11-17-2020 Work Session Agenda Packet
BOARD OF SUPERVISORS
WORK SESSION
Tuesday, November 17, 2020 – 4:30 PM
Gallery Room - Chatham Community Center
115 South Main Street,
Chatham, Virginia 24531
AGENDA
1. CALL TO ORDER (4:30 PM)
2. ROLL CALL
3. AGENDA ITEMS TO BE ADDED
4. APPROVAL OF AGENDA
For the citizens’ convenience, all Work Session and Committee Meetings are now being
recorded and can be viewed on the same YouTube location as the Board of Supervisor’s
Business Meetings. Please remember that the Board’s Work Session is designed for
internal Board and County Staff communication, discussion, and work. It is not a
question and answer session with the audience. Accordingly, during the Work Session,
no questions or comments from the audience will be entertained. Respectfully, any
outbursts or disorderly conduct from the audience will not be tolerated and may result in
the offending person’s removal from the Work Session. As a reminder, all County
citizens, and other appropriate parties as designated by the Board’s Bylaws, are permitted
to make comments under the Hearing of the Citizens’ Section of tonight’s Business
Meeting.
5. PRESENTATIONS
a. Department Head Spotlight (Chris Adcock); (Public Works); (15 minutes)
b. Avero Solutions County IT Assessment Presentation (Staff Contact: David M.
Smitherman); (45 minutes)
6. STAFF, COMMITTEE, AND/OR CONSTITUTIONAL OFFICER REPORTS
a. Tourism DMO Proposal Discussion (Staff Contact: David M. Smitherman); (10
minutes)
b. Committee Reports/Recommendations (Staff Contact: David M. Smitherman); (5
minutes)
Work Session - November 17, 2020
7. BUSINESS MEETING DISCUSSION ITEMS
8. CLOSED SESSION
a. Consultation with legal counsel employed or retained by a public body regarding
specific legal matters requiring the provision of legal advice by such counsel.
(1) Legal Authority: Virginia Code § 2.2-3711(A)(8)
Subject Matter: Potential Franklin County/Cool Branch EMS
Agreement Update
Purpose: Legal Consultation/Discussion Regarding the Same
b. Discussion concerning a prospective business or industry or the expansion of an
existing business or industry where no previous announcement has been made of the
business' or industry's interest in locating or expanding its facilities in the community.
(1) Legal Authority: Virginia Code § 2.2-3711(A)(5)
Subject Matter: Projects Impala and Matterhorn
Purpose: Economic Development Updates on Unannounced
Industry/Existing Industry Expansion
9. RETURN TO OPEN SESSION AND CLOSED SESSION CERTIFICATION
a. Closed Session Certification
10. ADJOURNMENT
Board of Supervisors
EXECUTIVE SUMMARY
INFORMATION ITEM
Agenda Title: Department Head Spotlight (Chris Adcock); (Public Works); (15 minutes)
Staff Contact(s): Chris Adcock
Agenda Date: November 17, 2020 Item Number: 5.a
Attachment(s): PCSA Spotlight
Reviewed By:
Chris Adcock, County Public Works Director, will provide the Board the latest installment in the
County's Department Head Spotlight.
5.a
Packet Pg. 3
5.a.a
Packet Pg. 4 Attachment: PCSA Spotlight (2247 : Department Head Spotlight (Chris Adcock); (Public Works); (15
ORGANIZATIONAL STRUCTURE
PUBLIC WORKS
BUILDING &
GROUNDS
Darrell Dalton,
Deputy PW Director
WATER &
SEWER
Reggie Harper,
Operations Supervisor
SOLID
WASTE
COLLECTIONS
John Foster,
Interim Landfill Fleet Foreman
DISPOSAL
Ronald Shields,
Landfill Foreman
5.a.a
Packet Pg. 5 Attachment: PCSA Spotlight (2247 : Department Head Spotlight (Chris Adcock); (Public Works); (15
BUILDINGS &
GROUNDS
•Maintain over 20 County
owned buildings,
providing electrical,
plumbing, HVAC,
painting, carpentry and
janitorial services.
•Provide custodial services
at Health Dept., Sherriff’s
Dept. County Admin.
Building, Community
Development / 911
Building and the Voter
Registration Office.
5.a.a
Packet Pg. 6 Attachment: PCSA Spotlight (2247 : Department Head Spotlight (Chris Adcock); (Public Works); (15
BUILDINGS &
GROUNDS
•Maintain 11 E911 Tower
Sites and Service
Generators.
•Construct, Repair and
Maintain 4000 Street
Signs.
•Assist Parks & Rec with
Trail and Park
Maintenance.
•Deliver and Collect
Voting Machines to 30
Precincts, 1 to 3 times
per year.
5.a.a
Packet Pg. 7 Attachment: PCSA Spotlight (2247 : Department Head Spotlight (Chris Adcock); (Public Works); (15
BUILDINGS &
GROUNDS
•SysAid –Work Order Management Software
•Between January 1 through November 1, 2020,
Buildings & Grounds staff were assigned over 370
service requests.
•These requests varied from water leaks to non-working
lights to office chair adjustments.
Castella
Jones
5.a.a
Packet Pg. 8 Attachment: PCSA Spotlight (2247 : Department Head Spotlight (Chris Adcock); (Public Works); (15
SOLID WASTE
COLLECTIONS
•21 Convenience
Centers
•10 “Green Box” Sites
•Distance from
northern most to
southern most site is
almost 50 miles.
•All sites worked with 6
drivers. We hope to
have a 7th hired soon.
5.a.a
Packet Pg. 9 Attachment: PCSA Spotlight (2247 : Department Head Spotlight (Chris Adcock); (Public Works); (15
SOLID WASTE
COLLECTIONS
•Three new
Convenience /
Collection Centers are
in the final stages of
design including a
larger regional site just
south of Gretna along
Hwy 29 North.
Meadow Ridge
Level Run Road
Climax Road
5.a.a
Packet Pg. 10 Attachment: PCSA Spotlight (2247 : Department Head Spotlight (Chris Adcock); (Public Works); (15
SOLID WASTE
DISPOSAL
•County residents currently
generate 46,000 tons per
year
•Recent contract with Bays
Hauling is delivering
15,000 tons per year
•New contract with First
Piedmont will bring 30,000
tons beginning 1/1/2021
•Even with new tonnage
and potential for 50K more
in 2022, landfill life is
conservatively estimated
to be 75 years.
5.a.a
Packet Pg. 11 Attachment: PCSA Spotlight (2247 : Department Head Spotlight (Chris Adcock); (Public Works); (15
WATER & SEWER
•Operate 12 separate water systems throughout the County
•Mt. Hermon, 29 North, 58 West, Ringgold, Mt. Cross,
Tightsqueeze / Dry Fork, Old Richmond, Grit, Wayside Acres 1,
Wayside Acres 2, Robin Court and Vista Pointe
•Eight of these systems are served through bulk water
purchase agreements with the City of Danville, the Henry
County PSA, the Town of Chatham and the Town of Hurt.
The other 4 systems are served by wells.
•We also provide sewer service in certain areas of
Mt. Hermon, 29 North, Ringgold, 58 West, Tightsqueeze
and Chatham through treatment agreements with Danville
and Chatham.
•2600 Water Customers, 1000 Water & Sewer Customers
5.a.a
Packet Pg. 12 Attachment: PCSA Spotlight (2247 : Department Head Spotlight (Chris Adcock); (Public Works); (15
WATER & SEWER
To Serve our 3500
Customers we
maintain the
following physical
assets.
113 Miles of Water Mains
73 Miles of Sewer Mains
4 Water Booster Stations
15 Wastewater Pump Stations
600 Fire Hydrants 350 Manholes
5.a.a
Packet Pg. 13 Attachment: PCSA Spotlight (2247 : Department Head Spotlight (Chris Adcock); (Public Works); (15
Board of Supervisors
EXECUTIVE SUMMARY
INFORMATION ITEM
Agenda Title: Avero Solutions County IT Assessment Presentation (Staff Contact:
David M. Smitherman); (45 minutes)
Staff Contact(s): David M. Smitherman
Agenda Date: November 17, 2020 Item Number: 5.b
Attachment(s): Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106)
Pittsylvania County - ITSP - Board Presentation 11.17.20
Reviewed By:
Abhijit Verekar, Avero Advisors, will present the attached IT Strategic Plan to the Board.
5.b
Packet Pg. 14
INFORMATION TECHNOLOGY
STRATEGIC PLAN
(November 6, 2020)
Draft Report
Head Office
512 West Broadway Avenue
Maryville, TN 37801
West Coast Office
10396 East Caribbean Lane
Scottsdale, AZ 85255
5.b.a
Packet Pg. 15 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 2
Table of Contents
A. Executive Summary ......................................................................................... 3
B. IT Current Assessment .................................................................................. 11
1. Summary .................................................................................................... 11
2. Project Methodology ................................................................................. 12
3. Key Findings & Gap Analysis ...................................................................... 14
a) Key Findings/Universal Gaps .................................................................. 15
b) Departments ........................................................................................... 21
C. IT Strategic Roadmap .................................................................................... 36
1. IT Strategic Vision Statement ..................................................................... 36
2. IT Modernization Strategies & Action Items .............................................. 37
3. IT Strategic Roadmap ................................................................................. 38
D. IT Strategic Plan ............................................................................................ 39
1. Security First .............................................................................................. 41
2. Digital County Experience .......................................................................... 49
3. Infrastructure Resiliency ............................................................................ 54
4. Data-Driven Decisions ................................................................................ 74
E. Comprehensive Software Inventory ........................................................... 100
5.b.a
Packet Pg. 16 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 3
A. Executive Summary
Pittsylvania County (County) is located in the Commonwealth of Virginia and was formed in 1767.
It is the largest county in Virginia by land area and second-largest by total area at 978 square
miles. The County is included in the Danville (VA) Micropolitan Statistical Area, with a population
of approximately 61,000 (2018). With its County seat in Chatham, Pittsylvania is governed by an
elected seven (7) member Board of Supervisors, whereby management of the County is vested
in a Board-appointed County Administrator.
Pittsylvania County’s County Administrator and Executive team envisioned the development of a
straightforward strategic plan that can be easily easily understood and implemented. This plan is
envisioned to provide the County with a thorough analysis of strengths and weaknesses and
provide a comprehensive overview of its IT strategic direction. The County desires a strategic
roadmap that serves as a cornerstone guiding its efforts to connect, protect, and enhance the
lives of citizens, business owners, and staff in Pittsylvania County.
The role of government in our society has traditionally been one of facilitation, collective
expenditure, law and order, and generally looking after the well-being of its residents,
businesses, and employees. These stakeholder groups have traditionally not expected much from
their respective governments, certainly not efficiency and transparency. However, times have
changed, and these stakeholder groups now demand and expect excellence from their elected
officials and the managers they appoint. In some jurisdictions, demand for government services
outpaces available supply of such services. Doing more with less has always been the
government’s aspirational goal, but only now do the stakeholder groups expect real action. It is
conceivable to say that citizens, businesses, and employees expect the same level of service they
get from a private bank and the same facilities (online payments, video meetings, etc.).
The frequently used phrase, “the future is
now” is even more applicable today for
technology. Government agencies are acting
on increasing demands and modernizing
their operations at a rapid pace. Pittsylvania
County is poised to latch on to modernization
opportunities that not only improve internal
operations but revolutionize how County
services are delivered to its citizens.
For any long term technology strategy to be
sustainable and successful, it is important
that its foundations are laid on the following
pillars:
5.b.a
Packet Pg. 17 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 4
• Cybersecurity – are we resilient to cyber threats, are our employees educated and form
the first line of defense, and can we recover from a cyber event quickly?
• Infrastructure – is our infrastructure modern, stable and scalable?
• Enterprise Systems – do we have the right set of enterprise software tools to empower
our employees to deliver services in the most efficient manner?
With this end-state in mind, Avèro Advisors has developed a “Connected County” strategic plan
that considers internal (County staff) and external (current and prospective citizens and
businesses) stakeholders. The outcome of this Pittsylvania Connected County Initiative is to
strategically implement technology solutions that enhance the way current citizens and
businesses do business with the County and entice more potential stakeholders to move into
Pittsylvania County to expand the County’s tax base. Furthermore, this initiative’s end-state also
provides Pittsylvania County staff with the correct tools and training to best serve Pittsylvania
County citizens and businesses.
This report details an Information Technology Strategy and Roadmap for Pittsylvania County to
achieve security, resiliency and efficiency, based on the leadership’s vision and proven best
practices.
In this section, we highlight the essential framework for a resilient, secure, efficient, and
transparent technology infrastructure at Pittsylvania County government. At the end of this
roadmap, the County can look forward to the following:
1. Security First
Cybersecurity and its importance cannot be over-stated in 2020. Multiple times this year
alone, we have seen the havoc a cyber-attack can have on County offices across the world.
While we have to be prepared to respond to cyber threats and security events, the best
course of action here is the oldest – “prevention is better than the cure.” Once Pittsylvania
County implements the recommendations in this report, it will have put security first, and will
be better prepared to weather any cyber event that may come its way. Ransomware,
phishing, crypto-scams, and many other threats are not going to stop in the near future. If
anything, data shows that our adversaries and their “armies of robots” are only getting
stronger, smarter, and more persistent with launching attacks and enhancing threats to our
public infrastructure.
In the optimized future state, Pittsylvania County will be equipped with the hardware,
software, and management sophistication to prevents threats, and recover from any cyber-
event. Using a layered cyber-security framework, the County will develop a hard to breach
“moat” around itself and its employees.
5.b.a
Packet Pg. 18 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 5
2. Digital County Experience
Traditionally, and sometimes on purpose, government agencies have been slower to adopt
newer technologies. We are just starting to talk about electronic document management, e-
signatures, and Geographic Information Systems (GIS). Citizens in a County as geographically
large as Pittsylvania County have accepted the one (1) plus hour-long commute to conduct
business in-person with the County government. Meanwhile, they have not stepped foot in
a banking institution or the post office in years! Pittsylvania County is now poised to deliver
a “Digital County Experience” that modernizes the citizen experience in the many ways. The
County’s website and a mobile application will deliver the “Digital County Experience” in
citizens’ pockets. Paying bills, connecting utilities, applying for permits, volunteering at the
Pet Center, and other opportunities will now be at their fingertips.
3. Infrastructure Resiliency
Much like our roads, schoolhouses, and administrative buildings, the County’s IT
infrastructure needs modernization and resiliency. Gone are the days of fixing what is broken
with “duct tape and baling wire” because we cannot find the money for a real long-term fix.
Today, we do not have the option to be non-resilient and surely in the future this will be even
truer. Our roads need a capital improvement plan, so do our fiber optic networks, servers,
storage, computers, firewalls, etc. Just like our schoolhouses, we should not wait if there is a
need for repair. Fortunately for Pittsylvania County, we are going to leap-frog certain
technologies that have proven to be deficient or needlessly expensive. Our plan calls for the
County’s infrastructure to be resilient through a robust infrastructure replacement program,
disaster recovery and data loss prevention strategies, effective asset management, and a
service-oriented delivery of technology tools. Strategies for infrastructure resiliency include:
• Disaster Recovery Plan – we will know how to recover from a disaster that takes down
critical infrastructure.
• IT Services Management – we will deliver services in line with industry best practices and
standards.
• IT Asset Management – we will know what we have, when it needs to be replaced, and
how to perform such work.
• IT Software Deployment – will happen seamlessly, and without disruption to end users,
citizens, and business.
• IT Policy and Procedures – will be documented, agreed upon, adopted, publicized, and
enforced.
• Mobile Device Management – mobile devices deployed by the County will be
standardized, tracked, and managed proactively.
5.b.a
Packet Pg. 19 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 6
• Standardization – we will not buy something because it is cheap or because we like the
sales pitch. We will buy according to our standards and pay for value and service.
• Email – cloud-based, encrypted email will eliminate the need for server purchases every
few years while keeping our emails secure, fast, and accessible from virtually anywhere.
• Fiber-Optic footprint – we will identify and deploy high-speed networks across County
buildings and around the County, leveraging it to deploy the “Digital County Experience”
county-wide.
4. Data-driven Decisions
Any organization that uses enterprise resource planning (ERP) systems for their daily
operations, collects data. When a vehicle tag is paid for, or a permit issued, a data set is
created. When a resident pays their utility bill, a data point is created. While thousands of
data points are constantly created and stored in the County’s databases, they serve no
purpose unless they are analyzed and dissected to identify the meaning behind the collection
of the data sets. Once the County modernizes its enterprise applications, a critical element of
the strategy will be the utilization of data to advise and drive key decisions. Based on historical
data and predictive analytics tools embedded in modern financial and utility management
systems, the County can make decisions on hard data, not heuristics or feelings. Using data
to make executive decisions is not a new science. However, we now have the tools that allow
us to have more data points to help make these decisions more accurate. At the conclusion
of the implementation of the IT Strategic Plan, the County will possess enterprise software
solutions that will make data-driven decision making processes possible at every level of the
organization.
Current State
Avèro Advisors recognizes that the County is currently using disparate, disconnected, and often,
antiquated enterprise systems to conduct business. To help the County improve efficiency, Avèro
has identified and outlined the steps necessary to shift from in-person, hard-copy paper,
manually driven processes to a smart, digital environment that is open all year and accessed by
a mobile device or laptop from anywhere within the strategic plan. The purpose of this
assessment is to identify gaps in internal and external service delivery, based on industry best
practices, and develop a comprehensive plan to overcome human, hardware, and software
shortcomings. Implementing these strategies will substantially decrease inefficiencies in
Pittsylvania County’s current technological landscape and promote a business savvy, citizen-
friendly, and technologically mature community.
5.b.a
Packet Pg. 20 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 7
Approach and Methodology
For this initiative, Avèro Advisors was tasked with the development of an Information Technology
Strategic Plan, through to the execution of the following objectives as set forth by the County:
● Review the current state of the County’s technologies, staffing, resources, funding, and
service delivery model;
● Understand the culture, vision, and mission within the County;
● Identify issues, gaps, and risks associated with the current technology and service delivery
covering all applications/systems at the County; and
● Provide actionable recommendations and an implementation plan to realize cost and service
improvements that are aligned with the County’s vision and mission.
● Develop a straightforward and direct strategic plan that a Chief Information Officer can easily
understand and implement. The plan should have a thorough analysis of strengths and
weaknesses and provide a comprehensive overview of the County’s IT strategic direction.
As part of this engagement, Avèro Advisors utilized a three-dimensional approach, People,
Process, and Technology (PPT), to develop an understanding of the current state of technology
within the County. Applying this approach enabled Avèro to understand the execution of
different tasks across the organization using available technology, technology-enabled decision-
making processes, and the organization's operations' overall efficiency and effectiveness.
As shown in Figure 1 (Project Methodology), the following project activities were executed
across multiple phases to develop the County’s IT Strategic Plan.
Figure 1: Project Methodology
5.b.a
Packet Pg. 21 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 8
Phase 1 – Discovery
During Phase 1, Avèro Advisors conducted “Discovery” sessions with the County Administrator,
Executive Team, IT Staff members, and department Directors from across the organization. These
interactive data-gathering sessions provided Avèro insights into the current state (“As-Is”) of IT
service delivery at the County. Discovery focused on the People, Process and Technology used to
execute critical business processes, both within and across all County departments. Avèro
Advisors also facilitated “IT Modernization Visioning” Sessions to capture “wish list” items related
to technology optimization in the future-state (“To-Be”) at the County.
