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Trending Questions-For trending purposes only, please answer questions A-E below (responses are not scored, but will receive credit-for-completion points). If any of these created a benefit or improved outcome, we invite you to discuss the benefits and improvements in the scored narrative questions that follow.

A. Please list in priority order the following technologies and initiatives which are likely to have an increased focus in the next biennium (two years). Click and drag to the top to show priority order.

Cyber Security

Open Government / Transparency / Open Data

Cloud Computing

Data Center Consolidation

Portal/ E-government

Shared services

Mobile Applications

Budget and Cost Control

Governance

Disaster Recovery/Continuity of Operations

Hire and Retain Competent IT Personnel

Digital Literacy/ Augmentation of staff skills

Virtualization: Server, Desktop/Client, Storage, Applications

Social Media

Health Care

Broadband and Connectivity



A1. Please include additional clarifying information for the top priorities listed above:

Cybersecurity is a top priority – the OCIO has hired additional expertise to provide leadership on this issue, and is developing contracts for outside expertise to support this work.

The State CIO has authorized addition of a dedicated position to support open data and transparency, with the goal of setting and attaining performance metrics each year. These will be reported via Results Washington. The dedicated position will also work with external technology firms and applications developers to prioritize data which should be made available.

Movement of systems to the new LEED-certified data center will continue, however OCIO will encourage departments to make the appropriate hosting decisions – if applications should be moved to cloud services in the near term, departments should do that rather than move the servers and software. A data center consolidation plan exists and more funding will be requested to support it.

The State CFO has published budget instructions for the 2015-17 biennium and they include a required 15% cut in funding, although that 15% can be used to make new investments or buy-back existing services. The OCIO will use this direction to encourage departments to move IT services to either the consolidated data center or the cloud.

B. Which of the following are the state’s candidates for shared services in the next two years? Please select all that apply.

Security

Data Centers

Storage

Servers

Networks/ Telecomm

Software Licenses

Disaster Recovery/ Back Up

IT Development and Operations Staff

Email

GIS

Next Generation Networks



B1. Please include additional clarifying information for the top priorities listed above:

In 2014 a data center consolidation plan was completed and vetted with departments and the Governor. Executing on this plan is a priority for 2015-2016. OCIO directs the appropriate hosting of all applications in legacy data centers. That means the apps could be moved to the central State Data Center or moved into a cloud using one of the master contracts described below.

The Technology Business Management (TBM) initiative is providing department input and costing for a legacy applications upgrade and replacement plan. This will become input to the 2015-2017 budget process which is now in progress.

A series of master contracts including cloud services and security, plus software licensing is now in place to support the correct move and hosting of applications. The cloud services contract is quite innovative, and Washington is working closely with the Center for Digital Government to develop national standards and guidelines for such contracts, including security. The results of this work will be incorporated into these master contracts. Most master contracts are also available to local governments.

Redesigns of the State Government Network (SGN) to connect remote state agency offices and the separate-but-related Intergovernmental Network (IGN) which connects about 90 cities and counties to state applications are in progress. These changes will be implemented in late 2014 and will reduce costs and improve bandwidth.

GIS, email, storage and data center are already shared services. The new WAMAS – Washington Master Address file is saving $1.6 million a year.

Electronic mail is largely consolidated, but will probably be moved to Microsoft Office 365 during the coming biennium.

C. The Cloud

C1. Cloud Applications: Please indicate which of the following applications are being serviced from the cloud. Please select all that apply.

In Use Currently

Plans to Implement

in the Next 18-24 Months:

G2G /private cloud

Plans to Implement in the

Next 18-24 Months:

Off-premise, 3rd party services



Enterprise Resource Planning (ERP)

X X X

Customer Relationship Management (CRM)

X

Email X X Content and Document Management

X X

Business Intelligence X Health Applications Geographic Information Systems (GIS)

X

Licensing and Permitting X

C2. How does Cloud infrastructure/ strategy figure into disaster recovery/ continuity of operations planning?

Disaster recovery and continuity of operations focuses on both local issues like

landslides, wildfires, avalanches and flooding to large-scale disasters caused by earthquakes, volcanic eruptions or tsunamis. The state also must plan for disruptive

civil protests, terrorist strikes from land, sea and air that could affect our oil

pipelines, dams, nuclear power or energy grid. A collaborative plan between CTS,

OCIO, EMD and the National Guard take advantage of both cloud infrastructure and the state’s secure data center.

In the case of an emergency, state, local and tribal agencies manage the response and recovery through a shared WebEOC: This web-based tool can be accessed from any device and gives secure, real-time access to details of operations in the local jurisdiction, neighboring jurisdictions, including regional, state and national data. With integrated access to GIS mapping, agencies like DSHS and OSPI are provided more accurate and detailed information surrounding emergency situation.

C3.Virtualized Environment: Please indicate which of the following “virtualized environments” are being used: Please select all that apply.

In Use Currently Plans to

Implement in the Next 18-24 Months: G2G/ private cloud

Plans to Implement in the Next 18-24

Months: Off-premise, 3rd party

services Data Center / Server capacity

X

Commented [BC1]: WABOS



Software as a Service (SaaS) X Platform as a Service (PaaS) X Infrastructure as a Service (IAAS)

X

Backup as a Service (BaaS) X Desktop Virtualization X Storage X

C4. The Cloud – Clarifying or additional information:

The WA OCIO directs every agency to consider the cloud when planning their technology and how they do business. Cloud services enable state employees to do what they’re hired to do—care for the needy, protect salmon, attract and build small business, etc.—instead of focusing on maintaining technology infrastructures and data classification or security measures.

Migrating to the cloud is about moving data and access to data to different delivery systems. Ensuring that sensitive data is kept secure is key to the state’s cloud strategy. With this in mind, the State partnered with Unisys to create 2 different contracts. The first contract is specifically designed for handling sensitive data. The sensitive data contract requires cloud providers to meet a higher bar of certification, vetting, and reporting in order to be used by State agencies. The second contract handles public data. This contract allows agencies to be more innovative where additional controls and costly protections aren’t necessary. These contracts also enable access to a quickly growing list of over 100 cloud providers, plus the resources of Unisys itself as a value-added reseller (VAR), helping agencies move to the cloud quickly and responsibly. This innovative approach to contracts has put the State in a national leadership position when thinking about how the cloud can be used by government agencies.

In addition to providing access to cloud services for state agencies, the OCIO works with the Association of Cities and Counties Information Systems to create a unified approach to classifying data across the state and jurisdictions as codified in the OCIO Security Standards.

D. Due to the constant changing technology, most CIOs report that one of their greatest challenges is retraining a workforce and/or replacing an older, retiring workforce. Please identify the future training needs that you face and rank them in terms of priority (click and drag to the top to show priority order):

Cyber Security Knowledge/Certifications

Agile training and certification



Application and infrastructure development in the cloud:

Networking Knowledge/Certifications

Operating System Knowledge/Certifications

Project Management Knowledge/Certifications

Application Systems Knowledge

IT Services Contract Management

D1. Workforce Training

please discuss briefly how the state is currently meeting their training needs, and any additional clarifying information: Cybersecurity is a fact of life and security training is mandated for all State agencies. The OCIO has purchased 65,000 two-year “Securing the Human” training licenses from the SANS Institute. This training is used by state agency employees and contractors to increase the state’s overall level of IT security awareness. The training modules are loaded onto the state’s Learning Management System (LMS) where agencies, and the OCIO, can track individual’s participation and course completion. Combining SANS training and LMS ensure a standardized and high-level of cyber security training at all levels of government.

The OCIO also oversees the PRISEM regional cyber security monitoring system, which aggregates and processes cyber event data, provides correlated alerts on threat conditions, and extends situational awareness for public-sector organizations across the Puget Sound area. It is the only such system in the United States.

In addition to security, PRISEM is also being aligned with cybersecurity education at the University of Washington. By providing access to real-time event data, students - especially returning Veterans - gain real-world experience through lab exercises, internships and apprenticeships by spending time in an operational setting, preparing them to obtain high-paying, highly-available jobs in the field.

Attracting and retaining highly-skilled IT personnel in a region that is home to some of the biggest software and aeronautics companies is a huge challenge for state agencies. The WA OCIO has started several programs and partnerships to bring older employees up to speed on current development methods and to attract younger employees. For example, Agile Friday webinars, Agile coaching via master contracts, and cloud contract vendor sponsored training are available to all state employees. The Information Processing Management Association (IPMA), a public/private partnership with a board consisting of state government IT and business leaders, provides free or low-cost training and professional development to government employees, plus three two-day conferences each year open to all state employees.



Internships are another creative method the state uses to mentor, recruit and hire talented workers. DES partnered with South Puget Sound Community College to develop an internship program allowing 13 students in the past 2 years to complete the program, with 12 continuing voluntarily beyond their initial commitment. Nine students are currently interning and 7 of the former interns are now working for the state. The success of the program has garnered national attention from two publications and was presented at a conference in May 2014 as a best practice for state community and technical colleges.

Partnering with the OCIO’s Innovation Lab allows agencies to gain experience in both Agile and Lean training. The governor has mandated using Lean management practices throughout all state agencies. Projects like WABOS and WAMAS provide hands-on experience. A significant advantage of the Governor’s emphasis on lean management is the business process re-engineering which takes place. Employees organize into teams within departments to examine their existing business practices. The Governor encourages innovative thinking about the processes. Just re-engineering business processes often produces faster, streamlined procedures, even without the adoption and use of information technology.

E. What topics would you take the time to download from our Digital States Performance Institute website? Please select all that apply.

Printed

Report

Archived

Webinar

Capturing Big Data for citizen consumption X X

Cybersecurity – prevention for cyber threats X X

Building IT infrastructure

Network infrastructure for Cloud computing X X

Migrating apps to the Cloud X X

Creating mobile apps for citizen engagement X X

Successful mobile workforce solutions X X

Creating E-government apps X X

Strategic outsourcing and shared services

IT workforce/ IT talent pipeline X X



BYOD – personal mobile devices in the office X X

Law enforcement successful use of social media X X

PCI – payment card industry compliance

Enterprise Content Management /document management X X

Data storage/integration for law enforcement/

prosecutors (digital briefcase), courts

Procurement modernization and reform X X

E1. For any of the above, would you like a personal contact? Please specify your interests:



QUESTION 1: Adaptive Leadership and Innovation in Information and Communications Technology

Question 1 is all about how Information and Communication Technology (ICT) is aligned with the policy goals of the governor and his/her administration.

Question 1A is the ‘big picture’ and is focused on the policy initiatives at the governor’s level, what the governor has stated as specific goals, and the ICT actions taken to address the specific stated policy goals. It is designed to afford states the freedom and flexibility to tell their story. However, the key is to demonstrate alignment between ICT strategy and the administration’s priorities.

In developing responses, consider the following:

Describe the immediate challenges that the state is facing. Specific plans discussed in the most recent “State of the State” Address. Stimulus funding and reporting, were the outcomes achieved? New imperatives for openness, transparency and accountability. Is the state

measuring and reporting performance outcomes? Assuming that ICT is being asked to be more efficient, how is it accomplishing that

goal; was a target set, is it measured, and was it achieved? How is ICT providing leadership to other agencies in meeting their efficiency targets?

Innovation - Is ICT leading innovation programs in the state? What improvements have been implemented to further collaboration across

agencies and with other jurisdictions?

Questions 1B through 1I allow the state to discuss specific ICT initiatives. With the response to the ‘big picture’ question (1A) as context, we want to understand how those priorities and dynamics are aligned in the areas of ICT policy, strategy, governance, infrastructure, operations and development.

Please describe the major changes made in the last biennium, including the level of scope, collaboration, investment and the results that were achieved. Also where desired, describe major changes planned for the next year or two. While future plans may be important for context, scoring will be based on results and outcomes already achieved.

(Note scoring will be based on accomplishments, not future plans)



1A. The Big Picture:

What are the major policies that the governor has established and how is ICT being asked to respond? Specifically, list the policies of the administration (with a reference to a document or where this is publicly stated) and describe what the ICT leadership is doing to meet the demands of government programs as they change.

WA State is home to high-tech powerhouses like Microsoft, Amazon and Boeing, yet the unemployment rate sits stubbornly at 6.1%, with the majority of counties hovering between 7 to 9%. Home to highly-regarded research universities, the state’s on-time high school graduation rate is just 77% and the state was the first to lose No Child Left Behind funding. The state Supreme Court’s McCleary decision made a clear statement about education in the state: Washington is not living up to its constitutional obligation to adequately fund basic education.

When Governor Inslee took office in January, the state had a projected budget shortfall of nearly $1 billion for the next biennium (2013–15). Businesses are still struggling after the recession and consumer confidence still lags well below pre-recession levels. State revenue growth remains sluggish, with revenue collections just now returning to fiscal year 2008 levels.

The number one priority of the Governor is revitalizing Washington’s economy and building a 21st century workforce. This means creating an economic climate where innovation and entrepreneurship create good-paying jobs in every corner of our state. It means creating a world-class education system where all students have access to innovative and high-quality schools that teach 21st century skills. And, it means creating an efficient, effective and accountable government.

Every governor sets lofty goals for improvement. This governor believes that decisions and actions must be backed by solid data. Clear goals with continually tracked and published results drive real change.

Washington also has a long history of adapting proven private-sector methods and tools to improve state government performance. This governor is continuing this tradition and building on it by bringing in IT resources and proven development practices to ensure that state investments get quantifiable results. For example, he has seen the results of Lean management in the state’s high tech and health care sectors. He has mandated that every agency, from frontline employees to leadership, embrace Lean’s focus on customer satisfaction, process improvement and continual improvement.

The Office of the Chief Information Officer (OCIO) is supporting this push with their Agile development focus. The OCIO created their own Innovation Lab to develop new ways to use technology to improve service delivery. The lab not only



develops projects, but it has also become a hands-on learning center teaching Lean management and agile development to state agencies. The first full-scale project is the Washington Business One Stop, a web portal that will make it much easier to do business in the state. The project brings modern, customer-driven product development practices to state government, exposing hundreds of state employees to proven practices from the state’s renowned entrepreneurial community. State employees are learning market-tested methods to talk effectively with their end customers, and how to base policies, systems, and products on the realities of the citizens they serve.

Another project is the Washington Master Address Services, an enterprise solution that provides a master address database, geocoding and location finder to all state agency. While most of the core functionality is not new; moving these to the enterprise level has changed how state agencies deal with address data. Using an Agile-based process to develop the web-based addressing tools, a pilot was ready within 6 weeks for 10 agencies to use.

For employees not using the Innovation Lab, the OCIO offers Agile Fridays, a free weekly education webinar covering beginner, intermediate and advanced Agile topics.

