A1601 INFORMATION TECHNOLOGY GOVERNANCE - CURRENT POLICY.PDF
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Maricopa County Policies and Procedures Subject: Information Technology Governance Number: A1601 Issue Date: 8-99 Revised Date: 05/01 Approved: David R. Smith Initiating Department: Office of the CIO Page 1 of 8 A. Purpose To implement a governance structure for IT (information technology) that: 1) focuses decision making at the optimal business level; 2) consistently promotes systems synergy and integration; and 3) maximizes efficiency of resource utilization. The highest purpose of technology deployment is to enable efficient horizontal business processes, effective decision making, information sharing, and collaboration. B. Policy To ensure that IT resources deliver maximum business value, the County will employ a federated structure to manage information technology. Reflecting the overall business model of decentralized County management, the federated approach balances the benefits of local autonomy with the advantages of enterprise-wide IT coordination and management. It simultaneously allows responsiveness to business issues and accountability to local management, while establishing a convergent IT direction and optimized infrastructure. The federated structure recognizes the following three levels: Enterprise Policy, standards, infrastructure, core systems, security, & telecommunications Electronic Community Processes, systems, and data shared between departments Department Systems internal to a specific department or functional area Each of these three tiers represents varying blends of integration and autonomy. At each level, an IT function is autonomous except as it relates to the tiers(s) above, where it must follow the prevailing policies, standards, conventions and practices for purposes of business process and system integration. The following IT principles form the foundation of this governance model: 1. Business units are fully responsible for the benefits and costs of information technology deployed in their operations. They will assume accountability for delivering productivity gains derived from technology implementation as committed to in their business strategies and plans. Operations will employ solutions that provide the lowest overall business cost to the County. To optimize technology and business alignment, Department Heads should establish a direct reporting relationship with their Technology Officer. In the case of Elected Officials, a Chief Deputy may be appropriate. 2. Significant investment in new technology will not be made until processes have been first re-engineered or enhanced by eliminating redundant tasks and duplicate data. Data should be entered into the information system only once at the point of origin. Business units will build horizontal business processes around citizens, business partners and internal customers. Technology must measurably enhance the productivity or quality of work based upon full life-cycle costing. Common systems will be used for all similar business functions unless verifiable proof exists that some functions must remain different or unique. Shared systems resources and common data repositories will be exploited wherever possible. 3. Whenever the need arises for additional technology capability, consideration will be given to enhancing existing systems before opting for entirely new systems. Small, timely, incremental improvements must be considered prior to any investment in large and comprehensive programs. Large, new initiatives will be funded and executed in incremental phases of two years or less to: 1) demonstrate proof of concept; 2) minimize risk; and 3) track achievement of business goals. Maricopa County Policies and Procedures David R. Smith Subject: Information Technology Governance Number: A1601 Issue Date: 8-99 Revised Date: 05/01 Page 2 of 8 4. The preferred approach to new systems will be to integrate purchased applications that are based upon recognized industry standards and common user interfaces. Custom development will be considered only as a last resort. New systems will be validated in pilot implementations prior to full scale deployment. 5. The oversight of major programs will be assigned to one of the three governance tiers: Enterprise (Electronic Government Council or Office of the CIO); Electronic Community (Leadership Team); or Department (Business Leadership). Business and technology oversight will be maintained throughout the program life cycle. Independent reviews by either Internal Audit or external service providers may be requested by senior management as appropriate. 6. The IT infrastructure shall allow employees, citizens and business partners to satisfy the majority of their business needs using electronic means. It will be deployed so that the location of data or the application that produces data is irrelevant. The infrastructure will integrate communications, computing and systems support functions automatically by means that do not require personal intervention. 7. Technology resources will be leveraged effectively and efficiently through the adoption of common standards and shared information. Data, voice, video, image, workflow and GIS information systems shall be standardized and interoperable between all County agencies. The IT infrastructure will define the interfaces between systems (standardizing interfaces rather than content). Well-defined interfaces will last longer than the systems they connect and will provide greater flexibility in the choice of systems. 