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Shared Results: Strengthening the Enterprise
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Appendix D
Progress on Statewide Initiatives
The state has made substantial progress toward achieving the goals, objectives, and strategies described in Shared Success. The following pages provide the status and outcomes related to key strategies
and objectives comprising each of the layers of the Texas Model for the Enterprise. The table below is reprinted from Shared Success.
1 – DATA CENTER
Objective: Reduce Cost, Eliminate Duplication, and Improve Performance of Data Center Services
STRATEGY 1.1
Maximize the Value of Current Data Center Resources
Background
Texas has made a substantial investment in state and agency data centers. Current data center resources include the state data center in San Angelo and a number of agency facilities across the state. During this biennium, DIR will work with other agencies to assess data center and disaster recovery purchases and determine when migrating existing, agency operations to the current state data center is cost effective.
Benefits
- Contains or reduces data center and disaster recovery costs
- Improves the utilization of the current state data center
- Enhances security of state data and systems
Shared Commitments/Responsibilities
DIR
- Publish the Statewide Technology Center Guide for Data Center and Disaster Recovery Services with the new processes for DIR review and approval of data center and disaster recovery expenditures
- Assess planned data center and disaster recovery expenditures
- Evaluate at least three agency data center operations in the fiscal 2006–07 biennium and, if cost effective, migrate to the current state data center
Agency
- Review statutory requirements for state chief technology officer approval of data center and disaster recovery expenditures
- Provide information on planned data center and disaster recovery expenditures
- Review and follow the Statewide Technology Center Guide for Data Center and Disaster Recovery Services for changes in procedures that must be incorporated into agency processes
- Participate (current state data center customers) in the state data center advisory board
Shared Results
To maximize the value of current data center resources Statewide Technology Center Guide for Data Center and Disaster Recovery Service, DIR, in coordination with state agencies, accomplished the following key project milestones:
 Statewide Technology Center Guide for Data Center and Disaster Recovery Services – Mar-06
Through evaluation of Planned Procurement Schedules, DIR assessed planned data center and disaster recovery expenditures. Additionally,
DIR has worked with several agencies to evaluate at least three agency data center operations in the fiscal 2006–07 biennium and to determine cost-effectiveness to migrate to the state data center.
This effort included the following new and additional service evaluations:
2-1-1
Server Backups – submitted: 6-Apr-2006; amount: $373,833; outcome: transferred to state data center
Railroad Commission (new, upgraded mainframe with additional storage and tape capabilities) – submitted: 15-Nov-2005; amount: $3,907,662; outcome: held for data center services contract
TexasOnline.com Storage Area Network and Monitoring – submitted: 16-Jun and 18-Apr-2006; amount: $97,374; outcome: transferred to state data center
Texas Department of Transportation (dedicated mainframe, Registration and Titling System servers, and associated disk and tape storage subsystems) – submitted: 15-Jun-2005 (Jun-05–Jul-09); amount: $20,418,727; outcome: transferred to state data center
Health and Human Services HSAS Contract Extension – submitted: 22-Feb-2006; amount: $3,187,242; outcome: approved
Attorney General’s Office Contract Extension – submitted: 30-Sep-2005; amount: $2,078,280; outcome: approved
Texas Workforce Commission Upgrade and Contract Extension – submitted: 24-Oct-2005; amount: $2,813,320; outcome: approved
An upcoming key milestone includes:
- Report on results of evaluating cost effectiveness of at least three agencies’ potential migration to the current state data center – Aug-07
STRATEGY 1.2
Implement a Shared Data Center System
Background
To meet stakeholder needs, grow with program changes, and adapt to ever-changing technologies, Texas needs a flexible, secure, and
reliable environment for data center and disaster recovery operations. To effectively address these requirements, the state will issue a competitive procurement to select a service provider to manage data center and disaster recovery services for state agencies. This consolidated data center system will reduce statewide costs, improve or maintain performance levels, raise security and disaster
recovery capability to consistent standards, and provide the flexibility required to respond to changing agency needs.
Benefits
- Improves the efficiency of existing data center operations for agencies, increases the security of agencies’ data, and reduces statewide costs for those services
- Provides a process for data center consolidation that minimizes risk, maximizes cost savings, and establishes a rigorous vendor management function within the state
- Leverages the state’s purchasing power through a competitive procurement
- Enables agencies to focus on mission-critical applications and services
Shared Commitments/Responsibilities
DIR
- Ensure agency involvement throughout the procurement process via evaluation teams and Executive Advisory Panel
- Collect information on data center-related assets, services, service levels, and expenditures for prioritized agencies
- Define data center and disaster recovery services through administrative rule
- Provide updates on the progress of the data center services project to agencies and the public through the DIR Web site and other venues
- Develop and execute interagency contracts with state agencies
- Develop a cost allocation methodology that complies with requirements of all funding sources, including federal agencies
- Develop technical requirements for the data center services contract
- Conduct a competitive solicitation for the data center services contract
- Establish a statewide strategy and governance model to actively manage the data center services contract, services, and service levels
- Negotiate, sign, and manage a contract to consolidate, optimize, and operate data center services
- Report annually to the Texas Legislature on the status of reviews and transfers accomplished during the fiscal year and provide an update on the status of any contracts related to data center services
- Work with institutions of higher education to collect a detailed inventory of their enterprise computing data center services
- Report to the LBB and the Governor on the results of the inventory and recommendations regarding data center consolidation (Sep-06)
Agency
- Review and execute an interagency contract with DIR (Mar-06)
- Actively participate in data center procurement activities to provide requirements, business needs, and expertise to the process (prioritized agencies)
- Work with DIR to complete all requirements for continued federal financial participation (prioritized agencies)
- Provide information (prioritized agencies) on data center-related assets, services, and service levels
- Work with DIR (prioritized agencies) to transition data center and disaster recovery operations and services to the new contract
- Submit a detailed inventory (institutions of higher education) of data center services to DIR and assist in the assessment of consolidation opportunities
Shared Results
The data center services project will consolidate 31 data centers across 27 agencies into two or more facilities. This project includes
active involvement of all participating agencies throughout the process. It is based on proven best practices and has established a process by which to compare current cost with vendor proposed costs to determine the best value for the state.
The strategy to implement shared data center services has completed all key project milestones as scheduled, including:
Adoption of proposed administrative rule on center and disaster recovery service definitions (1 TAC 215) – Dec‑05
Interagency contract
execution – 31‑Mar‑06
Data center cost allocation methodology (initial) – 31‑Mar‑06
Data center services RFO – 31‑Mar‑06
Data center strategy report to Legislature – 31‑Aug‑06
Report on higher education institution inventory results and recommendations – 1‑Sep-06
Upcoming key milestones include:
- Contract award of shared data center system – 30‑Nov‑06
- Commencement of new data center services contract – 31‑Mar‑07
- Expiration of current contract – 31-Aug-07
Additional milestones/activities completed () and planned (•) by agency and DIR staff include:
Change management training courses for affected employees and technology supervisors – ongoing
FTE Verification – 22-Sep-06
Due Diligence – 29-Sep-06
Best and Final Offers Review – Oct-06
- Employee Offers – Dec-06
- Transition Planning – Dec-06–Mar-07
2 – SECURITY
Objective: Safeguard Information and Communications Technology Assets
STRATEGY 2.1
DEVELOP AND IMPLEMENT A COMPREHENSIVE SECURITY PROGRAM
Background
The state must implement a comprehensive security program to leverage and manage all of its critical information and communications
technology assets. DIR completed an assessment of technology security resources and practices at state agencies. As part of this effort, DIR identified commonalities in technology security architecture, assets, personnel credentials, training, and polices and procedures. The confidential assessment report, published in December 2005, highlights areas of technology security that are in need of improvement, are redundant, or have operational inefficiencies. The report identifies opportunities where technology collaboration among agencies will benefit the state. The assessment helped form the basis for DIR’s ongoing work with state and other government agencies to further develop a comprehensive security program that protects the state’s information and communications technology assets and infrastructure.
