Strategic Advisory Council

July 20, 2005

AgendaStrategic Advisory Council

July 20, 2005

Welcome/New Member Introduction

I. Strategic Technology Plan (STP) 2006-2008i. 2002-2005 IT Accomplishmentsii. STP Imperativesiii. Investment Strategiesiv. Governance Feedbackv. Endorsement of the STP 2006-2008

II. Wrap-up

July 20, 2005Strategic Advisory Council3

Welcome New Member

Gary Robinson

July 20, 2005Strategic Advisory Council4

Gary Robinson, Director, Washington State Department of Information Services (DIS)

The governor appointed Gary Robinson on February 16th as the director of the Department of Information Services. Gary served as acting director in 2001 and 2002, and most recently as the senior assistant director at the Office of Financial Management.

Gary began his career with Washington State as a member of the Committee staff of the House of Representatives and then the Senate. He next joined the administrative staff of the Parks and Recreation Commission and then moved to the Office of Financial Management (OFM). In addition, Gary has been a member of the Washington State Economic and Revenue Forecast Council, the Information Services Board, the Public Employees Benefits Board, and the Sentencing Guidelines Commission.

Gary was raised in Washington State. He received his Bachelor’s Degree from Pitzer College in Claremont, California and his Master’s Degree from The Evergreen State College. He has also completed the Program for State and Local Executives at the Kennedy School of Government.

July 20, 2005Strategic Advisory Council5

Approval of Minutes

September 23, 2004 SAC Meeting Minutes

July 20, 2005Strategic Advisory Council6

I. Strategic Technology Plan2006-2008

I. IT AccomplishmentsII. STP ImperativesIII. Investment StrategiesIV. Governance FeedbackV. Endorsement

July 20, 2005Strategic Advisory Council7

IT Accomplishments Overview of IT Accomplishments from 2002-2005

Presented by: David Martinez

July 20, 2005Strategic Advisory Council8

IT Accomplishments Highlights

Strategic Goals

Transparency/Accountability Goal

Risk Management Goal

Public Access/Customer Service

Goal

Efficiency Goal

IT AccomplishmentsIm

plem

enta

tion

Man

agem

ent

Plan

ning

Governance Project Oversight IT Risk ManagementTactical IT Investments IT Operations

SACBMCTMB

Project Review Board

2003-2005 Strategic

Technology Plan

Improved Budget Process

Monthly Monitoring

Project Management

Tools

Annual Reporting

Technology Qualifications

Report

Project Business

Cases

Quantifiable Business Case

IT Improvements(Please see the attached IT Accomplishments handout)

Established KC IT Policies, Standards

& Guidelines

IT Equipment Replacement

Plans

Security Vulnerability Assessment

Training

Corrected Security Vulnerabilities

Total Cost of Ownership

Agency Technology

Plans

Training

KC IT Policies, Standards & Guidelines

July 20, 2005Strategic Advisory Council9

STP Imperatives

Presented by: Ron Sims

July 20, 2005Strategic Advisory Council10

Imperatives

High level direction for prioritizing investments for the next three years.

We may not agree on the details, but we should find common ground to guide us into the budget process.

July 20, 2005Strategic Advisory Council11

Imperative #1 Technology investments will be prioritized for funding

consideration based on a compelling business case that considers the total cost of ownership for alternative solutions including operations, upgrades, replacement and disposal costs of equipment. The business case shall be aligned to the agency’s priority services as detailed in the agency’s business plans and/or operational master plans and as supported by the agency’s technology plan and the county’s strategic technology plan. Standardized management tools and practices, collaborative efforts to coordinate IT planning and/or service delivery, and other ways to provide more efficient and effective services will be encouraged.

Action Requested: Endorsement

July 20, 2005Strategic Advisory Council12

Imperative #2

All county agencies support an expansion of the county’s web site to increase public access to information and services and promote equal opportunity and healthy communities with appropriate privacy and security controls in place and the ability of agencies to control their websites.

Action Requested: Endorsement

July 20, 2005Strategic Advisory Council13

Imperative #3

Provide an appropriate level of IT support to enable all county agencies to comply with their responsibilities under King County’s Emergency Management Plan.

Action Requested: Endorsement

July 20, 2005Strategic Advisory Council14

Imperative #4

Provide an appropriate level of resources to ensure compliance with privacy and security regulations and county policies and to protect the county’s information assets, including personal and sensitive information, from threats: internal and external, intentional and accidental.

