VOLUME ONE TECHNOLOGY STRATEGIC PLAN 2016‐2019

MONTGOMERY COUNTY GOVERNMENT, MARYLAND

DEPARTMENT OF

June 2016 Update A Message from the CIO I am pleased to have the opportunity to introduce the County’s Technology Strategic Plan for calendar years 2016–2019. The Plan is critical as it bridges the current Our Vision administration’s technology investments of the past ten years to the future needs of the County, at a time when To Be a Digital County – technology use for competitive advantage continues to Ready for Today and drive unprecedented change globally. Prepared for Tomorrow This Plan recognizes the ever growing need for smart Our Strategic Goals are to constituent services and engagement resulting from the deliver on this vision by: continued consumerization of technology and rapid availability of new Internet services. It places priority on the (1) Strengthening delivery of need for active risk management due to the rise in cyber services to the public and physical security threats to automated systems, infrastructure, and information. It assumes that future (2) Promoting an open and budgets and resources will be constrained and that transparent government technology must continue to facilitate service improvements and compliance in an agile manner, while (3) Protecting the security of helping to lower the cost of government through stakeholder data automation and strategic partnerships. It recognizes the expanded role of technology managers in helping the (4) Improving stakeholder County’s elected officials to deal with the larger socio‐ productivity economic issues facing the County, including demographic (5) Leveraging a dynamic change and workforce development, digital equity, and IT‐trained workforce achievement of smart county status.

(6) Improving the agility of Finally, it is exciting to note that the release of this plan is technology delivery accompanied by the rebranding of the Department and our renewed commitment to being responsive, collaborative, (7) Continually innovating to and innovative. create a better future H.N. (Sonny) Segal Director Department of Technology Services

Page Vol. I‐i County Mission MONTGOMERY COUNTY MISSION STATEMENT

Priority Objectives We pursue the common good by working for and with Montgomery County’s diverse community members to fulfil Working with and for our the following priority objectives: diverse community to achieve:  A Responsive and Accountable County Government  Affordable Housing in an Inclusive Community  Responsive & Accountable  An Effective and Efficient Transportation Network County Government  Children Prepared to Live and Learn  Healthy and Sustainable Communities  Affordable Housing in an  Safe Streets and Secure Neighborhoods Inclusive Community  A Strong and Vibrant Economy  Vital Living for All of Our Residents  Effective and Efficient Transportation Network As dedicated public servants, the employees of Montgomery  Children Prepared to Live & County Government we strive to embody in our work these Learn essential values:

 Healthy and Sustainable Communities  Collaboration  Inclusiveness  Safe Streets & Secure  Knowledge Neighborhoods  Competence  Strong & Vital Economy  Innovation  Respect for the Individual  Vital Living for All Our Residents  Fiscal Prudence  Integrity

 Transparency

Page Vol. I‐ii

Table of Contents VOLUME ONE: TECHNOLOGY STRATEGIC PLAN A Message from the CIO ...... I‐i County Mission Statement ...... I‐ii Executive Summary ...... I‐1 Introduction ...... I‐2 About Montgomery County, Maryland ...... I‐2 Technology Organization & Governance ...... I‐3 DTS Vision, Mission, Values and Principles ...... I‐5 GOAL 1: Leverage Technology to Continually Strengthen Delivery of Public Services and Communications ...... I‐7 GOAL 2: Select and Deploy Technology Solutions That Promote an Open, Transparent and Accountable Government ...... I‐9 GOAL 3: Invest in Technology and Implement Policy That Protects Stakeholders’ Confidential Data and Information ...... I‐10 GOAL 4: Deploy Technology Solutions That Improve Stakeholder Productivity ...... I‐11 GOAL 5: Leverage IT to Create a Dynamic, Learning, Workforce ...... I‐12 GOAL 6: Improve Agility of Technology Delivery and Utilization ...... I‐13 GOAL 7: Innovate Continually for a Better Future ...... I‐13 Alignment of Goals with Departmental Technology Plans ...... I‐15 Strengths, Weaknesses, Opportunities and Threats ...... I‐16 Goal Owners ...... I‐17 Conclusion ...... I‐18 VOLUME TWO: APPENDICES Appendix 1 – Plan Development & Update Methodology ...... II‐1 Appendix 2 – Accomplishments (2014‐2015)...... II‐3 Appendix 3 – Mapping Emerging Trends to Strategic Technology Goals ...... II‐7 Appendix 4 – DTS Supported Technologies & Services ...... II‐12 Appendix 5 – IT Organization & Governance Structure ...... II‐13 Appendix 6 – Illustrative Technology Plans ...... II‐14 Offices of the County Executive ...... II‐14 Community Engagement Cluster ...... II‐15 Office of the County Attorney ...... II‐15 Board of Elections – Montgomery County, Maryland ...... II‐16 Montgomery County Ethics Commission ...... II‐16

Page Vol. I‐iii Department of Finance ...... II‐16 Department of General Services ...... II‐17 DGS—Fleet Management ...... II‐17 Office of Human Resources ...... II‐18 Office of Human Rights ...... II‐18 Office of Intergovernmental Relations ...... II‐18 Department of Liquor Control ...... II‐18 Office of Management and Budget ...... II‐19 Office of Procurement ...... II‐19 Office of Public Information ...... II‐21 Department of Technology Services (including Office of Cable and Broadband) ...... II‐21 Office of Consumer Protection ...... II‐22 Department of Correction and Rehabilitation ...... II‐23 Montgomery County Fire & Rescue Service...... II‐23 Montgomery County Police Department ...... II‐24 Office of the Sheriff ...... II‐25 Department of Transportation (including Urban Districts) ...... II‐25 Department of Health and Human Services ...... II‐26 Montgomery County Public Libraries ...... II‐27 Department of Recreation ...... II‐28 Community Use of Public Facilities ...... II‐29 Department of Economic Development (soon to become an independent authority) ...... II‐29 Department of Housing and Community Affairs ...... II‐29 Department of Permitting Services ...... II‐30 Department of Environmental Protection ...... II‐30 Montgomery County Council ...... II‐31 Board of Appeals ...... II‐32 Office of the Inspector General ...... II‐32 Office of Legislative Oversight ...... II‐33 Office of Zoning and Administrative Hearings ...... II‐33 Merit System Protection Board ...... II‐34 Appendix 7 – Glossary of Acronyms ...... II‐35 Appendix 8 – Acknowledgements ...... II‐38

Page Vol. I‐iv Executive Summary

This two‐volume Technology Strategic Plan is produced by the Department of Technology Services (DTS) in collaboration with its partners and stakeholders in all three branches of Montgomery County Government. The Plan supports the vision of the County leadership to use technology to continue to be a leading digital county – ready for today and prepared for tomorrow – as we address and anticipate the needs of our socially and economically diverse constituency.

The Plan detailed herein contains multiple high‐level priority initiatives in support of each of the following seven strategic goals: GOAL 1: Leverage Technology to Continually Strengthen Delivery of Public Services and Communications GOAL 2: Select and Deploy Technology Solutions That Promote an Open, Transparent and Accountable Government GOAL 3: Invest in Technology and Implement Policy That Protects Stakeholders’ Confidential Data and Information GOAL 4: Deploy Technology Solutions That Improve Stakeholder Productivity GOAL 5: Leverage IT to Create a Dynamic, Learning, Workforce GOAL 6: Improve Agility of Technology Delivery and Utilization GOAL 7: Innovate Continually for a Better Future

Volume One contains the high‐level Technology Strategic Plan and the County organization and governance structure responsible for its execution. It also includes key technology initiatives in support of the seven strategic goals that cover the full range of socio‐economic programs the County has implemented, or plans to implement, as a part of its smart county mission. The underlying emphasis is that partnerships with stakeholders, existing or new, within or outside of government, will be key to the Plan’s success as taxpayers alone should not have to bear the cost of a bright and sustainable future. Volume Two contains the appendices including illustrative tactical plans. Volume Two summarizes the progress made under County Executive, Isiah Leggett, Chief Administrative Officer, Timothy Firestine, and the County Council. It bridges the Plan to the momentum created by past investments in several large, forward‐looking, multi‐year initiatives such as Smart Growth, Technology Modernization (ERP, CAD, Radio Infrastructure, HHS Process and Technology Modernization, Integrated Justice Information Systems), openMontgomery, ultraMontgomery, and cyber security acceleration, in addition to the introduction of many new world‐class services in functional areas such as public safety, public health, transportation and mobility, land use and development, and digital equity and broadband, among others. Volume Two also contains the technology tactical plans of departments and offices in all three branches of government. These plans will be of particular interest to the County’s business partners and solutions providers in targeting their products and services in support of the County’s Technology Strategic Plan

Page Vol. I‐1 About Montgomery County, Maryland Introduction Demographics This Technology Strategic Plan (TSP or Plan) is developed by Population ~ 1M DTS in conjunction with its customers (See Volume Two, Area ~ 500 square miles Appendix 1). The Plan’s overall purpose is to provide a Median Age ~ 37 years strategic framework for all technology efforts in County BS Degree Education ~ 58% government and its joint technology projects with its Median HH Income ~ $93,000 external agencies and partners in support of Montgomery Foreign‐Born ~32% County’s vision, mission and strategic goals. Future‐ oriented technology tactical plans, as well as information Government bridging to the accomplishments under the previous Operating Budget ~ $5B technology plan and its extension are included (See Volume Capital Budget ~ $15B Two, Appendix 2). The TSP takes emerging technology County Executive trends into consideration (See Volume Two, Appendix 3). Chief Administrative Officer Chief Information Officer About Montgomery County, Maryland Chief Innovation Officer Office of CountyStat Montgomery County, Maryland, is a large, demographically Countywide 311 CRM Center diverse urban‐suburban‐rural county of over one million County Council (9 members) residents occupying approximately 500‐square miles in the Legislative Branch National Capital Region, adjacent to Washington, D.C. With Judicial Branch an annual operating budget of more than $5 billion and a capital budget of over $15 billion, the County invests heavily Information Technology in technology to support over 350 services provided by its DTS Operating Budget ~ $45M 30 functional departments and offices employing over DTS Capital Budget ~ $120M 10,000 people. Total IT Personnel ~ 300 FTEs 2015 Large Digital Counties The County’s densely populated urban and suburban Survey Rank ‐ 2nd communities, as well as exurban and rural communities, are 2015 NACo Awards ‐ 23 home to biotech, computer science, hospitality and military 2015 PTI Awards ‐ 6 contractor companies. Almost one‐third of the County’s land mass is reserved for agricultural use. This area has low External Agencies population density and a need for good broadband connectivity. The County has a high and middle‐income  Housing Opportunities population that is highly‐educated, but a significant number Commission of low income residents. The population has an overall  Montgomery College median age that is similar to the U.S. as a whole, but the  Montgomery County Public County’s population is more ethnically and racially diverse. Schools

 Maryland‐National Capital The County is considered by its peers to be leading in many Park & Planning Commission areas where it provides model, high‐quality services. It has a  Washington Suburban nationally leading K‐14 education system known for its Sanitary Commission innovation and workforce development programs. It is

privatizing its economic development organization to

Page Vol. I‐2 Technology Organization maintain and grow its leadership in high‐tech sectors. It is Governance also forming partnerships with other local governments, and the State and the Federal governments. The latter has The County maintains a significant presence in the County. The County has a multi‐level technology significant investment in broadband. It is planning to expand governance structure which its capacity and reach regionally, and to focus on digital equity includes participation by all issues. The County’s leaders have established government‐to‐ three branches of government partnerships domestically and abroad for cultural government and external and economic synergies to attract investment. agencies Technology Organization & Governance

The County Executive The County has a centralized and decentralized IT workforce. DTS provides enterprise IT services and recommends IT budgets to solutions, customer support, technology project the County Council based on management, and complex acquisitions and integrations the CAO’s support of the (See Volume Two, Appendix 4). Larger departments have IT County’s, stakeholders’, the staff supporting departmental line‐of‐business operational CIO’s and OMB’s proposals – and innovation systems. the CAO, stakeholders and the CIO are responsible for Technology Governance the successful execution of funded plans In order to effectively manage its technology investment and plans, the County maintains a multi‐level technology governance structure which includes participation by all three branches of government and external agencies (See Volume Two, Appendix 5). The Office of Management and Budget (OMB) and DTS collaborate in reviewing IT budget Enabling Legislation requests submitted by the departments, scoring requests DTS’s responsibilities using standardized criteria and a single rating scale. were establishedby Representative technology plans of the entities within all Montgomery County Code three branches of government are included for the benefit (MCC) Sec. 2‐58D of business partners and providers (See Volume Two, Appendix 6).