Benefits
- Emphasizes a higher priority on information and communications technology security requirements, resulting in a more effective state investment in technology security
- Increases availability of additional technology security resources through collaboration and coordination
- Improves security of state technology infrastructure and the data and information maintained in that infrastructure
Shared Commitments/Responsibilities
DIR
- Collect information on agency security assets and resources and evaluate commonalities in technology security architecture, assets, training, and polices and procedures
- Prepare and submit a report to the Legislature describing the results of the statewide technology security assessment (Dec-05)
- Develop a comprehensive strategy for advancing a statewide security program that:
- Addresses incident response and other training
- Promotes information classification
- Establishes an approach to engage agencies in proof-of-concept pilots
- Provides for topical workshops on emerging security issues
- Promote, through administrative rule, improvements to statewide security practices and state agency policies
- Ensure alignment with the Texas Homeland Security Strategic Plan for the collection, integration, and protection of homeland security-related information
Agency
- Continue to participate in current and ongoing statewide assessment activities
- Incorporate and implement periodic information vulnerability assessments into agency security policy
- Establish a means to track and provide information regarding requested and allocated technology security budgets
- Participate in training opportunities
- Evaluate and classify information that defines required information security protection levels
- Work with DIR to plan, execute, and evaluate proof-of-concept pilots and topical workshops
Shared Results
DIR has made significant headway in developing and implementing a comprehensive security program. DIR collected and evaluated
information on agency security assets and resources and developed plans to enhance statewide technology security through the following key milestones:
Confidential statewide technology security assessment completed – Jul‑05
Results of the statewide technology security assessment to the Legislature – Dec‑05
Publication of Homeland Security Implementation Plan in alignment with state and federal strategies – Feb‑06
Submission of Homeland Security Grant Program request to meet legislative mandate and initiate sustainable information security programs for state agencies – Feb‑06
Agency evaluation of DIR-sponsored risk assessment technology as proof-of-concept pilot program – Jul‑06
Publication of improved Internet, e-mail, peer-to-peer, and instant messaging security practices for state agencies – Jul‑06
Upcoming key milestones include:
- Publication of the State Enterprise Security Plan to Secure Texas Information Resources – Dec‑06
- Recommendation of adoption of proposed changes to information security standards (1 TAC 202) to DIR Board – 2007
STRATEGY 2.2
Enhance Network Security Operations
Background
Rapid advances in science and technology have significantly accelerated the convergence of computer and communications networks. However, the advances and convergence also pose unprecedented security challenges of uncertain character and scale. In developing a statewide network infrastructure, the state must prioritize requirements for security in concert with increased functionality and efficiency.
The state must ensure that government networks are secure as part of its overall information and communications technology security
strategy. By consolidating the functions of a network operations center into a state network and security operations center, the state will strengthen its ability to protect these critical infrastructures and provide more collaborative opportunities for agencies to share information and effectively plan against security threats. DIR is authorized to establish this center on a cost-recovery basis to manage and deliver network security system services to state agencies (TGC § 2059.151). Services delivered by the center may also be provided to non-state entities by mutual agreement (TGC § 2059.051).
Benefits
- Expands and enhances availability of security services to agencies through a shared statewide network security and operations center
- Provides faster response to newly identified external threats
- Broadens the scope and availability of security training
- Improves security planning and collaboration opportunities through a information security portal
- Reduces internal dependencies through resource sharing within Texas, among other states, and nationally
Shared Commitments/Responsibilities
DIR
- Establish shared statewide network security and operations center for state agencies and other government entities that participate in the statewide network infrastructure
- Adopt and provide network security guidelines and standard operating procedures for the shared statewide network security and operations center
- Incorporate assessment findings and recommendations into plans for a shared statewide network security and operations center, including:=
- Develop a comprehensive statewide computer incident response and recovery capability
- Develop and deploy a comprehensive technology security training program
- Develop and administer a collaborative secure information security portal for state agencies and local governments
- Work with agencies to conduct a study on user access technology and submit recommendations to the Legislature regarding interoperability, scalability, cost savings, and security benefits to enhance network security (Dec-06)
- Report on the status of services provided through the shared statewide network security and operations center and on the center’s accomplishments toward meeting its service objectives and other performance measures (2006 BPR)
Agency
- Determine benefits and capabilities of the shared statewide network security and operations center in reviewing and assessing opportunities to leverage and participate in the statewide network infrastructure
- Review agency policies for compliance with state network security policies, guidelines, and standard operating procedures
- Assess current network security resources to identify requirements for information sharing
- Establish a means to assess, track, and provide information regarding technology security training investments and needs to DIR
- Participate in collaborative opportunities, such as the statewide computer security incident response and recovery capability program
- Participate (affected agencies) in determining the feasibility and benefits of user access technology
Shared Results
The Texas Computer Network Security System was established by the 79th Legislature and codified in TGC § 2059. This statute requires DIR to establish a network security center to provide network security services to state agencies. DIR has initiated the development of a Network Security and Operations Center (NSOC) that operates on a cost-recovery basis to manage and deliver secure network services through the statewide communications infrastructure.
In support of the NSOC transition, DIR has partnered with Texas A&M University to pilot a statewide risk assessment program and collaborated with the Multi-State Information Sharing and Analysis Center to establish a state and local government information security training partnership series with SANS Institute. Other activities include the negotiation of cost-effective managed security services that will enhance the delivery of vulnerability assessments, among other services.
As required by TGC § 2059.057, DIR’s accomplishment of service objectives and performance measures of the
Network Security and Operations Center follows:
- Although DIR’s request for Homeland Security Grant Program funding (Feb-06) did not result in any state allocation of funding for NSOC-related programs (Jul-06), DIR has obligated funding and completed the initial design review for a new NSOC facility that will be collocated with the Network Operations Center for improved operational flexibility, security, and economies of scale. In anticipation of the NSOC buildout, DIR has already expanded and re-shaped its organizational structure to address the convergence of information and
communications technologies. (Oct‑07)
- DIR has doubled its dedicated IT security staffing levels by establishing a unit for network security services as an integral component of the statewide communications network. As a result of this accelerated commitment and the cooperation of state agencies, DIR focused its efforts on more comprehensive security assessments for prioritized state agencies, initiating more than 30 in-depth assessments in fiscal 2006, with plans to increase this number in fiscal 2007. These confidential assessments and associated remediation activities support participating agencies’ pursuit of enhanced security postures.
