1. The CEO / CIO relationship A key building block to success James L. Ley, County Administrator, Sarasota County Florida Bob Hanson, Chief Information Officer, Sarasota County Florida

2. CEO / CIO relationship The critical question the CEO needs to answer: “Where are you taking your community as it’s CEO?” -- Operational focus with incremental change? -- Transformational focus with dramatic change? Success is dependent on an honest appraisal of direction.

3. CEO / CIO relationship If you do not know where you are going – any road will take you there You can be the architect of change or the tenant of results NO TEAM CAN SUCEED WITHOUT LEADERSHIP The Point Is: The Need for a Transformative Strategy

4. CEO / CIO relationship  Building Bridges and Partnerships  Building Organizational Capacity  Building Community Three Critical Strategic Themes

5. CEO / CIO relationship My mission as CEO for Sarasota County was dramatic transformation framed by four strategic goals: Building Organizational Capacity – the financial pressures on governments will continue and accelerate, we needed to create an organization focused on continual improvement and productivity gains. Transforming Citizen Relationships – the efficiencies of automation and the expectations of the boomer generation drive regular review of the channels we provide our constituents to obtain service and participate in the governing process.

6. CEO / CIO relationship Building bridges and partnerships – public service organizations can accomplish more, more efficiently and more effectively working together toward a common objective than working redundantly on duplicative solutions. Building on a strong foundation of technology – the private sector has proven technology as an enabler of enormous gains in productivity and efficiency, we must harness those gains in all aspects of public operations.

7.  1940s–1980sFinance  1980-1988 Customer “In Search of Excellence” – Tom Peters  1988-1992 Process TQM Movement  1990-1998 Employee “Fifth Discipline” Peter Senge  1996-2001 Technology  1998-PresentNot for Profit as a Business “Governing by Network” Goldsmith/Eggers “The Price of Government” Osborne/Hutchinson Understanding the Evolution of Performance Management Drivers CEO / CIO relationship

8. Customer Process Employee Finance Customer Process Employee Finance Customer Process Employee Finance For Profit Perspective Nor For Profit Perspective Public Sector Perspective The Scorecard Ladder Evolution of Performance Management Drivers and the Balanced Scorecard

9. CEO / CIO relationship “The Third Wave” Alvin Toffler The Evolution of the Nature of Work

10. CEO / CIO relationship “The illiterate of the (Twenty-First Century) will not be the individual who cannot read and write, but the one who cannot learn unlearn, and relearn.” Alvin Toffler Building High-Performance Organizations The Evolution of “THE NATURE OF WORK”

11. before 1800 Subsistence Farming CRAFTS PHASE Work is Holistic CEO / CIO relationship ML T Building High-Performance Organizations The Evolution of “THE NATURE OF WORK” Courtesy of 2004 Commonwealth Center for High Performance Organizations

12. 1900 INDUSTRIAL PHASE Division of Labor  Vertical  Horizontal CEO / CIO relationship INDUSTRIAL ENGINEERS MMM L TTTTT OWNERS EXECUTIVES Upper Class MANAGERS Working Class LABOR FOREMEN “SCIENTIFIC MANAGERS” Building High-Performance Organizations The Evolution of “THE NATURE OF WORK” Courtesy of 2004 Commonwealth Center for High Performance Organizations

13. CEO / CIO relationship M T L Line TS GS TOP MGT CUSTOMER Microbusiness Building High-Performance Organizations The Evolution of “THE NATURE OF WORK” Courtesy of 2004 Commonwealth Center for High Performance Organizations

14. 2000 NETWORKED TALENT MODEL LM T TS LM T LM T LM T LM T Leadership Team Task Team Management Team Building High-Performance Organizations The Evolution of “THE NATURE OF WORK” CEO / CIO relationship Courtesy of 2004 Commonwealth Center for High Performance Organizations

15. L M T TS Line TS GS TOP MGT CUSTOMER CEO / CIO relationship Percent of Time Spent on Each Function at Each Level of the Organization in the Networked Talent Model T M L TS Top Management First Line Building High-Performance Organizations The Evolution of “THE NATURE OF WORK” Courtesy of 2004 Commonwealth Center for High Performance Organizations

16. TS Team Skills, Team Skills, Abilities, and Behaviors n see slide 19 for these skills Team Skills, Team Skills, Abilities, and Behaviors n see slide 19 for these skills “WORK” IS HOLISTIC IN THE NETWORKED TALENT MODEL Courtesy of 2004 Commonwealth Center for High Performance Organizations