Procurement reform has played a big part in driving innovations within the state’s IT community. Procurement reform was passed in January 2013, with the goal of making the procurement process more transparent, competitive and efficient. Department of Enterprise Services developed policies to promote open competition, centralize oversight, encourage small business participation, and increase accountability and has more than a dozen sub-projects in various stages of completion. The OCIO is playing a part in this effort through authoring the Innovation Exemption to encourage innovation within state government This policy lets the OCIO approve any procurements less than $100K which are innovative in nature. This makes it easier and faster for state agencies to use new technologies. It encourages experimentation and it expands the pool of vendors to less established but agile companies.

Nationally, Washington has also been a pioneer in moving secure and non-secure data to the cloud. The State partnered with Unisys to create 2 different contracts to address the need for more transparent and available data. The first contract is specifically designed for handling sensitive data and the second contract handles public data. These contracts also provide access to multiple cloud providers so agencies can pick the most appropriate services at competitive prices. Washington is working closely with the Center for Digital Government to develop national standards and guidelines for such contracts, including security.

http://ociobeta.descms.net/initiatives/enterprise-gis/washington-master-address-services-wamas



In the past, the public couldn’t see or track how these “behind the scenes” programs improved efficiency or encouraged innovation. However, the push for greater transparency and accountability brought about Results Washington, a public-facing portal that uses the latest technology to routinely gather, review and display statewide performance data. Anyone—citizens, businesses, media, political opponents—can check progress against the governor’s stated goals and drill down on specific outcomes and leading indicators. Gathering this data is an ongoing collaborative effort.

Other open data sites like data.wa.gov and geography.wa.gov help agencies become more efficient in making data available to the public. Data.wa.gov provides access to high value data sets and its companion site, geography.wa.gov provides access to location based (geospatial) information.

Two ambitious education dataset are now online and helps multiple state agencies work towards improving the state education system. K-12 Statewide Longitudinal Data System, in place in 2013, monitors student progress, the quality of the educator workforce, costs of programs and as well as financial integrity and accountability. The web-based portal reduces the amount of redundant data collection and allows for data sharing between DSHS and OSPI, as well as the state’s P20W database. P20W brings together data spanning preschool, K-12, higher education and the workforce into a statewide longitudinal data system. Data comes from over 40 data feeds. The unified data platform supports data-driven policy decisions and the group heading the project has been cited as a leader in creating an efficient and highly- collaborative process.

Washington created one of the most successful HBE’s in the nation as a result of collaboration. Washington’s HBE is a public/private agency that worked closely with the federal DHHS, state DSHS, HCA and State Insurance Commissioner’s office to build a system connecting private insurance companies, Medicaid and state systems to determine benefit eligibility. Over 958,000 citizens enrolled via a website accommodating over 1.75 million unique visitors in less than 6 months.

Finally, the OCIO is working with the legislature and agency IT departments to make the process from project proposal to project completion highly transparent. The OCIO introduced guidelines that standardize project proposals and then use Saaty Metrics (via Decision Lens software) to prioritize them for legislative review. They are the first state government to approach budgeting using the metrics. In the last round of budget decisions 27 of the 30 project proposals that went through this process were approved. DES’s Bill Analysis and Tracking System, developed using a Microsoft Dynamics CRM and in place for the 2014 legislative session, follows the budget proposals through the legislature and onto the governor’s desk. Once approved, progress is tacked using I.T.'s Transparent: Project Dashboard, a centralized publicly

http://data.wa.gov/

http://geography.wa.gov/



accessible web-based reporting tool through which agencies document technology project activities.

With the response to the ‘big picture’ question as context, we want to understand how those priorities and dynamics are playing themselves out in key areas of ICT infrastructure, operations and development.

In each of the eight questions below (1B-1I), first identify in the matrix the status of the initiatives and services currently in place in that category, and in the narrative that follows, describe the major changes made in the last two years. Most importantly describe the outcomes achieved. Where appropriate include references to published reports/information (Web links or other publicly available information). The narrative should be specific and provide support for the responses in the matrix.

By design there is not enough room to address every initiative/service in the matrix as part of the narrative. Please select what is most innovative, most successful, most significant - the best solutions for your state – and concisely tell us about them.

1B. Computing

1B1. From an enterprise viewpoint, what is the status of the following computing initiatives and services?

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1B1a. Consolidated IT Operations/Shared Services (if applicable, describe below): WAMAS

X 2012___

1B1b. Server Virtualization-- indicate % physical server reduction —86%

XX 2008___

1B1c. Client Virtualization/Thin Clients

XX

___

1B1d. Storage Virtualization xx ___



1B1e. Bring Your Own Device (BYOD) Support

Xx 2010

1B1f. Cloud Computing, Private or Hybrid

x ___

1B1g. Cloud Computing, Public Cloud

x 2012 ___

1B1h. Outsourcing (If applicable, describe in Detail below):

x ___

1B1i. IT Infrastructure Library (ITIL)—Specify Modules Implemented: __________________________________________________________________________________

x ___

1B1j. Software-defined Data Center x

1B1k. Converged Infrastructure X 2008

1B1l. Other (specify): ______________________

___

1B1m. Other (specify): _____________________

___

1B1n. Other (specify):______________________

o ___

1B2. Computing: Describe actions taken and results achieved including but not limited to consolidation, virtualization, co-location, shared services and provisioning mix (on premises, cloud, hybrid) best suited to the needs and policy priorities of the state. Specify examples showing support for the above-identified initiatives and services.

Responses will be limited to 3,100 characters (as measured in the survey online form), approximately 500 words.

The new Washington State Data Center (SDC) was opened in April, 2011. The legislature authorized and funded it to replace 22 data centers in the Olympia area which have serious shortcomings in energy efficiency, security, cybersecurity, power, and disaster recovery. The SDC is built to LEED Gold Standards, It has five 2.5 megawatt backup generators, is built to “essential facility” seismic standards with state-of-the-art fire protection systems, This quality, however, comes at a price. Costs of operating such a facility are more expensive than operating a “data center” in the back room of a strip mall (and yes, there are critical state data centers in such locations). During the budget-



constrained times of the Great Recessions, departments were largely unable to fund moves to the SDC.

A revised data center migration plan was completed in early 2014. Departments and the Governor’s office have agreed to the migration plans and timeline. As of May, 2014, CTS has completed all agency telephone system migrations which for DOL, Lottery, AGR, DNR, DSHS and HCA. In addition, 235 of 287 physical servers in the older datacenter, OB2, have been moved or decommissioned. Of the 98 firewalls initially identified, 42 have been migrated, and 28 have been decommissioned.

Cloud computing hosted by external providers such as Microsoft is increasingly cost effective and more secure than in-house datacenters. Recognizing this, OCIO has negotiated master service contracts with Unisys, described in the cloud computing section, which are available to state agencies and local governments.

OCIO is therefore encouraging departments to “right size” their existing data centers. In some cases that will mean moving applications to a cloud service provider. In other cases the existing servers and apps will move to the SDC. In other cases the application may be upgraded, rehosted on new servers, and moved to the SDC.

This OCIO policy, the master cloud contracts, and the data center migration plan, coupled with the identification of legacy applications through TBM and the prioritization of funding decisions through the use of Saatay Metrics, will work together to improve the overall resiliency and operations of computing services in Washington State government.



1C. Network

1C1. From an enterprise viewpoint, what is the status of the following network initiatives and services?

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1C1a. Enterprise-wide network service (if multiple networks in place explain below)

XX __

1C1b. Unified Communications (brief def.-using an IP network to integrate various communication services. Also see the Glossary Appendix E)

ROB getting answer

___

1C1c. Collaboration Tools (Audio/Web Conferencing, Instant Messaging, Internal Social Media Network, Data Sharing,) specify below

XX 2010___

1C1d. Voice Over IP (VOIP) XX _2011__

1C1e. Video Services—specify below.

X _2008__

1C1f. Wireless Broadband Services RELY ON VENDOR

___

1C1g. Next Generation – LTE (Long Term Evolution) Networks RELY ON VENDOR

1C1h. Other (specify): ________________

___

1C1i. Other (specify): ________________

___

1C1j. Other (specify): _________________

___

Commented [BC2]: Does it matter who does it or just that it is in place?

Commented [BC3]: Does it matter who does it or just that it is in place?



1C2. Network: Describe actions taken and results achieved including but not limited to broadband and wireless initiatives. Specify examples showing support for the above identified initiatives and services.

In 2011, The Legislature changed how information technology is planned, developed, implemented, funded and maintained in Washington State government. The Consolidated Technology Services agency was formed to focus specifically on consolidation and efficiencies across the state’s network. Their work directly supports the Governor’s goal #5: effective, efficient & accountable government

CTS oversees the State Government Network. SGN connects state agencies in locations statewide and is built around Internet technologies, security, and standards to enable agencies to share applications and data within the statewide private network. CTS also oversees the Intergovernmental Network. IGN connects about 90 cities and counties across the state. The IGN allows, for example, local police agencies to query criminal history databases at the WSP. Also, all county and municipal courts use the IGN to access the technology systems of the AOC (administrative office of the courts). Both of these systems are undergoing upgrades. CTS also manages the Campus Fiber Network which is the high-speed fiber optic backbone service connecting voice, video, and data communications for customers located in over 30 buildings on the state Capitol Campus in Olympia.

CTS’s Long Distance Conversion Team converted the State’s 30 year old long distance network to a new and more economical service. The team worked with a long distance service provider to test and implement new functionality along with developing security and administrative controls to manage the service. They also implemented and tested leading edge routing and networking technology that provides an expanded free calling area. This work has saved state agencies $2 million a year in long distance charges so far.

CTS does more than improve efficiencies in network systems. CTS Enterprise Security Infrastructure protects the network from cyber threats like hackers and viruses. A key component of the infrastructure is a Security Information and Event Management capability. This technology aggregates disparate log events from network systems to give CTS increased visibility and a better understanding of risks and impacts on the network. CTS has also upgraded the Intrusion Prevention System deployed at the network perimeter to provide deep packet inspection of all data traveling between the state network and the Internet. New firewall protocols have further increased security and an agency can have CTS provide a Vulnerability Assessment to identify and track system and application vulnerabilities.

1D. Applications

http://www.cts.wa.gov/quarterly_cust_mtg/.../cts-long-dist-svs-apr-2014.pps

http://cts.wa.gov/products/Security/SecurityInfrastructure.aspx

http://cts.wa.gov/products/Security/SecurityInfrastructure.aspx



1D1. From an enterprise viewpoint, what is the status of the following application initiatives and services?

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1D1a. ERP-Budgeting/Accounting X Old ___

1D1b. ERP-Human Resources & Payroll

X 2005

1D1c. ERP-Procurement/Admin/Asset Tracking etc.

X ___

1D1d. Business Intelligence/ Advanced Analytics (specify): _SAP, Informatica, Business Object_

X 2006

1D1e. Agile Development (See Glossary for definition)

X 2013 ___

1D1f. Mobile Apps X 2012 1D1g. Application Modernization—(specify): _System Inventory_

X 2012

1D1h. Multi-Agency Development---(specify): State, cities, counties, tribes, hospitals and schools

X ___

1D1i. Other (specify):PaaS for enterprise apps

2013

1D1j. Other (specify):Enterprise Solution Platform, IT service management Easy Vista

2013

1D2. Applications: Describe actions taken and results achieved including but not limited to any of the above internal services - such as enterprise applications, internal line of business (LOB) services, business intelligence, and analytics; and external citizen and business-facing online services.

The WA OCIO is championing the use of Agile both in its Agile Friday Webinars (in collaboration with Results Washington) and the Innovation Lab. State of Washington IT employees can participate in a regular web training series to learn more about Agile—what it is, how to get started, and best practices. OCIO is developing 2 cross-agency projects, Washington Master Address Services and Washington Business One Stop, using Agile

Commented [BC4]: Check for correct info

Commented [BC5]: Check for correct info

Commented [BC6]: MICHAEL, this has been in place forever. How do we answer??

Commented [BC7]: Need breadth of application

Commented [BC8]: Need breadth of application

https://www.ocio.wa.gov/news/agile-fridays-training-series-agile-development

https://www.ocio.wa.gov/initiatives/innovation-labs

https://www.ocio.wa.gov/initiatives/enterprise-gis/data-and-services/washington-master-address-services-wamas

https://www.ocio.wa.gov/initiatives/enterprise-gis/data-and-services/washington-master-address-services-wamas

https://www.ocio.wa.gov/initiatives/washington-business-one-stop



practices. WABOS, developed to meet the governor’s goal of making WA State a place where small businesses can thrive, will provide a single, web-based portal to simplify how small businesses interact with the state. Another major contributor to innovation in IT is DES. DES is the consolidation of 5 agencies into 1 to provide efficient and cost-effective financial, administrative and reporting resource management. DES inherited over 400 application in the consolidation. DES used SharePoint to create a System Inventory of all business applications used in state government and to identify their remaining useful life, categories of business service supported, cost of replacement, how they support cloud, mobility, online services and risk factors. From April 2012 to April 2014, DES decommissioned or transitioned 108 applications based on information contained in the inventory. The inventory also feeds into the TBM product the OCIO uses to manage the state’s IT portfolio.

DES is one of several inventories that agencies send to the OCIO. The information is collected and analyzed using Apptio, a Technology Business Management software package that tracks the cost, quality and value of IT services and resources. WA State was Apptio’s first public sector client. The OCIO uses data generated by the tool to drive efforts to modernize legacy systems as directed by the legislature and the OFM. Using Apptio, the OCIO has created a legacy modernization report that provides an enterprise wide view of all IT applications and systems. When an agency requests funding for new IT projects, the OCIO reviews the overall picture of the agency’s IT when reviewing the new proposal. The OCIO then uses Saaty Metrics, an analytics tool, to prioritize budget requests. The metrics are based on Thomas L Saaty’s analytic hierarchy process which analyzes complex decisions using both mathematics and psychology to determine a ranking hierarchy. Agency directors and their CIOs participate in this prioritization process. The legislature uses this report to decide where to invest funds. For example, when looking at the legacy systems, the information helps the legislature decide where to invest in updates and where to replace systems. DES’s Bill Analysis and Tracking System, developed using a Microsoft Dynamics CRM and in place for the 2014 legislative session, follows the budget proposals through the legislature and onto the governor’s desk.

1E. Data and Cyber Security

1E1. From an enterprise viewpoint, what is the status of the following Data Management and Cyber Security initiatives and services?

