To better address statewide needs and goals, beginning in 2021, GEAR’s functional teams of Financial Services Delivery, Human Resources Delivery, and IT Efficiency were consolidated into the Enterprise Services Delivery Team.  Prior to the formation of the Enterprise Services Delivery Team, the GEAR functional teams worked on individual agency projects.  These initial individual agency projects were well underway or moving to completion and being replaced by projects that were enterprise-wide in scope and would affect the Financial Services Delivery agencies (Office of Management and Budget, Department of Finance, Office of the State Treasurer, Auditor of Accounts, and Controller General’s Office) and the other GEAR functional teams.

The Enterprise Services Delivery Team was established to serve as a forum to facilitate communication among State organizations to do things more effectively, collaborate on ideas, and identify resources to support projects with enterprise-wide implications.  The primary function of the Enterprise Services Delivery Team is to serve as a clearinghouse where business and technical subject matter experts talk together to understand business processes, technical solutions, and resource requirements (i.e., personnel and funding) for statewide finance, human resources, and information technology projects/solutions.  The Enterprise Services Delivery Team communicates these requirements externally (e.g., for budget allocations), prioritizes project work according to capacity needs, and identifies how to sustain these projects over time across agencies.

Principles for Enterprise Services Delivery

The current guiding principles for the Enterprise Services Delivery Team, based on project updates that are entered into a Strategic Project Roadmap, and reported to the GEAR Board are:

i.    Developing enterprise strategy for agencies and systems, identifying risks and integration points

ii.   Identifying times of potential change saturation

iii.  Improving financial management and facilitating budgeting processes

iv.  Identifying economies of scale

v.   Building desire for change and sharing lessons learned across agencies

vi.  Developing competency centers for project management and business analysis

vii.  Estimating break-even and return on investment

viii. Reorienting projects/agencies toward outcomes, rather than competing for resources (i.e., eliminating the “silo mentality”)

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