Information Technology Strategic Planning

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					Information Technology Strategic Planning
    Summary Report for the Secretariat
            of Transportation


      Budget Biennium 2002 – 2004




          Department of Technology Planning
                   January 2002
                     Information Technology Strategic Planning Summary Report
                                for the Secretariat of Transportation
                                     Budget Biennium 2002-2004



                                    TABLE OF CONTENTS

INTRODUCTION ............................................................................................2

SECRETARIAT OVERVIEW .......................................................................5

SIGNIFICANT SECRETARIAT TECHNOLOGY TRENDS ...................7

SIGNIFICANT SECRETARIAT INITIATIVES .........................................8

SECRETARIAT ISSUES ..............................................................................10

CONCLUSION ...............................................................................................11

APPENDICES ................................................................................................12

APPENDIX A: IT STRATEGIC PLANS APPROVAL SUMMARY .............................................12

APPENDIX B: IT PROJECTS BY AGENCY ............................................................................13

APPENDIX C: SECRETARIAT OF TRANSPORTATION MAJOR BUSINESS APPLICATIONS ...14




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                    Information Technology Strategic Planning Summary Report
                               for the Secretariat of Transportation
                                    Budget Biennium 2002-2004




Introduction
In accordance with Section 2.2-226 of the Code of Virginia, the Secretary of Technology is
required to approve the information technology (IT) plans developed by Commonwealth
agencies and institutions of higher education. The planning process introduced this year had
both a short and long term goal. The short-term goal was to use the planning cycle for the
2002-2004-budget biennium to introduce agencies and institutions (herein referred to as
agencies) to the principles and best practices of Information Technology Investment
Management (ITIM). Through preparation of an abbreviated IT strategic plan, agencies were
asked to look at information resources and information technology projects as investments
within a strategic investment portfolio that supports the agency’s mission. Through the
introduction of an automated Technology Portfolio, agencies were also, for the first time, asked
to share information about current and planned IT investments. The long-term goal and
primary benefit of ITIM-based IT strategic planning is to better enable agencies to consistently
make the right IT investment decisions that best support core business activities, respond to
agency customers, and achieve overall value and operational excellence.

In July of this year, the Secretary of Technology issued “Guidelines for IT Strategic Planning”.
The guidelines were coordinated with and had the full support of the Department of Planning
and Budget (DPB), creating integrated strategic business planning and IT planning processes
for state agencies. The guidance identified overarching strategies and initiatives that affect all
Commonwealth agencies and provided a framework for the development of agency IT strategic
plans. Copies of the planning guidance can be obtained from the Department of Technology
Planning (DTP) or from the DTP Website at www.dtp.state.va.us.

Plans were submitted in three parts. Part one provided basic agency administrative information.
Part two provided information about the agency’s IT strategic direction in support of the
agency’s mission. The narrative section of the plan included a snapshot of current IT projects,
an IT vision for the future, and the agency’s short-term and long-term business issues. For
business issues with IT impact, the IT strategies, funding requirements and measures of success
were identified. Part three provided the agency’s current Technology Portfolio. The Portfolio
organizes agency inventory information from a business driven, application portfolio
perspective. Information from the system is used to: support both Commonwealth and agency
IT strategic planning; capture a current or “As Is” view of the Commonwealth IT architecture;
facilitate migration planning towards a conceptual or “To Be” Commonwealth IT architecture
(currently under development); allow agencies to share information about their current
portfolios; and better inform the overall Commonwealth IT management process. The
Technology Portfolio consists of six profiles:
     Agency Description
     Hardware
     Network
     Security



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                     Information Technology Strategic Planning Summary Report
                                for the Secretariat of Transportation
                                     Budget Biennium 2002-2004



      Applications, and
      Software Infrastructure.

Several components of the Technology Portfolio are linked together in a hierarchy.
Specifically, each application is linked to the core business activities and key customers it
supports, and to its associated hardware. Appendix C provides a listing of each agency’s major
business applications, the application’s current status and the core business activity it supports.
The Technology Portfolio is housed on the DTP Website. Access to view the portfolio can be
obtained from DTP. Data from the portfolio can also be exported to Microsoft Access to meet
additional information requirements.

