Manage

• Build a mature and effective change management Process
  • Define and Manage Change Through a Formal Change Control Process
  • Effectively Manage Change Focused on a Customer-Centric Methodology
  • Implement Change through a Formal Change Control Approval Process
  • Ensure Change is Broadly and Properly Communicated to Customers on a Regular Basis
• Create and implement Experience level agreements (XLA)
  • Develop and Implement XLAs Focused on Customer’s Needs
  • Create XLAs for All Primary Services that IT Provides to the Town
  • Utilize XLAs to Guide and Measure IT Services and their Effectiveness
  • Develop XLA Data as a Primary IT Service Key Performance Indicator
• Develop a Device Choice and Standards Program
  • Create Device Standards through Governance to Incorporate the Voice of the Customer
  • Develop a Choice Program (Mac OS or Windows) based on Customer Input and Feedback
  • Provide Customers the Platform that Enables their Creativity and Productivity Through Choice

Enhance

• Deliver and expand cloud-based solutions
  • Expand the Use of Cloud-based Solutions to Leverage Economies of Scale
  • Leverage Software-as-a-Service to Increase Agility, Productivity, and Outcomes
  • Utilize Cloud Technologies to Increase Availability and Reliability
  • Employ Cloud-based Technologies to Shift Resources from Purveying Solutions to Brokering with a focus on Customer Care
• Employ a Mobile-first strategy
  • Utilize Mobility as the Driving Force to Engage the Customer where they Reside
  • Unify the Customer Experience Through the Use of Mobile
  • Empower the Customer Experience through Anywhere, Anytime Mobile Solutions
• Provide virtual presence solutions at scale
  • Deploy Virtual Enterprise-capable Meeting Solutions Across the Enterprise
  • Support Flexible, Productive and Engaging Remote Work, Anywhere, Anytime
  • Deliver Soft-phone Capabilities to Support Virtual and Remote Office
  • Utilize Remote Support Tools to Ensure Customers Remain Effective

Strategic Partnership and Alliances

In order to be efficient and effective stewards of our resources, we need to create strategic partnerships and alliances with different organizations as business enablers.

• Create Strategic Partnerships with private sector
  • Develop Strategic Partnerships with Leading Private Sector Technology Companies
  • Leverage Private Sector Research and Development to Improve Capacity and Resources
  • Utilize Private Sector Partnerships and Solutions to Deliver Grater Economies of Scale
  • Incorporate Private Sector Innovations and Business Processes to Increase Trajectory of Outcomes
• Develop Alliances with other public Sector organizations
  • Create Alliances with Other Public Sector Organizations that have Shared Interests
  • Develop Shared Technology Practices, Solutions and Services to Decrease Costs
  • Partner to Develop Shared Standards and Like Services to Promote Regional and State-wide Outcomes
  • Collaborate on Smart City and Regional Initiatives and Consortiums to Facilitate Innovation
• Foster Workforce development Relationships
  • Work with Local Community Colleges and Universities to Create Workforce Training Programs
  • Establish Formal Internship Programs Offering Capstone IT Experiences to Students
  • Utilize Internship Partnerships to Develop New IT Talent and Create a Workforce Pipeline

Data Management

Data is an asset that can be used to help inform decision-making, improve communications, and increase collaboration and connection between teams. In order to ensure that data and evidence-based decision making are key factors in Gilbert's strategy to be the City of the Future, we need to appropriately manage access and use of our data assets. Gilbert IT's plan is to develop a modern data management strategy and architecture to support our teams.

