Addressing Federal IT Challenges
     Mike Locatis, State Chief Information Officer
      Governor’s Office of Information...
Michael Locatis - Background
• State of Colorado
   – State CIO - serves Governor Bill Ritter, Jr.
   – Statewide IT Conso...
Colorado Leads Nation in State-Level IT Reform




                      3
Contents
Executive Overview………………………. 4
The First 100 Days………………………..12
Fed IT operations issues in review………..23
Fed IT o...
Federal IT Executive Summary
• Federal leadership on enterprise architecture and
  systems is critical during this difficu...
Our Future: Realizing Strategic Vision
  Vision for America                Enabling The Vision          Realizing the Visi...
Our Future: Key Next Steps
 Appoint Leadership                   Scan and Assess                    Execute




• Appoint ...
Scan and Assess


                      Program Evaluation Methodology
  • The following process would be used to evaluate...
Evaluate
                         Evaluating Federal Programs
• The complexity of evaluating a multi-billion dollar progra...
Score
                  Scoring the Portfolio                                           O Level
                          ...
Possible Organization Structure for Federal IT
                            President of the
                             U...
Contents
Executive Overview………………………. 4
The First 100 Days………………………..12
Fed IT operations issues in review………..23
Fed IT o...
Perform Assessment
Deep Environmental Scan/Assessment
–   Project portfolio
–   Standards and architecture
–   Department ...
Form Enterprise Program Management Office

• Appoint top notch leader for     • Form enterprise Program
  OMB Office of E-...
Accelerate Standards Adoption

•   Federal – Data Reference Model (DRM)
•   Federal Enterprise Architecture (FEA)
•   Nati...
Strengthen State Coordination
• Review IT performance of Federally
  mandated, state administered projects
  and from “les...
Coordinate Cyber Security Programs
                             CIPAC - Critical
                              Infrastruct...
Leverage Geospatial Technology Assets
Geographic Information Systems (GIS) greatly improve
information management capabili...
Fast Track Citizen Access
                 Deploy Web/CRM 2.0
                 technology across
                 federal ...
Promote Public Sector Collaboration
                 Planning for future initiatives
                 requires communicati...
Engage Private Sector
               Engage private sector
               industry partners in
               dialog and p...
Pursue Innovation
       • Leverage Federal IT to
         showcase technology R&D
       • Contribute to maintaining
    ...
Contents
Executive Overview………………………. 4
The First 100 Days………………………..12
Fed IT operations issues in review………..23
Fed IT o...
GAO Report Cards Identify Serious Fed IT Issues




                      24
Many Fed IT Projects Suffer Multi-year Shortfalls
          2008




   2008   2007   2006




                        25
Federal Enterprise Architecture Slow to Mature
                           Federal Enterprise
                           Ar...
July 2008 - Growing Legislative Concern




                   27
Senator Carper’s Report Card




             28
Legislative Action




        29
Federal IT In the Press: Billions Wasted




                   30
Contents
Executive Overview………………………. 4
The First 100 Days………………………..12
Fed IT operations issues in review………..23
Fed IT o...
How Federal IT is Organized (1)
• The Cabinet includes the Vice President and the heads of 15
  executive departments - th...
How Federal IT is Organized (2)
• Under the current President, Cabinet-level rank also has been
  accorded to the Administ...
Federal IT Legislative Background
                        Legislative Background of E-Gov



     Freedom of             G...
OMB Office of E-Government
Pursuant to the E-Government Act of 2002 the Administrator should provide
overall leadership an...
Line of Business Initiative
    In 2004 and 2005 the Office of Management and Budget (OMB)
  initiated a government-wide l...
Possible Organization Structure for Federal IT
                            President of the
                             U...
Contents
Executive Overview………………………. 4
The First 100 Days………………………..12
Fed IT operations issues in review………..23
Fed IT o...
Federal/State Program IT Delivery Continuum
 Point Solution                                         Enterprise
           ...
Federal/State Program IT Delivery Continuum
 Point Solution                                                         Enterp...
Federal/State Program IT Delivery Continuum
 Point Solution                                                        Enterpr...
State Health IT Priorities




