state fiscal year 2018 - 2020 department of information ... · 9/1/2017 · financial and supply...

State Fiscal Year 2018 - 2020

Department of Information Technology

IT Strategic Plan Release Date: September 1, 2017

Darryl Ackley, Secretary

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Table of Contents

ExecutiveSummary..............................................................................................................................ii

I.AgencyOverview.................................................................................................................................1

A.AgencyMission......................................................................................................................................................1

B.OrganizationStructure......................................................................................................................................1

II.DoITOverview....................................................................................................................................1

A.VisionandPriorities............................................................................................................................................1

B.ITEnvironment.....................................................................................................................................................2

1.MajorApplicationsandInfrastructure.............................................................................................2

2.Projects...........................................................................................................................................................3

3.Challenges......................................................................................................................................................6

III.SFY2017Accomplishments.........................................................................................................7

A.SFY2017StrategicITAccomplishments....................................................................................................7

B.OtherSFY2017ITAccomplishments........................................................................................................27

IV.SFY2018‐2020ITStrategicGoals&Strategies..................................................................28

V.ITFiscalandBudgetManagement...........................................................................................35

A.ITOperatingBudget(C1)..............................................................................................................................35

B.CapitalImprovement,SpecialandSupplementalFunding(C2)...................................................36

C2:DigitalGovernmentInitiative...........................................................................................................36

C2:Vine3upgrade........................................................................................................................................37

C2:CybersecurityModernization...........................................................................................................38

C2:EmailModernization............................................................................................................................39

C2:ITFinancialManagementSolution................................................................................................40

RequestforReauthorizationofGeneralAppropriations.............................................................41

AppendixA:DepartmentofInformationTechnologyOrganizationCharts...................42

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EXECUTIVESUMMARY

Establishedin2007,theNewMexico(NM)DepartmentofInformationTechnology(DoIT)providesinformationtechnology(IT)leadershipfortheState,performsoversightforITprojectsandprocurements,anddeliversenterpriseITservicesfortheState’sexecutiveagencies–withthegoalofimprovingandstreamliningtheexecutivebranch’sITsystems.

InStateFiscalYear2017,DoITcontinueddeliveringreliable,coreenterpriseservices,whileundertakinganumberofnewinitiativesandimprovementefforts.

Continuedimprovingexistingservice‐deliveryinfrastructureandbeganplanningfornextgenerationofservicesandtechnologies

Implementedimprovedsecurityinfrastructure

Implementedupgradesinhostingenvironment

ImplementedsecondarydatacenteratOsoGrandefacilityinAlbuquerque

Completedseveralpilotsrelatedtocloudhosting,softwareasaserviceandcallcenterasaservice(workinginpartnershipwiththeDepartmentofWorkforceSolutions)

BegandevelopingDoITEnterpriseArchitecturePlan,v.1.0,todocumentcurrentarchitecture,exploreoptionsforfutureservicesandtechnology,anddefineroadmapforimplementingandrefreshingtheplan

Continuedpursuitofadministrativeandoperationalexcellence

Aggressivelyreviewedcosts,costrecovery,ratesandbillingtoimprovefinancialmanagementforallDoITservices

ImplementedprocurementpoliciesthatresultedinDoITbeingcurrentwithallpaymentstovendorsatthecloseoffiscalyear2017,enablingtheDepartmenttoenterthecurrentfiscalyearwithnounpaidliabilitiesforthefirsttimeinmorethan3years

UndertookexpandedroleintheGovernor’sBroadbandforEducation(BB4E)initiativeand,subsequently,onimplementingtheHouseBill113goalofimplementingbroadbandforNewMexico

CompletedsignificantprojecttomodernizeandimprovetheState’spublicsafetycommunicationsinfrastructure

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Tookleadershiproleinevaluatingfutureofpublicsafetycommunications,resultingindecisiontooptintoFirstNetprogram,anewnationwidepublicsafetycommunicationssystem

Assumedresponsibilityforadditionalmandated,butunfunded,programssuchas:

ImplementedtheSunshinePortal(asasoftware‐as‐a‐servicepilotproject)todelivertransparencyandaccountabilityregardingstategovernmentbudget,spending,contracts,resourcesandmore

Workingincollaborationwithnineagencies,implementedtheOne‐StopBusinessPortaltoenablebusinesses,especiallysmallbusinesses,tomorereadilynavigategovernmentalrequirementsrelatedtothebusinesslifecycle

ImplementednewOfficeoftheChiefInformationOfficer(OCIO)aspartoftheComplianceandProjectManagementfunction

Developedandbeganimplementingaroadmaptoredefine,matureandexpandworkrelatedtoITgovernanceandoversight,ITplanning,security,ITinvestmentmanagement,andcommunications

Undertookseveralprocessimprovementinitiatives–incollaborationwithotherDoITand/oragencyrepresentatives–toimproveandstreamlineagencystrategicplanning,developmentofITprojectfundingrequests(C2),andtostrengthenandstreamlineOCIOprocesses

Increasedinternalandexternalcollaborationtoworkaspartnerswithagencies,tobettershareagencyinformationtoinformDoITplansanddecisions,andtodeveloprelationshipswithkeystaffacrosstheenterprise

DoITleadershipiscommittedtocontinuingonthispathmovingforward–focusingonstrengtheningDoIT’sroleasatechnologyleaderforthestate,whileensuringthattheservicesDoITprovidesaredesignedtosupportagencyperformanceoftheirmissionsandtoinsightfullyapplycurrentandemergingtechnologies.

I. AGENCY OVERVIEW

A. AGENCYMISSIONAsastrategicbusinesspartnerofStateagencies,theDepartmentofInformationTechnology(DoIT)servesNewMexico’scitizensby:

DeliveringhighqualityITservicescharacterizedbyefficientperformanceandconsistentprocess;

Educatinggovernmentdecisionmakersabouttechnology’spowertodisruptandtransform;and

Providinggovernmenttechnologyinvestmentoversightfeaturingtransparency,consistency,andfiscalprudence.

B. ORGANIZATIONSTRUCTURE

TheDepartmentwascreatedin2007toconsolidateenterpriseinformationtechnology(IT)servicesduplicatedwithinagenciesandtoprovideadditionalinformationtechnologyservicesandfunctionalitytoimproveandstreamlinetheexecutivebranch’sITsystems.DoITisorganizedintothreeprincipalprogramareasdirectedbytheDepartment’sCabinetSecretary–theStateChiefInformationOfficer(CIO).Theseprogramsare:

EnterpriseServices–whichprovidessharedinfrastructureandservicesforexecutiveagencies;

ComplianceandProjectManagement–whichprovidesoversightrelatedtoITprojectsandspendingacrosstheenterprise;and

ProgramSupport–whichencompassestheadministrativefunctionssupportingandenablingDoIToperations.

