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have done this because it casts a lot of money. The software and hardware is just one piece of <br />this. The other is Business processes -not the technology itself but what you want the technology <br />to do to run and support the business - it needs to be clear. When business processes are not <br />clear, software is bought and then changes have to be made so that the software can fit. It is <br />important that management knows what they want to accomplish. <br />Commissioner Gordan asked about how best to use the technology and if Kevin Fitzgerald <br />has a recommended process. Kevin Fitzgerald said that when he has had to make a change far <br />something that should be automated - he looks at the requirement and the requirement drives the <br />decision far the software. A big issue is having the capacity in the staff. Staff would need to be <br />hired or it would need to be contracted out. He made reference to Gaal Alignment and asked if the <br />Strategic Plan {which is the technology plan} is taking into consideration where the technology is <br />moving and including the County Commissioners' goals. Performance Measurement looks at what <br />the measures of performance are an the part of technology in response time, problem solution, <br />effectiveness and efficiency. This needs to be built in so that the County Commissioners can see <br />what kind of return they are receiving on their investment. Project Management - IT project <br />management -when the County purchases software, there is always an issue of management, risk <br />and contingencies and if they are followed up. Project Management is essential and critical. <br />Kevin Fitzgerald stressed the importance of strong intergovernmental relationships -County <br />with State and other municipalities. The County serves as an agent of the state by providing <br />services involving child support, health and social services. The State provides services through the <br />County. Therefore, it is important that the County have enough staff that are trained and able to <br />support the technology mandated by the State. Kevin Fitzgerald noted that in Orange County <br />several of the departments have staff designated as technology staff for that department or area of <br />government. He feels that being supportive of technology and technological advances is important. <br />Regarding training and development, staff must be trained as technology changes. <br />Kevin Fitzgerald said that technology can support anything the County wants to do, but a <br />determination needs to be made to be sure it can be cost justified. Also, the departments need to <br />look at what they are doing and ask if this information was moved to the web would it have value to <br />the citizens. It is very important to provide information to the citizens of Orange County via the web <br />that will benefit both the citizens and the County departments. <br />Kevin Fitzgerald made reference to benchmarking and said that what he is doing is talking <br />with the IT directors of different counties. When looking at organizational issues, same IT <br />departments handle cable franchising, computers in the schools, etc. <br />Commissioner Gordon asked Kevin Fitzgerald if he feels he is interviewing enough people in <br />the County and he said that he is interviewing enough people to get an overview and he feels it will <br />be complete enough to identify issues. On organizational issues, he is looking at haw the IT <br />department is put together and who they are reporting ta. He is seeing a variety of organizational <br />frames reporting to different people. Regarding the IT budget, Orange County seems low compared <br />to other counties particularly in terms of positions, (Guilford has 58, Buncombe 46, etc.) His initial <br />take on this is that the way that IT is framed here looks like a small unit in comparison to some of <br />the larger benchmarks. He is looking at the issues with the budget. In Orange County not all the <br />information technology functions go through the IT department. This works in different ways in other <br />counties. In terms of planning practices, looking at the strategic plans and capital planning can <br />project for the next five years what it will cost. In terms of working relationships with other <br />departments, that is a real important piece and that gets to fact that there are islands of technology <br />and staff in other departments of the County. What he is seeing in other counties is that most IT <br />