Cross-jurisdictional collaboratives are on the rise. As the number of such collaboratives increases, there are essential ingredients for framing and sustaining successful and even exceptional collaborative arrangements that deliver real outcomes. As NASCIO reviewed successful collaboratives, proper governance continually surfaced as one of those essential ingredients for effective sharing of government information and services and effective employment of technology across two or more enterprises. This issue brief presents examples of effective governance and describes what constitutes effective governance.
The issue brief focuses on state use of social media, specifically on state social media participation policies (“SMPP’s”). NASCIO’s Legal Advisory Working Group took a look at 31 SMPPs, which focus specifically on guidance/policy given to state employees regarding their participation in social media.
States have come a long way in the past few years, with the majority implementing social media policies or working towards one. However, some of the gaps found have the potential to open up states to some severe heartburn: including employee discontent, management concerns, public perception and liability.
The issue brief also addresses the inclusion of clauses on confidentiality, ethical conduct, security and privacy, and transparency in SMPP’s.
As state leaders act to streamline services, consolidate IT infrastructure and perform more efficiently, trusted digital identities and their authentication becomes a critical enabler with the digital ecosystem. All levels of government and the private sector, are confronted by this challenge and are working together to create common policy, guidelines, standards, and responsibilities to protect cyber assets and ensure appropriate mechanisms are in place for a coordinated identity ecosystem. This guidance presents the value proposition along with key factors for establishing an enterprise-wide approach to identity management.
Collaboration is a major part of the solution to sustaining and thriving government organizations and services. But it has to be done correctly so it is effective, can sustain through the life of the initiative’s intent, and can adapt with changing environmental circumstances. No matter what service area, mode of delivery, management area, or technology, collaborative arrangements should be considered as an alternative that may deliver the most effective outcomes.
NASCIO is actively investigating existing collaboratives in order to promote collaborative arrangements across government and to uncover operating discipline and best practices that make for successful collaboratives. These best practices support strategy, governance, program and project management, organization, operations and effective application of technology.Collectively these best practices are imbedded in the enterprise architecture of successful collaboratives.
NASCIO, TechAmerica, and Grant Thornton LLP have collaborated on the third annual survey of state government IT leaders. Since the last survey of state chief information officers (CIOs) in 2011 – A New C4 Agenda (Consolidation, Collaboration, Clout, and Change) – we find that CIOs continue to be confronted with myriad responsibilities and leadership challenges. Some of these focus on continuing to provide many high-quality IT services to state agencies and employees (such as email and networking) as well as to citizens (such as online registration and licensing). Others focus on procuring, implementing, and managing new IT services, such as cloud platforms, mobile devices and applications, and social media. CIOs must maintain a balancing act, not allowing either the old or the new to dominate their attention.
Enterprise architecture is gaining a new level of interest and investment across all sectors of the economy. The motivation is grounded in gaining competitive advantage, reaching new levels of effectiveness, and creating an enterprise that is well orchestrated to continually transform. This need for a complete enterprise-wide discipline becomes even more critical when organizations “join up” to accomplish some purpose, optimize resources, or simply pursue economies of scale.
There is a demand for enterprise architecture and enterprise architects with a comprehensive view of the enterprise that entails all aspects of the business as well as technology. Universities are responding to this demand through creating courses and complete undergraduate and graduate programs in enterprise architecture.
In this webinar you will receive an overview of Enterprise Architecture as a management discipline, learn about the formation of the Federation of Enterprise Architecture Professional Organizations (FEAPO) and hear about the importance of enterprise architecture discipline in guiding the planning and implementation of cross-jurisdictional collaboratives.
- – The Increasing Importance and Expanding Role of Enterprise Architecture
– Cross-Jurisdictional Collaborations
the important role of enterprise architecture in identifying, evaluating,
implementing and sustaining cross-jurisdictional collaboratives
– Overview of the Center for Enterprise Architecture at Penn State University
On-Line and On-Campus Academic Programs
Areas of Research
– Overview of the Federation of Enterprise Architecture Professional
Establishing the Profession of Enterprise Architecture
Brian H. Cameron, Ph.D.
Executive Director, Center for Enterprise Architecture
Program Director, Master of Professional Studies in Enterprise Architecture
College of Information Sciences and Technology
The Pennsylvania State University
316 IST Building
University Park, PA 16802-6822
The Federation for Enterprise Architecture
Professional Organizations (FEAPO)
Affiliate Faculty Member
Center for Supply Chain Research
Eric Sweden MSIH MBA
Program Director, Enterprise Architecture & Governance
National Association of State Chief Information Officers (NASCIO)
Maintaining and increasing government service delivery in the current economic circumstances is nearing the impossible. What is the answer? Part of the answer is the formation of collaborative relationships across agencies and jurisdictions to share and in some circumstances consolidate investments. State and local governments can not afford to go it alone. Through collaborative governance structures, jurisdictions can pool funding, increase buying power, remove or reduce redundant investments in technology and actually make significant gains in the quality of service.
Cloud computing will continue to be an invaluable resource for state and local governments in their efforts to rationalize and optimize computing resources. Cloud computing should be seen as an IT innovation that can support rationalization and optimization of business services as well as IT services. Due diligence prescribes the necessity of exploring and evaluating jurisdictional issues in order to ensure long term sustainability and growing adoption of collaborative government operations in state and local government.
To ensure that IT security remains robust in the current difficult budget environment, the National Association of State Chief Information Officers (NASCIO) has identified a taxonomy of core, critical IT security services to facilitate the analysis of requirements, sourcing options, and costs for delivering appropriate security. For each of the twelve services that were identified, the brief includes a description, a list of the key activities associated with the service, and a list of tools that commonly support service delivery.
Cloud computing brings with it opportunities, issues and risks. One major consideration that must be addressed is the management of data – governance, stewardship, consistency, ownership and security. Data is the lifeblood of state government operations and critical for service delivery. With the fiscal stress and operational pressures that are driving state and local governments toward serious consideration and adoption of cloud computing, the data must not be ignored. These pressures must be managed intelligently to avoid pushing government into a future situation that could constitute greater cost, and more difficulty in achieving interoperability of government lines of business and government jurisdictions.