Source: The Commonwealth Fund and National Governors Association E-Health Survey,
conducted...
Federal Health IT – Inconsistent Outcomes
                                                                          AHIC
 ...
Astute Policy Response




          44
Federal/State Program IT Delivery Continuum
 Point Solution                                                               ...
Federal/State Program IT Delivery Continuum
 Point Solution                                                               ...
Federal Program Funding Approach Promotes
                       Costly State-Level IT Stovepipes
  The following illustra...
Federal Program Funding Approach Promotes
      Costly State-Level IT Stovepipes
 Each program makes a purchase of IT asse...
Fed/State Need Move Toward Enterprise
Departments are responsible for meeting the needs of the program and have limited te...
Future Benefits
There are long term reductions in the financial costs as the
enterprise is leveraged to support Federal pr...
Federal/State Program IT Delivery Continuum
 Point Solution                                                            Ent...
Federal/State Program IT Delivery Continuum
   Point Solution                                                             ...
Federal/State Program IT Delivery Continuum
 Point Solution                                                        Enterpr...
Michael W. Locatis
State Chief Information Officer
    Governor Bill Ritter, Jr.
      State of Colorado
    www.colorado....
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Addressing Federal IT Challenges

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Addressing Federal IT Challenges

  1. 1. Addressing Federal IT Challenges Mike Locatis, State Chief Information Officer Governor’s Office of Information Technology December 1st, 2008 1
  2. 2. Michael Locatis - Background • State of Colorado – State CIO - serves Governor Bill Ritter, Jr. – Statewide IT Consolidation Architect – Chair Governor’s Health IT Commission • City & County of Denver – City & County CIO - served Mayor Hickenlooper – Developed Denver311 & award winning IT consolidation • 2008 Democratic National Convention Committee – National Technology Advisory Council member – Host Technology Committee member • National Assoc. of State Chief Information Officers – 2009 Director – 2008 - 2009 Security & Privacy Committee Chair • 22 yrs private sector 2
  3. 3. Colorado Leads Nation in State-Level IT Reform 3
  4. 4. Contents Executive Overview………………………. 4 The First 100 Days………………………..12 Fed IT operations issues in review………..23 Fed IT organizational issues in review……31 Fed IT state program delivery continuum...38 4
  5. 5. Federal IT Executive Summary • Federal leadership on enterprise architecture and systems is critical during this difficult fiscal time for state and local governments. • The Federal government is currently not realizing the full potential in leveraging enterprise architecture and solutions – more than $300 Billion annually ($600 with Medicaid) in State program grants could benefit. • A focus on a “coordinated enterprise approach” will help the next President in critical strategic objectives, including: • Improving healthcare quality & efficiency • Sustaining national security • Providing world class education • Public safety next gen communications • Citizen access to services & transparent government • Citizen involvement in democracy • Modernizing aging legacy systems and infrastructure This approach is currently yielding positive results within State and Local governments. 5
  6. 6. Our Future: Realizing Strategic Vision Vision for America Enabling The Vision Realizing the Vision Enterprise Chief Program Technology Management Officer Office • Employ science and • Leverage, expand, and technology to solve our • Champion for the Vision champion effective nation's most pressing • Prioritizes the Agenda programs & technology problems. • Developing industry and • Build Better State and • Create a transparent and association partnership Local Enterprise Solutions connected democracy. • Foster state/local • Eliminate Ineffective Silo • Encourage a modern partnerships Solutions communications • Extending Federal infrastructure. • Enforce FEA Standards Enterprise Architecture • Prepare all of our children • Develop Center of standards and Models for a 21st century Excellence for Enterprise economy. Solutions • Improve America's • Develop Incentives for competitiveness. Technical Innovation. 6
