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 $54 Million • Staff = 161 FTE • 40-50 Contract Professionals
Roles of the CFO and CIO – working together to maximize value
By Shane Kavanagh www.Public-CIO.com
Resource
Shayne Kavanagh and Phil Bertolini
IT Budgeting and Decision Making
2009 Print
CIO and CFO working together
“Technology is becoming more pervasive and a greater factor in both parts of the public value equation: producing outcomes of value to constituents and providing cost-effective government services. The CIO and CFO . . . must work together closely if technology’s full potential for improving the lives of the public is to be realized.”
Shayne Kavanagh and Phil Bertolini. IT budgeting and decision making. 2009 print.
IT Governance
“Efficient and progressive County Operations, both now and in the future, will rely heavily on the
successful delivery of IT projects. For this reason, this will be one of the most strategic initiatives
for this department.” 1996
Executive Sponsorship
L. Brooks Patterson Oakland County Executive
pay for it ONCE “Build it ONCE,
benefits.” EVERYBODY
&
Leverage development across multiple entities to drive-down costs.
More efficient, standardized cost of development.
Project Management
Office
IT Leadership Groups
IT Master Planning Process
ENTERPRISE DEVELOPMENT
Culture SHIFT
Project Management
Office
IT Leadership Groups
IT Master Planning Process
Culture SHIFT
This culture shift transformed the roles of many department heads – expanding beyond traditional roles to include “business process analyst” embedded within the operations of user departments
•Strengthen relationship with customers •Meet quarterly for project status and priority updates
Representatives champion technology efforts amongst peers
FORMED IT Leadership Groups
The WIN$
1999 1998
1997
- Customer Confidence Increases and Expectations Rise
- Enabled Selective Outsourcing
- Improved Relationship with Board of Commissioners (legislative body)
2000 2001
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
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
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
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
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