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computers. Although we recommend that a more in-depth network design be conducted by a <br /> systems specialist, County staff can begin network upgrades immediately . <br /> 2. Many of the suggested legacy system upgrades and new applications in the SAP are large and <br /> important enough to warrant detailed systems analyses—such studies being outside the scope of <br /> the current Task Force. As a part of these analyses, redundant data collection and entry <br /> functions should be eliminated by re-engineering the work processes prior to automation. <br /> 3. Currently, the County operates with a minimal data processing staff, hardware, software and <br /> communication resources. Fortunately, the Information Systems Department is well managed, <br /> and consists of an able and motivated(although small) staff, using limited equipment and some <br /> non-standard software. The County should continue to train departmental "super" users to help <br /> provide desktop support and consider using additional contracted technical support for both <br /> maintenance and training. The role of IS will be growing over time, and the County should <br /> consider additional IS staff as appropriate. <br /> 4. The County should fully integrate its IT planning and development into its planning process for <br /> services and products to ensure that the County's core business functions drive its IT decisions. <br /> 5. Technology enhancements should not be viewed as one-time expenses. These expenditures are <br /> investments, both short- and long-term. Just as technology, industry economics, and suppliers <br /> experience significant change, Orange County should embrace a strategy of regular review of its <br /> hardware, software and staffing situation and be prepared to upgrade them as necessary. <br /> 6. The County should continue to conduct periodic reviews of personnel policies,job <br /> classifications, training needs and competitive salary data for the Research Triangle area. <br /> Likewise, few County jobs, if any, could not benefit from having employees with adequate <br /> keyboard skills. The realities of the local job market, for all staff positions, and the needs of the <br /> County require constant attention. The County should also re-evaluate its technology-related <br /> policies—its overly restrictive Internet use policy will probably discourage its employees from <br /> mastering this vital IT resource. <br /> 7. Future decisions concerning computing technology and communication services should be made <br /> with a view toward improved service efficiencies and better staff and citizen access to County <br /> information. Decisions should be compatible with emerging technology developments, <br /> whenever possible. <br /> 8. The County should consider appointing an ongoing"expert"citizen advisory group to meet <br /> periodically with the County IS Director and other staff to help guide future automation <br /> initiatives. General County administrative staff should also be involved to encourage better IT <br /> integration with County service delivery. Task Force members believe that their expertise has <br /> greatly strengthened Orange County's technical strategies and feel that their considerable time <br /> directed to the plan's review was both worthwhile and constructive. <br /> A number of these communication and information technology challenges are shared with most <br /> other County governments in North Carolina. Cooperative efforts and joint acquisition of off-the- <br /> shelf solutions will become more and more important, and the statewide local government <br /> information systems association provides a useful mechanism for coordinating multi-County <br />