OIS BP Final Short V..

Department of Human ServicesOffice of Information Services

Business PlanNovember 2004

OIS Business Plan – November 2004 2 11/29/2004

Table of Contents

1. Purpose2. Background

a) Organizational Structureb) Resourcesc) Burning Platformd) Methodology

3. Detailed Assessmenta) Application Portfoliob) Data Architecturec) Network & Computing Servicesd) Customer Service & Supporte) Stafff) Securityg) Customer Relationsh) Culture

4. Customer Business Functions5. OIS Products and Services6. Advances in Technologies7. Strengths, Weaknesses, Opportunities, Threats


Purpose

Why the Business Plan?

Serve as the department’s roadmap to engineer IT business processes, align resources, and modernize our technologies;

thereby delivering greater IT value to the department.


BackgroundOrganizational Structure

Approximately 150 locations 9,000+ employees $9.56B Department Budget

(2005-2007)

DirectorGary Weeks

Deputy DirectorCindy Becker

Health Services

Barry S. KastAssistant DHS Director

VacantDeputy

Children, Adults and Families

Ramona FoleyAssistant DHS Director

Jim Neely & Mickey SericeDeputy

Administrative Services

Clyde SaikiChief Administrative

Officer

Fariborz PaksereshtDeputy

Office of Information Services

Bill CrowellChief Information Officer

Kristen DuusDeputy

Finance and Policy Analysis

Vic ToddAssistant DHS Director

John SwansonDeputy

Seniors and People with Disabilities

James ToewsAssistant DHS Director

Cathy CooperDeputy

DHS Overview

Updated 12/09/2004


BackgroundOrganizational Structure

Health ServicesOregon Health PlanMental Health ServicesState HospitalsPublic HealthAddictive Treatment & Prevention

Children, Adults and FamiliesSelf Sufficiency ProgramsChild Welfare ProgramsVocational & Rehabilitation ServicesField Staff

Seniors and People with DisabilitiesServices to SeniorsServices to People with Disabilities

Finance and Policy AnalysisBudget SectionsForecasting & Performance MeasuresFederal Financial PolicyRate Setting

Administrative ServicesHuman ResourcesContracts & ProcurementFinancial ServicesFacilitiesForms & Document ManagementInformation Security

Director’s Office Governor’s Advocacy Office Internal Auditing Office of Public Affairs Tribal Relations

Information Services Policy & Planning Project Management Office Budget & Administrative Services Network & Computing Services Customer Service & Support Application Maintenance & Support Strategic Systems Initiatives Systems Architecture

DHS Functional Overview


Background Organizational Structure

Continuing the focus on service integration

Expanding the community infrastructure to provide prevention and treatment services that benefit clients and communities

Transforming the information systems of the department

Improving the credibility and accountability of the department Addressing the expanding training needs of DHS employees

and partners

Source: DHS 2005-07 Agency Request Budget

DHS 2005 – 2011 Six Year PlanLong Term Strategies


Background Organizational Structure

Office of Information Services

Chief Information OfficerBill Crowell

Deputy CIOKristen Duus

Network & Computing Services

Jim Long

Strategic Systems Initiatives

Julie Mallord

Applications Maintenance & Support

Husain Razzaki

Customer Service & Support

Aaron Karjala

System Architecture

Ed Klimowicz

Executive AssistantJane Malecky-Scott

Project Mgmt OfficeSanford Kahn

Business Process Engineering

Open

Budget & Administrative Services

Shawn Jacobsen

Policy & PlanningDennis Wells

OIS Admin

Network ServicesComputing Services

Major Projects MMIS SACWIS HIPAA GAP Self Sufficiency Home Care Worker Hospital System