Phase 2 – Analyses
During Phase 2, Avèro Advisors conducted a Current State Assessment, including a Gap Analysis,
based upon data gathered during Phase 1’s Discovery. The Gap Analysis focused on analyzing
current state data (Phase 1) for People, Process and Technology, and reporting on the inherent
gaps between the current state and the desired future state of Information Technology across
the County in relation to industry best practices.
Phase 3 – Strategy
During Phase 3, Avèro Advisors developed IT Modernization Strategies in response to the Gaps,
which were identified in Phase 2’s IT Current State Assessment Draft Report. Avèro then
facilitated an interactive review session with the County to finalize the prioritization of the IT
Strategic Roadmap based upon industry Best Practices. Following County validation, Avèro
Advisors developed the IT Strategic Plan, which includes the preceding deliverables (IT Current
Assessment Draft Report and IT Strategic Roadmap). The IT Strategic Plan also includes a strategic
action plan for each prioritized strategy. The detailed template showcases each IT Strategy, a
strategic action plan for implementation, the gaps being addressed, the resources required, any
prerequisites, the estimated costs for implementation, the County stakeholder groups impacted,
and an impact statement.
5.b.a
Packet Pg. 22 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 9
Strategic Roadmap – A Summary
Pittsylvania County’s IT Strategic Vision is as follows:
Pittsylvania County’s “Connected County” initiative envisions implementing modern,
connected, and intuitive systems that allow employees, citizens, and contractors/business
owners to conduct daily business and gather information in the most efficient and effective
manner. This initiative will primarily focus on three (3) main stakeholder groups: employees,
citizens, and contractors/business owners.
The IT Strategic Roadmap, as shown in Figure 2, will guide Pittsylvania County in planning,
procuring, implementing, and managing current and future technology investments and
resources over the next (3) years. The corresponding Action Items which appear support the
implementation of each IT Modernization Strategy for the County. Avèro Advisors will
subsequently develop an IT Strategic Plan Draft Report based upon the prioritized IT Strategic
Roadmap of IT Modernization Strategies.
Figure 21: IT Strategic Roadmap (Action Items)
5.b.a
Packet Pg. 23 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 10
Figure 22: IT Strategic Roadmap (Implementation Timelines)
Avèro Advisors strongly recommends that Pittsylvania County and the Executive Management
Team adopt this IT Strategic Plan and Roadmap as the County’s definitive guide for future
Information Technology strategy over the next three (3) years. It is also recommended that the
County conduct an annual review to “refresh” this IT Strategic Plan to ensure that the strategies
remain in line with the County’s mission, vision, innovations, and industry best practices.
5.b.a
Packet Pg. 24 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 11
B. IT Current Assessment
1. Summary
The IT Current State Assessment provides a summary of the Key Findings from the Discovery and
Analyses phases of the IT Strategic Planning Project for Pittsylvania County. Specifically, the IT
Current State Assessment considers the function of each respective Department, the primary
business technologies used for operations, and the departmental vision.
In August 2020, Pittsylvania County contracted Avèro Advisors to conduct a county-wide
Information Technology Strategic Planning effort. Pittsylvania County is primarily comprised of
nineteen (19) Departments, which are responsible for delivering public services to the
Pittsylvania County community under the executive direction of the County Administrator and
Board of Supervisors. As an overview, the County strives to provide an exceptional level of public
service to Pittsylvania County's constituents and using technology as a tool to encourage
community engagement. Building on industry best practices, the County seeks to strategically
use resources in a way that enhances public service offerings through technology modernization.
The following County departments and agencies were included for assessment and planning
purposes on this IT Strategic Planning project:
1. Commissioner of the Revenue
2. Commonwealth's Attorney
3. Community Development
4. Community Policy & Management Team
5. County Administration
6. County Attorney
7. Economic Development
8. Finance
9. Human Resources
10. Information Technology
11. Parks & Recreation
12. Pet Center
13. Public Library
14. Public Safety
15. Public Works
16. Sheriff's Office
17. Social Services
18. Treasurer's Office
19. Voter's Registrar
Avèro Advisors recognizes that the County is currently using disparate, disconnected, and often,
antiquated enterprise systems to conduct business. The County initiated this project to assess its
current information technology staff, infrastructure, and processes as the first step towards
providing more efficient and effective service delivery to citizens. Through this project, the
County intends to gain a thorough understanding of its current information technology
infrastructure, staffing levels, processes, and operations. Furthermore, the County seeks a
thorough evaluation of its IT systems, procedures, data sharing processes, and software currently
used. There are four (4) Project Deliverables for the IT Strategic Planning Project:
5.b.a
Packet Pg. 25 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 12
1. Finalized Project Work Plan
2. IT Current State Assessment Draft
Report
3. IT Strategic Roadmap
4. IT Strategic Plan Final Report
The IT Current Assessment Report (Phase 2) details the project methodology implemented by
Avèro Advisors, along with the key findings gleaned from the current state (“As-Is”) Discovery
Sessions, the future state (“To-Be”) Visioning Sessions, and the inherent Gaps which have
emerged between the two (2) states, related to observed industry best practices.
The IT Strategic Plan and Roadmap (Phase 3) will function as a strategic guide by providing
actionable recommendations for the modernization of the County’s cybersecurity. IT
infrastructure, enterprise systems, and IT investment decisions over the next three (3) years.
2. Project Methodology
Project Initiation
The Project Kickoff consisted of a presentation delivered to the County Management Team to
review the Project Scope, Project Methodology, Project Timeline, and Project Deliverables. This
initial introduction enabled Avèro Advisors to meet the greater project team and answer any
questions the County had regarding staff engagement. Avèro outlined project communications,
including the provision of the comprehensive “Project Work Plan” that described the project
activities/deliverables from start to finish. Avèro also presented the “Project Status Report,”
which provides an on-going update of actual work accomplished concerning planned efforts.
During the Project Planning Session, Avèro worked directly with the County to develop a
comprehensive stakeholder registry of all staff who were to be engaged in Phase 1’s Discovery
Sessions. County Management then assisted Avèro with the coordination of the Discovery
Sessions with stakeholders from across the County, along with the subsequent Visioning Sessions
with the department Directors.
Phase 1: Discovery
During Phase 1, Avèro Advisors conducted “Discovery” sessions with the key stakeholders, which
provided an insight into the current state (“As-Is”) of IT service delivery at the County. The
Discovery sessions ranged in duration from one (1) to two (2) hours per session. During the candid
interviews, Avèro Advisors gathered data from the Directors regarding their respective
departments’ experience with IT, in terms of service delivery, along with identifying some of the
strengths within the current state of Information Technology at Pittsylvania County. The focus of
the Discovery Sessions was to facilitate high level “Operational Analysis,” followed by a round of
“IT Modernization Visioning Sessions.” The interactive Operational Analysis allowed Avèro to
meet with business process-owners and directors within each department to discuss the role that
People (Staffing), Process (Workflows), and Technology (IT Support, and Business Systems) play
5.b.a
Packet Pg. 26 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 13
in the current-state of departmental operations to identify existing strengths and opportunities
for IT modernization.
Before the meetings, Avèro distributed an Interview Questionnaire with open-ended questions
that focused on the current state (“As-Is”), which included:
1. What are the primary functions of your department?
2. What do you feel are the current strengths of your department?
3. What do you feel are some areas for improvement in your department?
4. What are the business systems that are currently used by your department?
5. How are you currently using technology as a tool to meet the strategic objectives of your
department?
6. What do you feel are the current IT-related needs of your department?
7. How would you describe your experience with the services provided by the IT Department?
8. What do you feel are the current strengths of the IT Department?
9. What are some areas where the IT Department could improve?
10. What is your future state vision for your department going forward?
11. How do you feel that IT Modernization (business systems, IT tools) could positively impact
your department going forward?
12. Are there any other comments that you feel would be helpful?
Following the Discovery Sessions, Avèro conducted an additional round of interviews, consisting
of more involvement from departmental staff, including business process owners. Engagement
of the County’s “greater” project team allowed Avèro to develop an in-depth understanding of
the many functions performed within each department. During the IT Visioning Sessions, Avèro
asked open-ended questions focused on the future-state (“To-Be”), which included:
1. How can your department use technology as a tool to streamline operations in the future?
What does your Vision for an optimized department look like?
2. What specific manual processes do you feel your department would most benefit from being
automated through IT modernization in the future?
3. What are the top 3 IT-related improvements that you feel your department would most
benefit from in the future?
4. What is your Vision for the IT Department in terms of the type of services provided to both you
(as an end-user) and your department in the future?
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5. What are the top 3 changes that you feel need to be made to the service delivery model for
the IT Department to become a world-class IT organization in the future?
6. What positive changes can be made to improve decision-making related to IT investments
across the organization in the future?
The subsequent IT Modernization Visioning Sessions allowed County staff to describe their Vision
for an optimized future-state, which included providing improved services to the Pittsylvania
County community, exploring requirement-based enterprise technologies, and identifying how
IT, as a department, supports the execution of each department’s Vision. The IT Modernization
Visioning Sessions also allowed Avèro to validate Gaps in IT service delivery, system maturity, and
process efficiency that were gathered during the discovery sessions. Following the closure of the
onsite data gathering activities, Avèro Advisors conducted a comprehensive analysis of the
aggregated Discovery data, which considered the inherent gaps identified between the findings
from the current state and the County’s aspirations for the optimized future-state. For the Gap
Analysis, Avèro applied IT Best Practices to the gaps identified during the IT Current State
Assessment, which was a segue to commencing the development of Phase 3’s IT Modernization
Strategies.
Phase 3: Strategy
During Phase 3, Avèro Advisors developed the IT Strategies in response to the Gaps, which were
identified during Phase 2’s IT Current State Assessment. Avèro then facilitated an interactive
review session with the County to finalize the prioritization of the IT Strategic Roadmap based
upon industry Best Practices. The IT Modernization Strategies, which encompass the Roadmap,
were prioritized across the following implementation thresholds:
● Immediate: Year 1 ● Short-Term: Year 2 ● Long-Term: Year 3
Following County validation, Avèro Advisors developed the IT Strategic Plan, which includes the
preceding deliverables (IT Current Assessment Draft Report and IT Strategic Roadmap). The IT
Strategic Plan also includes (in template format) a strategic action plan for each prioritized IT
Strategy. The detailed template showcases each IT Modernization Strategy, a strategic action
plan for implementation, the gaps being addressed, the resources required, any prerequisites,
the estimated costs for implementation, the stakeholder groups impacted, and an impact
statement.
3. Key Findings & Gap Analysis
Pittsylvania County
Pittsylvania County is primarily comprised of nineteen (19) Departments, which are responsible
for delivering public services to the Pittsylvania County community under the executive direction
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of the County Administrator and Board of Supervisors. As an overview, the County strives to
provide an exceptional level of public service to Pittsylvania County's constituents and using
technology as a tool to encourage community engagement. Building on industry best practices,
the County seeks to strategically use resources in a way that enhances public service offerings
through technology modernization.
The following County departments and agencies were included for assessment and planning
purposes on this IT Strategic Planning project:
1. Commissioner of the Revenue
2. Commonwealth's Attorney
3. Community Development
4. Community Policy and Management
Team
5. County Administration
6. County Attorney
7. Economic Development
8. Finance
9. Human Resources
10. Information Technology
11. Parks & Recreation
12. Pet Center
13. Public Library
14. Public Safety
15. Public Works
16. Sheriff's Office
17. Social Services
18. Treasurer's Office
19. Voter's Registrar
Countywide Business Technologies:
The following technologies, including hardware, software applications, and tools, were identified
by Avèro for Countywide use during Phase 1’s Discovery:
● Keystone (including Financial Management, Community Development & Human Resources),
Microsoft Office 365 Suite, Granicus Legislative Management, Laserfiche, CentralSquare's
ONESolution, ESRI ArcGIS, Barracuda, Cisco, Works, Foxit Phantom PDF Reader, Windows
Defender
Comprehensive Software Inventory:
Avèro assisted the IT Department in utilizing a systems management tool to run scan across all IT
assets to determine the current software inventory at the County. The analysis of the inventory
report is shown in Section E: Comprehensive Software Inventory.
a) Key Findings/Universal Gaps
Following the completion of Phase 1’s Discovery, Avèro aggregated and analyzed the Current
State and Future State vision gathered from County stakeholders to identify Key Findings,
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including gaps. A Gap is a measure of comparison between the Current State of information
technology at the County and the optimized Future State based upon industry best practices, as
discussed during the Visioning Sessions. The following Key Findings, including Universal Gaps,
were identified during the Current State Assessment:
● The County’s IT department currently lacks a strategic direction or visionary leadership. It is
imperative that the County have a Chief Information Officer (CIO) position or function
executing the strategic initiatives outlined in this plan. The CIO function would also be
responsible for maintaining a forward-thinking, proactive approach to IT service delivery.
● The County is in need of a Patch Management tool to streamline the patch management life
cycle, including scanning the enterprise network for vulnerability, examining the vulnerability
and identifying missing patches, patch testing and deployment for cybersecurity, and
generating status reports on the latest patch updates.
● The County does not have an asset management tool for tracking and managing hardware
and software Countywide. A sophisticated asset management tool would enable IT staff to
maintain the County's software and hardware inventory efficiently through an automatic
system scanning process.
● Absence of a formal cybersecurity plan, which should include a set of objectives and protocols
that address potential incidents and the County’s needs to respond and monitor, along with
maximizing the security and resiliency of the organization.
● Security Information and Event Management (SIEM) is a software for monitoring and
analyzing cybersecurity events, as well as logging data within the County's network in real-
time to manage security controls effectively, prevent potential security threats, and reduce
the impact of breaches. Including a SIEM in the County’s software portfolio would
significantly mitigate the County’s exposure to external cyber threats.
● Inadequate security (both physical and technological) within the Voter's Registrar Office. The
current office does not include cameras, and the County's network is secure but is deficient
compared to best practices laid out by the State of Virginia.
● The County is without a robust enterprise antivirus solution to further protect data and files
while building a solid defense against security threats and hackers. The County currently uses
Windows Defender, which is a basic, built-in antivirus application in Windows that offers a
basic level of cybersecurity protection.
5.b.a
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● Absence of a formal Disaster Recovery Plan in place. A Disaster Recovery plan should outline
the protocol for business continuity in the instance of a system failure.
● The County is without a standardized approach to project management and project planning
within the IT Department. Additionally, the differentiation between unique project-based
work and operational task work is undefined, causing prioritization and resource allocation
issues.
● Inadequate IT Governance Program to make more consistent decisions related to IT
investments. An enterprise approach to decision-making regarding IT investments should be
in place in processes such as software and vendor selection to decrease potential future
conflicts between departmental applications.
● Loosely defined protocols for governing IT-related service requests. Moreover, there is no
current means of prioritization regarding service requests. Despite the IT Department's
utilization of SysAid as the organization's IT Help Desk, this method has yet to be proven more
effective than calling IT directly. This workaround results in IT staff developing a service
request in SysAid after the task is completed. The gap exists because there is a lack of
standardization and policies for users to follow when submitting tickets and requests through
SysAid. Additionally, the solution itself lacks sophistication and reporting capabilities.
● Lack of formal IT policies and procedures, along with IT service catalog, including IT service
level agreements with departments across the County. As a result, there is a level ambiguity
across the County regarding the what services are provided by the IT Department, and the
protocol for requesting IT services.
● Absence of automated workflows across various County Departments. The volume of hard
copy paperwork within and between Departments related to operational processes, such as
Time and Attendance and Payroll, creates bottlenecks across the organization. Keystone, the
County’s ERP, is severely deficient in many areas, with Time and Attendance/Payroll being
part of the deficiency.
● The County lacks standardized policies and procedures involving the use of Laserfiche
(electronic document management system). The County pays for the electronic content
management system, but the system currently is being underutilized. This inundates County
departments with hardcopy paper and creates inefficiencies when conducting County
business. Furthermore, some workstations currently use an outdated version (10) of
Laserfiche, while the up-to-date version is 10.4. Laserfiche has tremendous capabilities and
is recognized as an industry leader in enterprise content management.
5.b.a
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● Silos between various software across the County, resulting in a micro focus at the
department level instead of an enterprise approach to IT modernization. For instance, the
absence of an interface between BEACON Meter Reading, QS/1 Utility Billing System, and
Keystone (Financial) results in manual data entry for utility billing that is cumbersome and
time-consuming. Strategic initiatives set forth in Section D outline the replacement of both
systems in favor of more intuitive systems that seamlessly integrate.
● The County has yet to fully deploy Microsoft Office 365 as a Cloud-based Enterprise Suite
across the County. The County's IT Department recently obtained licenses for Office 365 Suite
(ProPlus), including Office applications and OneDrive, for use across the County. Additionally,
some workstations still run the outdated, individual Office versions, such as MS Office Home
and Business 2013 and 2019.
● Conflicting use of on-premise and cloud-based versions of Microsoft solutions. The County
currently uses the on-premise version of Microsoft Exchange Server 2019 that was purchased
in 2018, along with a new server to host the organization's email. In 2020, Microsoft offers
an upgrade package, which also includes cloud-based email, along with the Microsoft Teams
collaboration tool, which supports teleworking for a marginal cost. The County could migrate
all Microsoft applications, including Office and email to the cloud, and re-purpose the recently
purchased server to prevent maxing out the storage capacity from on-premise email through
Exchange Server 2019.
● The County currently has only one (1) GIS license for one (1) staff member from the
Community Development Department that handles all Pittsylvania County GIS layer editing
purposes. GIS needs to be used by departments across the County, including Public Safety,
Parks & Recreation, and the Voter's Registrar. An enterprise-level Geographic Information
System (GIS) would help the county increase GIS efficiency and efficacy.
● Email service is not available for all quasi-county employees. Staff at the Library and some
appointed officials and commissioners do not have access to a County email address. The
Library staff utilizes Google for email services and does not have access to the pittgov.org
email domain. In Section D of this report, a recommendation has been made to upgrade the
County’s email to Microsoft’s cloud-based solution. Migrating all quasi-county employees to
the County’s unified email solution will eliminate disparate email services and provide a
centralized communications platform. Having a centralized platform helps monitor and
control e-mail communications, which can be specifically helpful in the event of an FOIA
(Freedom of Information Act) requests the county could receive.
5.b.a
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● Unreliable internet connectivity to remote sites within the County, specifically, the
Community Policy and Management Team (CPMT) Department, which is just across the street
from the main County Administration building. CPMT frequently suffers from internet
outages and experiences bottlenecks in its operational processes resulting from being offline.
The Hancock Building, a Sheriff's Department annex, suffers frequent outages and the
Sheriff's IT resource needs to reset their network numerous times each month. Additionally,
the Landfill and the County’s Public Safety Department experience unreliable internet
connectivity due to radio tower outages and failures.
● Absence of standardized conference room hardware and software to improve productivity as
well as user experience and align with the County's presentation and virtual meeting needs.
As a result, the current infrastructure does not meet the County’s needs and leads to resource
malfunctions which cause disruptions during critical meetings.
● Inadequate training for enterprise software currently being utilized by County staff. The
current electronic document management system, Laserfiche, and other software
applications (e.g., Granicus Legislative Management (Accela), QS/1, CentralSquare) are not
being utilized to their full capacity due to a perceived lack of training.
