TX CIO Leadership Journey Texas CIOs Bowden Hight Texas Health and Human Services Commission Tim Jennings Texas Department of Transportation Mark

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1 TX CIO Leadership Journey Texas CIOs Bowden Hight Texas Health and Human Services Commission Tim Jennings Texas Department of Transportation Mark Stone Texas A&M University System Moderator Anh Selissen

2 HHSC Information Technology: CIO Leadership Journey TASSCC State of the State Bowden Hight Deputy Executive Commissioner for Information Technology & CIO Texas Health and Human Services Commission December 13, 2013

3 As the new CIO, the focus was to execute critical projects and establish the foundation for a mature IT organization through shared vision and leadership alignment Key HHS & HHSC IT Organizational Changes Consolidation of 12 HHS agencies into five: HB 2292 New CIO Appointed Proposed combined HHSC IT Hired new HHSC IT directors FY14 Planning begins Institute Governance The CIO s office focused on the following projects as priority: 1) Complete TIERS Structure Statewide Rollout 2) Evaluate the HHSC IT Organization 3) Define HHSC Vision, Mission, and Goals 4) Institute Governance 5) Coordinate Enterprise-Wide Planning Efforts - 3 -

4 First priorities: Completing TIERS Statewide Rollout and assessing the structure of the IT organization to ensure it was positioned to meet customer needs TIERS Statewide Rollout Improved business operations, enhanced training practices, and rolled out the modernized TIERS solution Phased rollout of TIERS began in May 2010 Statewide rollout completed by December 2011 TIERS Statewide Rollout TIERS solution currently supports: Over 2.6 million active cases 145 million monthly transactions Over $500 million in benefits every month to Texans 5 million active clients Nearly 5,000 peak concurrent users Savings for retiring the legacy system are estimated at over $30 million annually HHSC IT Reorganization Began assessment of the HHSC IT org structure that had two IT organizations within HHSC Proposed a combined IT structure within HHSC Used feedback from Customer Survey to develop a proposed design Proposed organizational structure sent to IT staff for feedback and buy-in Execute IT Reorganization New Director positions posted and new IT Leadership team established New Directors conducted assessments of their own divisions - 4 -

5 The new IT Leadership team then conducted an exercise to establish a shared vision and work towards common goals Shared Vision and Goals Vision: Become the best by delivering exceptional customer service and solutions Define Vision, Mission, & Goals Mission: To provide outstanding customer service and innovative technology solutions securely, efficiently, and effectively Goals: Workforce, Governance, Innovation, and Delivery Establish a Governance Structure The external environment factors and the focus on governance established by the new IT Leadership team provided the right timing and leadership support to implement and sustain governance Foundation for current IT Governance = (Leadership + Culture Change) x External Environmental Factors Institute Governance Structure IT Leadership determined governance as a key to success ACA, BIP, Microsoft Office 365, and other mandates/ projects requiring cross agency collaboration - 5 -

6 ARCHITECTURE & SECURITY (e.g., SSP Framework, Data Governance. Portal Authority, Channel Management) HHSC GOVERNANCE MODEL Enterprise Business Strategy Enterprise IT Strategy Enterprise Governance Technology Roadmap Business Technology Council (with CFOs) Business Technology Council Medical Client Systems Exec Steering Committee Eligibility Sys Exec Steering Committee Health Service Exec Steering Committee Administrative Systems Portfolio Infrastructure & Shared Services Portfolio Medical Client Systems Portfolio Eligibility Systems Portfolio Health Services Portfolio Portfolio Roadmap Project Prioritization Application Portfolio Management Contract Lifecycle Planning HHSC Agency-specific* Portfolio Roadmap Project Prioritization Infrastructure Portfolio Management Contract Lifecycle Planning HHSC Agency-specific* Portfolio Roadmap Project Prioritization Application Portfolio Management Contract Lifecycle Planning Portfolio Roadmap Project Prioritization Application Portfolio Management Contract Lifecycle Planning Portfolio Roadmap Project Prioritization Application Portfolio Management Contract Lifecycle Planning Finance Facilities DLP Office 2010 CARE WORX TIERS MAXIMUS EDW ICD-10 Tactical Standards HR Network In CRS EBT TMHP Project Steering Committees, Application Change Control Boards, Contract Governing Bodies *HHSC agency-specific topics will also be discussed in HHSC specific forums - 6 -

7 Looking ahead, HHSC IT is focused on increased coordination, planning and shared vision across all HHS agencies and divisions Increased Coordination & Planning Coordinate Planning Efforts The Road Ahead Apply lessons learned to continue maturing the HHSC IT organization Continue customer and IT staff engagement and ongoing communication Focus on improved coordination and planning across the Enterprise - 7 -

