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{"sheet":"Introduction","index":0,"n_rows":33,"n_cols":4,"rows_kept":33,"cut":false,"hidden":false,"merged":[[8,1,8,13],[4,1,4,13],[11,1,11,13],[1,3,1,13],[2,3,2,13],[32,1,32,13],[14,1,14,13],[31,1,31,13],[20,1,20,13],[23,1,23,13],[26,1,26,13],[29,1,29,13],[17,1,17,13],[19,1,19,13],[22,1,22,13],[25,1,25,13],[28,1,28,13]]}
[]
[null,null,null,"IT Modernization Planning Workbook"]
[null,null,null,"for Small-Scale Organizations"]
[]
[null,"Please ensure you engage your Assistant State Chief Information Officer while using this template!"]
[]
[]
[null,"Purpose:"]
[null,"The intent of this workbook is to size the effort for smaller-scaled or organizations with less strategic planning experience that have: low-or-no IT staff; primarily use enterprise services or third-party supplier for their IT needs; where the number of \"mission-critical\" applications or systems used by the organization is less than ten (10); where the systems may contain sensitive data requiring protection and recoverability for the organization to complete their mission."]
[]
[null,"Overview:"]
[null,"The IT Modernization Plan Template for small-scale organizations is divided into four sections. Each section contains a practical framework where you can choose and customize strategic planning based on the relevance to your organization. Use this plan to communicate the 3-5 year IT Investment Strategy to staff, business partners, suppliers, and through the budgeting process, as appropriate."]
[]
[null,"The value of an IT Modernization Plan:"]
[null,"IT modernization planning helps drive business strategy and the results should frees up resources to focus on the bigger picture – the organization’s core mission. But IT modernization requires thoughtfully effort to connect business goals with targeted improvements, which in turn directly drives established performance measures. Creating an IT Modernization Plan can encompasses a number of technologies, people, and processes that make the business run making it an important tool to achieve positive outcomes."]
[]
[null,"Before you begin:"]
[null,"Use the IT Modernization Plan Template to communicate mid-to long-term IT strategic objectives and initiatives, and define which resources and capabilities are required. Please ensure the following are in place before you begin to fill out this template:"]
[]
[null,"ü Establish who will be part of the Planning Process: "]
[null,"Define objectives and rules for the planning process and establish ownership and timelines for key planning process steps. Understand the linkages with business and IT strategic planning processes."]
[]
[null,"ü Understand the Business Strategy and IT Objectives: "]
[null,"Collect information on business goals to identify objectives that the Modernization strategy will enable.  Also, identify broader simplification priorities and emerging technologies that may affect the Modernization strategy."]
[]
[null,"ü Gather Inputs from Your Stakeholders: "]
[null,"Conduct meetings and interviews with executive leaders and key stakeholders in and outside the organization to validate understanding of business and IT goals and gather inputs for the Modernization strategy."]
[]
[null,"ü Assess the Health of Your Current Systems: "]
[null,"Use a standard cost / value / risk framework to assess each mission critical system in use. Then, incorporate goals resulting from the assessment into your strategic plan to focus executive attention on the most critical decisions."]
[]
[null,"ü Assess Audience Requirements: "]
[null,"Identify your target audience and tailor this presentation to their needs and the strategic messages you wish to convey."]

{"sheet":"1. Agency Overview","index":1,"n_rows":43,"n_cols":4,"rows_kept":43,"cut":false,"hidden":false,"merged":[[9,1,9,11],[13,1,13,11],[17,1,17,11],[27,1,27,11],[4,1,4,11],[8,1,8,11],[5,1,5,11],[6,1,6,11],[10,1,10,11],[14,1,14,11],[30,1,30,11],[12,1,12,11],[16,1,16,11],[18,1,18,11],[19,1,19,11],[20,1,20,11],[21,1,21,11],[22,1,22,11],[23,1,23,11],[26,1,26,11],[28,1,28,11],[29,1,29,11],[31,1,31,11],[32,1,32,11],[33,1,33,11],[34,1,34,11],[37,1,37,11],[36,1,36,11],[45,3,45,11],[46,3,46,11],[47,3,47,11],[48,3,48,11],[39,3,39,11],[40,3,40,11],[41,3,41,11],[42,3,42,11],[43,3,43,11],[44,3,44,11]]}
[]
[null,"STEP 1:  Setting the Strategic Foundation"]
[null,"Fill in each field with the associated organization related information"]
[]
[null,"Organization Name"]
[null,"Insert the organization’s name"]
[null,"State of Oregon Commission for the Blind"]
[]
[null,"The Mission Statement"]
[null,"Insert the organization’s mission statement. Describing WHAT is the desired or intended state of the organization in the near or distant future"]
[null,"Empower Oregonians who are Blind to Fully Engage in Life"]
[]
[null,"Vision"]
[null,"Insert the organization’s vision. Describing WHY the organization exists"]
[null,"Blindness Without Barriers:  A State of Inclusion for Oregonians with Vision Loss"]
[]
[null,"Values"]
[null,"Insert the organization’s values or guiding principles. List the values that resonate within the organization or the agency"]
[null,"Customer Service – Dedication to meeting the needs of our clients and customers and to honoring our commitments."]
[null,"Leadership – Being open, authentic, and lifting others up while building consensus towards a common goal."]
[null,"Integrity – Meeting commitments, acting responsibly with public and personal trust, and being accountable for words and actions."]
