Campbell County Strategic Technologyportal.co.campbell.va.us/bos/Documents/board_agenda… · ·...

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Campbell County Strategic Technology Plan

Strategy RecommendationsJanuary 21, 2014

1 Campbell County Strategic Technology Plan

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Overview This document is a component of Virtual IT’s Strategic Technology Planning process and represents the work performed during Phase 3 of Campbell County’s Strategic Technology Planning project. Phase 3 or the Strategy Recommendation Phase, is focused on developing goals for the next 3 to 5 years along with strategies for achieving these goals. Work done in this phase is done at a high level where Virtual IT works with Campbell County to identify these goals and strategies and to then validate the goals and strategies with others within the organization.

Work performed during this phase is focused on work compOpportunities which were identified during these first two phases are analyzed and goals and strategies which will allow the County to take advantage of these opportunities are developed. Weaknesses or threats which were identified during the SWOT Phase are also analyzed during this phase to identify a plan for mitigation of these weaknesses or threats.

leted during Phase 1 and Phase 2.

Once work to validate the strategies is completed in this phase, these items will be carried

The strategies in this document reflect contemporary ideas and thoughts which reflect industry

• Support Transparent Access to Information and Applications utilizing devices which are

• everage Virtual Desktop Technology to keep users’ desktop environment current and up

• everage the Cloud for every day technology services such as email and office productivity

• Focus Resources and Effort to get more out of the BAI platform.

• Identify Manual or Inefficient Legacy Processes and identify ways to automate the processes or completely reengineer the way things are being done to arrive at a more efficient and more effective solution.

forward into Phase 4 Transition Planning. The Transition Planning phase will focus on taking the goals and strategies and developing a detailed implementation plan and design which the County will utilize as the strategic technology blueprint for the next 3 to 5 years.

best practices and demonstrate the use of technology which is becoming an enabler in today’s local governments and private sector business. The following is a summary of the themes which are represented in the forthcoming goals and strategies.

most convenient for the users.

Lto date while reducing the cost of PC replacements.

Lsoftware to avoid costly upgrades, reduce personnel risk and to provide users with contemporary email and collaboration platforms.

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• Upgrade Key Platforms to supported versions of software and maintain this currency wgoal of staying within 1 major version

ith a of the current release of the software.

munication and tion with the citizens.

nter.

11 ddition, provide technology necessary to support

remote access to public safety services by first responders enabling them to be more

ined

• Advance the County’s e‐Government Capabilities by transitioning the public web site to a contemporary platform which provides for advanced features to support com

collabora

• Focus on Ensuring the County is Prepared for Handling a potential disaster situation by fully implementing a backup data ce

• Upgrade Public Safety Technology to allow the key platforms necessary for supporting E9to be more supportable and resilient. In a

effective and efficient in their roles.

• Align the Information Technology (IT) Organization with the goals and strategies outlin the strategic technology plan.

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Goals and Strategies This section of the document defines goals and strategies for achieving these goals which are related to the key focus areas which were noted above. In addition, where applicable, detailed analysis is included to aid Campbell County is evaluating these goals and related strategies

1. Implement a Contemporary Endpoint Computing Strategy which allows users to access applications and resources in an efficient and effective method utilizing contemporary technology such as smartphones, tablets and virtual desktops in a way that promotes a positive economic model and which fosters greater manageability. In the last year, there has been an explosion of end‐users acquiring smartphones and tablet computers to extend their productivity. The following figure outlines the current status of computing devices.

Current industry trends point toward the belief that there will continue to be different devices best suited to particular uses. For example, a laptop is not as portable as a smartphone, so people are likely to carry their smartphone for mobile communications.

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Tablets are powerful devices as well, but it is likely laptops and PCs will still be used for document creation and publishing. This means people will more likely carry and use multiple devices and less likely that a single, all‐purpose device will emerge. It is recognized that Campbell County has different types of users. In general, these users can be grouped into one of the four quadrants in the following figure which represents a typical industry breakdown. We will look at solutions which can address users in each of these areas.