Replacement

CAF SPD HS DWSS FPA End User Computing

Desktop Maintenance & Support

Help Desk End-User Training Change Management IT Asset Management

Application Architecture Data Resources Management QA & Testing

288 ISS Technical 44 Management 28 Professional Technical 16 Support

2005-07 Agency Request Budget386 Permanent Positions


Background Resources

DHS Operating Budget

$1.62 Billion

OIS Operating Budget

$76 million (4.7%)

OIS Project Budgets(MMIS, eXPRS)

$72 million (4.4%)Pass-through to

clients & communities $7.6 Billion (82.4%) DHS

Operating Budget $1.62 Billion (17.6%)

Total DHS Budget $9.22 Billion


$76 million

Personnel – 57%

Hardware, Software, DP Services – 37%

Professional Services – 2%

Operating S&S – 4%

(DWSS, Field Services, State Hospitals, Public Health)

2003-2005 Legislatively Approved Budget



DHS Operating Budget

$1.66 Billion


$80 million (4.8%)

OIS Project Budgets(MMIS, SACWIS)

$90 million (5.4%)Pass-through to clients & communities

$7.9 Billion (83.5%) DHS Operating Budget

$1.66 Billion (16.5%)

Total DHS Budget $9.56 Billion


$80 million

Personnel – 56%

Hardware, Software, DP Services – 38%

Operating S&S – 6%

(DWSS, Field Services, State Hospitals, Public Health)

2005-2007 Governor’s Printed Budget (estimate)

Updated 12/09/2004



OIS appears to have sufficient resources available to serve the departmental requirements

Base operating budget is being supplemented to support major systems investments

People, processes, and technologies need to be transformed to meet departmental

requirements and client needs

Point of Fact


Background Burning Platform

Staff: Aging workforce – loss of legacy system

knowledge through workforce retirements Fragmented staff skills due to increasingly

complex IT environment Decreasing staff morale – unable to meet

customers’ needs due to increasingly complex IT environment

Legacy system maintenance will require increased staff resources

Systems: Increasingly complex environment driving

toward total maintenance / break-fix mode Unable to support programs or deliver

services Increasingly difficult to modernize systems No single view of client No comprehensive data management or

data interoperability Complexity makes effective information

security extremely difficult

Clients: Service to customers is degrading Unable to meet customers’ changing needs Clients become stuck in archaic processes for

receiving services Change request process becomes increasingly

non-responsive – increased requests, time to complete, and backlog

Increasingly difficult to integrate new technologies

Financial: Increased costs to maintain

legacy systems and applications Return on investment will be

minimized Budget is focused on operation

and maintenance (utility), not modernization or innovation (transformation)

Why Change?


Plan Structure

Point of Departure Point of ArrivalCustomer Relations

Technical ComplexityModernization

Computing & Network Infrastructure Consolidation (CNIC)

Standardize ProcessesBuy before Build

Skills TransformationCulture Change

Strategies

Assessment / Issues

Achievement of Performance Goals

through people, processes, and

technologyIncreased public

value of IT

Burning Platform


Background Methodology

Assessment – Point of Departure: A description and metrics-based assessment of the current environment. The assessment is designed to achieve a common understanding of the plan’s point of departure.

Issues: The assessment identifies a series of issues that the organization needs to address.

Strategies: These are high level descriptions of the actions the organization plans to undertake to achieve our vision and point of arrival.

Vision – Point of Arrival: This is a description of the future state we expect to achieve as a result of successfully implementing our strategies. It is the basis for measuring our achievement of the plan.


