Mike Goodrich

1

• Mike Goodrich
• Director of Administration
• Arlington Economic Development
• Christopher T. David
• Chief Technology Officer

2
Who We Are

• Arlington County Government
• Full Service Municipal Government with 3,500
  employees
• Located directly across the Potomac River with a
  vibrant community feel to it, great neighborhoods
  and a great business climate
• Arlington Economic Development
• Arlingtons marketing engine for a sustainable
  community
• 3 Distinct Business Units (Business Investment,
  Real Estate Development and Convention and
  Visitors Service

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Never a Dull Moment!

• 2nd smallest County in the USA
• Population 189K (night) to 220K (day) 26 square
  miles
• Host to the Pentagon and Reagan National Airport
• Dept of Technology 63 FTEs
• User base 3500 County staff over 16 Departments
  and 40 remote sites

4
Software as a Service (SaaS)

• Salesforce.com (AED)
• Oracle On Demand (ERP)
• - offsite hosting, not SaaS
• Web monitoring (LIB)

5
Customer Relationship Management

• Previous systems
• ACT was revolutionary 6 or 7 years ago
• 7 year Journey to select system
• Selected SalesForce.com
• Antiquated business processes
• Performance Data lacking
• Lack of standards
• Management Reporting
• Spreadsheets were being maintained
• Executive management unable to track and monitor
  successes and/or failures

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Why We SelectedSalesforce.com

• Multi-functional Applicability
• Marketing
• Lead Generation
• Sales Reporting
• Data Management
• Key Capabilities that addressed our Pains
• ASP model decreased reliance on central IT,
  which they agreed they could not support an
  infrastructure
• Business processes continue to evolve, the
  application can as well
• Integration with Outlook e-mails/calendar

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How we rolled it out

• Endorsement Adoption
• Mandatory from the top down
• Application Administrator re-engineered business
  processes with work team present
• Business Re-engineering
• Data converted rapidly, used existing SalesForce
  tools
• Simple adoption of business processes to the
  technology
• Deployment Plan
• Virtually no IT involvement
• Integrating web to lead functionality
• Phase 3 integration of Oracle e-business suite
  with SalesForce.com

People Process Technology
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Where are we today

• Deployment Update
• 30 users
• Everyone uses it Pay For Performance will be
  linked
• Adoption Metrics
• Re-thinking of our business processes alignment
  with Strategic Plan
• 30 users
• Business Pains Addressed
• We can better manage sales activity
• Information sharing when one is out occurs
  instantaneously
• Next person hired can pick up where old one left
  off
• Fits into Business Continuity Plan

9
Problems Encountered Lessons Learned

• Problems
• Top Management must hold people accountable
• Language becomes problematic sales processes
  may need to be re-named
• Lessons Learned
• User adoption is harder than learning to
  administer
• Tailor your training to your audience
• Identify key champions within the organization

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Unexpected Pleasant Surprises

• Adoption/Usage
• People are sharing information that they never
  did before
• Visibility promotes honesty
• No hidden agendas
• Reporting very robust
• Management reports provide real time data

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Future possibilities

• Case management
• Dashboards
• Work order management
• Integration with other County Enterprise systems

Leverage
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