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State CIO Initiatives

State CIO Initiatives. Role of the State CIO. In North Carolina, the State CIO has dual roles. The CIO is much like a Cabinet secretary, responsible for the budget, personnel and operations of the Office of Information Technology Services (ITS). ITS.

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State CIO Initiatives

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  1. State CIO Initiatives

  2. Role of the State CIO • In North Carolina, the State CIO has dual roles. • The CIO is much like a Cabinet secretary, responsible for the budget, personnel and operations of the Office of Information Technology Services (ITS).

  3. ITS • ITS, with a $150 million annual budget and roughly 400 employees, provides services to other agencies and local government on a fee-for-service basis. • ITS receives almost no direct General Fund appropriations. • State Budget Office approves agency budget and fees it charges for services.

  4. Statewide Responsibilities • The State CIO also has duties that cut across executive branch agency lines. • For example, the State CIO: • Has statewide responsibilities for IT security and the state network infrastructure • Approves and monitors major IT projects • Reviews IT expansion budget requests • Is responsible for IT procurement • Many of those responsibilities were added, or expanded, last year with the passage of SB 991

  5. SB 991 • Sent a strong signal that the Legislature wants better planning, budgeting and management of IT. • Major areas: • Planning, budgeting and project approval • Biennial IT Plan • IT Fund • Project Management • Procurement

  6. Biennial IT Plan • Submitted to General Assembly in February, as required by law • Two broad recommendations: • Statewide approach for common IT functions, leaving agencies to focus on their specific program needs • A comprehensive framework for managing IT assets, from planning to purchase to retirement

  7. Biennial IT Plan • Funding priorities • Implement and continue IT Fund initiatives • Business Infrastructure Study • Effort led by State Controller Robert Powell to upgrade state’s core business systems

  8. IT Fund • Created by the General Assembly in SB 991 to meet statewide requirements • Planning • Project management • Security • E-mail • State portal • Procurement

  9. IT Fund 2004-2005 • $7.5 million appropriated by General Assembly for 2004-2005 • $4.8 million to ITS • $2.7 million to State Controller for Business Infrastructure Project

  10. IT Fund 2004-2005 • Established Enterprise Project Management Office • Began addressing needs identified in 2004 security assessment • Completed phase of legacy study • Acquired software and began implementing statewide portfolio management initiative • Began providing legal support for Statewide IT Procurement

  11. IT Fund 2005-2006 • $34.9 million appropriated in both House and Senate budgets for 2005-2006 • $20.9 million to State Controller for Business Infrastructure • $13.5 million to ITS • Will provide more detailed budget for ITS portion of IT Fund after the General Assembly approves the budget

  12. Project Approval/Management • SB 991 gave State CIO responsibility for approving IT projects. • Project management assistants required on all projects that require approval by State CIO • Generally projects costing more than $500,000 • CIO has discretion to assign project management assistant to any project.

  13. Project Approval/Management • Enterprise Project Management Office established • More than 30 active projects being monitored with a total estimated cost approaching $500 million • Benefits: • Higher level of support • Earlier identification of potential problems

  14. Procurement • SB 991 clarified State CIO’s responsibilities in procurement and provided some additional tools. • Saved agencies $3.1 million this year by consolidating requisitions for desktop and laptop PCs and printers and putting them up for bid

  15. Legacy study/portfolio management • Legacy study • Most comprehensive look at applications since Y2K effort • “Horror stories” about applications in state government are widespread • Study designed to get a true assessment of the state’s risk, from a technical and business viewpoint

  16. Legacy Study Findings • The state’s 873 applications are relatively young. Average age is 7.5 years. • Three-fourths of the applications will require only routine attention or have manageable issues. • 92 applications need attention within the next two years

  17. Portfolio Management • Software will provide decision-makers with a valuable tool as they decide how to allocate scarce IT dollars • Also will provide a comprehensive view of projects, both within agencies and statewide • Agencies now being trained in use of the software • Planned statewide deployment to begin this summer

  18. Consolidation Study • SB 991 required agencies to study potential areas for consolidation and a statewide approach. • Agencies were required to submit IT efficiency recommendations/opportunities to State Budget Office in March • Statewide recommendations due from the State Budget Office January 1, 2006

  19. Security Assessment • Formal assessment in 2003-2004 of information security strengths and weaknesses in 27 agencies • Recommended a statewide approach to security awareness and training, improved risk management and continuity plans, and other security initiatives • Began addressing some of the recommendations this year with the IT Fund

  20. How is all of this related? • Spent considerable time and effort identifying where we are with legacy study, security assessment • With General Assembly approval of SB 991, can take that information and use it in a more comprehensive approach to IT planning, budgeting and management

  21. How is all of this related? • Project management assistance will help keep projects on schedule and within budget • Efficiencies—from PC procurement, enterprise applications and licenses and strategic consolidation—will generate savings that should be used for IT initiatives • North Carolina is not spending too much on IT—it’s just not spending it as wisely as it should

  22. Conclusion • NC has been talking about better planning, budgeting and management of IT for decades • Some common themes in every initiative • Consolidation of IT infrastructure • Better project management • Procurement practices that save money • Better planning and budgeting for IT projects

  23. Conclusion • Today, thanks to SB 991 and previous initiatives, we are making demonstrable progress • I welcome your review and comment, either formally or informally, on these initiatives. • As we move forward, my intention is to give this board an opportunity to review the IT plan and other initiatives as they are being developed. • Questions?

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