Table of Contents




4. Customer Business Functions5. OIS Products and Services6. Advances in Technologies7. Strengths, Weaknesses, Opportunities, Threats8. Major Themes


Application PortfolioPoint of Departure - Assessment

Complex Application Development Environment

250+ applications

22 programming languages

9 database management systems

5 platform types

Application development, maintenance, and support requires more than the current 189 people


1970s

1980s

1990s

Application Portfolio Point of Departure - Assessment

Largest, Most Complex Applications

System Name Year Created

Food Stamp Mgmt Information System (FS) 1979

Child Welfare (IIS) 1979

Client Process Monitoring System (CPMS) 1980

MMIS 1980

Client Maintenance (CMS) 1985

Client Index (CI) 1992

Family and Children Information System (FACIS)

1996

Oregon Access (ACCESS) 1997

TRACS/JAS 1997

The WIC Information System (TWIST) 2003

Largest, most complex applications use a

variety of technologies

languages7database types5platforms3



Adapted from IBM Presentation at 2004 APHSA Conference

Intake Screening Eligibility Case

Management Services /

Benefits Reporting Client Data Financial

Management

Intake Screening Eligibility Case



Management

Others Intake Screening Eligibility Case



Management

DHS

Self Sufficiency Common

Functionality

Self Sufficiency Common

Functionality

TANF Food Stamps



Multiple Applications performing similar functionality written in different languages increases the effort of support

39

16

22

10

22

10

14

5

10

5

24

10

0

5

10

15

20

25

30

35

40

Client Demograhics Client Registration Eligibility Billing Check Writing Licensing

# of Applications# of Languages



$

$$

$$$

2003-05 2005-07

Maintenance & Operations

Maintenance & Operations

ProjectA

ProjectB New

Project

Ops Increase for AMaintenance for AOps Increase for BMaintenance for B

NewProject

New projects increase the % of budget spent on maintenance & operations in subsequent years, leaving less money for innovation & modernization

Adapted from “Driving and Communicating Your Leadership Vision” by John Goggin, Metagroup 2003


Point of Departure

Application Portfolio Summary

Systems inhibit integration of business operations

Staff skills fragmented Increased costs of

ownershipComplex application

portfolio250+ applications22 programming languages9 database mgmt systems189 staff to develop,

maintain, & support

Portfolio of integrated COTS applications

Holistic single view of client

Staff skills support business requirements

Leveraged statewide opportunities

Service-oriented architecture

IT responsive to business process improvements

Strategy Point of Arrival

Portfolio mgmt strategy Use COTS applications Develop staff skills Implement generic solutions

Integrated technical architecture

Common client database Prototypes/demonstration

projects Sunset plans for old

applications


Application Portfolio Strategy

Portfolio Strategy – Portfolios are defined by business requirements, functions, and programs

ERP – Enterprise Resource Planning

Human Resources, Finance, Procurement, Payments, Payroll

Self-SufficiencyFood Stamps, Child Welfare,

Emergency Assistance, TANF

Protective ServicesSACWIS, Senior

Protective Services

Insurance & Claims ProcessingMMIS, eXPRS

Public Health

Hospital Management

SystemsVocational &

Rehabilitation Services

Licensing Applications


Table of Contents






Data Architecture Point of Departure - Assessment

Databases by Type Databases by Cluster

More than 9 types of databases requiring a diverse skill set to maintain

Minimal Integrated Data(especially Client & Provider)

3735

3230 29

2422

11

18

VSAM Sybase DB2 SQL Server

MS Access

Oracle FileMaker Clipper Other HS CAF Admin/ FPA

SPD

121

53

4

37



86% Non-Standard Databases

26% Desktop Databases

Cannot have simultaneous multiple users

Data may not be backed up, current, or accurate

Creates complexity in processes and procedures

Difficult to share data



DHS has 59 Client Databases

No single view of client

Inconsistent data quality

Few common data definitions

DHS has Over 3 Terabytes of Data

(equal to 2,184,533 diskettes)


Point of Departure

Data Architecture Summary

Complexity Disparate platforms Disparate databases Multiple data mgmt

processes Lack of tools & methods

Minimal integrated data Inconsistent data qualityDuplicate data entryDiverse skill set requiredComplex security

requirements

Standardized processes & infrastructure

Single data entry & easy data accessibility

Fully integrated client dataData warehouse(s)Standardized metadata, data

elements, & data dictionaryStandardized reporting toolsAccurate, consistent, timely,

