STATE INFORMATION TECHNOLOGY STRATEGIC PLAN … · · 2017-06-29Page #2 FY2014-FY2016 State of New Mexico Information Technology Strategic Plan ... IMPLEMENTATION AND MANAGEMENT

Contents

Page #2 FY2014-FY2016 State of New Mexico Information Technology Strategic Plan

CONTENTS

CONTENTS ..................................................................................................................................................................... 2

REVISION HISTORY ......................................................................................................................................................... 6

MESSAGE FROM ........................................................................................................................................................... 7

DARRYL ACKLEY, DEPARTMENT OF INFORMATION TECHNOLOGY CABINET SECRETARY ............................................. 7

NEW MEXICO SMART GOVERNMENT INITIATIVE .......................................................................................................... 8

Mission Statement ..................................................................................................................................................... 8

THE FUNCTION OF THE IT STRATEGIC PLAN .................................................................................................................. 9

INFORMATION TECHNOLOGY COMMISSION APPROVAL OF THE IT STRATEGIC PLAN .......................................... 9

THE IT STRATEGIC PLAN AND THE IT ENTERPRISE ARCHITECTURE ........................................................................ 9

IT STRATEGIC PLAN, IT ENTERPRISE ARCHITECTURE AND AGENCY IT ACTIVITIES ............................................... 10

EXECUTIVE SUMMARY ................................................................................................................................................. 11

GOVERNOR’S INFORMATION TECHNOLOGY STRATEGIC GOALS FOR THE STATE OF NEW MEXICO ....................... 11

GOAL 1: INFORMATION TECHNOLOGY MUST DRIVE EFFICIENT DELIVERY OF HIGH QUALITY GOVERNMENT

SERVICES THAT WILL BENEFIT CONSTITUENTS AND SUPPORT ECONOMIC DEVELOPMENT. ..................................... 12

STRATEGIES .............................................................................................................................................................. 12

BACKGROUND.......................................................................................................................................................... 12

INITIATIVES .............................................................................................................................................................. 13

1.1. GOVERNMENT DATA TRANSPARENCY AND SERVICES PORTALS FOR NEW MEXICO’S CITIZENS AND

BUSINESSES .......................................................................................................................................................... 13

1.2. ESTABLISH AND MAINTAIN A STATE AGENCY APPLICATION INFORMATION MAP....................................... 17

1.3. ESTABLISH BUSINESS DOMAIN TEAMS FOR THE DEVELOPMENT OF INTERAGENCY COLLABORATION AND

DATA-SHARING PROGRAMS ................................................................................................................................ 18

1.4. ESTABLISH INTERAGENCY COMMON BUSINESS FUNCTION COLLABORATION ............................................ 20

1.4. DEFINE THE ROLE OF SOCIAL MEDIA AND SOCIAL NETWORKS WITHIN STATE GOVERNMENT. .................. 20

GOAL 2: IMPROVE SUPPORT FOR ALL STATE AGENCY INFORMATION TECHNOLOGY PROGRAMS. ........................... 21

STRATEGIES .............................................................................................................................................................. 21

BACKGROUND.......................................................................................................................................................... 21

INITIATIVES .............................................................................................................................................................. 22

Contents


2.1. SUPPORT AGENCY IT PLANNING THROUGH THE AGENCY IT PLAN PROCESS ............................................... 22

2.2. INITIATE AND SUPPORT AGENCY IT SERVICE MANAGEMENT EFFORTS ....................................................... 23

2.3. DEVELOP AN AGILE IT WORKFORCE TO PROMOTE ENTERPRISE IT KNOWLEDGE MANAGEMENT .............. 23

2.4. CREATE AND PUBLISH ANNUAL AGENCY PLAN REVIEWS ............................................................................. 24

2.5. IDENTIFY JOINT FUNDING OPPORTUNITIES .................................................................................................. 25

2.6. DEVELOP A FIVE YEAR BUSINESS PLAN FOR SERVICES AND REVENUES ....................................................... 25

2.7. PROVIDE FOR A SINGLE POINT OF CONTACT FOR MAJOR AGENCY INITIATIVES .......................................... 25

GOAL 3: IMPLEMENT AND MAINTAIN A HIGH QUALITY TECHNOLOGY INFRASTRUCTURE TO SERVE RESIDENT AND

GOVERNMENT CLIENTS. .............................................................................................................................................. 26

STRATEGIES .............................................................................................................................................................. 26

BACKGROUND.......................................................................................................................................................... 26

INITIATIVES .............................................................................................................................................................. 26

3.1. UPDATE AND EXPAND CURRENT SERVICES INFRASTRUCTURE .................................................................... 26

3.2. IMPROVE INTEROPERABILITY OF PUBLIC SAFETY COMMUNICATIONS ........................................................ 27

3.3. ENHANCEMENT OF DATA CENTER CAPACITY and SECURITY ........................................................................ 27

3.4. IMPLEMENT A BUSINESS CONTINUITY/DISASTER RECOVERY CENTER ......................................................... 27

3.5. IMPLEMENT A STATE-WIDE BROADBAND NETWORK .................................................................................. 28

3.6. IMPLEMENT A PERFORMANCE MANAGEMENT PROGRAM ......................................................................... 29

3.7. ESTABLISH ENTERPRISE IDENTITY MANAGEMENT INFRASTRUCTURE ......................................................... 31

3.8. ESTABLISH A FRAMEWORK FOR MOBILITY AND SMART DEVICE SERVICES .................................................. 31

GOAL 4: REDUCE THE COST OF GOVERNMENT OPERATIONS THROUGH EFFECTIVE DEVELOPMENT,

IMPLEMENTATION AND MANAGEMENT OF IT TECHNICAL AND APPLICATION ARCHITECTURES, PROGRAMS AND

SERVICES. ..................................................................................................................................................................... 32

STRATEGIES .............................................................................................................................................................. 32

BACKGROUND.......................................................................................................................................................... 32

INITIATIVES .............................................................................................................................................................. 33

4.1. UPDATE THE INFORMATION TECHNOLOGY ENTERPRISE ARCHITECTURE FRAMEWORK ............................. 33

4.2. REVISE THE ENTERPRISE TELECOMMUNICATION ARCHITECTURE PLAN ...................................................... 34

4.3. ESTABLISH TECHNICAL DOMAIN TEAMS ...................................................................................................... 35

4.4. REVISIT AND SUPPORT THE SOCIAL SERVICES ARCHITECTURE ..................................................................... 35

Contents


4.5. SUPPORT GEOSPATIAL INFORMATION TECHNOLOGY .................................................................................. 37

4.6. STRENGTHEN AGENCY IT PROGRAMS DELIVERING MISSION-RELEVENT APPLICATION AND SERVICES ....... 38

4.7. CONTINUE THE DEVELOPMENT OF THE ENTERPRISE SERVICE CATALOG .................................................... 38

4.8. BUILD ON THE ENTERPRISE IT SERVICE MANAGEMENT PLAN ..................................................................... 38

4.9 THE DEPARTMENT OF INFORMATION TECHNOLOGY IN COLLABORATION WITH AGENCIES WILL PUBLISH

AND ESTABLISH COMMON WEB APPLICATION ENVIRONMENTS WITH ARCHITECTURE SPECIFICATIONS. ........ 39

GOAL 5: IMPROVE THE VALUE OF THE IT INVESTMENT THROUGH ENTERPRISE MODELS THAT IMPROVE AND

STREAMLINE THE EXECUTIVE BRANCH’S INFORMATION TECHNOLOGY SYSTEMS ..................................................... 40

STRATEGIES .............................................................................................................................................................. 40

BACKGROUND.......................................................................................................................................................... 40

INITIATIVES .............................................................................................................................................................. 40

5.1. IMPLEMENT AN ENTERPRISE MODEL FOR IT GOVERNANCE ........................................................................ 40

5.2. PROMOTE THE USE OF ITIL – THE INFORMATION TECHNOLOGY INFRASTRUCTURE LIBRARY – AN

ENTERPRISE MODEL FOR OPERATIONS AND SERVICE DELIVERY ......................................................................... 41

5.3. PROMOTE AN ENTERPRISE MODEL FOR MANAGING IT PROJECTS. ............................................................. 43

5.4. PROMOTE THE USE OF AN ENTERPRISE MODEL FOR A SYSTEM DEVELOPMENT LIFE CYCLE ...................... 43

5.5. PROMOTE THE USE OF AN ENTERPRISE MODEL FOR INDEPENDENT VERIFICATION AND VALIDATION ...... 45

5.6. IDENTIFY OPPORTUNITIES FOR DATA AND RESOURCE SHARING, COMMON ARCHITECTURES, AND

CUSTOMER CENTRIC SERVICES ............................................................................................................................ 45

GOAL 6: EFFECTIVELY MANAGE IT RESOURCES AND EFFICIENTLY CONTROL IT ASSETS, UTILIZATION AND COSTS. .. 46

STRATEGIES .............................................................................................................................................................. 46

BACKGROUND.......................................................................................................................................................... 46

INITIATIVES .............................................................................................................................................................. 47

6.2. PROVIDE THE FRAMEWORK FOR PROJECT CERTIFICATION .......................................................................... 47

6.3. PROVIDE THE FRAMEWORK FOR INDEPENDENT VERIFICATION AND VALIDATION ..................................... 48

6.4. ENHANCE IT CONTRACT MANAGEMENT PROCESSES ................................................................................... 48

6.5. IMPROVE VENDOR OR SUPPLIER MANAGEMENT ........................................................................................ 48

6.6. EVALUATE ENTERPRISE LICENSING AND IMPLEMENT AS APPROPRIATE ..................................................... 49

6.7. IMPLEMENT IT ASSET MANAGEMENT .......................................................................................................... 49

Contents


GOAL 7: EFFECTIVELY SECURE IT ASSETS, DATA, AND SYSTEMS AND MITIGATE SYSTEMIC INFRASTRUCTURE RISKS.

..................................................................................................................................................................................... 50

STRATEGIES .............................................................................................................................................................. 50

BACKGROUND.......................................................................................................................................................... 50

Department of Information Technology Act ....................................................................................................... 50

Information Technology Enterprise Architecture ................................................................................................ 50

INITIATIVES .............................................................................................................................................................. 50

7.1. DEVELOP A STATE INFORMATION TECHNOLOGY SECURITY PROGRAM ....................................................... 51

7.2. PROMULGATE AND ENFORCE STATE CYBER SECURITY STANDARDS ............................................................ 51

7.3. INITIATE AND SUPPORT INTER AGENCY DATA-SHARING.............................................................................. 52

GOAL 8: CONTINUOUS IMPROVEMENT IN INFORMATION TECHNOLOGY AND RESOURCE OPTIMIZATION .............. 53

STRATEGIES .............................................................................................................................................................. 53

BACKGROUND.......................................................................................................................................................... 53

INITIATIVES .............................................................................................................................................................. 53

8.1 DEVELOP THE FRAMEWORK FOR RESOURCE OPTIMIZATION. ...................................................................... 53

GOAL 9: IDENTIFY AND PROVIDE ADDITIONAL INFORMATION TECHNOLOGY SERVICES AND FUNCTIONALITY TO

SUPPORT STATE OF NEW MEXICO PUBLIC ENTITIES. .................................................................................................. 57

STRATEGIES .............................................................................................................................................................. 57

BACKGROUND.......................................................................................................................................................... 57

INITIATIVES .............................................................................................................................................................. 57

9.1. MONITOR AND IDENTIFY TECHNOLOGY TRENDS ......................................................................................... 57

GOAL 10: RECRUIT, SUSTAIN AND RETAIN THE BEST TECHNOLOGY WORKFORCE TO EFFECTIVELY DELIVER

EXCELLENT IT SERVICES ............................................................................................................................................... 59

STRATEGIES .............................................................................................................................................................. 59

BACKGROUND.......................................................................................................................................................... 59

INITIATIVES .............................................................................................................................................................. 59

10.1. WORK COOPERATIVELY WITH EXECUTIVE AGENCIES, OFFICES OF ELECTED OFFICIALS, THE JUDICIAL

BRANCH, STATE PERSONNEL OFFICE AND THE LEGISLATURE TO DEVELOP A PROGRAM TO ADDRESS

IMPROVING THE IT PROFESSIONAL STATUS IN THE STATE GOVERNMENT......................................................... 59

REFERENCES ................................................................................................................................................................. 61

State of New Mexico IT Strategic Plan FY2014-FY2016


REVISION HISTORY

RREEVVIISSIIOONN NNUUMMBBEERR DDAATTEE CCOOMMMMEENNTT

1.0 July 15, 2009 FY2010-2013 Plan Approved by the Information

Technology Commission

2.0 July 7, 2010 Changes approved by the Information Technology Commission.

Added:

Revision History

Preface – Five Principles as adopted by the Information Technology Commission, March 3

rd, 2010. (Pages 8 and 9.)