IT governance in the County includes on‐going technical and

policy reviews. The IT Policy Advisory Committee (IPAC), is IPAC membership and comprised of 12 department and office directors. It reviews responsibilitieswere technology staff input and recommends technology policy established by to the CAO. The County’s Chief Information Officer (CIO) MCC Sec. 2‐58D(d) chairs IPAC and the County’s Technical Operations Management Group (TOMG).

Page Vol. I‐3 Technology Organization TOMG is comprised of departmental IT staff or designees from each County department and office. The TOMG members identify technology‐leveraged improvement

opportunities in their functional areas. TOMG works jointly with DTS to plan, implement, and support technology opportunities, and with DTS and OMB to fund them.

The County Council formed the Interagency Technology Policy and Coordination Committee (ITPCC) in 1984. The Enabling Legislation following entities have been designated as ITPCC members: (continued) Montgomery County Government, Montgomery County The ITPCC was initially Public Schools, Montgomery College, Maryland‐National established by County Council Capital Park and Planning Commission, Housing Opportunities Commission, and the Washington Suburban resolution in 1984, and Sanitary Commission. The heads of member agencies reconstituted in 1994 by comprise the ITPCC, and they appoint members of the ITPCC Council Resolution CIO Subcommittee. The latter develops the interagency No. 12‐1758 technology work plan and designates members to workgroups. The ITPCC maintains and executes a work program of shared projects and services, based on recommendations from the CIO Subcommittee. The most successful project is deployment and operation of the County’s world‐class broadband communications network, FiberNet. This carrier‐class network connects over 470 County agency locations and serves a vital role in almost every aspect of County government operations. Current and future service projects include cloud services, virtual networks, data centers, information security, spatial Performance Measures systems and IT organization‐related projects. The County publishes each department’s performance The CAO is responsible for the successful operation of the data via the CountyStat County government. The CAO designates one or more program. The Chief Assistant CAOs (ACAO) for technology initiatives. All major Administrative Officer technology programs have CAO‐appointed governing boards conducts an independent or steering committees with chairpersons. CountyStat, the 360‐degree customer County’s performance management office, reports program metrics and measurements to the CAO on a regular basis satisfaction survey of County and schedules and conducts formal program reviews for the departments to measure CAO. The Office of Internal Audit schedules independent customersatisfaction with audits of critical technology programs. DTS’ process, personnel and overall performance.

Page Vol. I‐4 Vision, Mission, Values DTS Vision, Mission, Values and Principles Our Vision RESPONSIVE. We strive to provide solutions, services and To Be a Digital County – assistance to partners, customers and constituents, when Ready for Today and and where they are needed. We adhere to the following Prepared for Tomorrow principles to ensure our responsiveness: ▪ Be Proactive. We plan jointly with stakeholders and monitor County activities and real world trends to anticipate and meet the demand for technological solutions and services. ▪ Be Agile. We apply agile methods and streamlined processes for the intake, prioritization, development, support, and Our Mission completion of projects. To leverage technology to ▪ Be Timely. We plan for and maintain appropriate staff, skill levels, and contractor capacity, to fulfill demand in a timely facilitate the delivery of manner. County government services in a cost‐effective, COLLABORATIVE. We commit to working in partnership timely, high‐quality, and with our internal customers, external agencies, and the public and private sectors. We adhere to the following secure manner principles to ensure collaboration: ▪ Be Effective Communicators. We provide ongoing communication and engagement to establish, and deliver on, stakeholder expectations. ▪ Be Reliable and Trustworthy. We earn trust by: communicating consistently, honestly and openly; treating others Our Values as we would like to be treated; exhibiting behavior that is . Responsive consistent with what has been communicated; and demonstrating . Collaborative integrity in all aspects of our work. ▪ Be a Path to Yes. We partner to build on existing, collective . Innovative strengths, and find solutions to individual and collective problems.

INNOVATIVE. We commit to continually identifying and implementing innovative technology solutions to deliver value and improvement. We adhere to the following principles to foster a culture of innovation: ▪ Be Intelligent Investors. We will make people, systems, applications, and infrastructure investments that create a benefit for future enterprise‐wide uses beyond meeting immediate requirements. ▪ Be Forward Thinkers. We maintain a “big picture” view and foster a “win‐win” mentality. ▪ Be Committed to Success. We strive for continuous process improvement, to promote and deliver effective technology solutions, and to encourage and acknowledge innovators and thought leaders.

Page Vol. I‐5 Our Mission To Be a Digital County Ready for Today and Prepared for Tommorow

Our Values Responsive ▪ Collaborative ▪ Innovative

Our Strategic Goals

Responsive Collaborative Innovative Goals Goals Goals

1. Strengthen Delivery of Public Services and 4. Improve 6. Improve Communications Stakeholder Agility Productivity 2. Promote an Open and Responsive Government 5. Create a 7. Innovate Dynamic, Learning 3. Protect Continually for a IT Workforce Stakeholders’ Better Future Confidential Data and Information

Page Vol. I‐6 Goal 1: Service Delivery & Communications GOAL 1: Leverage Technology to Continually Strengthen Delivery of Public Services and Value Area: Communications Responsiveness Technology empowers the County government to efficiently and effectively deliver services to residents and businesses. As our constituents increasingly expect our services to be available on‐line and via mobile devices, we will use Goal 1: Leverage technology to communicate with and deliver services to our Technology to Continually constituents to enhance the individual user experience. Strengthen Delivery of Strategic Priorities: Public Services and Communications A. Optimize access to County services from smart phone, tablet and desktop devices Implement technology that ▪ Continue to expand responsive design enables County ▪ Continue to pursue a “mobile first strategy” departments and offices to improve service delivery to B. Continue our digital business evolution by using on‐line residents and businesses platforms to replace electronic submission of paper forms and manual entry and tracking of data submissions ▪ Automate intake, processing and fulfilment ▪ Cross‐reference information from different database systems CountyStat Headline ▪ Simplify management and processing of financial Performance Measures transactions with the County . Seconds to Serve Web App C. Expand and improve County staff’s ability to use social . Cable Office Customer media, web, and video tools Satisfaction Ratings ▪ Provide constituents more communication channels and engagement opportunities ▪ Provide easily consumable information ▪ Deepen community engagement ▪ Improve business communications

D. Expand public wifi ▪ In County and County agency buildings ▪ On public transit and systems, and near transit stops ▪ In high pedestrian traffic areas and walkable civic centers

Page Vol. I‐7 GOAL 1: TECHNOLOGY‐ENABLED PUBLIC SERVICES AND COMMUNICATIONS DELIVERY

•E‐mail, Phone, Internet •County Websites •Cloud‐based Storage •Databases of case records •Correspondence Tracking •Data Centers •Collaboration ‐ Cross‐ •Social Media •COOP/DR Department Data Sharing •Mobile Apps •Privacy •ERP ‐ Financial and •Cable and Internet •Secure Transactions procurement transactions programming

General Community Resilency Government Access

•Radio Communications •Traffic Signal Coordinating •eHealth Records •Body Cameras •Traffic Cameras •Mobile Clinics •911 and e911 •Ride‐On Maintenance, •School Nurses •Case Record Management Routing & Next Bus Alerts •Wireless Medical Devices •Training & Certification •Snow Removal Mapping •Record‐Sharing Record Management •Pot Hole Reporting & •Social Services Databases Repairs Health & Human Public Safety Transportation Services

•Development Mapping •Recycling •WiFi •Inspections •Trash Collection •Online Class Registration •Licensing •Bulk Trash Pick‐Up and Park/Facility •ePermits & ePlans •Stormwater Monitoring Reservations •Electronic applications and •LEED‐Certified Buildings •Online Payments payments •Light & Energy‐Use Sensors •Digital Books/Music and •Consumer Educations RFID Checkout Community & Libraries and Environment Housing Recreation

Page Vol. I‐8 Goal 2: Open Government GOAL 2: Select and Deploy Technology Solutions Value Area: That Promote an Open, Transparent and Responsiveness Accountable Government Montgomery County is one of the leaders in transparent, accountable, open government. The County’s open data program, dataMontgomery, has been nationally recognized Goal 2: Select and Deploy by numerous organizations and used as a model by over 100 other local jurisdictions. Technology Solutions That Promote an Open and Open data responds to the public’s need to know details of core government operations and the basis for decision Responsive Government making, e.g., in financial management and budget Use technology to enable formulation. The County is committed to continue to constituents to better release new data sets, find ways to make data more understand government consumable (i.e., enable data to be viewed in multiple formats, mashed together, and easier to analyze), and work and empower the public to to identify more useful data, in an on‐going effort to be ever better engage with more transparent and accountable. government Strategic Priorities: A. Continue to expand and enhance dataMontgomery and implement the Open Data Implementation Plan in support of new open data domains

B. Continue to develop and implement open data CountyStat Headline applications – such as performanceMontgomery (GovStat), Performance Measures contractsMontgomery, budgetMontgomery, and . Open Data Sets Published spendingMontgomery – that facilitate stakeholders' . MC311 Service Level understanding of, and input to, the County’s plans Performance of DTS C. Implement applications that use secure ‘open’ data

collaboration

D. Continue to engage the public and employees via on‐line forums and meet‐ups

E. Expand public and business access to data sets ▪ Release more data sets ▪ Make data more consumable

Page Vol. I‐9 Goal 3: Cybersecurity GOAL 3: Invest in Technology and Implement Value Area: Policy That Protects Stakeholders’ Confidential Responsiveness Data and Information The County will continue to invest in technology, culture change, policy, processes, and people to strengthen the security of sensitive information and government systems. Goal 3: Invest in Technology and Strategic Priorities: Implement Policy That A. Proactively manage risk and reduce system Protects Stakeholders’ vulnerabilities through implementation and improvement of Confidential Data and robust security policies, processes, and training Information B. Protect sensitive data and facilitate compliance with: Use security technology, ▪ Health Insurance Portability and Accountability Act training, and best practices (HIPAA) to protect personal, confidential and sensitive ▪ Payment Card Industry‐Data Security Standard/ Automated Clearing House (PCI‐DSS/ACH) data possessed by the government C. Improve County resiliency ▪ Enhance disaster recovery services