8. Information systems will be periodically audited for compliance to relevant County policy by the Internal Auditor, special contract, or as requested by the Board of Supervisors, County Administrative Officer, Chief Officers, or Department Heads. C. Authority and Responsibility Board of Supervisors The Board of Supervisors is the approval authority for information systems policy, major programs, and capital acquisition. County Administrative Officer (CAO) The CAO is responsible for: • Establishing the County-wide vision and resource allocation to leverage IT. • Chairing the Electronic Government Council (outlined below). • Convening ad-hoc committees to consider special issues and unique IT programs. Electronic Government Council The Electronic Government Council is the highest level IT governing body of the County. It is chaired by the CAO and is composed of elected officials, senior management, external representatives and other key leaders. It is responsible for: • Establishing a common strategy and compelling program for e-Government • Developing a planning framework for service transformation • Promoting consistent and convenient delivery channels for County customers • Enabling cross-agency synergy and cultural alignment • Setting major targets and monitoring progress Maricopa County Policies and Procedures David R. Smith Subject: Information Technology Governance Number: A1601 Issue Date: 8-99 Revised Date: 05/01 Page 3 of 8 • Monitoring departmental e-business strategies • Providing oversight of key Enterprise-level initiatives • Approving Enterprise-level policies, practices, and standards Department Heads Department Heads are responsible for: • Aligning Information Technology programs with business strategy. • Achieving benefits of technology deployment, and producing IT services in a manner that is consistent with best industry practices and benchmarks. • Jointly establishing Electronic Communities that set direction for IT when more than one department must: 1) Share horizontal processes, information and systems; 2) Coordinate one or more projects (which may require appointment of an independent project coordinator). Technology Leadership Chief Information Officer (CIO) The CIO reports directly to the County Administrative Officer and is responsible for: • Providing the strategic vision and resource deployment at the Enterprise level; acting as a change agent and principal integrator of the County’s Information Technology mission and technical capability. • Defining the Enterprise-level architecture and facilitating the flow of information between County departments, outside organizations and citizens. • Managing the governance structure including: 1) developing Enterprise IT policy, standards and directions; 2) facilitating standards which provide direction and overall lowest total cost of ownership; 3) establishing security principles and guidelines; 4) developing and facilitating management of Electronic Communities; and 5) resolving issues between Electronic Communities and/or Departments. • Encouraging funding models that facilitate infrastructure development and Electronic Community partnerships; acting as a consultant to senior management of Information Technology program proposals; partnering with the Deputy County Administrator to facilitate a technology budget issue review as part of the annual budget development process. • Developing and maintaining the IT infrastructure at the Enterprise level and managing network security. • Coordinating Enterprise vendor relationships and assisting departments in optimizing vendor performance. • Partnering with Human Resources in conducting IT salary market surveys; developing and publishing the County Information Technology Position Reference Guide; consulting with technology officers and Human Resources on IT staff retention, recruitment, and compensation proposals. • Representing the technology interests of the County to parties external to the County. • Providing the County Administrative Officer and Board of Supervisors with annual goals describing the infrastructure and operational plans for Enterprise–level information systems and technology. • Providing technical advice and support to the County Administrative Officer and Board of Supervisors; providing technology consulting services to agencies, departments or individuals on an as-requested basis. • Encouraging and making recommendations to County management for shared services and consolidated operations (e.g. GIS, data warehouses, data centers, etc.). • Reviewing technology-related items at the request of the Board of Supervisors. Maricopa County Policies and Procedures David R. Smith Subject: Information Technology Governance Number: A1601 Issue Date: 8-99 Revised Date: 05/01 Page 4 of 8 The CIO may also convene, as necessary, select committees or oversight bodies to address Enterprise-level issues impacting project or fiscal technology governance. Technology Officer To support the business, the Technology Officer at each level of the organization is responsible for: • Engaging in practices to manage their technology environments within the framework of the principles established in Section B of this policy and other approved County policies