[null,"Professionalism – Embodying a commitment to quality and pride in our work."]
[null,"Operational Excellence – Striving for the highest quality and for continuous improvement."]
[null,"Innovation – Developing creative solutions and putting them into action."]
[null,"Collaboration – Demonstrating an ability to facilitate, negotiate, build consensus, develop strong teams, and empower others."]
[]
[null,"Goals and Strategies"]
[null,"Insert the organization’s highest-level strategic goals"]
[null,"Engaged & Proficient Team"]
[null,"Effective Education and Outreach"]
[null,"Operational Excellence"]
[null,"Exemplary Service"]
[null,"Successful Client Outcomes"]
[]
[]
[]
[null,"Measurement"]
[null,"Insert the organization’s business Key Performance Measures"]
[null,"Key Performance Measure Name",null,"Associated Description"]
[null,"EMPLOYMENT",null,"Percentage of Vocational Rehabilitation participants who\nare employed in unsubsidized, competitive, integrated settings the second\nquarter after exiting the program.\t\t\t\t\t\t"]
[null,"INDEPENDENT LIVING",null,"Percentage of eligible individuals closed\nsuccessfully and unsuccessfully in the Older Blind Independent Living Program\nwho reported feeling that they are in greater control and are more confident in\ntheir ability to maintain their current living situation as a result of services\nreceived.\t\t\t\t\t\t"]
[null,"CUSTOMER SERVICE",null,"Percent of customers rating their satisfaction with\nthe agency’s customer service as \"\"good\"\" or \"\"excellent\"\": overall, timeliness,\naccuracy, helpfulness, expertise, availability of information.\t\t\t\t\t\t\t"]
[null,"BEST PRACTICES",null,"Percent of total best practices met by the Commission."]

{"sheet":"2a. Guiding Principles","index":2,"n_rows":27,"n_cols":7,"rows_kept":27,"cut":false,"hidden":false,"merged":[[4,1,4,5],[25,1,26,1],[13,1,14,1],[16,1,17,1],[19,1,20,1],[22,1,23,1]]}
[]
[null,"STEP 2:  Determining Guiding Principles"]
[]
[null,"Setting the Vision for use of Technologies"]
[null,"The principles below should guide every IT decision and set the boundaries of what is acceptable. Business leaders should lead the process of deciding what the key drivers are for automation (a.k.a. IT governance process), as well as the importance of how it is operated and supported.\n\nWhere practical, making IT decisions should be a partnership, leveraging both enterprise and localized resources to meet the strategic goals of the organization, and requiring discussions that ensure the optimal use of limited IT resources. In collaborative organizations decision-makers are often asked to balance seemingly conflicting requirements; e.g., innovation vs. stability, standardization vs. autonomy, openness vs. security, consensus vs. efficiency in decision making, centralized vs. distributed services, and closed proprietary systems vs. public open source possibilities. By embracing guiding principles at the onset of the IT governance process the endeavor to balance the needs becomes clearer, and will lead to organizational goals being met."]
[]
[null,"Guiding Principles"]
[null,"Check the boxes for each guiding principle driving IT need - Pick the key values that resonate within the organization (Generally 3 to 5 is sufficient)"]
[]
[]
[null,"Resulting Agency Principles"]
[null,"Verify that your organization supports the conceptual descriptions of each selected Guiding Principle below, and re-select as appropriate"]
[]
[null,"Principle",{"$f":"Validation!H2","v":"User Focused - Ease of Use"},null,"Rationale",null,"Implications"]
[null,null,{"$f":"IFERROR(IF(VLOOKUP(C14,Validation!C2:E25,2,FALSE)=0,\"\",VLOOKUP(C14,Validation!C2:E25,2,FALSE)),\"\")","v":"Technology solutions will be designed to optimize the user’s experience while maximizing sharing and reuse of technologies."},null,{"$f":"IFERROR(IF(VLOOKUP(C14,Validation!C2:E25,3,FALSE)=0,\"\",VLOOKUP(C14,Validation!C2:E25,3,FALSE)),\"\")","v":"Technology solutions need to be user-centric in design, delivery and deployment to maximize business value and adoption."},null,{"$f":"IFERROR(IF(VLOOKUP(C14,Validation!C2:F25,4,FALSE)=0,\"\",VLOOKUP(C14,Validation!C2:F25,4,FALSE)),\"\")","v":"• Solution process and methods must take the user experience into account.\n• The user’s experience will be optimized based on the user’s authorizations and the capabilities of the user’s device and access channel.\n• User experience solutions will maximize sharing & re-use of technologies and services across all devices and channels for consistency."}]
[]
[null,"Principle",{"$f":"IF(Validation!H3=0,\"\",Validation!H3)","v":"Quality Business Data"},null,"Rationale",null,"Implications"]
[null,null,{"$f":"IFERROR(IF(VLOOKUP(C17,Validation!C2:E25,2,FALSE)=0,\"\",VLOOKUP(C17,Validation!C2:E25,2,FALSE)),\"\")","v":"Ensure sound data stewardship by providing a secure and accessible data environment."},null,{"$f":"IFERROR(IF(VLOOKUP(C17,Validation!C2:E25,3,FALSE)=0,\"\",VLOOKUP(C17,Validation!C2:E25,3,FALSE)),\"\")","v":"The IT environment must be stable, resilient and secure for all data and intellectual property. "},null,{"$f":"IFERROR(IF(VLOOKUP(C17,Validation!C2:F25,4,FALSE)=0,\"\",VLOOKUP(C17,Validation!C2:F25,4,FALSE)),\"\")","v":"• Simultaneously, accurate, usable information and data should be available as appropriate to each user in a timely fashion. \n• Providing this environment while maintaining compliance with applicable laws and regulations is a shared responsibility."}]
