2005 Technology business plan

2005 Technology Business Plan

May 2005

2005 Technology Business Plan Page ii May 2005

Table of Contents

EXECUTIVE SUMMARY..........................................................................................................................................1

OVERVIEW..................................................................................................................................................................2

TABLE 1 – SUMMARY OF 2005 PROJECT FUNDING...........................................................................................3

TABLE 2 – 2005 ACTIVE AND NEW PROJECTS....................................................................................................5

TABLE 3 –PROJECT ALIGNMENT TO PRIMARY IT GOAL (PROJECT COUNT)............................................6

TABLE 4 –PROJECT ALIGNMENT TO PRIMARY IT GOAL (DOLLARS)...........................................................6

TABLE 5 –IT EQUIPMENT REPLACEMENT PROJECTS/PLANS.......................................................................6

TABLE 6 – INFORMATION TECHNOLOGY INVESTMENT SUMMARY............................................................9

PROVISOS – 2005 ADOPTED BUDGET................................................................................................................10

PROJECTS..................................................................................................................................................................12

DEPARTMENT OF ADULT AND JUVENILE DETENTION.............................................................................12DAJD: Community Corrections Upgrade..........................................................................................................12DAJD: Crimes Capture System 3 Upgrade........................................................................................................14DAJD: Roster Management System Upgrade....................................................................................................15

DEPARTMENT OF ASSESSMENTS..............................................................................................................17DOA: Property Based System Replacement Project..........................................................................................17

DEPARTMENT OF COMMUNITY AND HUMAN SERVICES..........................................................................20DCHS: CSD - Contract Management System....................................................................................................20DCHS: MHCADS - HIPAA Implementation......................................................................................................22

DEPARTMENT OF COMMUNITY AND HUMAN SERVICES – OFFICE OF PUBLIC DEFENDER......................24DCHS: Legacy System Replacement Project.....................................................................................................24

DEPARTMENT OF DEVELOPMENT AND ENVIRONMENTAL SERVICES......................................................26DDES: IT Equipment Replacement.....................................................................................................................26

DEPARTMENT OF EXECUTIVE SERVICES - ADMINISTRATION.................................................................27DES: Admin – Accountable Business Transformation Initiative........................................................................27DES: Admin - PC Equipment Replacement........................................................................................................29

DEPARTMENT OF EXECUTIVE SERVICES – EMERGENCY MANAGEMENT................................................30DES: EM - E-911 Database System Upgrade.....................................................................................................30DES: EM - E-911 GPS Location of Addresses...................................................................................................32DES: EM - E-911 Phase II Accuracy Testing.....................................................................................................35

DEPARTMENT OF EXECUTIVE SERVICES – FACILITIES MANAGEMENT DIVISION...................................37DES: FMD - Real Estate Portfolio Management................................................................................................37

DEPARTMENT OF EXECUTIVE SERVICES - FINANCE...............................................................................38DES: Finance - Benefit Health Information Project (BHIP)..............................................................................38DES: Finance - Personal Property Tax Web Application..................................................................................41DES: Finance - PSERS Implementation.............................................................................................................42

DEPARTMENT OF EXECUTIVE SERVICES – INFORMATION & TELECOMMUNICATION SERVICES............44DES: ITS - Desktop and Departmental Server Optimization (DDSO)...............................................................44DES: ITS - Enterprise IT Infrastructure Equipment Replacement.....................................................................47DES: ITS - Inter-Departmental Collaboration Tools.........................................................................................49DES: ITS - King County Institutional Network...................................................................................................52DES: ITS - Web Content Management System (WCMS).....................................................................................55DES: ITS - Wireless Networking.........................................................................................................................58

DEPARTMENT OF EXECUTIVE SERVICES – RECORDS, ELECTIONS & LICENSING SERVICES...................60DES: REALS - Accessible Voting Project...........................................................................................................60

DEPARTMENT OF JUDICIAL ADMINISTRATION........................................................................................62DJA: Document Management System Replacement Project...............................................................................62DJA: eService......................................................................................................................................................64

DEPARTMENT OF NATURAL RESOURCES AND PARKS – DIRECTOR’S OFFICE........................................66

2005 Technology Business Plan Page iii May 2005

DNRP: Director’s Office– IT Equipment Replacement......................................................................................66DEPARTMENT OF NATURAL RESOURCES AND PARKS – GIS CENTER....................................................67

DNRP: GIS Center – IT Equipment Replacement..............................................................................................67DEPARTMENT OF NATURAL RESOURCES AND PARKS – PARKS DIVISION..............................................68

DNRP: Parks Division – IT Equipment Replacement.........................................................................................68DEPARTMENT OF NATURAL RESOURCES AND PARKS – SOLID WASTE DIVISION..................................69

DNRP: SWD – Cashiering System Replacement................................................................................................69DNRP: SWD – IT Equipment Replacement........................................................................................................70

DEPARTMENT OF NATURAL RESOURCES AND PARKS – WASTEWATER TREATMENT DIVISION.............71DNRP: WTD – IT Equipment Replacement - East Facilities..............................................................................71DNRP: WTD – IT Equipment Replacement - King Street...................................................................................72DNRP: WTD – IT Equipment Replacement - West Point...................................................................................73

DEPARTMENT OF NATURAL RESOURCES AND PARKS – WATER AND LAND RESOURCES DIVISION......74DNRP: WLRD – IT Equipment Replacement - King Street................................................................................74DNRP: WLRD – IT Equipment Replacement – Environmental Lab...................................................................75

DEPARTMENT OF TRANSPORTATION - TRANSIT......................................................................................77DOT: Transit - ADA System Enhancements for Coordinated Transportation...................................................77DOT: Transit - BOSS Replacement (Operating Support Systems).....................................................................78DOT: Transit - Information Systems Preservation.............................................................................................80DOT: Transit - PC Replacement.........................................................................................................................82DOT: Transit - Radio/AVL Replacement............................................................................................................83DOT: Transit - Regional Fare Coordination......................................................................................................85DOT: Transit - Rider Information Systems.........................................................................................................87

KING COUNTY DISTRICT COURT.............................................................................................................88KCDC: ECR Automated Indexing.......................................................................................................................88KCDC: Electronic Court Records Expansion (Fail Over).................................................................................90

KING COUNTY SHERIFF’S OFFICE............................................................................................................91KCSO: Civil Unit Software.................................................................................................................................91KCSO: Consultant Study to Replace IRIS and TESS..........................................................................................93KCSO: Payroll Online Enhancements Overtime................................................................................................97KCSO: Payroll Unit Business Practices Review.................................................................................................99KCSO: Wireless Deployment Project...............................................................................................................100

OFFICE OF INFORMATION RESOURCE MANAGEMENT............................................................................102OIRM: Countywide Strategic Technology Plan Update for 2006 to 2008.......................................................102OIRM: Information Security & Privacy Program............................................................................................104OIRM: IT Project Management........................................................................................................................106OIRM: LSJ Integration Program......................................................................................................................107

PUBLIC HEALTH.....................................................................................................................................109DPH: HIPAA Compliance................................................................................................................................109DPH: Jail Health Services Electronic Health Record......................................................................................111DPH: Public Health Contract Management System.........................................................................................114

SUPERIOR COURT...................................................................................................................................116KCSC: Juvenile Court Order Electronic Forms...............................................................................................116KCSC: Video Conferencing..............................................................................................................................117

APPENDIX A – GUIDING PRINCIPLES FOR INFORMATION TECHNOLOGY...............................................120APPENDIX B – OFFICE OF INFORMATION RESOURCE MANAGEMENT WEBSITE LINKS.........................121APPENDIX C - FROM POLICY TO NEW TECHNOLOGY............................................................................122Appendix D - Acknowledgements........................................................................................................123

2005 Technology Business Plan Page iv May 2005

Executive Summary

This report provides details on the information technology projects that have been funded in the county’s 2005 annual budget.

The Technology Business Plan is defined in KCC 2.16.07581 as “an annual plan for the next year's technology operations and projects; intended to align with individual agency's business plans and budget requests and the countywide standards and policies and direction as set forth in the strategic information technology plan.”

This report is the final King County 2005 Technology Business Plan published as a record of the funded information technology projects that will be monitored by the technology governance and whose progress and outcomes will be reported each year in the annual technology report. As part of regular monitoring, the Project Review Board requires each project to report any scope, schedule, or budget changes and for project steering committees and department directors to approve any changes. The Project Review Board also requires the project managers of these projects to report on outcomes against which success is measured as part of their project closeout. The intent is that this process through the technology governance, under the leadership of the Chief Information Officer, will provide a framework for department directors and project steering committees to use as they make decisions about scope, schedule and budget for information technology projects. This framework also allows for a focus of accountability that will play a part in improving the county’s ability to effectively manage information technology projects and operations.

The report is organized into three (3) main chapters. The Overview chapter of the report provides summary information to set the stage for the details reported in the Projects chapter. A summary listing of all the projects and related budgets is provided as well as information that places the projects into the larger context of the information technology projects monitored by the Project Review Board. An information technology investment summary is provided as a starting point for the discussion related to financial requirements of investments that are under consideration in the budget as well as into the future.

A Proviso chapter is included to provide the text of IT related provisos from the adopted 2005 budget ordinance including for those projects that had no 2005 annual budget appropriations and are not described in the body of this report.

The Projects chapter of the report contains a section for each IT project for which appropriations have been approved in the 2005 annual budget. It is sorted alphabetically by department and division within department. A description of the project, outcome measures and budget details are provided in addition to relevant information that aligns the project to the Strategic Technology Plan and the proposing agency’s business plan.

The Appendix contains supplemental information and links. Appendix A contains the Strategic Technology Plan’s Guiding Principles that provide the policy framework for the county to use in setting the future direction for information technology (endorsed by the County Council, Motion #11482). Throughout this report, references to the technology governance are intended to include any or all of the groups defined beginning at KCC 2.16.07582. For the reader’s convenience, Appendix B provides links to the Office of Information Resource Management web site that supports the project monitoring and phased funding release review work of the Project Review Board.

Lastly, Appendix C is a graphical representation of the flow of information into the various tasks and reports for which the technology governance is responsible. While the focus of this report is on the technology investments approved in the 2005 budget, it should be noted that the county agency business plans are fundamentally important to support the county in planning for and managing information technology to enable cost-effective delivery of services. The work and reports from the technology governance all build on business plans and policy direction, taking into account the current state of the county’s information technology environment.

2005 Technology Business Plan Page 1 May 2005

Overview

The 2005 adopted budget contains appropriations totaling $34 million for 59 projects. Table 1, located in the section of tables beginning on the next page, provides a summary showing each project’s 2005 appropriation as either for a NEW project, a 2005 equipment replacement project or for an EXISTING project. There is $14.6 million for 26 new projects, $2.5 million for 14 equipment replacement projects and $17 million to be added to the existing budgets of 19 active projects.

This year, the IT projects approved in the 2005 annual budget have been evaluated with a structured review process to validate alignment with the Strategic Technology Plan’s investment criteria, evaluate the value propositions, and assess the risk. The IT governance review included initial conceptual presentations and provided early Chief Information Officer (CIO) direction for budget submittals. The review of the budget requests was presented to the CIO and his recommendations to the Executive, including direction and conditions are part of the documentation provided to IT governance members.

At the time the Revised Strategic Technology Plan was approved by the County Council in March, 2003 via Motion #11660, many information technology projects were active, some were informed by the consultant report that was the foundation for the approved plan, and some were funded many years ago. As of the end of 2004, the Project Review Board had 62 active projects with committed budgets totaling $127.5 million which will, together with the $34 million approved for 2005, bring the county’s active information technology capital budget to a total of 102 projects and $161.6 million. Table 2 provides a listing of the 102 projects by department/division.

The Strategic Advisory Council has directed that four (4) IT primary goals be used to categorize projects:1) accountability, 2) customer service/accessibility, 3) efficiency, 4) risk management. Taking that work forward, this report provides a primary goal alignment for each project. Summaries of the project counts and dollars by primary IT goal are provided in Tables 3 and 4.

In December 2003, the Project Review Board agreed that each IT equipment replacement plan is required to follow the PRB Process for funding releases. The Chief Information Officer was requested to review these requests on behalf of the PRB and in March 2004, a separate funding release process was developed and implemented for approving agency IT equipment spending. In the adopted 2005 budget, 14 IT equipment replacement project were funded for a total of $2.5 million [see Table 5] and are expected to follow the funding release process.

The Office of Management and Budget, in coordination with the Office of Information Resource Management, has updated the information technology investment summary to provide the financial requirements for the adopted information technology investments [see Table 6]. Projects are listed with funding sources noted. Project savings estimates are provided at the bottom of the table. These estimates represent commitments from project sponsors as of this report date and are intended as a measure of the efficiencies expected to come from the related technology investments.


Table 1 – Summary of 2005 Project Funding


Department Division Project NameExisting Projects

New Projects

New IT Equipment

Replacement Grand TotalAssessments Property Based System Replacement 501,237 501,237 DAJD Community Corrections Application Upgrade 150,000 150,000

Crimes Capture System 3 Upgrade 24,000 24,000 Roster Management System Migration 100,000 100,000

DCHS CSD Contract Management System 50,000 50,000 Mental Health HIPAA Implementation 128,902 128,902 Public Defender Legacy System Replacement 162,500 162,500

DDES IT Equipment Replacement 183,000 183,000 DES Administration Accountable Business Transformation 3,973,663 3,973,663

PC Equipment Replacement 462,600 462,600 Emergency Mgmt - 911 Database System Upgrade 456,720 456,720

GPS Location of Addresses 1,240,675 1,240,675 Phase II Accuracy Testing 263,360 263,360

Facilities Real Estate Portfolio Management System 125,200 125,200 Finance Benefit Health Information Project 3,883,162 3,883,162

Personal Property Tax Web Application 39,732 39,732 PSERS Implementation 368,925 368,925

ITS Desktop and Departmental Server Optimization 79,380 79,380 Enterprise IT Equipment Replacement 636,198 636,198 I-Net Project 185,000 185,000 Inter-Departmental Collaboration Tools 109,799 109,799 Web Content Management System 232,799 232,799 Wireless Networking 106,432 106,432

REALS HAVA - Accessible Voting Project 4,439,500 4,439,500 District Court ECR Automated Indexing 457,145 457,145

Electronic Court Records Expansion 150,584 150,584 DJA Document Management System Replacement 466,621 466,621

eService 105,288 105,288 DNRP Director's Office IT Equipment Replacement 40,000 40,000

GIS IT Equipment Replacement 29,275 29,275 Parks Division IT Equipment Replacement 68,000 68,000 Solid Waste Cashiering System Replacement 27,000 27,000

IT Equipment Replacement 48,850 48,850 Wastewater Treatment IT Equipment Replacement - East Facilities 50,015 50,015

IT Equipment Replacement - Westpoint 64,771 64,771 IT Equipment Replacement - ISS 219,000 219,000

Water & Land Res. IT Equipment Replacement - Environmental Lab 111,470 111,470 IT Equipment Replacement - King Street 219,132 219,132

DOT Transit ADA System Enhancements for Coordinated Transportation 103,500 103,500 BOSS Replacement 902,489 902,489 Information Systems Preservation 804,915 804,915 Personal Computer Replacement 299,458 299,458 Radio and AVL Replacement 4,655,778 4,655,778 Regional Fare Coordination Project 722,479 722,479 Rider Information Systems 172,000 172,000

OIRM Countywide Strategic Technology Plan Update 75,000 75,000 Information Security & Privacy Program 724,291 724,291 IT Project Management 85,000 85,000 Law, Safety and Justice Integration Program 2,218,635 2,218,635

Public Health HIPAA Compliance 777,513 777,513 Jail Health: Electronic Health Record 1,750,000 1,750,000 Public Health Contract Management System 227,410 227,410

Sheriff Civil Unit Software 64,000 64,000 Consultant Study to Replace IRIS and TESS 44,000 44,000 Payroll Online Enhancements Overtime 41,580 41,580 Payroll Unit Business Practices Review 65,000 65,000 Wireless Deployment Project 250,000 250,000

Superior Court Juvenile Court Orders Electronic Forms 41,950 41,950 Video Conference 65,000 65,000

Grand Total 16,971,935 14,581,229 2,496,769 34,049,933



New Projects

New IT Equipment

Replacement Grand TotalDAJD (blank) Community Corrections Application Upgrade 274,300 274,300

Crimes Capture System 3 Upgrade 89,000 89,000 Inmate Financial System Re-Write 150,000 150,000 Roster Management System Migration 564,825 564,825 Detention Billing Information System 259,215 259,215

DCHSHousing Community Development Consolidated Database Project 213,837 213,837 Mental Health HIPAA Implementation 832,981 832,981 Public Defender Legacy System Replacement 627,500 627,500 CSD Contract Management System 50,000 50,000

DDES Field Inspection Devices 50,600 50,600 Financial System Restructuring 191,735 191,735 Permit System Replacement Scope of Work 155,000 155,000 IT Equipment Replacement 183,000 183,000

DES Emergency Mgmt WebEOC 46,000 46,000 Emergency Mgmt - 911 Database System Upgrade 456,720 456,720

GPS Location of Addresses 1,240,675 1,240,675 Phase II Accuracy Testing 263,360 263,360

Facilities Real Estate Portfolio Management System 300,200 300,200 Finance Oracle Financials Upgrade 3,966,000 3,966,000

PeopleSoft Modules Project 450,000 450,000 Benefit Health Information Project 4,127,162 4,127,162 Personal Property Tax Web Application 39,732 39,732 PSERS Implementation 368,925 368,925 Oracle iProcurement 250,000 250,000

Human Resources HR Data Repository 242,090 242,090

ITSAsset Management System for County-wide Network & Infrastructure Equipment 147,000 147,000 Business Continuity for Enterprise Data Center Operations 130,000 130,000 Data Entry System Replacement 96,000 96,000 Enterprise IT Equipment Replacement 636,198 636,198 I-Net Project 25,364,978 25,364,978 Mainframe Upgrade 272,000 272,000 Telephone Billing System Improvements 25,000 25,000 Voice Mail System Replacement 250,000 250,000 Desktop and Departmental Server Optimization 79,380 79,380 Inter-Departmental Collaboration Tools 109,799 109,799 Web Content Management System 232,799 232,799 Wireless Networking 106,432 106,432

REALS HAVA - Accessible Voting Project 4,439,500 4,439,500 Administration PC Equipment Replacement 462,600 462,600

Accountable Business Transformation 3,973,663 3,973,663 District Court (blank) Electronic Court Records Expansion 1,732,979 1,732,979

ECR Automated Indexing 457,145 457,145 DJA (blank) Case Scheduling Applic Rewrite 79,872 79,872

ECR - E-Filing 1,908,512 1,908,512 Document Management System Replacement 466,621 466,621 eService 105,288 105,288

DNRP GIS IT Equipment Replacement 29,275 29,275 Solid Waste Cashiering System Replacement 264,125 264,125

IT Equipment Replacement 48,850 48,850 Wastewater Treatment Asset and Maintenance Management Systems 4,650,000 4,650,000

Treatment Plant Info Systems - SCS Westpoint Project Control 1,386,755 1,386,755 IT Equipment Replacement - East Facilities 50,015 50,015 IT Equipment Replacement - Westpoint 64,771 64,771 Regional Infiltration/Inflow study - IT related projects 1,110,438 1,110,438 IT Equipment Replacement - ISS 219,000 219,000

Water & Land Res.Integrated Water Resources Modeling & Information Systems 3,232,284 3,232,284 IT Equipment Replacement - King Street 219,132 219,132 IT Equipment Replacement - Environmental Lab 111,470 111,470

Director's Office IT Equipment Replacement 40,000 40,000 Parks Division IT Equipment Replacement 68,000 68,000

Table 2 – 2005 Active and New Projects



New Projects

New IT Equipment

Replacement Grand TotalDOT Transit ADA Broker Equipment 1,093,245 1,093,245

ADA Mobile Data Terminals 2,549,190 2,549,190 Customer Response Information System 359,582 359,582 GIS Street Network 200,000 200,000 HR Records Management System 125,000 125,000 Information Systems Preservation 4,858,486 4,858,486 On Board Systems 13,800,356 13,800,356 Personal Computer Replacement 299,458 299,458 Radio and AVL Replacement 7,684,604 7,684,604 Regional Fare Coordination Project 27,611,221 27,611,221 Rider Information Systems 2,788,163 2,788,163 RideShare Technology 332,834 332,834 Service Quality Information System 394,709 394,709 Transit Security Enhancements 3,161,470 3,161,470 BOSS Replacement 5,981,487 5,981,487 ADA System Enhancements for Coordinated Transportation 103,500 103,500 Parking Garage Security/Access Control 2,242,551 2,242,551

Airport Division Facilities & Maintenance Management System 48,000 48,000 Executive (blank) Financial Systems Business Case 482,400 482,400 OIRM (blank) Business Continuity Program 1,785,000 1,785,000

Countywide IT Asset Management 75,000 75,000 Information Security & Privacy Program 2,526,178 2,526,178 IT Project Management 235,000 235,000 Law, Safety and Justice Integration Program 6,752,110 6,752,110 Network Infrastructure Optimization Program 2,827,560 2,827,560 Streamlining IT Procurement 210,000 210,000 Countywide Strategic Technology Plan Update 75,000 75,000 Performance Measurement (IT Res Mgmt: Standardize SLAs & SOPs) 100,000 100,000

DES Technology Org Business Case & Unification (IT Org Study) 317,450 317,450

Public Health (blank) Jail Health: Electronic Health Record 2,000,000 2,000,000 HIPAA Compliance 777,513 777,513 Public Health Contract Management System 227,410 227,410

Sheriff (blank)Public Safety Electronic Document Management System 140,000 140,000 Civil Unit Software 64,000 64,000 Consultant Study to Replace IRIS and TESS 44,000 44,000 Payroll Online Enhancements Overtime 41,580 41,580 Payroll Unit Business Practices Review 65,000 65,000 Wireless Deployment Project 250,000 250,000

Superior Court (blank) JJWeb (JJWAN Replacement) 421,524 421,524 Juvenile Court Orders Electronic Forms 41,950 41,950 Video Conference 65,000 65,000

Assessments (blank) Property Based System Replacement 501,237 501,237 Grand Total 144,543,508 14,581,229 2,496,769 161,621,506

Table 3 –Project Alignment to Primary IT Goal (project count)

AccountabilityCustomer

Service/Access Efficiency Risk Mgmt Grand TotalExisting-Prior to Strategic Technology Plan 35,228,972 3,360,243 18,830,755 57,419,970 Existing-After Strategic Technology Plan 3,293,377 26,490,298 12,765,270 27,602,658 70,151,603 New 2005 Appropriations for existing projects 162,500 1,230,063 8,061,997 7,517,375 16,971,935

New 2005 Appropriations 6,884,506 5,823,468 1,873,255 14,581,229

3,455,877 69,833,839 30,010,978 55,824,043 159,124,737

Completed by December 2004 373,095 9,419,813 9,351,802 5,052,262 24,196,972

Total all projects 3,828,972 79,253,652 39,362,780 60,876,305 183,321,709

Table 4 –Project Alignment to Primary IT Goal (dollars)

Department Agency Project Name BudgetDDES IT Equipment Replacement $183,000DES ITS Enterprise IT Equipment Replacement $636,198

Administration PC Equipment Replacement $462,600DNRP GIS IT Equipment Replacement $29,275

Solid Waste IT Equipment Replacement $48,850Wastewater Treatment IT Equipment Replacement - East Facilities $50,015

IT Equipment Replacement - King Street $219,000IT Equipment Replacement - Westpoint $64,771

Water & Land Res. IT Equipment Replacement - King Street $219,132IT Equipment Replacement - Environmental Lab $111,470

Director's Office IT Equipment Replacement $40,000Parks Division IT Equipment Replacement $68,000

DOT Transit Personal Computer Replacement $299,458Superior Court Video Conference $65,000Grand Total $2,496,769

Table 5 –2005 IT Equipment Replacement Projects


AccountabilityCustomer

Service/Access Efficiency Risk Mgmt Grand TotalExisting-Prior to Strategic Technology Plan 9 6 9 24Existing-After Strategic Technology Plan 7 4 14 13 38New 2005 Appropriations 8 11 7 26

7 21 31 29 88Completed by December 2004 5 11 7 12 35Total all projects 12 32 38 41 123

2003 Projected 2004 Adopted

2004 Supplemental 2005 Adopted 2006 Projected 2007 Projected

Beginning Fund Balance 0 2,041,992 1,654,338 (823,520) 1,186,138 1,611,195

Revenues 1

Transition Fund 5,490,579 344,647 5,251,468 3,899,516 TBD - CX

OIRM CIP Rate - NON-CX Operating Funds 2,161,449 0 497,562 0 0

OIRM CIP Rate - NON-CX Capital Funds 279,011 0 21,010 0 0

CX Allocation/Overhead 421,148 0 0 0

Elections Management Current Fund 1,329,034

LSJ CX Funding 1,962,958 1,962,958 2,044,299 TBD - CX TBD - CX

LSJ 97 Tech Bond Funding 1,200,000

CX Operating Budget - (DAJD) 125,615 0 0 0 0

Transfer from 0433 - Telecom - Voicemail Reserve 640,000 0 0 0 0

Grant Funding

LSJI - LLEBG 174,416 0 0HAVA State Grant 3,439,500 0 0Superior Court Grant 50,000 0 0Debt Funding

Network Optimization Project - BANs 0 0 1,652,000 0 0

Accountable Business Transformation - BANs 0 0 0 3,973,663 0 0Non-CX Fund Transfers to CIPDCHS 225,288 128,902 0 0DDES & STRC 543,505 183,000 0 0DNRP/Solid Waste 225,000 789,187 0 0DNRP/WLRD 865,525 1,156,759 356,320 TBD TBDDES - Recorder’s O&M 150,658 0 0 0Transit - Operating /CIP 5,195,131 1,302,287 7,557,119 33,009,206 32,204,896DES -Enhanced 911 1,960,755 2,525,860 263,360DES - Benefits Fund - BHIP 3,883,162 3,227,845 0Elections Management/Voter Registration System Transfer 1,000,000 0 0Public Health 1,004,923 0 0DES - I-Net Operations 185,000 0 0DES Agencies - PC Replacement 547,078 293,750 499,300ITS Internal Service Fund Transfers to CIPITS Tech Services 419,000 1,051,550 TBD TBDITS Telecom. 25,000 0 0 0

Total Revenues 5,357,517 19,021,101 1,646,934 35,750,914 42,956,177 32,967,556

Expenditures 1 Project Title 2004 Adopted2004

Supplemental 2005 Adopted 2006 Projected 2007 Projected

County-Wide IT ProjectsExisting Projects

OIRM Business Continuity Program 4 (350,000) (1,085,000) 0 0 0OIRM Countywide IT Asset Management (75,000) 0 0 0 0

OIRM Information Security/Privacy Program 4 (1,420,000) 0 (503,940) 0 0

OIRM IT Project Management 4 (150,000) 0 (85,000) 0 0OIRM Streamline IT Procurement (210,000) 0 0 0 0OIRM LSJ Integration Program (1,700,000) (2,200,000) 0 (2,218,635) TBD - CX TBD - CX

OIRMNetwork Infrastructure Optimization

Program 4 (1,050,000) (1,242,000) 0 0 0OIRM Single Finance, HR,Payroll,& Budget (450,000) 0 0 0 TBD TBD

OIRM IT Resource Management: SLAs & SOPs 0 0 0 0 0New ProjectsOIRM Update Strategic Technology Plan (75,000) 0 0

Agency IT ProjectsExisting Projects

DAJDCommunity Corrections Application Upgrade (124,300) 0 (150,000) 0 0

DAJD Crimes Capture System 3 Upgrade (65,000) 0 (24,000) 0 0DAJD Roster Management System Migration (60,615) 0 (100,000) 0 0KCSO Civil Unit Computerization (34,000) 0 0 0 0KCSO Public Safety EDMS for Records (140,000) 0 0 0 0District Court ECR Expansion (1,263,914) 0 (150,584) 0 0

DES AdministrationBusiness Continuity for Data Center Operations (130,000) 0 0 0 0

DES Administration Technology Unification Project (242,000) 0 0 0 0DES - Facilities Real Estate Portfolio Management (175,000) 0 (125,200) 0 0DES - Human Resources Consolidated Data Warehouse (242,090) 0 0 0 0




OPD Office of Public Defense - System Upgrade (465,000) 0 (162,500) 0 0Public Health Pooling Jail Health Business Process EMRS (250,000) 0 (1,750,000) 0 0

REALSElections Management/Voter Registration System (300,000) (3,267,000) 0 0 0 0

Recorder’s O&M REALS Equipment Replacement (150,658) 0 0 0 0

DES - ITS Tech ServicesAsset Management System for Network & Infrastructure Equip (147,000) 0 0 0 0

DES - ITS Tech Services ITS Mainframe Upgrade (272,000) 0 0 0 0

DES - ITS Telecom. Telephone Billing System Improvements (25,000) 0 0 0 0DES - ITS - I-Net Comcast Fiber Investment 0 (185,000) 0 0DCHS HIPAA Implementation (225,288) 0 (128,902) 0 0

DNRP/ParksE-Connect for Regional Parks, Pools, Recreation (50,000) 0 0 0 0

DDES & STRC Database Server Replacement 0 (148,770) 0 0 0DDES & STRC Field Inspection Devices (48,000) 0 0 0 0DDES & STRC Financial System Restructuring 0 (191,735) 0 0 0

DDES & STRCPermit System Replacement Scope of Work 0 (155,000) 0 0 0

DNRP/Solid Waste Cashiering System Replacement (225,000) 0 0 0 0

DNRP/WLRDIntegrated Water Resources Modeling & Info Systems (IWRMS) (865,525) (1,156,759) 0 0 0 0

Transit - CIP Information Systems Preservation (199,416) (804,915) (316,361) (451,495)Transit - CIP Operations System Support (166,000) (902,489) (416,000) 0Transit - CIP Radio and AVL Replacement (100,000) (1,302,287) (4,655,778) (30,319,883) (31,105,245)Transit - CIP Rider Information System (172,000) 0 0

Transit - CIP Regional Fare Coordination (4,481,568) 0 (722,479) (1,518,013) (106,653)

Subtotal (3,315,525) (19,160,608) (4,124,792) (12,841,422) (32,570,257) (31,663,393)

New Projects

Assessor Property Based System Replacement Project (501,237) TBD - CX TBD - CX

DCHS DCHS Contract Management System (50,000) TBD - CX 0DES Admin Accountable Business Transformation (3,973,663) TBD - CX TBD - CXDES Emergency mgmt E-911 Database System Upgrade (456,720) (1,500,000) 0DES Emergency mgmt E-911 GPS Location of Addresses (1,240,675) (762,500) 0DES Emergency mgmt E-911 Phase II Accuracy Testing (263,360) (263,360) (263,360)DES Finance PSERS Project (368,925) 0 0

DES Finance Personal Property Tax Web Application (39,732) 0 0DES Finance Benefit Health Information Project (3,883,162) (3,227,845) 0

DES ITS Web Content Management System (CMS) (232,799) 0 0DES ITS Inter-Departmental Collaboration Tools (109,799) 0 0DES ITS Deployment of Wireless Networking (106,432) TBD TBD

DES ITSDesktop and Departmental Server Optimization (79,380) TBD TBD

DES REALS HAVA Compliance - Accessible Voting (4,439,500) 0 0

District CourtElectronic Court Records Automated Indexing (457,145) 0 0

DJA Electronic Service (E-service) (105,288) 0 0

DJA Document Management System Replacement (466,621) 0 0

DOT ADA System Enhancements (103,500) (86,500) 0KCSO Civil Unit Computerization (64,000) 0 0

KCSO Study to Replace Records Management System (44,000) TBD - CX TBD - CX

KCSO Wireless Deployment Project (250,000) TBD - CX TBD - CX

KCSO KCSO Payroll Unit Business Practices Review (65,000) 0 0

KCSO Payroll Online (POL) Enhancement – Overtime (41,580) 0 0

Public Health Contract Management System (227,410) 0 0Public Health HIPAA Project (777,513) 0 0Superior Court Juvenile Court Orders Electronic Forms (41,950) 0 0Various Business Continuity Program 4 0 TBD - CX TBD - CX

Various Information Security/Privacy Program 4 0 TBD - CX TBD - CX

Various IT Project Management 4 0 TBD - CX TBD - CX

Subtotal 0 0 0 (18,464,391) (5,840,205) (263,360)




Equipment ReplacementDNRP DNRP Equipment Replacement (789,187) TBD TBDDDES DDES Equipment Replacement (183,000)DES DES Equipment Repacement (462,600) (293,750) (499,300)DES-ITS Network Equipment Replacement (636,198) TBD TBD

Transit - CIP Personal Computer Replacement-Laptop (248,147) 0 (299,458) (438,949) (541,503)

Superior Court Video Equipment Replacement (65,000) 0 0

Subtotal 0 (248,147) 0 (2,435,443) (732,699) (1,040,803)

Debt Service Expenditures 3

Network Optimization Bond Ser -CX 0 0 0 (127,063) (127,063)Network Optimization Bond Ser -Non-CX 0 0 0 (257,976) (257,976)Accountable Business Transformation - CX 0 (1,201,168) (1,201,168)

Accountable Business Transformation - Non-CX 0 (1,801,752) (1,801,752)

Total CX Debt Service 0 0 0 (1,328,231) (1,328,231)Total NON-CX Debt Service 0 0 0 (2,059,728) (2,059,728)

Total Expenditures (3,315,525) (19,408,755) (4,124,792) (33,741,256) (42,531,120) (36,355,515)

IT Projects Revenue Less Expenditures by Year 2,041,992 1,654,338 (823,520) 1,186,138 1,611,195 (1,776,764)

Financial Requirements Summary Notes:1 This Information Technology Financial Requirements Summary is limited to the projects listed in the expenditures summary above2 TBDs reflect revenue, cost savings, or project expenditures that are anticipated after 2005 but are not yet quantified. (23,533,547)3 Debt service amounts for ABT are calculated based on available debt service.4 OIRM County-wide projects are planned to complete the initial implementation of these initiatives. It is expected that agencies will begin

to implement the direction established from these projects and fund the expenditures needed to meet the specific requirements.

