cts advisory council – strategic planning update december 7, 2011 1

CTS Advisory Council – Strategic Planning Update

December 7, 2011

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Agenda

• Update on CTS Strategic Planning• Questions for the Advisory Council

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Strategic Plan Questions

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WHERE ARE WE NOW

MissionValuesStrengths, Weaknesses, Opportunities, & Threats

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Mission

• We are dedicated to providing innovative technologies and support to our customers through competitive services that deliver measurable value

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Mission

• We provide innovative technologies and support to our customers through competitive services that deliver measurable value

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Values – We are . . . • Guided by the customer’s needs for the services we provide and

the delivery of value to the enterprise• Providing technology and service leadership for our customers• Competitively focused on price, quality, reliability, and customer

satisfaction• Accountable to ourselves and our customers to deliver on our

commitments and are transparent in our actions• Actively seeking and respectful of the views of others • Focused on continuously improving our knowledge, technologies,

and services• Professionals; Highly-skilled, adaptable, and committed to getting

the job done• Committed to recognizing and celebrating accomplishments

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Strengths, Weaknesses, Opportunities, & Threats

• Views from Leadership Team and CTS Advisory Council

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StrengthsLeadership Advisory Council

A lot of heroes Concerted effort engagement, transparency and customer

focus

Stamina Strong technical staff Provide tangible results Leadership and collaboration (OCIO & DES) Transparency Good job with providing key services Not required to earn a margin Tighter focus on mission, service delivery New flexibility in pay ranges Focus on hiring skilled staff and alignment Experienced work force Solid core infrastructure Deep relationships with customers Project management support is strong Able to attract qualified staff Focus on improving structure Monopoly Feels like a partnership New Facility State of the art facility Energized staff to new model Good change management processes Unique perspective – ability to recognize common

solutions Engaged community that wants to succeed

Good technological proximity Committed and confident management

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WeaknessesLeadership Advisory Council

Vendor management Communications Tarnished brand Funding structure in state government Internal reluctance to move on DES/CTS/OCIO separation lacks clarity Lack of common processes Nimbleness (agency/CTS) and focus Staff and skill shortages Perception that agency can do it cheaper Lack of communication channels and processes with DES Business impacts of – all eggs in one basket Core business in transition and not yet well defined DR and redundancy – business continuity Retention and recruitment capability Tarnished brand – needs to deliver Aging workforce Early adopter financial penalty Morale Lack of detailed knowledge in new technologies – cloud

Governance systems inadequate (degree of maturity) Knowledge and experience to decide insource/outsource

and technology mix Have a lot of heroes; fewer team players Overly burdensome internal processes Resistors (status quo) Organizational & operational change while maintaining

operations

Lack of understanding of legislators and staff

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OpportunitiesLeadership Advisory Council

Ability to set agenda Ability to start over (re-definition)

Ability to create a new culture Dump old DIS baggage

Pent-up demand for improved services Build trust and respect

Reset customer relationships (rebrand) Build a customer focused organization

Updated service catalog Revised service catalog

Local market is underdeveloped Leverage have and have not agencies

Rethink competitiveness Align agency IT focus with business strategy

Rethink leadership model Provide data to the legislature to convey message

Rethink public / private partnership Business Process re-engineering

Lower unit cost Create IT strategy plan and roadmap with future focus

Internal accountability and validation Tell the story about IT supports the business

Drive consolidation and standardization Consolidation of technology

Staff engagement

New partnerships to jump start innovation

Performance management

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ThreatsLeadership Advisory Council

Resource constraints (people) Legislative micromanagement Time Short term focus due to political change (14 months)

Adversaries (internal & external) Talent loss due to financial reductions, agencies

competing for the same resources Money (fund sweeps) View IT as a commodity Vendor competition (buy the business) Financial unknowns to deliver on legislation Budget instability No connection with business (strategies) Lack of common vision or strategy for IT in Washington

(OCIO)

Oversimplification of technology based on consumer platform

Resistors (status quo) Cost of state of the art facilities Legislative uncertainty Funding structure in state government

Pressure to improve while changing Funding at agency level does not incent enterprise

thinking Transformational success depends on unfamiliar models Perception is reality Possible negative publicity Unrealistic expectations Customers may be competitors Salary competition in IT workforce Dependent upon others for standards Customers lack knowledge required for appropriate

decision making

Overhead costs (inherited)

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WHERE ARE WE GOING

Competitive AdvantageVision

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What is CTS Best At . . .

• Financial Transparency• Operating a very complex technology

environment• Technical Expertise• Reactive

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What can CTS potentially do better than any other organization . . .

• Run a data center• Customer Service• Employee engagement• Measuring performance• Right provider for government

– Meeting the right need– Partner of choice– Competitive

• Excellent internal and external communications• Effective and efficient operations

– Work smarter, not harder– Reducing unnecessary process

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Vision

• The information technology partner of choice for agencies in the State of Washington

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HOW WILL WE GET THERE

Strategic ObjectivesGoals & Actions

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Strategic Objectives:Improve Performance to . . .

• Be a customer-focused organization• Be a high performing organization• Be a desired employer• Be financially accountable

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GOALS –WORK-IN-PROGRESS

Matching strengths with opportunitiesActions

Overcome WeaknessesMitigate Threats

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Focusing on Our Externally Facing Approach

• Define, protect, and polish the brand• Develop and maintain a customer interaction

strategy• Determine, develop, and maintain a program

to expand the customer base• Develop and maintain a structure for vendor

interactions• Develop and maintain an Outreach program

for other interested parties

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Implementing Process Efficiencies

• Define and rationalize core service offerings• Develop a Strategic Roadmap for core service

offerings• Define opportunities to leverage automation• Define process metrics• Determine target operational maturity level

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Retaining the Right People for the Right Jobs

• Align organizational structure to deliver a customer-focused approach

• Formalize employee sharing program with Agencies

• Define and establish a customer-focused, required skills development program

• Determine individual and organizational performance and reward standards

• Establish a healthy work culture

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Aligning Financial Processes with Business Priorities

• Develop a competitive analysis process to establish rates• Create a mechanism to assign accountability for overhead

costs• Rationalize service rates and charges• Develop a standard template to disclose rate detail• Implement a business modeling capability for ongoing

investments• Create and validate a business case template that reflects

business priorities• Define ROI metrics• Establish agreements with customers, partners, and

vendors that define the business relationship

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HOW WILL WE ORGANIZE –WORK-IN-PROGRESS

Organizational Structure

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Organizational Decisions

• External or Internal focus• Proactive or Reactive – Services capacity– Customer interaction

• Service Value or Priority Decisions– Difference of decision: should we support versus

can we support• Within the Agency; Distributed or Centralized

decision making

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ADVISORY COUNCIL QUESTIONSDefining Expectations

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Advisory Council Expectations

• What do you want from CTS?

• What do you need from CTS?

• What are the critical success factors for CTS?

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