Goal 1: Assist the County in improving the quality of services delivered to the community.

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Goals and Objectives

Goals and Objectives

The Information Management Services Strategic Plan has seven goals and a number of assigned objectives. Each objective has supporting critical success factors and tactical actions. These factors and actions are measurable activities. This approach will assist the County and the IMS Division in determining how much progress is being made at any given time. These success factors and tactical actions will also assist the County to plan and prioritize any information technology related activity. IMS will use this Strategic Plan in determining tactical or operational yearly work plans, resource needs and constraints, and any financial implications. The left side of the Goals and Objectives section includes statements, quotes, and ideas from a variety of origins including customers, county management, other Information Technology Strategic Plans, information technology trade magazines, and IMS staff.

“Information Management

Services is expected to

investigate, pilot, and apply

appropriate technologies to

allow our constituents greater

choices in how they access and

receive County services.”

“Information Management

Services’ responsibilities

include aligning business

driven technology plans with

customer’s strategies to better

serve the public

.”

Goal 1: Assist the County in improving the quality of services

delivered to the community.

Objective 1.1: Expand the ability of constituents to conduct business with the

County electronically.

Critical Success Factors and Tactical Actions:

1.1.1 Create a policy that governs public access to computer information systems.

1.1.2 Apply appropriate fee structures to support public access to information.

1.1.3 Partner with County departments to determine what services can be delivered by alternative methods. Work with Community Information Officer to research and market alternative methods. 1.1.4 Implement public access technologies that offer a variety of

access methods.

1.1.5 Perform a study and/or prototype that determines the possibility of providing a “one-stop-shop” delivery of certain County services electronically (and potentially other government services offered from City of Fort Collins or Poudre School District) via the web, kiosks, electronic data interchange (EDI), and “smart card” technologies.

1.1.6 Offer Geographic Information Systems (GIS) information and maps electronically to customers.

1.1.7 Create a Constituent Tracking System that will allow the County to track, respond, and report on constituent correspondence issues so the County can identify areas of improvement or where we are doing well.

Objective 1.2: Enhance the County web server to be more interactive and to

gather information as well as deliver it.

Critical Success Factors and Tactical Actions:

1.2.1 Determine best use of multimedia (voice and video) applications on the County web server and pilot at least one.

1.2.2 Work with Community Information Officer to assess and identify “electronic survey” projects or viable “chat” subjects and pilot at

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“Information systems are

critical to our everyday

business…we should plan and

budget for them to be replaced

and/or upgraded based on

industry standard life cycles”

“For us to work effectively

together as an organization we

must all have the same grade of

equipment and software

available for our employees. We

don’t want technology haves

and have nots.”

least one.

1.2.3 Provide an internet mapping web browser that can access County GIS data.

Goal 2:

Ensure that the County’s future technology needs and

Information Management Services are planned,

strategically aligned, and prioritized according to County

needs and objectives.

Objective 2.1: Create Information Management Services committee or

governing structures.

Critical Success Factors and Tactical Actions:

2.1.1 Create executive level committee that includes elected officials, chief deputies, and other appropriate County senior management who are empowered to prioritize major information technology projects, approve fee structures, and approve all hardware and software standards for Larimer County.

2.1.2 Create technology focus groups to deal with specific issues and make recommendations to the executive level committee. Focus groups would include Standards Committee, GIS and Mapping Implementation Team, Telecommunications Liaisons, Records Liaisons, etc.

2.1.3 Evaluate the creation of other focus groups for the Information Support Services Department to assist in determining the direction of mail services (bar coding, pre-sorting, mail automation), micrographics, print shop, and other communication services to maximize County resources.

Objective 2.2: Ensure that the County has a strategy to replace and fund

large information technology projects.

Critical Success Factors and Tactical Actions:

2.2.1 Establish a plan that encompasses the direction of all major mission critical systems that are not Year 2000 compliant. County departments and the Board of County Commissioners (BOCC) must be committed to the plan both financially and as a priority.

2.2.2 Create software and system replacement plan similar to hardware and PC replacement plan currently being used. 2.2.3 Create a funding plan focused on increasing the hardware

capacities of County database servers, application servers, imaging server, and infrastructure to provide for performance demands of new or migrated systems.

Objective 2.3: Ensure that all Personnel Computers (PCs) and County

standard commercial-off-the-shelf (COTS) software packages

are upgraded on the same time interval across the County.

