strategic operating plan fy2011 city of charlotte office of the cio

STRATEGIC OPERATING PLAN OFFICE OF THE CHIEF INFORMATION OFFICER

STRATEGIC OPERATING PLAN FISCAL YEAR 2011

NG PLAI PLAN ATEGIC OPERATING PLAN

S

STRATEGIC OPERATING PLAN

FISCAL YEAR 2012

CITY OF CHARLOTTE

Jeffrey Stovall, CIO

Office of the Chief Information Officer

August 1, 2011

Contents Executive Summary ..................................... 1

FY2011 Lessons & Challenges ...................... 2

Strategy & Planning ..................................... 3

Strategic Themes ......................................... 4

Balanced Scorecard ..................................... 5

Service Delivery ........................................... 6

Resource Allocation Summary .................... 7


FY2012 Strategic Operating Plan

Executive Summary

Established in 2008, the Office of the Chief Information Officer (OCIO) provides executive-level leadership of the City of Charlotte Technology Governance Policy and coordinates technology initiatives across the key business units (KBUs) that comprise City government. The FY2012 Strategic Operating Plan marks the beginning of a new three-year strategy designed for the new economic realities of an interconnected world in which technology plays a key role, facilitating empowerment and choice. Fiscal year 2012 also marks the beginning of cultural transformation as we seek to enhance the City’s run the business operating perspective to an empower the enterprise philosophy for evolving Comprehensive Citizen Service.

Strategic themes for FY2012 are focused on leading transformation with elements of “smart control” for enabling the business units to access technology when and where needed to fulfill their missions and business goals. This approach facilitates use of the technology foundation and enterprise applications established in fiscal years 2009-2010 to drive seamless, secure information processes.

In FY2012 as in previous years, the OCIO will lead, advise and influence KBUs and other partners to fulfill the City of Charlotte’s Comprehensive Citizen Service Principles while bridging gaps and needs for the future state of technology. A focus on the Citizen Service Principles remains the OCIO’s ongoing mission.

ORGANIZATION: The Office of the CIO is a strategy-focused leadership organization

located within the City Manager’s Office. The OCIO provides high-level support on enterprise-wide programs

Chief Information Officer

ERP Program Manager

Business Technology Strategic Planner

Business ProcessArchitect*

GIS Strategic TechnologyPlanner

Business ProcessConsultant*

Chief Security Officer

IT Security Engineer

Information Security Analyst

Enterprise Architect

CRMProgram Manager

Office Assistant Business Manager

Improving citizen service outcomes with business technology

MISSION: Improving citizen service outcomes by facilitating technology investments that enable collaboration, seamlessness, accessibility and responsiveness across the City’s business units. VISION: Elevate the City of Charlotte to an internationally recognized leadership role among municipalities in the use of technology to achieve Comprehensive Citizen Service.

* Temporary contractor

1

FY2011 Lessons & Challenges

CHANGE MANAGEMENT City of Charlotte leadership remains supportive of organizational change that will be necessary to advance the City’s Comprehensive Citizen Service strategy. The City’s senior business team has also adopted their role as change agents within their business units to communicate the positive benefits of change that are occurring from technology investments. It is vitally important that messages on change occur at all levels of the organization in order to move with unity and build a sense of camaraderie. Anything less will run counter to implementing consistent enterprise processes that enable efficiencies and seamless service delivery. The OCIO clearly understands its role in affecting change and will continue to lead change in all interactions with the business units.

RESOURCES In 2010 beginning with ERP, the City began to use the capital budget process as a source for major technology investments. While providing a funding solution for a specific investment area, other areas of the City’s technology foundation remain under-resourced. With help from the OCIO, the Mayor’s Budget Task Force recognized the need for additional funding of “severe” risk technology projects and recommended looking for more predictable and on-going funding streams for major technology projects. The OCIO will persist towards achieving its mission with creative and effective approaches that demonstrate agility and underscore the value of strategic partnerships.