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The following strategies will help Campbell County move toward a contemporary endpoint computing strategy. 1.1. Develop a Bring Your Own Device(BYOD) policy for Campbell County which outlines the

types of devices which may be utilized to access County resources along with guidelines for the use of these devices and the access to County resources.

1.2. Implement thin‐client devices to replace the legacy PC replacement model for specific

classes of users. It is recognized that one size does not fit all. However, there appears to be approximately 3 classes of users within the County. For the basic user, the thin‐client model will be more cost effective and will allow IT to more easily support the largest class of users.

1.3. Implement virtual desktop infrastructure(VDI) in the data center to promote the use of

thin client access devices and to support the concept of BYOD allowing users to access their “desktop” anytime, anyplace through multiple types of devices. Based on the analysis performed, the recommended VDI platform for Campbell County will be Citrix VDI‐In‐A‐Box. This platform will provide the following benefits for the County.

1.3.1. Support the use of thin‐client devices such as the Wyse C10LE to replace PC’s at

the desktops for specific classes of users.

1.3.2. Allow mobile users to access their desktops remotely from anywhere, anytime.

1.3.3. Allow users to access their desktops utilizing personal devices such as iPhones and iPads.

1.4. Allow users to utilize their own intelligent smart phones and tablets to access County

technology resources wherever they are in a secure manner.

2. Transform the Network into a Collaborative Network with transparent borders to allow users to access Campbell County applications and information anytime, from anywhere, utilizing different types of devices. The adoption of more mobile devices has led many organizations to adopt less restrictive policies, allowing employees basic connectivity or, increasingly, full access to the network and corporate applications through diverse types of devices. This trend is likely irreversible and every organization will need to quickly adapt to the consumer device phenomenon. It is important for Campbell County to be on “offense” with respect to this phenomenon and provide for a well‐defined, secure architecture which supports the users’ needs instead of having to defend why it cannot occur.

Being flexible in terms of the devices users use to access applications and information does not mean sacrificing security. Campbell County must adopt an access model which promotes allowing users access anytime from anywhere but which still maintains an

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appropriate level of security. The model must also account for the different types of users and the different needs of these users.

The following figure outlines a network architecture where users can access native applications such as BAI from the County’s Secure Internal Network just as they do today. The model then adds the On Campus DMZ Network. Users can connect to this network utilizing laptops or their own devices such as iPhones or iPads utilizing wireless connections. This network is still protected from the public Internet by a firewall but users on this network can access applications, data and other services in the data center securely. The model then reflects access from the Public Internet. Users can continue to utilize laptops but may also utilize their smartphones or tablets to access “published” applications and services connecting to the Internet through 3G/4G wireless or through dedicated connections to the Internet from their home, hotel or other remote location. Users will access services in this model through a Proxy Server meaning the device connects to the proxy server and then the proxy server accesses the application or service in the data center on behalf of the user. This is a secure industry standard architecture.

Users will still need to be authenticated and the model must provide for authorization to ensure users only access what they are authorized to access. In addition, the security model must provide for auditing to be able to know who is accessing what and when.

The following strategies are intended to position the County to have a controlled, secure environment which fosters users’ productivity but still continues to maintain the security of information and security of the County’s key technology resources.

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2.1. Provide for campus‐wide, high‐speed, protected, wireless access to allow employees to connect their personal electronic devices to gain access to Internet resources or to County resources they are authorized to access through a wireless network which is protected from public Internet security threats.

2.2. Establish a secure border between applications and data which are stored in the data

center and the network which supports end user access.

2.3. Provide transparent access to applications and information to authorized County or other users in a secure manner utilizing standard endpoint access devices such as phones, tablets or County‐supported computing devices.

2.4. Implement mechanisms to secure the perimeter between the end user network and the data center network which will provide for authentication, authorization and monitoring of user access.