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1E1a. Published Cyber Security and Privacy Policies, Directives and Guidelines

XX 2003 ___

XX

http://des.wa.gov/

http://des.wa.gov/services/IT/IT-EfficiencyFacts/Pages/default.aspx

http://www.apptio.com/

https://ocio-website-files.s3-us-west-2.amazonaws.com/Legacy-Visual-AppInventorySummary.pdf

http://en.wikipedia.org/wiki/Thomas_L._Saaty


http://des.wa.gov/SiteCollectionDocuments/ITSolutions/ETS-EfficienciesFacts/bats.pdf

http://des.wa.gov/SiteCollectionDocuments/ITSolutions/Training_Documentation/bats/BATS_LayoutandNavigation.pdf

http://des.wa.gov/SiteCollectionDocuments/ITSolutions/Training_Documentation/bats/BATS_LayoutandNavigation.pdf



1E1b. Cyber Security Employee Awareness Training Program

_2013__

1E1c. Intrusion Prevention System

XX 2010 ___

1E1d. Data Encryption Policy/Enforcement

XX 2008 ___

1E1e. Anti-Virus/End Point Protection

XX _2008__

1E1f. Security Server Patch Enforcement

XX 2008

1E1g. Public Key Infrastructure (PKI)

XX 2010

1E1h. Data Classification/Cataloging

XX 2006 ___

1E1i. SAAS approach for Data Sharing

XX _2013__

1E1j. ‘Big Data’ Management (non-structured data)

XX ___

1E1k. Fraud Detection--Multi-Agency Data Sharing

XX 2010

1E1l. Identity/Access Management

XX 2010

1E1m. Single Sign-On XX ___ 1E1n. PCI (Payment Card Industry) Compliance and Governance

XX

1E1o. NIST, SANS 20 or other framework adoption complete (specify if other): _____________

XX 2008

1E1p. Cyber incidence communication policy

XX 2014

1E2. Data and Cyber Security: Describe actions taken and results achieved including measures to increase the data and security availability, accuracy, integrity and share-ability (through common data standards, architectures, protocols and practices). Specify examples showing support for the above-identified initiatives and services.

Cyber security is a top goal for the State OCIO. The state’s Consolidated Technology Solutions agency provides robust technology solutions, as well as extensive employee security awareness training to protect state agencies from cyber intrusion. A full government disaster recovery plan is in place and was developed by CTS, OCIO, EMD and the WA State military.

Commented [BC9]: ASK MICHAEL

http://cts.wa.gov/products/security/Security.aspx



However, these services do not reach local and tribal governments, 911 centers, maritime ports, public utility and other critical service entities. These organizations are connected via information sharing networks yet have few, if any, controls for security monitoring in place. Unfortunately, the organization with the weakest controls becomes the entry point into the entire network.

WA State’s Public Regional Information Security Event Management (PRISEM) is a regional cybersecurity monitoring system. The first of its kind in the US, PRISEM uses security information and event management (SIEM) technology to process network information logs from 15 cities, counties, maritime ports and critical services organizations. The system shares relevant threat information in real-time to all participants. PRISEM also allows an analyst to take what might seem like disparate events across the region to find possible links that might indicate larger cyber threats. PRISEM and the United States Computer Emergency Readiness Team are nearing the testing phase of a project to automatically share certain threat or attack indicators using structured threat information exchange (STIX) protocol. The Department of Homeland Security views this model, if scaled properly, as an early warning system for attempts to disrupt infrastructure – a capability that DHS currently does not possess.

PRISEM is more than a monitoring tool for cross-organization and cross-government information sharing; the governor sees it as a training tool for universities offering cyber security degree / certification programs. PRISEM provides the “live-fire” experience missing from these programs. A Veterans’ training component based out of the analysis location will help transition our Veterans into highly-paid and highly-available jobs in cyber security—a goal at both the state and federal level.

Today’s cybersecurity threats not only target network security infrastructure, but employees as well. Increasingly, malicious actors use sophisticated, targeted attacks on individuals to establish points of presence on protected networks in order to steal valuable data.

The OCIO has purchased 65,000 two-year “Securing the Human” training license from the SANS Institute, which is used by state agency employees and contractors to increase the state’s overall level of IT security awareness at the individual employee level. The training modules have been loaded onto the state’s Learning Management System, where agencies, and the OCIO, can track individual’s participation and course completion.

The training is comprised of numerous video modules that address topics such as Social Engineering, Passwords and Data Security. Content of these modules are updated regularly to stay abreast of the changing threat landscape. To measure the effectiveness of the training, the state conducts a series of in-house phishing exercises. Using the LMS has made is easy for all agencies to take the required security training.

http://www.ocio.wa.gov/news/prisem

http://www.cna.org/sites/default/files/research/PRISEM.pdf

http://www.nationaljournal.com/technology/report-government-has-no-cyber-warning-system-20131105



1F. Energy Management

1F1. To what degree are the IT strategies and practices aligned with the state’s sustainability program or climate action plan?

| | | | |

1 2 3 4 5 1-No program 2-Developing a 3-Not aligned 4-Somewhat 5-Fully aligned or plan program or plan aligned

1F2. Energy Management: Describe actions taken and results achieved in terms of sustainability, energy conservation, and ‘green government’; including both activities within the ICT domain, as well as other innovative energy management programs within the government. 500 words/3,100 characters

In 2007 Governor Jay Inslee (then Representative Inslee) published Apollo's Fire: Igniting

America's Clean Energy Economy. This book established Inslee as a thought leader in

energy conservation; as Governor he has made clean energy and energy efficiency a key

priority. One of the most cost-effective strategies for reducing carbon emissions is to use

energy more efficiently and the Department of Enterprise Services leads the efforts to

reduce carbon emissions and improve energy efficiency in the state. DES is housed in a new, state-of-the-art, LEED platinum certified building which also houses the state’s data center managed by Consolidated Technology Services (CTS). The building opened in 2011. CTS is currently working with the first 11 agencies who are migrating hardware into the center. As of June, 2014, 235 of 287 physical servers in the old data center have been moved or decommissioned. The savings on power usage alone from this move is over $506,000 per year. CTS has also completed all agency telecommunications migrations from legacy phone systems to voice-over-IP, working closely with DOL, LOT, AGR, DNR, DSHS and HCA.

While CTS focuses on consolidation efforts, DES leads state-wide energy efficiency through

their Energy Program. Their Energy Life Cycle Cost Analysis reviews new construction plans

for state buildings and generates alternatives to reduce energy usage. DES has designed

an Energy Saving Performance Contracting program that focuses on existing buildings and

the most cost-effective processes for completing building energy upgrades. This program

is available to all state agencies plus colleges and universities, cities and towns, counties,

school districts, port districts, libraries, hospitals and health districts. This program is

critical because K-12 schools and state agency buildings the state now requires them to

meet LEED Silver or equivalent standards. These facilities must achieve at least 40 percent

of the LEED points under the “Optimize Energy Performance” credit. DES uses the EPA

Portfolio Manager to identify under-performing buildings, verify efficiency improvements,



1G. Governance, Management and Funding

1G1. From an enterprise viewpoint, what is the status of the following governance initiatives and services?

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1G1a. Project Review Mechanism for initiating and overseeing IT investments

X 2000 ___

1G1b. IT Steering Committee with Executive Level Members

X 1999

1G1c. Project Management Office X _2005__

1G1d. Enterprise Architecture (EA) Model

X _2013

track agency goals for reducing energy use, and collect building energy use data for

reporting greenhouse gas emissions.

Government-wide programs such as aggressive printer and copier consolidation and

energy management software for desktop (by executive order) help agencies reduce the

statewide energy use index of state facilities from 120 kBTU to 106 kBTU/square foot/year

by 2015 to meet benchmarks for efficient buildings. The state is also a leadership partner

with Puget Sound Energy’s Green Power Program which buys electricity from regional

clean-energy producers who generate electricity from wind, sun, biogas and other

renewable sources. The state’s clean energy benchmark is to increase electric load served

by renewable energy from 3% to 9% by 2016 and 15% by 2020.

Government-wide programs such as aggressive printer and copier consolidation and

energy management software for desktop (by executive order) help agencies reduce the

statewide energy use index of state facilities from 120 kBtu to 106 kBtu/square foot/year

by 2015 to meet benchmarks for efficient buildings. The state is also a leadership partner

with Puget Sound Energy’s Green Power Program which buys electricity from regional

clean-energy producers who generate electricity from wind, sun, biogas and other

renewable sources. The state’s clean energy benchmark is to increase electric load served

by renewable energy from 3% to 9% by 2016 and 15% by 2020.



1G1e. Portfolio Management Model (specify):____________________________

X __2000

1G1f. IT Strategic Plan (current) X 2013

1G1g. Shared Services Model/Policy – Enterprise Services definition plus RCW on shared services and policy on investments

X _2000

1G1h. Training Program to educate around Enterprise Architecture and Shared Services

X o o o o ___

1G1i. Other (specify): Innovation Procurement Exemption Policy

o o o o X 2013

1G2. Governance, Management and Funding: For the above initiatives, and any other governance initiatives, provide explanations of what was implemented in the most recent biennium; including structures, management disciplines and funding approaches that deliver sustained value and ensure the continued viability of ICT operations in an era of fiscal constraints and at a time when infrastructure, applications and data are shared across previously separate entities and governance structures. Specify examples showing support for the above-identified initiatives and services.

Governor Inslee is clear about the importance of a transparent, effective and efficient government. He has asked state workers and industry leaders to identify more ways we can modernize our government, cut costs and maintain a high quality of services. He emphasizes the use of lean management techniques throughout state government. Technology is a key piece of this goal. The State CIO is a member of the Governor’s executive cabinet and the Office of the CIO are leaders, innovators and collaborators in how the state uses IT to support the governor’s direction.

The CIO chairs the Technology Services Board which focuses on strategic vision and planning; enterprise architecture; policy and standards; and major project oversight. Members include legislators, business leaders, agency directors and a union representative. The OCIO also hosts the monthly CIO Forum, which all agency CIOs attend, to share and collaborate on IT strategies. This Forum allows the CIO to give direction to agencies. OCIO provides a dashboard that gives a web-based view into the planned, current and recently completed IT projects and investments to citizens, legislators, agencies. This process has streamlined and standardized valuable data collection and provides a new level of transparency.

To encourage innovation within state government, the OCIO helped pass the state’s Innovation Exemption. This law lets the OCIO approve any procurements less than $100K




1H. Business Continuity and Disaster Recovery

1H1. What steps has the state taken for business continuity and disaster recovery to ensure systems and data continuity? (Select all that apply)

State disaster/emergency/safety crisis management plan is completed Mission-critical systems have been identified and business continuity/ contingency plans have been established for them, including essential services State personnel have been trained on the plan’s technology systems’ recovery aspects

Emergency alerting and notification system is in place State’s plan has been coordinated with local disaster response authorities including interoperability communications plan Back-up for technology systems and data is in place

which are innovative in nature. This makes it easier and faster for state agencies to use new technologies. It encourages experimentation and it expands the pool of vendors to less established but agile companies. The OCIO is piloting an Innovation Lab to champion projects that span multiple agencies. These projects are hard to fund but give the state the biggest bang for their IT buck. The OCIO also offers Agile Fridays, a weekly education opportunity for state employees covering beginner, intermediate and advanced Agile topics.

In 2013, legislators asked the OCIO to help them look at IT project proposals and determine which projects to fund. They wanted a prioritized list that ranked the projects. Short on time, the OCIO built an Excel spreadsheet to review the 86 proposed projects. While it gave them a list, it was not sophisticated enough. It did not give enough control over the color of money. There was no way to check priorities against a changing budget. There was not enough visibility to the effects of moving a large project to the top of the priority list.

The OCIO started researching analytics and decision-making theories. Saaty Metrics presented a structure that mapped well to the challenges in budget-making decisions. The metrics analyze complex decisions using mathematics and psychology to determine a ranking hierarchy. Although the tool they found hadn’t been used for legislative budgeting, the team was confident that the product would work.

The tool is a huge success, providing stakeholders insight and unprecedented transparency. The first question all agencies must answer now in proposals is how well does the project fit with the Governor’s priorities. In the last budget cycle using the OCIO’s input, the legislature funded 27 of the top 30 projects on the OCIO list. The other 3 were not funded for reasons independent of technology.

The OCIO has trained state representatives, senators and the Legislative Evaluation & Accountability Program Committee. The OCIO also established a statewide master contract that makes the Saaty Metrics tool available to all State agencies, Cities, Counties, and non-profits.


https://www.ocio.wa.gov/news/agile-fridays-training-series-agile-development




State authorities can securely access communications and data from a remote or mobile location, in the event state facilities are affected by the emergency □ State’s E 9-1-1 capability allows first responders to be dispatched to the exact location of the emergency □ None of the above

1H2. Business Continuity and Disaster Recovery: Please elaborate on the above and other results achieved for the state’s business continuity and disaster recovery efforts.

WA State was one of the first states to implement an Emergency Services IP Network (ESInet), a core component of Next Generation 911. By March 2012, all counties were up and running on the ESInet without any significant impacts on operations. The ESINet is now used so 911 centers can back each other up, switching calls when overloaded or down. It has been used to implement innovative applications such as Smart911 in King County that allows citizens to “opt in” and provide their personal information in a secure database accessible by 911 operators and first responders.

The State has been a leader in planning for the First Responder Network Authority (branded WA OneNet). Washington was the 5th state of 56 states and territories to request initial FirstNet consultation in May, 2014. The OneNet team has built a database of over 200 responders who will be involved in the effort, has conducted more than 60 presentations statewide, and has distributed over 2000 documents since the project started in September, 2013. FirstNet design should be complete in 2015.

On the state level, the WA State Military Department controls the State Comprehensive Emergency Management Plan. The CEMP is a comprehensive framework for statewide mitigation, preparedness, response, and recovery activities. The state has a statewide emergency management plan for significant cyber disruption. As of 2013, the Washington State military is only one of two states in the country that currently conducts cyber exercises. Also, the National Guard is supporting risk assessment of a public utility district – the first of its kind program in the nation. Major agencies like the WSP and EMD are in the process of moving data to the consolidated state data center (SDC) for additional security and redundancy.