The following key project milestone to enhance network security operations is under development:
- Interagency feasibility study and recommendations on access technology to Legislature – Dec‑06
Upcoming key milestones include:
- Information security training program deployment – Feb‑07
- Secure Web portal launch – Feb‑07
- NSOC guidelines and standard operating procedures – Jun‑07
- Buildout to accommodate NSOC complete – Oct‑07
- Incident-handling certification for computer security incident response team – Dec‑07
3 – NETWORK
Objective: Leverage Shared Network Operations and Resources
STRATEGY 3.1
Upgrade and Optimize the Shared Network Infrastructure
Background
Upgrading and optimizing services provided by the statewide network infrastructure will streamline operations, integrate common functions, and more effectively share network resources. DIR will work to upgrade the state’s existing communications infrastructure to incorporate modern, proven technologies, such as Multiprotocol Label Switching (MPLS), to support convergence of voice, data, and video across the state enterprise.
The new statewide network infrastructure will afford additional features and functionality including:
- Network traffic prioritization through “quality of service”classifications
- Increased scalability
- Enhanced network security through Internet Protocol Virtual Private Networks
- Improved bandwidth utilization
Benefits
- Enhances capability to support and expand service offerings
- Provides an opportunity for cost savings statewide
- Allows for convergence of voice and data networks
- Facilitates implementation of VoIP technology
- Enhances network survivability and reliability
Shared Commitments/Responsibilities
DIR
- Expand the current 2‑1‑1 platform to deliver a shared, secure, statewide IP infrastructure available to all state agencies
- Implement VoIP services within the Capitol Complex
- Expand and upgrade the high-speed, fiber-optic Austin metropolitan area network
- Leverage the Lonestar Education and Research Network for business continuity and data traffic transport
Agency
- Review and consider network premise equipment upgrades in order to leverage MPLS and converged network service capabilities
- Assess opportunities to leverage the statewide network infrastructure or services before procuring additional communications network resources
- Inform DIR of communications service needs so DIR can comprehensively plan to provision the required services
Shared Results
DIR has implemented an enterprise IP communications network that enhances converged services for voice, video, and data. The enhanced
services included the upgrade of the legacy WAN with MPLS. DIR is collaborating with HHSC to migrate their legacy WAN to the MPLS network, which provides a more scalable IP services platform with additional security that can be effectively utilized by state agencies.
In addition, HHSC transferred the 2-1-1 telecommunications infrastructure to DIR, providing the catalyst for DIR’s fully deployed IP communications network that can be leveraged by other state agencies. The pilot VoIP-to-desktop implementation within DIR has established a platform that can be expanded across the Capitol Complex Telephone System.
The strategy to upgrade and optimize the shared network infrastructure has accomplished the following key project milestones:
2-1-1 telecommunication network scaled into IP communications network – Jan‑06
SONET bandwidth and capacity expansion (up to OC192) – Mar‑06
VoIP pilot completion at DIR – Apr‑06
Statewide IP infrastructure (IP services gateway) implementation – Sep‑06
Upcoming key milestones include:
- Legacy WAN consolidation into the statewide IP infrastructure – FY‑07
- VoIP service offering established for Capitol Complex customers – FY‑07
- Statewide IP infrastructure connectivity established; Lonestar Education and Research Network transport for eligible communications utilized, as appropriate – FY‑07
STRATEGY 3.2
Gain New Business Value from Advanced Network Services
Background
The upgrade and optimization of the statewide network infrastructure and resources will allow state and local government agencies to
select from an expanded suite of high performance, cost-effective communications service solutions. These solutions will provide opportunities for interagency collaboration and will support agency efforts to achieve enhanced business value by providing:
- Cost savings by taking advantage of new shared network services
- Improved efficiencies through advanced network services
- Increased productivity from the use of advanced network services and applications
Two examples of the advanced network service solutions designed to add business value are VoIP and interactive voice response (IVR)
services.
Benefits
- Promotes use of advanced communications services
- Provides citizens additional avenues to interact with Texas government
- Realizes cost savings
- Increases agency efficiencies using advanced network services
- Increases agency and staff productivity by providing effective networking and communications solutions
- Facilitates interagency and intergovernmental collaboration through the Texas Collaboration Forum
Shared Commitments/Responsibilities
DIR
- Extend advanced services, such as VoIP and IVR, to support government agencies across the state
- Develop a set of best practices, with assistance from the VoIP workgroup, to inform and assist agencies that are considering a migration to VoIP
- Participate in the Texas Collaboration Forum to facilitate and promote interagency and intergovernmental collaborative efforts
Agency
- Consider shared network services and solutions available statewide before independently procuring additional network infrastructure or services
- Review and follow, where applicable, best practices as defined by the VoIP workgroup
- Review options available through the Texas Collaboration Forum for projects that have a high degree of complexity or that could benefit other entities
Shared Results
VoIP Best Practices were developed with a multi-agency work group offering guidance to agencies interested in implementing VoIP. DIR has worked with the Texas Commission on State Emergency Communications to assist one of the agency’s programs, the Texas Poison Control Network, in migrating from its disparate voice, data, and video networks to a consolidated, converged solution.
The strategy to gain new business value from advanced network services has accomplished the following key project milestones:
Advanced communications services offered through DIR’s IP communication network – Sep‑05
VoIP Best Practices draft posted for review – Sep‑06
Upcoming key milestones include:
- Competitive procurement to expand suite of managed communications service providers and solutions for customers – FY-07
- Texas Collaboration Forum established – FY-07
4 – SHARED SERVICES
Objective: Solve Common Business Problems through Shared Applications
STRATEGY 4.1
Offer Additional Electronic Government Services to the state’s Citizens
Background
Bringing government services online not only improves access to services for Texans, but also helps to streamline and improve agency
business processes. While the most visible example of electronic government services is seen on the state portal, TexasOnline.com, virtually all government entities provide information or deliver services online. These citizen-facing services allow Texans to transact business with the state from any location at their convenience.
Benefits
- Increases opportunities for citizens to obtain state and local government information and services electronically
- Streamlines and reduces agencies’ cost of interactions with other agencies and the public
- Provides cost savings and improved customer service by automating business processes and customer calls, reducing customer transaction and hold time, and improving transaction accuracy
Shared Commitments/Responsibilities
DIR
- Implement a user authentication system to allow an application to be accepted online and serve as an electronic replacement for a signature or notary signature
- Support current and projected TexasOnline.com initiatives, including Common Occupational Licensing System–Bulk Processing, Motor Vehicle Inspection, and Vital Records
- Initiate electronic government services for Texans, including:
- Implement Phase III of the initiative by the Governor’s Office to deliver integrated services to business customers
- Establish capability to post or search grant opportunities online
- Provide assistance to Texas Education Agency in delivery of an education portal
- Implement IVR technology to provide an alternative access to TexasOnline.com applications
Agency
- Create interfaces with TexasOnline.com to make use of user authentication system, as appropriate
- Work with DIR to determine integration requirements with portals for business customers
- Participate in DIR’s electronic grants initiative (grant-providing agencies) and provide requirements for an electronic grants search system
- Inventory service delivery applications and supporting processes to assess the feasibility of delivery through the state’s portal
Shared Results
DIR collaborates with state agency and public sector partners to extend government services to Texans over a secure Internet
infrastructure through TexasOnline.com. Several new programs were added to TexasOnline.com in fiscal 2006, including access to vital records and a business portal that simplifies the process of starting a business in Texas into four easy steps. Additionally, an emergency preparedness portal debuted in time for the 2006 hurricane season. This portal is designed to assist Texans in preparing for natural disasters and provides information such as weather updates, accessing government resources, and evacuation routes.
