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					Information Technology Strategic Planning Summary
             Report for the Secretariat
                 of Public Safety


            Budget Biennium 2002 – 2004




               Department of Technology Planning
                        January 2002
                    Table of Contents
                                    Information Technology Strategic Planning Summary Report
                                                for the Secretariat of Public Safety
                                                   Budget Biennium 2002 - 2004




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


SECRETARIAT OVERVIEW ................................................................................................................ 4


SIGNIFICANT SECRETARIAT TECHNOLOGY TRENDS............................................................. 6


SIGNIFICANT SECRETARIAT INITIATIVES .................................................................................. 6


SECRETARIAT ISSUES ......................................................................................................................... 7


CONCLUSION ......................................................................................................................................... 8


APPENDICES ........................................................................................................................................... 9

   APPENDIX A: IT STRATEGIC PLANS APPROVAL SUMMARY ................................................................ 9

   APPENDIX B: IT PROJECTS BY AGENCY ............................................................................................. 10

   APPENDIX C: SECRETARIAT OF PUBLIC SAFETY MAJOR BUSINESS APPLICATIONS ........................ 14




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                         Information Technology Strategic Planning Summary Report
                                     for the Secretariat of Public Safety
                                        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
     Applications, and
     Software Infrastructure.



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                                         Budget Biennium 2002 - 2004



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 Public Safety’s IT Strategic Plans is summarized in Appendix A.

The overall assessment of agency planning within the Secretariat of Public Safety 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. Two of the IT plans within the Secretariat illustrated, in an
exemplary manner, how IT can effectively support business issues: The Department of Alcoholic
Beverage Control and The Department of Fire Programs. 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 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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                                     for the Secretariat of Public Safety
                                        Budget Biennium 2002 - 2004




Secretariat Overview
The Secretariat of Public Safety consists of ten small to large sized agencies performing a variety of
public safety tasks that range from law enforcement and incarceration to fire protection and education.
For this strategic planning cycle, the Virginia Parole Board was included in the plan submitted by the
Department of Corrections.

The agencies within Public Safety are increasingly reliant on technology to successfully accomplish
their missions. Technology successes in the Secretariat include establishing an infrastructure that
successfully supports business systems; development of applications that support business processes;
and use of the Internet for communication, transaction processing and information delivery. Planning
and business process improvements are apparent in the majority of the agencies’ plans.

The Secretariat of Public Safety spent over $63,000,000 on information technology, including personnel
costs, over the last fiscal year (FY 2001) representing approximately 8.4% of the total IT expenditures
within state government. Information Technology expenditures for FY 2001 reflect both the size of the
agency and, to some degree, the reliance on technology within agencies. (See Chart 1.)

                                                               CHART 1.


                            FY 2001 IT Expenditures for Public Safety Agencies

                 DEPARTMENT OF FIRE PROGRAMS          $73


  COMMONWEALTH ATTORNEYS' SERVICES COUNCIL            $112


       DEPARTMENT OF EMERGENCY MANAGEMENT              $784


       DEPARTMENT OF CORRECTIONAL EDUCATION                  $1,802


                DEPARTMENT OF MILITARY AFFAIRS               $1,846


      DEPARTMENT OF CRIMINAL JUSTICE SERVICES                         $3,990


               DEPARTMENT OF JUVENILE JUSTICE                              $5,837


  DEPARTMENT OF ALCOHOLIC BEVERAGE CONTROL                                          $8,117


                   DEPARTMENT OF STATE POLICE                                                      $16,702


                   DEPARTMENT OF CORRECTIONS                                                                    $23,896



                                                 $0                                 $10,000           $20,000             $30,000

                                                                                      Thousands of Dollars




A similar distribution of IT staffing exists within the agencies. (See Chart 2.)




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                                     for the Secretariat of Public Safety
                                        Budget Biennium 2002 - 2004



                                                    CHART 2.


