gfoa 2013 van pelt presentation

Laurie Van Pelt, Director, Management and Budget [email protected]

June 2013

Oakland County, Michigan, USA www.oakgov.com

Oakland County, MI

Technology provided by an internal service department to: • 82 County Departments • Over 200 Local Government Agencies (law enforcement, municipalities) • 1,500 Online Customers via Access Oakland • Many technology shared services customers through G2G Cloud Solutions

Technology services include: • New Development/System Enhancements • Planned Upgrades • Support and Maintenance

Oakland County IT Overview

• County Budget $776 Million • IT Budget $54 Million • Staff = 161 FTE • 40-50 Contract Professionals

Presenter

Presentation Notes

Four Organizational Divisions Internal Services – PMO, Service Center, Training and Procurement Application Services – Application Development, Land Management Technologies (GIS) CLEMIS – Public Safety systems, 200 agencies in 7 counties, largest in nation TSN – Infrastructure, DBA, Networking, Workstation Services $35 Million budget annually IT, $11 Million CLEMIS - $46 M total

Roles of the CFO and CIO – working together to maximize value

By Shane Kavanagh www.Public-CIO.com

Resource

Shayne Kavanagh and Phil Bertolini

IT Budgeting and Decision Making

2009 Print

Presenter

Presentation Notes

Modify second bullet to whatever contact information is appropriate given the situation

CIO and CFO working together

“Technology is becoming more pervasive and a greater factor in both parts of the public value equation: producing outcomes of value to constituents and providing cost-effective government services. The CIO and CFO . . . must work together closely if technology’s full potential for improving the lives of the public is to be realized.”

Shayne Kavanagh and Phil Bertolini. IT budgeting and decision making. 2009 print.

IT Governance

“Efficient and progressive County Operations, both now and in the future, will rely heavily on the

successful delivery of IT projects. For this reason, this will be one of the most strategic initiatives

for this department.” 1996

Executive Sponsorship

L. Brooks Patterson Oakland County Executive

pay for it ONCE “Build it ONCE,

benefits.” EVERYBODY

&

Leverage development across multiple entities to drive-down costs.

More efficient, standardized cost of development.

Presenter

Presentation Notes

Technology is the easy part Business drives technology, technology does not drive business IT changing from a technology driven organization to a customer service provider Customer Service driven – old IT vs. new IT Horizontal and Vertical Integration Leverage development costs - GIS

Project Management

Office

IT Leadership Groups

IT Master Planning Process

ENTERPRISE DEVELOPMENT

Culture SHIFT

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Presentation Notes


Project Management

Office

IT Leadership Groups

IT Master Planning Process

Culture SHIFT

This culture shift transformed the roles of many department heads – expanding beyond traditional roles to include “business process analyst” embedded within the operations of user departments

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Presentation Notes


•Strengthen relationship with customers •Meet quarterly for project status and priority updates

Representatives champion technology efforts amongst peers

FORMED IT Leadership Groups

Presenter

Presentation Notes

Reference Leadership Group Process and Procedures Organize by like business functions and/or systems Clearly identified IT Labor Categories Publish standards and guidelines (Project Management Handbook) IT Leadership Groups Finance / Admin Courts / Justice Administration Land Management CLEMIS IT Steering Committee (Technical Systems, e-Government, Internal Services)

The WIN$

1999 1998

1997

- Customer Confidence Increases and Expectations Rise

- Enabled Selective Outsourcing

- Improved Relationship with Board of Commissioners (legislative body)

2000 2001

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Presentation Notes

Expectations were managed BOC – IT previously perceived as the “Black Hole” or the “Money Pit” Business Process Reengineering: Old way – put technology around the business process New way – rip business process apart and build technology that makes us more efficient

The WIN$

2001 2000

1999

The Master Planning Process becomes part of the business culture

2002 2003

State-wide budget crises impacts County finances

Return on Investment developed and implemented: - Customers trained - All present and future costs included - RESULT: Projects “not” starting due to insufficient ROI

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IT Operating Budget Reductions

