2005 State Strategic Plan for Information Resources Management

Appendix AFulfilling the Objectives

This section describes the strategies to implement the objectives to achieve the state's vision of shared responsibility and shared success. This roadmap charts a course for Department of Information Resources (DIR) and state agencies to plan and commit the essential resources needed to realize the shared vision for Texas government.

In the table below, statewide objectives and strategies are mapped to each of five strategic goals, which are listed in the right-most column.

Statewide Objectives, Strategies, and Goals
Statewide Objective	Statewide Strategy	Strategic Goals
STATEWIDE INFRASTRUCTURE LAYER
1 DATA CENTER Reduce cost, eliminate duplication, and improve performance of data center services	1.1 Maximize the value of current data center resources
	1.2 Implement a shared data center system
2 SECURITY Safeguard information and communications technology assets	2.1 Develop and implement a comprehensive security program
	2.2 Enhance network security operations
3 NETWORK Leverage shared network operations and resources	3.1 Upgrade and optimize the shared network infrastructure
	3.2 Gain new business value from advanced network services
4 SHARED APPLICATIONS Solve common business problems through shared applications	4.1 Offer additional electronic government services to Texans
	4.2 Offer shared applications when common needs exist
5 PROCUREMENT Maximize buying power on commodity technologies and services	5.1 Build a scalable commodity procurement infrastructure
	5.2 Deliver the full potential of the cooperative contracts program
COLLABORATION LAYER
6 PROJECT DELIVERY Ensure maximum results from state projects	6.1 Implement the Texas Project Delivery Framework
	6.2 Support and share systems development best practices
7 ARCHITECTURE Encourage business and technology architectures that drive improved planning and coordination	7.1 Support the development of agency architectures
	7.2 Incorporate technology reuse into agency architectures
	7.3 Align common aspects of agency architectures
8 STATE REVIEWS Enhance the value of state reviews	8.1 Streamline technology and information reporting
	8.2 Align and improve review processes
9 DATA MANAGEMENT + ACCESS Increase the value of electronic data and information	9.1 Manage electronic data and information systematically and efficiently
	9.2 Expand government Web site usability
	9.3 Protect the privacy of personal information in state custody
AGENCY LAYER
10 CORE MISSION Deploy innovative, value-added technology solutions to meet agency core missions	Fulfilled by each agency examining its core mission and acting upon that mission as directed by the Legislature Examples of agencies delivering innovative, mission-critical business solutions that fulfill the strategic goals of Objective 10 are shown in Appendix B

FULFILLING OBJECTIVE 1REDUCE COST, ELIMINATE DUPLICATION, AND IMPROVE PERFORMANCE OF DATA CENTER SERVICES

DIR has defined two strategies to fulfill Objective 1:

• 1.1 Maximize the value of current data center resources outlines the process for improving the usage of the existing state data center.
• 1.2 Implement a shared data center system proposes developing a new consolidated statewide system and migrating the prioritized agency data centers to it.

STRATEGY 1.1 MAXIMIZE THE VALUE OF CURRENT DATA CENTER RESOURCES

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.

In addition, DIR will work with current state data center customers to continually improve operations and ensure that service levels are consistently met or exceeded.

BENEFITS - STRATEGY 1.1

• 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

DIR COMMITMENTS - STRATEGY 1.1

• 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 2006-2007 biennium and, if cost effective, migrate to the current state data center

AGENCY RESPONSIBILITIES - STRATEGY 1.1

• 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

STRATEGY 1.2 IMPLEMENT A SHARED DATA CENTER SYSTEM

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 establish a shared data center system to provide shared data center and disaster recovery services to state and other government agencies. This fully 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.

In the 2005 Gartner, Inc., assessment, commissioned by DIR and provided to the 79th Texas Legislature, several approaches to consolidating existing data centers were examined. These approaches included the cost and benefit of various degrees of consolidation and outsourcing, including all state-run facilities, a combination of state- and vendor-run facilities, and all vendor-run facilities. This analysis, reflected in the fiscal note for HB1516, determined that maximum savings would be achieved by selecting a vendor as service provider to consolidate and operate the shared data center system.

DIR will issue a competitive solicitation for services to consolidate and provide ongoing operational support of the shared data center system. Through this competitive procurement process, DIR will manage risk, such as disruption of service, and leverage statewide economies of scale. Additionally, this approach capitalizes on vendor expertise in the specialized field of data center consolidation and provides cost savings through rapid and efficient migration.