ENTERPRISE PROCESSES The IT Consolidation effort has inaccurately shaped perceptions that further consolidation of technology resources is imminent. This misunderstanding inhibits or slows progress in other areas as the OCIO strives to lead the organization to a higher level of technology maturity. Leadership on enterprise process management, collaborative services and consistent technology patterns will be a focus for the OCIO in the coming year.

INFORMATION SECURITY THREATS Information security threats to the network continue to increase. The need for additional staff resources has been identified to meet the challenges but no additional funding is available. Information security needs will be met with contractual service augmentation to protect the network infrastructure and personal information.

2

Strategy & Planning

Fiscal year 2012 marks the beginning of a new 3-year strategic direction for the Office of the CIO with a strategy designed for the new economic realities of an interconnected world in which technology plays a key role: facilitating empowerment and choice. With a focus to drive seamless, secure information processes, the OCIO will play a major role in leading transformation of the City of Charlotte organization by advising, influencing and partnering with the KBUs to evolve comprehensive citizen service by promoting consistent technology and process patterns. The OCIO will partner with BSS/IT towards agile operations that enable business units to be innovative and resourceful in applying technology for their service delivery outcomes.

In FY2012 technology investments such as those in ERP, CRM and enterprise address management will function as catalysts for organizational change that progressively build on the “run the business” perspective with enhancements that empower the enterprise to evolve to higher degrees of Comprehensive Citizen Service. Specific initiatives for the OCIO for FY2012 have been crafted to drive seamless information processes and align the investment portfolio while leading organizational transformation.

INTELLIGENT BUSINESS – facilitating progress on a business model that advances collaborative decision making in an environment where contributions to value-added outcomes are rewarded.

SMART CONTROL – enabling choice for the KBUs to access technology when and where needed to fulfill their missions. This approach facilitates use of the technology foundation and enterprise applications established in 2009-2010 to drive seamless, secure information processes.

IT DYNAMISM – driving organizational vitality with agile technology operations rather than rigidity so that business units can meet their needs quickly by leveraging the technology platform and service offerings.

* Roles adapted from “New Realities, Rules and Opportunities: The 2010 Gartner Symposium/ITxpo Analyst Keynote,” 27 January 2011, Garner Report #G00205834.

ORGANIZATIONAL ROLE

3

Strategic Themes

In FY 2012, the Office of the CIO

is poised to lead organizational

transformation with enterprise

technology investments that

are catalysts for achieving

Comprehensive Citizen Service.

The OCIO begins a new 3-year strategy in FY2012 concentrated on driving seamless, secure information processes. Prior work by the OCIO focused on establishing the technology foundation with cornerstone application areas for work and asset management (WAM), citizen resource management (CRM), geographic information system (GIS), and enterprise resource planning (ERP). With the cornerstone technologies moving into place, the OCIO will strive for deeper and broader interoperability with expanded use of a service-oriented architecture (SOA) for dynamic interface connectivity. OCIO initiatives for FY2012 are intentionally designed to catalyze transformation with continuous improvements in cornerstone programs as well as advancements in process management, the business technology portfolio, and information security operations.

CHARLOTTE’S ERP: A TRANSFORMATIONAL CATALYST

The selection and implementation of an Enterprise Resource Planning (ERP) platform for the City of Charlotte begins in FY2012. The new ERP will affect every City business unit with new processes, procedures and tools for Citywide financial processing, procurement processing, project accounting and grant accounting. Because of the depth and breadth of business impact, the program will introduce significant change in the City organization. The momentum towards common processes, fiscal transparency, improved accuracy and timeliness of data, and more efficient transactions will be a catalyst for organizational change as the business units shift towards the One Business operating model. Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, J. Ross, P. Weill, D. Robertson, HBS Press, 2006.

The strategic direction for business transformation is to move the City of Charlotte up the enterprise architecture maturity curve to establish a “digitized process platform.”

