2018-2020 IT Strategic Plan DRAFT - gwinnettcounty.com · Be a Trusted Technology Advisor to the Organization o The County departments will have a trusted partner in IT; a partner

Gwinnett County

Information Technology Department

IT Strategic Plan 2018‐2020

July 2018

Table of Contents

Table of Contents .......................................................................................................................................... 1

Letter from the CIO ....................................................................................................................................... 3

Executive Summary ....................................................................................................................................... 4

Information Technology Vision and Mission (To be displayed graphically) ............................................. 4

IT Departmental Goals .............................................................................................................................. 4

Gwinnett County Today ................................................................................................................................ 6

A Great Place to Live, Learn, Work, and Play ............................................................................................ 6

Gwinnett County Mission, Vision, and Values .......................................................................................... 6

The Future of Gwinnett County .................................................................................................................... 7

Continuing to Improve our Community .................................................................................................... 7

Gwinnett County’s Key Activities .............................................................................................................. 7

IT Plays a Critical Role in the Success of Gwinnett County ......................................................................... 10

Our County Business Partners ................................................................................................................ 10

What Our Business Partners Think of Our IT Services ............................................................................ 11

We Have Accomplished a Lot So Far ....................................................................................................... 12

Major Initiatives Currently in Progress ................................................................................................... 13

IT Department – Where We Are Going ..................................................................................................... 14

Gwinnett County IT Department’s Future .................................................................................................. 15

IT Vision and Mission .............................................................................................................................. 15

Working Together as a Single, Unified Team .......................................................................................... 16

IT’s Biggest Opportunities for the Future ............................................................................................... 16

IT’s Role in Supporting County Priorities .................................................................................................... 18

How IT Will Support Gwinnet County’s Strategic Priorities .................................................................... 18

Our IT Departmental Goals ......................................................................................................................... 21

IT Goal 1: Be a Reliable Provider of Secure Technology to the Organization ......................................... 22

IT Goal 2: Optimize the Cost to Deliver IT ............................................................................................... 22

IT Goal 3: Be a Trusted Technology Advisor to the Organization ........................................................... 23

IT Goal 4: Be the Steward of the Organization’s Information Assets ..................................................... 23

IT Goal 5: Promote Business Process Innovation Through Technology .................................................. 24

IT Goal 6: Create Highly Skilled and Performing Teams .......................................................................... 24

IT Goal 7: Deliver Customer Service Excellence ...................................................................................... 25

Achieving Our Goals .................................................................................................................................... 26

High Priority IT Areas: ............................................................................................................................. 26

IT Strategy Implementation ....................................................................................................................... 28

Implementation Plan .................................................................................................................................. 29

IT Initiatives Required to Achieve the IT Department Goals................................................................... 29

Prioritization of IT Initiatives ................................................................................................................... 31

IT Strategic Roadmap: 2018‐2020 ........................................................................................................... 32

Closing Remarks .......................................................................................................................................... 32

Acknowledgements ..................................................................................................................................... 33

Appendix A: IT Initiatives Required to Support Each of the IT Goals .......................................................... 34

Appendix B: Info‐Tech IT Strategic Planning Methodology ........................................................................ 36

Letter from the CIO

Letter from the CIO

Gwinnett County is flourishing and is becoming one of the best places to live in the region. This enviable

status draws more and more people to call Gwinnett County their home. Our fast‐growing population

presents a challenge to the Gwinnett County Government to continue to provide the high levels of

service that our residents, visitors, and business partners so rightly deserve. The Gwinnett County

Information Technology Services (IT) Department is an instrumental contributor to the success of the

County. IT is committed to meet the County’s needs by making effective and efficient use of technology

and smart investments in our services and infrastructure so that our constituents have access to the

services and information they need to have a high quality of life.

As technology rapidly evolves and transforms the world around us, it is our responsibility as the IT

Department to make services more accessible, reliable, and efficient for our residents. I am excited to

share Gwinnett County’s IT Strategic Plan for 2018‐2020 to show how we will strategically invest in our

technologies and capabilities to deliver the highest levels of service and value to our community.

The development of this plan was a collaborative effort involving IT staff and our business partners. I am

truly grateful to the many who offered their thoughtful, considerate, and innovative ideas as a part of

this process. It is my privilege to work with an extremely talented group of people in IT who

enthusiastically envision the future of IT and are excited to reach for our goals and tackle our challenges

head on. We will continue to make Gwinnett County IT a great place to work by fostering growth and

learning for our IT staff so that we can continue to attract ambitious technology professionals who can

begin, develop, and advance their careers with us.

It is of utmost importance that we provide IT services with a business‐centric and customer‐focused

approach so that we empower the County with technology and services that will help them achieve

success in the long‐term. We are committed to developing closer relationships with our business

partners to better understand their needs, to be more proactive in how we serve them, and to be able

to make decisions that positively affect the entire County.

Gwinnett County IT strives to be a reliable provider of technology that optimizes costs and is a trusted

advisor that promotes business improvements. The IT Department will also continue to develop a highly

skilled team that can deliver excellent customer service and securely manage the organization’s

information assets. In this plan, we have outlined key initiatives that will meet these goals and improve

our technology products and services for our customers as we move towards the future. This plan also

addresses some of the challenges we have heard from our customers regarding connectivity,

accessibility, sharing of data, and ease of use of technology.

This Strategic Plan is a plan of action that we have created together and will achieve together. We have

set ambitious goals for ourselves and are committed to working hard to achieve tangible results. We

invite you to share your thoughts with us so that we can continuously improve.

We look forward to continue to enthusiastically serve our County and have a positive impact on the lives

of those in Gwinnett County.

Abe Kani, Chief Information Officer

Gwinnett County

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Executive Summary The role of the Information Technology Department in Gwinnett County is to provide technology related

services and advice to the Gwinnett County departments, which ultimately impacts the people who live,

learn, work, and play in our County. In this IT Strategic Plan, we lay out our department’s vision, mission,

goals, and roadmap that will leverage technology for a strategic advantage to make Gwinnett County an

even better place to call home.

Information Technology Vision and Mission (To be displayed graphically) IT Vision – Our Aspiration:

To be recognized as an effective technology leader and a catalyst for business innovation.

IT Mission – Our Role in Government:

Gwinnett County’s IT Department is committed to empowering business stakeholders with

technology and services that facilitate effective processes, collaboration, and communication. We

accomplish this by: developing skilled IT staff with a professional, customer‐oriented mindset,

fostering and maintaining valuable partnerships with business units, and providing a stable, secure,

and highly integrated computing environment.