                           FY 2001 IT FTEs for Public Safety Agencies

                 DEPARTMENT OF FIRE PROGRAMS        0

  COMMONWEALTH ATTORNEYS' SERVICES COUNCIL          1

       DEPARTMENT OF EMERGENCY MANAGEMENT               3

       DEPARTMENT OF CORRECTIONAL EDUCATION                 8
               DEPARTMENT OF MILITARY AFFAIRS                   11
      DEPARTMENT OF CRIMINAL JUSTICE SERVICES                         20

               DEPARTMENT OF JUVENILE JUSTICE                               27
  DEPARTMENT OF ALCOHOLIC BEVERAGE CONTROL                                       38

                  DEPARTMENT OF CORRECTIONS                                                           82

                   DEPARTMENT OF STATE POLICE                                                                      108

                                                0                      25               50       75         100            125



Charts 1 and 2 indicate that the State Police has the second highest IT expenditure and the largest
number of IT positions of any of the Public Safety agencies. Chart 3 (below) presents an analysis of
IT expenditures as a percentage of overall agency expenditures and presents a different view of
agency investment in IT. The Department of Corrections (DOC) spends the largest amount on IT;
but, in comparison to its overall expenditures, DOC invests less in IT than half of the agencies in the
Secretariat. Chart 3 also shows that the Commonwealth Attorneys Services Council (CASC) spends
the highest percentage of its total expenditures on IT. This indicates that CASC is heavily investing
in IT to more effectively support the dispersed Commonwealth Attorneys’ Offices.

CHART 3.


                FY 2001 IT Expenditures (Including Salaries) as a Percentage of
                                   Agency Expenditures
                                 FIRE PROGRAMS          0.5%
                      CRIMINAL JUSTICE SERVICES             1.6%
                               JUVENILE JUSTICE                  2.8%
                  ALCOHOLIC BEVERAGE CONTROL                         3.0%
                                   CORRECTIONS                       3.0%
                       EMERGENCY MANAGEMENT                          3.3%
                       CORRECTIONAL EDUCATION                         3.8%
                               MILITARY AFFAIRS                                  7.6%
                                   STATE POLICE                                       9.1%
   COMMONWEALTH ATTORNEYS' SERVICES COUNCIL                                                                20.2%

                                                0.0%                  5.0%        10.0%      15.0%     20.0%       25.0%




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




Significant Secretariat Technology Trends
Within the Secretariat of Public Safety, agencies are generally making progress towards a higher level of
technological maturity. Web enabled applications are increasingly being used by agencies for
communicating and sharing data. Agencies involved in law enforcement are working on projects to
increase their capability to share critical information and to enhance inter-agency communications.
Other agencies, not directly associated with law enforcement, have similar needs for connectivity,
security, and Web-based applications. Several agencies express strong concerns about upgrading their
infrastructure, with the Department of Corrections having the most serious network infrastructure issues.
As expected, security is essential in public safety and thus, a majority of plans reflect an increased
emphasis on security.

The following four trends emerge from the review of the IT Strategic Plans for Public Safety agencies:

 Continued enhancements to Websites to process business related transactions and provide valuable
  data and services upon request
 Increased emphasis on security requirements, particularly Internet security
 Insufficient funding
 Infrastructure and technology shortfalls


Significant Secretariat Initiatives
Several major IT initiatives within the Secretariat of Public Safety have significant statewide impact or
involve multiple agencies. The largest of these is the Integrated Criminal Justice Information System
(ICJIS). ICJIS will provide access to critical data by all branches of law enforcement. In addition to
ICJIS, other major projects in the Secretariat address infrastructure upgrade requirements and enterprise
resource planning (ERP) applications.

 Multi-Agency and Partnership Projects

Several key projects involve multiple agencies. ICJIS directly involves State Police, Corrections,
Juvenile Justice, Criminal Justice Services and the Judicial Branch of government. Of special interest,
during this period of increased awareness in public safety, are the following projects: the Emergency
Management/VDOT Emergency Operations Center Connectivity Plans; Emergency Management’s
Chemical Emergency Response Database; and the State Police’s sponsorship of the Statewide Agencies
Radio System (STARS).

 Infrastructure Upgrade/Application Reengineering

There is no common infrastructure architecture within the Secretariat of Public Safety. The
infrastructure capabilities vary to an enormous degree between and within agencies. Some agencies are
in need of new technologies or facility enhancements while others have never completed installation of


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                         Information Technology Strategic Planning Summary Report
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                                        Budget Biennium 2002 - 2004



basic networks. The Department of Corrections (DOC) has a requirement for network installations with
an estimated cost of $12.1 million. Another important hardware infrastructure project is the State
Police’s Mobile Computing Terminals (MCT) for officers in the field. The MCT project is currently in
its second phase. The State Police did not provide a total cost estimate for MCT.