AppendixApresentsafullsetofDoITorganizationcharts..

II. DOIT OVERVIEW

A. VISIONANDPRIORITIESOverthepast10years,sinceDoITwasestablished,thevisionhasevolvedfrombeingtheproviderofthetechnologyfabric(infrastructure)onwhichagenciescouldbuildtheirrespectivebusinessesthroughbecomingatrustedbusinesspartnerworkingwithagenciestoappropriatelyleveragetechnologyandservicestomeetbusinessrequirements.Today,thetechnologylandscapeischanging–andDoITis

lookingatitsroleintermsofwhattheITworkforcewilllooklikein5yearsandintermsofitsestablishedroleinrelationtomajor,monolithicsystemsversusthenewer,component‐basedarchitectures.DoITseekstobecomemorematureinexecutingstatutoryfunctions,whilebeingvisionaryaboutwheretechnologyisgoingandhowitcandelivervaluetothestate.

DoIT’svisionistostriveforoperationalexcellenceinprovidingITservicesfortheenterprise.

Toexecutethatvision,DoIThasalengthylistofpriorities,drivenboththroughinternalinitiativesandthroughexternalmandates.Theseinclude:

Providetechnology‐relatedleadershipandexpertiseacrosstheenterprise,including:

Addressingtechnology‐relatedchallengesdrivenbyrequirementsforfastandflexiblesolutionimplementation;

Insightfulevaluationoftechnologyoptions,suchasadoptionofcloud‐basedsolutionsandhosting,as‐a‐serviceoptions,andotheremergingtechnologies;

Developmentofincreasinglycomprehensiveenterprisearchitectureforstate,includingconsiderationofameaningfuldataarchitecture;

Leadingimplementationofbroadbandforthestate;and

Strengtheningandrenewingpublicsafetycommunicationsacrossexistingandfuturetechnologies.

Continuetobuildstrongerrelationshipswithcustomeragenciestofunctionasatrustedpartnerinaddressingbusinessneedsthroughtechnology‐basedsolutions–helpingtoidentifypotentialsolutions,notjusttoimplementthem.

CompleteSHAREupgradetoprovideacomprehensivebusinessplatformforthestate.

ContinuedevelopingOfficeoftheChiefInformationOfficer(OCIO)toaddressIToversightrequirementsandtobuildoutadditionalcapabilitiestohelpstrengthenandintegrateITplanning,investmentmanagement,performancemanagementandprojectexecutionacrossthestate.

B. ITENVIRONMENT

1. MajorApplicationsandInfrastructure

DoIT staff are completing the DoIT Enterprise Architecture, v. 1.0, which documents the IT environment for current DoIT operations and support. Please refer to that document for details regarding major applications and infrastructure that DoIT uses.

2. Projects

InStateFiscalYear(SFY)2017,DoITcontinuedworkon6certifiedprojectsthatimprovetheDepartment’sabilitytoeffectivelyserveStatecustomersandthecitizensofNewMexico.

StatewideInteroperableRadioCommunicationInternetTransportSystem(SIRCITS)–ThroughSIRCITS,DoITisupgradingtheState’sdigitalmicrowavesystemanddeployinganearlyadopterLongTermEvolution(LTE)publicsafetycommunicationsystemtosupportthenationalPublicSafetyBroadbandNetwork(PSBN)programinNewMexico.Thescopeincludesupgradingthestate‐wideradiotowermiddle‐mileinfrastructurefromanalogtodigital;expandingthecapacityofthestate‐widebackboneto155megabits(Mb);anddeploying700megahertz(MHz)publicsafetygradebroadbandnetworksatselectlocations.

Projectcost:$55,700,000

Projectstartdate:November22,2011

Actualenddate:August23,2017

SHARE9.2Upgrade–SHAREistheState’senterpriseresourceplanningsystem,whichprovidesfinancialandhumanresourcessupportacrossstategovernment.Throughthisproject,DoITisupgradingthePeopleSoftFinancialandSupplyChainManagement(FSCM),andHumanCapitalManagement(HCM)suitesandallmodulesfromversion8.9toversion9.2.Thisupgradewillimprovefeatures,functions,processflowsandnavigation.Inthespringof2017,theSHAREteamcompletedupgradeofPeopleSoftHCM;theupgradeofPeopleSoftFSCMisplannedforcompletioninfall2017.

Projectappropriation:$19,800,000

Projectstartdate:January3,2016

Plannedenddate:December31,2017

StatewideInfrastructureReplacementandEnhancement(SWIRE)–SWIREencompassesplanning,designing,acquiringandimplementinginfrastructureforpublicsafetycommunicationsstate‐widetoimprovecommunicationsequipmentaffectingallemergencyresponders.


Projectstartdate:August1,2014

Plannedenddate:June30,2018

StateandLocalImplementationGrantProgram(SLIGP)–Throughthisgrant,awardedbytheNationalTelecommunicationsandInformation

Administration(NTIA),DoITledoutreach,educationandplanningrelatedtotheState’sdecisiontooptinoroutoftheproposednationwidepublicsafetybroadbandnetwork–FirstNet.


Projectstartdate:September10,2013

Plannedenddate:February28,2018

OneStopBusinessPortal(OSBP)–DoITundertookthisprojectasanunfundedmandatebeginningin2014.TheOSBPisapublic‐facingportalthatallowsbusinesses–particularlysmallbusinesses–tomorereadilynavigategovernmentrequirementsrelatedtoestablishingandoperatingabusinessinNewMexico.TheOSBPreliesuponparticipationby9agenciesinvolvedatoneormorepointsinthebusinesslifecycle.


Projectstartdate:June1,2015

Plannedenddate:November1,2017

SHAREEnterpriseLearningManagement(ELM)Pilot–DoITworkedwiththeNewMexicoDepartmentofTransportation(NMDOT)onthispilotprojecttoimplementthePeopleSoftELMproductsuite,whichintegrateswithPeopleSoftHCMandFSCMsuitestocreateacomprehensive,enterprise‐levelemployeelearningmanagementsystem.ELMmaintainsatraininghistorythatfollowsanemployeethroughouttheircareer.TheELMpilotcreatedarepeatableprocessthatcanbeusedtodeploytheELMsolutiontootherstateagencies.