and procedures. • Integrating new applications and systems into the common interfaces of the IT infrastructure; adopting common data definitions and standards for all data shared with other business units. • Facilitating and controlling access to information according to the Maricopa County Electronic Information Resource Security Principles document, and in accordance with public records laws. • Using industry best practices and standard benchmarks to measure IT performance. • Leveraging shared services at the Enterprise, Electronic Community, and Department levels (in-sourced or out-sourced). • Utilizing a system development life cycle methodology to plan, implement and maintain systems at the business unit level. • Developing and maintaining plans for the recovery of information systems in response to a natural disaster, fire or other event that would render a business facility or service inoperable. • Protecting information assets against deliberate attack or sabotage, and unintentional or unauthorized alteration, destruction, or disclosure. • Ensuring that their technology platforms meet the criteria of being proven, scaleable, low cost, and well supported by the vendor; having a clearly defined short and long-range migration strategy. In addition to supporting their business clients, each Technology Officer is responsible for. • Participating with their Electronic Community and the Enterprise to ensure timely and responsive integration of business systems and information based upon approved standards; departments may be reviewed or audited for Community or Enterprise standards compliance. • Assigning project coordinators when migrations affect or include more than one department; the project coordinator will act as a liaison to all involved business and technology leaders and is responsible for the timely communication of impacts and related costs to other areas. • Establishing appropriate information technology policies for their business operations and insuring that their systems conform to policies set by their Department, Electronic Community or the County including approved record retention and disposition schedules. • Resolving IT issues between member departments and/or individuals, or bringing unresolved issues to the Electronic Community (or CIO if the business unit does not belong to an Electronic Community). Electronic Community The Electronic Community, which may include a formal governing entity, (i.e., IT Program Office) is responsible for: • Determining who should be a member of the Electronic Community. • Setting IT policy, strategy, priorities, plans and standards that are binding upon the entire Community. • Resolving IT issues between member departments and bringing unresolved issues to the CIO or CAO. Maricopa County Policies and Procedures David R. Smith Subject: Information Technology Governance Number: A1601 Issue Date: 8-99 Revised Date: 05/01 Page 5 of 8 Electronic Communities may establish a formal IT Program Office to facilitate strategic planning and to coordinate technology activities. Appendix A outlines specific program charters. D. Definitions Department Head is the Elected Official, Presiding Judge, or appointed department director serving as the responsible party for conducting business on behalf of the County. Chief Information Officer (CIO) is the lead technology officer for the County appointed by the CAO. Electronic Community may be defined in two ways: • Organizational - Defined by processes or information that formally tie a group of departments together, making them interdependent. • Functional - Defined by an interest in a common issue (e.g., public information or the sale of data) or a subject database (e.g. GIS). Core Business Systems are those technology systems that centrally support Enterprise administrative level operational functions. These systems represent horizontally integrated systems, as opposed to vertically integrated systems found at the business unit level. Department is a collection of one or more teams working in a common business unit or process. They may have a very sophisticated suite of network, desktop and mini or mainframe computer technology, woven together to support their business and their customers. Enterprise Level (the highest level within the County) consists of those functions which maintain and coordinate the technology infrastructure of the County. Governance refers to the method of managing information technology in which policy and standards are defined centrally with the participation of all levels of the organization, while information technology operations in support of business functions are implemented and supported at the closest level appropriate to the business function. Information Technology (IT) is any information system or other technology used to support the primary business function of any County operation. May also be referred to as information system or application. IT Capital Acquisitions are investments made in the equipment base that operates for a reasonable period of time known as the life cycle. The replacement of that capital must be part of an overall investment strategy. IT Infrastructure embraces multiple components consisting of: 1) the County-wide data, voice, video and wireless network; 2) enterprise-wide core administrative systems; and 3) core collaboration services including the County Internet home page, the