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Creating an Enterprise IT Governance Framework for New York State Government

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Publications & Results
Issue Briefs (1)
Governance Image
Reduce costs, increase transparency and improve service quality: these goals are on the minds of chief information officers (CIOs) everywhere. Consolidation, centralization, and integration are recognized as strategies for achieving these goals, but these strategies require new information technology (IT) governance capability for making state-wide coordinated information technology decisions.

Practical Guides (1)
Sharing Information book cover
Government enterprises face many performance challenges that can be addressed more successfully through better information-sharing initiatives. Regardless of the size and complexity of these initiatives, they are all made less challenging when participating organizations have a joint action plan that outlines what information sharing is necessary to be successful and what investments in capability must be made to close the gaps between capability required and capability available. Decisions to invest in information-sharing initiatives must be grounded in such an action plan. This toolkit is designed for government professionals tasked with planning and implementing initiatives that rely on effective information-sharing. It provides a process for assessing where capabilities for information-sharing exist and where they must be developed to achieve targeted goals. Assessment results provide a basis for action planning to fill capability gaps.

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Reports (5)
IT Governance Capability book cover
Creating interoperability in the governmental context requires government leaders to take responsibility for improving the capabilities of government agencies to effectively partner with other agencies and governments as well as the private sector, non-profit groups, and research institutions. Governance is a foundational capability for creating and improving government interoperability. Recent research conducted by the CTG draws on a comparative case study of IT governance to illustrate that while effective governance structures include a consistent set of elements or capabilities, there are also a wide range of context specific issues that must be responded to in the governance design, development, and implementation processes.

Creating Enhanced Enterprise Information Technology Governance for New York State: A Set of Recommendations for Value-Generating Change book cover
New levels of capability for coordinated action across organizational boundaries are required in order for government to realize the transformative potential of technology and cope with new economic imperatives. This report outlines five recommendations for change developed through a collaborative, consensus-driven process conducted by CTG on behalf of the New York State CIO community. These recommendations are targeted at building new capability for enterprise information technology investment decision making for New York State. The recommendations extend existing enterprise IT governance capability by introducing a new level of transparency in decision making, increasing the opportunity for alignment of IT investments with New York State’s strategic priorities, and fostering the development of policies and standards to guide those investments.

Enterprise IT Governance in State Government: State Profiles book cover
Over the last fifteen years, the role of IT in state government has grown in prominence, which has drawn attention to how IT is governed at the state level. This report reviews enterprise IT governance arrangements in thirteen states (California, Florida, Georgia, Kansas, Kentucky, Maine, Michigan, Minnesota, New York, North Carolina, Pennsylvania, Texas, and Virginia). These states were selected to create a diverse set of examples and to gain a broad picture of state enterprise IT governance efforts in the United States. There are a total of five data summaries included within the report. First is a high-level comparison of state enterprise IT governance elements. This comparison is followed by a more detailed overview of three enterprise IT governance components: state CIO Councils, state executive IT boards, and budgetary authority for IT decisions. Finally, the report concludes with in-depth profiles and models of state enterprise IT governance arrangements in each of the thirteen states. Together, these resources provide one of the most comprehensive reviews of public sector IT governance currently available.

Government Worth Having book cover
While public officials at all levels of government play important roles in interoperability efforts, government leaders alone have the power to alleviate the institutional constraints that impede these potentially transformative, but highly complex enterprise initiatives. Unfortunately, while leaders have the unique power to make these changes, experience shows that the policy environments they have created, or in many cases inherited, often limit the capability of governments to share authority, to collaborate, and to jointly and strategically manage enterprise initiatives. To change this, leaders must understand the link between their policy decisions and the capability of governments to create the systems necessary to share information and other resources across boundaries. This paper is for government leaders and presents a unique focus on creation of the policy and management capability, rather than technical capability, necessary to create interoperable government,. It presents a set of recommendations to guide these leaders in the development of policies and principles for action.

Improving Government Interoperability book cover
This paper presents a framework for governments as they begin to move beyond the vision of a more effective government to the reality. Governments are finding that a typical hierarchical bureaucracy is not necessarily the best form of organization to meet citizen and other demands. Rather, governments are finding that a network form of organization where new groupings of persons and organizations must learn to work together and share information, exchange knowledge, and respond to demands in new ways is more appropriate. Interoperability is key to the success of these government networks. The framework focuses first on understanding the capabilities needed to develop and manage (i.e., plan, select, control, and evaluate) initiatives to improve interoperability among government agencies and their network partners, and second on determining the right mix of capabilities needed to share information across a network of organizations. The complete framework is provided for immediate use by government managers to assess existing and needed capabilities for improving government interoperability.