Active Projects
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Strengthen County Cybersecurity and Encryption Posture
Cybersecurity · IT Modernization
High Priority
About this project
Williamson County has explicitly budgeted $500K for encryption and security efforts and $400K for server replacement in FY27, alongside an active identity and access management initiative. With over $15M in annual IT spend and a mature cloud environment, hardening the county's security posture is both a funded priority and an operational imperative.
The opportunity
Budget lines are approved and an IAM initiative is already in motion, creating a near-term window to advance structured security procurement before the fiscal cycle closes. Acting now reduces exposure, supports continuity of public services, and aligns with the county's active security planning priorities.
TIPS/TAPS
Discuss this project →Server Infrastructure Modernization for Operational Continuity
IT Modernization · Cybersecurity
High Priority
About this project
A $400K FY27 budget allocation for server replacement signals aging infrastructure that poses risk to operational continuity and security posture. With over $15M in annual IT investment, modernizing server infrastructure is a foundational step to sustaining core county services and supporting broader cybersecurity efforts.
The opportunity
Dedicated funding is already approved in the FY27 budget cycle, creating a defined and time-bound window to act. Modernizing server infrastructure now reduces operational risk, strengthens security readiness, and positions the county to sequence complementary IT initiatives within the same fiscal plan.
TIPS/TAPS
Discuss this project →Resolve Public Document Accessibility Compliance Gaps
Web Accessibility · Digital Inclusion
High Priority
About this project
The county maintains an active WCAG compliance commitment for its public website but carries an unresolved backlog of inaccessible PDFs and forms. This document-level gap creates legal exposure and limits equitable access to public services for residents with disabilities.
The opportunity
An upcoming CMS website redesign decision creates a natural window to consolidate document accessibility remediation alongside broader digital modernization efforts. Acting within the current FY planning cycle aligns with active IT budget priorities and reduces ongoing legal and inclusivity risk.
TIPS/TAPS
Discuss this project →Close Emergency Preparedness Gaps Before the Next Incident
Emergency Management · Public Safety
High Priority
About this project
Williamson County has no confirmed Emergency Operations Plan, no clearly identified mass notification system, and no designated Emergency Management Coordinator — while recent declared emergencies including flooding, a gas leak, and a burn ban have already tested response capacity. These gaps elevate operational, liability, and public safety risk for residents and county staff.
The opportunity
With a $6.5M public safety technology allocation in the active FY26–27 budget and leadership momentum behind a named Emergency Incident Management and Public Alerting initiative, the county is positioned to act now. Closing these gaps during the current budget cycle reduces incident response risk and strengthens accountability to the public.
TIPS/TAPS
Discuss this project →Modernize Fleet Safety Data and Transportation Management
Fleet Safety · Transportation Management
High Priority
About this project
The county operates a formal Fleet Committee and accident reporting policy alongside significant workers' compensation and vehicle repair budgets, signaling gaps in real-time safety data and fleet oversight. Without improved monitoring and management tools, operational risk, liability exposure, and inefficient spending on repairs and claims are likely to persist.
The opportunity
A $7M Long Range Transportation Plan provides a credible budget anchor for fleet safety improvements, and the county's active FY26–27 budget cycle with public safety priorities creates a timely window for investment. Strengthening fleet data and oversight now supports cost containment, staff safety, and responsible stewardship of transportation funds.
TIPS/TAPS
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