[]
[null,"Principle",{"$f":"IF(Validation!H4=0,\"\",Validation!H4)","v":"Cross-organization Collaboration"},null,"Rationale",null,"Implications"]
[null,null,{"$f":"IFERROR(IF(VLOOKUP(C20,Validation!C2:E25,2,FALSE)=0,\"\",VLOOKUP(C20,Validation!C2:E25,2,FALSE)),\"\")","v":"We will work within and across organizational structures to meet strategic goals and identify opportunities for innovation and improvement."},null,{"$f":"IFERROR(IF(VLOOKUP(C20,Validation!C2:E25,3,FALSE)=0,\"\",VLOOKUP(C20,Validation!C2:E25,3,FALSE)),\"\")","v":"Solving strategic problems and making IT decisions cannot be done in isolation, as the impacts of decisions have far-reaching effects. "},null,{"$f":"IFERROR(IF(VLOOKUP(C20,Validation!C2:F25,4,FALSE)=0,\"\",VLOOKUP(C20,Validation!C2:F25,4,FALSE)),\"\")","v":"• Achieving strategic goals requires creative problem-solving across myriad stakeholder groups. \n• Collaboration provides opportunities to benefit from diverse viewpoints and draw from multiple resource bases to address critical needs."}]
[]
[null,"Principle",{"$f":"IF(Validation!H5=0,\"\",Validation!H5)","v":"Cloud-Smart Approach"},null,"Rationale",null,"Implications"]
[null,null,{"$f":"IFERROR(IF(VLOOKUP(C23,Validation!C2:E25,2,FALSE)=0,\"\",VLOOKUP(C23,Validation!C2:E25,2,FALSE)),\"\")","v":"Using Cloud services allows the organizations to take a strategic look at what infrastructure will best serve each business workload, and can better align to meet specific business goals and values."},null,{"$f":"IFERROR(IF(VLOOKUP(C23,Validation!C2:E25,3,FALSE)=0,\"\",VLOOKUP(C23,Validation!C2:E25,3,FALSE)),\"\")","v":"Cloud computing is the on-demand delivery of a range of computing resources over remote networks allowing agencies to work more flexibly and scale up operations easily and affordably. "},null,{"$f":"IFERROR(IF(VLOOKUP(C23,Validation!C2:F25,4,FALSE)=0,\"\",VLOOKUP(C23,Validation!C2:F25,4,FALSE)),\"\")","v":"• Cloud will be the first and preferred option for all new IT investments, yet is not be conflated with the idea of “cloud everything”. \n• Cloud migration decisions will be driven by considerations of business agility and overall cloud value, in addition to considerations of cost, time, effort and risk.\n• Software-as-a-Service (SaaS) will be the preferred approach and be evaluated before other cloud types requiring more involved support models (i.e., PaaS or laaS). "}]
[]
[null,"Principle",{"$f":"IF(Validation!H6=0,\"\",Validation!H6)","v":"Mission First"},null,"Rationale",null,"Implications"]
[null,null,{"$f":"IFERROR(IF(VLOOKUP(C26,Validation!C2:E25,2,FALSE)=0,\"\",VLOOKUP(C26,Validation!C2:E25,2,FALSE)),\"\")","v":"IT exists to support and enable the mission of the organization, and business strategy will drive IT strategies and initiatives. "},null,{"$f":"IFERROR(IF(VLOOKUP(C26,Validation!C2:E25,3,FALSE)=0,\"\",VLOOKUP(C26,Validation!C2:E25,3,FALSE)),\"\")","v":"Providing a responsive environment  IT service activities will be designed first to enhance the experience of our Oregonians and secondarily to support staff in their administrative activities. "},null,{"$f":"IFERROR(IF(VLOOKUP(C26,Validation!C2:F25,4,FALSE)=0,\"\",VLOOKUP(C26,Validation!C2:F25,4,FALSE)),\"\")","v":"• The organization will hone in on its mission and be open to changing business processes to leverage best practice inherent in acquired systems to met objectives.\n• Constituents will be consulted to identify business and system requirements, examine existing solutions, and consider alternatives for improved alignment."}]

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["Please tell us (if you want to) whether you’re: staff,  management, other","Responses from\n\n23 Staff\n3 Management","Here are five guiding principles we are using in the IT Strategic Plan. Please rank them 1 through 5 with 1 being most preferred and 5 being least preferred. This question will help us understand how you (and others) feel about and value particular outcomes."]
["Response","Role?","User Focused - Ease of Use - Technology solutions will be designed to optimize the user’s experience while maximizing sharing and reuse of technologies.",null,"Quality Business Data - Ensure sound data stewardship by providing a secure and accessible data environment.",null,"Cross-organization Collaboration - We will work within and across organizational structures to meet strategic goals and identify opportunities for innovation and improvement.",null,"Cloud-Smart Approach - Using Cloud services allows the organizations to take a strategic look at what infrastructure will best serve each business workload, and can better align to meet specific business goals and values.",null,"Mission First - IT exists to support and enable the mission of the organization, and business strategy will drive IT strategies and initiatives."]
