FY16 Department
Director Work and
Performance Plan
KEITH G. GREGG, CIO INFORMATION TECHNOLOGY SERVICES
DATE OF HIRE 02 / 16 / 2015
MECKLENBURG COUNTY GOVERNMENT
Key Initiative #1
Description: FY2016 IT Transformational Priorities and Project/Budget Execution
Rationale:
 Break down IT departmental barriers and leverage the synergistic power of “One IT” (all rowing together, in
the same direction).
 Drive efficiency (Build it right at the beginning and Cost to Results improvements) and effectiveness (Speed
to value) of spend.
 Align efforts to an IT technology strategic plan.
 Deliver timely, high quality business enabling solutions that improve the quality of life for the residence of
Mecklenburg County.
 Build a relationship based on business perception of IT value.
 Increased Customer and Business Partner Satisfaction.
Execute and deliver the IT transformational priorities and targets to focus cultural / process change efforts
intended to move the organization towards becoming a high performing (increasing levels of efficiency and
effectiveness), strategic capability enabler.
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IT Operating Model
Strategic Alignment & Governance
Available & Scalable Services
Enterprise Risk Mgmt. (Protect & Secure)
Mature A Culture of Customer Centricity & Continuous Improvement
Deliver Value Through Business Enabled IT Projects
Completion Date: Continuous progress through June 30, 2016 (submission of PROPOSED FY2017 IT
Transformation Priorities/Plan as well as project portfolio/budget Recommendation)
Updates/Project Milestones:
 July 1st 2015 - Implement of IT Operating Model foundational SDLC processes pre-defined by internal Kaizen
team
 Q1 – Implement organizational changes enabling and supporting IT Operating Model
 Q1 – Implement IT Executive Steering Committee Governance processes
 Q1 – Available and Scalable Services: Kick-off IT Service Center Assessment and establish continuous
improvement plan of action which we will begin to execute while measuring progress.
 Q1 Hire New Director to Drive Improve Quality/Testing Capabilities
o Dramatically strengthen discipline and consistent approach to quality assurance processes
o Improved quality for IT delivered business capabilities
 Q1 – Create hiring and on-boarding plan for new roles and resources.
Key Initiative #2
Description: Effective Deployment of Critical IT System Implementations & Upgrades
Effectively deploy critical IT solutions. Utilize quarterly executive governance and project specific steering
committees to ensure alignment of priorities as well as business value understanding and realization.
Rationale:
 Strategic IT Plan - In collaboration with Executive Leadership Team & Business Partners, align IT strategy with
business level capabilities including sequencing and benefits.
 Focus internal staff and overall resources on strategic efforts.
 Leverage steering committees with key stakeholder participation.
 Protect the critical core technology assets and services that enable our business to run.
 Design, engineer and implement solutions that provide flexibility and organizational agility.
 Drive Service Unit Cost Down results in incremental savings which can be pumped back into IT
Transformational activities (Deliver incremental value).
 Meet regulatory and residence of Mecklenburg County expectations regarding securing data.
 Increase business partner and executive leadership awareness of existing portfolio service
availability/reliability risk profile
Mecklenburg County installs and operates sophisticated enterprise IT enabled business capabilities (e.g.
Advantage for Financial management, PeopleSoft for HR) as well as function specific solutions (i.e.
commercial off-the-shelf and custom solutions). In addition, IT is responsible for maintenance of those core
systems including hardware, software patches and periodic full system upgrades. Planned for FY2016 are the
upgrade of the core financial system (Advantage), the instillation of a new procurement system (BuySpeed)
and a new Grants Management System. The Advantage system upgrade is required to support the BuySpeed
system as well as the upgrade to the Budget System.
It is my understanding that the successful implementation of these systems and upgrades will provide the tools
to control fiduciary activity, improve tax collection efficiency, reduce procurement costs and improve
customer service.
Completion Date: See below
Updates/Project Milestones:
(Note: Key Assumption – Executive alignment and FY2016 Budget Approval)
 Quarterly - Leverage IT Executive Steering Committee Governance processes to provide status on project
portfolio deliver
 FY16 Q1 - Grants Management System – September 2015
 FY16 Q2- Advantage Upgrade (October 2015)
 FY16 Q2 – AT&T Legacy Circuit Migration - (system security / data security and stability)
 FY16 Q2 Data Loss Prevention (November 2015) (system security / data security and stability)
 FY16 Q3 – Library Network Infrastructure Upgrade (system security / data security and stability)
 FY16 Q3 – County Data Network Core Upgrade (system security / data security and stability)
 FY16 Q3 – DNS Domain Name System Upgrade (system security / data security and stability)
 FY16 Q3 - Advantage BuySpeed Integration (October 2015)
 FY16 Q3 - PeopleSoft - Upgrade to PeopleTools release 8.54 during FY16 Q1-Q3.