▪ Strengthen continuity of operations planning

▪ Maintain cybersecurity strategic and tactical plans

▪ Continuously educate elected and executive officials CountyStat Headline and stakeholders Performance Measures . Security Vulnerabilities D. Maintain and enhance eDiscovery and forensic capabilities . Information Security ▪ Improve security incident response capability Awareness Training ▪ Streamline legal discovery Program (ISATP) Completion Rates E. Participate in security communities of practice

▪ Maintain active membership in government and industry sponsored organizations ▪ Stay abreast of the evolving threat landscape and recommended actions

Page Vol. I‐10 Goal 4: Productivity GOAL 4: Deploy Technology Solutions That Value Area: Improve Stakeholder Productivity Collaboration Technology can be used to improve the productivity of the County workforce as well as the productivity of external stakeholders (i.e., constituents and partners) by making government services easy and reliable to use when and Goal 4: Deploy Technology where they are needed. The County will use technology to Solutions That Improve improve the productivity of our day‐to‐day workforce operations and the productivity of those seeking or Stakeholder Productivity receiving County services, by cost‐effectively and securely Upgrade legacy systems expanding deployment of technology solutions across the with technologies that enterprise. improve the productivity, Strategic Priorities: reliability, and security of County staff operations A. Modernize processes and replace legacy solutions with and the ease of use of automated, web‐based, cloud‐based, and/or open source solutions or systems as the business case warrants County services by County constituents ▪ Streamline management of constituent communications and requests

▪ Enable cross‐database functionality and automated compliance monitoring ▪ Support big data applications and analysis

CountyStat Headline B. Optimize collaboration and efficient access to policies, Performance Measures forms, and resources . Availability of Enterprise ▪ Improve functionality and availability of intranets Applications ▪ Provide easy‐to‐use, well designed, and accessible . Average Time to Complete on‐line applications Work Requests ▪ Expand availability and functionality of mobile devices, especially for field staff

C. Enhance Countywide collaboration, business efficiency and technology tool utilization ▪ Streamline business processes ▪ Improve functionality of, and continue to integrate, ERP, MC311, and inter‐departmental information systems ▪ Implement cloud‐based workforce collaboration D. Leverage the capacity of FiberNet and strengthen its business model

Page Vol. I‐11 Goal 5: Workforce GOAL 5: Leverage IT to Create a Dynamic, Value Area: Learning, Workforce Collaboration The County receives maximum return on its technology investment and tools when its workforce has the skills and training to leverage technology to serve stakeholders better.

Goal 5: Leverage IT to Also, the County must be competitive to grow and attract an Create a Dynamic, IT workforce that has the skill sets necessary to support current and next‐generation technology solutions, as well as Learning Workforce the ability to innovate to execute the mission with limited Use technology as a resources. training tool to ensure that Strategic Priorities: the County workforce has the skill sets necessary to A. Ensure that all County employees have access to the meet the workplace needs current generation of tools and technology training, and of today and tomorrow expand access to effective mentorship B. Recruit, train, and retain an IT workforce that has advanced skills to support today’s complex: ▪ Technical infrastructures and implementations ▪ Social media environments

▪ Productivity enhancement tools and techniques CountyStat Headline ▪ Project and program management Performance Measures ▪ Security and privacy requirements . Help Desk Requests Resolved on First Call C. Foster a culture of “yes” and delivery of high quality customer service at all levels

D. Pilot rotation of decentralized IT staff through DTS and vice versa

Page Vol. I‐12 Goal 6: Agility GOAL 6: Improve Agility of Technology Delivery Value Area: and Utilization Innovation The County’s goal is to improve the speed with which technology solutions can be implemented within the County by improving the process to plan, acquire, and integrate technology solutions and processes. Technology changes Goal 6: Improve Agility of rapidly and with delays there is risk of lost opportunity, Technology Delivery and obsolescence, and stakeholder frustration and disengagement. Utilization Use technology and best Strategic Priorities: practices to improve the A. Use agile solutions development and integration efficiency of County methodologies and practices operations, and technology ▪ Select well‐integrated or interoperable solutions procurement, compatible with the County’s enterprise architecture implementation, and ▪ Streamline use of open source, open access, and operation off‐the‐shelf solutions where applicable and advantageous ▪ Evaluate new technologies (e.g., cloud‐hosted solutions) for enterprise deployment ▪ Proactively address the ability to adapt business CountyStat Headline processes to suit specific solutions Performance Measures B. Support a streamlined and effective technology . Enterprise Service Bus (ESB) procurement process Data Transfers . Percentage of Internal C. Maintain IT staffing resource contracts to rapidly procure and deploy people with skill sets not existing or not readily Audits Implemented available in‐house D. Be proactive in identifying the needs of functional departments, especially small departments that do not have dedicated IT staff

Page Vol. I‐13 Goal 7: Innovation GOAL 7: Innovate Continually for a Better Future Value Area: The County’s goal is to leverage technology to: support Innovation innovation in the operation of the County and delivery of services and communications to the public; support next‐ generation SMART (Specific, Measureable, Attainable, Relevant and Timely) connected community initiatives; and, Goal 7: Innovate grow the gigabit economy and broadband‐dependent science, technology and finance sectors in the County. The Continually for a Better County must continue to expand access to broadband and Future digital literacy training so that all residents can participate in Use technology to the digital economy and enjoy the benefits of using introduce and implement technology to improve their daily lives. smart government Strategic Priorities: programs that enhance the quality of life and reduce A. Promote Internet of Things and SMART community government cost initiatives ▪ Support Thingstitute testbeds and initiatives ▪ Leverage technology planning to support Internet of Things in County infrastructure projects ▪ Support big data initiatives and strategies

B. Grow knowledge‐based employers and careers within CountyStat Headline the County Performance Measures ▪ Expand commercial and non‐profit broadband network deployment and capacity . TransmissionFacilities ▪ Develop innovative approaches to promoting (Radio,WirelessTelephone technology‐related economic development and Mobile Broadband Towers and Antennas) ▪ Expand public‐private‐educational collaboration Applications Processing C. Enable the public to use technology to improve their Time daily lives

▪ Expand digital inclusion programs ▪ Leverage FiberNet‐connected and wifi‐enabled libraries and community‐use facilities as digital inclusion training sites

D. Make Montgomery County a Gigabit Community ▪ Promote the County’s gigabit assets ▪ Support Gigabit incubators ▪ Seek partnerships

Page Vol. I‐14 Alignment of Goals with Departmental Technology Plans

By Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Goal 6 Goal 7 Cluster Services Open Gov. Cybersecurity Productivity Workforce Agility Innovation CEX     CEC     OCA     BOE     MCEC    FIN     DGS    DGS‐     FM OHR    HR      OIR   DLC     OMB    PRO      PIO   DTS        OCP     DOCR   MCFRS    MCPD        SHF   MCDOT    DHHS       MCPL     REC    CUPF    DHCA    DPS     DEP    CC     BoA    OIG   OLO   OZAH    MSPB    JUD   

Page Vol. I‐15 SWOT Analysis

Strengths, Weaknesses, Opportunities and Threats

Strength, Weaknesses, Strengths Weaknesses Opportunities and Threats  Well Defined Enterprise  Business Architecture (SWOT) Analysis Architecture  Early connection with  Standardized Enterprise project requirements Service Offerings Widely  Data Architecture and Used by the Business ownership  Enterprise Thinking with  Disaster Recovery/COOP Rollout of Key Enterprise A SWOT Analysis can  Distributed IT Governance Projects – guide future governance  Audit Processes  ERP  CIP budget to Operating strategies  MC311 Budget transition strategy  MCTime  IJIS  Key Governance  Enterprise Project Steering Committees  CIO and IT Review  TOMG and IPAC  Strong Technical Architecture  Strong Private Cloud Offering Opportunities Threats  New Enterprise projects offer  Business process change not opportunities to strengthen matching the new systems enterprise business resulting in inefficiencies processes  New distributed systems are  PSSM and DLC Warehouse more difficult to secure projects can widen resulting in potential Enterprise‐think vulnerabilities  ERP Data Warehouse and BI  Bring Your Own Device initiatives offer better view (BYOD) and mobile device into the ERP covered proliferation offer data domains protection challenges  Unstructured data from video requires significantly more storage and special handling for discovery  Inputs from sensors requires investment in the next generation of systems

Page Vol. I‐16 Goal Owners Goal Owners Ownership of Rapid business change driven by technology raises Strategic Goals governance issues that require a correspondingly rapid response from the enterprise. The strategic goals and The strategic goals and priorities in this Technology Strategic Plan require executive priorities in this Technology level sponsorship and response to achieve organizational, Strategic Plan require legislative, and process changes. Maintaining this strong executive level sponsorship leadership will allow the County to continue to reap returns on its current and future technology investments. and response to achieve organizational, legislative, The table below recommends who should take ownership of and process changes each goal. The ACAO for technology will leverage CountyStat and the Innovation Office as resources that can help identify opportunities in any and all of the Goals. “Department/Office Directors” includes Directors of Executive, Legislative and Judicial Branch Departments and Offices.

Goal Owner(s) Goal 1 – Leverage Technology to Individual Continually Strengthen Citizen Services Department/Office Delivery Directors Goal 2 – Select and Deploy Technology ACAO, Individual Solutions That Promote an Open, Department/Office Transparent and Accountable Government Directors Goal 3 – Invest in Technology and Implement Policy That Protects CIO, IPAC Members Stakeholders’ Confidential Data and Information CIO, Individual Goal 4 – Deploy Technology Solutions That Department/Office Improve Stakeholder Productivity Directors Goal 5 – Leverage IT to Create a Dynamic, Human Resources Learning Workforce Director, ACAO, CIO Goal 6 – Improve Agility of Technology CIO, Procurement Delivery Director Goal 7 – Innovate Continually for a Better CIO, Chief Innovation Future Officer

Page Vol. I‐17 Conclusion Conclusion Achievement of the Montgomery County Government plans to further leverage County’s strategic technology to improve its internal services as well as the technology goals will delivery of services to constituents and the public at large. enable the County to meet In order to achieve this, the County will invest in its its vision of being a digital workforce, systems of record, and systems of innovation to county, ready for today and meet the requirements of a digital government, address tomorrow economic and demographic changes, and to help create a digital community of the future.

Subject to budget availability, the County will implement the initiatives outlined in this plan. In other cases, the Department of Technology Services will work with the The success of this departments, office, agencies, the Office of Management Technology Strategic Plan and Budget, the Office of Procurement, the Office of the County Executive, and the offices of the County Council to requires budget identify alternate funding strategies. These strategies could availability, reinvestment include technology reinvestment through savings realized of savings into new from the retirement of older computing assets, competitive technology, interagency procurement, use of newer lower‐cost solutions (e.g., and multi‐sector subscriptions to cloud‐based solutions), grant funding, and partnerships, and public‐private‐partnerships to achieve these objectives.

continued leadership of The County also plans to benefit from interagency sharing of senior management and technology assets such as, joint application development, elected officials data center co‐location, and joint investment in the replacement of high‐cost third‐party services with cooperative‐shared services (e.g., through expanded use of FiberNet).