IT Departmental Goals The IT Strategic Plan is a practical document developed to achieve the following IT departmental goals

that support the achievement of the County’s top strategic goals. These departmental goals represent

the necessary achievements of IT that are critical in order to achieve our vision and mission, and to

support, enable, and drive the County forward.

IT Strategic Goals:

Be a Reliable Provider of Secure Technology to the Organization

o Technology “just works”, always. The County can rely on the technology provided by the

IT Department to be there when they need it most, even in times of peak usage or high

stress. In the unlikely event of a disruption, resumption occurs quickly and smoothly.

Technology and data assets are protected against loss, damage, theft, and malicious

activity.

Optimize the Cost to Deliver IT

o Information technology can be expensive; however, its value can be far greater than its

cost. By focusing on reusing what we have, sharing what we use, and buying only just

enough to meet our near‐term needs we can be certain we are being fiscally responsible

with taxpayer dollars.

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Be a Trusted Technology Advisor to the Organization

o The County departments will have a trusted partner in IT; a partner that listens to and

understands their needs and collaborates positively to create holistic, enterprise

solutions that can benefit the County as a whole.

Be the Steward of the Organization’s Information Assets

o Data is the life‐blood of most modern organizations. IT will act as the steward and

custodian of this critical asset through the strategic gathering, organizing, storing,

sharing, analyzing, and reporting of data to empower County departments to make

high‐quality decisions that drive maximum benefits for citizens.

Promote Business Process Innovation Through Technology

o Technology can be an exciting and effective enabler of innovation. Innovation in IT will

help County Government produce better results and be a more engaging place to work.

Innovation can help to improve quality of service, employee retention, and realizable

Return on Investment for Gwinnett County.

Create Highly Skilled and Performing Teams

o Having talented and skilled people working in IT will lead to greater productivity, better

decision making, and higher quality of services. Working as a team allows us to

collaborate and ensure the right talents are available to face any challenge.

Deliver Customer Service Excellence

o Demonstrate a customer service attitude and strive to exceed our customers’

expectations at every interaction. We want our customers to feel welcomed and

appreciated, no matter what their request.

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Gwinnett County Today

A Great Place to Live, Learn, Work, and Play Gwinnett County is a dynamic and exciting place that combines the best of big‐city living with the

comforts of the suburbs, which is why it has been one of America's fastest‐growing counties for the past

20 years. The cultural, demographic, and linguistic diversity of Gwinnett residents requires that IT

services are accessible and support a very broad community.

Gwinnett County is always committed to creating a place where people of all ages, genders, and

ethnicities can come together to live in a comfortable and healthy community that is supported by a

smart government, vibrant local economy, and strong transportation network.

Gwinnett County Mission, Vision, and Values Gwinnett County’s mission, vision, and values help us to envision the future of the County, community,

and help to set the direction for achievement.

County Vision:

Gwinnett County sets the standard as a dynamic, vibrant community where all people can enjoy

essential economic opportunities, safe neighborhoods, plentiful green space and recreational

facilities. We are committed to partnering with others in our community who share a

dedication to making life better for our citizens.

County Mission:

The Gwinnett County Government will deliver superior services in partnership with our

community.

County Values:

We believe in honesty, fairness, and respect for all. We believe in stewardship of public

resources and protection of the environment and that all citizens should expect to live and work

in a clean and secure community.

We value excellence, creativity, innovation, and new technologies and ideas.

We believe that our government must be customer‐focused, fiscally responsible, and deliver

services that are among the best in the nation.

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The Future of Gwinnett County

Continuing to Improve our Community Gwinnett County is a desirable place to live for people from all over the Atlanta metropolitan area and

around the world, and our population is booming. This has made Gwinnett one of the most diverse

counties in the Country. As leading counties and cities across the world adopt smart city technologies

and drive decisions based on data, Gwinnett County will leverage innovative technologies that create

opportunities to better serve the Gwinnett community.

The County’s Board of Commissioners has established six overarching strategic goals to set the direction

for all County departments, including the Department of Information Technology Services.

County Strategic Goals:

Mobility and Access: Ensuring Mobility and Access through effective land use planning, and by providing and maintaining an efficient transportation system that meets the diverse and evolving needs of our community

Healthy Gwinnett: Ensure a Safe Community by providing superior and comprehensive services and engaging partners to create a Healthy Gwinnett

Smart and Sustainable Government: Maintaining a Smart and Sustainable Government by consistently operating based on sound reasoning and best practices with a long‐term focus

Listening and Engagement: Through active Listening and Engagement with our community, we will tell our story and report our actions through multiple platforms

Strong and Vibrantly Connected Economy: Grow and maintain a Strong and Vibrantly Connected Economy by partnering with all citizens to foster, expand and support businesses, development and redevelopment to achieve a thriving community

Livability and Comfort: Cultivating a strong community through collaboration and partnerships that promotes Livability and Comfort

Gwinnett County’s Key Activities Achieving the six strategic County goals requires dedicated work and delivery of key services to benefit

the people who live, learn, work, and play in Gwinnett. The operating departments within the County

must have certain capabilities in order to deliver the work that supports the County goals and serves the

community.

The collective capabilities of all County departments are called County Capabilities, and they can be

divided into three categories, as seen in the County Capabilities figure below:

Specialized Capabilities are the capabilities that are unique and specific to a certain department

or a line of service, that are required to fulfill that department’s function

Shared Capabilities are the capabilities that are shared by many departments, serving as the

underlying functions that enable departments to deliver on their mandates

Support Capabilities are the foundational capabilities that are utilized by all departments and

functions within the County government

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County Capabilities

An analysis of how Gwinnett County creates a stream of values for its constituents and businesses led to

the identification of a series of interconnected capabilities that enable County departments to provide

effective services and achieve County goals. In other words, the Value Stream connects County goals to

the County Value realization capabilities. Figure 1 below shows the connection between County goals

and County value generating capabilities and Figure 2 provides a visual representation of the County’s

key capabilities mapped to the Value Stream.

Figure 1: Interconnection of County Goals and Capabilities

Figure 2: Gwinnett County Capabilities Map

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One of the primary responsibilities of the IT Department is to provide thought leadership and facilitate

collaboration in identifying technology solutions that enable automation, enhance employees’

productivity, and the functions and capabilities of the County.

