nc department of transportation information technology plan€¦ · 28/02/2013 · information...

NC Department of Transportation

Information Technology Plan For 2013-2015 Biennium

By

Randy Barnes

Chief Information Officer

Department of Transportation

Prepared: October 1, 2012


Department of Transportation of 56

Contents 1 EXECUTIVE SUMMARY ........................................................................................................................................ 5

1.1 PURPOSE ............................................................................................................................................................5

1.2 OVERVIEW ..........................................................................................................................................................5

1.3 ABOUT THIS PLAN ..............................................................................................................................................5

1.3.1 Roadmap ........................................................................................................................................................6

2 VISION, MISSION AND VALUES ......................................................................................................................... 10

2.1 OVERVIEW ........................................................................................................................................................10

2.1.1 IT Mission .....................................................................................................................................................10

2.1.1 IT Goals ........................................................................................................................................................10

2.1.2 IT Values ......................................................................................................................................................10

2.2 KEY BUSINESS DRIVERS ....................................................................................................................................10

2.3 GOALS AND ENABLING STRATEGIES ................................................................................................................11

3 AGENCY GOALS, STRATEGIES AND INITIATIVES ................................................................................................ 12

3.1 GOAL 1: PROVIDE STATE OF THE ART TECHNOLOGY SERVICES AND SOLUTIONS IN THE MOST COST EFFECTIVE, HIGHEST QUALITY, AND MOST TIMELY MANNER POSSIBLE. .....................................................................12

3.1.1 Enabling Strategy – Provide a state of the art collaboration experience ....................................................12

3.1.1.1 Initiative: Enterprise Content Management Solution .........................................................................12

3.1.1.2 Initiative: SharePoint Enhancement - Intranet ...................................................................................12

3.1.1.3 Initiative: SharePoint Enhancement - Extranet ...................................................................................13

3.1.1.4 Initiative: Instant Messaging and Video Conferencing .......................................................................13

3.1.1.5 Initiative: Electronic Signature ............................................................................................................13

3.1.1.6 Initiative: Managed User Authorization Capability .............................................................................13

3.1.2 Enabling Strategy – Provide Graphical Information Systems (GIS) Technology Leadership ........................14

3.1.2.1 Initiative: Road Operations and Management Effort (ROME) ............................................................14

3.1.2.2 Initiative: DOT Prioritization 3 (P3) .....................................................................................................14

3.1.3 Enabling Strategy – New System Development ..........................................................................................15

3.1.3.1 Initiative: Law Enforcement Records Management ...........................................................................15

3.1.3.2 Initiative: SmartLink ............................................................................................................................15

3.1.4 Enabling Strategy – Improve Employee Mobility ........................................................................................16

3.1.4.1 Initiative: Upgrade Wireless Infrastructure ........................................................................................16

3.1.4.2 Initiative: Tablet Deployment and Support ........................................................................................16

3.1.4.3 Initiative: Virtual Private Network ......................................................................................................17

3.1.5 Enabling Strategy – Improve Infrastructure Efficiency ................................................................................17

3.1.5.1 Initiative: Desktop Modernization ......................................................................................................17

3.1.5.2 Initiative: Windows 7 Deployment .....................................................................................................17

3.1.5.3 Initiative: Server Virtualization ...........................................................................................................17

3.1.5.4 Initiative: Desktop Virtualization ........................................................................................................17

3.1.5.5 Initiative: Managed Print Services ......................................................................................................18

3.2 GOAL 2: IMPROVE FUNCTIONALITY, QUALITY AND COST EFFICIENCY OF LEGACY SYSTEMS ..........................18

3.2.1 Enabling Strategy –Application Modernization/Replacement ....................................................................18

3.2.1.1 Initiative: Replacement of STARS and SADLS ......................................................................................18

3.2.1.2 Initiative: Complete Implementation of NGSDLS ................................................................................18

3.2.1.3 Initiative: Complete Implementation of MILES ...................................................................................19

3.2.1.4 Initiative: Upgrade of the Traffic Records System ..............................................................................19



3.2.1.5 Initiative: Upgrade SPECS ....................................................................................................................19

3.2.1.6 Initiative: Assessment of Legacy Construction Systems .....................................................................20

3.2.2 Enabling Strategy – Legacy Hosting Agreements.........................................................................................20

3.2.2.1 Initiative: SAP/BSIP Hosting Agreement .............................................................................................20

3.3 GOAL 3: DELIVER OUTSTANDING IT SERVICES TO DOT BUSINESS CUSTOMERS AND THE CITIZENS OF NORTH CAROLINA .........................................................................................................................................................20

3.3.1 Enabling Strategy: Simplified end user access to systems ...........................................................................20

3.3.1.1 Initiative: Implement Simplified Sign on .............................................................................................20

3.3.2 Enabling Strategy: Improve customer service delivery by implementing ITSM best practices ...................21

3.3.2.1 Initiative: Determine and implement long-term use of OTRS for DOT help desk functions ...............21

3.3.2.2 Initiative: Expand Use of OTRS ............................................................................................................21

3.3.3 Enabling Strategy: Improve communications with customers ....................................................................21

3.3.3.1 Initiative: IT Customer Survey .............................................................................................................21

3.3.3.2 Initiative: IT Communications .............................................................................................................21

3.4 GOAL 4: INVEST IN EMPLOYEE PROFESSIONAL GROWTH................................................................................22

3.4.1 Enabling Strategy – Provide formal and informal training ..........................................................................22

3.4.1.1 Initiative: Formal training ...................................................................................................................22

3.4.1.2 Initiative: Informal training .................................................................................................................22

3.5 GOAL 5: OPTIMIZE IT GOVERNANCE AND PROCESSES TO MAXIMIZE ORGANIZATIONAL PRODUCTIVITY. .............................................................................................................................................................22

3.5.1 Enabling Strategy – Enhance IT governance ................................................................................................23

3.5.1.1 Initiative: IT Committee Governance ..................................................................................................23

3.5.1.2 Initiative: TRANShare Steering Committee .........................................................................................23

3.5.1.3 Initiative: GIS Technical Advisory Committee (GTAC) .........................................................................23

3.5.1.4 Initiative: Community of Practice/Center of Excellence .....................................................................23

3.5.2 Enabling Strategy – Improve organizational and application productivity ..................................................24

3.5.2.1 Initiative: Enterprise Architecture ......................................................................................................24

3.5.3 Enabling Strategy– Improve risk management, protect DOT and customer assets ....................................24

3.5.3.1 Initiative: Disaster Recovery Data Center Location ............................................................................24

3.5.3.2 Initiative: PCI Compliance ...................................................................................................................25

4 BUSINESS NEEDS .............................................................................................................................................. 25

4.1 SIGNIFICANT UNMET NEEDS ............................................................................................................................25

4.2 OPPORTUNITIES FOR STATEWIDE INITIATIVES ................................................................................................25

APPENDIX A: LIST OF MAJOR IT PROJECTS ................................................................................................................ 27

APPENDIX B: DOT MISSION, GOALS & VALUES.......................................................................................................... 30

APPENDIX C: GLOBAL TRANSPARK AUTHORITY STRATEGIC PLAN ............................................................................. 32

1 EXECUTIVE SUMMARY ...................................................................................................................................... 35

1.1 PURPOSE ..........................................................................................................................................................35

1.2 OVERVIEW ........................................................................................................................................................35

1.3 ABOUT THIS PLAN ............................................................................................................................................36


2.1 OVERVIEW ........................................................................................................................................................38




3.1 GOAL 1: PROVIDE IT SUPPORT FOR GTP EMPLOYEES AND CLIENTS FOR DAILY OPERATIONS. .......................40



3.1.1 Enabling Strategy Maintain efficient and secure IT infrastructure. .............................................................40

3.2.1 Enabling Strategy Maintain operational infrastructure for Spirit Aerosystems, LCC Aviation, and Greenfield Power. .....................................................................................................................................................40

3.2.2 Enabling Strategy Maintain WEB Sites controlled by the GTP .........................................................................40

3.4.1 Enabling Strategy Maintain availability of Network Storage for GTP staff. .....................................................41

3.5.1 Enabling Strategy Maintain ability to backup and recovery of GTP Servers and Workstations. .....................41

APPENDIX D: STATE PORTS AUTHORITY STRATEGIC PLAN ........................................................................................ 43

1 EXECUTIVE SUMMARY ...................................................................................................................................... 46

1.1 PURPOSE ..........................................................................................................................................................46

1.2 OVERVIEW ........................................................................................................................................................46

1.3 ABOUT THIS PLAN ............................................................................................................................................46


2.1 OVERVIEW ........................................................................................................................................................48




3.1 GOAL 1 – PROVIDE IT SUPPORT FOR DAILY BUSINESS OPERATIONS ...............................................................49

3.1.1 Enabling Strategy – Maintain efficient IT infrastructure .............................................................................50

3.5.1.1 Initiative: Expand fiber infrastructure and WiFi at all facilities ...........................................................50

3.5.1.2 Initiative: Replace aging technology equipment and continue deploying virtualization ....................50

3.2 GOAL 2 – SUPPORT ORGANIZATION’S GOAL OF OPERATIONAL EXCELLENCE AND CONTINUOUS IMPROVEMENT .............................................................................................................................................................51

3.2.1 Enabling Strategy – Employ technology effectively to gain operational efficiencies ..................................51

3.5.1.3 Initiative: Implement an integrated Terminal Operating and Billing Software System across all Port Authority terminal facilities .....................................................................................................................51

3.3 GOAL 3 – SUPPORT HOUSE BILL 200 ................................................................................................................52

3.3.1 Enabling Strategy – Leverage State-owned technology and services wherever possible ...........................52

3.5.1.4 Initiative: Implement State Electronic IP Telephony (EIPT) solution ..................................................52

3.5.1.5 Initiative: Migrate externally hosted websites back in-house onto State owned infrastructure .......53

4 BUSINESS NEEDS .............................................................................................................................................. 54




1 Executive Summary

1.1 Purpose The purpose of this document is to provide Information Technology Plan for the 2013-

2015 Biennium to the North Carolina State Chief Information Officer (SCIO) as

required by G.S. 147-33.72B. The statute mandates that each agency submit a

technology plan to the SCIO by October 1 of each even-numbered year. Session Law

2011-145, Section 6A2.(d) directed each agency to include any information

technology project, or any segment of a multipart project, costing more than two

hundred fifty thousand dollars ($250,000) in the agency's most recent information

technology plan.