  7. 7. Our Future: Key Next Steps Appoint Leadership Scan and Assess Execute • Appoint Chief Technology • Assign an Enterprise • Assess Federal Agencies Officer (CTO) Program Management • Establish enterprise • Build a transition team of Office and Staff performance models and seasoned IT professionals • Produce the plan for score agencies and visionaries execution of the program • Determine opportunities • Include proven leadership portfolio for enterprise in enterprise architecture • Determine success collaboration with State and consolidation measurements and Local entities • Assemble a governance • Establish intra-agency • Identify high-performing council to help set the governance boards technological solutions priorities and evaluate • Establish private sector • Prioritize a portfolio of existing programs, and association advisory programs for the CTO. standards, enterprise council solutions & cost allocation 7
  8. 8. Scan and Assess Program Evaluation Methodology • The following process would be used to evaluate the program portfolio Initiate Evaluate Score Act • Setup program • Establish evaluation • Score programs on • Develop action plans evaluation steering criteria – approval from agreed upon criteria for all programs, committee program evaluation including: • Identify: steering committee • Legislative agenda • Contract independent • High priority national assessment entity • Understand national • Public relations programs strategic priorities • Assemble data for • Termination of failing • High priority programs programs that need additional federal programs • Conduct evaluation by investment including: agency by priority • Investment into • Budgetary information effective programs • Programs which should • Research and • Program sponsorship be terminated • Creation / understand new • Program key contacts combination of • Produce federal agency legislative agenda • Protocol for evaluation programs report and review with • Agency prioritization • Conduct stakeholder program evaluation • Leadership • Finalize program analysis assignments for high steering committee schedule and priority / strategic expectations programs 8
  9. 9. Evaluate Evaluating Federal Programs • The complexity of evaluating a multi-billion dollar program portfolio will depend upon setting agreed upon evaluation criteria. The following highlights criteria as a starting point. Relevance to Enterprise Program Strategic Platform Performance Sponsorship How does the program enable Is the program performing Who are key sponsors for the Definition the Administration’s strategic and producing the desired program and how do they vision for the nation? results and impacts? impact strategy? • Alignment to strategy and • Financial performance / • Stakeholder analysis political platform return on investment • Alliances Critical • Schedule / Efficiency • National priority • Bipartisan Program • Constituency impact opportunities • Campaign promise Metrics • Program objectives • High risk • Critical dependency for other stakeholders • Delivery methods strategic objectives • Program leadership • Overall effectiveness – capabilities key measure This process will be difficult and nearly impossible if these criteria are not agreed upon by the Cabinet before evaluation. 9
  10. 10. Score Scoring the Portfolio O Level • Highly aligned to Obama Administration national platform and strategy Strategic Priority High • Effective programs – overall effectiveness Value • Sponsored by friendly stakeholders / or have strong bi-partisan opportunities • Focus: How to Optimize Y O X Level • Higher priority program but lower impact to national platform. VALUE • Dependency for other strategic programs • Overall high to moderate program effectiveness • Sponsorship is wide ranging • Focus: How to Improve Value Y Level • High value program and highly effective Z • Not aligned to national platform X • Sponsorship is wide ranging • Focus: Value over Strategic Value Z Level • Strategically opposed to the national platform High Lower Value and Higher Priority • Ineffective delivery Priority Lower Priority • Sponsored by higher risk stakeholders • High political erosion factor 10 • Focus: How to Terminate
  11. 11. Possible Organization Structure for Federal IT President of the United States Cabinet Level Positions Department NEW-Cabinet Level CTO Director OMB Secretary(s) Deputy CTO Deputy Director Assistant Secretary Office of E-Government Deputy Assistant Special Assistants & Information Technology Secretary (Agency CIO) Vision Project Oversight PMO Execution Technology Strategy Project Budget Accountability Policy Alignment Enterprise Procurement Extend Architecture to state & local partners Goals & Objectives FEA & LOB Standards Executive Oversight Status Reporting PMO Compliance 11