Projectcost:$203,248.21

Projectstartdate:July28,2014

Actualenddate:March7,2017

DoITispursuingITprojectfunding(C2)forfiveprojectsbeginninginSFY2019.

DigitalGovernmentInitiative–With the exception of SHARE and the technologies integral to DoIT services, DoIT relies upon a variety of standalone applications adopted and implemented independently as administrative and management needs arose. Given the shortcomings in the current situation, the continuing demand for transparency and readily available constituent services, and the need for data and analytics that enable more informed management and decision making regarding State IT resources, DoIT proposes to undertake the Digital Government project. DoITintendstoplanandimplementacomprehensive,scalableandextensiblesolutionthatwilladdresscurrent

andfuturedigitalgovernment,businessintelligenceandanalyticsrequirements‐internallytoDoIT,withaviewacrosstheStateenterprise,andforNewMexicocitizens.DoITintendstotakeaphasedapproachtotheprojecttoenableappropriatediscoveryandplanning,andalsotoiterativelydevelopandrefinethesolution.

EnterpriseCybersecurityUpgrade‐Thereiscurrentlyisnostatewideoversightorgovernanceforcybersecurity.Today,breachesinthestateareincreasinginoccurrenceandconsistentlybeingmonitoredandremediatedattheagencylevel.Thereislimitedcollaborationbetweenagenciesthroughinformalcybersecurityuserandadvisorygroupswithnoformalcharter.DoITtechnology,likethatofotheragencies,isprimarilyfocusedonprotectingitsownassets.InDoIT’scase,theseareassetsrelatedtoprovidingsharedserviceofferingstoagencies.Thestatehasanopportunitytolaunchacybersecurityoversight,guidanceandsecurityoperationcenterthatwillusethestringentPaymentCardIndustry(PCI)frameworkasameanstoimprovetheoverallcybersecuritypostureofthestateandtoreduceoreliminaterisks.

State‐wideEmailSystemUpgrade‐Agencies are demanding more robust features that are currently available with cloud provided email solutions, such as audio conferencing, video conferencing, intranet and collaboration spaces, large file share storage, and larger mailboxes. Many agencies are already deploying these solutions in an effort to enhance business processes and improve employee productivity. DoIT intends to host Microsoft Office 365, leverage economies of scale to lower costs for email service and provide a robust feature set with little to no rate increase.

ITFinancialManagementSystem‐DoIT does not currently have a method of accurately capturing, allocating and modeling cost data associated with the services it provides across the state. Financial data are in a variety of stores or are not easily identifiable, requiring extensive manual manipulation to provide basic reports. This limits the ability of DoIT to develop and lead IT investment strategies for the agency and the state, and also makes it difficult for agencies to understand and work with billing information. DoIT intends to perform initial research and planning to acquire a strong integrated solution to support all aspects of IT financial management.

VictimIdentificationandNotificationEveryday3(VINE3)Upgrade‐VINE provides notifications to 20,000 individuals who register to track incarcerated offenders, providing email, phone, and/or text message notifications whenever an individual is transferred from one facility to another or is released – helping to keep victims safe. The system also provides information on victim services, assistance, and advocacy programs to aid in recovery. The current version of VINE is reaching its end of life and is being replaced with VINE3. The vendor

requires all customers to migrate no later than June 2022.

Inaddition,DoITispursuingCapitalImprovementProgramfundingfortwoadditionalcriticalinfrastructureinitiatives.

PublicSafetyRadio‐Implementastate‐wideconsolidatedcommunicationssystemusing700/800MHzP25Digital(PhaseI&II)trunkingtoprovideafeaturerich,contemporaryandconsolidatedstate‐wideradiocommunicationssystem.ThisinitiativeisrequiredtomeetFederalCommunicationsCommission(FCC)coveragerequirementsnecessaryforthestatetoretainlicensesforFCC‐controlledfrequencies.ThisstandardalsopromotesnativeinteroperabilitytoallStateagenciescurrentlyusingDoITenterpriseradioservices,whileenhancingcapacity,flexibility,reliability,andservicequalityandcoverage.

VoiceCommunicationsUpgrade–Usingfourtechnologyplatforms,DoITprovidesvoicecommunicationsserviceforallStateexecutivebranchagencies.ThroughthisprojectDoITwouldreplaceend‐of‐lifeFujitsuequipment,usedfornearly75%ofthenearly20,000stationsDoIToperates,withmorecurrenttechnology.Thisnotonlyaddressesissueswithtechnologysupportandreliability,itenablesDoITtodeliveramorecurrentsetofservicestothesecustomers,takingadvantagesofchangesandtrendsinvoicecommunicationtechnologytobettersupportagencymissiondelivery.

3. Challenges

DoITischargedwithasignificantanddiversetechnologyandleadershiproleforthestate.Takingintoconsiderationthatrole,theStatepriorities(e.g.,broadband,publicsafety),andevolvingexpectationsfromagenciesandNMresidents,DoITfacesanumberofchallenges:

Howbesttoorganizeandmanagelimitedresources(funding,staff)toaddresstheincreasingrelianceonIT,demandsfortransparencyandaccountabilityacrossgovernment,andsecuritythreats;

HowtosustaincoreenterpriseinfrastructuresolutionswhileevolvingtokeepDoIT‐providedtechnologyandservicescurrent,affordable,andeffectiveinmeetingagencyneeds;

Howtocost‐effectivelyandflexiblyaddresseverincreasingdemandfornetworkbandwidthasuseofdatabecomesmorecentraltoeveryStategovernmentfunctionandexpectation;

Howtoaddresstheeverincreasingdemandforspeedandflexibilityindeployingnewsolutionsandinadjustingexistingsolutionstomeetfluctuatingcustomerneeds;

Howtomaintainawarenessofemergingtechnologies,whichofferbothopportunitiesandchallenges,andtoplanaheadforthoughtfuladoptiontomeetenterprisetechnologyneeds,tomorecost‐effectivelydeliverservices,andtoinsightfullyusetoolsandtechnologytoimprovegovernmentvalueandservicedeliverytoNMcitizens;

Howtodevelopandsustainaworkforcewithcurrenttechnology,analysisandmanagementskillsneededtooperateinacomplexenvironmentandtoleadNMtechnologyintothefuture;

Howtoeffectivelyaddressincreasingcybersecuritythreatsandconcernsandtoprovideneededstate‐wideleadershipencompassinggovernance,compliance,technicalexpertise,communications,incidentresponseandskilldevelopment;

HowtoevolvemeaningfuldisciplinearoundIToversight(projects,procurement)withinboundariesandprioritiesofStateleadership;

Howtoallocateresourcesandtimetodevelopmorecurrent,streamlinedstandardsandguidanceforagenciesandtotrainagenciesonexistingandemergingpracticesandexpectations(vs.relyingonoversight);

Howtoaddressresourceshortagesenterprisewide–e.g.,networkadministrators–totakebestadvantageofavailableresourcestomeetallneeds;and

HowtoimprovecommunicationswithinDoITandbetweenDoITandcustomeragencies–andtobuildastrongtechnologycommunityacrossthestateenterprise–toimprovetrust,knowledgesharingandproblemsolvingforallagencies.