There are also major applications initiatives within the Secretariat. DOC has an un-funded requirement
for an Integrated Correctional Information System (ICIS) estimated at $89.7 million and an Offender
Based Corrections Information System (OBCIS) pre-conversion data cleanup project estimated at
$120,000 per year. The Department of Alcoholic Beverage Control is replacing its Point of Sale system.
The Point of Sale replacement project is complex and includes applications as well as hardware
infrastructure requirements. The Point of Sale system must integrate with another project, the
Management of Inventory and Products Sales system (MIPS). The costs of the two projects are $9.125
million and $4.3 million respectively.


Secretariat Issues
Two significant issues face the agencies in the Secretariat, funding and systems integration.

 Funding

   The lack of available funding places all of the major projects in the Secretariat of Public Safety at
   risk. The Department of Corrections requires more than $100 million dollars to execute the projects
   it has planned. The Department of Emergency Management has a requirement for over $700,000 to
   fund its IT projects. The State Police requirements for STARS, Unisys Mainframe Maintenance and
   Replacement, Disaster Recovery, and Electronic Archiving of Fingerprints are estimated at $ 12.8
   million for FY 2003 and 2004. None of these needs are funded in agency base budgets.

 Systems Integration

ICJIS, ICIS, STARS and OBCIS are complex projects requiring a high degree of cooperation,
coordination, and dedicated project management. ICJIS and STARS will require integration and
coordination between multiple agencies as well as levels of government. Adding to the issues of
complexity and agency integration are the demands for greater capabilities generated by the War on
Terrorism. The lack of an adequate infrastructure, to support these integrated systems, further
exacerbates this issue.




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




Conclusion
In general, agencies of the Secretariat of Public Safety have a clear vision of how best to use technology
to support critical core business activities. If realized, the visionary thinking of agencies within the
Secretariat, as demonstrated in agency IT plans, should provide enormous benefits to the citizens of the
Commonwealth. The major projects proposed are exceptionally complex, expensive, and challenging to
implement. System integration and coordination between agencies is the key to success of ICJIS,
STARS and similar large projects. Exceptional leadership and timely infusion of funds will be required
to realize the collective needs of the Secretariat.




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                         Information Technology Strategic Planning Summary Report
                                     for the Secretariat of Public Safety
                                        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 Public Safety.

                                                                     Approved
                                                                       With
                 Agency Name                         Approved                       Disapproved
                                                                     Comments

 Alcoholic Beverage Control, Department of                

 Commonwealth’s Attorneys’ Services Council               

 Corrections, Department of                                               

 Correctional Education, Department of                                    

 Criminal Justice Services, Department of                                 

 Emergency Management, Department of                      

 Fire Programs, Department of                             

 Juvenile Justice, Department of                                          

 Military Affairs, Department of                          

 State Police, Department of                                              

                                                          5               5               0
 Totals




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                                         Budget Biennium 2002 - 2004




 Appendix B: IT Projects by Agency

 The following table is a summary of the significant projects identified in Part II of each Agency IT
 Strategic Plan.

         Agency                     Project Name             Project Type     Estimated Cost

Alcoholic Beverage
Control, Department of      Point of Sale Replacement    Single Agency           $9,125,000
Alcoholic Beverage          Management of Inventory and
Control, Department of      Product Sales (MIPS)         Single Agency           $4,300,000
Alcoholic Beverage          HRIS application Re-
Control, Department of      engineering                  Single Agency               Unknown
Alcoholic Beverage
Control, Department of      Redesign ABC Website         Single Agency               Unknown
Alcoholic Beverage
Control, Department of      Implement FMS Upgrade        Single Agency               Unknown
Alcoholic Beverage          Develop Time and Leave
Control, Department of      Accounting System for Agency Single Agency               Unknown
Commonwealth's                                           State/Federal
Attorneys' Services Council VCAIS                        Partnership                 $350,000
Corrections, Department of DOC Network Replacement          Single Agency       $12.100,000
                           Integrated Correctional
Corrections, Department of Information System               Single Agency    $89,700,000
Corrections, Department of Offender Based Correction        Single Agency $120,000 per year
                           Information System Pre-
                           conversion Data Cleanup t
                           Virginia Community
                           Corrections Information
Corrections, Department of System                           Multi Agency         $25,500
                           Integrated Criminal Justice                         Unknown, + 1
Criminal Justice Services Information System                Multi Agency         million
                           Automation of Financial and
Criminal Justice Services Administrative Systems            Single Agency            Unknown
                           Upgrade of Forensic Evidence
Criminal Justice Services Tracking System                   Single Agency            Unknown
                           Chemical Emergency
Emergency Management, Response Database                     Local/State
Department of              (VDEMST16)                       Partnership              $500,000
Emergency Management, Connection with VDOT
Department of              (VDEMST09)                       Multi Agency      VDOT FUNDED