2.5. Establish a mechanism to support remote thin‐client access to allow users to access their remote desktops securely from the Public Internet.

3. Implement an enterprise file sharing and synchronization(EFSS) mechanism which supports

transparent access to files from anywhere, anytime from any devices while continuing to promote information security through maintaining file storage within the County’s secure data center. Contemporary EFSS solutions typically can be implemented in three different architectures which are On Premises, Cloud and Hybrid as reflected in the following figure.

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Campbell County has decided that based upon the information which is managed, it will be best to continue to maintain the information On‐Premises so the data will be stored in Campbell County’s secure data center instead of having data stored in remote data centers on the Internet, otherwise known as “The Cloud”. 3.1 Complete an evaluation of Citrix ShareFile and Acronis activEcho which can both provide

EFSS capability to users within Campbell County. It is estimated that the County will need to support this capability for approximately 20% of the users based on their needs which is between 50 to 70 users. Approximate cost estimates for these two products are as follows:

3.1.1 activEcho – 50 Users: $7,995 plus annual software maintenance of 25%

3.1.2 ShareFile – 50 Users: $183/user or $9,150 for the first year and then $33/user

per year thereafter.

3.2 Develop a policy which defines how users can utilize the EFSS service and define what users should do to limit exposure of information.

3.3 “Publish” the EFSS service and make it available through the On Campus DMZ Network

and through the Public Internet as shown in the aforementioned strategy.

4 Enhance access to BAI and implement additional features to expand the existing capabilities of the application to provide an enhanced user experience and promote transparent access to information.

4.1 Establish an Integration Specialist Role focused on the support, integration and

promotion of BAI and related platforms as their primary role. Campbell County needs to invest more effort in the BAI platform to get more out of it.

4.2 Investigate and assess potential integration points with BAI and existing manual

processes within each department as well as between BAI and other applications and systems both internal as well as external. The following are processes which should be evaluated:

4.2.1 Explore purchasing workflow functionality to automate purchasing processes.

4.2.2 Provide access to enter budget information directly into BAI

4.2.3 Continue to leverage the interface between BAI and LaserFiche so that

electronic images of invoices or other documents are stored in LaserFiche.

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4.2.4 Evaluate other processes which are utilizing paper documents but are related to information which is stored in BAI.

4.3 Migrate to BAI’s latest graphical user interface to enhance user access.

4.4 Leverage additional features and functionality available through BAI.NET to provide

additional services to citizens.

4.5 Leverage existing BAI.NET functionality to accept electronic payments via eCheck and thus mitigate the need for utilizing Official Payments. This will provide real‐time integration with BAI and remove the need for rekeying information from payments accepted through Official Payments.

5 Identify existing legacy computer operations processes and evaluate moving these processes into the departments who are responsible or explore potential outsourcing of the respective function such as printing. 5.1 Evaluate feasibility of outsourcing the printing of W‐2 and 1099s.

5.2 Payroll for County employees is handled through e‐Time and ADP with all employees

getting paid through direct deposit. Employees receive their pay stubs electronically. This process works very effectively and is very efficient. Information Technology processes payroll for Campbell County Public Schools. On a given month, approximately 450 checks and 800 direct deposit stubs are printed locally. These checks and direct deposit stubs are then validated by school personnel and then distributed to employees. There is a significant opportunity to standardize the processes which are utilized for handling payroll processing for County and School employees. The following options should be evaluated. 5.2.1 Evaluate migrating School payroll processing to ADP to be in concert with the

process utilized for County employees.

5.2.2 Evaluate the payroll processing functions with BAI to support moving the School employees to direct deposit.

5.2.3 If the decision is made not to pursue either of the aforementioned items, then

consideration should be given to moving the manual payroll processing functions to School employees instead of having Campbell County IT personnel performing this function. This would remove some of the redundant steps that

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are currently being handled between IT and the School personnel as well as to move the responsibility of this function closer to the personnel who are more familiar with the information and the processes for their employees.