III. SFY 2017 ACCOMPLISHMENTS

A. SFY2017STRATEGICITACCOMPLISHMENTS

Strategic Goal 1 Be the trusted service and solution provider for agencies in terms of IT service delivery, IT project management, IT strategic planning and sustainable IT operations.

Objective(s)

Objective 1.1 All existing enterprise services operate at high levels of efficiency and availability with low overhead of provisioning. Additionally, new or modified services are only

Performance Measure 1

Queue-time to reach a customer service representative at the DoIT Help Desk: <20 seconds

Performance Percentage of help desk incidents resolved

made available where there is demand and a solid business justification.

Measure 2 within the time frame specified for their priority level: 90%


In-service percentage of the state voice communication network: 99.99%


Percent of mainframe uptime affecting user access and/or batch scheduling: 99.99%


Percent of scheduled uptime the human capital management suite of the Statewide Human Resources, Accounting, and Management Reporting system is available during business hours: 99.5%


Percent of scheduled uptime the financial suite of the Statewide Human Resources, Accounting, and Management Reporting system is available during business hours: 99.5%

Objective 1.2 Established models of IT governance, service management, project management and system development life cycle, as well as independent verification and validation; which are used to provide productive frameworks and best practices used to improve enterprise IT efforts.


Number and budget requested for reoccurring IT appropriations as incorporated within annual agency IT Plans

Strategy 1.1 The Department will facilitate the project certification process so as to provide effective oversight of statewide IT projects.

SFY 2017 Strategic

The Department’s Compliance and Project Management (CPM) will

SFY 2017 Accomplishments

All executive agencies now have assigned CPM – Office of the

Initiative 1.1.1 provide guidance and clear oversight to promote quality and compliance for executive agencies.

CIO (OCIO) account liaisons who provide guidance and oversight of IT projects.

SFY 2017 Strategic Initiative 1.1.2

The Department’s CPM will provide statutory approval of IT contracts, including emergency procurements, sole source contracts, price agreements, and requests for proposal (RFPs) prior to approval by the Department of Finance and Administration (DFA) and General Services Department (GSD) State Purchasing Division (SPD).


The CPM team reviewed 230 approved procurements totaling $880,770,749.

Strategy 1.2 The Department will increase knowledge and understanding of project management best practices within the agencies by providing opportunities for project management training for IT staff.


The Department will facilitate project management training for staff.


The Department hosted 14 Project Management Professional courses for 16 state IT staff.

Strategy 1.3 The Department will establish models of IT service management, project management and system development life cycle that will be used to provide productive frameworks and best practices for improving enterprise IT efforts.


The Department’s CPM will develop, promulgate, and ensure compliance with rules, standards, best practices and guidance for management and certification for IT projects.


OCIO staff initiated reviews of project management templates, practices and guidelines.

OCIO initiated a Project Management Center of Excellence (PM COE) to take the lead on building the PM community across the state enterprise, to develop updated guidance and training, and to plan and management DoIT projects.

OCIO staff met with agency representatives on a wide range of

certified projects to provide detailed comments and guidance related to project planning, management and certification.


The Department will meet with enterprise service owners on an annual basis and assess the applications used to support such services. Weigh the criticality of the applications for planning of continuity and ease of recovery.


In collaboration with the OCIO, the Managing Director of Cloud and Communications (Enterprise Services) met regularly with service owners to evaluate and modify the direction of each service as part of the process of developing the DoIT Enterprise Architecture v.1.0.


The Department will promote the use of ITIL as an enterprise model for operations and service delivery.



The Department will promote an enterprise model for managing IT projects.


The new PM COE is tasked with updating the enterprise model for managing IT projects, for leading DoIT projects and for helping other staff responsible for leading projects to understand and use this model.


The Department will promote the use of an enterprise model for a system development life cycle.


Strategy 1.4 The Department, in consultation with public entities, will plan, invest, and implement services that maximize advances in technology and service options.


The Department’s CPM will enhance IT project oversight and compliance to ensure quality and success.


The Department’s CPM team, in collaboration with the Project Certification Committee, reviewed

70 project certifications to ensure project quality and success.

The OCIO implemented a new review calendar and processes to review agency documents prior to their submission for certification, to obtain input from across DoIT regarding technical and management content, and to provide agencies recommendations to improve the quality and completeness of their documents – and thus to help reduce project-related risk.


The Department will establish a collaborative effort (IT Working Group) between the Department and agencies to define the necessary information to be included in the annual agency IT Plans.


OCIO staff worked with the Agency IT Strategic Planning Work Group – comprising senior representatives from nine state agencies – to significantly revise guidelines for agency strategic plans.

OCIO staff developed and delivered training to agencies on the new planning process and template.


The Department will continue education and outreach to attract additional users of the Victims Information and Notification Everyday (VINE) application.


The VINE team conducted monthly meetings with the VINE Training and Awareness Sub- Committee.

The VINE team also began planning for training related to the VINE 3 upgrade, which will increase the opportunity to attract additional users.


The Department will implement One-Stop Business Portal.


OSBP went live June 30, 2017.


Account Managers:

• Implement approved marketing/training plans

• Develop new service performance measures

• Explore Customer Relationship Management software resources

• Implement service proposal automation

• Achieve target for customer service reviews

• Improve customer relations during the discovery phase of high profile/large telecommunications

Improve customer service review process

Publish DoIT Service Catalog

Improve the Service Managers’ process for updating the Service Catalog

Improve customer communication


Developed announcement flyers showcasing new DoIT services (pending approval.

Provided 32 training courses to customers and DoIT staff.

Developed new service templates for performance measures for SFY18.

Updated and standardized templates for DoIT proposals to agency customers; will consider automating process in SFY 2018.

Completed 10 planned services reviews with major agencies.

Updated and standardized templates for service reviews.

Developed new service catalog (pending approval).

Improved customer relationships by increasing email and phone communications regarding current services and informing them of new services.


