IT Strategic Plan 2017-2019
Date: April 20, 2018
Version: v2
Prepared by: Glenn Marchi, Commissioner OCIS
[email protected], (845) 486-2455
Location: Office of Central and Information Services (OCIS)
503 Haight Avenue, Poughkeepsie, NY 12533
IT Strategic Plan i
Document Change Control
The following is the document control for the revisions to this document.
Version Date of
Issue
Author(s) Brief Description of Change
Draft 12/09/16 Glenn Marchi Initial draft
Version 1 01/31/17 Glenn Marchi Addressed 14 Questions from County Executive Office
during IT Strategic Plan review on 12/9/16 that focused on
client involvement; communications; collaboration; setting
client expectations; breaking down barriers between Depts
and IT; working as a cohesive team; governance;
delivering solutions that maximize productivity/real value;
accessing application inventory; education and training.
See Strategic Initiatives 1.2 (Governance), 1.5 (User
Groups), 1.6 (Budget), 2.4 (Client Experience), 2.5
(Cloud), 2.6 (Disaster Recovery), 3.4 (Network), 3.5 (Agile
Delivery Methodology).
Version 2 04/20/18 Glenn Marchi Updated content on new initiatives for 2018.
IT Strategic Plan ii
Table of Contents
1. INTRODUCTION ............................................................................................................................... 3 2. EXECUTIVE SUMMARY ................................................................................................................. 3 3. DUTCHESS COUNTY VISION, MISSION, PRINCIPLES, GOALS ............................................ 6
Vision ........................................................................................................................................................ 6
Mission...................................................................................................................................................... 6
Core Principles ........................................................................................................................................ 6
County Strategic Goals .......................................................................................................................... 7
4. OCIS VISION, MISSION, PRINCIPLES, ASSUMPTIONS ........................................................... 7
Overview .................................................................................................................................................. 7
Vision ........................................................................................................................................................ 8
Mission...................................................................................................................................................... 8
Guiding Principles ................................................................................................................................... 9
Assumptions ............................................................................................................................................ 9
5. IT TRENDS IN SMART GOVERNMENT ........................................................................................ 9 6. SWOT ANALYSIS .......................................................................................................................... 12 7. STATEMENT OF IT STRATEGY .................................................................................................. 13 8. IT STRATEGIC GOALS ................................................................................................................. 13
Strategic Alignment Goal 1: TRUST .................................................................................................. 14
Strategic Alignment Goal 2: SERVICE .............................................................................................. 15
Strategic Alignment Goal 3: HEALTHIER & KINDER ..................................................................... 16
Strategic Alignment Goal 4: SAFER .................................................................................................. 17
Strategic Alignment Goal 5: STRONGER ......................................................................................... 18
9. IT STRATEGIC INITIATIVES TIMELINE ...................................................................................... 19 APPENDIX ........................................................................................................................................... 21
A. Top IT Strategic Categories with IT Strategic Initiatives ................................................... 21
B. Matrix of County Goals, IT Strategies and IT Strategic Initiatives ................................... 23
C. Department Critical Success Factors for Team Partnership ............................................ 24
D. Participants IT Strategy ........................................................................................................... 25
E. References ................................................................................................................................. 25
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1. Introduction
The purpose of the Information Technology (IT) Strategic Plan is to define the strategic initiatives
for the next three years from 2017 to 2019. The Plan defines the following:
The IT Strategic Plan defines the following:
Dutchess County vision, mission, core principles and strategic goals
OCIS vision, mission, guiding principles, assumptions
IT trends for smart government
SWOT analysis of strengths, weaknesses, opportunities and threats
IT strategies aligned with Dutchess County strategic goals
IT strategic initiatives timeline
2. Executive Summary
The Office of Central and Information Services (OCIS) has prepared this Information Technology
(IT) Strategic Plan in support of the overall strategic goals and direction of Dutchess County. The
primary intention is to communicate the role that OCIS will serve in supporting the mission of
Dutchess County over a period of three years from 2017 through 2019.
Strategic Trends for Smart Government. Analysis of general trends in IT are included in the IT
Strategic Plan to provide background for the County to position itself to take advantage of
emerging technologies. General IT trends include the following:
Data Analytics
eService Delivery Platforms
Hybrid IT and Cloud
Mobile Citizen Engagement
Mobile Personal Workforce
Open Data
Risk-Based Security
SWOT Analysis. SWOT is an acronym for strengths, weaknesses, opportunities, and threats
and is a structured planning method that evaluates those four elements of an organization.