5.3 Work with responsible departments and move monthly financial closing processes to

Management Services or other appropriate department instead of handling in IT. This will move the processing closer to the department who is responsible. This will include the following:

• Month End G/L Close & Accompanying Reports

• Year End G/L Close & Accompanying Reports

5.4 Evaluate existing paper reports which are generated out of BAI and transform these paper reports into electronic reports which are stored in an Enterprise Report Center within the SharePoint platform or within LaserFiche.

5.5 Printing of tax tickets for Campbell County is outsourced to an external vendor.

Campbell County IT is currently still printing the Land Book and tax tickets for the Town of Brookneal. This printing should be outsourced to the same vendor which is utilized for Campbell County’s tax tickets and Landbook. It will be more efficient to have this handled uniformly for both.

5.6 Evaluate existing accounts payable processing and consider migrating the manual check

processes to utilize an automated clearing house(ACH).

6 Upgrade the campus network backbone to alleviate network bottlenecks and performance

issues. 6.1 Replace the network core switch and edge switches to support moving the network

backbone to 10GB and to support dedicated 1GB switched access down to the desktop.

6.2 Move the network backbone to a full layer 3 switched backbone.

6.3 Complete network configuration to support the “Borderless Network” as defined in Goal #2 to allow users to leverage their own personal devices to access County resources.

6.4 Implement a redundant Internet connection in the alternate computer room in the Public Works building through a diverse communication provider to ensure availability of this critical resource. This item is also mentioned in strategy 15.3.

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7 Leverage and extend the County’s server virtualization platform to reduce the technology footprint and enhance overall manageability of technology.

7.1 Implement 2 new virtualization hosts running VMWare vSphere v5.5. The cost of this

implementation is estimated to be approximately $27K.

7.2 In concert with Goal 7, migrate existing Windows 2003 Virtual Server instances to Windows Server 2012 on the new ESX platforms.

7.3 Utilize the VMWare virtualization platform to host the County’s virtual desktop platform as outlined in Goal 1 Strategy 3. Transition one of the existing ESX hosts which are still under maintenance to vSphere v5.5 and utilize this host to support the initial implementation of the VDI environment.

8 Upgrade Windows Server and Active Directory platforms to currently supported version

and develop a plan for keeping these platforms up to date. Windows Server 2003 is the primary server operating system utilized by key systems within the County. This platform supports Active Directory which is the central directory service supporting the authentication of users to the network as well as other important network services such as domain name services. Mainstream support for this operating system ended in 2010. Currently, the County has approximately 26 Windows Server 2003 virtual server instances and 2 Windows Server 2003 physical server instances. 8.1 Migrate Active Directory and related network services to Windows Server 2012 R2.

8.2 Migrate all Windows Server 2003 virtual server instances to Windows Server 2012 R2.

This will require the purchase of Windows Server 2012 R2 Datacenter licenses for the 2 VMWare hosts which will be hosting the Windows Server instances. This will cost approximately $5K per host and will allow the deployment of an unlimited number of Windows Server instances on the ESX host.

8.3 Purchase Windows Client Access Licenses(CALs) to support user access to the Windows Server 2012 platform. There are currently over 400 user objects in Active Directory and slightly over 350 mailboxes in Exchange. Based on these figures, it is recommended the County purchase 350 CALs to support client access. This cost is estimated to be approximately $10K.

9 Upgrade SQL Server 2005 installations to SQL Server 2012. SQL Server is utilized by the

County to support key applications including DaPro and GIS. Currently, the County is running SQL Server 2005 on the enterprise SQL platform and the DaPro platform. Mainstream support for this product ended in 2011. In addition, with SQL Server 2012, Microsoft has changed the licensing model to a per core licensing model. The following strategies will be followed to realize this goal.