Action Requested: Endorsement

July 20, 2005Strategic Advisory Council15

Imperative #5

Provide an appropriate level of resources to conduct and support performance measurement activities related to the technology that supports county services and initiatives. This will provide important information for the county’s management and elected officials to improve decision-making regarding the use of technology to support delivery of services and ensure that departments stay focused on top priorities.

Action Requested: Endorsement

July 20, 2005Strategic Advisory Council16

Investment Strategy & Approach

Presented by: Bob Cowan

July 20, 2005Strategic Advisory Council17

Financial Situation Background

Structural deficit has not disappeared. Revenue growth rates lag behind expenditure

growth rates to maintain same service levels and is forecast to continue.

County has started significant initiatives to mitigate structural deficit, such as the annexation initiative.

2006 budget outlook is best in five years, primarily due to previous service level reductions.

July 20, 2005Strategic Advisory Council18

Budget Imperatives Ongoing need to realize efficiencies in the way the County delivers

services. In the absence of revenue enhancements, this is the most effective way for the County to fund new and expanded services.

New ways of doing business – including the use of technology -- must be examined and implemented where those improvements lead to efficiencies.

Agencies must be held accountable for promised efficiencies when business processes are changed or technology projects are funded.

County must minimize the institution of new programs which create a “bow wave” in future years.

Planning for future known costs where those costs are significant and unavoidable, e.g. increases in employer contribution rates for state retirement pension plans.

County should emphasize the benefits of county-wide technology projects and encourage the joint development of those projects.

July 20, 2005Strategic Advisory Council19

Investment Strategy

Invest in technology needs based on established prioritization criteria

Leverage technology investments by applying inter-agency and county-wide solutions where applicable

Establish performance measurement methods for technology projects to assure that planned efficiencies and other investment goals are realized

July 20, 2005Strategic Advisory Council20

Prioritization Criteria

Consistent with County Strategic Technology Plan Adequate funding for Strategic Technology Plan

imperatives Documented cost savings or cost avoidance Accountability and transparency Risk management Improvements to public and customer service and

access

July 20, 2005Strategic Advisory Council21

Technology Investment Funding Strategies

Utilize debt for large long life multi-year projects, allocating debt service to benefiting agencies

Establish and maintain dedicated short-term reserves for funding significant smaller duration projects (Transition Fund to create operational efficiencies and enable agencies to maintain service levels at lower costs)

Allow agencies to use operating funds within the constraints of available resources for agency-specific projects

July 20, 2005Strategic Advisory Council22

Significant Strategic Technology Projects

Law, safety and justice systems for courts, jail, health, public defense and Sheriff

County-wide security, business continuity and network infrastructure optimization

Unified payroll/human resources and financial systems

Major projects in elections and transit

July 20, 2005Strategic Advisory Council23

Initial Review of 2006 Budget Technology Requests

Additional funding for 10 existing technology projects (7 county-wide, 3 agency projects)

Funding for 35 new technology projects (5 county-wide, 30 agency projects)

July 20, 2005Strategic Advisory Council24

Governance Feedback

Presented by: David Martinez

July 20, 2005Strategic Advisory Council25

Governance FeedbackBMC/TMB members endorsed the 2006-2008 Strategic

Technology Plan with two qualifiers:

1. The IT Performance Measures and Investment Strategy sections were not available to be included in the draft version.

Status: The IT Performance Measures section has been completed and added to the STP. The revised section was presented to the BMC/TMB for their review on July 12th.

Status: The Investment Strategy section will be completed and include direction received today.

2. The Strategic Technology Plan 2006-2008 Reorganize Technology Functions objective was not endorsed because the Executive’s recommendation was not available.

July 20, 2005Strategic Advisory Council26

Endorsement Checklist

STP Imperatives

Strategic Technology Plan 2006-2008

July 20, 2005Strategic Advisory Council27

Follow-up Items

Complete the Investment Strategy section and incorporate into the Strategic Technology Plan 2006-2008.

Other action items?

July 20, 2005Strategic Advisory Council28

II. Wrap-up

Proposed agenda topics for next SAC meeting

Tentative date for next SAC meeting

July 20, 2005Strategic Advisory Council29

Strategic Advisory Council

Thank you for your support of King County IT Governance.