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Proposed IT Services
Strategic FY17-19 Plan
2020 Vision: Mecklenburg County’s
Citizen Centric Digital Government
Capabilities
January 12, 2015
“Accelerating Speed to Strategic Value
Utilizing Quarterly Governance”
Information Technology Services
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 6
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Information Technology Services Team Introduction
Feb FY15 – I joined Mecklenburg County!
Q4 FY15 – Worked collaboratively to identify challenges and opportunities
July 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)
External Origin
(attributes of the environment)
Internal Origin
(attributes of the organization)
Helpful ‐ To achieving the objectives
Harmful ‐ To achieving the objective
Strengths
Weaknesses
• Talented and Motivated Workforce
• Work Environment (e.g. Flexibility & Training)
• Strong Desire to Deliver Good Customer Service
• Executive Leadership Support ‐
Leveraging Technology Investment to
Achieve Strategic Objectives
• Modern / current technologies
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Opportunities
Threats
• Drive an IT Culture of Customer Centricity
(Do it with them not to them)
• Improved Executive Leadership Alignment, Transparency, Accountability to a Strategic
Plan (“No to Know”)
• Establish Quality Services (including Development Control Services function to
drive and ensure customer quality and improved internal controls / compliance)
• “Shift Left Thinking” (Lean Manufacturing) ‐ Accelerate Speed to Value
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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
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 required
to support departments 3 year strategic business plan objectives
 What is the solution (approach): Identify technology solutions that
will support (business) capabilities outlined in 3 year strategic
business plan (SBP)
 Other business needs: identify capabilities required to support
business 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 & align
with 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
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Navigator’s Footprint
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)
OPERATIONAL OBJECTIVE
BUSINESS CAPABILITIES
The Navigator should be able to remotely view, • Wirelessly accessible
create, or modify information about a customer, • Web‐Based or Streaming Permit Case property, or project
Management
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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
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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 to
engage an expert or external agency via Voice Over IP (VOIP)
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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
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Established Quarterly Governance Meetings with executive leadership team ensures
that enterprise objectives are achieved by evaluating stakeholder needs, conditions and
options; setting direction through prioritization and decision making; and monitoring
performance, 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
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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
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Improved maturity
Technology financial management
Expansion of procurement capabilities
Recommitment of offsets created by improved operations
A renewed commitment to business critical functions
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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:
Digital Capabilities
Outcomes
Strategic Business Plan Key Themes
Vision: To be the best local government service provider.
Mission: To serve Mecklenburg County residents by helping improve their lives and community.
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
Trained
Workforce and Talent Management
Engaged and Trusted Relationship
Transparent
Productivity
and Improved Foundational Infrastructure
Innovative, Predictive
Connected,
Smarter Personalized
Partnerships for Growth
Real‐time Support for Living Well
Customized & Everywhere
Engagement for Conservation and Sustainability
Connect
Simplify
Improve
Leverage
Effective Enterprise Architecture
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Insights
Proposed Solution: Turn Business Capability Needs into IT Services
Citizens
Self‐Service
311
Partners
Businesses
Digital Platform
Channels:
Web
Mobile App
Mobile
Social
Email
SMS
Kiosk
Video
Digital Capabilities
• Personalize citizen experiences by engaging them at the right time, in the right
place, in the right way throughout the journey. “Bringing Mecklenburg County To
You” digitally by engaging the “Smart-phone Dependent” and Gen Z / “Digitarians”.
• Create proactive experiences by determining the next best interaction with our
citizens based on insights.
• Make customer engagement predictive by leveraging internal and external data
to identify patterns and trends. Apply information to make recommendations or
suggestions for how to optimize interaction.
Connect
Simplify
Improve
Leverage
Insights
Effective Enterprise Architecture
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Mecklenburg County Information Technology Services
2020 Vision & Mission
Our Vision:
Our Brand Promise:
To be the trusted technology partner for the realization of Mecklenburg County’s strategic goals
We leverage innovative solutions to accelerate speed to IT enabled business value
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
Strategic Alignment & Governance
Goal 1
Achieve Financial Plan
Goal 2
Operating Model Continuous Available & IT Enterprise Risk IT Team & Scalable
Management
Culture
Goal 4
Goal 5
Goal 6
Improvement
Goal 3
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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
A Mature ITS Organization 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 Secure Business Platform
Improve system security, data security and disaster recovery capabilities to provide the County with a trusted technology platform for its critical business operations
A Resident Responsive 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
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