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9.1 Implement new SQL Server 2012 platform in concert with the deployment of the new

VMWare virtualization platform as defined in Goal 7. SQL Server core licenses are estimated to be approximately $4K. In addition to the SQL Server license cost, Campbell County will also require external services to support the installation and configuration of the SQL Server platform. This cost is estimated to be approximately $3K.

9.2 Migrate existing databases to the new SQL Server Platform. The County will require external services to aid in the migration of the existing databases to the new SQL platform. This cost is estimated to be approximately $6K.

10 Evaluate migration of the public web site to an external hosting provider. The County is at

a decision point with the platform used to host the public web site. Currently, the web site is hosted internally on the County’s own hardware and software. Many local governments in Virginia are using a hosting provider to host their public web site externally. The County must either upgrade the existing internal platform or must make the decision to move the web site to a hosting provider.

The following table provides a summary of factors which should be considered as well as the overall recommendation with respect to this decision.

Factors to Consider

The Facts

Recommendation Based on Facts

Functionality • Using a hosted solution would be tailored to the functionality needed by Campbell County.

• Upgrading the existing platform internally would require significant work to achieve the desired functionality.

HOST EXTERNALLY

Availability • A hosting provider would have an advantage in ensuring the public web site is highly available because they are focused on this business and thus their infrastructure is intended to be highly available.

• Because of the geographic location of Campbell County’s data center, there is some risk that the Internet connection could be down and as a result, the public web site would be down. The location of the hosting provider’s data center is an advantage in this area.

HOST EXTERNALLY

Supportability • Hosting internally requires someone with advanced knowledge to maintain the

HOST EXTERNALLY

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Factors to Consider

The Facts


existing platform. Currently, Campbell County outsources this support.

• It is the business of the hosting provider to provide support for their hosted sites. They have personnel dedicated to this function. The support is built into the recurring cost.

• The hosting provider would provide support 24x7.

• Campbell County would no longer have to worry about software upgrades to support the platform.

Risks to Consider • Failure of the servers or software which run the public web site internally could result in a significant outage of the public web site.

• Disruption of the County’s Internet connection would result in the public web site being down.

• Hosting the site internally places responsibility and dependence on internal resources to manage the technology.

• As with the dependence on any type of external service, it is possible the service provider could stop providing the service. This risk would be reduced based upon the contract established between the County and the hosting provider.

HOST EXTERNALLY

Initial Cost • Upgrading the existing platform would cost approximately $25,000

• Development of a new web site would cost approximately $50,000

HOST INTERNALLY

Recurring Cost • There is currently $25,000 budgeted for ongoing web support of the public web site if the site is hosted internally.

• It is estimated the yearly maintenance cost would be approximately $10,000 per year if the site were to be hosted. This yearly maintenance also includes a full site redesign every 4 years.

• Hosting externally would result in a savings of approximately $15,000 if the site is hosted externally.

HOST EXTERNALLY

Budget Impact • The 2014 fiscal year operating budget contains $35,000 for web support. Approximately $25,000 of this is for contract support for the public web site. It is estimated there would be a yearly savings

HOST EXTERNALLY


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Factors to Consider

The Facts


of approximately $15,000/year if the County moves to an external hosting provider.

• While there is no specific line item in the CIP for handling the $50,000 initial investment, a portion of this cost could be funded from the operational savings while the remainder could be funded by redirecting funds which are in the CIP but ear marked for a new financial system. Based on this plan, we believe a new financial system will be deferred for the foreseeable future.

Overall Recommendation

All facts support the decision to move the public web site to an external hosting provider .

HOST EXTERNALLY

11 Evaluate replacing existing Exchange email, internal SharePoint web portal and Microsoft Office desktop software with Microsoft Office 365 hosted solution. The County’s Microsoft Exchange email system which was installed in 2004 must be upgraded or replaced. The internal SharePoint intranet utilized by departments within the County must also be upgraded or replaced. The County has the option of either upgrading the software or continuing to run these systems internally or move these services to Microsoft’s Office 365 Platform and have Microsoft host the services externally for the County. The following is a summary of factors which should be considered as a part of this decision as well as the recommendation based on the facts which have been identified.