● The County’s ERP, Keystone, is an antiquated, inefficient, and heavily customized solution
which lacks key functionality resulting in inefficient paper-based workflows across its various
modules. Avèro’s team discovered various paper-based, manual efforts currently completed
by staff while validating accounts payable and payroll processes throughout discovery
sessions. Additionally, receivables, invoices, and billing are completed through SAGE, a
separate solution that does not integrate into Keystone. The absence of integration between
these systems leads to manual reconciliation between the Treasurer and Finance. Keystone
does not offer a vendor self-service portal to allow procurement to manage vendors and
invoices electronically. The vendor management process is currently a manual process, where
hard copy paperwork tends to create bottlenecks in processing. Currently, hardcopy invoices
are received and scanned into the system, leading to procurement manually tracking
requisitions and vendors. Additionally, there is not an efficient way to create the budget book
within Keystone. The creation of the budget book takes Finance weeks to complete.
Numerous reports must be run and manually verified to ensure the information within the
proposed budget is accurate. Keystone’s Human Resource Management module lacks the
functionality to to manage human resource responsibilities such as Job Planning &
Recruitment, Performance Evaluation, Skill Development, Labor Relations, Safety & Health,
Employee Benefits, etc. Keystone does not offer an employee portal that allows staff to
manage and review requests, benefit plans, and other important sensitive information.
Furthermore, Keystone acts as Pittsylvania County’s Enterprise Land Management (ELM)
system to track and issue permits, licenses, plan reviews, and inspections. Keystone does not
5.b.a
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offer a citizen access portal to allow the online submission of permit applications or electronic
plans. Additionally, Keystone does not provide a mobile application for staff to review and
conduct inspections while in the field. These deficiencies create bottlenecks and workarounds
within the Community Development Department. As an overview, the Keystone ERP system
fails to create efficiencies for citizens, businesses, and staff, and therefore, should be replaced
as part of the County’s IT modernization effort.
● Inefficient business processes encompassing Time and Attendance and Keystone, which
impacts each Department. Hardcopy timesheets are currently being collected from staff, then
manually entered into Microsoft Excel spreadsheets to be sent to Finance. More specifically,
the Payroll Specialist is experiencing excessive data entry and manipulation regarding
overtime and on-call hours from the Sheriff's Office and Public Safety/EMS staff.
● The County does not utilize online bill pay throughout all departments. The Library,
Community Development, and Landfill Departments do not have a point-of-sale system for
credit/debit card payment intake, which has the potential to create an inconvenience for the
citizens of Pittsylvania County, along with creating additional work for financial processing by
Finance.
● Under-utilized Citizen/Customer Relationship Management (CRM) system to manage
communications with business leads (Economic Development), citizens (County
Administrator), volunteers (Pet Center), and other external stakeholders to conduct external
outreach more efficiently.
● Lack of universal software for work order management. The Building & Grounds, Water &
Sewer, and Landfill sectors of the Public Works Department all use different software
applications for work order management purposes. Building & Grounds currently utilizes
SysAid, while the landfill processes paper work orders, and Water & Sewer utilize QS1-Publiq.
Furthermore, SysAid lacks the sophistication to push work orders out to mobile devices and
integrate with the County’s GIS database to show issues such as water leaks and other public
works related work order requests.
● Hard copy file retention for end-to-end criminal/civil/legal case tracking and management
processes in the Commonwealth's Attorney's Office. The Commonwealth's Attorney is
currently inundated with hard copy paper case files. A redeployment of Laserfiche, coupled
with a thorough training session from Laserfiche and Avèro, should mitigate the tremendous
amount of paper the Commonwealth Attorney’s Office currently manages.
5.b.a
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● Lack of Mobile Device Management (MDM) solution to manage mobile devices Countywide.
This solution would enable IT to more accurately track devices given to individuals who
usually work in the field. An MDM would also allow for remote wiping of lost or stolen mobile
devices, ensuring that confidential information stays secure. End users would be able to
access standardized applications for County devices available through an application store via
the MDM.
b) Departments
During Phases 1 – 2 of the IT Strategic Planning Project, Avèro met with key stakeholders from
across the County for the purpose of gathering their experiences on the current state of
technology. Discovery sessions also focused on visioning for an optimized future state at the
County. This section includes the aggregated findings from all County departments included in
the project.
The following County departments and agencies were included for assessment and planning
purposes on this IT Strategic Planning project:
1. Commissioner of the Revenue
The Commissioner of the Revenue is a constitutional officer, elected by the voters of Pittsylvania
County to serve the County by assessing the value of personal property, business personal
property, machinery, and tools, and processing state income tax returns. The Commissioner of
the Revenue also maintains the land books, administers the County's adopted land use program,
and conducts real estate tax relief for the elderly and disabled.
Primary Business Technologies:
● Microsoft Office Suite, Keystone (Financial Management), NADA, and VesselValuation,
Vision:
● The Commissioner of the Revenue intends to fully utilize Laserfiche to streamline critical
workflows and enhance security in document management. The Commissioner of the
Revenue also envisions continuous improvement to their financial ERP system, Keystone,
by standardizing workflows and increasing efficiency in DMV/Vehicle valuation and
income tax management processes. Moreover, the Commissioner of the Revenue
envisions fuller utilization of the County's GIS infrastructure to streamline all actions
based on geospatial data.
2. Commonwealth's Attorney
The Commonwealth's Attorney is a constitutional officer, elected by the voters of Pittsylvania
County to serve as the County's prosecutor and chief law enforcement official. He and his staff
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of attorneys are responsible for prosecuting criminal violations of the Code of Virginia and
pursuing justice and protection of the rights and property of all citizens of, and visitors to,
Pittsylvania County.
Primary Business Technologies:
● Microsoft Office Suite, PowerDirector (Video Editing Software), Geronimo's CaseFinder
(Virginia Legal Research System), Sungard Sheriff instant report, AirParrot, Dropbox (free
version)
Vision:
● The Commonwealth's Attorney envisions full deployment of Laserfiche into key business
processes across the Department. This will aid in optimizing the document creation and
management processes, such as template generation, file/case search and retrieval,
management, sharing, and tracking. The Commonwealth's Attorney would also benefit
from a case management system for their end-to-end criminal case tracking and
management processes. Additionally, the Commonwealth's Attorney desires the ability
to attach and send large files through email.
3. Community Development
The Community Development Department provides County residents with information and
services relating to zoning and building inspections. The Community Development Department
is also responsible for planning, codes & ordinances compliance as well as erosion control and
maintains real estate/GIS information as a public service to Pittsylvania County.
Primary Business Technologies:
● Keystone (Community Development), Granicus Legislative Management, Microsoft Office
Suite, Esri ArcGIS Desktop Advanced Concurrent Use License v 10.5.1, iPads for
inspections
Vision:
● The Community Development Department envisions a department where their
enterprise business systems are properly integrated, and their mobile devices are
functioning correctly in the field, to build efficiency into their inspection operations. The
Community Development Department envisions using an optimized enterprise land
management system, where system functionality is maximized, including the use of
electronic plan review capabilities, and allows for GIS-based land management (e.g.,
planning, tracking, organization, permitting, code enforcement, inspections). The system
should have a mobile application to allow inspectors to receive, complete and track
inspections seamlessly, and inspection results submitted in the field are updated in real-
time within the system. The Department envisions possessing full automation capabilities
regarding their various processes that involve the use of forms, such as violation notices,
5.b.a
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package mailing for board meetings, and permit issuance. Further deployment of
Laserfiche into key business processes across the Department will aid in optimizing the
community development process through the reduction of hard copy paper. Additionally,
the Community Development Department is looking to leverage the County's GIS
infrastructure to maximize geospatial management capabilities for other County
departments' operations, such as re-districting for the Voter's Registrar. The Community
Development Department also envisions the introduction of automation into their
customer service process through the usage of a mobile application/citizen-facing portal
and a point-of-sale system for credit card payments to improve service delivery. The
Department desires a County app/web-based portal for intuitive and user-friendly online
payment capabilities for County residents. Additionally, the portal should include an
application wizard and self-help tools to assist residents and developers when submitting
applications. This County app/portal should reduce the number of walk-ins and lessen the
number of hardcopy paper applications the County receives.
4. Community Policy and Management Team
Community Policy and Management Team (CPMT) is responsible for maintaining children's
services at Pittsylvania County and ensuring compliance with the State of Virginia's
Comprehensive Services Act (CSA) law and annual Office of Comprehensive Services (OCS) audits.
The CPMT also coordinates and facilitates the Family Assessment and Planning Team (FAPT) and
maintains a focus on compliance with the provisions of the CSA Program to preserve the County's
eligibility for CSA pool fund reimbursements.
Primary Business Technologies:
● Microsoft Office Suite, Laserfiche, Dropbox, Zoom, WebEx, Google Meet, Thomas
Brothers (3rd party CSA system), Dell laptops with docking stations, iPads, Radio system
for WiFi connection, and Foxit Phantom PDF Reader
Vision:
● The Community Policy and Management Team (CPMT) envisions being an entirely
paperless department by utilizing Laserfiche and Docu-Sign for the completion of the
contract routing and invoicing processes. Moreover, the CPMT is looking to fully utilize
Laserfiche as their electronic document management system to streamline critical
workflows and enhance security in document management. The CPMT also envisions an
improved relationship with the IT Department and to disclose CPMT’s needs through a
clear Service Level Agreement to include a reliable internet connectivity between
buildings, website optimization, and the need for expert assistance with software
support, upgrades, and training for applications such as Laserfiche.
5.b.a
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5. County Administration
The County Administration Office is responsible for the day-to-day management of County
affairs, departments, and agencies; advise the Board of Supervisors and records its action, and
executes County business following the Board's goals and policies. The County Executive
Assistants provide daily administrative support for the County Administrator and Deputy County
Administrator; maintain coordination of activities within the County Administration Office;
prepare for review and disseminate detailed meeting announcements, agendas, minutes, and
supplementary materials; and prioritize and handle arrangements for all Board of Supervisors,
commissioners, elected officials, and other executive gatherings.
Primary Business Technologies:
● Microsoft Office Suite, Laserfiche, Granicus Legislative Management (Accela), Keystone,
Dropbox, Google forms, Foxit Phantom PDF Reader, and Konica Minolta's Bizhub (printer)
Vision:
● The County Administration Office envisions a full redeployment of Laserfiche into key
business processes across all County departments to aid in optimizing the document
creation and management processes. The County Administration Office expects the
creation of an overarching strategic plan that outlines the County's IT needs. This strategic
plan should include strategies to mitigate current state technological gaps and aid in the
development of IT governance policies and procedures to ensure the strategic plan is
administered effectively and efficiently. The County Administration Office believes
auditing current enterprise software systems (e.g., Keystone, CentralSquare) is a key task
to ensure service delivery aligns with Pittsylvania County’s vision to be “Business Savvy
and People Friendly.” The audit would seek to define business requirements for each
enterprise system to increase efficiency and service delivery. Another priority is ensuring
that adequate training is being provided to staff to promote the development of skills
necessary to harness the capacity of implemented technologies (e.g., Laserfiche, Granicus
Legislative Management. Additionally, the Office would like to pursue a higher level of
communication and community engagement by utilizing a customer/client Relationship
Management (CRM) and mobile application. These technologies would create an
interface between citizens and the County to provide them with a pleasant customer
service experience and the ability to do business with the County in a modern way, such
as allowing citizens to pay bills or permit fees online without visiting a County building.
The County Administration Office is also looking to see more transparency within the IT
Department in terms of projects that are underway and plans for future IT projects with
an added element of prioritization. Lastly, the County Administration Office envisions
more reliable network connectivity across County departments and remote sites to
support teleworking capabilities further and provide a better quality of service delivery
efficiently and cost-effectively.
5.b.a
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6. County Attorney
The County Attorney's Office provides legal counsel to Pittsylvania County's Board of Supervisors,
County Administrator, and a majority of county officers, departments, agencies, commissions,
and boards (e.g., CMPT, IDA). The County Attorney also represents the County in matters of
litigation and oversees civil work except for the prosecution of criminal misdemeanors involving
Animal Control, some Code Compliance issues, and Treasurer's Office cases.
Primary Business Technologies:
● Microsoft Office Suite, LexisNexis (Legal Research), Laserfiche, and Expensify (expense
tracking)
Vision:
● The County Attorney envisions being an entirely paperless department by leveraging
Laserfiche and Docu-Sign for the completion of the contract routing process. Moreover,
the County's Attorney is looking to fully utilize Laserfiche as their electronic document
management system, to streamline critical workflows and enhance security in legal/civil
document management (e.g., document retention, auto-purge, and archive searching).
The County's Attorney would benefit from a case management system for their end-to-
end case tracking and management process. Additionally, the County's Attorney would
like to see an increase in their internet connectivity when performing work remotely and
interacting with the County VPN. Lastly, the County's Attorney envisions the introduction
of automation into customer service processes through the use of a mobile application or
portal to improve service delivery. The County's Attorney desires a County app/portal to
be intuitive and user-friendly, so the residents of Pittsylvania County have a better
understanding of the Department's service offering, and the number of phone call
inquiries can be lessened.
7. Economic Development
The Economic Development Department is tasked with expanding and retaining existing
businesses, encouraging entrepreneurship, recruiting new businesses, and coordinating the
economic development activities for Pittsylvania County.
Primary Business Technologies:
● Microsoft Office Suite, HubSpot (CRM), and Foxit Phantom PDF Reader
Vision:
● The Economic Development Department envisions providing a higher level of service to
the community they serve through modern technologies and equipment, such as
audio/video film development for virtual sales and land pitches, and leveraged GIS
infrastructure from the County for economic development planning. The Department
envisions having a robust contract management system to manage all economic
5.b.a
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development projects instead of storing them manually in internal hard drives. The
Economic Development Department also sees a benefit in bolstering the County's
internet connectivity for both departmental remote work and to show prospective
businesses that Pittsylvania County has the modern infrastructure necessary to do
business efficiently. Additionally, the Department envisions an optimized website that
allows the department to showcase the County's properties and desires to have more
tech-savvy staff with expertise in video editing and graphic designing for marketing
efforts. The Economic Development Department would also benefit from having a robust
customer/client relationship management (CRM) software to efficiently improve business
relationships with existing and/or potential businesses and other municipal localities,
such as the City of Danville.
8. Finance
The Finance Department is responsible for providing financial services to the County. The Finance
Department is composed of several key components, including Purchasing, Accounts Payable,
Budget, Grants Administration, and Payroll. The Finance Director also works in conjunction with
the County's elected Treasurer to ensure the accuracy of all accounts. In addition to handling all
payables for the Pittsylvania County government, the Finance Department also provides financial
services to other local service authorities, such as IDA (Industrial Development Authority) and
River Authority.
● Accounts Payable (AP) function is responsible for auditing and processing all County
invoices in the system for payment and mailing checks to vendors. The AP function also
manages vendor information, mails 1099s at year-end and maintains all accounts payable
files.
● Budget is responsible for the development and monitoring of the annual fiscal budget for
Pittsylvania County, which includes the Social Services Department and the School Board.
The Budget function also maintains budget amendments and perform audits across the
County and other service authorities (e.g., IDA, River Authority, Fiscal Agents for
Workforce Investment Board)
● Grants Administration oversees the development, administration, and accounting of
grants received by Pittsylvania County. The Grants Administration function works with
other County departments (e.g., Pet Center, Library, Community Development) to
determine grant needs and administer special projects and monitors federal/state grants
and grant expenditures.
● Payroll maintains all payroll records for County employees, prepares payroll checks/direct
deposits, and handles payroll-related questions across the Pittsylvania County
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government, including, but not limited to, elected officials, library, court, Sheriff,
Fire/EMS, and Landfill. The Payroll function is also responsible for filing all monthly,
quarterly, and annual reports to federal and state agencies, and maintaining VRS (Virginia
Retirement System) files on all full-time employees, including Social Services.
● Purchasing has a responsibility to the general public to ensure that procurements are
accomplished in accordance to the laws enacted by the appropriate legislative body. The
Purchasing function also maintains contracts and business relationships with all suppliers
for the County.
Primary Business Technologies:
● Keystone (Financial Management), Laserfiche, Microsoft Office 365 Suite, QuickBooks
(IDA/River Authority accounting), Sage (for billing, AR, and past due invoices), Works
(credit card software), EVA (State of Virginia's e-procurement), Anthem (3rd party health
insurance plan provider), Virginia Retirement System, Sage's BusinessWorks (landfill
accounting)
Vision:
● The Finance Department envisions streamlining payroll processes through a robust time
and attendance solution that works seamlessly with their financial management and
other enterprise systems, allowing for the automated transfer of payroll information to
the financial system. The Finance Department is also looking to automate the budgeting
process, including budget book creation and grants administration; enhance the 3-way
matching process (Purchase Order + Receiving Report + Vendor Invoice) for purchasing
and accounts payable functions; implement business intelligence features for data
analysis such as forecasting and trend analysis; automate tracking and calculation process
for Countywide overtime and on-call hours; fully utilize Laserfiche with more solid end-
user training support; improve requisition management workflows; streamline the data
entry process for benefits administration (e.g., Anthem, Virginia's New Hire, VRS).
Additionally, Purchasing, a function of the Finance Department, would benefit from the
implementation of a robust contract management system to track and manage the
production and management of contracts, service level agreements, and procurement
master agreements. A vendor self-service portal would also increase overall efficiency
regarding vendor registration and management and decrease the total time from the
requisition to the payment. The Finance Department also envisions an improved level of
communications and reliable support from the IT Department to aid with their current
systems, including any on-going and potential projects with software vendors.
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9. Human Resources
The Human Resources (HR) Department provides the resources necessary to promote safety,
wellness, growth, self-direction, and training opportunities for employees at Pittsylvania County.
Human Resources services include workforce planning, employee recruitment, benefits
administration, employee performance management, policy development, training, and
development.
Primary Business Technologies:
● Keystone (Human Resources), Microsoft Office 365 Suite, and Foxit PDF Reader
Vision:
● The Human Resources (HR) Department envisions the introduction of automation to
several of its key processes, including personnel action forms and time-off balancing,
which are currently a manual and paper-intensive process. The HR Department envisions
having a new Human Resources Information System (HRIS) capable of carrying out all or
most of HR's various business processes, from employee recruitment and performance
management to coordination of employee benefits. The HR Department additionally
envisions the County utilizing an organizational-wide, self-service portal for benefits
management. The Human Resources Department envisions a centralized time and
attendance solution to aid in the reduction or elimination of the Department's
dependence on hardcopy paper and includes integration with other critical County
enterprise business systems. The time tracking module would be integrated with the HRIS
and ERP systems to automate the payroll process and eliminate redundant manual data
entry. Finally, the HR Department envisions the County becoming completely paperless,
along with a full redeployment of Laserfiche, as an information/document repository to
eliminate redundant paper archiving processes.
10. Information Technology
The Information Technology (IT) Department serves as an internal IT service provider to support
various departments across Pittsylvania County-owned buildings. With three (3) full-time IT staff,
the IT Department provides County departments and elected officials with existing technologies,
including hardware, software, network, and telecommunications, to promote efficiency and
service delivery countywide, and deliver the best technology solutions that meet County staff's
needs.
