incorporated comments by CXO and DCXO 2.4 August 2012 Changed County Vision and Goal approved on June Incorporated comments by Directors APPROVALS AGENCY/DIVISION POC Proposed by (Print Name and Title) SENIOR AGENCY EXECUTIVE (Print Name and Title) Date Date REVIEWS DoIT Division Chief (Print Name and Title) Chief Information Officer (CIO) (Print Name and Title) Date Date ROUTE AND CONFER WITH X ITSC September 2011 X CXO April 2012 BOCS REFERENCES 2012 PWC Strategic Plan, CIP & TIP FY12-17 Budget Submission DoIT FY12 Budget Submission Page i

3 Table of Contents REVISIONS...i APPROVALS...i REFERENCES...i 1.0 Introduction ITSP Stakeholders Drivers Maintenance and Review Process DoIT Support Environment Organization PWC Strategic Plan Strategic Community Vision PWC Organizational Vision PWC Organizational Mission PWC Strategic Goals Information Technology Strategic Plan DoIT Vision DoIT Mission IT Governance Goals, Outcomes, and Strategies Measures of Success PWC Future Systems Needs List of Figures Figure 1 - PWC System... 1 Figure 2 DoIT Organization Chart (8/2012) and Support Structure... 3 Figure 3 ITSC Organization & Members... 6 Figure 4 Major System CIP & TIP FY Figure 5 System Maintenance Agreements CIP & TIP FY Figure 6 Infrastructure Upgrade CIP & TIP FY Figure 7 Major System CIP & TIP FY Figure 8 System Maintenance Agreements CIP & TIP FY Figure 9 Infrastructure Upgrade CIP & TIP FY Figure 10 - Infrastructure Upgrade CIP & TIP FY13-18 with Source of Funding Page ii

4 1.0 Introduction The Department of Information Technology (DoIT) Information Technology Strategic Plan (ITSP) is linked to Prince William County s Strategic planning cycle. Strategic planning provides a framework for analyzing where the County is and where the County should be in the future. The PWC System (See Figure 1), the System for Result-Oriented Government, is a metric-based, strategic planning, budgeting and performance monitoring system. An inclusive citizen-staff process defines community-based outcomes, links outcomes to results, monitors results for accountability, and implements changes based on results and community needs. Figure 1 - PWC System The Agencies strategic plans and program Performance Measures known as Family of Measures are the key part of the effort to improve performance of County government programs and operations. The PWC Strategic Plan guides the annual budget and performance planning. It sets the framework for measuring progress and ensuring accountability to the public. Each Agency s Strategic Plan is mission driven and includes a vision statement that describes the work environment to accomplish the mission. The ITSP identifies goals, objectives, and strategies in support of each Agency s mission and vision. Agency strategic plans are linked to the overall goals and directions that the Board of County Supervisors (BOCS) has set for the County. 1.1 ITSP Stakeholders There are many stakeholders that share responsibility for the development, ongoing maintenance, and accomplishment of the IT Strategic Plan. Page 1

5 County Board of Supervisors (BOCS) County Executive Management (CXO) Information Technology Steering Committee (ITSC) Chief Information Officer (CIO) Department/Offices Business and Information Technology Representatives (ITRs) Staff DoIT Direct Report Managers (DRMs) DoIT Staff 1.2 Drivers The following drive and provide input to the County strategic plan, ITSP, and budget process: Legislation Changing Technology Department/Office Business Needs Citizens/Citizens Surveys Economy/Business Community 1.3 Maintenance and Review Process The ITSP should be used daily, updated annually, and rewritten in 3-4 years The maintenance process must be collaborative, timely, and linked to Prince William County s Strategic Planning Cycle Rewrite the IT Strategic Plan one year after the County Strategic Plan is issued to incorporate updated Agency business needs Update the IT Strategic Plan annually to coincide with the annual budget process Review initiatives quarterly with CXO, ITSC, and DRM 2.0 DoIT Support Environment Organization DoIT works together with other Agencies IT support staff and Agency ITRs to provide IT support services to PWC Departments and Offices. Figure 2 DoIT Organization Chart (8/2012) and Support Structure depicts the current DoIT support structure. Page 2