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IT Plays a Critical Role in the Success of Gwinnett County Technology acts as the backbone of the County and enables the County departments to connect with

each other, to the public, and provides the foundational tools required for people to do their jobs. It is

the IT Department’s job to make sure that the technology infrastructure (like web servers, data centers,

and networks) supports the business applications (such as SAP, GIS, Computer Aided Dispatch) and

services (such as E911, building permits, and online bill payments available through the County website)

on which County employees, residents, and visitors rely. While providing these services, it is very

important to make sure all of the County technologies and the people using them are kept safe from any

potential data leaks or malicious attacks by enabling a strong cybersecurity infrastructure and program

throughout Gwinnett.

Through our resources and collective efforts, we strive to support the County priorities by delivering

valuable, reliable, and high quality IT services. This encompasses support of information technology

needs for approximately 5,400 employees, 15 operating departments, and 21 elected offices through a

complex technology environment that includes multiple data centers, extended wide area network,

telecommunication, wireless services, diverse end user computing, and a large number of business and

public safety systems.

In order to provide high quality services to Gwinnet County departments and residents, it is critical to

create an IT Strategic Plan that steers the IT organization in the right direction that supports the

achievement of County goals and demonstrates an effective plan of action.

To ensure that our IT Strategic Plan was developed using best‐practice methodologies and thoughtfully

considered the opinions and direction from County leadership and key stakeholders across County

departments, we engaged with Info‐Tech Research Group – an IT research and advisory firm highly

experienced in the development of government IT Strategic Plans. This IT Strategic Plan was developed

with the help of their practical and proven framework that is detailed further in Appendix B: Info‐Tech IT

Strategic Planning Methodology.

Our County Business Partners The Gwinnett County departments to which we provide services are regarded as our business partners,

and we collaborate with them to best serve their needs, so that they can be effective and efficient in

delivering the key services that citizens rely on every day. Our business partners include:

Board of Commissioners

Communications

Community Services

County Administrator's Office

Department of Corrections

District Attorney

Economic Development

Elections

Financial Services

Fire and Emergency Services

Gwinnet County Clerk of Court

Gwinnet County Courts

Gwinnett County Transit

Office of the District Attorney

Parks and Recreation

Planning & Development

Police Department

Probate Court

Public Library

Purchasing

Recorder's Court Clerk's Office

Recorder's Court Judges

Senior Family Services

Sheriff's Office

Solicitor's Office

Solid Waste and Recycling

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Health and Human Services

Human Resources

Internal Audit Department

Juvenile Court

Law Department

Support Services

Tax Assessor

Tax Commissioner

Transportation Department

Medical Examiner

Water Resources

What Our Business Partners Think of Our IT Services We recently conducted a survey across the organization with operating departmental leaders and

elected officials to find out what our business partners thought of the level of satisfaction with current

technology services. The results told us that the satisfaction level for these services are relatively high

across all of IT’s core services, with some room to improve in areas such as Network & Communications

Infrastructure, Business Applications, and End‐user Computing Devices.

The surveys showed that Gwinnett County’s IT Department is considered an effective team. To become

even better, a focus should be placed on continuing to build on our current business relationship

management efforts. By supplementing our current Business Relationship Consulting Team, we gain an

understanding of the business challenges and technology needs of the departments that do not

currently have a dedicated Business Relationship Consultant (BRC). The survey also offered invaluable

customers’ feedback to enhance performance of our existing internet access, wireless networks, and

core infrastructure.

Continuing from the findings from the survey, the IT Department conducted an analysis of Strengths,

Weaknesses, Opportunities, and Threats (SWOT). One of the key strengths identified was that Gwinnett

IT personnel are hard‐working and skilled employees who collaborate and communicate well internally

and with other departments and have a strong focus on serving the public. The opportunities that IT will

leverage in the near future include:

Pursue innovative technologies in cloud computing, SaaS, disruptive technologies, and

enterprise tools (for project management, testing, monitoring, automation, etc.)

Leverage the increasing County population and the talent pool to enhance hiring efforts of

skilled staff

Become more flexible and agile in the work we do to better understand and meet the customer

expectations and needs

Leverage partnerships between public and private organizations to provide higher quality

services to the public

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We Have Accomplished a Great Deal So Far These are some of the projects that our team has worked hard to accomplish in the past 12 months:

Accomplishment Type

Alignment to County Goal

Accomplishments

Citizen Centric Accomplishments

Smart and Sustainable Government

Parks & Recreation Interactive Web Map

Accela Online Registration for Tall Structures and Signs

Quick Bill Pay for Water/Sewer Payments

Business License & Revenue Website Redesign

Election Map Website

County‐Wide Security Camera System

eJuror Text Service

Responsive Web Design

Construction Initiatives: o Centerville Senior Center o Buford Human Services Renovation o Old Lilburn Library

Enterprise Accomplishments

Healthy Gwinnett Mobile Device Management

PCI Compliance

Strong and Vibrantly Connected Economy

Pictometry and GIS Base Map Updates


Financial and HR Systems Upgrade

Cisco VoIP Upgrade TSM Backup Environment and Tape Libraries

Eliminated

Symantec Mail Cloud Security Implemented Symantec ATP for Advanced Endpoint Protection

Reduced Leasing Costs on IBM Contracts

Multi‐Departmental Accomplishments

Healthy Gwinnett 800MHz Radio System Software Upgrade (Digital)

Jail and Courthouse Video Conferencing

Weapons Tracking and Inventory Management


RemedyForce Cloud IT Service Management

Accela Automation Upgrade

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Major Initiatives Currently in Progress Our IT team is currently working hard to complete these major initiatives:

Alignment to County Goal

Major Initiatives in Progress

Healthy Gwinnett Modernize Public Safety Solution

Body Worn Cameras for Public Safety

Fire Staff Management System Upgrade

E911 Digital Telephone Upgrade

LPR Camera Replacement for Sheriff

Public Safety Field Communication Equipment

Advanced Authentication Compliance

Countywide Video Surveillance Modernization


Courts Electronic Invoicing System

Versatile Records Management Upgrade

SCADA Infrastructure Support

Cisco ISE to Enhance Security

Next Gen Cisco 9300 Firewalls

Solicitor Case Management Support & Migration

SAP Functional Enhancements for HR, Finance & ESS

Census Address Updates

Oracle Database Consolidation

ATT Network Design & Security Assessment

Business Continuity Assessment

Accela Citizen Access Website Redesign

Field Equipment Modernization for Planning & Development Inspectors

Metro Ethernet to Switched Ethernet WAN Migration

Enterprise WiFi Improvement and Expansion

Switch Replacement Project for End‐of‐Support Network Gear

Symantec Endpoint Protection v14 Rollout for Advanced Malware and Virus Protection

Site Recovery Manager (SRM) for Server Virtualization Between Two Datacenters

Server Virtualization

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IT Department – Where We Are Going

(Graphics Page)

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Gwinnett County IT Department’s Future

IT Vision and Mission In order for Gwinnett County to be able to deliver services expected by its citizens, IT must play a vital

role in ensuring that the government can perform optimally. The IT leadership team has renewed and

strengthened the IT Vision and Mission statements in support of the County objectives.