The strategy to offer additional electronic government services to the state’s citizens has accomplished the following key project milestones:
User authentication system implementation – Jun‑05
Vital records implementation – Dec‑05
Emergency preparedness portal implementation – May‑06
Upcoming key milestones include:
- Implementation of consolidated application that delivers integrated services to business customers – Dec‑06
- TexasOnline.com Automated Vehicle Inspection System implementation – Jan-07
- TexasOnline.com grant searches implementation – Mar‑07
- Alternative access to TexasOnline.com through IVR technology (first group of agencies) – Dec‑07
STRATEGY 4.2
Offer Shared Applications when Common Needs Exist
Background
By considering opportunities to share common administrative or support functions and applications (for example, sharing common functions supported by an enterprise messaging and collaboration system) the state stands to gain from economies of scale, standardization of practices, and improvements to service delivery. Factors, such as cost savings, service improvement opportunities, and the appropriate alignment of agency-specific applications with business, are key elements to consider within the business cases for these potential initiatives. The reviews of future shared applications are further described in Strategy 7.3.
Benefits
- Creates opportunities to improve performance, realize operational efficiencies, and lower costs
- Delivers business process standardization and minimizes cost of ongoing agency-specific customization
- Provides enhanced functionality and helps agencies focus on their core missions
Shared Commitments/Responsibilities
DIR
- Implement enterprise messaging and collaboration services through a subscription-based, fee-for-service to state agencies that participate in the initial offering
- Expand enterprise messaging and collaboration services to other eligible entities
Agency
- Review and compare services provided through the enterprise messaging and collaboration system to existing and future acquisitions of similar technologies
- Review opportunities to develop common applications for individual business units
Shared Results
To leverage economies of scale and enhance existing e-mail functionality, DIR, with support from the Health and Human Services Commission and several other agencies, issued a Request for Offer in fiscal 2005 for enterprise messaging and collaboration services. A contract for services was executed in March 2006 that provides Texas state agencies and other publicly-funded organizations with high-quality managed messaging (e-mail) and collaboration services. In addition to defined service levels, high availability, state-of-the-art security, and low total cost of ownership, the solution includes a range of options to meet the varying needs of customers. All services are offered at a fixed and predictable rate on a per-mailbox-per-month basis.
The strategy to offer shared applications when common needs exist has accomplished the following key project milestones:
Enterprise messaging and collaboration services contract execution – Mar‑06
Vendor due diligence validation completion – Aug‑06
Upcoming key milestones include:
- Hosted messaging and collaboration solution (infrastructure) implementation – Nov‑06
- Staged implementation initiation – Dec‑06
5 – PROCUREMENT
Objective: Maximize Buying Power On Commodity Technologies And Services
STRATEGY 5.1
Build a Scalable Commodity Procurement Infrastructure
Background
DIR managed a substantial volume of technology sales—$667 million last fiscal year. In the future, this volume will increase
significantly based on required state agency usage of Technology Cooperative Contracts and the increased voluntary usage of Technology Cooperative Contracts by other DIR customers (TGC § 2157.068). To accommodate these growing demands while continuing to improve performance for a larger base of technology commodity goods and services, DIR will implement measures to enhance and expand the state’s cooperative contracts program.
As part of this effort, DIR will continue to work with agencies to collect the information needed to analyze and establish contracting
priorities, develop negotiation strategies, and document outcomes. Additionally, DIR will deliver a suite of service and reporting tools that will enhance the customer experience and provide information needed to effectively manage the contracting process.
Benefits
- Improves access and provides better information on which to base contracting priorities, strengthens the state’s negotiating position, and increases understanding of customer requirements
- Improves customer service through collaboration and facilitates information reporting
- Provides an opportunity for DIR and TBPC to partner on a variety of procurement-related initiatives
Shared Commitments/Responsibilities
DIR
- Develop and implement the agency-provided planned procurement schedule required by TGC § 2054.1015, and use that
information to determine contracting priorities and to support aggressive vendor negotiations
- Analyze the exemptions requested by state agencies and use that information to drive new contracting opportunities that will bring more value to state agencies
- Implement robust contract and customer management systems within DIR to provide an integrated supply chain management solution, from demand analysis and procurement to customer support and service delivery through effective outreach activities
- Document and report savings and cost reductions and distribute broadly
- Develop a Web-based, customer-facing solution that improves the procurement experience for customers and integrates into a variety of financial systems
- Emphasize opportunities to collaborate with customers to continuously improve the cooperative contracts program
- Promote transparency of the public contracting program by publishing an administrative fee rate schedule for all DIR contracts and an annual report on the state of the cooperative contracts program
- Routinely solicit feedback from cooperative contracts customers to identify improvement opportunities
Agency
- Provide accurate and detailed information in their planned procurement schedules
- Participate in workgroups and focus groups for program development
- Provide routine customer satisfaction feedback on the cooperative contracts program
Shared Results
Since the enactment of TGC § 2157, DIR, together with the state agency customers, has made significant progress towards building a stronger Technology Cooperative Contracts program that will meet customer needs while realizing cost savings. In fiscal 2006, DIR and other state agencies conducted four interagency work groups resulting in clear program guidelines and restructuring of the Technology
Staffing Services Program.
The strategy to build a scalable commodity procurement infrastructure has accomplished the following key project milestone:
Planned procurement schedules published for agencies’ use – Feb‑06
Upcoming key milestones include:
- Implement sourcing solutions and techniques based on business analytics and competitive market intelligence – Jan‑07
- Contract and customer management systems implementation within DIR – Oct‑07
- Web-based procurement solution (an integrated purchasing portal) deployment – Dec‑07
- Presentation of annual review of Technology Cooperative Contracts program – ongoing (first quarter each fiscal year)
- Customer feedback on improvement opportunities – ongoing
- Conduct interagency workgroups to obtain feedback on major Technology Cooperative Contract initiatives – ongoing
STRATEGY 5.2
Deliver the Full Potential of the TECHNOLOGY Cooperative Contracts Program
Background
Over the course of the next biennium, DIR will be examining a variety of technology sourcing strategies and contracting opportunities to deliver on the full potential of DIR’s Technology Cooperative Contracts program. This value potential must balance cost, quality, and benefit. This effort will focus on legislative requirements, such as standard configurations and aggregated purchases, as well as innovative sourcing strategies like reverse auctions, indefinite demand/indefinite quantity strategy, and other contract vehicles that provide rebates and other incentives.