6 Department of Information Technology Cyber Security Group Business Group Chief Information Officer Admin Group Project Mgmt/IV&V CISO Grade 19 Mgmt & Fiscal Analyst III Grade 15 Network Syst Coord Grade 15 Admin Supp Coord II Grade 12 Syst Dev Mgr Grade 18 Info Security Officer Grade 18 Acct Assistant II Grade 10 Admin Supp Coord I Grade 11 Disaster Recovery Mgr Grade 18 Admin Supp Asst II Grade 9 FCC/COG Communications Engineer Business Applications Support Division Customer Services & Solutions Division Communications & Infrastructure Division Division Chief Grade 19 Division Chief Grade 19 Division Chief Grade 19 Public Safety Application Support Administrative Services Application Support Development Services/Human Services Application Support Customer & Technology Services GIS Data Services GIS Application Services Web Solutions & Services Technology Hosting Center Radio Communications Voice & Data Communications Syst Dev Mgr Grade 18 Syst Dev Mgr Grade 18 Syst Dev Mgr Grade 18 Seat Management Contractors GIS Supervisor GIS DB Admin Grade 17 Syst Dev Mgr Grade 18 Tech Svc Mgr Grade 18 Radio Comm Mgr Grade 17 Network Mgr Grade 18 Voice Data Syst Dev III Grade 17 Syst Dev II Syst Dev II Syst Dev II GIS Analyst II Grade 14 GIS Analyst I GIS App Dev Syst Dev III Grade 17 Systems Engineer Comm Tech Sup Telecom Sup Network Eng Sup Grade 17 Syst Dev II Syst Dev II Syst Dev II Syst Dev I Grade 15 GIS Analyst I GIS Analyst I GIS App Dev Syst Dev III Grade 17 Systems Engineer Comm Tech II Grade 15 Telecom Tech Network Analyst Syst Dev II Syst Dev II GIS Analyst I GIS Analyst I GIS App Dev Syst Dev III Grade 17 Tech Svc Analyst I Grade 14 Comm Tech II Grade 15 Telecom Tech Tech Svc Analyst II Grade 15 Syst Dev I Grade 15 Tech Svc Analyst I Grade 14 Tech Svc Analyst II Grade 15 GIS Analyst I GIS Analyst I GIS App Dev Syst Dev III Grade 17 Systems Engineer Asst Comm Tech Grade 11 AV Broadcast Eng Grade 15 Tech Svc Analyst I Grade 14 DBA Services Contractor Syst Dev III Grade 17 GIS Analyst GIS Analyst I Syst Dev II Comm Tech I Comm Tech I Network Tech Grade 12 Comm Tech I Comm Tech I Network Analyst Figure 2 DoIT Organization Chart (8/2012) and Support Structure 3.0 PWC Strategic Plan 3.1 Strategic Community Vision The current PWC community strategic vision adopted by the Board of County Supervisors in June 2012 is: Prince William County is a community of choice with a strong, diverse economic base, where families and individuals choose to live and work and businesses choose to locate. Page 3

7 3.2 PWC Organizational Vision 3.3 PWC Organizational Mission The mission of Prince William County Government is to provide the necessary services to protect the health, safety, welfare, cultural resources and environment of citizens and businesses consistent with the community s values, priorities and fiscal capacity. This mission is accomplished by: encouraging citizens input and involvement; preserving the County s fiscal stability; producing effective and efficient government programs; managing the County s resources; planning for the future; and representing citizens needs and desires to other levels of government. 3.4 PWC Strategic Goals The four strategic goals work towards achieving the overall mission of the County and help the community achieve its vision of the future. The PWC Strategic Plan contains goals in the areas of: Economic Development Transportation Education Human Services Public Safety The outcomes and measures for each of the strategic areas are documented in the PWC Strategic Plan. Page 4

8 4.0 Information Technology Strategic Plan 4.1 DoIT Vision The Department of Information Technology provides the leadership and support to make Prince William County the example of how local government employs technologies to ensure that citizens are provided access to essential public information and employees utilize technologies to deliver the services required by the community in the most effective, efficient and secure manner. 4.2 DoIT Mission The Department of Information Technology will ensure the citizens, Board of County Supervisors, County Executive and County Agencies receive an excellent return on investment in technology utilization and maintain confidence in the integrity of the information with which we are entrusted. 4.3 IT Governance The Information Technology Steering Committee (ITSC) is a strategic planning team established to formulate strategic direction, prioritize major initiatives, address strategic Countywide issues, and provide recommendations to the Board of County Supervisors, Chief Executive Officer and the project stakeholders/proponents. ITSC is modeled after the County s Budget Congress Team. Representative from the four quadrants of government are represented in this committee. Page 5