IT Vision Statement:

“To be recognized as an effective technology leader and a catalyst for business

innovation.”

IT Mission Statement:

“Gwinnett County’s IT Department is committed to empowering business stakeholders

with technology and services that facilitate effective processes, collaboration, and

communication. We accomplish this by: developing skilled IT staff with a professional,

customer‐oriented mindset, fostering and maintaining valuable partnerships with

business units, and providing a stable, secure, and highly integrated computing

environment.”

The Info‐Tech IT Maturity Ladder

Info‐Tech’s IT Strategic Framework utilizes an IT Maturity Ladder to denote the different levels of

maturity for an IT department. A higher position on the ladder is not always better for every

organization ‐ climbing the ladder comes at a cost, and being at the top of the ladder, an Innovator, can

be very expensive. Through discussions with key business and technology leaders, the optimal target

state for Gwinnett County IT was determined to be a “Business Partner.”

At this level, the IT organization will work closely together with the County departments to solve real‐

world problems, provide valuable advice, and improve the quality of services to the business partners

and Gwinnett citizens.

Through the refreshed IT vision, mission, and strategic plan, IT aims to become a true enabler of

business execution.

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Figure 3: The Info‐Tech IT Maturity Ladder

Working Together as a Single, Unified Team We believe by working hard as individuals, we can make significant accomplishments. Working in unison

and in the same direction, we ensure Gwinnett County is one of the best places in the world to live and

do business. All Gwinnett County departments will work synchronously to accomplish departmental

goals that drive the achievement of County goals.

To ensure that IT’s goals were created to support the direction of the County, the Gwinnett IT employed

a rigorous methodology and framework that derived IT’s future direction by analyzing how the overall

County strategy should be enabled by technology and technology services.

IT’s Biggest Opportunities for the Future In speaking with our business partners and IT leaders within the County, several clear opportunities

surfaced that will strategically empower the County:

1. County‐wide collaboration

Every department works hard to achieve its goals, but sometimes it’s hard to know what other

departments are working on and how we can unite to work more efficiently and effectively together.

One area where this is evident is in the sharing of information between departments. Many

departments in the County, especially complimentary departments, such as those that provide

emergency services, could achieve synergies through working more closely together. For example,

each department has a need for efficient call dispatching. When investigating Computer‐Aided

Dispatch systems, it may be possible to improve effectiveness and efficiency of dispatch of

Gwinnet IT

Target State

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emergency services if they were to share the same systems. An Enterprise perspective will help us to

make better technology decisions. When we understand and consider the needs of other

departments, we can make better decisions implementing technology that brings broadly received

benefits, rather than a patchwork of single‐purpose solutions. For example, multiple departments

that have the need to store and manage resident information can share their funds to implement

one solution that stores all the information in a single accurate database as opposed to each

department buying and managing their data solutions separately. IT can help in facilitating this

mindset and process so that the organization is always working towards common goals and

solutions.

2. Recruiting and developing talent from the growing Gwinnett community

The increasing population in Gwinnett means more people need services from the County, and it

also means that the number of talented people in the community is growing. Much of this growth is

of the younger demographic that can grow in and with Gwinnett and hone their talents to benefit

our community. The potential talent growth will continue to make Gwinnett County an attractive

place for both employees and employers and provide Gwinnett County Government IT with the

much needed boost of young, enthusiastic talent to keep introducing state‐of‐the‐art IT services.

3. Increasing IT value through partnering with County Departments

Feedback from across County Government clearly showed that other County departments are

looking to IT to help them identify problems, analyze requirements, and develop solutions. The IT

Department has already introduced Business Relationship Consultants, specialized staff whose

primary role is to act as a direct connection between IT and the other County departments. Those

departments who have already engaged with the Business Relationship Consultants reported much

higher satisfaction with IT services, which is driving the expansion of this program. This new program,

and the close interaction that it will achieve, is significantly increasing the total value that IT

contributes to other departments.

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IT’s Role in Supporting County Priorities

How IT Will Support Gwinnet County’s Strategic Priorities At first glance, it may not be obvious how IT will play a role in helping Gwinnett County achieve the

strategic priorities that it has set out. By utilizing formal structured analysis techniques, we have been

able to clearly determine how IT can play an integral part of making Gwinnett County a dynamic, vibrant

community.

Mobility and Access: Ensuring Mobility and Access through effective land use planning, and by providing

and maintaining an efficient transportation system that meets the diverse and evolving needs of our

community

Transportation infrastructure is no longer limited to highways and surface streets. In fact, much of what

we transport today goes well beyond physical objects and into the digital world. Our community needs

to be connected, all the time. We will strive to provide reliable network connections to our County

employees and support the transportation infrastructure that supports mobility needs of residents and

visitors. This includes supporting smart transit by ensuring that there is enough capacity in the networks

to move all the data needed to keep the traffic and public transit flowing smoothly. We must ensure

sufficient bandwidth and capacity to manage the ever‐increasing amount of information and data from

sensors on vehicles and roads, helping emergency vehicles talk to hospitals, and potentially providing

special corridors that sync to signal lights to allow emergency vehicles to pass through quickly.

The comprehensive information network must go beyond the immediate needs of today and be

prepared for the technology needs of tomorrow. Support for technologies including police body

cameras and emergency services communications is critical; and these technologies need a high‐speed,

high‐capacity network to work effectively. As the County grows, our network needs to scale and grow

with the needs of the community. Coverage will also need to be increased to cover open areas, including

parks, which are not adequately serviced by telecom companies.

In addition to coverage and capacity, we aim to simplify how our residents can access relevant County

information and services and to be able to interact and communicate with the County Government in

any of the many languages that are used every day in our County.