Factors to Consider

The Facts


Functionality • Functionality for email would be identical whether Microsoft Exchange is upgraded and run internally or if Exchange as a part of Office 365 is utilized.

• Functionality for SharePoint would be comparable whether it is upgraded and run internally or hosted in Office 365.

NEUTRAL

Availability • Having Microsoft host email and SharePoint on their infrastructure would be an improvement over the County’s capability to host internally as Microsoft guarantees 99.9% uptime.

• Hosting email with Microsoft would improve overall availability to accept email because Microsoft has better connectivity

NEUTRAL


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Factors to Consider

The Facts


to the Internet. • There is some amount of risk from the

perspective that the County’s access to email or to SharePoint would depend entirely on the connection to the Internet. Should the County’s Internet connection go down for any reason, no one would be able to send or receive email.

Supportability • Microsoft would provide support 24x7x365. • Currently, the County depends upon a

single internal resource to support Exchange. Moving to a hosted solution would significantly reduce this reliance and related risk.

• Campbell County would continue to have the ability to perform administrative tasks but would also be backed by a full team of engineers at Microsoft in the event help was needed.

• Moving to a hosted solution would remove the need to deal with server or software upgrades. This would all be handled by Microsoft and would ensure the County is on a current version of the software.

• Implementing upgrades to Exchange and SharePoint internally are both significant projects which will require staff training and education.

HOST EXTERNALLY

Risks to Consider • Failure of the servers or software which run Exchange or SharePoint internally would result in a significant outage of email services or SharePoint.

• If the County continues to host these services internally, there will continue to be reliance on a limited number of personnel internally for support.

• If Exchange email is hosted with Microsoft, if the County’s Internet connection is down, users will not be able to send email either internally or externally.

• Should the County host these services with Microsoft, all data stored in SharePoint and all email will be stored offsite in a Microsoft data center and will not be under the direct control of Campbell County.

NEUTRAL

Other Factors • Should the County decide to utilize Office HOST


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Factors to Consider

The Facts


365 for email and SharePoint, another option would be to utilize Microsoft Office Online for specific types of users to prevent having to install the Microsoft Office Suite on each computer. The County currently spends approximately $10,000 per your on Microsoft Office licenses.

EXTERNALLY

Initial Cost • If the County continues to host email internally, upgrading the existing Exchange email platform will cost approximately $44,000

• If the County continues to host SharePoint internally, upgrading the existing SharePoint platform will cost approximately $25,000.

• There is no initial upfront investment

should the County elect to move email and SharePoint to Office 365. This is a service which is paid monthly or yearly.

HOST EXTERNALLY

Recurring Cost • There is limited recurring cost should the County host Exchange email and SharePoint internally. The cost for this solution is realized in the upfront cost and then again in approximately 4 to 5 years which is the useful life of the solution.

• Should the County use Office 365 for Exchange eMail, SharePoint and Microsoft Office, the recurring cost would be approximately $25,000 per year.

• When comparing the initial capital cost of

hosting internally to the recurring yearly cost of hosting externally, the breakeven point is around 3.2 years. Since the approximately useful life of an internal solution is estimated at 4 years, the cost of utilizing external hosting is slightly more. However, these numbers do not take into consideration other costs such as training of internal personnel.

NEUTRAL

Budget Impact • The 2014 fiscal year operating budget contains approximately $11,000 for

NEUTRAL


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Factors to Consider

The Facts


Microsoft Office licenses and for licensing for other email components. Since these hosted services would be approximately $25,000 per year, this would result in a deficit of ($14,000) from an operations budget perspective.