  12. 12. Contents Executive Overview………………………. 4 The First 100 Days………………………..12 Fed IT operations issues in review………..23 Fed IT organizational issues in review……31 Fed IT state program delivery continuum...38 12
  13. 13. Perform Assessment Deep Environmental Scan/Assessment – Project portfolio – Standards and architecture – Department level CMM – Staff skills – Legislative review – Governance review – Gap analysis – Federal/State/Local program delivery – Recommendations – Roadmap – Deliver “State of Federal IT Report” to President, Cabinet, Congress & Citizens 13
  14. 14. Form Enterprise Program Management Office • Appoint top notch leader for • Form enterprise Program OMB Office of E-Gov & Management Office (ePMO) Information Technology • Implement project and portfolio • Exercise full authority of the management (PPM) to achieve E-Government Act of 2002. highest possible return on IT investments while mitigating risk. • Perform top to bottom assessment of Federal IT & • Drive agency level accountability cyber security. • Develop remediation strategies for • Synchronize with new Federal existing failing projects CTO policy objectives • Engage agencies in solution 14
  15. 15. Accelerate Standards Adoption • Federal – Data Reference Model (DRM) • Federal Enterprise Architecture (FEA) • National Institute of Standards & Technology (NIST) • Federal Information Processing Standards (FIPS) • National Spatial Data Infrastructure (NSDI) • National Information Exchange Model (NIEM) • National Historical Publications and Records Commission (NHPRC) • United States Computer Emergency Readiness Team (US-CERT) 15
  16. 16. Strengthen State Coordination • Review IT performance of Federally mandated, state administered projects and from “lessons learned”… • explore a Federal enterprise approach to IT delivery • reform Federal funding model to encourage shared services & state IT consolidation efforts • standardize federal agency interpretation of OMB Circular A-87 shared cost allocation guidelines to encourage state IT consolidation, shared services and flexible comingling practices 16
  17. 17. Coordinate Cyber Security Programs CIPAC - Critical Infrastructure Partnership Advisory Council 17
  18. 18. Leverage Geospatial Technology Assets Geographic Information Systems (GIS) greatly improve information management capabilities Leverage state efforts in developing the National Spatial Data Infrastructure Promote geospatial enabled line of business applications Coordinate silo GIS modernization efforts among federal agencies – FEMA flood plain mapping – Census map modernization – BLM wildfire management Imagery for the Nation 18
  19. 19. Fast Track Citizen Access Deploy Web/CRM 2.0 technology across federal agencies Promote & lead national broadband availability policy Promote citizen access & government transparency 19
  20. 20. Promote Public Sector Collaboration Planning for future initiatives requires communication of vision and… alignment of priorities for the success of partnerships across branches at local, state & federal level Most have appetite for leadership and roadmap from the federal government. 20
  21. 21. Engage Private Sector Engage private sector industry partners in dialog and partnership to architect best practice solutions to government issues Adoption of standards & enterprise architecture Innovation council approach 21
  22. 22. Pursue Innovation • Leverage Federal IT to showcase technology R&D • Contribute to maintaining U.S. leadership position in innovation of networking and information technology • Drive national broadband coverage initiatives with a goal of high speed internet access availability for all U.S. citizens 22
  23. 23. Contents Executive Overview………………………. 4 The First 100 Days………………………..12 Fed IT operations issues in review………..23 Fed IT organizational issues in review……31 Fed IT state program delivery continuum...38 23
  24. 24. GAO Report Cards Identify Serious Fed IT Issues 24
  25. 25. Many Fed IT Projects Suffer Multi-year Shortfalls 2008 2008 2007 2006 25
  26. 26. Federal Enterprise Architecture Slow to Mature Federal Enterprise Architecture and federal standards initiatives face resistance and slow adoption rates among federal agencies Lack of promotion with state/local government Economies of standards based computing should transcend government boundaries 26
  27. 27. July 2008 - Growing Legislative Concern 27
  28. 28. Senator Carper’s Report Card 28
  29. 29. Legislative Action 29
  30. 30. Federal IT In the Press: Billions Wasted 30
  31. 31. Contents Executive Overview………………………. 4 The First 100 Days………………………..12 Fed IT operations issues in review………..23 Fed IT organizational issues in review……31 Fed IT state program delivery continuum...38 31
