Creating Enhanced Enterprise Information Technology Governance for New York State: A Set of Recommendations for Value-Generating Change:

Chapter 4 - Recommendations for an Enhanced Enterprise Information Technology Governance Structure

Recommendation # 2

Establish an Information Technology Investment Board as described in the model.

Rationale and description. The Board will assist agencies and CIO/OFT in maximizing the value of IT investments and initiatives. The Board will also provide transparency and openness to a process that has previously been more closed. This board will allow the data generated through the ATP/PTP processes to inform decision-making about enterprise-wide opportunities, which will ultimately lead to better informed enterprise IT policies.

This structure will also provide continuity of governance beyond executive administrations, a concern that was raised by many key stakeholders throughout the project.

Scope. To review with approval authority the proposed annual IT investment plan prepared and submitted by CIO/OFT, with special attention to the implementation of enterprise-level investment and initiatives. In this role the ITIB receives and responds to the preliminary investment analysis from CIO/OFT. In addition, all projects over a specified dollar amount and all enterprise projects are to be presented to the ITIB and reviewed on a quarterly basis.

Authority. This body will have approval authority for the overall IT investment plans and procurement. It will have the authority to designate what projects are to be considered from an enterprise or domain perspective and potentially consolidated. This board will also have the authority to prioritize proposed projects based on the state's strategic goals and priorities and will review on a quarterly basis all enterprise projects currently underway and over a specified dollar amount. It will also serve as an advisory body to the State CIO on proposed enterprise related initiatives related to existing state priorities and strategic directions.

The Director of Operations or designee would serve as the chair of this body and convene meetings on a quarterly basis or as necessary to focus on a specific topic. The State CIO would have the responsibility to report to this body on proposed enterprise wide initiatives, policies, and standards.

Members. The ITIB is comprised of the State CIO or their designee, the chair of the CIO Council Leadership Committee, one each representative from OGS and DOB, two representatives each from the Senate and Assembly, two members of the CIO Leadership Committee, one representative from the New York State Local Government Information Technology Directors Association (NYSLGITDA), and two members of the CIO/OFT staff selected by the State CIO. (See Appendix B for more detail on the membership of this body.)

Related responsibilities. Review criteria will be developed by the ITIB and will include criterion such as capability to deliver the expected benefit and availability of resources necessary to implement and manage an enterprise initiative.

The Value Proposition for Recommendation # 2 Establish an Information Technology Investment Board as described in the model.
Value Proposition	Description
Reduce redundancy and establish prioritization mechanisms	The ITIB promotes reduction of redundancy in two ways. First, it increases information sharing and enhances transparency by involving additional actors in review of agency ATPs. The ITIB thus enhances the state’s ability to identify potential duplication of efforts and identify opportunities for increased interagency cooperation. Second, by involving the leadership of the CIO Council and giving the CIO community a greater level of representation, the ITIB enhances the buy-in from agency stakeholders by involving them in the early planning and implementation process. By being more engaged in the planning stages of collaborative efforts, state agency CIOs will be more likely to either support such efforts or at least not feel as if their concerns have been ignored.
Reduce political directions and swings	The ITIB structure has the capacity to mitigate the effects of political swings by providing consistency and continuity in terms of operational issues for an incoming State CIO. Because of its composition, the ITIB membership is unlikely to be strongly affected by changes in administration.
Establish standards	By involving the ITIB in the standard setting process, the state can avoid unforeseen complications or unintended consequences in the implementation of those standards. In addition, the ITIB can collect intelligence on issues of an operational and management nature.
Foster sharing of services and information through agency collaboration	Similar to the reduction of redundancy, the ITIB promotes sharing of services and information through agency collaboration by bringing a representative from the CIO Council together with representatives from the control agencies and by involving them in the review of agency ATPs.

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