In the case of an emergency, state, local and tribal agencies can access data through WebEOC: This web-based tool can be accessed from any device and gives secure, real-time access to details of operations in the local jurisdiction, neighboring jurisdictions, including regional, state and national data. With the easy access to GIS mapping, agencies like DSHS and OSPI are providing more accurate and detailed information surrounding emergency situation. DSHS uses EmGIS to provide information about special needs clients, potential hazard areas and critical infrastructures. In response to the Oso landslide, the OSPI published a report, Washington State K–12 Facilities Hazard Mitigation Plan that identified risk and mitigation information for natural disasters Washington schools face. Washington has 295 school districts with more than 2,400 campuses and more than 1 million students. In an average-sized school district with 30 school buildings, usually only one or two would be at

http://urgentcomm.com/psap-news/washington-moves-forward-911-modernization-plans

https://www.ocio.wa.gov/onenet.wa.gov

http://www.emd.wa.gov/plans/plans_index.shtml

http://www.emd.wa.gov/plans/plans_index.shtml

http://www.snopud.com/Site/Content/Documents/cyber/CyberSummit_080613.pdf

http://www.snopud.com/Site/Content/Documents/cyber/CyberSummit_080613.pdf

http://www.emd.wa.gov/plans/documents/EmGISFactSheet.pdf

https://www.k12.wa.us/

http://www.k12.wa.us/SchFacilities/PDM/pubdocs/PDM-Plan-Draft.pdf



1I. Performance Benchmark Reporting

1I1. Has the state established a process for performance benchmark measurement and reporting? Was an established benchmark and measurement process used to compare the cost structure of the earlier way of conducting business and a new model based on the improvements in the use of technology? (NOTE: this question applies to any responses to questions 1A-1H)

o No o Yes, but the results are not disclosed o Yes and results are public*

1I2. Performance Benchmark Reporting: Describe how the data and reports were used in decision-making.

*In order to get full credit for the answer ‘Yes, and results are public’ above indicating public reporting, describe the specific programs and include an http link or other reference to the location of such disclosure: 3,100 characters

high risk for some sort of natural disaster. The report provides much more accurate and detailed assessments than past plans because it relied on GIS mapping. Each state agency or department also maintains its own Continuity of Operations Plan (COOP) which specifies how the departments’ critical business applications will be backed-up, restored and operated during and after a disaster.

Results Washington is a public website that provides both policy leaders and the public detailed data and measurements about the Governor’s five goals for state government: a world-class education system, a prosperous economy, sustainable energy and a clean environment, healthy and safe communities, and effective, efficient and accountable government. These goals are broken down into subcategories with clear and measurable benchmarks. For example, one education goal is to increase enrollment in certificate, credential, apprenticeship and degree programs from 13% in 2012 to 24.8% in 2023. The Governor and state agencies use the outcomes for each goal to develop strategy plans and to prioritize resources. Agencies provide data via the website powered by Socrata GovStat. Washington is the first State to use this performance benchmarking tool, modeled after Maryland’s StateStats. The public can view the outcome measures and leading indicators on the Results Washington website. If the state falls short on a goal, an “improvement plan” will be required.

Another public-facing portal is the Washington State Fiscal Information site. The Legislative Evaluation and Accountability Program (LEAP) Committee collaborates with the Office of Financial Management providing access to expenditures, revenues, workloads, caseloads, performance measures, and performance audits. The website provides both current and historical data. In some cases, the access to information is provided through a web interface

http://www.results.wa.gov/

http://fiscal.wa.gov/

http://leap.leg.wa.gov/


http://ofm.wa.gov/

http://ofm.wa.gov/



(Microsoft SQL Reporting Services) so visitors can choose parameters and run reports for those specific parameters. Links are also provided to standard reports—particularly in the areas of workloads, caseloads, performance measures, and performance audits. Citizens can also download any of the fiscal data for use in their own analysis of the State’s finances. LEAP also provides round-the-clock support to the budget-writing committees of the Legislature. The committees use LEAP’s Fiscal Reporting Systems to analyze budget requests, to prepare budget proposals, and to record and communicate budget assumptions. In 2013, users accessed Washington’s checkbook tool on fiscal.wa.gov over 80,000 times, and ran approximately half a million reports.

In 2013, the OCIO implemented a Technology Business Management tool to analyze and benchmark IT costs. This internal tool analyzes the fully-burdened cost of technologies, applications, services and projects. The tool helps the OCIO evaluate unit costs over time, against industry benchmarks, and compared to cloud providers.


http://uspirg.org/sites/pirg/files/reports/Following%20the%20Money%20vUS%20v2_0.pdf



Question 2: Specific Service Delivery Highlights--Programmatic Impacts and Transformation (Required)

With the responses to the ‘big picture’ question and those about ICT as background, we want to understand how those priorities and dynamics are playing themselves out in the work of government through four important programmatic areas:

2A. Finance, Administration, Procurement and Human Resources Management 2B. Public Safety, Emergency Management, Criminal Justice and Corrections 2C. Health, Social and Human Services 2D. Transportation and Motor Vehicles

In each of the four questions below (2A-2D), first identify in the matrix the status of the initiatives and services currently in place in that category, and in the narrative that follows, describe the major changes made in the last two years. Most importantly describe the outcomes achieved. Where appropriate include references to published reports/information (Web links or other publicly available information). The narrative should be specific and provide support for the responses in the matrix.

By design there is not enough room to address every initiative/service in the matrix as part of the narrative. Please select what is most innovative, most successful, most significant - the best solutions for your state – and concisely tell us about them.

2A: Finance, Administration, Procurement and Human Resource Management

2A: Finance, Administration, Procurement and Human Resource Management

2A1. From an enterprise viewpoint, what is the status of the following initiatives and services?

A) Not in place

B) Reflected in ICT policy framework

C) At least one instance in place

D) Implemented in Multiple Agencies

E) Implemented at Enterprise Level

F) What year (if) substantially completed

2A1a. Financial Transparency – see http://fiscal.wa.gov

x x x x About 10-12 years ago ___

2A1b. Open Data http://data.wa.gov

x x 2011 ___

2A1c. eProcurement x ___




2A1d. Strategic Sourcing (provide specifics of existing process below)

x x x x 2012 This was part of DES Contracts and Legal Procurement Reform ___

2A1e. Online Employee Self-service

x x x 2010___

2A1f. Unemployment Insurance Self-service

X

2A1g. Online payment process to conduct government business more efficiently

x XX x About 10-12 years ago ___

2A1h. Mission-critical systems identified

XX 2013 ___

2A1i. Business continuity plans in place for mission-critical systems

XX _2013__

2A1j. Online Tax Revenue Management

This system belongs to Department of Revenue

2A1k. Other (specify):_________________

___

2A1l. Other (specify):_________________

___

2A1m. Other (specify):_________________

___

Specific Service Delivery Highlight: Please describe the major changes made in the last two years in the category:

Finance, Administration, Procurement and Human Resource Management



2A2. Finance, Administration, Procurement and Human Resource Management: Specify examples showing support for the above-identified initiatives and services. Please include scope (state-wide, specific agencies, etc.), level of collaboration, innovation, investment and specific outcomes achieved. If possible, please quantify the benefits. In the case of a major multi-year program, please indicate the percentage of work completed to date, and an anticipated date for achievement of the stated goals. Please include links to any relevant documentation and also include quantitative examples of results whenever possible. (Note: scoring will be based on accomplishments, not future plans).

Fiscal transparency was signed into law in 2008 with the intent that state revenue and expenditure data be made open, transparent, and publicly accessible. This is done via http://fiscal.wa.gov/, a collaboration between the office of LEAP and OFM. This focus on open and transparent data is also evident in the state’s Results Washington and the state’s data portal. The open data on the portal is transforming how the state provides current data and reports.

For example, salmon recovery is a cornerstone of the Governor’s protecting healthy fish and wildlife priorities. Washington’s Salmon Recovery Team produces a report every 2 years about the state of salmon recovery in Washington. The salmon recovery report is typically 150 pages long and costs the GSRO up to $50,000 to produce, not including staff time. They hired cloud-based solutions provider to build a web site until the DFW suggested looking at data.wa.gov to get the latest information. The team decided data.wa.gov was a much better plan and started their project in April 2012, with a December 2012 deadline. One goal was to publish more granular data in addition to summarized information. Reports could give more accurate data at a finer scale so the team could actually expand their reporting to include all of the fish populations of which about 150 are listed under the Endangered Species Act. By using open data from data.wa.gov, the report now automatically updates whenever the underlying datasets changes which gives the governor, agencies and the public instant access to the most current information.

Another facet of open and transparent government is procurement reform which was passed in January 2013. The goal of the new law is to make the procurement process more transparent, competitive and efficient. DES was required to develop policies that would promote open competition, centralize oversight, encourage small business participation, and increase accountability. There are currently more than a dozen sub-projects in various stages of completion.

Online Tax Revenue Management is part of the DOR’s public website. E-filing continues to increase. Thru April, 96.8% of monthly returns, 93.6% of quarterly returns and 59.5% of annual returns were filed electronically. On April 9, 2013, the DOR launched the Electronic Amended Return enhancement for the E-File Application. Previously amended return requests were submitted by paper or online by secure message. Often the requests lacked sufficient information to complete the amended return. As of May 31, 2014, 50,732 electronic amended returns were filed, saving more than 7,000 hours of work. The DOR’s Business Licensing Service also focuses on online simplification. To-date in FY 14, 60.2%


http://leap.leg.wa.gov/leap/default.asp

http://ofm.wa.gov/

http://www.results.wa.gov/

https://data.wa.gov/

http://www.des.wa.gov/about/pi/ProcurementReform/Pages/default.aspx

http://www.des.wa.gov/about/pi/ProcurementReform/Pages/Updates.aspx

http://dor.wa.gov/



license renewals and 83.3% of business license applications were filed online. The site also includes initiative 502 implementation for marijuana producer, processor, and retailer licenses.

To expand information and services available via mobile, the Department developed and launched a Tax Rate Lookup app. The app leverages the GPS function on mobile devices to find the rate and code at the exact spot where the delivery person is standing. The national Federation of Tax Administrators awarded the app its 2013 Award for Outstanding Compliance Program for the app.

The DOR has also innovated how it collects property data from utility companies and assesses appropriate taxes based on their property values. It used GIS technology to automate and validate what was previously a manual process. This application of GIS for data collection is the first of its kind in the country.

2A3. For Data Collection Only: Thinking about IT systems and infrastructure initiatives, what are the Top 5 priorities for the coming biennium in Finance, Administration, Procurement and Human Resources Management? 2A3 - 1) 2A3 - 2) 2A3 - 3) 2A3 - 4) 2A3 - 5)

2A4. For Data Collection Only: What plans or processes are in place to support the above priorities?


http://dor.wa.gov/content/findtaxesandrates/salesandusetaxrates/lookupataxrate/



2B: Public Safety, Emergency Management, Criminal Justice and Corrections

2B1. From an enterprise viewpoint, what is the status of the following online services/ initiatives?

A)

No

t in

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B)

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T

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C)

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2B1a. Integration with Real Time Criminal Data Bases

XX

Prior to 2008

2B1b. Real Time Alerts (homeland, Amber, weather)

XX

Prior to 2008

2B1c. Mobile Data Pictures and Video Integration

XX

2012 2B1d. Criminal Justice Information System

XX

Prior to 2008___

2B1e. Stolen Vehicle Searches XX Prior to 2008

2B1f. Corrections Offender Management

2B1g. Inmate Electronic Funds Management

___

2B1h. Geospatial Data XX 1999 ___

2B1i. Mission-critical systems identified

XX ___

2B1j. Business continuity plans in place for mission-critical systems

XX ___

2B1k. Statewide Interoperable Public Safety Communication

XX 1999



2B1l. Next Generation 9-1-1 XX 2009 2B1m. Emergency Coordination/ Disaster Awareness

2B1n. Video Surveillance XX unknown 2B1o. Other (specify):____________________________

___

2B1p. Other (specify): ___________________________

___

2B1q. Other (specify):____________________________

___


Public Safety, Emergency Management, Criminal Justice and Corrections

2B2. Public Safety, Emergency Management, Criminal Justice and Corrections: Specify examples showing support for the above identified initiatives and services. Please include scope (state-wide, specific agencies, etc.), level of collaboration, innovation, investment and specific outcomes achieved. If possible, please quantify the benefits. In the case of a major multi-year program, please indicate the percentage of work completed to date, and an anticipated date for achievement of the stated goals. Please include links to any relevant documentation and also include quantitative examples of results whenever possible. In this question, additional value will be placed on examples that span multiple agencies. (Note: scoring will be based on accomplishments, not future plans).

Public safety in Washington is primarily provided by city and county law enforcement and

firefighting agencies. At the State level, the Washington State Patrol (WSP), Department of

Corrections (DOC) and the Military Department including the Emergency Management

Division (EMD) protect the public.

The state’s emergency management system was put to full use in April 2014 when a massive

landslide wiped out a community and closed a major travel route. DNR geologists were at the

scene within hours using aerial photography and LiDAR technology to map the devastation.

To keep teams safe on the ground, geologists used a wide range of technologies, including the

DOT’s ground-based LiDAR to assess the slope stability, GPS seismometers provided by the

U.S. Geologic Survey and DOT extensionometers to monitor any movement around the

landslide. The EMD used GIS information supplied by the state’s historical society to

determine building sites. Once the sites were determined, a mathematical model, developed

by the Cascade Volcano Observatory, was layered on top of this to triangulate the best

locations to look for people. The DSHS supplied geo-specific information with Emergency

Geospatial Information System (EmGIS) which provides data on vulnerable citizens, the





location and capacity of care facilities, potential hazard areas, jurisdiction boundaries,

location and capacity of shelters, roads, and other critical infrastructure. A social media

monitoring tool, FirstToSee Emergency Support System was used for the first time to search

Twitter for slide-related tweets. Relevant tweets were provided to emergency response

officials. The mobile app allowed users to send reports and photos of what they were seeing.

Meanwhile, emergency professionals filtered incoming reports and could view them on a

map. The system also searches other social media, RSS feeds and news media. Incorporating

these technologies into their search, emergency workers were able to recover 42 bodies of

the 43 known victims without further loss of life.

Landslides due to heavy rains are a small part of the EMD’s planning scope. Earthquakes, volcanic eruptions, wildfires and tsunamis are part of the natural disaster scenarios, while biohazards and nuclear plant accidents are a few of the manmade ones. The WA EMD’s departments have worked with CTS, DES, OCIO and the military to make sure disaster recovery plans include data security and technology recovery plans.

Public safety goes beyond emergency planning. The DOC and the WSP have improved IT systems to better access and share data. Central Computerized Enforcement System provides access to state, national, and international public safety information to law enforcement agencies. The system processes about 20 million messages per month. This mission critical tool was replaced in 2014 to increase the accuracy and tracking of all justice information requests.

The WSP Mobile Office Platform extends office technology to patrol cars. MOP includes laptops and tablets equipped with Electronic Ticket and Online Reporting, In-Vehicle Digital Video Camera, and an application that allows instant querying of warrants and criminal history. As of June 2014, 61% of vehicles have MOP systems.

Within the prison system, the state uses biometric technology for a number of tasks. Stand-alone prison kiosks are used to share information between offenders and various prison programs. Identity is confirmed with an offender hand scan. In April 2014, there were over 500,000 uses by offenders statewide in twelve prisons. Offenders under community supervision use kiosks to check-in with the DOC without seeing an officer face-to-face. Another tracking system is the Jail Booking Reporting System which automatically notifies DOC staff when supervised offenders are booked into or released from local jails

One of the largest technology overhauls for the DOC was moving their Offender Management Network Information system from a mainframe onto virtual servers. OMNI tracks over 500,000, prisoners, probationers, parolees and former inmates. The WA OCIO included this project in their tracking dashboard to capture progress and lessons learned.

