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TX CIO Leadership Journey
Texas CIOs Bowden Hight – Texas Health and Human Services Commission
Tim Jennings – Texas Department of Transportation
Mark Stone – Texas A&M University System
Moderator
Anh Selissen
HHSC Information Technology: CIO Leadership Journey
TASSCC State of the State
Bowden Hight
Deputy Executive Commissioner for Information Technology &
CIO
Texas Health and Human Services Commission
December 13, 2013
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As the new CIO, the focus was to execute critical projects and establish the foundation for a
mature IT organization through shared vision and leadership alignment
Institute Governance
Structure
2004 2011 2012 2013 2014
Consolidation of 12
HHS agencies into
five: HB 2292 New CIO
Appointed
Proposed
combined
HHSC IT
Hired new
HHSC IT
directors
FY14
Planning begins
The CIO’s office focused on the following projects as priority: 1) Complete TIERS Statewide Rollout 2) Evaluate
the HHSC IT Organization 3) Define HHSC Vision, Mission, and Goals 4) Institute Governance 5) Coordinate
Enterprise-Wide Planning Efforts
Key HHS & HHSC IT Organizational Changes
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First priorities: Completing TIERS Statewide Rollout and assessing the
structure of the IT organization to ensure it was positioned to meet customer
needs
Our Story: The Leadership Evolution in HHSC IT
TIERS Statewide Rollout
Execute IT Reorganization
Improved business operations, enhanced training practices, and rolled out the modernized TIERS solution
Phased rollout of TIERS began in May 2010
Statewide rollout completed by December 2011
TIERS solution currently supports:
Savings for retiring the legacy system are estimated at over $30 million annually
Began assessment of the HHSC IT org structure that had two IT organizations within HHSC
Proposed a combined IT structure within HHSC
Used feedback from Customer Survey to develop a proposed design
Proposed organizational structure sent to IT staff for feedback and buy-in
New Director positions posted and new IT Leadership team established
New Directors conducted assessments of their own divisions
HHSC IT Reorganization
TIERS Statewide Rollout
Over 2.6 million active cases 5 million active clients
145 million monthly transactions Nearly 5,000 peak concurrent users
Over $500 million in benefits every
month to Texans
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Goals: Workforce, Governance, Innovation, and Delivery
Mission: To provide outstanding customer service and innovative technology solutions
securely, efficiently, and effectively
Vision: Become the best by delivering exceptional customer service and solutions
The new IT Leadership team then conducted an exercise to establish a shared
vision and work towards common goals
Our Story: The Leadership Evolution in HHSC IT
Institute Governance
Structure
Define Vision, Mission, & Goals
Foundation for current IT Governance =
(Leadership + Culture Change) x External Environmental Factors
IT Leadership determined governance as a
key to success
ACA, BIP, Microsoft Office 365, and other mandates/
projects requiring cross agency collaboration
Shared Vision and Goals
Establish a Governance Structure
The external environment factors and the focus on governance established by the new IT Leadership team provided the right timing
and leadership support to implement and sustain governance
AR
CH
ITEC
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E &
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UR
ITY
(e
.g.,
SSP
Fra
mew
ork
, Dat
a G
ove
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Po
rtal
Au
tho
rity
, Ch
ann
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anag
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Enterprise IT Strategy
Eligibility Systems Portfolio
Eligibility Sys Exec Steering Committee
• Portfolio Roadmap
• Project Prioritization
• Application Portfolio Management
• Contract Lifecycle Planning
Medical Client Systems Portfolio
Medical Client Systems Exec
Steering Committee
• Portfolio Roadmap
• Project Prioritization
• Application Portfolio Management
• Contract Lifecycle Planning
Health Services Portfolio
Health Service Exec Steering Committee
• Portfolio Roadmap
• Project Prioritization
• Application Portfolio Management
• Contract Lifecycle Planning
In
Finance
HR
Facilities DLP Office 2010
TIERS
EBT
MAXIMUS CARE
CRS
WORX EDW
TMHP
ICD-10
Project Steering Committees, Application Change Control Boards, Contract Governing Bodies
Enterprise Governance
Enterprise Business Strategy
HHSC GOVERNANCE MODEL
Network
Administrative Systems Portfolio
Business Technology
Council (with CFOs)
• Portfolio Roadmap • Project
Prioritization • Application
Portfolio Management
• Contract Lifecycle Planning
Infrastructure & Shared Services
Portfolio
Business Technology
Council
• Portfolio Roadmap • Project
Prioritization • Infrastructure
Portfolio Management
• Contract Lifecycle Planning
Technology
Roadmap
Tactical
Standards
*HHSC agency-specific topics will also be discussed in HHSC specific forums
HHSC Agency-specific* HHSC Agency-specific*
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Looking ahead, HHSC IT is focused on increased coordination, planning and
shared vision across all HHS agencies and divisions
Our Story: The Leadership Evolution in HHSC IT
Coordinate Planning Efforts
Increased Coordination & Planning
The Road Ahead
Apply lessons learned to continue maturing the HHSC IT organization
Continue customer and IT staff engagement and ongoing communication
Focus on improved coordination and planning across the Enterprise
Footer Text
TIM JENNINGS
TASSCC STATE OF THE STATE December 2013
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We developed a vision for a transformed IT landscape
