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Information Technology Services

“Accelerating Speed to Strategic ValueUtilizing Quarterly Governance”

Proposed IT Services Strategic FY17-19 Plan

January 12, 2015

2020 Vision: Mecklenburg County’s Citizen Centric Digital Government Capabilities

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Agenda

Information Technology Services Team Introduction (Page 3 )

The Way It Was 

Where Are We 

Translating Strategies Into Business Capability

―LUESA Example 

Where Are We Going 

2020 Vision & Mission: Mecklenburg County IT Services 

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Information Technology Services Team Introduction

Feb FY15 – I joined Mecklenburg County!Q4 FY15 – Worked collaboratively to identify challenges and opportunitiesJuly FY16 – Launched new IT operating model and established CIO direct reports

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IT Services:  The Way It Was (SWOT analysis collaboratively created by staff)

Helpful ‐ To achieving the objectives Harmful ‐ To achieving the objective

Inte

rnal O

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(att

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 org

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tion)

Strengths• Talented and Motivated Workforce• Work Environment (e.g. Flexibility & Training)

• Strong Desire to Deliver Good Customer Service

• Executive Leadership Support ‐Leveraging Technology Investment toAchieve Strategic Objectives

• Modern / current technologies

Weaknesses• IT Governance / Strategy• Enterprise Architecture & Portfolio Management• Clear Vision or Common Plan • Efficient, Effective & Scalable IT Operating Model• Substantial Process Gaps and Immaturity –

Chasing poor quality issues down stream• Poor Communication & Siloed Team Behaviors

Exte

rnal O

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(att

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 env

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ent)

Opportunities• Drive an IT Culture of Customer Centricity

(Do it with them not to them)• Improved Executive Leadership Alignment, 

Transparency, Accountability to a StrategicPlan (“No to Know”)

• Establish Quality Services (including Development Control Services function todrive and ensure customer quality and improved internal controls / compliance)

• “Shift Left Thinking” (Lean Manufacturing) ‐ Accelerate Speed to Value

Threats• Consistent Service‐Oriented Architecture• Lack Separation of Duties (PM, BA, QA, “Run” Roles)

• No Test Data Management• No Test Labs Mgmt. & Controls• Immature Software Build Engineering• Disaster Recovery & Back‐up Capabilities• Mindset and relationships of “Customer” vs.

“Business Partner”• Mindset shift from resources to process that 

consume resources

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The Way It Was:  IT Services Had Been Delivering Inconsistent Results

Challenges / Opportunities – Lack of: Actions Taken

Shared Vision, Strategy Or Plan Collaboratively created Vision, Strategy & Plan

Governance Established Quarterly Governance Process

Enterprise Architecture Building Knowledge Repository and Initial Skills

Unclear Roles and Responsibilities New Efficient, Effective IT Operating Model

Substantial Process Gaps and Immaturity –Chasing poor quality issues down stream

Implemented New Quality Assurance Testing Function (Quality Services)

Skill Gaps Hiring Critical Roles (e.g. Enterprise Architects, Business System Analysts, Quality Assurance)

Poor Communication & Siloed Team Behaviors

Implemented Monthly All IT Team Meetings & 1:1 Skip‐Level Meetings

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Where Are We:  Delivering on Mecklenburg County’s Vision Requires…

Change in logic: shift focus from IT projects to business capabilities

What is the goal: Thorough understanding of capabilities requiredto support departments 3 year strategic business plan objectives

What is the solution (approach): Identify technology solutions thatwill support (business) capabilities outlined in 3 year strategicbusiness plan (SBP)

Other business needs: identify capabilities required to supportbusiness operations not tied to SBP but critical to service delivery

• Enhance communication & transparency in the process

• Translate 3 year SBP into IT Services capability road map & alignwith Executive Leadership technology goals

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Beginning to Translate Strategies Into Business Capability

Examples: Single View of the Citizen Consolidation of Call Centers Document Management Workflow Case Management for Multiple Departments Customer Relationship Management Customer Experience Improvements

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Translating Strategies Into Business Capability – A Recent Example

LUESA ‐ Suttle Ave. Technology Innovations

Goal: Provide great customer service to residents while leveraging the power of technology 

Accomplished by:• Creating and fostering a collaborative environment• Embedding resources to work side‐by‐side with LUESA staff• Establishing an innovation lab to enable a nimble, iterative

approach to hands‐on prototyping of potential solutions• Keeping the technology simple and practical but scalable• Selecting technologies that were aesthetically pleasing and budget

conscious (faster adoption and greater utilization)

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LUESA Customer Experience Improvements:  Key Capabilities

Enable The Navigator

Support The Resident

See What I Am Seeing

Provide Improved Reporting

Navigator’s Footprint

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Major Tasks• Greet the customer• View customer information• Understand the nature of

the visit• Triage customer issues• Guide the customer through

the process

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Core Capabilities by the Mobile Navigator (Note: New approach enabled use of existing technologies to solve business capability needs)

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OPERATIONAL OBJECTIVE BUSINESS CAPABILITIES

The Navigator should be able to remotely view, create, or modify information about a customer, property, or project