9 ITSC Committee The PWC Information Steering Committee (ITSC) is responsible for evaluating and recommending a prioritization of PWC Information Technology (IT) Hardware and Software projects. The Committee is also charged with determining the impacts to the current project portfolio. The Committee is comprised of key representatives from the County Departments. The teams are modeled after the Budget Congress teams and in line with County Strategic areas. Guiding Public Service (GPS) IT Steering Committee Tom McQuillan, Chair Budget Advisory Public Safety Scott Boggs Tom Pulaski Community Development Wade Hugh Richard Murphy Human Services Thomas Geib Janine Sewell General Gov & Admin Steven Solomon, Vice Chair Jason Grant ADC FRA / DFR Dev. Serv. Econ. Dev. Aging CSB Audit ADC Serv. Co. Atty OCJS JCSU Library Parks & Recreation Housing DSS OCJS OEM Finance Police PS Comm. Planning Public Works Public Health VA Coop Ext. Gen. Police Registrar Human PS Comm. Rights Sheriff Trans. Information. Sheriff Technology The goals of the ITSC are to: Figure 3 ITSC Organization & Members Provide a sustainable infrastructure that focuses on security, availability, and accessibility Provide transparent and verifiable goods and services to our customers by meeting PWC fiscal, legal, delivery, and performance targets Enhance the efficiency and effectiveness of government by leveraging technology to improve service levels in Public Safety, Community Development, Human Services, and General Government Provide best-in-class customer service by providing cradle-to-grave customer service to ensure technology needs are satisfied Conduct reviews and provide recommendations to enhance the established project development processes and training on project management Conduct periodic reviews of project portfolios and the status of major projects Page 6

10 4.4 Goals, Outcomes, and Strategies Goal 1: Improve and maintain the sustainability and survivability of the County s IT operations. Outcome: Achieve systems availability 99.7% of the time Strategy 1.1: Strategy 1.2: Strategy 1.3: Strategy 1.4: Strategy 1.5: Strategy 1.6: Strategy 1.7: Strategy 1.8: Maintain the currency of MS Office products and the operating system as justified by return on investment (ROI). Ensure vendor support of critical systems. Develop and fund a capital replacement plan (CRP). Promote funding levels required by support services. Implement cloud computing when applicable. Implement virtualization technology. Deploy disaster recovery (DR)/continuity of operations plan (COOP) solutions. Use best practices to operate hosting center facilities that support business functionality. Strategy 1.9: Maintain multiple, disparate internet service providers (ISP) in different locations. Goal 2: Improve the greening of IT. Outcome: Reduce the total energy consumption of IT, as measured in BTUs, by 10%. Strategy 2.1: Strategy 2.2: Strategy 2.3: Strategy 2.4: Employ Energy Star technologies. Use outdoor air in data centers during winter season. Increase use of enterprise document management systems (EDMS). Encourage telecommuting within DoIT. Goal 3: Improve PWC employee productivity and efficiency. Outcome: Decrease DoIT s current staff to population ratio as it compares to the region s staff to population ratio. Strategy 3.1: Strategy 3.2: Strategy 3.3: Strategy 3.4: Strategy 3.5: Deploy mobile devices to give remote access to secured information. Install wireless technologies in all County facilities. Provide access to secured, real time information 24/7 from anywhere. Evaluate DoIT job classifications against current requirements to maintain relevancy. Implement automated forms data capture. Page 7

11 Strategy 3.6: Incorporate unified communications (data, voice, and video). Goal 4: Increase citizen customer interactions through technology. Outcome: Increase citizens accessing eservices by 10%. Strategy 4.1: Strategy 4.2: Strategy 4.3: Strategy 4.4: Strategy 4.5: Strategy 4.6: Strategy 4.7: Expand access to public data. Improve transparency of information. Develop vendor agnostic strategies. Ensure intelligence of web technologies. Support multiple browsers. Provide notification and news. Support the implementation of social media. Goal 5: Incorporate centralized IT staffing and hybrid models in accordance with Customer Service Expectation agreements between DoIT and Agencies. Outcome: Reduce system failures due to staffing turnover. Strategy 5.1: Strategy 5.2: Strategy 5.3: Strategy 5.4: Evaluate in-house vs. contracted (domestic and/or off shore) staffing support, considering total cost of ownership (TCO). Implement centralized first (vs. decentralized). Develop and maintain Agency specific Customer Service Expectations (CSEs) agreements. Reduce DoIT staff turnover. Goal 6: Increase regional collaboration and cooperation. Outcome: Increase regional partnerships by 10%. Strategy 6.1: Strategy 6.2: Share the ownership of hardware, software and services with regional partners. Expand interoperability options and solutions with other jurisdictions. Goal 7: Improve the delivery of applications and software solutions. Outcome: 80% or more of projects come in within +/- 15% on time, budget and functionality. Strategy 7.1: Strategy 7.2: Strategy 7.3: Implement commercial off-the-shelf (COTS) software first. Implement enterprise first vs. best of breed. Implement a common platform for data bases. Page 8