County Intranet and County Groupware complex. Life Cycle Costing is an identification of expenditures (both initial and on-going equipment, maintenance, and human resource allocations) for an IT capital acquisition from project initiation, to full implementation, to obsolescence or replacement (part of the investment strategy), projected on an annualized basis. Technology Officer is the person designated by a Department Head to manage IT operations at the business unit level. The Technology Officer’s position may be one of the following, depending upon the size of the IT operation, size of IT support staff, and latitude regarding budgetary control and strategic planning: • Chief Technology Officer: Manages, at the direction of the Chief Information Officer or the Executive Business Leader, the overall information systems function for several agencies. They will have more than one Information Systems Director reporting directly to them. The Chief Technology Officer is responsible for strategic planning, oversight of the IT architecture, and IT budgetary control for all IT organizations under their control. Educational background usually consists of a BS or BA in Computer Maricopa County Policies and Procedures David R. Smith Subject: Information Technology Governance Number: A1601 Issue Date: 8-99 Revised Date: 05/01 Page 6 of 8 Information Systems, a Master’s Degree and a minimum of 15 years of IT experience, including 3-5 years in senior IT management. • Information Systems Director: Manages a major technology organization which typically includes: 1) a large installation site (+400 workstations); 2) a large staff with middle managers responsible for tactical operations; 3) a very broad range of systems, applications and technology domains; and 4) substantial technology budget authority. Educational background usually consists of a BS or BA in Computer Information Systems, a Master’s Degree and a minimum of 15 years of IT experience, including 3-5 years in senior IT management. • Information Center Manager: Manages a technology support group which typically includes: 1) a installation site of less than 400 workstations; 2) a small to medium size support staff, possibly with 1-2 additional supervisors or project leaders; 3) a moderate range of applications, systems and technology domains; and 4) modest budget authority. Educational background usually consists of a BS or BA in Computer Science, Business Administration or related field, and a minimum of 7 years of IT experience, including 2-3 years in IT management. • Manager, Microcomputer Technology: Supervises a support team which typically includes: 1) a small support staff with technicians, programmer/analysts, and/or LAN administrator(s); 2) a limited range of technology domains and applications; and 3) little or no independent budget authority. An educational background with a BS or BA in a Computer Science related field is preferred or a corresponding number of years experience in IT with 1-2 years in IT management. Maricopa County Policies and Procedures David R. Smith Subject: Information Technology Governance Number: A1601 Issue Date: 8-99 Revised Date: 05/01 Page 7 of 8 APPENDIX A INFORMATION TECHNOLOGY PROGRAM OFFICE CHARTERS Maricopa County Policies and Procedures David R. Smith Subject: Information Technology Governance Number: A1601 Issue Date: 8-99 Revised Date: 05/01 Page 8 of 8 GEOGRAPHIC INFORMATION SYSTEM (GIS) PROGRAM OFFICE Purpose Maricopa County has invested heavily in its geographical information systems (GIS). In an effort to enhance the services and products from this GIS investment, the County has established a GIS Program Office to facilitate effective decision making, information sharing, and collaboration in this environment. The GIS Office has oversight of County GIS operations. The GIS Officer (GIO) directly reports to the County CIO. Objectives • To expand the current GIS portfolio of products and services • To promote systems synergy and integration • To maximize efficiency of resource utilization • To enhance communication and coordination within the Maricopa GIS family Key Activities • Manage the Technology Environment • Coordinate the technology team(s) • Promote integrated systems and software • Coordinate IT staff training plan • Communicate the GIS Program Activities • Market the GIS program • Facilitate the GIS Program • Increase awareness of products and services internally, with the Public, and with regional partners • Participate in regional associations and initiatives • Host presentations, technical briefings, and GIS Council meetings • Develop Policies and Practices • Establish GIS policies • Develop standards • Oversee compliance • Establish Board-approved fees for GIS products • Develop Products • Catalog current products and services • Coordinate GIS-related contracts • Facilitate (single point of contact) public record requests for GIS data (commercial & non-commercial) • Develop new product line (annual data sets available on CD’s and/or other venues) • Provide consulting services to other County entities The GIS Office is currently funded by the General Fund. Revenue generated from product sales will be re- invested into the GIS Program for information technology, system maintenance and enhancements. The staffing model consists of the GIS Officer (with management/budgetary authority) and additional staff as approved by the CIO.