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“Aligning information

technology with corporate

goals and objectives is a top

priority for Chief Information

Officers with Fortune 500

companies“

“Successful organizations will

learn to apply and integrate

information technology as part

of an improvement process and

not as a separate item.”

“One of our objectives is to

become a best-in-class

Information Management

Services organization that is

customer centric and adds

value to the organization.”

2.3.1 Maximize the economies of scale by funding all COTS software (MS Office - Word, Excel, PowerPoint, Access, GroupWise E-mail, Information Explorer Browser, MS Windows operating system, etc.) upgrades through the General Fund, and managed by IMS.

2.3.2 Refine replacement plan to include standard life of PCs, file servers, communications equipment, peripheral equipment, etc. across the organization.

Objective 2.4: Link information technology projects to County or division

goals, objectives, and plans.

Critical Success Factors and Tactical Actions:

2.4.1 Review the County Strategic Plan, BOCC yearly work plan, and division and department plans yearly.

2.4.2 Meet with BOCC, executive level committee, cabinet, divisions, and other customers throughout the third and fourth quarters to determine needs and priorities and update Information Management Strategic Plan accordingly.

2.4.3 Create an Information Management Services tactical or operational yearly work plan that is in line with County priorities.

Objective 2.5: Apply information technology to solve a problem, improve

service, or directly address a business need.

Critical Success Factors and Tactical Actions:

2.5.1 Assist divisions and departments in creating service proposals that integrate technology into the solution.

2.5.2 Create IMS division and departmental mission, goals, and objectives that are derived from the need for our services as specified by County divisions and departments.

2.5.3 Advertise to provide consulting services to evaluate the application of technology where appropriate.

Goal 3:

Create an Information Management Services Division that

is customer focused, adds value to the organization,

maintains a competitive advantage with private sector

solutions, applies new technologies, and utilizes current

“best practices” for the Information Management Services

field.

Objective 3.1: Embrace and follow the philosophy outlined in the County

Customer Service Policy to improve customer service.

Critical Success Factors and Tactical Actions:

3.1.1 Develop and implement ongoing customer service improvement methods, performance measurements and practices that are integrated into our regular service and product delivery. Customer service measurement results will be an integral part of quarterly reports to customers.

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“Employees are our best

asset…we should continually

train and invest in them.”

“IMS employees are our

technology leaders…”

“With the rapid pace of change

in the technology industry it is

very important that IMS staff

keep up with technology and

determine which ones are

appropriate for use at Larimer

County.”

“Since the demand for talented

information systems

professionals is high right now

,we must find creative ways to

maintain the excellent staff that

we currently have.”

“I would like to see

programmer/analysts working

directly with customers on site

more often. This will help them

3.1.3 Review customer satisfaction as part of quarterly progress reports.

3.1.4 Implement pre and post measurement of customer satisfaction for project oriented work.

3.1.5 Develop an employee and team recognition program for outstanding customer service.

Objective 3.2:

Create and maintain a highly motivated and dedicated skilled

work force that is organized to better serve customer needs.

Critical Success Factors and Tactical Actions:

3.2.1 Implement a team-based organizational structure to provide depth in support to reduce risk and provide better overall solutions. This approach will allow us to match “talent to task”. 3.2.2 Implement an individual professional development path for IMS

employees to develop new skills via training and self-directed education. IMS will implement the 80/20 rule (80% time for work, 20% for training, education, and administration) to foster the development of a well-trained, highly-skilled staff.

3.2.3 Evaluate a partnership with Colorado State University to develop an internship program to supplement IMS staff /training needs and provide a service to the community.

3.2.4 Develop and implement Management by Objectives where each employee has a map to reach individual and team goals. 3.2.5 Create and implement a Performance Management Plan and

other team and individual incentives for employees.

3.2.6 Provide opportunities for 100% of appropriate IMS staff to keep current with emerging technologies by obtaining additional funding for research and development and training. IMS staff will attend local technology awareness seminars.

3.2.7 Ensure that 100% of appropriate IMS staff attend business and/or technical conferences and read trade magazines and journals that pertain to our customers business and to the information technology field.

3.2.8 Identify and implement three small, low risk pilot projects that assist the County in evaluating the applicability of new technologies across the organization and assist IMS staff in keeping up with relevant technologies.

3.2.9 Require all IMS staff to “network” with professionals in their field from other organizations and local user groups.

3.2.10 Orient IMS staff to act more in a business analyst role.

Objective 3.3: Improve the overall quality of IMS products and services.