Primary Business Technologies:
● Cisco AnyConnect (remote work), SysAid (IT Ticket system), Windows Update Service, MS-
ISAC, Cisco Firewall, Barracuda's Security Gateway for Webserver and Email, Barracuda
Backup, Comcast (WiFi Guest network), Cisco IP Phone system (on-premise VoIP),
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Windows Media Maker (A/V), CEWL licenses, Call Manager/Unity Connection 10.5, VPN
Juniper Box hosted by Blast, VMWare, Azure, Unify switches, cameras, controllers, etc.
Vision:
● The Information Technology (IT) Department strives to be a "best in class" IT service provider.
IT envisions better usage of their ticketing system, SysAid, to manage IT service requests from
across the County correctly. Moreover, IT also envisions having the County staff consistently
input IT service requests into SysAid, through a governed protocol, thus enabling the IT
Department to track and prioritize IT service requests from each County department
efficiently and reduce the volume of phone calls. The IT Department recognizes that there
are gaps in service delivery and acknowledges that for the County to modernize, IT must
refresh their skills and knowledge to keep track of modern technologies and updates. To
accomplish this, IT strives to learn more about its customers’ critical business processes and
systems to enhance their service capabilities for each department. The IT Department also
would like to explore ways that the County could leverage fiber infrastructure already in place
to bolster internet connectivity to rural locations within County limits. Additionally, IT would
like to enhance cybersecurity efforts to detect, quarantine, and nullify cyber-attack attempts
on the County. Lastly, IT would like to establish a formal Disaster Recovery Plan to outline
the protocol for business continuity in the instance of a system failure.
11. Parks & Recreation
The Parks & Recreation Department provides safe, family-friendly, and well-maintained
recreational facilities and rentals around Pittsylvania County and special programming events to
County residents. These recreational facilities include a community center (home office), dog
park, award-winning parks, trails, and quality athletic fields. Activities provided include youth
sports, fitness programs, camping opportunities, and field trips.
Primary Business Technologies:
● Microsoft Office Suite, Outlook Calendar (community center rentals scheduling),
ActiveNet, Unify app (security camera), hotspot on phone
Vision:
● The Parks & Recreation Department (Parks & Rec) envisions the introduction of
automation into their customer service process through the usage of a mobile application
or portal to improve service delivery. Parks & Rec desires a County app/portal to be
intuitive and user-friendly and integrate with the County's GIS infrastructure. Hence, the
residents of Pittsylvania County have a better understanding of the services offered by
the Department and keep updated with upcoming events, along with the provision of
event locations and directions. Further deployment of Laserfiche into key business
processes across the Department will aid in optimizing the events management and
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document/record management processes through the reduction of hard copy paper.
Additionally, Parks & Rec envisions an improved relationship with the IT Department to
provide more support that meets their IT needs, including website optimization, reliable
internet connectivity, and robust teleworking capabilities for virtual meetings. Lastly,
Parks & Rec envisions the expansion of the County's network to include wireless
connectivity available at Parks and Rec facilities across the County.
12. Pet Center
The Pittsylvania County Pet Center works with Pittsylvania County's Animal Control Officers to
shelter and care for all homeless, abandoned, and lost companion animals within County limits.
The Pet Center's staff and volunteers work tirelessly to ensure the animals in their care are
treated with dignity and respect. The Pet Center's staff also partners with local businesses to raise
funds and awareness for the animals residing in the Pet Center. The Pet Center also facilitates
dog and cat adoptions, coordinates adoption events, and markets animals in their care on
numerous mediums, including "Finding Rover" and "Pet Finder." These efforts have resulted in a
combined 97% save rate among pets.
Primary Business Technologies:
● Shelterluv, Finding Rover (pet facial recognition), Microsoft Office Suite, Facebook
(current website), Keystone
Vision:
Pet Center staff believe that awareness, education, and marketing are key to continuing saving
animals at the rate they do. The Pet Center believes a County mobile application would be
beneficial for them, as they would provide "Pet of the Week" content for adoptable dogs and
cats, educational information for current or potential adopters, and push notifications to app
holders regarding events and fundraisers. Connecting with the public this way could also bolster
their volunteer base and potentially increase their donors. The Pet Center also believes they
would benefit from a Client Relationship Manager (CRM) solution the track volunteers, donors,
and partner organizations.
13. Public Library
The Pittsylvania County Public Library is the community's trusted resource for creating a culture
of learning and innovation by focusing on the individual experience. The mission of the Library is
to enlighten, educate, empower, and expand the well-being of County residents and patrons by
connecting them with the information, experiences, and resources they need to make their lives
better. The County library system consists of five (5) libraries in the communities of Chatham,
Gretna, Brosville/Cascade, and Mt. Hermon. The Library also operates Bookmobile services that
make approximately sixty (60) stops monthly throughout the County. The County Library system
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is supported by two (2) designated IT resources that assist the Library in all aspects of their
operations, including supporting all Library's PCs/laptops, network infrastructure, WiFi, servers,
security, website, technology plan, and other IT software and network upgrades, when
applicable.
Primary Business Technologies:
● Microsoft Office Suite (no Outlook), Google’s G-Suite (including Gmail and G-Drive),
TechSoup, Cisco Umbrella, Keystone, Library Corporation's TLC Solution (ERP), Oracle
database, Virginia Library Service, Integrated Library System (ILS)
Vision:
● The Pittsylvania County Public Library envisions having a robust point-of-sale software for
credit/credit card payment intake that allows for automation on all revenue collection
processes and enhance citizen/community engagement. The Library is also looking to
digitize local and/or history collections that are irreplaceable and streamline processes on
searching and retrieving collection records. Furthermore, the Library envisions an
improved relationship with the IT Department, where there is a collaborative effort in
supporting the Library’s needs (e.g., reliable internet connectivity for Bookmobile services
and County email setup) and assisting with other critical IT support issues as they emerge.
A robust time and attendance solution is also needed to aid in streamlining the time entry
process related to payroll.
14. Public Safety
The Public Safety Department provides emergency and non-emergency services, including E-911,
the dispatching of fire, rescue, and Sheriff, and other requests of assistance, to over 61,000
citizens across the Pittsylvania County community. The Public Safety Department takes calls and
dispatches for twelve (12) Rescue Squads, twenty-one (21) Fire Departments, Animal Control,
County Sheriff's Office, Chatham, Gretna, and Hurt Police Departments, Virginia Department of
Forestry, and Angel Search and Rescue. The staff also assist the State Game Wardens, ABC
Agents, and the Virginia State Police. The Department is supported by a designated IT resource
that assists the Department in all aspects of their operations. This IT individual is responsible for
supporting PCs/laptops, radio systems, and other IT software and network upgrades, when
applicable.
Primary Business Technologies:
● Microsoft Office Suite, CentralSquare's OneSolution (CAD & AVL), Google Maps, Windows
Defender Antivirus, AIM for EMS billing, and L3Harris radio system
Vision:
● The Public Safety Department envisions continuous improvement to provide timely,
critical services to County residents using advanced technologies such as CAD/AVL,
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toughbooks, and ESO software as a Countywide reporting system. The Public Safety
Department also desires the County's GIS infrastructure to be leveraged for planning
rescues and other EMS operations. The Public Safety Department also envisions having
more reliable internet connectivity between remote locations and continuous
improvement on their current radio system with more exceptional technical support and
customer service from the software vendor. The Public Safety Department envisions an
improved relationship with the IT Department, which would include central IT
understanding Public Safety’s technology needs, such as network resiliency and reliability
to remote locations, hardware/software upgrades, and group policy compliance.
Additionally, governance policies, including IT contract review assistance and technology
budgeting assistance would help create a standardized review process associated with IT
spending. Lastly, the Public Safety Department is also looking to hire more experienced IT
staff to help the current designated IT staff take care of daily IT operations for the
Department.
15. Public Works
The Public Works Department oversees Water & Sewer, Building & Grounds, and Landfill services.
The Water & Sewer function is operated by the water systems of Pittsylvania County Services
Authority (PCSA), Town of Chatham, Town of Hurt, and Town of Gretna to provide water and
wastewater services to various areas of the County. The Building & Grounds division maintains
all County-owned buildings, including HVAC units, electrical and plumbing, the 911 site, and helps
the County IT Department with cable installations. The Landfill function oversees solid waste and
recycling operations, including sorting, dumping, and compacting trash, and maintains twenty-
one (21) convenience centers across Pittsylvania County.
Primary Business Technologies:
● SysAid (work order management), PUBLIQ's QS/1 (Water & Sewer – Billing and Work
Order), Badger Meter BEACON, Microsoft Office Suite, TSW Automation's PDOX,
Keystone, Hotspot through phone, AXIS Camera Station
Vision:
● The Public Works Department envisions continuous improvement to their work order
management processes by standardizing and implementing a universal work order
management solution with enhanced mobile capabilities for field activities. This system
should be integrated with the County's GIS infrastructure to capture all physical assets
and addresses, manage, and track all Public Works service requests in real-time. A future
work order management system should include mobile integration to allow field workers
to receive, complete and track work orders seamlessly while also updating the status of
the work orders and the materials used to complete the work orders. This future system
would also be integrated with an inventory management system and time clock/HRIS
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system to track labor hours and material. Additionally, the Public Works Department
envisions having more reliable internet connectivity for Landfill site and between remote
locations. A point-of-sale system is also needed to allow for credit card payment intakes
at the Landfill site, reduce the number of walk-ins for services, and enhance overall
customer excellence.
16. Sheriff's Office
The Sheriff's Office is composed of 135 officers and staff to provide law enforcement services and
meet the safety and emerging needs of residents and visitors to Pittsylvania County. The Sheriff
is a constitutional officer, elected by the voters of Pittsylvania County to serve and lead the
Sheriff’s Office. Besides Law Enforcement, the Sheriff’s Office is also responsible for a wide range
of criminal justice-related activities, including Court Services, Inmate Transportation, and Jail
Administration.
Primary Business Technologies:
● Microsoft Office Suite, CentralSquare's OneSolution (JMS, CAD, AVL, RMS) with the
mobile app, L3Harris radio system, Antivirus Windows Defender, and WatchGuard's body
cameras
Vision:
● The Sheriff’s Office envisions providing a higher level of service to Pittsylvania County
citizens and ensuring the safety of their officers by implementing modern technologies,
such as MDTs (Mobile Data Terminals). The Sheriff’s Office is also interested in
researching and developing use cases for wearable camera technology that allows
investigators to inspect crime scenes and relay video back to the Sheriff’s Office main
conference room in real time. This technology, along with initiatives to increase resiliency
and reliability to the Hancock building, would heavily rely on the development of a secure,
highspeed fiber network connection throughout the County. The Sheriff’s Office also
envisions the ability to set up multiple VLANs across the county, allowing on-duty officers
the ability to upload body cam footage without traveling back to Chatham. Sheriff's Office
also envisions having an entirely paperless timekeeping process using centralized time
and attendance software that streamlines all timesheet and payroll processing seamlessly
into the County's HRIS/payroll system. Lastly, the Sheriff’s Office wants to audit
CentralSquare to verify the effectiveness of all existing functions/modules within the
system.
17. Social Services
The Department of Social Services is a state-supervised and locally administered agency that
administers federal, state, and local public assistance and social work service programs. The
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financial and social services assistance programs include medical assistance (Medicaid), Virginia
Initiative for Employment, Fuel and Energy Assistance (Heating, Cooling, and Crisis), SNAP Food
Stamps, TANF Cash Assistance, Adoption, Child Care Assistance, Refugee Resettlement Services,
and Child & Adult Protective Services.
Primary Business Technologies:
● LETS (local goods & services exchange), LASER (Finance), SPIDeR (client information
exchange), VACMS (Virginia's Case Management for benefits and child care), OASIS (child
welfare programs, being replaced by Compass), PeerPlace (Case Management system for
adult protective services), CommonHelp, SAMS (security access management system),
Nortel (phone system), Gmail, Google Meets, and Zoom
Vision:
● The Department of Social Services envisions being a part of the Pittsylvania County
government and having an improved relationship with the County's IT Department
regarding IT infrastructure and related support, including phone system upgrade and
website optimization. The Department desires a cloud-based phone system (VoIP) to
improve data security and flexibility in remote work and service delivery since the current
system (Nortel) is hard-wired, creating bottlenecks in the Department's operations and
limiting staffs' ability to work remotely. Furthermore, the Department envisions a local
webpage embedded within Pittsylvania County's website for its social service contents.
The Department also envisions having a comprehensive communications assessment to
verify the effectiveness of all existing fiber and internet line uses since there are numerous
bills from different ISPs that the Department needs to pay monthly for its phone services.
Lastly, a designated IT staff to assist the Department in all aspects of their operations
regarding IT infrastructure would be ideal.
18. Treasurer's Office
The Treasurer is a constitutional officer, elected by the voters of Pittsylvania County to serve the
County by collecting receipts and tax revenue and County funds from all departments with fee
charges. The Treasurer also manages all financial assets and investments Countywide.
Primary Business Technologies:
● Keystone – Financial Management, Laserfiche, Jack Henry & Associates (ACH/Check
Conversion), PUBLIQ's QS/1, and Microsoft Office Suite
Vision:
● The Treasurer's Office envisions further deployment of Laserfiche into key business
processes across the Department to aid in optimizing the accounts receivable process and
mitigating paper-based workflows. The Department also envisions continuous
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improvement on their payment collection system for Water & Sewer services, QS/1, by
getting more solid end-user training sessions and better customer services from the
software provider (PUBLIQ) for full system usage. The Treasurer's Office would like to see
an increased level of efficiency in the ACH/check conversion process through a modern
check scanning solution since the Jack Henry & Associates system requires lots of
unnecessary customizations and lacks integration with Keystone. Moreover, the
Treasurer's Office desires a strategic partnership with the IT Department, resulting in the
more hands-on and knowledgeable approach for on-going projects.
19. Voter's Registrar
The Voter's Registrar Office oversees voter registration and applications, candidate processing,
and voter and election records management, and serves as an information resource for all
qualified citizens of Pittsylvania County. The Voter's Registrar also manages change of
address/last name requests and removal for felony, conviction, death, and non-citizen cases
maintains security and operation of over seventy (70) pollbook laptops, thirty-five (35) voting
machines, and thirty-three (33) ADA machines.
Primary Business Technologies:
● Microsoft Office Suite, VR Systems' EViD electronic pollbooks, ExpressVote's Automark
ADA machines, and ES&S's DS-200 (State certified machine for paper-based polling/voting
system)
Vision:
● The Voter's Registrar Office envisions an improved relationship with the IT Department
by developing a clear scope of services vital to the department's success (e.g., network
security, WiFi access implementation, hardware/software inventory) to meet State
security requirements. The Voter's Registrar Office also desires a bigger facility for better
inventory management and voting records retention and envisions having reliable
physical security, such as security cameras, to ensure the security of their voting storage
locations and polling places. The Voter's Registrar Office also envisions the introduction
of automation into their service delivery by utilizing mobile applications and online
portals for updating voting registration, voting locations, and other general election
information. The vision continues by integrating GIS functionality to voting information,
thus allowing eligible Pittsylvania County citizens the ability to locate their appropriate
polling place through the County’s website or mobile application. Additionally, the Voter's
Registrar would benefit from an election management software or secure database to
store pertinent election information, track the election lifecycle, and track and manage
voting officials. Lastly, the Voter's Registrar would like to see increased internet
connectivity when integrating with schools and providing virtual election presentations
and training sessions for different civil groups to improve community engagement.
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C. IT Strategic Roadmap
The IT Strategic Roadmap, as shown in Figures 3 – 4, will guide Pittsylvania County in planning,
procuring, implementing, and managing current and future technology investments and
resources over the next (3) years. The corresponding Action Items which appear support the
implementation of each IT Modernization Strategy for the County. Avèro Advisors will
subsequently develop an IT Strategic Plan Draft Report based upon the prioritized IT Strategic
Roadmap of IT Modernization Strategies.
1. IT Strategic Vision Statement
Pittsylvania County’s IT Strategic Vision is as follows:
Pittsylvania County’s “Connected County” initiative envisions implementing modern,
connected, and intuitive systems that allow employees, citizens, and contractors/business
owners to conduct daily business and gather information in the most efficient and effective
manner. This initiative will primarily focus on three (3) main stakeholder groups: employees,
citizens, and contractors/business owners.
The role of government in our society has traditionally been one of facilitation, collective
expenditure, law and order, and generally looking after the well-being of its residents,
businesses, and employees. These stakeholder groups have traditionally not expected much from
their respective governments, certainly not efficiency and transparency. However, times have
changed, and these stakeholder groups now demand and expect excellence from their elected
officials and the managers they appoint. In some jurisdictions, demand for government services
outpaces available supply of such services. Doing more with less has always been the
government’s aspirational goal, but only now do the stakeholder groups expect real action. It is
conceivable to say that citizens, businesses, and employees expect the same level of service they
get from a private bank and the same facilities (online payments, video meetings, etc.).
The frequently used phrase, “the future is now” is
even more applicable today for technology.
Government agencies are acting on increasing
demands and modernizing their operations at a
rapid pace. Pittsylvania County is poised to latch
on to modernization opportunities that not only
improve internal operations but revolutionize
how County services are delivered to its citizens.
For any long term technology strategy to be
sustainable and successful, it is important that its
foundations are laid on the following pillars:
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• Cybersecurity – are we resilient to cyber threats, are our employees educated and form
the first line of defense, and can we recover from a cyber event quickly?
• Infrastructure – is our infrastructure modern, stable and scalable?
• Enterprise Systems – do we have the right set of enterprise software tools to empower
our employees to deliver services in the most efficient manner?
With this end-state in mind, Avèro Advisors has developed a “Connected County” Information
Technology Strategic Plan that considers the interests of many stakeholder groups, including
internal (County staff) and external (current and prospective citizens and businesses). The
outcome of this Pittsylvania Connected County Initiative is to strategically implement technology
solutions that enhance the way current citizens and businesses do business with the County and
entice more potential stakeholders to move into Pittsylvania County to expand the County’s tax
base. Furthermore, this initiative’s end-state also provides Pittsylvania County staff with the
correct tools and training to best serve Pittsylvania County citizens and businesses and their
growing demands for County services.
Pittsylvania citizens expect to have convenient access to County services such as utility
registration, bill and tax payments, development (permitting/building) applications, and County
information, such as voting and school information. Additionally, businesses, developers, and
contractors expect to have access to County departments outside of regular business hours.
Examples of this include permitting requests, digital plan submission, business license
applications, and site/parcel information. The needs of outside stakeholders align perfectly with
the vision set forth by Pittsylvania County’s executive leadership. These stakeholders simply want
an easier way to conduct business with the County without having to visit a County office;
Pittsylvania County’s executive leadership shares in this vision and feels that with today’s
technology, it is unnecessary for stakeholder to only to do business in Chatham while County
business can be conveniently conducted 24/7, 365 digitally anywhere from a mobile device or
laptop.
2. IT Modernization Strategies & Action Items
The IT Strategic Roadmap is comprised of four (4) overarching IT Modernization Strategies based
upon industry best practices, as shown in Figure 3. The proposed strategies resolve the gaps
identified in Phase 2’s IT Current State Assessment Draft Report. They are based on the County’s
priorities, business needs, and goals, and take into consideration the interests of County
stakeholder groups, including: Administration, Departments, Employees, Citizens, and
Businesses. Further, the IT Modernization Strategies will strategically identify opportunities to
build operational efficiencies through integrated enterprise technology, improved access to data
in real-time for informed decision-making, enhanced cyber-security, and expanded citizen access
to County services through a digital experience.