2013 and Beyond

2011 2003-2009

2012

2010

Planning No Operational Reductions

Reduced $ 250,000

Reduced $1.6 Million

Reduced $250,000

Reduced $5 Million (Three Year Budgeting) Total = $7.1 Million

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Presentation Notes


Doing Less With Le$$

Citizen Centric/Citizen Engagement

www.oakgov.com

Fiscal Year 2013 (partial half year results as

of March 2013)

•Pages on site: 22,776 •Unique site visitors: 973,876 • Site pageviews: 5,169,863 •Podcast/video plays: 25,090 •Blog pageviews: 27,701 •Email subscriptions offered: 357 •Number subscribers: 160,289 •Number eCommerce emails sent: 5,997,125 •Total Access Oakland transactions for fiscal 2013 = 278,631 •Gross revenue for fiscal 2013 = $6.4 million •Taxpayer net savings for fiscal 2013 = $871,000 •Total Access Oakland transactions for fiscal 2012 = 555,072 •Total Access Oakland gross revenue for fiscal 2012 = $11.8 million

Website & eCommerce Statistics

Shared Services The right thing to do for everyone.

pay for it ONCE “Build it ONCE,

benefits.” EVERYBODY

&

Oakland County provides contracted services for many of its local communities, so providing shared technology systems works “hand in glove” with these contracted services

Examples of provided contracted services supported with robust technology systems: Property Assessing and Sheriff Road Patrol

Evolution of IT system development

Fully customized

Off the shelf with minimal customization

Hybrid - off the shelf with customized applications

Presenter

Presentation Notes

The Mature Services model moves IT higher in the organization -IT decisions are considered at the highest level of the �organization -IT decisions are integrated with the business decisions -Business process improvement is the driving force -The organization empowers a Chief Information Officer (CIO) -The CIO is seated at the “big table” in the organization The focus on Customer Service and Sourcing provides benefit to the organization -Customers are treated as partners -IT customers are more sophisticated -All partners are involved in the IT governance structure -IT uses outsourcing to benefit the organization -Supplementing staffing is beneficial -Outside assistance is not feared

The Equalization Division worked with BS&A to customize their off-the-shelf assessing software

Integrated data from Oakland County’s sales and production assessment databases

Automated Board of Review appointment scheduling system

Examples of resulting efficiencies

Integration of scanned documents

Use of tablets in field with real-time BS&A updates

Online Payments

Over the Counter Payments

Web Suite Hosting G2G Marketplace

More to come…

What is G2G Cloud Solutions?

G2G Cloud Solutions was developed by Oakland County, Michigan

to improve government services by sharing technology with other

government agencies at little or no cost, therefore reducing the cost of government

G2G Cloud Solutions

• One of the first government cloud solutions in the nation

• Using G2G Cloud Solutions ensures that sensitive government data is: – Stored in a secured government controlled

systems – Readily accessible when needed – Not sold to third parties

What is an Enhanced Access Fee

• An Enhanced Access Fee (EAF) is charged to the customer for the ability to make payments online

• The EAF are a method to recover the costs for providing this technology – Public Act 462 of 1996, Enhanced Access to Public

Records Act • Adopted by Miscellaneous Resolution #97165, dated August

14, 1997, the Oakland County Board of Commissioners specify, “It is the policy of Oakland County to charge a reasonable fee for providing enhanced access to a public record.”

Enhanced Access Fee Revenues • The EAF revenues pay for ongoing operating costs,

including credit card company processing fees • Remaining net revenue serves to fund product

development enhancements and capital replacement • EAF revenue, net of costs:

– Approximately $550,000 in FY 2012 – $750,000 projected in FY 2013, including new G2G efforts – G2G initiative is anticipated to generate net additional

revenue of $500,000 next year

Roles of the CFO and CIO in Shared Services

• Creating value through technology • Managing risk • Understanding short- and long-term costs • Producing information of value to government • Improving data and transactional transparency • Controlling IT costs

Trust and communication

“Finally, the CIO and CFO must maintain totally open communications. This is a product of trust and working together on projects and ongoing governance processes.”

Shayne Kavanagh and Phil Bertolini. IT budgeting and decision making. 2009 print.

Laurie Van Pelt, Director, Management and Budget [email protected]

June 2013

Oakland County, Michigan, USA www.oakgov.com

gfoa 2013 van pelt presentation

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