SWOT Analysis was a useful technique for understanding OCIS Strengths and Weaknesses, and
for identifying both the Opportunities open to OCIS and the Threats we face.
Strengths for OCIS include a highly skilled development and support team, core
enterprise applications, robust infrastructure, leaders in the geographic information
services (GIS) for New York State, cost effective Central Services, and national
recognition with numerous IT awards.
Weaknesses identified include a lean IT budget (2% of County budget), investing in new
IT solutions with limited funding, education and training platform for internal customers,
customer relationship management (CRM) platform and succession planning.
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Opportunities include the transition to new leadership roles, expanding systems to drive
productivity and efficiencies, leveraging Shared Services to drive economies of scale for
municipalities, exploring IT trends in smart government, exploiting GIS capabilities and
improving the customer relationship management (CRM) platform.
Threats may be posed from budgetary cuts, cybersecurity attacks, and insufficient
staffing for growing IT needs.
The OCIS Vision is to increase our role as an integral partner with customers to enable Dutchess
County to be recognized as a leader in IT that prides itself on customer satisfaction, productivity
and value.
IT Strategies
IT Strategy 1: Deliver IT solutions that improve business processes and maximize efficiency.
IT Strategy 2: Improve the quality and delivery of IT services throughout the organization.
IT Strategy 3: Expand IT tools to promote the quality services available in the County.
IT Strategy 4: Establish a multi-jurisdictional, cost effective Public Safety system.
IT Strategy 5: Provide Shared Services to municipalities to increase efficiency and lower costs.
IT Strategic Initiatives
Initiative 1.1: Expand the use of core enterprise systems (e.g., New World Enterprise Resource Planning (ERP), OnBase Enterprise Content Management (ECM), Geographical Information Services (GIS)).
Initiative 1.2: Establish an IT governance structure that increases client involvement, breaks down barriers between Depts and IT to work as a cohesive team, and ensures projects and services are on time, on budget and meets customer requirements.
Initiative 1.3: Assess and upgrade cybersecurity protocols to protect County data.
Initiative 1.4: Identify cost-effective IT education and training resources for customers.
Initiative 1.5: Explore the creation of User Group(s) to improve client communications and collaboration (e.g., NWS ERP, GIS).
Initiative 1.6: Manage budget with focus to reduce or avoid costs and increase savings.
Initiative 2.1: Redesign of the County website to improve engagement using responsive design and/or open data with focus on workforce and citizen mobility.
Initiative 2.2: Implement a Customer Relationship Management (CRM) solution to better track and analyze citizen requests.
Initiative 2.3: Continue infrastructure modernization (e.g., hybrid IT, cloud services).
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Initiative 2.4: Improve the client experience in delivering IT services (e.g., setting client expectations; benefit/cost analysis to determine if project is approved/cancelled; communications plan; checkpoints to increase client collaboration; delivering solutions that maximize productivity/real value; accessing application inventory; education and training; etc.).
Initiative 2.5: Analyze cloud services strategy for County and municipalities.
Initiative 2.6: Improve Disaster Recovery and Business Continuity for County.
Initiative 3.1: Implement IT infrastructure for County-wide projects (e.g., Stabilization Center, New Sheriff Building, Justice and Transition Center (Jail), Public Defender Building, etc.).
Initiative 3.2: Expand use of Cerner Community & Behavioral Health (CBH) application.
Initiative 3.3: Implement more eService tools with more interactive, dynamic engagement (e.g., online payments, online forms, Special Needs interactive learning, Photo-360)
Initiative 3.4: Assess network to strengthen both connectivity and support.
Initiative 3.5: Continue agile incremental software delivery.
Initiative 4.1: Upgrade Tyler Tech New World Computer Aided Dispatch (CAD) Public Safety System and integrate the Town of Poughkeepsie Police.
Initiative 4.2: Integrate interested municipalities into New World CAD Public Safety System.
Initiative 4.3: Support data analytics for the Criminal Justice Council.
Initiative 5.1: Increase collaborative efforts in building Shared Services and partnerships with municipalities.
Initiative 5.2: Host the annual Municipal Innovation Summit to explore ideas for expanding Shared Services to provide added efficiency and cost savings.
Initiative 5.3: Explore the option to provide fee based services to municipalities (e.g., hosting services for New World ERP or GIS applications, etc.).
Initiative 5.4: Promote the registry of local businesses via Central Services.
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3. Dutchess County Vision, Mission, Principles, Goals
The following defines the Dutchess County vision, mission statement, core principles and
strategic goals.