Healthy Gwinnett: Ensure a Safe Community by providing superior and comprehensive services and

engaging partners to create a Healthy Gwinnett

Access to a common, shared source of information is fundamental to keeping the public safe and

healthy. For example, the different judicial branches and emergency services, such as Police, Fire, and

Sheriff’s Office, can benefit from sharing and analysing a common set of data together to uncover

potential risks to safety and health of the people in the community. If we can expand this information

sharing beyond the County boundaries and exchange information with other neighboring counties, the

extended knowledge and insight can bring even greater community safety.

Some of the information we are targeting for enhancement is the geographical mapping information of

our trails, sidewalks, and public transportation. The better we know our community, the safer it

becomes.

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In our connected world, we are seeing online security become more and more paramount. We are

taking cybersecurity extremely seriously. The Chief Information Officer and Division Director of

Information Security work closely together to grow and mature the Cyber Security Program with the

goal of identifying and reducing risk to our information and data to acceptable levels. There are security

initiatives that are already in progress and more planned as the County seeks to implement a NIST‐based

Cyber Security Program to keep the County systems and information secure. These initiatives will

increase the County’s ability to prevent, detect, respond and recover effectively to cyber incidents.

Smart and Sustainable Government: Maintaining a Smart and Sustainable Government by consistently

operating based on sound reasoning and best practices with a long‐term focus

Our citizens work hard for their money and we will continue to be careful and prudent with how we

spend in IT. This means leveraging smart, emerging technologies to increase the efficiency of our

operations, improve our use of energy and resources, and enhance the quality of the IT services that we

deliver. For the County, this means leveraging shared solutions and technologies to reduce operational

costs, and for the residents, bringing technology to the community, including smart water meters that

detect leaks and reduce waste. Gathering and organizing these kinds of data can also help inform us of

trends in resource usage and to improve planning and efficiency decisions for the future.

The environment continues to be a priority in ensuring the livability of Gwinnett and we continue to

embrace green technologies and deliver benefits of green initiatives to help our residents, community,

and global environment become healthier and more energy‐efficient. We will minimize our consumption

of energy wherever possible and optimize our use of high‐consumption operations, including data

centers.

Sustainable government also means an “always‐on” government. Through proactive planning,

innovative thinking and effective risk management, IT will have strategies to ensure that technology is

always operating when it is needed and have backup plans in place for when any unforeseen issues

occur. Furthermore, through public‐private partnerships, we continue to augment our information

security, early detection and response capability to ensure continuity operation can be sustained.

Listening and Engagement: Through active Listening and Engagement with our community, we will tell

our story and report our actions through multiple platforms

County residents have a right to be aware of County activities, and likewise, the County needs to be

aware of the needs and opinions of its citizens. We have a diverse demographic in Gwinnett County and

different people prefer to engage with the County in different ways. We want to connect with everyone.

As a result, multiple communication channels, including text messaging, email, postal mail, telephone,

websites, mobile applications, social, and digital may be necessary to meet the needs of those we serve.

Since Gwinnett County is a diverse community, we wish to be inclusive and support the variety of

languages spoken.

County IT can play a role to help increase the engagement of our residents, by providing ways they can

connect digitally; places, for example, where they could share thoughts, opinions, photos, and videos

related to Gwinnett. We can get to know our residents better and provide a place for the community to

come together.

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IT will continue to work on improving the experience of our County website and wherever the public

engages us through technology – bringing more ease, speed, and consistency in their experience when

interacting with the County. We recognize that the citizens expect to be able to interact with

government and seek services from anywhere and anytime through a wide variety of devices.

Strong and Vibrantly Connected Economy: Grow and maintain a Strong and Vibrantly Connected

Economy by partnering with all citizens to foster, expand and support businesses, development and

redevelopment to achieve a thriving community

As the population grows, the County needs to work hard to help the economy grow stronger and more

vibrant to improve the lives of residents. This means IT needs to prepare for the increase in demand that

will be placed on the County’s technology infrastructure and have plans to support the growing number

of businesses, residents, traffic, and public transit. IT can help the economy by helping the County and

its residents effectively do their jobs with reliable technologies and government services that support

them.

We are also committed to leveraging our vibrant community to find, hire, and develop talented

individuals to work in County IT.

Livability and Comfort: Cultivating a strong community through collaboration and partnerships that

promotes Livability and Comfort

As the County grows, it is important that residents have access to everything they need in close

proximity. It is important that we can comfortably move around our County and address our home,

work, entertainment, and business needs quickly and easily. County IT plays a role to ensure that our

technology is sufficient to support this ease of access. Smart technology can help to manage the

increase in traffic and public transportation usage so critical in keeping people moving smoothly among

the places where they live, work, and play. By making Gwinnett County services available online and

accessible via different mobile technologies, we can meet our citizens’ needs while they are on the go.

21

Our IT Departmental Goals In order to attain the IT vision, we created a set of strategic IT goals that enable us to achieve that vision,

and in turn, enable the achievement of the County goals. The following seven IT strategic goals will

guide IT’s journey towards an ideal future while supporting and enabling the entire County.

Goal 1: Be a Reliable Provider of Secure Technology to the Organization

Goal 2: Optimize the Cost to Deliver IT

Goal 3: Be a Trusted Technology Advisor to the Organization

Goal 4: Be the Steward of the Organization’s Information Assets

Goal 5: Promote Business Process Innovation Through Technology

Goal 6: Create Highly Skilled and Performing Teams

Goal 7: Deliver Customer Service Excellence

Figure 4: Alignment of IT Goals to County Goals

When creating the IT goals, great care was taken to ensure that these goals explicitly enable the

direction of the County. The IT goals were derived from the County goals and in alignment with other

departments’ goals. As such, we can be certain that the initiatives that IT will deliver will directly support

the County in its strategic direction.