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Figure 3 – IT Modernization Strategies
3. IT Strategic Roadmap
The IT Strategic Roadmap, as shown in Figure 4, will guide Pittsylvania County in planning,
procuring, implementing, and managing current and future technology investments and
resources over the next (3) years. The corresponding Action Items which appear support the
implementation of each IT Modernization Strategy for the County. Avèro Advisors will
subsequently develop an IT Strategic Plan Draft Report based upon the prioritized IT Strategic
Roadmap of IT Modernization Strategies.
Figure 41: IT Strategic Roadmap (Action Items)
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Figure 42: IT Strategic Roadmap (Implementation Timelines)
D. IT Strategic Plan
The IT Strategic Plan presents Avèro Advisors’ proposed IT Modernization Strategies, as optimally
prioritized, based upon industry best practices, institutional knowledge, and input from
Pittsylvania County. The IT Strategic Plan will function as the County’s strategic blueprint for IT
Modernization over the next three (3) years. The IT Modernization Strategies include
improvements to the County’s cybersecurity, service delivery model, IT infrastructure, and
enterprise software systems.
This document includes a strategic action plan for each prioritized IT Modernization Strategy
showcased in the Roadmap, as previously shown in Figure 4. The detailed template showcases
each IT Strategy, a strategic action plan for implementation, the gaps being addressed, the
5.b.a
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resources required, any prerequisites, the estimated costs for implementation, the stakeholder
groups impacted, and an impact statement.
Figure 5 provides a legend for the IT Strategic Plan, which includes a detailed description of each
line item included in the template.
Figure 5 – Legend
(#) – Name of Action Item (color indicates urgency)
Immediate (Year 1) Short-Term (Year 2) Long-Term (Year 3)
▪ Gaps Addressed –
● Gaps addressed (and alleviated) by the implementation of the IT Strategy
▪ Action Steps –
● Sequence of activities that must be executed for successful implementation of the IT
Strategy.
▪ Prerequisites –
● Action Item that requires completion prior to the implementation of the IT Strategy.
▪ Stakeholders –
● All parties that are impacted by the implementation of the IT Strategy.
▪ Resources –
● Personnel, materials, or other assets required for undertaking the action
steps/activities defined in the Action Plan for the implementation of each IT Strategy.
▪ Estimated Costs –
● Estimated costs associated with the implementation of the recommended IT Strategy
based on industry research and institutional knowledge.
o Please note that any costs provided are general estimates and should be clarified
with vendors as the procurement process commences.
▪ Estimated Timeline –
● Estimated timeframe associated with the implementation of the recommended IT
Strategy based on industry research and institutional knowledge.
▪ Impact Statement –
● The impact on Pittsylvania County, and its staff, for following through with the
implementation of the recommended IT Strategy.
5.b.a
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1. Security First
The objective of this section is to not only identify areas that need improvement but also to give
Pittsylvania County a set of recommendations and processes to resolve cybersecurity issues
through short-term incremental strategies that build upon each other to achieve a sustainable,
high-level cybersecurity plan. Based on the Current-State Assessment's key findings, Avèro
recognizes that the County currently lacks sufficient security tools to protect its IT assets
effectively (e.g., data, devices, systems). Inadequate security across County technologies could
lead to disastrous results for the organization, its employees, and its citizens. Furthermore, the
COVID-19 pandemic has produced cascading effects and high levels of uncertainty leading to
numerous cybersecurity challenges to organizations like Pittsylvania County. Unless a new
approach is devised, crises like COVID-19 will continue to challenge the County's operations
everytime they emerge.
Recognizing the County's immediate security needs, Avèro
has identified "Security First" as the initial IT Modernization
Strategy to guiding the County's IT planning efforts. Following
the NIST's (National Institute of Standards and Technology)
guidelines, this layered cybersecurity approach focuses on
developing policies & processes in leadership and
coordination to better prepare for a major cyber disruption
while building a robust, internal cybersecurity workforce to
ensure resilience and continuity.
To help the County in placing "Security First," Avèro Advisors
has identified the corresponding Action Items in terms of security aspects and best practices.
These recommended action items focus on mitigating the current & potential security-related
gaps, establishing formal policies & procedures for automating, monitoring and analysis, and
raising internal awareness regarding cybersecurity. Implementation of the proposed Action Items
is especially significant because failure to take adequate cybersecurity measures for prevention
and protection from cyber-attacks can easily result in legal liability and public trust loss in the
County. Furthermore, building a well-educated internal culture of cybersecurity across the
County will set clear expectations for all employees and help mold the organization into the first
cyber defense line while ensuring sensitive business data confidentiality.
5.b.a
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#1 – Develop a Cybersecurity Plan
▪ Gaps Addressed –
● The absence of a formal cybersecurity plan, which should include a set of objectives
and protocols that address potential incidents and the County's ability to respond and
monitor, maximizing the security and resiliency of the organization.
▪ Action Steps –
● Identify critical assets and threats
● Prioritize risks and threats
● Create information security policies & procedures in terms of best practices
● Develop cybersecurity training to educate County staff
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff ● External Consultant
▪ Estimated Costs –
● Staff Time ● External Consulting Fee: $29,750
▪ Estimated Timeline
● Immediate – Year 1 (3 months)
▪ Impact Statement –
● The absence of a cybersecurity plan can lead to failure in responding to a cybersecurity
attack. Furthermore, a cyber-attack can expose sensitive County and citizen data while
significantly damaging the organization's reputation. Defining the County's cybersecurity
landscape's current and optimized future state would subsequently help develop
actionable steps to identify policies and procedures for risk mitigation, security
maintenance and provide proper training on process tasks and management. The plan
would guide the County's IT staff to a proactive approach to cybersecurity. The plan would
also ensure the enhancement of security resiliency for the County’s remote workforce
infrastructure. Having a formal cybersecurity plan in place would also increase the
County's network safety to ensure business continuity and compliance with best practices
while fortifying the County network to combat opportunistic cybercrime. Essential pieces
5.b.a
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of the cybersecurity plan include the development of an incident response plan,
documented policies and procedures, a cybersecurity office/designee, the inclusion of
ITIL (Information Technology Infrastructure Library) principles, and data governance
policies including, data accessible by staff and the protection of PII (Personal Identification
Information).
5.b.a
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#2 – Implement Awareness Tool for Enterprise Cybersecurity Training
▪ Gaps Addressed –
● The County does not currently have optimized security surveillance across the
organization and security training for Pittsylvania County staff. Utilization of a
Cybersecurity Awareness Training Tool would empower County employees with up-to-
date information on recognizing and mitigating cyber-threats.
▪ Action Steps –
● Procure & Implement “KnowBe4” (https://www.knowbe4.com/)
● Work with County staff to ensure successful utilization of the software
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff ● External Consultant
▪ Estimated Costs –
● Software (KnowBe4): $2,175 annually ● External Consulting Fee: $950
▪ Estimated Timeline
● Immediate – Year 1 (1 week)
▪ Impact Statement –
● A Cybersecurity Awareness Training Tool contains a curriculum for County staff. Within
the application, staff members are assigned to various training modules to complete.
Further, the optimal Tool allows the County to assess Risk Scores based on each staff
member through computer usage, history, and phishing simulation testing, resulting
in a more prepared county user base over time. Many recent security breaches in the
industry occurred as a direct result of employee negligence. Phishing attempts,
malware, and ransomware can be costly attacks that can be avoided with proper
training on a recurring basis. These attacks are enormous concerns that every
organization faces and can be mitigated by developing training criteria offered by a
vendor like KnowBe4.
5.b.a
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#3 – Implement an Antivirus Software Solution
▪ Gaps Addressed –
● The County is without a robust enterprise antivirus solution that protects its
infrastructure while building a solid defense against security threats. The County
currently uses Windows Defender, a built-in antivirus application within Windows 10
that offers a basic level of cybersecurity protection.
▪ Action Steps –
● Procure & Implement “Bitdefender” (https://www.bitdefender.com/)
● Select an appropriate option, test, and deploy an enterprise-wide Antivirus
application
● Work with County staff to ensure successful utilization of the software
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● External Consultant
▪ Estimated Costs –
● Product cost (Bitdefender):
o Software: $4,800 annually
o Implementation: $0
● External Consulting Fee: $950
▪ Estimated Timeline –
● Immediate – Year 1 (1 week)
5.b.a
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▪ Impact Statement –
● Antivirus software serves as the gatekeeper of the network. Utilization of a reliable
Antivirus solution would provide the County with up-to-date protection from viruses
and identity theft, prevention of phishing attacks, blocking spam sites and ads, and
more reliable firewall protection. Furthermore, the software would keep the County's
data protected from corruption by any of an array of common threats.
5.b.a
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#4 – Implement Security Information & Event Management (SIEM)
for Ongoing Cybersecurity Risk Assessment
▪ Gaps Addressed –
● Security Information and Event Management (SIEM) is a software for monitoring and
analyzing cybersecurity events, as well as logging data within the County's network in
real-time to manage security controls effectively, prevent potential security threats,
and reduce the impact of breaches. Including a SIEM in the County's security portfolio
would significantly mitigate the County's exposure to external cyber threats.
▪ Action Steps –
● Procure & implement “Tyler Detect” SIEM solution
o (https://www.tylertech.com/services/tyler-detect)
● Review incident log
● Assess the level of risk
● Prepare Risk Management Plan
● Implement Risk Management Strategy
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● External Consultant
▪ Estimated Costs –
● Product cost (Tyler Detect):
o Software: $43,000 annually
o Implementation: $2,000
● External Consulting Fee: $3,800
▪ Estimated Timeline –
● Immediate – Year 1 (1 month)
5.b.a
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▪ Impact Statement –
● The utilization of SIEM (Security Information and Event Management) software would
enable the County to streamline the detection and handling of security events, which
may otherwise go unnoticed. By logging the events, the County can use SIEM for
reporting purposes, develop a Risk Management Plan, and implement strategies to
neutralize risks as they are detected.
5.b.a
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2. Digital County Experience
Traditionally, many, if not all, government services at Pittsylvania County have been delivered in
person by individual departments utilizing paper-based processes. In general, this approach to
providing services to the Pittsylvania County community has led to many internal inefficiencies.
Often, these inefficiencies spill over and affect service delivery to citizens and other key external
stakeholders. Pittsylvania County covers an area of nearly 1000 square miles, and the current
delivery model for citizens to access many County services requires them to visit Chatham. The
County wishes to leverage technology to provide County citizens with an enhanced “Digital
County Experience.” The County Administration envisions providing Pittsylvania County citizens
with a full-service, digital environment, allowing citizens to conduct business with the county
from the comfort of their residences if they so choose. This service delivery is more efficient and
is crucial during the current social distancing guidelines. This modernization effort would include
the optimization of Pittsylvania County’s website through the implementation of Civic Plus’
Online Payment Gateway solution, along with the addition of a mobile application for citizen
engagement. Additionally, the County will further expand access to services to both the citizens
and businesses of Pittsylvania County through the modernization of enterprise software systems,
including a Citizen Access Portal and a Vendor Management Portal.
5.b.a
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#5 – Implement CP-Mobile as an Integrated Mobile Application
▪ Gaps Addressed –
● Lack of a County app/web-based portal to improve community engagement and the
relationship between the County government and its citizens at Pittsylvania.
▪ Action Steps –
● Assess mobile application needs and requirements, such as:
o App format
▪ (Native vs. Web vs. Hybrids)
o Task/app complexity
o Frequency of app use
o Security
o Interoperability
o Hardware integration
o Internet connectivity
o Cost of ownership
● Obtain quotes for CivicPlus' CP-Mobile technology
● Select the appropriate option and implement a solution
● Set up, test, and launch
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
● All County citizens/customers
▪ Resources –
● IT Staff
● External Consultant
▪ Estimated Costs –
● Product cost (CP-Mobile):
o Software: $4,500 annually
o Implementation: $4,500
● External Consulting Fee: $1,900
▪ Estimated Timeline –
● Immediate – Year 1 (1 month)
5.b.a
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▪ Impact Statement –
● Implementing a County mobile application will increase citizen engagement and
service delivery Countywide. The optimized County mobile application would allow
Pittsylvania County citizens to access the County's information, news, and resources
anytime and anywhere based on need. The mobile app would also provide County
citizens with various flexible engagement touchpoints, such as paying utility/landfill
bills, completing forms, and researching community events. Additionally, utilization
of a County app would enable the County to streamline municipal content
management seamlessly and significantly reduce the number of walk-in customers
the County currently serves. Further, this technological shift would eliminate
numerous manual, paper-based workflows presently in place at the County.
5.b.a
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#6 – Implement CP-Pay Online Payment Gateway
for Online Payment Acceptance through County Website
▪ Gaps Addressed –
● The County does not utilize online bill pay throughout all departments. The Library,
Community Development, and Landfill Departments do not have a point-of-sale
system for credit/debit card payment intake, which creates an inconvenience for the
citizens of Pittsylvania County, along with creating additional work for processing by
the Finance Department.
▪ Action Steps –
● Assess online point-of-sale gateway needs across the County
● Determine payment gateway requirements, such as:
o Integration method (Hosted vs. Non-Hosted)
o Merchant account
o Payment methods (e.g., Visa, MasterCard, AMEX)
o Portal support (e.g., permit, tax, utilities, library)
o Other gateway features (e.g., PCI DDS compliance, customer support, setup /
monthly service/transaction fees)
● Obtain quotes for CivicPlus' CP-Pay technology
● Select the appropriate option and implement a solution
● Set up payment processing infrastructure, payment form, merchant account, etc.
● Integrate customer database and portals with County's website and other systems
(e.g., Keystone)
● Test and launch
● Work with County staff to ensure successful utilization of the software
● Work with Public Relations to advertise and promote new functionality
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff ● All County citizens/customers
5.b.a
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▪ Resources –
● IT Staff ● External Consultant
▪ Estimated Costs –
● Product Cost (CP-Pay):
o Software: $3,000 annually
o Implementation: $4,500
o Merchant Services Fees
▪ ~3% per transaction
● External Consulting Fee: $1,900
▪ Estimated Timeline –
● Immediate – Year 1 (2 weeks)
▪ Impact Statement –
● A CP-Pay Payment Gateway on the County website would provide the County with a
fully integrated online payment process, along with eliminating double entry and
ensuring PCI compliance. Additionally, the online payment gateway will allow for the
security of housing all payment data in a single repository across all County
departments. The new CP gateway would also offer Pittsylvania County citizens the
convenience of online payment services in a secure manner.
5.b.a
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3. Infrastructure Resiliency
Pittsylvania County strives for “Infrastructure Resiliency” in the ability to reduce the magnitude
and/or duration of disruptive IT-related events. The effectiveness of a resilient infrastructure or
enterprise depends upon its ability to anticipate, absorb, adapt to, and/or rapidly recover from a
potentially disruptive event. Pittsylvania County currently lacks basic fundamentals to ensure
network resiliency to all staff at all locations throughout the County. Currently, Pittsylvania
County does not have a complete Disaster Recovery Plan, an Asset/MDM tracking and
deployment solution, system backup and recovery protocol, comprehensive IT policies,
procedures, and service level agreements. These are crucial for any technology project’s success
and should be clear before moving forward with any planned IT investment. Additionally, the
County’s telecommunications network is deficient in several areas. Specifically, the Sheriff’s
Office Annex (Hancock Building), Public Safety Building, and the Landfill experience frequent
disruptions in connectivity. The Sheriff’s Department and Public Safety Department are critical
and must always be connected, as they are essential services that provide aid when citizens are
in need throughout the County. Through the implementation of the proposed Action Items,
including the development of a complete Disaster Recovery Plan with a co-located site, an IT
Asset Management and Software Deployment solution, a Fiber network evaluation, and the use
of cloud-based email, the County will improve its level of Infrastructure Resiliency over time.
Additionally, these projects will positively make an impact on the County’s network, which will
aid the County in providing services to Pittsylvania County citizens.
5.b.a
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#7 – Develop a Comprehensive IT Staffing Plan
▪ Gaps Addressed –
● The County’s IT Department currently lacks a strategic direction or visionary
leadership. It is imperative that the County have a Chief Information Officer (CIO)
position or function executing the strategic initiatives outlined in this plan. The CIO
function would also be responsible for maintaining a forward-thinking, proactive
approach to IT service delivery.
● For the implementation of the IT Strategic Plan to be successful over time, the
forecasting of specific skill sets is required. A comprehensive staffing plan should
address filling skillset gaps as the IT modernization effort at Pittsylvania County takes
place. As the County moves forward with the implementation of the IT Strategic Plan,
the following four (4) positions will require staffing, whether internal or outsourced.
o IT Leadership
o System Administrator
o HelpDesk Technician
o Network Administrator
Note – Some of these positions may be shared resources that possess a cross-
functional skillset.
▪ Action Steps –
● Assess Current IT Staff Strengths and Weaknesses
● Develop Job Descriptions (scope, skills, etc.)
● Develop Cost Analysis comparing hiring vs contracting specialized IT needs
● Create Position(s) and Commence Recruitment Process
● Hire/Contract
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
5.b.a
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▪ Resources –
● IT Staff
● Executive Team
● External Consultants
▪ Estimated Costs –
● Staff time
● Fulltime Salary and Benefits Package:
o Base salary
o Standard Pittsylvania County Benefits Package
● External Technical Resources
o Cost will depend on the scope of monitoring necessary
▪ Estimated Timeline –
● Immediate
▪ Impact Statement –
● The County is set to embark on the implementation of the IT Strategic Plan, which
considers investments related to Cybersecurity, Infrastructure and Enterprise
Technologies, all of which require specific skillsets for successful outcomes. While
technology is powerful, it will not overcome the absence of core competencies
required for IT Leadership and IT Service Management. Pittsylvania County’s
leadership is dedicated to bringing digital services to citizens and business owners
securely. Ensuring the right team members are in place to manage the IT
infrastructure in Pittsylvania County is essential for the success of the “Connected
County” initiative as IT needs expand and new technologies require advanced
support. To do this, new roles will emerge to run operations efficiently and securely.
5.b.a
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#8 – Develop a Disaster Recovery Plan for Business Continuity
▪ Gaps Addressed –
● The absence of a formal Disaster Recovery Plan that would outline the protocols for
business continuity in the instance of a system failure.
▪ Action Steps –
● Conduct backup testing and specify data backup procedures
● Assess risks to continuity of business operations
● Create a plan for the backup center of operations
● Develop co-located Infrastructure for Disaster Recovery
● Implement an additional VMWare host and Storage Area Network (SAN) for Disaster
Recovery Planning
● Establish vendor relationships for emergency replacement of equipment
● Create a plan for re-establishment of operations
● Test plan and refine based on results of initial and annual testing
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● External Consultant
▪ Estimated Costs –
● Staff time
● External Consulting Fee (TBD – Needs Additional Scoping)
▪ Estimated Timeline –
● Immediate – Year 1 (12 months)
5.b.a
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▪ Impact Statement –
● A formal disaster recovery plan should be developed and documented, including use
cases for annual testing, at a minimum. The County should maintain fault-tolerant,
duplicate internet connections for enhanced business continuity and resiliency.