Vision
We envision a county that capitalizes on its history, geography, and diverse economy to
create a broad range of opportunities for its residents in how they live, work, and play.
We envision a robust economy with a skilled workforce that attracts employers who seize
opportunities presented by the County’s unique advantages and provides jobs that create
prosperity.
We envision a sustainable system of community health, public safety, assistance for our
youth, families, seniors, and veterans, parks and recreation, and infrastructure, in which
development and growth complement our natural resources, environment, and quality of
life.
We envision a model community governed in an open and ethical manner, where great
ideas are replicated and brought to scale, public input is sought, and municipalities and
community partners work collaboratively with the County to attain shared goals.
Mission
The mission of Dutchess County Government is to provide quality, responsive services to
residents, businesses, and visitors in a fiscally responsible manner while striving to
preserve our heritage, promote economic development and enhance the quality of life for
current and future generations.
Core Principles
1. Focus. County government cannot be all things to all people, so we must prioritize, set
aside personal or political agendas, confront challenges because we lead with less
delivering a smaller, smarter, and more successful government.
2. Inclusion. The administration will engage stakeholders in decision making by
empowering residents and other business, community and elected leaders to participate
in a robust and civil discourse in order to mold consensus.
3. Logic. Do what make sense. A practical approach to problem solving will save time,
energy, and resources. The administration will conduct the necessary analysis, outline
the viable options, establish expected outcomes, and make decisions supported by facts.
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4. Fairness. Compassion and civility in discourse is no weakness. The administration
must be concerned with the individual while acting for the good of the whole community.
County Strategic Goals
Goal 1: Exemplary Stewardship of the Public Trust and Resources
Goal 2: Provide the Highest Possible Quality of Service
Goal 3: Enhance & Maintain Exceptional Quality of Life in Dutchess County
Goal 4: Promote Public Safety and Well-being
Goal 5: Foster a Vibrant Economic Environment
4. OCIS Vision, Mission, Principles, Assumptions
Overview
IT Strategy Statement. To partner with Dutchess County departments, municipalities and
citizens to provide innovative, cost effective, time saving IT solutions and support.
Awards. OCIS is a nationally recognized county IT organization with numerous IT awards from
the National Association of Counties (NACo) and Center for Digital Government (i.e., top-10 in
past ten years).
Customers. Customers include all County Departments, 30 Municipalities and 296,916 public citizens of Dutchess County covering 825 square miles with 360 persons per square mile.
Leadership. OCIS has transitioned to a new leadership team mid-2016 with Glenn Marchi-Commissioner, Stephen Oscarlece-Deputy Commissioner and Jacob Morrison-Applications Manager, supported by Frank McMahon-Infrastructure Manager and Chris Barclay-Director Central Services.
Organization. OCIS was reorganized in 2013 by merging two departments into one resulting in
64 positions which reduced headcount and improved services resulting in significant savings.
See Figure 1.0 for organizational chart of OCIS.
Division of Computer Information Systems (Computer Services) provides Applications
Development, Geographic Information Services (GIS), Computer Operations (County
Data Center), Network/Telephones, and Servers/Microcomputers. Location: 503 Haight
Ave, Poughkeepsie, NY (47 positions)
Division of Central Services provides Procurement, Bids/Contracts, Printing Services,
Mail & Courier Services and Central Supply. Location: 27 High St, Poughkeepsie, NY
(17 positions)
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Figure 1.0: OCIS organization
Vision
OCIS Vision - To increase our role as an integral partner with customers to enable
Dutchess County to be recognized as a leader that prides itself on customer
satisfaction, productivity and value.
Mission
Division of Computer Services - Provide automation to help the County meet its
strategic objectives, improve workflow and increase operational efficiencies and provide
cost savings.
Division of Central Services - Provide central purchasing, contract administration,
duplicating and print services, mail service, inventory control, central billing, supply
delivery and office supplies.
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Guiding Principles
1. Customer Focus. Our most important role is providing service to our internal customers,
municipalities and citizens of Dutchess County with customer needs in mind.
2. Continuous Improvement. Incorporate IT into county processes in a way that
maximizes productivity, efficiency and effectiveness.
3. Value. Innovative solutions will be offered that add real business value to the services
and support that OCIS provides.
4. Security/Reliability. Reliable, accessible and secure IT systems are the very core of our
responsibility. Security is seriously managed to protect privacy, secure data from
improper access and safeguard the County’s IT infrastructure against loss, tampering or
destruction.
