• incredible wealth of subject matter from experts throughout our enterprise, have them take the actual lead on the project, have them drive the change and simply overwhelm the buy-in problem," Miszewski said. "We started with gathering and analyzing the data, and building a solid business case upfront."

    For government in general, the biggest challenge on the horizon is learning how to increase the pace with which they adapt to a changing environment, Miszewski said. "All organizations change and adapt, but government has always remained at a slower pace to increase stability in our society."

    A key to government adapting and increasing the pace with which it responds to changes, he said, is to change the thought paradigm in government. "We no longer think that we can't perform at the same level or better than the private sector," Miszewski said. "We no longer think of ourselves as a small enterprise only made up of Cabinet agencies."

    -- Jim McKay, Justice Editor

    Michael Moore


    San Diego County, Calif.

    Saving the Alliance

    Michael Moore became CIO of San Diego County in November 2002 -- not exactly the best time to take the job. In October 1999, the county signed a seven-year $644 million contract with the Pennant Alliance to outsource all county IT operations, and the contract's first few years weren't pleasant.

    The lead vendor for the alliance, CSC, was fined $2 million for failing to meet service goals during the contract's first year. The vendor also faced a $250,000 fine for not migrating county employees to a common e-mail platform.

    Before joining San Diego County, Moore worked for SAIC, a member of the alliance, for 11 years, serving as an operation manager and corporate vice president responsible for State and Local Information Technology Outsourcing. When he became CIO, Moore spent a considerable amount of effort working with the alliance to turn around the outsourcing initiative.

    Now the initiative is viewed by many as a good model for public/private collaboration on IT in local government.

    Moore said he enjoys trying to change the culture of government work.

    "I was fearful when I came to the public sector that change would be something that wasn't welcome, wanted or doable," Moore said. "I've found that change is not only welcome, but it's very doable."

    San Diego County, like many others, faces a significant challenge in improving internal business processes. It's not necessarily the work involved in scrutinizing how things are done, it's taking the results of that analysis and devising enterprise policies.

    "The hardest part about public-sector IT, in my view, is you have 50 very disparate business units -- unlike companies," he said. "If you're in the oil business, your company may have different divisions, but they're all in the oil business. The hardest thing I've had to deal with since joining the public sector is making enterprise decisions that work for 50 disparate business units."

    Moore said the county will next focus on implementing a property tax software package that integrates all agencies involved in property assessment, and property tax collection and remittance. The county also plans to set foundation for mobile applications for health and human services staff.

    Shane Peterson, Associate Editor

    Danny Murphy


    Phoenix, Ariz.

    Maximizing Technology's Value

    Phoenix cracked the top 10 for its population category in the 2004 Digital Cities Survey -- the first time the city placed that high.

    As CIO, Danny Murphy said one of his biggest roles is to collaborate with the mayor, City Council and the city manager to get the most value out of technology from both an investment standpoint and a practical