Technology Solutions
Strategic Plan
FY18-FY20
Purpose Statement: To lead Durham into the future by utilizing evolving and emerging technologies
Core Products and Services:
- IT Infrastructure
- Hardware
- Software
- Connectivity
- Business systems administration and support
- Project management
- IT Governance
- Solution development
- Cyber security
- Open Data
- GIS
- Business analysis and consulting
- Data management
- Telecommunications
- Training development and facilitation
Key Customers:
- City organization (to include City Council)
- Residents
- City partners
- County organizations
Strengths - Customer focus
- Skilled employees
- Diversity
- Innovative
- Teamwork
- Knowledge
- Productivity
- Ethical behavior
- Courteous staff
- Transparency
- Business analysis
- IT Governance
- Training
- Service desk
| Weaknesses - Succession planning
- Training – materials not easily available
- New process education
- Project management
- Personnel resource alignment
- Embracing cutting edge technology
- outdated technology
- Innovation tools
- Limited capacity for innovation
- Reliance on temporary employees
- Policy and procedure weaknesses
- Business resiliency
|
Opportunities - Emerging technologies
- Community engagement
- Collaboration with other departments/government entities
- Partnership with citizens, City, County, businesses, vendors and employees
- High customer confidence ratings
- Increase self-help and training resources for customers
- Leverage trainings offered by vendors
- Fiber optic network
- Cloud solutions
| Challenges - Multiple competing priorities (for limited resources)
- Emerging technologies (keeping pace)
- Budget constraints
- Customer perception
- Competition for resources (skilled employees)
- Some City policies slow down processes
- Personal devices create security Challenges
- Customer skill set and succession planning
- Standardize enterprise platforms
- Integration challenges
- Internal HR hiring and evaluation processes
|
City of Durham Strategic Plan Goal: Innovative and High Performing Organization
Objective 1: Plan and allocate IT investments in accordance with IT Governance principles to ensure sustainable growth
Initiative | Fiscal Year |
- To create a sustainable project management office with appropriate resources
| 2019 |
- Design, procure and implement a project portfolio management system to track and report ROI on strategic IT investments
| 2020 |
- Update IT Governance and Project Management policies to encapsulate new processes to guide employees in the utilization of IT in order to maximize the value of IT
| 2019 |
Measures:
- % of approved projects receiving all planned resources
- % of project milestones completed on time
- % of projects obtaining the defined value
- Number of project requests approved, prioritize and funded
- % of increase in new run costs
- Cumulative increase in IT systems’ run costs
Alignment to the Strategic Plan Goal: Innovative and High Performing Organization – IT Governance
Objective 2: Align IT services to provide innovative solutions according to evolving industry standards
Initiative | Fiscal Year |
- Develop, test and implement the cloud based Office 365 and Azure data center platforms for the City computer operations to provide proficiency of cost, business resiliency in the event of disaster to continue operations
| 2020 (2 year)
|
- Develop, test and implement virtual desktop technologies within the City’s cloud data center for business resiliency.
| 2020 |
- Build a robust Open Data library to fuel insightful decisions (City operations and public facing)
| 2019 |
- Update IT Acceptable Use policy to encapsulate new processes to guide employees in the utilization of IT in order to maximize the value of IT
| 2019 |
- Update Open Data policy to encapsulate new processes to guide employees and the community in the utilization of Open Data in order to maximize the value of the information to the community
| 2019 |
- Promote and collaborate with departments on Smart City (Internet of Things) technologies
| 2020 (2 year)
|
- Implement single sign on platform for all applications
| 2020 |
Measures:
- Average days to assign general request tickets
- Average days to close general request tickets
- Average days to assign incident/issue tickets
- Average days to close incident/issue tickets
- % of customers rating overall service rating service satisfactory - bi-annual survey
- % of customers rating closing a service desk ticket satisfactory (break /fix)
- % of network platform / data center availability
- % of Open data sets that have been utilized
- Number of resident created profiles in the Web 2.0 software platform
Alignment to the Strategic Plan Goal: Innovative and High Performing Organization – Service Delivery and Innovation
Objective 3: Manage & maintain cyber security policies, procedures and monitoring to defend the City against ongoing threats
Initiative | Fiscal Year |
- Develop and implement a cyber-security program
| 2019 (2 year) |
- Implement security tools that will enable BYOD and protect the City’s information
| 2019 (2 year) |
- Update IT information security policy to encapsulate new processes to guide employees in the utilization of IT in order to protect the City’s information.
| 2020 |
Measure:
- % of systems without known security vulnerabilities
- % of City employees that have completed job-specific cyber security awareness training
Alignment to the Strategic Plan Goal: Innovative and High Performing Organization – Security (Access & Data Management)
City of Durham Strategic Plan Goal: Sustainable Natural and Built Environment
Objective 1: Maintain all the City IT assets governed by Technology Solutions
Initiatives | Fiscal Year |
- Enhance our LAN infrastructure to bring up to 1GB connectivity and to increase wireless connectivity throughout the city
| 2020 (2 year) |
- Develop and implement City of Durham fiber optic network in partnership with Duke and Durham County
| 2019 (3 year) |
- Standardize and manage A/V infrastructure throughout the City
| 2019 (2 year) |
- Expand the existing infrastructure (i.e. DocuSign, OnBase and PaperCut) to enable the City to become digitally driven versus paper driven
| 2019 (2 year) |
Measure:
- % of assets replaced before end of life
Alignment to the Strategic Plan Goal: Sustainable Natural and Built Environment – IT Infrastructure