5. Teamwork. Employees are the source of our strength. They provide expertise to
determine our reputation and responsiveness to customers. We must treat each other
with respect and trust.
Assumptions
1. Appropriations. OCIS appropriations will remain lean with focus on continuous
improvement.
2. Organization. OCIS organizational structure will be sustained or increased based on
business need (e.g., add systems analyst for Public Safety in 2017)
3. Commitment. Top management support and full commitment of department
participation is required for success.
5. IT Trends in Smart Government
The top IT trends for smart government were factored into the development of the IT Strategic Plan, as identified by Gartner, Inc. OCIS has incorporated initiatives that address the following IT trends:
1. Data Analytics
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Analytics is the collection and analysis of data to provide the insight that can guide
actions to increase organizational efficiency or program effectiveness. The pervasive use
of analytics at all stages of business activity and service delivery — analytics everywhere
— allows leading government agencies to shift from the dashboard reporting of lagging
indicators to autonomous business processes and business intelligence (BI) capabilities
that help humans make better context-based decisions in real time.
2. eService Delivery Platforms
Governments face constant pressure to improve service delivery and save costs. Digital
platforms reduce effort and facilitate user-centric design. These platforms deliver services
such as online payments, identity management and verification, reusable application
services and notifications (e.g., Short Message Service (SMS) text message and email)
that are commonly used across multiple domains. Globally, governments are taking a
platform approach to simplify processes, improve citizen interaction and reduce
expenditure.
3. Hybrid IT and Cloud
Governments worldwide continue to pursue both public and private types of cloud
services, but the focus is shifting from developing internal cloud services to allowing
agencies to purchase commercially provided but governmentally restricted services. For
example, government clouds from vendors such as Google and Microsoft have shifted
email service in a number of agencies from public to government clouds. The main
objectives pushing cloud adoption have been cost reduction, speed of procurement and
deployment, and responsiveness to regulations and needs for cost cutting. The public
cloud is also gaining momentum as governments seek savings via consolidated
procurement.
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4. Mobile Citizen Engagement
Delivering an effective citizen experience requires a holistic approach to the citizen: (1)
using data to capture and understand the needs and desires of the citizen; (2) leveraging
effective social media and communications to actively engage citizens; (3) allowing the
citizen to engage on his or her own terms; (4) understanding the citizen's preferred
engagement channels; (5) affording seamless transitions among channels; and (6)
ultimately delivering a more satisfying set of citizen interactions. Adopting a citizen-centric
information management strategy with multichannel citizen engagement opportunities will
deliver quantifiable benefits.
5. Mobile Personal Workforce
The government workforce is increasingly populated with digitally literate employees,
from frontline workers to top-level executives. The digital workplace is a business
strategy to boost employee engagement and agility through a more consumerized work
environment. The digital workplace promotes collaborative work styles; supports
decentralized, and mobile work environments.
6. Open Data
Open any data in government results from "open by default" or "open by preference"
governance policies and information management practices. These make license-free
data available in machine-readable formats to anyone who has the right to access it
without any requirement for identification or registration. Open data is published as
collected at the source ("raw") at the lowest granularity, as determined by privacy,
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security or data quality considerations. Open data is accessible with open application
programming interfaces (APIs) and is not subject to any trademark or copyright.
7. Risk-Based Security
The cybersecurity threat environment is constantly evolving, but it represents only one
dimension of a complex, multifaceted set of threats and risks. Government IT leaders
must adopt a threat-aware, risk-based security approach that allows governments to
make knowledgeable and informed decisions about risks in a holistic fashion, allowing for
a wiser allocation of resources; more sound decisions about risks and their impacts on
government missions, operations, assets and people.
6. SWOT Analysis
SWOT is an acronym for strengths, weaknesses, opportunities, and threats and is a structured
planning method that evaluates those four elements of an organization. What makes SWOT
particularly powerful is that it can help OCIS uncover opportunities that we may be well-positioned
to exploit.
Strengths Weaknesses
Highly skilled development & support
Strong business process analysis
Enterprise applications
Robust infrastructure
Leaders in GIS for NYS
Cost effective Central Services
Nationally recognized with IT awards
Lean IT budget (2% of County budget)
Restrictive funding for new IT investments
Limited education and training platform
Customer/citizen relationship management platform
Succession planning
Opportunities Threats
Transition to new leadership team
Expand systems to drive efficiencies
Evolve Shared Services to lower costs
Explore IT trends in smart government
Exploit GIS capabilities
Improve customer/citizen relationship management
Budgetary cuts
Cybersecurity attacks
Insufficient staffing for growing IT needs
Figure 2.0: SWOT Analysis of OCIS
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7. Statement of IT Strategy
Statement of IT Strategy - To partner with Dutchess County departments, municipalities
and citizens to provide innovative, cost effective, time saving IT solutions and support.
