Regional government enhances IT service delivery through digital transformation strategy

The Capital Regional District (CRD) is a regional government on British Columbia’s southern Vancouver Island and Gulf Islands, providing critical services and serving about 440,000 people across 13 municipalities and three electoral areas.

The organization saw an opportunity to improve customer service and better support their region’s growing needs by embracing modern technology. The question was: What’s the right way forward?

The CRD’s closer examination of IT services (recently renamed the Technology and Digital Transformation division) revealed additional potential within the department. They recognized the need to modernize their technology systems to better support and align with the evolving needs of program and service delivery across the CRD. This created an exciting opportunity: to clarify the role of the division, highlight the value it brings, and enable the team to be a more integrated, strategic partner in supporting the region’s goals.

The CRD needed to redefine what IT services and digital delivery meant, and they knew there was a lot on the line by not changing. They risked inefficiencies, continued use of legacy systems, and siloed decision-making. And perhaps more importantly, they risked putting their inter-departmental relationships in jeopardy.

And the risk was not only internal. The ability to deliver essential services to citizens depended upon the right technology and processes to meet their evolving needs and preferred channels.

The CRD recognized the need for an IT service delivery review and an experienced partner. Engaging MNP provided the guidance and expertise to develop an approach and supporting plan to modernize its technology, enhance service delivery, and improve operational effectiveness.

“MNP understands municipalities. We saw their experience with other local governments and knew they could provide tailored insights rather than generic solutions. They offered strategies that we could adapt for our environment and residents. “

– Ken Johansson, Project Portfolio and PMO Manager, Capital Regional District

After an in-depth procurement process to find the right partner for the task, the CRD selected MNP Digital. The two organizations were already partners, working together on initiatives related to governance and project management infrastructure, so the CRD was familiar with how MNP Digital works. MNP’s team approached this solution — a service delivery review and roadmap — in a way that was structured, yet highly collaborative.

The project moved beyond just handing over a report. The MNP team interviewed team members across the organization to help understand the existing state of technology, how the Technology and Digital Transformation division was currently being perceived, and the CRD’s priorities. From there, they were able to identify gaps and areas of improvement. This collaborative approach was also a testament to the CRD team, who proved to be committed and fully onboard with not only implementing a solution, but in ensuring its success.

What they found was that the Technology and Digital Transformation division needed to take important steps to strengthen its role as a strategic partner to CRD departments. This included:

• Developing a modern IT Service Catalogue to clearly articulate the services offered and how they support departmental needs.
• Creating a strategic IT roadmap aligned with organizational priorities to guide technology investments and operational planning.
• Establishing a platform for meaningful engagement with each department to better understand their unique business areas, operational cycles, and service delivery goals.
• Clarifying roles and responsibilities to improve communication and support accountability across teams.
• Embedding consistent, formalized processes to enhance project delivery and service execution.
• Continuing to build trust by demonstrating IT’s value as a collaborative and responsive partner across the organization.

Initially, because of the existing lack of visibility between IT and the other departments, there was skepticism across the organization about whether this planned digital transformation would deliver results. Because of this, the IT strategy and digital strategy was prioritized to demonstrate how the plans and new technology would make a true difference in local government.

Beyond strategy, the Technology and Digital Transformation team began working with the other departments within the CRD to develop an understanding of the services they deliver, so IT could adapt their services to meet the overall objectives of the organization.

“What was interesting about this project is that this engagement and solution could be seen as more of an organizational function, not a technical function. It really wasn’t something we could fix for them, their team had to feel enabled to take ownership of this digital transformation. “

– Simon Daley, Partner and Digital Advisory Leader, MNP Digital

Together, these improvements provide a sustainable, efficient, and effective IT governance and service planning model to move the organization forward and ensure the CRD’s technology services remain responsive to the evolving needs of the region.

The critical success factors that supported the division’s technology modernization and transformation included MNP Digital’s comprehensive IT service review and the invaluable feedback gathered from CRD departments. These insights helped guide the development of the overall technology roadmap.

Additionally, the implementation of a governance model, the establishment of Project Portfolio Management (through a dedicated IT PMO), and the foundational work to support the development of the CRD’s technology/digital strategy supporting roadmaps have all played a pivotal role. Supported by MNP Digital’s thought leadership and strategic guidance, the Technology and Digital Transformation division has strengthened service delivery and advanced operational excellence across all CRD departments and divisions.

The impact of the digital service review and roadmap was felt nearly immediately across the CRD. The engagement did not just transform the technology — it transformed the way the entire division works. Now, they are no longer siloed but are considered a true collaborator and enabler in the organization.

Their internal relationships continue to get stronger. And by improving their service delivery and implementing a project management office and processes, it’s set the team up to make better, more informed decisions.

Additionally, the review and roadmap has helped the CRD improve their external relationships. Since the implementation, they have collaborated with other municipal technology departments across Vancouver Island and renewed their relationships with the digital leaders of surrounding municipalities.

“One of our biggest takeaways from working with MNP has been the impact of structured collaboration. We now have defined processes, a supportive IT governance model, and a clear IT roadmap that help us align and prioritize technology decisions with the strategic goals and operational needs of the organization. Representatives from across all departments are now actively involved in shaping technology investments and digital service delivery—ensuring business and technology decisions are made together, rather than in isolation.”

– Chris Hauff, Senior Manager of Technology and Digital Transformation, Capital Regional District

The success of this engagement is a strong reflection of the trust and collaboration between the CRD and MNP Digital, as well as the commitment of the CRD’s Technology and Digital Transformation team. Historically, many departments viewed IT as a service that operated independently of their needs. Through this initiative, that perception has shifted — departments now see IT as a strategic partner, actively collaborating to deliver solutions that support their goals.