  32. 32. How Federal IT is Organized (1) • The Cabinet includes the Vice President and the heads of 15 executive departments - the Secretaries of Agriculture, Commerce, Defense, Education, Energy, Health and Human Services, Homeland Security, Housing and Urban Development, Interior, Labor, State, Transportation, Treasury, and Veterans Affairs, and the Attorney General. • Each federal department is required to have an agency CIO by law under the Information Technology Management Reform Act (Clinger-Cohen Act) of 1996. • Varied results have been achieved as departments continue to struggle with IT delivery as well as interagency collaboration and data sharing. 32
  33. 33. How Federal IT is Organized (2) • Under the current President, Cabinet-level rank also has been accorded to the Administrator, Environmental Protection Agency; Director, Office of Management and Budget (OMB); the Director, National Drug Control Policy; and the U.S. Trade Representative.23 • The 2002 E-Government Act established a Federal Chief Information Officer in OMB and created the Office of Electronic Government & Information Technology, which is headed by a Presidentially appointed Administrator/CIO. 33
  34. 34. Federal IT Legislative Background Legislative Background of E-Gov Freedom of Government Clinger- Information Performance Cohen Act Act Results Act 1966 1974 1993 1995 1996 2002 E-Gov Act Paperwork Privacy Act Reduction Act FISMA Act 6 34
  35. 35. OMB Office of E-Government Pursuant to the E-Government Act of 2002 the Administrator should provide overall leadership and direction to the executive branch on electronic government and oversees implementation of IT throughout the Federal government, including: • Overseeing the E-Government Fund to support interagency partnerships and innovation in using E-Government; • Directing the activities of the CIO Council, which consists of Federal agency CIOs, advising on the appointments of agency CIOs, and monitoring and consulting on agency technology efforts; • Advising the Director of OMB on the performance of IT investments, as well as identifying opportunities for joint agency and government-wide IT projects; • Overseeing the development of enterprise architectures within and across agencies, which is being fulfilled through the Federal Enterprise Architecture, the framework for describing the relationship between business functions and the technologies and information that support them; • Overseeing specific IT reform initiatives, activities, and areas of shared responsibility relating to: – Capital planning and investment control for IT; – The development of enterprise architectures; – Information security and privacy; – Access to, dissemination of, and preservation of government information; – Accessibility of IT for persons with disabilities; and – Other areas of electronic government. 35
  36. 36. Line of Business Initiative In 2004 and 2005 the Office of Management and Budget (OMB) initiated a government-wide line of business analysis with a goal of identifying opportunities to reduce the cost of government and improve services to citizens through business performance improvements: Case Management (CM) Financial Management (FM) Grants Management (GM) Human Resources Management (HR) Federal Health Architecture (FHA) Information Systems Security (ISS) Budget Formulation and Execution (BFE) Geospatial LoB IT Infrastructure (ITI) 36
  37. 37. Possible Organization Structure for Federal IT President of the United States Cabinet Level Positions Department NEW-Cabinet Level CTO Director OMB Secretary(s) Deputy CTO Deputy Director Assistant Secretary Office of E-Government Deputy Assistant Special Assistants & Information Technology Secretary (Agency CIO) Vision Project Oversight PMO Execution Technology Strategy Project Budget Accountability Policy Alignment Enterprise Procurement Extend Architecture to state & local partners Goals & Objectives FEA & LOB Standards Executive Oversight Status Reporting OMB PMO Compliance 37
  38. 38. Contents Executive Overview………………………. 4 The First 100 Days………………………..12 Fed IT operations issues in review………..23 Fed IT organizational issues in review……31 Fed IT state program delivery continuum...38 38
  39. 39. Federal/State Program IT Delivery Continuum Point Solution Enterprise IT Delivery Project Matched State One System One System Seed Program Agency Federated Enterprise Grants Grants Model Deployment Deployment Federal/State IT delivery models vary from program to program with wide ranging results Success often correlates to the level of enterprise leadership and direction from the initiating federal agency or program The following slides describe the IT delivery continuum with examples of real program outcomes 39