1.2 Overview DOT Information Technology is tasked with ensuring efficient and effective use of

the latest computer and automation technologies and to provide a full range of

information processing services to the Department of Transportation. These

services include new software system development, maintenance of existing

systems, support of all computer software and hardware, technology consultation,

IT training, and end user and customer service support.

Legislation in 2011 incorporated the Global TransPark Authority and the State

Ports Authority as a Type 2 organization under the Secretary of Transportation.

These authorities run separate operations, including IT, but because of the

alignment, their plans have been included as appendices to this document. Specific

questions related to their content should be addressed to the individual preparer.

1.3 About This Plan The Information Technology organization is tasked with providing technology

services to all the divisions of the Department of Transportation. This results in a

wide variety of initiatives across the spectrum of technical skills and functions.

The emphasis of this plan over the next the next biennium will be on deploying

technology to improve productivity and performance and to begin addressing aging

legacy systems. The focus is on enterprise services, such as Enterprise Content

Management, collaboration enabling tools such as SharePoint, Lync and electronic

signature capability, and DMV and Highway systems modernization. With funding

challenges and constraints, it is essential that every dollar spent on technology be

prioritized toward needs of the business and helps the business implement their

strategic plan.



1.3.1 Roadmap

Goal Strategy Initiative Description

1. Provide state

of the art

services and

solutions in the

most cost

effective, highest

quality, and most

timely manner

possible.

1.1 Provide a

state of the art

collaboration

experience

1.1.1 Enterprise

Content

Management

solution

Improve document storage,

retrieval, retention and

destruction, as appropriate, by

implementing a state of the art

ECM solution along with the

associated metadata and

business processes.

1.1.2 SharePoint

- Intranet

Improve the current Intranet

deployment of SharePoint to

provide enhanced workflow

and team site capabilities

1.1.3 SharePoint

– Extranet

Improve the current Extranet

deployment of SharePoint to

provide enhanced workflow

and team site capabilities

1.1.4 Instant

messaging and

video

conferencing

Expand the use of these

communication capabilities to

a wider audience in DOT.

1.1.5 Electronic

Signature

Implement electronic

signature capabilities across a

wide variety of business

needs, such as standard

employee forms, electronic

plans, and potentially citizen

facing forms.

1.1.6 Managed

User

Authorization

capability

Provide a mechanism for

external business partners to

manage individual user access

rules through automation.

1.2 Provide GIS

Technology

Leadership

1.2.1 Road

Operations and

Management

Effort (ROME)

Project will replace two

custom-developed systems

(LARS and ARID) with a

COTS solution, empower end

users to perform online editing

and maintenance of their own

data

1.2.2

Prioritization 3

(SPOT3)

Project to improve the ability

of DOT to set road project

priorities using automated

processes. This initiative will




combine the capabilities of

GIS and SharePoint and the

data from BSIP (SAP) to meet

the business objectives.

1.3 New System

Development

1.3.1 Law

Enforcement

Records

Management

Implement a records

management system that will

support all business functions

of the DMV Law Enforcement

unit, preferably with a COTS

product.

1.3.2 SmartLink Implement state of the art

solution for statewide traffic

management

1.4 Improve

Employee

Mobility

1.4.1 Upgrade

Wireless

Infrastructure

Replace current wireless

infrastructure with new and

expandable capability

1.4.2 Tablet

Deployment and

Support

Working with Business units,

identify business needs for

tablet hardware, assess

technical constraints, deploy

and support selected

1.4.3 Virtual

Private Network

Work with ITS and Verizon to

implement use of virtual

private network for business

unit mobility and security.

1.5 Improve

Infrastructure

Efficiency

1.5.1 Desktop

Modernization

Replace aging desktop

hardware to the extent funding

allows

1.5.2 Windows

7 Deployment

Complete upgrade of all PCs

to Windows/7 operating

system.

1.5.3 Server

Virtualization

Continue server virtualization

1.5.4 Desktop

Virtualization

Investigate opportunities for

desktop virtualization to

improve efficiency and

mobility.

1.5.5 Managed

Print Services

Determine cost saving

opportunities by utilizing the

Managed Print Services

contract.



2. Improve

functionality,

quality and cost

efficiency of

legacy systems.

2.1 Application

Modernization/

Replacement

2.1.1

Replacement of

STARS and

SADLS

Develop replacement strategy

and begin initiative to replace

mission critical mainframe

applications that support

Vehicle Registration and

Driver licenses.

2.1.2 Complete

Implementation

of NGSDLS

Complete implementation of

NGSDLS to provide improved

business work flow for Driver

License offices and a secure

driver license credential

2.1.3 Complete

Implementation

of MILES

Complete the final phases of

the new Inspection Services

system that began in FY12-13

2.1.4 Upgrade

the Traffic

Records System

Complete planned upgrades

that began in FY 12-13 and

begin analysis regarding long

term modification necessary

for TRS to remain business

responsive

2.1.5 Upgrade

SPECS

Implement latest version of

SPECS to .NET release.

2.1.6

Assessment of

Legacy

Construction

Systems

Determine long term

replacement strategy for

HiCAMS, SPECS and Asset

Management System

2.2 Legacy

Hosting

Agreements

2.2.1 SAP/BSIP

Hosting

Agreement

SAP/BSIP hosting contract

expires and a new hosting

contract or transition to ITS

will be necessary.

3. Deliver

outstanding IT

services to NC

DOT business

customers and

the citizens of

North Carolina

3.1 Simplify end

user access to

systems

3.1.1 Simplified

Sign-on

Implement technology that

will simply the number of

different user ids and

passwords required for users

to access DOT system

3.2 Improve

customer service

delivery by

implementing

ITSM best

practices

3.2.1 Long-term

use of OTRS for

DOT help desk

functions

Determine and implement

OTRS for long term use for

DOT in areas other than IT.

3.2.2 Expand

use of OTRS

Determine and implement use

of OTRS for Problem,

Configuration and Release

Management



3.3 Improve

communications

with customers

3.3.1 IT

Customer

Survey

Implement recommendations

identified by IT survey

3.3.2 IT

Communications

Continue to expand and

improve direct and indirect

communications to DOT users

4. Invest in

employee

professional

growth

4.1 Provide

formal and

informal training

4.1.1 Formal

training

Invest in procurement of

formal training classes as part

software and hardware

acquisition.

4.1.2 Informal

training

Invest in online training

licenses and opportunities for

on the job training and cross

training.

5. Optimize IT

governance and

processes to

maximize

organizational

productivity

5.1 Continue

and enhance IT

governance and

business

alignment

5.1.1 IT

Committee

Governance

Continue participating and

advocacy of the IT

Committee.

5.1.2

TRANShare

Steering

Committee

Continue participation and

advocacy for the TRANShare

Steering Committee.

5.1.3 GIS

Technical

Advisory

Committee


advocacy for the GIS

Technical Advisory

Committee (GTAC)

5.1.4

Community of

Practice/Center

of Excellence


advocacy for the COP/COE

and help mature the processes.

5.2 Improve

organizational

and application

productivity

5.2.1 Enterprise

Architecture

Continue development and

implementation of the

Enterprise Architecture

framework

5.3 Improve risk

management,

protect DOT and

customer assets

5.3.1 Disaster

Recovery Data

Center Location

Implement a disaster recovery

data center to support DOT

operations.

5.3.2 PCI

Compliance

Continue and enhance the PCI

environment to support

growing demand



2 Vision, Mission and Values

2.1 Overview The North Carolina Department of Transportation (DOT) employs more than 14,000

people who oversee all modes of transportation in North Carolina, including

highways, rail, aviation, ferries, public transit, and bicycle and pedestrian

transportation. The department also oversees North Carolina’s Division of Motor

Vehicles.

The Information Technology mission and goals and strategic plan are in support of the

agency’s mission, goals and strategic plan.

2.1.1 IT Mission

The Information Technology mission is to support the DOT mission of connecting

people and places safely and efficiently, with accountability and environmental

sensitivity to enhance the economy, health and well-being of North Carolina by

delivering innovative, cost effective and reliable technology solutions, services and

processes to DOT and to the citizens of North Carolina.

2.1.1 IT Goals

Provide state of the art technology services and solutions in the most cost

effective, highest quality, and most timely manner possible.

Deliver outstanding IT services to NC DOT business customers and the citizens

of North Carolina.

Invest in employee professional growth.

Optimize IT governance and processes to maximize organizational productivity.

2.1.2 IT Values

Integrity – Earn and maintain trust by responsibly meeting the technology needs

of the agency, acting ethically and holding ourselves accountable for our actions.

Teamwork - Value the differences and diversity of others and foster a

collaborative work environment.

Customer Service – Respond to customers in a professional, timely and

courteous manner

Productivity – Deliver the needed services on time with the most efficient

combination of people and technology.

Quality – Pursue excellence in the delivery of IT services.

2.2 Key Business Drivers The key business drivers that helps provide IT with its strategic direction are:

Collaboration

Geospatial relationships

Operational efficiency

Performance management and data driven decision making



2.3 Goals and Enabling Strategies

In order to support the business objectives and comply with legislative mandates the

DOT Information Technology Department has set the following goal and enabling

strategies.

Goal 1: Provide state of the art technology services and solutions in the most cost

effective, highest quality, and most timely manner possible.

Enabling Strategy 1.1: Provide a state of the art collaboration experience

Enabling Strategy 1.2: Provide GIS technology leadership

Enabling Strategy 1.3: New System Development

Enabling Strategy 1.4: Improve Employee Mobility

Enabling Strategy 1.5: Improve Infrastructure Efficiency

Goal 2: Improve functionality, quality and cost efficiency of legacy systems

Enabling Strategy 2.1: Application Modernization/Replacement

Enabling Strategy 2.2: Legacy Hosting Agreements

Goal 3: Deliver outstanding IT services to DOT business customers and the citizens

of North Carolina

Enabling Strategy 3.1: Simplify end user access to systems

Enabling Strategy 3.2: Improve customer service delivery by implementing

ITSM best practices

Enabling Strategy 3.3: Improve Communications with Customers

Goal 4: Invest in employee professional growth.

Enabling Strategy 4.1: Provide formal and informal training opportunities

Goal 5: Optimize IT governance and processes to maximize organizational

productivity

Enabling Strategy 5.1: Continue and enhance IT governance and business

alignment

Enabling Strategy 5.2: Improve organizational and application productivity

Enabling Strategy 5.3: Improve IT risk management

Section 3 describes each goal, the enabling strategy and associated IT initiatives to support the

strategy.



3 Agency Goals, Strategies and Initiatives

3.1 Goal 1: Provide state of the art technology services and

solutions in the most cost effective, highest quality, and

most timely manner possible.