12 Strategy 7.4: Improve the timeliness and accuracy of GIS data. Goal 8: Serve as the primary technology consultant to Agencies. Outcome: 100% of Agency agenda items accurately document IT impacts. Strategy 8.1: Strategy 8.2: Support Continuous Quality Improvement (CQI) initiatives. Include technology within the Framework of Analysis for staff reports. Goal 9: Make DoIT revenues and expenditures predictable. Outcome: Annual DoIT operational turn back should not exceed 5%. Strategy 9.1: Strategy 9.2: Move entire DoIT operational budget into the internal service fund (ISF). Manage hardware and software life cycles. Strategy 9.3: Manage the CRP (see Strategy 1.3). Goal 10: Maintain effective IT governance. Outcome: 100% of major/large IT projects have ITSC review and concurrence. Outcome: 65% of Technology Improvement Plan (TIP) projects are on time and within budget, with customer sign-off. Strategy 10.1: Implement project management Countywide. Strategy 10.2: Implement Independent Verification and Validation (IV&V). Strategy 10.3: Implement Information Technology Infrastructure Library (ITIL). Strategy 10.4: Maintain an updated TIP. Strategy 10.5: Incorporate best practices and adopted policies and procedures. Goal 11: Improve enterprise-wide training and DoIT awareness. Outcome: Increase number of staff participating in training programs by 15%. Strategy 11.1: Conduct brown bag lunches. Strategy 11.2: Release IT newsletter. Strategy 11.3: Provide access to employee dashboard training. Strategy 11.4: Utilize PWC University to deliver training and awareness. Strategy 11.5: Implement DoIT operational and financial transparency. Strategy 11.6: Improve utilization of Information Technology Representatives (ITRs). Page 9

13 Goal 12: Improve internal customer satisfaction. Outcome: Maintain customer satisfaction rating. Strategy 12.1: Deploy annual DoIT survey. Strategy 12.2: Implement service level agreements outlined in CSEs. Goal 13: Reduce the Total Cost of Ownership (TCO) of technology investments. Outcome: 10% reduction in DoIT s operating budget. Strategy 13.1: Encourage secured bring your own technology (BYOT). Strategy 13.2: Leverage outside contracts and consultants to PWC s benefit. Goal 14: Secure County Data & Information Outcome: None of the County data resides on local machines. Strategy 14.1: Implement Desktop Virtualization. Strategy 14.2: Setup Network Storage for all users. 4.5 Measures of Success The following measures will be tracked to ensure progress toward DoIT s strategic goals: Goal. Strategy 1.1 Timeliness of critical server patches 1.2 Number of critical systems with vendor support 1.3 On time replacement of scheduled server/storage replacement of systems 1.4 Percent of revised budget expended Measure Status FY13 Target POC/DoIT Unit Within 5 business days of Microsoft Release - 80% None N/A N/A Within 5 business THC/BCGM days of Microsoft Release - 80% 100% BASD & CSSD Expenditures are within 5% of Budget 85% THC/BCGM 1.5 Number of systems that use Cloud/Collaboration Zero 50% over five years / PM_IV&V 1.6 Number of virtualized desktops & servers Zero 50 Desktops are virtualized CSSD 1.7 Number of DRP and Testing for Critical Systems and Applications 3 10 per year ALL Page 10

14 Goal. Strategy 1.8 In place power, cooling, security, fire detection & suppression Measure Status FY13 Target POC/DoIT Unit 0 Favorable audit tests - One per year (no critical items identified) 1.9 ISPs 2 2 NE THC/BCGM 2.1 Devices with Energy Star rated technologies 0% 10% of inventory per year CSSD 2.2 Electric hosting centers cost as baseline 2.3 Number of documents stored in EDMS Count scanned documents 25% decrease per year FY15 10% increase over DSSS 2.4 Number of staff days via telecommuting 3.1 Number of mobile devices cell phones, laptops and MDCs Numbers 5% per year Admin FY12 Inventory 10% increase over CSSD 3.1 Applications accessible via mobile device FY12 Inventory 5 more than CSSD & BASD 3.1 Workers with mobile devices Approx 60% 20% increase CSSD 3.2 Buildings with wireless access Current # of wireless facilities Increase over by 20% NE 3.3 Reduce unscheduled system outages 3.4 Updated Job Content Questionnaires 3.5 Increase # of Forms Data Capture # of manual forms 99.7% Achieve 99.75% ALL 0.00% 10% ALL 10% Increase BASD & CSSD 3.6 $ spent on legacy systems vs. unified platforms expenditure 10% decrease in legacy expenditure 4.1 & 4.2 Available Online Data & Databases 4.3 & 4.4 & 4.5 & 4.6 & 4.7 Technology options available to customers & citizens 5.1 Completed in house vs. contracted staffing evaluations Baseline Increase of 5 per year for a total increase of 20 ALL FY12 Inventory Increase of 3 per year CSSD, BASD for a total increase of 12 Baseline # per year Page 11