Procurement planning activities have begun. Solicitation, contract negotiation, contract execution, and transition activities will occur throughout the current and upcoming biennium. Twenty-seven agencies, representing the greatest opportunities for savings, will be included in the initial consolidation.⁶ DIR will work carefully with these agencies to determine their technology assets, business needs, and service level requirements.

The shared data center system will be required to meet or exceed the state’s current performance standards for data center and disaster recovery services. The selected provider will be responsible for understanding the state’s current operating environment, proposing an effective and workable transition plan, and working with DIR to identify and manage potential risks.

Additionally, as required by Article IX of the 2005 General Appropriations Act, DIR will work with institutions of higher education to collect a detailed inventory of their enterprise computing services. In partnership with the Information Technology Council for Higher Education, DIR, will review this information and develop a report for the Legislative Budget Board and the Governor’s Office that identifies the potential for costs savings through consolidation of data center services.

BENEFITS - STRATEGY 1.2

• 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

DIR COMMITMENTS - STRATEGY 1.2

• Ensure agency involvement throughout the procurement process via advisory committee and workgroups
• 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 consolidation 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 shared data center system solicitation
• Conduct a competitive solicitation for the shared data center system contract
• Establish a statewide strategy and governance model to actively manage the shared data center system contract, services, and service levels
• Negotiate, sign, and manage a contract to consolidate, optimize, and operate the shared data center system
• 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 the shared data center system
• Work with institutions of higher education to collect a detailed inventory of their enterprise computing data center services
• Report to the Legislative Budget Board and the Governor on the results of the inventory and recommendations regarding data center consolidation (September 2006)

AGENCY RESPONSIBILITIES - STRATEGY 1.2

• Review and execute an interagency contract with DIR (March 2006)
• Actively participate in data center consolidation activities to provide requirements, business needs, and expertise to the process
• Work with DIR to complete all requirements for continued federal financial participation
• 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 shared data center system
• Submit a detailed inventory (institutions of higher education) of data center services to DIR and assist in the assessment of consolidation opportunities

FULFILLING OBJECTIVE 2 SAFEGUARD INFORMATION AND COMMUNICATIONS TECHNOLOGY ASSETS

DIR has defined two strategies to fulfill Objective 2:

• 2.1 Develop and implement a comprehensive security program outlines the state's strategy for developing a statewide technology and information security asset management plan.
• 2.2 Enhance network security operations outlines plans for a state network security center mandated by House Bill 3112.

STRATEGY 2.1 DEVELOP AND IMPLEMENT A COMPREHENSIVE SECURITY PROGRAM

The state must implement a comprehensive security program to leverage and manage all of its critical information and communications technology assets. DIR recently 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 assessment report, to be 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 is a 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.

Improvements to statewide security practices should be adopted by state agencies. Through administrative rule, DIR has issued guidance for agencies to develop security policies based on documented risk management decisions and business functions. A recent proposed change to this rule recommends that state agencies develop policies that establish the requirements to conduct periodic information vulnerability assessments and specific focus areas for the assessments based on the results of the security risk assessment.

Additionally, as part of the effort to develop a comprehensive statewide security program, more visibility into agency practices for planning, prioritizing, and budgeting security resources is needed to better understand and determine the effectiveness of agency security programs and practices.

BENEFITS - STRATEGY 2.1

• 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

DIR COMMITMENTS - STRATEGY 2.1

• 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 (December 2005)
• 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 RESPONSIBILITIES - STRATEGY 2.1

• 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

STRATEGY 2.2 ENHANCE NETWORK SECURITY OPERATIONS

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 communications and computer 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 security and 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 cyber security threats. HB3112 provides DIR the authority to establish this center on a cost-recovery basis to manage and deliver network security system services to state agencies. Services delivered by the center may also be provided to non-state entities by mutual agreement, as specified in HB3112.

DIR will establish the shared statewide network security and operations center to initially deliver services to state agencies that are part of the statewide network infrastructure. The goals and functions of the center are to:

• Conduct real-time monitoring of network intrusion detection systems and correlation of collected data
• Research and disseminate early warnings of external cyber system threats
• Provide immediate incident response capability and share information between sectors
• Provide trending and other analyses for security planning
• Distribute current proven security practices and recommendations

DIR will use the findings from its December 2005 assessment report to the Legislature (Strategy 2.1) as a basis for advancing a program to guide efforts to protect the state's technology assets and infrastructure. Potential aspects of the program include a more comprehensive approach to technology security training for state and other government agencies.

