The document discusses trends and challenges facing Chief Information Officers in 2011. It includes summaries from several CIOs of their priorities and initiatives for the coming year, including consolidation and optimization of IT resources, managing budget reductions, implementing healthcare reforms, and embracing cloud computing and shared services. Challenges mentioned include adapting to new business models, optimizing costs through technology, ensuring security, and modernizing legacy systems. The event also covered topics like dealing with unsanctioned IT projects, continuous process improvement approaches, and the future of electric vehicles and the infrastructure needed to support them.

1. ANNUAL CIO PANEL TRENDS & CHALLENGES FOR 2011 EVENT SPONSOR HOST

3. Legislative Involvement

5. Spring Conference

6. TechAmerica Membership

7. CEO Roundtables

8. Golf & Member Networking Events

9. CIO Panels & CIO Forums

10. CEO Briefings

11. ACE Leadership Program

12. STEM Workforce Initiativeseducate collaborate

15. ANNUAL CIO PANEL TRENDS & CHALLENGES FOR 2011 EVENT SPONSOR HOST

16. Minnesota Department of Health MDH IT Agenda for 2011 and Beyond John Paulson, Chief Information Officer December 9, 2010

17. Mission: To protect, maintain and improve the health of all Minnesotans Assessing the public’s health What challenges do we face? Promoting sound policies How do we address those challenges? Assuring effectiveness Did we succeed in improving health?

18. Public Health = Longer Lives Life Expectancy at Birth, United States, 1900 - 1996 25 of the 30 years of life gained in the 20th Century resulted from public health accomplishments

19. State CIO Priorities for 2011 1. Consolidation / Optimization: centralizing, consolidating services, operations, resources, infrastructure, data centers 2. Budget and Cost Control: managing budget reduction, strategies for savings, reducing or avoiding costs, activity based costing 3. Health Care: national & state health reform efforts, health enterprise architecture, assessment, partnering, implementation, health information exchange, technology solutions, Medicaid systems (planning, retiring, implementing, purchasing) 4. Cloud Computing: as a service delivery strategy; models, governance, service management, provisioning, security, privacy, data ownership 5. Shared Services: business models, sharing resources, services, infrastructure, independent of organizational structure 6. Governance: improving IT governance, data governance, partnering 7. Security: risk assessment, governance, authority and executive support; budget and resource requirements; insider threats; third party security practices as outsourcing increases; and security frameworks 8. Broadband and Connectivity: strengthening statewide connectivity, public safety wireless network, telehealth 9. Legacy modernization: enhancing, renovating, replacing, legacy platforms and applications, business process improvement 10. Data and Information Management: enhancing the role of data, information / intelligence, knowledge management

20. The most significant MDH IT efforts Participating in the Electronic Health Record exchanges Delivering Technology as a Service Cloud Computing Efficient and Transparent Operations Maintaining Uncompromising Security and Data Practices, While Embracing Efficiencies and Innovation

21. Challenges and Opportunities for 2011 MHTA CIO Panel December, 2010

23. NASDAQ (NAVR)

24. Business Units

25. Navarre Distribution Services

26. Encore

27. FUNimation

28. New ERP, warehousing and logistics system

29. SAP & HighJump WM 11

30. Strategic Statement We will deliver the best in class sales and distribution services to North American retailers and their suppliers across the full product life cycle from licensing and production through distribution and sales to value added services with superior systems and e-commerce support. CONNECTING STRONG BRANDS WITH SMART LOGISTICS IT’S IN OUR DNA! 12