DOT IT provides a wide range of business services and solutions to meet the growing

needs and demands of the Department of Transportation. DOT IT is committed to

providing state of the art services and solutions to our customers in a cost effective

manner and using best of breed tools and technologies.

3.1.1 Enabling Strategy – Provide a state of the art collaboration

experience

During FY11-12, DOT initiated several initiatives focused on collaboration that had

significant inter-relationships, though each initiative had its own technical and

business objectives. To ensure that all the initiatives worked together to meet the

common collaboration objectives, they were grouped together and called TRANShare

by DOT leadership. These efforts included the Enterprise Content Management

project, SharePoint deployment, an electronic plans work group, GIS strategic

initiatives (both business and technical), and the redesign and restructuring of the

department’s Internet web site.

During the next biennium, these initiatives will continue to expand as the agency

addresses the need for improved relationships with external partners, such as

construction companies, municipalities and counties, and key public entities.

Effective and efficient collaboration with these partners is essential to the productivity

of the department. Not only must the department be able to provide static information

to these partners but it must be able to provide interactive and responsive

communications in a way that is easy, straight forward and seamless with other

operations.

3.1.1.1 Initiative: Enterprise Content Management Solution

The ECM initiative will implement an integrated enterprise solution for document

storage, retrieval, retention, and workflow management that will improve DOT

efficiency in the management of documentation (both structured and unstructured)

and implement an integrated search capability using metadata that will allow for

cross platform searching. DOT is implementing the Open Text solution and will

be deploying functional components of this solution that will expand the

capabilities and flexibility of the content repository. Initial phases have focused on

hardware infrastructure, solution module deployment and key business capabilities

such as the definition of metadata components, integration with SharePoint and

cross-platform search requirements. This is a multi-year initiative that will

continue through the next biennium.

3.1.1.2 Initiative: SharePoint Enhancement - Intranet

In FY 11-12, DOT implemented a new Intranet site using Microsoft SharePoint

technology. The Intranet consists of organizational and functional information and

sharing capabilities. It also provides team site capability for defined internal users.

The team site ability has greatly enhanced the collaboration capabilities throughout



the department. Team sites are used for IT Projects, construction projects,

business units and any other defined group or team that needs to share information

but restrict access to a select number of users. During the next biennium, DOT

expects to continue expansion of the Intranet capability. Key capabilities that are

planned include enterprise wide search capability, work flow capabilities,

integration with electronic signature capabilities, and integration with the Open

Text archive repository.

3.1.1.3 Initiative: SharePoint Enhancement - Extranet

In FY 11-12, DOT implemented a new Extranet site using Microsoft SharePoint

technology. The purpose of the Extranet is to provide a site that is separate from

the general public website where content specific to business partners can be

provided securely. The Extranet consists of operational and functional information

and sharing capabilities. It also provides team site capability for defined external

users. This will allow for document sharing and collaboration, thereby reducing

the time it takes to complete key business functions, reduce errors, and improve

service. The Extranet also help “declutter” the department’s Internet web site so

that it focuses primarily on providing information to the general public.

3.1.1.4 Initiative: Instant Messaging and Video Conferencing

In FY 11-12, DOT implemented the Microsoft Lync product for instant messaging

and video conferencing. The tools are in use in varying degrees across the

department. During the next biennium, greater emphasis will be placed on

socializing these collaboration capabilities and on maximizing the use of the

technology for cost savings and efficiency purposes.

3.1.1.5 Initiative: Electronic Signature

For several years, the engineering units have been investigating the use of

electronic signature for “sealing” construction plans. This would allow for

electronic sharing of plans and significantly improve the time to complete the

various steps in the review process and still maintain the integrity of the plans.

There are regulatory requirements that dictate what is considered appropriate for

electronically “sealing” plans and we have had representation on the statewide

electronic signature work group under OSC in hopes that the solution will support

DOT’s engineering needs as well. During the next biennium, DOT expects to

implement electronic signature capability on a wide variety of business needs such

as forms, contracts and engineering plans.

3.1.1.6 Initiative: Managed User Authorization Capability

As DOT expands the use of SharePoint and other systems to external partners, the

number of NCID accounts that have to be managed continues to grow

exponentially and the growth is expected to continue significantly as DOT expands

into more areas of collaboration. DOT desires to implement a capability that

would allow for a “user administrator” at each vendor, consulting firm,

MPO/RPO, etc, to manage the NCID accounts and access rules for its employees

or members. The external partner would be responsible for ensuring that only

qualified individuals had access to critical and/or sensitive information and that if

someone leaves a position, they would be responsible for removing access as well.

These are functions that would be nearly impossible for DOT employees to handle



due to volume and lack of direct knowledge of changes in personnel, etc. It is the

intent of DOT to continue to use NCID accounts as the primary identifier but to

integrate with preferably a COTS product that will provide this external

management of roles and responsibilities for SharePoint and other system

applications where a number of employees from a single company may need

access to a system.

3.1.2 Enabling Strategy – Provide Graphical Information Systems

(GIS) Technology Leadership

The DOT GIS environment is tightly integrated with the Esri software and DOT IT is

working to implement a robust Transportation GIS suite of products. These product

and deliverables not only benefit DOT in the short term, it also creates a platform to

provide even more ongoing value to the organization through more spatial

empowerment over a broader spectrum of the enterprise.

The vision of DOT IT is to provide the technology leadership necessary to enable

visual “map” access to all related transportation information.

There are seven specific goals in the GIS strategic plan. Those goals are:

Ability to publish spatial data services external to DOT

Empower internal customers to publish their spatial data to the web with

maximum control and timeliness

Make GIS pervasive throughout the enterprise by leveraging new COTS

(somewhat platform agnostic) clients

Provide support for mobile geospatial data, to include location, collection, and

editing

Improved support for the NC Community Base Map Program

Increase GIS services and productivity across the enterprise

Establish and implement a DOT GIS Training Plan in support of the GIS

enterprise goals

3.1.2.1 Initiative: Road Operations and Management Effort

(ROME)

The ROME Project will replace two custom-developed systems (LARS and

ARID) with a COTS solution, empower end users to perform online editing and

maintenance of their own data, integrate multiple systems that currently support

asset management, streamline Federal reporting and implement an enterprise GIS

solution with a common architect, scalable and leverages DOT investments in GIS

technology. This project began in FY 11-12 but is expected to continue into the

next biennium. The project is a joint initiative with Esri, levering the state Ersi

contract.

3.1.2.2 Initiative: DOT Prioritization 3 (P3)

The Prioritization 3 (P3) project began in FY 11012 and will continue with several

improvement phases into the next biennium. This P3 project is actually the third

initiative that has continually improved the ability of DOT to set road project

priorities using automated processes. The Prioritization system supports the

Governor’s Executive Order 2 and Executive Order 3 by providing a data driven

prioritization process which drives the 10 Year Work Program for DOT. A map



based approach for the submittal, analysis and publication of the state’s

transportation priorities will streamline the interaction and communication of

project information leading to the best, most cost effective use of limited financial

resources.

This initiative will combine the capabilities of GIS and SharePoint and the data

from BSIP (SAP) to meet the business objectives.

3.1.3 Enabling Strategy – New System Development

3.1.3.1 Initiative: Law Enforcement Records Management

When the MILES initiative first began, implementation of a law enforcement

records management system (LERMS) was part of that project. An attempt was

made to procure an inspection system and LERMS as a package. However,

because of the lack of statewide enterprise architecture compliance, the department

was not able to make an award for this capability in the procurement phase. It was

determined that, due to an expiring inspections hosting contract, it was in the best

interest of the department to separate the LERMS initiative from MILES. At this

time, research and investigation is occurring to determine in more detail what the

business processes and functions are that need to be included in this solution and

what the viable COTS solutions are on the market. DOT has also been discussing

with the Department of Justice the feasibility of leveraging their contract to

implement components of the CSI, Incorporated product suite. At this time, no

decisions have been make.

During the next biennium this initiative will move forward with the

implementation of a new law enforcement-specific case management and records

management workflow and reporting system to support all of the business

functions of the Law Enforcement unit of the Division of Motor Vehicles.

3.1.3.2 Initiative: SmartLink

NC Statewide Transportation Operations Center (STOC) and Regional

Transportation Management Centers (TMC) operators across the state routinely

interface with multiple systems to detect and respond to incidents using Intelligent

Transportation System (ITS) devices. Devices include items such as traffic

cameras, dynamic message signs, speed sensors, video walls, traffic information

management system (TIMS), highway advisory radio, and road weather

information systems. Currently the control of the devices is limited to the region

of the state where the devices are located. There is a need to provide redundant

command and control capability to operate all ITS devices from multiple locations

in the state. In addition, there is a need to integrate all the tools an operator uses to

manage an incident into one application. Tools include items such as NCSHP

CAD feeds, Inrix speed data, incident location, ITS device location, IMAP

location, etc.

A procurement project started in 2011 and a contract was awarded in 2012 for the

purchase and implementation of a solution to meet these objectives. The project

will continue into the next biennium and meet the following goals:

implement a command and control system that provides operators with a

single consistent interface to manage an incident from detection to incident

clearance and to operate all ITS devices for their TMC.



provide the capability for regional TMC’s or the STOC to provide backup

support to other TMC’s as needed. For example, after normal operating

hours, one TMC could transfer control of their devices to a TMC that is in

operation 24X7.

Improve multi-agency response to incidents that involve any of the 26

other NC government agencies or local governments. In addition to the

STOC being co-located with the Division of Emergency Management,

State Highway Patrol, Turnpike Authority, and the National Guard, the

goal is to provide a system that can improve the coordinated government

response to any type of emergency or special event (for example hurricane

or flood).

3.1.4 Enabling Strategy – Improve Employee Mobility

The work force at DOT has always been highly mobile though many employees have

not had the benefit of technology while not in the office environment or, more

specifically, at their desk. During the next biennium, greater emphasis will be placed

on providing technology in the hands of more employees, regardless of their physical

location. This will necessitate a variety of initiatives.

3.1.4.1 Initiative: Upgrade Wireless Infrastructure

About 5 years ago, DOT implemented an enterprise wide wireless infrastructure

and currently has deployed over 100 access points across the state. Since the

implementation, technology has matured significantly as has the need for more

wireless deployments. Because of the age of the system, it is difficult to expand

our current footprint and the department believes it is the appropriate time to

replace the current system. During the next biennium, DOT will be investigating a

number of different wireless solutions that will meet our business mobility

objectives and have a new system operational and deployed.