Finally, the County plans to utilize technology to sustain and grow: its vibrant economy, businesses and job markets; a culture of well‐informed and engaged citizenry; and its innovation industries. In order to achieve this, the County will leverage: the leadership provided by its elected officials and senior management; investment in broadband technologies, computing solutions, workforce development, facilities, transportation infrastructure, and interagency partnerships (e.g., with the schools and college systems); and gains in digital equity among its diverse population.

Page Vol. I‐18 VOLUME TWO: APPENDICES TECHNOLOGY STRATEGIC PLAN 2016‐2019

MONTGOMERY COUNTY GOVERNMENT, MARYLAND

DEPARTMENT OF

June 2016 Update

Table of Contents

VOLUME TWO: APPENDICES Appendix 1 – Plan Development & Update Methodology ...... II‐1 Appendix 2 – Accomplishments (2014‐2015) ...... II‐3 Appendix 3 – Mapping Emerging Trends to Strategic Technology Goals ...... II‐7 Appendix 4 – DTS Supported Technologies & Services ...... II‐12 Appendix 5 – IT Organization & Governance Structure ...... II‐13 Appendix 6 – Illustrative Technology Plans ...... II‐14 GENERAL GOVERNMENT CLUSTER Offices of the County Executive ...... II‐14 Community Engagement Cluster ...... II‐15 Office of the County Attorney ...... II‐15 Board of Elections – Montgomery County, Maryland ...... II‐16 Montgomery County Ethics Commission ...... II‐16 Department of Finance ...... II‐16 Department of General Services ...... II‐17 DGS—Fleet Management ...... II‐17 Office of Human Resources ...... II‐18 Office of Human Rights ...... II‐18 Office of Intergovernmental Relations ...... II‐18 Department of Liquor Control ...... II‐18 Office of Management and Budget ...... II‐19 Office of Procurement ...... II‐19 Office of Public Information ...... II‐21 Department of Technology Services (including Office of Cable and Broadband) ...... II‐21 PUBLIC SAFETY CLUSTER Office of Consumer Protection ...... II‐22 Department of Correction and Rehabilitation ...... II‐23 Montgomery County Fire & Rescue Service ...... II‐23 Montgomery County Police Department ...... II‐24 Office of the Sheriff ...... II‐25 TRANSPORTATION CLUSTER Department of Transportation (including Urban Districts) ...... II‐25

Page Vol. II‐i HEALTH & HUMAN SERVICES CLUSTER Department of Health and Human Services ...... II‐26 LIBRARIES, CULTURE & RECREATION CLUSTER Montgomery County Public Libraries ...... II‐27 Department of Recreation ...... II‐28 Community Use of Public Facilities ...... II‐29 COMMUNITY DEVELOPMENT & HOUSING CLUSTER Department of Economic Development (soon to become an independent authority) ...... II‐29 Department of Housing and Community Affairs ...... II‐29 Department of Permitting Services ...... II‐30 ENVIRONMENT CLUSTER Department of Environmental Protection ...... II‐30 LEGISLATIVE BRANCH Montgomery County Council ...... II‐31 Board of Appeals ...... II‐32 Office of the Inspector General ...... II‐32 Office of Legislative Oversight ...... II‐33 Office of Zoning and Administrative Hearings ...... II‐33 Merit System Protection Board ...... II‐34 JUDICIAL BRANCH Appendix 7 – Glossary of Acronyms ...... II‐35 Appendix 8 – Acknowledgements ...... II‐38

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This Volume Two is the companion to Volume One that contains the County’s Technology Strategic Plan for 2016‐2019. This volume contains the appendices referenced in Volume One.

Appendix 1 – Plan Development & Update Methodology

The figure below illustrates the strategic planning approach that places an emphasis on business‐driven planning for technology decision making at an enterprise level.

Business Process Transformation Re ‐ Engineering Applications

Data

Technology

This plan has been developed using this approach in order to build upon the successes and strengths of the County in deploying and utilizing technology in support of its operations. This plan also builds on the accomplishments and current strategies the County has used to exploit IT to further the objectives of providing services to its local businesses and citizens. In addition to the legislative and judicial branches, the following executive branch departments and offices participated in the development of this plan:

Circuit Court General Services & Fleet Management Community Engagement Cluster Health & Human Services Community Use of Public Facilities Housing & Community Affairs Consumer Protection Human Resources Corrections and Rehabilitation Human Rights County Attorney Intergovernmental Relations Office of the County Executive Liquor Control County Stat Management and Budget Economic Development Permitting Services Board of Elections Police Emergency Management & Homeland Security Public Information and MC311 Environmental Protection & Solid Waste Services Public Libraries Ethics Commission Recreation Finance State’s Attorney Fire and Rescue Services Transportation

Page Vol. II‐1 Their input has been gathered through meetings, surveys and document reviews. These activities included:

. Presentations to and feedback from IPAC on Enterprise Technology Strategy Planning . Initial interviews with County Department Directors and Leaders . Group interviews with Directors and DTS staff . Meetings with the Innovation Office . Meetings with the CountyStat staff . Workshops with DTS management and program management staff . Montgomery County Council objectives reviews and meetings with Council staff . Meeting with staff from the Judicial Branch . FY 2009–2013 Montgomery County DTS Technology Strategic Plan . DTS‐specific documentation . Current Environment SWOT Analysis . Current Trends Analysis . Consultants and partners

Prior to its publication, this plan has been reviewed by the IPAC and the County Council’s IT Advisor.

DTS retained the services of the Public Technology Institute to assist with the planning effort which included an assessment of the current state of IT use within the County, conducting of surveys, identification of technology trends, and the development of a comprehensive but easy‐ to‐use‐and‐maintain technology planning framework.

Additional assistance was provided by the National Association of Counties. Gartner Corporation also reviewed drafts and provided input.

The Department of Technology Services will work with the above‐mentioned partners to validate the plan through ongoing assessments and make plan updates as deemed necessary.

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Appendix 2 – Accomplishments (2014‐2015)

The County extended its previous technology plan to cover calendar years 2014‐2015. Accomplishments during that period form the basis for the proposed plan. It is worthy of note that even though 2014 and 2015 continued to be economically challenging years, the County’s elected officials demonstrated a strong and sustained commitment to continue the digitalization of information and services.

The following highlights of the achievements during that period have been mapped to the strategic objectives and these further establish the County’s ability to:

1. Successfully invest in, exploit, and sustain emerging technologies on a large scale 2. Use technology to successfully transform its services from simply basic and routine to forward looking and innovative

3. Succeed in successfully executing the current plan

Strengthening Delivery of Public Services and Communications  Redesigned County websites to create a consistent and connected user experience and ensure accessibility  Launched responsive design to ensure County website automatically resizes to fit the mobile or desktop device used to access our websites  Launched enhanced website search engine to enable public to find result from multiple County agencies (such as the County and Montgomery County Public Schools) by using a single search on one website  Created smartphone mobile applications and an application for live‐stream viewing of the County’s cable television channel on mobile devices  Created the County’s first social media policy – Administrative Procedure 6‐8, and supported exponential growth in the use of social media  Expanded GIS use, applications and interfaces  Supported development and launch of New Development Smart Map with the Maryland‐ National Capital Park and Planning Commission  The Council redesigned its website to improve overall user experience, ensure accessibility and provide a responsive web design  The Council launched an online sign up for public hearings  The Office of Legislative Oversight and the Council launched an online Interactive Fiscal Plan model. The application allows users to input alternative assumptions into the Fiscal Plan in an effort to understand the relationship among budget elements and to explore alternative approaches to balancing the budget.

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 The Council launched live‐stream viewing of all Council and Committee meetings  The Council launched the Find My District web application. The application enables visitors to enter an address within Montgomery County to identify Councilmanic district and contact information.

Improving Stakeholder Productivity  Retired the mainframe to eliminate annual $1 million operation and maintenance impact  Developed and deployed the Tax Assessment System (TAS) and the Criminal Justice System Case Management System (CJCMS)  Replaced legacy financial systems with an Enterprise Resource Planning (ERP) system  Retired legacy Microsoft Windows operating systems (predominantly Windows XP) from the County’s desktop computing environment  Replaced legacy software with cloud‐based Office 365 collaboration tools, enabling access from anywhere with any device and cost‐effective, scalable computing capacity  Upgraded the Device Client Management (DCM) contract to provide user‐based support – allowing support for multiple County‐owned or personally‐owned devices  Developed and implemented an Identity Management system for both employees and anyone conducting business with the County  Developed and implemented an Enterprise Service Bus (ESB) facilitating electronic communications within County government and with external partners  Upgraded and launched a new Intranet service as a resource for County employees  Streamlined financial disclosure reporting and outside employee authorization systems, and implemented e‐Travel electronic travel authorization and expense reporting  Developed over 40 web applications for departments to improve stakeholder productivity  Upgraded online scheduling systems for the Department of Recreation and began upgrade for the Office of Community Use of Public Facilities  Launched a Network Operations Center (NOC) to improve reliability, responsiveness and continued evolution of FiberNet, the County’s 500‐mile optical fiber communications network  Expanded FiberNet to over 100 locations including the Public Safety Headquarters, Multi‐Agency Service Park, Equipment Maintenance and Transit Operation Center, Judicial Annex, Liquor Control Warehouse, Silver Spring Library, Olney Library, Gaithersburg Library, Housing Opportunities Commission locations and many elementary schools

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 Added public WiFi to County government buildings, expanded and upgraded public WiFi within County libraries and added conference‐grade WiFi to Silver Spring Civic Building and Veterans Plaza

Promoting an Open, Transparent and Accountable Government  Launched openMontgomery and dataMontgomery programs  Supported County launch of MC311, budgetMontgomery and spendingMontgomery  Created County’s first Digital Government Strategy roadmap  Successfully met several deadlines of the County’s Open Government legislation  Upgraded CountyStat performance dashboards to integrate with County’s Open Government Socrata Platform and enable rich content displays and links to data for public consumption  Upgraded MC311 complaint reporting to enable analysis by legislative districts  In conjunction with County Council, created live and on‐demand video archives of Council meetings, work sessions, public meetings, and youth town halls  Deployed an eDiscovery solution for authorized customers of the State’s Attorney’s Office (e.g., electronic access and sharing of court case records)

Protecting Stakeholder’s Confidential Data and Information  Drafted the County’s first Cybersecurity Strategic Plan  Launched the Public Safety Systems Modernization (PSSM) multi‐year project to include Computer‐Aided‐Dispatch, Fire Station Alerting, and Radio Systems Infrastructure  Ensuring HIPAA, PCI‐DSS, and ACH security‐compliance for all personally identifiable information, and credit card and electronic check transactions  Improved vulnerability management practices by replacing legacy platform, deploying new enterprise software distribution and patching solution, and improving security dashboards to monitor performance and trends  Completed third‐party security audits and began implementation of initial phase recommendations  Hosted Cybersecurity fellows to compile cybersecurity best practices from leading local governments and to develop automated cybersecurity dashboard  Implemented hard drive encryption for all desktop and laptop computers, and launched e‐mail encryption option

Supporting a Dynamic, Learning Workforce  Providing Information Security Awareness Training (ISATP) for all County employees and contractors

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 Created new enterprise and business technology expert job classifications  Provided self‐paced, on‐line training for all IT employees  Provided extensive on‐line and in‐person training for all employees on the Microsoft Office365 suite

Improving Agility of Technology Delivery  Expanded the scope of shared IT consulting and commodities contracts to enable departments to support Local, Small Business Reserve Program goals  Created an IT review process to apply business case and technical evaluation of major departmental IT initiative (MITIRPS)  Negotiated new cable services franchise agreements with Comcast and RCN

Innovation  In coordination with the Chief Innovation Officer (CInO), established the Innovation Program  Participated in national innovation challenges under the direction of the CInO; and partnered with the CInO on smart cities initiatives with national and international entities in the public and private sectors  Enabled real‐time transit, traffic, storm‐response and environmental data tracking, public GIS mapping interfaces, response management and innovation  Supported Internet of Things applications, labs, and testbeds under the direction of the CInO  Launched ultraMontgomery program to facilitate deployment of ultra‐high speed broadband networks, lower network deployment costs by leveraging County infrastructure, increase business awareness of broadband assets within the County, promote development of next‐generation Internet and gigabit applications, and expand digital inclusion programs

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Appendix 3 – Mapping Emerging Trends to Strategic Technology Goals

Public Technology Institute1, an internationally recognized authority on technology in the public sector, and consultant to the County on technology strategic planning, identifies emerging technology trends as follows:

Goal 1 – Leverage Technology to Continually Strengthen Citizen Services Delivery

Unified Citizen Engagement Systems. Today’s city, county or town hall may look the same from the outside, but the way people and businesses connect with government and one another have forever changed. The Internet and its emerging social media sites and tools have helped change the landscape. Residents and businesses expect – and often demand – that County services be accessible not just via the Internet but from tablets and smart phones, that electronic payment and filing be the norm, and they have to be able to engage County leaders 24/365.