The table below shows estimated cost reduction benefits based on the implementation of identified technology projectsProjects Savings reflect the potential savings to on-going operations.

Project Savings Year 2004 2005 2006 2007

Law, Safety& Justice Integration 1,674,230 1,789,604 1,789,604E-Commerce 0 TBD TBD TBDECR Expansion 531,227 1,027,734 1,082,426 1,137,118Jail Health Business Process EMRS 0 0 2,800,000DJA - Document Management System Replacement 100,000 100,000

Total: Identified Potential Savings from Major IT Projects 531,227 3,051,964 3,537,030 6,391,722

Table 6 – Information Technology Investment Summary


PROVISOS – 2005 Adopted Budget

1) DES – Admin –Technology Organization Business Case & UnificationSection 106—ITS - Technology Services

P1 PROVIDED THAT:It is the intent of council that the executive will transmit a business case for reorganization of information

technology functions countywide. Furthermore, it is the intent of council that the business case for this reorganization shall include at least two options: (1) a status quo option; and (2) an option with some level of centralization countywide based on the primary criterion of cost savings. The business case shall also include a cost-benefit analysis and organizational structure for each option. The business case shall also include a preferred option and the criteria used to select the preferred option.

2) OIRM – Network Infrastructure OptimizationSection 101 – OIRM Operating and Section 107 – ITS Telecommunications

P1 PROVIDED THAT:The executive shall provide a progress report on the network infrastructure optimization project by May 1,

2005. This progress report shall document cost savings achieved from implementation of measures identified in the 2003 network infrastructure optimization project proviso response. This progress report shall provide an evaluation of voice-over internet protocol and wireless trials and pilots. The chief information officer shall be responsible for overseeing completion of this report with cooperation of all county agencies and departments.

3) DES: Accountable Business TransformationSection 114 - Capital Improvement Program

ER3 EXPENDITURE RESTRICTION:Of the appropriation for CIP project 377142, accountable business transformation project, $165,000 shall

be expended solely to provide quality assurance and oversight for this project by the council auditor.

P3 PROVIDED FURTHER THAT:Of the appropriation for CIP project 377142, accountable business transformation project, $2,356,015 shall

not be expended or encumbered until after the council reviews and approves by motion a business case, roadblock document and human resources implementation plan that are consistent with the requirements of Motion 12024 and that have been approved by the project review board.

4) DES: Benefit Health Information ProjectSection 114 - Capital Improvement Program

P3 PROVIDED THAT:Of the appropriation for CIP project 377143, benefit health information project, $2,983,162 shall not be

expended or encumbered until after the council has approved by motion a business case that has been reviewed and approved by the project review board.

5) PH: Jail Health Electronic Medical RecordsSection 114 - Capital Improvement Program

P3 PROVIDED THAT:Of the appropriation for CIP project 377136, jail health electronic medical records project, $1,675,000 shall

not be expended or encumbered until after the council has approved by motion a business case that has been reviewed and approved by the project review board.

5) KCDC: Electronic Court Records Automated Indexing ProjectSection 114 - Capital Improvement Program

P3 PROVIDED THAT:


Of the appropriation for CIP project 377152, electronic court records automated indexing project, $357,145 shall not be expended or encumbered until after the council has approved by motion a business case that has been reviewed and approved by the project review board.

The business cases, roadblock document and human resources implementation plan shall be transmitted by a separate motion for each CIP project. The business cases, roadblock document, human resources implementation plan and motions must be filed in the form of 15 copies with the clerk of the council, who will retain the original and will forward copies to each councilmember and to the lead staff for the budget and fiscal management committee.


PROJECTS

This chapter provides descriptions and budget details for projects that have been for funding by the Executive. They are listed in alphabetical order by the name of the department assuming project management responsibilities for the project.

Department of Adult and Juvenile Detention

DAJD: Community Corrections Upgrade

Fund # / Dept #: 3771Project # (if applicable): 377126Project Timeline: January 2005 – April 2005Sponsor: Larry Mayes and Michael GedeonContact: Deanna Strom 296-3451Total Budget Impact: $150,000

Description of Project:In 2003, a new Division of Community Corrections was formed to consolidate and expand alternative community programs. The new programs have either fragmented data systems that do not match their evolving business needs or use labor-intensive manual systems. There is a need to have data systems to support the division's need to manage cases, share information about the participants, disseminate data to the courts and other CJ agencies, and provide flexible management reports. When the project was last year, the funding level did not anticipate the business needs of the new intake services unit (formerly court services).

The scope of this project includes the support of all community corrections division programs and includes an assessment phase to document business requirements and develop technology options. It should be noted that depending on the business requirements and technology options, additional funds may be needed for this project. The assessment phase will outline phases to ensure that priority needs are addressed first.

Description of Outcomes expected:The analysis phase will provide a detailed assessment of business requirements, and will provide technology alternatives to support a decision on platform, scope, and phasing. Costs, risks, and benefits will be outlined to support the necessary decision-making. Consideration will be given to the relationship between this project and planned CJ Integration projects. The completed project will support case management, intake assessment and dissemination of data to courts, interfaces to required CJ systems, and flexible management reporting for policy, budget, and evaluation purposes. Either significant modification of existing applications and/or replacement using newer technologies is an expected outcome.

Community Corrections is a high priority Executive and County Council initiative intended to reduce CJ system expenditures by targeting appropriate candidates for community alternative programs. This project supports this initiative and helps realize expected savings by supporting efficient operations, the appropriate selection of candidates by courts, reporting of target goals and performance indicators, and program performance and evaluation. Support to the business environment will enhance public safety and support accountability of participants.

Existing Project Status:


At the end of the assessment phase, a technology will be employed to provide support to community corrections programs. A possible outcome will be the expansion and revision of the current system – COMCOR. Under this scenario, this project will improve the existing COMCOR application and extends its useful life by integrating new program components. If costs and benefits favor a replacement approach, the existing components of COMCOR, which currently provide good support to some community corrections programs may be used as a model for further development.

The initial project request did not envision the expansion of functions and new business requirements of the Intake unit (Court Services). This unit performs a critical step in the process to place offenders in alternative programs. It provides structured, objective information to Courts who make the placement decision. Without these additional funds, this unit will continue to use a combination of outdated systems and manual process which will limit their effectiveness and efficiency and ability to share information electronically. Moreover, the data that will be collected by this unit are critical for tracking the success of community corrections and other criminal justice reforms.

Primary IT Goal: Risk Management

Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:

Streamline business operations using cost-effective technology - Of primary significance for 2004 are the Alternative Area and the Criminal Justice Interface. It is the policy of the Executive and County Council to restructure criminal justice business to support the diversion of inmates from secure detention to community alternative programs to reduce criminal justice system costs and to forestall the need for future secure detention space.

The Community Corrections Division, which an upgraded or new COMCOR application will support, is directly related to the operational efficiencies and mission of this division. The Division has been funded to include a new Intake Unit whose mission is to identify appropriate alternative candidates, identify risks and background factors, and communicate with the court and other CJ agencies.

Achieving the secure jail population reduction goals and associated cost savings depends on timely and accurate information about participants, including past behavior, criminal background, and other key data related to program participation. Program performance must be monitored on an ongoing basis to structure these programs to capture target populations and operational procedures that will deliver the promised savings. This is best done in a shared data environment that provides functional support to these programs. This is not available currently.


Achieve direct cost savings over the cost of current operations: - By moving repeat, low risk offenders out of jail bed space and into programs reduces the costs of operating and constructing secure jail capacity. This application is critical to the success of tracking and reporting on these metrics.

Leverage existing investments - The plan is to either upgrade or use the business logic of the current production version of the ComCor application and thus represents very little impact on users in the way of a learning curve. Basic infrastructure is already in place.

Department Technology Plan and Business Plan alignment: Community Corrections is fundamental to all DAJD’s goals. In concert with the Courts, human services, treatment agencies, and public health, Community Corrections will work to safely reduce ADP in secure detention and provide services to inmates that will improve their lives and reduce future involvement in the criminal justice system.

Technology Plan References: none.

Business Plan References:The project is aligned with DAJD's critical core businesses. DAJD's Business Plan incorporates the core business of alternative programming and criminal-justice interface. Since courts make placement decisions to DAJD community corrections programs, the CJ interface is critical.

Performance Measures: In line with Executive and Council policy, DAJD's community corrections division is part of a system wide restructuring to support the diversion of inmates from secure detention to alternative programs. This reduces costly secure bed use and forestalls the need for the future detention space. In addition, the treatment and program components of DAJD's community corrections programs supports long term efforts to reduce the need for secure bed space through rehabilitative efforts and reduced recidivism.

Budget Details – Existing ProjectTransition fund transfer from CX 10 to OIRM Capital fund 3771, project #377126.

2004 Adopted Budget: $124,300

CIO Review: Direction and conditionsNo conditions - standard PRB process should be followed.

King County Council ActionsApproved as requested.

DAJD: Crimes Capture System 3 Upgrade

Fund # / Dept #: 3771Project # (if applicable): 377141


Project Timeline: January 2005 – April 2005Sponsor: Larry Mayes and Michael GedeonContact: Tim Longley 296-1454Total Budget Impact: $24,000

Description of Project:Additional funding to an existing project. This is a request to increase the 2004 funding from $65,000 to $89,000. The vendors estimate provided in 2003 exceeded the original estimates. Additionally, the King County customer base was not ready during 2004 to leverage the upgraded system features.

The ImageWare Systems Inc. “Crimes Capture System” or CCS2 provides King CJ agencies:1. NIST quality, high-resolution images (mug shots) and demographics warehousing of all individuals booked into the jail and juvenile detention. 2. Also provides the County, at no additional cost, an ID card system for bus passes, and secure access to buildings, garages, and doors.

The CCS 3 upgrade will provide:1. 3 tier security, [mandatory]2. Movement from NT4.0 to Win2K environment, [mandatory]3. Opportunities to reduce cost of investigative station licenses 4. Provide access to more criminal justice investigators (mug-books) 5. Better links to the County’s Law Safety and Justice Integration Project currently underway

Description of Outcomes expected:There are two key areas of process improvement with this upgrade:

• Multiple layers of security administration built in to aid in support of the system. Previously there were 2 levels; administrator and user.

• The web based environment will very soon allow remote law enforcement staff to access data and images directly from the Crimes Capture System using a standard browser.

Existing Project Status:System is currently running in production mode. This project is a system upgrade.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:Strategic investment:

• Streamline business operations using cost effective technology: Web based application will allow CJ user from any KC WAN PC workstation access to images and data.• Leverage existing investments: The Crimes Capture System (new and improved JEMS system) has been part of the CJ infrastructure since 1993.

Infrastructure and operational investment:• Upgrades of replacement that will result in documented cost savings: leverage upgraded application development to purchase concurrent licensing browser based access points vs. expensive “per node” pricing for County system users.

Meets specific statutory/regulatory requirements• Images NIST quality as mandated by federal and state agencies/Replacement of existing technology

Department Technology Plan and Business Plan alignment: Technology Plan References:

• Aligns directly with the Law Safety and Justice Integration Project.• Standard operating procedure for DAJD, Sheriff, Transit, DDES (DCFM) and Police departments.

Business Plan References:


• Streamline business operation s using cost-effective technology: Web based applications will allow CJ users from any KC WAN PC workstation access to images and data.• Leverage existing investments: The Crimes Capture System (new and improved JEMS system) has been part of the CJ infrastructure since 1993.

Performance Measures:• Multiply layers of security.• Take advantage of web based technologies using a standard browser.





DAJD: Roster Management System Upgrade

Fund # / Dept #: 3771Project # (if applicable): 377104Project Timeline: January 2005 – April 2005Sponsor: Larry Mayes and Michael GedeonContact: Tim Longley 296-1454Total Budget Impact: $100,000

Description of Project:The project adds a module to the existing Roster Management System (RMS) to track various personnel actions. These actions include dispute resolution-tracking, Internal Investigation cases, FMLA and attendance with critical timelines. The efficient tracking system will provide DAJD Senior Management with timely status reports necessary to meet legal and labor negotiated timelines for the 10 labor union contracts and over 900 employees.

Description of Outcomes expected:This project is aligned with department business and technology plan and supports the increased use of technological as a solution to labor-intensive manual processes. The project will leverage existing technology investments of RMS to support emerging HR requirements related to grievances and litigation and will be an integrated component of an application that uses the most recent technology advancements, web services, SQL 2000 and .NET window forms technology.

Existing Project Status:The project assessment phase will be scheduled to determine departmental needs to accurately manage HR functions.

The current labor-intensive process of gathering information from several sources and manually entering data into spreadsheets will continue the manual if funding is not allocated. Lack of funding also places the county at risk for


penalties related to missing critical deadlines.

Primary IT goal: Risk Management

Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:Streamline business operations using cost-effective technology - Module will streamline business process required of tracking dispute resolution and investigative case activity. Automating the business process is a cost-effective initiative to minimize FTE support and penalties for non-compliance with labor deadlines.

Enable the county to achieve defined strategic business objectives - Module addition to the RMS is aligned with department’s initiative to expand its central employee information systems to incorporate business processes specific to the organization or to capture information at a level of detail exceeding County’s core business needs.

Leverage existing investments - This application will be incorporated within the new RMS as a new module. Integrating the module within RMS allows its users to work with one application to meet their informational needs.

Department Technology Plan and Business Plan alignment: Business Plan References:Administrative Support: The purpose of the administrative section is to provide fiscal, human resource, record management, training and technical support to the staff, divisions and other departments in order to maintain a smooth and efficient department operation.

Technology Plan References: none.

Performance Measures: none.


2004 Operating Budget: $60,0002004 Adopted Budget: $60,6152003 Operating Budget: $74,745Prior Year Appropriations: $269,465



Department of Assessments

DOA: Property Based System Replacement Project

Fund # / Dept #: 3771Project # (if applicable): 377161 (new)Project Timeline: 2004 to 2007


Sponsor: Assessor, FBOD, ITSContact: Rich Medved Total Budget Impact: $501,237

Description of Project:The county currently uses a 25 year old legacy system—called the Property Based System or PBS--for assessing property, calculating levy rates and collecting taxes. PBS is a complex and cumbersome array of 400 application programs that have evolved since the 1970’s. The main problem is that the application programs are no longer meeting the current business needs of Treasury Operations and the Assessor’s Office.

PBS has reached the end of its useful life. It is time consuming and costly to make required changes within the current system. Quality control is frequently compromised because it is difficult for staff to check for accuracy and spot errors. PBS is also heavily dependent on staff who have an institutional knowledge of the entire system and its multitude of idiosyncrasies. As these staff retire, institutional knowledge is lost and the risk of system problems and failures is greatly compounded.

The project would: (1) review the shortcomings of the legacy system; (2) explore a range of system replacement options, including both PC-based and mainframe options; and (3) recommend a preferred solution based on a quantifiable business case. The project will rely on consulting services to develop project deliverables. An oversight project team with representatives from the Assessor, Treasury and ITS will review and approve the project deliverables. The three phases of the project include:

Phase I (second half of 2004): Preliminary Business Case Analysis

This preliminary analysis will document system limitations and end user needs from a broad overview perspective. There will be an emphasis on highlighting the “risk exposure” of the current system. The analysis will also explore the feasibility and the order of magnitude costs of migrating to a new system. The analysis is designed to be the precursor to the more detailed quantifiable business case in Phase II. The preliminary analysis is limited to a budget of $25,000.

Phase II (in 2005): Quantifiable Business Case (QBC)

The QBC will document the current system limitations, identify business needs, and relate the business needs to specific application requirements. The QBC will also review various system replacement options, including an enterprise sever system on the mainframe, a distributed client server system, a distributed web based system, and other feasible options identified by the project team. The risks and costs associated with the status quo option will be addressed. The QBC will recommend a preferred technology solution.

Based on the preferred technology solution, the QBC would include a preliminary implementation plan with all elements of business processes linked to the solution. There would also be a report detailing what Treasury and Assessor legacy applications will remain on the county’s mainframe following implementation of a replacement solution.

Phase III (in 2006-2007): Project Implementation

Given experience from other large counties, migrating to a new system will initially include a 12 to 18 month data conversion effort. Once the data has been converted, then full scale staff training and implementation can take place.

Description of Outcomes expected The key project outcomes in 2005 are:

Completion of a detailed quantifiable business case. A preliminary implementation plan that ties in business processes in Treasury and Assessments with the

preferred technology solution. A report detailing what legacy systems will remain on the county’s mainframe following implementation of

the preferred solution.

Replacing the legacy system will result in the following outcomes:


Fully relational database, an open system design architecture, and user-friendly screens, reports and query capability.

Enhanced level of quality control for checking accuracy and spotting errors. Documented efficiencies, time savings, and/or cost savings in current business processes. Easier to make system changes as part of the annual tax certification process and to update property

assessment and tax accounts throughout the year. Substantially reduced risk for system problems and failures. Clear system documentation, including its relationship to various business processes.

Existing Project StatusThis is a new project. The goal is to complete a preliminary business case in the second half of 2004 that will be the precursor for a more detailed quantifiable business case in 2005.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project would replace the 25 year old legacy system used for assessing property, calculating levy rates, and collecting property taxes. Following is a listing of the benefits that are aligned with strategies form the Strategic Technology Plan:

The project mitigates risks of system failure and supports business continuity. The county’s largest and most important revenue stream are from property taxes. The county collects $2.6 billion in property taxes each year on behalf of the State and 100 local governments. A new system will reduce the risk exposure associated with the legacy system. The new system will help insure that property assessments, levy calculations and tax collections remain reliable, timely, accurate, and efficient.

The project leverages modern technology. A modern client or web-based system would include a fully relational database; Windows-based graphical designs; an open system design architecture; and user-friendly screens, reports and query capability.

The project will help meet legal and regulatory requirements . Each year the State Auditor requires detailed documentation about the tax certification process. The basic question is: What steps have been take by the Assessor and Treasury to insure that tax statements are accurate? The level of quality control checking can be greatly enhanced by moving to an easier to use system.

The project enhances value to the public. It is very difficult to check for accuracy and spot errors with the legacy system due to its complexity and the fact that there are few staff remaining with an institutional knowledge of the whole system. Information about property and related taxes is in several different places on the system. A modern system is expected to result in cost savings and streamlined services.

The project will simplify operational procedures and result in cost-effective upgrades. Making required changes within the current system is difficult. A new system will enhance the capability of staff to update property assessment and tax accounts throughout the year. A new system will also make it easier for staff to perform quality control checks on the highly complex tax certification process. A new system with an open design should be easier to upgrade to meet each agency’s business needs.

The project will substantially improve the delivery of services. The legacy system was designed in the 1970’s and has almost 400 programs or jobs that must be maintained. The goal is to move to a system that will make it easier for staff to serve the needs of taxpayers.

The project will create a system that is easier to use and support. The project would improve the ease of use for end users; enhance security and reliability; improve overall system performance; reduce and simplify technical support; provide new functionality for end-users; and replace a costly legacy system. The existing legacy system was built over the past 25 years. The system is heavily dependent on staff who have an institutional knowledge of the system and its many idiosyncrasies. As these staff retire, the institutional knowledge is lost and the opportunity for system problems and failures is greatly compounded.


The project is expected to lower maintenance and support costs over the long run . One of the County’s strategic goals is to migrate away from customized systems and move to more “off-the-shelf” software products. When business practices are modified to take full advantage of the software, this has the potential to lower maintenance and support costs.

Department Technology Plan and Business Plan alignment:Technology Plan References:Need to Develop

Business Plan References:The 2004 Business Plan for DES indicates that “new technologies present an effective and efficient solution for bridging the gap between increasing workloads and decreasing staff resources.” A new system will better support the business processes in Treasury and Assessments. Staff will not be forced to continually adapt to an outdated system that is cumbersome and inefficient due to its reliance on ole technology and programming.

Performance Measures:Specific performance measures will be developed as part of the quantifiable business case. The measures will take into account efficiencies, time savings and cost savings from having a new system.

Budget Details – New ProjectTransition fund transfer from CX 10 to OIRM Capital fund 3771, project #377161.

CIO Review: Direction and conditions2005 PRB: Up to $350k may be used for consultant work with release of remaining budget contingent on PRB review and approval. As part of the 2005 work, current architecture should be documented to clearly define current system components to be replaced, what components will remain and how they relate.


Department of Community and Human Services

DCHS: CSD - Contract Management System

Fund # / Dept #: 3771Project # (if applicable): 377148 (new)Project Timeline: January 2005 – December 2005Sponsor: Community Services DivisionContact: Marty LindleyTotal Budget Impact: $50,000

Description of Project:The Community Services Division processes over 200 contracts and amendments each year, many drawing on multiple fund sources and containing separate work statements for as many as six different services. The current database was designed to insure that contracts are consistent with spending plans and meet county and department standards for format and content. However, the database does not facilitate financial oversight of contracts in that it does not link to ARMS or otherwise present current expenditure information. This results in a disconnect between


budgets and expenditure—leading to invoice errors and extra staff time spent checking multiple information sources for financial data on the same contract.

CSD has decided that to facilitate management of its community provider services contracts it is necessary to add a fiscal module to its current Access based contract management system. The improvement to the Contract Tracking database will facilitate reconciliation between ARMS, the Community Services Division’s contract tracking system and invoice and payment monitoring. The change in business practice will result in reduction in time required between submission of invoice and receipt of payment by vendors. Errors in coding will be reduced, fiscal reconciliation to ARMS will be speeded up and up-to-date contract balances will be available to program staff as a view within the database they are currently required to use for contract development. Baseline data will be collected in the Fall to establish current payment processing speed and accuracy. This will enable confirmation of the assumption that payment processing improves.

This work will be done by ITS, developer and maintainer of the underlying application with stakeholder input from CSD business and finance staff, and program staff who manage contracts. Division administration will provide high-level overview of the project in conjunction with other stakeholders in the department.

DCHS will also conduct a systems analysis of various contract tracking systems currently in operation across the department to prepare a data model in anticipation of the implementation of the Department of Public Health’s commercial contract management system in 2005. Several divisions in DCHS have contract management systems in production with different levels of functionality. This analysis will be done by a developer currently on staff in the Mental Health division. Upon completion of this analysis, DCHS will be better positioned to implement DPH’s contract management system.

Phase I (Project Planning) will consist of the following tasks:Identify the team members who will work on the project, including business finance officers and information system experts.Establish cooperative contacts with the ARMS personnel and secure their cooperation.Firm up the business requirements.Define goals, assumptions and constraint that are driving the project.

Phase II (Project Development) will follow Phase I and consist of the following tasks:Establish a basis for review and change within CSD and among all stakeholders.Identify the contract management and financial functional requirements.Develop a master project plan and schedule.

Phase III a & b (Implementation) will consist of the following tasks:IIIaConduct initial evaluation of any business finance technology or products that are identified as possible components of the system.Develop hardware and software configurations and settings.Develop backup and recovery procedures.Conduct proof of concept test.

IIIbCreate first internal release of finance module.Test internal release and revise (reiterations as necessary).Create training materials and supporting documents.Pilot test first release-ready version of module.Fix bugs and errors as found in pilot.

Begin department wide systems analysis of contract tracking systems. Develop department data model for contract tracking and prepare to implement the Department of Public Health’s commercial contract tracking system upon their successful installation.

This IT project is a high priority within our department. It is a strategic investment consistent with the Strategic Technology Plan 2003-2005 investment priority of “Streamline business operations using cost-effective technology.”


Description of Outcomes expected The improvement to the Contract Tracking database will result in reduced payment processing time and improve the accuracy of financial information posted to ARMS due to increased automation. Savings resulting from the improved contract processing will be used to help the suburban cities meet their affordable housing targets in King County.

See attached document, Budget 2005 – Conceptual Review Support Material Form, for more detail on expected outcomes.

Existing Project StatusThis is a new project to improve an existing application in CSD. Considerable groundwork has already been completed with stakeholders to establish the project’s broad requirements and to vet the project scope.

The impact of not funding this project will be to suspend the fiscal monitoring module for contract tracking in CSD. CSD would lose the flexibility to integrate the payment process into its contract management system. In addition, the Housing and Community Development consolidated database relies on information from the contract tracking system and absence of the payment process will continue to require the use of two separate systems, Project Financial Management (PFM) on the mainframe and Contract tracking. This will mean a continued cost to HCD to have the PFM system available.

Primary IT Goal: Efficiency

Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:The expansion of the CSD contract management system to include a fiscal module will streamline our division’s business operations by integrating the fiscal data for contracts in the same system as other contract management functions. Access to ARMS information from within the application will reduce staff time for reconciliation of contract balances, for verification of availability of funds, and for correction of errors resulting from not obtaining coding for vouchers directly from the system of record. This is consistent with the investment priority of streamlining business practices (page 12 of the Strategic Technology Plan 2003-2005 (revised)).

Supplemental documents are available upon request. Budget 2005 – Conceptual Review Support Material Form, and Department of Community and Human Services’ Response to Office of Information and Resource Management Questions Resulting from the June 3rd Conceptual Presentation of the Contract Management System for more discussion of alignment.

Department Technology Plan and Business Plan alignment:Technology Plan References:Our agency is currently developing its technology plan which will be available at the beginning of 2005.

Business Plan References:This initiative supports most of the core businesses listed in our department’s Business Plan. Improved contract management in the Community Services Division will improve support to the core businesses of Treatment, Affordable and Transitional Housing, Criminal Justice Alternatives, Employment Training and Supports, Child, Youth and Family Development, Information and Referral, Human Services for Residents of Unincorporated King County and Community Livability. All improvements to contract management are aligned with the department’s business plan and the department vision and mission.

Performance Measures:Eighty-nine percent of DCHS services are delivered by contracted service providers. The project is directed at improved contract management which indirectly supports all performance measures related to contracted services. These include: Number of bednights of emergency shelter Percentage of homeless households served in county-supported shelters and transitional housing that move to

more stable housing Percentage reduction in institutionalization of first year participants in the Shelter Plus Care program compared

to their pre-participation year Percentage of all seniors served who reside in unincorporated areas


Percentage of youth in juvenile justice intervention programs who reduced juvenile justice involvement and/or recidivism

Number and percentage of victims of domestic violence in community programs who developed safety plans Percentage and number of callers to the regional Community Information Line who received a referral to a

service provider Percentage of low-income youth with low basic skills who increase employability Percentage of adult displaced workers completing employment programs who get jobs paying similar to their

pre-displacement wages

There are contract management modules in other division within our department. We will attempt to identify critical elements that need to work in parallel among the divisions and in the future will consider consolidating our contract management systems. We will be closely monitoring Public Health’s use of the off-the-shelf contract management system and evaluating whether it is an adequate solution for DCHS needs.


CIO Review: Direction and conditions2005 PRB: Provide a briefing on department's next steps planned for managing contracts [include Public Health].


DCHS: MHCADS - HIPAA Implementation

Fund # / Dept #: 000001120/0924Project # (if applicable): Low org 2218Project Timeline: January 2003 – June 2005Sponsor: Jackie MacLeanContact: Marty Lindley 205-1344Total Budget Impact: $128,902

Description of Project:The Health Insurance Portability and Accountability Act (HIPAA) is a federally-mandated requirement for the exchange of Protected Health Information. The Mental Health, Chemical Abuse and Dependency Services Division (MHCADSD) receives protected mental health information from community mental health service providers and transmits this information to the state Department of Social and Health Services information system.

Description of Outcomes expected The outcome of the project is to successfully implement HIPAA requirements as related to information from mental health agencies and business associates.

Existing Project StatusHIPAA has multiple milestones. The HIPAA Implementation has been ongoing since 1/1/03. The project has successfully met its goals of implementing the Privacy Rule and the Transaction Rule. The Security Rule must be implemented by 4/20/05. The project will sunset after that goal is achieved.


Without all of the rules being implemented, we will not meet HIPAA standards. Partial compliance is not possible - the project must be completed for any of the work that has gone before to be valid. If the HIPAA Implementation is not completed, MHCADSD will not be able to exchange Protected Health Information with other entities and will not be able to administer the public mental health system.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project is being applied to the existing Mental Health Information System. As described above, the need to implement HIPAA was not determined by MHCADSD as part of its own information strategies – it was mandated by the federal government. HIPAA Implementation will, however, lead to increased confidentiality, the ability to track disclosures of Protected Health Information, and increased information system security, which will enhance the Mental Health Information System.

Department Technology Plan and Business Plan alignment:Technology Plan References:

Business Plan References:One of the goals of MHCADSD is to provide behavioral health care treatment to vulnerable populations. Unless we can implement HIPAA, we will not be able to provide treatment to our clients.

Performance Measures:Our performance measures relate to services to clients. HIPAA Implementation is intrinsic to our ability to run an electronic information system, which collects service information for all of our performance measures. Without HIPAA Implementation, we will not have data on our performance as a system.

Budget Details – Existing ProjectSupported by ongoing state revenues in the Substance Abuse and Mental Health funds in Operating fund Mental Health 1120; low org 2218 was set up to segregate these expenditures from other system support expenditures last year.

2004 Adopted Budget: $225,288Prior Year Appropriations: $478,791

CIO Review: Direction and conditions2005 PRB: On or before April 21, 2005, the department director should provide a letter to the PRB confirming the department is compliant with HIPAA regulations and rules.


Department of Community and Human Services – Office of Public Defender

DCHS: Legacy System Replacement Project

Fund # / Dept #: 3771Project # (if applicable): 377127Project Timeline: January 2004 – January 2006


Sponsor: Jackie MacLeanContact: Mike Olivieri 296-7655Total Budget Impact: $162,500

Description of Project:The Office of the Public Defender (OPD) has been operating with a legacy system since the early 1990’s built on flat file technology using PC Focus for internal management of the public defense program. Due to increased complexity of the public defense environment and modifications made to the system over the years, the system has grown unstable and is no longer a viable IT alternative. This initiative will modernize the existing OPD IT environment, budget control and development processes, efficiency of case assignments, and data analysis in the Office of the Public Defender. This will also enable OPD to participate in the Law, Safety, and Justice Integration initiative. As an integral part of the stability and security of the system, network topology and design will also be reviewed. Phase I (Project Planning) and Phase II (Requirement Analysis) of this project have been completed.