Critical Success Factors and Tactical Actions:

3.3.1 Improve the quality of automated solutions by spending a significant amount of time with the customer and learn their business. Have IMS personnel spend between four to eight hours a week at customer sites.

3.3.2 Implement “levels of support” where the system owner and the help desk operation, assist in the on-going support and training for software systems. This approach to support frees the IMS

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understand our business better

and add value when solving a

problem.”

“Educating clients about IMS

services and service levels will

help them be more accountable

and will assist in managing

customer expectation.”

“Information Management

should do whatever it takes to

improve the quality of

products and services they

deliver.”

“Information Technology and

Information Management

organizations must be

managed from a value

perspective, not simply a cost

perspective.”

“Calculating cost of service and

tracking billable hours for

programmer/analysts to develop new products rather than spend their time supporting existing systems.

3.3.3 Consult with division representatives routinely to assist in planning for technology advances.

3.3.4 Develop and implement service level descriptions for divisions that outline the levels of service for commodity items (network performance, communications infrastructure, and help desk services) and specialized needs where appropriate or required by the customer.

3.3.5 Evaluate and determine if there is a need or demand for IMS to have extended or weekend coverage for its services. If the need is there, identify options to determine feasibility.

3.3.6 Analyze the feasibility of consolidating mail room and copy services.

3.3.7 Evaluate the possibility of leasing or renting PCs and printers to grant funded departments.

3.3.8 Implement a quarterly report of services to customers that outline the services provided, performance measurement results, and plans for the future.

3.3.9 Create a common approach to software management including release-based maintenance and user groups that prioritize and manage requests.

3.3.10 Create a software development life cycle (SDLC).

3.3.11 Apply appropriate project management methods to all IMS projects. The method will vary, based on project scope.

3.3.12 Implement “push” technologies to disseminate important County information and to install software updates, anti-virus protection, software applications, and operating systems components. 3.3.13 Research and apply processes, procedures, and strategies

based on industry standard “best practices” that are implemented by “best in class” organizations.

3.3.14 Create IMS internal operating procedures (IOPS) accessed via the Bulletin Board. Train staff how to apply the procedures and update them regularly.

Objective 3.4: Capture and measure relevant financial information so we can

determine cost of services and remain competitive with “best in

class” organizations.

Critical Success Factors and Tactical Actions:

3.4.1 Evaluate and implement program-based budgeting, cost for service, and project accounting in the FMS where appropriate. 3.4.2 Employ at least two cost allocation algorithms to track costs; for

example, to fund a GroupWise mail system upgrade, a per mailbox cost would be calculated so the County can determine the cost per department.

3.4.3 Use a “return on investment” model as a determining feasibility factor for large projects.

3.4.4 Develop and implement a Resource Management system to track employee time as it relates to services, programs, and projects. Customers will access the system to request service and check status of that request on-line.

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Information Management

Services makes sense. Since

they are an internal service

organization, this will assist

other County departments in

determining their total cost of

service as well as identify

where IMS resources are being

consumed. This would be a

good management tool as long

as it is done on paper and we

don’t move money from one

pocket to the other.”

“Information Management

Services needs more staff and

funding so they can keep the

current systems in production

as well as spend time and

resources on projects that will

help the organization become

more efficient and effective in

the long run.”

“Geographic Information

Systems are becoming an

integral part of how local

government does much of its

business.”

“Your imagination may be the

only limit when it comes to GIS

technology.”

3.4.5 Develop a Public Information Access policy and cost of service recovery model for GIS mapping products, digital data products, and analytical services.

Objective 3.5:

Find a balance between operations and maintenance of

production systems and spend more time assisting

departments performing business analysis, re-engineering , and

developing new applications.

Critical Success Factors and Tactical Actions:

3.5.1 Allow for work on new projects in new technologies while working with customers to freeze systems that are at the end of their life-cycle or that will be replaced in the near future. Track hours worked in IMS Resource Management Systems and work with customers to maintain that IMS technical staff are spending 50% of their time on operations and maintenance of production systems and 50% of their time on major enhancements, new development, new systems implementation, or activities that assist customers to become more efficient or effective in the long run.

3.5.2 Measure and report resource usage to customer divisions and/or departments to better manage the required work.

Objective 3.6:

Monitor and evaluate the effectiveness of the newly

centralized GIS and Mapping Department.

Critical Success Factors and Tactical Actions:

3.6.1 Monitor the KLT ATLAS to ARC/INFO GIS Data Conversion process insuring the timely development of Control, Parcel/Property, Administrative, and Transportation coverage. 3.6.2 Monitor the ARC/INFO COGO Data Maintenance process

insuring access to current and accurate geographic base map coverage.