DIR will partner with other agencies to create a statewide computer security incident response and recovery capability program to improve the state's capacity to recognize, analyze, and respond to an incident. A formalized program will ensure a more rapid response, minimize damage, and reduce the cost of recovery.

DIR will develop and administer a secure cyber security Web portal for state and other government agencies. This portal will enhance security communication, collaboration, and information sharing capabilities throughout the state.

BENEFITS - STRATEGY 2.2

• 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 cyber security portal
• Reduces internal dependencies through resource sharing within Texas, among other states, and nationally

DIR COMMITMENTS - STRATEGY 2.2

• 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 cyber 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 (December 2006)
• 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 (Biennial Performance Report, November 2006)

AGENCY RESPONSIBILITIES - STRATEGY 2.2

• 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

FULFILLING OBJECTIVE 3 LEVERAGE SHARED NETWORK OPERATIONS AND RESOURCES

DIR has defined two strategies to fulfill Objective 3:

• 3.1 Upgrade and optimize the statewide network infrastructure describes the current plans for enhancing and expanding the existing state voice, data, and video network infrastructures.
• 3.2 Gain new business value from advanced network services describes projects and initiatives that are made possible by the services provided through the upgraded, optimized network.

STRATEGY 3.1 UPGRADE AND OPTIMIZE THE SHARED NETWORK INFRASTRUCTURE

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

Merging local and long distance voice, data, and video communications into a common infrastructure will reduce the number of network circuits and the amount of equipment and other operational resources needed by government agencies, resulting in operational cost savings.

Converged technologies, such as Voice over Internet Protocol (VoIP), provide efficient and exciting options that augment the state's communications strategy. DIR continues to work with state agencies to highlight best practices for VoIP implementations.

BENEFITS - STRATEGY 3.1

• 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

DIR COMMITMENTS - STRATEGY 3.1

• Expand the current 2-1-1 network 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 RESPONSIBILITIES - STRATEGY 3.1

• 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

STRATEGY 3.2 GAIN NEW BUSINESS VALUE FROM ADVANCED NETWORK SERVICES

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.

VoIP has the potential to provide cost savings and improved performance to agencies by reducing long distance charges and eliminating duplicative network resources. VoIP can also improve business processes and efficiency by providing added features and functionality, such as mobility and portability, virtual offices, advanced call routing and forwarding, and unified messaging. DIR will leverage the state's IP-based, 2-1-1 Information and Referral Program network into a new shared services network infrastructure.⁷ DIR will offer this shared network to agencies so they may take advantage of these value enhancement opportunities.

IVR applications enable users to interact with computer systems and databases via the telephone to complete an automated transaction or to access services. IVR will be implemented to speech-enable TexasOnline applications (Strategy 4.1). Additionally, agencies that utilize TEX-AN services may also purchase IVR services to integrate with their applications that are not offered through TexasOnline.

The Texas Collaboration Forum will supplement the value added by these advanced services. As a service delivered by private sector partners through the TEX-AN contract, the forum will provide additional value to the state by facilitating opportunities for intergovernmental collaboration and access to network resources for testing the viability of new network applications. To support the Texas Collaboration Forum, DIR is implementing research and testing facilities at the disaster recovery operations center in Austin.

BENEFITS - STRATEGY 3.2

• 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

DIR COMMITMENTS - STRATEGY 3.2

• 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 RESPONSIBILITIES - STRATEGY 3.2

• 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

FULFILLING OBJECTIVE 4 SOLVE COMMON BUSINESS PROBLEMS THROUGH SHARED APPLICATIONS

DIR has defined two strategies to fulfill Objective 4:

• 4.1 Offer additional electronic government services to Texans discusses plans for expanding electronic government services offered by state entities.
• 4.2 Offer shared applications when common needs exist describes the plans for providing shared application service offerings statewide.

STRATEGY 4.1 OFFER ADDITIONAL ELECTRONIC GOVERNMENT SERVICES TO TEXANS

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, 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.

