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STATE AND MUNICIPAL GOVERNMENT SECTOR

WHITE PAPER

TECHNOLOGY NEEDS & PROPOSED INITIATIVES

November 21, 2011

Bill Barbieri Lori-Ann Fox Matt Wainwright Purpose: This paper is intended to describe the challenges that State and Municipal Government agencies routinely face and how roles as well as business processes must evolve in relation to technology needs, current and future.

This document does not discuss the duties and responsibilities that are required to move forward with any suggestions found in the list of proposals. It is solely meant to be nonspecific in that no particular system(s), purchases, vendors, or technical service providers are being named or requested.

Proposal: To obtain opinions and ideas from information technology staff members, statewide if possible, that will help to enhance and cultivate cutting edge technology as well as create comradery and a sense of community. This will be successful only if municipal and state leaders along with high-level administrators are made to recognize that “information technology” is a business tool and a necessity. The following list proposes ideas, concepts and needs compiled by a small group, known as the “Government Advisory Council” and does not necessarily reflect the thoughts and plans of all state and municipal technology staff members.

1.	What’s the most driving change in government?

•	The need to upgrade processes and services to help the taxpayer. o	The perception internally needs to be more entrepreneurial in nature, with a constant focus on exceeding expectations. o	Technology can help see this change through with thoughtful and attainable strategic planning.

•	BYOD will have a huge impact on out network and security concerns.

•	Essentially same issue with private sector…do more with less – or increase value obtained with taxpayer dollar – it is a fiduciary responsibility.

•	Better software efficiency and integration to streamline processes for state and municipal employees and taxpayers.

•	The demand for “Open Government” and transparency.

•	The public demands more advanced technology that is “easier” to use.

2. What do you want to do with technology and collaboration? What ARE you doing to promote this?

•	Cities and Towns move their entire virtual infrastructure off premise. o	Is the State of RI Data Center or OSHEAN an option? o	A resident in Providence could get a permit to build in Johnston. All records available across the state for all.

•	Software collaboration – do we really need 39 finance systems, payroll systems, permit systems, etc. Imagine 1 procurement system with the State included (like AZ just did). We could realize HUGE discounts from vendors.

•	Not sure single source of software will work while there are 39 separate taxing authorities. The broader, long view would be to establish “county” seats, but that is a BIG change for this small parochial state.

•	Eliminate Desktop Computers where possible (VDI). Cuts back on support costs and time.

•	Move as many software apps to web based solutions, and collaborate with other communities.

•	Groups like OSHEAN and GMIS can help to facilitate this collaboration.

•	Until State law is changed and competing agendas (Town Council vs School Committee, for example) are eliminated shared resources will be difficult to achieve.

•	There needs to be better integration between the departments and reduce the many “silos” of information. o	Middletown example: 	The tax assessor needs to sit in the clerk’s office to pull recording information for her database. 	The tax assessor then enters the new information and needs to “push” it out for the building office to “pull” for permits. 	The permits are paid for, and then sneaker-netted over to the finance office.

•	Rethink the engineering of the DMV integration project

•	Provide access to virtual meetings and workshops - this may promote inter-community involvement.

3.	Identify opportunities for collaboration among communities, with the State of RI and your peers.

•	Integrate software and information systems to simplify business processes between state and local government.

•	Host apps and synchronize (leverage DR, BC, etc.) with a virtual rack at OSHEAN, and State. o	We are doing something similar to what has been done in the past – 39 [jurisdictions] networks were built with no real vision of how they would or if they would integrate. o	Problem with the “Field of Dreams” syndrome – if you build it they will come. 	If you engage a thoughtful and attainable strategic plan that emphasizes project champions – like our state leadership, municipal Town officials, Fire & Police Chiefs associations, universities, EMA, etc. – they will want to come. •	Software collaboration

•	IT support – Many communities have no internal IT – pooled resources could even the playing the field

•	People sharing consulting between communities to support large projects / staffing gaps / expertise gaps. We don’t all need to have every flavor of expertise; we require a pool of shared resources. o	The easy part in IT is the hardware and the software… getting to a point of shared personnel will require out-of-the-box commitment by politicians/leaders for not only their own community, but for their neighbors as well. o	Ownership and allocation will be the barriers.

Summary: In an effort to further develop technology and the growing needs associated with it, it is our goal, with the help of OSHEAN and its members, to form a “unified technology community” comprised of the many talented information technology specialists throughout the cities and towns that define the state of Rhode Island. This paper is intended to represent the groundwork for a plan that proposes tremendous possibilities that exist when people choose to combine forces and work as a whole. A great man once stated, “The whole is greater than the sum of its parts.” Aristotle’s quote can and should be put to use to help remediate current day issues in state and local government.