["Staff",null,1,null,5,null,4,null,3,null,2]
["Staff",null,1,null,5,null,4,null,3,null,2]
["Staff",null,1,null,3,null,4,null,5,null,2]
["Staff",null,1,null,3,null,4,null,5,null,2]
["Staff",null,1,null,3,null,4,null,5,null,2]
["Staff",null,1,null,5,null,4,null,2,null,3]
["Staff",null,1,null,2,null,4,null,5,null,3]
["Staff",null,1,null,2,null,4,null,5,null,3]
["Staff",null,1,null,2,null,5,null,3,null,4]
["Staff",null,1,null,4,null,2,null,3,null,5]
["Staff",null,1,null,2,null,4,null,3,null,5]
["Staff",null,1,null,2,null,4,null,3,null,5]
["Staff",null,2,null,5,null,4,null,3,null,1]
["Staff",null,2,null,4,null,5,null,3,null,1]
["Management",null,2,null,4,null,3,null,5,null,1]
["Staff",null,2,null,3,null,4,null,5,null,1]
["Staff",null,2,null,3,null,4,null,5,null,1]
["Staff",null,2,null,3,null,4,null,5,null,1]
["Staff",null,2,null,1,null,4,null,3,null,5]
["Staff",null,3,null,2,null,4,null,5,null,1]
["Staff",null,3,null,1,null,4,null,5,null,2]
["Management",null,3,null,1,null,4,null,5,null,2]
["Staff",null,3,null,1,null,2,null,4,null,5]
["Management",null,4,null,2,null,3,null,5,null,1]
["Staff",null,4,null,3,null,1,null,2,null,5]
["Staff",null,null,null,5,null,2,null,3,null,4]
[]
[null,null,"User Focused - Ease of Use",null,"Quality Business Data",null,"Cross Organizational Collaboration",null,"Cloud-Smart Approach",null,"Mission First"]
[null,"Most Preferred",12,{"$f":"C31/C37","v":0.48},4,{"$f":"E31/E37","v":0.15384615384615385},1,{"$f":"G31/G37","v":3.8461538461538464E-2},0,{"$f":"I31/I37","v":0},8,{"$f":"K31/K37","v":0.30769230769230771}]
[null,null,7,{"$f":"C32/C37","v":0.28000000000000003},7,{"$f":"E32/E37","v":0.26923076923076922},3,{"$f":"G32/G37","v":0.11538461538461539},2,{"$f":"I32/I37","v":7.6923076923076927E-2},7,{"$f":"K32/K37","v":0.26923076923076922}]
[null,null,4,{"$f":"C33/C37","v":0.16},7,{"$f":"E33/E37","v":0.26923076923076922},2,{"$f":"G33/G37","v":7.6923076923076927E-2},10,{"$f":"I33/I37","v":0.38461538461538464},3,{"$f":"K33/K37","v":0.11538461538461539}]
[null,null,2,{"$f":"C34/C37","v":0.08},3,{"$f":"E34/E37","v":0.11538461538461539},18,{"$f":"G34/G37","v":0.69230769230769229},1,{"$f":"I34/I37","v":3.8461538461538464E-2},2,{"$f":"K34/K37","v":7.6923076923076927E-2}]
[null,"Least Preferrred",0,{"$f":"C35/C37","v":0},5,{"$f":"E35/E37","v":0.19230769230769232},2,{"$f":"G35/G37","v":7.6923076923076927E-2},13,{"$f":"I35/I37","v":0.5},6,{"$f":"K35/K37","v":0.23076923076923078}]
[]
[null,null,{"$f":"SUM(C31:C35)","v":25},{"$f":"C37/C37","v":1},{"$f":"SUM(E31:E35)","v":26},{"$f":"E37/E37","v":1},{"$f":"SUM(G31:G35)","v":26},{"$f":"G37/G37","v":1},{"$f":"SUM(I31:I35)","v":26},{"$f":"I37/I37","v":1},{"$f":"SUM(K31:K35)","v":26},{"$f":"K37/K37","v":1}]
[]
["Principle #"]
[1,"User Focused - Ease of Use - Technology solutions will be designed to optimize the user’s experience while maximizing sharing and reuse of technologies."]
[2,"Quality Business Data - Ensure sound data stewardship by providing a secure and accessible data environment."]
[3,"Cross-organization Collaboration - We will work within and across organizational structures to meet strategic goals and identify opportunities for innovation and improvement."]
[4,"Cloud-Smart Approach - Using Cloud services allows the organizations to take a strategic look at what infrastructure will best serve each business workload, and can better align to meet specific business goals and values."]
[5,"Mission First - IT exists to support and enable the mission of the organization, and business strategy will drive IT strategies and initiatives."]

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[]
[null,null,"STEP 3:  Linking Business Goals to Initiatives"]
[]
[null,null,"Purpose of a Strategic Plan"]
[null,null,"A plan helps guide an organization as it formulates its overall strategy. While an information technology (IT) strategy focuses on how automation will help the business succeed, an IT strategic plan is a roadmap to help the business implement those strategies. The plan outlines areas where automation can contribute business value and where an organization can gain advantage by making the best use of technology resources. An IT strategic plan documents the relationship of business goals and the use of technology to enabled effective and efficient business processes. It serves as a guide to IT-related decision making, with IT tasks prioritized and implemented using the plan as a framework."]