IT Strategic Goals

County Goals

Mobility & Access

Safe & Healthy Community

Smart & Sustainable Government

Communication & Engagement

Strong & Vibrant Local Economy

Livability & Comfort

Be a Reliable Provider of Secure Technology to

the Organization

Optimize the Cost to Deliver IT

Be a Trusted Technology Advisor to

the Organization

Be the Steward of the Organization’s

Information Assets

Promote Business Process Innovation

Through Technology

Create Highly Skilled and Performing Teams

Deliver Customer Service Excellence

Supports

22

IT Goal 1: Be a Reliable Provider of Secure Technology to the Organization Goal Description

o Networks and technology services are always available with minimal disruptions to the

people who rely on them

o The technologies provided have appropriate amount of security to protect important

County and personal information while not creating obstacles for the people who need

access to perform their duties

Business Benefits

o The technology always works smoothly and reliably, even when there are temporary

increases in demand for services

o There are plans for possible emergency situations and strong protection against loss,

damage, and theft

o If issues do occur, there are quick responses prepared to get the technology up and

running fast

How it Supports the County’s Strategic Goals

o Technology is always available to support communication and information access for

residents and keep everything running to ensure smooth business operations and flow

of traffic around the County

Risks & Dependencies

o Being “always on” can be expensive

o High security requires cultural change

o As the county becomes more attractive, it becomes a bigger target for attackers, leading

to increasing investment needs

IT Goal 2: Optimize the Cost to Deliver IT Goal Description

o IT can analyze the needs of many departments to save costs through economies of scale

and implement technologies that automate or simplify processes

Business Benefits

o IT can help implement enterprise solutions meeting the needs of many different groups,

instead of having many overlapping single solutions

This means allocating and utilizing valuable taxpayer dollars effectively and

lowering costs for day to day activities that can free up funding for business

projects focused more on innovation and improvement


o Cost optimization keeps the government technologies smart and sustainable

o Common solutions are less expensive to maintain and support than a large number of

unique systems


o Cutting costs too far could impact the quality of services or outcome of projects

o Reducing short‐term costs could have long‐term implications, and result sub‐optimal

outcomes

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IT Goal 3: Be a Trusted Technology Advisor to the Organization Goal Description

o IT will partner with the County departments to better understand their needs, and

collaborate to explore technologies to address those needs

o IT will proactively seek out opportunities where technology can help Business Partners

to drive innovation and enhance business processes to improve how they do things

Business Benefits

o The County departments will have a trusted partner in IT that understands and listens to

their needs and collaborates together to create holistic, “big‐picture” solutions that can

benefit many parts of the County


o Working closely together with the business to advise them on technology can lead to

more innovative solutions which can help the County better serve the community by

keeping them safe, making transportation more efficient, and enabling citizens to work

efficiently to improve the economy

o Closer collaboration will help communications not just between departments but with

the broader public on informing them of what is happening in various functions within

the County


o Too much analysis can lead to unnecessary delays

o Overemphasis on shared solutions could obscure certain important, unique needs of

some departments

o Implementing shared solutions is complex and high‐effort

IT Goal 4: Be the Steward of the Organization’s Information Assets Goal Description

o Carefully manage the information and data in the organization to make sure that they

are secure and of high quality

o Develop a strategy to make sure that relevant data is captured and stored so that it can

be properly analyzed for insights

Business Benefits

o The business will be able to work together with IT and other groups in the County to

create a data strategy for gathering and storing useful data that is high quality, secure,

and can be shared by many departments to look at trends and make decisions


o By better managing data and information, the County can use smart technologies to

better anticipate what the County residents need to improve their quality of life in

Gwinnett County

The data can help emergency services respond better to situations, respond

faster to residents’ requests, and improve the quality of services that matter

most to residents


o More data leads to greater management and security needs

o Insufficient resources and tools to effectively meet security challenges

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IT Goal 5: Promote Business Process Innovation Through Technology Goal Description

o Work closely with the County departments to uncover ways to innovate business

processes through technology

The innovation may improve the efficiencies of processes through automation

or completely revamp the way that business is done to vastly improve services,

increase efficiencies, and reduce costs

Business Benefits

o Innovating business processes can help County employees do their jobs better and feel

better about their work to improve their satisfaction and retention

o These innovations can also introduce new and modern technologies that can improve

the quality of service and life for Gwinnett County citizens


o More innovative solutions can help the County better serve its community by keeping

them safe, make transportation more efficient, and enable citizens to work efficiently

and improve the economy


o Innovation can be expensive

o Innovation projects have a high rate of failure

o The IT foundation and basic services need to be stabilized before significant innovation

efforts can take place

IT Goal 6: Create Highly Skilled and Performing Teams Goal Description

o Provide opportunities for IT staff to develop their skills to help them grow with their

roles

o Attract and hire talented individuals and empower them in building skills through

training and experience and developing their career at Gwinnett County IT

o Give people who work in the County better training so that they can use technology and

applications more effectively to make their jobs easier

Business Benefits

o Having talented and skilled people working in IT will lead to more productive people,

better decision making, and higher quality of work to support the business

They will be able to communicate better with IT personnel to share their ideas

and benefit from higher success rate of projects


o Developing skills and capability in the IT Department means that the team can take on

more challenging and innovative projects, complete them faster, and deliver higher

quality on their products and services

Providing higher quality of services will positively impact all the strategic County

goals

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o Highly skilled and trained employees have greater job mobility which could pose

challenges to retain them

o May not be able to sufficiently cross‐train others leading to skills shortages

IT Goal 7: Deliver Customer Service Excellence Goal Description

o IT will dedicate our efforts to delivering excellent customer service to our County

departments and Gwinnett County residents and visitors who need governmental

services

Business Benefits

o With excellent customer service, the business partners that we work with as well as the

County residents and visitors that rely on us will have excellent experiences with their

technology services that will improve their satisfaction and engagement


o Excellent customer service made possible through quick response to technical & system

needs will enable all County departments to meet their mission in supporting the

County’s strategic goals


o Higher user expectations, making it more challenging to meet those expectations

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Achieving Our Goals The IT Department will achieve its seven strategic goals by effectively executing in several high priority

areas. The conversations between business and technology leaders that took place during the Strategic

Planning Workshop have led to identifying the “IT capabilities” which enable the delivery of high quality

IT services to the County as well as allow IT to achieve its seven IT goals.

As highlighted in Figure 4, some of these IT capabilities are more important than others in their

contribution to achieving our IT strategic goals, and we have decided to focus on these key areas in

order to accelerate our progress towards achieving our IT strategic goals (The high priority areas are

highlighted in blue).

Figure 5: High‐Priority IT Capabilities at Gwinnett

High Priority IT Areas: The IT areas that were determined to be high‐priority and offer the most in contributing to our strategic

goals are:

Business Relationship Management: Managing the relationship between the County

departments and IT to ensure they are effectively working together.

Disaster Recovery: Prepare the County to recover quickly from any natural or human‐induced

disasters and return technology to an adequate operational state.

High Availability: For priority technologies, ensuring that their delivery of services is never

interrupted, and can always provide service to the County.

Quality Management: Ensuring that the County’s services and data are of high quality,

especially for those related to technology.

Resource Capacity Management: Allocating resources to appropriate tasks to maximize the

utilization of resources and throughput of work.