15 Goal. Strategy 5.2 Number of Enterprise IT positions housed in Agencies 5.3 Number of completed CSEs agreements Measure Status FY13 Target POC/DoIT Unit Baseline Decrease in #s CSEs 100% Completed 5.4 DoIT staff Turnover Rate Measure 20% Admin 6.1 Hardware, Software and Services Cost of Systems 6.2 Number of Interoperability Systems/Solutions per Year 7.1 Dollar spent for in house & COTS application solutions 7.2 Percentage of requests for non standard/enterprise software 7.3 Number of disparate database platforms 7.4 % of accurate/updated Data Layers 8.1 Percentage of CQI Classes with IT staff participation 8.2 IT impacts added to BOCS agenda items 9.1 Move all Operational OCAs into ISF 9.2 & 9.3 Create a CRP and HW/SW Replacement Plan 10.1 Number of IT projects that have a Project Information Form (PIF) 10.2 Number of major/large IT Projects that have IV&V Performed 10.3 Have staff Trained and Certified in ITIL Total cost in Baseline Costs % Decrease by 5% per Year Increase by 2 per year ALL 70% of IT application dollars are spent on COTS 10% decrease over CSSD # of current DB 10% Decrease over BASD 90% 90% of all layers CSSD/GIS 0 DoIT participates in 80% of CQI Just Do IT projects N/A Complete by June 30, 2012 N/A Phones & Radios FY 13; Admin & GIS in FY 14 N/A Two Balanced Plans N/A 2 75% of new projects have PIFs 0 100% of Identified Projects CIO CIO PM_IV&V PM-IV&V 1 5 Admin 10.4 TIP is updated annually as part of Annual Update Annual Update Capital Improvement Program 10.5 Compliance with ISO Security Standards, Project Management, 0 1 Assessment Biannually CISO, PM_IV&V & ITIL 11.1 Number of Brown Bags 4 4 per year Admin/CIO Page 12

16 Goal. Strategy Measure Status FY13 Target POC/DoIT Unit 11.2 Quarterly Newsletters produced 0 4 per year CSSD 11.3 Percentage of Training program that are accessible from the Dashboard 11.4 Number of Training programs that are developed on PWC University Measure Measure 10% Increase over 10% Increase over 11.5 # of Updated Policies Measure 10% Increase over 11.6 # of ITR Meetings Measure Increase # of Participants 12.1 Overall customer satisfaction Survey % with DoIT Results 12.2 County expenditure for end user devices cost 10% Reduction over 13.1 Systems Maintenance Cost Inventory 10% Reduction over 13.2 Cost of Operational HW & SW cost 10% Reduction over Acquisitions Increase desktop & laptop None More than 50% are virtualization virtualized over Increase the number of users data stored on network Drive years 100% of users over 5 years CSSD Admin/CIO CISO Admin/CIO Admin CSSD CID 5.0 PWC Future Systems Needs Our Technology Improvement Plan (TIP) documents the next six years system replacement plan. DoIT works with the Agencies and ITSC to consider technology implementation strategies in delivering TIP system replacement. Figures 4, 5, 6 below outline major systems, maintenance agreements, and infrastructure upgrades that were planned during the FY12-FY17 as part of the CIP & TIP budget submission. Page 13