4

FY2012 Balanced Scorecard – Office of the CIO

Corporate Objectives

OCIO Strategic Theme,

FY2012-2013 OCIO Initiatives

Manage Resources

Invest in Infrastructure

Drive seamless, secure

information processes

Complete the selection processed for the new ERP investment

Implement new contract for managed security services

Implement data loss prevention solution

Implement new contract for managed security services

Push security hardening and security best practices deeper into the infrastructure

Run the Business

Enhance Customer Service

Lead the IVR replacement & expansion effort

Accelerate the upgrade of the telecommunications system for CharMeck 311

Promote the effort to upgrade the charmeck.org Internet site

Conduct outside assessement of the City’s IT readiness for the DNC

Develop Collaborative

Solutions

Advance master data management for citizen information

Sponsor implementation of collaborative GIS services

Advance future state implementations of enterprise address management

Optimize Business Processes

Implement Enterprise Process Management into the centralized repository

Usher the maintenance of the business and technical architectures

Illustrate the future state design for overlapping technologies

Promote Learning & Growth

Communicate the benefits of change introduced by technology investments

Promote leadership development through training and/or exposure

Develop Employees

Expand awareness of the value of business technology for citizen service delivery

Achieve Positive Employee Climate

Foster the KBU adoption of “smart control” for achieving business outcomes

5

4

Service Delivery

SERVICE DELIVERY CHALLENGES

Resource Shortages

The City of Charlotte like other government agencies, lags in recovery from the economic recession. While Charlotte is fiscally sound and fares better than most governments, a decline in City revenue has made it more difficult to obtain resources to fully implement plans to modernize the City’s technology foundation. In FY2012, resources are expected to be further constrained as the City prepares for hosting the Democratic National Convention in September 2012.

Resistance to Change

Changes introduced by technology may lead to behaviors that tend to support the status quo. Change Management will continue to be a critical function needed to move initiatives forward.

Security Intrusion

Increasing threats to the City’s technology platform continue to task information security resources as intrusive agents probe the network for security vulnerabilities.

The OCIO provides leadership, resources and professional services to direct the City’s technology investments to support the City of Charlotte’s business priority for Comprehensive Citizen Service. The OCIO coordinates technology initiatives across the business units and supports the KBU operational plans with technology strategies, project management, program management, process management and information security services. Specific service areas are highlighted as follows.

Enterprise Architecture & Strategic Technology Planning

Lead the development and implementation of the architecture or blueprint for the use of information technology to support City strategy and KBU Strategic Operating Plans. Develop strategies to advance the collaborative use of technology for implementing technology solutions from a business efficiency perspective.

Portfolio Management Manage the collection of information on technology investments. Guiding decisions about the investment mix to match the investments with the City’s business priority.

Program Management Lead resource optimization with the coordination of related business and technology projects that support common goals.

Process Management Lead the optimization of operational and business support processes to avoid functional silos and deliver efficiencies and effectiveness for seamless citizen service.

Information Security Protect information, information systems and technology investments from unauthorized access, use, disclosure, disruption, modification or destruction. Focus on confidentiality and privacy protection, information integrity and information availability.

6

6

FY2010 Budgeted

FY2011 Budgeted

FY2012 Budgeted

Operating Budget (General Fund)

$ 1,905,051 $2,067,176 $1,291,772

Service Level Changes $160,000 $350,000 $0

Departmental Charges $419,300 $659,300 $323,000

Capital Budget Allocation $0 $1,250,000 $1,250,000

Funded Positions 10 12 12

The FY2012 budget, as in previous years, has little flexibility due to economic constraints and conservative budgetary guidelines. The OCIO will continue wise management of allocated resources with investments that optimize business value for the City.

The OCIO FY2012 budget includes the addition of a full-time ERP Program Manager funded from the capital budget for a 5-year period. The FY2012 operating budget reflects a decrease from previous years but the decrease is a result of a process change in managing Technology Project (TPET) funds within separate account centers outside of the OCIO operating budget. The budget also includes a capital budget allocation for the ERP project. Of the 16 positions within the OCIO, the FY2012 budget only includes funding for 12 positions. Specific investment areas for FY2012 are summarized below.