3.1.4.2 Initiative: Tablet Deployment and Support

In FY12, several DOT business units began exploring the use of current tablet

technology for field efforts, such as inspections. A small pilot was undertaken as a

joint effort between IT and Division of Highways to investigate what device would

physically work best and what device and other software would work to meet the

business functional needs. This effort was very successful and proved to have

more business and cost benefits than originally anticipated. Currently a larger

wave of devices are being deployed and it is anticipated that as many as 700 may

be deployed by the end of FY 13.

During the next biennium, IT will focus on the ability to rapidly respond to

deployment needs and to the unique support needs of the table environment. It is

the goal of the department to remain as device agnostic as possible and to not be

tied to specific operating systems so that there is maximum flexibility as the

industry around tablets continue to grow and expand to leverage new capabilities.

For instance new application development will focus on HTML5, rather than an

iOS or Java. However, many of the applications already used at the desktop are

Windows-based and utilization of a state of the art Windows device, when

available, that can meet other functional requirements such as processor speed,



battery life, etc., will be strongly considered, so that existing applications can more

easily be access while mobile.

The emphasis for tablet deployment is on ensuring that the business needs can be

supported by the tablet devices and that tablets are not purchased just as a device,

but as part of a business process objective, since not all business processes can be

accomplished with the tablet.

3.1.4.3 Initiative: Virtual Private Network

With the expansion of the mobile work force using devices such as cell phones,

tablets and other cellular devices, having secure access to the DOT network as

easily as possible is critical. DOT is working with ITS and Verizon to implement

a virtual private network on the Verizon cellular system that will be used by field

staff and mobile resources. There are other cost savings options as well. DOT is

currently piloting the use of cellular capabilities from fueling pumps to gather data

that is normally obtained via dial up modems. Other options that are likely to be

explored during the next biennium are cameras and mobile traffic signs.

3.1.5 Enabling Strategy – Improve Infrastructure Efficiency

3.1.5.1 Initiative: Desktop Modernization

Modernize the desktop by replacing old hardware and upgrade software to current

versions. Due to significant budget shortages over the past 3-4 years, the average

age of DOT PC equipment is older than desired. A concerted effort will be made

in the next biennium to get the age of the equipment to 4 years or less to the

maximum degree possible.

3.1.5.2 Initiative: Windows 7 Deployment

Deployment of Windows/7 operations system began in FY11-12 and continues in

FY12-13. It is hoped that the deployment will be complete prior to the end of FY

13. However, given the number of devices that must be upgraded, the geographic

distribution of our users, resource availability and the need to procure new

hardware to replace older equipment that will not support Windows/7, this

initiative may extend into FY13-14.

3.1.5.3 Initiative: Server Virtualization

Virtualize the servers in the DOT datacenter to gain efficiencies and reduce costs

began several years ago. To date, 535 virtual server instances have been

implemented on 41 physical servers. There are an additional 225 physical servers,

a large number of which will be virtualized. This effort has continued in concert

with mission critical projects and the agency’s network segmentation initiative and

will likely continue into FY13-15. Server virtualization is the strategic direction of

DOT and is utilized whenever feasible.

3.1.5.4 Initiative: Desktop Virtualization

DOT anticipates looking more closely at virtual desktop opportunities in the next

biennium to help reduce costs, mostly related to support resources, and to provide

more mobility for employees.



3.1.5.5 Initiative: Managed Print Services

In 2012, DOT began the analysis to determine what opportunities might exist for

cost savings related to Managed Print Services. An assessment is currently

underway by both contract vendors and it is anticipated that transition to MPS for

some of the DOT office locations will occur in FY 13-15.

3.2 Goal 2: Improve functionality, quality and cost efficiency of

legacy systems While we work to deliver state of the art technology and work on the next generation

of key applications, we must ensure that legacy applications continue to deliver value

to our business customer and to constantly investigate the appropriate replacement of

legacy systems when appropriate in the life cycle of the application and the business

functions.

3.2.1 Enabling Strategy –Application Modernization/Replacement

DOT has a large number of existing applications that support a wide variety of

business processes. During the next biennium, it will be necessary to make functional

enhancements to these systems to meet growing business requirements and potentially

to allow for integration with some of the strategic initiatives mentioned herein.

3.2.1.1 Initiative: Replacement of STARS and SADLS The Appropriations Act of 2011 mandated the replacement of the State Titling and

Registration System (STARS) and State Driver License System (SADLS). The

goals of the new system include improving business processes; enhancing delivery

of services for citizens, businesses, DMV staff, state and federal agencies, and

external entities requiring information from or providing information to the DMV;

to consolidate customer data such as transaction history, payment history, vehicle

and driver data, and other information from separate applications; and deliver

simple, secure, complete, and accurate information. It is expected that DOT will

attempt to leverage existing COTS or MOTS software products on the market and

to migrate off the mainframe environment.

During the next biennium it is expected that the planning for this very large

initiative, along with a roadmap and funding strategy, will be completed and the

initial phase of the “build” phase will have begun, including the procurement of a

base software product. This is a multi-year initiative with many stakeholders,

citizen impacts and business process considerations so it is essential that care is

given to the approach and the timeline.

Because there are a number of other inter-related DMV systems, such as Liability

Insurance Tracking System (LITES) and Traffic Records System (TRS), the plan

will incorporate more than just STARS and SADLS, and will address how these

related systems will be maintained or replaced as well.

3.2.1.2 Initiative: Complete Implementation of NGSDLS

The first phase of the Next Generation Secure Driver License System (NGSDLS)

is scheduled for full implementation by the end of FY 12. However, there remain



several functional components that will be developed and deployed as part of a

phase 2 implementation, which will occur during the FY13-15 biennium. The

purpose of the NCSDLS is to provide North Carolina with a state of the art

credential that will counter growing threats of fraud, identity theft and terrorism,

and comply with state and federal legislation to protect citizens and provide a more

secure means of issuing driver licenses and ID cards. It will also provide

improved functionality and flexibility to driver license examiners and citizens

related to the driver license issuance process, including more capabilities available

via the internet and the ability for the DMV to take payments in the driver license

offices via credit and/or debit cards.

3.2.1.3 Initiative: Complete Implementation of MILES

The majority of the functionality required for the new inspection services system

(MILES) will be completed during FY 12-13. However, based upon the success of

the initial phases and the timing of the subsequent deployments, this project could

extend into FY 13-14. This system is being provided by Systech as a COTS

solution and will provide a modern platform hosted by DOT to support the

inspection (safety and emission) program, thereby eliminating the need for the

VerizonBusiness hosted solution and the recurring fees paid to VerizonBusiness

for their service. This increases the revenues to the department and provides

greater flexibility of the business to implement. The implementation will also

provide greater platform flexibility for inspection station owners. Today stations

must purchase expensive analyzer hardware but, when completed, the new system

will operate on any web based device including tablets, greatly improving

flexibility and reducing costs for the stations.

3.2.1.4 Initiative: Upgrade of the Traffic Records System

The TRACS system is currently being upgraded with the latest release of software,

TRACS10 and is based on the TraCS from the National Model, found at

www.tracsinfo.us. Additionally, this system has many separate and somewhat

disjointed parts. During the next biennium, as the strategy for mainframe

application replacement is addressed, how the department receives and manages

traffic record data is likely to be transformed. It is expected that some type of

initiative related to this system will be undertaken in conjunction with the larger

initiative.

3.2.1.5 Initiative: Upgrade SPECS

The current deployment of the Specifications Proposals Contract Systems

(SPECS) uses older technology but there is an upgrade available that utilizes .NET

and is more closely compliant with DOT’s enterprise architecture technologies.

This production is acquired from the American Association of State Highway and

Transportation Office (AASHTO) - https://www.infotechfl.com/products/trns-port.php. The SPECS system is a mission critical application that is used for

bidding on road construction projects. The planning and preparation for the

upgrade is underway and it is anticipated that the project will be initiated before

the end of FY 12-13 and continue into FY 13-15.

http://www.tracsinfo.us/

https://www.infotechfl.com/products/trns-port.php

https://www.infotechfl.com/products/trns-port.php



3.2.1.6 Initiative: Assessment of Legacy Construction Systems

There several systems used by the construction units within DOT that utilize dated

technologies and that have been in operation for 10 years or longer. During the

next biennium, IT will work with the related business units and executive

management to develop a long term plan for the modernization and/or replacement

of these systems consistent with the overall business objectives of the department.

The plan will include the prioritization of the initiatives against other critical

initiatives, business cases, risks, cost considerations and timelines. The systems

initially expected to be assessed are Highway Construction and Materials System

(HiCAMS), SPECS, and Asset Management System (AMS).

3.2.2 Enabling Strategy – Legacy Hosting Agreements

3.2.2.1 Initiative: SAP/BSIP Hosting Agreement

An outsourcing hosting contract for DOT’s SAP/BSIP environment has been in

place for about 10 years with Xerox/ACS. Discussions have been underway for

several years with ITS to determine how BSIP could be moved onto the state

infrastructure at ITS. The initial costs and concerns regarding operational risks

have delayed the project and it will be necessary to continue the outsource

arrangement with Xerox into FY 13/14. During the next biennium, DOT must

resolve the hosting location and either move the environment to ITS or issue a

competitive procurement to obtain a third party provider with SAP hosting

experience.

3.3 Goal 3: Deliver outstanding IT services to DOT business

customers and the citizens of North Carolina

3.3.1 Enabling Strategy: Simplified end user access to systems

3.3.1.1 Initiative: Implement Simplified Sign on

One of the primary issues reported by DOT users is the need to manage multiple

user ids. While NCID is used widely for our external applications, internal

applications that have been in place for some time have disparate sign on criteria.

There are inhibitors to having a single sign on, but collapsing the ids so that they

are consistent and can be used across, to the maximum degree possible, all DOT-

access applications, is the goal.

In 2012, DOT IT began an effort to simplify the user ids used throughout the

department. The first step is the alignment of the employee Active Directory (AD)

accounts with their NCID account. We have begun conversations with ITS NCID

staff to work through an integration that will allow the AD and NCID password

synchronization to occur when the password for either id is changed. DOT is also

pursuing the implementation of an SAP tool that will allow for the use of the

employee’s AD account to sign into BSIP without losing the integrity of the

internal SAP id already in use. Significant progress has been made to date but

additional work will occur into FY 13-15 to complete this initiative.

The simplified sign-on approach capability will reduce the lost productivity due to

forgotten ids and passwords and reduce the number of calls to the DOT service



desk for password resets. This issue was one of the most prevalent comments

received in the most recent IT Customer Survey.

