Phil Bertolini, Deputy County Executive/CIO November Oakland County, Michigan, USA

Transcription

1 Phil Bertolini, Deputy County Executive/CIO November 2010 Oakland County, Michigan, USA

2 What do Michigan and Nevada have in common?

3 High Unemployment Rates 13.1% 14.3%

4 In what category is Michigan ranked 7th in the nation?

5 Oakland County in 47 Foreclosures = 10,175 Properties Est.

6 What is Michigan s Poverty Rate?

7 < 13.2% 14.4% National Michigan

8 Citizen Government ERG Theory of Motivation - Clayton P. Alderfer

9 Doing More With Le$$

10 Doing Less With Le$$ Government Can t be All Things to All People

11 Do you have a Road Map? Where are you? Assessment Where do you want to go? Planning Governance/Management How do you get there? Budgeting Strategy Communications

12 Roadmap to Success Assessment Where is your organization along the IT maturity continuum? An assessment can be taken on line at: After knowing where you are you must understand how to get where you want to go.

13 Roadmap to Success How mature is your organization in it s use of IT? IT Maturity Continuum Basic Services Maturing Services Mature Services Basic IT Services Maturing IT Services Mature IT Services

14 IT Maturity Continuum Basic Services Maturing Services Mature Services

15 Roadmap to Success Categories to Assess 1. Government s Perception of IT 2. Governance/Leadership Structure 3. Customer Service 4. Sourcing Strategy 5. Project/Portfolio Management 6. Business Cases 7. IT Finance

16 Roadmap to Success 1. Government s Perception of IT How the organization views IT Just another cost of doing business? A means to achieve public service excellence? The level of perception will dictate the role IT plays in the organization IT can range from being a simple provider of services to a strategic benefit to the overall organization IT decisions can be made from deep in the organization or at the highest level of government

17 Oakland County IT Overview Provides services to: 82 County Departments / Divisions Over 200 Local Government Agencies (law enforcement, municipalities) 1,700 Online Customers via Access Oakland Property Gateway Responsible for: System Enhancements New Development Support and Maintenance IT Budget $51 Million, Staff = 158 FTE Contract Professionals

18 Need for IT Strategic Plan

19 What are we trying to accomplish? Meet Customer Commitments Prioritization IT Governance Resources Not Over Committed Centralized Project Repository

20 Build it ONCE, pay for it ONCE & EVERYBODY benefits.

21 Roadmap to Success 2. Governance/Leadership Structure The level of involvement of IT customers in shaping and guiding the direction of technology in the organization. Improved quality and quantity of IT services Active role in leadership of IT initiatives IT governance can range from being dispersed throughout the organization to being a centralized unit led by a CIO. As IT matures the structure will be more centralized and of an enterprise nature

22 Executive Sponsorship L. Brooks Patterson Oakland County Executive

23 Roadmap to Success 3. Customer Service How the IT function relates to the departments it serves Active feedback mechanisms Are the expectations met in a timely fashion As IT matures the need to involve the customer becomes more important IT begins with little customer need for their services to eventually making the customers partners

24 Roadmap to Success 4. Sourcing Strategy Outsourcing is a potentially valuable tool for IT service delivery Right sourcing will benefit the IT organization Must rationally evaluate the outsourcing opportunities o Drive down costs o Effectively leverage human resources Sourcing can range from little or no effective policies to being an integral part of an organizations success

25 Roadmap to Success 5. Project/Portfolio Management IT investments are often implemented as discrete projects or initiatives Investments span all functional areas Must be managed in a portfolio to ensure effective cost management PPM can range from having decentralized ad hoc efforts to having a strong methodology PPM may be disjointed and ineffective A centralized PMO may bring stability

26 Culture SHIFT Project Management Office created IT Leadership Groups formed ENTERPRISE DEVELOPMENT IT Master Planning Process Development

27 Leverage development across multiple entities to drive down costs. More efficient, standardized cost of development.

28 Roadmap to Success 6. Business Cases Business cases are an integral part of successful technology initiatives Strong business cases become strong communication tools Business cases can ranges from little or no customer involvement to total integration with the customer. Clearly understanding the benefits is paramount to building a strong ROI

29 Oakland County Process Scope and Approach Project goals, business objectives, major deliverables, project approach, business and technical risks, benefits Project Plan Work breakdown structure, schedule, milestones, appropriate assignments of human resources Return on Investment (ROI) Analysis Tangible and intangible benefits, associated costs for the project over a six year period, assumptions and funding information

30 ROI Analysis of Virtualization Project Description Year 1 Benefits/Savings Tangible Benefits Subtotal $1, Cost Avoidance Subtotal 0 Costs Development Service Subtotal: $267,340 Hardware Subtotal: $679,642 Software Subtotal: $269,680 Infrastructure Subtotal: $33,638 Annual Statistics Annual Total Savings $1,287,390 Annual Total Costs: $1,250,300 Annual Return on Investment: $37,090 Annual Costs/Savings Ratio: 97.12% Year Positive Payback Achieved Year 1

31 Roadmap to Success 7. IT Finance The methods by which IT costs are tracked and IT services are funded The importance of IT funding models will impact the organizations success IT finance can range from budgets being buried within other budgets to being funded as an independent agency CIO and CFO must work together as partners Charge backs for services may be effective in understanding the total cost of ownership for IT

32 Operating Budget Reductions Reduced $5 Million (Three Year Budgeting) Total = $8.1 Million Reduced $1.6 Million Planning $500,000 in Reductions Planning $ 500,000 in Reductions Planning $500,000 in Reductions

33 Oakland County SAVED MILLION$ ROI Effective Portfolio Management (Master Planning) Budget Reductions Implemented Communication and Collaboration Vendor management Long-range planning and budgeting

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35 CVT Key Services Community Master Plan and Recreation Plan Update Assistance Parcel Specific GIS Data Spread Sheets Pre-made PDF Maps Tables and Pie Charts Custom Maps Surrounding Community and/or County-wide Context Maps Contact: Bret Rasegan, Planning Supervisor

36 Community Master Plan Parcel Specific land Use Tables & Pie Charts Data available for 2001 through 2009

37 What s NEXT? Expansion of Shared Services The Government Cloud

38 Take Aways

39 Take Aways 1 You Have to Remember Who You are Building Technologies for The People

40 Take Aways 2 You Need Partners to be Successful

41 Take Aways 3 Shared Services are the Future of Government Technology

42 Take Aways 4 Sustainable Technology Efforts Require Resiliency in Leadership

43 Take Aways 5 You Can Still be Innovative and Provide Technology in Tough Economic Times

44 Phil Bertolini, Deputy County Executive/CIO November 2010 Oakland County, Michigan, USA