Phase III activities for the OPD Legacy System Replacement project will focus on the database and application design & development. The goal is to build an intuitive, user-friendly system that will serve as the primary administrative and operational information system for the Office of the Public Defender. The two-tier client/server system will utilize a front-end application as a graphical interface and an enterprise-class relation database on the back-end. Phase IIIa (Database Design) is currently underway and is expected to be done before the end of 2004.

In 2005, Phase IIIb will be implemented and will include application design, development, and testing. Specifically, this Phase will consist of detailed software requirements specifications; programming software components which would include creating ancestor objects, creating logon screen with client search screen and other application screens, and creating reports; and, application testing. System implementation and training of OPD staff will be Phase IV of this project and Phase V will be the evaluation the OPD Legacy System Replacement project.

Description of Outcomes expected Replace the existing PC FOCUS based system with a relational database. Modernize the functionality to reduce the need for paper processes and streamline work flow. Increase the quality of the data.

The King County Office of the Public Defender is responsible for providing legal services to King County residents who are financially unable to provide their own legal representation. The Office, however, does not directly provide legal services to its clients. Instead, the Office contracts with four external public defender agencies and a number of private attorneys to provide these services. In short, the Office serves in the role of “gatekeeper” determining eligibility, assigning cases, and authorizing reimbursement for the services provided.

The OPD information system is used to track all significant transactions in OPD’s business. Case assignments to contract agencies Case assignments to assigned counsel Spending authorizations and expenditures for assigned counsel Spending authorizations and expenditures for expert witnesses

Each of these basic transactions must be identified by attorney, witness and client name and be linked to other data such as court, criminal charge, etc. The information system must also be able to accept information from OPD’s contractors.

In the early 1990’s a contractor was selected to replace the existing mainframe-based system with a PC-LAN based system intended to serve as the central administrative, operational and financial repository of data related to public defender assignments and reimbursement. Although the system was enhanced over time to include additional functionality, the system has aged poorly in the intervening years for three major reasons.

First, the very nature of the network hierarchical platform on which the system is built leaves the system vulnerable to major limitations involving robustness and scalability. Specifically, the system is prone to frequent down-time and connectivity issues and is limited to a 250 MB storage capacity.

Secondly, the structure of the underlying data schema has led to issues involving data accessibility and integrity. Both factors result in severe negative consequences on the unit – both on daily operations (increased down-time, decreased efficiency, questionable data quality, lower personnel morale) and higher-level management decisions (including budget creation and analysis, forecasting, data analysis, etc.).

Finally, the outdated technology used to develop the system has made it difficult to implement necessary data exchange functionality with external systems (both within King County and the external defender


agencies). This last issue is particularly critical in the context of the impending county-wide Law, Safety, Justice Integration Project.

Due to the increasingly volatile nature of the system and the severe constraints on the quality and quantity of the data stored, the need for a replacement system based on a current technology platform became readily apparent.

The new application will improve the quality of data by applying better front-end edits on data before it is saved to the database. OPD will have better budget forecasting and case monitoring ability with more consistent data. The new system will have decreased downtime by employing the enterprise client-server model that has been proven to be stable and reliable. It will incorporate more of OPD’s business process in a common integrated system. It will improve accessibility for external customers (defender agencies, courts, and other county entities.) The system will have stringent security rules with role-based access that will improve the security of OPD data. The development team will leverage existing in-house expertise and skills to promote rapid development. For this reason, the application development tool used will be PowerBuilder from Sybase.

Existing Project StatusThe project is currently in Phase IIIa – Data Base Design. The project is on time and within budget. There is no reason to expect that the project will not be successful in meeting all objectives.

Primary IT Goal: Accountability

Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:The OPD Legacy Systems replacement project replaces the current PC FOCUS based system dating from the early 90’s. This project relates to the Priority Strategy titled “Law, Safety, and Justice Integration.” With only the current legacy system to offer, the Office of the Public Defender is not considered a full partner in the CJ data integration effort. The structure of the current system does not lend itself to interactive data sharing with other CJ offices.

The existing technology environment supporting the OPD system is flat file technology running on a local area network. The original developer of the system is still the primary source of support for maintenance and enhancements. This developer is procured through a sole source waiver.

This request will modify the technology environment in OPD to align with the investment criteria for Strategic Investments and the Infrastructure and Operational Investments in the Strategic Technology Plan.

Strategic Investments: Provide for critical and essential health or life-saving services to citizens: OPD is an integral partner in

the Law, Safety, and Justice services section of King County. Timely assignment of counsel is required and critical to the smooth functioning of the Court system. Delays can result in various sanctions by the Courts on the Executive branch of King County government. Failure to monitor activity closely in a timely manner can result in budget fluctuations that have grave consequences.

Infrastructure and Operational Investments to: Repair or replace defective systems: The OPD PC Focus system is no longer viable due to the size of

the database and increased complexity added to the data. The system has been tasked with monitoring activities outside of the original design over the years using the existing data model.

Achieving cost-effective compliance with legally-mandated, vendor support, or licensing requirements: The PC Focus system is supported by the same vendor that originally developed it in the early 1990's whom we pay to maintain and customize as needed. We want to create a system that will facilitate our participation in the Law, Safety, and Justice Integration initiative. Developing and using internal resources we hope to reduce the cost and improve the reliability of the system.

Department Technology Plan and Business Plan alignment:Technology Plan References:The Department of Community and Human Services (DCHS) does not have a Technology Plan.


Business Plan References:The DCHS lists Public Defense as its number one core business. Replacement of the legacy system is vital to the management of this 35 million dollar a year core business.

Performance Measures:The system will support the performance measures given in the DCHS business plan. More importantly, the system will support on-going financial and operational analysis necessary to achieve and provide cost efficient service within the changing LS&J environment.



CIO Review: Direction and conditions2005 PRB: Provide a briefing in Q1 on how data integrity issues are being addressed.


Department of Development and Environmental Services

DDES: IT Equipment Replacement

Fund # / Dept #: 1340 / 0325Project # (if applicable):Project Timeline: January 2005 – December 2005Sponsor: Stephanie Warden - DirectorContact: Michael Pahl – IS Manager

296-6706Total Budget Impact: $ 183,000

Description of Project:Computing Equipment Replacement Program for DDES. Funding provides for replacement of workstations, laptops and servers to current generation IT platforms on a recurring, self-funded basis.

Description of Outcomes expected N/A – this is an equipment replacement project.

Existing Project StatusPrevious equipment replacements have been done on an individual component basis without an overall plan.



Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This funding request will replace worn out older generation IT equipment with current generation IT equipment aligning DDES staff with current IT technologies used by DDES customers and the rest of King County. This request is part of a standardized, overall, multi-year equipment replacement cycle.


The DDES PC Replacement Plan is aligned and consistent with the guidelines provided in the Strategic Plan and with Council adoptions of other IT equipment replacement plans in the County

Business Plan References:This project—general equipment replacement—allows the division to accomplish its annual business plan. It is consistent with the goal of managing capital and technology resources to improve services and information sharing.Performance Measures:

This project—a general equipment replacement—does not relate to any particular performance measure, it merely allows the division to operate efficiently (so it generally applies to all performance measures).

Budget Details – IT Equipment ReplacementDDES Operating fund 1340

CIO Review: Direction and conditionsEquip replacement: PRB funding release approval requires an equipment replacement plan be in place to support the amount approved.


Department of Executive Services - Administration

DES: Admin – Accountable Business Transformation Initiative

Fund # / Dept #: 3771Project # (if applicable): 377142 (new)Project Timeline: December 2004 – December 2005 (initial

phase)Sponsor: Paul Tanaka/David MartinezContact:Total Budget Impact: $3,973,663

Description of Project:Accountable Business Transformation (ABT) will bring contemporary financial, human resource, payroll and budget best practices to King County. This is a multi-year Program to initiate in 2005 with a work program as described in the ABT Executive Recommendation, September 2004.

Description of Outcomes expected Business outcomes: The long term goal of this project is to transform and standardize the county’s financial, payroll, human resources and budget business services by implementing consolidated business practices and systems for one core financial system and one core human resources/payroll system, by aligning HR practices and


procedures countywide and by standardizing and streamline operating and capital budgeting. The program will also change and improve business processes for legal compliance, productivity improvements and ad –hoc reporting.

Technical outcomes: Migrate all county employees into PeopleSoft human resource/payroll system. Replace the two accounting systems with Oracle Financials. Select and implement countywide budget system. Implement integration "middleware" including the tools and operations required to share data with these primary business applications. Perform multiple projects to migrate all county agencies to PeopleSoft and Oracle following a phased approach.

Existing Project StatusThis is the initiative resulting from the Quantifiable Business Case (QBC) Report, July 2004. The QBC report’s recommendation is the Accountable Business Transformation (ABT) of the county’s current financial, budget, HR and payroll business operations model. ABT is the only alternative that fully met the Vision and Goals Statement for Enterprise Financial, Human Resource, and Budget Management, April 2003.

In September 2004, the county council reviewed the QBC Report and adopted Motion 12024 approving policies to guide the accountable business transformation program and requesting the executive to transmit a revised executive recommendation for implementation by March 1, 2005. The funding shown below is for the 2005 work program as the initial phase of the multi-year Program. The work program was described in the ABT Executive Recommendation dated September 2004 and will be further defined in the transmittal requested by Motion 12024.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This program directly addresses Strategy C9 (Implement a standardized integrated portfolio of enterprise Financial and HR/Payroll applications), and also aligns to Strategy C3 (Standardize County technical approach for application integration) and Strategy C4 (Purchase and integrate top quality commercial packaged software wherever possible and cost effective – and with minimal customization).

Department Technology Plan and Business Plan alignment:This Program aligns with the DES Business Plan, July 2004, and the DES Technology Plan, September 2004.

Technology Plan References:The Business Operations Model transformation is aligned with DES Technology Vision, Mission and Goals, and Strategic Initiatives.

Business Plan References: The department must play a key role in reshaping county government as envisioned by the adopted Vision and Goals Statement for Enterprise Financial, Human Resource, and Budget Management. The Vision Statement that was endorsed by the elected county leadership and approved by Council action states:

“King County’s financial, human resource, and budget management functions are fully integrated, efficient and effective, and enhance the county’s ability to provide essential services to its customers. “Realization of this vision will require a transformation and standardization of business processes, a single core public sector financial system including budget management, and a complete migration to the PeopleSoft HRMS.

DES will play a critical, leadership role in implementing the organizational and county cultural change that must be accepted and effectively instituted to realize this vision. Several of the initiatives in the department’s budget proposal address this transformation as well as other specific goals included in the Vision and Goals Statement. This focus and the related initiatives are aligned with the department goals:

Identify and meet changing customer requirements; and Exercise responsible stewardship of county resources to contain cost of services.

Business Operations Model Implementation is also specifically addressed in the DES/Finance and Business Operations Division and DES/Human Resources Division Business Plans as Policy Directions and Key Strategies.

Performance Measures: The 2005 work program outcome measures for each work component are identified in the ABT Executive Recommendation, September 2004.


Budget Details – New ProjectBond Anticipation Notes to OIRM Capital fund 3771, project #377142.

CIO Review: Direction and conditionsExecutive proposal is in development as of this report date.

King County Council ActionsSECTION 114 . CAPITAL IMPROVEMENT PROGRAM -

ER3 EXPENDITURE RESTRICTION:

Of the appropriation for CIP project 377142, accountable business transformation project, $165,000 shall be expended solely to provide quality assurance and oversight for this project by the council auditor.

P3 PROVIDED FURTHER THAT:

Of the appropriation for CIP project 377142, accountable business transformation project, $2,356,015 shall not be expended or encumbered until after the council reviews and approves by motion a business case, roadblock document and human resources implementation plan that are consistent with the requirements of Motion 12024 and that have been approved by the project review board.

DES: Admin - PC Equipment Replacement

Fund # / Dept #: 5461/NewProject # (if applicable):Project Timeline: January through December 2005Sponsor: Paul Tanaka/DESContact: Chris Richards 205-1379Total Budget Impact: $462,600

Description of Project:Creation of a DES PC Equipment Replacement Program. Plan was developed pursuant to Council proviso as a pilot for department PC Replacement plans. Funding provides startup of Financial Plan and will, in succeeding years, allow for PC replacements on a recurring, self-funded basis.

Description of Outcomes expected Basic outcome is creation of the Replacement Plan Fund in DES. Resultant outcomes of the Replacement Fund are the timely and appropriate replacement of PC’s, increased standardization of PC equipment and capabilities, and reduced inefficiencies due to down time.

Existing Project Status



Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:The DES PC Replacement Plan is aligned and consistent with the guidelines provided in the Strategic Plan and with Council adoptions of other IT equipment replacement plans in the county.

Department Technology Plan and Business Plan alignment:Technology Plan References:Consistent with DES Tech Plan

Business Plan References:Consistent with goal of managing capital, technology resources to improve services and information sharing.

Performance Measures:

Budget Details – IT Equipment ReplacementPartial transition fund transfer from CX 10 and balance from various DES agencies to new Internal Service fund 5461.



Department of Executive Services – Emergency Management

DES: EM - E-911 Database System Upgrade

Fund # / Dept #: 3771Project # (if applicable): 377150 (new)Project Timeline: January 2005 – December 2006Sponsor: Paul TanakaContact: Marlys Davis 296-3911Total Budget Impact: $456,720

Description of Project:The E-911 Automatic Location Identification (ALI) Database system is the system that provides for the display of a 911 caller’s name, telephone number, and location information at the Public Safety Answering Points (PSAPs) along with the 911 call. Currently, the ALI Database system operates at very low speed, and with increasing call volumes at the PSAPs, the delivery of the ALI data is slowing the ability of the call takers to process 911 calls. In addition, the current data standard used for ALI data and the interface for telephone companies to submit ALI data is a unique standard which is not used outside E-911 for data exchange. The result is the lack of necessary data fields for wireless 911 and other technologies, and increased difficulty and cost for telephone companies to exchange their data.

This first phase of this two-year project to be completed in 2005 will upgrade the network used to deliver the data to the PSAPs. In addition, work will begin on the development of the new ALI data system that meets the national 911 XML data standard. Although the XML data standard has been established, the protocols for the exchange of the


data have not yet been completed. That work is underway, and is expected to be complete in mid-2005. At that time, the remainder of this two-year project will be specified, and an additional funding request will be included in the 2006 budget proposal for the completion of this project.

The E-911 business plan specifies the policy of working to maintain the continued effective operation of the E-911 System to ensure that high quality enhanced 911 service is provided to the public, regardless of the technology used to make and transmit the 911 call. The current ALI data standard interferes with meeting this goal by not providing all of the necessary data fields, especially for wireless 911 service, and by making it more costly and difficult for service providers to exchange information. In addition, state law requires that counties provide E-911 service to the public. In order for the same level of E-911 service to continue to be provided to the public, the ALI database system must be upgraded to meet the needs of modern telecommunications technology. There is no state funding available to assist with this project. There are federal 911 bills pending in Congress, and if any of these bills pass and funding from the federal government becomes available, the E-911 Program Office will apply for funds for this project.

This project will upgrade the existing E-911 ALI Database system, which is a tariffed service provided by Qwest, and will be ordered as a service from Qwest.

Description of Outcomes expected This project will convert the ALI data and data exchange interfaces to the XML data standard, eliminating the problems stated above. The additional fields required for wireless 911 service, and other technologies such as VoIP, will be included. Hardware and software changes will be made to the PSAP E-911 equipment to enable the receipt and display of the XML data. The data delivery network will be upgraded to increase the speed of data delivery to the PSAPs.

Existing Project StatusThis is a new project.

Phase 1 to be completed in 2005 will include the design and implementation of the new ALI data delivery network.

Phase 2, which includes conversion of the ALI data and data exchange interfaces to the XML data standard, will begin design in mid-2005 when the data exchange protocols have been completed, and will be implemented in 2006.

Phase 3 will include the E-911 equipment hardware and software upgrades to enable the receipt and display of the XML data, and the interface to PSAP Computer Aided Dispatch systems, will begin design in late 2005, and will be implemented in 2006.

The existing ALI Database system is slowing down the processing of 911 calls, lacks data fields necessary for wireless E-911 service, does not have the capability of dealing with VoIP data, and does not effectively interface with modern telecommunications technologies. The national E-911 standards groups have developed an XML data standard that resolves these issues, and King County must move forward with upgrading to the new data standard in order to continue to provide effective E-911 service to the public. The effect of not upgrading to the new data standard would be increased call processing times at the PSAPs, caused by slow data delivery and the lack of data. This would require the addition of equipment and staffing at the PSAPs in order to maintain the current level of E-911 service to the public.

Primary IT Goal: Customer Service/Access

Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project will upgrade the existing E-911 ALI Database system by converting the ALI data and data exchange interfaces to the XML data standard, making hardware and software changes to the PSAP E-911 equipment to enable the receipt and display of the XML data, and upgrading the data delivery network.

Department Technology Plan and Business Plan alignment:Technology Plan References:This project is consistent with the Department of Executive Services (DES) Technology Plan The DES, Office of Emergency Management Business Plan specifies that technological solutions will be implemented to improve the effectiveness of services provided by the E-911 Program Office.


Business Plan References:The DES, Office of Emergency Management Business Plan specifies the policy to maintain the effective operation of the E-911 system to ensure that enhanced 911 service is provided to the public regardless of the technology used to make and transmit the 911 call. In addition, this project meets the DES goals to: identify and meet changing customer requirements; encourage and expand the use of strategic partnerships; and manage capital, human, information and technology resources to improve services and information sharing.

Performance Measures:The E-911 Program Office performance measures include reporting on the speed of answer of 911 calls and on the number of 911 calls that receive a busy signal. This project will speed the delivery of ALI data to the PSAPs and provide them with more data to assist them in more efficiently handling the 911 calls, both of which should positively impact the performance measures.

Budget Details – New ProjectDouble budget with operating fund transfer;E-911 Operating fund 1110 to OIRM Capital fund 3771, project #377150.

CIO Review: Direction and conditions2005 PRB: Provide a briefing on all 3 projects, of special interest is the analysis of alternatives, including how other jurisdictions are handling the responsibilities of E-911 services.


DES: EM - E-911 GPS Location of Addresses

Fund # / Dept #: 3771Project # (if applicable): 377151 (new)Project Timeline: January 2005 – December 2006Sponsor: Paul TanakaContact: Marlys Davis 296-3911Total Budget Impact: $1,240,675

Description of Project:Currently, 46% of 911 calls are made from wireless phones, and this percentage keeps increasing every year. In addition, many people are giving up their traditional wired phone at home and use only a wireless phone. Currently, caller locations are identified as a latitude/longitude location, and there is no association of the caller’s location with an actual street address. As more wireless 911 calls come from homes, and as these are the only phone available for children and others in the home to use to call 911, it is becoming critical that caller locations are associated with individual addresses. In addition, Voice over Internet Protocol (VoIP) technology is expected to become widespread, and these locations will likely be presented as a latitude/longitude similar to wireless. In order to accomplish the address association in the mapping system, the addresses throughout King County must be GPS located. This will allow the call takers at the Public Safety Answering Points (PSAPs) to more quickly identify the location of the 911 caller, and will allow for the dispatch of police and fire responders to a specific address rather than a general area.


The Federal Communications Commission (FCC) requires the wireless carriers to provide the latitude/longitude locations of wireless 911 callers to the PSAPs. It is the responsibility of the counties to convert the latitude/longitude into a location that is usable at the PSAP. The E-911 Program has installed an E-911 mapping system at the call answering positions at the PSAPs that displays the latitude/longitude location provided by the wireless carriers on a map. This shows the call taker the general area the call is coming from, but does not provide a specific address. Traditional wireline 911 calls display the exact address the call is coming from, and it is possible to dispatch police and fire responders to the specific address. Currently with wireless 911 calls, the dispatcher is only able to send responders to the general area shown on the map and described by the caller, and the lack of a specific address to dispatch to is slowing the time to dispatch, and the time it takes the responders to locate the caller. When the wireless 911 call is coming from an address as opposed to on a street, this project will allow the specific address associated with the latitude/longitude provided by the wireless carrier to be identified to the call taker.

This will be a two-year project to be completed in 2005 and 2006. The E-911 Program intends to contract with the existing E-911 mapping vendor to GPS locate all addresses in King County. The vendor has a system that allows addresses to be GPS located, either through the use of existing King County orthophotography or by physically visiting the address, and these GPS address locations will then be downloaded into the existing E-911 mapping software. The vendor’s software then provides for a link between the latitude/longitude locations provided by the wireless carriers to the GPS location of an address, and will display both the latitude/longitude and the associated address on the map at the 911 call answering positions at the PSAPs. Since the existing mapping vendor is the only vendor who can directly download GPS address locations into the existing E-911 mapping software, and has the capability of obtaining some of the GPS address locations from existing orthophotography, reducing the cost of obtaining this information, the E-911 Program Office has identified no alternatives that would work as efficiently and at the same cost as the service this vendor can provide.

The project proposes the addition of one FTE to work with the mapping vendor to assist in gathering necessary data from address locations which will not be physically visited by the mapping vendor. Once this project is complete, this FTE will be responsible for obtaining the locations and other data for any new addresses to ensure that the mapping data is kept current.

The E-911 business plan specifies the policy of working to maintain the continued effective operation of the E-911 System to ensure that high quality enhanced 911 service is provided to the public, regardless of the technology used to make and transmit the 911 call. In addition, state law requires that counties provide E-911 service to the public, without specifying any different rules for providing service to wireless 911 callers. Given the increase in the number of wireless 911 calls and in the number of homes that use a wireless phone as the only phone service, in order to continue to provide high quality E-911 service within the system speed of answer requirements, the association of the latitude/longitude of wireless 911 calls with specific addresses must be implemented.

There is no state funding available to assist with this project. There are federal 911 bills pending in Congress, and if any of these bills pass and funding from the federal government becomes available, the E-911 Program Office will apply for funds for this project.

Description of Outcomes expected This project will increase the accuracy of the E-911 Mapping system at the PSAPs. This mapping system is used to identify the location of wireless 911 callers on a map at the call answering positions. Currently, caller locations are identified as a latitude/longitude location, and there is no association of the caller’s location with an actual street address. In order to accomplish the address association in the mapping system, the addresses throughout King County must be GPS located. The vendor will determine the GPS address locations either through the use of existing orthophotography, or by physically visiting the address. Once the data is obtained, the vendor has software which allows the data to be directly downloaded into the existing E-911 mapping software. A software upgrade will be done that will enable the software to perform a search of address GPS locations on the latitude/longitude provided on each wireless 911 call to look for a match, and then display both the latitude/longitude and the associated address on the E-911 map at the call answering positions at the PSAPs.

Existing Project StatusThis is a new project. The vendor has projected that this will be a two-year project, given the substantial number of addresses in King County. The project will start with vendor set-up, which includes obtaining office space, approximately 20 staff, and vehicles for the project. Once this is complete, the obtaining of GPS address locations


and the loading of the data into the E-911 mapping system will begin. The software upgrade to the existing mapping software will be completed fourth quarter, 2005.

The effect of not providing this service would be an increasing number of 911 calls for which an address location is not available. This would result in increased call processing times at the PSAPs due to the lack of specific location information.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:The existing E-911 mapping system displays the location of 911 calls on a map at each call answering position at the PSAPs. For wireless caller locations, the latitude/longitude provided by the wireless carrier is displayed on the map. This project will add the specific address information as text and as a location on the map for wireless 911 call latitude/longitude locations that match the latitude/longitude location of an address.

Department Technology Plan and Business Plan alignment:Technology Plan References:This project is consistent with the Department of Executive Services (DES) Technology Plan. The DES, Office of Emergency Management Business Plan specifies that technological solutions will be implemented to improve the effectiveness of services provided by the E-911 Program Office.


Performance Measures:The E-911 Program Office performance measures include reporting on the speed of answer of 911 calls and on the number of 911 calls that receive a busy signal. This project will speed the identification of wireless 911 caller locations by the PSAPs and provide them with more location data to assist them in more efficiently handling the 911 calls, both of which should positively impact the performance measures.

Budget Details – New ProjectDouble budget with operating fund transfer;E-911 Operating fund 1110 to OIRM Capital fund 3771, project #377151.



DES: EM - E-911 Phase II Accuracy Testing

Fund # / Dept #: 000001110/0431


Project # (if applicable):Project Timeline: January 2005 – December 2005Sponsor: Paul TanakaContact: Marlys Davis 296-3911Total Budget Impact: $263,360

Description of Project:Currently, 46% of 911 calls are made from wireless phones, and this percentage keeps increasing every year. The PSAPs are dependant on the Phase II latitude/longitude location of the callers that is provided by the wireless carriers. Each of the carriers has implemented a different technology to identify the caller locations, and the accuracy of these technologies varies broadly. This project will measure the accuracy of the Phase II technologies used by the seven wireless carriers, and this information will be provided to the PSAPs so they have a clear understanding of the accuracy of the locations provided to allow them to make appropriate response decisions. This project will also measure whether the wireless carriers are meeting the accuracy standards established by the Federal Communications Commission (FCC).

The FCC requires the wireless carriers to provide the latitude/longitude locations of wireless 911 callers to the PSAPs. The FCC has also specified location accuracy requirements for network and GPS-handset location technologies. Even though King County has implemented Phase II location service with the seven wireless carriers, the carriers have not been willing to share information on the accuracy of the locations they are providing. As they attempt to locate 911 callers and dispatch to their locations, it is difficult for the PSAPs to determine where the caller is when the latitude/longitude location provided by the wireless carrier may be different than the actual caller location. Measuring the accuracy of the locations provided by the wireless carriers by comparing those locations to actual caller locations on test calls, the E-911 Program Office will be able to measure the accuracy of each wireless carriers’ technology and provide that information to the PSAPs. This will also provide the Program Office with information about the ability of each carrier to meet the FCC’s accuracy requirements.

This will be a one-year project to be completed in 2005. The goal is to perform two testing cycles during the year. If this project is successful, the E-911 Program plans to implement the testing as an ongoing program. The E-911 Program intends to contract with a vendor for this service. At this time, there are three vendors known to provide some type of accuracy measuring service. The E-911 Program is currently involved in a technical trial of one vendor’s technology. The vendor cost of implementing that technology would be $321,830. The Program Office has attended a meeting with a second vendor, who gave a presentation on their technology. This vendor provides the only location accuracy measuring service that has been certified by the National Emergency Number Association. The cost of this technology is $239,360. Both of these technologies require that multiple test calls be made. The Program Office is in contact with the third vendor, and has a meeting scheduled for next month to review their technology and costs. An RFP will be issued to select the vendor who will be contracted with for the service. In addition to the cost for this service, the PSAPs must add extra staff during the two testing cycles. The Program Office will reimburse the PSAPs for this staffing cost, which is anticipated to be $24,000 per year.

The E-911 business plan specifies the policy of working to maintain the continued effective operation of the E-911 System to ensure that high quality enhanced 911 service is provided to the public, regardless of the technology used to make and transmit the 911 call. In addition, state law requires that counties provide E-911 service to the public, without specifying any different rules for providing service to wireless 911 callers. Given the increase in the number of wireless 911 calls, in order to continue to provide high quality E-911 service within the system speed of answer requirements, location accuracy information must be provided to the PSAPs to assist them in determining the location of the wireless 911 callers.

Description of Outcomes expected This project will assess the accuracy of Wireless E-911 Phase II service provided by the wireless carriers. The E-911 Program Office will contract with a vendor for a service in which the latitude/longitude locations provided by the wireless carriers on test 911 calls will be compared to the actual known latitude/longitude locations. This information will be provided to the PSAPs to enable them to assess the accuracy of the locations provided by the wireless carriers on real 911 calls. In addition, this service will allow the Program Office to determine whether the wireless carriers are meeting the FCC location accuracy requirements. This will provide the Office with information with which to work with the wireless carriers to improve the accuracy of their technologies.



PSAP call takers are dependant on the latitude/longitude locations provided by the wireless carriers when their customers call 911. The accuracy of the technologies used to determine the locations widely varies, and it is difficult for the PSAPs to make appropriate response decisions without knowing what the accuracy of the location is. This project will measure the accuracy of the locations, and this information will be provided to the PSAPs so they have a clear understanding of the accuracy of the locations. The effect of not providing this service would be increased call processing times at the PSAPs, due to the lack of accuracy information.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:The existing E-911 mapping system displays the location of 911 calls on a map at each call answering position at the PSAPs. For wireless caller locations, the latitude/longitude provided by the wireless carrier is displayed on the map. Currently, the E-911 Program and the PSAPs have no information about the accuracy of the locations provided by the wireless carriers. It has become obvious that the locations provided by the various technologies used by the seven different wireless carriers widely varies. This makes it difficult for the PSAPs to determine the location of the caller in order to dispatch police and fire responders to the caller’s location. This project will provide the PSAPs with information on the accuracy of the carriers’ location technologies so they can make more informed decisions when determining what location to dispatch responders to.

Department Technology Plan and Business Plan alignment:

Technology Plan References:This project is consistent with the Department of Executive Services (DES) Technology Plan. The DES, Office of Emergency Management Business Plan specifies that technological solutions will be implemented to improve the effectiveness of services provided by the E-911 Program Office.


Performance Measures:The E-911 Program Office performance measures include reporting on the speed of answer of 911 calls and on the number of 911 calls that receive a busy signal. This project will speed the identification of wireless 911 caller locations by the PSAPs and provide them with more location data to assist them in more efficiently handling the 911 calls, both of which should positively impact the performance measures.

Budget Details – New ProjectE-911 Operating fund 1110




Department of Executive Services – Facilities Management Division

DES: FMD - Real Estate Portfolio Management

Fund # / Dept #: 3771Project # (if applicable): 377133Project Timeline: January 2004/2005Sponsor:

DES/Facilities MgmtContact: L. Wright 205-5770Total Budget Impact: $125,200

Description of Project:Project is a continuation of a 2004 project; request is for additional appropriation of $125,200 in 2005 to support acquisition of a system costing more than originally expected.

The FMD was required by 2001 and 2002 legislative direction to improve real estate portfolio management. The real estate portfolio management system will address a need for centralization in the County's real property asset management, as called for by the Properties Expert Review Task force (PERT) in a 2001 report to the County Council. Council accepted the report and adopted its recommendations.

The Real Estate Portfolio Management system will be a software database enabling real estate professional staff in several County Departments to record and track County real property assets, and will provide the information base for asset management, for analysis and decision-making over asset retention versus disposition, and for analysis of asset valuation, marketability, and full life cycle costs.

The system will allow access to information that is currently not well organized or stored in a centralized manner. It will provide a system solution to the lack of a centralized approach to the analysis and decision-making involved in modern real estate portfolio management.

In 2004, the consulting firm of Weston Solutions, Inc. was hired to survey countywide system needs and solutions for portfolio management. The consultant (with a contract not to exceed $75,000) worked with a cross departmental group of real estate staff to define business requirements, perform market research, and recommend a system. The consultant’s report recommended acquisition and implementation of PRISM, an off the shelf system previously developed for an Alabama utility that has been since installed in Huntsville, AL and in other jurisdictions. Project total costs for acquisition, installation, configuration, and training for the system are estimated at $173, 000. Document imaging for active or historical files (if pursued) would add another $52,200 to this figure. The interdepartmental Real Estate Forum would decide whether this imaging addresses countywide portfolio management needs. The total approved would be $125,200 if imaging is included, but only $73,000 if it is excluded.

Description of Outcomes expected Business outcomes will include: improved efficiency and effectiveness of portfolio management; more timely response to inquiries about individual county owned parcels; and enhanced acquisition, disposition, leasing, and other business activities of real property professional staff countywide. Technology outcomes will include automation of processes that are purely manual or spreadsheet based at present.

Existing Project StatusProject number is 377133. Project is on verge of completing alternatives analysis phase, having received a consultant recommendation for system acquisition and implementation. If funding is not approved, existing appropriations will not be adequate to support system acquisition and implementation.



Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:County does not have any existing portfolio management system. System would replace a decentralized in which property acquisition and disposition decisions are performed using manual methods to handle asset information.

Strategic Investments: Streamline business operations using cost-effective technology . The purpose of an asset management system is to improve operational efficiency through improvements in information accuracy and availability. The use of off the shelf software will minimize system cost and help ensure the solution is cost effective.

Infrastructure and Operational Investments: Repairing or replacing defective or failing system PERT pointed out a lack of integrated, Countywide decision-making in real estate portfolio management, owing to the lack of a integrated centralized system for portfolio management.

Department Technology Plan and Business Plan alignment:Technology Plan References:DES is currently finalizing its departmental technology plan, and this project appears to be consistent with the draft plan.

Business Plan References:The DES departmental Business Plan cites three goals pertinent to the project: 1. identify and meet changing customer requirements; 4. manage capital, human, information and technology resources to improve services and information sharing; 5. exercise responsible stewardship of county resources. Improved information and retrieval of portfolio management information will directly address all three goals within the context of key lines of business in real estate services.

Performance Measures:In development.

Budget Details – Existing ProjectTransition fund transfer from CX 10 and a multi-agency allocation will be collected with the OIRM Rates to OIRM Capital fund 3771, project #377133.


CIO Review: Direction and conditions2005 PRB: Prior to spending, provide the PRB with a work program detailing the approach and requirements/resources needed to complete the project.


Department of Executive Services - Finance

DES: Finance - Benefit Health Information Project (BHIP)

Fund # / Dept #: 3771Project # (if applicable): 377143 (new)


Project Timeline: January 2005 – March 2007Sponsor: Paul TanakaContact: Cindy LeeTotal Budget Impact: $3,883,162

Description of Project:Executive Sims introduced a health care initiative that will require technical tools, not currently in use at the county, to better manage and contain health care costs. The new benefit health plans likely to be offered by the county will provide multiple choices and be too complex to be able to enroll and change health plans with a paper process. This project is to develop the technical tools that will enable the implementation of the new health benefit plans. The project will be managed internally and will have technical, business and training phases. The use of outside consultants in combination with county staff is the approach of the project.

Description of Outcomes expected Technical outcomes:

Build or purchase an on-line enrollment system that will provide employees the proper tools to make informed choices about the health plans they select for themselves and their dependents. The project is successful if employees are able to easily enroll and change their health benefits using a secure web-based product that is stable and easy to use or an alternative solution such as IVR for those that are unable to use a computer.

Business outcomes: Train employees to use the new system. A success measurement of this outcome is that employees that

have access to a PC, enroll on-line with a minimum of questions and problems and those that do not have a PC, enroll using IVR technology.

Existing Project StatusThe initial work of this project has begun with the work initiated by Executive Sims with the Health Advisory Task Force. The impact of not funding this project will result in not being able to develop health plan designs that will have the outcomes that are intended, which is to reduce the growth in the cost of providing health benefits to employees by one third. This phase of the project is new.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project relates to the guiding principles in the Strategic Technology plan of using technology to achieve goals of improving efficiency, customer service and support and accountability for decision-making. Additionally it will:

Provide technology to meet county initiatives by Executive Sims Meet the long range strategic plan to initiate an employee self-service philosophy Develop the technology tool to support the tactical program requirements of providing employees with the

tools needed to manage their health care information and accommodate employees with tools to help them invest their health care dollars wisely

Health Benefits is the first program to take advantage of the self-service technology supporting the county’s long-range plans.

Department Technology Plan and Business Plan alignment:Technology Plan References:This project is consistent with the draft DES Technology Plan scheduled for completion in August 2004.

Business Plan References:The core business that this project supports is the Benefit program in the Finance and Business Operations Division. This project aligns with the Finance and Business Operations Division Business Plan to provide fast accurate useful and professional services for citizens, county agencies and local government. The division mission to deliver timely and accurate services to county employees will be challenged by the new health care initiatives without the technical tools to support their decisions. This project aligns with the following department goals: (1) Identify and meet changing customer requirements, and (2) Manage capital, human, information and technology resources to improve services and information sharing.


Performance Measures: Timely enrollment into the new benefit plans Timely transmittal of eligibility information to the county health vendors Accurate deductions for the various pre-tax accounts allowed by the IRS Well trained employees that use the new technical tools with ease

Budget Details – Existing ProjectDouble budget with operating fund transfer;Benefits Operating fund 5500 to OIRM Capital fund 3771, project #377143.

2004 Mid-year Appropriated Budget: $244,000

CIO Review: Direction and conditions2005 PRB: Up to $200k may be spent for a consultant report that proposes a conceptual approach [including implementation strategy, conceptual design of technology solution, preliminary work program [including staffing] for all phases of implementation. The report should be provided to the PRB for review and approval prior to spending more than $200k.

OMB Recommendations: The BHIP project has been included in the 2005 budget at the approved funding level of $3.7 million with the understanding that a strong business case will be developed as soon as possible. Work on the business case has already begun and will continue during the fourth quarter of 2004. In addition to the CIO conditions for a conceptual technology strategy and work plan, OMB is expecting a compelling business case justification for each of the BHIP project components including:

1. Further detailed breakdown of the major components as needed to correlate cost estimates and potential benefits to alternative solutions or decisions that are potentially significant cost drivers. For example, the associated incremental cost and risk of an internet solution included in the on-line enrollment or the cost of various software complexities associated with specific built-in service and features of the system.

2. Detailed description of the costs, based on comparables, vendor information, or expert judgment at a level that will demonstrate a reasonable basis for the estimated costs, and correlated to the major components or cost drivers as discussed above.

3. An analysis of feasible alternatives identifying to what extent the problems will be resolved, opportunities realized, financial benefits achieved or risk avoided, with a clear description of the assumptions used and the expected functionality associated with each alternative.

4. Demonstration of relevance to mission priorities outlined in the department strategic or business plan separately for each major outcome/benefit or business problem resolution expected.

King County Council ActionsSECTION 114 . CAPITAL IMPROVEMENT PROGRAM -


Of the appropriation for CIP project 377143, benefit health information project, $2,983,162 shall not be expended or encumbered until after the council has approved by motion a business case that has been reviewed and approved by the project review board.


DES: Finance - Personal Property Tax Web Application

Fund # / Dept #: 3771Project # (if applicable): 377160 (new)Project Timeline: January 2005 – August 2005Sponsor:Contact: Ken Guy 296-7333Total Budget Impact: $39,732

Description of Project:This is a new project providing taxpayers with online access to their personal property tax information, as well as an online payment method. The project is a logical extension of a 2001 web application designed for the real property tax system and a related 2004 online payment application called eTax, which is scheduled for production this fall.

There are 70,000 personal property tax accounts across the County. About 56,000 accounts apply to businesses and the remaining 14,000 apply to mobile homes on leased land. This project would create an online lookup and payment application for all of these accounts.

The detailed justification for this project has been documented in the business case analysis for the eTax application dated April 22, 2004. The business case analysis is available upon request.

Description of Outcomes expected Provides taxpayers the ability to look up their personal property accounts on the County’s web site. Provides taxpayers the option to pay their personal property taxes online using the eTax application.

Existing Project StatusNot applicable.

Primary IT Goal: Customer Service

Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:The legacy Property Based System (PBS) is housed on the County’s mainframe and has three major sub-systems for real property, personal property and the Assessor’s tax levy files. The sub-system for personal property already has a look up feature on the mainframe called “PPIB.” This project would enable the existing PBIB data to be posted on the Web for account look up and online payment.

The project is consistent with King County’s revised Strategic Technology Plan 2003-2005 in the following areas:

Enables the County to achieve defined strategic business objectives. One of the County’s strategic goals is to deliver eCommerce services that are accessible, fast, reliable, secure and cost-effective. Citizens and business owners expect this typed of tax information to be accessible online.

Streamlines business operations using cost-effective technology. Treasury Operations answers all inquires about personal property taxes via the telephone. Call waiting times are long, especially during peak payment periods in April and October. Providing taxpayers online access to their personal property tax accounts will make it easier for taxpayers to obtain quick and accurate tax information. In addition, online applications streamline the tax payment process for taxpayers and County staff. Taxpayers receive immediate feedback that their tax payment has been received and do not have to worry that a payment is lost in the mail. The County benefits by reducing the amount of mail-in payments that must be processed at least twice a year.

Leverages existing investments. The County has already invested in an online look up and payment application for real property taxes. This logical next step is to extend the online application to personal property taxes.


Prevents disruption to business operations. Online systems tend to be more reliable and easier to use during natural disasters. During the 2001 Nisqually earthquake, Treasury Operations was able to use the Internet to restore business operations with minimal downtime.

Department Business Plan alignment:The 2004 Business Plan for the Department of Executive Services (DES) includes the following mission statement for the Finance and Business Operations Division: “to provide fast, accurate, useful and professional financial services for citizens, county agencies, and local governments within King County.” This project is closely aligned with the mission statement.

The 2004 Business Plan for DES also indicates that “new technologies present an effective and efficient solution for bridging the gap between increasing workloads and decreasing staff resources.” Providing taxpayers with online tax information and payment applications enables taxpayers to help themselves while reducing the work burden on staff.

In May 2002, the DES eCommerce Management Plan was developed in which several pilot projects where noted including the eTax pilot. This project remains consistent with the DES eCommerce Management Plan.

Technology Plan References: This project is consistent with the draft DES Technology Plan scheduled for completion in August 2004.

Performance Measures: Number of web site “hits” for look up of tax account information Number of online payments using eTax Reduced number of telephone inquiries and shorter call waiting periods

Budget Details – New ProjectDouble budget with operating fund transfer;Finance Operating fund 5450 to OIRM Capital fund 3771, project #377160.



DES: Finance - PSERS Implementation

Fund # / Dept #: 3771Project # (if applicable): 377162 (new)Project Timeline: March 2005 – September 2006Sponsor: Bob CowanContact: Cindy LeeTotal Budget Impact: $368,925

Description of Project:This project will satisfy a Washington State mandate (Chapter 41.37 RCW) to implement a new Department of Retirement Systems (DRS) retirement plan: Public Safety Employee Retirement System 2 (PSERS 2). The project will involve a technical and business component.


The technical component will:Develop new configurations in the county’s two payroll systems, MSA/PeopleSoft and retrofit the King County Retirement Reporting System with the reporting requirements of the new plan. The project will include modifications to existing code in the three above-mentioned systems including downloads into the reporting system, and all testing up to and including acceptance testing with DRS.

To minimize training costs, the project will use existing technical staff familiar with the three above-mentioned systems. The benefit in using existing staff is their knowledge of the systems, however, this presents the challenge and potential risk of existing staff that are managing competing demands between on-going production and new development. To mitigate the potential risk the project will last approximately 3 months longer, which will require increased salaries for the project manager, business analyst and functional analyst. The added cost for these 3 positions will allow more than ample time for the analysts to make the necessary modifications to the systems while still meeting their production demands.

The alternative to this approach is to hire a PeopleSoft and MSA analyst to develop the modifications, which may reduce the project timeline by three months but will also create greater potential for risk on the project due to the knowledge transfer necessary between existing technical staff and temporary developers. The cost of this caliber of staff waiting for production staff availability will ultimately have the potential of increased costs and risk to the timeline.

The business component will:Identify the population of employees affected by the new plan, develop a communication and training plan and approach, conduct site visits at all locations and during all shifts to educate and communicate with the affected employees and assist them during the transfer period in 2006.

Develop procedures to monitor the new plan and train the HR and Payroll staff in the field on the process to monitor the employees participating in the plan.

Description of Outcomes expected The technical outcome of the project is to make the necessary modifications to existing systems that will enable the county to comply with the state’s mandate to implement a new retirement plan by June 2006.

The business outcomes of the project is to correctly identify the job classifications and employees in those classifications that are impacted by the new plan, develop procedures to train and monitor employees in the field that have HR and Payroll responsibilities for employees impacted by the new plan and conduct training and education for impacted employees.

Existing Project StatusTechnical – If we don’t fund a project manager to develop a plan and monitor scope, schedule and budget, there is a risk that the technical components of the system will not follow best development and testing practices. The discipline a project manager brings to the project will ensure that the modifications are timely and properly tested.

Business – There is no one currently available on staff to develop the business practices and training/education components necessary for managing the new plan or to make site visits covering all shifts of the impacted staff to explain what the new plan offers. The risk of not doing this well is that employees impacted by this new plan have a one-time option of transferring to the new plan. If they are not properly advised and fail to make an informed decision, they will hold the county accountable for failing to educate and inform them. Since this new plan is strongly supported by their unions it would be unwise for the county to fail to adequately identify and educate the impacted employees. This project is designed to use a minimum of term limited resources and rely on existing staff to the extent possible without jeopardizing on-going production.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan: This project is necessary to prevent disruption to the business operations and to comply with a state mandate to implement a new retirement plan for employees in positions classified by DRS as public safety positions. The project plan will follow the guiding principles established in the Strategic Technology Plan.


Department Technology Plan and Business Plan alignment:Technology Plan References:This project is consistent with the draft DES Technology Plan scheduled for completion in August, 2004.

Business Plan References: The core business that is supported by this project is the centralized retirement administration and reporting. This project aligns with the Finance and Business Operations Division Business Plan to provide fast accurate useful and professional services for citizens, county agencies and local government. The division’s core business of retirement operations are always preparing for continued changes in state laws that challenge our ability to meet our mission to deliver timely and accurate services to the county’s employees.

Performance Measures: Timely enrollment of eligible employees into the new retirement plan, PSERS 2. Monitor on-going positions for eligibility in either PSERS or PERS 2 (PSERS is a dual membership plan and

employees could potentially transfer into positions that are PERS 2 and the county is liable to monitor the employment activity of each classification in PSERS 2.


CIO Review: Direction and conditions2005 PRB: No amounts should be expended until PRB releases funds based on receiving and approving Phase 1 deliverables [work plan that provides details of the approach to be used to meet the new retirement system requirements].


Department of Executive Services – Information & Telecommunication Services

DES: ITS - Desktop and Departmental Server Optimization (DDSO)

Fund # / Dept #: 3781/0280Project # (if applicable): 378211 (new)Project Timeline: January 2005 – December 2005Sponsor: Paul Tanaka/Kevin KearnsContact: Bob QuickTotal Budget Impact: $79,380

Description of Project: This project will create a departmental plan to standardize the desktop and servers, create a migration and upgrade plan in conformity with the Departmental Equipment Replacement Plan, and will introduce common desktop and server management practices. Consolidation of print and file servers will be examined.

Emergency and ad hoc measures have been taken to patch and push updates to servers and desktops. As part of the optimization, ITS will propose standards through the department’s IT governance process and apply those standards and products to DES’ desktops and servers.


The project is expected to result in increased efficiencies through more productive technical staff and server consolidation, There will be a significant reduction of service delivery risk by providing rapid and effective deployment of security fixes, patches and updates. A standard, current set of platforms will help reduce system restoration times in the event of an outage.

The approach will be to employ a technical project manager TLT to gather the existing as built status, and work with business owners, DES Technology Plan and security and disaster recovery/business continuity initiatives to create an overall architecture and a series of stand alone projects which, together, will achieve that architecture.

Description of Outcomes Expected: The final measure of the success of this project will be the success of the sub-projects’ deliverables as a result of this project planning. In general we expect the final results to be:

Optimization will simplify the environment and result in savings. For other County agencies, our initiative will provide a cost effective approach that can be replicated elsewhere. The DES policy framework is established in the DES Equipment Replacement Plan and the Technology Plan.

Optimization of servers and desktops will result in greater productivity by LAN and desktop support people. This will allow additional resource time to implement and manage additional security and DR/BC.

Optimizing the infrastructure of servers and desktops will reduce costs of running the business. Rather than spending more time than necessary supporting hardware and software, time can be reallocated to supporting end users and their business needs.

All professional press, studies, consulting firms, benchmarks, internal experience and other sources of information indicate optimizing the desktop and servers pays off in savings, productivity improvements, and additional security.

Existing Project StatusThis is a new project for 2005.

If this project is funded, one of the first steps will be to develop a more formal cost-benefit analysis for Project Review Board’s approval. This analysis will also include a review of O&M impacts as well as department-wide training.

As this initiative has the potential for county-wide impact, additional consideration will be provided at some point on how this might scale to an enterprise solution. One approach would be to model the solution first in DES and then learn from that experience before scaling any larger or pursuing with other agencies.


Existing Technology Environment and Alignment of this project with one or more strategies from the Strategic Technology Plan:The Strategic Plan specifically identifies desktop and server standardization and optimization as a strategic objective.

Department Technology Plan and Business Plan Alignment:DES Technology Plan References:DES’ business goals are as follows:

To identify and meet changing customer requirements To encourage and expand the use of strategic partnerships To maintain and enhance a highly skilled workforce reflecting the diverse community we serve To manage capital, human, information, and technology resources to improve services and information

sharing To exercise responsible stewardship of county resources

DES’ commitment to information technology is illustrated in its adoption of an IT Mission, which is:


To provide the highest levels of service to its customers through the transformation of business processes through innovative information technology solutions.

Operating Principles for IT: We will use technology to deliver better customer service results. We will establish a strategic approach to technology investments that are grounded in the business needs of

the county. We accept taking appropriate risk, with consideration of risk mitigation measures. We understand and share the business urgency of change in order to be responsive to our customers. We will develop, promote and support a common IT vision for DES and the county. We will help develop, promote and support a compatible IT infrastructure.

o We will support business-driven technology standards that: Ensure a secure technical environment Promote compatibility Ensure a supportable technical environment Simplify our complex technical architecture/infrastructure

We will collaborate among departments in order to:o Leverage investments in support of common goals and requirementso Share ideas, resources, technology research, and best practices in the deployment of services

Security is an integral part of everything we do; we will therefore, continuously assess security due to its critical nature to our programs.

We will maintain appropriate levels of privacy. We will reach out to our partners. We will collaborate and share ideas early in the process, in order to identify and address organizational

impact. We will communicate to our staff and other stakeholders to help them understand the impacts and rationale

of IT/business.

The proposal for planning and implementing desktop and department server optimization is highly consistent with these statements.

DES/ITS Business Plan References:ITS DIVISION MISSION: To create and manage secure, reliable, value-driven information and technology solutions to enable all King county agencies to be productive and efficient.

ITS CHANGE DYNAMICS:1. Policy Direction

Technology operations and project management should adhere to best practices to ensure consistency, achieve efficiencies, and maximize success.

ITS Key Strategies Used to Achieve Outcomes

While this last strategy most directly addresses the scope of this proposal, the proposal is also in Alignment with the rest of the strategies and guidelines contained in the DES Technology Plan.


Budget Details – New ProjectDouble budget with operating fund transfer;ITS Operating fund 5531 to ITS Capital fund 3781, project #378211.


CIO Review: Direction and conditions2005 PRB: A work program should be provided to the PRB in early Q1-2005.


DES: ITS - Enterprise IT Infrastructure Equipment Replacement

Fund # / Dept #: 3781/0280Project # (if applicable): 378206Project Timeline: January 2005 – December 2005Sponsor: Paul Tanaka/Kevin KearnsContact: Chris Richards 205-1379Total Budget Impact: $636,198

Description of Project: This project will enable ITS to replace equipment (mostly servers, routers, switches) that support county’s enterprise IT infrastructure. The approved amount was based on the 2005 spending amount reflected in the Enterprise-Wide Equipment replacement plan adopted by the Council in 2003.

Description of Outcomes Expected: Timely replacement of equipment will avoid infrastructure breakdown, costly maintenance, and interruption to county businesses.Existing Project Status

Total 2003 Appropriation: $1,775,9572004 Appropriation: $ 804,996Total Appropriation to Date: $2,580,953Expenditure to Date (8/31/04): ($ 632,538)Appropriation to Date: $1,948,415

In 2003, the equipment replacement project funded the purchase of switches for the RJC. $50,000 was also spent on consulting services for equipment replacement plan as directed by the proviso. Approximately $404,000 was spent to replace two core switches that reached their manufacture’s end of life cycle. These switches were used to replace the like core equipment located at the King Street and King County Court House facilities.


Existing Technology Environment And Alignment Of This Project With One Or More Strategies From The Strategic Technology Plan:The equipment replacement project aligns with the following strategies:Strategic Investments:

Leverages existing technology or invests in infrastructure that makes future projects possible Achieve direct cost savings over the cost of current operations by reducing maintenance

Infrastructure and Operational Investments:The equipment replacement project will prevent disruption to business operations by replacing end of life equipment or replacing those that have become functionally obsolescent.

The management of the project is also conducted in alignment with the Network Infrastructure Optimization.


To identify and meet changing customer requirements


To encourage and expand the use of strategic partnerships To maintain and enhance a highly skilled workforce reflecting the diverse community we serve To manage capital, human, information, and technology resources to improve services and information




The equipment replacement project is needed to support county businesses that rely heavily on IT infrastructure.

DES/ITS Business Plan References:ITS DIVISION MISSION: To create and manage secure, reliable, value-driven information and technology solutions to enable all King County agencies to be productive and efficient.




While this last strategy most directly addresses the scope of this proposal, the proposal is also in alignment with the rest of the strategies and guidelines contained in the DES Technology Plan.

Performance Measures: Expense to Budget

Budget Details – IT Equipment ReplacementDouble budget with operating fund transfer;ITS Operating fund transfer from 5531 to ITS Capital fund 3781, project #378206.

2004 Adopted Budget: $804,996Prior Year Appropriations: $1,775,957



DES: ITS - Inter-Departmental Collaboration Tools

Fund # / Dept #: 3781/0280Project # (if applicable): 378212 (new)


Project Timeline: January 2005 – December 2005Sponsor: Paul Tanaka/Kevin KearnsContact: Ken Dutcher 296-0826Total Budget Impact: $109,799

Description of Project: King County enterprise-level administrative processes rely on a variety of un-connected forms and systems requiring greater levels of effort to produce consistent, accurate results than would more automated processes. The county needs to be as efficient as possible with these processes so that scarce resources are preserved for the provision of direct services to the public.

Inter-departmental collaboration tools are a way to: 1) share documents on the intranet with searchable content and check-in/check-out features, 2) post announcements and update intranet content without relying on Web developers and, 3) control access to Web content with user and group permissions.

Description of Outcomes Expected: An inter-departmental collaboration product (e.g. SharePoint services from Microsoft) can produce the benefits listed below. The ability to store and share documents across the enterprise in a consistent, easily utilized, maintainable manner will preclude the need for developing individual solutions which may not integrate well across the enterprise.

Business Outcomes:Specific business outcomes from the project include:• Managers and employees save time finding and retrieving information and documents.• Labor is reduced in publishing and maintaining organization intranets. • More effective and efficient committee and team collaboration with check-in, check-out and document

discussion features.• Staff is better apprised of emergency procedures, security vulnerabilities, strategic initiatives, standards, events,

policies, etc.• Project progress can be tracked by a wider audience, improving overall program management.• Interdepartmental collaboration is easier and more effective with all members contributing as a team.• Reduces low-level IT maintenance, by allowing page permissions and administration to be managed by

non/semi-technical site administrators.• Best practices are promoted by discipline-specific information publishing and collaboration (e.g., sites for LAN

administrators, PIOs, managers, grant writers, etc.).• Agencies can gather information with survey tools.• Interested parties are immediately alerted when documents are updated. • Intranet application development is more secure and easier to develop and deploy. • Staff gets a better view of King County’s overall business.• Intranet applications are integrated on a single platform. • Improves the delivery of services to internal customers.• Improves “ease of use” for end-users.• A single system helps avoid the maintenance and support costs which would result if agencies were to

implement individual solutions).

Case studies for similar projects at school districts, state and city departments and Honeywell indicate the following business outcomes were achieved:• Project information was more accessible across the enterprise. • Processes were improved.• Document recovery and rework time were reduced.• Time spent in routine administrative tasks was reduced. • Information workers spent less time searching for data. • All company data is accessible to search. • Development time was reduced. • Web services code was reused. • Key data and applications of interest presented together in customized, organized pages.


County agencies already have communicated their interest and need for this service to ITS. For example, HRD (Benefits) has a business need to provide benefit information quickly and accurately with King County employees and their families. The Executive, Public Health, DOT, DCHS, ITS, and the Elections section of REALS have all identified business needs based on collaboration tools that promote efficient and effective document editing.

Technology Outcomes:Specific technology outcomes from the project include:• Leverages existing infrastructure (hardware and software) through incremental investments.• Improves document security and version control.• Provides new functionality for end-users.• Can improve efficiency and security in new intranet applications development.

Existing Project StatusThis is a new project for the 2005 Budget.

A more detailed cost-benefit analysis will be completed and forwarded to the PRB for their review and approval prior to selecting a solution set.

As with other enterprise initiatives of this nature, training will be a key component of program development. Key stakeholders will be involved in this aspect of the project as well as helping to define and resolve any policy related issues that might diminish the benefits associated with this investment.


Existing Technology Environment And Alignment Of This Project With One Or More Strategies From The Strategic Technology Plan:The benefits of addressing this need via a central offering are in full Alignment with the Guiding Principles for Information Technology document.

Central Review and Coordination of Information Technology:• Information technology investments should be coordinated at a countywide level to leverage development

efforts, reduce duplicative costs and ensure compatibility of systems. This project addresses this strategy by implementing a content-sharing and collaboration utility at the enterprise

level.

Access to Information and Services:The benefits of addressing this need via a central offering are in full Alignment with the Guiding Principles for Information Technology document.

Central Review and Coordination of Information Technology:• Information technology investments should be coordinated at a countywide level to leverage development

efforts, reduce duplicative costs and ensure compatibility of systems. This project addresses this strategy by implementing a content-sharing and collaboration utility at the enterprise

level.

Access to Information and Services:• Information and services should be provided using Web-based technology with standard navigation tools and

interfaces where appropriate. This project proposes a standard Web-based tool.

Business Process Improvement:• Industry best practices should be applied to optimize business processes. Collaboration tools are offered by several of the leading software developers and have been in use for a number

of years.• When implementing commercial off-the-shelf software packages, the county should adopt and implement industry

best practices, redesigning business processes as required in order to improve operations, minimize customization and speed the delivery of new business applications.

Standardized collaboration tools will focus these kinds of work processes on a single technology making it possible for collaboration at all levels of the organization.


• Comprehensive business solutions should be developed across organizational boundaries to cover end-to-end business processes.

This project would implement tools to make inter-departmental processes (e.g. policy and budget development) more efficient.

• Data should be captured once and shared to reduce cost, duplication of effort and potential for error. This project would enable access to common, single sources of information.







the county. We will help develop, promote and support a compatible IT infrastructure.




We will collaborate and share ideas early in the process, in order to identify and address organizational impact.

The proposal for implementing inter-departmental collaboration tools is highly consistent with these statements.




ITS Key Strategies Used to Achieve Outcomes:Web-Based Applications: Maximizing and optimizing Web-based applications is one of the key strategies in the county’s Strategic Technology Plan (STP). The use of modern management tools (e.g. Web Content Management) will help ensure content is kept more current, has appropriate controls, and is automated wherever possible. Web applications, regardless of their primary consumers (citizens, businesses, or internal staff) quickly lose their credibility and relevancy if they are not well-maintained.


Performance Measures:It may be difficult to identify appropriate performance measures because it is difficult to measure increases in personal productivity. However, some suggested performance measure possibilities are:

Time required to find and retrieve agency documents such as org charts, policies and procedures. Time required to publish information to an intranet Web site. Number of pages used by committees and project teams to track progress and report outcomes. Manual printing and writing of forms. The speed of distributing security patches and other highly time-sensitive information. The amount of available information devoted to increasing knowledge and skill in job related areas. The number of requests for information made by phone or e-mail. The amount of lost information.

Budget Details – New ProjectPartial transition fund transfer from CX 10 and double budget with operating fund transfer; ITS Operating fund 5531 to ITS Capital fund 3781, project #378212

CIO Review: Direction and conditionsPrior to spending, provide a report to the CIO for his approval that describes the alignment of this initiative to the DES strategic technology plan and the approach and schedule.


DES: ITS - King County Institutional Network

Fund # / Dept #: 3481/0280Project # (if applicable): 348102Project Timeline: January 2005 – December 2005Sponsor: Paul Tanaka/Kevin KearnsContact: Betty Nixon 296-0608Total Budget Impact: $185,000

Description of Project: I-Net is in the last phase of project completion and this is expected to be the final appropriation request for this project. The $185k represents the final amount due to Comcast under the franchise agreement for the secondary ring build-out. Details related to the amounts due to Comcast and the equipment related to completing the build-out were recently found to have been incorrect in some reports that re-capped these costs. Comcast has confirmed, and I-Net financial staff has validated with the franchise agreement, the total build out amount due to Comcast is $876k. The related equipment costs have been covered by earlier appropriation amounts and therefore no additional appropriation authority is needed for equipment to complete the project.

The total project cost including this request is $25,364,721. Comcast has indicated that the project will be completed by the end of 2004 (balance payable in 2005).

Description of Outcomes Expected: Upon completion, I-Net will have the ability to provide fiber optic connectivity for 279 public sites in King County. Current I-Net customers include approximately 50 King County sites (via KCWAN), and approximately 125 public


school districts, King County Libraries, and not-for-profit organizational sites. As of 2nd Quarter, 2004, I-Net is serving 62% of the total 279 potential revenue-producing sites. The non-KC WAN sites account for 81% of potential sites. I-net success measures include: customer satisfaction, reliability, and financial viability.

Existing Project StatusThis request will add $185,000 to the existing project 348201 that is currently in a final phase of construction. Delays continue on the completion of the secondary ring build-out. Prior completion date was mid 2004. The completion is contingent on Comcast receiving full approval from the Department of Natural Resources, and the State Parks. The additional appropriation is needed to complete the project and to pay Comcast per franchise agreement. Source of revenue for this request is the I-Net construction fund balance.


Existing Technology Environment And Alignment Of This Project With One Or More Strategies From The Strategic Technology Plan:Strategic Investments: I-Net will provide the transport to support applications that benefit education and government, such as distance learning, video conferencing, and high speed/quality voice and data connectivity

Infrastructure and Operational Investments: Completion of the I-Net project will enhance KCWAN’s ability to accommodate the higher bandwidth requirements of applications being implemented to address business needs of county agencies. For example, video technology supported by I-Net provides an important tool for the District Court video arraignment program. The NIO project is looking at other opportunities to leverage I-net for the benefit of county agencies.

Completion of the secondary ring will allow public institutions to share information effectively and to connect additional sites to the network. The function of secondary ring is to connect the primary ring and its sites to the secondary hub locations. Its principal objective is to provide service to sites not served by the main ring. In some places, a secondary ring parallels the main ring thereby providing redundancy to that segment of the network.







the county. We accept taking appropriate risk, with consideration of risk mitigation measures. We understand and share the business urgency of change in order to be responsive to our customers. We will develop, promote and support a common IT vision for DES and the county. We will help develop, promote and support a compatible IT infrastructure.


We will collaborate among departments in order to:o Leverage investments in support of common goals and requirements


o Share ideas, resources, technology research, and best practices in the deployment of services We will reach out to our partners. We will communicate to our staff and other stakeholders to help them understand the impacts and rationale

of IT/business.

The I-Net project is highly consistent with these statements.






Performance measures:

Budget Details – Existing ProjectCable Communications Capital fund 3481, project #348102.


CIO Review: Direction and conditions


DES: ITS - Web Content Management System (WCMS)

Fund # / Dept #: 3781/0280Project # (if applicable): 378210 (new)Project Timeline: January – 2005 – June 2006Sponsor: Paul Tanaka/Kevin KearnsContact: Ken Dutcher 296-0826Total Budget Impact: $232,799

Description of Project:


Over the past eight years, the King County Web sites have transitioned from a supplementary communication channels to mission-critical tools for information distribution and service delivery. To meet the growing demand for Web-based services and content, agencies have made substantial investments in in-house developers and consultants. It is estimated that approximately 50 King County employees publish content to 35,000 county Internet pages. Despite this investment, publishing content remains a manual process, navigation and design produce patchwork results, enforcement of policy is impractical and content cannot be managed to ensure Alignment with the enterprise mission, goals and business plans. The county needs to be as efficient as possible with these resources so that scarce funding is preserved for the provision of direct services to the public.