Numbered Strategies and Initiatives for ease of reference.

Appendix 2 – New Mexico IT Governance Framework as adopted by the Information Technology Commission, May 5

th, 2010. (Page

84 through 87.)

Strategy 4.5 (Page 42) and Initiative 4.9 (Page 49) under Goal 4

Strategy 8.5 (Page 65 and Initiative 8.3 (Page 71) under Goal 8

Goal 10 (Page 14 and Page 18); (Page 74) with Strategy 10.1 (Page 74) and Initiative 10.1 (Page 74-75)

3.0 July 31, 2012 Update to extend Plan FY 2014 – FY 2016

Added:

Update dates and administration changes throughout the plan.



MESSAGE FROM DARRYL ACKLEY, DEPARTMENT OF INFORMA TION TECHNOLOGY CABINET SECRETARY

As the state of New Mexico’s provider for Information Technology services, the Department of Information Technology is working across the state with all executive agencies to improve services and better facilitate efficient and responsive government for New Mexicans. As the cabinet secretary of the Department of Information Technology, I am excited to present the State of New Mexico’s Strategic Information Technology plan.

At its foundation, this plan is a continuation and evolution of core information technology best practices. Several additional tenets are emphasized:

Pragmatic, cost-benefit based, and consensus driven consolidation of information technology resources that leverages shared services, mitigates redundancy, and continues to drive economies of scale;

The advancement of "smart government" via the application of emerging technology to constituent- and stakeholder- facing systems, with an emphasis on delivering service in a manner in which citizens have come to expect in a digital world;

Leveraging systemic thinking as a means to better plan, deploy, secure, and meter the many various information technology systems upon which the state builds its core business; and,

Providing a modernized public-safety communication fabric which rapidly facilitates interoperability and is comprehensive with respect to evolving modes of first-responder communication, including voice and data.

Since taking office in 2011, Governor Susana Martinez has always emphasized the need for state government to spend taxpayer dollars wisely - and investing in our state’s information technology infrastructure does just that. Not only do we save New Mexicans millions of dollars annually through pooled services to state agencies, we are also investing in a technological backbone that better improves public safety, education and economic development that citizens will benefit from for many years to come.



NEW MEXICO SMART GOVERNMENT INITIATIVE

A major tenet of Governor Martinez’s administration is substantial improvement in the transparent and efficient

operation of the state government. During her tenure, impressive strides have been made in a number of specific

areas, including improvements to the Sunshine Portal, the streaming and archiving of open meetings, and

substantial re-designs of many executive agency websites. Additionally, there are a number of individual projects

implemented or underway across the executive branch that represent substantial improvements to the ‘virtual

fabric’ on which an increasing majority of state government operates. Many of these initiatives, however, remain

in silos or remain visible to a specific executive or constituent contingency.

With the rapid onset of mobile technology, social media, and constant internet access, constituent expectations

about the state’s ability to interact via these means will not only increase, but will be set by rapid innovations in

the private sector. Indeed, many constituents will have their expectation for online interactions with the state set

by services such as Facebook, iTunes, Amazon, to name only a few. This is certainly also true for the employees of

the state as well, who now perform a majority of their critical job functions via IT services and platforms.

It is for the confluence of these evolutions of policy and technology that the State finds itself at an unparalleled

juncture to make a dramatic impact in the way online constituent interactions occur, and not just in terms of

transparency and efficiency. Indeed, if and as the numerous and individual efforts across the executive branch are

consolidated under a single ‘branding,’ the ability of the State to demonstrate tremendous progress in all aspects

of its operation will be realized.

Establishing the New Mexico Smart Government Initiative will be a way to coherently and comprehensively

advance the Governor’s vision for a more transparent and efficient government under a single branding. Beyond

branding, this strategy is also aimed at providing executive agencies with a consistent path towards implementing

smart government best practices as part of their operations.

MISSION STATEMENT

The purpose of the New Mexico Smart Government Initiative is to provide a single, coherent, and

consistent front to the various transparency/efficiency/mobility efforts underway in support of the

Governor’s overall vision for the state.

The services, applications, and operations that can be considered relevant to Smart Government can be classified

roughly into one (or more) of five areas:

1. Data Transparency Portals 2. Multi- and Social Media Constituent Interaction 3. Mobility and Smart Device Services 4. Interface Branding and Standardization 5. Data Consolidation and Business Intelligence

As the consolidated information technology planning, oversight, and enterprise-service agency, the Department of

Information Technology is uniquely positioned to advance such a strategy, both through policy guidance as the

state’s Chief Information Office, and via this three-year New Mexico Information Technology Strategic Plan.



THE FUNCTION OF THE IT STRATEGIC PLAN

INFORMATION TECHNOLOGY COMMISSION APPROVAL OF THE IT STRATEGIC

PLAN

The Department of Information Technology Act establishes the Information Technology Commission. The commission consists of 15 voting members each representing a specific constituency along with a number of non-voting members. It serves as a “sounding board” for the Department of Information Technology and is responsible for reviewing and approving the development and implementation of the FY2014-FY2016 State of New Mexico Information Technology Strategic Plan or IT Strategic Plan, as well as the State of New Mexico Framework for Enterprise Architecture Program or IT Enterprise Architecture.

In preparing the IT Strategic Plan, the Department of Information Technology Cabinet Secretary assesses the status of the IT environment within the Agencies and the enterprise, and establishes the IT Strategic Plan as the recommendation for moving the state forward. In approving the IT Strategic Plan and the IT Enterprise Architecture, the Information Technology Commission ratifies the statewide IT direction to serve the residents of New Mexico.

THE IT STRATEGIC PLAN AND THE IT ENTERPRISE ARCHITECTURE

There is an ongoing relationship between the IT Strategic Plan and the IT Enterprise Architecture. Put simply, the IT Strategic Plan defines direction and priorities while the IT Enterprise Architecture defines standards and the framework for achieving these directions and priorities.

As the Governor and/or State Legislature identify priorities for IT, the IT Strategic Plan incorporates these priorities within the plan. The Department of Information Technology also includes these priorities as guidelines within the IT Enterprise Architecture.



IT STRATEGIC PLAN, IT ENTERPRISE ARCHITECTURE AND AGENCY IT

ACTIVITIES

The Department of Information Technology Act requires that Annual Agency IT plans, projects, appropriation requests and IT procurements are in compliance with both the IT Strategic Plan and the IT Enterprise Architecture.

Agency activities (IT Forum and IT Work Group) also provide input into the Department of Information Technology enterprise service planning, as well as the Enterprise IT Enterprise Architecture, and in turn to the IT Strategic Plan development.

Executive Summary


EXECUTIVE SUMMARY

The Department of Information Technology recognizes the need to enhance the end-user participation in the NM IT annual planning process to strengthen the connection of the Agency IT Annual Plans to the IT Strategic Plan. Indeed, an underlying objective to this plan is to provide a solid foundation on which the agencies can build upon in achieving their unique and specific missions. To that end, the department conducted in-depth interviews and a statewide Agency IT Planning Forum with NM CIOs and IT Leads in order to inform the update of the IT Strategic Plan for FY2014 - FY2016.

The FY2010 - FY2013 strategic goals most frequently identified by NM CIOs and IT leads as being most integral to IT

planning were continued from the FY2010 - FY2013 plan and were included in the IT Strategic Plan FY2014 -

FY2016. The goals that were viewed as being least integral to IT planning were revised to better fit the strategic

direction of the state.

During the planning process, strategic goals from other states were reviewed. Two goals commonly identified by other states are: 1) Information security and privacy; and, 2) Accessibility and citizen engagement. The IT Strategic Plan FY2014 - FY2016 enhanced the focus of security and recognized the ongoing efforts of citizen engagement.

INFORMATION TECHNOLOGY STRATEGIC GOALS FOR THE STATE OF NEW MEXICO

1. Information Technology Must Drive Efficient Delivery Of High Quality Government Services That Will Benefit Constituents And Support Economic Development.

2. Improve Support For All State Agency Information Technology Programs.

3. Implement And Maintain A High Quality Technology Infrastructure To Serve Resident And Government Clients.

4. Reduce The Cost Of Government Operations Through Effective Development, Implementation And Management Of IT Technical And Application Architectures, Programs And Services.

5. Improve The Value Of The IT Investment Through Enterprise Models That Improve And Streamline The Executive Branch’s Information Technology Systems.

6. Effectively Manage IT Resources And Efficiently Control IT Assets, Utilization And Costs.

7. Effectively Secure IT Assets, Data, And Systems And Mitigate Systemic Infrastructure Risks.

8. Continuous Improvement In Information Technology And Resource Optimization.

9. Identify And Provide Additional Information Technology Services And Functionality To Support State Of New Mexico Public Entities.

10. Recruit, Sustain And Retain The Best Technology Workforce To Effectively Deliver Excellent IT Services.

Goal 1: Information Technology Must Drive Efficient Delivery of High Quality Government Services that will

Benefit Constituents and Support Economic Development


GOAL 1: INFORMATION TECHNOLOGY MUST DRIVE EFFICIENT DELIVERY OF HIGH QUALITY

GOVERNMENT SERVICES THAT WILL BENEFIT CONSTITUENTS AND SUPPORT ECONOMIC

DEVELOPMENT.

STRATEGIES

Strategy 1.1: The Department of Information Technology Cabinet Secretary, as Chief Information Officer (CIO), will develop an IT Strategic Plan that will provide guidance to Agencies, outlining cost-efficient strategic directions to be incorporated into Annual Agency IT plans. The IT Strategic Plan will include cost-efficient solutions to Agency business requirements. IT will advance "smart government" via the application of emerging technology to constituents and stakeholders, with an emphasis on delivering service in a manner in which citizens have come to expect in a digital world.

Strategy 1.2: Identify and develop multi-agency service delivery applications providing comprehensive and easy to use access to government services. Establish and maintain an Agency application information map that will outline how information technology is used to provide services. The information map will be used to provide a background for Agency and enterprise IT planning, including the development of interagency data-sharing programs.

Strategy 1.3: The Department of Information Technology will facilitate workgroups around citizen and business-centric web portals.

BACKGROUND

The IT Strategic Plan

The IT Strategic Plan will be submitted to the Information Technology Commission (ITC) when the new commission is formulated and to the Agencies in fulfillment of the Department of Information Technology Act and 2009 Revision:

“The secretary, as chief information officer, shall prepare a state information technology strategic plan for the executive branch and update it at least once every three years which the plan shall be available to agencies by July 31 of each year. The plan shall comply with the provisions of the Department of Information Technology Act and provide for the:

(1) interchange of information related to information technology among executive agencies;

(2) coordination among Executive Agencies in the development and maintenance of information technology systems; and,

(3) protection of the privacy and the security of individual information as well as of individuals using the state’s information technology systems.”

The language of the Act and its 2009 revision provides that the ITC review and approve the IT Strategic Plan.




Data as a State Enterprise Asset

The Information Technology Enterprise Architecture Framework (ITEAF), 2004, established that “New Mexico’s Data and Information are Enterprise Assets.” The ITEAF also established the principle that: “Whereas individual Agencies may have statutory ownership of data, information must be shared to maximize its benefit to the organization as a whole.”

