The Business and IT/IRM Transformation Strategic Plan documents the mission, vision, goals, strategies objectives, and performance measures of the transformation effort, as well as specific prioritized projects and initiatives that will be launched over the next 12 years.
Business and IT/IRM TransformationStrategic Plan
The Business and IT/IRM Transformation Strategic Plan documents the mission, vision, goals, strategies objectives, and performance measures of the transformation effort, as well as specific prioritized projects and initiatives that will be launched over the next 10 years.
Comments will be taken through Friday, June 1. Feedback will be considered by OIMT and incorporated in the final version of the Business and IT Transformation Strategic Plan that will be published in July.
If you have any questions, email the Office of Information Management and Technology at firstname.lastname@example.org.
I am with DLIR and my line of business is administration of workers' compensation law by an attached agency. The judiciary has alreadly implemented electronic filing of appeals and records (JIMS system) and is progressing next with district court, and thereafter all circuit courts. State attached agencies should be prepared to go electronic as well so that all appeals, pleadings, records, etc. can be electronically filed with the agency. The system should be compatible with the Judiciary's JIMS system. For our office, I would like our customers to be able to log into a secured website so they can check the status of their cases, see what hearings or conferences have been scheduled in their cases, or what orders or other documents have been filed. This information should be accessibe only to the parties and the agency. It would be great if we can provide our customers or clients with electronic text message, voicemail, or email reminders of upcoming hearings and conferences and a vehicle to make online updates of contact information. The technology is already available to do all of this. Also, an idea for IT help desk: sometimes I just need to consult with an IT person and the solution may be quite simple and the problem can be resolved over the phone. Sort of like the Apple Genius Bar or even Oceanic Cable---a person to talk you through the problem. For more complex problems, then require a job help request. If I have to submit a job help request, it could take days or weeks before someone comes.
The stumbling block to transformation in Hawaii is culture, not just in government but in the community in general. I'm glad to see that the IT/IRM Strategic Plan recognizes that it is proposing a cultural shift. I'm concerned that the plan is lacking in specfic actions.
As I was looking at Table 2, I noticed that three of the four outcomes had at least one initiative with a specific schedule. The one outcome that didn't, organizational alignment, is going to be the bigest stumbling block to achieving the other three.
To overcome the stovepiping problem, the culture of non-communication needs to be addressed. OIMT may be doing a good job of communicating with the upper echelons but it's not getting through to the lower ranks. I work in IT. I heard about this plan through AITP. I asked a few of the non-IT program supervisors where I work if they heard of OIMT. Nope.
I think OIMT needs to come out with a monthly email to let people know what's coming. Working for the State in any support capacity is incredibly frustrating. This plan addresses a lot of those frustrations. People should be told about the initiatives now. Give them a chance to adjust to the idea and maybe even get excited that their job will be less frustrating in the future.
If nothing else, OIMT should have an email list of every IT employee in the State, and send them announcements when plans are made available or web sites like this one are launched. I was looking at the users of this site. I couldn't find one that didn't work for OIMT. Maybe OIMT needs to be less stovepiped.
I noticed that there is going to be an attempt at doing a dataset inventory during the month of July. These sorts of things usually turn into a last minute scramble with frazzled nerves, disrupted work, and negative feelings all around. A lot of people will look at this as another useless exercise.
On July 2nd, before asking for something from the troops, give them something. I know purchasing is covered in the long term but we desperately need a uniform policy toward the purchase of computer hardware incidentals now. And it would be good publicity. This item can be included under organizational alignment and could be a quick win for the strategic plan.
My hardware approvals are reviewed by six offices outside of my branch. Those reviews are required for something as mundane as a mouse or a flash drive. This makes no sense. The review process costs more than the item being purchased. It also has a high cost in terms of morale.
I suggest as a more sensible policy, that the purchase of computer hardware incidentals, within the HRS 103D purchase requirements, be at the sole discretion of the branch chief and exempt from the T-205 process. OIMT can define incidentals any way it likes.
One option could be a dollar amount. This will be helpful in eliminating a lot of unnecessary work even if the dollar amount limit is as small as $30 per item.
Another option could be a list of exempt items such as flash drives, usb hubs, memory card readers etc. Personally I would really push it and include digital cameras. These are purchases in which the only two considerations are first, do we need it, and second, do we have the money? If a branch chief can't be trusted to figure that out on his own there's no hope.
A third option would be a list of items that are exempt when purchased as a direct replacement for a broken item. These would be things like hard drives, video cards, and maybe even monitors.
If OIMT should decide to do this, the office needs to know that when a directive comes from the governor, DAGS staples its own version of the directive on top, and then the other departments staple their own version of the directive on the top of that. The troops on the ground never read past the department's directive. I would make some phone calls and make sure that the first sentence in the department's directive goes something like, "As part of the new strategic plan created by OIMT...."
This policy would go a long way toward demonstrating that OIMT is capable of making positive changes at the ground level and instill a bit of hope in the troops while they're busy listing their datasets.
Hawaii is to be commended for recognizing that cloud based technologies play an important role in our current “Social” and global society. Salesforce.com is thrilled to see the Hawaiian State government put together the Information Technology Transformation Strategy. We believe that every good cloud strategy involves private clouds, public clouds and hybrid clouds. As the leader in the public cloud market Salesforce believes that the business or program functions matched with the available applications and solutions should drive the decision on where the State of Hawaii should get the cloud application and services. Salesforce provides applications for government that we have developed but also provides an “Apps-Exchange” and a “Government Apps-Exchange” so that governments can reuse the work of others. Many states are putting applications that they have built on the Salesforce platform to make them easily deployable to other states. This amazing exchange of ideas and technology allows governments to rapidly deploy applications such as citizen relationship management, case management, contact center automation, enterprise collaboration, social media monitoring and participation, permits, licensing, legislation tracking, economic development, tourism programs, asset tracking, legal management, workforce development, IT help desks, student achievement, emergency preparedness, health programs and hundreds of other applications. The average time to go live with these powerful enterprise applications is just over 50 days. The real power of the cloud is in the availability of applications and solutions that can be easily and quickly deployed to serve the citizens of Hawaii. We strongly encourage you to make the public cloud an equivalent option to your private cloud strategy and allow yourself the choice based on the solutions available to meet your requirements.
We would be delighted to brief your leadership team on what Salesforce is doing for government. Salesforce was recently named “The most innovative company in the world” by Forbes Magazine.
This forum can be helpful or not. Let's make it useful. Show the simplicity and clearly define the objective for all to understand. Before you get too detailed, remember your audience.
Improvements in government services are not always costly or difficult. Pull in resources of those who have experience dealing with multiple agencies (i.e. other states). For example some payroll services have staff who have worked with federal and state agencies and have networked with other states sharing programming ideas and functions that save time and $$. Do you know how to find such help? I do.
To start, make sure that the direction of ideas have value not just sound good. If the state can't explain why a business owner has to go through so much red tape access their own data, then maybe the red tape needs to be removed. Let's talk.