HomeMy WebLinkAboutAgenda - 10-25-2011 - 2ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: October 25, 2011
Action Agenda
Item No. a
SUBJECT: Overview/Presentation by UNC Center for Public Technology on Potential
County Strategic Technology Plan Consulting
DEPARTMENT: Information Technologies PUBLIC HEARING: (Y/N) No
ATTACHMENT(S):
Proposal for the Facilitation and
Development of a Strategic
Information Technology Plan for
Orange County
PowerPoint Presentation
INFORMATION CONTACT:
Todd Jones, (919) 245-2285
PURPOSE: To receive a presentation and proposal from the UNC Center for Public
Technology (CPT) for the development of an Orange County Strategic Technology Plan, and to
provide input to staff on proceeding.
BACKGROUND: In 2005, the Board of Commissioners first requested that the County's Chief
Information Officer develop a Strategic Technology Plan for Board review. In concert with the
Information Technologies Advisory Committee (since disbanded), the County's Chief
Information Officer developed an initial plan based on the format and content of several highly
regarded local government strategic technology plans.
This initial version was submitted to the Board of Commissioners, which requested further work
on the plan. Subsequent updates have been made and presented to the Board since the initial
version was presented. The Board has indicated the plan and its iterations, as presented, have
not encompassed what the Board envisioned.
In order to produce a plan that can serve as a strategic planning tool for the Board, Information
Technologies and the County Manager wish to utilize the services of UNC's Center for Public
Technology. The CPT has worked with elected officials and staffs in many local governments,
both County and municipal, as well as state agencies to develop strategic technology plans.
CPT has a strong history of success in leading the process of developing strategic technology
plans and technology roadmaps, as well as developing a framework for evolving those plans
and roadmaps as technology and government goals evolve.
FINANCIAL IMPACT: Absent Board direction otherwise, the Manager proposes to sign a
contract not to exceed $10,000 with the Center for Public Technology ~to facilitate this process.
The funds would come from the IT Department's Capital budget.
RECOMMENDATION(S): The Manager recommends that the Board receive CPT's
presentation and proposal for the development of an Orange County Strategic Technology Plan
and provide input on next steps.
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Proposal for the Facilitation and Development of a
Strategic Information Technology Plan for
Orange County, North Carolina
This is a proposal for Orange County, prepared by Dr. Shannon Tufts, LTNC School of
Government Faculty Member for the UNC School of Government Foundation (herein
referred to as "Foundation"), to secure professional services related to the facilitation and
development of Orange County's Strategic Information Technology Plan.
1. Statement of Work:
The Strategic Information Technology Plan for Orange County will provide a framework
for strategic IT investments and management for the next three years. The primary goal
of IT is to support the business objectives of the County and to facilitate departmental
efforts to provide efficient and effective services to the citizens, businesses, and visitors
of Orange County. The plan will offer comprehensive view of County accomplishments
over the past five years, as well as examines the current state of technology in Orange
County and its peer local governments. Department technology efforts and ongoing
activities will be reviewed for consistency with the strategic plan.
This plan is a necessary first step prior to implementing other major initiatives as it will
provide a holistic view of the organization and its current and future technology
investments, thereby ensuring proper scoping of future plans and expenditures. The plan
also provides a foundation for anenterprise-wide approach to the management of
information technology.
The steps involved in the facilitation and development of a Strategic IT Plan include:
^ Facilitate one to three working sessions with the Orange County Board of
Commissioners to determine their goals, objectives, and desired outcomes from
the Strategic IT Plan, as well as to ascertain their desires related to IT services in
general at the County level.
^ Establish satisfaction baseline through use of surveys distributed to all County
employees and elected officials.
^ Conduct best practices research to help guide the County in the strategic
investment in technology. This research will include assessments of current
successful strategies and investments in both public and private sector
organizations.
^ Prepare draft reports
o Articulate current strengths, weaknesses, opportunities, and threats.
o Identify current public administration and technology trends that will
impact the County.
o Highlight success stories within the County.
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o Identify future projects for the County (focused on infrastructure,
hardware/ software, applications, personnel, training, and
policies/procedures)
^ Conduct review/priority setting sessions with elected officials, senior
management team, and selected staff, as jointly determined by the County
Administrator, IT Director, and IJNC faculty member.
^ Prepare final strategic information technology plan and executive summary.
^ Present final plan to elected officials, management, and staff, per County
Manager's discretion.
2. Duration of Services:
The services outlined in this agreement will take place. during dates to be determined.
The facilitated sessions with the Orange County Board of Commissioners will be
conducted at the County, with the remaining writing and research being conducted
offsite.
3. Compensation:
The total cost for the process and work products described under Section 1. Statement of
Work is not to exceed $10,000. This amount includes all travel and other expenses for
the UNC faculty and staff involved in the Strategic IT Plan facilitation and development.
The actual amount billed will be a function of the number of hours spent on the
aforementioned tasks.
The County will pay $4,000 to the LTNC School of Government Foundation upon
execution of the contract, and the balance (based on hours worked) upon completion of
the facilitation and development of the Strategic Technology Plan.
4.Ownership of Materials:
The materials produced will become the property of Orange County. The County may
grant permission to distribute the materials and information in a manner mutually
acceptable to the County and the contractor.
5. Liaisons•
Todd Jones will serve as liaison for Orange County. Shannon Tufts will serve as the
liaison for the Foundation.
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6. Modifications, Extension, and Termination:
This agreement may be modified or extended by mutual consent of the parties. Either
party may terminate the agreement at any time with written notice to the other party.
Upon termination, if work has been performed, there will be an associated payment with
respect to the percentage of work completed.