This “Enterprise Asset” view of IT application data acquired and used by Agencies was embedded into The Department of Information Technology Act, which assigned to the department the responsibility to: “develop and implement procedures to standardize data elements, determine data ownership and ensure data sharing among executive agencies.”

The strategic goal of this “Enterprise Asset” approach to IT data is to enable a secure but fluid ability for the State Executive Branch, The State Legislature and the Courts to make informed decisions, govern more efficiently and to do more effective planning for the benefit of our constituents and to foster economic development.

Agencies have successfully devoted significant budgets, appropriations and staff resources to the development of agency-specific IT applications that provide the premise of the Governor’s strategic goal: Information Technology must drive efficient delivery of high quality government services that will benefit clients and support economic development.

Multi-use Applications and an Enterprise Information Map

The data as “Enterprise Asset” concept lays the foundation for the development of multi-use applications, along with an enterprise information map for the state. Agencies with similar business functions will be directed toward participation in a constituent portal approach, simplifying web access to state services.

This enterprise information map will be based on what each Agency has developed or acquired by way of IT applications to manage its own specific data, and will be used as the foundation for assessing the relationship of the data to that used and needed by other state entities.

The enterprise overview of the use of IT would illustrate how Agency IT budgets, Legislative and federal appropriations contribute to drive efficient delivery of high quality government services benefiting the residents of the state and supporting our state’s economic development.

The strategy of establishing an enterprise information map will provide a “big picture” enterprise view of information technology within State Government that shows how the state’s enterprise asset of data is being used for the benefit of the state’s constituents. The map also will provide an opportunity to identify resource sharing possibilities and common platform benefits.

This enterprise information map will enable the identification and development of a multi-agency service delivery applications approach and citizen and business portal, providing comprehensive simple access to government services.

INITIATIVES

1.1. GOVERNMENT DATA TRANSPARENCY AND SERVICES PORTALS FOR NEW

MEXICO’S CITIZENS AND BUSINESSES




As a strategic initiative in Smart Government, the Department of Information Technology will collaborate with Agencies to develop a Government Service Portal for residents and businesses. Such a portal will be made possible by identifying and developing multi-agency service delivery applications to provide comprehensive and simple access to government services.

The illustration below depicts an example of a Constituent Portal that provides access to New Mexico Government services for residents and businesses.

“YES” (YOUR ELIGIBILITY SYSTEM)

The Human Services Department (HSD) is in the process of implementing an integrated eligibility system that will have a web portal to allow citizens to apply for and check benefit status for multiple social service programs. The current functionality allows screening for limited health and HSD services. The next phase will allow citizens to apply for HSD services.

The system will streamline eligibility processes across the Human Services Department. Design objectives of the system include:

Build a common platform;

Conform to state and federal standards;

Become more adaptable, scalable, and modular;

Meet goals of Social Services Architecture;

Common information architecture for multiple programs;

Enable common governance structure to build future coordination; and,

Bring social services to one common web portal.




MOTOR VEHICLE DIVISION SERVICES PORTAL FOR ONLINE SERVICES

The Motor Vehicle Division of the Taxation and Revenue Department (MVD) is in the process of redesigning its web presence to be an online services portal. Constituents are able to conduct most of their vehicle registration and drivers license business, including payments, online.

For those transactions requiring a visit to an office, such as testing or those requiring the presence of the vehicle, users will be able to locate their local MVD office and schedule these appointments. Wait times at these offices for drop-in visits will be available on the website as well.

The following is a representative list of transactions that are available on this portal:




SUNSHINE PORTAL

The State Sunshine Portal presents information on transparency that comes from numerous data sources, including the Statewide Human Resource, Accounting and Management Reporting (SHARE) system, the State Land Office, the Department of Finance and Administration, and the State Investment Council. SHARE is the State's financial and human resource computer system.




An adjunct to the Sunshine Portal is the Local Education Providers transparency portal.

Both initiatives are relevant to the Smart Government initiative.

1.2. ESTABLISH AND MAINTAIN A STATE AGENCY APPLICATION

INFORMATION MAP

An Agency application information map will be established that will show how IT is used to provide services. This information map will be used to provide a background for Agency and enterprise IT planning, including the development of interagency data-sharing programs.

The examples of proven applications and current projects described above as part of the “Data Transparency Portals” are only a small sampling of the tremendous strides made in recent years by Agencies in the use of IT to serve their constituencies.

A new free NMRoads smartphone application was launched June 28, 2012, providing New Mexico motorists and interstate travelers full access to current traffic and weather conditions from any location. The application, which is available on both the iPhone and Android platforms, is accessible anywhere coverage exists and provides instant access to all information available on nmroads.com.

Another use of IT to serve constituents is an enhancement of the Broadband architecture that

spun the “New Mexico Watch Demonstration Project”; an online map service that provides

information on disasters in New Mexico. The base maps include street, aerial imagery, and

topography layers. The web site is “interactive”, users who have broadband access can measure

(area and distances), use a draw utility to establish focus areas, annotate, and print. Individuals

can type in an address, zoom to that location, and reference a fire incident to an area. The

locations of emergency operations centers, fire stations, law enforcement, hospitals, community

centers, and schools can be shown.




1.3. ESTABLISH BUSINESS DOMAIN TEAMS FOR THE DEVELOPMENT OF

INTERAGENCY COLLABORATION AND DATA-SHARING PROGRAMS

The diagram below highlights how the Agencies will fit into one of five business domains.

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These five business domains were established to help the state understand the functionality that IT could bring to Agencies and the possibilities that could be derived from collaboration between and among Agencies in the same business domain.

This strategic initiative around the Business Domain Model calls for Agencies within a specific domain to work together to find common data sets and business processes that can be better coordinated.

Organizational meetings will be held along the business domain line with agency CIOs and IT leads who are members of specific domains. An agenda and expectations for each of the domains will be presented and progress will be reported to the Information Technology Commission on a periodic basis.

It may be necessary to update the domain definitions and participant distributions based on these meetings.

Constituent Services

Constituent services describe the mission and purpose of the New Mexico government in terms of the services it provides both to and on behalf of the state’s residents. It includes the delivery of resident-focused, public, and collective goods and/or benefits as a service and/or obligation of state government to benefit and protect the state's general population.

Constituent Agencies:

Aging and Long Term Services Department; Children, Youth and Families Department; Commission for the Blind; Commission for the Deaf and Hard of Hearing; Commission on the Status of Women; Department of Health; Department of Military Affairs; Department of Veterans Services; Developmental Disabilities Planning Council; Educational Retirement Board; Governor’s Committee on Concerns of the Handicapped; Health Policy Commission; Human Services Department; Indian Affairs Department; Miner’s Colfax Medical Center; New Mexico Department of Workforce Solutions (Formerly Department of Labor); ONGARD; Public Employees Retirement Association; Retiree Health Care Authority; Taxation and Revenue Department; Workers Compensation Administration




Justice

Justice services range from public safety and law enforcement, homeland security, the Courts systems and corrections, with its criminal management responsibilities.

Justice Agencies:

Administrative Office of the Courts; Administrative Office of the District Attorneys; Attorney General’s Office; Crime Victims Reparations Commission; Department of Corrections; Department of Public Safety; Judicial Standards Commission; New Mexico Sentencing Commission; Public Defender Department

Resource Management

Resource Management encompasses natural and manmade state resources. Economic development, energy management, environment management, natural resources such as game, fish and water, transportation and highways are all elements of the resource management business domain.

Resource Management Agencies:

Board of Engineers and Surveyors; Department of Cultural Affairs; Department of Transportation; Economic Development Department; Energy, Minerals & Natural Resources Department; Environment Department; Game & Fish Department; Livestock Board; Office of the State Engineer; Organic Commodity Commission; State Fair Commission; State Land Office; State Records Center and Archives; Tourism Department

Government Operations

Government Operations refers to the back office support activities that enable the government to operate effectively. Finance, controls and oversight, executive functions, property management, information technology and human resource management are among such activities for Government Operations.

Government Operations Agencies:

Board of Architect Examiners; Board of Nursing; Department of Finance and Administration; Department of Homeland Security; Department of Information Technology; Gaming Control Board; General Services Dept; Governor's Office; Medical Board; Public Regulation Commission; Racing Commission; Regulation and Licensing Department; Secretary of State; State Auditor's Office; State Investment Council; State Personnel Office; State Treasurer's Office; Veterinary Medicine Board

Education

Education refers to those activities that impart knowledge or understanding of a particular subject to the public. Education can take place at a formal school, college, university or other training program. This line of business includes all government programs that promote the education of the public, including both earned and unearned benefit programs.

Education Agencies:

Council on Technology in Education; Department of Higher Education; Public Education Department; SDE - Division of Vocational Rehabilitation




1.4. ESTABLISH INTERAGENCY COMMON BUSINESS FUNCTION

COLLABORATION

Across Agencies there are common business functions that will benefit from interagency function collaboration. The SHARE system addresses many business functions common to Agencies such as financial accounting, payroll and staff recruitment.

Other business functions that are common across Agencies include fee and payment collections, interfaces to the credit card and banking system, license processing, etc.

1.4. DEFINE THE ROLE OF SOCIAL MEDIA AND SOCIAL NETWORKS WITHIN

STATE GOVERNMENT.

The question today is not whether social media should be used, but how the State can leverage the information that constituents share and receive on social media. Interagency social networking sites can promote cooperation and communication across state government and establish connections for information sharing. Through social media, the State can be in a position to develop mutually beneficial relationships that assist in the delivery of high quality government services. The task at hand is to determine the role that social media and social networking has in state government.

Goal 2: Improve Support for all State Agency Information Technology Programs


GOAL 2: IMPROVE SUPPORT FOR ALL STATE AGENCY INFORMATION TECHNOLOGY PROGRAMS.

STRATEGIES

Strategy 2.1: The Agency IT Plan process will be leveraged and improved to structure a common framework for Agency IT planning and to gather data for a statewide enterprise approach to IT planning.

Strategy 2.2: Collaborative domain teams will be established to define shared resource opportunities for joint funding, development, and support. Collective approaches to IT investment will be utilized to the extent possible.

Strategy 2.3: The Department of Information Technology will partner with Agencies to: understand their current and future business drivers; to expand current solutions; remove ineffective solutions and to develop long-term solutions in support of Agency missions. These solutions as part of the IT Strategic Plans will be published.

Strategy 2.4: The Department of Information Technology Cabinet Secretary, as the state CIO, will ensure executive management communicates to Agencies the value and need to view IT services at the enterprise and statewide level.

Strategy 2.5: The Department of Information Technology will revamp its organization structure to facilitate a single point of contact for major Agency initiatives that cross multiple service groups through an identified coordinator who will have the authority to manage the initiative through completion.

Strategy 2.6: The Department of Information Technology will develop a strategic business plan that defines the vision for services and revenues over a five-year horizon.

BACKGROUND

State Agency IT Programs should be understood as IT activities or organizations built around the delivery of services to constituents through information technology. Such a program within the Agency might have one or more IT applications that support that set of goals for delivery of state services to its residents.

Support for State Agency IT programs is not limited to financial support, but also includes senior management agreement on technology goals, active business sponsorship of projects, enterprise infrastructure to enable the programs, and standards with which the programs should be managed; along with time and cost-savings best practices.

Support for State Agency IT starts internally with the Agency strategic plan and the Cabinet Secretary, along with the Agency CIO or IT Lead. Support externally comes through the Department of Information Technology as oversight, guidance and enterprise services.

A significant vehicle for gaining internal and external support for the Agency IT program is the Agency IT planning process.

According to the Department of Information Technology Act:



Each executive Agency shall submit an Agency IT Plan to the Cabinet Secretary in the form and detail required by the secretary.

As the state CIO, the Cabinet Secretary shall:

Review executive Agency plans regarding prudent allocation of information technology resources; data consolidation, hardware and software redundancy; and improvement of system interoperability and data accessibility among Agencies;

Monitor executive Agency compliance with its Agency plan, the IT Strategic Plan and IT Enterprise Architecture and report to the governor, executive Agency management and the Legislative Finance Committee on noncompliance; and,

Provide technical support to Executive Agencies in the development of their Annual Agency IT Plans.