31. Retail Partners 13

32. Navarre Service Matrix 6 4 5 3 1 2 Service Options for the Client 14

34. Revenue concentration in limited partners

35. Increase utilization of our advanced warehousing and systems, thus drive bottom line profit.

36. Develop new capabilities and business in 3rd Party Logistics services that compete with major players

38. Experience

39. Business Acumen

40. “Can Do!” attitude

41. Systems Drive Growth

42. Product-agnostic design

43. Flexibility and configurability

44. Compliant with retail requirements

45. Optimizing OpEx

46. Utilize technology to minimize labor

47. When appropriate implement new technologies

48. When appropriate use partners

50. Dealing with “Creative Customers” MHTA Presentation December 9, 2010 Cole W. Orndorff VP, CIO Mortenson Construction

52. Seven geographic office locations

53. Five industry-specific operating groups

54. Currently 130 “Offices” or Connection Points

55. Industry leaders in technology & sustainability

58. Maximized pre-fabrication

59. Improved project visualization

60. Drives schedule control

61. Virtual mock-ups to increase quality

62. Captures and applies end-use input

64. Reasons for Skunk Works Tight Budgets Limited Staff User thinks they have a unique problem IT Processes and Procedures Funding Not easy to do business with IT “The Cloud” creates additional opportunities!

65. Discovery How bad is it? Who knows about it? How do we call them out into the open? What do we do about it?

66. Amnesty Program Call them out Carrot and Stick Critical Business Issue Measure their success Based on the success metrics: Kill it Promote it Keep it

67. Kaizen Implementation Standardize an Operation Measure the Standardized Operation Gauge measurements against requirements Innovate to increase productivity Standardize the new, improved operations Repeat Cycle

68. Criteria for Process Improvement Improves Safety Increases Quality Lowers Cost Improves Delivery (Schedule) Improves Morale

69. Refine Processes Before Applying Technology Case Study: Electronic RFI Process Providence Regional Medical Center Everett Overall Results On 2000 RFIs, saved 3000 man hours and 400 reams of paper. RFI Process Improvement: After Kaizen Study: 30 steps 1 website 6 logs 14 handoffs 2.5 hours Paperless RFI Process 20 steps 1 website 3 logs 9 handoffs 2.5 hours Base Case: 53 steps to process 3 websites 9 logs 21 handoffs 4 hours

70. Solutions Can Be Simple! Case Study: Renewable Energy Customer Dashboard Google Maps Application Overall Results Easier Access for customer and automated updates from systems. Google Maps Application New Solution: Scalable Simple No Single Points of Failure Automated Updates Supported Original Solution: Scalability Issues Single Points of Failure Manual Processes Not Supported by IT

71. Two Steps forward and One Back!!

72. ANNUAL CIO PANEL TRENDS & CHALLENGES FOR 2011 JODY DAVIDSCIO, BEST BUY

73. 32 The Future of Electric VehiclesOutlook, Challenges & Considerations Minnesota High Tech Association Annual CIO Panel December 9, 2010

74. 33 About Xcel Energy NSP-Wisconsin 7% of earnings * NSP-Minnesota 40% of earnings * Diversified, Fully Regulated, Operating in 8 States Combination Utility Electric 85% of Net Income* Gas 15% of Net Income* Customers 3.4 million electric 1.9 million gas 2009 Financial Statistics Revenue: $9.6 billion NI Ongoing: $690 million NI GAAP: $681 million EPS Ongoing: $1.50 EPS GAAP: $1.48 Dividend Payout: 65% Assets: $25.5 billion Equity ratio: 45% PSCo 44% of earnings * SPS 9% of earnings * * Percentages based on 2009 Ongoing Earnings Xcel Energy is a pure play electric & gas utility operating in key Midwestern states with strong regulatory support

75. 34 Electric Vehicles – Ideal State Vehicles are available and affordable Infrastructure is in place Home Neighborhoods Public places Charging stations work for all vehicle types Distributed storage and generation

76. 35 Electric Vehicles – Key Challenges Current technology (cost effectiveness & load profile) Customer adoption assumptions Advancement of battery technology Infrastructure Regulated vs. privatized cost model Recovery and billing mechanisms TimeOfDay Rates, Remote payment

78. Policy

79. Price of Oil400,000 300,000 Sooner Later 200,000 Develop Ground Rules 0 2010 2015 2025 2030

80. 37 So What.....Chicken or the Egg? Car adoption or infrastructure Incentives….are they targeted correctly? Battery technology R&D investment

81. 38