8. IT Strategic Goals
IT Strategy 1: Deliver IT solutions that improve business processes & maximize efficiency.
IT Strategy 2: Improve the quality and delivery of IT services throughout the organization.
IT Strategy 3: Expand IT tools to promote the quality services available in the County.
IT Strategy 4: Establish a multi-jurisdictional, cost effective Public Safety system.
IT Strategy 5: Provide Shared Services to municipalities to increase efficiency & lower costs.
IT Strategic Plan 14
Strategic Alignment Goal 1: TRUST
County Strategic Goal 1: TRUST. Exemplary stewardship of the public trust and resources.
Utilize core decision making principles to ensure the resources of county government are well protected and used efficiently to accomplish the mission and vision for Dutchess County.
IT Strategy 1: Deliver IT solutions that improve business processes and maximize
efficiency.
Initiative 1.1: Expand the use of core enterprise systems
(e.g., New World System (NWS) Enterprise
Resource Planning (ERP), OnBase Enterprise
Content Management (ECM), Geographical
Information Services (GIS)).
Measure 1.1:
Productivity and cost savings.
Initiative 1.2: Establish an IT governance structure that
increases client involvement, breaks down
barriers between Depts and IT to work as a
cohesive team.
Measure 1.2:
Number projects on time, on budget
and requirements met.
Initiative 1.3: Assess and upgrade cybersecurity protocols
to protect County data.
Measure 1.3:
Reduce number of security breaches.
Initiative 1.4: Identify cost-effective IT education and
training resources for internal customers.
Measure 1.4:
Level of customer satisfaction on
training.
Initiative 1.5: Explore the creation of User Group(s) to
improve client communications and collaboration
(e.g., NWS ERP, GIS).
Measure 1.5:
Number of participants.
Initiative 1.6: Manage budget with focus to reduce or avoid costs and increase savings.
Measure 1.6:
Reduced/avoid costs; savings.
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Strategic Alignment Goal 2: SERVICE
County Strategic Goal 2: SERVICE. Provide the Highest Possible Quality of Service.
Balance the fiscal challenges with the need to provide an excellent level of vital services to residents.
IT Strategy 2: Improve the quality and delivery of IT services throughout the organization.
Initiative 2.1: Redesign of the County website to improve
engagement using responsive design and/or
open data with focus on workforce and citizen
mobility.
Measure 2.1:
Reduce bounce rate.
Initiative 2.2: Improve Customer Relationship Management
(CRM) solution to better track and analyze citizen
requests.
Measure 2.2:
Turnaround time to resolve customer
issues.
Initiative 2.3: Continue infrastructure modernization (e.g.,
hybrid IT, cloud services, disaster recovery).
Measure 2.3:
Uptime and availability of critical
systems.
Initiative 2.4: Improve the client experience in delivering IT
services (e.g., setting client expectations;
communications plan; delivering solutions that
maximize productivity/real value; accessing
application inventory; education and training).
Measure 2.4:
Level of customer satisfaction via
annual IT survey.
Initiative 2.5: Analyze cloud services strategy for County
and municipalities.
Measure 2.5:
Reduced costs and improved
delivery.
Initiative 2.6: Improve Disaster Recovery and Business Continuity for the County.
Measure 2.6:
Faster recovery time and sustained
business continuity.
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Strategic Alignment Goal 3: HEALTHIER & KINDER
County Strategic Goal 3: HEALTHIER & KINDER. Enhance and Maintain Exceptional
Quality of Life in Dutchess County
Provide essential services, resources, and infrastructure needed to make Dutchess County a wonderful place to live, work and play.
IT Strategy 3: Expand IT tools to promote the quality services available in the County.
Initiative 3.1: Implement IT infrastructure for County-wide
projects (e.g., Stabilization Center, New Sheriff
Building, Justice and Transition Center (Jail),
Public Defender Building, etc.).
Measure 3.1:
Completed on time with high level of
customer satisfaction.
Initiative 3.2: Expand use of Cerner Community &
Behavioral Health (CBH) application.
Measure 3.2:
Ability for DBCH to comply with
reporting and billing requirements.