The Agency IT Plan describes how the internal Agency IT organization intends to translate the business needs of the Agency into productivity-enhancing technology initiatives. Through the Agency IT planning process, the Department of Information Technology is able to target the development of enterprise services, identify any need to update the IT Strategic Plan and/or IT Enterprise Architecture.

INITIATIVES

2.1. SUPPORT AGENCY IT PLANNING T HROUGH THE AGENCY IT PLAN

PROCESS

The strategic goal for the Agency IT Plan is twofold: to assist the Agency in structuring its Agency IT planning process and to provide a vehicle for enterprise IT planning.

AGENCY IT PLANNING INPUT

The Agency Context for IT Infrastructure and Operations

The Agency Context includes: Agency mission; Agency business drivers; Agency strategic initiatives; Agency performance measures; and Agency description of IT services.

Plans for Legacy and New Agency Applications

Plans for applications include: retirement, replacement of legacy applications; eliminations/consolidations; upgrades and updates; ongoing maintenance; and identified gaps in coverage.

Management of IT Assets including Refreshment Cycles

Management of IT assets includes: asset management data and preparation of annual inventory report for Department of Information Technology; refreshment cycles; security and reliability upgrades; and system monitoring and management tools.

IT Human Resource Management



IT human resource management includes: agency IT staff makeup; staffing gaps and recruitment; training requirements and plans; and contract-based staffing needs and plans.

Improvements in Business Alignment and IT Management Areas

Alignments include: applications portfolio management; project portfolio management; vendor management; software development management; service management/operations support; and IT fiscal and budget management.

Adjustments to Current Projects

Annual reviews of projects include: current project inventory, staffing and funding commitments; project certification management; and percentage of state resources managing projects versus contract project managers.

New Business Requirements or Government Program Initiatives

Among the sources of new requirements are: federal or State initiatives or regulatory compliance changes; statutory mandates; opportunities for productivity improvements or citizen service level performance enhancements; and collaboration opportunities with other state entities.

Planned Facility Improvements or Upgrades

In compliance with State IT Resource Optimization direction, the Department of Information Technology will recommend Agencies include data center upgrade plans in their Annual Agency IT Plans.

2.2. INITIATE AND SUPPORT AGENCY IT SERVICE MANAGEMENT EFFORTS

The Department of Information Technology has established the IT Service Management Plan, indicating its intention to establish an IT Service Management Program for the enterprise services it provides for Agencies. Included in this plan is a commitment to the Information Technology Infrastructure Library (ITIL) as the enterprise model for IT operations and service delivery. Agencies are encouraged to adopt this enterprise service model within their internal IT services.

Through the Department of Information Technology’s Enterprise Training Program, IT service management workshops and training programs will be offered to Agencies.

2.3. DEVELOP AN AGILE IT WORKFORCE TO PROMOTE ENTERPRISE IT

KNOWLEDGE MANAGEMENT

As Agencies become more dependent upon IT and as the technology becomes more sophisticated, the challenge of staffing IT programs at both the Agency and enterprise level increases. This is evident in both the recruitment and retention of skilled IT workers.



There are two related challenges: staffing programs and retaining institutional as well as technical knowledge.

IT SKILLS TRAINING

The Agencies needs and plans for providing IT skills training will be provided to the Department of Information Technology Enterprise Training Program. The Enterprise Training Program will use the information to plan training classes for the State IT workforce.

Among course offerings given or planned are:

Cyber Security

Customer Service

Information Technology Infrastructure Library (ITIL)

Business Continuity

IT KNOWLEDGE MANAGEMENT

An unexplored avenue for sustaining IT skills and IT knowledge is networking among IT staff on a range of themes and technical areas of expertise:

There are some 20,000 Microsoft-based desktops and laptops across Agencies, with a number of technicians supporting these common environments.

There are a number of Agencies with help desk staff that could benefit from discussions along common themes.

There are project managers across the Agencies that could benefit from sharing lessons learned and common solutions to common problems arising in projects.

Oracle is used by a number of Agencies whose staff could benefit from such networking.

Technical knowledge used by Agencies and applications is a vital state enterprise resource that could be gathered, posted and refreshed on an ongoing basis for the benefit of Agencies.

This IT Knowledge Management approach will help with employee retirements and transitions, assuring the foundation for continuity of operations.

2.4. CREATE AND PUBLISH ANNUAL AGENCY PLAN REVIEWS

In the state’s enterprise IT planning process, the Agency IT Plan process provides invaluable information about the status of information technology within Agencies. A collaborative effort between the Department of Information Technology and Agencies will define the necessary information to be included in the Annual Agency IT Plans.

Beginning with the Annual Agency IT Plans submitted in September as part of the fiscal year planning process, an annual plan review will be prepared. As part of the Department of



Information Technology strategic planning process, information requested in the Agency IT Plan will be compiled on an enterprise level, and where appropriate it will be put into a report format to be shared with the IT Commission, the Agency CIOs, IT Leads and others.

2.5. IDENTIFY JOINT FUNDING OPPORTUNITIES

The planning process provides an opportunity to identify Agency specific plans for new

applications, services, and processes that can be shared by other Agencies. Early planning for

these joint initiatives can lead to a shared funding approach. Support for the funding can then be

provided by all entities including the Department of Information Technology.

2.6. DEVELOP A FIVE YEAR BUSINESS PLAN FOR SE RVICES AND REVENUES

Development of a long term plan for services with projected revenues will mitigate the

development of these same services within each organization and lower the total cost of

ownership. Without a long-term plan, updated on an ongoing basis, the state is not able to make

effective decisions on investments and acquisition of applications and products.

The plan will include projected revenues based upon expected Agency need and service rates.

This will also include a reduction in revenues for services that are planned for discontinuance.

2.7. PROVIDE FOR A SINGLE POINT OF CONTACT FOR MAJOR AGENCY

INITIATIVES

The Department of Information Technology will identify single points of contact for major Agency initiatives that require planning and support across multiple service areas. The contacts will have the skills and authority to streamline processes and decision making, facilitate activities for projects, and resolve issues as they occur.

Goal 3: Implement and Maintain a High Quality Technology Infrastructure to Serve Resident and Government

Clients


GOAL 3: IMPLEMENT AND MAINTAIN A HIGH QUALITY TE CHNOLOGY INFRASTRUCTURE TO SERVE

RESIDENT AND GOVERNMENT CLIENTS.

STRATEGIES

Strategy 3.1: The Department of Information Technology has been designated as the enterprise infrastructure provider responsible for building and strengthening the enterprise infrastructure and related services. The department, in consultation with public entities, will plan, invest, and implement services that maximize advances in technology and service options.

Strategy 3.2: The Department of Information Technology will promote solutions to improve the

State public safety interoperability communication capabilities.

Strategy 3.3: The Department of Information Technology will leverage the expanded broadband

telecommunications in New Mexico to increase bandwidth available via fiber or digital

microwave to rural Agency sites, telehealth sites, public safety and public education institutions.

BACKGROUND

IT infrastructure is defined as the technical support structure for Agency specific business application and data.

New Mexico’s IT infrastructure includes its hardware (mainframes, servers, attached storage and tape back-up systems, routers, switches, etc.), interconnecting networks, associated software (operating systems, applications, both custom and off-the-shelf), as well as desktops, laptops and hand held devices used to connect with the business applications.

INITIATIVES

3.1. UPDATE AND EXPAND CURRENT SERVICES INFRASTRUCTURE

The Department of Information Technology has an ongoing commitment to improve, update and expand its current services infrastructure. Among initiatives being planned or implemented:

Continue the effort to improve service and the speed of deployment of Agency applications, establish a virtual server environment to readily support server environments for testing, development, administration, production, and disaster recovery.

Provide a comprehensive staging and test environment for new applications without risk to production systems.

Implement a standardized web hosting environment for Agency applications.


Clients


3.2. IMPROVE INTEROPERABILITY OF PUBLIC SAFETY COMMUNICATIONS

The Department of Information Technology, in collaboration with federal, state and local public safety entities, will take steps on a variety of fronts to improve interoperability. The process of achieving statewide interoperability will require important interim measures to move forward. They include:

Assessing the State’s current Public Safety Communications operability, interoperability and survivability

Providing recommendations:

on priorities for possible State or Federal interoperable communications funding;

to the legislature and State, local, and Tribal executives on changes to current State Law that will remove barriers to encourage communications interoperability and survivability; and,

on achieving a greater level of understanding of the importance of interoperability, survivability, and public safety communications

Establishing goals and objectives for public safety agencies with regard to interoperability and survivability

Developing plans to create 101-style white papers to inform practitioners, technicians, policymakers, and CIOs regarding Public Safety Communications operability, interoperability and survivability

3.3. ENHANCEMENT OF DATA CENTER CAPACITY and SECURITY

The Department of Information Technology will continue to work with the General Services Department and its Property Control Division to maintain and upgrade the data center facilities including power and air conditioning systems.

DATA CENTER NETWORK

To effectively manage servers and systems in the data center, the Department of Information Technology will move from a set of disparate Agency and functional networks to one unified network that provides:

A production network using the latest industry standards to be more efficient and less complicated, reducing the Mean Time to Repair (MTTR).

A dedicated backup network to allow for continuous backups during working hours without impacting normal production traffic.

A dedicated administrative network to allow for continuous monitoring, system administration and scheduled patches/updates to occur without impacting production or backup processes.

3.4. IMPLEMENT A BUSINESS CONTINUITY/DISASTER RECOVERY CENTER


Clients


Beginning with a disaster recovery site for the SHARE enterprise accounting system, the state will plan and implement a second State Data Center that will be used for resilience and recovery for state applications. This initiative is a multi-year project that will require a high level infrastructure to support the following activities:

Implementing the second data center.

Relocating resilient and recovery systems to the second data center.

Conducting recovery exercises at the second data center.

SHARE DISASTER RECOVERY

The SHARE Disaster Recovery project has made major steps forward in the planning and design of the new architecture. The updated architecture was reviewed and approved. The project will fully leverage the hardware and software previously procured in the earlier phases of the project as well some additional purchases under the updated architecture designs. This project will provide an entirely new operating platform for production and non-production instances of SHARE and will fully build-out the SHARE disaster recovery frame internal to the State Data Center. Once SHARE is live on the new platform and the disaster recovery frame is operational, SHARE will move the new disaster recovery frame into the second data center. At that point, SHARE will have an entirely new operating platform as well as a fully functional disaster recovery solution.

3.5. IMPLEMENT A STATE-WIDE BROADBAND NETWORK

The Department of Information Technology Broadband Program is a collaborative initiative charged with identifying the availability and enhancing adoption of broadband within New Mexico. The following activities have been implemented to meet this initiative:

Collaboration: Develop a public and private Executive Committee that engages various business sectors to include: Telecom, Health, Education, Tribal, Economic Development, and Governance interests.

Availability: Implemented a Broadband Mapping acquisition and presentation system that is a partnership between state and industry.

Adoption: Identified areas within the state having inadequate service and convened Regional Implementation Planning meetings to plan, design, and fund infrastructure enhancements.

Building telecommunications capacity for the state and its Agencies is a multi-year project. The Infrastructure Voice and Radio Division of the Department of Information Technology will be continuing these projects:

Develop a statewide broadband network that integrates voice, video and data transmission and takes advantage of investments in high speed network services including digital microwave and fiber.

Integrate the state’s fiber network with the overall broadband plan to enable high-speed connectivity.


Clients


Provision and maintain the Rio Grande / I-25 Corridor Fiber.

Complete the Southeast Quadrant and provision the connection as part of the broadband plan as appropriate.

Establish the Northeast fiber connection between Santa Fe and Raton and provision the connection as appropriate.

Continue the conversion of the Digital Microwave Network (DMW) from analog to digital.

Continue to expand and upgrade the state’s Core Network, ensuring all Department of Information Technology network equipment and operating systems are kept up to date and meet industry standards.

Complete the upgrade of two-way radios to narrow banding as required by the FCC by 2013 through a phased five-year approach to meet the federal requirement.