DTP has completed a review of all agency IT Strategic Plans submitted for the 2002-2004
budget biennium. This review included an assessment and evaluation of the incorporation of
the Commonwealth’s IT Planning Guidance into the agencies’ IT strategic plans. Based on
DTP’s recommendations, the Secretary of Technology approved, approved with comment or
disapproved the IT Strategic Plans. “Approved,” indicates that the agency plan clearly
demonstrated adherence to the published guidance and reflected an understanding of ITIM –
based IT strategic planning. “Approved with comment,” indicates that the plan generally
adhered to the published guidance but was found lacking in some particular area and requires
additional clarification. “Disapproved” indicates the plan failed to comply with the published
guidance and lacks essential information. The approval status of the Secretariat of
Transportation’s IT Strategic Plans is summarized in Appendix A.

The overall assessment of agency planning within the Secretariat of Transportation is mixed.
Most agencies successfully adopted the principles of ITIM based IT strategic planning. The
plans, however, revealed varying levels of understanding of IT investment management among
the agencies. Some agencies clearly understood IT investment management principles and
were able to align technology initiatives with their critical business issues. Other agencies did
not grasp the concepts of ITIM and focused their plans upon IT issues instead of business
issues. In a few cases, agencies did not provide adequate funding or project information.

Overall, the results of the planning effort pointed out the fact that additional training is needed
in order to bring all agencies to a full understanding of ITIM. Due to the timing and
scheduling of this year’s budget cycle, DTP did not conduct formal ITIM training before the
cycle. Such training might have yielded better results from the agencies planning efforts. In
conjunction with future IT strategic planning cycles, DTP will work with agencies to refine the
planning process and expand overall agency knowledge of ITIM best practices. Through
planned workshops, information sharing, and the publication of appropriate policies, standards,
and guidelines, all agencies should advance to a higher maturity level of IT investment
management.

This summary report includes data from the plans and the technology portfolios submitted by
all agencies in the Secretariat, regardless of the approval or disapproval status of any individual
plan. In addition, in an effort to put future plans into perspective, an overview of the



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                    Information Technology Strategic Planning Summary Report
                               for the Secretariat of Transportation
                                    Budget Biennium 2002-2004



Secretariat’s current technology environment, IT expenditures and staffing is included. Fiscal
year 2001 IT expenditure data by agency was obtained from the Department of Accounts
database and the Department of Planning and Budget. All expenditure data includes IT
personnel costs. IT staff FTE estimates by agency were derived using the Department of
Human Resource Management Personnel Management Information System data.




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                        Information Technology Strategic Planning Summary Report
                                   for the Secretariat of Transportation
                                        Budget Biennium 2002-2004




Secretariat Overview
The Secretariat of Transportation consists of four relatively small agencies and two very large
agencies. All the agencies within the secretariat submitted IT strategic plans. The Secretariat
of Transportation spent over $127,398,000 on information technology, including personnel
costs, over the last fiscal year (FY 2001) representing approximately 16.8% of the total IT
expenditures within state government. A clear dichotomy exists between small and large
agencies in the depth and the robustness of the information technology utilized by agencies to
support their core business activities. A review of IT expenditures for the past fiscal year
illustrates this dichotomy. The Department of Motor Vehicles (DMV) spent approximately
30% of the total IT expenditures within the secretariat. Virginia Department of Transportation
(VDOT) IT expenditures represented almost 67% of the secretariat’s total IT expenditures in
that year, approximately twice that of all the other agencies combined. (Ref. Chart1.)
                                                               CHART 1.

                                    FY 2001 IT Expenditures for Transportation Agencies



      MOTOR VEHICLE DEALER
                                           $62,687
             BOARD




     DEPT OF RAIL AND PUBLIC             $364,325
        TRANSPORTATION




    DEPARTMENT OF AVIATION              $503,325




     VIRGINIA PORT AUTHORITY           $3,058,113




      DEPARTMENT OF MOTOR
                                                               $37,753,983
            VEHICLES




             DEPARTMENT OF
                                                                                                         $85,655,229
            TRANSPORTATION



                               $0            $20,000,000   $40,000,000       $60,000,000   $80,000,000        $100,000,000
                                                                     Thousands




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                                  for the Secretariat of Transportation
                                       Budget Biennium 2002-2004



A similar situation exists for IT staffing resources within the agencies. (Ref. Chart 2.)

                                                          CHART 2.


