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Charlotte County highlights IT business‑analyst team achievements and countywide digital projects
Summary
IT business‑analysis staff told commissioners they have completed more than 70 roadmap items, digitized permitting and cemetery‑plot workflows, helped launch a county app and a utilities boil‑water map, and plan a countywide payments rollout July 1; an informal AI working group of 34 staff is exploring augmented workflows with human review.
Sandy Gough, IT business relationship manager, briefed the Charlotte County Board on the IT business‑analysis team’s work during the June 19 focus‑area workshop, listing completed projects, in‑progress items and planned work to improve citizen and staff services.
Gough said her team conducted more than 50 in‑person meetings across departments to assemble a departmental roadmap of roughly 150 items, of which her team has completed more than 70 and currently has dozens in process and pending. "That was our starting point," she said, describing efforts to identify quick wins and organization‑wide solutions.
Featured successes she cited include a proof‑of‑concept for department‑level service metrics (moving data out of spreadsheets into graphical dashboards), work on the Charlotte County app, a utilities boil‑water notice map for residents, digitizing cemetery‑plot ordering, automating notice of commencement recording for permits, stormwater permit digitization and an in‑house replacement for an underperforming animal‑control incident contract.
Gough told commissioners the county will deploy a countywide payment system called Paymentis, scheduled to go live for utility billing on July 1. The new payment platform will expand options (PayPal, Venmo, Apple Pay, Google Pay) and support in‑store cash payments at retail partners such as Walmart and CVS.
On AI, Gough said the county formed an informal working group of 34 staff across 11 departments to explore where AI can augment staffing and streamline reviews; she emphasized human oversight: "It is reviewed by qualified staff members," she said, describing AI as an assistant that surfaces items that then go to staff for final decision.
Next steps include moving projects from proof‑of‑concept to live metrics and scaling Paymentis beyond utilities, continuing to automate permits and case management workflows, and redesigning the employee intranet (Connect at Work) to improve staff findability and mobile access.
Commissioners asked about oversight and quality control for AI outputs; Gough said staff review AI suggestions and forward items to qualified personnel for verification.
No formal board action was requested; staff will proceed with scheduled go‑lives and return with implementation updates as projects advance.