3.3.2 Enabling Strategy: Improve customer service delivery by

implementing ITSM best practices

3.3.2.1 Initiative: Determine and implement long-term use of

OTRS for DOT help desk functions

In FY 12-13, DOT has begun implementation of OTRS for Change Management

and Incident Management (Service Desk ticketing). If the deployment of OTRS

proves successful, further expansion may be considered in the next biennium to

support internal support help desks deployed throughout DOT, such as the STARS

Help Desk and the SADLS Help Desk used by personnel in the DMV field offices.

These groups currently use access database tools that are limited in capabilities.

OTRS would provide a more robust and flexible solution.

3.3.2.2 Initiative: Expand Use of OTRS

Once OTRS is stable for use in Change Management and Incident Management,

further deployment for use in Problem management, configuration management

and Release management so that the processes used by DOT IT are more

formalized and a tool is available for information sharing and documentation.

3.3.3 Enabling Strategy: Improve communications with customers

3.3.3.1 Initiative: IT Customer Survey

In early FY 12-13, IT issued a survey to all DOT users requesting feedback on the

services provided and recommendations for improvement. The results were

positive but some constructive suggestions were provided. Several of the

initiatives in this strategic plan are in direct alignment with the survey results, such

as replacing aging computers, upgrading operating systems, and providing

convenient mobility. Also consistent with the survey results is the improvements

anticipated by the deployment of OTRS for Incident Management. The goal

would be to provide the ability for end users to look up the status of their tickets.

IT will issue another survey in early FY14-15.

3.3.3.2 Initiative: IT Communications

During the next biennium, IT will continue to work on the improvement of

communications to the end users and the business units. This includes

communication of events that may have an impact on daily operations, such as

network outages, as well as personal communications regarding specific end user

incidents. While there is a great deal of communications occurring, there is still a

need for greater emphasis to ensure that information is getting to all layers of the

organization. It was also clear from the survey comments that not all users know

what services are being provided by IT. There will be an improved effort during

the next biennium to utilized SharePoint Intranet and team sites to improve the

information available to DOT employees.



3.4 Goal 4: Invest in employee professional growth The ability of IT to deliver quality service is solely dependent on the quality of the

employees within the IT divisions. While DOT has an excellent technical staff, it is

important that the department continues to invest in the technical and professional

growth of the employees, especially as the economy strengths and more opportunities

external to DOT become available.

3.4.1 Enabling Strategy – Provide formal and informal training

Training is an essential component of employee success and satisfaction. Finding

opportunities to provide both formal and informal training is critical to continued

growth of the organization. In 2012, DOT implemented a formalized training plan for

all employees and both formal and informal training are included in the plans for IT

employees.

3.4.1.1 Initiative: Formal training

A focus will be placed on identifying and purchasing formal training as part of the

purchase of software products and hardware appliances. This is an excellent

opportunities to obtain the skills necessary to successfully implement the new

technology and the training services can often be obtained on site and on the job

when the products/appliances are being installed…and at a more cost effective

price.

Depending on funds availability, formal classroom training both off site and on

site will be provided for key skills. Where feasible, onsite training that provides

opportunities for more employees at a reduced cost will be obtained.

3.4.1.2 Initiative: Informal training

During the current biennium, DOT has invested in online training licenses for a

large number (approximately 25%) of employees. These licenses are good for a

full year and employees are able to consume as many training course and related

materials as they desired. Managers are encouraged, when feasible, to provide

work hours for employees to take advantages of this opportunity and to work with

the employees to determine what courses are most advantageous for career growth.

Continued use of the online training service, SkillSoft, will continue significantly

into the next biennium.

On the job training is a key opportunity for all DOT employees. As opportunities

for growth are identified, employees are assigned new responsibilities and

encouraged to expand their technical knowledge by working with fellow

employees to develop new skills.

3.5 Goal 5: Optimize IT governance and processes to

maximize organizational productivity. Faced with an environment that has budget and staffing reductions and a continual

increasing demand from the business to invest in new projects to support business

growth, IT needs to ensure the budget is being spent to meet the strategic needs of the

business. IT also needs to improve the time to deliver projects and initiatives. To help

meet this goal, IT is working with the business to improve the governance and

communications and IT created the application Enterprise Architecture initiative.



3.5.1 Enabling Strategy – Enhance IT governance

See the below initiatives that support the strategy to improve governance and business

alignment.

3.5.1.1 Initiative: IT Committee Governance

The IT Governance Committee is a joint partnership between the business and IT.

The committee is made up of key business leaders and the DOT CIO. The focus of

this committee is to foster management communication and provide governance

and prioritization of IT policies, projects and initiatives.

3.5.1.2 Initiative: TRANShare Steering Committee

To help coordinate and facilitate the implementation of the various collaboration

initiatives, including those that are IT related, an oversight committee of DOT

executive leadership was formed. While each project proceeds under its own

oversight, the TRANShare steering committee allows for the formal reconciliation

of conflicts and overlapping functional questions, such as what technology will be

used for workflow as a standard. This is another instance where IT and business

leadership coordinate the various initiatives that have a common objective.

3.5.1.3 Initiative: GIS Technical Advisory Committee (GTAC)

The GTAC was formed in 2011 as a cross-functional committee of GIS users and

IT to set the strategic direction of GIS within DOT. This committee continues to

meet and strengthen the strategic planning effort to provide prioritization and

consistency regarding how GIS technology will be used within DOT and what the

major initiatives need to be to support this strategy. This committee reports to the

TRANShare Steering Committee to also ensure that GIS remains consistent with

the other collaborative initiatives in the department.

3.5.1.4 Initiative: Community of Practice/Center of Excellence

The TRANShare initiatives have necessitated the formation of two operational

level groups that have a significant impact on the organizational oversight of the

initiatives and that will continue to operate after the projects have competed.

These organizations are focused on ensuring the use of these enterprise services in

a manner consistent with the strategic direction of the department and with the

operational authority to ensure standards are adhered to throughout the department.

The end user organization that is focused on functionality and standards is the

Community of Practice (COP). The COP has membership from all key sections of

the department, including non-voting IT members, and is chaired by a business

user. The Center of Excellence (COE) is a technical group that is made up of key

technology representatives whose responsibility it is to deliver the technical

solutions that make up TRANShare. The COE is chaired by an IT Director and is

focused on resolving potential technical conflicts related to resources, functionality

and timing.

Both committees report routinely to the TRANShare steering committee on status

and to escalate key issues that need attention.



3.5.2 Enabling Strategy – Improve organizational and application

productivity

Define and implement an Enterprise Architecture (EA) process to document and

application architecture.

3.5.2.1 Initiative: Enterprise Architecture

Improve the translation of business vision and strategy into effective solutions to

Simplify application technologies and portfolios,

Reduce cost and improve application maintainability and

Facilitate reuse wherever possible.

During FY 11/13, a great deal of work was completed on the Enterprise

Architecture. Enterprise Business Architecture (EBA) describes the structure of

the DOT enterprise in terms of its capabilities, business processes, and business

information. The Enterprise Technology Architecture (ETA) is a disciplined

approach for documenting the enterprise’s current, emerging and retiring

technology components in order to achieve IT Plan Strategic Drivers. Both the

EBA and the ETA are documented in Blueprints. EA processes like the

Architecture Assurance Life Cycle (AALC) ensure compliance with the EA and

help us to achieve DOT’s mission goals and business objectives through the

efficient and effective delivery of IT solutions.

During the past year, the ETA has been the focus and critical blueprints have been

defined: Platform and Infrastructure Blueprint, Integration, Interface, and

Interoperability Blueprint, Components Blueprint, and Access and Delivery

Blueprint.

During the next biennium, the effort will move to the EBA functions. Work has

already begun with the IT Committee to form a work group that can begin

identifying and documenting the business capabilities that will support the

Enterprise Architecture. The IT Committee members have been extremely

supportive of this enterprise approach and have a definite appreciation of the

potential efficiencies and cost savings that can be obtained. 3.5.3 Enabling Strategy– Improve risk management, protect DOT

and customer assets

The current IT datacenter does not have a verifiable or testable disaster recovery plan.

This enabling strategy will protect DOT assets in the event of disaster requiring

relocation of datacenter services. In addition, in FY 11-13, DOT implemented a PCI

compliance environment to support financial payment processing. The next biennium

will require expansion of the PCI environment as more and more services will be

delivered that will take credit or debit card payments.

3.5.3.1 Initiative: Disaster Recovery Data Center Location

DOT has maintained a data center operation for a number of years in one of the

DOT facilities in Raleigh, NC. This facility has had several audit review and

maintains a secure, robust environment for most of the distributed processing

system used by DOT. This environment has UPS, generator backup, required

security and appropriate redundancy to ensure stable delivery of services.



In FY 12-13, DOT identified a geographically distant location at an existing DOT

division office that had sufficient floor space and environmentals to support the

disaster recovery requirements for the existing data center. Limited renovations

are underway to implement necessary security controls at the facility and the

implementation of hardware at the location is expected before the end of FY12-13.

This implementation is utilizing existing hardware, for the most part, as servers

that have served as redundancy will be deployed to the new location and only

minimal purchases will be required, primarily related to network components and

some storage. The implementation of the DR location will allow for greater

reliability of systems in the event of a disaster or critical failure at the primary

location, including something as simple as hardware failure. The use of existing

division facilities and existing hardware components significantly reduced the

implementation and recurring costs of providing a DR site for the mission critical

systems operated out of the DOT data center.

3.5.3.2 Initiative: PCI Compliance Payment Card Industry (PCI) Compliance initiative is intended to identify the

changes to applications, infrastructure, process and practices to comply with the

PCI data security standard for IT products and services. DOT completed the initial

PCI compliance project in 2011. However, more and more applications are

moving to use credit and debit cards, while necessitate expanding the PCI

environment. In 2013, DMV will begin taking payments via credit and debit cards

in the Driver License Offices and the License Plate Agencies. It is expected that

over 3 million transactions will be processed annually using bank cards in the first

year and is likely to grow. Recurring monitoring and annual audits are a key

component of maintaining PCI compliance and DOT has a full time compliance

officer that is responsible for the PCI compliancy status. Penalties can be

significant if DOT fails to maintain compliance or if there be a breach of bank card

data. Ensuring the security of bank card data is a primary objective of IT.

4 Business Needs

4.1 Significant Unmet Needs There are no significant unmet needs. However there are a number of initiatives that

must be delayed or are not able to be completed as rapidly as would be ideal because

of limited resources, primarily personnel related.