Benefits
- Delivers significant savings, provides new ideas, enables standardization, and improves service levels
- Streamlines procurement practices and improves efficiency of agency processes
- Reduces length of procurement cycle
- Improves value to customers and vendors
Shared Commitments/Responsibilities
DIR
- Provide a series of technology sourcing options and contracting opportunities to vendors that stimulate competition and provide good value to customers
- Work with customers and the vendor community to reengineer technology staffing services and seat management services available through DIR cooperative contracts
- Establish new procurement and contracting strategies for specific technology services and products that fill gaps in current contracts
- Implement a dedicated historically underutilized business contracting program that works in a variety of venues to provide access to contracting opportunities and maximize participation while stimulating competition
Agency
- Provide subject area expertise through workgroup and focus group participation to develop standard configurations and refine seat management and technology staffing offerings
- Participate in the development and usage of innovative sourcing procurements, such as aggregated purchasing and reverse auctions
- Provide feedback to DIR on technology sourcing and contracting activities
Shared Results
DIR, together with its state agency customers, has made significant progress towards implementing various sourcing strategies,
contracting opportunities and vendor outreach initiatives to promote the full potential of the Technology Cooperative Contracts program. Customer and vendor participation has resulted in new and reengineered offerings that deliver value to the state.
The strategy to deliver the full potential of the Technology Cooperative Contracts program has accomplished the following key project milestones:
Dedicated HUB Coordinator – Jan‑06
Collaboration agreement with Texas Association of HUBs – Jan‑06
Reengineered Staffing Services program – Aug‑06
Standard configurations for specific commodity products – Sep‑06
Upcoming key milestones include:
- Reengineered Seat Management program – Feb‑07
6 – PROJECT DELIVERY
Objective: Ensure Maximum Results from State Projects
STRATEGY 6.1
Implement the Texas Project Delivery Framework
Background
Providing proper problem definition, clear requirements, and discrete and measurable outcomes will strengthen results and enhance the value of business automation projects in the eyes of state leadership. The Texas Project Delivery Framework provides the guidance and tools to achieve positive outcomes based on desired business needs.
Benefits
- Establishes clear agency head accountability for justification, execution, and outcomes of business automation projects
- Enables consistent project review and evaluation at a statewide level based on benefits realization measurements and lessons learned
- Promotes technology as a conduit to transform business processes to deliver services
Shared Commitments/Responsibilities
DIR
- Develop a common and consistent approach to ensure that the planning and delivery of agency projects are aligned with defined business objectives and outcomes
- Develop Framework tools, templates, and guidelines that support project delivery and are aligned with streamlining efforts described in Objective 8.
- Develop and deliver Framework educational events and briefings to state agencies with a strong emphasis on training for agency executive management and project managers
Agency
- Review and provide guidance on new requirements to utilize the Framework for project delivery
- Follow Framework project delivery requirements based on a philosophy of ongoing process improvement
- Align overall agency governance and project management practices with the Framework for all projects
- Participate in Framework educational events and briefings
Shared Results
Required use of the Texas Project Delivery Framework by state agencies and institutions of higher learning became effective in September 2005. Development and deployment of the Framework involved active participation of agencies through numerous focus groups and briefings. Agencies were provided an opportunity to give feedback prior to publishing Framework guidance and tools.
As of October 2006, DIR published the initial full release of the Framework, having accomplished the following key project milestones:
Statewide Impact Analysis, initial baseline – May‑06 (final deliverable subject to Reuse policy completion, 2007)
Project Implementation Review Gate deliverables – May‑06
Framework educational events and training – May‑06 (ongoing)
Benefits Realization Review Gate deliverables – Oct‑06
STRATEGY 6.2
Support and Share Systems Development Best Practices
Background
State information and communications technology managers and professionals have identified a need to promote the use of best practices
through a consistent toolset that supports a Software Development Life Cycle (SDLC) methodology. An effective development methodology is required to deliver applications as designed, on time, and within budget.
Benefits
- Promotes the use of best practices through a consistent toolset that supports industry development life cycle models
- Provides efficiency through the ability to select and tailor a software development life cycle model based on business need, project requirements, and technology requirements
- Improves the ability to deliver projects that meet agency business expectations within schedule and budget requirements
Shared Commitments/Responsibilities
DIR
- Coordinate with agencies to develop SDLC models, tools, and guidance to help agencies develop quality automated systems and business applications
- Examine and adopt appropriate SDLC models to supplement the use of the Framework
- Provide guidelines for evaluation and selection of a development life cycle model based on business need, project requirements, and technology requirements
- Review training opportunities for state agencies needing to acquire expertise in using such methodologies
- Develop recommendations for securing vendor assistance with requirements analysis and validation and verification practices
Agency
- Coordinate with DIR to evaluate and adopt life cycle models, tools, and guidelines to help agencies develop quality systems and applications and deliver specified business outcomes
- Review and comment on proposed life cycle models, tools, and guidelines
- Tailor use of SDLC models, tools, and guidelines based on business need, project requirements, and technology requirements
- Consider using training opportunities offered by DIR
- Consider obtaining vendor assistance when planning resource requirements for validation and verification functions of complex projects
Shared Results
Systems development best practices were developed and published as part of the Texas Project Delivery Framework. A Systems Development
Workgroup, comprised of agency representatives, developed and deployed the systems development best practices in collaboration with DIR. Non-participating agencies were provided an opportunity to give feedback prior to publishing. The systems development practices were deployed in June 2006.
The strategy to support and share systems development best practices has accomplished the following key project milestone:
Systems development best practices – Jun‑06
Upcoming key milestones include:
- Tailoring guidelines – Q2-FY07
- Systems development educational events – Q4-FY07
- Validation and verification practices recommendations – Q4-FY07
7 – ARCHITECTURE
Objective: Encourage Business and Technology Architectures that Drive Improved Planning and Coordination
STRATEGY 7.1
Support the Development of Agency Architectures
Background
Rather than developing a single enterprise architecture to coordinate all state business functions, DIR will lead a statewide effort to support the development of agency architectures. DIR will seek to align these architectures in areas of common interest, such as the sharing and exchange of data and information. This strategy will provide predictability for agencies in developing their own architectures and improve the interoperability and maintainability of state applications.
Benefits
- Provides a predictable process for setting and enforcing technology standards
- Reduces the number of supported technologies and improves interoperability and maintainability
- Establishes timelines for migration to emerging technologies or for abandoning obsolete technologies
Shared Commitments/Responsibilities
DIR
- Develop and document a policy regarding agency architecture development
- Provide training and assistance to agencies in initiating development of agency architectures
- Review existing policies, procedures, and rules, as well as existing agency architectures, for consistency and improvement
- Ensure that explicit and derived standards are defined, unambiguous, and practical
Agency
- Implement agency architectures
- Seek to align agency architectures with state and federal standards
Shared Results
Standards and guidelines for the development of both business architecture and technical architecture (including information
architecture) are being developed in collaboration with agencies representing different sizes and levels of complexity. Ongoing educational events and other forms of assistance and support of agency architecture development and reuse are being provided each quarter, in collaboration with the information resources manager (IRM) education program and other venues.