3.6.3 Monitor the monthly delivery of hard copy and digital map files to the Administrative Deputy Assessor.

3.6.4 Conduct semi-annual surveys to evaluate the effectiveness of educational outreach, technical support, map production, geographic analysis, application development, and support service description performance.

Objective 3.7: Design, implement, and support telecommunications and

trunking facilities.

Critical Success Factors and Tactical Actions:

3.7.1 Meet with customers to perform departmental needs assessments and to monitor satisfaction with voice services. 3.7.2 Maintain current equipment to provide peak performance. 3.7.3 Monitor revenues to provide for technology upgrades and

current service obligations.

3.7.4 Monitor communications traffic and analyze usage to plan for growth.

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“The telephone is still the main

technology used by our staff

and our customers to

communicate.”

“Timely and accurate billing

with the right amount of details

is what I am looking for.”

“Innovative products and

services, high-performance

business processes, improved

quality, and smart management

all ride on the back of

information sharing.”

“The underlying purpose of

information systems is to

support the productivity of

operations and

decision-making in organizations. This

can only be accomplished if

information is shared,

integrated, and accessible in

departments.

3.7.6 Continue to provide training on equipment and in new technologies to optimize usage.

3.7.7 Provide more expansive operator services to better assist departments.

Objective 3.8:

Provide optimal billing services and reporting of

Telecommunications Services.

Critical Success Factors and Tactical Actions:

3.8.1 Develop tools to assist department representatives in communicating their needs for design and changes to their configurations.

3.8.2 Provide clear reporting to assist departments in managing their existing telephone configurations and in cost management. 3.8.3 Train telephone representatives within each department to

better understand their role in providing service requests that make the best use of their department resources.

3.8.4 Provide notification of project timelines, due dates, completion of phases, and changes in deadlines.

Goal 4:

Provide appropriate systems, technologies, tools, and

training to efficiently share and use County information.

Objective 4.1:

Use technology to foster openness and integration of shared

information resources.

Critical Success Factors and Tactical Actions:

4.1.1 Coordinate development of core County information and departmental databases into a County-wide Data Warehouse to ensure benefit to the County as a whole.

4.1.2 Improve our current Imaging systems and work toward the integration of imaging with other County systems.

4.1.3 Develop and market training on the value of shared County information and how to access it.

4.1.4 Develop and maintain documentation of system interface requirements and a plan to support them.

4.1.5 Develop a customer-friendly data dictionary on-line that shows what data is where in the Data Warehouse.

4.1.6 Evaluate electronic forms automation and work flow management technologies to reduce paper waste and simplify processes.

4.1.7 Coordinate and develop Decision Support and Executive Information Systems: what if scenarios, trend identification, and drill down graphical representation of financial information. 4.1.8 Integrate disparate systems based on common need for

information sharing. Integrating imaging data among the Clerk and Recorder, Assessor, and Treasurer is a major initiate that IMS will evaluate.

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many different ways and

formats.”

“I see IMS as the glue that will

integrate and pull all of the

relevant information,

information systems, and

technologies together.”

“Implementation of new

technology will save time and

money for the taxpayers,

customers, and County

employees.”

“The technology direction of

the County will allow increased

flexibility to respond to our

business needs.”

“Telecommuting is one way

that we can reduce pollution

and congestion.”

“Many of our systems are at a

point where they have to be

replaced, upgraded, or

re-and provide increased service at reduces costs.

Critical Success Factors and Tactical Actions:

4.2.1 Evaluate and pilot Network Computers (low-cost PC terminals) as an option for County employees with limited computing needs.

4.2.2 Provide for trial use of new technology and development of instructional materials using new technology.

4.2.3 Consolidate file servers to reduce long term costs, lower maintenance costs, and improve disaster recovery. The consolidation of divisions into a common building presents an opportunity of combining file and print services into a protected, secure data center environment.

4.2.4 Implement software development technologies, such as three-tier development that reduce impact to our network and ease software management.

4.2.5 Apply business process analysis techniques and appropriate technology to manually intensive processes.

4.2.6 Continue to evaluate and implement digital/electronic technologies such as high speed laser printing, digital copying, and the feasibility of providing more “print on demand” vs. “print and store” for paper documents.

4.2.7 Review current telecommuting policies and provide technological support for staff who participate in telecommuting activities.