• Establish enterprise data management governance
  • Develop an Enterprise Data Management Governance Body and Strategy Aligned with Control Objectives for Information Technologies (COBIT) Framework
• Create data management strategy
  • Establish Data Management Strategy Focused on Primary Lines of Service for the Town
  • Establish Governance with Focus on Data Availability, Usability, Consistency, Integrity, and Security
  • Engage Stakeholders to Develop Governance of People, Process and Technology to Provide
  • Consistency and Accountability of Data Management Across the Enterprise
• Develop modern data management architecture
  • Implement Data Management Architecture Allowing Access to Data where it Resides, Any Source, Any Formant
  • Develop Logical Abstraction Layer Creating Agile, Real-time Integrations and Solutions
  • Leverage Data Virtualization, AI, Machine Learning and Automation
• Deploy all-digital workflows and solutions
  • Develop On-demand Dashboards, Reporting and Insights Enabling Data-informed Decision Making
  • Implement E-Signature Solutions to Increase Productivity and Reduce Paper Consumption
  • Development Services Online Forms
  • Leverage Solarwinds ITSM to Create Digital Workflow and Forms
• Develop data inventories – internal and External
  • Establish inventory of current data sets with departments
  • Identify data owners, priorities, risks, and sources
  • Publish and update data inventories for internal and external stakeholders
• Categorize Data and make it open by default
  • Establish a data classification process that automatically includes views for each of our classifications: regulated, private, internal, and public
  • Establish automations to ensure that public views and classifications are accessible
  • Utilize documented standards to enable intergovernmental data sharing
• Establish cadence of 2 Reviewed Data Sets per Quarter
  • Establish a process that allows us to publish a minimum of 2 data sets per quarter that align with initiatives and goals
  • Document the process along with stakeholders from each department
  • Develop a data quality review process
• Develop an engagement strategy For External Data use
  • Create a process for external users (private businesses, educational institutions, and residents) to request data
  • Integrate data practices with external engagement so that external users can help review data
  • Update data prioritization processes to account for external requests

Project Prioritization

As Gilbert IT executes on its vision to become a strategic business partner to all areas of the organization, it is imperative that we prioritize resources to improve outcomes for our teams and residents and increase efficiencies in our processes and programs.

• Establish Project governance
  • Technology Steering Committee – The Technology Steering Committee will Operate as a Cross-functional Governance body representing Town stakeholders and Serve as an Advisory Council to Town Executives on the Prioritization of Projects.
• Develop formal project management Processes
  • Employ Industry Best Practices based on Project Management Institute (PMI) Standards
  • Set and Maintain Standards for Project and Portfolio Management Across the Town
  • Utilize Data and Information to Support Efficient Project Management Scorecard
  • Remediate Ad-hoc Processes with Established Project Management Methodologies and Best Practices
• Develop a formal project management office
  • Create a Formal Project Management Office
  • Employ Third-party Industry Standards, Research and Expertise to Improve Decision Making and Provide Enterprise-capable Solutions to Better Meet Business Outcomes

Cybersecurity

Modern government organizations need to be proactive when it comes to the security of their information resources. Gilbert IT is committed to developing a robust Information Security program based on National Institute of Standards and Technology (NIST) guidelines and implementing technical and operation controls and measures.

Cybersecurity Program

• Create Cyber Governance
  • Cybersecurity Committee - Cybersecurity Governance Program that involves a collective effort to provide input to ensure the necessary safeguards are in place at Gilbert. Those who are part of this team will play an essential role in creating shared ownership of protecting the Town’s key cyber assets and information.
• Develop Foundational Cyber Program Components
  • Written Information Security Program (WISP)
  • Information Response Plan (IRP)
  • Incident Response Team (IRT)
• Create Supportive Cyber Program Elements
  • Data Classification and Handling Standard
  • Privacy and Security Review Process
  • Stakeholder Training and Engagement
  • Acceptable Use Standard
  • Technology Standards to Prevent Data Loss

Cybersecurity Solutions

• CISCO UMBRELLA and cloud lock
  Cloud-delivered security suite to mitigate threats and manage and audit data
• Anti Malware Protection
  Real-time malware blocking to prevent breaches
• Anti Phishing protection
  AI-based protection to stop phishing with 99% accuracy
• Dashboard Reporting
  Executive reporting dashboard with number of threats averted and estimated cost savings
• Security Operations Center (SOC)
  SOC-as-a-Service -- 24x7x365
• Correlation of information
  Disparate cyber data and information correlated to provide information
• Real-time Alerting
  AI-based alerting to provide cyber event information
• Action to respond
  Cyber event information and alerting prioritized to take action to mitigate and respond to events

FY21 Reorganization