2020 is a year that has undoubtedly been defined by the COVID-19 pandemic. In this eleventh annual state chief information officer (CIO) survey, we received the perspective of 47 state and territory CIOs on the extraordinary and unprecedented challenges they faced this year. In addition to directly addressing the issues and lessons learned by CIOs in responding to the pandemic, we also received updates from CIOs on many of the traditional topics covered by the survey, including CIO organization business models, digital government, adoption of cloud and emerging technologies and state and local collaboration. As might be expected, there was not a single topic area where the pandemic did not impact state CIO experiences in some way. The continuing work to address the immediate challenges of COVID-19 and to prepare for the long-term impacts to state and citizen work and personal lives is reflected throughout this year’s survey.
In this third in our series related to NASCIO’s “The CIO Operating System: Managing Change in a Sustainable Way,” we explore a maturity model that can help state CIOs develop their organization and explain their leadership role to a broad stakeholder audience. This paper creates a connection between trends and action and supports NASCIO’s mission to represent state CIOs in the evolving state government market. The maturity model provides a set of milestones for states to strive toward. Each maturity level is described using key characteristics. This not only provides states with a way for assessing their current state but also assists in creating the next set of goals as they move up the maturity curve. A ratings table is presented that provides a more detailed set of dimensions that characterize the new operating model. The paper culminates with a short assessment of some the key learnings from a survey of the states that was conducted in the third quarter of 2018.
As internal and external pressures continue to mount, state technology leaders say they are confident that by building strong teams and embracing new products and development processes, state IT departments will be able to improve how they serve government agencies and residents. Those and other factors contributed heavily to the 2018 State CIO Survey, State CIO as Communicator: The Evolving Nature of Technology Leadership. The survey includes responses from all 50 state CIOs on a range of issues, from evolving business models to workforce and budget to access to innovation and facing the future. Respondents to this year’s survey represent more than 150 years of collective service as a state’s top technology official.
This is the first in a series of three, 30-minute webinars. Everyone is asking about scaling Agile, but that’s the wrong question. We really need to ask, “How do we lead large, self-organizing teams?” It means strong leadership – just not the kind we’re used to. Webinar one explored the forty-year march towards self-organization based on annual Gallup surveys and over two hundred assessments of large agile organizations performed by AgileCxO’s partners.
Here is the slide deck from the webinar.
The Forces of Change presented in the first paper in this series have a direct relationship to and actually drive what surfaces each year as the Top Ten CIO Priorities. The Top Ten Priorities are essentially presenting the CIO response to these forces. Each year NASCIO asks the state and territorial CIOs to vote on their top priority strategies and top priority technologies. These votes are used to take the pulse of the states and territories as a group and at a point in time. It is through the lens of a Forces for Government Change model that we reframe our Top Ten list in this paper. A new operating model is emerging and will continue to mature as the strategy for addressing the priorities within each state. At its core is the concept that a state CIO’s operational competence and resulting political capital requires a broker of services approach to service delivery.
Learn how Agile has been effectively deployed with the state of Texas Health and Human Services Commission and the state of Idaho Department of Health and Welfare. Effective deployment of Agile requires a strong commitment by the business and successful partnering and collaboration between the business and the IT organizations. Once up and running as the new norm for delivering solutions, there will be multiple Scrum Teams working in parallel requiring effective coordination and orchestration across the portfolio of solutions being delivered. This includes standards, best practices, data management and staging. Our presenters have been working in this space for some time so there were lessons learned and things to avoid as well as best practices.
For this popular annual event, NASCIO and PTI came together to provide a picture of what the technology priorities, issues and trends will be for state and local governments in 2018. This year, we were pleased to add the National Academy of Public Administration (NAPA) Standing Panel on Technology Leadership as a program sponsor.
Click here for the full slide deck from the webinar.
NASCIO conducts a survey of the state CIOs to identify and prioritize the top policy and technology issues facing state government. The CIOs top ten priorities are identified and used as input to NASCIO’s programs, planning for conference sessions, and publications.
What’s the secret to agile success in government? Accenture and the National Association of State Chief Information Officers (NASCIO) surveyed and interviewed a number of state government leaders to find out. We asked them to describe their experiences with agile and then tell us where and to what extent they succeeded. Seven key factors emerged—all centered on people and their willingness to embrace this methodology and collaborate at every step. And it requires a clear plan of action.
The National Association of State Chief Information Officers (NASCIO), Grant Thornton LLP and CompTIA have collaborated for an eighth consecutive year to survey state government IT leaders on current issues, trends and perspectives. The survey sponsors seek to provide these state government IT leaders with an opportunity to voice their thoughts and opinions on matters of high importance. The role of the state CIO is being transformed by challenges to traditional business models, by emerging technologies that have the potential to redefine what we consider as “IT”, and by the drive to implement digital government. Governors, legislators and business leaders can benefit from these knowledgeable insights about essential state IT services.