Consistent with recommendations in the Strategic Technology Plan, the county should manage the growth in Web-based services and content effectively. ITS believes that a properly implemented WCMS will reduce risks of publishing inaccurate content, create efficiencies in the publishing and user-management processes, and limit the chances of unauthorized activities on the site. Other, large organizations have found that an enterprise-level tool effectively addresses many of the problems described above. A successful implementation of this project will enhance the credibility of the county Web site and individual pages by eliminating errors from content.

Description of Outcomes Expected: Business Outcomes:King County Internet Web page materials will: 1) be more consistent, 2) be more accurate, 3) be less costly to produce and maintain, 4) will be more responsive to policy direction and, 5) will be more secure.

Technology Outcomes:A successful implementation of this project and the training associated with it will result in better-managed, Web-based content. The result will be greater efficiency, more responsiveness to policy direction and a more manageable technical environment.

Existing Project StatusThis is a new project for 2005.

If this project moves forward, one of our first steps will be to develop a more refined cost-benefit analysis and a business case. Since the broadest benefits will only be realized through enterprise-wide use, continued close collaboration with other major stakeholders and the development of a well defined training component will be of paramount importance.


Existing Technology Environment And Alignment Of This Project With One Or More Strategies From The Strategic Technology Plan:This proposal aligns with the following strategies in the Strategic Technology Plan:

Information Technology Standards:• Technology operations and project management should adhere to best practices to ensure consistency, achieve

efficiencies, and maximize success.

The highly manual practices currently in place do not constitute best practice in this area. The marketplace offers several solutions to this problem and many organizations have adopted this approach.

• Technical staff should be provided with appropriate training to ensure effective management of information technology resources.

This project envisions equipping content managers and training them in the use of this technology management tool.

Access to Information and Services:• Information and services should be provided using Web-based technology with standard navigation tools and

interfaces where appropriate.

This project proposes standardizing the processes whereby Web content is entered and maintained.

• A reliable and secure communication and computer infrastructure should be provided to ensure seamless self-service access to information and services.

This project addresses security and ease of use by standardizing and strengthening management of county Web sites.


Business Process Improvement:• Industry best practices should be applied to optimize business processes.

This project would implement a best-practices solution to Web content management.

• When implementing commercial off-the-shelf software packages, the county should adopt and implement industry best practices, redesigning business processes as required in order to improve operations, minimize customization and speed the delivery of new business applications.

This project would drive standardization of work processes used to deploy and maintain information on existing and future Web sites.

• Comprehensive business solutions should be developed across organizational boundaries to cover end-to-end business processes.

The implementation of Web-content management tools would be enterprise-wide and would be administered centrally with policy guidance from the governance process.

Department Technology Plan and Business Plan Alignment:DES Technology Plan References: DES’ business goals are as follows:






the county. We understand and share the business urgency of change in order to be responsive to our customers. We will help develop, promote and support a compatible IT infrastructure.




The proposal for implementing inter-departmental collaboration tools is highly consistent with these statements.





ITS Key Strategies Used to Achieve Outcomes Web-Based Applications: Maximizing and optimizing Web-based applications is one of the key strategies in

the county’s Strategic Technology Plan (STP). The use of modern management tools (e.g. Web Content Management) will help ensure content is kept more current, has appropriate controls, and is automated wherever possible. Web applications, regardless of their primary consumers (citizens, businesses, or internal staff) quickly lose their credibility and relevancy if they are not well-maintained.


Performance Measures:• Time required to develop and publish a page of content• Time required to update, fix and archive Web content• Time required to redesign a Website (agency or enterprise)• Overall user satisfaction (surveyed in usability studies) • Percent of pages that conform to a consistent design and navigation scheme.• Percent of pages that follow content review policy.• Instances of outdated or inaccurate content

Budget Details – New ProjectPartial transition fund transfer from CX 10 and double budget with operating fund transfer; ITS Operating fund 5531 to ITS Capital fund 3781, project #378210

CIO Review: Direction and conditions2005 PRB: A list of countywide users [Web publishers, others] that are candidates for receiving licenses to this system should be provided at the first funding release.


DES: ITS - Wireless Networking

Fund # / Dept #: 3781/0280Project # (if applicable): 378213 (new)Project Timeline: January – 2005 – June 2005Sponsor: Paul Tanaka/Kevin KearnsContact: Bob Quick 296-0664Total Budget Impact: $106,432

Description of Project: This project will create the technical, operational and administrative infrastructure to support wireless connectivity to KCWAN for KC employees, and to bridge sites where wired facilities are impractical. An additional need addressed by this project will be the capacity for the public to have access to the Internet at the locations access


points are installed. This capacity will be secure from KCWAN. The actual access sites will be funded and installed through normal operational processes.

Wireless access will allow KC employees the ability to access KCWAN in meeting rooms, alternative sites (such as parks), and emergency locations (such as the ECC) without regard for the number of wired ports available. Wireless connectivity is significantly less expensive than wired in venues such as these. We also expect that this project will lead to wireless permanent work stations, and to secure wireless bridging of sites.

For little additional cost, this project could provide the infrastructure for access points for the public use in such locations as court rooms, parks, and administrative facilities.

The approach will be to partner with a major vendor of wireless infrastructure to help KC design the appropriate devices, applications and security. We will employ a temporary wireless network engineer and technical writer to install the equipment, configure it, and produce the required documentation and process to add access points. We expect that the first installs will be to replace the existing 802.11b pilot access points.

Description of Outcomes Expected: The completion of this project will result in the establishment of the technological and process infrastructure to support 802.11x. Wireless access points can be added, and the pilot access points will be replaced by current, more secure access points.

Existing Project StatusThis is a new project for 2005; however it does leverage and replace the 802.11b technology installed in 2003 as proof of concept. 802.11b technology is obsolescent, and further installs require current infrastructure. Further deployment of 802.11x is on hold pending the installation of the infrastructure technology.

If this project receives funding approval, a more formal business case will be developed to further refine the cost-benefit analysis on wireless networks related to both KC WAN and I-Net. The technical directive for county wireless networks would also be reviewed to ensure consistency with any changing direction.


Existing Technology Environment And Alignment Of This Project With One Or More Strategies From The Strategic Technology Plan:

Leverages existing technology or invests in infrastructure that makes future projects possible Aligns with department business and technology plans Value to the public by extending network, and providing secondary, low cost, Internet access in county

locations







the county. We accept taking appropriate risk, with consideration of risk mitigation measures.


We understand and share the business urgency of change in order to be responsive to our customers. We will develop, promote and support a common IT vision for DES and the county. We will help develop, promote and support a compatible IT infrastructure.




We will maintain appropriate levels of privacy. We will reach out to our partners. We will collaborate and share ideas early in the process, in order to identify and address organizational

impact. We will communicate to our staff and other stakeholders to help them understand the impacts and rationale

of IT/business.

The proposal for wireless networking and employee mobility is highly consistent with these statements.






Performance Measures:Number of External Customers

Budget Details – New ProjectDouble budget with operating fund transfer;ITS Operating fund 5531 to ITS Capital fund 3781, project #378213.

CIO Review: Direction and conditionsThe Form IT should be updated to include $35k for wireless technology consultant to define requirements for countywide wireless access; $150k for hardware to support countywide deployment; and up to 2 TLT Engineers for implementation work. 2005 PRB: The PRB should review and approve the consultant report prior to any implementation work.



Department of Executive Services – Records, Elections & Licensing Services

DES: REALS - Accessible Voting Project

Fund # / Dept #: 3771Project # (if applicable): 377165 (new)Project Timeline: January 2005 – December 2005Sponsor: Paul Tanaka/Dean LoganContact: Bill Huennekens 296-1548Total Budget Impact: $4,439,500

Description of Project:This project will address the need to provide equal access to private and independent voting for persons with a variety of disabilities through the implementation of at least one electronic voting device at each polling place as required per provisions in the Help America Vote Act (HAVA) of 2002. The benefits of electronic devices extend beyond the disabled community by allowing for alternative language formats for our language minority groups as required by Sec. 203 of the Voting Rights Act as well as audio capabilities for individuals with limited reading skills. Of equal importance is assuring public confidence in these voting devices – including method of voter verification and the ability to conduct recounts.

In order to meet the January 1, 2006 federally mandated deadline for implementation of the disability access voting devices and to ensure that these devices seamlessly integrate with our current vote tabulation and election management / voter registration system, this project will require a dedicated Project Manager. The PM will lead the business sponsors and end users through the project management process to ensure that business needs are met.

This project will involve at a minimum the following work phases, not necessarily in the order below:

Business Plan - Analysis and determination of functional requirements and business needs; Review and analysis of current federal and state certified voting devices and systems; Review and analysis of best practices; Electronic Disability Access voting device / vendor selection; Agency / work unit readiness; Contract negotiation; Integration / Implementation; Project Review

Description of Outcomes expected At the close of this project, King County Elections will be able to provide disability access through the implementation of at least one electronic voting device at every polling location that will allow voters with disabilities (including blind voters and voters with visual disabilities) to vote independently. This will ensure compliance with provisions in the Help America Voting Act of 2002.

Additionally it is necessary that these additional voting devices and the software that manages these machines be state and federally certified and fully integrated with our current vote tabulation system and election management / voter registration system.

Existing Project StatusN/A



1) Central Review and Coordination of Information Technology.


2) Information Technology Enables Effective and Efficient Service Delivery. Although the implementation of disability access, electronic voting devices at all polling places in King County is mandated by Federal law, the use of these devices will provide greater access to private and independent voting for individuals with a variety of disabilities. Additionally it will provide an alternative method of voting for minority language voters and individuals with reading difficulties.

3) Information Technology Standards. All voting devices and tabulation systems are subject to Federal and

State testing and certification. Electronic voting devices will integrate with King County’s current vote tabulation system. As a result, electronic voting devices and any supporting software necessary to program these devices will be consistent with current industry, state and county standards.

4) Access to Information and Service. At its base this project is about providing greater access to information and service. It is a known fact that a certain number of people will develop or incur a disability at some point in their life. As a result of this project King County Elections will be able to provide equal service to these individuals as they move through life’s events. Although the primary target of this project is people with disabilities, all voters will benefit from an alternative method of voting as any voter will be able to use the equipment. Further, these systems will provide us greater flexibility to meet additional language minority requirements.

5) Business Process Improvement. This project will improve current election processes by expanding access

to voters with disabilities, those with limited English proficiency, and those who have difficulty reading. In some cases, this includes providing the first opportunity to independently vote a secret ballot. The project seeks to identify and implement best practices for utilizing electronic devices in support of administering elections and improving access.

6) Privacy and Security. This project seeks to improve the privacy of the voting process for all individuals. Many manufactures of electronic voting devices are aggressively improving current audit features to address security concerns. It is anticipated that many of these security concerns will be vetted throughout the course of the 2004 Presidential Election cycle. Further, the new federal agency charged with adopting voting system standards, the Election Assistance Commission will have had time to study security issues and worked towards common standards – including voter verification and recount standards.

Department Technology Plan and Business Plan alignment:Technology Plan References:This project is consistent with the DES Technology Plan.

Business Plan References:DES Mission: To provide King County agencies, municipalities and the public with high quality, general government services.

DES Vision: DES serves as a model for providing county government services.

DES Goals: Identify and meet changing customer requirements. Manage capital, human and technology resources to improve services and information sharing.

REALS Mission: To provide innovative, responsive and accessible records, elections, licensing, and animal control services for the public, local governments, County agencies and our business customers.

REALS Vision:We are a regional leader in providing essential and cost-effective services for the well-being of our community.

REALS Goals: Promote and facilitate compliance with laws and regulations to ensure voter enfranchisement, public safety,

and animal welfare.


Utilize technology and other means to help provide high-quality, responsive customer service at reasonable costs throughout the Division.

Performance Measures:Availability of at least one electronic voting device at each polling location in King County that provides access to voters with disabilities to independently vote a secret ballot in any election conducted after January 1, 2006.

Documented and auditable procedures for the preparation, testing, deployment and use of DRE voting devices at each polling place in King County that ensure confidentiality, integrity, and availability of vote tabulation results.

Budget Details – New ProjectState grants of $3,439,500 and transfer of $1,000,000 appropriation from project 377140 to OIRM Capital fund 3771, project #377165. Note: The Elections Management/Voter Registration project has a disappropriation of $1,000,000 approved for 2005.

CIO Review: Direction and conditions2005 PRB: Up to $100k may be spent on conducting a proof of concept pilot to verify the equipment solution is appropriate/viable. Before any amounts are spent over $100k, provide a briefing to the PRB on the results of the pilot and how this initiative's approach will bring King County into compliance with HAVA.


Department of Judicial Administration

DJA: Document Management System Replacement Project

Fund # / Dept #: 3771Project # (if applicable): 377149 (new)Project Timeline: April 2005 – April 2006Sponsor: Barbara MinerContact: Joe Shuster 296-7877Total Budget Impact: $466,621

Description of Project:1) DJA would like to pay less money to support and have more direct control over its Electronic Court Records (ECR) document management system.

2) ECR currently uses a costly, proprietary Document Management System (DMS), called FileNet, that is based on a limited, legacy API. DJA would like to instead use a system capable of allowing us to more flexibly respond to future customer requirements (ex. web services, XML, new media-types and open architecture) in ways that are currently difficult or unavailable to ECR’s document management system.

The approach relies on contractors for design, construction and implementation. Internal staff will be responsible for establishing requirements, design-review, some code-review, and some aspects of both construction and deployment.


Description of Outcomes expected 1) DJA hopes to save roughly $100,000 per year.

2) The resulting system should be a more flexible, less proprietary platform for document management. Specifically:

a. The new system will enable DJA to add and manage non-document data, such as video and audio recordings, in addition to the current TIFF, XML and PDF documents.

b. The new system will adapt to future needs and requirements, such as storing court video and audio transcripts.

Existing Project StatusNew project


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project would effectively upgrade ECR by replacing the document management components that ECR currently uses. The overall data model and architectural changes are modest. Some business processes would change, particularly, administrative and technical tasks.

Strategic Technology Plan Guiding Principles

• Central Review and Coordination of Information TechnologyWhile DJA created one of the first large-scale imaging-management architectures within the county, this project is likely to allow us to now leverage off of existing technology contracts and designs that other departments have since considered.

• Information Technology Enables Effective and Efficient Service DeliveryThe solution encourages decreased dependence on an outdated, proprietary legacy system. Also, it is very expensive to send support staff to training for FileNet. With the system, it will be easier to find support staff who can support aspects of the system. Finally, the solution is to integrate off-the-shelf components with ECR.

• Information TechnologyStandards and Access to Information and ServicesThe current Document Management System in place, FileNet, is neither web-based nor is it conducive to easily enabling web serving of the images. In addition, current navigation tools associated with ECR’s document management are becoming outdated and are clearly cobbled together from years of ad-hoc development by the vendor. This results in a system that is difficult to support and maintain well. The recommended solution would provide an environment that is more supportable by a broader range of technicians since it will emphasize open standards and conventional interfaces. Web projects will also be more straight-forward for developers.

• Business Process ImprovementThe result of implementing the solution on DJA’s non-technical business processes should be small. However, the system administration and corresponding tasks that fall on both production and technical staff should be more straight-forward with less potential for error.

• Privacy and SecurityThe solution will not only maintain the current level of security and privacy that ECR now provides but should improve upon it by providing better auditing and being more conducive to monitoring by standard security tools, a feature that is only partially available on our current system.

Department Technology Plan and Business Plan alignment:DJA Technology Plan References:DJA’s Strategic Technology Plan envisions empowered, effective and informed citizens satisfied with the performance and features of DJA’s applications. This project enables that vision by providing a level of flexibility, security and performance currently unobtainable. We also envision providing dependable and smoothly integrated technology solutions of which this technology would be a part.



This project directly relates to Departmental Goal, “Continuously Improve Customer Service” and “Improve access to the court”. It is also aligned with our identified change dynamic of “Continued budgetary restraints will make it imperative for the department to…. Identify new service options, and respond to expanding demands with decreasing CX funding.” Finally, it also fits within our core business of “Managing Superior Court case records” and “Providing Access to Case Records.”

Performance Measures:Again, the primary purpose of this project is to achieve cost savings without sacrificing technical capabilities and performance. As such, resultant performance of the following should not decrease:

Average document retrieval time Average document printing time Average document scanning input time Average system “failover” time Number of concurrent users System I/O characteristics


CIO Review: Direction and conditions2005 PRB: Prior to spending, provide a business case that includes validation of the savings and details of the approach.


DJA: eService

Fund # / Dept #: 3771Project # (if applicable): 377153 (new)Project Timeline: October 2005 – February 2006Sponsor: Barbara MinerContact: Teresa Bailey 296-7868Total Budget Impact: $105,288

Description of Project:This project adds functionality to the E-Filing portion of Electronic Court Records (ECR), scheduled to be completed in 2004. E-Service is the electronic exchange of litigation documents where the parties have agreed that the electronic exchange constitutes official service in the case. DJA intends to enhance ECR to facilitate electronic service among parties in a court case. DJA will contract to have this component developed and added to ECR. DJA’s technology manager will work with the selected vendor, along with a ½ time technology division staff member. An existing DJA technology staff member will be assigned to this project on a part-time basis to ensure knowledge transfer so that long term support of this component could be supported by DJA technology staff. This technology staff will be backfilled for the 5 month period they are assigned to the eService project.

Description of Outcomes expected


The addition of eService to E-Filing will act as an additional incentive for litigants to use the E-Filing system. The result will be faster adoption of E-Filing, increasing the percent of E-Filed documents sooner than expected, leading to additional efficiencies and quicker staff savings than originally planned.

Existing Project Status New project


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This functionality will be a separate project to add functionality to the existing E-filing system. This will improve the use of the system and help in marketing efforts related to E-filing. This project aligns with the Strategic Technology Plan and County Priorities in that it results in efficiencies, direct savings of county dollars that could be “captured” and re-programmed. It leverages existing technology and provides value to the public (cost savings and increased services).

Department Technology Plan and Business Plan alignment:Technology Plan References:DJA’s Strategic Technology Plan envisions empowered, effective and informed citizens satisfied with the performance and features of DJA’s applications. This project enables that vision by providing a service that E-Filing customers expect. We also envision providing dependable and smoothly integrated technology solutions of which this technology would be a part.

Business Plan References:Directly relates to Departmental Goal, “Continuously Improve Customer Service” and “Improve access to the court”. It is also aligned with our identified change dynamic of “Continued budgetary restraints will make it imperative for the department to…. Identify new service options, and respond to expanding demands with decreasing CX funding.” Fits within our core business of “Managing Superior Court case records” and “Providing Access to Case Records.”

Performance Measures:This project will have a direct impact on the number of people that choose to e-File documents. Current estimates are that e-Filing will be adopted at a rate of 4% per year; this functionality is projected to increase this rate to 6% per year.


CIO Review: Direction and conditions2005 PRB: Prior to spending, provide a report to address what other governments are doing to implement e-service and include risks of this technology.


Department of Natural Resources and Parks – Director’s Office

DNRP: Director’s Office– IT Equipment Replacement


Fund # / Dept #: 4040/0381Project # (if applicable): Low org 3122Project Timeline: January 2005 – December 2005Sponsor:Contact: Gary HockingTotal Budget Impact: $40,000

Description of Project:This request will fund the replacement of existing and/or purchase of new IT equipment in 2005 to support DNRP Director’s Office operations.

Description of Outcomes expected These IT purchases are needed to facilitate the efficient operations of the DNRP Director’s Office staff by providing staff with the necessary technological tools to complete their 2005 work programs. The DNRP Director’s Office provides leadership and services to the divisions, the executive, and the council in support of the Department’s mission to be the steward of the region's environment and strengthen sustainable communities by protecting our water, land and natural habitats, safely disposing of and reusing wastewater and solid waste, and providing natural areas, parks and recreation programs.

Existing Project StatusThis funding request does not target a specific project but replacement of existing IT equipment and the purchase of new IT equipment for staff supporting DNRP Director’s Office operations.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This funding request will replace worn out older generation IT equipment with current generation IT equipment aligning DNRP Director’s Office staff with current IT technologies used by the rest of King County. The intent of this request is to provide DNRP Director’s Office staff with the necessary IT tools to carry out their 2005 work program efficiently.

Department Technology Plan and Business Plan alignment:Technology Plan References:2005 Technology Plan is under development.

Business Plan References:2005 Business Plan is under development.

Performance Measures:This project—a general equipment replacement—does not relate to any particular performance measure, it merely allows the Director’s Office to operate efficiently (so it generally applies to all performance measures).

Budget Details – IT Equipment ReplacementSolid Waste Division Operating fund 4040/0381, low org 3122




Department of Natural Resources and Parks – GIS Center

DNRP: GIS Center – IT Equipment Replacement

Fund # / Dept #: 5481Project # (if applicable):Project Timeline: January 2005 – December 2005Sponsor:Contact: Gary HockingTotal Budget Impact: $29,275

Description of Project:This request will fund the replacement of existing and/or purchase of new IT equipment in 2005 to support GIS Center operations.

Description of Outcomes expected These IT purchases are needed to facilitate the efficient operations of the GIS Center staff by providing staff with the necessary technological tools to complete their 2005 work programs. These work programs will carryout the mission of the GIS Center to deliver top value to the region by providing efficient, high-quality GIS leadership, coordination, infrastructure, and services that meet the business needs of King County and the communities we serve.

Existing Project StatusThis funding request does not target a specific project but replacement of existing IT equipment and the purchase of new IT equipment for staff supporting GIS Center operations.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This funding request will replace worn out older generation IT equipment with current generation IT equipment aligning GIS Center staff with current IT technologies used by the rest of King County. The intent of this request is to provide GIS Center staff with the necessary IT tools to carry out their 2005 work program efficiently.

Department Technology Plan and Business Plan alignment:Technology Plan References:2005 King County GIS O & M Plan is under development.


Performance Measures:This project—a general equipment replacement—does not relate to any particular performance measure, it merely allows the GIS Center to operate efficiently (so it generally applies to all performance measures).

Budget Details – IT Equipment ReplacementGIS Center Operating fund 5481


King County Council Actions


Approved as requested.

Department of Natural Resources and Parks – Parks Division

DNRP: Parks Division – IT Equipment Replacement

Fund # / Dept #: 000001451/0640Project # (if applicable):Project Timeline: January 2005 – December 2005Sponsor:Contact: Mel BoupharathTotal Budget Impact: $68,000

Description of Project:Equipment replacement project will upgrade desktop PC’s and two servers.

Description of Outcomes expected N/A – this is an equipment replacement project.

Existing Project StatusThe last equipment replacement project ended in 2002.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:N/A

Department Technology Plan and Business Plan alignment:Technology Plan References:Centralize Network Infrastructure

Business Plan References:This project—general equipment replacement—allows the division to accomplish its business plan.

Performance Measures:This project—a general equipment replacement—does not relate to any particular performance measure, it merely allows the division to operate efficiently (so it generally applies to all performance measures).

Budget Details – IT Equipment ReplacementParks Division Operating fund 1451/0640




Department of Natural Resources and Parks – Solid Waste Division

DNRP: SWD – Cashiering System Replacement

Fund # / Dept #: 4040/0720Project # (if applicable): G15750Project Timeline: 01/18/2005 - 08/12/2005Sponsor: Solid Waste Division ManagementContact: Lilia WongTotal Budget Impact: $27,000

Description of Project:The Solid Waste Division (SWD) processes disposal fees using the Refuse Integrated Cashiering System (RICS). RICS allows credit and debit card numbers to be stored in the system. The privacy rights of the Division’s customers are at risk. The current RICS system disrupts the Division’s work flow too frequently. In addition, manipulation and lack of real-time access to RICS data is not flexible enough to accommodate short-term planning and analysis for the Division. As a result of these RICS limitations, Solid Waste Division Management Team (SWDMT) has decided to replace RICS with minimal impact to the other components of the Division’s cashiering system.

Description of Outcomes expected SWD will be able to assure the public that we do not collect credit/debit card numbers. We also expect more efficient transactions from our customers. Internally, we expect to gain more reliability and a product that is easier to maintain.

Existing Project StatusProject activity completed during 2004:

Analyzed and selected alternative solutions. Published RFP. Evaluated responses to the RFP. Awarded, signed and executed contract.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project replaces the existing cashiering system. This project relates to the “Information Security & Privacy” direction in the Strategic Technology Plan.


Business Plan References:Solid Waste Division’s core business is the transfer and disposal of garbage. The cashiering system is a critical support component of conducting this business.

Performance Measures:There are no formal performance measures for the cashiering system. We expect to serve our customers more efficiently, and implement system changes in a less cumbersome manner.


Budget Details – IT Equipment ReplacementSolid Waste Operating fund 4040, project G15750.

2004 Appropriated Budget: $237,125



DNRP: SWD – IT Equipment Replacement

Fund # / Dept #: 4040/0720Project # (if applicable): G00671Project Timeline: January 2005 – December 2005Sponsor:Contact: John CrumTotal Budget Impact: $48,850

Description of Project:This request will fund the replacement of existing and/or purchase of new IT equipment in 2005 to support SWD operations.

Description of Outcomes expected These IT purchases are needed to facilitate the efficient operations of the Solid Waste Division staff by providing staff with the necessary technological tools to complete their 2005 work programs. These work programs will carryout the mission of the Solid Waste Division to protect human health and the environment by providing quality services that responsibly manage the County's solid wastes.

Existing Project StatusThis funding request does not target a specific project but replacement of existing IT equipment and the purchase of new IT equipment for staff supporting Solid Waste Division operations.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This funding request will replace worn out older generation IT equipment with current generation IT equipment aligning SWD staff with current IT technologies used by the rest of King County. The intent of this request is to provide SWD staff with the necessary IT tools to carry out their 2005-work program efficiently.





Budget Details – IT Equipment ReplacementSolid Waste Division Operating fund 4040/0720 project G00671



Department of Natural Resources and Parks – Wastewater Treatment Division

DNRP: WTD – IT Equipment Replacement - East Facilities

Fund # / Dept #: 4616Project # (if applicable): 423493Project Timeline: January 2005 – December 2008Sponsor:Contact: John Buffo 4-1429Total Budget Impact: $50,015

Description of Project:This request will fund the replacement of existing and/or purchase of new IT equipment in 2005 to support WTD Capital projects at East facilities which includes the South Treatment plant in Renton.

Description of Outcomes expected These IT purchases are needed to facilitate the efficient operations of the WTD capital program by providing staff with the necessary technological tools to complete their 2005 work programs. These work programs will carryout the mission of the Wastewater Treatment Division of protecting public health and the environment by conveying and treating the region’s wastewater.

Existing Project StatusThis funding request does not target a specific analysis but replacement of existing IT equipment and the purchase of new IT equipment for new staff supporting the Wastewater Capital program.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This funding request will replace worn out older generation IT equipment with current generation IT equipment aligning WTD staff with current IT technologies used by WTD customers and the rest of King County. The intent of this request is to provide WTD staff with the necessary IT tools to carry out their 2005-work program efficiently.

Department Technology Plan and Business Plan alignment:Technology Plan References:2005 Technology Plan is under development. If you require another copy of the current plan, please contact John Buffo (4-1429).


Business Plan References:2005 Business Plan is under development. If you require another copy of the current Business Plan, please contact John Buffo (4-1429).

Performance Measures:To be determined.

Budget Details – IT Equipment ReplacementWastewater Treatment Division Operating fund 4616 project 423493



DNRP: WTD – IT Equipment Replacement - King Street


Description of Project:This request will fund the replacement of existing and/or purchase of new IT equipment in 2005 to support WTD Capital projects at King St Building.







Technology Plan References:2005 Technology Plan is under development. If you require another copy of the current plan, please contact John Buffo (4-1429).






DNRP: WTD – IT Equipment Replacement - West Point


Description of Project:This request will fund the replacement of existing and/or purchase of new IT equipment in 2005 to support WTD Capital projects at West Point Facilities.






Department Technology Plan and Business Plan alignment:Technology Plan References:2005 Technology Plan is under development. If you require another copy of the current plan, please contact John Buffo (4-1429).






Department of Natural Resources and Parks – Water and Land Resources Division

DNRP: WLRD – IT Equipment Replacement - King Street

Fund # / Dept #: 1210/0741Project # (if applicable):Project Timeline: January 2005 – December 2005Sponsor:Contact: Sue DeLaatTotal Budget Impact: $219,132

Description of Project:This request will fund the replacement of existing and/or purchase of new IT equipment in 2005 to support WLRD operations.

Description of Outcomes expected These IT purchases are needed to facilitate the efficient operations of the WLRD staff by providing staff with the necessary technological tools to complete their 2005 work programs. These work programs will carryout the mission of the Water & Land Resources Division to sustain healthy watersheds, protect wastewater systems,


minimize flood hazards, protect public health and water quality, preserve open space, working farms and forests, ensure adequate water for people and fish, manage public drainage systems, and protect and restore habitats.

Existing Project StatusThis funding request does not target a specific project but replacement of existing IT equipment and the purchase of new IT equipment for staff supporting Water & Land Resources Division operations.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This funding request will replace worn out older generation IT equipment with current generation IT equipment aligning WLRD staff with current IT technologies used by the rest of King County. The intent of this request is to provide WLRD staff with the necessary IT tools to carry out their 2005-work program efficiently.




Budget Details – IT Equipment ReplacementWater and Land Resources Division Operating fund 1210/0741



DNRP: WLRD – IT Equipment Replacement – Environmental Lab

Fund # / Dept #: 1210/0741Project # (if applicable):Project Timeline: January 2005 – December 2005Sponsor:Contact: Ken CarlstedtTotal Budget Impact: $111,471

Description of Project:This request will fund the replacement of existing IT equipment in 2005 to support WLRD Environmental Lab operations.



These IT purchases are needed to facilitate the efficient operations of the WLRD Environmental Laboratory by providing staff with the necessary technological tools to complete their 2005 work programs. These work programs will carryout the mission of the Water & Land Resources Division to sustain healthy watersheds, protect wastewater systems, minimize flood hazards, protect public health and water quality, preserve open space, working farms and forests, ensure adequate water for people and fish, manage public drainage systems, and protect and restore habitats.

Existing Project StatusThis funding request does not target a specific project but replacement of existing IT equipment for staff supporting Environmental Laboratory operations.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This funding request will replace worn out older generation IT equipment with current generation IT equipment aligning Lab staff with current IT technologies used by the rest of King County. The intent of this request is to provide Lab staff with the necessary IT tools to carry out their 2005-work program efficiently.



Performance Measures:This project—a general equipment replacement—does not relate to any particular performance measure, it merely allows the Environmental Laboratory to operate efficiently (so it generally applies to all performance measures).

Budget Details – IT Equipment ReplacementWater and Land Resources Division Operating fund 1210



Department of Transportation - Transit

DOT: Transit - ADA System Enhancements for Coordinated Transportation

Fund # / Dept #: 3641/DOT TransitProject # (if applicable):Project Timeline: 2005/2006Sponsor: Peggy Willis/Park WoodworthContact: Janey Elliott 263-3115


Total Budget Impact: $103,500

Description of Project:This is a new project that will add functionality to the existing automated scheduling /dispatch system for paratransit trips. Vendor licenses and integration fees will be purchased for a Web booking module and an interface to the fixed route trip planning system.

The web booking module will allow riders, agency representatives and regional partners to book trips for ADA-eligible riders over the Internet at any time, rather than only during business hours. Staff from neighboring agencies will be able to book transfer rides while they verify their own trip availability, rather than having to schedule their local service and then schedule the transfer with ACCESS. This will improve the efficiency and customer service of the ACCESS Transportation program by enabling web booking by riders and regional partners.