& reliable dataStaff skills support business

Strategy Point of ArrivalReduce Complexity by:

Standards compliance & enforcement

Business processes improvement

Implementing data quality, mgmt, & interoperability processes

Develop integrated data architecture

Develop DBA skills for anticipated future requirements


Table of Contents






Network and Computing Services Point of Departure - Assessment

Transaction Volume per biennium 2.7 billion CICS transactions 214,000 batch jobs 10,900 miles of paper printed

Storage 10+ terabytes of total storage

Environment Supported 338 servers 9 operating systems 239 data circuits

159 to DHS field offices 80 to DHS partner offices

(Counties, AAAs, etc)

Over 140 distinct skills needed to support the current environment



130

3624

148

0

25

50

75

100

125

150

DHS DataCenter

PSOB Parkway FieldOffices

338 identified servers supported in a variety of locations

39

37

22

14

12

5

1

0 10 20 30 40

Windows 2000

Netware

AIX

Solaris

Windows NT

Linux

Mainframe

Types of servers within DHS Data Center




Point of Departure

Network and Computing Services Summary

No recovery / continuity plans

Limited availability Splintered & lack of depth

in staff skills & knowledge Facilities have limited

power & physical space Security vulnerabilities Monitoring & mgmt tools

insufficient Interconnectivity issues

with other agencies

Fully consolidated network & computing environment

State-of-the-art facility Test & monitor critical

systems Defense-in-depth security Increased availability (24x7) Scalable infrastructure Implemented & supported

development, test, training, & production environments

Continuity / Disaster Plans & process to update

Strategy Point of Arrival Upgrade mainframe OS Increase staff skills Participate in & fully

support CNIC initiative Service coordination

between DHS & consolidated data center

Service Level Mgmt for services provided by consolidated data center

Disaster recovery & business continuity plan


Network and Computing Services Point of Arrival

Proposed CNIC Facility

SOURCE: YOST GRUBE HALL, ARCHITECTS


Table of Contents






Customer Service and Support Point of Departure - Assessment

150+ locations supported

Customer Service and Support Staff Ratios: Field Techs – 1 per 143 customers and 155 desktops Help Desk – 1 per 380 customers and 382 desktops

Help Desk services 6,000 tickets per month (Sep 04) vs. 3,500 tickets (Mar 02) 2003 Help Desk survey – 85% satisfaction rate

Help Desk resolution Tickets resolved at Help Desk – 72% (Sep 04) vs. 42% (Mar 02) First call resolution rate – 49% (Sep 04) vs. 11% (Mar 02)



Support 69 unique desktop images on multiple operating systems

Image Types18 18

2

15 15

0

5

10

15

20

Corel MS Office 2000 MS Office 97

Windows NTWindows 2000

High percentage of outdated desktops

PC Processor Speeds*

450MHz or below38%

over 2GHz11%

500MHz to 1Gig36%

1.13 - 2GHz15%

*6,726 desktops sampled



Over 18,000 instances of non-standard or unapproved software on desktops

9121

2891

1699

1576

1439

926

838

208

31

0 2000 4000 6000 8000 10000

Desktop Utilities

Screen Saver

Browser Helper Object

Video/Audio Player

Web Utilities

Games

Instant Messenger

Conferencing/Remoting

Peer to Peer

Printers Personal Printers

500-600 Installations

Network Printers*1,105 total printers44 different models

*Collected from Web Jet-admin (HP printers only)

Non-Standard or Unapproved Software Installations


Point of Departure

Customer Service and Support Summary

Complex environment to support69 unique desktop images44 different models of

printersLarge number of outdated

PCsBreak / fix service

dependent upon site visits Inefficient / stand-alone

processesLimited IT asset mgmtNo Customer Support Plan

Strategy Point of ArrivalSingle point of contact

for all OIS services Integrate & consolidate

processesService Level MgmtRemote Desktop MgmtExpand Change Mgmt &

Problem Mgmt processes Increase/improve training

for application releasesCatalog of OIS services

and customer self-help

Completely integrated, consolidated processes Add, Move/Modify, Delete Incident Management Problem Management Change Management Asset Management Release Management