Geographic Information Systems (GIS). GIS is being taken seriously as a strategic technology critical to a government’s success. Geospatial systems have entered the mainstream and there is no looking back. Local governments that directly deliver public services, manage facilities and infrastructure, or are responsible for planning services across large areas recognize the importance of manipulating geo‐enabled information to support their work. GIS promotes enterprise data integration by making it possible for information from different databases to be related to one another by keying on common spatial fields. The continued build‐out of an interactive enterprise GIS will provide organizations with a number of capabilities that can have significant impact on municipal operations that can be shown to more than offset expenditures.2 The GIS capacity for visualizing information makes it easier for employees to organize and operationalize their fieldwork, and for residents to rapidly obtain useful information via highly intuitive mapping interfaces delivered over the Internet.3

1 Public Technology Institute http://www.pti.org/ 2 For example, visualizing information (putting into map form) and address validation (guarantees accuracy of address information) improves field inspection efficiency and public safety response; pattern recognition allows the County to identify trends, detect problems and identify solutions (e.g., mapping crime and disease data). For specific Montgomery County examples ‐ Recreation centers http://gis.montgomerycountymd.gov/recreation/, Golf courses http://gis.montgomerycountymd.gov/mcgolf/, development projects http://gis.montgomerycountymd.gov/wheaton_story/, and “Open Data” sets https://data.montgomerycountymd.gov/. 3 CIO Leadership for Cities and Counties, Public Technology Institute, 2009.

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Goal 2 – Select and Deploy Technology Solutions That Promote an Open, Transparent and Accountable Government

Data Management. The initial phase of “big data” is collecting data, removing errors and publishing databases of largely raw data. The next phase involves analyzing data to assess and forecast, and the newest evolution of big data is data‐driven decision making (D3M) – using data to improve decision‐making and government accountably. D3M makes governments more accountable because it makes it harder to hide poor decisions. D3M costs more, does not save time, requires cleaned data to be effective, and often highlights issues that are difficult to address. D3M highly addictive because it empowers good leaders to make hard choices by providing data‐driven support for policies and benchmarks to evaluate success. The three big questions stemming from the D3M process are; “How is your line of business or government doing? How do you know? What can you do to improve it?” When local governments invest in D3M, they drive the conversation. When they do not, decisions are made around them and their leaders are perceived as being less effective.

Goal 3 – Invest in Technology and Implement Policy That Protects Stakeholders’ Confidential Data and Information

Network and Cyber‐Security. Several national surveys of State and local governments have identified security as the number one issue going forward.4 Last year, reported data breaches increased 47%, according to the nonprofit group the Theft resource Center. There is no local government responsibility more critical than network security – at risk are millions of health, social security, property tax, credit card, and financial records and data. 5 Too often, organizations take steps to improve security after a significant data breach.6 Sound policies and threat prevention systems are critical, but the clear message that network security is a shared responsibility is of upmost importance.7 Something as simple as requiring employees to annually complete an on‐ line security‐training questionnaire has proven helpful in many governments. Having policies to address access to file for exiting employees is also part of keeping a network

4 “What State and Local Government Technology Officials Can Expect” (2014 Survey Results from PTI and NASCIO), available at http://www.pti.org/index.php/t1/inside/C62 . 5 Top Ten Government Data Breaches 2012: 1. South Carolina (3.8 million tax returns stolen); 2. California Dept. of Social Services (700,000 payroll records); 3. Utah Dept. of Health (780,000 health records); 4. California Dept. of Child Support Services (800,000 health and financial records); 5. U.S. Bureau of Justice Statistics (1.7 GB of sensitive data); 6. City of Springfield, MO (280,000 summons); 7. U.S. Navy and Dept. of Homeland Security (user names, passwords, and security questions for secure web access); 8. Wisconsin Dept. of Revenue (110,000 property sales records); 9. NASA (security lapse); 10. New Hampshire Dept. of Corrections (inmates gained access to alter primary Offender Database). 6 On February 17, 2014, the University of Maryland reported that a cyber‐security attack resulted in unauthorized access to over 300,000 records containing personal data for students and employees dating back to 1998. As a result, the University found it necessary to purchase 5‐year credit protection services for everyone affected by the data breach, formed a cyber‐security task force, and ordered an investigation and revisions to security policies. 7 Shark, Alan, 7 Trends that Will Transform Local Government Through Technology, 2012.

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secure. However, making security awareness a consistent message throughout the workplace is the best means of securing your network.

Goal 4 – Deploy Technology Solutions That Improve Stakeholder Productivity

Mobility and Bring Your Own Device (BYOD). Work is no longer confined to an office: it is mobile. It is estimated that 40 to 55 percent of local government employees are mobile employees. We are moving away from staff in the field coming to a home base to pick up and drop off paperwork. Getting things done on the go is going to make local governments more efficient. However, staff needs to have the best tools to make their time in the field effective. Counties need to aggressively advance mobility and new mobility requirements and policies within the workplace so that workers in the field, across the enterprise, can take photos, measurements, video and sounds and record them on their own devices, transmit this information, and access County systems from the field, in a timely and secure manner.

Modernizing or Replacing Legacy Systems. Technology infrastructure does not show age like other physical infrastructure. Nevertheless, over time, when technology is not modernized, local governments deny themselves access to improvements that streamline operations, make staff more efficient, reduce errors, and save time. Moreover, maintaining legacy technology creates its own costs, such as diverting resources to support, maintaining specialized contracts to support outdated equipment or find replacement parts on the secondary market, and risking or fixing system breakdowns. Alternatively, investment in new technology can create significant cost avoidance and improve capabilities and accessibility for the public, but the payback may not be immediately realized if there is insufficient investment in training and support to help departments get the most from new technology. To determine when it will be cost effective to modernize or replace legacy systems, local governments are performing business needs analysis and developing policies to prioritize systems upgrades to maximize flexibility.

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Goal 5 – Leverage IT to Create a Dynamic, Learning Workforce

Finding and Retaining Top Talent. Many reports suggest that somewhere between 3 million and 4 million public workers will be retiring within the next few years. In addition declared computer science majors have declined by 50% in the US since 1998.8 Effective technologies require experienced and well‐trained staff to implement, manage and oversee projects. There is ample evidence pointing to the fact that even the best of systems can fail if the human factor is not considered. Yet, when new technology implementation is discussed, public managers often overlook the impact on staff, who may not adapt well to changes or to automation generally. There are many opportunities for creative programs to be implemented that focus on the retention of current employees and the attraction of new employees. Reexamining job classifications is a good first step; this also allows organizations to remain competitive in attracting the “right” types of employees. Examining opportunities for experienced technology managers who are retired to work part‐time or to job share, or paying for information service subscriptions, training, certification opportunities, conference and meeting travel, and new equipment – all these can be viewed as employee benefits that help local government attract and retain top talent.

Goal 6 – Improve Agility of Technology Delivery

Technology Governance. Research shows that organizations with a strong technology governance program are more successful.9 The purpose of establishing technology governance is to create a conscious, organized process for making decisions related to investments in and management of an organization’s technology resources. Where there is weak governance, the technology department is overwhelmed projects are delayed or unsuccessful, and there is disconnect between the technology departments and other departments. As a result, there is low customer satisfaction, multiple technology solutions are created for similar needs and there is a lack of alignment of investment of technology resources with the organizations goals and needs. Where effective technology governance is implemented, the organization gains efficiency by maximizing the value of technology investments, managing expectations and demand for technology services, and increasing the success rate of technology projects. Through effective technology governance, public leaders ensure that scarce public funds are put to the best possible use in support of the organization’s business needs. The bottom line is that effective technology governance is a win‐win.

Goal 7 – Innovate Continually for a Better Future

Cloud‐Based Solutions. Cloud computing is used to describe situations in which the actual computers or servers are located somewhere else and often managed by another entity. Cloud computing, although a significant trend must be viewed through the lens

8 Allen, Susan. Human Resource Management, CIO Leadership for Cities and Counties, PTI, 2009. 9 Beaird, John and Lowery Massey, Liza, IT Governance, CIO Leadership for Cities and Counties, 2009.

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of risk management and return on investment (ROI). Depending on the importance and critical nature of data and online services, more contingency planning is an absolute must and should be included in any ROI comparison between in‐house systems and cloud‐based systems. Cloud‐based services need not be an all‐or‐nothing proposition. Many local governments place some data and operations in the cloud while maintaining critical or sensitive operations in‐house. Cloud computing is about rethinking the enterprise piece‐by‐piece as well as function by function. It is about technology leadership, strategic planning and network security. Cloud computing requires reliable broadband and technology infrastructure. Finally, cloud computing is an integral part of social networking and citizen engagement because the overwhelming number of those applications reside in someone’s cloud.