Establish and implement the Voice-Over-Internet-Protocol (VOIP) strategic plan for the state as part of the broadband plan.

Develop a plan for communication interoperability between Department of Information Technology and Department of Homeland Security and emergency responders.

Develop a plan to offer consolidated Enterprise Interactive Voice Response (IVR) services to Agencies.

3.6. IMPLEMENT A PERFORMANCE MANAGEMENT PROGRAM

In the transition from an agency-focused information technology environment to an enterprise information technology environment, we move from a line of sight management approach to a tools-based management approach.

In a line-of-sight management approach, the systems administrators can see the power lights of a server, can easily go to a keyboard and review system logs, and have some level of confidence about the health level of the systems in sight. He or she also knows about the configuration of the system and knows what needs to be done to maintain the system(s).

As the number of systems increase, the complexity of system administration increases and as the components and size of the data increase, the ability to manage on a line-of-sight basis becomes too difficult and the need for management tools becomes vital.

As part of the State Framework for Enterprise Architecture there is a set of Guiding Principles:

“Systems Management Principles”

Technology Selection will consider the ability to support centralized systems management of all components.

Motivation:

Improve service delivery.


Clients


Reduce overall risk to the business.

Increase the quality and reliability of IT solutions.

Ensure effective use and deployment of technology resources.

Increase consistency, integration and accessibility of systems.

A performance management program consists of (1) definition of performance standards, (2) a command and control center with tools to measure and track performance, (3) a process to communicate performance on an ongoing basis, and (4) the development of customer service level agreements.

A Command and Control Center operational framework is necessary to bring about consistency across platforms and technical teams. The Data Center Control and Command Center will enable the Department of Information Technology to effectively manage servers and applications from a system management and performance perspective, assuring application availability and data integrity.

The performance program with a Command and Control Center will move the Department of Information Technology through a maturity process, from haphazard to structured, to repeatable and then consistent.

Enterprise System Management provides a toolset to manage components of the end-to-end application process, identifying all the IT pieces in between. Among the features are: hardware and software cataloging from the asset management system; setting of thresholds for performance and up-time monitoring; and warnings and alerts to system administrators and application owners. A key ingredient is the monitoring of the IT path between the end-users and the application, so that if a network component is down, application impact can be determined.


Clients


3.7. ESTABLISH ENTERPRISE IDENTITY MANAGEMENT INFRASTRUCTURE

Identity Management has been recognized as an enterprise goal under initial IT Strategic roadmaps for the state. Identity Management will support Agency and enterprise applications, asset management and network security.

The illustration on the previous page is a simple high-level depiction of the service capability within identity management that will support a user’s ability to login on a workstation or laptop and be identified to the enterprise network, a file server and specific applications.

The Department of Information Technology will establish a subject matter focus team that will analyze and develop recommendations on the development and implementation of an Enterprise Identity Management Infrastructure.

3.8. ESTABLISH A FRAMEWORK FOR MOBILITY AND SMART DEVICE SERVICES

As handheld devices and next generation service provider networks enable rich real time user experiences, mobility is fast emerging as a critical component of enterprise application architecture. Mobile solutions and applications will enable State employees and constituents to interact and transact in real time. This will necessitate substantial changes to enterprise application design and implementation.

A framework will be established to define standards and best practices for mobile enabled websites, mobile application platforms, and mobile application development.

Goal 4: Reduce the Costs of Government Operations through Effective Development, Implementation and

Management of IT Technical and Application Architectures, Programs and Services


GOAL 4: REDUCE THE COST OF GOVERNMENT OPERATIONS THROUGH EFFECTIVE DEVELOPMENT,

IMPLEMENTATION AND MANAGEMENT OF IT TECHNICAL AND APPLICATION ARCHITECTURES,

PROGRAMS AND SERVICES.

STRATEGIES

Strategy 4.1: An effective statewide IT Enterprise Architecture will be established to support public entities with their mission-based applications, providing a strong foundation of standards and best practices across the information technology life cycle. The State of New Mexico Framework for Enterprise Architecture Program will be updated to support and guide ongoing architecture efforts. Technical domain teams will be established to identify and to develop standard-based enterprise services.

Strategy 4.2: The Department of Information Technology, in consultation with public entities, will define application architecture(s) to limit the range of supported environments in order to develop concentrated skills and expertise, and reduce costs with the established exception process being available as appropriate.

Strategy 4.3: The Department of Information Technology’s review of Agency’s Request for Proposal (RFP) will include its compliance with the state’s architecture standards as published.

Strategy 4.4: The Department of Information Technology will update and use the State Information Technology Enterprise Architecture (ITEA Framework) as its business, application and technical architecture, inclusive of enterprise portals. This revised ITEA will serve as the basis for standards and IT rules.

Strategy 4.5: With the increased emphasis on web applications and cloud computing, the state will establish architectural standards for Agency web applications and promote shared common development and production platforms for these web applications.

Strategy 4.6: The Department of Information Technology has been designated as the State Geospatial Strategic Planning Program. The department, in collaboration with local and private entities, will plan and implement technologies to better service the public and government.

BACKGROUND

IT Enterprise Architecture is referenced and defined in the Department of Information Technology Act as “state information architecture,” which “means a logically consistent set of principles, policies and standards that guides the engineering of state government's information technology systems and infrastructure in a way that ensures alignment with state government's business needs.”

“The goal of New Mexico’s IT Enterprise Architecture is to enhance coordination, simplify integration, build a consistent infrastructure, and generally allow greater efficiencies in the development of technology solutions to support Agencies in the fulfillment of their missions to serve constituents. The intent is to realize these goals, while ensuring effective use of state resources, thereby enabling consistent, effective delivery of services to the employees, residents, and businesses of New Mexico.” - The information Technology Commission as adopted into the IT Enterprise Architecture Framework, 2004.




Programs should be understood as activities or organizations built around the delivery of services to constituents. A program within the state or an Agency might have one or more information technology applications that support that set of goals for delivery of state services to its citizens.

Services in this context refers to information technology activities with specific deliverables that can be either internal to an Agency, or enterprise services delivered to multiple or all Executive Agencies.

Web Platforms: The state has the opportunity to share common development and production environments for web applications, thereby reducing cost and burden. Many disparate web application environments duplicate efforts.

With the existence of the "J2EE or .NET" standards and frameworks, the state could benefit from a suite of web environments based on these industry standards. Among the benefits of such standardized web platforms will be faster development cycles and savings on licensing. Solid platforms would lead to more efficient performance and increased uptime of Agency applications. Specifications could be used for RFP's, etc. Availability of standardized platforms will reduce the cost of ownership and burden to the Agencies.

Enterprise offerings of these standardized web application platforms reduce the need for duplicate web servers as well as development and test environments, simplifying the firewalls and other security considerations.

INITIATIVES

4.1. UPDATE THE INFORMATION TECHNOLOGY ENTERPR ISE ARCHITECTURE

FRAMEWORK

In 2004 the Information Technology Enterprise Architecture Framework (ITEAF) was established. It was part of a twofold requirement of the General Appropriations Act of 2004, Chapter 114, Section 8, Subsection (12): “a state information architecture and information technology consolidation plan”.

The 2004 State Framework for Enterprise Architecture was in essence a business case for funding a project to establish a program that will provide the IT Consolidation effort with an architectural framework within which to evaluate the “as-is” and to guide that effort with a “to-be” vision.

The 2004 Top Ten Guiding Principles of New Mexico’s IT Enterprise Architecture:

The ITEAF laid out ten principles for IT in the state that should serve as the foundation for revisiting and updating the IT Enterprise Architecture:

1. New Mexico will maintain a single IT Enterprise Architecture. Strategic planning, resource allocation and IT investments will be optimized at the state level. The architecture definition will serve to focus on a core set of technologies to be supported by the state, enabling skill set development and preservation.




2. The IT Enterprise Architecture will be consistent with and supportive of the state’s strategic direction. RFP language will specify the technology architecture requirements to ensure compliance with the standard.

3. The IT Enterprise Architecture will drive the IT investment process to evaluate and improve investments in information systems.

4. The IT Enterprise Architecture is designed to support its core operations.

5. The IT Enterprise Architecture encourages the development of enterprise, or shared solutions to support common business functions.

6. The ITEA will be standards-based to ensure the interoperability of systems and the stability of the environment.

7. The New Mexico’s Data and Information are Enterprise Assets.

8. The New Mexico’s ITEA seeks to reduce complexity, risk, and improve efficiency.

9. The ITEA will support reuse for all enterprise architecture components.

10. Security must be designed into all architectural layers.

THE VISION – A FULL LIFE CYCLE APPROACH TO ENTERPRISE

ARCHITECTURE

The components of an IT Enterprise Architecture will encompass the full life cycle of IT and focus on providing services to the residents of New Mexico.

a. The goal of this architecture is to service the Agencies and their use of IT to actualize their business mission.

b. The foundation of the architecture is infrastructure and technical standards that guide the use of IT, and enterprise services that provide the Agencies with common platforms for their business.

c. The architecture provides the guidelines and technical framework for the IT acquisition processes, including appropriation requests, projects, procurements and contracts.

d. The architecture provides the guidelines and technical framework for all aspects of IT operations, including IT service management and security, as well as business continuity and disaster recovery.

4.2. REVISE THE ENTERPRISE TELECOMMUNICATION ARCHITECTURE PLAN

The General Appropriations Act of 2004, Chapter 114, Section 8, Subsection (11) established requirements for an enterprise telecommunication plan as follows:

The telecommunications architecture plan shall be in accordance with the state information architecture, information technology strategic planning, and the enterprise-wide information security program; and must be approved by the state CIO. The




telecommunications architecture plan shall include a cost and savings analysis by Agency.

The state-owned digital microwave telecommunications system shall be used at all locations possible to enhance statewide telecommunications and leverage state-owned resources without incurring additional costs.”

There have been significant accomplishments in the area of the state’s telecommunications architecture towards enabling state consolidation of all the disparate and redundant networks. A revised Enterprise Telecommunications Architecture Plan will become part of the IT Enterprise Architecture. The statewide broadband plan will be part of the Architecture Plan.

4.3. ESTABLISH TECHNICAL DOMAIN TEAMS

This initiative will re-establish the technical domain teams’ effort to assist in the development of standards and best practices in a number of areas. These domain teams, consisting of technical volunteers from various Agencies, will provide input into a number of technical areas, including but not exclusively the following:

Application Domain

The Application Domain focuses on effective application architecture to enable a high level of system integration, reuse of components, and rapid deployment of applications in response to changing business requirements.

Platform Domain

The Platform Domain defines roles, policies, standards, life-cycle definitions and decision-making criteria for the acquisition, deployment, set-up and provisioning of computing and data storage hardware. It defines the personal and business computing hardware systems to be used by Agencies. The architecture addresses decision criteria and best practices for the acquisition and deployment of platforms. The architecture also identifies management and remote access components, which are critical to platform use.

Systems Management

The Systems Management Domain defines the roles, technologies, standards, and policies necessary to identify and manage the information assets of the state. The Systems Management Domain comprises standards for identification, administration, audits, and disposal. Major categories addressed in this domain are Asset Management, Change Management, Console/Event, Help Desk/Problem Management and Continuity of Operations.

4.4. REVISIT AND SUPPORT THE SOCIAL SERVICES ARCHITECTURE

The Social Services Architecture, or SSA, was published October 31, 2005.

“The purpose of the SSA is to provide a framework to coordinate and drive current and future social services business and IT projects across multiple Agencies by sharing common business services/functions. The SSA is one of several business domain architectures within the NM Enterprise Architecture.”