                        FY 2001 IT FTEs for Transportation Agencies

              MOTOR VEHICLE DEALER BOARD                  0

             SECRETARY OF TRANSPORTATION                  0

                     VIRGINIA PORT AUTHORITY              0

                     DEPARTMENT OF AVIATION           1

  DEPT OF RAIL AND PUBLIC TRANSPORTATION              1

            DEPARTMENT OF MOTOR VEHICLES                                         155

           DEPARTMENT OF TRANSPORTATION                                                                              416.5

                                                  0           50     100     150       200   250   300   350   400     450




A comparison of the relative percentages spent by agencies on IT gives a different
perspective. Chart 3 reflects IT expenses as a percentage of each agency’s total
expenditures. VDOT moves to a much lower ranking while the Department of Motor
Vehicles remains high in terms of percentage of expenditures as well as gross dollars spent
and IT employees. Based on this information, it is clear that DMV has placed a great deal
of emphasis on information technology.

                                                     CHART 3.


            FY 2001 IT Expenditures (Including Salaries) as a Percentage
                             of Agency Expenditures

  Dept of Rail and Public Transportation   0.2%

                 Department of Aviation       1.0%

          Department of Transportation                    3.1%

            Motor Vehicle Dealer Board                    3.4%

                 Virginia Port Authority                                  6.6%

          Department of Motor Vehicles                                                                         17.5%


                                       0.0%   2.0%        4.0%     6.0%    8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 20.0%




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                    Information Technology Strategic Planning Summary Report
                               for the Secretariat of Transportation
                                    Budget Biennium 2002-2004




The application profiles of each agency are another reflection of the dichotomy between
small and large agencies. For example, the primary focus of the smaller agencies has been
on establishing informational Websites for customers and on providing personal
productivity software for staff, while the larger agencies have aggressively moved into
leading edge technologies for Web portals, real time traffic video over the Internet,
customer self-service kiosks, Geographic Information System (GIS) mapping, electronic
commerce, and enterprise-level interoperability and data sharing.

Two reasons for this technology divergence are as follows:

1) The smaller agencies are significantly “thinner” with respect to in-house IT expertise and
   staffing, relying on partnerships with VIPNet, Virginia Polytechnic Institute, and private
   outsourcers to provide operational support, maintenance and consulting. Additionally, the
   small agencies’ direct customer base is relatively small, with minimal differentiation in
   customers’ business information requirements

2) The larger agencies can spread the cost of any given IT investment over a significantly
   larger customer base. Thus, due to economies of scale, the return on their investments, via
   productivity improvements to their staff and customers, are realized more quickly.

This difference is also reflected in the overall quality of the IT Strategic Plans submitted. Both
DMV’s and VDOT’s plans are very pragmatic and reflect an enterprise view, whereas the
smaller agencies’ plans tend to lack a clear, definitive alignment between their core business
activities/mission and their technology strategies/vision.



Significant Secretariat Technology Trends
Within the Secretariat of Transportation, all the agencies have established a professional Web
presence; adopted seat management concepts with refresh cycles; and deployed Microsoft 2000
office tools and PC software.

Looking forward, three priority trends are emerging across the Secretariat:

          enhancement of Websites to conduct electronic commerce and process credit card
           transactions;
          enhancements of applications and Websites to provide greater information sharing
           between agencies, governmental bodies and business partners; and
          enhancement of Websites to provide greater customization and personalization to
           customers.




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                    Information Technology Strategic Planning Summary Report
                               for the Secretariat of Transportation
                                    Budget Biennium 2002-2004




Significant Secretariat Initiatives
Across agency plans, the key business issues and associated technology projects reveal key
initiatives within the Secretariat of Transportation. Several technology projects are expected to
require extensive resources and will have a significant impact on the citizens of the
Commonwealth. Appendix B provides a listing of the planned IT projects by agency within
the Secretariat. The significant initiatives within the Secretariat of Transportation can be
classified into the following seven areas:

      Main Street to E-Street

Agencies within the Secretariat are working with private and non-profit businesses to jointly
leverage transportation and technology resources to facilitate efficiencies and competitiveness
within the state economy. These projects are in line with the Commonwealth’s “Main Street to
E-Street” initiative. For example, among the smaller agencies, the Department of Rail and
Public Transportation (DRPT) is pursuing the following two projects:

    1) Telework!Va – established as a pilot in Northern Virginia, the project provides
       financial incentives for businesses to start or expand a formal telecommuting program
       in conjunction with the governor’s Innovative Progress Initiative.