The trip planning module will provide tools to enhance enforcement of conditional eligibility, an element of the 1999 paratransit policy ordinance adopted to help contain rising ACCESS demand. An interface will be provided between the current ACCESS scheduling and dispatch system and the current fixed route trip planning system. Extracting data from trip planning will present specific fixed route trip alternatives to call takers along with paratransit route suggestions on the Trapeze trip booking screen. This will significantly enhance the enforcement of trip-by-trip eligibility for conditionally eligible ADA riders.

The project will be managed by existing Transit staff. Modules to existing vendor systems will be purchased and integrated with existing applications.

Description of Outcomes expected Business

Divert rides by conditionally ADA eligible riders from ACCESS to the much less costly fixed route service.

Enhance customer service by providing those riders specific fixed route trip planning information at the time of their ride request.

Enhance customer service for ADA eligible riders, agency transportation coordinators and staff from regional paratransit providers by enabling web trip booking.

Technology Integration of new modules with existing ACCESS scheduling and dispatch software and hardware.

Existing Project StatusThe project will begin in 2005, but only if it receives WSDOT grant funding for the 2005-07 biennium.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project is adding modules to an existing system to meet business needs. It aligns with strategies C2 (web -based technology) and C4 (commercial applications) of the King County Technology Strategic Plan.

Department Technology Plan and Business Plan alignment:Technology Plan References:Installing Trip Planning in Accessible Services is included in the Service Management section of Transit’s Technology Systems Strategic Plan. This project also follows one of that plan’s strategies for managing technology systems, by leveraging previous investments in automated trip planning and accessible services dispatch systems.

Business Plan References:This project supports the Transit Core Business of Providing Paratransit Service for the Disabled and with the Transit Six-Year Plan.

Performance Measures:By increasing the ease of enforcing conditional eligibility, and shifting customers to fixed route service, this project should reduce ACCESS demand, and thus operating costs.


Budget Details – New ProjectCapital fund Transit 3641, new project #



DOT: Transit - BOSS Replacement (Operating Support Systems)

Fund # / Dept #: 3641/DOT TransitProject # (if applicable): 432111, 432690Project Timeline: 1993/2006Sponsor: Peggy WillisContact: Ray Burgess 263-6544Total Budget Impact: $902,489


This project will replace the existing systems that support the following transit operations functions: employee work pick, assignment planning, daily driver dispatching, attendance and timekeeping; with one single, integrated system. These functions are currently supported by several systems including BOSS, TOPS, and PICK. This project addresses the following business needs: Ability to easily modify work rules and pay rules to support changing business requirements or changes resulting

from contract negotiations.

Provide adequate reporting capabilities. There is no report writer that works with the current system, so reports must be manually programmed.

Integrate data with other Transit and King County systems. The current systems are composed of several sub-systems, which operate on three different platforms. The exchange of data between these applications is a manual process and, therefore, error prone.

Use current, supported operating systems and hardware. Existing systems reside on outdated, aged hardware and operating systems. The company that built the computer and operating system that BOSS runs on, PRIME, went out of business. Support for the hardware is contracted through a third party, NCE, and provided by ITS. Because of the age of the hardware, parts and knowledgeable technicians are limited. Support costs will increase and become less available. The Transit department and ITS have given top priority to moving mission-critical systems from PRIME computers onto new, maintainable, hardware platforms.

Description of Outcomes expected Business: Replace the existing system with one that is more flexible, supportable and includes adequate reporting

capabilities. Ongoing computer support costs are at or below current levels.

Technology: Old, outdated hardware is replaced with the latest supported technology. Scheduling and Operations data are integrated. Reduce the number of supported platforms from three to one.


Existing Project StatusThe project is in the implementation phase. During 2004, negotiations were completed between King County Transit and the software escrow guarantor, the Canadian Commercial Company (CCC) for the replacement system.A new project team was formed that consists of members from Transit Operations and Transit Management Information and Transit Technology (MITT). A new project manager, in MITT, was hired in April 2004.The remaining work on this project will be divided into 2 major stages. Stage 1, with an estimated duration of 3 - 4 months, is a detailed analysis between King County Metro and the replacement product vendor to develop a detailed functional analysis, product configuration, data interface specifications and detailed schedule. Stage 2 will be the actual replacement product implementation with an estimated duration of 18 - 20 months.

Primary IT Goal: Risk Management* *The BOSS project was updated from the IT goal Efficiency to Risk Management in January 2005.

Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project is replacing 3 existing systems and relates to the King County Strategic Technology Plan strategies C1 and C4, standardizing technology and purchasing commercially packaged software. The replacement system will enable the application to move off of the PRIME/Queo platform to a currently supported platform, using industry standard databases, operating systems and programming languages. The project proposes to purchase commercially packaged software with full vendor support.

Department Technology Plan and Business Plan alignment:Technology Plan References:This is the Base Operations Support System replacement project as included in the Service Management section of the Transit Technology Systems Strategic Plan.

Business Plan References:This project supports two of Metro Transit’s core businesses listed in the Department of Transportation Business Plan: providing regularly scheduled bus service and providing contracted services.

Performance Measures:No direct link to an established performance measurement. This project will provide a flexible system that will reduce the time spent daily by base planners and dispatchers dealing with absence and special scheduling issues, allowing them to better optimize work schedules.

Budget Details – Existing ProjectCapital fund Transit 3641, project #432111, 432690


CIO Review: Direction and conditions2005 PRB: Prior to spending, provide a report to the PRB to identify assumptions of the re-start approach, including settlement agreement on work/licenses to be provided. Of the $902k, $35k should be reserved for a Quality Assurance contract to be directed by the PRB in Q1-2005.



DOT: Transit - Information Systems Preservation

Fund # / Dept #: 3641/DOT TransitProject # (if applicable): 432345Project Timeline: OngoingSponsor: Peggy WillisContact: Libby Krochalis 684-1799Total Budget Impact: $804,915

Description of Project:The purpose of the Information Systems (IS) Preservation Program is to provide replacement capital funding for Transit’s information systems infrastructure. The program’s goal is to keep information systems operating at the service levels needed to meet current business needs. The primary service level criteria are capacity (storage, network connectivity), performance (memory and processing power) and supportability (both hardware and software). The project is key to the continued smooth operation of Transit’s core business systems.

The project funds replacements and upgrades for: database, file and application servers; applications and operating systems, and switches and other LAN equipment. This project does not include communications or WAN equipment.

A steering committee composed of MITT staff review and reforecast system preservation needs annually, based on current standards (4 year server life), system architecture plans, system assessments, input from client groups and vendor support. Application upgrades/replacements have their own project management structure. Internal Transit and King County GIS staff are performing the application upgrades/migrations for the Stop Information System and GIS to NT Migration. Vendor products are planned for Facilities Work Order, Vanpool and Paratransit van maintenance, and Network Management replacements.

Description of Outcomes expected: Business: Keep information systems infrastructure operating at the service levels needed to meet current business needs.

Technology: Upgrade to vendor supported versions of hardware, software and operating systems to maximize stability and

minimize support staff effort. Develop separate production and backup/test environments for servers to maximize stability.

Existing Project Status: This program has been in place for 8 years and is on going. Major categories are 1) hardware that includes computers and their major components (processors, memory and storage disks/arrays), 2) network switches, wiring and other LAN equipment, 3) application software upgrades and replacements, and 4) operating system migrations.

Overall, Transit is concentrated on Digital Unix and Windows operating systems, with File/Print servers moving to Windows in 2004. Transit plans to migrate from Digital Unix in 2005. Greater use of Microsoft SQL server databases and Linux operating systems will also be evaluated.

Application upgrades/replacements with some work occurring or planned during 2004 and 2005 include: Security Data Management System, Stop Information System, GIS to NT Migration, Power and Facilities Work Order, Vanpool and Paratransit van maintenance, Vanpool Information System and Network Management.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project aligns with the following strategies listed in the King County Strategic Technology Plan:

(B1) Establish a comprehensive asset management function. This program puts in place a planned and budgeted multi-year replacement cycle for critical infrastructure. Replacements are based on functional assessments and consider the cost of procurement and upgrades versus ongoing repair and maintenance expenses.


(B3) Strengthen system security. Components funded by this program support Internet usage (proxy servers) and network security (domain control, network management tools).(B4) Strengthen business continuity capabilities. Various components funded by this program support business continuity including tape backups and SANs technology(C1) Standardize technology including infrastructure, hardware, and applications software. A primary emphasis of the program is to continually build and maintain an infrastructure architecture that is supported by the marketplace (both vendors and staff skill sets) and allows efficient, shared use of resources (e.g. allows consolidation of applications, databases, and other services).(C3)Standardize County technical approach for applications integration. Transit’s Enterprise Database is the primary mechanism for application data integration. The Stop Information System also supports application integration by aligning the data specifications and business processes for geographic, attribute and scheduling data.C5) Consolidate hardware around the County. One of the principle goals of the program is to provide consolidated services that can be shared among all transit work groups. Examples include the consolidation of file/print servers, and Oracle and SQL Server databases that have been consolidated into centralized production/test/development environments containing multiple shared instances.

Department Technology Plan and Business Plan alignment:Technology Plan References:The Information Systems Preservation project is included in the asset management portion of the Transit Technology Systems Strategic Plan.

Business Plan References:This project supports all 4 of Metro Transit’s core businesses listed in the Department of Transportation Business Plan: providing regularly scheduled bus service, providing paratransit service for the disabled, providing rideshare services and providing contracted services. Hardware and applications infrastructure supported by this project are transit wide.

Performance Measures:This project does not directly relate to any specific performance measures. The project funds replacement of information systems infrastructure.

Budget Details – Existing ProjectCapital fund Transit 3641, project #432345.




DOT: Transit - PC Replacement

Fund # / Dept #: 3641/DOT TransitProject # (if applicable): 432279Project Timeline: Ongoing


Sponsor: Peggy WillisContact: Romell Reed 684-1436Total Budget Impact: $299,458

Description of Project:The PC Replacement project funds the replacement of personal desktop computers, laptops and peripherals (printers/plotters/projectors) when the age of the equipment exceeds the service life or the equipment is no longer able to perform the original function. Operating systems are purchased every 4-5 years to maintain a uniform desktop environment. The program also sets the standard for equipment life.

Replacement work is performed by King County Metro staff. The Transit PC Replacement project will begin using the Countywide equipment contract being established for PC and laptops.

Description of Outcomes expected Business Outcomes

Timely replacement of Transit and Department of Transportation Administration desktop assets, to ensure existing functionality and inventory and to minimize support costs.

Technology Outcomes Periodic operating system upgrades, to maintain a uniform desktop environment throughout transit.

Existing Project StatusThis is an ongoing project, with no end date. Current asset life is 4 years for personal computers and laptops, 5 years for network printers and 4-6 years for

peripherals such as plotters and specialized printers. These agree with lifecycles discussed in King County’s Equipment Replacement Best Practices and Guidelines.

Replacement machines come with operating systems but not Microsoft Office, since King County Metro (KCM) already has sufficient Microsoft Office licenses.

Operating System (OS) upgrades are purchased every 4-5 years to maintain a uniform desktop environment. Most OS upgrades occur with machine replacement.

Functionality of the computers is increasing (more RAM, more storage) even though the actual chipset of the machine has been frozen to accommodate quick/easy desktop deployment.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:The PC Replacement Project is aligned with the King County Strategic Technology Plan because it promotes standardized technology (Strategy C1) and provides a controlled PC purchasing program that would utilize the output of an asset management system (Strategy B1).

Department Technology Plan and Business Plan alignment:Technology Plan References:The PC Replacement project is included in the Asset Management portion of the Transit Technology Systems Strategic Plan.

Business Plan References:The PC Replacement project meets the needs of all Transit core businesses listed in the DOT Business Plan: providing regularly scheduled bus service, paratransit service, rideshare services and contracted services.

Performance Measures:This project does not directly relate to any specific performance measures. The project is a means to maintain current desktop functionality throughout Transit.

Budget Details – IT Equipment Replacement


Capital fund Transit 3641, project #432279.



DOT: Transit - Radio/AVL Replacement

Fund # / Dept #: 3641/DOT TransitProject # (if applicable): 432466, 432689Project Timeline: 2001/2008Sponsor: Peggy WillisContact: Hai Phung 684-1909Total Budget Impact: $4,655,778

Description of Project:The transit radio and Automatic Vehicle Location (AVL) system is considered mission-critical for Operations, Vehicle Maintenance, Power and Facilities, Transit Safety and Transit Security. The radio/AVL system also includes a Computer-Aided Dispatch (CAD) function that is the primary method of emergency notification, incident management and response, schedule management, service coordination and communications associated with restoring service.

This project will provide a life cycle replacement of the existing radio and CAD/AVL systems and ensure the continuity of operational communications during the replacement period. The system was installed in 1990-1992 and is due for replacement, both because of its age and because of new FCC regulations affecting the spectrum used by the system. Because of these regulations, the system will require a major re-engineering design effort. If the radio system is not replaced in a timely manner, users will start to experience interference and other operational problems due to new licensees on new narrow-band frequencies adjacent to the transit radio channels.

The Communications Center System (CCS) portion of the project will replace or upgrade the existing CAD/AVL and related systems in the Communications Center to work with new vehicle equipment provided by the On Board Systems project (OBS) and new Radio system.

This project is working closely with the On-Board System (OBS) and Regional Fare Coordination System (RFCS) projects to review requirements for the new Driver Display Unit and Vehicle Logic Unit, which will be procured by the RFCS and OBS projects, respectively, and integrated with the Radio/AVL system when they are installed.

Since this is a replacement project, the project will provide all of the radio communications benefits of the existing system, which are considered an integral part of transit service, with 94 million boarding in 2004. In addition, the implementation of newer radio technology will enable several added functions provided by the OBS/CCS project, such as enhanced vehicle location tracking and the use of text messaging to and from bus operators.

The project is using both KCM staff and technical consultants to assist in developing technical requirements for the new radio system during the planning and design process. A Request for Proposal will be issued for a turnkey radio system, where the vendor will be responsible for installation and testing of the new system and KCM staff will provide oversight. Instead of planning on building new radio sites, we are working closely with King County Radio Services and its regional radio system partners in evaluating existing regional radio sites for co-location of Transit’s new system. We are working with King County ITS staff on opportunities to use land-based, physical networks such as I-Net, the KC-WAN or commercial telecommunication paths. We are also working with the Regional 700 MHz Planning Committee on radio spectrum allocation and licensing process for the new system. The CCS portion of the project will be procured with the On Board Systems project.


Description of Outcomes expected Business: Replace the radio system before communication with bus drivers’ experiences major interference due to new

FCC regulations and failure of existing radio units.

Technology: Replace the existing radio system with a system that meets current technology standards and new FCC

requirements. Integrate equipment with OBS and Smart Card projects.

Existing Project StatusThis project will enter the implementation phase in 2005. An RFP for the CCS portion of the project was issued in 2nd Q 2004 and an RFP for the Radio portion of the project will be issued in 3rd Q 2004. Other efforts during 2004 include preparation of a least cost engineering analysis for the King County Council, co-location negotiations with radio site owners and review of requirements of the driver display and vehicle logic units being procured by the Regional Fare Coordination project and On-Board Systems project, respectively. Vendors will be selected in 2005, although the radio replacement portion of the project will require King County Council review and a supplemental appropriation not included in the above amount.

The impact of not funding additional work is included in the project description.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This lifecycle replacement project is consistent with strategies C4 and C5 of the King County Strategic Technology Plan. As part of the life-cycle replacement, the system will adopt current technology wherever appropriate, strategy C4. (In this case, the current radios are no longer made and the system must be replaced before spare radios are exhausted.) Current technology may include changes such as adapting to the use of digital rather than analog radio and incorporating the Global Positioning System (GPS) for vehicle location calculations. A key objective for this and related projects is to save capital and operating costs by moving toward a modular, open architecture, in which various processes can share common hardware platforms instead of redundant processors, strategy C5.

Department Technology Plan and Business Plan alignment:Technology Plan References:The Radio AVL Replacement project is included in the Service Management section of the Transit Technology Systems Strategic Plan.

Business Plan References:This lifecycle replacement project supports two core transit businesses listed in the DOT 2005 Business Plan, providing regularly scheduled bus service and providing contracted services, such as special event bus service.

Performance Measures:Replacement of existing systems ensures that on time performance and customer satisfaction and safety will not decrease.

Budget Details – Existing ProjectCapital fund Transit 3641, project #432466, 432689.

2004 Adopted Budget: $1,402,287Prior Year Appropriations: $1,626,539


CIO Review: Direction and conditions2005 PRB: Prior to spending, provide a briefing to the PRB on the approach.


DOT: Transit - Regional Fare Coordination

Fund # / Dept #: 3641/DOT TransitProject # (if applicable): 432278Project Timeline: 1996/2007Sponsor: Peggy WillisContact: Catherine Boon 263-3146Total Budget Impact: $722,479

Description of Project:The purpose of this project is to implement a single common fare collection system for bus, rail, ferry and vanpool travel in the Central Puget Sound. King County is one of seven regional partners on this project. The others are Sound Transit, Community Transit, Pierce Transit, Everett Transit, Kitsap Transit and Washington State Ferries. The system will provide for “seamless” transfers among modes and systems, expand each agency’s fare policy and ridership incentive capabilities, support accurate revenue reconciliation and daily financial settlement among the seven partners, and introduce new levels of customer convenience. Additionally, the system will introduce internal county business practice improvements related to fare media sales reporting, ridership reporting, and general accounting. The system will also include new ad hoc and predefined performance reporting and provide data that can be integrated with that of other systems such as Automatic Passenger Counters or Automatic Vehicle Location.

The current system of fares is being tasked to support increasingly complex fare policies while the business processes and technical sophistication of the support systems remain essentially unchanged. In addition to Puget Pass, programs such as the Area Wide Flexpass, Puget Pass transfer upgrades, Human Service/Job Seeker innovations and other initiatives bring an increased need for accurate data to support equitable and effective pricing schemes along with the ability to cancel invalid passes. Using smart cards will replace about 300 types of existing fare media and provide more accurate and timely revenue reconciliation. Additionally, the new smart card system will introduce more comprehensive standard and ad hoc reporting capabilities that will be a valuable management tool for performance monitoring as well as improved marketing and planning efforts.

The RFC Project is a multiple agency project that is using a combination of contracted, internal, and regionally shared resources. A vendor has been contracted to develop, install and operate the system. A consultant is under contract for technical services. King County has an internal project manager and technical support for design review and implementation support. A broad range of stakeholders is participating in the design phase. Beta Testing will involve a large number of King County employees in Operations, Vehicle Maintenance and Customer Services.

Description of Outcomes expected Business: Increase customer convenience of fare paymentImprove the accuracy and timeliness of regional revenue reconciliation.Reduce maintenance of fare equipmentIncrease the number of employer program participantsDevelop system administrative policies and procedures to promote consistent customer service practices among the partner agencies

Technology:Implement contact-less, smart card technology for fare paymentIntegrate equipment with On-Board Systems and the Radio AVL system


Existing Project StatusThis project is in the implementation phase. Notice to proceed was issued to the vendor in April of 2003 and an interlocal agreement for implementation signed by the 7 regional partners at that time. Conceptual and Preliminary Design Review will be completed in 2004. Final Design Review and System Integration Testing will occur in 2005, with a BETA test at one transit base occurring in the second half of 2005. Equipment will be installed system-wide during 2006, with full system acceptance planned for early 2007.The additional appropriation approved for 2005 funds internal staff for project management, technical integration and the BETA test. Not funding this work would end King County’s participation in the regional project and void the vendor and interlocal contracts.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project supports the following strategies listed in the King County Strategic Technology Plan: A4 by using the Internet for customer service and reporting functions, C4 by utilizing and integrating commercial off the shelf software where ever possible; C7 by providing for more integrated data management to improved data accuracy, timeliness and comparability.

Department Technology Plan and Business Plan alignment:Technology Plan References:The Regional Fare Coordination project is included in the On-Board Systems section of the Transit Technology Systems Strategic Plan.

Business Plan References:This project supports Metro Transit Core Businesses providing regularly scheduled bus service and contracted service. The implementation of this project should lead to increased customer satisfaction by making it easier to transfer between travel modes and easier to use prepaid fare media. The project is also planning a demonstration on 10 vans, so it also aligns with the Transit core business of providing rideshare services.

Performance Measures:This project should contribute to increased customer satisfaction, fewer customer complaints about fare payment, and provide better information and reporting on fare media use.

Budget Details – Existing ProjectCapital fund Transit 3641, project #432278.

King County has been awarded solely, or in partnership with other agencies, 12 Federal grants, a state grant, plus a Sound Transit Technology Fund appropriation and a donation from The Boeing Company. The King County grant total is $14.8 million ($12M in the 2003-2006 timeframe).

2004 Adopted Budget: $4,481,568Prior Year Appropriations: $22,407,173

CIO Review: Direction and conditions2005 PRB: Of the $722,000, $50,000 should be reserved for a Quality Assurance contract to be directed by the PRB in Q1-2005.



DOT: Transit - Rider Information Systems

Fund # / Dept #: 3641/DOT TransitProject # (if applicable): 432272,432369,432646Project Timeline: 2001/2006Sponsor: Peggy WillisContact: Robert Wade 684-1516Total Budget Impact: $172,000

Description of Project:This project encompasses a variety of information systems improvements designed to improve and increase customer access to transit information. It specifically includes the development of on-line resources for direct customer access to transportation information and services including paper and online bus timetables, transit trip itinerary planning, ridematching, online pass sales opportunities and bus arrival status information.

As a result of this project, tangible benefits include increased access to data and access to new forms of information allowing customers to make informed public transportation and ridesharing travel decisions. The information provided is broader, such as providing real-time bus locations; deeper, such as the ability to make ridesharing arrangements online; and more available via the Internet, cell phones and WEB-enabled PDAs. In addition, information presentation may be customized to meet the needs of specific audiences, including persons with disabilities.

By reducing the barriers to local and regional schedule and other customer information, this project supports the use of high-occupancy vehicle commute options. RIS has been approved for Congestion Management Air Quality (CMAQ) grant funding totaling $3.5 million regionally. The Regional Team for the Rider Information Systems Project includes Community Transit, Pierce Transit and KC Metro Transit.

The project uses a variety of approaches. Vendor solutions and in-house development, as well as outside consultants and internal technical resources are anticipated for Timetables and Bus Schedule (TABS) replacement.

Description of Outcomes expected Business:

Increase access to online, ridematching services by enhancing the RideshareOnline website. Deployment of integrated three-county regional Online Trip Planning to provide web customers with easier

access to transit options for inter-county commutes. Upgrade Metro Online Site Architecture to improve customer’s accessibility options and provide output to next

generation computing devices including PDAs and telephones. Implement customer approved Online Trip Planning features, including PDA downloads for commuter

schedules and trip plans, as well as other customized timetable applications. Migrate Bus Real-Time Arrival Systems to King County Metro in order to improve user interface and more

closely control data quality.

Technology: Upgrade Metro Online Site Architecture using XML technology in order to reduce maintenance and easily

allow multiple versions of web site information targeted at various audiences, including users with ADA concerns.

Replace the legacy Timetables and Bus Schedule Information System (TABS) with a modern software/hardware solution.

Existing Project StatusPhase one of this project initiated and developed the Metro Online web site, which now consists of over 2,650 pages of transportation options information. Metro Online currently provides about 9,000 user sessions per day.To date, phase two of this project has deployed a regional Online Trip Planning system, a demonstration Online Pass Sales system, a Regional Internet Ridematch system and migration of a real-time bus arrival status system from the University of Washington. Enhancements to Online Trip Planning and Regional Internet Ridematch systems, and a redesign of the Metro Online web site were completed in 2002-2003. Other project elements include:


Replacement of the existing Timetables and Bus Schedule Information production system, which is in the development/alternatives analysis phase.

Planning and investigating an interactive voice response system and Bus Time replacement for customer information.

The remaining work in this project is funding replacement of existing systems which are essential to Transit Customers Services.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:The project goals align with King County Strategic Technology Plan goal A4: Use the Internet as a primary mechanism to deliver public information and services.

Department Technology Plan and Business Plan alignment:Technology Plan References:The Rider Information Systems project, formerly called EZ Rider, is included in the Customer Services section of the Transit Technology Systems Strategic Plan.

Business Plan References:The project goals align with three of Metro Transit’s core business: providing bus service; providing rideshare services, including vanpool and ridematching; and providing contracted services/commute trip reduction services for jurisdictions, Sound Transit bus operations and customer services and special event bus service.

Performance Measures:The project indirectly contributes to riders’ overall satisfaction with MetroTransit and increased ridership.

Budget Details – Existing ProjectCapital fund Transit 3641, projects #432272, 432369, 432646

Prior Year Appropriations: $2,616,166



King County District Court

KCDC: ECR Automated Indexing

Fund # / Dept #: 3771Project # (if applicable): 377152 (new)Project Timeline: July 2005 – December 2005Sponsor: District CourtContact: Donna Brunner 296-3426


Total Budget Impact: $457,145

Description of Project:This project adds an additional scope to the current District Court ECR project by utilizing software to automatically index a high volume of similar documents that are filed with the court. This will provide for highly accurate and timely indexing of scanned documents with little human intervention.

Description of Outcomes expected This will provide for highly accurate and timely indexing of scanned documents with little human intervention.

Existing Project StatusThe DECR Fail Over project is an additional scope to the existing DECR project number 377134. That project is currently on schedule and nearing the completion of Phase II. This project will allow KC DC redeploy resources allocated to indexing to other work within the court, thereby increasing customer service opportunities.

Primary IT Goal: EfficiencyExisting Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:The need for this investment is multifold. It leverages off existing technology employed in the Recorder’s office (A3), creates efficiencies (A2), has a value to the public by allowing for greater customer service (A7), simplifies operational procedures (A6), improves delivery of services to internal customers (VB7), improves “ease of use” for court users (c1), and reduces overtime and temporary help use (D7).

Department Technology Plan and Business Plan alignment:Technology Plan References: This project aligns with both KCDC business and technology plans by:

Improving the effectiveness of court work processes,Enhancing the quality of the court workplace; andIncreasing public accessibility to court and justice system services

Business Plan References: This project will not result in a major change to the data model or architecture of the current system. A new process will have a business process change by way of reduced human interaction with the indexing process.

Performance Measures: The software will be able to “learn” to index certain district court documents accurately.


CIO Review: Direction and conditions2005 PRB: Provide a copy of the operational and facilities master plan at the first funding release. The business case for indexing will be reviewed for financial implications to operations costs.

King County Council ActionsSECTION 114 . CAPITAL IMPROVEMENT PROGRAM


Of the appropriation for CIP project 377152, electronic court records automated indexing project, $357,145 shall not be expended or encumbered until after the council has approved by motion a business case that has been reviewed and approved by the project review board.


KCDC: Electronic Court Records Expansion (Fail Over)

Fund # / Dept #: 3771Project # (if applicable): 377134Project Timeline: July 2005 – December 2005Sponsor: District CourtContact: Donna Brunner 296-3426Total Budget Impact: $150,584

Description of Project:This project adds an additional scope to the current District Court Electronic Court Record (DECR project by ensuring that the court has the ability to rapidly maintain business continuity in the event of a hardware failure or natural disaster.

The Court anticipates using about 50 hours of consultant time for EMC Centara installation and configuration. The remainder of the project will be completed with internal resources.

Description of Outcomes expected The DECR project will replace paper files in 2005. Although standard backup services will be utilized in the project, funds did not exist to build a redundant system. This project will build a completely redundant system to be used in emergencies.

Existing Project StatusThe DECR Fail Over project is an additional scope to the existing DECR project number 377134. That project is currently on schedule and nearing the completion of Phase II. The risks of not funding this project include keeping jail inmates in custody longer than necessary, releasing potentially dangerous inmates due to the lack of information, inconvenience to the public using court services. Not funding this project would also impact agencies such as King County Prosecuting Attorney, the King County Sheriff and the Department of Adult and Juvenile Detention who would not be able to access records needed for their business as well as the loss of productivity on the part of District Court judges and staff.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project would ensure business continuity in event of major equipment failure, natural disaster, etc.

Department Technology Plan and Business Plan alignment:Technology Plan References: The DECR project and the Fail Over project align with the KCDC Technology Business Plan. The ability to provide crucial judicial services without interruption and within mandated timelines is required. Judges need access to case files when making decisions and the inability to access files when determining prisoner release could put the county at risk.

Business Plan References: Mission Statement: The King County District Court will serve the public by:

Providing an accessible forum for the fair, efficient, and understandable resolution of civil and criminal cases; and

Maintaining an atmosphere of respect for the dignity of all individuals.

Vision Statement: The King County District Court will be the preferred forum in King County for the resolution of all cases of limited jurisdiction. To provide the highest quality of justice, the King County District Court will:

Protect the public safety by providing resources to hold convicted offenders accountable for their actions; Work as an independent branch of government with other units of government to achieve common goals; Make effective use of taxpayers’ resources; Continuously ascertain and respond to the needs and expectations of all court users; Provide a uniform and predictable level of service;


Provide efficient, convenient and safe facilities; Seek out and use modern technology and equipment; Serve as the coordinator for all the services necessary for an effective judicial system; Maintain a diverse and professional workforce; Maintain sentencing options and sentence offenders appropriately; Educate the justice system community, legislative and executive agencies and the public about the courts;

and Respect the diversity of the community.

Performance Measures: This project will ensure that the court has the ability to rapidly maintain business continuity in the event of a hardware failure or natural disaster.

Budget Details – Existing Project (added scope)Transition fund transfer from CX 10 to OIRM Capital fund 3771, project #377134.

2004 Adopted Budget: $1,263,9142004 Operating Budget: $318,481

CIO Review: Direction and conditions2005 PRB: No amounts should be expended until PRB releases funds based on a briefing on the approach to be used to address failover needs including labor, equipment, licenses, etc.


King County Sheriff’s Office

KCSO: Civil Unit Software

Fund # / Dept #: 3771Project # (if applicable): 377144 (new)Project Timeline: January 2005 – December 2005Sponsor: Charlotte DazellContact: Jodi Hobbs 205-7968Total Budget Impact: $64,000

Description of Project:New project for the purchase of a comprehensive computer program to deal with the unique needs of the Civil Unit. (Cost estimate of $57,000. On-going annual costs estimated at 15-20% of the initial software cost – about $7,000 per year.)

Integration of the Civil Unit into the technology plan established for our office and King County with the goal of information sharing, customer service, officer safety and intelligence gathering. In order to provide cost effective delivery of service it is imperative that this unit be computerized. Currently, it is the only detective unit that has not been computerized.

The Civil Unit is one of the few units that are required by statute to provide regional services. It takes in and distributes over 76,000 legal documents annually. This unit generates over $400,000 per year in revenue from fees associated with service of these orders. Currently, all documents are tracked by paper logs or NOT AT ALL.


There is the potential for impact on Judicial Administration and the Prosecutors’ Office. The changes would allow detailed, timely, and accurate accounting of court orders served. This information has been provided to persons in the Prosecutors’ Office, however they have declined to participate. Their participation would require additional funds to purchase an Enterprise License (a.k.a. site license for King County). Anticipated costs for such software alone would be about $175,000-$235,000.


In 2001, a study of the Civil Unit was completed to see how computerization might save money. It is estimated that somewhere between $75,000 and $100,000 of equivalent labor could be saved each year. The potential cost savings was identified in areas related to reducing redundant hand written logs, phone call reductions by allowing inquiry about order status on the Internet, reduction of subpoena deliveries to bad addresses requiring multiple trips by the detective, and improved tracking of mileage charges. This is not a commitment that an FTE can be reduced. Consistent with the statements during the 2004 Budget Request, the KCSO is committed to review staffing after the automation project is fully implemented to determine if budgetary savings can be achieved.

In 2002, the County paid out approximately $64,000 in claims directly related to the Civil Unit's inability to track their actions. Computerization would allow us to track the actions we have taken on each legal document, thus reducing liability to the County from future litigation.

A significant saving in time also is expected by automating registries & court return documents. These documents are currently produced with a typewriter. The Civil Unit handles approximately 100 public inquiries per week. Currently, responding to these inquiries is a laborious manual process. Automating this process will save significant time each year. Automating the monthly statistical reports for this unit will save an estimated 102 hours per year.