Enterprise Applications Lead the selection process for new ERP and CRM systems to modernize and replace legacy applications. Externally host the charmeck.org website to improve citizen self-service and upgrade the telecommunications system to improve citizen contact. Introduce enterprise address management for Charlotte-Mecklenburg.

Geospatial Platform Guide the development of the City’s geographic information system (GIS) towards a collaborative services platform to provide the environment needed to successfully share data, reuse services and quickly launch applications and interfaces across the KBUs for advanced GIS usage and new efficiencies.

Portfolio Management Optimize investments in technology with additional dimensions in the enterprise architecture repository, including future state roadmaps, costs and system integration components. Implement enterprise process management components including templates for Six Sigma and Lean methodologies. Develop strategy briefs to resolve overlapping technologies.

Information Security Continue assertive progress on enhancing information security by hardening investments that prevent restricted data loss and push best practices deeper into the technology infrastructure.

Resource Allocation Summary

7 6

OFFICE OF THE CHIEF INFORMATION OFFICER CITY MANAGER’S OFFICE

City of Charlotte 600 East 4th Street

Charlotte, North Carolina 28202

STRATEGIC OPERATING PLAN FISCAL YEAR 2011

NG PLAI PLAN ATEGIC OPERATING PLAN

S

Appendix

Balanced Scorecard

Measure Validations

OCIO Overview Page

FY2012 Strategic Operating Plan Office of the Chief Information Officer

City of Charlotte

Office of the Chief Information Officer – FY2012 Balanced Scorecard Reporting Period: July 1, 2011 to June 30, 2012

Corporate Objective KBU Initiative

(*indicates Focus Area Initiative)

Measure ($ indicates incentive pay

measure)

Prior Year

Actual

Lead or Lag

Performance Data Comments/Explanation

Target YTD Status

Man

age R

eso

urc

es

Invest in Infrastructure

Drive seamless,

secure

information

processes

$ Complete the selection

process for the new ERP

investment

New Lag Select ERP software

by Dec 2011

$ Implement data loss

prevention solution New Lag

Complete

procurement &

implementation by

June 2012

Implement new contract for

managed security services New Lag

Contract signed and provider

implemented by

Nov 2011

Push security hardening and

security best practices deeper

into the infrastructure

33% Lag

66% of all devices

on the network

comply with best

practices by June

2012

Ru

n t

he B

usi

ness

Enhance Customer

Service

Lead the IVR replacement &

expansion effort New Lag

Implement IVR services for

CharMeck 311 by

Dec 2011

Accelerate the upgrade of the

telecommunications system for

CharMeck 311

New Lag

Document upgrade

approach by Sept

2011

$ Promote the effort to

upgrade the charmeck.org

Internet site

New Lag

Complete

implementation plan

by March 2012

Conduct outside assessement

of the City’s IT readiness for

the DNC

New Lag

Completion of

assessment by Sept

2011

Develop Collaborative

Processes

Advance master data

management for citizen

information

New Lag

Develop

requirements for

contract

engagement for

citizen domain

study by January

2012

Sponsor implementation of

collaborative GIS services New Lag

Implementation of 2 new enterprise GIS

services by June 30,

2012

Advance future state

implementations of enterprise

address management

New Lag

Implement address

validation tools by

March 2012

Optimize Business

Processes

Implement Enterprise Process

Management into the

centralized repository

New Lag

Put centralized

business process

repository into

production with

training to at least 3

KBUs by Dec 2011

Usher the maintenance of the

business and technical

architectures

New Lag

Update documented

business

architectures for 7

of 14 KBUs by June

2012

Illustrate the future state design

for overlapping technologies New Lag

By June 2012,

document three (3)