17 TIP: SYSTEMS Already Appropriated FY12 FY13 FY14 FY15 FY16 FY17 TOTAL PS 800 MHz Radio Communication System $ 245,000 $ 22,000,000 $ 22,245,000 PS Computer Aided Dispatch System (CAD) $ 150,000 $ 6,100,000 $ 6,250,000 PS Public Safety Records Management System $ 125,000 $ 6,107,000 $ 4,157,000 $ 10,389,000 PS Public Safety Voice Logging System $ 100,000 $ 750,000 $ 850,000 PS E-911 Call Trunking System $ 750,000 $ 100,000 $ 750,000 $ 1,600,000 PS ADC Information Management System $ 90,000 $ 1,000,000 $ 1,090,000 PS Sheriff Information Management System $ 200,000 $ 200,000 HS Community Services Info Mgmt System $ 1,400,000 $ 1,400,000 HS Social Services Information System $ 400,000 $ 400,000 CD Land Use Information System $ 4,000,000 $ 4,000,000 CD Development Services Queuing System $ 350,000 $ 350,000 GG Geographic Information System $ 183,000 $ 170,000 $ 170,000 $ 523,000 GG Human Resource Information System (HRIS) $ 544,000 $ 544,000 GG Real Estate Assessments System $ 700,000 $ 700,000 GG Tax Administration System $ 2,000,000 $ 2,000,000 GG Financial Information Management System $ 300,000 $ 10,000,000 $ 10,300,000 GG MS Share Point $ 200,000 $ 200,000 GG Enterprise Policy Management System $ 200,000 $ 200,000 GG Upgrade $ 200,000 $ 200,000 $ 400,000 GG MS Windows 7 / Office 2010 $ 194,447 $ 194,447 Total Systems: $ 8,389,000 $ 29,742,447 $ 8,307,000 $ 14,727,000 $ 2,500,000 $ 170,000 $ - $ 63,835,447 Figure 4 Major System CIP & TIP FY12-17 SYSTEM MAINTENANCE AGREEMENTS Already Appropriated FY12 FY13 FY14 FY15 FY16 FY17 TOTAL PS 800 MHz Radio Communication System $ 722,000 $ 750,880 $ 780,915 $ 812,152 $ 3,065,947 PS Computer Aided Dispatch System (CAD) $ 812,000 $ 844,480 $ 878,259 $ 913,390 $ 3,448,129 PS Public Safety Records Management System $ 1,737,520 $ 1,807,021 $ 1,879,302 $ 5,423,843 PS Public Safety Voice Logging System $ 15,000 $ 15,000 PS E-911 Call Trunking System $ 10,000 $ 10,000 $ 20,000 HS Community Services Info Mgmt System $ 60,000 $ 63,000 $ 66,150 $ 69,458 $ 72,930 $ 331,538 HS Social Services Information System $ 41,664 $ 43,123 $ 44,632 $ 46,194 $ 175,613 CD Land Use Information System $ 200,000 $ 54,000 $ 57,000 $ 60,000 $ 63,000 $ 434,000 CD Development Services Queuing System $ 5,300 $ 5,600 $ 5,800 $ 6,100 $ 6,400 $ 6,800 $ 36,000 GG Geographic Information System $ 4,320 $ 4,320 $ 4,320 $ 4,320 $ 4,320 $ 21,600 GG Human Resource Information System (HRIS) $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 100,000 GG Real Estate Assessments System $ 54,000 $ 54,000 $ 54,000 $ 58,500 $ 64,200 $ 70,000 $ 354,700 GG Tax Administration System $ 17,000 $ 17,000 $ 17,000 $ 17,000 $ 17,000 $ 17,000 $ 102,000 GG Financial Information Management System $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 3,000,000 Total Maintenance: $ - $ 76,300 $ 360,920 $ 1,793,784 $ 4,605,073 $ 4,762,205 $ 4,930,088 $ 16,528,370 Figure 5 System Maintenance Agreements CIP & TIP FY12-17 INFRASTRUCTURE UPGRADES Already Appropriated FY12 FY13 FY14 FY15 FY16 FY17 TOTAL PS Radio Services Generators $ 34,000 $ 34,000 PS Camp 26 Acquisition $ 30,000 $ 30,000 PS DFR Base Station Transmission Line $ 11,000 $ 11,000 PS Fire Station Alert Encoder Refresh $ 32,000 $ 32,000 PS HVAC Annex Units (Ind Hill) $ 26,000 $ 26,000 PS Radio Services Monitors $ 109,000 $ 109,000 PS 800MHz Dispatch Center Consolette Refresh $ 68,800 $ 68,800 PS Radio Subscriber Radios $ 64,250 $ 64,250 PS Microwave Test Equip $ 78,000 $ 78,000 PS Microwave Outer Rings Refresh $ 943,000 $ 943,000 PS Radio UPS System $ 158,000 $ 158,000 GG Telecom 911 Emergency Notification $ 164,000 $ 164,000 GG INET Infrastructure $ 929,968 $ 929,968 GG PBX (Voice Development) $ 100,000 $ 100,000 GG VDI (Virtual Desktops) $ 300,000 $ 554,212 $ 854,212 GG DR / Business Continuity $ 300,000 $ 560,000 $ 555,195 $ 1,415,195 Total Upgrades: $ 943,000 $ 1,815,018 $ 590,000 $ - $ 560,000 $ 555,195 $ 554,212 $ 5,017,425 Figure 6 Infrastructure Upgrade CIP & TIP FY12-17 Page 14