Other anticipated benefits: Improved revenue collection and accountability Allowing access to information more quickly rather than protracted hand searches Reduction of number of hardcopies handled and stored by Civil Unit staff Eliminate the need for maintaining hand written logs Increase accuracy of affidavits by reducing mistakes made from misreading hand written documents Compile accurate & meaningful Civil Unit statistics (such as workload analysis) Allow research and information sharing with Deputies, increasing officer safety Reduction of repetitive data entry – ultimately to reduce number of key strokes Checking of other data sources for officer safety info (warrants info etc…) Ensure proper tracking of documents (timely service and record of service) Accurate, reliable billing Improved customer notification of service Improve customer service by allowing after-hours access to information via the Internet Reduction of time used to reconcile information errors (wrong addresses, etc…) Increases our ability to share information with internal customers – especially with future info sharing

initiatives between the prosecutor and courts Increases our ability to share information with other regional law enforcement agencies (for example,

RAIN) Ability to track history of repeat persons and addresses Provides a platform for intelligence gathering on persons who may not have had contact with Criminal

Justice Reduction of crime by increasing the probability of finding suspects & witnesses (increases the number of

prosecutions) Reduction of the fear of crime by supporting COP (Community Oriented Policing) & CFMUH (Crime-Free

Multi-Unit Housing) (more evictions are accomplished, etc.)

Existing Project StatusNot applicable.



Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:Currently there is no technology system in place for the Civil Unit. Documents and logs are handwritten and/or typed.

Department Technology Plan and Business Plan alignment:Technology Plan References:This project is directly related to the principals outlined in the Technology Business Plan for 2004. Areas which are applicable are: Effective and efficient service delivery by ensuring proper tracking of documents (timely service & record of service) and improving customer notification of service; Access to information and services allowing customers access to information via the Internet; Business process improvements by reducing redundant time-consuming hand written documents, reduction of liability through detailed documentation, sharing of information across the courts, Prosecutors’ Office, and private attorneys, and reduction of repetitive processes.

A portion of this project aligns with the technology initiatives outlined in the Law, Safety and Justice Integration (LSJI) plan. Seventy percent of the documents this unit processes are service of criminal subpoenas. The other portion of service is related to enforcing a variety of court orders in civil cases (examples are evictions, small claims, seizure and sale of personal and real property). Computerization of the Civil Unit will support and enhance the LSJI plan, but will not replaced by LSJI. Technology will vastly improve the Civil Unit’s ability to become a highly efficient and accountable organization and to facilitate a well-informed, more involved community.

Business Plan References:Computerization of the Civil Unit will support two of the core business measures in the 2004 KCSO Business Plan. The first is Technological Development - “Use and develop technology for investigating crimes, tracking crime information, and improving business systems so that we better utilize information for addressing crime and serving citizens.” The second is Employee and Citizen Services – “Use and develop services to improve employee performance and satisfaction, and provide services to citizens in a timely and professional manner.”

Performance Measures:Since 1985, efforts have been made to computerize this unit due to its unique functions. At that time, it was to be the department’s number one priority. Currently, there is no way to measure performance of this unit except on a rudimentary level of number counting. In order to even establish performance measures we must be able to obtain the tools to evaluate the workload with timely, accurate statistical information. Computerization is the first step towards that effort.

Budget Details – New Project Transition fund transfer from CX 10 to OIRM Capital fund 3771, project #377144.



KCSO: Consultant Study to Replace IRIS and TESS

Fund # / Dept #: 3771Project # (if applicable): 377145 (new)


Project Timeline: January 2005 - December 2005Sponsor: Charlotte DazellContact: Kelly Furner/(206) 205-7619Total Budget Impact: $44,000

Description of Project:The intent of this project is to use consulting services in constructing a needs assessment and a market and alternatives analysis of commercial software offerings, each capable of replacing the records management system (IRIS) and evidence tracking system (TESS) now in use at the King County Sheriff’s Office (KCSO). The new system will need to be integrated, scalable, and optimized for XML and wireless operation. Evolving business needs and stability concerns, as outlined below, require this action.

Architecture: Built on aging and unsupported technology.

Both IRIS and TESS were developed in Access 97. This decision was based on environmental and market conditions that existed at the time. There was no wireless data connectivity at KCSO in 1997. For reporting and pre-incident investigation, each officer required a local copy of the RMS data on his or her laptop. A mechanism to replicate the hundreds of mobile copies was also needed. Unfortunately, there was no MSDE (SQL Server light) equivalent and SQL Server 6.5 and 7 could not replicate with non-SQL databases. Microsoft replication (Access to Access) failed completely in production and in this vacuum the department had to develop its own database agnostic replication mechanism.

The strategy has been effective, but our environmental needs are changing significantly now. Wireless connectivity is becoming an increasing priority and near real-time data sharing initiatives that rely on a wireless delivery capability (such as LSJ-I, RAIN and LInX) are becoming more prevalent and strategically vital. Our heightened public safety and homeland security needs depend on our ability to collect and provide timely and accurate information to our field officers.

The current seven-year-old architecture is no longer supported by the vendor and is also becoming increasingly unstable. MS Access utilizes ‘shared library files’ with other applications which it does not control. If a software upgrade, or security patch, replaces one of these files with a less than totally compatible version, our applications may demonstrate erratic behavior or fail outright. This scenario occurs more and more frequently. The impact on support is growing steadily.

Agility: Systems neither integrated nor loosely coupled.

IRIS and TESS are completely separate systems, running on separate servers. TESS has hard-coded links to IRIS, but those links are not 100% reliable. Our ‘latent’ environment also complicates the integration of these two systems.

Evidence collected by deputies in the field is first entered into the IRIS database residing on the laptop. While TESS frequently queries the central IRIS data server for new evidence items, it is not aware that items have been collected until the deputy returns to his assigned precinct, connects his laptop to the network, and synchronizes. This latency period – the delay between when the information is entered in the field and when it is available on our central server – can extend for hours and in some instances (such as vacations or illness) even for days and/or weeks.

This latency also impacts case management, overtime management, and data sharing initiatives. The LSJ-I automated booking and referral process will likely be complicated by this latent environment as well.

Wireless: Not designed for wireless operation.

IRIS was developed to exploit its original environment. Wireless connectivity was not a reality at KCSO in 1997 and is still a priority goal seven years later. Without it, each mobile officer required his or her own copy of the data. Scalability was not a priority nor was it relevant. Since everyone had their own data, it didn’t make sense to limit query results to reduce traffic that didn’t exist.

The technology hadn’t matured well in that area either. Access databases in 1997 did not support triggers or stored procedures internally. It was not even technically possible to develop IRIS for server-side processing since it primarily required being connected to a mobile Access database.

Web: Not web and/or XML enabled.


Since wireless was not an option in 1997, IRIS could not have been developed as a web application. Also, native XML support was not available until much later. SQL Server first introduced XML support in 2000 and Access did the same in 2003.

Security: Do not support integrated security or ‘single sign on.’

As Access 97 applications, IRIS and TESS do not utilize active directory or domain security. Instead, each uses an application-specific workgroup or security file to control access and administer rights. This division, between application and network security, causes redundancy and operational complications.

Scalability: Designed for disconnected mobile users.

As discussed, IRIS was of necessity optimized for single-user operation. While this design has served the department, it does not scale well, and will not interact effectively with wireless. Unrestricted queries will significantly impact performance over a narrow bandwidth. Also, the client-side processing model in IRIS will impact performance even more.

Complex queries, utilizing large table joins, may literally take an hour or more to process wirelessly. This is because it could require the transfer of huge volumes of data to be evaluated locally on the laptop. During that time, SQL Server may generate cascading table locks that would seriously impact other users and could block them out entirely. For example, a media report in IRIS takes 15 seconds to generate when connected to local data. If connected to SQL Server, that same report takes over 15-20 minutes with a 100Mb network connection. Most reports compare much more favorably, but this example is not unique.

Operational impact: Keeps officers out of field 60+ minutes per day.

Current IRIS design requires that mobile officers travel daily to their assigned precincts to synchronize their databases with the central server. Although the actual synchronization event (with tabular data, bulletins, maps, mug shots, templates, training materials, etc.) may only take 10 minutes to complete, the entire process – including travel and connection time – may keep the officer “out of service” for an hour or more per day.

The impact estimate above is based on the availability of a fast network link. In locations where only DSL or dialup connections are available, the net time requirement easily doubles. On the other hand, replacing IRIS with a wireless solution could eliminate the synchronization requirement, providing significant and immediate productivity gains for our forces. As a result, communities throughout King County would benefit by increased availability of law enforcement.

Description of Outcomes expected Two products will be produced at the conclusion of the consultant study; 1) a formal needs assessment, and 2) a market and alternatives analysis tailored both to the needs assessment content and other established criteria. Although a formal RFP process will still be required, should a commercial solution be sought in a subsequent project (in 2006 or beyond), the industry will still be evaluated as to their current ability to satisfy the stated needs of the department and our integration and sharing partners, and against a set of standardized criteria, such as:

Strategic compliance: How well the option supports the strategic IT roadmap and assessments Functionality: How well option preserves critical application functionality Performance and stability: How option affects performance and stability for all users Transition and training: How gracefully option can be phased in and out Personal productivity: The level of demands the solution places on user activity Cost and schedule: How well option supports implementation goals and budgets Internal support: How efficiently internal staff can be trained to provide support

Existing Project StatusNot applicable. This is a new project.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project will be to identify options for replacing multiple existing systems, IRIS (criminal activity RMS) and TESS (evidence management). The more tangible benefits will not be realized until the study is completed and an actual replacement RMS is obtained and implemented. Replacing our existing records management and evidence tracking systems complies with the following King County technology strategies:


A1 Aligns with department business and technology plans – This project is a key element in KCSO’s strategic technology roadmap. It also aligns with the county’s strategic plan for technology.

A7 Value to the public – A wireless replacement RMS will keep officers in the field and out of the precincts. Reducing information latency will also support the public in data integration efforts such as the automated booking and referral project.

B2 Eliminates the reliance on expensive outsourced resources or non-supported technology – New system will replace seven year old technology with newer, more responsive and extensible technology.

B7 Substantially improves the delivery of services – Wireless system will provide mobile officers with access to all IRIS data, not just last year’s activity. Also supports real-time data collection for regional sharing projects and information management.

C1 Improves “ease of use” for end-users – A wireless system will simplify environment for users. They will not have to replace data files periodically or manage upgrades. In addition, it will also eliminate the need for wide-spread data replication.

C2 Improves security and reliability – A new system will support integrated security with Active Directory. It should not be required to manage application security separately.

C3 Improves system performance – The new system will limit query results and will support stored procedures, triggers, and server-side processing. The resulting system will not only provide improved performance over narrow bandwidth, but will also scale much more cleanly.

C5 Minimizes or simplifies technical support/maintenance – A newer system will not require the amount of automation implemented to keep IRIS running today. In addition, an off-the-shelf solution will not require internal development capability.

C7 Replaces costly legacy systems – A new system will replace our unique legacy applications that must be internally developed and supported.

D5 Lowers non-IT operation costs – Cost associated with the deputies traveling daily to the precincts to exchange information and retrieve upgrades will be significantly reduced by an application that exploits wireless connectivity. At a sample burdened rate of $70/hr, the weekly impact of eliminating the replication requirement could approach $340K in improved officer productivity.

D7 Reduces overtime and/or temporary labor costs – Keeping our current IRIS suite operational is a technical challenge and can be one of the primary causes for evening and weekend callouts for support. Simplifying the environment by implementing a solution that does not require individual database replication could favorably reduce the amount of technical support required off prime shift.

Department Technology Plan and Business Plan alignment:Technology Plan References:The KCSO strategic plan for information technology states that information sharing and integration are key to the effective execution of our agency’s mission. It goes on to add that integrated IT products are also vital to our operation.

“In support of its technology strategy, the leadership of KCSO has crafted a deployment plan consisting of the following tier-1 technology initiatives”

1. Crime Information Management Portal2. Workflow Management Portal3. Employee Management Portal4. Community-Oriented Information Portal

This technology project addresses the first of these priorities; crime information management portal.

Business Plan References:One of the core business measures addressed in the 2004 KCSO Business Plan Update is that of Technology Development. Specifically, the plan states:

“Use and develop technology for investigating crimes, tracking crime information, and improving business systems so that we better utilize information for addressing crime and serving citizens.”


This project will assist in improving crimes and business systems operations as identified in the next section.

Performance Measures:This is a request to conduct a needs assessment and market and alternatives analysis. While performance will not be impacted at this stage, we will have the information needed to move ahead with procurement activity in the following year(s). Deploying a new RMS will provide the following performance measures:

Improved performance and scalability – The new system will be designed for wireless use. It will not be subject to the conditions in our current RMS solution identified earlier.

More complete information to field personnel – Our current solution limits field personnel to 12 months of criminal activity. The new system, utilizing wireless carrier, will provide authorized users with access to the complete data set. More available information will improve officer and public safety.

Reduced maintenance impact – The replacement RMS will not require officers to return to their precincts daily to submit reports and exchange information.

Integrated security Improvements for county and regional information sharing – The integrated security and enhanced

performance and scalability of the eventual replacement will provide measurable benefits for our integration and sharing partners. For example, the latency period associated with disconnected users and the replication process would be eliminated. As soon as an event report is submitted it would then be available to the LSJ Integration program for automated bookings, etc.

Supplemental materials available upon request:Positioning IRIS for Wireless Operation


CIO Review: Direction and conditions2005 PRB: Consultant scope of work should include Alternatives Analysis which should be provided to the PRB and a briefing on how replacement of IRIS relates to wireless planning.


KCSO: Payroll Online Enhancements Overtime

Fund # / Dept #: 3771Project # (if applicable): 377159 (new)Project Timeline: January 2005 – December 2005Sponsor: Charlotte DazellContact: J.E. Hilmar 205-7922Total Budget Impact: $41,580

Description of Project:This project would help establish an electronic connection from the KCSO’s overtime processing system and King County’s POL/MSA central payroll system. This is an important component of the KCSO’s Payroll Improvement Project (PIP).


A lawsuit regarding timely payments of overtime was settled last year. The KCSO has committed to improving payroll operations, paying particular attention to components of the payroll process that involve overtime pay.

The results of this project will help: meet a legal or regulatory mandate (lawsuit settlement) improve current business practices

and may: help mitigate potential future litigation

This project would utilize ITS programming expertise and KCSO programming/management expertise to accomplish the work.

This request is for approximately 4 analyst months. Total cost is $41,580 (based on 2004 rates of $10,395 per analyst month).

Description of Outcomes expected This project could result in business process improvements. This may include faster processing of overtime and a quicker turnaround from the time the overtime was worked to the time an employee is compensated for that overtime.

This project could potentially extend/expand the useful life of two systems (Payroll Online and KCSO’s IRIS-based overtime module) whose platforms are becoming dated.

Existing Project StatusNot applicable


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:The project fits within the investment criteria of the King County Strategic Technology Plan by utilizing the skills/expertise of two King County agencies: KCSO and ITS. This project could help achieve cost effective compliance with a legal mandate (overtime-related lawsuit) as well as the requirements of the Fair Labor Standards Act

Department Technology Plan and Business Plan alignment:Technology Plan References:The Payroll Improvement Project is part of the KCSO’s technology plan. A major goal is providing quality services to our employees in the most efficient and cost effective manner.

The project could help achieve cost effective compliance with a legal mandate (overtime-related lawsuit) as well as meeting the requirements of the Fair Labor Standards Act.

Business Plan References:The Payroll Improvement Project is part of the KCSO’s business plan. A major goal is providing quality services to our employees in the most efficient and cost effective manner. This also involves workflow management and employee management.




CIO Review: Direction and conditions2005 PRB: Prior to spending, a report from DES-Finance PIP project should be provided to the PRB with issues/concerns, if any, for PRB action on direction to proceed with work.


KCSO: Payroll Unit Business Practices Review

Fund # / Dept #: 3771Project # (if applicable): 377158 (new)Project Timeline: January 2005 – December 2005Sponsor: Charlotte DazellContact: J.E. Hilmar 205-7922Total Budget Impact: $65,000


This is an important component of the KCSO’s Payroll Improvement Project. The goal of the KCSO Payroll Improvement Project is to improve the efficiency and effectiveness of the payroll process. A concomitant goal is the reduction of the long-term risks of litigation.

The business practices review will document/identify current (and future/desired) business practices in the KCSO payroll unit via a ‘systems analysis’ approach. Currently, the methods for processing time and attendance for KCSO employees is quite manual and labor-intensive. This involves processing of overtime events, changes in premium pays, recording of attendance events and coding of labor distribution. This review will be a critical examination of the current functions/processes of the unit and will aid in identifying potential changes/improvements to those practices.

This request is for $65,000.

Description of Outcomes expected This review will aid in identifying potential changes/improvements to current Payroll Unit practices. In addition, the information compiled will be used to identify possible software applications that support the current and future needs/practices of the Payroll Unit including a time and attendance system. Should a decision be made to pursue a software package, this process will be vital to conducting vendor research, writing an RFP and establishing a procurement process.

Existing Project StatusNot applicable


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project is part of the KCSO’s business and technology plan. A major goal is providing quality services to our employees in the most efficient and cost effective manner. The project fits within the investment criteria of the King County Strategic Technology Plan by:

streamlining business operations potentially achieving direct cost savings over the cost of current operations helping to achieve cost effective compliance with a legal mandate (overtime related lawsuit) as well as the

requirements of the Fair Labor Standards Act


Department Technology Plan and Business Plan alignment : Technology Plan References:

A major goal of the KCSO technology plan is providing quality services to our employees in the most efficient and cost effective manner. This involves workflow management and employee management.

This project will address this commitment to providing quality services by: meeting legal mandates streamlining KCSO business operations providing better service to KCSO employees

Business Plan References:A major goal of the KCSO business plan is providing quality services to our employees in the most efficient and cost effective manner. This involves workflow management and employee management.

This project will address this commitment to providing quality services by:

meeting legal mandates streamlining KCSO business operations providing better service to KCSO employees



CIO Review: Direction and conditions2005 PRB: Prior to spending, a report from DES-Finance PIP project should be provided to the PRB with issues/concerns, if any, for PRB action on direction to proceed with work.


KCSO: Wireless Deployment Project

Fund # / Dept #: 3771Project # (if applicable): 377164 (new)Project Timeline: January 2005 – December 2005Sponsor: Charlotte DazellContact: Diana Landry 205-7194Total Budget Impact: $250,000

Description of Project:The King County Sheriff’s Office currently has no method for transmitting or receiving critical law enforcement data in the field. The absence of access to this information congests radio communications, reduces the number of hours Officers spend on the streets, and risks Officer safety.


Introducing wireless data access to our field units is key to the realization of much of the KCSO's strategic objectives. The implementation of an effective wireless system will provide Officers with remote synchronization to our RMS so that they have immediate access to the most current criminal and event information. It will additionally enable officers to run their own names and plates and take advantage of LSJI initiatives. This would provide the Officers with immediate, self-directed access to the information necessary to make strong and effective decisions when dealing with criminals, improving both public and Officer safety.

Such technology will enhance our ability to reduce crime and increase security in our communities. Increased service will be produced by the additional hours spent on the street by Officers who are released from traveling to the precinct at the end of each shift to update their information (in some cases returning to the precinct can take as long as 2 hours). Additional time savings will be realized by Officers and Dispatchers alike as Officers are enabled to directly access person and vehicle related criminal checks.The first critical step toward achieving this goal is to make a comprehensive study of available wireless technologies, develop an RFP, and perform a pilot test to ensure the implementation of the most efficient, cost effective, and reliable solution available. This project would hire contracted assistance to accomplish these goals.

Description of Outcomes expected This project would pursue the identification and development of an RFP for a comprehensive wireless data solution that adheres to the technology standards established by King County.

This project begins the process for KCSO to implement a comprehensive wireless data solution, which should provide the following benefits:

Currently each Officer spends between 30 minutes and 2 hours to return to the precinct to update and synchronize their information and check email. With a wireless data solution this time can be spent in the field providing critical police services to the citizens of King County.

Information collected by Officers would be shared most expediently with KCSO’s information sharing project partners, improving Officer Safety and law enforcement efficiency for all participating agencies.

Information available through our information sharing projects would be available to our Officers in the field, improving Officer safety and enforcement efficiency for KCSO and our contract cities.

Existing Project StatusThis request would not add funding to an existing project.However, without this project KCSO will be forced to pursue and implement a less comprehensively evaluated solution which may be less effective and/or more costly.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project would improve all critical applications currently used by Officers by making those applications available in the field.

This project would serve the Law, Safety, and Justice integration priority from the King County Strategic Technology Plan. LSJI information would be available to and input from Officers in the field.

Department Technology Plan and Business Plan alignment:Technology Plan References:This project serves the following KCSO priorities identified in the KCSO Technology Strategy and Roadmap: Law, Safety, and Justice Information Sharing Mobile Data Computing Police Officer Portal Electronic Crime / Incident Reporting System

Business Plan References:This project is specifically supported by KCSO’s business plan as follows:


Research feasibility and funding sources for and work towards initiating a reliable, cost effective wireless data communication system.

Performance Measures:This project supports eight separate KCSO business plan priorities, including: Reducing crime and the fear of crime Provide high quality, cost effective, and accountable services to the citizens served by KCSO Use process improvement tools to positively impact police response times and other important policing services Targets the use of technology towards minimizing work processes to achieve efficiency with maximum results Offer the ability to measure and document crime and disorder problems in the community before and after an

enforcement Optimize decision making and job performance Preserve face to face contact with significant crime victims, customers, and colleagues Assist in maintaining all of our current contract customers

Supplemental Materials available upon request:Wireless Deployment Project Scope of Work


CIO Review: Direction and conditions2005 PRB: Up to $50k may be spent to develop business case which should be provided to the PRB prior to spending remainder of budget.


Office of Information Resource Management

OIRM: Countywide Strategic Technology Plan Update for 2006 to 2008

Fund # / Dept #: 3771Project # (if applicable): 377147 (new)Project Timeline: July 2004 – August 2005Sponsor: David MartinezContact: Jim Keller 205-9231Total Budget Impact: $75,000

Description of Project:This project will update the 2003 – 2005 Countywide Strategic Technology Plan, providing a revised plan for the period from 2006 to 2008. This update will provide a vision, goals, guiding principles, and strategies for managing and improving IT countywide.

Business Need (Mandate)The enabling code for the Office of Information Resource Management requires OIRM to develop a Strategic Technology Plan.

KCC 2.16.0757


The office of information resource management shall include an information technology strategic planning office (“strategic planning office”). The strategic planning office shall report directly to the chief information officer. The strategic planning office shall:

A. Produce an information technology strategic plan with annual updates for annual council approval.

Approach Identify areas to update and additions to the plan

o Review the 2003-2005 strategic technology plan and identify the areas to cover.o Identify new areas to include in the strategic technology plano Develop a report of areas to cover in the updateo Review report with governance and collect feedbacko Finalize the report of areas to cover

Develop outline for the update to the strategic plano Identify the format for the updateo Identify the contents and elements

Develop work plano Identify tasks and resourceso Schedule activities and resources, including agencies and governanceo Review work plan with governance and revise work plan

Develop the update to the plano Write each sectiono Combine into a draft plano Governance review and feedbacko Revise and finalize

Description of Outcomes expected An updated strategic technology plan will be adopted for use countywide to guide the county’s investments in technology, and to support the business needs of the agencies.

Existing Project StatusThis project will begin in 2004 using in-house county staff. The approved budget will be used to hire outside resources to review county staff deliverables, provide external input, validate assumptions and recommendations, edit and proof deliverables, and provide findings and recommendations.

Internal county resources do not have the expertise, resources, or the external detachment, to be able to do the work required. Without the 2005 funding, the update to the strategic technology plan cannot be completed as mandated by King County Code.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project will produce the countywide Strategic Technology Plan.


Business Plan References:This project supports the Office of Information Resource Management (OIRM) 2005 Business Plan, and is fundamental to one of the three core businesses in OIRM:

Strategic Technology Planning - The purpose of this core business is to develop a countywide strategic technology plan to guide technology investment [including annual updates], to facilitate agency understanding and acceptance of the strategic directions, and to support coordination of county information technology resources in alignment with the county’s business goals.



Budget Details – New ProjectPartial transition fund transfer from CX 10 and OIRM Capital rates to OIRM Capital fund 3771, project #377147.



OIRM: Information Security & Privacy Program

Fund # / Dept #: OIRMProject # (if applicable): 337110, 377121Project Timeline: March 2003 – December 2005Sponsor: David MartinezContact: Gary Lemenager/Sharon Glein 205-9232Total Budget Impact: $724,291 ($503,940 Project; $220,351 Operating)

Description of Project:This additional scope of work for 2005 will provide a complete foundation from which the security and privacy organization can begin its operational work. In 2004, the program’s work is focused on enabling county agencies to react to security and privacy vulnerabilities and incidents and to begin shifting towards managing information security and privacy as a process. In 2005, the program’s work will continue to build the foundation for agencies to fully manage their information security and privacy and to become more proactive in their approach through a risk management process. The goal is to have information security and privacy permeate every aspect of information technology: its use, its support, its development, its policies, its governance. The additional scope of work is:1. Develop a risk management framework with a security and privacy certification and audit process, and provide

agency training in the framework and process, and its implementation2. Oversee implementation of personnel security and privacy policies related to Human Resources job

descriptions, new hires, employee terminations, and Procurement contracts and agreements. 3. Research, pilot, select, and implement one or more tools to support information privacy.4. Transition to a countywide security and privacy organization, including on-going training and policy

development.

This additional scope of work will use a mix of resources including existing IS&P program team members and agency staff (IT, HR, security and privacy, procurement, PAO). Consultant assistance may be needed by agencies to implement the security and privacy certification and audit process.

Description of Outcomes expected There will be a number of business outcomes from this additional scope of work that will have a direct impact on the security and privacy of information technology at the county: Personnel security and privacy policies will be implemented, including changes to job descriptions that include

security and privacy roles and responsibilities, a process for managing (including granting, removing and changing) system privileges and authorizations for newly hired employees and new consultants/contractors terminating employees and consultants/contractors whose work is ending, and employees changing jobs within the county.

Risk management process will be developed by the Information Security and Privacy (IS&P) program and implemented by agency staff. This process will include an audit and certification process for county systems to


identify and correct application and system security and privacy weaknesses. As a result, Agency management will know the information security and privacy risk posture of their agency and the risk implications of their decisions related to information technology.

One or more privacy tools will be selected by the IS&P program and implemented for agency use, and agency staff will be trained in the use of these products.

The information technology security and privacy officer position and Information Security & Privacy Office within OIRM will be established and work that the IS&P program has been doing will be transitioned to this new office. In 2005, the information technology security and privacy officer will continue work with technology governance on security and privacy policies and issues, and will report to the CIO. During 2005, plans will be finalized for the future placement of this position in King County’s organization. See OIRM’s 2005 Business Plan for additional information about the new operating position and the 2005 transition year.

Existing Project StatusThis request is for an additional scope of work for the Information Security and Privacy program. This work will continue the Implementation phase of this program with the four initiatives described above.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:Information Security and Privacy is one of five strategic priorities identified in the Strategic Technology Plan (2003-2005). The additional scope of work for this program will (1) actualize employees’ roles for information security and privacy by overseeing implementation of adopted personnel security and privacy policies, (2) provide training in risk management, system security and privacy certification and audit, and privacy tools, and (3) provide additional improvements in managing security and privacy through the risk management framework along with security and privacy certification and audit, the implementation of personnel security and privacy policies, and the implementation of privacy tools.

This additional scope of work does not replace existing systems or technology applications.

Department Technology Plan and Business Plan alignment:Technology Plan References: The additional scope of work approved by the Information & Security program continues the work begun in 2003 to understand King County information security and privacy weaknesses and lay the foundation to begin actively managing information security and privacy. This work benefits all projects identified in the County’s Technology Business Plan and supports the IT operations of all county services. It does this by laying a single, cohesive foundation countywide rather than each county project and IT operational group having to address these deficiencies independently and redundantly for their own purposes.

Business Plan References:The IS&P Program directly aligns with one of the core business functions of OIRM, Security & Privacy. The purpose of this core business is to provide countywide leadership to technology governance for directing technology policies, processes and people towards a sound, comprehensive, coordinated approach to information security and privacy in King County.

Performance Measures:At the conclusion of the information security and privacy program, the following are expected:

Known critical security and privacy deficiencies are fixed. Steps are taken to establish a security organization, beginning with establishing the chief security and

privacy officer. Countywide policies, standards, and guidelines are implemented by agencies. Information security and privacy awareness training is available to all employees. Security vulnerability tools are deployed and in use by agency staff.


Budget Details – Existing ProjectPartial transition fund transfer from CX 10 and OIRM Capital rates to OIRM Capital fund 3771, project #377121.

2004 Adopted Budget: $1,420,000Prior Year Appropriations (#377110): $381,887



OIRM: IT Project Management

Fund # / Dept #: 3771Project # (if applicable): 377122Project Timeline: January 2004 – December 2005Sponsor: David MartinezContact: Jim Keller 205-9231Total Budget Impact: $85,000

Description of Project:The County has a wide variety of IT Project management tools and practices and staff assigned to project manager duties often are not experienced and have few resources from which to begin their work. This project will develop and implement a policy framework, a certification program and a standard methodology to support the management of the County’s IT programs/projects.

This project will assess what is currently in place at the County and review successful efforts at other governments in the area to take the best of what exists and develop a customized and comprehensive methodology for the County and provide training for county IT project managers and IT governance.

Description of Outcomes expected To develop and implement a policy framework for IT program and project management, including specifying

roles, responsibilities and thresholds for requiring project manager certification. To establish a project management certification program and provide training. To develop and implement a standard program and project management methodology. To develop and implement a standard training program for project oversight governance members, i.e.,

Executive sponsors and Steering Committee members

Existing Project StatusThis project 377122 is beginning in July 2004.

This project supports OIRM’s mandate in K.C.C 2.16.0755, which states:The duties of the CIO also shall include the following:

8. Establishing a standard process for information technology project management, …


This budget request will fund training of county project managers in using a standard project management methodology. This supports the mandate to the CIO in county ordinance, and improves the ability of county project managers to follow standard practices and should improve project results.

If not funded, the project would have developed a standard project management methodology, but project managers would not be trained in the standard practices, therefore greatly reducing any benefits from the program.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project is the county’s approach for addressing Strategy D3 of the county’s strategic technology plan (Establish a comprehensive project management methodology).


This is a countywide initiative and not part of any one agency technology plan.


This project supports the Office of Information Resource Management (OIRM) 2005 Business Plan, and is fundamental to one of the three core businesses in OIRM:

Project Management - The purpose of this core business is to promote information technology project management best practices and improve on information technology project success rates. The office will support the Project Review Board’s countywide oversight of information technology projects and will provide project management for countywide information technology projects to ensure coordination of resources from multiple agencies.

Within the core business of Project Management, this project more specifically supports OIRM’s Project Management for Countywide IT Projects Program, as identified in OIRM’s 2005 Business Plan, with the following stated purpose:

Managing large capital information technology projects that coordinate countywide resources to achieve objectives directed by the Executive and approved by the County Council. Developing and deploying a standard project management methodology will promote project management discipline to provide for consistency and efficiencies.


Budget Details – Existing ProjectPartial transition fund transfer from CX 10 and OIRM Capital rates to OIRM Capital fund 3771, project #377122.


CIO Review: Direction and conditions2005 PRB: At first funding release, provide a list of alternatives that will be explored during implementation.



OIRM: LSJ Integration Program

Fund # / Dept #: 3771Project # (if applicable): 377108Project Timeline: October 2001 – February 2006Sponsor: Norm Maleng and Ron SimsContact: Trever Esko 205-9127Total Budget Impact: $2,218,635

Description of Project:Implement integration "middleware" and deploy it incrementally to facilitate the sharing of data between agencies that comprise the criminal justice process. See the LSJ Strategic Integration Plan dated July 11, 2002.