[]
[null,null,"Where to Start"]
[null,null,"Using basic Lean practices it is easy to spot areas where improvement can be made, and where investment in automation can make a difference. There are generally eight categories of inefficiencies, or what is referred to as \"Waste\". The outline below is an example framework of waste as where automation can be used for improvements:"]
[null,null,"Forms of Waste "]
[null,null,"Inventory",null,"Excessive Information causing searching and versions control problems, excessive backlog and work-in-progress"]
[null,null,"Over Production",null,"Excessive email, reports, system alerts, etc., that are not read of acted upon"]
[null,null,"Delays",null,"System downtime, unnecessary workflow steps"]
[null,null,"Transportation",null,"Handoff of information across organization boundaries and multiple system, security barrier to information flow"]
[null,null,"Over Processing",null,"Redundant data, unnecessary transactions, unused reports, software features that users don't need"]
[null,null,"Motion",null,"Searching for information, reentering data, excessive keystrokes, frequently shifting priorities"]
[null,null,"Defects",null,"Incorrect, untimely, and confusing information that causes bad decisions"]
[null,null,"In addition to the above, evaluating common office items such as Excel spreadsheets, Access databases, Word or Acrobat PDF Forms elimination are opportunities simplifying business workflows and reduce entry duplication through automation.  "]
[]
[null,null,"Defining Key Initiatives"]
[null,null,"The listed items above will help to get the conversation started, but don’t necessarily get specific enough to help you clearly define your needs and set effective goals. The following questions dig deeper into the specifics of your automation initiatives."]
[null,null,"●  What are the top 3-5 business pain points that you need to find a solution around?"]
[null,null,"●  What are your top 3-5 business objectives for the coming biennium?"]
[null,null,"●  How do you currently plan to achieve them?"]
[null,null,"●  Is there a more efficient way to do so?"]
[null,null,"●  Are there accessibility needs away from the office or by Oregonians with limited forms of access?"]
[null,null,"●  Have any assessments made or input solicited from external stakeholders performed to identify need?"]
[null,null,"●  Is there a way technology can help support each of these goals?"]

{"sheet":"4a. SWOT (summarized)","index":5,"n_rows":45,"n_cols":5,"rows_kept":45,"cut":false,"hidden":false,"merged":[[3,1,3,4],[4,1,4,4],[35,1,35,4],[11,1,11,4]]}
[]
[null,"STEP 4:  SWOT Analysis (Optional)"]
[]
[null,"Strength, Weakness, Opportunities, Threats Tool"]
[null,"SWOT analysis is a strategic planning technique to identifying core strengths, weaknesses, opportunities, and threats that leads to fact-based analysis, fresh perspectives, and new ideas.\n\nA SWOT analysis pulls information from internal sources (strengths of weaknesses of the agency) as well as external forces that may have uncontrollable impacts to decisions (opportunities and threats). SWOT analysis works best when diverse groups or voices within an agency are free to provide realistic data points rather than prescribed messaging. Findings of a SWOT analysis are often synthesized to support a focused set of objective or decision that an agency is facing."]
[]
[null,"Strength Questions Year 2023","Strength Questions Year 2025","Weakness Questions 2023","Weakness Questions Year 2025"]
[null,"1. What tech resource is most useful?\n2. What tech resource makes your day easier?\n3. What tech resource can you not work without?","1. What tool on your computer is most useful (specific software or system)?\n2. What tech resource saves you time?","1. Where tech experience is the most frustrating for you?\n2. What tech area needs attention from our IT folks?\n3. Considering what OCB has, what IT service, tech tool or platform do you wish the agency or state would dedicate more resources (time, money, or personnel) to?","1. What part of your workflow done on your computer or phone is most frustrating for you?\n2. What tech area could be improved with support from IT?"]
[null,"Opportunity Questions 2023","Opportunity Questions Year 2025","Threats Questions 2023","Threats Questions Year 2025"]
[null,"1. What tech tool or platform aren’t we using that could help OCB serve our clients better?\n2. In what technological ways can we reach our clients quicker?\n3. What technology could save you time in your daily workflow?","1. What tech tool or platform you know of could help OCB to serve our clients better?","1. What are other organizations doing better technologically that we need to catch up on?\n2. In what ways are we not safeguarding important information when using tech?\n3. If you were a bad actor wanting to dismantle OCB using technology, how would you do it?","1. What are other organizations doing better technologically that we need to catch up on?\n2. In what ways are we not safeguarding important information when using tech?\n3. If you wanted to negatively impact the mission of OCB using tech, how would you do it?"]