Database:

• Continue PeopleSoft, OS, and Oracle version upgrades

• Pinnacle: FY17 Phase Three – Wireless

• FY17 Department of Health - Migration to a new immunization system


Migrated the SHARE 11g database from old servers to new Linux Servers and EMC I/O Storage.

Upgraded Oracle Clusterware from 11g to 12c on the new infrastructure running in Linux 7.

• FY16 software upgrades and improvements to the performance of the Audit Vault Server

• FY17 Replace the TIWA Exadata

• FY18 HSD/ASPEN: Replace the Production Audit Vault Server

• FY20 HSD/ASPEN: Replace the SIMMS Exadata

Installed OEM13c to monitor and check the SHARE databases.

Troubleshot and moved to EMC DDBoost from NFS in RMAN Backup and Recovery implementations.

Retired the old Share servers.

Supported SHARE HCM Upgrade from version 8.8 to 9.2.

Migrated Department of Health to a new immunization system.

Successfully transferred Exadata, AuditVault servers, BIAS contract and Oracle licenses to Human Services Department (HSD) in April 2017, eliminating need to replace TIWA and Simms Exadata or the ASPEN Audit Vault Server.


Application Development:

• Acquire additional programming projects from state agencies

Offer alternative software development solutions for projects not funded by the Computer Enhancement Fund.

• Mobile device creation - Offer mobile device applications for State employees who work in a non-office environment.

• NM IT knowledge sharing - Establish a forum for IT individuals to share knowledge and experiences.


Participated in six additional application development projects in SFY 2017.

Strategy 1.5 The Department will promote solutions to improve the State public safety interoperability communication capabilities.


Improve interoperability of public safety communications. This initiative includes the SLIGP grant, which will provide the framework for interoperability within public safety.


Began developing plans to migrate to more modern technologies to improve interoperability.

Met with various city and county officials to develop a road map to share infrastructure, fostering interoperable public safety communications.


The development of the broadband strategic plans will be standards-based to ensure the interoperability of systems.



Continue SLIGP education and outreach via annual, regional and local meetings throughout the State of New Mexico.


Strategy 1.6 The Department will leverage the expanded broadband telecommunications in New Mexico to increase bandwidth available via fiber or digital microwave to rural agency sites, tele-health sites, public safety and public education institutions.


The Department will enhance the state-wide broadband network.


Created the Office of Broadband and Geospatial Initiatives (OBGI) to coordinate the activities of the NM Broadband Program (NMBBP).

OBGI is implementing the recommendations set forth in both the NM Statewide Broadband Strategic and Digital Literacy Plans.


The primary initiative for the NM Broadband Program (NMBBP) is “sustainability.” Much effort will be extended to step into


With bi-partisan support and the Governor’s signature, DoIT negotiated substantial legislation

action the recommendations and options to continue the NMBBP beyond the funding stream. Anticipated are funds to continue supporting a Broadband Program Manager and many of the activities that provide essential data and services to enhancing broadband infrastructure and education within New Mexico: Broadband Mapping; Broadband Capacity Building; Broadband Planning; and Broadband Technical Assistance. Administrative action to align and modernize policy will be needed in addition to new legislation.

(HB113) during the 2017 session that modernized its statutes to allow for better statewide broadband planning, coordination, and funding.

Completed Broadband for Business study that identified sound options for broadband expansion across the state, with a special focus on economic development. (In review)

Coordinated, provided program management expertise and/or supported several initiatives around the state:

Town of Galisteo and Community of Chupadero enhanced broadband services

Governor’s Broadband for Education (BB4E) initiative – including mapping contracts

Public schools and libraries, including statewide price agreements for E-rate CAT1 internet access

NM TeleHealth Alliance efforts to provide broadband for healthcare facilities using federal funding

Middle Rio Grande Tribal Broadband

Consortium

Strategy 1.7 The Department will promote solutions to enhance and improve the Statewide Human Resources Accounting Reporting (SHARE) system.


Fully modernize SHARE by upgrading PeopleSoft to version 9.2.


Went live with HCM 9.2 on April 28, 2017, as scheduled with no issues during the upgrade process.

Completed five successful payrolls using HCM 9.2 with no significant issues, and transitioned HCM to normal operational support.

Completed more than 65% of Financials 9.2 development and unit testing.

Strategic Goal 2 Be the thought leader among agencies with respect to emerging trends and application of enabling technologies

Objective(s)

Objective 2.1 Research and development of new technologies and enhancement of existing services


Number of anchor institutions using the forthcoming 700MHz Long Term Evolution (LTE) public safety network: 5

Strategy 2.1 Ongoing identification of new and revised enterprise technology services will be facilitated through consultation with public entities, planning documents, industry research, technology service providers and discussions with other states.


Complete Phase III of SWIRE Project (Refresh and reinforce radio infrastructure, initiate deployment of 700Mhz LMR system and complete migration to IP based radio dispatch console system


Upgraded and consolidated Department of Public Safety (DPS) dispatch centers into three regional areas.

Established two additional radio sites for DPS.

Switched NM State Police (NMSP) D5 area to 700 MHz Phase I Project 25 Digital.

Strategy 2.2 The Department will identify and actualize ways of collaborating with agencies on the funding and support of innovative and emerging technologies.


SAAS Test

SAAS Production


Completed two pilots:

Established an Azure tenant to determine viability of offering that service.

Deployed a sales force.com application (Sunshine Portal).


DAAS Develop Proof of Concept (POC) in FY17-18

DAAS Pilot FY19

DAAS Test / Production FY20


Strategic Goal 3 Drive digital leadership via rationalization, demystification and business translation

Objective(s)

Objective 3.1 IT investments carried out in the most responsible manner through collaboration with agencies, DFA, State Personnel Office (SPO), and Legislative Finance Committee (LFC)

Performance Measure

Quarterly number and budget of approved IT professional services contracts and amendments

Objective 3.2 IT governance evaluates technology initiatives; proposed and current; to ensure the State is properly leveraging existing investments and planning future investments; to better position the State as a technology leader

Performance Measure

Number and appropriated budget of executive agency certified projects reviewed quarterly for oversight requirements

Objective 3.3 Reduce wasteful duplication, decrease costs and increase the efficiency of services with established processes for service consolidation, decommissioning, and redefinition that include strategies for revenue replacement and/or reduction in cost

Performance Measure

Percentage of phone systems using internet protocol or other similar technologies to achieve virtual local calling within the state enterprise: 40%

Objective 3.4 An IT Enterprise Architecture Framework that supports the State’s business by providing the fundamental technology and process structure for an IT strategy.