  40. 40. Federal/State Program IT Delivery Continuum Point Solution Enterprise IT Delivery Project Matched State One System One System Seed Program Agency Federated Enterprise Grants Grants Model Deployment Deployment Agencies Programs Outcome • Emergency Comm. • State is a pass through or bypassed all together • Geospatial • Results in point solutions at • Health IT HIE/RHIO local level • Broadband • Limits state, regional or • Credentialing national compatibility & • Mitigation interoperability UASI • Preparedness HHS ONC • Sustainability issues PSIC 40
  41. 41. Federal/State Program IT Delivery Continuum Point Solution Enterprise IT Delivery Project Matched State One System One System Seed Program Agency Federated Enterprise Grants Grants Model Deployment Deployment Agencies Programs Outcome • Emergency Comm. • State is a pass through or bypassed all together • Geospatial • Results in point solutions at • Health IT HIE/RHIO local level • Broadband • Limits state, regional or • Credentialing national compatibility & • Mitigation interoperability UASI • Preparedness HHS ONC • Sustainability issues PSIC 41
  42. 42. State Health IT Priorities Source: The Commonwealth Fund and National Governors Association E-Health Survey, conducted by Health Management Associates, 2007. 42
  43. 43. Federal Health IT – Inconsistent Outcomes AHIC CMS AHRQ Use Cases SRD NHIN I, II State Medicaid Agencies State/regional Demonstrations Medicaid Transformation demonstrations Grants HITSP HRSA ONCHIT Standards CCHIT Community Health Clinics State Level HIE Product/Network HISPC Certification Consensus Project (RTI) (AHIMA-FORE) Privacy and Security State Alliance Steering Committee CDC CA, CO, FL, IN, LA, for e-Health ME, MA, NY, RI,TN, UT (NGA) State Governments eHealth Initiative State HIMSS NCSL Bio-surveillance Industry State legislators HIT 43
  44. 44. Astute Policy Response 44
  45. 45. Federal/State Program IT Delivery Continuum Point Solution Enterprise IT Delivery Project Matched State One System One System Seed Program Agency Federated Enterprise Grants Grants Model Deployment Deployment Agencies Programs Outcome • HHS multi-program • Complex, monolithic, eligibility expensive state one-offs • CMS Medicaid • State general fund match impact up to 25% • CMS MITA • Many underperforming or • HAVA Voting failed IT projects • Real ID • Require significant operating $ • Program interpretations differ to sustain by Federal region 45
  46. 46. Federal/State Program IT Delivery Continuum Point Solution Enterprise IT Delivery Project Matched State One System One System Seed Program Agency Federated Enterprise Grants Grants Model Deployment Deployment Agencies Programs Outcome • • Complex, monolithic, HHS multi-program expensive state one-offs eligibility • • State general fund match CMS Medicaid impact up to 25% • CMS MITA • Many underperforming or • HAVA Voting failed IT projects • Real ID • Require significant operating $ • Program interpretations differ to sustain by Federal region 46
  47. 47. Federal Program Funding Approach Promotes Costly State-Level IT Stovepipes The following illustrates how Federal programs are funded and how this CRITICAL ISSUES/RISKS impacts state-level IT spending as well as the risks associated with this model. • Departments are not leveraging a Direct Funds From the Federal Government shared services architecture. Direct Funds From the Federal Government • Multiple programs result in a proliferation of IT environments, services and staffing. Federal Federal Federal Federal Federal Federal Program #1 Program #2 Program #3 • This model does not allow efficiency Program #1 Program #2 Program #3 savings or a pooling of technology staff and assets to better meet the Program Funding Costs Program Funding Costs Program Funding Costs Department #2 Department #1 program needs. • Program Personnel • Program Personnel • Program Personnel • Facilities • Facilities • Facilities • Individually, the programs are not able to provide the best of class • Operational Expenses • Operational Expenses • Operational Expenses enterprise services, key risks include: • Technology • Technology • Technology • Security • Disaster Recovery Specific Technology Specific Technology Specific Technology Funding Funding Funding • Customer Services and • IT Staff • IT Staff • IT Staff Service Level Agreements • Hardware • Hardware • Hardware • Enterprise Architectural • Software • Software • Software • Standards • Facilities • Facilities • Facilities • Other IT Costs • Other IT Costs • Other IT Costs • Configuration Management 47
