ISD Work Plan 2026

1. Introduction

This information expands upon goals and performance objectives shared with the Board of Supervisors during the budget workshops in April 2025. Additionally, it includes elements based on feedback from the Board during the workshop, anticipated and enacted legislative changes, and enterprise needs identified in consultation with County partners.
The activities described below often include a certain level of synergy, where the results of one or more projects increase effectiveness or add value in other areas. The proposed work plan includes a sequence of objectives that offer a glimpse into future activities to be accomplished based on a phased approach.
All goals described below are funded and can be completed within existing resources during the 2026 calendar year - with one potential exception due to factors external to the County (see notes on IJS Modernization – Phase 3).

2. Performance Goals

2.1. Status of Prior Year Performance Goals

ISD Work Plan 2025 is a document listing the prior year goals that were last shared with the Board on Friday, August 30, 2024.

2.2. Top 3-5 Proposed Performance Goals for September 2025– August 2026

Performance Goal 1 – County-Wide Initiatives

Description: Implementation of County-Wide Initiatives – 1) Employee Engagement Survey Action Plan and 2) development of department-specific Racial Equity Action Plan.

Measure: Complete the activities listed below during the coming review period:

Employee Engagement Survey Action Plan
1. With participation from departmental leadership, develop and execute an action plan for addressing each element that received a negative Gap score in departmental survey results (eight questions in total from the survey).
2. Develop opportunities for interactive discussions on areas where survey identified improvement is needed. This includes team meetings, one-on-one sessions, and periodic check-ins with staff through use of our Performance Management software from Lattice using their “People Management Platform”.
3. Add item to regular agenda at monthly Leadership Team meetings to solicit feedback and suggestions on progress based on ongoing feedback received from staff.
4. Participate with central HR as a member of the newly planned Employment Engagement committee (just announced) and follow their guidance.
Racial Equity Action Plan
1. Execute the Racial Equity Implementation Plan developed as part of the LEAD capstone project which includes elements such as:
  1. Ensuring more diverse interview panels;
  2. Adding racial equity awareness to our onboarding process;
  3. Expanding upon our existing intern program to reach high school students and more diverse populations in our community.
  4. Adding equity items to our team meetings at all levels of the organization;
  5. Creation of an intranet site to share information on equity efforts within ISD.
2. Continue Equity Working Group meetings with staff at ISD that occur every three weeks. This includes training and development of the team to raise awareness and expertise in addressing needs and improving diversity throughout our organization.
3. Adopt improvements in racial equity initiatives that specifically address elements identified within the ISD Employee Engagement survey results (four questions in total from the survey).

Background Information: Like all County departments, ISD is actively engaged in opportunities for addressing the needs of our staff and communities we serve for creating a more equitable working environment. This includes activities that specifically address targeted areas for improvement based on the Employee Engagement Survey results and our racial equity plan developed during the LEAD program.

Performance Goal 2 – IJS Modernization/Replacement – Phase 3

Description: Replace core technologies relied upon by the justice and law enforcement communities with supportable modern technologies.

Measure: Complete the activities listed below during the coming review period:

Complete Phase III of software development needed to establish a justice data exchange and move it to a production environment.
Assist the Court and justice partners in transitioning to new CJIS compliant vendor-hosted case management systems and integrating these platforms with the new justice data exchange.

Background Information: This modernization effort replaces an outdated 40-year-old system and automates the sharing of information among key justice partners such as the Courts, Public Defender, District Attorney, Sheriff, and Probation departments. It allows partners to leverage key modern technologies such as artificial intelligence, enables improvements in informed decision-making, and enhances overall efficiency in the administration of justice.

Since the prior Work Plan period, the Court announced plans to move to an improved case management system as well – this was not in the scope of our project but must be addressed to ensure continued operations. This change extends project scope and increases costs to keep vendor services intact through project completion. ISD is currently working with our partners to fully understand these changes and the impacts they may have on County services. We are partnering with the CEO to explore alternatives on time and funding as a result of this information.

Performance Goal 3 – North County/Airport Area Campus Expansion

Description: Advance the County’s Government Center modernization strategy by leading the technology and infrastructure components of the Airport-area County Campus. While initial efforts will focus on the recently acquired facilities on Brickway Boulevard, we will also evaluate opportunities for integrating technology services with other county owned and leased facilities. The primary goal is to implement secure, high-speed connectivity, enterprise-grade wireless coverage, and modern workplace technology standards in support of department relocations and enhanced digital service delivery.