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                                       Budget Biennium 2002 - 2004



Emergency Management,     Emergency Information
Department of             Systems (VDEMST07)               Single Agency           $50,000

           Agency                    Project Name            Project Type    Estimated Cost   Appen
 Emergency Management,      Finance Database                                                  dix B:
 Department of              (VDEMST03)                      Single Agency          $60,000         IT
 Emergency Management,      Increase Connectivity with                                         Projec
 Department of              Other Agencies (VDEMLT0         Multi Agency           $50,000    ts by
 Emergency Management,      Technology Support for                                             Agenc
 Department of              Hazardous Materials Response    Single Agency          $32,000          y
 Emergency Management,      Upgrade EOC Network                                                 (conti
 Department of              (VDEMST05)                      Single Agency          $15,000    nued)
 Juvenile Justice,          Continuity of Operations -
 Department of              Offsite capabilities            Single Agency          Unknown
 Juvenile Justice,
 Department of              Electronics Signatures          Single Agency          Unknown
 Juvenile Justice,          Fire Suppressant - Computer
 Department of              room upgrades                   Single Agency          Unknown
 Juvenile Justice,
 Department of              Imaging Feasibility Study       Single Agency          Unknown
 Juvenile Justice,          Juvenile Tracking Systems
 Department of              Upgrade Phase II                Single Agency          Unknown
 Juvenile Justice,
 Department of              PC Software Upgrades            Single Agency          Unknown
 Juvenile Justice,          Positive Identification
 Department of              Feasibility Study               Single Agency          Unknown
 Military Affairs,
 Department of              Cash Management System          Single Agency       Unknown
                                                                              $1.13 Million
                                                                                  733K
 State Police, Department of Electronic Archive System      Single Agency       FY 03-04
                             Mobile Computing
 State Police, Department of Terminal(MCT)                  Single Agency          Unknown




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                                      Budget Biennium 2002 - 2004




Appendix B: IT Projects by Agency (continued)

         Agency                    Project Name            Project Type       Estimated Cost
                                                                                  Total Cost
                                                                                    (5 yrs)
                            UNISYS Maintenance and                                $4 million
State Police, Department of Replacement                   Single Agency     $2.72 million FY 04
                                                                                  Total Cost
                                                                                 $2.6 million
                                                                                  $1 million
State Police, Department of Disaster Recovery             Single Agency           FY 03-04
                            Statewide Agencies Radio                       Total Cost $350 million
State Police, Department of System (STARS)                Multi Agency     $8.4 million FY 03-04
                                                          State/Federal        Grant – Federal
State Police, Department of TIPS Expansion                Partnership            $2.5 Million
                                                                                  Unknown
State Police, Department of VCIN Upgrade                  Single Agency     From Base Funding




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                                             Budget Biennium 2002 - 2004




Appendix C: Secretariat of Public Safety Major Business Applications

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

Agency Name:               Alcoholic Beverage Control, Department

Name                                        Core Business Activity                  Status

Warehouse Merchandise Movement             Wholesale Retail Operations              Operational



Time and Attendance                        Administrative Support                   Operational



Tax Management                             Enforcement                              Operational



Supply and Equipment Inventory             Wholesale Retail Operations              Operational
System


Space Man                                  Wholesale Retail Operations              Operational



Sales Audit                                Administrative Support                   Operational



Point-of-Sale                              Wholesale Retail Operations              Operational



Point-Of-Sale                              Wholesale Retail Operations              Planning, design, or
                                                                                    development


Payroll                                    Administrative Support                   Operational



MasterPack                                 Wholesale Retail Operations              Operational



Management of Inventory and Product        Wholesale Retail Operations              Planning, design, or
Sales                                                                               development


License Record Management Imaging          Administrative Support                   Planning, design, or
                                                                                    development
Incident Based Reporting                   Enforcement                              Planning, design, or



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                                                                                    development
Agency Name:             Alcoholic Beverage Control, Department (cont’d)

Name                                      Core Business Activity                     Status

Human Resources Management System          Administrative Support                   Planning, design, or
                                                                                    development


 Human Resources                           Administrative Support                   Operational



 Forecasting                               Wholesale Retail Operations              Planning, design, or
                                                                                    development