18 Figures 7, 8, 9, and 10 below outline major systems, maintenance agreements, and infrastructure upgrades updated with their source of funding that are planned during the FY13-FY18. TIP: SYSTEMS Already Appropriated FY13 FY14 FY15 FY16 FY17 FY18 TOTAL PS 800 MHz Radio Communications System $ 22,245,000 $ 22,245,000 PS Computer Aided Dispatch System (CAD) $ 6,250,000 $ 6,250,000 PS E-911 Call Trunking System $ 750,000 $ 100,000 $ 750,000 $ 1,600,000 PS Public Safety Voice Logging System $ 100,000 $ 750,000 $ 850,000 PS Public Safety Records Management System $ 125,000 $ 6,107,000 $ 4,157,000 $ 10,389,000 PS ADC Information Management System $ 87,604 $ 1,000,000 $ 1,087,604 PS ADC Medical Records Management System $ 250,000 $ 250,000 PS Sheriff Information Management System $ 200,000 $ 200,000 HS Community Services Info Management System $ 975,000 $ 975,000 HS Social Services Information Management System $ 796,000 $ 796,000 HS Social Services Document Management System $ 400,000 $ 400,000 CD Land Use Information System $ 4,000,000 $ 4,000,000 CD Development Services Queuing System $ 350,000 $ 350,000 GG Geographic Information System $ 183,000 $ 170,000 $ 170,000 $ 523,000 GG Human Resource Information System (HRIS) $ 544,000 $ 544,000 GG Real Estate Assessments System $ 700,000 $ 700,000 GG Tax Administration System $ 2,000,000 $ 2,000,000 GG Financial Information Management System $ 300,000 $ 10,000,000 $ 10,300,000 GG MS Share Point $ 200,000 $ 200,000 GG Enterprise Policy Management System $ 120,000 $ 120,000 GG Upgrade $ 200,000 $ 200,000 $ 400,000 GG MS Windows 7/Office 2010 $ 194,447 $ 194,447 Total Systems $ 38,129,051 $ 7,802,000 $ 15,373,000 $ 2,900,000 $ 170,000 $ - $ - $ 64,374,051 Figure 7 Major System CIP & TIP FY13-18 SYSTEM MAINTENANCE AGREEMENTS Already Appropriated FY13 FY14 FY15 FY16 FY17 FY18 TOTAL PS 800 MHz Radio Communications System $ 848,462 $ 870,531 $ 893,298 $ 916,683 $ 3,528,974 PS Computer Aided Dispatch System (CAD) $ 812,000 $ 844,480 $ 878,259 $ 913,390 $ 949,925 $ 4,398,054 PS Public Safety Records Management System $ 1,737,520 $ 1,807,021 $ 1,879,302 $ 1,954,474 $ 7,378,317 PS Public Safety Voice Logging System $ 15,000 $ 15,000 $ 30,000 PS E-911 Call Trunking System $ 10,000 $ 10,000 $ 10,000 $ 30,000 PS ADC Medical Records Management System $ 46,000 $ 47,380 $ 48,801 $ 50,265 $ 192,446 HS Community Services Info Management System $ 60,000 $ 63,000 $ 66,150 $ 69,458 $ 72,930 $ 76,577 $ 408,115 HS Social Services Information Management System $ 41,664 $ 43,123 $ 44,632 $ 46,194 $ 48,000 $ 223,613 CD Land Use Information System $ 200,000 $ 54,000 $ 57,000 $ 60,000 $ 63,000 $ 63,000 $ 497,000 CD Development Services Queuing System $ 5,300 $ 5,600 $ 5,800 $ 6,100 $ 6,400 $ 6,800 $ 7,200 $ 43,200 GG Geographic Information System $ 4,320 $ 4,320 $ 4,320 $ 4,320 $ 4,320 $ 4,320 $ 25,920 GG Human Resource Information System (HRIS) $ 20,000 $ 21,000 $ 22,050 $ 23,153 $ 24,310 $ 25,526 $ 136,039 GG Real Estate Assessments System $ 54,000 $ 58,500 $ 64,200 $ 70,000 $ 70,000 $ 316,700 GG Tax Administration System $ 17,000 $ 17,000 $ 17,000 $ 17,000 $ 17,000 $ 85,000 GG Financial Information Management System $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 4,000,000 GG Social Services Document Management System $ 40,000 $ 42,000 $ 45,000 $ 127,000 Total Maintenance Agreements $ 5,300 $ 289,920 $ 1,072,784 $ 4,750,705 $ 4,942,354 $ 5,106,345 $ 5,252,970 $ 21,420,378 Figure 8 System Maintenance Agreements CIP & TIP FY13-18 INFRASTRUCTURE UPGRADES Already Appropriated FY13 FY14 FY15 FY16 FY17 FY18 TOTAL PS Radio Service Generators $ 56,000 $ 56,000 PS Camp 26 Acquisition $ 30,000 $ 30,000 PS DFR Base Station Transmission Line $ 11,000 $ 11,000 PS Fire Station Alert Encoder Refresh $ 32,000 $ 32,000 PS HVAC Annex Units (Ind. Hill) $ 26,000 $ 26,000 PS Radio Services Monitors $ 109,000 $ 109,000 PS 800 MHz Dispatch Center Consolette Refresh $ 68,800 $ 68,800 PS Radio Subscriber Radios $ 64,250 $ 64,250 PS Microwave Test Equipment $ 78,000 $ 78,000 PS Radio UPS System $ 158,000 $ 158,000 GG Telecom 911 Emergency Notification $ 164,000 $ 164,000 GG INET Infrastructure $ 929,968 $ 696,288 $ 522,216 $ 2,148,472 GG PBX (Voice Development) $ 100,000 $ 100,000 GG VDI (Virtual Desktops) $ 300,000 $ 554,212 $ 854,212 GG Disaster Recovery/Business Continuity $ 2,000,000 $ 300,000 $ 560,000 $ 555,195 $ 3,415,195 Total Infrastructure Upgrades $ 3,837,018 $ 590,000 $ - $ 1,256,288 $ 555,195 $ 554,212 $ 522,216 $ 7,314,929 Figure 9 Infrastructure Upgrade CIP & TIP FY13-18 Page 15