Performance Measure

NA

Strategy 3.1 The Department will continue to work with the agencies, DFA, SPO, and the LFC to improve the processes that assure that IT investments are carried out in the most responsible manner.


The Department’s CPM will review appropriation requests and legislation related to IT and make recommendations to DFA and LFC for formal approval by the LFC and Governor.


CPM team reviewed 25 C2 appropriation requests for SFY 2018.

Strategy 3.2 The Department will implement a governance structure for service consolidation, decommissioning, redefinition, etc. that will include strategies for revenue replacement and/or reduction in cost.


The Department will define and implement an enterprise model for IT governance. And, determine if the COBIT model fits the State.


Strategy 3.3 The Department, in consultation with public entities, will evaluate and select enterprise services that can be provided in a cost-effective manner across multiple organizations.


Determine long term strategy and plan for State LMR network, including public safety.



Modernization of local government console system.


Upgraded radio consoles at Santa Fe Local Government Center.


Modernization and integration of all remaining NMSP console systems into Motorola core.


Upgraded Albuquerque, Las Cruces and Las Vegas NMSP consoles to Motorola Core.


Secure long term funding for LMR system modernization.


Strategy 3.4 The Department has been designated as the custodian for the State Geospatial

Strategic Planning Program. The Department, in collaboration with local and private entities; will plan and implement geospatial technologies to better service the public and government.


The Department will implement a Geospatial Program:

Acquire a funding source that will continue support to State agencies in development of geospatial resources and projects;

Determine funds to support collaborative geospatial projects required by State agencies. These include data acquisition and application development requirements; Enterprise License Agreements (ELA) for geospatial software products used by most agencies; and

Federal/state/local stewardship program that will support securing funds to develop geospatial data products.


Created the Office of Broadband and Geospatial Initiatives (OBGI).

Supporting the DoIT/ OBGI Geospatial Advisory Committee (GAC) and the National Geospatial Advisory Committee.

Reviewed agency RFPs with geospatial content; supported creation of state price agreements for Geospatial Software Acquisition and Support Services.


The Department will coordinate geospatial information and technologies in New Mexico State government through the Geospatial Program Manager who chairs the Department’s GAC that engages state, federal, local, and professional participants.


Conducts monthly GAC meetings and, through sub-committees, helped in planning, data acquisition, and funding for NM geospatial projects.

GAC subcommittee created consortium of nearly 30 federal, state, regional, and local participants that secured over $13M in funds to acquire elevation data within NM, equating to nearly 25% of the state.

GAC subcommittee preparing NM for 2020

Decennial census, a process with significant financial ramifications for NM.

GAC subcommittee working with three state and two federal agencies on a water conveyance mitigation plan (under a Department of Homeland Security and Emergency Management (DHSEM) sub-grant).


The Department will develop policy recommendations and guidelines concerning geospatial data and technologies in New Mexico State Government.


Cadastral, Boundary, and Geodetic Control GAC subcommittee developed a standardized parcel schema with the intention of developing interoperability middleware to convert NM Assessor data.


The Department will share geospatial information among all government agencies and the public in partnership with the State Geospatial Data Clearinghouse.



The Department will have a designated Tribal Liaison as set forth in statute and investigate funding sources to stabilize that function.


Strategy 3.5 The Department will identify and develop multi-agency service delivery applications providing comprehensive and easy to use access to government services which ensure public trust and establish transparency.


The Department’s Application Development Bureau will acquire more programming projects from State agencies; to include cloud computing applications.


Strategy 3.6 The Department will develop and use a State IT enterprise architecture as its business, application and technical architecture, inclusive of enterprise portals. This framework will serve as the basis for IT governance, standards and rules.


The State Framework for Enterprise Architecture Program will be re-written to support and guide ongoing architecture efforts. Technical and business domain teams will be established to identify and to develop standard-based enterprise services.


Engaged all service owners in the development of an enterprise architecture plan that focuses on each shared service area. Version 1.0 of the plan will be finalized in early FY18.

Strategic Goal 4 Drive external credibility by operating efficiently, effectively and seamlessly in the delivery of services and execution of IT oversight.

Objective(s)

Objective 4.1 Compliance with state and federal regulations, standards and laws


Percent of audit corrective action plan commitments completed on schedule: 95%


Percent of voice, data, and radio services meeting federal standards for cost recovery: 100%

Objective 4.2 Continual improvement of enterprise services to ensure high levels of efficiency and availability.


Percent of accounts receivable dollars collected within sixty days of the invoice due date: 95%


Dollar amount of account receivables over sixty days: $7.5M


Percent of mainframe services meeting federal standards for cost recovery: 100%


Growth of virtual machines running on hosted enterprise server: quantity 375

Percent on time delivery of Statewide Human Resource,

Accounting, and Management Reporting System approved projects to the agreed upon implementation date: 80%

Objective 4.3 A secure secondary State Data Center provisioned with redundancies for continuity for use in establishing resilience and recovery environments for State critical applications.

Performance Measure

Number of enterprise systems hosted or owned by the Department with a disaster recovery or resilience presence

Objective 4.4 An IT Security Program with an assigned Chief Information Security Officer responsible for identifying, evaluating and reporting on information security risks.


Percentage of co-located and enterprise hosted systems with documented system security plans: 65%


Number of perimeter and security-logged devices reporting security metrics to the Network Operations Center: 80%

SFY 2017 Strategic Initiative 4.5

Assessment and provision of IT training needs of staff and agencies to define the technical skills required to provide high level IT services.

Performance Measure

Percent of staff that receive at minimum 24 hours of training in their specific technology field within a year: 60%

Strategy 4.1 The Department will comply with federal standards for grant awards and cost recovery in regards to mainframe, voice, data and radio services.


The Department will assign resources to federal awards to provide compliance will all federal rules, regulations, and requirements; to include reporting and monitoring.


Conducted a vulnerability scan and prioritized items to improve DoIT security posture.

Implemented security firewalls, an intrusion detection system, and modified the routing of our internet service to continue to improve the security of service delivered.

SFY 2017 Strategic

Delivery of the State Local Implementation Grant

SFY 2017

Initiative 4.1.2 Program (SLIGP) data collection to FirstNet.

Accomplishments


Upgrade CMS for Avaya Call Center:

FY17 Begin strategic plan for Fujitsu migration to Avaya

FY18 Begin actual migration from Fujitsu to Avaya

FY19 Planning for Telephone Network 10 Digit Dial Plan

FY20 Complete PRI trunks conversion to SIP

FY21 Complete dial plan conversion


Began Prime Rate Interface (PRI) to Session Initiation Protocol (SIP) conversion project, with expected completion date of August 2017.