4.2 Opportunities for Statewide Initiatives 1. One of the key initiatives related to DOT’s collaboration objective is a user

managed interface to NCID that provide roles based authorization for business

customers and is capable of being utilized by non-sophisticated users. Such a

capability could be utilized by many agencies that do authorizations for

business related customers.

2. Improvements related to statewide procurement could greatly reduce the costs

of time and resources to agencies.

a. More term contracts that allow for expedient purchases of commodity-

type hardware and software.

b. Increase in agency level authorization limits above $25,000



c. More resources to improve turnaround and approval of purchases that

required statewide approval

3. There is a new PCI compliant process for “card present” transactions that

encrypts the credit card information at the swipe device called Point to Point

Encryption (P2PE). This technology removes the need for much of the

expensive PCI compliant infrastructure currently required when handling “card

present” transactions. Common Payment Services does not currently support

this capability, though they have been discussion the opportunity with their

software vendors. Enabling CPS to process P2PE transaction could save

agencies millions of dollars, depending on the number of locations affected.


Appendix A: List of Major IT Projects The table below lists the major projects that are greater than $250,000 and maps each project to overall goals and strategies.

Project Name Short Description

Related Goals

and Strategies Summary of Anticipated Benefits

Approximate

Timeframe

DOT EIPT DOT EIPT System Upgrade - IVR Goal 2.1

Upgrade telephone system to a newer, technically

compliant and maintainable telephone system. Phase I

sites: DMV Headquarters, Bladen County DMV Call

Center, DOT IT Help Desk and Roadside

Environmental, Communication Office/Call Center in

the Transportation Building.

6 mo.

ECM Enterprise Content Management System Goal 1.1

Implement an integrated enterprise solution for project

collaboration, document storage, and workflow

management. Improve DOT efficiency in management

of documentation; enable the flexible creation of

workflows to route documents through internal and

external collaboration and approval processes.

6 mo.

ARPS Automated Routing and Permitting System

Upgrade Goal 2.1

Implement an automated routing system that provides a

faster and more efficient system for issuing

oversize/overweight permits.

2 yrs.

MILES Motor Vehicle Inspection and Law Enforcement

System Goal 2.1

Replace the existing contract terminating Oct. 2012. Improve

system functionality, reduce duplication, utilize data more

effectively and improve reporting capabilities. 6 mo.

Trip Permits Trip Permits Goal 1.3

Automate issuance and workflow tracking of trip

permits. Improve ability of the Highway Patrol to

identify permit abusers and increase truck license and

fuel tax collections.

2 yrs.

Card Access

Upgrade

Access Control. Alarms, and Badge Making

Software Goal 2.1

Integrates existing access control and badge

management equipment, improve workflow, improve

system reliability, improve reporting capability.

1 yr.

TraCS 10 TraCS Software Upgrade to Release 10.0 Goal 2.1

Upgrade the TraCS software current supported release,

add functionality support requested by NC Highway

Patrol and police departments, implement an Incident

Location Tool.

6 mo.



Related Goals


Approximate

Timeframe

PayLine Pay Line Service Replacement Goal 1.3

Replace the current, manual pay line information request

services for registered vehicle information, with an

automated, customer-centric, “self-service” product.

Begun,

completion 2013

HB1779 HB 1779 Vehicle Property Tax Collection Goal 2.1

Improve the vehicle property tax collection rates for NC

counties by requiring the payment of the vehicle

property taxes with the vehicle registration renewal

Begun,

completion mid-

2013

DMV SSR DMV STARS/SADLS Replacement Strategy,

Planning & Assessment Goal 2.1

Improve the business processes for citizens, businesses,

NCDMV staff, state and federal agencies and external

entities. Consolidate customer data from separate

applications and reduce the operational and maintenance

costs.

Begun, multi-year

project (3-5)

ROME Road Operations and Management Effort Goal 1.2 Implement an advanced transportation data model as

part of an overall GIS technology roadmap.

Begun, multi-year

project

SPOT3 Prioritization 3.0 Goal 1.2

Automate the processes for scoring and ranking cost

estimates, improve visibility of project data to partners

and taxpayers, enhance automation and flexibility for

creating and modifying scoring criteria without

requiring IT assistance, provide a map-based, spatial

view of project data, provide a “framework” for the

future.

Begun, 1-2 year

project, in phases

SmartLink NCSmartlink II Goal 1.3

Project to provide a common/single interface command

and control system for all of the intelligent

transportation devices operated by DOT.

Begun, multi-year

project

LERMS Law Enforcement Records Management System Goal 1.3

Replace antiquated and disparate systems to improve

effectiveness of License and Theft unit operations.

Reduce costs and duplication of work and data entry.

To begin in 2013,

12-18 month

project

BSIP Hosting SAP/BSIP Hosting Goal 2.2

Transition DOT’s SAP hosting contract to a new

environment and hardware at the selected hosting site,

re-platforming it from Solaris/Oracle if needed

Begun, 18-24

month project



Related Goals


Approximate

Timeframe

Enterprise Grants

Management Enterprise Grants Management Goal 1.3

Implement a single enterprise application to advertise,

receive, evaluate, manage and report on Federal and

State projects and grants.

Begun, multi-year

statewide

enterprise project

NGSDLS Next Generation Secure Driver License System Goal 2.1

Counter growing threats of fraud, identity theft and

terrorism, and comply with state and federal legislation

to protect citizens and provide a more secure means of

issuing driver licenses and ID cards.

Begun,

completion 2013

LITES Audit LITES Audit – Long Term Solution Goal 2.1 Upgrade the LITES application to improve compliance

with fiscal policy and general statute.

Begun,

completion 2013

TCMS Toll Collection Management System Goal 1.3

Project to provide a toll collection and tracking system

that is accurate, efficient, effective, safe and secure for

the NCTA and its customers, is scalable solution able to

handle thousands of motorist transactions each day and

can collect and account for revenue across multiple toll

projects operated under the umbrella of a single TCMS.

Begun and in

production, and

expansion per

tolling

prioritization

Global TransPark Authority of 56

Appendix B: DOT Mission, Goals & Values


Appendix C: Global TransPark Authority Strategic Plan


NC Global TransPark Authority


By

Levia Williamson

Facilities/Information Technology Director

NC Global Transpark Authority

Prepared: August, 29, 2012



Contents 1 EXECUTIVE SUMMARY ...................................................................................................................................... 35

1.1 PURPOSE ..........................................................................................................................................................35

1.2 OVERVIEW ........................................................................................................................................................35

1.3 ABOUT THIS PLAN ............................................................................................................................................36


2.1 OVERVIEW ........................................................................................................................................................38




3.1 GOAL 1: PROVIDE IT SUPPORT FOR GTP EMPLOYEES AND CLIENTS FOR DAILY OPERATIONS. .......................40

3.1.1 Enabling Strategy Maintain efficient and secure IT infrastructure. .............................................................40

3.2.1 Enabling Strategy Maintain operational infrastructure for Spirit Aerosystems, LCC Aviation, and Greenfield Power. .....................................................................................................................................................40

3.2.2 Enabling Strategy Maintain WEB Sites controlled by the GTP .........................................................................40

3.4.1 Enabling Strategy Maintain availability of Network Storage for GTP staff. .....................................................41

3.5.1 Enabling Strategy Maintain ability to backup and recovery of GTP Servers and Workstations. .....................41



1 Executive Summary

1.1 Purpose

The purpose of this document is to provide Information Technology Plan for the 2012-

2014 Biennium to the North Carolina State Chief Information Officer (SCIO) as


technology plan to the SCIO by October 1 of each even-numbered year. Session Law




technology plan.

1.2 Overview

North Carolina Global TransPark (“GTP”), the 2,500 acre aerospace, logistics and

industrial complex owned by the State of North Carolina and overseen by the North

Carolina Global TransPark Authority and the Secretary of Transportation, meets

essential 21st century business needs of manufacturers and logistics service providers

in today’s global economy by providing shovel-ready sites and pre-zoned land with all

infrastructure and multi-modal transportation resources in place for companies that

rely on coordinated logistics of air, marine, rail and ground transportation.

The GTP was planned as a manufacturing and logistics hub to invigorate the economy

of Eastern North Carolina, unlocking the resources and potential of the region through

access to global markets, much as the railroad did almost a century earlier by

providing improved access to the Northeast. Like the Research Triangle Park before

it, the GTP was designed by the State to attract businesses to North Carolina by

creating a planned business park. Located between the established Raleigh-Durham

growth epicenter and the emerging coastal region, the GTP is developing an industrial

cluster by leveraging the regional labor force and concentrating firms at a centralized

location.

The GTP IT department provides technical support for GTP personal and GTP clients

connected to the Transpark’s WAN. The IT Department is responsible for

maintaining Server and Workstation operating systems, applications, and peripheral

devices (printers, copiers, and scanners) connected to the GTP network at three

distinct locations.

The DOT Logistics Division is currently developing a comprehensive logistics

strategic plan for the state, encompassing the North Carolina Department of

Transportation, the State Port Authority and the Global TransPark . As the GTP is one

of the core facilities in the state’s logistics operations, this plan has been developed as

part of and will be coordinated with the overall logistics plan. The synergies of the



operations of the DOT, NCSPA and GTP will provide opportunities for improved

coordination, reduced operating costs and better logistics management for the public.

1.3 About This Plan

This IT plan is a roadmap that lists the IT Department strategies and goals with

specific IT Department responsibilities.


Goal 1 Strategy 1.1 Initiative

1.1.1

Maintain accurate AD

database and End Point

Security.

Provide IT

support for

GTP employees

and Clients for

daily

operations.

Maintain efficient and

secure IT infrastructure.

Initiative

1.1.2

Ensure access to

controlled areas (Main

Frame, IDFs, and Server

rooms) is limited to

authorized (or escorted

when required) personnel

only.

Strategy 1.2 Initiative

1.2.1

Ensure timely updates of

Server Operating

Systems.

Maintain current

applications in use.

Initiative

1.2.2

Ensure timely updates of

Workstation Operating

Systems, and

Applications.

Goal 2 Strategy 2.1 Initiative

2.1.1

Provide redundant fiber

connectivity for GTP

Sites, and Clients.

Provide IT

support for

GTP Sites,

Clients and

Devices.

Maintain operational

infrastructure for Spirit

AeroSystems, LCC

Aviation, and Greenfield

Power.

Initiative

2.1.2

Ensure fiber connectivity

for Spirit AeroSystems,

Lenoir Community

College GPS unit and

Greenfield Power Sunny

WebBox.

Strategy 2.2

Maintain WEB Sites

controlled by the GTP

(NCGTP.com,

JetKinston.com and

NCCompositeCenter.com.