overlapping

technologies for

future optimization

engagement

Develo

p E

mp

loyees

Promote Learning &

Growth

Communicate the benefits of

change introduced by technology investments

New Lag

Publish entries to

the OCIO blog

every month

through June 2012

Promote leadership

development through training

and/or exposure

New Lag

Develop individual training plans for

100% of OCIO staff

by Dec 2012

Expand awareness of the value

of business technology for

citizen service delivery

New Lag Sponsor Technology Summit

event by April 2012

Achieve Positive

Employee Climate

Foster the KBU adoption of

“smart control” for achieving

business outcomes

New Lag

Conduct IT

maturity

presentation to

SBT, STAT and GET

by Sept 2011

Promote

Employee

Wellness

$ Include a Spotlight on Wellness

during OCIO staff meetings 100% Lag

Materials,

presentations or

activities in 100% of

OCIO staff

meetings conducted

in FY2012

$ Highlight healthy cuisine

choices at OCIO events 65% Lag

Focus on healthy

menu at 2 OCIO

events by June 2012

FY2012 OCIO SOP Measure Validations | 1

Office of the CIO Drive Seamless, Secure Information Processes

Complete the selection process for the new ERP investment Corporate Objective: Invest in Infrastructure KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Incentive Measure Measure – Complete the selection process for the new ERP investment

Target – Select software by Dec 2011

Units of Measure: Percent complete

Frequency of Update: Quarterly

Measurement Intent: Ensure ERP project adheres to project schedule

Measurement Formula: Subjective assessment to determine percent completion

Data Elements and Sources: ERP project plan components related to ERP software selection

Source For and Approach to Setting Targets: Measurement and target were set by the CIO and ERP Steering Committee to meet expectations set by the City Manager.

Data Contact: David North

Target Setting Responsibility: David North

Accountability for Meeting Target: David North

Tracking/Reporting Responsibility: David North

Notes/Assumptions:



Implement data loss prevention solution Corporate Objective: Invest in Infrastructure KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Incentive Measure Measure – Implement data loss prevention solution

Target – Complete procurement & implementation by June 2012



Measurement Intent: Reduce the amount of restricted data leaving the City infrastructure


Data Elements and Sources: Estimated completion percentage of the solution. No specific elements other than Percent Complete value can be identified

Source For and Approach to Setting Targets: Measurement and target were set by the CIO.

Data Contact: Randy Moulton

Target Setting Responsibility: Randy Moulton

Accountability for Meeting Target: Randy Moulton

Tracking/Reporting Responsibility: Randy Moulton

Notes/Assumptions:



Implement new contract for managed security services Corporate Objective: Invest in Infrastructure KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Implement new contract for managed security services

Target – Contract signed and provider implemented by Nov 2011



Measurement Intent: Reduce the risk to the technology infrastructure


Data Elements and Sources: Estimated completion percentage of the solution. No specific elements other than Percent Complete value can be identified






Notes/Assumptions:



Push security hardening & security best practices deeper into the infrastructure Corporate Objective: Invest in Infrastructure KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Push security hardening & security best practices deeper into the infrastructure

Target – 66% of all devices on the network comply with best practices by June 2012



Measurement Intent: Protect the City’s technical infrastructure from malicious intrusion

Measurement Formula: Number of devises on the network in compliance with best practices divided by total devices on the network

Data Elements and Sources: Number of network devices as managed by BSS/IT and the Chief Security Officer

Source For and Approach to Setting Targets: Measurement and target were set by the CIO to meet expectations set by the City Manager.





Notes/Assumptions:



Lead the interactive voice response (IVR) system replacement & expansion effort Corporate Objective: Enhance Customer Service KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Lead the IVR replacement & expansion effort

Target – Implement IVR services for CharMeck 311



Measurement Intent: Ensure citizens have access to a modern IVR system as a channel for service requests and information

Measurement Formula: Estimated completion percentage of the solution. No specific elements other than Percent Complete value can be identified.

Data Elements and Sources: Subjective assessment to determine percent completion


Data Contact: Bellverie Ross

Target Setting Responsibility: Bellverie Ross

Accountability for Meeting Target: Bellverie Ross

Tracking/Reporting Responsibility: Bellverie Ross

Notes/Assumptions:



Accelerate the upgrade of the telecommunications system for CharMeck 311 Corporate Objective: Enhance Customer Service KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Accelerate the upgrade of the telecommunications system for CharMeck 311

Target – Document upgrade approach by September 2011



Measurement Intent: Establish the plan to ensure citizens and staff members have access to a modern telecommunications system a channel for service requests and information.