Additionally, the County would use a geographically dispersed location (co-location)
to house its mirror site and continue to use the current practice of regular data
backups and application/database redundancy to provide business continuity.
● System backup is the process of backing up the operating system, files, and system-
specific useful/essential data. Backup is a process in which the state, files, and data of
a computer system are duplicated to be used as a backup or data substitute when the
primary system data is corrupted, deleted, or lost. It is also critical that IT tests to
ensure a full system restore can be completed from a system backup.
● Testing the ability to restore from a backup is vital for the continuity of business
operations in Pittsylvania County. If an application becomes compromised in any way,
the County needs to rely on a full restore from a backup to continue business
operations. Developing and testing use cases based on a multitude of scenarios can
prepare the County for system restoration in the case of an event which requires
disaster recovery.
5.b.a
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#9 – Implement an ITSM Solution for IT Services Management
▪ Gaps Addressed –
● The current SysAid software is not fully utilized to streamline processes and maximize
IT helpdesk management and service delivery.
▪ Action Steps –
● Assess current needs regarding IT Services (HelpDesk) Management
● Procure & Implement “Solarwinds – Service Desk”
o (https://www.solarwinds.com/service-desk)
● Select the appropriate option and implement optimal module(s)
● Set up, test, and launch
● Work with County staff to ensure successful utilization of the software
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● External Consultant
▪ Estimated Costs –
● Product cost (Service Desk):
o Software: $2,500 annually
o Implementation: $5,000
● External Consulting Fee: $1,900
▪ Estimated Timeline –
● Immediate – Year 1 (2 weeks)
5.b.a
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▪ Impact Statement –
● An optimized ITSM solution for IT Services Management would enhance the IT
HelpDesk Management process and allow the IT Staff to enhance overall service
delivery to Pittsylvania County staff. The optimized ITSM system would also allow IT
Staff to appropriately identify points of flexibility and adaptability within the services
they provide and ensure IT resources are aligned with business requirements. This
also ensures IT service requests are handled efficiently and effectively to keep the
organization running at an optimum level. Additionally, data analysis and trend
analysis of completed tickets will result in proactive helpdesk management over time.
5.b.a
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#10 – Implement a Systems Management Tool for Asset Management
▪ Gaps Addressed –
● The County does not have an asset management tool for tracking and managing
hardware and software Countywide. A sophisticated asset management tool would
enable IT Staff to maintain the County's software and hardware inventory efficiently
through an automatic system scanning process.
▪ Action Steps –
● Obtain quotes from PDQ software vendor for the asset management tool
● Select the appropriate option and install the software
● Setup integrations, test, and launch
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff ● External Consultant
▪ Estimated Costs –
● Software: $500 annually
● External Consulting Fee: $325
▪ Estimated Timeline –
● Immediate – Year 1 (1 week)
▪ Impact Statement –
● Implementing an IT Asset Management (ITAM) Tool will allow IT Staff to efficiently
track, control, and maintain the County's IT assets (e.g., hardware & software). The
ITAM Tool would track assets in real-time, including but not limited to, the asset's
useful lifecycle, software installed on the asset, and the management of unused
assets like hardware or licenses. Ultimately, the ITAM tool will provide County IT with
an efficient process to track current assets, asset costs, and the necessary information
to make well-informed technology purchases in the future.
5.b.a
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#11 – Implement a Software Deployment Tool for Patch Management
▪ Gaps Addressed –
● The County is in need of a Patch Management tool to streamline the patch
management life cycle, including scanning the enterprise network for vulnerability,
examining the exposure and identifying missing patches, patch testing and
deployment for cybersecurity, and generating status reports on the latest patch
updates.
▪ Action Steps –
● Obtain quotes from PDQ software vendor for the patch management tool
● Setup, test, and launch
● Select the appropriate option and install the software
● Identify resources eligible for patch management
● Identify when and how patches can be deployed
● Develop a schedule for completing patches
● Notify stakeholders that a patch is slated to commence, along with the impact
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● External Consultant
▪ Estimated Costs –
● Software: $500 annually
● External Consulting Fee: $325
▪ Estimated Timeline –
● Immediate – Year 1 (1 week)
5.b.a
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▪ Impact Statement –
● System and network patching is an essential preventative measure that is necessary
to keep all devices and network up-to-date, improve performance, and fix existing
flaws, such as security vulnerabilities, bugs, and other operational errors. It is critical
that patching is monitored and completed regularly.
5.b.a
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#12 – Develop IT Policy & Procedures for Standardization of IT Service Delivery
▪ Gaps Addressed –
● Inadequate IT Governance Program to make more consistent decisions related to IT
investments. An enterprise approach to decision-making regarding IT investments
should be in place in processes such as software and vendor selection to decrease
potential future conflicts between departmental applications.
● Loosely defined protocols for governing IT-related service requests. Moreover, there
is no prioritization regarding requests with respect to each department's business
needs. Despite the IT Department's utilization of SysAid as the organization's ticketing
system, this method has yet to be proven more effective than calling IT directly. This
workaround results in IT Staff developing a service request in SysAid after the task is
completed. Additionally, without a governed approach to IT Services Management,
data analysis and trend analysis does not take place for proactive helpdesk
management.
● Deficient formal IT policies and procedures, including documentation for IT service
level agreements with departments across the County.
▪ Action Steps –
● Develop a Catalog of IT Services
● Develop Service Level Agreements
● Specify IT Usage Standards
● Document IT Policies
● Develop IT Policies & Procedures Manual
● Develop Enterprise Architecture Plan and Policies
● Publicize policies across the County (end users)
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● External Consultant
5.b.a
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▪ Estimated Costs –
● Staff time
● External Consulting Fees: $29,300
▪ Estimated Timeline –
● Immediate – Year 1 (1 month)
▪ Impact Statement –
● Approaches to computer usage, remote access, internet access, IT equipment
procurement, and many other activities should be standardized and communicated
throughout the County. Policies should be defined to establish Standard Operating
Procedures (SOPs) that are uniform and to establish the foundation for enforcement
of these policies. Failure to maintain relevant policies and procedures places the
County in a position of vulnerability, specifically as it relates to cybersecurity and
expenditures on inappropriate use of IT resources.
● IT and other stakeholders should develop Policies & Procedures that result in a clear
delineation of responsibilities. Currently, there is some confusion about IT services
offered. Drafting IT Policies & Procedures would clear up any confusion surrounding
IT's offerings and service levels. Additionally, the policies and procedures should be
easily accessible through the County's intranet for employee reference.
5.b.a
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#13 – Implement Enterprise Mobile Device Management (MDM)
▪ Gaps Addressed –
● Lack of Mobile Device Management (MDM) solution to manage mobile devices
Countywide. This solution would enable IT to more accurately track devices assigned
to individuals who usually work in the field. An MDM would also allow for remote
erasure of lost or stolen mobile devices, ensuring that confidential information stays
secure. End users would access standardized applications for County devices available
through an application store via the MDM.
▪ Action Steps –
● Determine the type and number of devices needed to manage and how the County
wants to manage through the prospective MDM solution
● Procure & Implement MDM Software (“VMWare – Workspace One”)
o (https://www.vmware.com/products/workspace-one.html)
● Facilitate end-user training
● Work with County staff to ensure successful utilization of the software
▪ Prerequisites –
● Implement Cybersecurity Best Practices
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
▪ Estimated Costs –
● Product Cost
(VMWare – Workspace One):
o Software: $13,000 annually
o Implementation: $20,000
● External Consulting Fee: $3,800
▪ Estimated Timeline –
● Immediate – Year 1 (1 month)
5.b.a
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▪ Impact Statement –
● Unmanaged mobile devices present a wide variety of attack vectors leading to a
substantial security threat to the County's enterprise network. Implementing an
optimal MDM solution would improve mobile security throughout the organization's
network while enabling IT Staff to more accurately track devices given to individuals.
The MDM software would allow IT Staff to monitor and manage County employees'
mobile devices (e.g., laptops, smartphones, tablets) efficiently while ensuring mobile
devices are up to date on software patches that could fix security vulnerabilities.
Additionally, the MDM application can help control remote access to highly sensitive
data, provide user authentication, and enable the County to track and perform
remote data locking and wiping on lost or stolen devices.
5.b.a
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#14 – Standardize Conference Room Infrastructure for Audio-Visual Needs
▪ Gaps Addressed –
● Absence of standardized conference room hardware and software to improve
productivity as well as user experience and align with the County's presentation and
virtual meeting needs.
▪ Action Steps –
● Assess existing conference technology, equipment, and network bandwidth setup
● Identify room types and layout needs
● Identify future technology, resources, and associated costs
● Conduct Market Scan
● Obtain quotes from technology vendors
● Select and implement optimal equipment
● Setup, test, and launch
● Work with County staff to ensure successful utilization of equipment
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
▪ Estimated Costs –
● Staff Time
● Additional Hardware / Software
● External Consulting Fee: $950
▪ Estimated Timeline –
● Immediate – Year 1 (2 weeks)
5.b.a
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▪ Impact Statement –
● Standardizing all conference room technology and equipment would optimize the
County's presentation capabilities. Standardization would also allow the IT Staff to
provide troubleshooting and tech support easier while preventing any unnecessary
delay due to "technical difficulties." The standardization would also improve usability
as County end-users would not have to familiarize themselves with different
equipment.
5.b.a
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#15 – Migrate On-Premise Email (Exchange 2019) to Office 365
▪ Gaps Addressed –
● Conflicting use of on-premise and cloud-based versions of Microsoft solutions. The
County currently uses the on-premise version of Microsoft Exchange Server 2019 that
was purchased in 2018, along with a new server to host the organization's email. In
2020, Microsoft offers an upgrade package, which also includes cloud-based email,
along with the Microsoft Teams collaboration tool, which supports teleworking for a
marginal cost. The County could migrate all Microsoft applications, including Office
and email to the cloud, and re-purpose the recently purchased server to prevent
maxing out the storage capacity from on-premise email through Exchange Server
2019.
▪ Action Steps –
● Conduct return on investment (ROI) analysis on continuing self-hosting email server
vs. migrating to cloud-based service
● Develop a cloud migration plan
● Select the appropriate option and implement a solution
● Setup, test, and launch
● Work with County staff to ensure successful utilization of the software
▪ Prerequisites –
● Fully Deploy Office 365 as a Cloud-based Enterprise Suite of Office Applications
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff ● External Consultants
▪ Estimated Costs –
● Staff time
● Monthly Software as a Service (SaaS) fees vary based upon Product
Office 365 ProPlus (No Email)
o $10.74 per user/month
Office 365 – Plan G3
o $18.68 per user/month
● External Consulting Fee (TBD)
5.b.a
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▪ Estimated Timeline –
● Immediate – Year 1 (1 month)
▪ Impact Statement –
● A self-hosted Microsoft Exchange 2019 is currently used for the County's email
system. The on-premise mail exchange server requires substantial investments in
hardware to maintain and upgrade the infrastructure required to run the applications.
The County's IT Staff is also required to maintain in-house security protocols for
disaster recovery to ensure that system backups are available and tested for
restoration in the event of a system outage. These limitations can be addressed by
moving to a cloud-based email system.
● A transition to a cloud-based platform would provide the County with reliable
integration between office applications and email data while ensuring mobility, lower
maintenance and administration fees, and industry compliant security. The migration
to the cloud-based email server ensures that the County would benefit from the latest
Office applications and upgrade patches available through ongoing access to the most
current version on a user-defined, subscription basis.
5.b.a
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#16 – Evaluate Fiber Footprint to
Improve Connectivity Across County Facilities
▪ Gaps Addressed –
● Unreliable internet connectivity to remote sites within the County, specifically, the
Community Policy and Management Team (CPMT) Department, which is just across
the street from the main County Administration building. CPMT frequently suffers
from internet outages and experiences bottlenecks in its operational processes
resulting from being offline. The Hancock Building, a Sheriff's Department annex,
suffers frequent outages and the Sheriff's IT resource needs to reset their network
numerous times each month. Additionally, the Landfill and the County's Public Safety
Department experience unreliable internet connectivity due to radio tower outages
and failures.
▪ Action Steps –
● Working with the GIS Coordinator, identify and document the County's fiber-optic
network at the strand level
● Assess existing and potential risks of current fiber setup
● Develop protocols for utilization of the network, working with other municipal
agencies, school districts, etc.
● Develop a plan for management, proliferation, and where applicable, monetization of
the network
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● GIS Coordinator
● External Consultants
▪ Estimated Costs –
● Staff time
● External Consulting Fee (TBD)
5.b.a
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▪ Estimated Timeline –
● Short-Term – Year 2 (2 months)
▪ Impact Statement –
● The Fiber Footprint Evaluation would include analyzing the current state of fiber optic
and radio connections between County buildings. The evaluation would also identify
existing/potential risks and future business needs and opportunities to improve
connectivity across the County and create operational efficiency based upon IT
modernization best practices. The outcome of the evaluation would provide solutions
and necessary actions to improve departmental connectivity and communications
and reduce long-term telecommunications costs for the organization. Further, in light
of the COVID pandemic, the County can plan efforts to expand connectivity to the
remote corners of the County, with specific consideration to schools and libraries in
rural areas.
5.b.a
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4. Data-Driven Decisions
As the digital world is in a constant state of flux, organizations like Pittsylvania County need to
leverage data for more informed, real-time decision-making across the organization. Modernized
enterprise software systems offer workflow automation for process optimization and access to
data in real-time. Advancements in business intelligence technologies provide executives with
dashboarding tools for data visualization of key performance indicators tracked by a business to
assess various aspects of performance while generating actionable insights through scenario
planning. The County currently struggles to leverage its unstructured information and documents
using available technological resources and processes. Inadequate technological tools and lack
of integration between enterprise systems lead to cumbersome paper-based processes and
prevent the County employees from communicating, storing, analyzing, and managing data
across the organization effectively to serve its community better. Using industry best practices
of enterprise IT, Avèro Advisors has developed the corresponding Action Items to help
Pittsylvania County mitigate current gaps and achieve its business objectives to enhance data-
driven decision-making by harnessing the functional capacity of modern enterprise technologies.
These proposed activities offer guidance on driving and improving enterprise content and
business process management to help reduce operational costs, streamline processes, and
further enhance service delivery through technology modernization approach and best practices.
This is vital for optimization because “Data-Driven Decisions” can substantially impact the
County’s business depending on the quality of data being provided and how efficient the business
processes and technological tools are utilized to analyze and produce the value of the data.
5.b.a
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#17 – Redeploy Laserfiche as an Enterprise
Electronic Content Management (ECM) System
▪ Gaps Addressed –
● The County lacks standardized policies and procedures involving the use of Laserfiche
(electronic document management system). The County pays for the electronic
content management system, but the system currently is being underutilized due to
the knowledge gap between the Laserfiche vendor and County end-users. As a result
of the ongoing underutilization of Laserfiche, the County departments remain
inundated with hardcopy paper, which leads to creation of bottlenecks and
inefficiencies in business process execution. Moreover, some workstations currently
use an outdated version (10) of Laserfiche, while the up-to-date version is 10.4.
● Inadequate training for enterprise software currently being utilized by County staff.
The current electronic document management system, Laserfiche, and other
software applications (e.g., Granicus Legislative Management (Accela), QS/1,
CentralSquare) are not utilized to their full capacity due to a perceived lack of training.
● Laserfiche and OneDrive offer similar functionality but are explicitly different when
talking about application usage. OneDrive is meant to be a collaboration tool allowing
staff to work in real-time. OneDrive is like having a “USB drive in the cloud” for
temporary documents that typically fall outside of workflow. On the other hand,
Laserfiche is meant to take manual, paper-driven document processes and streamline
them into an automated, electronic workflow. For example, Contract Management is
a manual, paper-driven process. Paper contracts are passed from signatory to
signatory until each signature is captured and the document is fully executed.
Laserfiche would allow specific users to edit a standard contract template pre-built in
the platform and send that electronic document to individuals to gather necessary
signatures. Additionally, if there is an issue with the contract and modifications were
necessary, Laserfiche has version control features that allow users to review the
document's previous iterations. Laserfiche also offers dashboards and automated
notifications for users who have outstanding tasks within a given workflow.
Furthermore, Laserfiche acts as a workflow-driven, centralized repository for
electronic content management, allowing organizations to set up naming conventions
and metadata tags that suit the organization’s business requirements. This
functionality ensures that users can easily keyword search Laserfiche to find the
documents they need from virtually anywhere.
5.b.a
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▪ Action Steps –
● Assess needs across County departments regarding document/content management
o Determine the number of users who need Laserfiche access in each department
o Determine software features needed per department
● Obtain quotes from resellers of enterprise Laserfiche
● Select the appropriate option and implement a solution
● Set up user accounts and user group permission
● Develop a Countywide document taxonomy to classify content into specific groups
● Build a business process to automate document management workflows with
Laserfiche per department or user group
● Manage and store records & content within Laserfiche in accordance to applicable
document retention policies and regulations
● Facilitate end-user training (online and in-person)
● Work with County staff to ensure successful utilization of the software
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff o External Consultant
▪ Estimated Costs –
● Product Cost (~100 users):
o Software: $25,000 annually
o Implementation: $50,000
● External Consultant Fee: $31,000
▪ Estimated Timeline –
● Immediate – Year 1 (2 months)
5.b.a
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▪ Impact Statement –
● Laserfiche is an enterprise content management (ECM) software system designed for
organizations of all sizes to organize, manage, store and distribute digital content
(e.g., business documents, images, administrative records, emails). Since the software
is designed for enterprise-level organizations, Laserfiche offers large storage for
content and allows organizations to store, track, edit, and collaborate on content
creation while maintaining predefined security levels. Employees at every level of the
organization can access and exchange information using Laserfiche based on user
privileges assigned by a system administrator. Further, Laserfiche can be integrated
with core enterprise software systems to expand electronic content management into
functional workflows across the organization.
● Full redeployment of Laserfiche into key business processes across all County
departments to aid in optimizing the electronic document creation and management
processes. The redeployment of Laserfiche into crucial business processes
Countywide, along with the expansion of end-user training support, would streamline
critical workflows, reduce the amount of hardcopy paper passed between
departments, and enhance security in document management. The redeployment
would store metadata about documents to enable easy search and retrieval
operation. The integration of Docu-Sign and Laserfiche would also provide an
enhanced digital solution for signing and approval processes across County
departments. Furthermore, the use of Laserfiche would enable the County to utilize
the document audit trail function, which would incorporate version control features
and allows users to review changes made to the document.
5.b.a
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#18 – Fully Deploy Office 365 as a Cloud-based
Enterprise Suite of Office Applications
▪ Gaps Addressed –
● The County has yet to fully deploy Microsoft Office 365 as a Cloud-based Enterprise
Suite across the County. The County's IT Department recently obtained licenses for
Office 365 Suite (ProPlus), including Office applications and OneDrive for Business, for
use across the County. Additionally, some workstations still run the outdated,
individual Office versions, such as MS Office Home and Business 2013 and 2019.
OneDrive could act as a “USB drive in the cloud” for the County, allowing staff to
virtually work from anywhere while still accessing files and collaborating with
teammates.
● Quasi-county employees, including the Library and members of the Board of
Supervisors, are not currently utilizing County email through on-premise Exchange
Server 2019. The Library staff utilizes Google for email services and does not have
access to the pittgov.org email domain (Library uses the pcplib.org domain).