2B3. For Data Collection Only: Thinking about IT systems and infrastructure initiatives, what are the Top 5 priorities for the coming biennium in Public Safety, Emergency Management, Criminal Justice and Corrections?

http://firsttosee.org/

http://www.emd.wa.gov/publications/pub_index.shtml

http://www.doc.wa.gov/victims/default.asp

http://www.wsp.wa.gov/

http://www.emd.wa.gov/telcom/telcom_access.shtml

http://www.wsp.wa.gov/publications/reports/WSP_2013_Annual_Report.pdf



2B3 - 1) 2B3 - 2) 2B3 - 3) 2B3 - 4) 2B3 - 5)

2B4. For Data Collection Only: What plans or processes are in place to support the above priorities?




2C: Health, Social and Human Services

2C1. From an enterprise viewpoint, what is the status of the following online services/ initiatives?

A)

No

t in

pla

ce

B)

Ref

lect

ed in

IC

T p

oli

cy

fram

ewo

rk

C)

At

leas

t o

ne

inst

ance

in

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D)

Imp

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d

in M

ult

iple

A

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E)

Im

ple

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at

En

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L

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F)

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2C1a. Benefits Eligibility, Application & Status Checking

Washington Connections

X (HBE)

__2013_

2C1b. Case Management Integration Health Path and FAR

X (HBE) __2013_

2C1c. Certificate Ordering (birth, marriage, divorce, death)

DOH Center for Health Statistics

X (DOH) ___

2C1d. Credential Status Look up (hospital, doctor, dentist, nurse)

DOH Health Systems Quality Assurance

X (DOH) ___

2C1e. Health Information Exchange

X (HBE) X (DOH) __2013

2C1f. Health Insurance/Health Benefits Exchange

2013

2C1g. Telemedicine X (HBE) ___

2C1h. Integrated Identity Management

X (HBE) 2013

2C1i. Authentication

X (HBE) 2013

2C1j. Mission-critical systems identified

DSHS uses emergency management/continuity of operations planning to identify mission critical business functions and supporting technology.

X (HBE) ___2013

https://www.washingtonconnection.org/home/

http://www.altsa.dshs.wa.gov/Professional/RCS/documents/Health%20Homes%20Brochure.pdf

http://www.doh.wa.gov/LicensesPermitsandCertificates/BirthDeathMarriageandDivorce/OrderCertificates.aspx

https://fortress.wa.gov/doh/providercredentialsearch/


http://www.doh.wa.gov/ForPublicHealthandHealthcareProviders/HealthcareProfessionsandFacilities/DataReportingandRetrieval/HealthInformationExchange.aspx

http://www.wahealthplanfinder.org/




DSHS uses enterprise services( AD, SAW) when available per state policy. DOH has 39 systems with an RTO of 72 hours or less 2C1k. Business continuity plans in place for mission-critical systems

DSHS has continuity plans in place for mission critical systems and is in process of upgrading/improving the plan. DOH has 16 documented COOP plans for systems with and RTO of 72 hours or less

X (HBE) ___

2C1l. Mobile device strategy in place

DOH in compliance with http://www.ocio.wa.gov/policies/191-cellular-device-policy

X (HBE)

2C1m. Other: Business intelligence & analytics strategy

X (HBE) ___

2C1n. Other : Data security & privacy strategies

X (HBE) ___

2C1o. Other (specify):___________________________

___


Benefits Eligibility, Application & Status Checking through Washington Connections Case Management Integration through Health Path and FAR Certificate Ordering (birth, marriage, divorce, death) through DOH Center for Health Statistics Credential Status Look up (hospital, doctor, dentist, nurse) through DOH Health Systems Quality Assurance Health Information Exchange implemented eHealth Insurance/Health Benefits Exchange through Washington Health Benefit Exchange

http://www.ocio.wa.gov/policies/191-cellular-device-policy

http://www.ocio.wa.gov/policies/191-cellular-device-policy



http://www.altsa.dshs.wa.gov/Professional/RCS/documents/Health%20Homes%20Brochure.pdf





http://www.doh.wa.gov/ForPublicHealthandHealthcareProviders/HealthcareProfessionsandFacilities/DataReportingandRetrieval/HealthInformationExchange.aspx





2C2. Health, Social and Human Services: Specify examples showing support for the above-identified initiatives and services. Please include scope (state-wide, specific agencies, etc.), level of collaboration, innovation, investment, and specific outcomes achieved. If possible, please quantify the benefits. In the case of a major multi-year program, please indicate the percentage of work completed to date, and an anticipated date for achievement of the stated goals. Please include links to any relevant documentation and also include quantitative examples of results whenever possible. In this question, we are generally interested in work that spans multiple agencies (e.g. unified eligibility, case management, etc.) work that has been accomplished from ARRA funding for Health Information Exchanges, and also work that has been undertaken to meet the changes resulting from the Patient Protection and Affordable Care Act (March 23, 2010). (Note scoring will be based on accomplishments, not future plans.

One of the governor’s top priorities is affordable healthcare. When the Washington HealthPlanFinder opened on October 1, 2013, in accordance with the Affordable Care Act of 2010, individuals, families and small businesses in the state were able to find, compare and enroll in health plan that fit their needs and budget. During the first enrollment period, 958,000 citizens enrolled. The site accommodates 9,000 to 13,000 concurrent users and includes over 146,000 qualified health plans. It interfaces with key partners in DSHS, HCA, CMS, as well as to Saas providers, like Key Bank and eHealth. Another key project supporting the governor’s healthcare push is the Health Information Exchange (HIE) which WA State joined in 2013. HIE allows the DOH to send/receive electronic health information to/from hospitals, clinics and individual providers. Washington’s Prescription Monitoring Program uses HIE to allow health care providers to immediately receive patient prescription information, focusing on controlled substance history. PMP came online October 2013. The state also moved healthcare provider license renewal online. To date, 137,353 licenses were renewed online, and 2551 new licenses were issued from online applications. The average number of days to process online applications is 9.25 compared to 23.1 for paper applications. While these initiatives have streamlined healthcare delivery, other projects focus on coordinating services, especially for the most vulnerable. A web-based clinical decision support application, PRISM, supports care management for high-risk Medicaid clients. Its longitudinal health information provides a comprehensive view of patient risk factors, service use and health outcomes. PRISM uses state-of-the-art predictive modeling to identify patients at greatest risk of high future medical costs. The risk scoring algorithms are based in part on open source software maintained at UC San Diego and calibrated to Washington State’s Medicaid client populations.

http://www.governor.wa.gov/default.aspx



http://www.dshs.wa.gov/

http://www.hca.wa.gov/

http://www.cms.gov/

http://www.onehealthport.com/HIE

http://www.onehealthport.com/HIE

https://mobile.wa.gov/owa/redir.aspx?C=-uWGL3FXOUGOxj_qC5Y3f6lY5sv3UtEId-dS5YBlrHSe9Pk9QAP_mHGAex3jAd98IvOcsWcd5lM.&URL=http%3a%2f%2fwww.doh.wa.gov%2fForPublicHealthandHealthcareProviders%2fHealthcareProfessionsandFacilities%2fDataReportingandRetrieval%2fHealthInformationExchange.aspx

https://mobile.wa.gov/owa/redir.aspx?C=-uWGL3FXOUGOxj_qC5Y3f6lY5sv3UtEId-dS5YBlrHSe9Pk9QAP_mHGAex3jAd98IvOcsWcd5lM.&URL=http%3a%2f%2fwww.doh.wa.gov%2fLicensesPermitsandCertificates%2fProfessionsNewReneworUpdate%2fLicenseRenewals.aspx

http://www.dshs.wa.gov/



Focusing on younger populations, DSHS launched Family Assessment Response in 2013. FAR is a differential response tool that provides an alternative path of intervention for family cases of low to moderate risk of neglect. Instead of putting all cases into a time and resource-intensive investigation path, designed for sexual abuse and high risk and neglect cases, FAR filters out the low to moderate risk cases—roughly 70% to 80% in a sample study. Supporting Gov. Inslee's data-driven performance management and continuous improvement goals, health service agencies report statistical data via several web-based portals. DSHS publishes both the Agency Core Metrics and Yardstick report card. The DOH has the Washington Tracking Network Query Management. WTN gathers and analyzes data about environmental health hazards, exposure to hazards, and health outcomes based on exposure. This public-facing portal which provides an efficient and consolidated location for statistical information, which has historically not been available for public analysis.

Washington State has at least four major agencies addressing the health of its employees and citizens using one of the best Health Benefits Exchange in the nation. They each have also deployed leading edge applications to manage healthcare and healthcare providers in the state.

2C3. For Data Collection Only: Does the state consider legacy applications suitable/ eligible for transition to a mobile device strategy? _____ Yes __X___ No If no, please elaborate briefly: 2C4. For Data Collection Only: Thinking about IT systems and infrastructure initiatives, what are the Top 5 priorities for the coming biennium in Health, Social and Human Services? 2C4 -1) ITSM/ITLv3 product acquisition and implementation 2C4 - 2) Business Intelligence product acquisition and implementation; includes data governance plan 2C4 - 3) Enterprise Content Management Solution (ECM) with Information Governance Plan 2C4 - 4) Cloud Services exploration 2C4 - 5)

2C5. For Data Collection Only: What plans or processes are in place to support the above priorities?


https://mobile.wa.gov/owa/redir.aspx?C=-uWGL3FXOUGOxj_qC5Y3f6lY5sv3UtEId-dS5YBlrHSe9Pk9QAP_mHGAex3jAd98IvOcsWcd5lM.&URL=http%3a%2f%2fwww.dshs.wa.gov%2fca%2fabout%2ffar.asp

https://mobile.wa.gov/owa/redir.aspx?C=-uWGL3FXOUGOxj_qC5Y3f6lY5sv3UtEId-dS5YBlrHSe9Pk9QAP_mHGAex3jAd98IvOcsWcd5lM.&URL=http%3a%2f%2fwww.dshs.wa.gov%2fppa%2fcoremetrics.shtml

https://mobile.wa.gov/owa/redir.aspx?C=-uWGL3FXOUGOxj_qC5Y3f6lY5sv3UtEId-dS5YBlrHSe9Pk9QAP_mHGAex3jAd98IvOcsWcd5lM.&URL=http%3a%2f%2fwww.dshs.wa.gov%2fpdf%2fppa%2f2013-15jan14%2fDSHSstratplan.pdf

https://mobile.wa.gov/owa/redir.aspx?C=-uWGL3FXOUGOxj_qC5Y3f6lY5sv3UtEId-dS5YBlrHSe9Pk9QAP_mHGAex3jAd98IvOcsWcd5lM.&URL=http%3a%2f%2fwww.doh.wa.gov%2fDataandStatisticalReports%2fEnvironmentalHealth%2fWashingtonTrackingNetworkWTN.aspx



2c4 -1) Reorganization of IT organization, Development of service catalog, requirements analysis artifacts developed, executive support 2c4-2) Requirements analysis artifacts, communication with stakeholders, pilot program identification, executive support 2c4-3) Requirements analysis artifacts, communication with stakeholders, coordination with State OCIO



2D: Transportation and Motor Vehicles

2D1. From an enterprise viewpoint, what is the status of the following online services/ initiatives?

A)

No

t in

pla

ce

B)

Ref

lect

ed in

IC

T

po

licy

fra

mew

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C)

Imp

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D)

Dat

a In

tegr

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wit

h

Oth

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E)

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2D1a. Vehicle Registration Renewal X (DOL)

_2001__

2D1b. Driver’s License Renewal X (DOL)

_2004__

2D1c. Traffic Web Service/ Road Conditions

XX 2005

2D1d. Intelligent Transportation Systems

XX ___prior to 2008

2D1e. Vehicle Titling and Lien Processing

___

2D1f. Commercial Driver Testing Results Database

___

2D1g. Mission-critical systems identified

X ___

2D1h. Business continuity plans in place for mission-critical systems

X ___

2D1i. Mobile Inspections X

2D1j. Video Surveillance XX Before 2008

2D1k. Other: License eXpress X (DOL)

2012

2D1kl Other: Preapplication for New Drivers

X (DOL)

_2013__

2D1m. Other : AIRS o o X o 2013


Transportation and Motor Vehicles



2D2. Transportation and Motor Vehicles: Specify examples showing support for the above identified initiatives and services. Please include scope (state-wide, specific agencies, etc.), level of collaboration, innovation, investment and specific outcomes achieved. If possible, please quantify the benefits. In the case of a major multi-year program, please indicate the percentage of work completed to date, and an anticipated date for achievement of the stated goals. Please include links to any relevant documentation and also include quantitative examples of results whenever possible. (Note: scoring will be based on accomplishments, not future plans.)

A category of the Governor’s “effective, efficient & accountable government” goal is improve customer satisfaction and confidence for citizens interacting with the state. Washington’s DOT and Department of Licensing (DOL) have focused on a combination of innovations in the field and major improvements in online services to meet these goals.

The Department of Licensing has a one-stop online shop for licensing services. The site includes License eXpress, where citizens can complete most of their licensing business that used to be done in-person. It works on mobile phones, tablets, and desktop computers. Drivers with suspended licenses can get a detailed report with steps to follow to restore their driving privileges. And new drivers complete an online pre-application process instead of going to a DOL office. Online services have dramatically reduced wait times at DOL from an average of 27 minutes in 2012 to an average of 7 minutes in 2014.

Washington’s DOT operates the largest vehicle-ferry system in the world with 23 vessels. Wait times can be hours in the summer. To address these problems, WSDOT offers online services like the unique “Know before you go.” The application provides an estimate of available vehicle spaces on a vessel in real-time, as well reservations capabilities, vessel watch, terminal cameras, email alerts, and best times to travel.

Ferries are only a small part of the WSDOT’s responsibilities. Its employees more than 6,800 full-time employees, including engineers, vessel captains, maintenance technicians, environmental specialists, planners, and many others. Maintaining a data catalog for the diverse departments, academic research and sharing with other DOTs and research agencies nationwide has been an issue for many years. The old data catalog had multiple issues which was reflected in usability study results done prior to the redesign (System Usability Scale score of 43.38.) A full redesign in 2012 created a vastly improved catalog called Data or Term Search (System Usability Scale score of 73). DOTS, an in-house developed system, is more than a data repository. DOTS is a single access point for finding all metadata. It answers not only what the data is and what it means, but where it is, who is the steward, what systems use the data, and the database design.