17. TS M T Management Skills, Abilities, and Behaviors  Causal Modeling/Systems Analysis  Performance Planning  Project Management and Execution  People Development  Plan Implementation, Monitoring, and Adjustment  Outcome/Results Variance Analysis  Open Communication Management Skills, Abilities, and Behaviors  Causal Modeling/Systems Analysis  Performance Planning  Project Management and Execution  People Development  Plan Implementation, Monitoring, and Adjustment  Outcome/Results Variance Analysis  Open Communication Task/Technical Skills, Abilities, and Behaviors n continuously broaden and deepen task/ technical skills and abilities Task/Technical Skills, Abilities, and Behaviors n continuously broaden and deepen task/ technical skills and abilities Team Skills, Team Skills, Abilities, and Behaviors n see slide 19 for these skills Team Skills, Team Skills, Abilities, and Behaviors n see slide 19 for these skills “WORK” IS HOLISTIC IN THE NETWORKED TALENT MODEL Courtesy of 2004 Commonwealth Center for High Performance Organizations

18. TS ML T Leadership Skills, Abilities, and Behaviors n Strategic Customer Value Analysis n Vision/Values to Strategy/ Structure/Systems n Suprasystems Integration/ Stewardship Stewardship n Learning/Thinking/Changing/ Renewing n Enabling/Empowering/ Energizing Leadership Skills, Abilities, and Behaviors n Strategic Customer Value Analysis n Vision/Values to Strategy/ Structure/Systems n Suprasystems Integration/ Stewardship Stewardship n Learning/Thinking/Changing/ Renewing n Enabling/Empowering/ Energizing Task/Technical Skills, Abilities, and Behaviors n continuously broaden and deepen task/ technical skills and abilities Task/Technical Skills, Abilities, and Behaviors n continuously broaden and deepen task/ technical skills and abilities Team Skills, Team Skills, Abilities, and Behaviors n see slide 19 for these skills Team Skills, Team Skills, Abilities, and Behaviors n see slide 19 for these skills “WORK” IS HOLISTIC IN THE NETWORKED TALENT MODEL Management Skills, Abilities, and Behaviors  Causal Modeling/Systems Analysis  Performance Planning  Project Management and Execution  People Development  Plan Implementation, Monitoring, and Adjustment  Outcome/Results Variance Analysis  Open Communication Management Skills, Abilities, and Behaviors  Causal Modeling/Systems Analysis  Performance Planning  Project Management and Execution  People Development  Plan Implementation, Monitoring, and Adjustment  Outcome/Results Variance Analysis  Open Communication Courtesy of 2004 Commonwealth Center for High Performance Organizations

19. Building High-Performance Organizations Team Skills, Abilities and Behaviors  PROCEDURAL  PROBLEM-SOLVING  BEHAVIORAL types of meetings core values/ground rules charter content vs. process meeting management: procedural rules, agenda, physical setup, evaluation, etc. process roles: facilitator, recorder, time keeper setting climate large group design issues presentation skills a guiding model: theory and approaches steps (opening up and closing down phases) techniques appropriate in each step/phase understanding assumptions and causes using values to test outcomes bringing creativity into problem-solving; breaking paradigms  PERSONAL LEVEL  personal assessment (Goleman’s E.Q. vs I.Q.)  personal change (Covey’s 7 Habits)  personality differences (MBTI)  individual management styles (Grid)  learning styles  personal vs. organizational values  time management  INTERPERSONAL LEVEL  communication (style, ego states, non-verbal, assumptions, obtaining information, listening)  feedback and coaching  appreciating differences  conflict management and negotiation  dealing with difficult people  appreciating diversity  dealing with feelings and emotion  TEAM LEVEL  what is a team?  types of teams  team dynamics and stages of development  team roles  culture change  dealing with resistance  team building  characteristics of high-performance teams SURVIVAL KIT Courtesy of 2004 Commonwealth Center for High Performance Organizations

20. CEO / CIO relationship Foreword Most CEOs view their CIOs as effective operational leaders. Yet only a few view them as full business leaders. There’s an opportunity for CIOs to build their relationship with their CEO and other stakeholders—to increase their influence and to enhance the contribution of IS.

21. CEO / CIO relationship

22. Select a CIO as partner based on your style and mission. A transformative CIO will fail under a risk averse CEO. Likewise, a support oriented CIO will fail to satisfy the objectives of a transformation focused CEO.

23. CEO / CIO relationship Progress towards those broad transformative strategies has led to our focus on these major enterprise system technology investments

24. CEO / CIO relationship In addition to investments in technology, our strategic objectives have led us into the following efforts: 1.Partnership with the School Board. 2.Sharing applications with other public sector institutions. 3.Disaster recovery collaborative. 4.Economic development partnership.

25. CEO / CIO relationship Conclusion: The CEO / CIO relationship can lead to successful change.

26. CEO / CIO relationship The successful CEO / CIO relationship is founded on reason and built on results. “First, know thyself” Socrates