Top Ten Talks: Budget and Cost Control

Michael Cockrill, former State CIO of Washington, presented Budget and Cost Control during Top Ten Talks at the NASCIO 2017 Annual Conference in Austin, TX.

Speaker has just 5 minutes to deliver a focused talk on one of the CIO Top Ten Priorities.

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State CIO Top Ten Policy and Technology Priorities for 2018

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.

 

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Shrinking State Data Centers: A Playbook for Enterprise Data Center Consolidation

This is an update since NASCIO’s last publication on data center consolidation in 2007. This version is a playbook of 10 plays for states who have yet to consolidate their data centers using lessons learned and advice from the trenches from states who have completed enterprise consolidation.

 

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State CIO Top Ten Policy and Technology Priorities for 2017

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.

 

Download

 

 

Top Ten Talks: Budget and Cost Control

Top Ten Talks session at the NASCIO 2016 Annual Conference in Orlando, FL.

Speaker has just 5 minutes to deliver a focused talk on one of the CIO Top Ten Priorities.

 

Watch the Video

State CIO Top Ten Policy and Technology Priorities for 2016

Each year 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.

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Is State IT Working on the Right Things?

What does it mean to be working on the right things? This determination is often difficult when considering the state as both an enterprise and a collective of individual agencies. Through interviews and formal surveys, NASCIO and Infosys Public Services gained insight from state IT leaders on the fundamental processes, mechanisms and criteria necessary to ensure that state IT is working on the right things. The resulting report will help state IT decision makers understand the key factors needed to identify the right things to do, see how they and their peer states stand against these factors and what can be done to bridge the gap.

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Funding: The Drive Wheel for Cross-Jurisdictional Collaboration

In many cases, funding a specific initiative can entail more than one funding source working together as a basket of funding streams to provide both initial seed funding and ongoing sustained funding. Seeking funding is necessary, coupled with the vision, goals and objectives of a collaborative. When evaluating grants, loans and direct payments, the intent of the funding stream must match the intent of the collaborative initiative. In considering the full portfolio of funding models, the funding options pursued must be appropriately matched to a long term sustainment strategy for the collaborative. Further, evaluating funding approaches essentially involves clear understanding of the total cost of ownership that includes transactional cost economics (TCE). Securing funding starts with an understanding the full costing.

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State CIO Top Ten Policy and Technology Priorities for 2015

Each year 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.

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Priority Strategies, Management Processes and Solutions

Top 10 Final Ranking

  1. Security: risk assessment, governance, budget and resource requirements, security frameworks, data protection, training and awareness, insider threats, third party security practices as outsourcing increases, determining what constitutes “due care” or “reasonable”
  2. Cloud Services: cloud strategy, proper selection of service and deployment models, scalable and elastic IT-enabled capabilities provided “as a service” using internet technologies, governance, service management, service catalogs, platform, infrastructure, security, privacy, data ownership
  3. Consolidation/Optimization: centralizing, consolidating services, operations, resources, infrastructure, data centers, communications and marketing “enterprise” thinking, identifying and dealing with barriers
  4. Broadband/Wireless Connectivity: strengthening statewide connectivity; implementing broadband technology opportunities
  5. Budget and Cost Control: managing budget reduction; strategies for savings; reducing or avoiding costs; dealing with inadequate funding and budget constraints
  6. Human Resources/Talent Management: human capital/IT workforce; workforce reduction; attracting, developing and retaining IT personnel; retirement wave planning; succession planning; support/training, portal for workforce data and trends
  7. Strategic IT Planning: vision and roadmap for IT, recognition by administration that IT is a strategic capability, integrating and influencing strategic planning and visioning with consideration of future IT innovations, aligning with Governor’s policy agenda
  8. Mobile Services/Mobility/Enterprise Mobility Management: devices, applications, workforce, security, policy issues, support, ownership, communications, wireless infrastructure, BYOD
  9. Disaster Recovery/Business Continuity: improving disaster recovery, business continuity planning and readiness, pandemic/epidemic and IT impact, testing
  10. Customer Relationship Management: building customer agency confidence and collaboration, internal customer service strategies, service level agreements (demand planning)

Destination: Advancing Enterprise Portfolio Management – First Stop: Issues Management

State CIOs are managing a growing and diverse set of investments, services and collaborative arrangements. Enterprise portfolio management (EPM) is a discipline that provides the tools and best practices necessary for doing this proactively and successfully. EPM provides a view into the enterprise – not only projects, but also services, operations, programs and resources. EPM essentially turns enterprise architecture into action. EPM involves many portfolios. The first portfolio that drives the others is the portfolio of issues that identifies, scores and prioritizes the very issues we’re trying to solve through projects, programs, management initiatives and operations.

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