8 TIM JENNINGS TASSCC STATE OF THE STATE December 2013 Footer Text

9 We developed a vision for a transformed IT landscape based on extensive diagnostics and evaluation Areas we decided to focus on in 2012 This transformation helps us achieve outcomes we have been planning for Baseline performance Service level agreements Target setting / from to assessments Application Management Streamlined application portfolio to 120 applications Ability for IT to deliver projects effectively Lower overall cost, higher effectiveness on a smaller number of applications Business Continuity Contract Management Partner for success Upgraded server rooms to contemporary standards Robust security technologies Risk mitigation for contract issues Reduced storage / server costs Access to new skills and updated technology Reduced management costs TASSCC - CIO Panel Discussion v07.pptx 9

10 We developed the idriveit brand to communicate our promise to the organization TASSCC - CIO Panel Discussion v07.pptx 10

11 We have launched major initiatives to achieve these IT transformation goals Privatization of IT Hardware Refresh Managed Print Services Application Rationalization Needs Intake Rapidly transform our environment with best practices from an external partner Deliver hardware standardization and mobility to our end-users Drive cost containment and standard print solutions Modernize and consolidate our portfolio of applications Engaged our end-users in informing IT Transformation priorities TASSCC - CIO Panel Discussion v07.pptx 11

12 1 Partnering with an external vendor is enabling us to introduce best practices and more rapidly transform IT Privatization xxx Access to subject matter experts Application portfolio evaluation approach Value from our partner relationship Customer relations transformation Risk and security transformation Industry best practices Communications transformation TASSCC - CIO Panel Discussion v07.pptx 12

13 2 Hardware Refresh: From only PC replacement to an opportunity to aggressively clean up unmanaged user environment Hardware Refresh Prior thinking Primary purpose to: Standardize equipment Provide new tools Straight-forward, low risk initiative Limit user's involvement in the refresh by preloading everything and installing desk-side as we would normally New thinking HW Refresh is a "once-in-a-lifetime" opportunity Places IT in direct contact with each user's environment (hardware, software, data) Therefore, while giving users new hardware, we can simultaneously transform the environment Drive software standards Consolidate distribution and licensing of software Learn more about our users' practices Give users more ownership and responsibility in refresh effort, to train users for modern work environment Setting up computers on their own Determining what software is mission critical for their role and working with IT to install it TASSCC - CIO Panel Discussion v07.pptx 13

14 3 Managed Print Services is bringing best-in-class printing services to TxDOT while decreasing cost Confirmed opportunity to modernize Developed proactive communication Managed Print Deploying solution, saving cost Large fleet of printers across Agency Lack of standardization in devices or SLAs Worked with vendor to design an optimized print environment Replace desktop printers with centralized devices Support functionality at greater efficiency Communication to users Posters announcing and promoting new printers Project to decrease printing costs Remove low efficiency desktop printers Replacing older multifunction devices First two locations in Austin deployed well Preparing to roll-out the rest of the Agency TASSCC - CIO Panel Discussion v07.pptx 14

15 4 App Transformation Needs from the business units drive IT, with technology and enterprise standards informing priorities A Business View C Prioritized App projects Identification of business needs Development of long-term roadmaps across planning cycles B Technology View Enterprise Architecture standards Application portfolio management Solutioning / bussiness case Projects approved Demand Mgmt We have engaged field leadership to gather the business view and have our partner working on the technology view TASSCC - CIO Panel Discussion v07.pptx 15

16 Recent TxDOT wide survey shows an agency that recognizes the value of IT and is receptive to IT changes IT believed to be important asset for TxDOT Users self-report as willing and accepting of IT changes 4% disagree 4% neutral Willingness to change 94% 6% 92% Agree Technology is an important asset for TxDOT 0 Welcome changes Accept changes Only when necessary Source: Oct idriveit TxDOT wide survey. N=610. Random sample across DDO and salary grade. TASSCC - CIO Panel Discussion v07.pptx 16

17 We have learned a lot during this process, and the lessons will continue to improve how we drive change Communication to end users is critical to our success with the right timing and content Demand for Transformation initiatives already exceeds our capacity, so rigorous prioritization is necessary Constant dialogue with our partners is essential to ensure we work well together, including raising observations of strengths and weaknesses Our people have tremendously risen to the challenge, but still require a sustained investment in training and development Our own processes will continue to evolve, especially as we engage more and more with our end users around their needs TASSCC - CIO Panel Discussion v07.pptx 17

18 MARK STONE - CHIEF INFORMATION OFFICER TEXAS A & M UNIVERSITY SYSTEM

19 State of the System

20 Challenges

21 Modernization Process (Pt. 1)

22 Modernization Process (Pt. 2)

23 Top Priorities

24 Evaluation of Success

25 Open Season

26 Contact Information HHSC - Bowden Hight Bowden.Hight@hhsc.state.tx.us TXDOT - Tim Jennings Tim.Jennings@txdot.gov Texas A&M University System - Mark Stone MStone@tamus.edu