Security Management

Systems Administration

24x7 Operations

Monitoring

Disaster Recovery

High Availability

Infrastructure Management

Asset Lifecycle Management

Knowledge Management

Service Management

Risk Management

Financial Management

Contract Management

Vendor Management

Project Management

Sourcing

Project Portfolio Mgmt.

Contract Portfolio Mgmt.

Stakeholder Management

Bus. Process Optimization

Bus. Relation. Management

Requirements Gathering

Business Analysis

Values and Respect

Data Management

Data Governance

Records Management

Reporting

BI & Analytics

Data Integration

Training

Advocacy & Promotion

Application Lifecycle Mgmt.

Succession Management

Collaboration

Strategic Planning

Resource Capacity Mgmt.

Cultural Transformation

Leadership

Continuous Improvement

Enterprise Architecture

Innovation

Business Knowledge

Technology Knowledge

Compliance

Talent Management

Quality Management

Application Portfolio Mgmt.

IT Governance

Business Continuity Plan

Legend

27

Security Management: Keeping the people, buildings, machines, systems, data, and any other

technologies safe and secure from any potential attacks.

Service Management: Assuring that the right IT services are being provided at the level the

County needs, and troubleshooting or restoring those services in a timely manner, when

necessary.

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IT Strategy Implementation (Graphics page)

29

Implementation Plan In order to enhance IT’s high priority areas, we have identified a series of initiatives to bring us to the

level we need to be to achieve our goals. We plan to complete these initiatives between 2018 – 2020.

IT Initiatives Required to Achieve the IT Department Goals Strategic IT Initiatives

This table shows the IT capabilities identified as high priority and maps the key initiatives required to

enhance each of these IT capabilities to their required performance level.

High Priority IT Areas

Resource Management

Quality Management

Service Management

Security Management

High Availability and Disaster Recovery

Business Relationship Management

Strategic Initiatives

Resource Management

Program

Quality Management

Program

Service Management

Program

Cyber Security Program

HA & DR Assessment

Hire 2 Business

Relationship Consultants

Ubiquitous Connectivity Program

Risk Management Program/ DR

Plan

Refine Process and Document

Key Applications

HA

HA & DR Standards

Create Business Continuity

Plan Requirements

Strategic IT Initiative Program Details

The table below describes each of the initiatives that will be completed in order to enhance our priority

areas.

IT Area Initiative(s) Details Initiative Description

Resource Capacity Management

Resource Management Program • Time‐Tracking Tool • PPM Tool (Resource Management) • Sourcing Strategy • Workforce Management System

Improving the ability to manage the County IT employees’ time, availability, and skills to make sure that there are enough people to perform all the technology related work needed in the County.

30

IT Area Initiative(s) Details Initiative Description

Quality Management

Quality Management Program • Data Validation/ Quality • Documentation (Best Practices) • Quality Assurance & Quality

Control • Assessment

Ensure that the data captured and managed by the organization is high quality – and that it is accurate and useful.

Ubiquitous Connectivity • Mobile Communications Coverage • Mobility • Assessments Remediation

Provide connection that is always available from anywhere in the County and can handle large amounts of data that need to be delivered over the networks.

Service Management

Build Service Management Program Managing technology services to customers in the County departments and the community. Improving how IT responds and resolves issues after customers contact them for help.

Security Management

Cybersecurity Program (Some of these projects are already funded) • Regulatory Compliance • End User Training/ Awareness • Data Encryption • Multi‐Factor Authentication • Enterprise Security Plan • Security Software • ISE Project • Managed Security Services • Data Loss Prevention

Making sure that the systems and data within the County are kept safe. This means using many proven ways to safeguard the County.


High Availability and Disaster Recovery Assessment

Developing plans to have critical applications always running and available. Assessing the state of the technology today and developing plans to mitigate disasters.

Risk Management Program, Disaster Recovery Plan

High Availability for Key Applications

High Availability and Disaster Recovery Standards

Create Business Continuity Plan and Requirements


Hire 2 Business Relationship Consultants

Continuing to improve the relationship between the business and the IT department with dedicated people to facilitate communications between the two groups.

BRM Refine Process and Document

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Foundational IT Initiatives (Ongoing)

In addition to the initiatives that directly enable the improvement of our high‐priority areas, there are

foundational areas which must be addressed first. These foundational areas provide a stable IT

environment and basis for advancing the County into the future.

IT Area Initiative Initiative Description

Foundational Initiatives

Public Safety Projects

Projects that use technology to keep the Gwinnett community safe

Infrastructure Projects

Ensuring that the IT infrastructure, the backbone that enables all the technology to run, is healthy and robust

Enterprise Apps Projects

Making applications that are used in the County by employees and residents reliable and useful

End User Support projects

Projects to make sure that the people using IT’s services and applications can receive proper help when they have issues

Business Projects Projects to make sure that technologies are properly supporting business needs

Prioritization of IT Initiatives While all of these initiatives are worthy of immediate implementation, we must recognize the very real

limitations of funding, resources, skills, and pace of organizational change. As a result, we prioritized the

order in which we will execute these initiatives based on several carefully selected criteria: strategic

alignment, realization of value, and risk exposure.

Prioritization Criteria

1. Strategic Alignment: The initiatives must improve IT’s ability to support Gwinnett County’s daily

operations while enabling the organization to achieve its goals relating to the delivery of citizen

services.

2. Realization of Value: The initiatives must yield a high value for effort expended, realize value

quickly, and have minimal business disruption.

3. Risk Exposure: The risk of not completing the initiative exposes the County to risks, potentially

including failure to comply with legislation, financial penalties, susceptibility to security breaches,

and anything that could cause our constituents to lose trust in County government.

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IT Strategic Roadmap: 2018‐2020 Based on the results of prioritization of initiatives, we developed a strategic roadmap to illustrate when

these initiatives will be executed and when they will complete. IT will focus on these initiatives over the

next three years in order to bring us closer to meeting our goals, and making Gwinnett County an even

better place to live and do business.

Closing Remarks Technology is moving at a breathtaking pace and transforming the world before us, and this strategic

plan is intended to serve as a guiding framework for IT in this fast, dynamic, and ambiguous

environment while IT works to achieve its goals, and in turn, support the County’s goals. The Gwinnett

County IT Department is made of up of talented individuals who care deeply about our community. With

our clear direction and dedicated people, we are confident that we will be supporting, enabling, and

driving the County into its bright future.