Proactive customer support

Adaptable, flexible, & responsive customer service


Table of Contents






Staff Skills Point of Departure - Assessment

COBOL Developers

Business Process EngrProject Managers

DBAs & SA

Web Developers

Client Server Developers

Current Skills



3500

4000

4500

5000

5500

6000

6500

$7000

ISS6 ISS6TeamLead

ISS7 ISS7TeamLead

ISS8 ISS8TeamLead

PEMC

PEMD

PEME

Technical vs Management Compensation

Little or no financial incentive for technical staff to move into management positions

Need to identify staff with management interest and skills early to provide appropriate career path



25%

30%

35%

40%

45%

2001 2002 2003 2004 2005 2006

IT Professionals In-House Skill Trends

Product & Technical Skills

Technical Management Skills

Business Management Skills

Source: Research Assessment of Needed In House Skills Trend for IT Professionals by Gartner


Point of Departure

Staff Skills Summary

Current skill sets do not match anticipated future needs

Need to change skill mix from developers to implementers, integrators & management skill sets

No formal system to guide individuals between technical & management careers

Project management practices valued

Staff training, development, & hiring practices provide needed capacity

Better business analysts Solution integrators Stronger contract

management skills Continued emphasis on

project management Staff are more flexible,

adaptive, responsive, & receptive to change

Strategy Point of Arrival Train current employees

in new technologies Establish career paths for

employees Fill positions to meet

anticipated future needs Increase use of rotations,

developmental, & work out of class assignments

Use contracted skills to provide flexibility & rapid response outside of OIS’ core capability


Staff SkillsPoint of Arrival

Client Server

Developers

Web Developers

DBAs & SA

Project Managers

Business Process

EngrCOBOL

Developers

Current Skills

Contract Managers

Business Process

Engr

DBAs & SA

Project Managers

Web Developers

Legacy App Maintainers

Application Pkg Experts

Anticipated Skills


Table of Contents






Security Point of Departure - Assessment

Intranet

Server Server

Server

Data /Application

The intranet connects ourcomputing systems – “Our World”

Firewall Partners

The perimeter separates the DHS network & computers

from the internet

Partners

InternetThe internet is the

connection to the world

Server


Point of Departure

Security Summary

Defense-in-depth posture Security training Secure perimeter,

intranet, data, servers, applications

Workforce & partners use security measures

Threats detected & mitigated before becoming incidents

Risk mitigation strategiesBusiness users & partners

control ID & access mgmtBusiness Continuity Plans

are in place & updated

Strategy Point of Arrival

Implement security & awareness program

Enhance system security

Facilitate CNIC Standardized computers

& settings Network monitoring &

system auditing Policies & procedures Implement application &

system life cycle management process

Confidentiality: Overall, culture not

security conscious Integrity:

No defense-in-depth posture

Difficult to secure complex DHS systems

Antiquated security mechanisms built into antiquated applications

Accessibility: Insufficient password

management Lack role-based access


SecurityPoint of Arrival

InternetThe internet is the

connection to the world

Intranet

Server

Server

Server

Server

Data /Application

The intranet connects ourcomputing systems – “Our World”

DMZFirewall

Partners PartnersRouting partners through firewallsdoes not limit authorized access

Firewall

The perimeter separates the DHS network & computers

from the internet


Table of Contents






Customer RelationsPoint of Departure - Assessment

Existing technology inhibits customer’s improvement of business processes

Backlog of application change requests estimated to exceed two years – current technologies expensive to maintain

Lack of clear customer relationship management processes Multiple contact points “Shopping” for solutions Black hole syndrome Lack of confidence and trust