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Appendix 4 – DTS Supported Technologies & Services

DTS Supported Technologies & Services Administrative Services Electronic Document Management Systems (EDMS) Analysis Services Enterprise Service Bus (ESB) SOA Implementation Audit Support Enterprise Systems Support (e.g., ERP, MC311, CAD) Application Development Human Capital Development and Workforce Management Broadband Technology Management Information Security Services Budgeting and Estimation Support IT Help Desk (Enterprise) Business Intelligence Media Management Big Data Management Mobile Device Management (MDM) Cable Franchise Management Networks (FiberNet, Ultra Montgomery, ICBN, FirstNet) Capital Projects Management and Office365 (SharePoint) – Skype for Business Support (video conf.) Commercial‐Off‐The‐Shelf (COTS) Organizational Liaison with Public/Private Software Selection and Support Sector Entities Contract Management Open Government Program including Open Data County Hybrid Cloud Management PBX/VOIP/Unified Messaging Data Analytics Procurement Management (Technology) Data Center Management Project/Program Management Data/Database Management Radio Systems and Infrastructure Management Device Client Management (DCM) Server Management and Virtualization Digital Government Social Media Support Geographic Information Systems (GIS) Storage Management Economic Development Support System Management and Integration Enterprise Architecture (EA) Technology Investment Review/Consultation Electronic Data Interchange (EDI) Web Development

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Appendix 5 – IT Organization & Governance Structure

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Appendix 6 – Illustrative Technology Plans

This section includes descriptions of County services by business area and their illustrative tactical technology plans. These plans are subject to change as they are dependent on continued resource availability and environmental disruptions including disruptive technologies such as information (business intelligence), social, mobile, and cloud technologies. The following section provides a summary of each major organizational unit and potential future technology initiatives. A list of performance measures and metrics for the County’s organizational units can be found on the County’s CountyStat website.10

General Government Cluster

General government constitutes approximately 1,100 staff and funding of approximately $315 million (approximately 14 percent of non‐education operating budget). These resources support approximately 110 program areas. Each program comprises multiple services. The following sections discuss the high‐level program areas and technology plans within each of the major departments and offices in the County’s budgeting cluster under General Government.

Offices of the County Executive The Office of the County Executive (CE) includes the office of the Chief Administrative Officer (CAO). Together, they are planning to undertake the following technology initiatives:  County development database (“Near Me” or “Around Me”‐like mobile applications11 driven by dataMontgomery)  Replace the existing WordPress CECC application with the Cloud‐based Intranet Quorum (IQ) COTS applications  Convert all existing CEX databases from Access to web based applications  Develop and implement a web‐based application for the grant management process and other CEX business processes  Install the latest and greatest video conferencing technology in the CE and CAO’s conference room

10 The County’s CountyStat site provides performance metrics and measurement at https://reports.data.montgomerycountymd.gov/countystat/. 11 “NearMe” and “AroundMe” are commercially available services available on the Apple and Google app stores.

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Community Engagement Cluster The Community Engagement Cluster is comprised of the following entities:  Office of Community Partnerships  Gilchrist Center for Cultural Diversity  Commission for Women  Regional Service Centers (located in all regions of the County) Together these CEC units are planning the following technology initiatives:  Increased WiFi or Hotspots in all Regional Services Centers, Sidney Kramer Up County and Silver Spring Civic Building facility  WYSIWYG Content Management System editor  Training in toolset: Microsoft Outlook, PowerPoint, Access, Oracle eBusiness, social media, emerging technologies, CMS, GIS, Socrata  Expanded and enhanced use of social media understanding the specialized programs within the Cluster  Intense training for maximized utilization and integration of new technology in the workplace  Identification of future technology trends and technology based solutions for business processes  Countywide integration and replacement of work phones/PCs, desk and mobile particularly in Regional Service Centers and training facilities  Social Media expansion  Inclusion of its facilities in the Active Networks space registration system

Office of the County Attorney The Office of the County Attorney is planning the following technology initiatives:  Discovery and production of electronic records  Preservation of records for use in litigation filed by or against the County  Use of smart phones by attorneys to retrieve case information  Use of encrypted email  Legal research and reference services  Docket management applications  Management reporting (case load and dispositions) solution  Contract review monitoring and tracking solution  Case management solution (case schedules and appeals tracking)  Online information publishing tools (e.g., FOIA requests and responses for transparency)

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Board of Elections – Montgomery County, Maryland The Board of Elections is planning the following technology initiatives:  New voting platform for the 2016 Presidential Election Cycle  Tools for voter outreach, training, data analysis, logic/accuracy testing  GIS for election map data  New voting applications; on‐line ballot & 2016 same day registration at early voting centers (state ballot initiatives)  Phone applications related to election sites; on‐line training; on‐line public education for new voting system

Montgomery County Ethics Commission The Montgomery County Ethics Commission is planning the following technology initiatives:  Upgrade of the Financial Disclosure System  Developing an online solution for administering outside employment requests, approvals and reviews  Online information publishing tools (e.g., list of filers and filings)

Department of Finance The Department of Finance’s 3‐year Technology Strategic Plan will further enhance efficiency, take advantage of Cloud related services, ensure the protection of confidential data, and streamline certain enterprise business processes. Finance is planning the following technology initiatives:  Upgrade and migrate the MUNIS Property Tax Billing system to a Cloud Software‐as‐a‐ Service platform.  Including TAS, Real Property Billing, Personal Property Billing, Lender Payments, etc.  Expand use of ERP for:  Centralized AR  Generate all invoices from ERP and automate reconciliation  Single online payment portal  Ensure compliance with PCI‐DSS and ACH security rules and requirements  Centralized AP  Automate invoice scanning and PO line item matching  Online vendor invoice submission via iSupplier and Exchange Data Interchange (EDI)  Continued effort to work with each division in the department to identify processes that are manual, highly‐repetitive and paper driven and replace them with in‐house applications or Commercial Off the Shelf (COTS) software solution if applicable

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 Implement a document management system that allows citizens and businesses to submit and track applications and supporting documentation to the department in a secured manner  Upgrade the Kronos MCTIME platform  Disaster Recovery for Core Finance Systems  Collaboratively work the Department of Technology Service to identify mission critical systems and services that would be candidates to migrate into a Cloud based environment to enhance the ability for the County to recover in the event of a disaster  Continue deployment of mobile devices (laptops and Surface Pro’s) to enable offsite access  Data archive planning for ERP Finance systems

Department of General Services DGS expects to undertake technology initiatives in the following areas:  Enhance Oracle EBS’ Enterprise Asset Management (eAM)  Cloud collaboration (access to CAD, BIM, Multivista, PM)  Improved information on DGS‐managed Capital Improvement Programs on its website  Utilize Oracle EBS’ Property Manager (improve reporting accuracy and timeliness of rentals and tenants; track space usage by building; improve space planning/modeling)  Implement Utility Bill Management  Enhance enterprise infrastructure services (Ricoh MFP, Digital StoreFront, and Records Management)  Improve case management (space requests and ADA complaints)  Process automation (Preserve an accurate audit trail of all issues, transmittals, submittal and RFIs; prevent lost project knowledge resulting from employee turnover)

DGS—Fleet Management

 Transition to Oracle EBS (FASTER)  Improve telematics (monitor vehicle usage, health, performance)  Implement dashboards (client service communications)  Integrate with COTS systems (Parts Storage, Fluid Management, Fuel Site and Tank Monitoring System, EV Charging System, Telematics system)  Implement WiFi in maintenance shops  Deploy mobile technologies in the field

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Office of Human Resources The Office of Human Resources expects to undertake technology initiatives in the following areas:  Correspondence and actions tracking solution  Replacement of Oracle’s iRecruitment Module with a cloud based recruitment module  Numerous implementations in the ERP system for represented and un‐represented employees including performance management  Technology training management and delivery solution for the enterprise

Office of Human Rights The Office of Human Rights expects to undertake technology initiatives in the following areas:  Compliance (e.g., Minimum Wage Legislation)  Community Outreach & Education  Fair Housing Ordinance Monitoring  Administration

Office of Intergovernmental Relations The Office of Intergovernmental Relations expects to undertake technology initiatives in the following areas:  Upgrade to network connectivity to the County’s offices in the State Capitol  Upgrade telecommunications, e.g., unified messaging  Migration to advanced features of MS Office365 including SharePoint  Create interactive Executive Branch state legislative tracking and comment system

Department of Liquor Control The Department of Liquor Control plans to undertake technology initiatives in the following functional areas:  Administration  Contracted operations  Warehouse operations  Licensure, regulation, public  Delivery operations education  Retail operations  Departmental management

Examples of DLC initiatives and technologies planned include:  PCI‐DSS deployment, support and  POS Windows 7 migration compliance  Use of Social Media  ERP deployment  Advanced use of Office 365  LRE deployment and support

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Office of Management and Budget The Office of Management and Budget plans to undertake technology initiatives in the following functional areas:  Budget Preparation &  Fiscal Policy & Procedure Administration Development  Fiscal Analysis & Forecasting  Support Services  Administration Examples of initiatives include:  BASIS 2 (.Net 4.0)  eBudget (WordPress)  Socrata open data  Montgomery County Grants Portal  Hyperion budgeting (fluidReview) Office of Procurement One of the Office of Procurement’s (PRO) greatest strengths is its own internal centralized workflow and database program, Your Online Database Application (YODA). YODA is a centralized workflow and database program currently available to only to PRO employees. The following projects would provide improvement and increased functionality to YODA and can be accomplished with current staffing:  Contract Review Committee web application to include record entry, document search, workflow and participant notification  Automate reporting tool for new CountySTAT measures (Operations and Division of Business Relations and Compliance (DBRC))  Web application development for Emergency procurement and buyer cost savings management  Work with DTS/ERP for data transfer services from Oracle into existing Procurement systems to eliminate duplicate data entry  Interactive checklist application to assist department contract administrators through the procurement process  Automate vendor notification for new legislative compliance requirements (i.e., wage payroll, contract renewal/MFD subcontractor plan)  Develop application to report activity for new legislative compliance requirements (i.e., Bill 48‐14)  Database conversion to new server which affects the following services/applications: internet; intranet; Procurement internal system; DataMontgomery; Mobile apps; CVRS  Develop management web application to assist Operations managers with buyer workload assignments (contracts, compliance, correspondence, solicitations, year‐end activities)  Addition of new features/forms in existing internal procurement system as required

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 Continue with procurement end‐user desktop support  Continue as first point of contact for all questions from County users concerning Oracle's purchasing module

In addition, as resources permit, PRO plans to undertake technology initiatives in the following functional areas improve the efficiency of day‐to‐day support for PRO activities and would improve PRO’s dissemination of information to the public:  Procurement internet website conversion to the County's new responsive design  Procurement intranet content page conversion to SharePoint (County's new platform)  Perform content updates to Procurement websites and social media accounts  Obtain/Verify vendor email addresses of contract records for vendor notification  Data Entry for new/amended solicitations  Data Entry and scanning of Contract Review Committee meeting records into new web‐ based system  Converting existing Classic ASP internet and intranet web applications to .NET  Create LSBRP Self & Full Certification Request web form (If user/entity has programming skills)  Coordinate with DTS/ERP and PRISM to upload data and create system defaults for Production launch of Early Morning Software  Work with DTS to establish/create requested Procurement datasets for inclusion into dataMontgomery  Convert existing procurement checklists/procedures into an interactive web‐based learning tool  Develop reporting mechanism to manage and track the progress of newly implemented legislative requirements on contract compliance  Develop reporting tool to identify LSBRP activity  Leverage SharePoint as a document management system for Procurement's public information requests (MPIA)  Update existing MPIA system to comply with new state regulations  Convert older paper‐based bid tabulations to electronic format  Work with DTS/ERP to develop automated reporting solution to monitor procurement violations  Index/Rename older solicitation documents to follow current naming conventions and improved search functionality  Update record center archive requests and verify/process outstanding returned records

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Office of Public Information The Office of Public Information plans to undertake technology initiatives in the following functional areas:  Graphics Management  Television Production  Web Content  MC311 Customer Service Center  Social Media Admin. & Operations  Public Relations  Support Services  Training  Administration Examples of initiatives and technologies use planned include:  InDesign  Overtimes  After Effects  Photoshop  Website  Cinema 4D  Illustrator  Social Media  Toast  Drupal  Email  Discreet Cleaner  HTML  Television  Siebel  XML  Radio  Avaya  CSS  Quarterly Training  Microsoft Apps  Java Script at "Think Big"  Web Support  Cold Fusion  Illustrator 10 Contract  Hootsuite  Final Cut Pro 4  Social Media Dashboard  Paperless Airplane  DVD Studio Manager

Department of Technology Services (including Office of Cable and Broadband) The Department of technology Services and the Office of Cable and Broadband technology initiatives and plans are embodied throughout this document specially in Section 3 where they are listed by Strategic Goals.