▪ Action Steps –
● Run inventory reports to identify workstations that require a software upgrade
● Develop a schedule for completing the deployment and notify stakeholders
● Deploy cloud-based Office 365 Suite on identified workstations
● Work with County staff to ensure successful upgrade/utilization of the software
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● External Consultant
▪ Estimated Costs –
● Product Cost:
o Software: $33,000 annually
o Implementation: $10,000
● External Consultant Fee: $1,900
5.b.a
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▪ Estimated Timeline –
● Immediate – Year 1 (1 week)
▪ Impact Statement –
● Full deployment of Microsoft Office 365 Suite would keep all County email up-to-date
with the most current versions of Microsoft Office applications (Word, Excel, and
Powerpoint) and provide reliable collaboration as well as robust security. The cloud-
based Office suite also includes the OneDrive for Business application that offers more
file storage and enhances flexibility and security in file access and sharing instead of
heavily relying on a local drive and other 3rd party storage services.
● Microsoft’s OneDrive for Business is a file hosting and synchronization service, which
is included as part of the cloud-based version of Office365. OneDrive offers various
storage options for businesses based upon the subscription plan of Office365 and can
act as a “USB drive in the cloud” for County employees. OneDrive is considered a
content collaboration tool, allowing staff members to review and build real-time
documents from anywhere. OneDrive offers quick file sharing solutions for
documents, images, videos, and other files between users within an organization.
Additionally, OneDrive may be used for backing up files on an end user’s workstation,
which gives them the ability to work anywhere from any device.
5.b.a
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#19 – Implement an Enterprise
Customer Relationship Management (CRM) System
▪ Gaps Addressed –
● Under-utilized Citizen/Customer Relationship Management (CRM) system to manage
communications with business leads (Economic Development), citizens (County
Administrator), volunteers (Pet Center), and other external stakeholders to conduct
external outreach more efficiently.
▪ Action Steps –
● Assess the needs across County departments for Citizen/County engagement
o Determine the number of users that needs CRM access across the County
o Identify the number of customer contacts the County would like to store and
manage
o Determine CRM features needed
● Obtain quotes from Hubspot vendor
● Select the appropriate option and implement the solution
● Set up user accounts, customize user permissions, and install integrations
● Work with County staff to ensure successful utilization of the software
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
● All County Citizens
▪ Resources –
● IT Staff
● Economic Development
● External Consultant
● County Administrator
● Pet Center
● Parks & Recreation
▪ Estimated Costs –
● Product Cost (10 users & 1,000
contacts):
o Software: $2,400 annually
o Implementation: $500
● External Consultant Fee: $950
5.b.a
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▪ Estimated Timeline –
● Immediate – Year 1 (1 week)
▪ Impact Statement –
● A robust CRM solution (Hubspot) would allow Pittsylvania County to increase the
management of communications with external County stakeholders, including
citizens and other municipalities. Additionally, a CRM would allow for greater
management of County contacts, including donors and volunteers (Pet Center) and
land developers (Economic Development). Hubspot would enable the Economic
Development Department to increase the efficiency through the exchange
information with neighboring municipalities (the City of Danville) and the Virginia
Economic Development Department. Furthermore, Hubspot integrates well with
other CRMs used by other agencies to allow Pittsylvania County’s Economic
Development Department to sync their marketing, sales, and reporting efforts where
appropriate.
5.b.a
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#20 – Deploy ESRI as an Enterprise Geographic Information System (GIS)
▪ Gaps Addressed –
● The County currently has one (1) GIS license for one (1) staff member from the
Community Development Department that handles all Pittsylvania County GIS needs.
GIS needs to be used by departments across the County, including Public Safety, Parks
& Recreation, and the Voter's Registrar. An enterprise-level Geographic Information
System (GIS) would help the county increase GIS efficiency and efficacy.
▪ Action Steps –
● Determine GIS features & needs to meet the County's immediate requirements:
● Select the Small Municipal and County Government EA Program (Level 3) option and
implement enterprise ArcGIS Pro
o https://www.esri.com/en-us/industries/enterprise-agreement/government
● Facilitate end-user training
● Work with departments to ensure successful utilization of the software
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff ● All County Citizens/Customers
▪ Resources –
● IT Staff
● GIS Coordinator
● External Consultants
▪ Estimated Costs –
● Product Cost:
o Software: $50,000 annually
▪ Level 3 (50,000 – 100,000)
o Hardware: TBD
o Implementation: $100,000
● External Consulting Fee: $57,000
▪ Estimated Timeline –
● Immediate – Year 1 (6 months)
5.b.a
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▪ Impact Statement –
● The County’s high-level GIS requirements have been identified as:
o Dashboard for Daily Analysis Reports (County Administration)
o Community Development-related Layers
o Tax-related Layers (Commissioner of the Revenue and the Treasurer's Office)
o Physical Asset Mapping (Public Works and Public Safety)
o Re-districting (Voter's Registrar)
Transitioning from a single user license to an enterprise license would allow multiple
users/departments to access GIS data and provide more exceptional map-based
management capabilities for Pittsylvania County citizens. A single, authoritative, GIS
database would allow various County systems (e.g., Land Management, Event &
Recreation Management, Election Management, and Work Order Management) to
fully integrate with GIS for parcel and addressing information – without manual
processing. New web-based self-service GIS tools built on current technology also offer
faster performance, greater flexibility, and enhanced visual appeal enabling the GIS
Coordinator to spend more time on GIS infrastructure, data updates & training, and
less time making maps based on individualized demand.
5.b.a
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#21 – Procure & Implement New Mobile Data Terminals (MDTs)
▪ Gaps Addressed –
● Lack of Mobile Data Terminal (MDT) devices in Public Safety vehicles to receive and
transmit data among units and provide effective electronic communications between
County staff (Sheriff/First Responders) and the central Dispatch office while in the
field.
▪ Action Steps –
● Determine the features and number of MDT devices needed to install County-wide
● Obtain quotes from prospective MDT system vendors
● Procure and implement optimal MDT solution
● Set up, test, and launch
● Work with County staff to ensure successful utilization of the devices
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● Public Safety Staff
● Sheriff's Office Staff
● External Consultants
▪ Estimated Costs –
● Staff time
● Product cost: ~$350,000
▪ Estimated Timeline –
● Immediate – Year 1 (1 month)
5.b.a
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▪ Impact Statement –
● MDTs are essential to law enforcement/public safety operations because these
computer devices allow officers to access the County's police information systems and
other databases via secure access to various information bureaus while on the go.
MDT devices also offer capabilities to capture and collect data, check licenses, print
tickets, and so much more. Additionally, the utilization of MDTs provides County staff
with the ability to easily communicate, allowing information exchange capabilities in
real-time between the central dispatch office and first responders/sheriffs to become
more efficient while in the field.
5.b.a
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#22.a – Replace Keystone
– Financial Management System
▪ Gaps Addressed –
● Keystone's budgeting and grants modules are not optimal, which leads to manual
budgeting and grants administration processes using other 3rd party applications
(e.g., MS Excel).
● Lack of automation on requisition management and 3-way matching processes for
purchasing and accounts payable functions. Additionally, the absence of a contract
management system leads to inefficiency in tracking and managing the production
and management of contracts, service level agreements, etc.
● Absence of a vendor self-service portal to increase the overall efficiency of vendor
registration, ongoing management, and decrease the total time from requisition to
payment. The vendor management process is currently a manual process, where hard
copy paperwork tends to create bottlenecks in processing.
● Lack of integrations between Keystone and other systems, such as Water & Sewer's
payment collection system (QS/1) and check scanning solution (Jack Henry &
Associates).
▪ Action Steps –
● System Functionality Audit
● Conduct Market Scan
● Business Process Optimization (Future-State)
● Requirements Definition
● System Audit Report
● Develop RFP Document (including System Evaluation Criteria)
● Solicit RFP Responses from Vendors
● Evaluate Proposals from Software Vendors
● Select Optimal Software Vendor
● Negotiate Contract with the Selected Software Vendor
● Implement Software Solution
● System Configuration, Testing, and Training
● Go-Live and Post-Go-Live Support
▪ Prerequisites –
● None
5.b.a
Packet Pg. 100 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 87
▪ Stakeholders –
● All County Staff ● All County Citizens/Customers
▪ Resources –
● IT Staff
● Financial Staff
● External Consultants
● Treasurer's Office Staff
● Commissioner of the Revenue Staff
▪ Estimated Costs –
● Staff time
● Software fees vary by vendor (TBD)
● External Consulting Fee: $98,800
▪ Estimated Timeline –
● Immediate (Year 1) – Long-term (Year 3)
▪ Impact Statement –
● The Financial Management System Replacement would include a comprehensive
analysis of financial management's current state (general ledger, budget, purchasing,
accounts payable, accounts receivable, cash receipts, payroll, grants management,
and capital assets) processes at the County, based upon the use of Keystone. The
analysis would focus on capturing any existing bottlenecks (e.g., paper-based
workflows, lack of functionality & data transparency) and identifying the functional
capacity to meet current and future financial management needs. This analysis would
also provide insights into other modern, comparable solutions and include optimized
future state workflows and system requirements based on IT modernization best
practices to enhance financial management & accounting efficiency. Additionally, an
RFP document would be developed for an optimal Financial Management System,
followed by system evaluation, contract negotiation, and system implementation
within this strategy.
● An updated Financial Management system would be used as a single repository for all
information regarding the County's business operations. The system would provide
seamless access to all relevant users based on roles and responsibilities to track preset
operational metrics close to real-time. The new financial system would also automate
standard business processes (e.g., accounts receivable, accounts payable, budgeting)
to improve efficiency and integrate with other enterprise systems to have relevant
data across departments, such as HR, Payroll, and Community Development.
Moreover, this system would streamline processes such as PO management,
vendor/contract management, grant management, and fixed asset management
(depreciation and lifecycle management).
5.b.a
Packet Pg. 101 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 88
#22.b – Replace Keystone
– Community Development System
▪ Gaps Addressed –
● Antiquated Enterprise Land Management (ELM) system to efficiently carry out
Community Development related tasks such as permitting, licensing, plan review, and
inspections. The Community Development Department's current system, Keystone,
does not include a citizen access portal to allow the online submission of permit
applications or electronic plans. The current solution does not offer a mobile
application for staff to review and conduct inspections while in the field. These
deficiencies create bottlenecks and workarounds within the Community Development
Department.
▪ Action Steps –
● System Functionality Audit
● Conduct Market Scan
● Business Process Optimization (Future-State)
● Requirements Definition
● System Audit Report
● Develop RFP Document (including System Evaluation Criteria)
● Solicit RFP Responses from Vendors
● Evaluate Proposals from Software Vendors
● Select Optimal Software Vendor
● Negotiate Contract with the Selected Software Vendor
● Implement Software Solution
● System Configuration, Testing, and Training
● Go-Live and Post-Go-Live Support
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
● All County Citizens/Customers
5.b.a
Packet Pg. 102 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 89
▪ Resources –
● IT Staff
● Community Development Staff
● External Consultants
▪ Estimated Costs –
● Staff time
● Software fees vary by vendor (TBD)
● External Consulting Fee: $72,800
▪ Estimated Timeline –
● Immediate (Year 1) – Long-term (Year 3)
▪ Impact Statement –
● The Community Development System Replacement would include a thorough analysis
of the current state of community development at the County based upon Keystone's
use. The analysis would focus on capturing any existing bottlenecks (e.g., paper-based
workflows, lack of functionality & data transparency) and identifying functional
capacity to mitigate gaps and meet current & future needs. This analysis would also
provide insights into other modern, comparable solutions and include optimized
future state workflows and system requirements (e.g., electronic plan review and
mobility for field inspections) based on IT modernization best practices for community
development management efficiency. Additionally, an RFP document would be
developed for an optimal Community Development System, followed by system
evaluation, contract negotiation, and system implementation within this strategy.
● A modern, comprehensive Community Development system would streamline all
actions based on parcels (consistent with the County's GIS platform), including
permits, inspections, investigations, plan reviews, zoning, project plans, code
enforcement, etc. The new system would integrate with the County's GIS platform to
automatically update any parcel information changes made within the GIS system.
This system would also integrate with the Financial ERP and Citizen Database to
provide a single view of the customer and track code conformance over a
predetermined time. Furthermore, the community development system would be
mobile-enabled to allow field workers to compile inspection reports remotely,
including a template-based document generation system to speed the completion of
inspection reports in the field.
● Finally, the community development system would interface with the County's
optimized website through a Citizen Access Portal and provide citizens with a fast and
easy way to schedule inspections and pay for permits online. The web interface would
integrate with the County's customer portal and a single merchant account for
payment processing and customer service.
5.b.a
Packet Pg. 103 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 90
#22.c – Replace Keystone
– Human Resource Management System
▪ Gaps Addressed –
● Antiquated Human Resources Information System (HRIS) and absence of automated
workflows across various County Departments to manage human resource
responsibilities such as Job Planning & Recruitment, Performance Evaluation, Skill
Development, Labor Relations, Safety & Health, Employee Benefits, etc. The volume
of hard copy paperwork within and between Departments related to operational
processes, such as Time and Attendance, and Payroll, creates bottlenecks across the
organization.
● Inefficient business processes encompassing Time and Attendance, which impacts
each Department. Hardcopy timesheets are currently being collected from staff, then
manually entered into Microsoft Excel spreadsheets to be sent to Finance. More
specifically, the Payroll Specialist is experiencing excessive data entry and
manipulation regarding overtime and on-call hours from the Sheriff's Office and Public
Safety/EMS staff.
▪ Action Steps –
● System Functionality Audit
● Conduct Market Scan
● Business Process Optimization (Future-State)
● Requirements Definition
● System Audit Report
● Develop RFP Document (including System Evaluation Criteria)
● Solicit RFP Responses from Vendors
● Evaluate Proposals from Software Vendors
● Select Optimal Software Vendor
● Negotiate Contract with the Selected Software Vendor
● Implement Software Solution
● System Configuration, Testing, and Training
● Go-Live and Post-Go-Live Support
▪ Prerequisites –
● None
5.b.a
Packet Pg. 104 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 91
▪ Stakeholders –
● All County Staff
● All County Citizens/Customers
▪ Resources –
● IT Staff
● HR Staff
● External Consultants
▪ Estimated Costs –
● Staff time
● Software fees vary by vendor (TBD)
● External Consulting Fee: $59,600
▪ Estimated Timeline –
● Immediate (Year 1) – Long-term (Year 3)
▪ Impact Statement –
● The HRIS System Replacement would include an analysis of Human Resources
operations' current state across the HR lifecycle of a resource (from recruitment
through retirement) to capture any existing bottlenecks (e.g., paper-based workflows,
lack of functionality & data transparency) based upon Keystone's use. The analysis
would also focus on developing optimized future state workflows based on IT
modernization best practices and identifying system requirements and functionality
to mitigate gaps and meet current & future HR-related needs. Additionally, an RFP
document would be developed for an optimal HRIS System, followed by system
evaluation, contract negotiation, and system implementation within this strategy.
● A comprehensive Human Capital Management System would enable Pittsylvania
County HR to manage Skill Development, Labor Relations, Planning & Recruitment,
Safety & Health, and Employee Benefits. The new system would include a time
tracking system and integrate with the County's financial system to automate the
payroll & financial reporting processes and balance reconciliation. Time tracking
software would be used by all employees of the County to report time spent on
defined and undefined activities at regular intervals. Time tracking software would
keep track of the time worked by individual employees. Additionally, this Human
Capital Management system would include modules for performance management,
talent management, succession planning, and self-service.
5.b.a
Packet Pg. 105 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 92
#23 – Conduct Systems Audit of CentralSquare
– Public Safety Suite (CAD & RMS)
▪ Gaps Addressed –
● Inability of Public Safety staff to easily access data for reporting purposes fron the
Computer Aided Dispatch (CAD) module within CentralSquare Public Safety Suite.
▪ Action Steps –
● Business Process Analysis (Current-State)
● System Functionality Audit
● Conduct Market Scan
● Business Process Optimization (Future-State)
● Requirements Definition
● System Audit Report
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
● All County Citizens/Customers
▪ Resources –
● IT Staff
● Public Safety Staff
● External Consultants
▪ Estimated Costs –
● Staff time
● External Consulting Fee: $80,200
▪ Estimated Timeline –
● Immediate – Year 1 (2 month)
5.b.a
Packet Pg. 106 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 93
▪ Impact Statement –
● The CentralSquare System Audit would include an analysis of the current state of
Public Safety operations, based upon the use of CentralSquare’s Public Safety Suite,
including modules for Computer-Aided Dispatch (CAD) and Records Management
System (RMS). The audit would also identify future business needs across the Public
Safety, including Emergency Management and the Sheriff’s Office, develop optimized
future state workflows, and define system requirements based upon IT modernization
best practices. The outcome of the audit would determine if existing technologies
have the functional capacity to meet both current and future Public Safety needs.
Additionally, a market scan would provide insight into other comparable solutions
that are currently available in the marketplace.
5.b.a
Packet Pg. 107 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 94
#24 – Systems Audit BEACON and QS/1
- Utility Meter Reading, Customer Care & Billing,
Work Order Management Systems
▪ Gaps Addressed –
● As a newly integrated department, Public Works now operates as a public utility
providing Water & Sewer services to the Pittsylvania County community. As part of
the departmental integration, the technologies previously utilized by the Pittsylvania
County Service Authority for operations have been integrated as well. Therefore, the
existing technologies may not be the best fits operations under the Public Works
Department.
● Silos between various software across the County exist. For instance, the absence of
an interface between BEACON Meter Reading, Publiq QS/1 Utility Billing System, and
Keystone (Financial) results in manual data entry for utility billing that is both
cumbersome and time-consuming.
● The County lacks a unified approach to managing work orders. Throughout the Public
Works Department, three (3) methods of generating and completing work orders
occur. The Building and Grounds Department utilizes SysAid to receive and complete
work orders. The Water and Sewer Department currently utilizes work order
functionality in Beacon/QS-1. The County’s Landfill completes paper work orders.
None of the current work order completion methods allow for the use of mobile
devices to complete assigned work orders in the field.
▪ Action Steps –
● System Functionality Audit
● Business Process Analysis (Current-State)
● Conduct Market Scan
● Business Process Optimization (Future-State)
● Requirements Definition
● System Audit Report
▪ Prerequisites –
● None
▪ Stakeholders –
● All County Staff
5.b.a
Packet Pg. 108 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 95
▪ Resources –
● IT Staff
● Public Works Staff
● Treasurer's Office Staff
● External Consultants
▪ Estimated Costs –
● Staff time ● External Consulting Fee: $76,500
▪ Estimated Timeline –
● Short-Term – Year 2 (4 months)
▪ Impact Statement –
● Conducting a utility meter reading and billing system audit will include an analysis of
the current state of Water & Sewer related operations, based upon the use of BEACON
and QS/1. The audit will also identify future needs across the utility meter reading and
billing processes, integration with proposed technologies such as the County’s
payment gateway, and define system requirements based upon IT modernization best
practices. The audit outcome will determine if existing technologies have the
functional capacity to meet both current and future utility management needs for
Public Works operations, including public utilities. Additionally, a market scan will
provide insight into other comparable solutions available in the marketplace.