    2) High Speed Rail Corridors – supported by the federal High Speed Rail Investment Act,
       DRPT is working with Norfolk Southern and Amtrak to exchange and analyze the
       potential for high-speed passenger services.

      Geographic Information Systems Integration

GIS integration and analysis tools are being leveraged extensively by VDOT to facilitate
impact assessments on traffic, the environment, and local economies. For example:

    1) VDOT is undertaking two projects over the next biennium to provide access to GIS-
       related data to state agencies, local governments, planning commissions, businesses,
       and citizens, for business planning, emergency response and vehicle routing.

    2) The Virginia Transportation Development Plan (VTDP) will integrate GIS data, VDOT
       project plan data, and status information into a map-based Internet application for
       online access.

    3) The VDOT Centerline Basemap Effort (VCBE) is designed to utilize Global
       Positioning Systems (GPS) to provide the most accurate statewide centerline inventory
       of all VDOT maintained roads.




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                    Information Technology Strategic Planning Summary Report
                               for the Secretariat of Transportation
                                    Budget Biennium 2002-2004



 Customer Relationship Management

In an effort to support the key business strategy “to become and remain a customer-centric
service provider”, several of the agencies, both large and small, are planning to leverage
customer relationship management software. For example, the Virginia Port Authority is
planning to implement CRM to track customer information and business opportunities; and
VDOT plans to implement CRM to analyze customer satisfaction surveys and to identify
customer priorities.

 Web-Enablement Initiatives

Agencies continue to leverage the availability and extensibility of the Internet to provide
citizens with efficient and effective customer service delivery options. For example, DMV has
multiple Web-based initiatives including the extended extra-Teller kiosk initiative in
partnership with local government, the My Virginia PIN project in collaboration with other
state agencies, and the DMV Web Call Center initiative.

 Systems Integration

Agency data collected from various sources of input, applications, and locations is being
integrated to facilitate better and timely decision-making as illustrated by the following three
examples:

   1) VDOT has initiated an Enterprise Solutions initiative called “Synergy” to support
      enterprise resource planning (ERP). Synergy will provide a fully integrated Web-based
      commercial solution, with extensions as required, to support agency administrative and
      programmatic needs. ERP initiatives of this scale carry a high degree of payoff and of
      risk, and therefore warrant a high level of program oversight and project management.
      Smaller agencies in the secretariat could piggyback on the resulting application in the
      long term.

   2) The VDOT Inventory and Condition Assessment System (ICAS) project will provide a
      Web-based solution to collect, analyze, and report on all infrastructure assets along
      state-maintained roadway systems;

   3) The Department of Aviation is currently in the negotiation stage to deploy a system that
      networks information from disparate automated weather observation systems into one
      integrated system.

 Electronic Commerce

Following the electronic commerce successes by DMV and the Motor Vehicles Dealer Board,
the Department of Rail and Public Transportation plans to develop a Web-based component
that facilitates online grant submittals, online payment options, and grant status updating.



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                    Information Technology Strategic Planning Summary Report
                               for the Secretariat of Transportation
                                    Budget Biennium 2002-2004



 Government Interoperability

In an effort to eliminate bottlenecks and promote efficiency, agencies are planning technology
solutions to facilitate, collect, compile, and present integrated views of data from multiple
governmental bodies. For example, VDOT is collaborating with twenty other state and federal
environmental agencies to develop an online repository for environmental data with a Web-
enabled front-end for end-user data access and analysis.


Secretariat Issues

Several issues face the Secretariat that could affect the success of its ongoing technology
initiatives.

 Geographic Information System Tools and Training

As GIS data becomes more important to the agencies within the Secretariat of Transportation,
and efforts to collect data for GIS continue, appropriate tools and training for integrating,
analyzing, mapping, and presenting the data must be provided and adequately maintained to
insure success of the initiative.

 Customer Relationship Management

Changes to transportation systems can have both a short term and long term impact on the
economy and the citizens of Virginia. Furthermore, the availability of ground, air and sea
routes are critical to commerce and public safety. To successfully manage transportation in
Virginia, agencies need tools to collect, analyze, and integrate customer transportation needs,
priorities, and satisfaction levels in an efficient and timely manner. These Customer
Relationship Management tools will prove critical to the Department of Transportation and
other agencies within the Secretariat of Transportation to accomplish its mission.

