State of New Jersey IT Consolidation Charles S. Dawson CTO/CIO.
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Transcript of State of New Jersey IT Consolidation Charles S. Dawson CTO/CIO.
![Page 1: State of New Jersey IT Consolidation Charles S. Dawson CTO/CIO.](https://reader033.fdocuments.in/reader033/viewer/2022051019/5697c0141a28abf838ccd049/html5/thumbnails/1.jpg)
State of New JerseyState of New Jersey
IT ConsolidationCharles S. Dawson
CTO/CIO
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Current SituationCurrent Situation
• CTO directs the central IT office
• CIO directs IT statewide
– Non-cabinet position– Lack of authority to issue mandates
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TrendsTrends• Greater citizen expectations for technology
– Citizens want to conduct business online, not just get information
• Increased network traffic
– Three billion transactions on our WAN, the Garden State Network
• Lower staffing levels
• Web-enabling of mainframe applications
– Must build roads ahead of traffic
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ImplicationsImplications• Interstate traffic on a dirt road
– No funding to update, enhance, or expand the infrastructure
– Lack of initial investment hinders long term planning
– Need for a dedicated source to refresh technology
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Root CausesRoot Causes• Lack of authority
• Lack of centralization
– No comprehensive approach
– Agencies working independently
– Higher costs
– Fewer enterprise solutions
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SolutionsSolutions• Dedicated funding source
• Legislative and executive advocacy
• More leadership authority
• Executive Order Proposal
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Leadership Leadership • Combine the CTO and CIO roles
– Create one ongoing position and function of State CIO
• Functions
– Oversee management and operations of NJOIT
– Establish and enforce policies, protocols, & standards
– Facilitate information and data sharing
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ConsolidationConsolidation
• Limit the technologies that need to be supported– Reduction in reliance on consulting services
• Consistency in strategic planning, funding, and implementation of IT
• Consistency in application development
• Consolidation of like assets, functions, personnel– Eliminate redundancy– Avoid costs
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Fiscal AuthorityFiscal Authority
• Greater control over how IT funding is used
• Ability to leverage shared assets to meet business needs– Software– Hardware– Reusable code– Development tools– Staff
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Long-Term PlanningLong-Term Planning
• Establish multi-year funding requirements
• Determine migration to new technologies– Establish timeframes for maintenance and enhancement of
infrastructure– Standardize hardware/software lifecycles– Forecast demand for software licenses
• Plan for growth or reduction of IT workforce– Establish detailed workforce plan that addresses training needs
and staffing levels
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Homeland SecurityHomeland Security
• Strategic Member of NJ Domestic Preparedness/Homeland Security Task Force
– Provide leadership in creating integrated information and communication technology
– Develop homeland security decision support system
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IT Advisory CouncilIT Advisory Council• Replaces IT Governing Board
– Chaired by State CIO– Meets semi-annually
• Members– State Treasurer– Three public members
• Governor appointed• New Jersey-based business and IT leaders
• Provide advice on trends and innovations
• No budget, appropriation, or spending authority