The strategy to support and share systems development best practices has accomplished the following key project milestones:
Training and agency-assistance in developing Business Architecture – ongoing
Initial statewide technology best practices and guidelines for software acquisition that promote interoperability, security and collaboration as specified in Enterprise Architecture/Business Technology Governance RFO – May-06
Upcoming key milestones include:
- IRSP response evaluation and strategy development to accommodate agency interest and need in the areas of Enterprise Architecture and Service Oriented Architecture – Q1-FY07
- Initial baseline standards and guidelines for Business Architecture published – Q3-FY07
STRATEGY 7.2
Incorporate Technology Reuse into Agency Architectures
Background
By designing and implementing taxpayer-funded projects so that key assets or processes can be leveraged in future initiatives, Texas can reduce costs and delivery time. Incorporating a culture of reuse into agency architectures, coordinated as appropriate from a statewide level, sets the stage for reduced cost and rapid deployment of new projects in the future.
In support of the “build once, use often”philosophy, DIR will establish and define a program to actively support widespread technology reuse across state government. The proposed initiative will outline specific strategies, methods, and techniques for reuse practices at the statewide and agency level.
Benefits
- Improves agencies’ ability to achieve cost savings, higher-quality end-product or service, reduced implementation cycle time, and improved long-term productivity
Shared Commitments/Responsibilities
DIR
- Develop a model technology reuse policy statement, a set of guiding principles, and guidelines for use by agencies
- Publish findings related to implementing a technology reuse program that achieves widespread adoption by state agencies
- Establish an interagency workgroup to assist in development of the reuse efforts
- Promote, through administrative rule, guidelines for the effective reuse of technology
- Issue guidance to agencies on preparation of statewide impact analysis reports required by TGC § 2054.303
- Review alternatives to leverage a statewide repository of specific strategies, methods, and techniques for more effective technology reuse statewide
- Develop and deliver technology reuse program educational events and briefings for state agencies
Agency
- Begin to identify opportunities for technology reuse
- Participate in interagency workgroup
- Participate in technology reuse program educational events and briefings
Shared Results
The strategy to incorporate technology reuse into agency architectures was initiated through a preliminary interagency workgroup,
established in 2006 to provide feedback on the IRSP instructions. Through this and other data gathering efforts, DIR will develop and implement a statewide approach that promotes the alignment of business and technology and provides opportunities for reuse, collaboration, and interoperability. Additionally, the DIR Enterprise Architecture/Service Oriented Architecture program participates in, and will provide resources to, the IT Subcommittee of the State Agency Coordinating Committee, which is addressing reuse for application development.
This strategy to incorporate technology reuse into agency architectures has accomplished the following key project milestones:
Establishment of an interagency workgroup (preliminary) to consider and propose guidelines for reuse, expressed through business, technical, and information architecture standards – Mar‑06
Requirements for Statewide Impact Analysis, initial baseline – May‑06
Training and assistance in support of agency architecture development and reuse – ongoing, provided in collaboration with the IRM education program and other venues
Upcoming key milestones include:
- Expansion of the interagency workgroup – Jan‑07
- Reuse policy, principles, and guidelines for business, technology and information architectures – Q2‑FY07
- Development of statewide standards for service taxonomy, specifically for encouraging shared services among agencies through Service Oriented Architecture implementations – Q2-FY07
- DIR Web presence for Enterprise Architecture / Service Oriented Architecture standards and guidelines, as well as published resources regarding currently available services and components – Q3-FY07
- Initial inventory of existing, reusable services and components (both reusable business processes and system components) – Q4-FY07 (inventory initiated through the 2006 IRSP and Statewide Impact Analysis, evaluation in progress)
STRATEGY 7.3
Align Common Aspects of Agency Architectures
Background
Through a better understanding of how agencies are planning to deploy technology, the state will be able to proactively identify areas
where a business process could be improved with an interagency initiative. If a business process can be aligned by establishing interoperability standards or common processes, coordination initiatives should be identified and established.
Benefits
- Improves alignment of agency activities
- Extends the use of existing data for single agency applications to support the needs of the enterprise
- Provides meaningful analysis of options to improve the value of the state’s technology investment
Shared Commitments/Responsibilities
DIR
- Work with agencies to identify and review business processes that are common across multiple agencies
- Work with Texas Geographic Information Council to develop an enterprise strategy to cost-effectively deliver geospatial technology, such as geographic information systems (GIS) resources and information to state employees and citizens
- Support the efforts of interagency advisory groups managing collaboration initiatives for specific business areas, such as GIS, homeland security, criminal justice, and human services
- Work with advisory councils to identify best practices from other entities that will expedite the development of data models
- Publish standards and specifications for data model development that are recommended by advisory councils
- When appropriate, develop a business case that considers alternatives and recommends actions related to future shared services that will deliver cost savings and value to agencies
Agency
- Participate in existing and future advisory groups
- Incorporate interoperability standards when adopted
- Assist with the development of business cases and consideration of alternatives
Shared Results
DIR has begun to identify and document agency business processes via its collaboration with a cross-section of a volunteer agencies,
representing different sizes and levels of complexity. Based on the results of this effort, DIR will evaluate the expansion of this program.
The strategy to align common aspects of agency architectures has accomplished the following key project milestone:
Inventory of state agency geospatial data and Web services – Aug-06
Upcoming key milestones include:
- Initial establishment of taxonomies and lexicons that promote interagency collaboration and communication – Q3-FY07 (note: development of a core taxonomy is in progress through the Streamlined Reporting strategy)
- Identification of opportunities for interagency application development projects, supporting or coordinating non-redundant requirements-gathering efforts, and facilitating interagency risk management and “conflict-of-need”resolution – ongoing (DIR received initial information to evaluate opportunities through 2006 IRSPs)
- Enterprise and shared data model development standards, best practices, and guidelines – Q3-FY07
- Examination of agency initiatives which may support collaborations or opportunities for shared or statewide development of standards and/or systems, using focus groups relevant to each potential initiative – ongoing
- Establishment of an interagency workgroup to identify opportunities and to consider the return on investment and other (technical/architectural) value impacts of the proposed initiatives – Q3-FY07
- Enterprise strategy for the cost-effective delivery of geospatial technology – Q4-FY08
8 – STATE REVIEWS
Objective: Enhance the Value of State Reviews
STRATEGY 8.1
Streamline Technology and Information Reporting
Background
Tracking the outcomes from agency and statewide technology investments is a critical government responsibility. Agency reporting should
provide insight into the state portfolio of technology assets, including projects, applications, and other resources. To achieve this, the current process of collecting technology asset and planning information from agencies will be reexamined to ensure consistency and a unified view of the state’s technology investment. A unified perspective places more useful information in the hands of agency chief information officers, executive directors, oversight entities, and state leadership.