Another example of innovation and collaboration in transportation is improvement to WSDOT’s collision reporting. Each year, there are more than 100,000 vehicle accident reports to process. Processing can take up to 8 months. WSDOT’s Statewide Travel and Collision Data Office, Washington State Patrol, County Road Administration Board, and WSDOT’s IT group conducted a Lean review of the Collision Data Processing and Reporting in June 2012. The

http://www.dol.wa.gov/

http://www.dol.wa.gov/licenseexpress.html

https://fortress.wa.gov/dol/dolprod/dsdreinstatements

http://www.dol.wa.gov/driverslicense/preapply.html

http://www.wsdot.wa.gov/ferries/

https://secureapps.wsdot.wa.gov/Ferries/Reservations/Vehicle/default.aspx

http://ntl.bts.gov/networking/tlrarchive/201404/201404.pdf

http://ntl.bts.gov/networking/tlrarchive/201404/201404.pdf

http://www.wsdot.wa.gov/mapsdata/pdf/CollisionDataandAnalysisFolio_2011.pdf



review identified 15 improvement ideas. In a 90-day window, 13 processes were in place. Today, the backlog is less than one week.

But the top transportation innovation is WSDOT’s automated infrared roadside screening (AIRS) system. The first such system in the nation and designed by a DOT employee, AIRS uses infrared technology and wide angle cameras installed in the road to scan trucks for bad breaking systems when they roll into a weigh station. State patrol can immediately get these dangerous semis off the roads. During a 2-day sample, 12 trucks were flagged.

2D3. For Data Collection Only: Thinking about IT systems and infrastructure initiatives what are the Top 5 priorities for the coming biennium in Transportation and Motor Vehicles? 2D3 - 1) DOL Replace obsolete driver and vehicle computer systems with client-based system 2D3 - 2) DOL Replace computer system used to collect state fuel taxes and administer the International Fuel Tax Agreement (IFTA) program 2D3 - 3) WSDOT Smart Technologies 2D3 - 4) 2D3 - 5) 2D4. For Data Collection Only: What plans or processes are in place to support the above priorities?


http://www.automation.com/pdf_articles/Automation_white_paper4.pdf



SURVEY QUESTION 3: Specific Service Delivery Highlights – State Selections

With the responses to the ‘big picture’ question and those about ICT as background, we also want to understand how those priorities and dynamics are playing themselves out in the work of government through examples drawn from three important programmatic areas

3A. Commerce, Labor and Taxation- Economic, Business, and Workforce Development

3A1. Describe the major changes made in the past two years in services in Commerce, Labor and Taxation- Economic, Business, and Workforce Development ; including scope, level of collaboration, innovation, investment and with what results. In the case of a major multi-year program, please indicate the percentage of work completed to date, and an anticipated date for achievement of the stated goals. Please include links to any relevant documentation and also include quantitative examples of results whenever possible. (Note: scoring will be based on accomplishments, not future plans).

The Employment Security Department operates the Unemployment Insurance program that pays benefits to the temporarily unemployed. The program was supported by a 25-year old legacy system. In 2014, the state rolled out a Next Generation Tax System. This system is built on a modern Service Oriented Architecture using the Microsoft .Net platform. NGTS is the first phase of a modernization of all unemployment insurance systems that will result in a unified Unemployment Tax and Benefits (UTAB) platform.

In the same timeframe, the Department of Labor & Industry rolled out 2 new applications using GIS mapping and both received Special Achievement Award in GIS from ESRI. The first, Find a Doctor, makes it easier for injured workers to find a doctor within 15 miles. The new system has helped approximately 28,000 injured workers locate appropriate medical care more quickly. The second program, Site Activity Management, uses GIS mapping to provide an interactive map showing public works projects, construction & electrical permit information. The application lets inspectors more accurately track construction in the state. During 2013, the new system allowed a smaller number of inspectors to visit 15% more jobsites.

These projects focused on changes to existing systems. With the introduction of legal marijuana sales in the state, the Liquor Control Board had to create entirely new systems in unchartered territory. The WSLCB, with assistance from the OCIO had 13 months to implement a system to track Marijuana from seed to sale.

The team, with an outside partner, first developed a secure, easy to use, cloud-based solution for the Request for Proposal process using Box, WordPress, GoogleApps, and DocuSign. Eight RFP evaluators were trained in 45 minutes on the electronic RFP process. The electronic method allowed the team to review 52 proposals in less than 3 weeks and the winning bid was determined in 1 day.

http://www.esd.wa.gov/

http://www.lni.wa.gov/

http://events.esri.com/conference/saglist/?fa=list&awardyear=2013

http://www.lni.wa.gov/ClaimsIns/Claims/FindaDoc/

http://www.liq.wa.gov/



The team used the same tools in their Communications Division for Public Disclosure which includes rules and policies that require public comments, video feeds, and downloadable data. There were over 2,000 successful downloads in the first 24 hours from a WSLCB-branded Box site.

These successful cloud-based electronic solutions proved the team could implement a secure and tightly controlled marijuana licensing application process entirely online. This was a major departure from the normal print, sign, scan, and submit method. When the system went live, WSLCB easily processed over 6,000 license applications during the 30 day application period.

The system does more than licensing applications. The Seed to Sale Inventory Tracking System tracks plants from germination through the growth cycle. This includes processing and packaging, monitoring quality assurance lab tests, and retail transaction data by marijuana licensees to help prevent diversion, promote public safety, and collect tax revenue.

The design allows licensees to use their own point of sale/Inventory system to interface with the state’s traceability system. Licensees are not locked into the state solution to run their business. Business partners can use API’s to transmit transaction data into the system. On the control side, the interactive system provides data to the enforcement community, including chemical makeup and transportation.

3A2. For Data Collection Only: Thinking about IT systems and infrastructure initiatives what are the Top 5 priorities for the coming biennium in the above-selected area? 3A2 - 1) NGTS 3A2 - 2) UTAB 3A2 - 3) Job Matching/Job Seeker Case Management 3A2 - 4) Claims Center Upgrade 3A2 – 5) State Data Center Move 3A3. For Data Collection Only: What plans or processes are in place to support the above priorities?

Responses will be limited to 2,500 characters (as measured in the survey online form), approximately 300 words. See ESD submission Next Generation Tax System The legacy mainframe Unemployment Insurance (UI) tax system and related ancillary systems are being replaced by a modernized Next Generation Tax System (NGTS). This system is built on a modern Service Oriented Architecture utilizing Microsoft .Net platform. NGTS will account for and collect UI taxes within a framework that will provide consistent application of business rules and flexibility to modify those rules to

http://www.liq.wa.gov/marijuana/I-502

http://www.liq.wa.gov/marijuana/I-502



accommodate changes in the law, regulation, or business practice. It is a $62 million dollar project, the internal portion of which went live on March 12, 2014 and the external portion of which is scheduled to go live in August 2104. NGTS is the first phase of a modernization of all unemployment insurance systems that will result in a modern, unified Unemployment Tax and Benefits (UTAB) platform. Next Generation Tax System The legacy mainframe Unemployment Insurance (UI) tax system and related ancillary systems are being replaced by a modernized Next Generation Tax System (NGTS). This system is built on a modern Service Oriented Architecture utilizing Microsoft .Net platform. NGTS will account for and collect UI taxes within a framework that will provide consistent application of business rules and flexibility to modify those rules to accommodate changes in the law, regulation, or business practice. It is a $62 million dollar project, the internal portion of which went live on March 12, 2014 and the external portion of which is scheduled to go live in August 2014. NGTS is the first phase of a modernization of all unemployment insurance systems that will result in a modern, unified Unemployment Tax and Benefits (UTAB) platform. Unemployment Benefits Modernization (UTAB Phase 2) The Employment Security Department has an aging mainframe benefits management platform that is costly, difficult to enhance and maintain, and increasingly unsuited to supporting the needs of a modern Unemployment Insurance (UI) program. Web-based claims applications have been added around the periphery of this pre-Internet system. The benefits modernization effort will leverage the existing technology platforms and workflows of the new NGTS tax system and claims center modernization to build an integrated, modernized platform that will increase claimant self-service capability. Job Matching / Job Seeker Case Management Technology ESD is developing plans for replacement technology to support job matching and case management for workforce development. The Department is exploring best of breed cloud-based and off-the-shelf platforms to provide a modernized online labor exchange that matches Washington job seekers with employers. Claims Center Technology Upgrade ESD is modernizing its Unemployment Insurance claims center voice technology platforms. The current system is based on a decade-old architecture with discreet components from multiple providers. The new system is an all-in-one, software based system that will allow ESD to save on integration costs as well as ongoing maintenance and troubleshooting of separate systems. The new system will result in improved system reliability through reduced complexity and increase ESD’s ability to make changes to the system in response to a dynamic business environment. State Data Center Move Employment Security Department (ESD) is currently working on a project to move all core, mission critical infrastructure to a new data center by June 2015. This will include thirty-five cabinets of network switches, servers, storage, and other devices. During the planning and design phase, we will work to consolidate environments, websites,



databases, servers, storage, and virtual server hosts in order to create a more stable environment that is less complicated. The goal is to decrease our physical footprint by 50% in order to save money and lessen the burden of ever-increasing hardware

management.

3B. Environment, Natural Resources, Parks, Hunting and Fishing, and Agriculture

3B1. Describe the major changes made in the past two years in Environment, Natural Resources, Parks, Hunting and Fishing, and Agriculture; including scope, level of collaboration, innovation, investment and with what results. In the case of a major multi-year program, please indicate the percentage of work completed to date, and an anticipated date for achievement of the stated goals. Please include links to any relevant documentation and also include quantitative examples of results whenever possible. (Note scoring will be based on accomplishments, not future plans).

The governor has set preliminary outcome measures for a clean environment and natural resource management. The Dept. of Ecology and WA Dept. of Fish & Wildlife believe citizen engagement via web and mobile tools can help them meet these goals. Washington’s Children Safe Product Act requires manufacturers to report products that contain certain toxic chemicals. Using Agile methods, the DOE developed the CSPA Database System in 10 months. The database contains information from over 400 manufacturers in 17 countries and the web app averages over 1,000 hits/month. DOE’s Coastal Atlas application was originally a tool used by state and local employees to support shoreline planning and permitting. Citizens can now visit the site for a wide variety uses and the application receives more than 25,000 visitors a month. A citizen can find the nearest public beach or consult flood hazard maps, while a realtor might use aerial photos to evaluate properties close to the water. Tsunami preparedness information can also be found on the site. The DOE also publishes water right application data on the state open data site. This allows the public to easily learn the location, quantity and purpose of all applications to withdraw water in the State. The DOE can publish new data in less than an hour without the assistance of developers. The water right dataset is the most accessed dataset on data.wa.gov. As the state’s population grows, more fish and wildlife species are at risk due to loss and fragmentation of habitat. The governor has set multiple goals for protecting and improving at-risk species. For example, the governor wants to increase the percentage of healthy and sustainable endangered species listed salmon and steel-head populations from 16% to 25% by 2022 and agencies and citizens can track major recovery initiatives using WDFW's Salmon Conservation and

http://www.ecy.wa.gov/

http://wdfw.wa.gov/hunting/hunting_access/private_lands/type/25/


https://fortress.wa.gov/ecy/cspareporting/

https://fortress.wa.gov/ecy/coastalatlas/

https://data.wa.gov/Natural-Resources-Environment/Pending-Water-Right-Applications-Washington-State/k2yb-8i79



Reporting Engine. SCoRE is part of the WDFW tracking tools on www.data.wa.gov, the publically available open data platform web hosting service. WDFW has also created a mobile tool that allows the public to record wildlife observations. Elk, moose, mountain goat and wolf sightings can be entered into the database. This “citizen science” app not only track endangered species, the web- or smartphone-based observations track animals to minimize collisions and locate nuisance animals. At the other end of the wildlife spectrum are the recreational hunters. The WSFW’s GoHunt, on the new ArcServer platform, includes layers of information displaying game management boundaries, public and private lands hunting spaces, roads, topographical features and county lines. The WDFW manages private land hunting opportunities in WA State using ESRI GIS technology, SaaS contract management system and web technologies. After private land hunting contracts are entered into a contract system, biologists use an internal ArcGIS web-based feature service to map the private lands. These spatially-enabled locations are searchable via the web and can be accessed through Feel Free to Hunt and Register to Hunt. The latest program, Hunt by Reservation, allows hunters to get book a location reservation online.

3B2. For Data Collection Only: Thinking about IT systems and infrastructure initiatives what are the Top 5 priorities for the coming biennium in the above-selected area? 3B2 - 1) 3B2 - 2) 3B2 - 3) 3B2 - 4) 3B2 – 5) DOE 1) Modernize Billing and Revenue Tracking System 2) ECM/Enterprise Search 3) Modernization of Windows Server 2003 Apps 4) SharePoint Upgrade WDFW

3A2 - 1) Addition of live Hatchery management and scientific tracking data 3A2 - 2) Addition of live Harvest management data 3A2 - 3) Addition of Marine fishery data 3A2 - 4) Addition of Columbia River Coordinated Assessment information, in and of itself an open data project 3A2 – 5) Delivery of non-public data to key partners for scientific evaluation and monitoring. DFWD Significant projects on the horizon for the next two years include:

Expand use of mobile technology and GIS tools for collecting biological data through using trained volunteers, the general public, and other interested parties.

http://www.data.wa.gov/

http://www.wdfw.wa.gov/viewing/observations/

http://apps.wdfw.wa.gov/gohunt/







Modernize and integrate land information and real property data

management for managing WDFW lands portfolio, which includes

approximately 1,000,000 acres of managed land and over 700 water access

sites to better support planning, recreation and management of these assets.

3B3. For Data Collection Only:

What plans or processes are in place to support the above priorities?


3C. Education

3C1. Describe the major changes made in the past two years in Education; including scope, level of collaboration, innovation, investment and with what results. In the case of a major multi-year program, please indicate the percentage of work completed to date, and an anticipated date for achievement of the stated goals. Please include links to any relevant documentation and also include quantitative examples of results whenever possible. (Note: scoring will be based on accomplishments, not future plans).

