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Statement oUhe Issue Montgomery County Organizational Reform Commission Centralized IT Leadership The County would benefit greatly from having a single point of leadership for the oversight and management of its information technology systems across agencies. From infrastructure to system development, the current decentralized leadership model lends itself to duplication o f effort and spending and poor information management across agencies. The ORC interviewed department heads and staff from County government and MCPS to assess the current delivery and governance of information technology. In 1994, the Council established the Interagency Technology Policy and Coordination Committee (ITPCC), which fosters collaboration among agencies on technology initiatives. However, we noted very few examples ofjoint development efforts, and agencies appear to continue to develop redundant infrastructure (data centers, voice mail systems, etc.). It is also apparent that agencies have varying degrees of capabilities and that these capabilities are not always extended to other agencies. The lack of a single point of effective leadership at the top of the County information technology hierarchy is resulting in inefficiency and unnecessary spending. The current governance model, utilizing the ITPCC, appears to be ineffective for achieving collaborative efforts that would reduce spending and create efficiencies. This includes making the most efficient use of both infrastructure and human capital. Expertise in process improvement, business analysis, and specific technologies should be available across agencies. This is not to say that the ongoing work of the various agencies is not laudable. The County is fortunate to have multiple award-winning, highly respected IT teams within the agencies. However, given the current state of the County budget and the projected fiscal outlook over the next several years, focus must be given to efficiency. ? We recommend the consolidation of the County's information technology leadership into a single independent Chief Information Officer position with budget formulation and execution authority. We believe that the productivity and efficiency of the entire County enterprise (across all agencies: County government, MCPS, Montgomery College, M-NCPPC, and HOC) would be enhanced if common decisions for IT platforms and applications were made by all agencies, and if the default strategy for all IT investments were to do so collectively. In order to accomplish this vision, we recommend consolidation of the County's information technology leadership into a single independent Chief Information Officer with budget formulation and execution authority. This should be done in a two-step process due to the long timeframe involved and significant legal hurdles. The two steps are: 1. In the near-term adapt existing structures while legislative changes and transition planning occurs: - 29PDF Image | Montgomery County Organizational Reform
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