4.2.8 Develop a telecommuting infrastructure (standard remote access procedures, training) and a home PC support policy. 4.2.9 Evaluate and improve telephone equipment costs and options. 4.2.10 Standardize the Replacement Plan, in part, by coordinating the

replacement of PCs based on their warranty periods (move from five years to three years) and to capitalize on technology improvements.

Objective 4.3: Migrate mission critical systems to the appropriate platform to

leverage new technology in an open systems environment and

reduce impact on County resources.

Critical Success Factors and Tactical Actions:

4.3.1 Analyze and develop a new Treasurer system.

4.3.2 Migrate and develop new Clerk and Recorder systems.

4.3.3 Assist the Assessor’s office in obtaining necessary funding for implementation of a new administration module and partner with them to complete the migration of Assessor systems off the mainframe.

4.3.4 Migrate Micrographics’ photographic processes to imaging. 4.3.5 Migrate and convert Public Works, Engineering, and Road &

Bridge software.

4.3.6 Assist the Sheriffs’ Department in improving public safety by evaluating the replacement of the Records Management Systems and Jail Management System with a more functional system.

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written…we should take this

opportunity to look at new

technologies and ways of doing

business.”

“Imaging is a technology that

can greatly improve and change

the way we do business. “

“Imaging is something we need

to look into to replace the

current micrographics

process.”

“Business Process

Re-engineering (BPR), when done

right, can deliver extraordinary

gains in productivity and

customer service.”

“IMS is one of the departments

that can help the entire

organization become more

streamlined and efficient.”

“IMS needs more FTE’s to keep

up with the demands we are

putting on them.”

Objective 4.4:

Improve enterprise computing systems by adding applications

and services to network computing platforms.

Critical Success Factors and Tactical Actions:

4.4.1 Integrate fax services into the desktop and enterprise network. 4.4.2 Provide network file storage for departments without

departmental file servers.

4.4.3 Performance analysis and capacity planning of enterprise servers to alleviate potential performance degradation.

4.4.4 Determine the most effective way to upgrade, support, and manage software and desktop PCs across the organization. This may encompass migrating software to be run from servers, implement software metering, and implementing desktop management tools.

Objective 4.5: Provide consulting, software development, and business

re-engineering services to County divisions.

Critical Success Factors and Tactical Actions:

4.5.1 Assist the District Attorney in their communications needs, migrating to new software environments, and in systems development.

4.5.2 Maintain the legacy systems that benefit all County departments.

4.5.3 Assist Social Services in office automation planning and implementation of an imaging system.

4.5.4 Partner with Estes Park Social Services to pilot service delivery and “one point of entry” by evaluating the use of web and kiosk technologies.

4.5.5 Improve coordination of FMS support & development.

4.5.6 Evaluate and improve records management policy, processes, and technologies.

4.5.7 Evaluate the feasibility of integrating Global Positioning Software (GPS) technologies and Automatic Vehicle Location software within GIS public safety systems.

4.5.8 Implement a new Salary Projection System for budgeting. 4.5.9 Migrate Sierra Permitting system to new release and platform

for the Planning Division.

4.5.10 Investigate revenue stream creation with the Clerk and Recorders office via public access technologies and managing the sale of historic records to private interests.

4.5.11 Develop a core competency training and evaluation tool for Human Resources to offer to new and existing County employees.

4.5.12 Evaluate a new Human Resources and Payroll system that integrates into the existing FMS .

Goal 5:

Provide adequate telecommunications infrastructure

technologies (voice, data network, microwave, and

paging) and technical consultation and support that will

meet the county demand over the next ten years.

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“Finding a way to fund all of the

county’s information

technology needs won’t be

easy but it has to be done.”

“Technology is changing so

fast that the workforce will

almost constantly need to be

retrained.”

“Building a Justice Center,

Sheriff Administration Building,

and major renovation of the

current County Courthouse in a

short time period is a once in a

life-time opportunity. We need

to build the communications

infrastructure to handle current

state-of-the-art technology as

well as plan for what we think

will be used over the next 15

years.”

“The Technical

Communications and

Telecommunications

Objective 5.1: Assume a leadership role in the design and development of

County owned communications infrastructures.

Critical Success Factors and Tactical Actions:

5.1.1 Work with architects and County Courts during building design to ensure adequate equipment rooms, wiring closets, grounding systems, towers, and rooftop structures that will meet current and future communications system needs.