[]
[null,"INTERNAL FACTORS"]
[null,"STRENGTH 2023","STRENGTH 2025","WEAKNESS 2023","WEAKNESS 2025"]
[null,"13-laptop","12-MS products","12-network, applications & MFA","05-multi-factor authentication"]
[null,"04-mobile device","08-case management system","12-unsure or sure OCB has no IT weaknesses","16-unsure or sure OCB has no IT weaknesses"]
[null,"05-laptop and mobile device","07-Adobe","07-training","07-phones"]
[null,"13-IT personnel","05- IT personnel on site","05-hardware & IT peripherals, including scanners, copiers, phones, monitors, etc.","04-collaborating /sharing in TEAMS"]
[null,"04- IT personnel on site","01-JAWS","04-shared S drive"]
[null,"18-other","05-other","16-other","06-other"]
[]
[null,"57 total responses","38 total responses","56 total responses","38 total responses"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"EXTERNAL FACTORS"]
[null,"OPPORTUNITY 2023","OPPORTUNITY 2025","THREATS 2023","THREATS 2025"]
[null,"18-unsure","17-unsure","24-unsure","35-unsure"]
[null,"04-automation","01-AI","04-paper dependent processes","04-internal weaknesses (identifed as threats erroneously)"]
[null,"03-AWARE","01-Scheduling tool","03-email","06-confidentality / security"]
[null,"03-texting"]
[null,"03-payment cards"]
[null,"26-other",null,"26-other","12-other"]
[]
[null,"57 total responses","19 total responses","57 total responses","57 total responses"]

{"sheet":"5. Strategy","index":6,"n_rows":35,"n_cols":28,"rows_kept":35,"cut":false,"hidden":false,"merged":[[24,1,25,1],[27,1,28,1],[30,1,31,1],[31,2,31,7],[31,9,31,12],[25,9,25,12],[28,9,28,12],[25,2,25,7],[28,2,28,7],[24,2,24,7],[24,9,24,12],[27,2,27,7],[27,9,27,12],[30,2,30,7],[30,9,30,12],[18,2,18,7],[21,9,21,12],[21,1,22,1],[9,2,9,7],[9,9,9,12],[22,2,22,7],[22,9,22,12],[19,9,19,12],[21,2,21,5],[21,6,21,7],[4,2,4,13],[7,2,7,4],[18,1,19,1],[10,9,10,12],[10,2,10,7],[13,2,13,7],[16,2,16,7],[19,2,19,7],[12,2,12,7],[12,9,12,12],[12,1,13,1],[15,2,15,7],[15,9,15,12],[15,1,16,1],[18,9,18,12],[16,9,16,12],[9,17,9,18],[7,8,7,11],[9,20,9,23],[9,14,9,15],[13,9,13,12],[33,1,34,1],[33,2,33,7],[33,9,33,12],[34,2,34,7],[34,9,34,12]]}
[]
[null,null,"STEP 5:  Linking Business Goals to Initiatives"]
[]
[null,null,"Planning is a Step-wise Process"]
[null,null,"Tying business goals to actions is a series of connected planning activities simplified in the steps below. Start with selecting the key business goals to be addressed, and follow the sequenced steps 1 through 7 (left to right) to outline a framework for an IT Strategic Plan. The result demonstrates a clear linkage between organization goals, the improvement opportunity, and how it will affect the business key performance measures. Each item is automatically rolled up into a one-page plan overview on the \"4. Resulting Modernization Plan\" tab."]
[]
[null,null,"Building the Information Technology Modernization Action Plan"]
[null,null,"Select Start Year for Plan:",null,null,2023,null,null,"Select Finish Year for Plan:",null,null,null,2027,null,null,null,null,null,null,null,null,null,null,null,null,"Updated Plan Version 2025 - DUE JUNE 1, 2025"]
[]
[null,null,"❶  DETERMINE BUSINESS OBJECTIVE",null,null,null,null,null,null,"❷  STRATEGIC APPROACH",null,null,null,null,"❸  STRATEGIC TECHNOLOGY OPPORTUNITY",null,null,"❹  STRATEGIC BUSINESS OUTCOMES",null,null,"❺  INVESTMENT SCOPING",null,null,null,null,"Updates Since December 2023"]
[null,null,"Business Goal or Strategy to be addressed (Select)",null,null,null,null,null,null,"Associated Guiding Principle to be used (Select)",null,null,null,null,"Create an Initiative Name","Create a Brief Initiative Description",null,"Affected Business Key Performance Measures (KPM) (Select)","Describe the related Initiative Success Measurements supporting the Affected Business KPM",null,"Rough Order of Magnitude Cost","Targeted\nStart Date","Year","Estimated Duration (Months)",null,"What's happened since our IT Strategic Plan was submitted in December 2023?"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null," "]
[null,"Modernization","Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration"]
[null,null,"Operational Excellence",null,null,null,null,null,null,"Cloud-Smart Approach",null,null,null,null,"Local To Cloud File Shares","Migrate OCB's data to 365 storage.  Consolidate data which is needs to be shared down a to single source of truth, removing redundant information during migration,  to ensure alignment with the state's strategic IT objectives while future proofing data accessibility beyond the retirement of legacy infrastructure.",null,"BEST PRACTICES","Percent of total best practices met by the commission.",null,153146.15,"2024-07-01",2024,12,null,"Rough costs assumed at $28,226 in 2023 were signifantly below what the actual costs were to migrate OCB'S data to 365 storage.  In hindsight, the 2023 version othe plan did not take into consideration the embedded costs fo individual contributors and management who had to be involved in this migration.  In order to accomplish the initiaitive, we brought in additional resources on a Limited Duration basis to manage and complete the work.  Resource constraints, in terms of personnel to dedicate to consolidating data, was a valid concern which meant that the targeted completion date (12/31/2024) was pushed out to June 30, 2025.\n\nScope creep over the last year meant an intranet site is now part of the overall project, which is anothe reason the project is costing more and taking longer than originally esatimed.  We've learned that standing up a page on TEAMS can be easily connected to an intranet site, so some of the concerns with keeping an intranet site up-to-date will be alleviated.\n\nWorkflows, and supporting business processes, have received alot of time and attention since the beginning of calendar year 2025.  Training as well, has been provided and is ongoing.\n\nAdditional work which will continue beyond June 30, 2025, under the guidance of OCB's records retention officer and leadership team, include decisions around what needs to be retained and for how long.  Once determined it will be incumbent on team managers to ensure retained records are relevent and comply with retention expectations, using IT supports to automate house-keeping."]