 Recruiting and Retaining IT Workforce

The Secretariat’s ability to compete for quality IT professionals, especially within small
agencies, or for leading edge technologies, is becoming more difficult as demand continues to
exceed supply.

 Enhanced Field Communication Systems

Several agencies within the Secretariat are pursuing advanced remote computing
systems/devices to improve productivity of field operatives and to provide a more timely
response to customers. A number of alternatives and funding options are being studied. In




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                                    Budget Biennium 2002-2004



order to achieve anticipated benefits appropriate funding and effective project management
must be instituted.


Conclusion
Across the secretariat, partnerships will be key to leveraging technology investments. The
planned use of other agencies’ data in conjunction with VDOT data is an example of how
partnerships can provide major potential win-wins for State government and e-communities.
This system will boost customer satisfaction and, at the same time, will provide value-added
information to business and community development and planning. Smaller agencies need to
position themselves to take advantage of this type of “collaborative” mindset and piggyback on
the technology solutions of larger agencies whenever possible. Partnerships can extend the
limited resources in smaller agencies and leverage the technology solutions of larger
organizations. When smaller agencies leverage larger agencies, they will be able to improve
their return on IT investments, and will be better positioned to respond to change. Smaller
agencies within the Secretariat also need to provide a more definitive direction for utilizing,
aligning and leveraging information technology in support of their core business activities and
mission.




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                    Information Technology Strategic Planning Summary Report
                               for the Secretariat of Transportation
                                    Budget Biennium 2002-2004




Appendices

Appendix A: IT Strategic Plans Approval Summary

This table provides the approval status of the IT Strategic Plans submitted by agencies within
the Secretariat of Transportation.

                                                                Approved
                                                                  With
                  Agency Name                       Approved    Comments         Disapproved


     Aviation, Department of
                                                                     


     Motor Vehicles, Department of                     


     Motor Vehicle Dealer Board                        


     Port Authority, Virginia
                                                       

     Rail and Public Transportation,
     Department of
                                                                     


     Transportation, Department of                     


     TOTALS                                            4             2                 0




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                                     Budget Biennium 2002-2004




Appendix B: IT Projects by Agency

The following table is a summary of the significant projects, by agency, from Part II of each
Agency IT Strategic Plan.


                                                                                Estimated
            Agency                      Project Name               Project Type   Cost
                                Network Automated Weather
Aviation, Department of         Observation Systems               Single Agency    TBD *

Port Authority, Virginia      Sales Force Customer Tracking Single Agency          TBD *
                                                            Local/State
Motor Vehicles, Department of Decals for Localities         Partnership            TBD *

Motor Vehicles, Department of E-Forms/Workflow RFP        Single Agency            TBD *
                              Hand-held Wireless
Motor Vehicles, Department of Networking (Q-Tip)          Single Agency            TBD *
                              Knowledge Automated Testing
Motor Vehicles, Department of System II (KATS II)         Single Agency            TBD *
                                                          Local/State
Motor Vehicles, Department of Extra-Teller                Partnership              TBD *

Motor Vehicles, Department of My Virginia PIN                 Multi Agency         TBD *
                              Prospective Purchaser Inquiries State/Federal
Motor Vehicles, Department of (PPI)                           Partnership          TBD *

Motor Vehicles, Department of Web-based Call Center               Single Agency    TBD *
Rail & Public Transportation, DRPT On-line Grant
Department of                 Applications                        Single Agency    TBD *
                              Environmental Reporting
Transportation, Department of System                              Multi Agency     TBD *
                              Inventory and Condition
Transportation, Department of Assessment System (ICAS)            Single Agency    TBD *
                              Synergy Enterprise Solution
Transportation, Department of (SES)                               Single Agency    TBD *
                              VDOT Centerline Basemap             Local/State
Transportation, Department of Effort (VCBE)                       Partnership      TBD *

Transportation, Department of VDOT Web Portal, Phase 2            Single Agency    TBD *
   * TBD = To Be Determined




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                                    for the Secretariat of Transportation
                                         Budget Biennium 2002-2004




Appendix C: Secretariat of Transportation Major Business Applications

Provided below is a list of applications in each of the agency portfolios, its status and the core
business activity it supports.