Education Washington State is home to some of the world’s most innovative companies however more than 25,000 jobs requiring STEM skills are unfilled. That number is expected to be 50,000 by 2017. Of these jobs, two-thirds will require a certificate, apprenticeship training or four-year college degree. Looking at the public school system’s ability to meet that need is murky. The state has an on-time high school graduation rate of just 75%. It was the first to lose No Child Left Behind funding. For the 6th year in a row, the number of homeless students in the state has increased to over 30,000 students. WAKids indicate only 54 % of incoming kindergarteners demonstrated expected skills in math. Creating a world-class education system is a top priority for the governor. All students must have access to innovative and high-quality schools that teach 21st century skills. The percentage of kids in early learning programs must increase from 13% in 2012 to 24.8% in 2023 and kids in full-day kindergarten increases from 22% to 100% by 2017-2018. There are a variety of teaching and technology programs at the local level, as well as implementation of the Common Core Standards. The OSPI is focusing on making state data more transparent and interoperable to make sure local entities have access to a wide variety of tools to improve student outcomes. K-12 Statewide Longitudinal Data System (SLDS), in place in 2013, moves the state from an “allocation and compliance” data system focused on financial and state requirement reporting to a localized “education improvement” data system. The system monitors student

Commented [SB(10]: Do we have space to expand on what this is?

http://www.k12.wa.us/WaKIDS/pubdocs/WhatIsWaKIDS.pdf

http://www.k12.wa.us/BulletinsMemos/Memos2013/M020-13.docx

http://data.k12.wa.us:9990/PublicDWP/Web/WashingtonWeb/Home.aspx



progress, the quality of the educator workforce, costs of programs and as well as financial integrity and accountability. The web-based portal reduces the amount of redundant data collection and allows for data sharing between DSHS and OSPI, as well as the state’s P20W database. The OSPI’s Direct Certification module (2013) is an automated system developed in-house to match student records in OSPI’s Comprehensive Education Data and Research System (this tracks student demographics, enrollment information, schedules, grades, and program participation ) with records from DSHS containing TANF, SNAP and Medicaid to certify students who qualify for Free and Reduced Lunch programs. Preliminary tests using the CDC’s LinkPlus probabilistic matching tool and Informatica’s Identity Resolution increased the match rate between 14 and 17%. Also in 2013, the OSPI created an online certification application system, e-Certification. Educators can now obtain certification via a web-based application that reduces paperwork and processing time, while once completed, will be fully compatible with P-20 tracking student teacher links. The governor is also focusing on higher education, mandating and increase in certificates, credentials, apprenticeships and degrees from 72,000 to 149,000 by 2023. Innovative solutions like the Notify.UW gives University of Washington students real time info on course availability. Students can use the service to adjust their schedule to get the high-demand, required classes so they can shorten time to graduation. Notify.UW is integrated with other UW registration tools. Departments also use the system to adjust course offerings.

3C2. For Data Collection Only:

Thinking about IT systems and infrastructure initiatives what are the Top 5 priorities for the coming biennium in the above-selected area? 3C2 - 1) 3C2 - 2) 3C2 - 3) 3C2 - 4) 3C2 – 5)

3C3. For Data Collection Only:



Commented [SB(11]: I understand this has earned awards or national recognition. Did anyone mention that in their material?

http://www.erdc.wa.gov/default.asp

http://www.k12.wa.us/cedars/

http://www.k12.wa.us/Certification/e-Cert/default.aspx



SURVEY QUESTION 4: CITIZEN ENGAGEMENT

Public disclosure, a hallmark of open government, was first codified at the state level a century ago. The origins of the modern sunshine laws in state and federal government date from the mid-1960s.1 In the 1990s, the Internet rekindled the movement with a dual promise of digital government (information and transactions) and digital democracy (citizen participation and visibility on how decisions are made). In short order, it established the portal and online services as a permanent part of the service delivery landscape.

The practice of public disclosure of expenditures was made even more visible with the American Recovery and Reinvestment Act of 2009 when each state was required to publish through a website, information about the funds they had received, and how those funds were being used. Perhaps more than any other practice this placed an entirely new focus on open government reporting.

Most recently, transparency and a campaign to make available and mash up government-held data – coupled with a rise in social media and the wide-scale adoption of mobile computing – has again begun to reset the public’s expectations about its access to and interactions with its government. Taken together, it signifies tremendous opportunity and responsibility for government in the stewardship of the data and other information it holds.

In order to properly understand what each state is doing to foster citizen engagement we are asking questions in four critical areas:

4A. Open Government

4B. Citizen Online Services

4C. Mobile Services

4D. Social Media

1 Florida’s tradition of open government dates back over a century to the passage of the Public Records Act in 1909. Its 1967 Sunshine Law is better known. At the federal level, Congress passed the Freedom of Information Act (FDIA) in 1966.



4. Citizen Engagement: What is the status of the following citizen engagement methods?

A)

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B)

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4.1. Blogs/Micro-blogs o o o xx 2007

4.2. Social Networks o o o xx o <2005

4.3. Wikis, Collaboration, Knowledge Sharing

o o o xx o 2007

4.4. Podcasts/ Webcasts o o o xx o 2009

4.5. Mobile-enabled Website o o o xx o 2011

4.6. GeoIP o o o o xx <2005

4.7. Integration with Call Center(s)

o o xx o o 2011

4.8. Integration with One Stop Service Centers

o o xx o o 2011

4.9. Photo Sharing, Video Sharing

o o o xx o 2007

4.10. User Satisfaction Surveys o o xx o o 2011

4.11. Live Help o o xx o o 2012

4.12. Widgets / Mobile Applications

o o o xx o 2010

4.13 Open Data - URL: www.data.wa.gov ______________

o o o o xx 2009

4.14 Online Elections Management/ Citizen Voting Systems

o o xx o o 2007

4.15 Other (specify):___________________

o o o o o ___

4.16 Other (specify):___________________

o o o o o ___

4.17 Other (specify):___________________

o o o o o o

4A. Open Government: Please describe the state’s policy and approach (strategic and tactical) to citizen engagement through open government initiatives. Please be specific

http://www.data.wa.gov/



describing precisely what information is made public and in what format. Provide specific links to this data on the state Web portal. If data is provided in an open format to the general public, please explain what data is provided, how it has been used, and what benefits the public has realized as a result of these offerings.


The Governor’s Executive Order 13-04 ordered the creation of Results Washington to improve government transparency and provide for continuous engagement of citizens. Results Washington establishes specific measures for openness and transparency. Washington has an enterprise open data site at data.wa.gov. This site is hosted by Socrata and has about 500 datasets. The Governor’s Salmon Recovery Office used it to support a “State of the Salmon” report drawing on open data and replacing a hardcopy/PDF version. Washington’s budget and fiscal data is at fiscal.wa.gov which has extensive reports on budgets and expenditures by department, program, legislative district, county and more. All data is also downloadable. Goals and transparency in educational results are provided through extensive reporting at erdc.wa.gov. The Legislature has had a public web site since 1995 (http://www.leg.wa.gov), which has been recognized by the National Conference of State Legislatures and Congress.org. Citizens can obtain information about legislators, bills, statutes, committees, legislative schedules, and participating in the process. Using geo-coding capabilities, citizens can identify their legislators (http://app.leg.wa.gov/DistrictFinder/). Personal bill tracking lists are available. The public can subscribe to notices from committees and members and can receive updates about which bills are being debated on the floor at https://public.govdelivery.com/accounts/WALEG/subscriber/new. Currently 443,458 subscribers use GovDelivery to receive legislative communications. The Legislature provides web services for bill and legislator information for agencies and interested citizens to use in their own applications (http://wslwebservices.leg.wa.gov) and SharePoint code to state agencies for their bill tracking purposes. On the bill history pages are links to the fiscal notes managed by the Office of Financial Management and TVW videos related to committee hearings on the selected bill. WSDOT provides extensive datasets online for academic research and to support private company applications and development. WSDOT has a public API which anyone can use to access a wide variety of data (traffic flows, pass conditions, ferry schedules) in real time. TVW, often called the Washington state version of C-SPAN, provides unedited gavel-to-gavel television coverage of the Washington State Legislature, Supreme Court, executive branch, state boards and commissions, elections, and public policy events of statewide significance. Nearly 70% of all Washington television

http://governor.wa.gov/office/execorders/documents/13-04.pdf

http://data.wa.gov/

http://stateofsalmon.wa.gov/


http://erdcdata.wa.gov/

http://www.leg.wa.gov/

http://app.leg.wa.gov/DistrictFinder/

https://public.govdelivery.com/accounts/WALEG/subscriber/new

http://wslwebservices.leg.wa.gov/

http://www.wsdot.wa.gov/traffic/api/

http://www.tvw.org/



households have access to TVW. Cable television carries TVW for free, reaching 99% of the cable households in Washington. TVW is also broadcast over-the-air in Western Washington and all TVW programming can be viewed on demand at TVW.org. In 2013 TVW received an Emmy Award and The Walter Cronkite Journalism award for excellence in television political journalism. TVW is a private non-profit organization that receives funding from the Legislature for operations. TVW also has a unique feature, “Scout” which allows citizens to sign up for certain kinds of content and receive links to webcasts, podcasts, documents, video clips and similar content.

Many agencies measure and report customer service and satisfaction ratings. As one example, see DOR’s report here.

4B.Citizen Online Services: Please describe how technology has been used to improve citizen engagement thru online service delivery, and the effects of those changes on internal operations. Please include the benchmarks and metrics used to measure results including the number of actual services that are online, and those that were implemented online in the last biennium. (For example only - citizen service management, 311 response, permitting requests.) (Include URLs in the response as appropriate.)

Responses will be limited to 3,100 characters (as measured in the survey online form), approximately 500 words. OCIO has built an inventory of online services using the TBM product. Each online service is linked to its underlying application(s) which in turn are costed for hardware, software and personnel. This inventory is not yet public, but will be used to build a comprehensive listing of all online services, improving on the present website list. Perhaps the premier online service, implemented on time and under budget in 2013, is Washington’s Health Benefit Exchange, part of the nationwide rollout of ACA. Over a million people access services with over 164,000 enrolling in private healthcare plans. (Statistics here.). Washington was widely recognized as having one of the top three state-managed HBE implementations. Washington State Ferries provides a number of online services. One unique service is a reservations system allowing travelers to reserve a spot on certain ferry routes, significantly reducing anxiety and backup times during busy periods. The Department of Revenue extensively provides online services including E-file, Online Amended Return App, eWithold, Business Licensing Service, and Unclaimed property Electronic Filing. Department of Licensing has implemented “License Express”, a one-stop shop for individual citizens to do all their licensing business with DOL. DOL web applications are designed to respond appropriately for whatever device they are accessed from,

http://scout.tvw.org/account/signin

http://dor.wa.gov/Docs/Pubs/Misc/CustomerSvcScorecard.pdf

http://access.wa.gov/services

http://wahbexchange.org/

http://www.wahbexchange.org/news-resources/press-room/press-releases/april

https://secureapps.wsdot.wa.gov/Ferries/Reservations/Vehicle/default.aspx



including mobile devices: License Express, change of address, Replace a lost or stolen Driver License, Pre-apply for your first Driver License, Look-up Driver License offices and current wait times, Display the status of your Driver License, Purchase an Abstract of your Driver License, Renew your Driver License online, View steps you need to take to reinstate your suspended Driver License, Renew your vessel registration, Search for Personalized Vehicle License Plate, Report Sale of your Vehicle, Calculate your Vehicle Excise tax, Renew your Vehicle Registration, Find the nearest Vehicle Licensing Office. WA State Department of Corrections is using web-based tools to keep the public informed on the location and status of community-based and incarcerated offenders. Find an Offender is a search tool that locates an offender by DOC assigned number or last name. Search results include the offender DOC number, name and DOC facility where the offender is assigned. The state also participates in Vine (Victim Information and Notification Every day) which allows crime victims to obtain timely and reliable information about criminal cases and the custody status of offenders 24 hours a day. The DOC site also provides victim with the ability to get notifications when specifically identified offenders change facilities, release from DOC jurisdiction, escape from custody or are on escorted leave. This service is provided in partnership with the Washington Association of Sherriff’s and Police Chiefs. The site also includes links to the DOC’s Serious Violent Offenders Most Wanted, Sex Offenders Most Wanted and the Washington State Patrol Most Wanted.

Fish and Wildlife has online services such as GoHunt mapping,

The Gambling Commission launched “My Account” in 2013. Each licensee has an electronic My Account where they can file activity reports, renew licenses, renew licenses for their employees, sign up for e-mail updates, report changes, find a calendar personalized to their license with activity reporting due dates, license renewal dates, Commission meeting dates, and more. 68% of licensees use their My Account.

4C. Mobile Services: Mobile devices and applications (apps) continue to grow in popularity, overtaking traditional online PC services in popularity. According to NASCIO,2 “at all levels of government, states have taken the lead in developing (mobile) apps for state employees and citizens interacting with state government.” Please describe how mobile technology has been used to improve citizen engagement through online/mobile service delivery, and the effects of those changes on internal operations. Please include the benchmarks and metrics used to measure results including the number of actual services that are online, and those that were put online in the last biennium.

2 NASCIO 2011 CIO Survey, page 26

http://www.doc.wa.gov/offenderinfo/

http://www.doc.wa.gov/victims/



http://www.doc.wa.gov/mostwanted/offenders.aspx

http://www.doc.wa.gov/mostwanted/sexoffenders.aspx

http://www.doc.wa.gov/mostwanted/sexoffenders.aspx

http://www.wsp.wa.gov/crime/wanted.php

http://apps.wdfw.wa.gov/gohunt/



Responses will be limited to 3,100 characters (as measured in the survey online form), approximately 500 words. “Improving government through mobile technology” is the first of the five strategic objectives of OCIO. OCIO intentionally has few standards for mobile development, allowing departments maximum flexibility to rapidly develop or procure apps from vendors which are compatible with their applications environments. This dovetails with the Governor’s Lean Management philosophy and the CIO’s objective to use agile development for innovation. OCIO has built an inventory of mobile applications and services using the TBM product. Each mobile app or service is linked to its underlying application(s) which in turn are costed for hardware, software and personnel. This inventory is not yet public, but will be used to build a comprehensive listing of all online services, improving on the present website list. Fish and Wildlife actively engages the public to report wildlife sightings including wolf, elk, moose and more using a mobile mapping app. This is a unique and powerful application for citizen science. Other significant mobile services include:

Pocket Ranger guide to state parks.

Election results app from Secretary of State.

FirsttoSee for citizen reporting during disasters and major incidents.

STQRY from the Washington Arts Commission.

Tax Rate Lookup app from DOR. Important as cities, counties and many other entities level sales taxes.

Traveler information App from WSDOT. This is more complex than many states because it includes Canadian border wait time, mountain pass and state ferry components.

Washington State Library Now online catalog.

In addition, most departments have either responsive design websites or web versions tailored for mobile devices. Examples:

Legislature

Ferries

Fish and Wildlife

Department of Licensing – see extensive list of responsive design apps under online services above.