7. Statement of Qualifications:
Shannon Howle Tufts, PhD, is the director of the Center for Public Technology at the
University of North Carolina's School of Government. In 2010, Shannon was selected as
one of the nation's Top 25 Doers, Dreamers, and Drivers by Government Technology
magazine (see http://www.govtech.com/ 747367). Dr. Tufts designed and implemented
the first local government Certified Government Chief Information Officers program in
the nation, successfully graduated the inaugural class in November 2005, and continues
to run CGCIO Certification programs for local and state government IT professionals.
She created a National Certified Government Chief Information Officer program in
conjunction with GMIS that launched in 2007, in order to serve the growing needs of
public sector IT professionals across the nation. Over the past five years, the CGCIO
programs have successfully graduated over 300 public sector IT professionals. In
addition, Dr. Tufts has taught hundreds of courses on public and private sector
information systems across the US, including IT investment strategies, embracing
technology, project management, and stakeholder engagement in technology-enabled
government, to a variety of audiences ranging from elected officials to IT staff members.
Additionally, she works with private sector companies on using social media to increase
their presence with current and potential customers.
Dr. Tufts serves as the faculty liaison to the North Carolina Local Government
Information Systems Association (NCLGISA). NCLGISA is composed of local
government, state agency, and K-12 school technology professionals, with a membership
of over 1300 people. In this capacity, she provides advising services to local
governments and state agencies on a variety of topics, including strategic information
technology planning, telecommunications planning, security planning, management and
technical audits, grantsmanship, RFP/RFI development, software alternatives analysis,
infrastructure assessments, human resources, organizational development, procurement
and project management, and, policy guidance and articulation. In the past ten years,
Shannon has worked with more than 35 municipalities, counties, and state agencies to
develop Strategic IT Plans, IT Management Audits, Full Cost Accounting studies, and a
variety of other jurisdictional-specific reports based on governmental needs.
Dr. Tufts is intricately involved in a variety of telecommunications efforts across the state
of North Carolina. Dr. Tufts assisted on two major proposals for the NTIA Broadband
Technology Opportunities Program (a program within ARRA), with the first proposal
being awarded $28 million dollars, and the second proposal currently under
consideration. Furthermore, she was a collaborator on a federal grant that successfully
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funded acounty-wide telecommunications project in Greene County, North Carolina.
The grant funded a wireless connectivity effort for citizen access, as well as created a
wide-spread educational platform to engage the community and involve the citizens in
the empowering nature of broadband connectivity. Dr. Tufts also served as the federal
evaluator for this project, creating and implementing qualitative and quantitative surveys,
interview protocols, and pre- and post-deployment metrics to assess the success of the
broadband connectivity effort. Furthermore, she works with a variety of local
governments to improve governmental efficiency and effectiveness through the strategic
use of connectivity, including licensed and unlicensed wireless platforms, as well as fiber
deployment.
Dr. Tufts has numerous publications on public sector information systems, including
Humanizing IT: Advice from the Experts, with G. David Garson; "Training for Digital
Government," in Digital Government; and "E-Government: An Overview," in Public
Information Technology: Policy and Management Issues. In addition, she offers several
monographs and research briefs through her work with the Center for Public Technology.
Dr. Tufts serves on a variety of state and national boards and commissions, including the
Higher Education Advisory Council for Hewlett-Packard and the Information
Technology Infrastructure Management Association Strategic Advisory Board. Shannon
received her Ph.D. in Public Administration with a concentration in Public Sector
Information Systems from North Carolina State University in 2003. She received her
M.P.A. from UNC Charlotte in 2000 and her B.A. from UNC at Chapel Hill in 1997.
UNC School of Government
Center for Public Technology
Transformation Through
Technology:
Strategic Technology Planning for Orange County
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Technology is ...
the vehicle from which
accurate, reliable, and timely
information is produced for:
strategizing, identifying objectives, improving
productivity, and facilitating service delivery
6
Shannon Howle Tufts, PhD
tufts@sog.unc.edu
UNC School of Government
Center for Public Technology
~~ -- :~ The challen e
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How can we use information technology...
^ to create public value
^ through a better division of labor
^ where innovation is essential
^ implementation is often difficult due to competing
demands; and,
^ and how do we measure IT success?
~ ; ~'~~s...~
Shannon Howle Tufts, PhD
tufts@sog.unc.edu
UNC School of Government
Center for Public Technology
Goals of Process
• Develop strategic technology imperatives based on
Board of Commissioners' direction
• Align operational imperatives developed by CIO/IT Staff
to the Board imperatives
• Produce Roadmap and Strategic IT Plan that allows for
flexibility and attentiveness to Commissioners' and
Citizens' needs and wants, while balancing operational
support requirements necessary to conduct County
business in efficient and effective manner
~ urrc .,,
8
Shannon Howle Tufts, PhD
tufts@sog.unc.edu
UNC School of Government
Center for Public Technology
Methodology
• 3-4 Working Sessions with Board of Commissioners
- Session 1-2: Develop High-Level Value Statements and
Strategic Imperatives (related to technology investments) (2 hr
meeting)
- Session 2-3: Identify opportunities for goal alignment between
Board Imperatives and 1T Operational Plan; Create dialogue
about necessary requirements to meet imperatives (financial,
technological) (2-3 hr meeting)
- Session 3-4: Demonstration of goal aligned Strategic IT
Roadmap and Plan, with participation and revision from Board (2
hr meeting)
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9
Shannon Howle Tufts, PhD
tufts@sog.unc.edu
UNG School of Government
Center for Pubic Technology
At the End of the
Process
What does IT do on a daily basis
to improve the efficiency & effectiveness
of Orange County government, our community,
and our state in accomplishing its goals and
objectives?
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10
Shannon Howle Tufts, PhD
tufts@sog.unc.edu