Description of Outcomes expected Business outcomes: Reduce redundant data entry and redundant data management; Improve access to information by decision makers during the criminal justice process.

Technical outcomes: Implement integration "middleware" including the tools and operations required to share data between disparate data systems; Perform multiple iterative projects to deploy middleware to address specific data exchanges.

Existing Project StatusThis request will add additional funding to the existing appropriation, consistent with the "Alternative Strategy and Approach" dated November 5, 2002, and approved by the King County Council.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This program directly addresses Strategy C8 (Design and implement a common architecture to integrate workflow between Law, Safety and Justice agencies), and also aligns to Strategy C3 (Standardize County technical approach for application integration).

Department Technology Plan and Business Plan alignment:Technology Plan References:This is a multi-agency program involving data sharing opportunities for the Department of Adult and Juvenile Detention, Department of Judicial Administration, District Court, King County Sheriff's Office, Office of the Public Defender, Prosecuting Attorney's Office, and Superior Court. This project supports both the operational and technical strategies for these agencies.

Business Plan References:This program aligns to the LSJ Strategic Integration Plan (dated July 11, 2002), and the LSJ Integration Program Alternatives Strategy and Approach (dated November 5, 2002), as adopted by motion by the King County Council on April 7, 2003.

Performance Measures: By the conclusion of the LSJ-I Program, King County will have implemented a series of projects that improve the overall management and use of information throughout the criminal justice operations of the county. These improvements will primarily involve the method in which data is shared between and among agencies, and will result in operational efficiencies. Specifically, the sub-projects will improve the following criminal justice functions:

• Field-based suspect information access• Suspect warrant matching• Jail intake and booking operations• Jail population housing and program management


• Felony case referrals to the Prosecutor• Streamlined case disposition dissemination• Constituent access to public jail information• Constituent access to public criminal court records

Budget Details – Existing ProjectPartial Double budget with operating fund transfer;Operating fund CX 10 and LLEBG Grant to OIRM Capital fund 3771, project #377108.

2004 Project Expenditure Appropriation: $2,200,0002003 Project Expenditure Appropriation: $1,700,000Prior Year Appropriations: $633,475

In adopting the 2003 appropriation for this project in the Q1-2003 Omnibus ordinance #14603, the county council provided $3.2 million in revenue-backing and $1.7 million in spending authority in the OIRM capital fund project. In adopting the 2004 appropriation for this project, the county council provided $1.96 million in revenue-backing and $2.2 million in spending authority in the OIRM capital fund project.



Public Health

DPH: HIPAA Compliance

Fund # / Dept #: 3771Project # (if applicable): 377154 (new)Project Timeline: January 2004 – December 2005Sponsor: Dorothy TeeterContact: Kristi Korolak 296-4776Total Budget Impact: $777,513

Description of Project:This project supports Public Health-Seattle & King County’s compliance with the Health Insurance Portability and Accountability Act (HIPAA). Under HIPAA, administrative simplification provisions intend to streamline the health care system through standardized electronic data and to protect the confidentiality of personal health information. The health care industry, which includes the services that Public Health-Seattle & King County provides, must comply with HIPAA. The HIPAA regulations impose extensive requirements on every area within healthcare. It governs the use, transmission, maintenance, security and privacy of health care information. Public Health and other covered entities will need to be in compliance with the HIPAA Security Rule by the regulation deadline of April 21, 2005.

In 2005 Public Health will be continuing its work to comply with the HIPAA Security Rule. Once in compliance, existing operations will maintain compliance. HIPAA compliance is enforced by the Office of Civil Rights (Civil) and Department of Justice (Criminal) for Privacy, and The Center for Medicare and Medicaid Services for Transactions and Codes Sets, and Security. Public Health is continuing to meet its compliance goals and is


requesting additional staffing and funding for to gain compliance with the HIPAA Security Rule by April 21, 2005. As with any new law, industry standards are developed and change along with the interpretation, audits, sanctions, and legal findings under the regulations. Public Health, along with the rest of the health care industry will need to have direct focus on compliance activities for the next few years to manage compliance with the industry standard, as well as the law. These compliance activities include one-time costs in order to bring Public Health systems, policies and procedures into compliance.

Description of Outcomes expected In 2005, Public Health is proposing one-time expenses to o comply with the HIPAA Security Rule. The HIPAA Security Rule (4/21/2005) has very specific implementation standards for technical, physical and administrative safeguards for electronic Protected Heath Information (ePHI). Given the nature of the very sensitive health information collected by Public Heath (communicable disease, HIV/AIDS, Sexually Transmitted Diseases, Family Planning etc), and the detailed implementation specifications under the Security Rule, Public Health would be at great risk if they did not implement specifications under the Security Rule. The majority of one-time funds are to update the physical and technical infrastructure at Public Health, all of which is mandated for covered entities under the Security Rule. The 2005 budget includes project staff and technical infrastructure improvements, such as:

Implementing an enterprise wide Security Program to address technical, administrative and physical safeguards. This includes reviewing and modifying current security practices and developing policies and procedures to support good Security practice.

Developing program responsibilities and services to ensure that staff are trained and audits are performed to ensure compliance with the policies and procedures

Improving technical infrastructure, which includes updating operating systems, enhancing security at the desktop, and conducting analysis of network segmentation and/or encryption.

Developing system and data management systems access controls, and tools to support necessary and appropriate access to systems with ePHI.

Developing disaster recovery/emergency mode operations plans to ensure business continuity in the event of a disaster.

All of these mandates are required in order to increase the privacy and security of ePHI.

Existing Project StatusThis project will not add funding to an additional project.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project supports and meets virtually all the strategies outlined in the Strategic Plan. Specifically, S strategy C Information Technology Standards; Strategy D Access to information & Services; Strategy E Business Process Improvement; Strategy F Privacy and Security are all met with this project.

In addition the following Strategic Investment Criteria are met with this project:

Provide technology to meet federal and state mandatesPublic Health is required by federal law to comply with the provisions of HIPAA. Major components of that law require PH to ensure patient health information is secure, access is limited to authorized personnel, and that audit logs are available as evidence of access. Public Health will utilize the appropriate technology to meet compliance with HIPAA.

Provide for critical and essential health or life-saving services to citizensPublic Health provides medical and emergency medical services to the citizens of King County through it’s network of medical clinics, Medic One emergency services and direct medical care provided at the King County Correctional Facilities. Public Health is a medical provider and must comply with the provisions outlined in HIPAA. The impact of non-compliance with HIPAA can result in severe financial penalties as well as criminal penalties. Public Health’s strategic business plan identifies providing medical care as a critical and on-going service to the citizens of King County, especially the under served population. Public Health also serves as a safety net and in some cases the only medical care solution (other than a hospital emergency room) for some segments of the County’s population.



Technology Plan References: The technology plan reference that supports this project is “providing information technology and services to the Public Health Department in order to enable the Department to achieve its business goals.” A business objective is provision of medical services to the community. Public Health must do so in accordance with numerous federal and state laws. HIPAA is one of those law which PH must comply with and does not have an option of non-compliance. The County’s and Public Health’s technical standards will be utilized to ensure technology utilized in HIPAA meets those standards.

Business Plan References:HIPAA Compliance is located within Public Health’s business plan’s Management and Business Practice line of business, HIPAA Sub line of business. Programs in this line of business are not designated Critical, Enhanced, Critical/Enhanced, or Legally Mandated. For complete information concerning program goals please turn to PH’s business plan, which is attached.

Performance Measures:The primary performance measure is compliance with the provisions outlined in HIPAA. The exact performance measures are outlined in the HIPAA rules, however some examples of those would be:

HIPAA required policies are developed and implemented PH has established a Privacy Officer PH has established a Security Officer PH has a documented Disaster Recovery Plan Protected Health Information is (both paper and electronic based) is stored in a secure manner Access to patient health information is limited to authorized personnel Access to patient health information is automatically logged and is auditable

The breakdown for labor versus non-labor costs will be finalized over the course of the next few months.

Budget Details – New ProjectDouble budget with operating fund transfer;Public Health Operating fund 1800 to OIRM Capital fund 3771, project #377154.

CIO Review: Direction and conditions2005 PRB: On or before April 21, 2005, the department director should provide a letter to the PRB confirming the department is compliant with HIPAA regulations and rules.


DPH: Jail Health Services Electronic Health Record

Fund # / Dept #: 3771/0800Project # (if applicable): 377136Project Timeline: July 2004 – June 2007Sponsor: Seattle-King County Public HealthContact: Dorothy Teeter and Bette Pine 296-4311Total Budget Impact: $1,750,000



King County is required by Federal law to ensure inmates housed in the County’s correctional facilities are provided healthcare services. Additionally, the Hammer consent decree calls for an accredited health care program for the inmates of the King County Correctional Facility (“KCCF”)

Jail Health Services (“JHS”) is a section of the Seattle King County Department of Public Health (“Public Health”) that provides health services to the inmates of the facilities managed by the Department of Adult and Juvenile Detention (”DAJD”).

JHS is staffed 24 hours a day, 365 days a year. The jail books about 53,000 arrestees each year with an average daily population of 2,400. The population is 90% male and 10% female. It serves the detained adult population for all of King County. These services are provided in two primary sites: Seattle, at the King County Correctional Facility (KCCF) and Kent, at the King County Detention Facility at the Regional Justice Center (“RJC”). The average daily population (ADP) for KCCF is 1,273 based on 2003 data. RJC ADP in 2003 was 931 but as of January 2004 has been consistently over 1,000. The average length of stay (ALOS) is 16.4 days. The National Commission on Correctional Health Care accredits both facilities.

Services are focused on urgent, emergent, and chronic care. The difficulties of providing care in a locked facility with security restricted access contributes to the uniqueness of these health services. Psychiatric and chemical dependency needs are endemic in the program challenges.

In the Spring of 2002 the County Council issued to DAJD a proviso requiring an independent assessment of the healthcare services delivered in the jails and the manner in which those services are delivered to jail inmates. Wellcon, Inc was selected to do the assessment and their findings were outlined in a report in June of 2003.

The recommendations identified by Wellcon encompassed Risk Management, Cost Containment, Best Practices, and NCCHC Accreditation Requirements. The current paper medical chart system was identified as both high risk and high cost to Public Health and the County. According to Wellcon report virtually every department and process within JHS is affected by the inefficiencies inherent in the current medical records process. A conclusion drawn in the report is that the effective implementation of an Electronic Health Record will solve many of the problems JHS currently struggles with. Additionally, JHS has no automated way of collecting operational, clinical, financial, or programmatic data on this population. JHS is unable to conduct financial profiling, access basic detainee patient information such as a count of patients by various diagnosis categories, count the number of patients who refuse care, or count the number of healthcare assessments conducted in a time period.

A major recommendation in the Wellcon report is for JHS migrate from a paper medical record to an electronic health record.

This recommendation was incorporated into JHS’ Strategic Business Plan: Positioning Ourselves for the Future. Acquiring and implementing an Electronic Health Record (“EHR”) is a cornerstone strategy within this plan and its number one priority.

During the 2004 budget process the County Council approved $2,000,000 to purchase and implement an Electronic Health Record for JHS.

Description of Outcomes expected JHS expects that as a result of implementing the EHR care and cost outcome will improve, as measured by:

1. Pertinent healthcare data readily available to health care staff in support of improved patient care. 2. Reduction in the amount of time to locate health care information resulting in more efficient use of staff

resources and improved health care decision-making.3. Improved documentation and standardized charting practices reducing the risk of errors. 4. Improved efficiency in health information management and improved compliance regulations and rules

governing the management of medical records

The EHR project involves re-engineering many JHS business processes and addressing some current areas of risk. Anticipated improvements include:

1. immediate access by providers to the medical chart; 2. elimination of a filing backup & misfiled charts;


3. reduction in risk exposure to the County and Public Health; 4. re-direction of work efforts of jail health staff; 5. elimination of multiple charts; 6. elimination of storage space currently used for paper-based medical records; 7. producing evidence of compliance with NCCHC standards for accreditation;8. cost-containment through process re-engineering;9. better continuity of care for patients as they move from JHS to Harborview and other community health care

providers

Existing Project StatusThe EHR is an existing project and this request will not add additional funding beyond the $2,000,000 allocated for the acquisition and implementation of the Electronic Health Record.

The project is in the business analysis stage. The process of hiring project staff is underway. The project is defining the requirements for contracting with a consultant with sufficient depth and breadth of expertise to support the refinement of the business requirements and the vendor selection process.


Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project supports and meets virtually all the strategies outlined in the Strategic Plan. Specifically, strategy B Information Technology as Enabling More Effective and Efficient delivery system; strategy C Information Technology Standards; strategy D Access to information & Services; strategy E Business Process Improvement; strategy F Privacy and Security are all met with this project.

In addition the following Strategic Investment Criteria are met with this project:

Provide for critical and essential health or life-saving services to citizensKing County is required by federal law to ensure healthcare services are provided to the inmates of its correctional facilities. Implementation of the Wellcon recommendations including an EHR solution results in significant cost savings while improving the quality and quantity of care provided by Public Health to the inmate population of King County.

Streamline business operations using cost-effective technology Jail health services will undergo a complete business operations re-engineering in conjunction with an EHR solution. This is based upon the use of an EHR solution to the paper based medical chart, upon which operational changes identified in the Wellcon Proviso report will be implemented.

Achieve direct cost savings over the cost of current operationsSeattle-King County jail health services are expensive and currently struggle with tremendous inefficiencies. Utilization of an EHR will JHS to significantly improve quality of care, reduce time spent in locating, reviewing, updating, and filing the paper medical chart. The physician’s time spent on manual chart notes and their ability to easily and quickly read the chart will be significantly enhanced by the use on an EHR. This all translates into higher quality of care, more patients being seen by current healthcare staff, and a reduction in human errors and misplaced/misfiled medical record charts. This also reduces the risk exposure to the County and Public Health.

Department Technology Plan and Business Plan alignment:Technology Plan References:The core business this plan supports is the Jail Health Services Division within the Public Health Department. Specifically, the technology plan reference that supports this project is “providing information technology and services to the Public Health Department in order to enable the Department to achieve its business goals.” The migration from a paper medical record chart to an electronic medical record is a critical automation need that has Department technical and business support. The County’s and Public Health’s technical standards will be utilized to ensure an EMR solution meets those standards.

Public Health’s Strategic plan encompasses efficiencies through technological improvements. The clinical operations are supported through the systems utilized including both manual and automated systems. Efficiencies gained through the replacement of manual systems with state-of-the-art automation is a integral thread Public Health


envisioned and captured in the Strategic Plan. Specific references are discussed in Business Plan Reference section of this document.

Business Plan References:Public Health – Seattle & King County’s 5-Year Public Health Strategic Plan supports Jail Health Services with its Guiding Principles for Improved Business Practice. The most relevant principle states:Streamline business approaches and processes using technology. With impetus from implementation of a new management information system and a focus on business planning, improve and standardize business policy and practices.

In addition on page 37 of the 5-year plan, when speaking about management issues, the plan states: “At the most basic level, information systems must accurately maintain customer/client records, manage the accounts receivables process, and track budget information. All information must be easily accessible for managers to make timely and accurate decisions. In the clinical setting, information-based decision making involves electronic synthesis of complete patient histories, literature review to support diagnosis and treatment decisions, and computerized systems for prompting providers and patients to ensure and measure quality in the health care setting.

The JHS’ document, Positioning Ourselves for the Future, identifies the implementation of an EHR as the cornerstone strategy of the entire JHS Strategic Business Plan. It has been identified as the number one priority. The projected sustainable cost savings, and the measurable improvement in quality that is necessary for JHS, will not be possible without the acquisition and use of cost effective technology. Ready access to clinical lab results, access to provider notes, and access to pharmacy prescription profiles are all necessary to provide cost effective care. In addition, linking this EHR with real time DAJD data indicating updated inmate location will save clinical staff time now spent in locating inmates for medication passes, treatments, clinic visits, etc. Timely coordination of care across sites will also be possible, thereby decreasing the chances of errors, avoiding duplication of service, and ensuring timely care delivery.

Performance Measures:Success measures for the EHR will be defined as the project moves through the Business Analysis phase. Measures in the areas of speed of service (providers access to charts); degree of accuracy of information in the electronic record; improved productivity; reduced cost of providing care; and improved quality-reduced errors.


2004 Appropriated Amount: $250,000

CIO Review: Direction and conditions2005 PRB: in Q1, provide a work program for 2005 and the most current cost-benefit analysis for the project.

King County Council ActionsSECTION 114 . CAPITAL IMPROVEMENT PROGRAM


Of the appropriation for CIP project 377136, jail health electronic medical records project, $1,675,000 shall not be expended or encumbered until after the council has approved by motion a business case that has been reviewed and approved by the project review board.


DPH: Public Health Contract Management System

Fund # / Dept #: 3771Project # (if applicable): 377146 (new)Project Timeline: January 2005 – December 2005Sponsor: Patty Schwendeman and Kathy UhlornContact: Patty Schwendeman and Marjory Mathews-

Hellman 296-4939Total Budget Impact: $227,410

Description of Project:Public Health has reviewed our internal contract management processes and determined the need to replace the desktop application currently used to intake contracts with a vendor supplied contract management system. The vendor supplied contract management system will allow for complete end-to-end contract management and monitoring of all Public Health contracts. Public Health manages over 1500 contracts with a financial value of over $125 million on an annual basis. Our accounts payable contracts include over $65 million worth of deliverables with community agencies, consultants, medical care providers, schools and government entities. Our accounts receivable contracts business line manages over 400 contracts with a dollar value in excess of $70 million in federal, state, local and private funding that support. These funds support over 100 programs in our public health service sites. Finally, our procurement of goods and services to support Public Health programs exceeds $23 million.

Public Health is the largest departmental provider of service contracts with community agencies, non-profits and other private and faith based organizations that help King County serve its most vulnerable citizens. Public Health is also a leader in the acquisition of federal, state and private dollars to support community programs. These dollars, however, come with clear expectations around administrative reporting, compliance and financial management. As such, to effectively and efficiently manage both the volume of our contracting business line and meet the regulatory requirements imposed by our diverse funding sources, a contemporary technology solution is essential.

Public Health plans to procure a web-based contract and performance management system for PH enterprise implementation. We will be converting our current manual processes and access database to an electronic end to end contract management system. This project is fully supported by Public Health leadership.

Description of Outcomes expected The strategic, business and technology adds and outcomes for this implementation include: Improved (faster) contract turn around time A completely transparent workflow that is accessible to all users; immediate status reporting A single system that allows users to create, negotiate, manage and monitor all contract products Electronic approvals, inter and intra departmentally, that reduce contract processing time Designed performance based contract monitoring features that provide real time status reports on contract

deliverables and invoicing Automatic alerts and notifications for required contract tasks Ability for users and stakeholders to craft management and enterprise reports to analyze financial commitments,

monitor individual and aggregate contract performance and assess contracting alignment with divisional and departmental business plan.

Faster access by community partner agencies to contract funds Efficient use of staff time and potential re-alignment of current contract centric staff to other administrative

functions Streamlined business operations using cost effective technology




Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project supports and meets numerous strategies outlined in the Strategic Plan. Specifically, Strategy B Information Technology as Enabling More Effective and Efficient delivery system; Strategy C Information Technology Standards; Strategy D Access to information & Services; Strategy E Business Process Improvement.

This project also meets the strategic investment criteria in several ways. The strategic, infrastructure and operational investments this project directly aligns with are:

Aligns with Public Health’s and King County’s Strategic Plans Provides for critical and essential health services Steam lines business operations using cost effective technology Prevents disruption to business operations Replaces a defective contract intake process and automates the entire contract management process

Public Health conducted an extensive analysis of the options available for contract management solutions which supported Public Health’s business needs and the County’s Strategic Plan. The analysis identified the best solution was to purchase an industry standard software solution for contract management. This system does comply with the county’s architecture standards for new applications.

Department Technology Plan and Business Plan alignment:Technology Plan References:From the technology perspective, it meets a number of objectives. Specifically, the project aligns and supports: (1) the architecture standards of the county and Public Health; (2) it does not require new network technologies or WAN modifications; (3) it supports the departments technology plans by utilizing a vendor procured, industry standard application for mission critical applications.

Business Plan References: The Public Health Business Plan defines the purpose of the Management and Business Practice lines of business (to include the Grant and Contracts Section) as follows:

To provide information, technical assistance, consultation, direction and support to public health employees and programs so that cost efficient, customer focused services can be delivered to the resident of King County. Specifically the plan calls out the following goals:

Manage contract effectively and efficiently Facilitate efficient procurement of services, goods and capital equipment to support Public Health services

One of the clearly identified performance outcomes in the business plan is the number of contracts completed for departmental signature within 15 working days. The procurement of the contract management software solution will allow the department to consistently meet and exceed this deliverable.

Performance Measures:Success measures for the Contract Management System will be further defined as the project begins, however the following areas have already been identified:

Decrease in contract turn around time Improved quality of contract monitoring Ability for PH users to create, negotiate, manage and monitor all contract products Improved access by community partner agencies to contract funds Utilization of a vendor procured, industry standard application Meets the architectural standards of both the department and the county Streamlines business operations using cost effective technology


Budget Details – New ProjectDouble budget with operating fund transfer;Public Health Operating fund 1800 to OIRM Capital fund 3771, project #377146.

CIO Review: Direction and conditions2005 PRB: Prior to spending, provide an updated cost-benefit analysis to the PRB for review and approval.


Superior Court

KCSC: Juvenile Court Order Electronic Forms

Fund # / Dept #: 3771Project # (if applicable): 377157 (new)Project Timeline: 2005Sponsor: Paul SherfeyContact: Betty Hopper 296-9097Total Budget Impact: $41,950

Description of Project:Automating the processing of paperwork associated with case flow has been identified as a promising way to reduce on-going costs for Juvenile Operations without diminishing direct services. Currently, four staff positions handle paperwork through the process. Automation would streamline the process. New technology would be developed & integrated using contracted and internal resources. Superior Court will be working with Microsoft Consulting under a MS Pilot program to write the business analysis and project architecture. These first two phases are funded by Microsoft.

Description of Outcomes expected Replacing multi-part paper, hand written, data entered Court Order forms with electronic forms will create efficiencies. Electronic forms would communicate with the current juvenile information system, pre-populating for forms based on the courtroom schedule and charge information. Once forms are completed in the courtroom, the new information would flow back to the information system.Since it is a legal requirement that client representatives approve the documents and that each party has a signed paper version, courtroom displays and printers would be required.The change in business practice would eliminate some of the tasks that each of the four positions that currently handle paperwork perform. Successful implementation would allow Juvenile Court Operations to reconfigure the staff support in courtrooms.



Existing Technology Environment and alignment of this project with one or more strategies from the Strategic Technology Plan:This project would integrate with the current system. It would be new technology that would replace manual data entry. The system would also integrate with E-Filing.


Department Technology Plan and Business Plan alignment: Technology Plan References:Strengthen business continuity capabilities. Standardize Web-based technology used on the intranet, Internet, an extranet. Use the Internet as a primary mechanism to deliver public information and services.

Business Plan References:Core Business Functions 2 & 3. Also see "Change Dynamics" related to technology innovation.

Performance Measures:Number of cases processed vs. number of staff hours required to complete state data and form requirements.


CIO Review: Direction and conditions2005 PRB: prior to spending, provide a next-step proposal including approach details and all parties needed to implement, including DES-ITS.


KCSC: Video Conferencing

Fund # / Dept #: 3771Project # (if applicable): 377163 (new)Project Timeline: 2005Sponsor: Betty HopperContact: Steve Davis 296-9377Total Budget Impact: $65,000

Description of Project:The original proposal was to purchase 2 room and 2 personal Marconi ViPr video conferencing systems. The room systems would replace outdated equipment in the Downtown and RJC Judicial Conference Rooms. This CIP also include improvements to rooms hosting the equipment. On-going maintenance and operating costs should be approximately $4,500 less than what the court is paying for the current system.

It is expected that once the systems are operational, the court will be able to generate revenue by charging fees to outside users of the equipment. This would be a mutually beneficial arrangement. The court is consistently being asked if video conferencing services are available, as it is much less expensive for litigants to video conference with others instead of transporting them into the courthouse. User fees and an estimated demand for the system have not yet been determined. However, it is expected that as awareness of the service becomes more known in the community, demand and revenue should increase exponentially.

Since this project was originally submitted, the court received a grant of $50,000 to pay for video conferencing equipment. This request picks up the remaining costs.


Description of Outcomes expected Video conferencing is used by judges and staff to communicate between Downtown & the Regional Justice Center in Kent. The current technology does not support large groups, it causes delays in communications and causes misinformation between the judges. Additionally, the current system is not portable, thus people can only communicate from one specific room at each location.

New video conferencing equipment will result in more clear and efficient communication between Superior Court locations. In addition, the system will have the potential to generate revenue which over time should exceed the initial cost of the equipment.

Existing Project StatusThis is a new project. The total cost is estimated to be $65,000. Funds approved from the county are in addition to a grant of $50,000 that will contribute to the total cost.



Department Technology Plan and Business Plan alignment: Technology Plan References:

1. Strengthen business continuity capabilities. 2. Standardize Web-based technology used on the intranet, Internet, an extranet. 3. Use the Internet and Network technologies as a primary mechanism to deliver public information

and services.

Business Plan References:Core Business Functions 1 & 4. Also see "Change Dynamics" related to technology innovation and improved services for those who access the court. Performance Measures:There are no identified performance measures at this time.

Budget Details – IT Equipment ReplacementPartial transition fund transfer from CX 10 and grants to OIRM Capital fund 3771, project #377163.



Guiding Principles for Information Technology


Appendix A – Guiding Principles for Information TechnologyThese guiding principles provide the policy framework to promote a standard and cost effective approach to

delivering and operating information technology to achieve the goals1 of improving efficiency customer service & public access to our government risk management transparency of and accountability for decisions

1Central Review and Coordination of Information Technology

Information technology investments should be coordinated at a countywide level to leverage development efforts, reduce duplicative costs and ensure compatibility of systems.

2

Information TechnologyEnables Effective and Efficient Service Delivery

Funding approval through the technology governance structure should be based on a sound business case that documents measurable outcomes, including service delivery improvements.

When assessing new software solutions, commercial off-the-shelf software packages that adequately meet the business requirements of the county are preferable to custom developed applications. The county should determine requirements and analyze both operational and financial business cases when evaluating the alternatives of building or buying new software applications.

Information technology investments should be effectively managed and tied directly to service performance results.

Investments in legacy systems should be limited to mandated and essential changes that can demonstrate extending the useful life of the system.

3Information TechnologyStandards

Hardware, software, and methodologies for management and development should adhere to countywide standards adopted through the technology governance structure.

Hardware and software should adhere to open (vendor independent) standards to promote flexibility, inter-operability, cost effectiveness, and mitigate the risk of dependence on individual vendors, where applicable. The County will proactively define and describe these standards in RFPs and other communications with vendors.


Technical staff should be provided with appropriate training to ensure effective management of information technology resources.

4Access to Information and Services

Information and services should be provided using web-based technology with standard navigation tools and interfaces where appropriate.

A reliable and secure communication and computer infrastructure should be provided to ensure seamless self-service access to information and services.

5 Business Process Improvement

Industry best practices should be applied to optimize business processes.

When implementing commercial off-the-shelf software packages, the county should adopt and implement industry best practices, redesigning business processes as required in order to improve operations, minimize customization and speed the delivery of new business applications

Comprehensive business solutions should be developed across organizational boundaries to cover end-to-end business processes.

Data should be captured once and shared to reduce cost, duplication of effort and potential for error.

6Privacy and Security

The county should adopt and implement an effective privacy policy that articulates the manner in which it collects, uses, and protects data, and the choices offered to protect personal information within the constraints of public disclosure law.

Reasonable, cost-effective measures should be implemented to protect data, hardware and software from inappropriate or unauthorized use, alteration, loss or destruction.

Auditable security measures should be part of the initial architecture and design as information technology solutions are developed and implemented.

Appendix B – Office of Information Resource Management Website Links

1 At the September 2003 meeting, the Strategic Advisory Council provided direction to add the goal of Risk Management for categorizing those projects intended to improve security, provide legally-mandated services and basic operations support.


Throughout this report, references to the technology governance are intended to include any or all of the groups defined beginning at KCC 2.16.07582. For the reader’s convenience, links to the Office of Information Resource Management web sites that support the technology governance, including the project monitoring and phased funding release review work of the Project Review Board are provided below:

OIRM INTERNET LINK: http://www.metrokc.gov/oirm/index.htm

OIRM INTRANET LINK: http://kcweb.metrokc.gov/oirm/

OIRM – PROJECT REVIEW BOARD INTRANET LINK: http://kcweb.metrokc.gov/oirm/ProjRevBoard.htm


http://kcweb.metrokc.gov/oirm/ProjRevBoard.htm

http://kcweb.metrokc.gov/oirm/

http://www.metrokc.gov/oirm/index.htm

Appendix C - From Policy to New Technology


This is a graphical representation of the flow of information into the various tasks and reports for which the technology governance is responsible. For example, while the focus of the Technology Business Plan is on the technology investments in the Executive’s budget, it should be noted that the county agency business plans are fundamentally important to support the county in planning for and managing information technology to enable cost-effective delivery of services. The work and reports from the technology governance all build on business plans and policy direction, taking into account the current state of the county’s information technology environment.

Appendix D - Acknowledgements

IT Governance Members as of 12/31/04

Business Management Council (BMC) Technology Management Board (TMB)David Martinez -Office of Information Resource Mgmt Michael Gedeon - Adult & Juvenile DetentionRich Medved - AssessorDebora Gay - Office of Management & BudgetMarty Lindley - Community & Human ServicesPaul Gaskill – County CouncilCaroline Whalen - Dept. of Executive ServicesJim Schaber - Development & Environmental Serv.Tricia Crozier - District CourtTeresa Bailey - Judicial Administration Rod Hansen - Natural Resources & ParksKathleen Uhlorn - Public HealthDavid Ryan - Prosecuting AttorneyDenise Turner - Sheriff’s OfficePaul Sherfey - Superior CourtMary Peterson - Transportation

David Martinez-Office of Information Resource MgmtTim Longley - Adult & Juvenile DetentionHoang Nguyen - AssessorJim Walsh - Office of Management & BudgetDiep Nguyen - Community & Human ServicesPaul Gaskill - County CouncilKevin Kearns - Dept. of Executive ServicesMichael Pahl - Development & Environmental Serv.Cathy Grindle - District CourtJoe Shuster - Judicial AdministrationGary Hocking - Natural Resources & ParksFred Flickinger - Prosecuting AttorneyPatty Schwendeman - Public HealthCharlotte Dazell - Sheriff’s OfficeBetty Hopper - Superior CourtGreg Scharrer & Peggy Willis - Transportation

Project Review Board (PRB) Strategic Advisory Council (SAC)David Martinez, Chief Information Officer, OIRMSheryl Whitney, Assistant County Executive, Exec. Steve Call, Director, Office of Management & Budget Paul Tanaka, County Administrative Officer, DES

Sub-team ChairsGary Lemenager, TMB Applications & Data Sub-teamJim Keller, TMB Security Sub-teamKevin Kearns, TMB Infrastructure Sub-teamDavid Ryan, BMC Privacy Sub-teamSteve Fields, BMC Finance & Budget Sub-team,

IT Governance StaffEvelyn Wise, PRB ManagerAnne Overly, IT Governance ManagerDana Spencer, Business Development & Finance Mgr

Ron Sims, County ExecutiveDow Constantine, County Council MemberJane Hague, County Council MemberRichard Eadie, Presiding Judge Superior CourtCorinna Harn, Presiding Judge District CourtScott Noble, AssessorNorm Maleng Prosecuting AttorneyDave Reichert, King County SheriffDavid Martinez, Chief Information Officer

SAC Private/Public Sector MembersSteve Elfman - InfoSpace, Inc.Scott Boggs - Microsoft Corporation (retired)Bret Arsenault - Microsoft CorporationAmy David - IBM CorporationEnrique Godreau III - Voyager CapitalGregory Mathison, Ph.D. - Verizon Communications
