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Montgomery County Organizational Reform Commission The Interagency Technology Policy Coordinating Committee (ITPCC) has been used for almost two decades to promote collaborative action in the IT sphere, yet each agency is able to pass on projects and collaboration/consolidation opportunities offered by ITPCC, if it so desires. We believe that the ITPCC's authority and function could be expanded in the short-term by channeling all IT investments for each agency to this one body. The principals (who form the policy tier ofITPCC) could then instruct the CIOs (the technical subcommittee) to develop strategies which assume consolidated or collaborative actions, and the budgets presented to the Council - through the Executive - would reflect a single, coherent and efficient IT strategy. In order to implement this phase, the current ITPCC would be given the authority to develop a single, enterprise-wide strategic plan and a related implementation strategy. A multi-year transition strategy from the current stand alone systems to a fully networked, collaborative system would be the first vital outcome of ITPCC's new efforts. Fund allocation and performance tracking against the strategic plan would be the vital ITPCC tasks, once this new approach was under way. There is precedent for this collaborative funding approach. During the preparations leading up to Y2K at the tum of the century, ITPCC, indeed, took a resource allocation role explicitly for Y2K remediation technologies. In addition, there is language in the County Code that permits not only the joint procurement, but also the joint operation of facilities and systems across all agencies, a legal footing that could prove important in the acceptance of this expanded role for ITPCC. In this case, the Council should have line item authority over the IT expenditures of all agencies using County funding for IT expenses. All of this should occur while planning for a single Countywide Office of Information Technology, led by the CIO. 2. When appropriate legal structures and an implementation plan are in place, begin the operation of a new Office of Information Technology, led by the CIO: Ultimately, we believe a single CIO - with input from the various agencies - should formulate budget priorities and the Council should have line-item authority over this budget area. The CIO would oversee a consolidation of the IT management function, not be a single new position. As such, the CIO would have planning, business analysts, and management staff under hislher authority. Agencies would no longer have a CIO with a supporting staff. Instead, agency interests will be represented by a single liaison who will act as the owner and steward of agency requirements. The CIO, with the assistance of hislher staff and the agency liaisons, would formulate the Countywide IT budget and submit it to the Executive. The exact structure of this centralized entity is still to be determined. However, to provide potency to this position, we strongly believe the Council must have line-item authority over the IT expenditures ofall agencies that utilize County funding for IT expenses. - 30PDF Image | Montgomery County Organizational Reform
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