Notes/Assumptions:



Accelerate the upgrade of the telecommunications system for CharMeck 311 Corporate Objective: Enhance Customer Service KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Incentive Measure Measure – Accelerate the upgrade of the telecommunications system for CharMeck 311

Target – Document upgrade approach by September 2011



Measurement Intent: Establish the plan to ensure citizens and staff members have access to a modern telecommunications system a channel for service requests and information.








Notes/Assumptions:



Conduct outside assessment of the City’s IT readiness for the DNC Corporate Objective: Enhance Customer Service KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure –Conduct outside assessment of the City’s IT readiness for the Democratic National Convention

Target – Completion of the assessment by Sept 2011



Measurement Intent: Highlight the City’s readiness to meet DNC-related technology needs and requirements




Data Contact: Jeff Stovall

Target Setting Responsibility: Jeff Stovall

Accountability for Meeting Target: Jeff Stovall

Tracking/Reporting Responsibility: Jeff Stovall

Notes/Assumptions:



Advance master data management for citizen information Corporate Objective: Enhance Customer Service KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Advance master data management for citizen information

Target – Develop requirements for contract engagement for citizen domain study by January 2012

Units of Measure: Percent Complete


Measurement Intent: Position the City to move forward on managing a single source for citizen data.

Measurement Formula: Subjective quarterly assessment to determine the percent completion of the requirements documentation

Data Elements and Sources: Requirements documentation and estimated completion status are the sources for this measurement. No other specific data elements can be identified.


Data Contact: Al Newman

Target Setting Responsibility: Al Newman

Accountability for Meeting Target: Al Newman

Tracking/Reporting Responsibility: Al Newman

Notes/Assumptions:



Sponsor implementation of collaborative GIS services Corporate Objective: Optimize Business Processes KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Sponsor implementation of collaborative GIS services

Target – Implementation of 2 new enterprise GIS services by June 2012



Measurement Intent: Advance the vision for the Citywide, shared GIS services platform

Measurement Formula: Count of new enterprise GIS services

Data Elements and Sources: Existence of new GIS services accessible via the enterprise GIS platform

Source For and Approach to Setting Targets: Measurement and target were set by the Corporate Enterprise GIS Program Manager

Data Contact: Twyla McDermott

Target Setting Responsibility: Twyla McDermott

Accountability for Meeting Target: Twyla McDermott

Tracking/Reporting Responsibility: Twyla McDermott

Notes/Assumptions:



Advance future state implementation of enterprise address management Corporate Objective: Optimize Business Processes KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Advance future state implementations of enterprise address management

Target – Implement address validation tools by March 2012



Measurement Intent: Advance the enterprise address management to improve business processes that include service delivery using address data



Source For and Approach to Setting Targets: Measurement and target were set by the Address Management Program team

Data Contact: Twyla McDermott

Target Setting Responsibility: Twyla McDermott

Accountability for Meeting Target: Twyla McDermott

Tracking/Reporting Responsibility: Twyla McDermott

Notes/Assumptions:



Implement Enterprise Process Management into the centralized repository Corporate Objective: Optimize Business Processes KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Implement Enterprise Process Management into the centralized repository

Target – Put centralized business process repository into production with training to at least 3 KBUs by Dec 2011

Units of Measure: Percent of total


Measurement Intent: Ensure that the centralized business process repository is effectively rolled out to the KBUs

Measurement Formula: Number of Trained KBUs (x) divided by the number of target KBUs (3).

Data Elements and Sources: Identified KBUs are sources and percentage complete is data element.

Source For and Approach to Setting Targets: Measurement and target were set by the Corporate Technology Planner to meet expectations set by the vision for the enterprise architecture.