Initiative 3.3:
Implement eService IT tools with more
interactive, dynamic engagement (e.g., online
payments, online forms, Special Needs
interactive learning, Photo-360)
Measure 3.3:
Number of users accessing new IT
tools.
Initiative 3.4: Assess network to strengthen both connectivity and support.
Measure 3.4:
Network reliability.
Initiative 3.5: Continue agile incremental software delivery.
Measure 3.5:
Faster software delivery.
IT Strategic Plan 17
Strategic Alignment Goal 4: SAFER
County Strategic Goal 4: SAFER. Promote Public Safety and Well-being
Ensure that the committed efforts of the public safety partners continue to maintain and improve the safety and security of the people of Dutchess County.
IT Strategy 4: Establish a multi-jurisdictional, cost effective Public Safety system.
Initiative 4.1: Upgrade Tyler Tech New World Computer
Aided Dispatch (CAD) Public Safety System
& integrate Town of Poughkeepsie Police.
Measure 4.1:
Level of customer satisfaction by
Dutchess County Public Safety Depts
and Town of Poughkeepsie.
Initiative 4.2: Integrate interested municipalities into the
New World CAD Public Safety System.
Measure 4.2:
Level of customer satisfaction by
Dutchess County Public Safety
departments and municipalities.
Initiative 4.3: Support data analytics for the Criminal
Justice Council.
Measure 4.3:
Provide available data upon request.
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Strategic Alignment Goal 5: STRONGER
County Strategic Goal 5: STRONGER. Foster a Vibrant Economic Environment
Promote economic opportunity for all, by creating a business-friendly economic climate that produces stable and diverse economic resources.
IT Strategy 5: Provide Shared Services to municipalities to increase efficiency and lower
costs.
Initiative 5.1: Increase collaborative efforts in building
Shared Services and partnerships with
municipalities.
Measure 5.1:
Number of Shared Services provided.
Initiative 5.2: Host the annual Municipal Innovation Summit
to explore ideas for expanding Shared Services
to provide added efficiency and cost savings.
Measure 5.2:
Number of municipalities
represented.
Initiative 5.3: Explore the option to provide fee based
services to municipalities (e.g., hosting
services for New World ERP or GIS applications,
etc.)
Measure 5.3:
Number of participants.
Initiative 5.4: Promote the registry of local businesses via
Central Services.
Measure 5.4:
Number of businesses engaged.
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9. IT Strategic Initiatives Timeline
The following is the three-year timeline of major IT Strategic Initiatives.
Year IT Strategic Initiatives
2017 1.1: Expand the use of core enterprise systems: OnBase Enterprise Content Management
(ECM), New World System Enterprise Resource Planning (ERP) eSuite, GIS Transportation
Improvement Program (TIP) & new aerial photographs, EDITS Project Review and Permitting with
OnBase, Fleet Management, County Copier Program.
1.2: Establish an IT governance structure: Project management, dashboards, policy-mobile.
1.3: Assess and upgrade cybersecurity protocols: Varonis security assessment.
1.4: Identify cost-effective education and training resources for internal customers.
1.5: Explore creation of User Group(s) to improve client collaboration: New World ERP.
1.6: Manage budget with focus to reduce or avoid costs and increase savings. 2.1: Begin redesign of County website.
2.2: Feasibility study of Customer Relationship Management (CRM) platform.
2.3: Continue infrastructure modernization: Networks, telecomm, servers, storage, workstations.
2.4: Improve the client experience in delivering IT services: 1st Annual IT Survey.
2.5: Analyze cloud services strategy for County and municipalities.
2.6: Improve disaster recovery and business continuity for County.
3.1: Implement IT infrastructure: Stabilization Ctr, Chamber Renovation, Public Defender Building.
3.2: Expand use of Cerner Community & Behavioral Health (CBH): Stabilization Center &
billing.
3.3: Implement eService IT tools: eRecording, Photo-360 for parks.
3.4: Assess network to strengthen both connectivity and support. 3.5: Continue agile incremental software delivery. 4.3: Support data analytics for the Criminal Justice Council.
5.1: Increase collaboration efforts in building Shared Services: Meet with municipal leaders.
5.2: 4th Annual Municipal Innovation Summit 2017: Conduct EMS workshop 1Q17 before
Summit.
5.4: Promote the registry of local businesses via Central Services.
2018 1.1: Expand the use of core enterprise systems.
1.2: Establish an IT governance structure: Project/application portfolio analysis.
1.3: Assess and upgrade cybersecurity protocols.
1.6: Manage budget with focus to reduce or avoid costs and increase savings. 2.1: Redesign County website.
