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Every 1 of us collaborate digitally today with our banks, grocery stores, department stores, and even restaurants. In fact, when driving home from work your smart phone, when connected to your habitation security system, turns on your home's interior lights. It's in our daily culture. And this is how citizens want to interact with municipal services. And city governments are beginning to recognize that citizen services demand a more strategic focus, peculiarly since engineering has evolved to enable new and more efficient means to provide these services.

lisa bobo cio city of rochester — Lisa Bobo, CIO, Metropolis of Rochester, NY

Lisa Bobo, CIO for the city of Rochester is a visionary who has embarked on improving citizen services for a number of years. Bobo-CIO for the City of Rochester has proven herself to be a visionary, strategic thinker, and leads a great team of IT professionals who are reinventing how It leverages engineering science to improve services for the citizens of Rochester. Every bit of this writing, Rochester has been selected as i of the top 21 cities in The Smart 21 Communities of 2019 initiative. And in early on 2019 the meridian winner will be appear. I had the opportunity to speak with Bobo and following is a portion of our conversation.

Phil Weinzimer: Lisa, you lot have a successful career in Rochester within the IT organization. Prior to beingness promoted to CIO, yous had many different roles, but y'all always had a focus on improving citizen services. What were some of the actions you took early on to improve denizen services.

Lisa Bobo: A major objective in the procedure of improving citizen services in public sector is setting priorities amongst the various initiatives metropolis departments want to pursue This becomes more than hard with budget and resource constraints faced by many municipal governments. I've had many conversations with municipal CIOs about setting priorities. It'southward a existent challenge. Let me explicate why.

Early on on in our journeying to improve denizen services for Rochester citizens we focused on a few urban center departments that needed help. Bureau leaders identified initiatives where technology solutions would help. We had some challenges in appropriately responding to their needs, especially in prioritizing projection. Yous can imagine the complexity of processing It requests from the xiv urban center departments on an individual basis. Well-nigh 10 years ago, to help minimize the complexity, we created three Relationship Management positions within the IT organization that grouped similar Departments together (Public Service, Back Office and Public Safety). This provided us a voice within the department to improve understand their needs. This is a part I had prior to my CIO role. Nosotros idea this would help the states to set priorities and enhance customer service. When these 3 areas were created, we focused on developing priorities inside each area. Although this was an overall improvement, we notwithstanding lacked the overall focus on Urban center priorities. But this was a good offset step that helped u.s.a. focus and manage our interactions with the various urban center departments much more than efficiently. This was the starting time of an ongoing procedure to improve citizen services by leveraging technology through an improved organizational model.

PW: When you became CIO in that location was a lot of buzz about establishing an It Governance process. And IT Governance ties into citizen services. Delight explain the necktie in and how you lot addressed this need?

LB: Well, this is a very interesting question. When y'all ask people to ascertain IT Governance yous receive many different responses. The fashion I see it is that one of the major objectives of Information technology Governance is to establish a process that helps us place the correct projects that are executed efficiently. Let's leave the execution discussion for another time. What I desire to focus on here is the selection procedure. My focus was to look at priorities from a city-wide perspective, almost like an aeriform view of the urban center services looking from the top down. This led our IT Team to develop a Metropolis-Wide Enterprise Architecture model that reflect the services provided by the various metropolis departments. To build this model we used existing documents, such as the budget book prior projection documentation, and reviewing the model used by the Federal Government. Many of the services touch several departments in the City that cross all three relationship management areas. With this approach yous speedily begin to see the various supporting engineering science that enables these services.

When y'all look at a City-wide enterprise model, you brainstorm to view services from the "outside in" or from a Citizen perspective. You are non viewing our services from an internal departmental view, but rather the outcome they produce. Let me elaborate.

Over 8 city departments process some blazon of permit or license. These licenses and permits cross over all iii relationship management areas. Before nosotros consider replacing engineering for i let, issued by one Department, we should consider a college strategic organizational view that aligns similar services. Why would IT drive this blazon of initiative? I think there is two reasons why IT has an integral role in driving the Metropolis'southward organizational structure. IT tends to have a birds-center view of the Organization. We can often see the alignment and oftentimes the inefficiency. There is no coincidence that we continually run across CIO's taking on a Master Operating Officer role. Also, the style we address these services are ultimately tied to streamlined technology, infrastructure and data.

Prisoner of war: Lisa, now that you have a more strategic view of the services provided by city departments accept you reorganized IT to better serve the department needs?

LB: We continue to have 3 relationship management areas, but overall there is more alignment than previous. It is very common for an enterprise project to touch all three areas. 4 years agone, we likewise developed an Enterprise Process and Systems Team (EA). This grouping supports the development of the EA, all process work, technology pick and support. When a new need surfaces, they work closely with the Relationship Manager and the affected departments to perform an EA discovery assessment. This allows u.s.a. to validate our organizational blueprint, and update where needed.

This doesn't come without challenges and resistance. Every bit you tin can imagine, changing organizational structure is non always the answer, and this approach is not always a quick and dirty solution. This is a strategic arroyo, that can take fourth dimension, merely in the end will replace antiquated technology solutions, ensure funding is allocated to the highest demands and more importantly provide for more than seamless business processes, where the Citizens will continue to run across improved services.

Nosotros continually reevaluate the alignment of Relationship Managers to the areas they support. We want to ensure nosotros are evolving as the Community changes. The new free energy around cities is the discussion of Smart Cities, and Cyberspace of Things. We are assessing whether our electric current internal construction and governance will support the changes needed to motility u.s. forwards.

This model helps us provide a much-improved response to the needs of the city departments and enables us to strategically improve services with a strategic governance process that optimizes the projection selection process on an enterprise level. We still take a lot of work to practise but I believe the Information technology team is on the right runway and making significant progress to improve services to Rochester citizens.