Data Contact: Brad Dunkle

Target Setting Responsibility: Brad Dunkle

Accountability for Meeting Target: Business Process Architect

Tracking/Reporting Responsibility: Brad Dunkle

Notes/Assumptions:



Usher the maintenance of the business and technical architectures Corporate Objective: Optimize Business Processes KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Usher the maintenance of the business and technical architectures

Target – Update documented business architectures for 7 of 14 KBUs by June 2012



Measurement Intent: Ensure that the business side of the Enterprise Architecture is systematically updated and maintained to reflect current business environment.

Measurement Formula: Number of updated KBUs (x) divided by the number of total KBUs (14).

Data Elements and Sources: Identified KBUs are sources and percentage complete is data element.

Source For and Approach to Setting Targets: Measurement and target were set by the Corporate Technology Planner to meet expectations set by the vision for the enterprise architecture.

Data Contact: Brad Dunkle

Target Setting Responsibility: Brad Dunkle

Accountability for Meeting Target: Brad Dunkle

Tracking/Reporting Responsibility: Brad Dunkle

Notes/Assumptions:



Illustrate the future state design for overlapping technologies Corporate Objective: Optimize Business Processes KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Illustrate the future state design for overlapping technologies

Target – By June 2012, document ) overlapping technologies for future optimization engagement

Units of Measure: Percent complete Frequency of Update: Quarterly

Measurement Intent: Initiate actions to optimize the City’s IT architecture and minimize the collective effort to maintain these capabilities.

Measurement Formula: Subjective quarterly assessment to determine the percent completion of the strategic briefing documentation.

Data Elements and Sources: The strategic briefings themselves and estimated completion status are the sources for this measurement. No other specific data elements can be identified.

Source For and Approach to Setting Targets: Measurement and target were set by the Enterprise Architect based on expectations of the CIO and City Manager.





Notes/Assumptions:



Communicate the benefits of change introduced by technology investments Corporate Objective: Promote Learning & Growth KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure –Communicate the benefits of change introduced by technology investments

Target – Publish entries to the OCIO blog every month through June 2012



Measurement Intent: Communicate the positive impact that new technology investments provide to citizen service delivery

Measurement Formula: Total number of blog entries divided by total months (n=12)

Data Elements and Sources: Quantitative assessment to determine percent completion






Notes/Assumptions:



Promote leadership development through training and/or exposure Corporate Objective: Promote Learning & Growth KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Promote leadership development through training and/or exposure

Target – Develop individual training plans for 100% of OCIO staff by Dec 2012



Measurement Intent: Prepare staff for higher levels of organization leadership and promote continuous, lifetime learning and self-improvement

Measurement Formula: Total number of staff training plan documents divided by total staff (n=12)



Data Contact: Doris Glenn

Target Setting Responsibility: Doris Glenn

Accountability for Meeting Target: Doris Glenn

Tracking/Reporting Responsibility: Doris Glenn

Notes/Assumptions:



Expand awareness of the value of business technology for citizen service delivery Corporate Objective: Promote Learning & Growth KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Expand awareness of the value of business technology of citizen service delivery

Target – Sponsor Technology Summit event by April 2012



Measurement Intent: Communicate the value of technology as a facilitator for service delivery; create a networking environment for technology collaboration discussions.

Measurement Formula: Subjective quarterly assessment to determine percent completion of the Technology Summit.

Data Elements and Sources: Planning team membership, exhibit sponsorship, presentation sponsorship, registration and attendance logs, subjective assessment of percent complete






Notes/Assumptions:



Foster the KBU adoption of “smart control” for achieving business outcomes Corporate Objective: Achieve Positive Employee Climate KBU Initiative: Drive Seamless, Secure Information Processes

Measure and Target: Measure – Foster the KBU adoption of “smart control” for achieving business outcomes

Target – Conduct IT maturity presentation to SBT, STAT and GET by Sept 2011



Measurement Intent: Communicate the new 3-year OCIO strategic vision and educate the KBUs on the City’s current level of technology maturity.