Benefits
- Supports effective statewide technology planning and decision making
- Eliminates or minimizes redundant reporting requirements to help agencies better coordinate the input, access, and reporting of technology-related information
- Simplifies the state’s technology reporting processes
- Establishes uniform definitions for technology expenditures, assets, and projects
- Enhances electronic data sharing capabilities
Shared Commitments/Responsibilities
DIR
- Coordinate with other agencies with oversight responsibilities to analyze and recommend methods to more effectively coordinate planning, budgeting, and reporting of technology expenditures, assets, and projects
- Develop and submit a report to the Texas Legislature that recommends strategies to streamline technology reporting requirements related to planning, budgeting, and procurement (Dec-05)
- Develop an enterprise model to synchronize statewide data collection
- Develop a new DIR data collection and reporting system to replace the Statewide Information Technology Asset Reporting application, which includes Texas Project Delivery Framework reporting and submission of agency IRSPs and is synchronized with information
systems and processes at oversight agencies
Agency
- Participate in identifying reporting redundancies and opportunities for consolidating agency reports to reduce their reporting burden
- Participate in defining requirements and other project activities that support the development of a new DIR data collection and reporting system
Shared Results
Section 3.03 of House Bill 1516 (79th Tex. Leg., R.S.) directed DIR, in coordination with the LBB, TBPC, and CPA, to develop strategies to improve technology management, including more effective strategic planning, budgeting, and reporting of technology expenditures, assets, and projects. DIR reported to the 79th Legislature on the major findings that could lead to improvements in a December 2005 publication titled Statewide Technology Management: Opportunities for Improvement. A key action specified in this report was to include any legislative recommendations for streamlining technology management and reporting in the 2006 Biennial Performance Report.
One of the findings in the above report is to manage technology data in a way that serves both the oversight needs of the state and
the technology planning and implementation requirements of each agency through a unified view of the state’s technology investment. This includes expanding the capacity of the state’s automated information systems to share information in support of the principle of “collect once, use often.”The report also calls for DIR to develop a comprehensive data collection and reporting tool. This
tool will be developed and implemented as part of DIR’s Technology Reporting, Alignment, and Collaboration (TRAC) Portal project, which encompasses business intelligence/analytics and data warehousing capabilities for statewide technology life cycle data.
The strategy to streamline technology and information reporting has accomplished the following key project milestones:
Statewide Technology Management report with three major findings submitted to 79th Legislature – Dec‑05
Replacement of the State Information Technology Assessment Report with a hosted Web survey system to collect data required by agencies for the IRSP and other planning and reporting information – May‑06
Legislative recommendation included in the BPR to consolidate technology planning and reporting into the State Strategic Plan and BPR, eliminating stand-alone plans and performance reports related to telecommunications, security, and TexasOnline.com – Nov-06
Upcoming key milestones include:
- Development of recommendations for streamlined reports, sequence and timing – Q1-FY07
- TRAC Portal Project Plan – Q2-FY07
- Development of taxonomies and lexicons for key technology categories, such as “project” and “asset” – Q3-FY07
- Development of data collection guidelines and effective data exchange methods – Q3-FY07
STRATEGY 8.2
Align and Improve Review Processes
Background
DIR will coordinate with oversight agencies to develop opportunities to align and improve overall review processes for contracts,
projects, commodity procurements, and reporting of technology assets, budgets, and expenditures. DIR will work with members of the Quality Assurance Team (QAT), Contract Advisory Team (CAT), and other stakeholders to identify opportunities to align specific review processes toward common statewide technology management functions; including strategic planning, spend management, project monitoring, commodity procurement, and shared services management. Options that will be examined in this effort include improvements to review processes within
these stakeholder teams or alignment of existing processes to keep decision makers informed about the progress and health of key state projects and initiatives.
Benefits
- Provides more consistent and predictable oversight practices
- Provides more coordinated management of technology projects, contracts, and assets across the enterprise
Shared Commitments/Responsibilities
DIR
- Convene an alignment committee to examine current technology review guidelines, responsibilities, and processes, and propose methods to align and improve them
- Align internal quality assurance procedures and guidelines with the Texas Project Delivery Framework
- Align Texas Project Delivery Framework deliverables, QAT guidelines, and CAT review of agency projects with statewide technology management functions
- Provide legislative recommendations on any statutory changes needed to fully align review processes (2006 BPR)
Agency
- Provide input to the alignment committee to develop effective oversight guidelines, responsibilities, and processes
Shared Results
A key outcome from the Statewide Technology Management: Opportunities for Improvement report was the convening of the Technology Information Alignment Committee to begin implementing the strategies and actions called for in the report. The alignment committee consists of agencies with oversight responsibilities and other selected agencies or groups that perform or support statewide technology functions.
The alignment committee is beginning to evaluate options for streamlining oversight agency reporting, developing a more “apples-to-apples” statewide taxonomy, and improving meaningful technology data life cycle reporting capabilities. The committee is in the process of reviewing data analysis of oversight agency taxonomies (data elements, data definitions and the relationships between them); analyzing the major drivers and schedules for oversight agency data collection; reviewing high-level business requirements for data warehouse and business intelligence capabilities to better analyze and report on technology data across the life cycle; and proposing recommendations for taxonomy, report content/scheduling and technology data life cycle analysis and reporting.
The strategy to align and improve review processes has accomplished the following key project milestones:
The Technology Information Alignment Committee convened and workgroups established to develop strategies for standardizing technology information data models, coordinating data collection systems, and streamlining reporting processes – Mar‑06
Contract management guide and CAT review reconciliation with Framework – Mar‑06 with ongoing support to incorporate revisions in the guide and Framework, as appropriate
Legislative recommendation in the BPR to consolidate strategic planning in the agency strategic plan and reduce agency reporting burdens during even-numbered years prior to legislative sessions – Nov‑06
Legislative recommendation in the BPR to integrate quality assurance and project management requirements in statute to ensure effective project management practices at the statewide and agency levels – Nov‑06
Upcoming key milestones include:
- Quality assurance guidelines reconciliation with Framework – Dec‑06
- Statewide oversight policy reconciliation with Framework – Dec‑06 with ongoing support to QAT and CAT
- Business automation solution development for statewide project delivery requirements – Q4-FY07
9 – DATA MANAGEMENT + ACCESS
Objective: Increase the Value of Electronic Data and Information
STRATEGY 9.1
Manage Electronic Data and Information Systematically and Efficiently
Background
Data, information, and records management permeate all agency business processes and intersect with all lines of business. Because so
much information exists in multiple devices, in many versions, and in many different applications, locating and retrieving required information is difficult and expensive. According to recent studies by several research groups, employees spend from 15 to 35 percent of their time looking for specific information, but successfully find it only half the time. Besides wasted staff time, the uncontrolled growth of data and information increases storage and maintenance costs and reduces system performance.
Benefits
- Achieves greater business efficiencies and productivity
- Meets legislative and regulatory compliance requirements
- Reduces costs associated with the infrastructure, administration, and management of data and
electronic records
- Preserves documents crucial to government accountability and state history
Shared Commitments/Responsibilities
DIR
- Collaborate with the Texas State Library and Archives Commission (TSLAC) and others to develop policies, procedures, guidelines, or best practices for selected data and electronic records management issues
- Work with other government entities to identify opportunities for improving data management
- Coordinate with TSLAC to study and develop a statewide strategy for preserving digital information of historical value
Agency
- Participate in data and information management workgroups
- Use guidelines for improving data and electronic records management developed through statewide workgroups to create internal data and information management practices
- Comply with TSLAC’s administrative rules, “Electronic Records Standards and Procedures”
- Attend data and information management educational events
- Develop and implement procedures and technologies to preserve historical records
Shared Results
DIR has collaborated with TSLAC and others to develop policies, procedures, guidelines, or best practices for selected data and
electronic records management issues.