  48. 48. Federal Program Funding Approach Promotes Costly State-Level IT Stovepipes Each program makes a purchase of IT assets such as servers which could be more effectively leveraged across the enterprise. The resulting stovepipe IT environment creates unnecessary complexity, is harder to secure and maintain and more costly to support. More IT staff with different skills and capabilities are required to support scattered environments, creating greater risks with IT resource management and succession planning. Critical functions such as security, disaster recovery, and customer support are simply not supported due to the limited individual program funding. Bottom line: The current model does not effectively leverage IT investments and personnel while increasing both risks and costs. 48
  49. 49. Fed/State Need Move Toward Enterprise Departments are responsible for meeting the needs of the program and have limited technology budgets. The future model below illustrates the benefits for a shared services approach to managing the IT needs for Federal programs Future (Shared Services) Current (Distributed) Federal Program 1 Federal Programs Federal Programs Federal Program 1 Hardware IT Staff Software Hardware IT Staff Business Applications Architecture Software Business Applications Facilities Architecture Facilities Enterprise IT Resource Management Enterprise IT Resource Management Federal Program 4 Federal Program 3 Shared Data Centers Shared Data Centers Hardware IT Staff Software Enterprise Enterprise Hardware Data Architecture IT Staff Data Architecture Architecture Application Servers Application Servers Facilities Software Architecture Facilities Enterprise Architecture Enterprise Architecture Major Risks Enterprise Enterprise Enterprise SLA Enterprise Enterprise Enterprise SLA Disaster Cyber / Customer Disaster Recovery Security Disaster Cyber / Customer Recovery Security Support Customer Service Enterprise Architecture Recovery Security Support 49
  50. 50. Future Benefits There are long term reductions in the financial costs as the enterprise is leveraged to support Federal programs. For example, new programs should not have to provide & maintain a unique data center for their program. Critical support functions, disaster recovery, and security services are provided consistently across the programs. IT personnel are more adequately positioned and aligned to support the programs. Customers receive better support and service level agreements can be realized. Enterprise architectural standards can be implemented and this standardization can reduce procurement and support costs, reduce program implementation time, improve integration, and help build a more stable environment. Network and system monitoring are more effective and thus reduce operational risks. 50
  51. 51. Federal/State Program IT Delivery Continuum Point Solution Enterprise IT Delivery Project Matched State One System One System Seed Program Agency Federated Enterprise Grants Grants Model Deployment Deployment Agencies Programs Outcome • 5-year initiative to plan, • 3 consortiums funded develop and deploy • 3 different designs model information • 3 different development efforts systems in WIC State – none deployed agencies using a multi- • Project issues & lack of state consortia model. incremental deliverables Work in progress. • Limited use of Federal Enterprise Architecture 51
  52. 52. Federal/State Program IT Delivery Continuum Point Solution Enterprise IT Delivery Project Matched State One System One System Seed Program Agency Federated Enterprise Grants Grants Model Deployment* Deployment Agencies Programs Outcome • Public health & disease • Successful deployment control lab software • In use at state level • DHS Constellation • Promotes common data model, Automated Critical Asset sharing, workflow Management System • Continuity in approach across • DHHS PECOS/PES states nationally provider enrollment * software developed for • Limits state flexibility to the Federal agency & system & fraud detection customize used by states 52
  53. 53. Federal/State Program IT Delivery Continuum Point Solution Enterprise IT Delivery Project Matched State One System One System Seed Program Agency Federated Enterprise Grants Grants Model Deployment Deployment Agencies Programs Outcome • National Federal income • Successful deployment tax system with goal of • Build once use nationally having 80 percent of tax • 68 million returns filed returns filed electronically in 2005 electronically by 2012 • Promotes commercial innovation 53
  54. 54. Michael W. Locatis State Chief Information Officer Governor Bill Ritter, Jr. State of Colorado www.colorado.gov/oit mike.locatis@state.co.us (303) 866-6060 Office
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