But with community input, the vision evolved. Sure, the fiber could spur development and drive economic growth - they knew that going in. “These discussions transformed our vision of what to do with that asset,” he said. Take for example the recently completed deployment of a countywide fiber-optic network. These public gatherings have directly informed the IT agenda. He’s hosted events on the future of education, the nature of work, and what it means to be an intelligent community. ![]() “The idea is to bring together leaders from education, from the community, from government, to think about what might be possible,” Belcher said. To meet the challenge, Belcher has gone right to the source, organizing a series of public gatherings around the theme of “Defining Arlington’s Digital Destiny.” It isn’t easy to know what the public wants or needs, or how IT can best facilitate. That next step is all about understanding your community.” “Taking it to the next step is what distinguishes a CIO from an IT director. “If you make sure the network is running, that the servers are secure - well, that’s what you are expected to do,” he said. ![]() He says his department’s job is to serve the public good, a mission he pursues with uncommon vigor. That’s the secret sauce of delivering excellent IT services.”Ĭlick here to see all the winners in this category.Īrlington County, Va., 1st Place, 150,000-249,999 Population CategoryĬIO Jack Belcher doesn’t just want to be a back-end provider. “As IT leaders, we have to build these cultural processes, something bigger than any one project. in organizational development come in for multiple sessions to refresh our Values and Expectations document, to do a workshop geared around what it means to take ownership,” he said. How can a government IT leader spark that entrepreneurial spirit? Much of it comes down to setting expectations. There’s a sense of ownership that drives the project forward, which in turn leads to an enhanced, more reliable product for the customer,” Monaghan said. “He taps into other members to support that, but ultimately he owns that. Same goes for the analyst overseeing the replacement of the first-generation VPN platform. We’ve never had an outage on that virtual farm, because he has really taken it to heart that those are his,” Monaghan said. We know what we have, and as a result the service level is very high. Take for instance the network analyst in charge of the VMware farm. Everybody knows who is responsible for what, and we ask people to be entrepreneurs over their own services. “We’ve done workshops, we have done a whole service-management initiative aimed at defining everything we offer, every piece of equipment we manage, so that everything has an owner within IT. “We spend a lot of time building culture around taking an entrepreneurial approach,” he said. Mostly, though, Monaghan’s task as an IT leader has been to impart a sense of ownership to all involved in supporting the county’s technology needs. Investments in cloud have helped him to make the most of sparse resources. That means doing the big jobs first: Cybersecurity is critical and he’s attacked that. ![]() Including First advocate for wild mustangs in Nevada Velma Bronn Johnston, military officer and professor of military science Thomas Charles Prunty.
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