5.1.2 Develop, design, and administer a dynamic state-of-the-art communications infrastructure plan that will meet or exceed the County’s demands over the next ten years as the new Justice Center, Detention Center, Sheriff Administration Building, and current County Courthouse are being built or re-modeled. 5.1.3 Evaluate the applicability of video technology for arraignments,

conferencing, and training in new County facilities and ensure communications infrastructure can accommodate it.

5.1.4 Partner with architects and facilities management to provide cost estimates to ensure that the communications costs are included in the construction or remodeling costs for each building design.

5.1.5 Research data transport facilities offered by other government entities and private sector organizations to provide the best communications system possible.

5.1.6 Monitor communications systems for reliability, growth, and accessibility.

5.1.7 Meet with customers regularly to develop customer needs and improvements required for existing communications systems. 5.1.8 Monitor industry standard “best practices” that are implemented

by other government agencies and work on implementing these practices and technologies into our systems.

5.1.9 Provide staff training in new communications technologies and infrastructure design and development.

Objective 5.2:

Provide technical advice and support to County departments

in the development of their strategic communications plans and

to ensure the plans integrate with the County infrastructure

direction.

Critical Success Factors and Tactical Actions:

5.2.1 Meet with customers regularly to discuss department communications plans.

5.2.2 Provide customers with a working knowledge of the existing infrastructure to help them with their communications plans. 5.2.3 Provide technical advice to customers with the development of

communications disaster recovery plans.

Objective 5.3:

Investigate and evaluate future networking technologies to

improve communication capabilities between County

departments.

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departments are responsible for

the County telecommunications

infrastructure. These

departments assure that it is

controllable, secure,

dependable, fault tolerant, and

expandable. Present and future

technologies will only be as

good as the communications

infrastructures that connect

them.”

“One of the reasons why I work

in the public sector is because I

enjoy working with other

organizations and I want to

leverage tax-payer dollars and

share knowledge.”

Critical Success Factors and Tactical Actions:

5.3.1 Study and implement switching technology where appropriate. 5.3.2 Upgrade bandwidth to remote sites using faster frame relay

lines or conversion to fiber where available.

5.3.3 Study and prototype networks using new technologies such as Asynchronous Transfer Mode and Gigabit Ethernet.

Goal 6:

To partner with County departments, other public entities,

and private sector organizations to leverage tax-payer

dollars and technology improvements, and to share

experiences and knowledge.

Objective 6.1:

Information Management Services must take a leadership role

in leveraging public sector resources via partnering .

Critical Success Factors and Tactical Actions:

6.1.1 Investigate partnerships that have potential cost savings and/or improved service to the public. The following is a list of potential initiatives:

6.1.1.1 Open fiber connection between the City of Fort Collins and Larimer County to allow both entities to share access to appropriate information systems in each others agencies. Examples include GIS and Mapping, Sheriff RMS/JMS, City of Fort Collins Police system, E-mail, Permitting systems, Clerk and Recorder systems, Voter Registration, Imaging systems, and the Assessor systems.

6.1.1.2 Cooperative inter-governmental GIS initiatives including the development of GPS/GIS Road Center Line file in support of E-911 and the development of cooperative GIS base map maintenance agreements.

6.1.1.3 Work with Northern Colorado public safety agencies to foster the creation of a combined communications center and E-911 with City of Fort Collins, City of Loveland, Colorado State University, and Poudre Valley Hospital. Similar agencies can share systems such as radio communications and paging.

6.1.1.4 Partner with City of Fort Collins for Groupwise upgrade testing and implementation.

6.1.1.5 Partner with City of Fort Collins to create a Constituent Tracking System.

6.1.1.6 Partner with Colorado State University to develop a custom IMS training program.

6.1.1.7 Work with Estes Park to determine if connection to Larimer County Network is needed and desired.

6.1.2 Encourage IMS employees to be involved in community affairs.

Goal 7:

To provide an information technology infrastructure that

is safe and secure.

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“The 500 year flood that we

experienced in Fort Collins this

year was a real eye opener

regarding the importance of

contingency planning and

disaster recovery.”

plan.

Critical Success Factors and Tactical Actions:

7.1.1 Assign a disaster recovery team to document all IT activities (electronic data and paper records) within Larimer County and from that document, implement a plan.

7.1.2 Implement a Primary, Secondary, and Emergency analyst support scenario for all IMS supported systems.

7.1.3 Develop a security policy.

7.1.4 Evaluate the feasibility of moving IMS and the County computer room out of the basement to a more safe and secure location.

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