IT Strategic Roadmap 2018 2019 2020

Program Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Cyber Security Program

HA & DR Assessment

Risk Management Program (Including DR Plan)

HA & DR Standards


Infrastructure Projects

Resource Management Program

Key Applications - High Availability

Public Safety Projects

Service Management Program

Enterprise Applications Projects

Business Projects

Create BCP/ Requirements


Hire Two BRCs

Quality Management Program

End User Support Projects

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Acknowledgements This IT Strategic Plan could not have been developed without the generous contributions of time, effort,

and insight from across all County government. Thank you for your support – we would not have been

successful without your help:

The County Administrator, Departmental leaders and staff for providing time for discussion and

feedback

County departments for completing a service satisfaction survey and attending working sessions

IT leadership and staff for participating in intensive strategy workshop sessions and completing

assessments

The community for providing input to make Gwinnett better

34

Appendix A: IT Initiatives Required to Support Each of the IT Goals The table below shows how the IT initiatives introduced in this strategic plan support the IT capabilities

which in turn support the IT goals.

IT Department Goal 1: Be a Reliable Provider of Secure Technology to the Organization

IT Goal #1 High Priority Capabilities Supporting IT Initiatives

Quality Management Ubiquitous Connectivity Program

Quality Management Program (e.g. Six Sigma)

Security Management Cyber Security Program

High Availability and Disaster Recovery HA & DR Assessment

Risk Management Program (Including DR Plan)

HA & DR Standards

Key Applications ‐ High Availability


Service Management Service Management Program

IT Department Goal 2: Optimize the Cost to Deliver IT




IT Department Goal 3: Be a Trusted Technology Advisor to the Organization






Hire Two Business Relationship Consultants

IT Department Goal 4: Be the Steward of the Organization’s Information Assets





IT Department Goal 5: Promote Business Process Innovation Through Technology




IT Department Goal 6: Create Highly Skilled and Performing Teams


35



Resource Capacity Management Resource Management Program


IT Department Goal 7: Deliver Customer Service Excellence

IT Goal #7 High Priority Capabilities (All Capabilities)

Supporting IT Initiatives (All Initiatives)

Resource Capacity Management Resource Management Program

Quality Management

Quality Management Program





HA & DR Assessment

Risk Management Program/ DR Plan

Key Applications for High Availability HA

HA & DR Standards


Business Relationship Management Hire Two Business Relationship Consultants

Refine Process and Document

36

Appendix B: Info‐Tech IT Strategic Planning Methodology

Info‐Tech Research Group Inc. (“Info‐Tech”) provides research, advisory and professional services to IT

organizations. We have over 5,000 member organizations and 30,000+ paying IT members from whom

to draw insight and best practices.

Info‐Tech has extensive experience of assessing and developing IT Strategy for IT departments in

government organizations, with a proven IT Strategy framework which enabled us to provide training,

facilitation, and documentation to help the Gwinnett County team build their IT Strategy.

The Info‐Tech team collaborated closely with the Gwinnett business and IT leadership to accomplish the

following during our engagement, while reflecting generally accepted industry best practices and

pragmatic experience from similar companies:

Identify the current business goals, environment, and objectives to ensure the technology

strategy is aligned with the enterprise strategy.

Establish the desired targets for business and IT capabilities to outline clear short‐term,

medium‐term and long‐term initiatives that can then be translated into operational plans.

Assess the current IT and business performance and capabilities to determine areas for

improvement or change.

Determine the gaps between the current state of IT and target state required to support the

business to make IT a value driver for the enterprise.

Create a roadmap of the short and long‐term IT initiatives required to achieve the business

strategy to establish clear assignment of accountability for delivery of IT initiatives.

IT Strategy Survey Inputs:

The IT Strategic Plan leveraged inputs from diagnostics surveys deployed by Info‐Tech that assessed IT‐

business alignment, current state capabilities, and business satisfaction with IT services.

CEO‐CIO Alignment Program

The CEO‐CIO Alignment program is a diagnostic survey conducted prior to the workshop to investigate

the opinions and perspectives of business and IT leaderships. The goal was to uncover areas of

alignment and divergence between the leaders’ perspectives, directions, and goals for IT and the

organization. Our facilitators worked with Gwinnet County to analyze results and utilize this information

during strategic planning exercises. The report included:

IT – Business Alignment

The diagnostic measures:

• The alignment of IT with business leadership along six key dimensions • The beliefs regarding IT’s

level of maturity, both

current and future

37

Management & Governance Diagnostic

The Management & Governance program is a COBIT‐aligned diagnostic survey conducted prior to the

workshop to better understand the operations of IT. The IT department self‐assessed to determine

which IT processes are most important and which processes are done most effectively. It also

ascertained process accountability, to ensure that process ownership is clear. Our facilitators worked

with Gwinnet County to analyze results and utilize this information during strategic planning exercises.

The report includes:

IT Processes

The diagnostic measures:

• The efficacy of IT processes, • The importance of IT processes, and • The accountability for IT process delivery.

CIO Business Vision Diagnostic

The CIO Business Vision Program is a diagnostic survey conducted prior to the workshop to gauge key

business stakeholder satisfaction with core IT services. Our facilitators worked with Gwinnett County to

analyze results and utilize this information during strategic planning exercises. The report includes:

IT Satisfaction Report Card

A scorecard which measures the satisfaction of

your key decision makers.

• Overall IT Satisfaction & Value

• IT Relationship Satisfaction

• Top Business Priorities

• Core Services Satisfaction

38

Framework

Our methodology utilized a structured, three‐stage framework to enable an inclusive approach to

creating an IT Strategy program:

The resultant output from successfully completing the Info‐Tech IT Strategy Program is the IT Strategy

represented in this document.

Implications on IT

Business Context

IT Strategy Scope

IT Guiding Principles

Vision/Mission Statements

IT Strategic Goals

Target Maturity Ladder

IT SWOT

CIO Business Vision Diagnostic

Current Initiatives

Current IT Budget

Gap Assessment

Projected IT Budget

Future IT Initiative

Prioritized Initiatives

Strategy Risk

Roadmap

Communication Plan

Refresh Plan

Approval

Target State

Current State

Initiatives & Roadmap

1

2

3

IT Capabilities

Current Capabilities

Management &Governance Diagnostic

Current Maturity Ladder

Documents

2018-2020 IT Strategic Plan DRAFT - gwinnettcounty.com · Be a Trusted Technology Advisor to the Organization o The County departments will have a trusted partner in IT; a partner