o This closes the gap on support gaps for current release and certifies software for critical IT
Architecture standards such as IE 11. This is a significant effort as IT staff will still have to perform
open enrollment and tax updates during Q2. Perform FitGap analysis and develop a upgrade plan for
PeopleSoft version 9.2 during FY16 Q4. This allows the business and IT a better understanding of
new functions and features with the 9.2 release (there are significant changes), understand the
change effort (development and test), and define a solid scope of work.
 FY17 Q1 - PeopleSoft - Implement the 9.2 upgrade starting Q1 of FY17 and roll out critical updates and new
business capabilities.
o FY17 forward Utilize PeopleSoft Upgrade Manager (PUM) to position us for a quarterly release
strategy for PeopleSoft
Outcome/Measures:
End of year reporting ONLY
• Brief statement on if the project addressed the issue it was intended to address. If so, how.
• Statement on if project was completed at or below budget (update at end of fiscal year). If not, why?
• Statement on whether or not performance metric goals were met.
Key Initiative #3
Description: Creation of Information Technology Services Strategic Plan and Key Performance
Indicators
Rationale:
 Strengthen business relationship credibility– confidence in IT through continuous improvement of service
capabilities.
 Improve effectiveness of staff by leverage continuous improvement.
 Sense of urgency AND great methodology (process enabled not bound).
 More engaged workforce empowered to continuously improve our methodology and practices.
Completion Date:
Updates/Project Milestones:
 FY16 Q1 – Engage strategic vendor partner to:
o Accelerate strategic assessments of IT capabilities and processes (including performance
benchmarking)
o Create operational action plans to address key findings
o Provide execution assistance
 FY16 Q1 – Identify organization Key Performance Indicators
 FY16 Q2 – Collect the data and analysis. Begin to discuss IT baseline data against benchmarking information
 FY16 Q3 – Report the data. Begin to establish data driven performance expectations.
 FY16 Q4 – Continue efforts to drive continuous improvement
Outcome/Measures:
End of year reporting ONLY
• Brief statement on if the project addressed the issue it was intended to address. If so, how.
• Statement on if project was completed at or below budget (update at end of fiscal year). If not, why?
• Statement on whether or not performance metric goals were met.
Key Initiative #4
Description: Create a 3-Year department strategic business plan that incorporates department
initiatives (including those aligned to Mecklenburg Livable Communities Plan), identifies upcoming
business imperatives and links initiatives to the budget process
Rationale:
Department strategic business planning is essential to outlining departmental goals, strategies and measures
that will serve as the guiding document for budgeting from FY17-FY19.
Completion Date:
January 2016
Updates/Project Milestones:
August 2015: “Train-the-Facilitator” training
September 10, 2015: County Manager’s Strategic Planning Retreat
September – January 2016: Departments Draft Strategic Business plans
Outcome/Measures:
Successful completion of a 3-Year Strategic Business Plan for FY17-FY19
Enterprise Risk Management
Description: Participate and champion efforts to expand the continuum of the County’s Enterprise Risk
Management (ERM) program into strategic planning and implement risk management at the operational level.
Rationale: In FY15 the County’s ERM process was evaluated and benchmarked. The analysis highlighted the
importance of ERM and the need to integrate it into business planning and increase the County’s ERM
awareness and capability. In addition, the County’s Compliance Program and Business Continuity were
incorporated into ERM.
Completion Date: Continuous progress through June 2016.
Updates/Project Milestones:
As appropriate, participate and champion efforts within:
ERM:
• Integrate ERM into the County’s Strategic Business Plan – January 2016
• Expand ERM awareness and reporting:
 Quarterly: ERM consultation with Department Directors (strategy / contingency planning)
 Quarterly: Safety Performance Metric reports (ET / ERMC / Cabinet)
 Annual: Risk Assessment Communication (Board / ET / ERMC / Cabinet)
Business Continuity:
• Develop alternative facility plans (Q1 specific to pending trial; Q4 broader AFP & disaster recovery
options)
• Complete testing of COOPs and address identified gaps – Q2 testing; Q4 COOP build-outs
Compliance:
• Develop catalogue of top departmental regulations – Q2
• Develop a department policy database and identify / address enterprise policy inconsistencies – Q4
Outcome/Measures:
Successful completion of milestones