This document discusses establishing good IT governance in municipalities. It outlines common IT challenges such as project overload and a disconnect between IT and business priorities. It defines IT governance as specifying decision rights and accountability to encourage desirable behaviors. The key components of IT governance discussed are decision making groups, policies and standards, processes and methods, and measurement. The document also provides examples of implementing effective IT governance structures and processes at the Town of Aurora, including establishing an executive IT steering committee to prioritize projects aligned with corporate priorities.
Why “Journeys” – because implementing governance is never “done” – it’s organic, it grows, morphs, improves – and you need to learn as you go … Other sub-text of this discussion – is you are never too small to implement governance concepts and principles … If you read the books – it’s all about how FedEx or GlaxoSmithKline or the Australian Government implemented Governance. Karen and I are here to tell you that it applies to your organization too. Karen’s experience has been transformative for her as IT Manager, her team and for the Town of Aurora as a whole … and we’ll tell you all about that in a moment.
Our strengths Extensive public sector experience Extensive experience in the development of information technology & GIS strategic plans Multi-disciplinary skills in integrating organizational design, process re-design, technology and change management Significant experience conducting organizational & operational reviews Major change management experience Enthusiasm, pragmatism and leadership skills
IT Governance is a huge trend in the IT industry period … Through the course of our work we do a lot of environmental scans Everyone is tackling or re-tackling governance again Ottawa Edmonton Halifax Peel
Expectation vs. Delivery All municipalities have similar expectations Large or small – similar outcomes - too slow vs. not enough resources Small organizations have Big City expectations / comparisons Demand/project overload (all organizations) Basic commodity infrastructure works – Business Applications is the key area Senior managers feel IT is out of their control “ We know we are failing – what do we need to do differently?” “ Are we getting value for our IT investments?” – how would we know? IT is still a black box (lack of transparency) Senior Managers on SMT represent IT poorly Operating & maintaining existing technologies consume a large % of resources (industry around 70%) Same resources delivering projects are maintaining operations