The strategy to manage electronic data and information systematically and efficiently has accomplished the following key project
milestones:
Completion of Library of Congress National Digital Information Infrastructure and Preservation Program Survey (in conjunction with TSLAC) – Feb‑06
Publication of Data and Electronic Records Management Reference Guides – Apr‑06
An upcoming key milestone includes:
- IRSP response evaluation regarding data management interest and needs among agencies, with ongoing collaboration and exploration of possible shared initiatives to promote statewide guidelines for data management – Q2-FY07
STRATEGY 9.2
Expand Government Web Site Usability
Background
Government information and services should be usable by all of the state’s citizens who need or want them. In the past, agencies met citizen needs by distributing printed publications about available programs and services. Citizens interacted with agencies by face-to-face meetings, through telephone calls, or by written correspondence. Government information now is increasingly distributed through electronic means over the Internet. Citizens can access information and services at their own convenience if they have the
means and ability to find it.
Benefits
- Enables all users of state services to access the data and information they need quickly and inexpensively
- Promotes an informed citizenry
- Facilitates access for Texans who are disabled
- Facilitates access for Texans whose primary language is Spanish
Shared Commitments/Responsibilities
DIR
- Promote, through administrative rule, the need for agencies to provide accessible electronic and information resources for use by state employees with disabilities
- Revise the administrative rule on Web accessibility to align requirements with national standards and provide for the translation of English content into Spanish
- Assess the need for additional training for state agencies in accessible Web site design and testing
- Perform annual assessment of state agency Web sites and report on agency compliance with accessibility standards required by TGC § 2054.454 (2006 BPR)
- Make a reasonable effort to ensure that state employees with disabilities have the same level of access to information resources as those without disabilities
- Make a reasonable effort to ensure that Spanish speakers with limited English proficiency can access the agency’s online information and services
Agency
- Make a reasonable effort to ensure that persons with disabilities have access to the agency’s online information and services
- Attend DIR training on new technology access requirements
- Participate in DIR’s annual assessment of state Web site compliance with accessibility standards required by TGC § 2054.454
- Make print publications that are available through free subscriptions available online, and notify subscribers of their online availability
- Make any forms used by the public available on the agency Web site
Shared Results
The 79th Legislature amended Chapter 2054 of Texas Government Code by adding Section 2054.456–457 (Access to Electronic and
Information Resources by Individuals with Disabilities). In updating administrative rule and guidelines to implement the provisions of this statute, DIR collaborated with disability advocates, state agencies and institutions of higher education. A primary outcome of this effort was the revision of the Web accessibility and usability section of DIR’s State Web Site Guidelines. These guidelines support the State Web Site rule, 1 TAC 206, which provides references and assistance to agency staff involved in producing and maintaining state Web sites.
DIR is developing an online survey for state agencies to ensure they are complying with federal “Section 508”requirements
(Rehabilitation Act of 1973, 29 U.S.C. § 794(d)). Section 508 requirements include text alternatives for non-text content, checking for accessibility, accessible navigation, image maps, audio and multimedia, accessible forms, accessible tables, scripts and applets, and using style sheets. As a requirement of the 2006 IRSP, DIR surveyed agencies for general compliance with state Web accessibility
standards. A summary of the information reported is provided in Appendix B.
As previously highlighted in this report, the state portal, TexasOnline.com, was commended in the 2006 national survey conducted by the Taubman Center for Public Policy of Brown University for its translation of nearly every Web page into Spanish. DIR will continue to collaborate with other agencies to maintain this high standard for translation of government Web pages into Spanish.
The strategy to expand government Web site usability has accomplished the following key project milestones:
Accessibility training at monthly PESO working group meetings – ongoing
Accessibility guidelines revision on DIR Web site – Feb‑06
Adoption of administrative rule on state employee accessibility (1 TAC 213, Electronic and Information Resources for State Agencies)
– Apr‑06
Adoption of administrative rule on the usability of Web sites by persons with limited English proficiency (1 TAC 206, State Web Sites) – Apr‑06
Key milestones under development or upcoming include:
- Final implementation of statutory requirements for accessibility, including rules and policies for procurement, public
reporting of compliance issues, and training and support – Q3-FY07
- Online survey for agency Web site accessibility and compliance with TGC § 2054.454, including agency interest and need in specific training or other resources in support of accessibility initiatives – Q3-FY07
STRATEGY 9.3
Protect the Privacy of Personal Information in State Custody
Background
State and local governments must collect, use, and maintain information obtained from individuals in order to provide services. The bulk of this data is captured and stored in electronic form, making it easy to compile, analyze, and share. The very characteristics that make electronic information a valuable commodity also make it vulnerable to misuse, improper disclosure, and identity theft. In 2004, more than 9.3 million Americans were victims of identity theft, resulting in $52 billion in fraud-related activities.
Benefits
- Encourages greater use of online services by the public
- Improves the balance between open government and private personal information
- Protects privacy of government consumers
Shared Commitments/Responsibilities
DIR
- Identify strategies and methods for protecting personal information in agency information systems
- Publish guidelines for including privacy protection of personal data in information systems
- Adopt administrative rules for disposal of data in surplus computer equipment
- Adopt administrative rules to protect unencrypted personal information transmitted over a network
- Review current legal environment and make recommendations for legislation, if deemed necessary
Agency
- Implement controls in compliance with state law to protect personal information in agency systems
- Limit collection of personal information when possible
- Implement procedures for disposition of surplus computer equipment and removal of data from same in compliance with state law
- Implement policies to protect personal information transmitted over the Internet or wireless networks
- Implement procedures for handling spyware in compliance with state law
Shared Results
In order to ensure that electronic information is not retrievable from surplus data processing equipment, the 79th Legislature added TGC § 2054.130 to the Information Resources Management Act. This statute requires agencies to permanently remove data from data processing equipment before disposing of it or transferring it outside of the agency. The new law makes DIR responsible for establishing rules for
appropriate disposition methods. Users of online government services expect information about themselves to be confidential. Personally-identifying information, such as Social Security numbers, must be protected from inadvertent release via databases, Web site access, and information used in fulfilling public information requests. Privacy policy development must be consistent with the state’s strategic plan for security that aims to protect state assets from unauthorized access and with direction from the 80th
Legislature.
The strategy to protect the privacy of personal information in state custody has accomplished the following key project milestones:
Adoption of administrative rule on the disposal of equipment (1 TAC 202) – Apr‑06
Legislative recommendation in the BPR to establish requirements and guidelines for agencies to track and protect databases and environments that contain sensitive data – Nov-06
Upcoming key milestones include:
- Recommendation for adoption of proposed new rule (protect personal information) to DIR Board – pending legislative approval of above BPR recommendation – Q1-FY08
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