• There is approximately $100,000 in the CIP for fiscal years 2014 and 2015 to support this initiative. Moving approximately $56,000 of this funding to the operating budget would account for the aforementioned operational shortfall should the County choose to move to a hosted solution for email and SharePoint. Should the County choose to upgrade internally, this will be sufficient to fund the upgrades without requiring additional funding.

Overall Recommendation

When all facts are considered, the net result is a NEUTRAL recommendation. Overall, this decision comes down to two primary points: supportability and availability. From a supportability perspective, moving to a hosted solution makes more sense. From an availability perspective, there is some risk in that if the County sustains an Internet outage, users cannot send email. After analysis, the facts support a recommendation to HOST EXTERNALLY instead of upgrading these services internally.

HOST EXTERNALLY

12 Plan for advanced public safety technology to ensure the County is prepared to support public safety infrastructure and the services which will need to be provided to citizens. 12.1 Establish an Integration Specialist Role focused on public safety. It is necessary to

have a role that is focused on public safety due to the complexity of the technology and applications as well as the need to provide full time support for critical functions such as computer aided dispatch.

12.2 Implement a secure mobile remote access solution which will allow Sheriff and EMS to access public safety technology such as CAD remotely utilizing broadband technology. The preferred remote access solution utilized by many local


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governments is NetMotion Wireless. This solution will cost approximately $9800 and then approximately $1900/year in maintenance to support 25 users.

12.3 Transform the dispatch center to a contemporary technology architecture making

the CAD positions more functional and providing the ability to better support the technology. This transformation should include evaluating VDI or desktop blade computer technology to simplify the configuration of the dispatch positions to make the technology utilized by these positions more supportable and more resilient.

13 Fully implement technology monitoring to provide for proactive notification of potential

system failures and to allow the Information Technology staff to monitor overall technology operations to proactively address issues. 13.1 The County owns WhatsUp Gold network and application monitoring platform but is

not fully utilizing the capability of the platform to performance proactive monitoring. Information Technology should implement features of the product to monitor metrics such as CPU utilization, disk utilization, processor utilization and network utilization of key platforms such as Exchange, SQL Server, VMWare and Active Directory.

13.2 Integration Specialists should take on application monitoring responsibility and work with the Systems Engineer to utilize WhatsUp Gold to monitor components of existing applications as well as to implement “active” monitoring at an application level to provide for proactive notification of potential issues at the application level.

13.3 Consider providing utilization reports to department heads outlining metrics such as

space utilization for the department and for individual users to enable the departments to better utilize their technology resources.

14 Evaluate and upgrade enterprise backup platform to improve backup and recovery capability. Currently, the software utilized for backup is limited in its ability to backup multiple servers simultaneously. This creates issues because of the amount of data which is being backed up causes the backup to run outside of the acceptable window of time where users are not utilizing the network. Having the backups cross over into a time when users are on the network causes latency and slowness for users on the network. In order to alleviate this issue, the following strategies will be explored. 14.1 Evaluate replacing the existing backup software, Backup Exec, with a solution which

will support multiple simultaneous backup jobs in a more efficient manner while continuing to utilize the existing backup to disk hardware which is in place. Two potential solutions are Unitrends and Dell AppAssure.

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14.2 Relocate the existing backup server and storage from the Historic Jail to the DR site in the Public Works Building. This makes more logical sense to have the backups in the DR site instead of in the Historic Jail.

15 Fully implement and utilize the disaster recovery site to provide for full resilience as

defined in the Disaster Recovery Plan. The County has established an alternate computer room in the Public Works Building to handle disaster recovery. The following strategies will focus on making this site operational in order to support the ability to continue to operate key systems in the event of a disaster. 15.1 Transition the current VMWare ESX hosts to the DR site after implanting the new

VMWare platform as set forth in Goal 6.

15.2 Utilize Veeam Backup to replicate VMs from the production data center to the backup data center on a recurring basis.

15.3 Implement a redundant Internet connection in the backup data center to ensure

continuity of service for services such as VCIN.

