Interim CIO Services for a Florida County's Technology Department
Due to unexpected turnover, the county’s technology department faced challenges in leadership stability, organizational structure, and operational efficiency. The county sought to address these issues promptly to avoid any disruption in service delivery and ensure that the department was set up for long-term success. The county engaged Stonehill to provide Interim Chief Information Officer (CIO) services and oversee a strategic overhaul of the department’s structure and processes.
Solution:
1. Employee Engagement and Assessment
Stonehill began by conducting in-depth interviews with each department employee. This allowed us to gain insights into existing challenges, understand team dynamics, and gather individual perspectives.
These interviews revealed pain points that contributed to inefficiencies and morale issues within the department, enabling us to address specific complaints while fostering trust with the team.
2. Organizational Restructuring and Process Improvement
Based on findings from employee interviews and operational assessments, we developed a new organizational structure aligned with the county’s goals and priorities. This structure emphasized clear roles and responsibilities, enabling the department to function more efficiently.
We designed a sustainable management process to ensure ongoing accountability and responsiveness, focusing on robust workflows, improved communication channels, and decision-making protocols.
Key Performance Indicators (KPIs) were established to measure progress and monitor departmental performance over time, creating a foundation for data-driven decision-making and continuous improvement.
3. Recruitment of Permanent CIO
To maintain continuity and leadership, Stonehill assisted in recruiting and hiring a permanent CIO. We implemented a transition plan to provide a seamless handover, enabling the new CIO to take over smoothly without disrupting operations.
Stonehill also documented all new processes and provided comprehensive onboarding support, equipping the incoming CIO with the necessary tools and information to sustain the improvements made.
Results: Stonehill’s involvement transformed the technology department into a more organized, accountable, and responsive team. Key achievements included:
Enhanced Departmental Efficiency: The restructuring and new management processes reduced bottlenecks, improved workflows, and streamlined operations.
Increased Employee Morale and Engagement: Addressing employee complaints and building trust within the team fostered a positive work environment, improving overall morale.
Sustainable Improvement Framework: KPIs and the sustainable management process provided a framework for continuous improvement, enabling the department to align better with the county’s broader objectives.
Successful Leadership Transition: The new CIO entered a well-structured, efficient department with a solid foundation to continue making progress, setting the department up for long-term success.
Conclusion: By partnering with Stonehill, the county’s technology department not only navigated a period of leadership instability but emerged stronger and better equipped to meet the needs of the County and its residents. Stonehill’s hands-on approach and commitment to sustainable change ensured that the department could operate effectively well into the future.