As part of Enterprise Architecture Plan development, identified options and selected strategies for modernizing voice and call center infrastructure.


Revise standards and publish engineering standards for sites, hardware and technology.



If committed to 700 MHz using State frequencies need to follow and meet Federal Communications Commission (FCC) build out timeline requirements.



Fully integrate SolarWinds monitoring, management and Tait Base stations.


Integrated house alarms into SolarWinds.


Update Albuquerque Radio Communications Bureau (RCB) building and bring up to at least minimum OSHA standards.


Moved to SFY 18.


Maintain current support levels for all mainframe hardware and software.


To maintain current support levels, implemented:

Database compatibility upgrade

Billing automation

Security upgrades

Tools and software

upgrades

Hardware disk upgrade

Strategy 4.2 The agency IT strategic plan process will be leveraged and improved to structure a common framework for Agency IT planning and to gather data for a statewide enterprise approach to IT planning.


The Department will update the New Mexico Information Technology Strategic Plan for FY17 – FY19. The plan will provide guidance to agencies, outlining cost-efficient strategic directions to be incorporated into annual agency IT plans. The plan will include cost-efficient solutions for agency business requirements.


Planned for completion second quarter SFY 2018.


The Department will assess and revise the agency annual IT planning guidelines and template as a strategic planning tool and include objectives; strategies and initiatives and connect performance measures.


Revised agency annual IT planning guidelines and templates, and will use feedback to continuously improve all strategic planning tools.


The Department will incorporate the annual IT planning guidelines and template into a planning and assessment tool so that agencies can develop and submit their IT Plans electronically (i.e. online). The tool will have the capability for analysis on the IT Plans.


Strategy 4.3 The Department will develop an annual IT strategic plan that defines the vision for services and revenues over a multi-year horizon.


The Department will develop an annual IT strategic plan with prior year accomplishment, current project, and planned initiatives. This effort will require participation from key staff to engage in a


The Department’s key staff developed an annual IT strategic plan that included prior year accomplishments, current projects, and planned initiatives.

strategic planning forum and plan development.

Strategy 4.4 The Department will plan and implement a secondary State data center that will be used for resilience and recovery for State applications.


The Department will assess current data center locations to establish recovery locations for enterprise systems.


Entered into a lease for a secondary data site, the OSO Grande facility, located in Albuquerque. Designed initial disaster recovery (DR) architecture for SHARE and enterprise system services.


The Department will establish the mainframe hardware and software disaster recovery environment.


Established mainframe DR site through NM State University; installed all equipment, including additional storage for business continuity support.


The Department will test the mainframe hardware and software disaster recovery environment.


Tested the mainframe DR site, which met all federal and oversight agency requirements.

Strategy 4.5 The Department will assign a Chief Information Security Officer (CISO) to manage and administer an IT security program. The CISO will develop, implement and monitor a strategic, comprehensive enterprise information security and IT risk management program to ensure the integrity, confidentiality and availability of information owned, controlled or processed by the state.


The Department will facilitate information security governance through implementation of a hierarchical governance program, including the formation of an information security steering committee or advisory.


Work on strategy 4.5 delayed to SFY 2018 due to lack of funding to hire CISO and lack of staff to perform work.


The Department will establish an Information Technology Security Program that will develop enterprise information security architecture and information security


policies, standards, and procedures using best practices.


The DoIT Security Program will facilitate a metrics and reporting framework to measure the efficiency and effectiveness of information technology security and facilitate appropriate resource allocation.



The Department’s Chief Information Security Officer will identify, evaluate and report on information security risks. Reporting will be in compliance with regulatory requirements and aligned with and support the risk posture of the State Enterprise Services.



The Department’s Chief Information Security Officer will proactively work with agencies, local public bodies and private entities to implement practices that meet defined enterprise policies and standards for information security.


Strategy 4.6 The Department will develop a program that is structured to improve the status of the IT professionals to result in higher retention rates, improve staff morale, productivity, innovation while maintaining a more stable and knowledgeable IT.


Secure and provide Motorola training for ENG and OPS personnel. This is critical for ongoing support and no dependency on vendors.


Training provided by Motorola Training Personnel for all members of enterprise services, which resulted in DoIT personnel being equipped to maintain the system, saving the State an estimated $100,000 annually.

SFY 2017 Strategic

Ongoing cross-training for engineers in various disciplines (LMR, IP,


Trained network personnel to understand and work with other

Initiative 4.6.2 routing etc.). technologies such as radio frequency, radio hardware and systems; continuing training in SFY 2018.


Reclassify Network Service Bureau (NSB) positions and add NSB FTE positions. Implement training curriculum and certification program for DOIT-NSB staff.


Completed reclassification was completed.

TABLE III.1: SFY 2017 strategic IT accomplishments

B. OTHERSFY2017ITACCOMPLISHMENTS

CATEGORY ACCOMPLISHMENT VALUE or IMPACT

CUSTOMER SERVICE

Improved the use of Tivoli Usage Account Management (TUAM) tool by implementing new services and by training 250-300 customers.

Improved IT cost management.

PROCESS IMPROVEMENT

Completed new Chief Financial Officer Directives for Procurement and Payments that provided additional budgetary controls.

DoIT paid or accrued all expenditures in SFY 2017 with the appropriated budget.

PROCESS IMPROVEMENT

Billing staff updating Pinnacle with PBX Inventory. Completed 57 of 65 received PBX inventories including 8,112 records with numerous services attached to each phone number.

Enables staff to capture and bill usage accurately.

WORKFORCE Reinstated Radiofrequency (RF) Safety Training and Compliance Program

Ensure compliance with OSHA RF radiation requirements and improve staff safety.