15.4 Work with State Police to implement a redundant VCIN VPN concentrator in the backup data center.

16 Align the Information Technology department with the long‐term strategic plan to provide

for an effective and efficient service organization to support. Campbell County’s IT organization is the most important component of this plan. This organization will be responsible for guiding the plan, managing implementation of the strategies and then supporting the resulting technology for the next 3 to 5 years. While major changes to the organization are not required, there are some minor adjustments which will need to be made to align the organization with the long term strategies as follows: 16.1 In order to maximize the investment in the BAI platform, establish an Integration

Specialist Role focused on the BAI and related platforms. The following is a summary of responsibilities for this position.

• This position will work closely establishing relationships with BAI to allow Campbell County to obtain the information necessary to maximize the capabilities of the package.

• This position will be responsible for understanding the detailed capabilities of BAI.NET to support the implementation of new features to support citizens through the public web site.

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• This position will be responsible for working with departments to identify manual processes and then to leverage the BAI platform along with other associated platforms such as LaserFiche to automate or re‐engineer these processes.

• This position will be responsible for working with the appropriate departments to implement strategies such as conversion to ACH processing for accounts payable.

• This position will be responsible for working with departments to identify reporting requirements and will then work to develop automated mechanisms for scheduling and delivering these reports in electronic form.

16.2 Most systems engineering and administration duties are handled by a Systems

Engineer. Campbell County has been unable to fill the role of Network Engineer and continues to utilize an external contractor for necessary network engineering tasks. The role of Systems Administrator will be established to support general network administration tasks working with the external network integrator. The Systems Administrator will also work closely with the Systems Engineer to diversify responsibilities to reduce risk in this area and to support the increased workload resulting from the strategic plan initiatives.

16.3 Support of public safety technology will becoming increasingly complex as Campbell County embraces contemporary technology to support public safety initiatives such as mobile data access. In addition, much of this technology has unique characteristics, availability requirements are more demanding and the user population is very different from other users within the County. As a result, it is necessary to establish an Integration Specialist role that will focus primarily on the design, implementation and support of the technology supporting Campbell County’s public safety functions.

16.4 Based on the volume and nature of user support requests, it was determined that

the existing structure of Help Desk Manager and Help Desk Technician should be simplified and combined into a single position. The County should consider renaming the current Help Desk Manager position to Information Systems Specialist or Technology Support Specialist to be more descriptive. The Systems Administrator role as outlined in 16.2 will continue to aid in the customer support area on an as needed basis as will the Administrative Assistant role.

16.5 The current role of Computer Operations is vacant. Campbell County will need to

re‐evaluate the need for this role after strategies outlined in Goal #5 are completed. After successful completion of these goals, the need for a computer operations functions should then be more fully evaluated. Based on the strategies as defined,

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the Administrative Assistant Role can likely handle most of the remaining functions of this role. Any maintenance or support of the i‐Series platform can be handled through external contract resources.

16.6 The role of Web Technical Support is current handled externally on a contract basis.

Based on the current volume of support in this area as well as the initiatives that are planned, continuing to outsource this role will continue to be the most cost effective strategy.

16.7 The role of e‐Business Specialist is currently vacant. Based on the future state

direction, this role will no longer be needed. Any activities which would have fallen under this role will be handled through the Web Technical Support role.

The following figure shows the proposed organizational chart based on the recommendations above.

INFORMATION TECHNOLOGY ORGANIZATIONAL CHARTPROPOSED

County Administrator

Deputy County Administrator

Director of Information Technology

Administrative Assistant I

Integration Specialist –Public Safety

Integration Specialist –Enterprise Apps

Systems Engineer

Systems and Network

Administrator

Web Technical Support

(Contractor)

Network Engineering Support

(Contractor)

Administration/Human Services Committee (B.O.S.)

Information Systems Specialist(2)

Date post:	02-May-2018
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