State governments are turning to unmanned aerial systems (UAS) for a variety of applications. This brief lays out important public policy issues when it comes to state CIO governance of UAS.
NASCIO takes a look at what has occurred across the states since NASCIO’s first report on open data published in 2009. This latest report examines progress in open data across state and local government. Open data initiatives are advancing at all levels of government in the United States and globally. States and local governments have partnered with industry to create innovative capabilities in delivering data to consumers. Those consumers include citizens, business, non-profit organization and government. The report also presents recommendations for continuing to advance state government open data initiatives and begin moving to a next level of maturity.
The RFP process is multifaceted with a broad set of stakeholders including state CIOs, agency heads, state procurement officials, state procurement attorneys, private sector vendors, and many others. Taking this information into consideration, NASCIO has continually sought ways to encourage collaboration between CIOs, chief procurement officials and private IT sector vendors. As such, NASCIO identified the RFP process as one to which special attention must be paid.
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.
One of NASCIO’s guiding principles is to “promote the CIO as the technology leader who drives innovation and transformation.” To advance this belief, this leadership white paper explores the various structures and relationships of the State Chief Information Officer’s (CIO) role and how these differences impact the CIO’s participation in government transformation and innovation. The NASCIO CIO Leadership Working Group explored these differences and caution that a “one size fits all” approach is not the objective given that there are clear reasons for these variations. We looked at how the role of the CIO might evolve given ‘forces’ that could impact this evolution, such as technology disrupters and innovation. We discussed these ‘forces’ and critical success factors with private sector CIOs to learn how they have evolved their position, authority, and responsibility to support corporate transformation. We prepared this paper as a guide for CIOs, Governors, and other state officials to learn more about the various models that exist and how those models could evolve to support the direction of the enterprise.
The Healthcare Information and Management Systems Society (HIMSS) and National Association of State Chief Information Officers (NASCIO) formed a collaboration to determine how the State Chief Information Officer (CIO) views the current health information technology landscape. Specific areas of focus for this study included Medicaid Management Information Systems (MMIS), Medicaid Eligibility Systems, Data Governance and Identity Management, State Level Health Information Exchanges, Shared Services and Collaborations. This study combined HIMSS’ expertise in health information technology and information exchange with NASCIO’s expertise representing state CIOs and information technology executives from the states, territories and the District of Columbia. The results of this collaborative survey will serve those seeking to understand the current environment of State healthcare technology initiatives ranging from governance models to data exchange activities. This analysis will also facilitate understanding of the intersection of the state CIO’s role with state health information technology (HIT) projects. This collaboration represents one of the first holistic analyses focused on the state CIO perspective of State HIT projects.
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.
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.
Cloud computing has arrived as a serious alternative for state government. There are outstanding issues that must be faced and dealt with in order to maintain the reliability, responsibility, security, privacy, and citizen-confidence in government services. Government is exploring technology and business process innovations that will make the way for government to deliver existing services more economically. Cloud computing provides a number capabilities that have the potential for enabling such innovation.
During the past several years, many states have found it increasingly difficult to obtain funding for state IT projects through traditional means, such as via appropriations from the state general fund. In spite of these tight economic times, citizens’ demand for improved ways of doing business with state government and 24 x 7 access to government services has remained strong. The purpose of Innovative Funding for Innovative State IT: New Trends and Approaches for State IT Funding is to provide states with innovative avenues of funding so that they can provide citizens with the government services they demand. This publication details eleven innovative funding models and provides case studies on how each model has been implemented by a state. Innovative Funding for Innovative State IT also includes a study conducted by NASCIO’s Corporate Leadership Council (CLC) that surveyed the states on the types of funding models they are currently using. The survey results from the twenty-three states that responded are included in this publication.
Innovative Funding for Innovative State IT is divided into three main sections, the first of which describes eleven innovative funding models as well as baseline requirements for implementing each model and the benefits each model may bring. The second section includes the compiled results of the CLC’s survey regarding states’ current use of innovative funding models. This section also details trends in state IT funding identified from the CLC’s survey. The third section includes case studies from nine states that exemplify how each innovative funding model has been implemented. The states that provided case studies for this publication are: Massachusetts, Texas, Minnesota, Tennessee, Ohio, Missouri, Delaware, Arizona and Hawaii. The appendices include checklists to give states a starting point for implementing each funding model as well as a chart of the CLC’s survey results and a list of other innovative funding resources.