Key initiatives underway through TexasOnline include improvements to the Common Occupational Licensing System, implementation of an improved authentication system for transactions, and automation of motor vehicle inspection and vital records information (birth, death, marriage, divorce) for citizens. Additional initiatives include new systems to improve the processes for citizens interested in starting a business in Texas and for those seeking grant opportunities available from state agencies.

A significant enhancement planned for the TexasOnline infrastructure is to offer e-government services through a voice portal as an alternative to computer-based transactions through the Internet. This enhanced functionality will be deployed through speech-enabled interactive voice response (IVR) technology.

IVR provides phone-based access to e-government services for citizens who have physical limitations or language barriers while using the Internet. Of the total population, 99 percent of Texas households have telephone service, while, as of 2003, only 51.8 percent of Texas households had Internet access.⁸ By integrating IVR technology with TexasOnline, practically all Texas citizens will be able to use either IVR or the Internet to conduct business through the state's portal.

BENEFITS - STRATEGY 4.1

• 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

DIR COMMITMENTS - STRATEGY 4.1

• 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 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 applications

AGENCY RESPONSIBILITIES - STRATEGY 4.1

• Create interfaces with TexasOnline 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

STRATEGY 4.2 OFFER SHARED APPLICATIONS WHEN COMMON NEEDS EXIST

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.

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 for enterprise messaging and collaboration services in February 2005. This project will establish a contract for e-mail, calendar, scheduling, and collaboration functions. In 2006, DIR will begin to implement these services.

BENEFITS - STRATEGY 4.2

• 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

DIR COMMITMENTS - STRATEGY 4.2

• 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 RESPONSIBILITIES - STRATEGY 4.2

• 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

FULFILLING OBJECTIVE 5 MAXIMIZE BUYING POWER ON COMMODITY TECHNOLOGIES AND SERVICES

DIR has defined two strategies to fulfill Objective 5:

• 5.1 Build a scalable commodity procurement infrastructure outlines internal and external processes, information, and technology that will support future growth and scalability of the cooperative contracts program.
• 5.2 Deliver the full potential of the cooperative contracts program introduces technology sourcing strategies and program modifications that will allow Texas to truly maximize the buying power of the state.

STRATEGY 5.1 BUILD A SCALABLE COMMODITY PROCUREMENT INFRASTRUCTURE

Before the passage of HB1516, 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 cooperative contracts and the increased voluntary usage of cooperative contracts by the other DIR customers. 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.

One of DIR's initiatives in the current biennium is to deploy an external-facing Web-based procurement interface that will support an electronic marketplace for its customers. Coupled with this are improved internal supply chain management tools, such as a contract management system, that will enable the state to advance its negotiating position in statewide procurements.

BENEFITS - STRATEGY 5.1

• 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 the Texas Building and Procurement Commission to partner on a variety of procurement-related initiatives

DIR COMMITMENTS - STRATEGY 5.1

• Develop and implement the agency-provided planned procurement schedule required by HB1516 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 RESPONSIBILITIES - STRATEGY 5.1

• 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

STRATEGY 5.2 DELIVER THE FULL POTENTIAL OF THE COOPERATIVE CONTRACTS PROGRAM

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 the DIR 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 (IDIQ) strategy, and other contract vehicles that provide rebates and other incentives.

An immediate emphasis will be placed on re-engineering two significant cooperative contracts: technology staffing services and seat management services. Both of these contracts have broad customer interest and offer great potential for saving money and improving service levels across the state.

BENEFITS - STRATEGY 5.2

• 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

DIR COMMITMENTS - STRATEGY 5.2

• 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 RESPONSIBILITIES - STRATEGY 5.2

• 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

FULFILLING OBJECTIVE 6 ENSURE MAXIMUM RESULTS FROM STATE PROJECTS

DIR has defined two strategies to fulfill Objective 6:

• 6.1 Implement the Texas Project Delivery Framework describes plans for expanding practices established for delivery of information technology projects.
• 6.2 Support and share systems development best practices discusses the progress of initiatives to promote consistent use of best practices in systems development.

STRATEGY 6.1 IMPLEMENT THE TEXAS PROJECT DELIVERY FRAMEWORK

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 (Framework) provides the guidance and tools to achieve positive outcomes based on desired business needs.