The following Agencies were identified as core participants in SSA plan development:

The New Mexico Department of Health (DOH)

The New Mexico Human Services Department (HSD)

The New Mexico Aging and Long-Term Services Department (ALTSD)

The New Mexico Public Education Department (PED)

The Children, Youth, and Families Department (CYFD)

Other stakeholders include:

The New Mexico Department of Workforce Solutions

The New Mexico Worker’s Compensation Association

The New Mexico Department of Veterans Affairs

The New Mexico Department of Education/Division of Vocational Rehabilitation

The New Mexico Developmental Disabilities Planning Council

The New Mexico Commission for the Deaf and Hard of Hearing

The New Mexico Commission for the Blind

The New Mexico Health Policy Commission

The New Mexico Tele-health Commission and Tele-health initiative participants

A comprehensive list of non-profit service providers, partners and constituent advocates

“The SSA fits under the umbrella of the Constituent Services Business Domain, published in the State Framework for Enterprise Architecture Program. The SSA could be defined as a well-governed structure that makes it possible to identify the business, information, and technology functions within the constituent services domain of the State of NM.”

The Social Services Architecture Plan was envisioned as:

Ensuring the reality of the implemented enterprise is aligned with the intent laid out by the stakeholder Agencies.

Helping to make integration possible between various Agencies that make up a business domain – in this case – constituent services.

Supporting integration as essential to ensure that business rules are consistent across the SSA organization entities, that the data and its use is immutable, interfaces and information flow is standardized, and the connectivity and interoperability is managed across the enterprise.

Facilitating change and manage it effectively to any aspect of the enterprise. It will provide system developers faster time-to-market, thus reducing systems development, applications generation, and resource requirements.




4.5. SUPPORT GEOSPATIAL INFORMATION TECHNOLOGY

The “New Mexico Geospatial Strategic Plan (2007) provides the following vision statements to

support Geospatial Information Technology (GIT):

Promoting governance through GIT partnerships and focused coordination among

various Agencies – federal, tribal, state, and local government, the private sectors and

educational entities – by encouraging and supporting the contributions of all individuals

in the GIS (Geographic Information System) community.

Reducing redundancy and cost for GIT endeavors and utilizing funds more effectively

through coordinated and shared projects.

Defining GIS technology as a core component of mainstream information technology in

support of important decision making in areas such as homeland security, local

governance, E911 efforts, and others.

Developing an organized, well managed, and secured framework through a statewide

GIS clearinghouse to enable data integration and sharing of both spatial and non-spatial

data, applications, services, and information.

Increasing awareness and knowledge of all citizens and businesses in the state regarding

the uses and benefits of all geospatial technologies.

Leveraging resources to accomplish measurable goals and objectives by solving real

world problems.

Spreading the benefits of geographic information and geospatial technology broadly and

equitably to improve quality of life as well as benefit the environment.

To provide for the aforementioned vision, House Joint Memorial 81 (2009) recommended the

following:

Establish a New Mexico State Geospatial Information Officer at the Department of

Information Technology.

Establish the New Mexico Geospatial Data Center as the primary node of a decentralized

system of distributed data stewards using the existing data repository located at the

University of New Mexico.

Establish and fund Geospatial Services that provide support for geospatial data

visualization, development, integration, and analysis.

Establish the New Mexico Geospatial Policy Council to provide policy for statewide

geospatial data and services in support of statewide data acquisition, development, and

sharing.




To accomplish the vision and recommendations an advisory structure was developed as part of

the Department of Information Technology, the Geospatial Advisory Committee (GAC). The

mission of GAC is to provide an open forum for state, local, federal, regional, tribal, and private

interests to:

Coordinate geospatial information and technologies in New Mexico State Government.

Develop policy recommendations and guidelines concerning geospatial data and

technologies in New Mexico State Government.

Share geospatial information among all government agencies and the public.

4.6. STRENGTHEN AGENCY IT PROGRAMS DELIVERING MISSION-RELEVENT

APPLICATION AND SERVICES

The IT Strategic Plan will strengthen the Agency IT programs by focusing on existing technology programs and applications, enterprise architecture, enterprise models and IT planning.

4.7. CONTINUE THE DEVELOPMENT OF THE ENTERPRISE SERVICE CATALOG

Enterprise services are a fundamental aspect of the IT Enterprise Architecture and a significant piece of the vision of the state Legislature’s establishment of the Department of Information Technology.

The Enterprise Service Catalog is posted on the Department of Information Technology website.

4.8. BUILD ON THE ENTERPRISE IT SERVICE MANAGEMENT PLAN




In November 2007, Department of Information Technology created its IT Service Management Plan, A Plan to Provide Information Technology Services.

The purpose of the enterprise IT service management plan is to have a roadmap for the Department of Information Technology to improve the delivery of existing services and deploy additional Enterprise IT services. The goal of the plan is to ensure services are aligned with business needs; cost-efficient; exhibit superior performance; and are operationally effective. In other words, this plan addresses how the Department of Information Technology will improve the management of defining, delivering and supporting IT services through the use of industry best practices.

Key findings of the assessment described in the plan included the need to:

Define Service Catalog and effectively “market” the catalog to customers.

Increase visibility into service demand.

Define policies and procedures to address:

Constant reactive, fire-fighting mode; and

Functional responsibilities not clearly defined.

Assess the cost allocation and recovery model.

Increase staff levels in select areas.

Review the Financial Management dependency on manual processes and plan to automate.

Implement an Enterprise IT Service Management (ITSM) tool for process enablement.

The Department of Information Technology Service Catalog is available on-line at http://www.doit.state.nm.us/services.html and the commitment to the ITIL service delivery model discussed in this IT Strategic Plan under Goal # 5 are among the initial results of this assessment and Enterprise IT Service Management Plan.

4.9 THE DEPARTMENT OF INFORMATION TECHNOLOGY IN COLLABORATION

WITH AGENCIES WILL PUBLISH AND ESTABLISH COMMON WEB APPLICATION

ENVIRONMENTS WITH ARCHITECTURE SPECIFICATIONS .

Through the establishment of an enterprise web set of architectures and associated development, test and production standardized platforms, the Department of Information Technology as the enterprise service provider will be in a position to provide web based infrastructure as a service to the Agencies. Included in this service area will be the availability of application development. The sites will align with the State interface branding and standardization disciplines defined in the IT Enterprise Architecture.

http://www.doit.state.nm.us/services.html

Goal 5: Improve the Value of the IT Investment through Enterprise Models that Improve and Streamline the

Executive Branch’s Information Technology Systems


GOAL 5: IMPROVE THE VALUE OF THE IT INVESTMENT THROUGH ENTERPRISE MODELS THAT

IMPROVE AND STREAMLINE THE EXECUTIVE BRANCH’S INFORMATION TECHNOLOGY SYSTEMS

STRATEGIES

Strategy 5.1: Established models of IT governance, service management, project management and system development life cycle, as well as independent verification and validation, will be used to provide productive frameworks, best practices, and common language and terminology that will be useful in maturing and improving the Agency and enterprise IT efforts.

Strategy 5.2: The Department of Information Technology, in consultation with public entities, will evaluate and select enterprise services that can be provided in a cost-effective manner across multiple organizations.

Strategy 5.3: The Department of Information Technology will establish subject matter focus and domain teams that will analyze and develop recommendations on strategic initiatives such as data and resource sharing, architectures, and customer centric services.

BACKGROUND

Enterprise refers to the executive branch of the government of the state, including all business processes and IT support systems. 1.12.12.1 NMAC

Enterprise Architecture defines an enterprise-wide, integrated set of components that incorporates strategic business thinking, information assets, and the technical infrastructure of an enterprise to promote information sharing across Agency and organizational boundaries. The enterprise architecture is supported by architecture governance and the allied architectures of business, information, technology, and solution. 1.12.12.1 NMAC

Enterprise Models are depictions or representations that enable understanding of complex systems. The models chosen for this strategic plan include a model for state and Agency IT governance; a model for Department of Information Technology enterprise and Agency IT service delivery; a model for IT project management; a model for system or product life cycle development; and a model for independent verification and validation. These models hold the potential to contribute to the reduction of IT operational costs and to improve and streamline the executive branch’s IT systems.

INITIATIVES

5.1. IMPLEMENT AN ENTERPRISE MODEL FOR IT GOVERNANCE

COBIT or Control INITIATIVES for Information and related Technology is a model established by the IT Governance Institute to assist organizations to develop organizational structures and processes by which to align the use of IT with the business strategy of the organization.

The COBIT model is organized into four processes:




1. Plan and Organize

2. Acquire and Implement

3. Deliver and Support

4. Monitor and Evaluate

The model also includes a maturity model for all its identified areas.

The COBIT model for Information Governance is appropriate for the state and for Executive Agencies:

Strategic Alignment: A requirement for Agencies in their Agency IT Plan, projects and procurements. The Strategic Alignment is with the IT Strategic Plan and IT Enterprise Architecture, as well as with Agency Strategic Plan.

Value Delivery: Assuring that IT delivers on its promises to the Agency and the state.

Resource Management: Optimizing the investments in applications, infrastructure and people.

Risk Management: Understanding the realities of risk for applications, infrastructure, projects and IT operations and mitigating their impacts.

Performance Management: Tracking the strategy implementation, project progress, operations expectations in a measureable manner.

The strength of the COBIT model is that it is easily understood and applicable to Agency IT management. This model is useful as a planning and reference for Agency senior management, including the Agency CIO or IT Lead. As part of its support for Agency IT programs, the Department of Information Technology will offer workshops in the COBIT approach to Agency IT Governance.

The Department of Information Technology will be developing a white paper on the applicability of the COBIT approach to Agencies and the governance of Information Technology for the state.

5.2. PROMOTE THE USE OF ITIL – THE INFORMATION TECHNOLOGY

INFRASTRUCTURE LIBRARY – AN ENTERPRISE MODEL FOR OPERATIONS AND

SERVICE DELIVERY




The Information Technology Infrastructure Library or ITIL is a model for operations and service delivery that grew out of the United Kingdom’s Office of Government Commerce. The model is useful in the planning and operations of an Agency IT organization, and especially in project planning for transitions to operations.

The fundamental approach of the ITIL is a structured and clearly defined set of processes governing operations and service delivery: Service Strategy, Service Design, Service Transition, Service Operations, and Continual Service Improvement.




The Department of Information Technology has committed to such a process and is offering training in this discipline to its staff and to other Agencies through its Enterprise Training program. Information about ITIL and its sponsor can be found at:

http://www.itil-officialsite.com/home/home.asp

5.3. PROMOTE AN ENTERPRISE MODEL FOR MANAGING IT PROJECTS.

The Project Management Institute (PMI) promotes professional management of projects, whether they are information technology or any other major effort. Where Business Domains, COBIT, and ITIL relate to ongoing programs, project management by definition deals with projects which are “temporary endeavors undertaken to create a unique product, service or result.”

The Project Management Institute’s PMP or Project Management Professional certification is recognized by the Department of Information Technology and other Agencies as the standard for hiring or contracting for project managers for their IT projects. The certification is based on exams which test knowledge of the PMI Project Management Book of Knowledge or PMBOK©.

While PMI models planning, execution, monitoring and control, its strength for State IT Projects is in its emphasis on integrated planning, scope management, time or schedule management, cost and quality management, project team and communications management and especially risk management. The state recognizes these important elements of project management.

The Department of Information Technology through its Enterprise Training program will work with Agencies to schedule project management courses. The department will also support professional networking opportunities for Agency project managers.

Information about the Project Management Institute can be found at: http://www.pmi.org/Pages/default.aspx

Local PMI Chapters in the state can be found at:

http://www.pmirgc.org/ Rio Grande Chapter and head quartered in Albuquerque http://www.otowibridgepmi.org/ Otowi Bridge Chapter and head quartered in Los Alamos

5.4. PROMOTE THE USE OF AN ENTERPRISE MODEL FOR A SYSTEM

DEVELOPMENT LIFE CYCLE

http://www.itil-officialsite.com/home/home.asp

http://www.pmi.org/Pages/default.aspx

http://www.pmirgc.org/

http://www.otowibridgepmi.org/




Several development and implementation methodologies are recognized within the IT industry as providing structured processes for achieving project success. The size, solution, complexity and products to be implemented are key elements of making the decision on the specific methodology to be used. Each Agency should use a proven standard for project implementation.

SDLC is used as an acronym for both software development life cycle and for system development life cycle. For IT projects, SDLC is also referred to as Product Development Life Cycle.

The Department of Information Technology establishes the requirement for a product or solutions development life cycle approach to state IT projects and mandates its use as the basis of Agency and IV&V reporting.