Public Safety Cluster

The County has aligned its public safety functions into the following departments:  Consumer Protection  Correction & Rehabilitation  Emergency Management & Homeland Security  Fire & Rescue Services  Police  Sheriff

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In order to be leaders in their fields, and to maintain the high standards of performance, these departments deploy technology extensively to manage approximately 4,000 personnel (for round‐the‐clock service), expending approximately $590 million annually (approximately 30 percent of the County’s non‐education operating budget) to manage assets and deliver high quality services in program areas ranging from administration to operations and community outreach. As sample measure of size and efficiency is the fact that the County’s Police Department alone processed approximately one million emergency and non‐emergency calls in Fiscal Year 2015. Each department manages substantial capital budgets for non‐personnel asset management and automation (e.g., new facilities, equipment). Each program area embodies multiple services that depend heavily on the use of technology for their success.

The County’s public safety entities expect to undertake technology initiatives in the following areas:

Office of Consumer Protection The Office of Consumer Protection expects to undertake technology initiatives in the following areas: Replace or upgrade the following legacy MS Access databases /applications:  OCP Complaints Management System  Automate Commission on Common Ownership Community’s complaint tracking and training support functions  Licensing:  Motor Vehicle Repair, Maintenance & Towing  Trespass Towing  Auto Repair & Maintenance  New Home Builders  Second Hand Personal Property (SHPP)  Radio, Television, & appliance Installation & Repairs  Patient Advocacy  Police Tow Log  Evaluate need for Office 365 G3 (currently 2010)  Website content and Applications support  Move to SharePoint

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Department of Correction and Rehabilitation The Department of Correction and Rehabilitation expects to undertake technology initiatives in the following areas:  Replace CJCMS with CRIMS  Upgrade radios in detention areas  Add WiFi  Cloud Staff Scheduling (e.g., Kronos Cloud Telestaff)  Use data analytics (to provide info accuracy, offenders, offenses, intelligent data processing, i.e., reports, dashboards, predictive analysis, strategic planning. Data accuracy, releasing property folks, etc. makes community safer, effective government)  Replace Access Databases

Montgomery County Fire & Rescue Service The Montgomery County Fire and Rescue Service expects to undertake technology initiatives in the following areas:  Technology planning  Replace older computers (CF‐19/eMeds project)  Tablets to all Battalion Commanders  Security cameras at all stations  Better cell phone coverage in Stations  On‐line application management solutions, including:  Promotional Candidate Application Processing System (PCAP)  Division of Volunteer Services Personnel Information Management System (PIMS)  Personnel Information Management System LOSAP to ERP Interface  Registrar ‐ Pathlore Learning Management System (LMS) Support  Fleet Management Reporting System (formerly Apparatus Defect Tracking)  On‐line Training Registration System (OTRS)  Station Activity Management System (SAMS)  PSTA Education Transcripts Verification Application  Duty Operations Chief (DOC) Shift Log  Transfer Request Management System (TRMS)  Fire Investigation System (FIS)  Safety in our Neighborhood Web Site Support  Recruitment eSubscription Form ‐ replaced by GovDelivery  Apparatus Assignment System  Web Site ‐ Quick Links

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• Fire Code Enforcement (FCE) Credit Card Processing • EMS Access Database Update  Migrate from SQLAnywhere to MS SQLServer  Data Analytics (OLAP)

Montgomery County Police Department The Montgomery County Police Department expects to undertake technology initiatives in the following areas:  Cloud Staff Scheduling (e.g., Kronos Cloud Telestaff)  Document imaging and storage (personnel records)  CAD  Unified Messaging (roll call, Akiva BBS replacement, msg routing)  Law Enforcement records management system  Emergency command center (consolidating with FRS, for single point of intake and call dispatch)  Training  PROQA ‐ intelligent sequencing for checking a person for dispatchers  Body cameras  IBI Dashboard interface to eJustice  Shopkeep.com point of sale cash management  Process automation  Impound lot tracking, SQL Net Db (PO tracking), false alarm tracking  On‐line animal license payments  Inventory tracking Quartermaster –Quetel  Data analysis  eticket and mapping, social media analytics  Applications  Offenderwatch, Safran Morphotrak, Visage Safran Morphotrak solution (facial recognition software)  GIS maps in field  Online reports to public  Tablets and smart phones

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Office of the Sheriff The Office of the Sheriff expects to undertake technology initiatives in the following areas:  Public Safety Systems Modernization  CAD, Mobile Computer, Radio Infrastructure, RMS  Body Cameras  In‐car video  Website upgrade

Transportation Cluster

Department of Transportation (including Urban Districts) The Department of Transportation uses technology to manage its 1,100 staff and approximately $170 million operating budget in addition to its capital budget. Among popular services are the management and operation of the award‐winning Ride‐On bus system and maintenance of approximately 5,000 lane miles of roadways through all kinds of weather and traffic conditions.

Among the many initiatives and programs in support of the County Executive’s Priority Objective to maintain “An effective and efficient transportation network”, the County embarked on a smart growth initiative some time ago. To continue to deliver on this vision, the County is transforming its transportation infrastructure through capital investment and technology. The County’s Department of Transportation has developed a comprehensive approach to mobility that promotes sustainable alternatives and contributes to the public’s experience while further unlocking the County’s economic potential. This effort positively impacts other priorities such as vital living, healthy and sustainable communities, affordable housing, and resilient communities.

In addition, as an example, the County expects to make technology investments to manage traffic in near real time to maximize mobility and alleviate traffic congestion to improve economic competitiveness of its businesses, reducing transit time and cost, and minimizing adverse public health impacts of pollution. The County considers these to be essential investments as it continues to grow rapidly. The County is also a leader in regional transportation collaboration and in promoting collaboration between residents, governments, and businesses; as a result, the Department of Transportation maintains a high level of community engagement that is facilitated by technology.

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The County’s Department of Transportation expects to undertake technology initiatives in the following areas:  On‐line application management solutions  Replace Tree Manager (paper system; make tablet accessible)  Replace Storm drain maintenance record system (needs GIS feature and to assist with budget development)  Automated Vehicle Locator (real time tracking pilot)  Replace traffic inventory database  Cloud collaboration (Office 365, replace MS Access with .NET, make engineering software cloud‐accessible – ArcGiS, Adobe, Microstation, Bentley Eng., Projectwise, One drive)  Mobile devices (increase utilization, access to databases from field via Internet)  Enhance ATMS (Advanced Traffic Management System ‐ runs over FiberNet)  Upgrade time clocks in all school flashers (remote monitoring)  Transit – digital signage, texting bus schedules, real‐time API, upgrade GIS servers  Enhance parking applications (Parking guidance system, WEBPARCS, Parking Inventory)

Health & Human Services Cluster

Department of Health and Human Services The Department of Health and Human Services directs, manages, administers, funds and delivers critical support for the most vulnerable residents. Services provided also include case management and advocacy services, protective services for vulnerable children and adults, and prevention services. It uses technology to manage its workforce of approximately 1,150 staff and a County‐funded operating budget of approximately $200 million annually (approximately 9.5% of the County non‐education budget).

The goal of the County is to promote and ensure the health and safety of its one million residents and to build individual and family strength and self‐sufficiency. The Department of Health & Human Services delivers a wide range of public health services to cover aging and disabled to children and youth. In addition to physical health and social services, the department provides behavioral health, special needs housing and crisis management services. It uses technology to ensure effective delivery of a full array of services to address the somatic and behavioral health, economic and housing security, and other health and human services needs of County residents in support of its following major business areas:  Aging and disability services  Behavioral health and crisis services  Child youth and family services

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 Public health services  Special needs and housing  Administration and support

A significant technology modernization effort is under way to ensure service integration via electronic health records and integrated case and service management. In selecting its technology solutions, the department is particular about interoperability and compatibility with systems operated by the State of Maryland.

The Department of Health and Human Services expects to undertake technology initiatives in the following areas:  Electronic Health Records  Enterprise Integrated Case Management  On‐line application management solutions, e.g., track volunteers and service hours  Big data analytics (in conjunction with law enforcement, judicial branch, housing, non‐ profit services)  Retirement of legacy systems  Migration to basic and advanced uses of Microsoft’s Office 365 environment including upgrading its SharePoint environment  Workforce IT Training  Mobile Device Integration  Expansion of WiFi in facilities and service centers  Implementation of unified messaging for navigators/connectors

Libraries, Culture & Recreation Cluster

The entities in this General Government cluster include the Department of Public Libraries, Department of Recreation, and the Office of the Community Use of Public Facilities. It uses technology to manage approximately 800 staff and $72 million in operating funds as well the collections and administration of enterprise funds in the form of fees for its services.

These entities expect to undertake technology initiatives in the following areas:

Montgomery County Public Libraries

 Credit card processing ability in library  Printers, scanners, faxes and wireless printers  Cloud solution for Integrated Library System

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 Network and computer upgrades, including reliable telephone, software upgrades, robust broadband for video streaming by patrons, all‐in‐one cutting edge computers/monitors, hands‐free communications devices  WiFi  Kiosk payment for computer printing and copying  RFID  Digital media labs and 3D printing  Smart Room technology  Digital signage (open/closed signage visible from car)  Hot spots and mobile devices for patron check‐out  Tablets and hotspots for staff (and to use at mobile events)  Upgrade mobile app and website  Mobile circulation (real time library card issuance and cards for students)  Sirsi Catalog enhancement  Activate Electronic Data Interchange  Kiosks in Clarksburg, Shady Grove, White Flint  ID Badge readers and alarms for all staff entrances in libraries  Automated hold lockers (accessible to patrons after hours)  Self‐charge machines with multi‐lingual capability  In‐library Innovation labs and incubation support centers

Department of Recreation

 Wi‐Fi in Recreation Facilities  Integration with ERP  Reporting

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Community Use of Public Facilities

 Upgrade to the Active Networks Solution  Office 365  Integration with ERP  Reporting

Community Development & Housing Cluster

This General Government cluster comprises the functions served by the Office of Economic Development (DED), the Department of Community Affairs (DHCA) and the Department of Permitting Services (DPS). The mission of these entities is to assure healthy and safe communities and affordable housing in an inclusive community. Collectively the three entities manage 23 program areas within approximately an $18.3M budget and the equivalent of 75 full‐time employees. These entities expect to undertake technology initiatives in the following areas:

Department of Economic Development (soon to become an independent authority)

 Staff mobility solutions  Collaboration solutions  Research services  Outreach solutions

Department of Housing and Community Affairs In an effort to increase staff efficiency and enhance the delivery of services to constituents, as well as to improve the accuracy and timeliness of actionable management information, the Department of Housing and Community Affairs (DHCA) is executing a multi‐year modernization plan comprising of: • Complete redesign of all core business applications using the latest version of .NET, MVC, and Entity Framework. The effort is aimed at providing a modern, well documented, easily maintainable, and expandable application portfolio that fully leverages current software and hardware technology. • Extensive use of SharePoint as the departmental collaboration platform. • Re‐architecting of the department application infrastructure as a SOA solution initially based on SOAP with a progressive migration toward Web API. • Consolidation of all departmental data stores to a single database management system (DBMS) solution, namely MS SQL.