TABLE III.2: Other SFY 2017 IT accomplishments

IV. SFY 2018-2020 IT STRATEGIC GOALS & STRATEGIES

Agency IT Strategic Goal Improve the security, compliance and resilience of state systems, networks and data

SFY 2018 Strategy Complete secondary data center set up

Metric Retain tenants to use all current rack capacity: 15 fully used racks

SFY 2018 Strategy Develop and implement SHARE DR plan

Metric Complete plan and DR implementation by June 30, 2018

SFY 2018-2020 Strategy Plan and implement cybersecurity program to address security governance, compliance, policies and standards, skill development and incident response at the enterprise level

Metric 1 Retain State Chief Information Security Officer (CISO) by January 2018

Metric 2 Implement restructured security team to support CISO by March 2018

Metric 3 Develop and promulgate updated security-related policies, procedures and standards by June 2019

SFY 2018-2020 Strategy In accordance with DoIT Enterprise Architecture Plan v.1, plan and implement major upgrades to critical customer-serving technologies

Metric 1 Complete voice communications equipment upgrade by June 2019

Metric 2 Complete enterprise email upgrade by June 2020

Metric 3 Complete call center as a service assessment by January 2018

Agency IT Strategic Goal Modernize the State’s enterprise resource planning system - SHARE

SFY 2018 Strategy Complete configuration and implementation of

Metric 25% reduction in customizations by

PeopleSoft 9.2 SFY 2018-Q4

SFY 2018 Strategy Develop and conduct standardized training

Metric 75% of users completed training by SFY 2018-Q4

SFY 2018-2020 Strategy Establish an ongoing plan for SHARE that drives business process improvement and standardization across the enterprise

Metric 1 Adoption of standardized processes by agencies

Metric 2 Realization of measurable cost savings and/or cost avoidance through process improvement and standardization

Agency IT Strategic Goal Develop and mature Office of Chief Information Officer

SFY 2018 Strategy Complete establishment of OCIO organization, including implementing revised team structure and recruiting to fill key positions (as budget allows)

Metric 1 Complete reorganization by January 2018

Metric 2 Recruit new IT Investment Management Lead by November 2017

SFY 2018 Strategy Improve IT planning and performance management function

Metric 1 Complete DoIT Enterprise Architecture Plan v.1 by October 2017

Metric 2 Revise agency IT strategic plan guidance and provide training by May 2018

Metric 3 Develop and implement reusable framework for analyzing agency IT project fund requests by January 2018

Metric 4 Revise C2 form and full business case instructions by March 2018

Metric 5 Develop initial performance

management tracking and assessment framework by May 2018

SFY 2018-2019 Strategy Implement robust IT investment management (ITIM) and oversight program

Metric 1 Define IT project stratification framework by November 2017

Metric 2 Establish independent project assessment approach and dashboard by December 2017

Metric 3 Identify and implement foundational ITIM processes by June 2018

Metric 4 Train agencies on current certified project requirements and processes beginning no later than October 2017

Metric 5 Revise and update guidance regarding certified project life cycle no later than June 2018

Metric 6 Select and implement foundational ITIM tool(s) by December 2018

Metric 7 Train agencies regarding ITIM and project oversight approach beginning no later than September 2018

SFY 2018-2020 Strategy Establish Project Management Center of Excellence to improve leadership of IT projects

Metric 1 Establish organization and recruit qualified staff to manage internal

internally and across enterprise

DoIT projects (budget dependent)

Metric 2 Begin managing portfolio of DoIT internal projects – at least three substantial projects in SFY 2018

Metric 3 Review, update and promulgate updated project management guidelines and templates

New project charter and project management plan templates not later than March 2018

Additional updated templates not less than 1/calendar quarter through completion

Metric 4 Develop and deliver training to agencies regarding revised PM guidance, templates and best practices beginning no later than April 2018

SFY 2018-2019 Strategy Improve procurement review and oversight process to increase efficiency, consistency and value; implement continuous improvement approach

Metric 1 Design and implement streamlined procurement review process not later than December 2017

Metric 2 Develop and implement checklists and guidelines for procurement review not later than February 2018

Metric 3 Measure and report on results of

procurement review process

Elapsed time for review vs. baseline

Procurement comments vs. project outcomes

Metric 4 Train agency staff on procurement oversight approach and criteria beginning no later than July 2018

SFY 2018-2020 Strategy Continuously improve communications within DoIT and with customer agencies to increase effectiveness and insight

Metric 1 Design and implement enhanced client liaison role within OCIO by January 2018

Metric 2 Complete initial DoIT business intelligence and analytics plan by January 2018

Agency IT Strategic Goal Improve DoIT financial transparency and drive administrative excellence

SFY 2018-2019 Strategy Implement robust, integrated IT financial management (ITFM) capability

Metric 1 Identify DoIT ITFM disciplines and services by December 2018

Metric 2 Perform project initiation and planning for ITFM implementation by January 2019

Agency IT Strategic Goal Make DoIT a center of technical excellence, collaboration, and support

SFY 2018 Strategy Implement a comprehensive, structured communications plan for DoIT and external communications

Metric Complete plan by December 2017

SFY 2018-2019 Strategy Define and implement cloud policy and services for enterprise

Metric 1 Develop and promulgate enterprise cloud policy by January 2018

Metric 2 Implement initial enterprise cloud service offerings not later than July 2018

SFY 2019-2021 Strategy Plan and implement Digital Government Initiative to establish technology-based framework for analytics, reporting and public-facing reporting and communications

Metric 1 Begin initiation and planning of Digital Government Initiative by July 2018

Metric 2 Begin Digital Government Initiative Implementation by January 2019

Metric 3 Complete initial Digital Government implementation by June 30, 2021

Agency IT Strategic Goal Improve interoperability and communication structure for public safety

SFY 2018-2020 Strategy Develop comprehensive plan for public safety communications encompassing LMRS, FirstNet, VINE and related initiatives to optimize efficiency, technology adoption and implementation, and use of funds to enhance public safety

Metric Develop comprehensive public safety communications plan not later than June 2018

SFY 2018-2020 Strategy Implement 700 MHz Project-25 trunked digital LMR network to improve network quality and efficacy, and to comply with FCC requirements

Metric 1 Develop and promulgate formal plan for P-25 upgrade project by January 2018

Metric 2 Establish P25 upgrade project governance by

February 2018

Metric 3 Implement P25 upgrade, in accordance with approved plan – and dependent upon funding – not later than June 2024

Agency IT Strategic Goal Serve as focal point for broadband and geospatial initiatives statewide

SFY 2018 Strategy Establish OBGI in leadership capacity

Metric 1 Develop and implement plan for broadband and geospatial initiatives in accordance with HB 113

Metric 2 Obtain dedicated funding for OBGI by June 2018

TABLE IV.1. SFY 2018 – 2020 IT strategic goals and strategies

REQUESTFORREAUTHORIZATIONOFGENERALAPPROPRIATIONS

DoITisseekingnoreauthorizationofgeneralappropriationsatthistime.

APPENDIXI:DepartmentofInformationTechnologyOrganizationCharts

state fiscal year 2018 - 2020 department of information ... · 9/1/2017 · financial and supply...

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