Office of Enterprise Technology IT Strategy
OET is committed to the alignment of technology and business to support the County functions and the departments we serve. Through a strategic focus, OET will provide proven, cost-effective, and innovative technology solutions to County departments so they may transform their business operations to better serve their customers and citizens. OET recognizes that the value of information technology is not defined by the technology itself, rather, technology success is measured by the business value it fosters through its ability to transform service delivery in a manner that creates new opportunities to engage customers.
Through an increased focus on staff development, business integration, improving customer service, effective and timely communication, and financial management; OET has made great progress in our efforts to transform into a first-class technology organization. One such example of OET's commitment to our vision is the creation of a new division within OET specifically focused on business alignment and integration allowing OET to focus on and promote the technology services that deliver the highest levels of satisfaction for County departments. This new division, "Strategic Planning and Business Alignment" (SPBA) is structured to serve Maricopa County Departments with IT expertise and leadership that aligns business strategies with effective technology solutions.
Some of the ways in which the SPBA team helps bring strategic value to Maricopa County are:
- Educating and guiding county leadership through the complex IT landscape, promoting more informed decision making based on best practices and industry standards.
- Act as a designated point of contact for departmental IT needs and assist with business improvement initiatives to maximize results, optimize ROI, reduce risk, leverage existing assets, and foster success.
- Shepard IT initiatives from concept to implementation on behalf of our clients.
- Develop organizational standards based on industry best practices and architectures.
- Develop strategies to leverage existing technologies, common county initiatives, and economies of scale to drive down costs and build synergy throughout the County’s business and technical environments.
OET's vision is to be recognized as a first-class technology service organization and it's through investment in our people, that we will achieve this goal. Our people are the pillar of our customer service, therfore OET continues to invest in the recruitment and retention of professionals who represent our values and commitment to fulfilling this vision. OET will focus on strategies to improve our ability to hire and retain key information technology professionals to better meet the increasing demand for IT services and support.
OET is commited to strategic investment of information technology solutions and services that promote the highest levels of satisfaction while reducing the total cost of Ownership. OET is currently working to implement the full breadth of Information Technology Financial Management (ITFM) to generate value through improved transparency. These efforts include the establishment of a Cost Allocation Task Force whose focus for FY14 is to improve transparency, streamline budget activities, provide customer understanding of technology charges and services through the development of IT Portfolio Services, and identify sufficient revenue to sustain the Technology Infrastructure Fund.
As a service organization and provider of business transformation and value add, OET has set very high, yet realistic, expectations for customer service. OET staff takes pride in their efforts to develop strong relationships with our customers, which builds trust in our commitment and ability to deliver solutions.
To improve customer service further, OET will initiate a study to evaluate internal IT management processes to identify opportunities to streamline the delivery of timely service for our customers. We will evaluate new processes and systems according to their ability to better capture, track, manage, and report on all service requests and assets. OET will focus on changes that lead to improved satisfaction with OET's Customer Support and help OET staff do their work most effectively.
“In FY13, OET continued its renewed focus on customer service to include faster response to customer requests across all lines of business. Our efforts resulted in a 34% improvement in timeliness of service delivery.” ‐ David L. Stevens, Chief Information Officer
A key priority for OET is a continued focus on organizational development to improve our capabilities, capacity, and effectiveness. The development of our Strategic Plan is the first step to defining our future state and ensures all resources are supporting our common vision and mission. The primary purpose of our organizational development efforts is to develop processes and systems that enable OET to respond to the needs of our customers in a rapidly changing technology environment.
Identity Management | Cyber Security
OET’s mission to provide for a secure enterprise will remain a top priority. To enable business solutions in an increasingly mobile environment, including Bring Your Own Device, will require a proactive approach to balance security with access to services for employees and customers.
Significant focus will be directed to OET’s talent management efforts to recruit, retain, develop, and reward our people. People are our most important asset and OET will be strategic and deliberate in our approach to selecting, training, retaining, and promoting our employees.
OET is committed to the establishment of a Project Management Office (PMO) to improve our project management discipline for all projects. The PMO will establish a formal project management methodology and establish repeatable processes for the prioritization, planning, development, and implementation of all OET projects.
IT Financial Management (ITFM)
OET will improve our technology cost allocation models to create transparency and provide predictable expenditures across fiscal years to better manage the sustainability of the Technology Infrastructure Fund. This will include the development of the IT service portfolio/service catalog and development of a multi‐year technology services cost allocation model that will build on the successes of each prior year.
Our planning process will consider customer service as the core of our mission as we identify and prioritize major initiatives and projects that support the County’s strategic plan. Our core values reflect continuous improvement, customer focus, and exceeding expectations.