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2.2: Improve Customer Relationship Management (CRM).
2.3: Continue infrastructure modernization.
2.4: Improve the client experience in delivering IT services: 2nd Annual IT Survey.
2.5: Analyze cloud services strategy for County and municipalities.
3.1: Implement IT infrastructure: New Sheriff Building.
3.4: Assess network to strengthen both connectivity and support. 4.1: Upgrade Tyler Tech New World Computer Aided Dispatch (CAD).
5.1: Increase collaboration efforts in building Shared Services: Meet with municipal leaders.
5.2: 5th Annual Municipal Innovation Summit 2018.
5.3: Explore the option to provide fee based services to municipalities.
5.4: Promote the registry of local businesses via Central Services.
2019 1.1: Expand the use of core enterprise systems.
1.3: Assess and upgrade cybersecurity protocols.
2.3: Continue infrastructure modernization.
2.4: Improve the client experience in delivering IT services: 3rd Annual IT Survey.
3.1: Implement IT infrastructure: Justice and Transition Center.
3.4: Assess network to strengthen both connectivity and support. 4.2: Integrate interested municipalities into New World System CAD.
5.2: 6th Annual Municipal Innovation Summit 2019.
5.4: Promote the registry of local businesses via Central Services.
*This tentative 3-year plan is conditional on changing priorities and will be reviewed annually.
IT Strategic Plan 21
Appendix
A. Top IT Strategic Categories with IT Strategic Initiatives
The following aligns the IT strategic initiative with IT strategic category that OCIS is supporting.
Item IT Strategic Categories - IT Strategies,
Management Processes and Solutions
IT Strategic Initiative
1 Security and Risk Management: governance,
data protection, security frameworks, training and
awareness, budget requirements.
1.3: Assess and upgrade cybersecurity
protocols
2.6: Improve Disaster Recovery and
Business Continuity for County.
2 Budget, Cost Control, Fiscal Management:
managing budget reduction, strategies for
savings, reducing or avoiding costs, dealing with
inadequate funding and budget constraints.
1.6: Manage budget with focus to
reduce or avoid costs and increase
savings.
3 Networking Broadband/Wireless Connectivity:
assess network for both connectivity and support;
assess broadband technology opportunities.
3.4: Assess network to strengthen both
connectivity and support.
4 IT Workforce: hiring, educating, training, retaining
quality IT staff; filling vacancies with the right
talent.
1.4: Identify cost effective IT education
and training resources.
5 Legacy Modernization: enhancing, renovating,
replacing, legacy platforms and applications,
business process improvement.
1.1: Expand the use of core enterprise
systems.
2.1: Redesign of County website.
2.2: Improve Customer Relationship
Management (CRM).
3.2: Expand use of Cerner Community &
Behavioral Health (CBH).
4.1: Upgrade Tyler Tech NWS CAD for
Public Safety.
6 Consolidation/Optimization: centralizing,
consolidating services, operations, resources,
identifying and dealing with barriers
2.3: Continue infrastructure
modernization.
3.1: Implement IT infrastructure for
County wide projects
3.3: Implement more eService tools.
7 IT Governance: enterprise IT policy and
planning; improving IT governance; improve
collaboration between IT and functional
departments; inter-jurisdictional collaboration;
partnering with other city/county agencies; project
management; and agile incremental software
delivery.
1.2: Establish and IT governance
structure (e.g., project management).
1.5: Explore the creation of User Groups
to improve client communications.
3.5: Continue agile incremental software
delivery.
IT Strategic Plan 22
8 Enterprise Vision and Roadmap for IT: vision
and roadmap for IT; recognition by city/county
management that IT is a strategic capability;
integrating and influencing strategic planning and
visioning with consideration of future IT
innovations (e.g., Internet of Things (IoT)).
2.4: Improve client experience.
4.2: Integrate interested municipalities
into New World System CAD for Public
Safety.
5.1: Increase collaborative efforts in
building Shared Services.
5.2: Host the annual Municipal
Innovation Summit.
5.3: Explore the option to provide fee
based services to municipalities.
9 Cloud Services: cloud strategy; proper selection
of service and deployment models; governance;
service management; security; privacy; data
ownership
2.5: Analyze cloud services strategy for
County and municipalities.
10 Data Management and Analytics: data
governance, data architecture, strategy, business
intelligence, predictive analytics, big data, roles
and responsibilities
4.3: Support data analytics for the
Criminal Justice Council (CJC).