● SysAid, QS/1, and hard copy paper forms are being used to manage work orders across
functional areas of Public Works. Unifying this solution will rid the County of disparate
systems that perform the same task and allow for the development of policies built
on best practices to streamline the work order management process. Work order
management solutions allow for the electronic submission of work orders and
dramatically reduces the amount of paper that Public Works employees handle.
Electronic submission of work orders ensures that all necessary personnel will be
notified of the work order's status through push notifications rather than receiving
paper updates, phone calls, or texts about the work order. Additionally, most modern
work order management platforms integrate with mobile devices and allow
maintenance personnel to receive work orders while in the field, rather than
retrieving work orders at the office. Modern work order management solutions also
allow personnel to upload images and videos to the work order. The work order
management solution can also integrate with the County’s ESRI GIS solution and
provide users with a visual representation of where problems are occurring. Lastly, all
of these features combine to provide an executive dashboard-type experience for
power users. Typically these dashboards are customizable and can provide valuable
insights to open work orders, completed work orders, personnel assigned to the work
order, typical “fix” time, and a myriad of other performance reporting metrics.
5.b.a
Packet Pg. 109 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 96
#25.a – Procure & Implement a
New Public Safety CAD/AVL System
[Contingent upon findings from System Audit – #23]
▪ Gaps Addressed –
● Inadequate training for enterprise software currently being utilized by County staff.
The current electronic document management system, Laserfiche, and other
software applications (e.g., Granicus Legislative Management (Accela), QS/1,
CentralSquare) are not being utilized to their full capacity due to a perceived lack of
training.
● Inability of Public Safety staff to easily access data for reporting purposes from the
Computer-Aided Dispatch (CAD) module within CentralSquare Public Safety Suite.
● Public Safety wants to audit CentralSquare to verify the effectiveness of all existing
functions/modules within the system.
▪ Action Steps –
● Develop RFP Document (including System Evaluation Criteria)
● Solicit RFP Responses from Vendors
● Evaluate Proposals from Software Vendors
● Select Optimal Software Vendor
● Negotiate Contract with the Selected Software Vendor
● Implement Software Solution
● System Configuration, Testing, and Training
● Go-Live and Post-Go-Live Support
▪ Prerequisites –
● Contingent upon findings from System Audit (#22)
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● Public Safety Staff
● Sheriff's Office Staff
● External Consultants
5.b.a
Packet Pg. 110 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 97
▪ Estimated Costs –
● Staff time
● Software fees vary by vendor (TBD)
● External Consulting Fee (TBD)
▪ Estimated Timeline –
● Short-Term – Year 2 (10 – 12 months)
▪ Impact Statement –
● Implementation of a new Public Safety CAD/AVL solution will provide the County with
more reliable tools capable of gathering and transmitting data and improving
response times and keep County Public Safety/EMS staff with real-time information
on the scene. The utilization of Mobile Data Terminals (MDTs) in public safety vehicles
through the new CAD/AVL software will also enhance information exchange
capabilities in real-time between dispatchers and first responders.
5.b.a
Packet Pg. 111 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 98
#25.b – Procure & Implement a New Enterprise
Work Order Management System
[Contingent upon findings from System Audit – #24]
▪ Gaps Addressed –
● Lack of a universal software for work order management. The Building & Grounds,
Water & Sewer, and Landfill sectors of the Public Works Department all use different
software applications for work order management purposes. Building & Grounds
currently utilizes SysAid, while the landfill processes paper-based work orders, and
Water & Sewer utilize QS1-Publiq. Furthermore, SysAid lacks the sophistication to
push work orders out to mobile devices and integrate with the County's GIS database
to show issues such as water leaks and other work order requests.
▪ Action Steps –
● Develop RFP Document (including System Evaluation Criteria)
● Solicit RFP Responses from Vendors
● Evaluate Proposals from Software Vendors
● Select Optimal Software Vendor
● Negotiate Contract with the Selected Software Vendor
● Implement Software Solution
● System Configuration, Testing, and Training
● Go-Live and Post-Go-Live Support
▪ Prerequisites –
● Contingent upon findings from System Audit (#23)
▪ Stakeholders –
● All County Staff
▪ Resources –
● IT Staff
● Public Works Staff
● External Consultants
▪ Estimated Costs –
● Staff time
● Software fees vary by vendor (TBD)
● External Consulting Fee (TBD)
5.b.a
Packet Pg. 112 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 99
▪ Estimated Timeline –
● Long-Term – Year 3 (10 – 12 months)
▪ Impact Statement –
● Implementation of a new Work Order Management solution would allow all
functional departments within the County's Public Works Department to standardize
and effectively track and manage all work order information through a single,
centralized dashboard/interface. The new software would also increase efficiencies
regarding to asset tracking, budgeting and planning, routine ordering and fulfillment,
and compliance with regulatory standards.
5.b.a
Packet Pg. 113 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 100
E. Comprehensive Software Inventory
Comprehensive Software Inventory
5.b.a
Packet Pg. 114 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology Strategic Planning
ITSP Draft Report (20201106)
Page | 101
5.b.a
Packet Pg. 115 Attachment: Pittsylvania County - ITSP - IT Strategic Plan Draft Report (20201106) (2246 : Avero Solutions County IT Assessment Presentation
Information Technology
Strategic Plan
November 17, 2020
5.b.b
Packet Pg. 116 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
Agenda
SUMMARY
IT STRATEGIC VISION
IT STRATEGIC ROADMAP
IMPLEMENTATION TIMELINE
CURRENT STATE
5.b.b
Packet Pg. 117 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
Formed in 1767
978 Square Miles
Danville (VA) Micropolitan
Statistical Area
Population of 61,000 (2018)
Traditional Role of Government:
•Facilitation
•Collective Expenditure
•Law & Order
•Well-being of Citizens
Stakeholder groups now demand and
expect excellence from their elected
officials and managers
5.b.b
Packet Pg. 118 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
Current State
Antiquated, Ineffective Enterprise Systems
Manual, Hard-Copy Paper Driven Processes
Siloed Departments & Disconnected Workflows
Inefficient, Expensive, and Inconvenient
Basic Utilization of Expensive, Capable Systems
5.b.b
Packet Pg. 119 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
5
A
Backup Server
Application Server forBuilding & Safety DivisionDatabase Server for
Parks & Recreation
Exchange Server
Cat 5 Cable
Workstation GroupAdmin DepartmentWorkstation Group
HR Department
Workstation Group
City Clerk Department
Workstation GroupReprographics
Workstation GroupRedevelopment Department
FileMaker Pro Database Server
Reprographics room
Workstation Group
Parks & Recreation
3 Netgear Switches –
24 ports
1 Netgear Switch and
1 Santae switch, 24 ports
1 Netgear Switch
– 24 port
Second Floor
First Floor
Stack of switches – Parks & Recreation Department
Stack of switches
External firewall-DLINK
Extreme Radio
Frequency - XRF
Internal Firewall – VPN
Cisco PIX 501
EOC – Emergency Operation Center
City
Museum
East Side
Pool
Wireless VPN
Wir ele s s VPN
T1 CableTheatre PBX switch
5.b.b
Packet Pg. 120 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
IT Strategic Plan considers:
•Internal Stakeholders
o County Staff
o Elected Officials
•External Stakeholders
o Current & Prospective
Citizens or Businesses
Technology Strategy Pillars
5.b.b
Packet Pg. 121 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
Pittsylvania County’s “Connected County”
initiative envisions implementing modern,
connected,and intuitive systems that
allow employees,citizens,and contractors/
business owners to conduct daily business
and gather information in the most efficient
and effective manner.This initiative will
primarily focus on employees,citizens,
and contractors/business owners.
SECURITY FIRST
DIGITAL COUNTY
EXPERIENCE
INFRASTRUCTURE
RESILIENCY
DATA-DRIVEN
DECISIONS
IT Strategic Vision 5.b.b
Packet Pg. 122 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
IT Strategic Roadmap 5.b.b
Packet Pg. 123 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
Implementation Timeline 5.b.b
Packet Pg. 124 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
IT Strategic Plan
Immediate (Year 1)
Short-Term (Year 2)
Long-Term (Year 3)
IT Strategy Action Plan for Implementation
includes:
•Gaps Addressed
•Action Steps
•Prerequisites
•Stakeholders
•Resources
•Estimated Costs
•Estimated Timeline
•Impact Statement
(Colors Indicate Urgency)
5.b.b
Packet Pg. 125 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
1. Security First
1.Cybersecurity Plan & Enhancements
2.Cybersecurity Awareness Tools
3.Antivirus Tools
4.Security Information & Event Management
Immediate –Year 1 (3 months)
Immediate –Year 1 (1 week)
Immediate –Year 1 (1 week)
Immediate –Year 1 (1 month)
5.b.b
Packet Pg. 126 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
2. Digital County Experience
5.Mobile Application
6.Online Payment Gateway
Immediate –Year 1 (1 month)
Immediate –Year 1 (2 weeks)
5.b.b
Packet Pg. 127 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
3. Infrastructure Resiliency
7.IT Staffing Plan
8.Disaster Recovery Plan & Enhancements
9.IT Services Management
10.IT Asset Management
11.IT Software Deployment
Immediate –Year 1 (12 months)
Immediate –Year 1 (2 weeks)
Immediate –Year 1 (1 week)
Immediate –Year 1 (1 week)
Immediate –Year 1
5.b.b
Packet Pg. 128 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
3. Infrastructure Resiliency
12.IT Policy & Procedures
13.Mobile Device Management
14.Standardized Infrastructure
15.Cloud-based, Secure Email
16.Evaluate Fiber Optic Network Footprint
Immediate –Year 1 (1 month)
Immediate –Year 1 (2 weeks)
Immediate –Year 1 (1 month)
Short-Term –Year 2 (2 months)
Immediate –Year 1 (1 month)
5.b.b
Packet Pg. 129 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
4. Data-Driven Decisions
17.Redeploy Laserfiche (Electronic Doc. Mgt.)
18.Fully Deploy Office 365
19.Enterprise Citizen Relationship Management
20.Enterprise ESRI ArcGIS
Immediate –Year 1 (2 months)
Immediate –Year 1 (1 week)
Immediate –Year 1 (1 week)
Immediate –Year 1 (6 months)
5.b.b
Packet Pg. 130 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
4. Data-Driven Decisions
21.Mobile Data Terminals
22.Replacement of Keystone
23.System Audit of CentralSquare CAD
24.System Audit of BEACON, QS/1 & SysAid
25.Requirements-based Enterprise Systems
Immediate –Year 1 (1 month)
Immediate (Year 1) –Long-Term (Year 3)
Immediate –Year 1 (2 months)
Short-Term –Year 2 (4 months)
Short-Term –Year 2 (14-18 months)
5.b.b
Packet Pg. 131 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
5.b.b
Packet Pg. 132 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
Thank you!
av@averoadvisors.com
(865) 415-3848 | averoadvisors.com
5.b.b
Packet Pg. 133 Attachment: Pittsylvania County - ITSP - Board Presentation 11.17.20 (2246 : Avero
Board of Supervisors
EXECUTIVE SUMMARY
INFORMATION ITEM
Agenda Title: Tourism DMO Proposal Discussion (Staff Contact: David M.
Smitherman); (10 minutes)
Staff Contact(s): David M. Smitherman
Agenda Date: November 17, 2020 Item Number: 6.a
Attachment(s):
VTC 703 Policy for Recognition of Destination Marketing Organization
DMO RESOLUTION 8-20-2020 SIGNED-TOWN OF PENNINGTON
GAP11-18
Reviewed By:
David M. Smitherman, County Administrator, will discuss a potential tourism Destination
Marketing Organization ("DMO") proposal with the Board.
6.a
Packet Pg. 134
VTCP 703 1
Number: 703
Name: Recognition of Destination Marketing Organizations
Category: External Relations
Administrator: Policy Manager
Executive Oversight: Vice President of Partnership Marketing
Effective Date: July 1, 2014
I. Scope and Purpose This policy applies to all VTC employees, destination marketing organizations (DMO), and
local governments in Virginia. The purpose of this policy is to establish a process for
recognizing destination marketing organizations within the Commonwealth of Virginia.
II. Policy Working in partnership with local and regional DMOs throughout Virginia is a key
component of the VTC’s strategy to market the Commonwealth as a premier travel
destination. The VTC recognizes DMOs solely to coordinate tourism marketing activities between the state and its localities.
1. It is the expressed intent of the VTC to identify one primary DMO for each locality.
Due to regional, economic, cultural, and historic needs, localities often affiliate with
more than one DMO. Therefore, the VTC will recognize an unlimited number of affiliated DMOs for each locality.
2. An organization that is designated by a locality or group of localities as its primary or
affiliated DMO shall be recognized by the VTC as an official DMO for said locality or
group of localities. The VTC will maintain a Register of Official Destination Marketing Organizations in Virginia (hereafter, “the Register”), which shall be a
compilation of all primary and affiliated DMOs throughout the Commonwealth. Each
listing in the register shall include, but not be limited to the:
• Chief liaison for the DMO;
• Physical address of the DMO;
• Main telephone number of the DMO;
• Facsimile telephone number of the DMO, if available;
• DMO Web site, if available; and
• Primary email address, if available
3. To the extent permitted by law, an organization may petition the VTC for:
A. Recognition as a designated primary or affiliated DMO for a locality or group of
localities;
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B. A change in the recognition of a designated primary or affiliated DMO for a locality
or group of localities; or
C. A change in the name of a designated primary or affiliated DMO for a locality or group of localities. Petitions submitted pursuant to this subsection, which seek to change only the name of a primary or affiliated DMO, shall not require the approval
of the locality or group of localities represented by the official DMO.
4. Any petition submitted pursuant to section II-3 of this policy must be submitted by the principal executive officer of the petitioning DMO. The petitioner will be the chief liaison with the policy administrator (PA) and all communications pertaining to the
petition process should be confined to these parties.
5. All petitions must be submitted in writing to the PA for preliminary approval via the appropriate form listed in section V of this policy. Within 15 business days of receiving the petition, the PA will notify the petitioner if the criteria prescribed herein
have been satisfied. If the criteria have been satisfied, the PA will provide the
petitioner:
A. A copy of this administrative policy;
B. A list of all localities from which the petitioner is required to obtain approval; and
C. Instructions on how to submit the original instruments of approval to the VTC for verification.
6. The petitioner shall be required to obtain the approval of the locality or localities that it
proposes to represent, except as provided for in section II-3, clause C. Only an
organization designated by a locality as an official DMO will be recognized by the VTC as such.
7. The VTC values its strategic partnerships with local DMOs and aims to promote
transparency, open communication, and cooperation in our relations with tourism
professionals across the Commonwealth. Therefore, upon receipt of a petition to change the recognition of an official DMO for a locality or group of localities, the VTC
shall furnish a copy of said petition to the existing official DMO.
8. A resolution designating an official DMO, which is adopted by the governing board of
the respective locality or group of localities, will be sufficient evidence of said designation. The resolution must be transmitted to the policy administrator (PA), who
shall review the document for verification.
9. If the petitioner provides original evidence that it has received the requisite approval
from the locality or localities, within 15 business days the PA will certify the results in writing to the petitioner and add said organization’s name to the Register.
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10. In any dispute between a locality’s primary and affiliated DMOs, or between two or
more affiliated DMOs of a respective locality, which concerns the programs, services,
or policies of the VTC, deference will be given to the primary DMO.
III. Definitions
1. Locality – For the purposes of this policy, locality means any county, incorporated city,
or incorporated town within the Commonwealth of Virginia.
2. Destination Marketing Organization – A destination marketing organization (hereafter DMO) is the principal organization of a locality that is organized and operated to
promote its respective destination, to attract visitors, and/or to solicit and service
conventions. A DMO is designated and authorized by its respective incorporated
government entity as the representative organization exercising those functions. IV. Compliance Not applicable.
V. Forms 1. VTCF 703A: Petition for Official DMO Recognition
2. VTCF 703B: Petition to Change Primary / Affiliated DMO Recognition
VI. Supplementary Information
• Code of Virginia § 1-221. Locality.
• Code of Virginia § 2.2-2315, Clause 04
• Code of Virginia § 2.2-2318, Clause 18
• Code of Virginia § 58.1-3823. Additional transient occupancy tax for certain
counties
• VTCP 702: Tourism Regions of the Commonwealth
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Board of Supervisors
EXECUTIVE SUMMARY
INFORMATION ITEM
Agenda Title: Committee Reports/Recommendations (Staff Contact: David M.
Smitherman); (5 minutes)
Staff Contact(s): David M. Smitherman
Agenda Date: November 17, 2020 Item Number: 6.b
Attachment(s):
Reviewed By:
David M. Smitherman, County Administrator, will present any Economic Development and
Finance Committee’s recommendations to the full Board for potential action at tonight’s
Business Meeting.
6.b
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Board of Supervisors
EXECUTIVE SUMMARY
INFORMATION ITEM
Agenda Title:
Consultation with legal counsel employed or retained by a public body
regarding specific legal matters requiring the provision of legal advice by
such counsel.
Staff Contact(s): J. Vaden Hunt, Esq.
Agenda Date: November 17, 2020 Item Number: 8.a
Attachment(s):
Reviewed By:
(1) Legal Authority: Virginia Code § 2.2-3711(A)(8)
Subject Matter: Potential Franklin County/Cool Branch EMS
Agreement Update
Purpose: Legal Consultation/Discussion Regarding the Same
8.a
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Board of Supervisors
EXECUTIVE SUMMARY
INFORMATION ITEM
Agenda Title:
Discussion concerning a prospective business or industry or the expansion
of an existing business or industry where no previous announcement has
been made of the business' or industry's interest in locating or expanding
its facilities in the community.
Staff Contact(s): Matthew D. Rowe
Agenda Date: November 17, 2020 Item Number: 8.b
Attachment(s):
Reviewed By:
(1) Legal Authority: Virginia Code § 2.2-3711(A)(5)
Subject Matter: Projects Impala and Matterhorn
Purpose: Economic Development Updates on Unannounced
Industry/Existing Industry Expansion
8.b
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Board of Supervisors
EXECUTIVE SUMMARY
INFORMATION ITEM
Agenda Title: Closed Session Certification
Staff Contact(s): J. Vaden Hunt, Esq.
Agenda Date: November 17, 2020 Item Number: 9.a
Attachment(s):
Reviewed By:
PITTSYLVANIA COUNTY BOARD OF SUPERVISORS
CLOSED MEETING CERTIFICATION
BE IT RESOLVED that at the Meeting of the Pittsylvania County Board of Supervisors
(the “Board”) on November 17, 2020, the Board hereby certifies by a recorded vote that to the
best of each Board Member’s knowledge only public business matters lawfully exempted from
the Open Meeting requirements of the Virginia Freedom of Information Act (“Act”) and
identified in the Motion authorizing the Closed Meeting were heard, discussed, or considered in
the Closed Meeting. If any Board Member believes that there was a departure from the
requirements of the Act, he shall so state prior to the vote indicating the substance of the
departure. The Statement shall be recorded in the Board's Minutes.
Vote
Joe B. Davis Yes/No
Timothy W. Dudley Yes/No
Ben L. Farmer Yes/No
William (“Vic”) Ingram Yes/No
Charles H. Miller, Jr. Yes/No
Ronald S. Scearce Yes/No
Robert (“Bob”) W, Warren Yes/No
9.a
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