Transportation

4D. Social Media: Web 2.0 technology is now fully established with social media, crowd sourcing and other two-way communications between government and its constituents becoming status quo. Please describe how social media has been used to improve citizen

https://www.ocio.wa.gov/strategies

https://www.ocio.wa.gov/strategies

http://access.wa.gov/services

http://wdfw.wa.gov/viewing/observations/elk_hwy20/windows_phone.html

http://www.parks.wa.gov/80/Apps-Download

http://www.sos.wa.gov/elections/iphone.aspx

http://incident.co.pierce.wa.us/firsttosee/mobileapp/index.html

http://www.arts.wa.gov/public-art/public-art-news/free-mobile-app-highlights-works-in-the-state-art-collection

http://dor.wa.gov/Content/FindTaxesAndRates/SalesAndUseTaxRates/LookupaTaxrate/MobileTaxRateLookup.aspx

http://www.wsdot.wa.gov/Inform/mobile.htm

http://apps.microsoft.com/windows/en-us/app/f1628baf-d768-4b31-a831-0f8d0a09978b

https://app.leg.wa.gov/mobile

http://www.wsdot.wa.gov/small/ferries/

http://wdfw.wa.gov/mobile/

http://wsdot.wa.gov/small/



engagement and the effects of those changes on internal operations. Please include the benchmarks and metrics used to measure results.

Responses will be limited to 3,100 characters (as measured in the survey online form), approximately 500 words. Under Governor Inslee’s leadership, the gradual culture shift of state agencies to accept and use social media has become an avalanche. Dedicated social media staff or teams are now found in all major departments. Social media are used as a valuable tool for outreach, engagement and constituent services. All use is managed at the agency or department level, with a handful of enterprise level tools in place. These include the Governor’s social media guidelines, a social media workgroup led by the Governor’s office which meets once a month, and a central “retweeting” engine at www.twitter.com/wagov . Consolidated lists of agency social media exist, e.g. Facebook pages, twitter handles, and others including YouTube, Flikr, Blogs and RSS. Use varies by department, but most departmental Facebook pages allow comments from citizens, and accept service requests or respond to complaints via social media. Agencies struggle to measure social media impact, but use many of the common measures such as number of Facebook “likes”, number of Twitter “retweets” and “favorites” and number of YouTube views. Most departments have a comprehensive strategy for the use of social media. See, for example, WSDOT, in a recent 5 month period showed

Twitter: 62,000 followers, +20k followers and averaging more than 200 interactions a day

Facebook: 11,400 likes +3k likes

Flickr: 34 million views - +8 million views Ecology, which integrates a blog ECOConnect with other media shoed, between October 2013 and April 2014 these changes:

Twitter: 7,600 followers, up +1,500

Facebook: 2, 650 likes, up +600

Flickr: 1.3 million views, up 500,000 Some unique features and uses of social media are:

WSDOT has 67,000 followers and 14,500 tweets on its twitter account.

Washington State Patrol extensively tweets about highway problems and collisions. Prior to twitter, the WSP PIO might receive 40 or 50 media calls en route to and at a major incident. Using twitter than is often just one or two as the media follow the tweets.

51 departments use online surveys, of which 25 are using survey monkey and 13 have a custom tool.

39 departments use a contact tool. 18 use listservs and 11 use GovDelivery.

47 agencies use web/social media analytics to measure impact such as Google analytics (30) and Piwik (10). Others use Constant Contact and Webtrends.

http://www.governor.wa.gov/news/media/guidelines.pdf

http://www.twitter.com/wagov

http://access.wa.gov/media/facebook

http://access.wa.gov/media/twitter

http://access.wa.gov/media

http://www.ecy.wa.gov/about/socialmedia.html



The National Guard, DSHS, Licensing, State Patrol, WSDOT and Governor’s social media were a source of updated information on the SR530 mudslide and a way for constituents to have their questions answered quickly. This use was coordinated with local agencies such as Snohomish County.

Certain departments are using social media in unique ways for citizen engagement.

Ready-set-grad is a unique website engaging students to graduate from high school and continue their education with interactive support for student financial aid, tutoring and similar help.

Social media is extensively used by the legislature including Tele-town halls, YouTube channels, twitter and RSS feeds, podcasts and videos, Facebook, Flickr, and Instagram pages, Caucus blogs, and some legislator blogs.

OFM has used a “build your budget” application to engage citizens to build their own budget and then make suggestions to the Governor. The department of revenue had an “adjust revenue” application to allow citizens to give input on certain kinds of tax changes and adjustments and then see their effect on revnenue.

Ecology has developed “ECOForum” for interactive town-hall meetings on specific topics.

DOR and LNI worked together to use social media to discover businesses with an online presence but which were unregistered (e.g. contractors), not paying taxes or engaging in fraud.

4E. For Data Collection Only: Thinking about IT systems and infrastructure initiatives what are the Top 5 priorities for the coming biennium in Citizen Engagement: Open Government, Citizen Online Services, Mobile Services and Social Media? 4E - 1) Content, content management, content development 4E - 2) Expanding use and integration of social media 4E - 3) Analytics 4E - 4) Mobile applications 4E – 5) Responsive design and accessibility

4F. For Data Collection Only: What plans or processes are in place to support the above priorities?


http://readysetgrad.org/



QUESTION 5: Innovation, Collaboration and Jurisdictional Differentiator:

5A: Innovation: Please tell us about the most innovative or greatest breakthrough ICT accomplishment in the last two years. How has ICT been used to create a new support or service capability or accomplish something organizationally never before thought possible? How is success being measured or demonstrated? Provide examples.

The OCIO created the Innovation Lab to develop new ways to use technology to improve service delivery. The lab not only develops projects, it has become a hands-on learning center teaching Lean management and agile development to state agencies. , To help fund projects developed with agile techniques, the OCIO helped pass the state’s Innovation Exemption. This law lets the OCIO approve procurements for innovative projects which are less than $100K. This makes it easier and faster for state agencies to develop technology innovation projects outside of the usual budget handcuffs. The first full-scale project funded through the exemption is the Washington Business One Stop. WABOS will be a single, web-based place where businesses go to conduct their business with the state. A one-stop shop has been kicking around the state since 2006, but has not made much progress until WABOS. In 2013, Senate Bill 5718 directed the Office of the CIO to lead a collaborative effort to make WABOS real. The project involves 200 people across multiple agencies. The project brings modern, public sector, and customer-driven product development practices to state government. State employees are learning market-tested methods to talk effectively with their end customers, and how to base policies, systems, and products on the realities of the citizens they serve. Another OCIO sponsored project is the Washington Master Address Services, an enterprise solution that provides a master address database, geocoding and location finder to any state agency. Most, if not all, government agencies rely on addresses to find and provide services to their clients and business entities. For example, DOL and DOR collect taxes/fees. EMD, City, County deliver public safety and emergency response. DSHS, LNI and ESD all deliver social/health services. They all rely on address data that is currently maintained within agency silos. Momentum for a cross-agency project to solve this statewide problem had been difficult to build until the OCIO stepped in to oversee and fund the project. Most of the core functionality is not new; moving these silo’d GIS services to the enterprise level has changed how state agencies deal with address data. Using an Agile-based process to develop the web-based addressing tools, a pilot was ready within 6 weeks for 10 agencies to use. The WAMAS toolkit includes an Excel Add-in utility, an online batch address standardization utility, scripting, ArcGIS address locators and Web services from a variety of IDEs. In addition to improved mapping capabilities, WAMAS includes tools and API’s that can be directly embedded into agency web and mobile applications. As a final example, DNR will go live with an innovative Aquatics Contracts Document Center (ACDC) developed with agile techniques. This project is a



http://ociobeta.descms.net/initiatives/enterprise-gis/washington-master-address-services-wamas



Salesforce platform with and ESRI GIS connector to allow for viewing spatial information from within the application. ESRI developed the connector specifically for DNR and based on our success, will be releasing it worldwide in July.

5B: Collaboration: Please provide examples where collaboration among multiple entities

either within the state government executive branch, or outside the executive branch, or outside of the state government (multi-jurisdictional) resulted in a major improvement in governmental services in the past two years.

Innovations in technology and service delivery happen when agencies share lessons learned, development processes, training and expertise. Departmental CIOs and the OCIO leverage a strong local chapter of IPMA (Information Processing Management Association) which sponsors multiple events – mini-conferences – each year to engage both State and local IT staff and their business-based counterparts. OCIO and key departments (WSP, DHHS, AOC) attend and brief ACCIS, the state city/county IT managers association, several times a year. The WA State IT community uses tools such as listserv, SharePoint and Yammer to maintain such communities.

Yammer builds internal communities of interest around topics like driving adoption of Lean and agile, cloud computing, GIS implementation and innovation across the enterprise. The Information Processing Management Association promotes networking among state government IT managers, business leaders and IT industry leaders through town hall meetings and training opportunities. The innovation exemption also encourages collaboration between state government, non-profit and the private sector. Projects like PRISEM work because real-time, cross-organizational cyber information is shared between jurisdictions in the state, maritime ports, energy utilities, educational institutions, hospitals, federal US-CERT and the NCCIC. A collaboration between the OCIO, state records management and archives developed a policy around effective data management when migrating to the cloud to enable better enterprise-wide cloud migration strategy.

Two visible projects on which collaboration was key to success were the Health Benefits Exchange (HBE) and P20W.

Washington created one of the most successful HBE’s in the nation as a result of collaboration. HBE is a public-private partnership. The HBE is a quasi-independent agency but worked closely with the federal DHHS, state DSHS, HCA and the independently elected State Insurance Commissioner’s office to build a system connecting private insurance companies, Medicaid and state systems to determine benefit eligibility. The result was over 958,000 citizens enrolled, with 146,497 qualified health plans via a website accommodating over 1.75 million unique visitors in less than 6 months.

P20W. Washington’s Education Research and Data Center was created because policy makers did not have the data they needed to make effective education and policy decisions. ERDC brings together education data from multiple organizations spanning preschool, K-12, higher



education and the workforce into a statewide longitudinal data system called P20W. P20W provides the state with the unified data platform to fuel the next wave of education research and data-driven policy decisions.

Education data comes from over 40 data feeds from 12 partner organizations representing approximately 350 organizations, including state agencies, universities, colleges and school districts. Traditionally, the agency who collected the data “owned” it and could choose how and with whom to share it. The P20W collaboration changed this mindset. Instead of “data owners,” organizations are date partners and contributors. Data is a key asset that belongs to the state and is useless unless it is shared. One of the state’s top priorities is to build an education system that prepares all Washington students to succeed in a global economy. P20W “frees” the data needed to inform education and workforce decisions. Already, partner organizations are using this new data resource. For the 13 months ending March 31, 2014, 130 P20W data requests were fulfilled.

5C. For Data Collection Only:

Thinking about IT systems and infrastructure initiatives what are the Top 5 priorities for the coming biennium in Innovation and Collaboration Initiatives? 5C - 1) Security 5C - 2) Agile practices 5C - 3) Cloud 5C - 4) Mobility 5C– 5) Transparency, Open data and TBM – technology business management

5D. For Data Collection Only:


Responses will be limited to 2,500 characters (as measured in the survey online form), approximately 300 words. Agile contracts Cloud contract Innovation exemption Statewide policy Veterans training for cyber Operation of regional monitoring system IPMA for professional development and cultural change Investment policies and prioritization processes to choose what we develop/buy. (the five criteria above are the primary drivers of what to invest in).



5E. Jurisdictional Differentiator: What critical factors: for example political, organizational, community, leadership or others have most contributed to overall ICT success in the previous biennium? What are you most proud of and what makes your state unique in its approach to using ICT to support and improve the delivery of public service? Examples may include things leadership provided in the broader IT community; historical, technical or organizational barriers overcome; development of public/private partnerships or anything else you would like to submit for consideration. When Governor Jay Inslee was elected, he appointed 22 new directors out of his 25 member

executive cabinet, including hiring a new CIO. He sent a strong message that Information technology in Washington is no longer “business as usual.” The Governor views IT as a

valuable business asset and expects every director to treat IT as such. The state obtained

more than just a new governor and a few tech and business-savvy legislators in the last election; it gained a new CEO and a strong board of directors who are driving change with

investments in IT modernization, transparency and cybersecurity.

Customer service is part of running a business and the governor looks at many of Washington's successful businesses like Boeing, MacDonald-Miller, Group Health and Virginia

Mason that use lean management to reduce costs while improving customer service. He

believes that a Lean mindset, supported by technology innovations, allows the state to

increase economic development and focus on customers—the citizens—while effectively dealing the lingering effects of the recession.

The leadership in the OCIO comes out of the state’s high-tech industries where Lean

management is coupled with agile processes to produce results. The OCIO’s business background allows the office to see “independent business units” instead of “state agencies.”

Each business unit has strong IT functions and are backed by strong central services in DES and CTS. The OCIO acts as a consultant that provides project oversight. Project dashboards,

available on the OCIO website, report progress and issues.

Like any business unit, each agency is expected to provide costs and benefits of all new IT

projects, as well as show how they support the overall business goals—the governor’s 5 top

priorities. To ensure this, the OCIO introduced guidelines that standardize project proposals and then use Saaty Metrics (via Decision Lens software) to prioritize them for budget review.

In the last round of budget decisions 27 of the 30 project proposals that went through this process were approved.

The OCIO is also collaborating with multiple agencies to understand the bottom line—the TCO

of IT applications. The state was one of the first public sector clients using Apptio’s Technology Business Management software tool to understand technology investments.

The OCIO has also created a lab for experimenting with innovative technology and methods using funds secured using the state’s new innovation exemption. The lab also provides hands-

on experience in Lean management and agile development methods.

OPTIONAL (non-scored):



O. From an enterprise viewpoint, what is the status of the following education initiatives, systems and services?

A)

No

t in

pla

ce

B)

At

leas

t o

ne

inst

ance

in

pla

ce

C)

Im

ple

men

ted

in

Mu

ltip

le

Age

nci

es

D)

Im

ple

men

ted

at

En

terp

rise

L

evel

Common Core State Standards o o XX o Other State Standards Systems (not Common Core)

o o o XX

Education Longitudinal Data Systems o o o XX Education Data Privacy and Security o o o XX State Education Networks o o o XX State Education Reporting System o o o XX State Teacher Administrative Systems o o o XX State & Federal Funds Administration o o o XX Education Integration with State Health Systems

o o o o

Other (specify): __Child Nutrition System____ o o o XX Other (specify): ________________ o o o o Other (specify): _________________ o o o o

O1. Optional (non-scored) Education: Please describe briefly the agency role and responsibilities for the advancement of technology in education for the state, including collaboration/coordination with the CIO’s office and statewide communities of interest (including steering committees and task forces) involved in intergovernmental collaboration.


Comments and Context about the responses: Is there anything else we should know about your responses?

Responses will be limited to 3,100 characters (as measured in the survey online form), approximately 500 words. BILL—this is one for you. Not sure if there is much more to say!!



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