 Financial Management                      Administrative Support                   Operational
 System/Performance Series


 e-Under Age Buying                        Enforcement                              Planning, design, or
                                                                                    development


 e-Tax Management                          Enforcement                              Planning, design, or
                                                                                    development


 e-License                                 Enforcement                              Planning, design, or
                                                                                    development


 Data Warehouse                            Administrative Support                   Operational



 Computerized Organization Resources       Enforcement                              Operational
 for Enforcement


 ABC Sales                                 Administrative Support                   Operational




 Agency Name: Commonwealths Attorneys Services

 Name                                       Core Business Activity                  Status

 Virginia Commonwealths Attorneys          Management and Support Services          Operational
 Information Sys




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Agency Name:              Correctional Education, Department of

Name                                         Core Business Activity                  Status
USL Financials                              Education                                Operational



Student Management for Windows              Education                                Operational




Local Employee Tracking System               Education                               Operational



Adult Enrollment Student Information        Education                                Planning, design, or
System                                                                               development

Agency Name:              Corrections, Department of

Name                                         Core Business Activity                  Status

Virginia Parole Board Information           Community Corrections Management         Planning, design, or
System                                                                               development


Virginia Comprehensive Correctional         Community Corrections Management         Operational
Information System


Pre-Sentence Investigations                 Community Corrections Management         Operational



Parole Board Guidelines                     Community Corrections Management         Operational



Offender Based State Correctional           Institutional Corrections Management     Operational
Information Sys


Integrated Correctional Information         CBA not identified                       Planning, design, or
System                                                                               development


Inmate Trust                                Institutional Corrections Management     Operational



Inmate Payroll System                       Institutional Corrections Management     Operational

Agency Name:              Corrections, Department of (cont’d)

Name                                        Core Business Activity                   Status



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Information Data Systems                      Institutional Corrections Management     Operational


Adult Grievance System                        Institutional Corrections Management     Operational



Agency Name:               Criminal Justice Services, Department

 Name                                          Core Business Activity                  Status

 Work Flow Automation                         Division of Administration               Planning, design, or
                                                                                       development


 Victims Services                             Victim Services                          Operational



 Training Records                             Standards and Training                   Operational



 Time Accounting                              Division of Administration               Planning, design, or
                                                                                       development


 Procurement Tracking                         Division of Administration               Operational



 Private Security Interactive Voice           Private Security                         Operational
 Response System


 Private Security Complaint Tracking          Private Security                         Operational



 Private Security                             Private Security                         Operational



 Human Resources                              Division of Administration               Operational



 Grants Tracking                              Grants Administration                    Operational



 Forensic Automated Case Tracking             Division of Forensic Science             Operational
 System


 Events Registration                          Division of Administration               Operational


Agency Name:               Criminal Justice Services, Department (cont’d)



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                                              Budget Biennium 2002 - 2004




Name                                        Core Business Activity                            Status
Equipment Inventory                         Division of Administration                        Operational



Documents Tracking                          CBA not identified                                Planning, design, or
                                                                                              development


DNA Data Bank                               Division of Forensic Science                      Planning, design, or


Court Appointed Special Advocate            Juvenile Services                                 Operational



Community Corrections & Pre-Trial           Correctional Services                             Operational



Breath Alcohol System                       Division of Forensic Science                      Operational



Asset Seizure                               Division of Administration                        Operational



Accounting & Budgeting                      Division of Administration                        Planning, design, or
                                                                                              development



Agency Name:               Fire Programs, Department of

Name                                         Core Business Activity                           Status

National Fire Incident Reporting            3.0 VFIRS ( Fire Incident Record Keeping )        Operational
System

Agency Name: Juvenile Justice, Department of

Name                                         Core Business Activity                           Status

Oracle Applications - Financials            CBA not identified                                Operational


Oracle Application - Human Resources        CBA not identified                                Planning, design, or
                                                                                              development


Juvenile Tracking System                    Provide services in support of the J&DR Courts.   Operational



Agency Name:               Military Affairs, Department of


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Name                                          Core Business Activity                          Status

Cash Management System                       Command Virginia National Guard and Facilities   Operational

Agency Name:             State Police, Department of

Name                                          Core Business Activity                          Status

State-wide Crime Reporting Incident          Support Services                                 Operational
Based


Sex Offender Registry                        Support Services                                 Operational



OpenFox                                      Support Services                                 Operational



Livescan                                     Support Services                                 Operational



Firearms Transaction Program                 Support Services                                 Operational




Computerized Criminal History                Criminal Investigations                          Operational




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