“Product development life cycle” is a series of sequential, non-overlapping phases comprised of

iterative disciplines such as requirements, analysis and design, implementation, test and deployment implemented to build a product or develop a service.

While such product or system development cycles will vary according to the complexity of the project, the state is clear that each project will have a defined development cycle and it will be followed.

The selected method will be defined within the architecture for review by the Architecture Committee. Exemptions from the defined life cycle as mentioned herein will require review and acceptance prior to project approval.

Whether a full blown software development project or procurement and implementation of a Commercial Off-The Shelf or COTS solution, or even an agile web development project, the following are elements of a typical IT project’s system development life cycle:

Initiating the project based on business requirements;

Planning the project’s organization, budget and schedule;

Defining the solution’s technical specifications;

Designing the solution;

Building or coding the solution;




Testing the solution and obtaining end user acceptance;

Deploying the solution; and

Obtaining the sponsor’s signoff on the solution in order to close the project.

Specific projects may compress or expand on each of the described phases.

The Department of Information Technology - Project Oversight can be found at http://www.doit.state.nm.us/oversight.html.

5.5. PROMOTE THE USE OF AN ENTERPRISE MODEL FOR INDEPENDENT

VERIFICATION AND VALIDATION

The state has adopted the need for projects to be seen from an independent and objective perspective to assure that the projects are being managed appropriately and are addressing the purpose for which funding was appropriated or assigned.

5.6. IDENTIFY OPPORTUNITIES FOR DATA AND RESOURCE SHARING,

COMMON ARCHITECTURES, AND CUSTOMER CENTRIC SERVICES

Establish focus teams to identify, discuss and analyze options and opportunities for resource

sharing. Cost-effective solutions for supporting technologies, applications, geographic distribution

of resources, and services should be reviewed. This will include a review of how other states and

government entities have implemented shared resource programs to improve service and/or

save money.

http://www.doit.state.nm.us/oversight.html

Goal 6: Effectively Manage IT Investments and Efficiently Control IT Assets, Utilization and Costs


GOAL 6: EFFECTIVELY MANAGE IT RESOURCES AND EFFICIENTLY CONTROL IT ASSETS, UTILIZATION

AND COSTS.

STRATEGIES

Strategy 6.1: The Department of Information Technology will continue to work with the Agencies, the Department of Finance and Administration, the State Purchasing Office, and the Legislative Finance Committee to improve the processes that assure that IT investments are carried out in the most responsible manner.

Strategy 6.2: An asset management program will be implemented with policy and procedure to identify, track and control IT assets.

Strategy 6.3: The Department of Information Technology will continue to provide project oversight for planning, appropriation request, project certification and procurement.

Strategy 6.4: Increase knowledge and understanding of project management best practices within the Agencies by providing opportunities for training to IT staff.

BACKGROUND

Investment Oversight:

While all procurements must follow Department of Finance and Administration processes and State Purchasing policy, IT investments made by Agencies must be aligned with their Agency strategic plan, the State IT Strategic Plan, the IT Enterprise Architecture, and their own Agency IT plan.

IT Investment Life Cycle

IT investments have a complete life cycle from the acquisition process to the end of life processes for both software and hardware, and each phase of the investment life cycle calls for appropriate management of state assets. Agencies must plan for such a life cycle.

Management of IT Assets

Agencies are responsible for proper management of their IT assets, as well as providing an annual inventory of these assets to Department of Information Technology, so that such assets can be evaluated as part of the enterprise IT investment management.

Project Management:

Project management entails not just completing a project on time, but also controlling limited resources efficiently and effectively to make sure that the original objectives are reached. Effective IT project management has become increasingly important in today’s environment of tight budgets.



Project Management and Procurement

The Department of Information Technology Act spells out the responsibilities of the Cabinet Secretary and state CIO with regards to monitoring the Agencies and their adherence to the IT Strategic Plan and to the IT Enterprise Architecture. It also delineates the oversight of projects and IT procurements.

The diagram below shows at a high level the processes overseen by the Department of Information Technology’s Project Oversight and Compliance Division. These processes are aimed at assisting Agency management of IT investments in their acquisition and deployment phases.

INITIATIVES

6.1. PROJECT PORTFOLIO MANAGEMENT SYSTEM

An Enterprise Project Portfolio Management system will enable the Department of Information Technology to automate and track online Agency projects certifications from their initial appropriation request through project closure. The portfolio will include procurements, certification documents, and associated project documents.

Various entities such as the LFC and DFA will be able to have access to project status information that is otherwise provided through a series of spreadsheets. It will enable online reporting by the Agencies and dashboard visuals for the Department of Information Technology oversight of projects. The Department of Information Technology will evaluate the options and cost and plan accordingly.

6.2. PROVIDE THE FRAMEWORK FOR PROJECT CERTIFICATION

For IT projects that fit into certain parameters, there is an established project certification process. During this process, projects are reviewed to assure that the projects are well managed. Reviewers ensure that the Agency has anticipated and addressed risks to ensure the successful completion of the project. Projects are also reviewed for their compliance with Enterprise Architectural and operational standards.



6.3. PROVIDE THE FRAMEWORK FOR INDEPENDENT VERIFICATION AND

VALIDATION

The evaluation for Independent Verification and Validation (IV&V) is required for certifying projects as an important state investment risk mitigation strategy. In providing the framework of IV&V for projects, the Department of Information Technology will pursue opportunities that improve IV&V.

Large or complicated projects may have a higher risk than others. Identification of these projects will be accomplished using a “Risk Assessment” tool that quantifies projects based upon evaluation of profile items. Those projects in the high risk category will have an extended set of risk mitigation activities including separate IVV reporting to the Oversight and Compliance Division.

6.4. ENHANCE IT CONTRACT MANAGEMENT PROCESSES

The Department of Information Technology is responsible for assisting in the approval of IT procurements for Executive Agencies. The state CIO will approve contracts, amendments to contracts, emergency procurements, sole source agreements, price agreements, and RFPs prior to the approval by the Department of Finance and Administration.

The Department of Information Technology will continue to improve and streamline the contract management process. The required forms and processes are available on the website:

http://www.doit.state.nm.us/contracts.html

The state will establish an online contracts management system accessible to the Agencies. A contract management solution will benefit both internal and external customers by enabling each to manage and track their contracts. Improving process management, increasing workflow efficiency, retrieval of information and statistics will be automated. Agencies will have the ability to view the status of their contracts, which will alleviate the need for telephone calls. A product and cost evaluation will be conducted to select a solution.

6.5. IMPROVE VENDOR OR SUPPLIER MANAGEMENT

Agencies utilize vendors or suppliers to acquire IT equipment, software applications and professional services as well as maintenance and warranty coverage. A key initiative toward meeting the strategy of more effectively and efficiently managing IT investments will be a more proactive stance in vendor or supplier management. There are two initiatives that will provide a higher level of management over vendors and suppliers:

TRAINING FOR IT STAFF IN VENDOR AND CONTRACT MANAGEMENT

Department of Information Technology along with other state entities will collaborate and support the State Purchasing Division on establishing guidelines and workshops dealing with effective management of vendor and supplier relationships. This training will deal with understanding a common framework for procurement methods which include: the procurement process, developing the procurement document, the evaluation process, effective contract negotiation, formation of the contract, completing the process, developing productive relationships with vendor contractors towards acceptable deliverables, and working through contract and project issues.

http://www.doit.state.nm.us/contracts.html



IMPROVING THE VENDOR, AGENCY AND DEPARTMENT OF INFORMATION

TECHNOLOGY DIALOGUE ON ACCEPTABLE TECHNICAL PLATFORMS AND

ARCHITECTURE

The dialogue between the vendor, Agency and Department of Information Technology related to technical architecture and platforms will begin early in the process, in the planning stages of any type of procurement. The technical underpinning of the solution will fit more readily into the experience and operations of both the Agency and Department of Information Technology.

6.6. EVALUATE ENTERPRISE LICENSING AND IMPLEMENT AS APPROPRIATE

Enterprise licensing is a specific instance of vendor or supplier management, and a variation on the state price agreement process. Through a concerted effort the focus of licensing will shift from agency-by-agency licensing agreements to a State Enterprise approach that holds not only for licensing, but for support and training as well, resulting in both price advantages and knowledge-sharing between Agencies. Focus teams will evaluate opportunities for implementation of enterprise licensing to reduce overall cost.

6.7. IMPLEMENT IT ASSET MANAGEMENT

In terms of investment management, the following are three business requirements that have been identified for asset management:

Accountability for IT Components and Assets - Lack of control means lack of accountability. Without the accurate record-keeping and independent validation provided by an Asset Management solution, it is extremely difficult to audit spending, audit equipment use, identify failures or oversights, and hold anyone responsible for such failures. With an Asset Management solution, such auditing and tracking is automatic, signaling alerts when unexpected events occur.

Assess Total Cost of Ownership - The truest measure of costs and savings is the Total Cost of Ownership (TCO). But TCO is difficult to measure without accurate record keeping, proper capitalized value calculation and responsible assignment and proration of related expenses. An Asset Management solution provides the tools for easy reporting of TCO.

Assess Fully Capitalized Value of Assets - Proper budgeting requires knowing the fully capitalized value of assets. Without sufficient inventory and costing, the state is using approximations. An Asset Management solution will generate this level of data accurately as routine reports.

An asset management initiative will identify products, their cost and the value to be received. Appropriate planning for implementation will be completed.

Goal 7: Effectively Secure IT Assets, Data, and Systems and Mitigate Systemic Infrastructure Risks


GOAL 7: EFFECTIVELY SECURE IT ASSETS, DATA, AND SYSTEMS AND MITIGATE SYSTEMIC

INFRASTRUCTURE RISKS.

STRATEGIES

Strategy 7.1: The Department of Information Technology will develop, implement and monitor a strategic, comprehensive enterprise information security and IT risk management program to ensure the integrity, confidentiality and availability of information owned, controlled or processed by the state.

Strategy 7.2: The Department of Information Technology will enhance the IT Security Program

with the assignment of a Chief Information Security Officer that will be responsible for

identifying, evaluating and reporting on information security risks. Reporting will be in

compliance with regulatory requirements and aligned with and support the risk posture of the

State Enterprise Services.

Strategy 7.3: The Department of Information Technology will proactively work with Agencies, local public bodies and private entities to implement practices that meet defined enterprise policies and standards for information security.

BACKGROUND

DEPARTMENT OF INFORMATION TECHNOLOGY ACT

The Department of Information Technology Act states the following language related to security: “(3) protection of the privacy and security of individual information as well as of individuals using the state's information technology systems.” and “The secretary may make and adopt such reasonable procedural rules as may be necessary to carry out the duties of the department and its divisions and requirements and standards for the executive branch's information technology needs, functions, systems and resources, including: information technology security;”

The Department of Information Technology Act states the following language related to data: “(5) Develop and implement procedures to standardize data elements, determine data ownership and ensure data sharing among executive agencies.”

INFORMATION TECHNOLOGY ENTERPRISE ARCHITECTURE

The Information Technology Enterprise Architecture Framework states “New Mexico’s Data and Information are Enterprise Assets” and “Whereas individual agencies may have statutory ownership of data, information must be shared to maximize its benefit to the organization as a whole.”

INITIATIVES



7.1. DEVELOP A STATE INFORMATION TECHNOLOGY SECURITY PROGRAM

The Department of Information Technology will facilitate information security governance through implementation of a hierarchical governance program, including the formation of an information security steering committee or advisory.

The governance program will establish an Information Technology Security Program that will develop enterprise information security architecture and information security policies, standards, and procedures using best practices.

The Information Technology Security Program will facilitate a metrics and reporting framework

to measure the efficiency and effectiveness of information technology security and facilitate

appropriate resource allocation.

The Information Technology Security Program will include:

Monitoring significant changes to state information assets for major threats and legal or regulatory requirements.

Monitoring, investigating, and reporting breaches to ensure all necessary security safeguards are maintained.

Establishing and defining processes and procedures for security incidents.