IT Strategic Plan 23
B. Matrix of County Goals, IT Strategies and IT Strategic Initiatives
Dutchess County Strategic Goals 2017
Goal 1:
TRUST
Exemplary
stewardship of
the public trust
and resources.
Goal 2:
SERVICE
Provide the
highest
possible quality
of service.
Goal 3:
HEALTHIER /
KINDER
Enhance and
maintain
exceptional quality
of life in Dutchess
County.
Goal 4:
SAFER
Promote public
safety and well-
being.
Goal 5:
STRONGER
Foster a vibrant
economic
environment.
IT Strategic Goals & Initiatives
IT Strategy 1:
Deliver IT
solutions that
improve business
processes and
maximize
efficiency.
-Expand core
systems.
-Governance.
-Cybersecurity.
-Training.
-User Groups.
IT Strategy 2:
Improve the
quality and
delivery of IT
services
throughout the
organization.
-Website.
-CRM.
-Modernize.
-Customer
satisfaction.
IT Strategy 3:
Expand IT tools to
promote the
quality services
available in the
County.
-Infrastructure.
-Expand Cerner.
-eService tools.
IT Strategy 4:
Establish a multi-
jurisdictional, cost
effective Public
Safety system.
-Upgrade CAD.
-Integrate
municipalities.
-Analytics CJC.
IT Strategy 5:
Provide Shared
Services to
municipalities to
increase
efficiency and
lower costs.
- Shared Services.
- Municipal Summit.
- Fee-based service.
- Promote businesses.
IT Strategic Plan 24
C. Department Critical Success Factors for Team Partnership
The IT Strategic Plan 2017-2019 defines the roadmap for how Dutchess County OCIS will invest
and deliver services over the next three years. Departments are encouraged to review this Plan
and support the strategic initiatives that will help us achieve Dutchess County’s strategic goals.
The following 5-Critical Success Factors will enable a solid partnership between OCIS and
departments in delivering the strategic initiatives:
1. Early Involvement. Departments are encouraged to notify and bring in OCIS as early as possible. OCIS is skilled in process analysis, so include OCIS in the initial problem determination and solution identification. Please do not wait until after a solution is selected to consult with OCIS.
2. Clear Expectations. Project leadership should clearly communicate its expectations for
the team's performance and expected outcomes. Members of the project team from both OCIS and client departments will be expected to be involved throughout the entire project lifecycle. All project team members will be expected to dedicate the time required to make the project a success.
3. Collaboration and Communication. Facilitate open and honest discussions to share and clarify ideas, and combine knowledge and experience to produce the best possible solution. Ensure all team members understand their roles and responsibilities, and understand the priority of their tasks. Provide mechanisms to communicate problems, ideas, issues and resolutions as efficiently as possible.
4. Commitment. Commit the personnel and resources necessary to deliver a solution that meets the client’s needs, on time and on budget with high customer satisfaction.
5. Flexibility. Change is inevitable – whether it is a change to a process or a change to the project plan. Be open minded and willing to consider alternatives. Solutions are not about applying technology, they are an opportunity to re-shape business processes to reduce costs and add value. Projects evolve, and teams must be willing to adjust project scope, timelines, resources, and expected outcomes as projects progress.
Thank you for your team partnership in achieving Dutchess County’s strategic goals.
IT Strategic Plan 25
D. Participants IT Strategy
Team Name Position Email
OCIS Core
Team
Glenn Marchi
Stephen Oscarlece
Chris Barclay
Jacob Morrison
Frank McMahon
Commissioner OCIS
Deputy Commissioner OCIS
Director Central Services
Applications Manager
Infrastructure Manager
County
Executive
Office Team
Marcus Molinaro
William O’Neil
Chris Baiano
Colleen Pillus
Jessica White
Rachel Kashimer
County Executive
Deputy County Exec/CoS
Assistant County Exec
Director Communications
Director Budget
Senior Research Analyst
E. References
Dutchess County Vision (2016). Dutchess County Tentative Executive Summary, County Vision,
Mission, Goals (2016), p15-17
Dutchess County OCIS Mission (2016). Dutchess County Tentative Executive Summary, OCIS
Mission (2016), p87-88
Gartner (2016). Top 10 Strategic Technology Trends for Smart Government. IT Business Edge,
http://www.itbusinessedge.com/slideshows/top-10-strategic-technology-trends-for-smart-
government.html
State CIO Survey (2016). 2016 State CIO Survey, National Association of State Chief Information
Officers (NASCIO) and Computing Technology Industry Association (CompTIA), Sep
2016.