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Department of Permitting Services In FY14, the Department of Permitting Services (DPS) processed 52,826 permit applications; issued/renewed 1,980 licenses; conducted 158,837 inspections; investigated 3,800 complaints; conducted 7,300 enforcement inspections; processed 6,700 building permit applications for 25,747,213 square feet of new construction resulting in 46,275 plans reviews. This level of performance would not have been possible without the heavy use of technology. DPS expects to undertake technology initiatives in the following areas:  ePermits, ePayments, ePlans  Share data between MNCPPC, Siebel (MC311) and dataMontgomery  More reliable cloud, data center, servers  More mobile devices and apps  Outreach – social media, video, cable

Environment Cluster

Department of Environmental Protection The mission of the Department of Environmental Protection (DEP) is to enhance the quality of life in our community by protecting and improving Montgomery County’s air, water and land in a sustainable way while fostering smart growth, a thriving economy and healthy communities. In order to achieve this, the department manages an annual operating budget of approximately $117 million and 160 staff. The department utilizes technology extensively to meet its data gathering, reporting and compliance objectives. DEP expects to undertake technology initiatives in the following areas:  Automation of the following processes:  RainScapes rewards applications, workflow, inspections, reporting  Tree planting activities, including requests, fulfillment and maintenance  Truck Weighing payment process, licensing, enforcement  Trash collection (collection day lookup, hauler invoicing, customer billing)  MS4 dashboard (improved storm water management permitting, planning monitoring)  Leverage data from ePermiting  Recycling ‐ improve data capture, usability, storage and reporting  Share data with MC311  Outreach/web/digital engagement

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Legislative Branch Projects

Montgomery County Council The Montgomery County Council is the legislative branch of County government. Its responsibilities are specified by the County Charter and State law. Some of the Council's principal responsibilities include: appropriating funds for the County’s operating and capital budgets; setting tax rates; approving the County’s land use and Ten‐Year Solid Waste and Water Supply and Sewerage System plans; approving zoning changes; and exercising oversight of County programs to ensure efficiency and effectiveness. It also serves as the Board of Health for Montgomery County. Council Information Technology plans to undertake the following technology initiatives: • Develop a web‐based application to enhance government transparency, collaboration, streamline internal processes, and incorporate an enhanced search engine for finding Council content. The project includes: • Convert all CCL MS Access databases • Improve legislative outreach and collaboration via RSS feeds • Provide access to legislative records in multiple formats to improve transparency and collaboration • Convert web content to enable web scraping. Web scraping or harvesting is a computer software technique for extracting information from websites. • Complete migration of remaining web pages to the Council’s new responsive web design (RWD). RWD is an approach to crafting sites to optimize the viewing and interactive experience across a wide range of devices. • Build the Council Intranet • Enhance the Constituent Relationship/Case Management software, Intranet Quorum: • Integrate IQ with County’s Single Sign On (SSO) application • Improve the mobile experience • Create a Council IQ connection with the County Executive branch and with the State Government to enhance collaboration • Continue to deploy web forms in addition to public facing mailboxes to aid public communication with Councilmembers on the web • Develop a technology standard for the preservation and recovery of all electronic records for compliance • Research and develop business continuity solutions for critical content and applications • Upgrade dated technology within each of the COB hearing and conference rooms • Enhance the following third party applications associated with the following: • Streaming live and archived Council and Committee meetings. Agenda and minutes production and management. Council also plans to upload Committee agenda(s) in alternative formats. • The Public Hearing Sign Up form available on the Council calendar

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• Social Media in support of government transparency, legislative outreach and collaboration • Grants management

Board of Appeals The Board of Appeals has authority to hear and decide cases involving certain land use issues, including modification of special exceptions filed or decided before October 30, 2014, and variances from the development standards or other requirements of the Zoning Ordinance. The Board also hears and decides Administrative Appeals from actions by the County government (as specified by the county Code). The Board applies the Zoning Ordinance Standards applicable to all such cases. The Board has countywide jurisdiction, except for the municipal corporations of Brookeville, Poolesville, Laytonsville, Rockville, Barnesville, Gaithersburg and Washington Grove. The department utilizes technology to meet its data gathering, reporting and archiving objectives. Council Information Technology plans to undertake the following technology initiatives: • Redesign the website to create a consistent and connected user experience, ensure accessibility and leverage the Council’s new responsive web design (RWD) • Digitize records and make them available online • Develop a web‐based application to enhance government transparency, collaboration, streamline internal processes, and incorporate an enhanced search engine for finding Board of Appeals content. The project includes: • Convert of all Board of Appeals MS Access databases • Improve outreach and collaboration via RSS feeds • Improve access to agendas, minutes and opinions in order to better transparency and collaboration • Build the Board of Appeals Intranet • Increase WiFi Hotspots for the office • Improve collaborative content sharing with M‐NCPPC

Office of the Inspector General The mission of the Office of the Inspector General is to prevent and detect fraud, waste, and abuse in government activities; propose ways to increase the legal, fiscal, and ethical accountability of County government departments and County‐funded agencies and review the efficiency and effectiveness of programs and operation of County government and independent County‐funded agencies. Public documents include the Inspector General’s Work Plan, results of audits and investigations, and periodic status reports to the County Council. Many of these documents are available for Web viewing in HTML format, or for viewing and printing in PDF format. Council Information Technology plans to undertake the following technology initiatives:

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• Redesign the website to create a consistent and connected user experience and ensure transparency and accessibility; • Build the Office of the Inspector General Intranet; • Implement improved technology for the storage of reports; and • Increase WiFi Hotspots for the office

Office of Legislative Oversight The mission of the Office of Legislative Oversight (OLO) is to provide accurate information, analysis, and independent findings and recommendations that help the County Council fulfill its legislative oversight function. Council Information Technology plans to undertake the following technology initiatives: • Redesign the website to create a consistent and connected user experience and ensure transparency and accessibility • Implement improved technology for the storage of reports and memorandums • Improve outreach and collaboration via RSS feeds • Build the Office of Legislative Oversight Intranet • Increase WiFi Hotspots for the office

Office of Zoning and Administrative Hearings The mission of the Office of Zoning and Administrative Hearings is to conduct due process hearings in land use and other administrative matters in a manner that protects the rights of the participants, provides a complete record in each case, results in a thorough and balanced report or decision and serves the public interest. Council Information Technology plans to undertake the following technology initiatives: • Develop a web‐based application to enhance government transparency, collaboration, streamline internal processes, and incorporate an enhanced search engine for finding Zoning content. The project includes: • Convert of all ZAH MS Access databases • Improve outreach and collaboration via RSS feeds • Provide access to cases in multiple formats to improve transparency and collaboration • Build the Office of Zoning and Hearing Administration Intranet • Increase WiFi Hotspots for the office

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Merit System Protection Board The mission of the Merit System Protection Board is to oversee the County merit system and protect the rights of County government employees and job applicants guaranteed under the merit system law. Council Information Technology plans to undertake the following technology initiatives: • Redesign the website to create a consistent and connected user experience and ensure accessibility and to leverage the Council’s new responsive web design (RWD) • Build the Merit System Protection Board Intranet • Implement improved technology for the storage of reports and opinions in an accessible and searchable format • Increase WiFi Hotspots for the office

Judicial Branch Projects

The Judicial Branch includes the Circuit Court, Register of Wills, Office of the Sheriff, and State’s Attorney’s Office. The Judicial Branch expects to undertake the technology initiatives as specified in the July 2015 Circuit Court Information Technology Plan.

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Appendix 7 – Glossary of Acronyms

ACH Automated Clearing House ADA Americans with Disabilities Act ATM Advanced Traffic Management System BIM Building Information Modeling BYOD Bring Your Own Device CAD Computer Aided Design CAO Chief Administrative Officer CE County Executive CEX Office of the County Executive CIO Chief Information Officer CIP Capital Improvement Program CJCMS Criminal Justice Case Management System COO Chief Operating Officer COOP Continuity of Operation Plan COTS Commercial Off The Shelf CountyStat County’s Performance Management Office CRIMS Correction and Rehabilitation Information Management System CRM Constituent Relationship Management CUPF Office of Community Use of Public Facilities DCM Device Client Management DED Department of Economic Development DGS Department of General Services DHCA Department of Housing and Community Affairs DHHS Department of Health and Human Services DLC Department of Liquor Control DLP Data Loss Prevention DOC Duty Operations Chief DOCR Department of Correction and Rehabilitation DOT Department of Transportation DPS Department of Permitting Services DR Disaster Recovery DTS Department of Technology Services EA Enterprise Architecture eAM EBS Asset Management

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EDI Electronic Data Exchange EDMS Electronic Document Management Systems EISO Enterprise Information Security Office EMS Emergency Management System ERP Enterprise Resource Planning ESB Enterprise Service Bus FCE Fire Code Enforcement FIBERNET Montgomery County’s Fiber Network FIS Fire Investigation System GIS Geographic Information Systems HIPAA Health Insurance Portability and Accountability Act HR Human Resources HTML Hyper Text Markup Language ICBN Inter‐County Broadband Network (State of Maryland) IJIS Integrated Justice Information System IPAC Information Technology Policy Advisory Committee ISATP Security Awareness and Training Program IT Information Technology ITAG Interagency Technical Advisory Group ITPCC Interagency Technology Policy Coordination Committee LMS Learning Management System LOSAP Length of Service Awards Program MC311 Montgomery County Constituent Relationship Management MCFRS Montgomery County Fire and Rescue Services MCPD Montgomery County Police Department MCPL Montgomery County Public Libraries MDM Mobile Device Management MITIRPS Mercury Intake and Request Process System MNCPPC Maryland National Capital Park and Planning Commission MUNIS Municipal Information Systems (Tax Billing Software) OCP Office of Consumer Protection OMB Office of Management and Budget OTRS On‐line Training Registration System PBX Private Branch Exchange PCAP Promotional Candidate Application Processing System PCI‐DSS Payment Card Industry‐Data Security Standard

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PIMS Personnel Information Management System PM Project Management PSSM Public Safety System Modernization PSTA Public Safety Training Academy RMS Record Management System SAMS Station Activity Management System SAO CMS State’s Attorney’s Office Case Management System SMART Specific, Measureable, Attainable, Realistic and Timely SWOT Strength, Weakness, Opportunities, Threats assessment TAS Tax Assessment System TOMG Technical Operational Management Group TRMS Transfer Request Management System TSP Technology Strategic Plan SHPP Second Hand Personal Property SOA Service Oriented Architecture VOIP Voice over Internet Protocol WSSC Washington Suburban Sanitary Commission WYSIWYG What You See Is What You Get

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Appendix 8 – Acknowledgements

DTS acknowledges the contributions of the following entities in the enunciation and review of this plan.

1. Public Technology Institute, Inc. 2. Gartner Corporation 3. The National Association of Counties 4. Members of the IPAC and Department/Office Directors 5. Members of the ITPCC 6. Members of the TOMG 7. County Council’s IT Advisor

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