Civil Municipal - June 2024

S partnerships with managed service providers. He adds: “With our Flex Engineering capabilities, Ensono can tailor a solution to address many of the skill gaps found within local government.” Johnson says there are tools that cities and counties can use to recruit experienced ITmaintenance staffers.“Local governments can leverage their existing staff members’ vast network of the skilled IT workforce they already know. They can use a variety of outreach techniques (email, LinkedIn, phone calls, texts, etc.) that your staffers regularly use to stay in touch with their peers and contacts throughout the industry.” His conclusion: “Referrals from existing staff are one the most effective ways to recruit, especially when recruiting in the public sector space, given the unique nature of many of these positions.” Technology procurement in local governments demands a variety of skills, Johnson believes. He lists some of the key players who belong on the tech-buying team: • The chief information officer (CIO) provides strategic direction, aligning technology initiatives with organizational goals. • An IT project manager oversees project implementation, ensuring effective resource allocation. • Cloud ERP specialists facilitate the transition to cloud-based systems, enhancing efficiency. • AI and Internet of Things (IoT) specialists contribute innovative solutions. • Cryptocurrency and e-procurement specialists can help governments navigate evolving trends. • Other skilled personnel, including database administrators, IT support professionals, data analysts and network administrators can help the public sector ensure day-to-day operations, data management, informed decision-making, and infrastructure maintenance are well-addressed. The Ensono executive offers this final opinion on team building: “This diverse team composition reflects a holistic strategy, vital for successful and forward-thinking tech-buying decisions in local government settings.” Johnson says digital transformation in organizations (including governments) involves the mapping of the technology being used to the business functions that the organization performs. “Public sector employees at large will need to have the skill to map the relevant data and technology resources to the business functions they serve in government. These staffers will need to work out what information is consumed and then define how it’s delivered back to agencies and the public that uses it.”He adds that governments can assess their current workers who understand the business side of government. Those workers, he explains, can be trained to work as business analysts, data architects, and program managers. Johnson points to one procurement tool that can offer potential value: “Cooperative purchasing agreements can indeed be extremely instrumental in helping cities and counties secure the necessary IT support services for their jurisdictions. By collaborating with other entities, local governments can benefit from economies of scale, negotiating better rates, and accessing a broader range of expertise. This approach fosters cost-effectiveness, enhances procurement efficiency, and allows for shared resources, enabling municipalities to navigate the complexities of IT support services more effectively.” 16 CIVIL AND MUNICIPAL VOLUME 05, ISSUE 06