3. 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 $54 Million
• Staff = 161 FTE
• 40-50 Contract Professionals
4. Roles of the CFO and CIO – working
together to maximize value
By Shane Kavanagh
www.Public-CIO.com
6. CIO and CFO working together
“Technology is becoming more pervasive
and a greater factor in both parts of the public
value equation: producing outcomes of value
to constituents and providing cost-effective
government services. The CIO and CFO . . .
must work together closely if technology’s
full potential for improving the lives of the
public is to be realized.”
Shayne Kavanagh and Phil Bertolini. IT budgeting and
decision making. 2009 print.
8. “Efficient and progressive County Operations, both
now and in the future, will rely heavily on the
successful delivery of IT projects. For this reason,
this will be one of the most strategic initiatives
for this department.” 1996
Executive Sponsorship
L. Brooks Patterson
Oakland County
Executive
9. pay for it ONCE
“Build it ONCE,
benefits.”
EVERYBODY
&
10. Leverage development across multiple entities to
drive-down costs.
More efficient, standardized cost of development.
12. Project
Management
Office
IT Leadership
Groups
IT Master Planning
Process
Culture SHIFT
This culture shift transformed
the roles of many department
heads – expanding beyond
traditional roles to include
“business process analyst”
embedded within the
operations of user departments
13. •Strengthen relationship with customers
•Meet quarterly for project status and
priority updates
Representatives champion
technology efforts
amongst peers
FORMED
IT Leadership Groups
14. The WIN$
1999
1998
1997
- Customer Confidence Increases and Expectations Rise
- Enabled Selective Outsourcing
- Improved Relationship with Board of Commissioners (legislative
body)
2000
2001
15. 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
16. 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
23. pay for it ONCE
“Build it ONCE,
benefits.”
EVERYBODY
&
24. 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
25. Evolution of IT system development
Fully customized
Off the shelf with minimal
customization
Hybrid - off the shelf with
customized applications
26. 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
29. 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
30. 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
31. 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.”
32. 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
33. 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
34. 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.
35. Laurie Van Pelt, Director, Management and Budget
vanpeltl@oakgov.com
June 2013
Oakland County, Michigan, USA
www.oakgov.com