based on extensive diagnostics and evaluation
Areas we decided to
focus on in 2012
Baseline performance
Application
Management
Business Continuity
Contract Management
Partner for success
This transformation helps us achieve
outcomes we have been planning for
Service level agreements
Target setting / “from – to” assessments
Streamlined application portfolio to 120 applications
Ability for IT to deliver projects effectively
Lower overall cost, higher effectiveness on a
smaller number of applications
Upgraded server rooms to contemporary standards
Robust security technologies
Risk mitigation for contract issues
Reduced storage / server costs
Access to new skills and updated technology
Reduced management costs
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We developed the iDriveIT brand to communicate our
promise to the organization
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We have launched major initiatives to achieve these IT
transformation goals
Privatization
of IT
Rapidly transform our environment with
best practices from an external partner
Hardware
Refresh
Deliver hardware standardization and
mobility to our end-users
Managed Print
Services
Drive cost containment and standard
print solutions
Application
Rationalization
Modernize and consolidate our portfolio
of applications
Engaged our end-users in informing IT
Transformation priorities Needs Intake
1
2
3
4
5
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Partnering with an external vendor is enabling us to
introduce best practices and more rapidly transform IT
1 Privatization
Value from our
partner
relationship
xxx
Communications
transformation
Risk and
security
transformation
Customer
relations
transformation
Application portfolio
evaluation approach
Access to
subject matter
experts
Industry best
practices
13 TASSCC - CIO Panel Discussion v07.pptx
Hardware Refresh: From only PC replacement to an
opportunity to aggressively clean up unmanaged user
environment
Prior thinking New thinking
Primary purpose to:
Standardize
equipment
Provide new tools
Straight-forward, low
risk initiative
Limit user's
involvement in the
refresh – by pre-
loading everything and
installing desk-side as
we would normally
HW Refresh is a "once-in-a-lifetime" opportunity
Places IT in direct contact with each user's
environment (hardware, software, data)
Therefore, while giving users new hardware, we can
simultaneously transform the environment
Drive software standards
Consolidate distribution and licensing of software
Learn more about our users' practices
Give users more ownership and responsibility in
refresh effort, to train users for modern work
environment
Setting up computers on their own
Determining what software is mission critical for their
role and working with IT to install it
2 Hardware Refresh
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Managed Print Services is bringing best-in-class
printing services to TxDOT while decreasing cost
Confirmed
opportunity to
modernize
Developed proactive
communication
Deploying solution,
saving cost
Large fleet of printers
across Agency
Lack of
standardization in
devices or SLAs
Worked with vendor to
design an optimized
print environment
Replace desktop
printers with
centralized devices
Support functionality
at greater efficiency
Communication to
users
Posters announcing
and promoting new
printers
Project to decrease
printing costs
Remove low
efficiency desktop
printers
Replacing older
multifunction devices
First two locations in
Austin deployed well
Preparing to roll-out
the rest of the Agency
3 Managed Print
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Needs from the business units drive IT, with technology
and enterprise standards informing priorities
Prioritized App projects C
Demand
Mgmt
Projects
approved
Business View
Technology View
A
B
4 App Transformation
We have engaged field leadership to gather the
business view and have our partner working on the
technology view
Identification of business needs
Development of long-term
roadmaps across planning cycles
Enterprise Architecture standards
Application portfolio management
Solutioning
/ bussiness case
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Recent TxDOT wide survey shows an agency that
recognizes the value of IT and is receptive to IT changes
Source: Oct. 2013 iDriveIT TxDOT wide survey. N=610. Random sample across DDO and salary grade.
IT believed to be
important asset for
TxDOT
92%
Agree
4% neutral
4% disagree
Technology is an important
asset for TxDOT
0
20
40
60
80
Welcome
changes
Accept
changes
Only when
necessary
Willingness to
change 94% 6%
Users self-report as willing and
accepting of IT changes
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We have learned a lot during this process, and the
lessons will continue to improve how we drive change
Communication to end users is critical to our success with the right timing
and content
Demand for Transformation initiatives already exceeds our capacity, so
rigorous prioritization is necessary
Constant dialogue with our partners is essential to ensure we work well
together, including raising observations of strengths and weaknesses
Our people have tremendously risen to the challenge, but still require a
sustained investment in training and development
Our own processes will continue to evolve, especially as we engage more
and more with our end users around their needs
MARK STONE - CHIEF INFORMATION OFFICER
TEXAS A & M UNIVERSITY SYSTEM
State of the System
Challenges
Modernization Process (Pt. 1)
Modernization Process (Pt. 2)
Top Priorities
Evaluation of Success
Open Season
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Contact Information
HHSC - Bowden Hight
Email: [email protected]
TXDOT - Tim Jennings
Email: [email protected]
Texas A&M University System - Mark Stone
Email: [email protected]