19 Proposed FY13-18 TIP as of 12/5/11 Revenues Already Appropriated FY13 FY14 FY15 FY16 FY17 FY18 FY13-18 General Fund $7,082,000 $14,157,000 $6,632,342 $5,684,043 $5,675,374 $5,268,243 $44,499,002 ISF Captial Fund Balance $1,614,495 $2,053,689 $844,480 $4,512,664 E-911 $250,000 $1,000,000 $1,250,000 ADC Fund Balance $250,000 $250,000 Cable Grant $174,072 $174,072 $174,072 $174,072 $174,072 $174,072 TOTAL $8,870,567 $16,634,761 $7,650,894 $6,108,115 $6,849,446 $5,442,315 $51,556,098 $8,870,567 $16,634,761 $7,650,894 $6,108,115 $6,849,446 $5,442,315 $51,556,098 Projects Systems PS 800 MHz $22,245,000 PS CAD $6,250,000 PS Police & DFR RMS $125,000 $6,107,000 $4,157,000 $10,264,000 PS "Nice" Voice Logging System $0 $100,000 $750,000 $850,000 PS E-911 $750,000 $100,000 $250,000 $1,000,000 $1,350,000 PS Jail Management System $87,604 $1,000,000 $1,000,000 PS Sheriff Information System $0 $200,000 $200,000 HS CSB Management Information System $0 $975,000 $975,000 HS Harmony $0 $796,000 $796,000 CD Tidemark Replacement $4,000,000 CD Qmatic $350,000 GG GIS $183,000 $170,000 $170,000 $340,000 GG HRIS $544,000 GG Real Estate Assessments $700,000 GG Tax Administration $2,000,000 GG Financial Management $300,000 $10,000,000 $10,000,000 GG Share Point Website $200,000 GG Policy Tech $120,000 $120,000 GG $200,000 $200,000 $200,000 GG Window s 7Office $194,447 PS ADC Electronic Medical Records System $250,000 $250,000 HS DSS EDMS System $400,000 $400,000 GG INET $929,968 $174,072 $174,072 $174,072 $174,072 $174,072 $174,072 $1,044,432 Infrastructure Upgrades PS Radio Services Generators $34,000 PS Camp 26 Acquisition $30,000 PS DFR Base Station Transmission Line $11,000 PS Fire Station Alert Encoder Refresh $32,000 $32,000 PS HVAC Annex Units (Ind Hill) $26,000 PS Radio Services Monitors $109,000 PS 800MHz Dispatch Center Consolette Refresh $68,800 PS Radio Subscriber Radios $64,250 PS Microw ave Test Equip $78,000 PS Radio UPS System $158,000 $158,000 PS Telecom 911 Emergency Notification $164,000 GG PBX (Voice Development) $100,000 $100,000 GG VDI (Virtual Desktops) $300,000 $554,212 $554,212 GG DR / Business Continuity $2,000,000 $300,000 $560,000 $555,195 $1,415,195 System Maintenance Agreements $0 PS 800 MHz $848,462 $870,531 $893,298 $916,683 $3,528,974 PS CAD $812,000 $844,480 $878,259 $913,390 $949,925 $4,398,054 PS Police & DFR RMS $1,737,520 $1,807,021 $1,879,302 $1,954,474 $7,378,317 PS Nice $15,000 $15,000 $30,000 PS E-911 $10,000 $10,000 $10,000 $30,000 HS CSB MIS $60,000 $63,000 $66,150 $69,458 $72,930 $76,577 $408,115 HS Harmony $41,664 $43,123 $44,632 $46,194 $48,000 $223,613 CD Tidemark $200,000 $54,000 $57,000 $60,000 $60,000 $60,000 $491,000 CD Qmatic $1,950 $2,480 $3,080 $3,757 $4,524 $5,380 $21,171 GG GIS maintenance $4,320 $4,320 $4,320 $4,320 $4,320 $4,320 $25,920 GG HRIS $20,000 $21,000 $22,050 $23,153 $24,310 $25,526 $136,039 GG Real Estate Assessments $54,000 $58,500 $64,200 $70,000 $70,000 $316,700 GG Tax Administration $17,000 $17,000 $17,000 $17,000 $17,000 $85,000 GG Financial Management $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,000,000 GG Policy Management $18,225 $18,225 $19,137 $19,137 $20,093 $20,093 $114,910 PS ADC Electronic Medical Records System $46,000 $47,380 $48,801 $50,265 $192,446 HS DSS EDMS System $40,000 $42,000 $45,000 $127,000 PROPOSED TIP TOTAL $41,944,069 $8,870,567 $16,634,761 $7,650,894 $6,108,115 $6,849,446 $5,442,315 $51,556,098 Figure 10 - CIP & TIP FY13-18 with Source of Funding Page 16