DOA IT Strat Plan OVERVIEW 2014

Agency IT Strategic Plan 2014

Montana

Department of

Administration

“The Backbone of State

Government”

Sheila Hogan,

Director

Your IT “Department”

The State Information Technology Services Division (SITSD)

SITSD provides many of the core IT services to our Department, including network

connectivity, computer support, email, telecom support and other “basic” IT services.

SITSD also hosts the technology infrastructure of some of our major systems, such as

SABHRS and the Department’s website. In addition, SITSD provides enterprise IT

services to the rest of the State. The DOA spends approximately $2.2M per year to SITSD

for services they provide or for pass-through costs managed by SITSD.

Michael Sweeney, DOA IT Manager

Provides the overall leadership, guidance and coordination of all IT

activities across the DOA. Michael conducts the DOA’s technology

planning and budgeting, brokers and manages services from vendors

and SITSD and ensures Divisions successfully deploy and use

technology that support the DOA’s mission to serve, satisfy and support

our customers.

Linda Glatz, Senior Systems Analyst

Conducts business process and systems analysis and performs IT project

management. Linda applies a broad IT knowledge across a diverse array

of business units and helps develop and implement solutions by

performing complex analysis of systems and processes and functions as

the project manager or project coordinator on projects.

Why an IT Strategic Plan?

Services and

Customers

Business

Operations

Foundation and Infrastructure

Governance and

Guidance

• Governance and Guidance supports the

strategic planning, budgeting and alignment

with the Department’s mission and the

Governor’s and State CIO’s objectives

• Foundation and Infrastructure supports a

stable, consistent technology to efficiently

and effectively support current operations

and enable future capabilities

• Business Operations are the day to day

operations of your Divisions

• Services and Customers is what we’re all

about, whether they are other agencies,

citizens or businesses, our department

exists to serve them

Deliver Services

Align with the Department’s

Vision, Mission and Goals

Manage Information

Establish Standards and

Best Practices

Department Mission,

Vision and Goals

Vision

To be the role model for state government agencies in delivering excellent customer service

Mission

To serve, satisfy and support our customers

Goals

1. Advance the department's mission, vision, and values by providing excellent, timely, and

cost-effective customer service.

2. Create and maintain a highly qualified, professional, diverse, and responsive workforce that

accurately reflects the labor force in Montana and supports the department's mission, vision,

and values.

3. Promote a safe and healthy work environment for employees to experience job satisfaction

in their achievements and contributions to the agency's mission and vision.

DOA Information

Technology Goals

GOAL 1: DELIVER SERVICES - Assist divisions in providing

services that meet our customer’s needs and support their

Vision, Mission and Goals.

GOAL 2: MANAGE INFORMATION - Develop comprehensive

information and data management strategies and associated

supporting programs.

GOAL 3: ESTABLISH STANDARDS AND BEST PRACTICES -

Establish an IT services foundation based on standards, best

practices, and fiscal sustainability.

Assist divisions in providing services that meet

our customer’s needs and support their vision,

mission and goals.

Goal

Deliver Services

• Improving access to information will help our

customers to more easily find information they

need, efficiently contribute information they are

responsible for and enable transparency in

State of Montana information and operations.

Objective 1-1: Enhance and improve access to information

Deliver Services

• Good customer service is the cornerstone of the

Department’s mission. Poor customer service,

whether real or perceived, inhibits our ability to meet

our mission.

• The ability to identify and quantify processes and

services and their effects on customer service will be

a key to this objective and help business process

owners to make decisions that support superior

customer service.

Objective 1-2: Enhance and improve customer service

Deliver Services

Objective 1-3: Streamline services and create a DOA services identity and culture

• Many divisions in the DOA provide complimentary or

overlapping services but are “siloed” in the way they

are delivered and inadvertently create disconnects

and redundancies, resulting in barriers to accessing

information and good customer service.

• Success of this objective will help us better identify

key areas for IT investments and resource allocation

when it comes to deciding on which services and

systems to invest and improve.

Develop comprehensive information and data management

strategies and associated supporting programs.

Goal

Manage Information

Consolidate the

number of disparate

business systems

Objective 2-1: Establish an Information Risk Management Program.

• The DOA has an obligation to protect sensitive

and protected information that it manages or is

the custodian of.

• An Information Risk Management Program will

help the DOA to better evaluate information

risks and prioritize efforts and resources to

mitigate those risks.

Manage Information

Consolidate the

number of disparate

business systems

Objective 2-2: Establish a data management strategy

• The DOA is the primary custodian of the State’s

enterprise administrative data and information.

Currently, data ownership is ad hoc, informal

and undefined and has resulted in barriers to

creating efficient and effective processes and

services.

• This objective effort will establish a formal data

management strategy to identify ownership and

responsibility of information and data managed

or maintained by the DOA.

Manage Information

Consolidate the

number of disparate

business systems

Objective 2-3: Establish a records management program that aligns with Statewide

strategies and efforts.

• Records management is a statewide challenge therefore,

establishing a formal Records Management program in the

DOA that is aligned with statewide strategies and efforts will

help ensure our efforts are coordinated and gain from the

cooperation and collaboration with statewide efforts.

• Establishing and running a formal records management

program will benefit the DOA by ensuring compliance with

records management statutes. In addition, the DOA will gain

the business benefits of sound records management practices,

such as being able to better control the creation and growth of

records, minimizing litigation risks and safeguarding vital

information.

Establish an IT services foundation based on standards,

best practices, and fiscal sustainability.

Goal

Establish Standards and

Follow Best Practices

Conduct community

outreach campaign

Strategy Areas of Focus

Objective 3-1: Develop procedures and policies that create structure and

accountability for both users and providers of IT services.

• Currently, many services and technologies do not

have well defined processes or procedures

regarding how they are provisioned or used.

This leads to inefficiencies and wasted

resources.

• Defined processes and procedures will help

services to be deployed more efficiently and

ensure that employees are aware of their

responsibilities and accountable for their actions.

Establish Standards and

Follow Best Practices

Conduct community

outreach campaign

Strategy Areas of Focus

Objective 3-2: Build an effective DOA IT team that can deliver services and

provide expertise and guidance to all DOA Divisions.

• DOA IT currently has a limited staff that cannot provide

needed IT services to the department. A dedicated DOA IT

team will focus on understanding DOA lines of business

and deliver high-value services such as project

management, business process analysis and technology

consulting.

• The benefits of business analysis and project management

activities have been well documented. A team that

provides these types of services across the department will

build institutional knowledge and better position the

department to identify and act on opportunities and work

towards the other goals and objectives identified in this

plan.

Establish Standards and

Follow Best Practices

Conduct community

outreach campaign

Strategy Areas of Focus

Objective 3-3: Ensure scarce DOA IT resources are spent on activities and

services that provide the most value to the DOA and State of Montana as a

whole.

• The DOA is better served when its IT resources are

invested in high-value activities such as business process

analysis, project management, process automation and

other activities that are geared towards improving DOA

businesses functions. Activities that support technical

infrastructure or are common across multiple agencies are

likely better provided at an enterprise level by SITSD or

other entities.

• DOA IT should act as a “service broker” for technical and

infrastructure support

Now thru April – Identify specific IT projects and objectives in

each Division for inclusion in the Department’s “formal”

strategic IT plan, to be submitted to the State CIO.

Now thru August – Finalize your FY16/17 IT budgets and

identify key HB10/EPP projects for inclusion in the EPP

process.

Next Steps…