[]
[null,null,"Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration"]
[null,null,"Successful Client Outcomes",null,null,null,null,null,null,"User Focused - Ease of Use",null,null,null,null,"AWARE Project Phase 3","Case management modernization to include ongoing maintenace & support by Allliance as well as customizations.",null,"CUSTOMER SERVICE","Percent of customers rating their satisfaction with the agency's customer service as \"Good\" or \"Excellent:\" overall, timeliness, accuracy, helpfulness, expertise, availability of information.",null,237248,"2023-10-13",2024,15,null,"Originally estimated at $252,000, the final cost associated with 10 customizations to AWARE (case management system) totaled $237,248\n\nStaff Who Released Payment \nObject Code Selection Based on Service and Budget Selected \nAdd Information to Authorization Report \nUse Auth Number and Last Name as Primary Identifier for Payment \nChange Fiscal Interface to Be Numeric \nAdd Search Criteria to Financial Module \nAdd Attachments to Multiple Locations \nBEP notes table add author and date\nCase Note Attachment Conversion\nGroup Authorization Layout Search Result\n\nWork on the above was finalized in December 2024, 6 months ahead of schedule"]
[]
[null,"Modernization","Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration"]
[null,null,"Successful Client Outcomes",null,null,null,null,null,null,"User Focused - Ease of Use",null,null,null,null,"AWARE Project Phase 4","Case management modernization to include ongoing maintenace & support by Allliance as well as customizations.",null,"CUSTOMER SERVICE","Percent of customers rating their satisfaction with the agency's customer service as \"Good\" or \"Excellent:\" overall, timeliness, accuracy, helpfulness, expertise, availability of information.",null,{"$f":"45200*2","v":90400},"2025-10-01",2025,12,null,"The customizations initiative was presented to the State CFO and her team of analysts during preliminary policy option package conversations for agency request budget (ARB) 2025-27.\n\nWith a $150,000 target for new investment from the state's general fund (GF) approved by the state CFO, this initiative was not the one chosen to move forward with ARB.\n\nAdditional BEP customizations were deemed nice but not necessary by the program director.  Same too with VR.  There remains one customization that OCB continues to consider, which would have to be covered from the 2025-27 budget (which has not been finalized).  That customization is as follows:  As originally adapted, fiscal was not involved with the BEP module and we are certain that the amount of time and effort required to handle diverted authorizations was not well understood or considered.  After living with it since AWARE BEP go-live, OCB IT / Fiscal is supportive of this request.  There are also a number of other “diverted” auths which require manual close out by someone in fiscal.  Those include SPOTS and TriMet related.  When those auths aren’t closed out, Angel’s team can’t close a client’s case.\n\nCosts assumed at twice what SOW from 2024, which only addressed the BEP bulk authorizations, was estimated at while we wait on Aliance."]
[]
[null,"Modernization","Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration"]
[null,null,"Successful Client Outcomes",null,null,null,null,null,null,"Cross-organization Collaboration",null,null,null,null,"Matrixed OCB 2025","Develop agency-level expertise with mandated statewide cloud-based applications including Workday Human Resources, OregonBuys, and Workday Fiscal.",null,"BEST PRACTICES","Percent of total best practices met by the Commission.",null,287990,"2025-07-01",2025,24,null,"This initiative was presented to the State CFO and her team of analysts during preliminary policy option package conversations for agency request budget (ARB) 2025-27.\n\nWith a $150,000 target for new investment from the state's general fund (GF) approved by the state CFO, this initiative was not the one chosen to move forward with ARB.\n\nWith order of selection (OOS)a question of when, not if, additional support to build the infrastructure needed to manage OOS, train staff, and create shared tools will be the focus of new LD headcount being contemplated for B2025-27.  The costs of the same will have to be funded from salary, or other savings, elsewhere in LAB once adopted.  Enterprise-wide systems mandated for OCB's use, like a replacement for SFMA and organizational administration of OregonBuys brought in house, the secondary focus.\n"]
[]
[null,"Modernization","Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration"]
[null,null,"Successful Client Outcomes",null,null,null,null,null,null,"User Focused - Ease of Use",null,null,null,null,"RIM Tool Adoption","Adopt accessible toolkit for AT and IT to service OCB employees and clients remotely, improving OCB's operational agility and further removing reliance on legacy systems (VPN).",null,"BEST PRACTICES","Percent of total best practices met by the Commission.",null,31000,"2024-01-01",2024,12,null,"Rim tool has been sucessfully installed and distributed for use within the agency. \n\nWe encountered some issues running RIM internally due to several required ports being blocked by the state’s firewall. Since these ports couldn’t be opened for security reasons, we were unable to proceed with the internal setup. As a result, we had to uninstall RIM from our internal server and migrate the service to the cloud. Due to these minor but impactful issues, we were unable to complete the project within the original six-month timeframe."]