The Framework functions in concert with an agency's existing governance structure and project management processes by providing a formal structure that emphasizes accountability and decision-making by agency heads at specific points, or gates, during project delivery. Agency head participation in that governance structure is a key component of the Framework and one that distinguishes the Framework from standard project management practices and oversight. Review gates, specified by the Framework, require careful assessment of whether a project will meet its business outcomes and is ready to proceed to the next stage. Accountability is present from the initial Business Justification review gate, in which agency business automation projects are justified and selected, to the fifth and final Benefits Realization review gate, in which measurable outcomes are tracked, reported, and evaluated.

As part of the business justification, before a business automation project is selected, the agency must examine the projected return on investment and the overall value of the project in relation to other agency projects. In this context, the agency head will approve the agency's analysis of the business case for the project, including a financial return on investment and the project's impact on, and utilization of, statewide or local technology resources.

The ability for the project to deliver on its projected business outcomes is tracked and managed by the agency throughout the project. As part of the Benefits Realization review gate, lessons learned from the project are documented and the results are shared and incorporated in agency process improvements for future projects.

In addition to providing methods for aligning agency business automation projects with agency business goals, the Framework also provides a toolset for practitioners directly involved with the delivery of the project. The toolset includes templates, questionnaires, checklists, and guidelines that align with agency missions and statewide oversight processes.

The Framework will help state agencies to consistently deliver successful major information resources projects that meet business and performance requirements on time and within budget. It will be refined over time to incorporate new and successful tools, techniques, and processes.

BENEFITS - STRATEGY 6.1

• 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

DIR COMMITMENTS - STRATEGY 6.1

• 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 RESPONSIBILITIES - STRATEGY 6.1

• 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

STRATEGY 6.2 SUPPORT AND SHARE SYSTEMS DEVELOPMENT BEST PRACTICES

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.

DIR is coordinating with state agencies to promote systems development life cycle tools and guidance. DIR will also assess SDLC models, tools, and guidelines to supplement the use of the Texas Project Delivery Framework. Additionally, DIR will provide guidance for evaluating and selecting an SDLC model based on business, project, and technology requirements.

As the tools and guidelines are developed, DIR will examine public and private sector options to provide training and assistance to agencies needing to acquire the expertise to use the tools in their projects. DIR will also develop recommendations for securing vendor assistance with requirements analysis and with validation and verification practices.

BENEFITS - STRATEGY 6.2

• 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

DIR COMMITMENTS - STRATEGY 6.2

• 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 RESPONSIBILITIES - STRATEGY 6.2

• 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

FULFILLING OBJECTIVE 7 ENCOURAGE BUSINESS AND TECHNOLOGY ARCHITECTURES THAT DRIVE IMPROVED PLANNING AND COORDINATION

DIR has defined three strategies to fulfill Objective 7:

• 7.1 Support the development of agency architectures outlines the proposed strategy for assisting agencies in development of internal architectures.
• 7.2 Incorporate technology reuse into agency architectures outlines the proposed initiative for promoting reuse and leveraging of state technology resources.
• 7.3 Align common aspects of agency architectures outlines how to improve interoperability and set the basis for future shared services.

STRATEGY 7.1 SUPPORT THE DEVELOPMENT OF AGENCY ARCHITECTURES

Rather than developing a single enterprise architecture that would have to coordinate all state business functions, DIR will coordinate 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 information. This strategy will provide predictability for agencies in developing their own architectures and improve the interoperability and maintainability of state applications.

DIR will ensure that rules and standards are developed in a manner that fits seamlessly with direction provided on structuring agency architectures. Working together, agencies will ensure that standards and best practices developed in this new environment complement each other and improve interoperability.

BENEFITS - STRATEGY 7.1

• 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

DIR COMMITMENTS - STRATEGY 7.1

• 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 RESPONSIBILITIES - STRATEGY 7.1

• Implement agency architectures
• Seek to align agency architectures with state and federal standards

STRATEGY 7.2 INCORPORATE TECHNOLOGY REUSE INTO AGENCY ARCHITECTURES

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 - STRATEGY 7.2

• Improves agencies' ability to achieve cost savings, higher-quality end-product or service, reduced implementation cycle time, and improved long-term productivity

DIR COMMITMENTS - STRATEGY 7.2

• 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 HB1516
• 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 RESPONSIBILITIES - STRATEGY 7.2

• Begin to identify opportunities for technology reuse
• Participate in interagency workgroup
• Participate in technology reuse program educational events and briefings

STRATEGY 7.3 ALIGN COMMON ASPECTS OF AGENCY ARCHITECTURES

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.