Inability to leverage advances in technology Not staying up with emerging technologies Difficult to integrate new technologies with old systems


Point of Departure

Customer RelationsSummary

Existing technology an inhibitor to our customer’s business processes

Lack clear customer relationship management processes

Inability to make use of current technologies

Systems lack flexibility Lack of confidence & trust Roles & Responsibilities

& ownership of IT resources unclear

Effective governance structure

Facilitate shared vision & provide expertise to create best solutions

OIS is an “enabler,” providing citizen-centric approach to public value

Freedom to question business processes

Alignment with Business OIS is service-oriented &

proactive

Strategy Point of Arrival IT Governance Council &

ISM Roles & Responsibilities

Ownership: The What & the How

Implement OIS Communication Plan

Replacement strategies to modernize throughout (systems, desktops, etc.)

Transform OIS to enabling/leadership role


Table of Contents






Organizational Culture Point of Departure - Assessment

Care deeply about DHS Mission & Goals

“I” and “Us-Them” paradigms dominate

Lack of awareness and knowledge to build a “We” culture

Scarcity mindset

Risk adverse and resistant to change

Compliance paradigm dominates (parental vs. adult-to-adult)

Problem solving largely focused on single events; failure to practice systematic thinking methodologies


Point of Departure

Organizational CultureSummary

Care deeply about DHS Mission

“I” & “Us-Them” paradigms dominate

End runs Scarcity mindset Risk adverse – change

resistant Insufficient trust Problem solving largely

focused on single events Lack of alignment

Internalize Vision, mission & guiding principles

Initiative, innovation, & creativity inherent & valued

Flexible, dynamic, & responsive culture

Recognize change as the constant, the degree of change the variable

“We” culture recognized; high respect & high trust

Embrace & support learning continuum for all

Strategy Point of Arrival Expand our capacity to

form a “we” culture Build a results-based

accountable culture Implement strategic

management development process

Promote informal networks that positively shape our culture


Table of Contents






Customer Business Functions

DHS organizational groups provided information about their specific program areas

Program areas have specific rules and requirements that their business functions must address

_____________________________________________________

Public Health conducted a detailed assessment 91 Program Areas 62 Business Functions (check writing, billing, referral, etc.)

Public Health found that while their program rules and requirements are specific, many of their functions are similar across program areas


Customer Business Functions

Oregon Department of Human Services

123456789 123456789101112 5600MEMO

SIGNATURE

5600

DOLLARS

PAY TO THE ORDER OF $

DATE

Business Function Check WritingBusiness Rules

Inputs Why check is

written What is written

on the check (date, name, amount, comments)

Business Rules

Outputs Where check is

sent Where & how

check info recorded

Business Process Elements

10 check writing applications in 5 different languages

Different business rules surrounding a business function do not change it

Different business processes can have the same business function within them


Customer Business Functions Public Health

Public Health is comprised of the following program offices and program areas:

Office of Public Health Officer Facilities, Planning & Safety Cross Connection/Backflow Health Systems Planning Community Liaison Certificate of Need Public Health Preparation Medical Marijuana

Office of Multicultural Health

Office of Public Health Systems Drinking Water Program Emergency Medical Services Radiation Protection Services Environmental Service Food, Pools, Spa, Lodging Health & Safety Health Care Licensure & Certification

Office of Family Health MCH Systems Adolescent Health Genetics Dental Health Immunization Perinatal Health Child Health Women’s & Reproductive Health Services Women Infants & Children (WIC)

Office of Disease Prevention/ Epidemiology Acute & Communicable Disease Environmental & Occupational Epidemiology Injury Prevention Epidemiology HIV / STD / TB Health Promotion & Chronic Disease Prevention Center for Health Statistics Program Design & Evaluation Services

Office of Public Health Laboratories

General Microbiology Laboratory QA Newborn Screening Operations Virology / Immunology Bio Terrorism

