To ensure success when buying tech, local governments need to do their homework

Municipal officials need to analyze their agency’s current IT setup as they consider upgrades, says Lauren Powalisz, principal, state, local higher education leader, Deloitte Consulting, a global management consultancy that provides technology, strategy and operations and human capital consulting for many industries, including the public sector.

“Performing a current IT landscape assessment is an integral, and often overlooked, part of the process that is central to understanding how the new technology will need to integrate across various departments and their existing platforms and systems,” Powalisz explains. She adds that this assessment can also help identify if any other vendors need to be involved with implementation and integration.

As an agency considers a technology product or service procurement, Powalisz urges officials to look at the big picture. “They should first have a clear understanding of how the technology will advance their mission and meet their business goals in the short and long term. While promoting competition, local governments should approach procurement as a multifaceted process, defining clear objectives and understanding all the existing tools and technologies that may be impacted as a result.”

The person spearheading the IT purchase needs to have a couple of characteristics, the Deloitte Consulting executive says: “There should be a leader at the agency with a vision for what the technology product or service will achieve and who is empowered to actively participate with the vendor.” She adds: “IT should not be the singular driver of the decisions; the business or mission elements also need to be at the table.”

Several of the following tools, says Powalisz, can help agencies before they develop the procurement instrument for the tech purchase. These include:

Cities and counties, says Powalisz, should be aware of and have knowledge of state and local laws and policies that govern technology procurement efforts and initiatives.

She explains that local teaming relationships—where larger technology vendors partner with small, local businesses—can bring value to local governments. These local firms can include the following under-represented groups as owners: women, veterans, minorities and small businesses.

Multiple skills and user groups should be represented on the committee that will be involved in the procurement, Powalisz tells Co-op Solutions. “The tech-buying team should be comprised of individuals who represent the business that will be served within the local government space, those who have knowledge of the technology, and those who understand the market environment.” She adds that cyber-security leaders, business officials and representatives from the agencies and organizations that will be using the tools, products and services should also be part of the committee.

Prior to starting an IT purchase, it’s crucial that cities and counties learn what skills are required to acquire and maintain the technology service, solution or product that is under consideration. “Once aligned on the specific item, system or service, assembling a multi-disciplinary team with experienced professionals who understand the technology, as well as cybersecurity leaders, is a leading practice,” Powalisz explains.

Yes, technology continues to evolve and advance at a rapid pace. That’s why government buyers and administrators need to stay current. “Tech buying teams should stay abreast of the latest innovations and be able to properly determine technology needs and make informed decisions on technology acquisitions,” Powalisz says.

New systems may aid the public sector in replenishing their labor pools as employees retire. “As many government entities face shifts in their workforce, specifically in the fields of technology and cyber security, local governments can leverage technology to improve both the recruitment process and the worker experience,” Powalisz states.

She notes that digital tools such as intelligent process automation and predictive analytics can streamline processes. These tools, she says, can provide employees more time to focus on critical constituent service delivery. Deloitte Consulting has a resource on this topic.

Collaborating with outside organizations can also help, she says. “Partnering with stakeholders in the local workforce and labor ecosystem can help local governments understand the impacts to job performance and update job functions, roles and responsibilities. This can help lead to smoother procurement and implementation.”

Some governments find cooperative contracts useful when they are in the market for technology products and services, Powalisz says. “Cooperative purchase agreements can significantly help local governments save time and resources, as well as provide more options for procurement. Many states often have contracts available that can be leveraged at the local level. There are also several national-level vehicles that can also be utilized by state and local governments.”

To do its work, the public sector must have an adequate labor pool. Here’s how to achieve that, according to Powalisz: “Government agencies at all levels—federal, state and local—will need to be acutely focused on what the future of work in government will look like. Attracting, retaining, and reskilling workforces are paramount to making sure that government agencies have the workers they need to effectively serve the public.” Deloitte Consulting has a Deloitte Insights item on this topic

And what about the hot topic of artificial intelligence (AI)? Powalisz offers this response: “In the case of AI procurement, Deloitte advises that governments assemble multidisciplinary teams that specialize in designing, procuring, evaluating and operationalizing AI systems. It’s important that these teams have the requisite policy and technology expertise, including both software and hardware, machine learning and data science, data engineering, procurement, ethics, and human rights.” Powalisz directs readers to these World Economic Forum guidelines on this topic.

Michael Keating is senior editor for American City & County. Contact him at [email protected].