Two examples of an interoperability effort are the Texas Geographic Information Council (TGIC), which coordinates the development of geographic information systems (GIS) and data, and the Texas Integrated Justice Information Systems committee, which is working to coordinate statewide information sharing and technology projects for criminal justice data. By developing agreements on how information and processes will flow across multiple agencies, Texas decision makers will be more informed and better able to respond to changing needs.

DIR will also work with agencies to explore opportunities for expanded shared service offerings and to identify and articulate the common business processes that can yield positive results and value statewide. When common business processes are identified, a business case documenting alternatives will be developed for consideration by state decision makers.

BENEFITS - STRATEGY 7.3

• 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

DIR COMMITMENTS - STRATEGY 7.3

• Work with agencies to identify and review business processes that are common across multiple agencies
• Work with TGIC to develop an enterprise strategy to cost-effectively deliver geospatial technology, such as 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 RESPONSIBILITIES - STRATEGY 7.3

• Participate in existing and future advisory groups
• Incorporate interoperability standards when adopted
• Assist with the development of business cases and consideration of alternatives

FULFILLING OBJECTIVE 8 ENHANCE THE VALUE OF STATE REVIEWS

DIR has defined two strategies to fulfill Objective 8:

• 8.1 Streamline technology and information reporting describes an effort to rationalize and streamline reporting.
• 8.2 Align and improve review processes outlines methods to improve alignment of major technology projects with business goals and objectives.

STRATEGY 8.1 STREAMLINE TECHNOLOGY AND INFORMATION REPORTING

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 asset 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. ⁹

An initiative to streamline technology and information reporting has been established to reach a common understanding of the data needed by the state's oversight entities and to rationalize and streamline reporting requirements for gathering that information. Wherever possible, data will be managed in a way that serves both the oversight needs of the state and the technology planning and implementation requirements of each agency. The objective is to develop reporting requirements that are targeted and specific to ensure accountability without interfering with the latitude agencies need to operate and manage their technology operations.

DIR will also develop a new data collection and reporting system to gather the agency information needed to fulfill its responsibilities. This system will use common data definitions and an enterprise data model and will be coordinated with data collection processes at agencies with technology oversight responsibilities. Wherever possible, DIR will implement processes to enable agencies to use reported information as the basis for more effectively managing their own technology assets and services.

BENEFITS - STRATEGY 8.1

• 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

DIR COMMITMENTS - STRATEGY 8.1

• 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 (December 2005)
• 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 (SITAR) application, which includes Texas Project Delivery Framework reporting and submission of agency information resources strategic plans and is synchronized with information systems and processes at oversight agencies

AGENCY RESPONSIBILITIES - STRATEGY 8.1

• 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

STRATEGY 8.2 ALIGN AND IMPROVE REVIEW PROCESSES

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.

DIR will research and advise on methods that will ensure oversight is both informative and supportive of successful project completion.

BENEFITS - STRATEGY 8.2

• Provides more consistent and predictable oversight practices
• Provides more coordinated management of technology projects, contracts, and assets across the enterprise

DIR COMMITMENTS - STRATEGY 8.2

• 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 (Biennial Performance Report, November 2006)

AGENCY RESPONSIBILITIES - STRATEGY 8.2

• Provide input to the alignment committee to develop effective oversight guidelines, responsibilities, and processes

FULFILLING OBJECTIVE 9 INCREASE THE VALUE OF ELECTRONIC DATA AND INFORMATION

DIR has defined three strategies to fulfill Objective 9:

• 9.1 Manage electronic data and information systematically and efficiently describes statewide efforts to standardize data and information management.
• 9.2 Expand government Web site usability discusses the state's approach to making state Web sites more usable and accessible to persons who speak Spanish or who have disabilities.
• 9.3 Protect the privacy of personal information in state custody outlines strategies for protecting the privacy of citizen data held by state entities.

STRATEGY 9.1 MANAGE ELECTRONIC DATA AND INFORMATION SYSTEMATICALLY AND EFFICIENTLY

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.¹⁰ Besides wasted staff time, the uncontrolled growth of data and information increases storage and maintenance costs and reduces system performance.