Initiative

2.2.1

Ensure timely updates to

all WEB Sites.

Initiative

2.2.2

Ensure WEB Sites are

accessible and Links are

operational and accurate.




Goal 3

Enhance

Existing

Security

Mechanisms

and

Infrastructure

Strategy 3.1

Maintain a robust firewall

and intrusion detection

system.

Initiative

3.1.1

Daily review of the

Firewall logs for

tampering and

unauthorized access.

Strategy 3.2

Maintain strict access

control of the GTP

network from outside the

LAN/WAN.

Initiative

3.1.2

Ensure VPN access is

authorized and used only

by GTP personnel who

require such access.

Goal 4

Provide

adequate NAS

that is readily

available to

GTP

employees.

Strategy 4.1

Maintain availability of

Network Storage for GTP

staff as needed.

Initiative

4.1.1

Ensure authorized access

to File and Archive

servers for file sharing

and storage.

Goal 5

Provide reliable

-accurate

Backup and

Recovery

capability of

GTP Servers

and

Workstations.

Strategy 5.1

Maintain ability to backup

and recovery Server and

Workstation Images.

Initiative

5.1.1

Ensure adequate NAS is

available, accessible, and

accurate.




2.1 Overview

The NC Global TransPark will be a strategic center for advanced manufacturing,

logistics and related research and development to fulfill its mission as an economic

engine for the region and the state. The GTP will utilize its unique competitive

advantages, including multimodal transportation options, freight handling and storage

capability, and integrated education and training programs and facilities to grow well-

paying jobs and investments. Aerospace and defense, advanced materials,

agribusiness, security and emergency response will be target sectors for job creation.

The mission of the GTP IT department is to provide technical support for GTP

personal and GTP clients connected to the Transpark’s WAN. The IT Department is

responsible for maintaining Server and Workstation operating systems, applications,

and peripheral devices (printers, copiers, and scanners) connected to the GTP network

at three distinct locations.

2.2 Key Business Drivers

The key driver for the GTP Information Technology Department is to support the

GTP’s mission to enhance the economic well-being of North Carolinians by providing

multimodal capabilities for global commerce.


In order to comply with legislative mandates and support GTP’s objectives the

Information Technology Department has set the following goal and enabling

strategies.

Goal 1: Provide IT support for GTP employees and Clients for daily operations.

Enabling Strategy 1.1: Maintain efficient and secure IT infrastructure.

Goal 2: Provide IT support for GTP Sites, Clients and Devices.

Enabling Strategy 2.1: Maintain operational infrastructure for Spirit

AeroSystems, LCC Aviation, and Greenfield Power.

Enabling Strategy 2.2: Maintain WEB Sites controlled by the GTP (NCGTP.com,

JetKinston.com and NCCompositeCenter.com.

Goal 3: Enhance Existing Security Mechanisms and Infrastructure

Enabling Strategy 3.1: Maintain a robust firewall and intrusion detection system.



Enabling Strategy 3.2: Maintain strict access control of the GTP network from

outside the LAN/WAN.

Goal 4: Provide adequate NAS that is readily available to GTP employees.

Enabling Strategy 4.1: Maintain availability of Network Storage for staff

Goal 5: Provide reliable - accurate Backup and Recovery capability of GTP

Servers and Workstations.

Enabling Strategy 5.1: Maintain ability to backup and recovery Server and

Workstation Images.

The following section describes each goal, the enabling strategy and associated IT

initiatives to support the strategy.




3.1 Goal 1: Provide IT support for GTP employees and Clients for daily operations.

The GTP IT Department has the primary responsibility to support GTP employees and

GTP clients as they perform day-to-day operations.

3.1.1 Enabling Strategy Maintain efficient and secure IT infrastructure.

The IT Department Maintains an efficient and secure IT infrastructure by

maintaining an accurate Active Directory database – ensuring only authorized

access to GTP resources. The IT Department also maintains End Point Security

applications on all Servers and Workstations to keep the GTP network free of

viruses.

3.2 Goal 2: Provide IT support for GTP Sites, Clients and Devices.

The GTP IT Department has the primary responsibility to ensure the GTP Fiber

Infrastructure is operational in order to support the needs of GTP and Client facilities.

The GTP WEB Sites, NCGTP.com, JetKinston.com and NCCompositeCenter.com are

included under this responsibility.

3.2.1 Enabling Strategy Maintain operational infrastructure for Spirit

Aerosystems, LCC Aviation, and Greenfield Power.

The GTP IT Department is currently working a project to establish fiber

redundancy to the GTP network in order to provide backup connectivity for all

GTP Sites, Clients and Devices.

3.2.2 Enabling Strategy Maintain WEB Sites controlled by the GTP

The GTP IT Department maintains the GTP WEB Sites in-house, ensuring timely

updates to WEB Server Operating Systems, as well as WEB Server content.

3.3 Goal 3: Enhance existing Security mechanisms and Infrastructure.

The GTP IT Department has the primary responsibility to ensure the GTP Fiber

Infrastructure is operational in order to support the needs of GTP and Client facilities.

The GTP WEB Sites, NCGTP.com, JetKinston.com and NCCompositeCenter.com are

included under this responsibility.

3.3.1 Enabling Strategy Maintain a robust firewall and intrusion detection

system.



The GTP IT Department ensures the security of the GTP network through the use and

daily review of Firewall, Application, Security, and System logs for tampering or

unauthorized access.

3.3.2 Enabling Strategy Maintain strict access control of the GTP LAN/WAN

network.

The GTP IT Department maintains strict control of the GTP network by controlling

VPN access and limiting such access to only GTP personnel who require such access.

3.4 Goal 4: Provide NAS capability that is readily available to GTP employees.

The GTP IT Department ensures adequate Network Storage is available and easily

accessed by GTP personnel for workspace needs and collaboration.

3.4.1 Enabling Strategy Maintain availability of Network Storage for GTP staff.

The GTP IT Department ensures file and archive space is available to GTP employees,

and such space is accessible to only those individuals with authorized access.

3.5 Goal 5: Provide reliable, accurate Backup and Recovery capability of GTP

Servers and Workstations.

The GTP IT Department ensures adequate Network Storage is available for Server and

Workstation imaging for a more rapid recovery of a failed or faulty system.

3.5.1 Enabling Strategy Maintain ability to backup and recovery of GTP Servers

and Workstations.

The GTP IT Department ensures GTP has adequate Network Storage for Server and

Workstation images and rotates on site storage, with off-site storage to negate the

chance of losing reimaging ability due to a catastrophic event.

North Carolina State Ports Authority of 56

Appendix C.A: List of Major IT Projects

This purpose of this section is to provide list of major IT projects and applications

(>$250,000) that are in progress or planned in this biennium. The table below maps

each project to overall goals and strategies.

Project Name Short Description Related Goals

and Strategies

Summary of Anticipated

Benefits

Approximate

Timeframe

NONE


Appendix D: State Ports Authority Strategic Plan


North Carolina State Ports

Authority


By

Carey Gibson

Director of Information Technology,

NC State Ports Authority

Prepared: October, 2012



Contents 1 EXECUTIVE SUMMARY ...................................................................................................................................... 46

1.1 PURPOSE ..........................................................................................................................................................46

1.2 OVERVIEW ........................................................................................................................................................46

1.3 ABOUT THIS PLAN ............................................................................................................................................46


2.1 OVERVIEW ........................................................................................................................................................48




3.1 GOAL 1 – PROVIDE IT SUPPORT FOR DAILY BUSINESS OPERATIONS ...............................................................49

3.1.1 Enabling Strategy – Maintain efficient IT infrastructure .........................................................................50

3.1.1.1 Initiative: Expand fiber infrastructure and WiFi at all facilities ...........................................................50

3.1.1.2 Initiative: Replace aging technology equipment and continue deploying virtualization ....................50

3.2 GOAL 2 – SUPPORT ORGANIZATION’S GOAL OF OPERATIONAL EXCELLENCE AND CONTINUOUS IMPROVEMENT .............................................................................................................................................................51

3.2.1 Enabling Strategy – Employ technology effectively to gain operational efficiencies ..............................51

3.2.1.1 Initiative: Implement an integrated Terminal Operating and Billing Software System across all Port Authority terminal facilities .....................................................................................................................51

3.3 GOAL 3 – SUPPORT HOUSE BILL 200 ................................................................................................................52

3.3.1 Enabling Strategy – Leverage State-owned technology and services wherever possible .......................52

3.3.1.1 Initiative: Implement State Electronic IP Telephony (EIPT) solution ..................................................52

3.3.1.2 Initiative: Migrate externally hosted websites back in-house onto State owned infrastructure .......53

4 BUSINESS NEEDS .............................................................................................................................................. 54




1 Executive Summary

1.1 Purpose

The purpose of this document is to provide the Information Technology Plan for the

2012-2014 Biennium to the North Carolina State Chief Information Officer (SCIO) as


technology plan to the SCIO by October 1st of each even-numbered year. Session Law




technology plan.

1.2 Overview

The Executive Management team along with board members from NCSPA and

NCDOT are jointly developing a strategic plan for the 2012-2014 Biennium. The

business plan includes vision, mission, values, objectives, and business strategies to

achieve the desired vision. This IT plan links the business strategies with IT initiatives

and an overall IT strategy which enables the business strategy.

1.3 About This Plan

This IT plan is a roadmap that aligns the specific IT projects with the NCSPA

Strategic Plan. The following table summarizes the goals, enabling strategies, and the

supporting IT projects. The next section describes each major strategy, goal, and

initiative in detail.



Roadmap


Goal 1

Provide IT

support for daily

business

operations

Strategy 1.1

Maintain

efficient IT

infrastructure

Initiative 1.1.1 Expand fiber infrastructure and

WiFi at all facilities

Initiative 1.1.2 Replace aging technology

equipment and continue

deploying virtualization

Goal 2

Support

Organization’s

goal of

operational

excellence and

continuous

improvement

Strategy 2.1

Employ

technology

effectively to

gain operational

efficiencies

Initiative 2.1.1 Implement an integrated

Terminal Operating and Billing

Software System across all

Port Authority terminal

facilities

Goal 3

Support HB 200

Strategy 3.1

Leverage State-

owned

technology and

services

whenever

possible

Initiative 3.1.1 Implement State Electronic IP

Telephony (EIPT) solution

Initiative 3.2.3 Migrate externally hosted

websites back in-house onto

State owned infrastructure




2.1 Overview

The North Carolina State Ports Authority has terminal facilities in Wilmington and

Morehead City as well as inland terminals in Charlotte and Greensboro. North

Carolina's Ports have the capability and capacity to serve as competitive alternatives to

ports in neighboring states. Owned and operated by the Ports Authority, North

Carolina's port system combines modern facilities and abundant capacity with the

commitment to excel in service to our customers, without taxpayer subsidy.

