| Summary of Engagement
Scott County recognized that its internal services were not satisfying the line departments and that line departments were using the poor performance of internal services as an excuse when they failed to meet their own performance targets. With PSG’s assistance, the Scott County Administrator realized that some of its internal services were attempting to perform the dual roles of providing services and enforcing compliance with county policies. In many cases, employees were conflicted and uncertain which role they were performing at any given time. By listing and categorizing all their work into either service or control functions, they were able to improve performance in each area. For example, the information technology department spun off a governance function that determined policies and standards from the service function, which operated information systems and supported operating applications for the divisions. This positioned the services unit to please its customers instead of telling them why they couldn’t do something. The IT governance function then adopted a winning compliance approach.
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