On the positive side, managed data can be aggregated, analyzed, and shared to create new opportunities for accomplishing agency missions and protecting taxpayer investments. To increase the value of information, data and electronic records should be managed throughout their life cycle, from initial creation to final disposition. Data management should be incorporated in agency technology governance processes and should be consistent with strategies for reuse and interoperability (Strategies 7.2 and 7.3). Recordkeeping requirements should be identified in the earliest stages of application and system design, before records are ever created.

Managing electronic information, however, is not an easy task. State laws and administrative rules, such as the Public Information Act ¹¹ and Electronic Records Standards and Procedures, ¹² influence agencies' treatment of data and information. To assist agencies, DIR published a set of collaboratively developed guidelines for data and electronic records management. ¹³

Because the challenges are similar across all levels of government, approaching solutions from an enterprise-wide perspective will provide common strategies from collection through disposal. Implementing a life-cycle approach to managing the state's data and electronic records will improve agency efficiency on a daily basis and preserve Texas history over the long term.

BENEFITS - STRATEGY 9.1

• 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

DIR COMMITMENTS - STRATEGY 9.1

• Collaborate with the Texas State Library and Archives Commission 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 the Texas State Library and Archives Commission to study and develop a statewide strategy for preserving digital information of historical value

AGENCY RESPONSIBILITIES - STRATEGY 9.1

• 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 the Texas State Library and Archives Commission'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

STRATEGY 9.2 EXPAND GOVERNMENT WEB SITE USABILITY

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.

State agencies can make it easier for citizens to get information by designing easy-to-navigate Web sites ordered around functional areas rather than agency organizational structures. Providing search and browse capabilities can also help citizens locate what they need. To make government information available to all citizens, however, some additional design considerations should be incorporated into agency Web sites. Texas has a large Spanish-speaking population, some of whom have limited English proficiency. Information on agency Web sites should be made available in Spanish to ensure that these Texans can access services they are entitled to receive. At the statewide level, Texas has shown exemplary progress in providing a fully translated Spanish-language version of its English-language portal, TexasOnline.

For the approximately four million Texans with disabilities, ¹⁴ emerging assistive technologies, such as text readers and speech-enabled interactive voice response systems, provide access to government information and services. Because the likelihood of developing impairments increases during middle age, Forrester Research predicts that 57 percent of working-age adults in the United States will likely benefit from the use of accessible technology. ¹⁵ Agencies' responsibility for disabled persons is two-fold. They must provide disabled staffs with electronic and information resources to perform their jobs, and they must provide accessible services to clients.

Recently enacted legislation requires state agencies to use reasonable efforts to translate Web site content for Spanish-speaking persons of limited English proficiency and to follow DIR rules relating to the development and monitoring of Web sites to provide access to individuals with disabilities.

BENEFITS - STRATEGY 9.2

• 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

DIR COMMITMENTS - STRATEGY 9.2

• 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 HB2819 (Biennial Performance Report, November 2006)

AGENCY RESPONSIBILITIES - STRATEGY 9.2

• 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
• 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 HB2819
• 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

STRATEGY 9.3 PROTECT THE PRIVACY OF PERSONAL INFORMATION IN STATE CUSTODY

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. ¹⁶

Three out of four Texans using the Internet report ongoing concerns about information privacy. As more services are offered online, it is imperative that agencies are able to ensure the safekeeping of personal information or they will lose the trust of their customers. ¹⁷

Agencies must ensure that only authorized users have access to personal information in their custody and must secure the information from unauthorized access. Personally identifying information, such as Social Security numbers, should be protected from inadvertent release. Although open government is a cornerstone of democracy, confidential information must be protected when sharing data among cross-jurisdictional programs and when fulfilling public information requests.

The 79th Texas Legislature passed several bills to reduce the risk of identity theft, including House Bill 22 (Disposal of Surplus Property), Senate Bill 255 (Removal of Data from Surplus Computers), and Senate Bill 327 (Computer Spyware). These legislative provisions are further described in Appendix C.

BENEFITS - STRATEGY 9.3

• Encourages greater use of online services by the public
• Improves the balance between open government and private personal information
• Protects privacy of government consumers

DIR COMMITMENTS - STRATEGY 9.3

• 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 RESPONSIBILITIES - STRATEGY 9.3

• 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