Measurement Formula: Total number of presentations divided by total technology governance teams (n=3)







Notes/Assumptions:


Office of the CIO Promote Employee Wellness

Include a Spotlight on Wellness during OCIO staff meetings Corporate Objective: Achieve Positive Employee Climate KBU Initiative: Promote Employee Wellness

Measure and Target: Incentive Measure Measure – Include a Spotlight on Wellness during OCIO Staff meetings

Target – Materials, presentations or activities in 100% of OCIO staff meetings conducted in FY2012



Measurement Intent: Promote employee health and well being by sharing information on health, fitness, safety and life-work balance during staff team meetings.

Measurement Formula: Total number of wellness agenda items divided by total number of OCIO staff meetings during FY2012

Data Elements and Sources: OCIO staff meeting agendas; data tracked by Data Contact (below).

Source For and Approach to Setting Targets: Alignment and support for the Corporate Wellness Program





Notes/Assumptions:


Office of the CIO Promote Employee Wellness

Highlight healthy cuisine choices at OCIO events Corporate Objective: Achieve Positive Employee Climate KBU Initiative: Promote Employee Wellness

Measure and Target: Incentive Measure Measure – Highlight healthy cuisine choices at OCIO events

Target – Focus on a healthy menu at 2 OCIO events by June 2012



Measurement Intent: Educate and inform OCIO staff on appealing, tasty, healthy food and beverage options in support of individual employee health and the goals of the City’s Wellness Program.

Measurement Formula: Count of the total number of events that highlight healthy food choices in lieu of other fare.

Data Elements and Sources: Number of events tracked by Data Contact (below).

Source For and Approach to Setting Targets: Alignment and support for the Corporate Wellness Program





Notes/Assumptions:

Accomplishments

Service Delivery Challenges

Resource ShortagesThe City of Charlotte like other government agencies, lags in recovery from the economic recession. While Charlotte is fiscally sound and fares better than most governments, a decline in City revenue has made it more difficult to obtain resources to fully implement plans to modernize the City’s technology foundation. In FY2012, resources are expected to be further constrained as the City prepares for hosting the Democratic National Convention in September 2012.

Resistance to ChangeChanges introduced by technology may lead to behaviors that tend to support the status quo. Change Management will continue to be a critical function needed to move initiatives forward.

Security Intrusion. Increasing threats to the City’s technology platform continue to task information security resources as intrusive agents probe the network for security vulnerabilities.

Summary

The Office of the Chief Information Officer (OCIO) was established as a division of the City’s Manager’s Office in January 2008 to fulfill the executive level leadership role of the City’s Technology Governance Policy and coordinate technology initiatives across the key business units (KBUs) that comprise the City of Charlotte government. The OCIO supports and advances the City’s Business Priority for Comprehensive Citizen Service.

Vital Statistics

• Leads the City's Senior Business Team and Senior Technical Advisory Team in organizational and cultural change• Develops the enterprise architecture and strategic technology plans for the City• Monitors and manages security threats to the technology network to safeguard information and maintain availability• Leads Enterprise GIS , ERP and CRM programs• Guides the SOA, GIS and BPM Centers of Excellence

FY10

Budget:

Positions:

ERP - Released RFP for selection of software; resourced ERP Program Manager and created inclusive governance. City Associate Data Management - Completed SOA-enabled master data management on employees, contractors, volunteers, etc. from five systems of record for distribution and reuse. Enterprise Architecture Master Repository - Rolled out an enterprise-wide repository of technology investments aligned to business functions to identify opportunities for cost efficiencies. CRM – Implemented mobile smart phone applications as an extension to the CharMeck 311 call center.Technology Summit - With keynote the address by former White House Chief Information Officer, Theresa Payton, the 2011 theme was “Digi2020, Citizen Service, Vision, Transformation.” Web Governance Policy - Established to govern public-facing internet, mobile applications and social media with a common methodology from both business and technology perspectives. Address Management Program – Completed the Future State Design for enterprise address management.

FY11 FY12

$1,905,051 $2,067.176

10.00 12.00 12.00

1,291,772


strategic operating plan fy2011 city of charlotte office of the cio

Documents

business technology

use of technology

technology foundation

technology investments

strategic themes

business operating perspective

city managers office

chief information officer