Developing and implementing security training and awareness programs that educate employees, contractors and vendors with regards to the state’s information security policies and procedures.

Developing and enhancing national cyber analysis and warning capabilities.

Providing and coordinating incident response and recovery planning efforts.

Identifying and assessing cyber threats and vulnerabilities;

Supporting efforts to reduce cyber threats and vulnerabilities for Agencies.

Managing security incidents and events to protect state IT assets, including

intellectual property, regulated data and the state's standing.

Leveraging systemic thinking as a means to better plan, deploy, secure, and meter

the many various IT systems upon which the state builds its core business.

7.2. PROMULGATE AND ENFORCE STATE CYBER SECURITY STANDARDS

Multiple organizations establish their own classification rules and procedures, resulting in inconsistent use and understanding of security markings. Differing requirements for access and certification and accreditation inhibit trust across the Intelligence Community. The key security concepts are needed for consistent certification and accreditation practices, uniform information security standards, and uniformity across the Intelligence Community for accessing data to enable information sharing.



The Department of Information Technology will promulgate Information Security Policy; establish Information Technology Architectural Configuration Requirements that include standards and guidelines for the state. The Department of Information Technology will work with the affected Agency to plan and secure IT assets, data, and systems to address cyber security threats.

7.3. INITIATE AND SUPPORT INTER AGENCY DATA -SHARING

Information sharing is a wide-ranging, multi-layered issue that spans governance, policy, technology, culture, and economic facets. For information sharing to improve, the state will identify and address critical questions about how the Intelligence Community operates in each of these facets. The initiative is an evolved information sharing regime that rewards collaboration, promotes uniformity in sharing practices, increases availability of intelligence data without compromising security.

Goal 8: Consolidate Enterprise Information Technology Services to Mitigate and Eliminate Duplication


GOAL 8: CONTINUOUS IMPROVEMENT IN INFORMATION TECHNOLOGY AND RESOURCE

OPTIMIZATION

STRATEGIES

Strategy 8.1: Maximize Agencies’ efforts in support of their unique mission-critical programs and applications, while shifting support for enterprise infrastructure services to the state as the provider.

Strategy 8.2: The Department of Information Technology will reduce wasteful duplication, decrease costs and increase the efficiency of services.

BACKGROUND

State Data

A number of important milestones have been reached and progress towards the goal has been achieved, not the least of which has been the establishment of the Department of Information Technology:

Agencies have internally organized around a CIO or IT lead.

SHARE has been implemented as the enterprise financial, payroll and recruiting system has been implemented.

Microsoft Outlook has been implemented to provide enterprise email and calendaring for some 20,000 state executive Agency employees with one common address book.

The State Data Center in the John Simms Building has undergone a major $6 million-dollar upgrade in electrical distribution and power protection, air cooling and more. With the completion of the project, the data center has four UPS units and two generators, with adequate capacity for additional systems.

A remote monitoring and notification system to ensure proper performance on a physical security to the State Data Center has been enhanced with a new access control and video monitoring system. The building perimeter is monitored by 360-degree pan, tilt, zoom cameras, and access to the building now requires an assigned proximity badge. Direct access to the data center is further enhanced with the use of biometric proximity card readers to ensure positive identification.

INITIATIVES

8.1 DEVELOP THE FRAMEWORK FOR RESOURCE OPTIMIZATION .



Define the structure for IT resource optimization to leverage economies of scale, mitigate and eliminate duplication, virtualized infrastructure and provide resilience in data center designs. The structure will include Agency involvement in planning toward the achievement of target areas. IT Resource Optimization includes common hosting/data center model with standards for power protection, physical access, weather and other best practices operational standards.

Among the specifics to be developed in such a framework are:

An analysis of the best practices and experiences of other state efforts including data consolidation, data center reduction, platform consolidation, application reduction and data sharing as well as how IT staff are utilized as enterprise or Agency resources.

The necessary enterprise infrastructure (e.g. data network capacity, virtualized platform availability) required for resource optimization.

Multi-agency approach to common issues such as security during transition and continuity of multi-agency services, best technical practices for virtualization, and other related matters.

The cost benefits to the state enterprise along with an analysis of the costs to the participating Agencies.

The ability for the state to leverage federally funded infrastructure for collaboration among Agencies as resources.

Improve IT decision making within the state with Business Intelligence as a discipline.

Business Objectives

NNUUMMBBEERR DDEESSCCRRIIPPTTIIOONN

Business objective 1 Reduce cost of government operations

through IT.

Business objective 2 Reduce cost of IT operations through an

enterprise model.

Business objective 3 Enhance delivery of services to clients.

Business objective 4 Support economic development.



Technical Objectives

Number Description

Business objective 1 Reduce cost of government operations

through IT.

Technical objective 1 Identity management and directory services.

Technical objective 2 Common business functions, data

interchange and discovery methodology for

all Agencies to access and use for report

creation. This will be accomplished at the

inter-agency level.

Technical objective 3 Enterprise asset management system that

provides service life cycle models, equipment

and software upgrade information, and

software distribution functionality.

Business objective 2 Reduce cost of IT operations through an

enterprise model.

Technical objective 4 Common IT service architecture and

operating environment including standards,

service level agreements or SLA, governance

and an improved funding mechanism.

Technical objective 5 Common security management including

comprehensive security standards for

network, data, applications, and internet.

Technical objective 6 Common hosting/data center model with

standards for power, cooling, data, physical

access, and other best practices and

operational standards.

Technical objective 8 An efficient and cost effective network

architecture that supports high bandwidth

links across the state that is based on



enterprise standards that apply to all

Agencies internally and the enterprise.

Technical objective 9 Enterprise network infrastructure standards

for efficient management of routers,

switches, firewalls, IP addressing, routing

protocols, naming conventions, etc.

Technical objective 10 Elimination of duplication in network

infrastructure capacity where enterprise

network infrastructure provides bandwidth

usable by Agencies that have had their own

bandwidth and support staff.

Technical objective 11 Platform reduction solution eliminating

duplication and wasted resources such as

unused storage capacity through

consolidation of common enterprise

solutions, services, applications, servers and

databases.

Technical objective 12 Enterprise purchasing and licensing

agreements negotiated based on the ability

to management agreements through

effective asset management.

Business objective 3 Enhance delivery of services to clients.

Technical objective 13 Cost effective desktop services support

model.

GOAL 9: Identify and Provide Additional Information Technology Services and Functionality to Support State of

New Mexico Public Entities


GOAL 9: IDENTIFY AND PROVIDE ADDITIONAL INFORMATION TECHNOLOGY SERVICES AND

FUNCTIONALITY TO SUPPORT STATE OF NEW MEXICO PUBLIC ENTITIES.

STRATEGIES

Strategy 9.1: Ongoing identification of new and revised enterprise technology services will be facilitated through consultation with public entities, planning documents, industry research, technology service providers and discussions with other states.

Strategy 9.2: The Department, in consultation with public entities, will evaluate and select enterprise services that can be provided in a cost-effective manner across multiple organizations.

Strategy 9.3: The Department of Information Technology will implement a process for service consolidation, decommissioning, redefinition, etc. that will include strategies for revenue replacement and/or reduction in cost.

Strategy 9.4: The Department of Information Technology will identify and actualize ways of collaborating with Agencies on the funding and support of innovative and emerging technologies.

BACKGROUND

The Department of Information Technology operates on a charge-back cost recovery basis that is governed by the Federal Office of Budget Management A-87 Guidance. Each service must be funded independently and profits cannot be made nor used to fund other services.

This budget factor and reliance on legislative appropriations makes funding of new services and their start-up a slowing factor for Department of Information Technology as the enterprise infrastructure service provider.

The Information Technology Commission with its diverse make-up, the colleges and universities with their technology training programs, and vendors with whom the state does business have been tapped as resources.

INITIATIVES

9.1. MONITOR AND IDENTIFY TECHNOLOGY TRENDS

The state will establish a climate of technological sharing so that advances by Agencies can be leveraged by others.

The Department of Information Technology will work with Agencies to stay conversant with emerging technology. Periodic workshops on trends in emerging technology are a useful vehicle for the evaluation of technology trends for state government.

The Department of Information Technology will leverage the Agencies’ annual IT and strategic plans as a source of information about the needs of Agencies.

GOAL 9: Identify and Provide Additional Information Technology Services and Functionality to Support State of

New Mexico Public Entities


GOAL 10: Recruit, Sustain And Retain The Best Technology Workforce To Effectively Deliver Excellent It Services


GOAL 10: RECRUIT, SUSTAIN AND RETAIN THE BEST TECHNOLOGY WORKFORCE TO EFFECTIVELY

DELIVER EXCELLENT IT SERVICES

STRATEGIES

Strategy 10.1: Promulgate and support best management practices that encourage IT employee development, productivity and integrity to ensure retention of valuable state human resources and experience.

Strategy 10.2 Improve the information technology professional status in the state.

BACKGROUND

Agency IT Departments have a need to keep employees current with modern practices, standards and technology. Unfortunately, the state is faced with a high turnover of IT Staff, which is disruptive to the day-to-day operations of most Agencies. This causes a loss of continuity and technical domain knowledge. Inadequate IT training budgets further exacerbate the turnover problem.

Some root causes of staff turnover as identified by state CIOs and IT leads are:

There is a pay inequity with the private sector / industry.

Internal promotion barriers (employees must move out to move up).

There is a lack of adequate career ladders with IT Technical Paths for advancement.

The existence of hiring freezes.

The lack of opportunity to facilitate in-band pay adjustments or upward reclassifications to reward excellence among IT Staff along with some IT Technical Occupancy Group (TOG) classification bands being too shallow to support career advancement.

Some impacts of these factors include: low staff morale, frozen positions when employees leave or retire, the filling of positions with more costly contract staff, and the loss of important technical and institutional knowledge.

INITIATIVES

10.1. WORK COOPERATIVELY WITH EXECUTIVE AGENCIES, OFFICES OF

ELECTED OFFICIALS, THE JUDICIAL BRANCH, STATE PERSONNEL OFFICE A ND

THE LEGISLATURE TO DEVELOP A PROGRAM TO ADDRESS IMPROVING THE IT

PROFESSIONAL STATUS IN THE STATE GOVERNMENT.

A state program structured to improve the status of the Information Technology professional in state government will be designed to result in higher retention rates, improve staff morale, productivity, innovation while maintaining a more stable and knowledgeable IT workforce in support of improved information technology services to Agencies.



Among the program goals will be:

An analysis of what other states are doing to address the status of the information technology professionals in state government.

The development of an Information technology professional career ladder within the Executive Agencies that provides incentives for achievement of degrees and or certifications, rewards IT employees for critical successes, and supports professional development through adequate technical occupancy group classifications.

The development of enterprise training programs that enable personnel to stay current in their skill set providing Agency IT programs with adequately trained staff. (In parallel with “Initiative 2.3: Develop an agile IT workforce to promote IT knowledge management.”)

Promote adequate Agency budgeting of resources for IT training.



REFERENCES

Geospatial Advisory Committee (GAC): http://www.gac.state.nm.us/

NM Geospatial Strategic Plan http://www.gac.state.nm.us/docs/NMGeospatialStategicPlan.pdf

House Joint Memorial 81: Geospatial Information and Data Services Findings and Recommendations http://www.doit.state.nm.us/docs/gis/HJM81-TaskForce-FindingsAndRecs.pdf

GAC Charter http://www.gac.state.nm.us/docs/GAC-Charter.pdf New Mexico Watch Project http://www.nmwatch.org

http://www.gac.state.nm.us/

http://www.gac.state.nm.us/docs/NMGeospatialStategicPlan.pdf

http://www.doit.state.nm.us/docs/gis/HJM81-TaskForce-FindingsAndRecs.pdf

http://www.gac.state.nm.us/docs/GAC-Charter.pdf

http://www.nmwatch.org/

Documents

STATE INFORMATION TECHNOLOGY STRATEGIC PLAN … · · 2017-06-29Page #2 FY2014-FY2016 State of New Mexico Information Technology Strategic Plan ... IMPLEMENTATION AND MANAGEMENT