Measure: Complete the activities listed below during the coming review period:

Support Departmental Relocation and Mobility – Support IT logistics and move coordination for transitioning departments. Develop and implement IT infrastructure to support relocation or repurposing of office areas as staffing needs evolve.
Establish High-Speed County Network Connectivity – Deliver high-bandwidth, low-latency fiber connections to newly purchased and leased facilities. Ensure redundant connections and fiber capacity planning are implemented to support scalable future demand.
Implement Unified Wireless and Mobility Infrastructure – Design and deploy secure, enterprise-class wireless coverage throughout all buildings. Enable seamless network access and mobility for County staff, visitors, and mobile devices to support hybrid work, cross-departmental meetings, and site operations.
Deploy Standardized Workplace Technology – Equip each department moving into the new facilities with ISD’s current workplace technology stack, including docking-enabled workstations and hybrid video conferencing rooms to maximize operational efficiency.

Background Information: This County Campus expansion is a critical component of the County’s hybrid Government Center strategy, reducing long-term facilities costs while enhancing operational resilience and service reach. ISD will provide essential infrastructure to build the digital backbone of this modern, geographically distributed workplace. Potential opportunities for adopting combined services with departments already located in this area will be explored to create service efficiencies and reduce costs.
ISD will ensure the new campus technology delivers a modern, secure, and flexible digital experience for both employees and the public. This initiative supports continuity of operations, decentralized service delivery, and the County’s long-term goal of enterprise technology standardization.

Performance Goal 4 – Increase Transparency and Access to Government Records

Description: Plan and implement technologies and business processes that improve the County’s ability to more effectively locate, store, process, and retrieve government data while delivering information in ways that reduce or eliminate access barriers for underserved communities.

Measure: Complete the activities listed below during the coming review period:

Public Records Act (PRA) System – Phase III – Establish a PRA Steering Committee to provide ongoing leadership, coordination, and a forum for County-wide collaboration to advance PRA transparency, responsiveness, and compliance. Some key initiatives will include developing a more proactive strategy towards releasing public records, developing advanced PRA performance metrics and dashboards, refining and expanding the capabilities of the County’s new PRA Portal, and deploying additional technologies to enhance PRA search, redaction, and document processing. This effort will enhance public access to County records while helping the County manage PRA processes more efficiently and transparently.
One-Stop GIS Portal - Expand the existing GIS Portal by aggregating and centralizing additional authoritative geographic data allowing government, businesses and citizens access to valuable information such as property data, zoning regulations, and environmental resources. The benefit of a centralized hub with a single point of entry allows the public to easily find geographic data without having to know the agency responsible for producing it. A centralized hub empowers the public with valuable information and supports the county's efforts in improving services and fostering a more connected and informed community.
Digital Accessibility – Build on the County’s strong leadership and commitment to Americans with Disabilities Act (ADA) digital accessibility by aligning with new Department of Justice (DOJ) Title II requirements and expand County capabilities to create and maintain ADA-compliant documents and digital content more effectively. Key initiatives include updating County guidance and processes to reflect the new Title II standards, broadening access to training, tools, and instructional resources that support staff in applying ADA requirements, and increasing the availability of technologies that assist with digital content remediation. These actions will help ensure the County remains compliant with evolving accessibility standards and that accessible content is delivered to the public more promptly and efficiently.

Background Information: County residents are seeking greater access to information to interact with and better understand the function and activities of local government. In partnership with other departments, ISD has engaged in a series of service expansions that improve our County’s ability to address these needs within mandated timeframes and resources.

While ISD is also targeting improvements in ADA compliance this cycle due to new federal mandates that must be completed in 2026, these improvements also have collateral benefits in reducing language access barriers. Real time translation tools and artificial intelligence systems are able to more easily convert content into a variety of languages due to these changes. While many departments manually duplicate electronic content to meet the needs of our Spanish speaking residents, census data indicates growing representation from communities that speak languages deriving from Asian and European roots as well. Planned changes create opportunities for improving racial equity consistent with our County language access policy.

3. Significant Issues coming to the Board

ISD does not anticipate any significant issues coming to the Board during the 2026 calendar year.