Agency Name: Motor Vehicle Dealer Board
Name                                       Core Business Activity                     Status

Transaction Recovery Fund Tracking         Transaction Recovery Fund Administration   Operational



MVDB Staff Calendar                        Hearings                                   Operational



MVDB Internal Process Database             Dealer/Salesperson Licensing               Operational



MVDB Email Tracking System                 Consumer Complaints                        Operational



MVDB Field Application                     Education and Enforcement                  Operational



MVDB Educational Calls Tracking            Advertising                                Operational
System


MVDB Customer Tracking System              Education and Enforcement                  Operational


Extra Personal Client                      Dealer/Salesperson Licensing               Operational

E-commerce Transaction System              Dealer/Salesperson Licensing               Operational




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                                          Budget Biennium 2002-2004




Agency Name: Motor Vehicles, Department of
Name                                        Core Business Activity                               Status

VISTA                                       Regulatory services                                  Operational



Remittance Processor System                 Support to Customer services Centers                 Operational



Purchasing Inventory & Payables             Support to Customer services Centers                 Operational
System


Motor Fuels Tracking system                 Regulatory services                                  Operational



Liquated Damages                            Regulatory services                                  Operational



Knowledge Automated Testing System          License citizens to operate motor vehicles           Operational



International Fuels Tax Agreement           Regulatory services                                  Operational



Financial Systems                           Support to Customer services Centers                 Planning, design, or
                                                                                                 development


Driver License system                       License citizens to operate motor vehicles           Operational



Customer Service Center Network             Support to Customer services Centers                 Operational
System


Citizen Services System                     Track history of licensed drivers & titled vehicle   Operational


Agency Name: Port Authority, Virginia

Name                                        Core Business Activity                               Status

VPA Website                                 Marketing                                            Operational




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Agency Name: Rail & Public Transportation, Dept. of
 Name                                       Core Business Activity                         Status

 Invoice Creation and Processing            Administration                                 Operational
 System


 Exchange Server                            Administration                                 Operational



 Agency Name: Transportation, Department of
 Name                                       Core Business Activity                         Status

 Workload Planning System                   Operations of surface transportation network   Operational



 Virginia Transportation Act                CBA not identified                             Planning, design, or
 Information Portal                                                                        development


 Virginia Operational Information           Operations of surface transportation network   Operational
 System


 Virginia Operational Information           Operations of surface transportation network   Operational
 System


 VDOT Centerline Base Map Effort            CBA not identified                             Planning, design, or
                                                                                           development


 TRNS-PORT Proposal and Estimates           Construction of Roadway Projects.              Operational
 System/Letting an


 Synergy Enterprise Solution                CBA not identified                             Planning, design, or
                                                                                           development


Road/Weather Information System             Operations of surface transportation network   Operational




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Agency Name: Transportation, Department of (continued)
Name                                      Core Business Activity                         Status

Right of Way & Utilities Management       Construction of Roadway Projects.              Operational
System


Richmond Information System               CBA not identified                             Operational
Educators


Project / Program Management System       Construction of Roadway Projects.              Operational



Pavement Management System                Maintenance of roadway infrastructure assets   Operational



Official State Map                        CBA not identified                             Planning, design, or
                                                                                         development


Legislative Tracking System               CBA not identified                             Operational



Land Use Permit System II                 Maintenance of roadway infrastructure assets   Operational



Inventory Management System               Operations of surface transportation network   Operational



Inventory and Condition Assessment        CBA not identified                             Planning, design, or
System                                                                                   development


Highway Traffic Records Information       Maintenance of roadway infrastructure assets   Operational
System


Geographic Information Systems            Operations of surface transportation network   Operational
Integrator


Financial Management System               CBA not identified                             Operational



Executive Order 51 - Forms                CBA not identified                             Operational
Publication

Equipment Management System               Maintenance of roadway infrastructure assets   Operational




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Agency Name: Transportation, Department of (continued)
Name                                        Core Business Activity                         Status

Environmental Reporting System              CBA not identified                             Planning, design, or
                                                                                           development


Data Warehouse                              Operations of surface transportation network   Operational



Construction Workbook                       Construction of Roadway Projects.              Operational



Computer Aided Design and Drafting          Construction of Roadway Projects.              Planning, design, or
                                                                                           development


Commission on Transportation                CBA not identified                             Operational
Planning


Bridge Management System                    Maintenance of roadway infrastructure assets   Operational



Automated Fuel Management Program           Operations of surface transportation network   Planning, design, or
                                                                                           development


Agency Website & Portal                     CBA not identified                             Planning, design, or
                                                                                           development




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