Program Operations


Customer Business Functions Public Health

More than 40% of Program Areas Use

Provider Info Mgmt (43) Assessment (42) Referral (41)


Billing (12) Track Payments (12) Class Registrations

(11) Claims (10) Track Vendors (10)


Licensing (24) Check Writing (23) Electronic Pymt Systems (21) Registration (20) Inspections (19)

More than 30% of Program Areas Use Invoicing (33) Certification (31) Receipting (29)

Public Health identified the business functions used most often in their program areas(for example: “Screening” is used in 54 Program Areas)


Screening (54) GIS (53) Activity Tracking (52) Provider/Partner Directory (50) Client Demographic (48)

91 Program Areas 62 Business Functions


Table of Contents






OIS Products and Services

Project Management Project management Develop / standardize project

management processes & methodologies

Templates & tools Mentoring

Enterprise Architecture Data architecture Technical architecture Application architecture

Connectivity• Mainframe &

network connectivity• Network security• Network tools

Data Management Data backup & restoration Data security Database administration

IT Planning Strategic planning IT Policies Develop & standardize contracting

processes & methodologies Capacity planning

Technical Support Help Desk Desktop support & security Deploy and maintain equipment Maintain technical information

repository Manage production

environment Document printing, mailing,

distribution support

IT Support• Technical training• QA / Testing• Coaching & mentoring• Consulting• Liaison with other agencies

& partners• Purchase equipment

Provide & Support Applications

Gather requirements Design Convert, Install, or Code Implementation Maintenance Manage COTS (such as E-

mail & word processing)

OIS Products

& Services


Advances in Technologies

Technology Benefits to DHS Strategies for Use

Wireless Self Service Web Enabled Convergent

Technologies Open Source Speech Recognition Mobile Computing Natural Language

Search

Staff & hardware mobility & productivity from room to room, office to office, during travel, or from the field

The ability of clients to use such things as the internet, telephones, kiosks, & card readers to receive their benefits & services

Staff & partners’ ability to access DHS systems via the web. Clients ability to monitor or receive their benefits & services.

Wireless PDAs, Smartphones, Speech recognition for desktop

Most of technologies listed are already available – some of these technologies will become mainstream in the next 2 to 10 years

Position IT infrastructure to be in a position to take advantage of these technologies where they can be used for achieving the DHS Mission


Strengths, Weaknesses, Opportunities, Threats

Factors Internal to OIS

Factors External to OIS

Strengths:OIS Executive leadership has a clear

vision Committed to the DHS Mission and

GoalsDepartment supports modernization

and integration of systems

Weaknesses:Staff & management do not have

needed skills mix for modernizationDifficult to transition systems & maintain

operations Culture is resistant to change and risk

adverse

Opportunities:CNIC will modernize DHS infrastructure

& enhance security IT will be better aligned & more flexible

to DHS business DHS 2005-07 budget supports DHS

systems modernization & integration

Threats:Budget shortfall would extend timelinesCulture resistant to changeRequires sweeping changes in how OIS

& DHS conduct their functions & processes


Strengths, Weaknesses, Opportunities, Threats

DHS EffortsOrganization Collaboration

between silos

Process Integrative Measured

Service Delivery e & self-service Automated

CyclicalForces of Change

Structural Forces of Change

Economy

Administration Changes

Legislative Change

Increased Public Expectations

Threats That Can Disrupt DHS Efforts


Recognition

Thanks to all those whose time and effort led to the creation of this Business Plan

Special thanks goes out to: The Policy and Planning Workgroup (Nancy McIntyre,

Terry Guza, Darren Wellington, and Brent Freeman) – who spent countless hours coordinating the creation of this document

Tammy Roberts – who facilitated the offsite executive staff meeting and whose input was invaluable

Steve Modesitt and Public Health Staff – who provided a comprehensive evaluation of their business functions

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OIS BP Final Short V..

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