The mission of the North Carolina State Ports Authority is to grow the economy of the

State of North Carolina by supporting and improving the state’s global logistics

network.

2.2 Key Business Drivers

The current economic environment, global commerce, legislative mandates, national

security priorities, and maritime industry trends are drivers that have a fundamental

role in shaping the strategic direction of the Ports Authority. The IT goals and

enabling strategies in this plan are aligned with and geared towards supporting the

Agency in fulfilling its goals and vision.

Global Economic Conditions

The Authority’s operating expenses are funded through receipts generated by port

business. Due to the downturn of the economy over the past several years, the Ports

Authority has implemented cost-efficient business processes as well as more effective

information technology. Shipping and trucking companies are looking for port

terminals that provide logistical and cost saving advantages. Streamlined business

processes and more efficient technology can significantly reduce costs for the

Authority. These savings can then be translated into a competitive advantage through

lower-cost/value-add services to existing and potential customers.

House Bill 200

Per Section 6A.2.(f) of House Bill 200 states that State agencies developing and

implementing information technology projects/applications shall use the State

infrastructure to host their projects. Projects/applications currently hosted outside the

State infrastructure shall be returned to State infrastructure not later than the end of

any current contract. By October 1, 2011, the State Chief Information Officer shall

report to the Joint Legislative Oversight Committee on Information Technology

regarding projects currently hosted outside State infrastructure and a schedule to return

those projects to State infrastructure.



Port Industry & Automation

Automation is a major driver of technology in the port industry. Real time, accurate

inventory status, improved operating efficiencies, and best total value (cost) are all key

decision factors for shippers locating at ports.

Post 9/11 security requirements

America’s ports are not only critical to our economy, but to national security as well.

Since the terrorist attacks on September 11th

, 2001, security has become an engrained

part of our culture. Federal and State minimum-security requirements in the

transportation industry have caused an exponential increase in spending on security

related technologies. Although there have been numerous federal and state grant

programs over the past decade to assist with the cost of implementing these added

security measures, the on-going cost of maintaining this technology is the burden of

the entity.


In order to comply with legislative mandates and support business objectives the

Information Technology Department has set the following goal and enabling

strategies.

Goal 1 – Provide IT support for daily business operations

Enabling Strategy 1.1– Maintain efficient IT infrastructure

Goal 2 – Support Organization’s goal of continuous improvement and operational

excellence

Enabling Strategy 2.1 – Employ technology effectively to gain further market

advantages and operational efficiencies

Goal 3 – Support House Bill 200

Enabling Strategy 3.1 – Leverage State- owned technology and services whenever

possible

The following section describes each goal, the enabling strategy and associated IT

initiatives to support the strategy.


3.1 Goal 1 – Provide IT support for daily business operations

The mission of the North Carolina State Port Authority Information Technology

Department (IT) is to provide first class support of business applications to the

organization and its customers, implement relevant and cost effective technologies to



meet business needs, promote continuous improvement of accurate and timely

information, and align IT initiatives with current business objectives.

3.1.1 Enabling Strategy – Maintain efficient IT infrastructure

Because the Ports Authority is a receipts based agency and receives no

appropriations to fund operating expenses, managing costs is paramount to the

success of the business. As a result IT must use prudent management of

technology infrastructure investments to ensure maximized return on investment

before obsolescence.

3.5.1.1 Initiative: Expand fiber infrastructure and WiFi at all

facilities

Many of our facilities have staff located in areas that have limited or no fiber

or Wifi access to network resources. Through Port Security Grant funding, in

2012/2013 it is now possible to service these areas with the installation of

fiber/Wifi as applicable.

3.5.1.2 Initiative: Replace aging technology equipment and

continue deploying virtualization

In order to minimize losses during the worst of the recent recession,

maintenance on much of the technology infrastructure was deferred where

possible. The Authority is now in the position of having to replace equipment

that is at or has exceeded end-of-life and support.

Virtualization has facilitated a more efficient equipment replacement strategy

through the creation of a centralized server and desktop infrastructure from

which can run multiple virtual machines on a single physical machine.

Virtualization also provides the flexibility to deploy servers, desktops, and

applications quickly for increased scalability. Coupling virtualization with the

centralized data storage of a Storage Area Network (SAN) reduces total cost of

ownership (TCO) associated with energy consumption and annual hardware

maintenance.

Virtualization lowers TCO significantly due to:

Less physical hardware means reduced capital expenditures

GREEN IT - lower power consumption and cooling requirements

Rapid deployment of applications and virtual desktops/servers

facilitates quick turn-around on system failures

Disaster recovery and bare-metal recovery of critical systems takes

minutes/hours instead of hours/days

Improved efficiency due to and due to increased Server/Desktop-to-

admin personnel ratio



The Authority began implementing virtualization in 2009 using VMware.

Aging servers/desktops continue to be replaced with ThinClients or

ZeroClients and virtual machines where applicable.

3.2 Goal 2 – Support organization’s goal of operational

excellence and continuous improvement

The vision of the North Carolina State Ports Authority is to be busy, growing,

productive; owning the North Carolina market and competitive in markets beyond. A

key requirement to attain this vision is to be an operationally excellent and a

continuously improving organization. The Ports Authority needs to employ

technology effectively to gain further market advantages and operation efficiencies.

3.2.1 Enabling Strategy – Employ technology effectively to gain

operational efficiencies

There are several opportunities for IT to contribute to higher efficiency and lower

costs; implementing better technology, consolidation of hardware/software

resources where possible, and better access to pertinent information for everyone

in the organization.

The strategic direction for the past 4 years has been to reduce the number of

disjointed IT systems that do not communicate without labor intensive integration

and maintenance. This causes increased administrative needs, loss of productivity

and efficiency, and hinders IT’s ability to provide accurate and timely information

to the business.

3.5.1.3 Initiative: Implement an integrated Terminal Operating

and Billing Software System across all Port Authority terminal

facilities

A single system for the management of container and general cargo operations

as well as a comprehensive billing system is the optimal solution to support the

strategic direction of the business as identified in this plan. Such a solution

will allow the Authority to meet current business requirements and future

forecasted market growth. Listed below are some benefits of this initiative:

Improve employee efficiency and increase productivity through automation

and better cargo inventory management/tracking

Provide flexibility for rapid response to new customer requirements and

business challenges.

Reduce system support requirements allowing IT staff to focus more on

business needs.

Implementation of this initiative is divided into 3 phases:



Phase 1: Deployment of cargo management functionality at

Wilmington general terminal and port-wide billing – Completed in

May, 2012.

Phase 2: Deployment of cargo management functionality at Morehead

City general terminal – Currently underway (estimated completion

FY2013/Q3)

Phase 3: Deployment of containerized cargo management functionality

at Wilmington container terminal and Charlotte inland terminal -

Estimated completion FY2014/Q4

3.3 Goal 3 – Support House Bill 200

The General Assembly of North Carolina passed House Bill 200 and it became law

July 1st, 2012. HB200 states that State agencies developing and implementing

information technology projects/applications shall use the State infrastructure to host

their projects. Projects/applications currently hosted outside the State infrastructure

shall be returned to State infrastructure not later than the end of any current contract.

The goal of the Ports Authority Information Technology department is to support any

business initiatives and programs recommended or required by the law.

3.3.1 Enabling Strategy – Leverage State-owned technology and

services wherever possible

Utilizing State owned and provided technology services and SAAS solutions

where applicable keeps the Authority in compliance with HB 200 and also

supports goal 3.2 above by reducing TCO associated with supporting an in-house

system, and benefits the State as a whole by minimizing system redundancies

across state agencies. On July 1st, 2011, the NC State Ports Authority was

transferred under the NC Department of Transportation. As a result of that

transfer, the Ports Authority migrated to the NCDOT financial accounting system

which has reduced our TCO associated with supporting the previous in-house

financial system.

3.5.1.4 Initiative: Implement State Electronic IP Telephony

(EIPT) solution

The Ports Authority is not currently on the State’s ESAP network. If the Ports

were to migrate to the ESAP network under the NCDOT VRF it would

facilitate synergistic resource sharing between the two agencies and provide

the necessary path to implement the State’s electronic IP telephony (EIPT)

services.

Migrating to ESAP will require extensive planning and coordination by Ports

Authority, NCDOT and ITS staff. Our plan is to engage NCDOT and ITS in



the Spring of 2013 to begin the ESAP migration process followed by the

implementation of EIPT.

Implementing the State’s EIPT services would provide the following benefits

to the Authority:

Having a centralized call management solution provides outside

agencies a quick and automated way of reaching appropriate personnel

to address specific needs

Emergency information can be quickly placed on main or targeted

lines, allowing quick addition of public notices to incoming calls

Intercom features could be used for global or targeted notifications

across multiple sites and potentially agencies utilizing the same VOIP

solution within the State

Call groups/pickup allow calls to be routed to several locations and can

be picked up by multiple individuals

Instant multi-line conferencing ability allows an immediate way to

conference calls together from inside and outside the agency without

having to schedule conference calls through a third party vendor

Handsets can be forwarded to appropriate personnel inside and outside

of agency, on demand without making requests to have features added

to various lines.

3.5.1.5 Initiative: Migrate externally hosted websites back in-

house onto State owned infrastructure

The Ports Authority currently hosts its websites externally and is currently

working with the existing hosting provider to migrate this back in-house before

the existing contract terminates in June of 2013.


4 Business Needs

4.1 Significant Unmet Needs

Due to time and resource constraints, the Ports Authority is in need of an affordable

work-order and asset management system as well as a document management

solution. We are currently looking at an open-source BI toolset to replace our existing

system that will provide at least the same functionality at less/no cost.


Appendix A: List of Major IT Projects

This purpose of this section is to provide list of major IT projects and applications

(>$250,000) that are in progress or planned in this biennium. The table below maps

each project to overall goals and strategies.

Project Name Short Description Related Goals

and Strategies

Summary of

Anticipated

Benefits

Approximate

Timeframe

Port

Warehouse

Inventory

Management

System

Replace custom in-

house inventory &

manual billing

system

3.2 Better inventory

management as well

as providing

foundation for pre-

planning and

introduction of RDT

scanning

functionality

Phase I

(Wilmin

gton

General

Terminal

)–

Complet

e

Phase II

(Morehe

ad City

Terminal

s) – 8

months


End of document

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