Or imagine something a bit more personal. Perhaps, if you’re a State of New Hampshire IT professional, becoming proficient in one specific database or application so your knowledge rises to the level of "expert" or the coveted appellation of "guru." Or having the opportunity to receive training in the latest iteration of Java or Unix and then being able to immediately apply that knowledge to a robust, interoperable networking environment.

These are just some of the benefits possible by centralizing IT services within the state of New Hampshire. Business always rises to the level of technical acumen available. The more demands there are for online services, the more the knowledge required to support that demand. Where these drivers converge can either be a source of frustration or fearlessness for those individuals supporting the information technology infrastructure.

In order to effectively deliver enhanced services, IT professionals within the state will be called on to adopt a fresh perspective on the way they do their jobs. After all, innovation doesn’t always start at the level of CIO. In fact, it can start anywhere, and with any employee. Here at the Department of Information Technology we encourage forward-looking thinkers. One of the byproducts in accepting that challenge is unparalleled efficiency. Working smarter, not harder.

We’re going to find new ways of leveraging technology to overcome redundancies, drive deeper value and deliver state services in ways that heretofore has never been done. We’re going to capture and redefine technical innovation to not only make the lives of citizens more convenient, but also to better serve the personal and professional needs of all our employees.

REALIZING SHORT TERM BENEFITS, LONG TERM GAINS

The technology infrastructure that delivers state services supports a wide range of information-gathering, information-sharing functions. Each agency relies on that infrastructure to enhance its overall performance and to respond quickly and qualitatively on a regular basis to its constituents.

While The Department of Information Technology embraces centralized IT utility services that are essential to all state employees, it is also committed to maintaining a close, integrated connection to all agencies in order to achieve optimum value and results. At its highest level the benefits realized will eclipse the level of performance currently possible in delivering state services. These include:

• Leveraging The State’s Buying Power
  Negotiating and establishing aggressive statewide contracts to be able to obtain best pricing from our vendors and partners. Independently our agencies are small, but collectively we represent 10,000+ employees with significant buying power. We want to use that buying power to our advantage to create a win-win relationship.
• Standardizing on Common Platforms and Vendor Solutions
  It’s important to standardize on "best in class" solutions that meet the state’s needs. By doing this we reduce our research, training and maintenance costs. This practice encourages common platforms and enables shared services. Solutions-oriented alignment between agencies is an additional and desired byproduct of this process.
• Centralizing IT Utility-Like Services
  Certain networking and desktop services that are required by all state employees will be centralized to help drive efficiencies and effectiveness of those solutions. Rather than duplicating efforts in many agencies, we will begin to deploy certain services by adopting a statewide, cross- agency approach to deployment.
• Developing Areas of Expertise
  To build world-class organization, it’s important for the state to develop our technical IT staff to become experts in the areas they support. By centralizing certain services and redefining our delivery model, the goal is to allow staff members to begin to focus on their strengths, moving from generalist to specialist in their respective positions.
• Managing and Tracking IT Expenditures
  Collectively begin to track IT spending not only by agency, but also from a statewide IT perspective. This practice will help us identify areas that might be targeted for future savings. Disciplined accounting for IT spending is an important step towards operating within a defined budget.
• Using Technology to Simplify The Paper Processes
  Moving services, forms, and interaction with state government from a paper process to automated transaction-based operations will yield tremendous cost savings and efficiencies. Internal and external e- Government initiatives are a critical component towards using technology to conduct state business.
• Embracing New Technology to Drive Efficiencies
  A program will be established to evaluate new technology to determine how it might positively impact state government and help drive efficiencies. We will embrace new technology that helps the state reach its business goals and contributes to our cost savings. The result will be an optimized IT environment fully capable, and ably staffed to meet the demands of doing business with or for the state.
• WAN Efficiency Planning
  The state has an extensive Wide Area Network that is essential to meeting its business needs. Currently, most state buildings are connected with either point to point or Frame Relay circuits. In some places we have leveraged the benefits of a Virtual Private Network (VPN). The WAN efficiency team will review the statewide design to look for redundancies and inefficiencies. The goal is to look for areas that can be consolidated or migrated to more cost-efficient connections.

There are opportunities to improve the quality of service delivery or to increase efficiencies at each of these levels. Change merely for the sake of change will not further these goals. Instead, the Department of Information Technology will build an organization where qualified technical IT staff manage their networks more intelligently, allowing a more resilient, and more responsive IT organization that capably supports the business requirements of the state of New Hampshire and its numerous stakeholders.

THE LONG TERM VIEW

At the tactical level the Department of Information Technology and State leaders have identified several expected outcomes they anticipate will result from accepting and implementing the strategies and initiatives of a shared or centralized services environment. These outcomes will meet existing and projected needs of both State government and of the citizens that it serves. A number of key enablers will also need to be in place in order for the expected outcomes to be achieved. These enablers are essential prerequisites to attaining the benefits that information technology can provide.

Some of the important expected outcomes and key enablers are presented in the following lists.

Expected Outcomes

• More efficient, standardized systems designed to support multiple agencies
• More effective processes to leverage IT investments across multiple State agencies
• More effective procurement of IT equipment and services
• Improved information technology support for small agencies and departments
• Enhanced security and privacy measures for the storage and distribution of electronic data
• Expanded statewide digital networks and standardized IT activities
• New electronic access opportunities for citizen access to services and data
• More responsive support of agency initiatives
• Balanced priorities between developing the proper IT back office capabilities and implementing citizen-focused applications
• Improved information support systems for budgeting, operational, and managerial decisions
• Reduced redundancy and variation of IT infrastructure
• Closer coordination of State IT activities with municipal and county governments

Key Enablers

• Close coordination during the executive and legislative phases of budget development to maximize IT spending appropriations
• Review of business process improvements at the agency level prior to major IT investments
• Refined methods of monitoring program performance relative to IT investments
• Innovative costs recovery methods for IT projects to maximize the use of non-General Funds and to distribute benefits to all agencies
• New IT funding strategies to ensure sustainability of centralized IT processes
• Participation of client agencies and partners in planning, approval, and implementation of major IT projects
• Reallocation of funding and staff from individual IT projects to statewide projects
• Reallocation of agency staff from manual activities to citizen-focused automated services
• Continuous maintenance of staff IT skills
• Legislation to clarify and define privacy of personal data

This paradigm change in how technology is used - and where - leverages the strengths of our existing technology and employee infrastructure. The cooperation and active participation of those involved in the migration of these services serves as the impetus for the continued support and statewide view that all State IT professionals will need to take to successfully implement the technology initiatives identified in these tables.

FACILITATING CHANGE: YOUR TURN

Achieving excellence in IT innovation and execution will be a TEAM effort. Initially, the Department of Information Technology’s CIO will meet with IT leaders in every agency to better understand the communication, infrastructure, and networking requirements peculiar to each agency. Subsequently, a series of "hands-on" meetings will take place to better define the road - and timetable - ahead. Through a very proactive and calculated methodology, we will focus our internal IT stakeholders on specific outcomes by giving them the tools they need to enable that result.

From a technology and core utility perspective, the time for change in state government is now. By implementing this vision of shared services, the benefits achieved will resonate not only across internal networks and everyday users, but also for citizens throughout our state. As part of our team we encourage you to take ownership of your future today and be part of the forward-thinking group of infrastructure architects that will take the management and delivery of state services to a whole new level of pride and performance.