• Wirelessly accessible• Web‐Based or Streaming Permit Case 

Management

The Navigator should be able to remotely view the status of a customer’s payment

• Wirelessly accessible• Web‐Based or Streaming Homeowner/Contractor

Management

The Navigator should be able to engage an expert or group of experts through an online session

• Wirelessly accessible• Click to chat instantly• Screen sharing• Add people• Share a file• Video conference• Calendar awareness• Record the session

On the move, the Navigator should be able toengage an expert or external agency via Voice Over IP (VOIP)

• Wirelessly accessible• Route calls to experts• Phone control by tablet• Hands free headset

The Navigator should have familiarity of the customer prior to engaging in a working session

• Ticket matches project• Customer encounter analytics and reporting

$

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Moving Forward:  More Complete Analysis Has Identified Strategic Improvement Areas

The application and technology architecture has significant duplication across applications, doesn’t work well together & too many technology variants to be effective

IT service delivery practices lack the maturity needed for stable and reliable IT systems

Current disaster recovery capabilities pose risks to the restoration of technology operations

Existing Enterprise Architecture capabilities are insufficient to manage the architecture, influence strategic IT planning or ensure that solutions adhere to architecture standards

• Established Quarterly Governance Meetings with executive leadership team ensuresthat enterprise objectives are achieved by evaluating stakeholder needs, conditions andoptions; setting direction through prioritization and decision making; and monitoringperformance, compliance and progress against agreed-on direction and objectives (EDM)

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Where Are We Going:  The technology strategy is also driven by several evolving factors…

Changing citizen expectations• Seamless, simple, anytime, anywhere capabilities• Proliferation of mobile solutions makes mobile 

government an expectation/requirement rather than a “nice to have”

• Faster and more convenient digital transactions• Intelligent and customized factors

Efforts to improve operational efficiency• Improved maturity• Technology financial management• Expansion of procurement capabilities• Recommitment of offsets created by improved 

operations

A renewed commitment to business critical functions• Business continuity and disaster recovery

– Data backup and core asset protection– Ensure sustain business operations– Achieve minimum standard of service

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…and must deliver the capabilities required to enable achieving identified department outcomes

Mecklenburg County Vision & Mission:Vision:      To be the best local government service provider.Mission:  To serve Mecklenburg County residents by helping improve their lives and community.

Stra

tegi

c B

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ss 

Pla

n K

ey T

he

me

s Talent Acquisition / Development Retention

Internal Communication and Public Awareness

Leverage Financial Resources

Optimize Investments in Criminal Justice

Strengthen Families

Greater Economic Independence for Residents

Aging with Dignity

Community Health & Wellness

Environmental Stewardship

Ou

tco

me

s TrainedWorkforce and Talent Management

Engaged and Trusted Relationship

TransparentProductivityand Improved Foundational Infrastructure

Innovative, Predictive

Connected,Smarter Personalized

Partnerships for Growth

Real‐time Support for Living Well

Customized & Everywhere

Engagement for Conservation and Sustainability

Dig

ital C

apab

iliti

es

Connect Simplify Improve Leverage Insights

Effective Enterprise Architecture

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Proposed Solution: Turn Business Capability Needs into IT Services

Citizens Self‐Service 311 Partners

Digital Platform

Channels:

Web Mobile App Mobile Social Email SMS Kiosk Video

BusinessesD

igit

al 

Cap

abili

tie

s

Connect Simplify Improve Leverage Insights

Effective Enterprise Architecture

• Personalize citizen experiences by engaging them at the right time, in the rightplace, in the right way throughout the journey. “Bringing Mecklenburg County ToYou” digitally by engaging the “Smart-phone Dependent” and Gen Z / “Digitarians”.

• Create proactive experiences by determining the next best interaction with ourcitizens based on insights.

• Make customer engagement predictive by leveraging internal and external datato identify patterns and trends. Apply information to make recommendations orsuggestions for how to optimize interaction.

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Mecklenburg County Information Technology Services2020 Vision & Mission

Our Mission:We provide business‐valued IT Solutions and Services that are flexible, engaging and innovative, enabling Mecklenburg County to serve the residents needs by 

helping improve their lives and community

Achieve Financial 

Plan

Operating Model 

Continuous 

Improvement

Our Vision:To be the trusted technology partner for the 

realization of Mecklenburg County’s strategic goals

Our Brand Promise:We leverage innovative solutions to accelerate 

speed to IT enabled business value

Available & 

Scalable

IT Enterprise Risk 

Management

IT Team & 

Culture

Strategic 

Alignment & 

Governance

Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Goal 6

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The Future State (More to Come….soon!)

The 3-year Strategic IT

plan will improve ITS

service excellence, and

provide the County

with capabilities that

can transform Citizen

services

Improve system security, data security and disaster recovery capabilities to provide the County with a trusted technology platform for its critical business operations

A Secure Business Platform

Establish a technology architecture composed of essential building blocks needed for future County initiatives by simplifying, integrating and reducing redundancy where applications, data, and enabling platforms in the current 

technology portfolio can be expanded to provide enterprise‐wide capabilities

A Resident Responsive Platform

Improve the IT capabilities critical to the County’s future:  IT Service Management, Software Development and Testing, 

Enterprise Master Data Management and Enterprise Architecture 

A Mature ITS Organization 

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