[]
[null,"Modernization","Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration"]
[null,null,"Effective Education and Outreach",null,null,null,null,null,null,"Cloud-Smart Approach",null,null,null,null,"Website Redesign","Complete redesign of OCB's Website currently located at oregon.gov/blind, including bringing it into the new SharePoint version 4.x template.  The project also includes migration of image and document libraries, branding and design services, and page creation and build out.",null,"CUSTOMER SERVICE","Percent of customers rating their satisfaction with the agency's customer service as \"Good\" or \"Excellent:\" overall, timeliness, accuracy, helpfulness, expertise, availability of information.",null,38369.040000000001,"2024-01-01",2024,6,null,"This initiative was completed $29K under budget and before our self-established deadline of June 30, 2024.\n\nOur LD project manager has transitioned maintenance to OCB's SPOC and ISS3.  Supporting the others who are authorized to work at keeping content current (Natalie, Max, Kathy Ewing) is ongoing.  Opportunities to improve those business processes exists, though this is a back burner item given other more critical IT to-dos.\n\nRegular weekly or monthly updates to the website should be streamlined and include a backup person who can handle all aspects of the site if needed. Having a single person primarily responsible for updates helps keep the site organized and reduces errors. A clear schedule for site updates should be established but that will wait until OCB's IT Infrastructure Administrator position is back-filled."]
[]
[null,"Modernization","Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration"]
[null,null,"Engaged & Proficient Team",null,null,null,null,null,null,"User Focused - Ease of Use",null,null,null,null,"Chatbot Knowledge Base","Investigate and implement the use of a chatbot frontend for a reorganized and well-maintained repository of policy, procedures, and knowledge of state vocational rehabilitation resources.",null,"CUSTOMER SERVICE","Percent of customers rating their satisfaction with the agency's customer service as \"Good\" or \"Excellent:\" overall, timeliness, accuracy, helpfulness, expertise, availability of information.",null,{"$f":"30*24*75","v":54000},"2026-01-01",2026,18,null,"The original initiative, to develop our own VR specific AI chatbox with outside support, was presented to the State CFO and her team of analysts during preliminary policy option package conversations for agency request budget (ARB) 2025-27.  With a $150,000 target for new investment from the state's general fund (GF) approved by the state CFO, the 2023 initiative priced at nearly a half a million dollars was not the one chosen to move forward with ARB.  With the potential for significant time-savings, sparing employees from the time spent searching, researching, and digesting multple regulations, policies and procedures, and tools developed and adopted by other VR agencie's across the country, OCB leadership continues to explore options and pricing while keeping the state's stance on GenAI in mind. \n\nAI implementation is inevitable through tools like Microsoft CoPilot, where we can utilize an out-of-box AI tool to interact with our 365 data lake. Funding of this would not be included in budgeted amounts already set aside for Teams, since use of Copilot requires a Teams Premium license.\n\nEstimated cost = $30 / month & 75 licenses for 24 months",null,{"$f":"720/24","v":30}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"j"]
[null,"Modernization","Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration"]
[null,null,"Operational Excellence",null,null,null,null,null,null,"Cloud-Smart Approach",null,null,null,null,"OCCB Student Services","Student enrollment and scheduling tool to replace out of date legacy Access database",null,"BEST PRACTICES","Percent of total best practices met by the Commission.",null,{"$f":"30*16*24","v":11520},"2025-07-01",2025,6,null,"NEW! to this iteration of the IT Strategic Plan, the current approach utilizes a MS Access database that is siloed (only one employee can use it at a time); obsolete (no longer supported), and does not meet OCB's needs.\n\nIt is not accessible which means no visually impaired employees, including the Center Director, can use it.  Limited functionality means there is no option to use it to remind students of their classes using their preferred mode of communication, i.e. text.\n\nDoes it need to be integrated with the CMS?  If so, a customization with Alliance would need to be scoped. Will the software pass State security requirements?  This software would impact, HSAs, Center Staff, VRCs and likely others.  Accessbility testing, before purchase, is reocmmended. \n\nConsideration to records archived (if necessary) should be given in addition to running the legacy system in tandem with a new application we might choose to adopt.Creating a solid plan for how it will be used and the necessary training will be important.  \n\nTwo options being investigated at present (5/16/2025) with Calendly the front-runner.  Cost assumption is for their Teams option at $16 / set / mo for 30 users and 24 months (B2025-27)"]

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[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"FOUNDATION",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"STRATEGIC PRIORITIES",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"ACTION PLAN",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"PERFORMANCE"]
[]
[null,null,"OUR MISSION",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"GOALS",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"KEY INITATIVES",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"ALIGNED KEY INDICATORS"]
[]
[null,null,{"$f":"IF('1. Agency Overview'!B11=0,\"\",'1. Agency Overview'!B11)","v":"Empower Oregonians who are Blind to Fully Engage in Life"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Overview'!B29=0,\"\",\"1. \"&'1. Agency Overview'!B29)","v":"1. Engaged & Proficient Team"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!O14=0,\"\",'5. Strategy'!O14&\":\")","v":"Local To Cloud File Shares:"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!R14=0,\"\",'5. Strategy'!R14&\": \")","v":"BEST PRACTICES: "}]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!P14=0,\"\",'5. Strategy'!P14)","v":"Migrate OCB's data to 365 storage.  Consolidate data which is needs to be shared down a to single source of truth, removing redundant information during migration,  to ensure alignment with the state's strategic IT objectives while future proofing data accessibility beyond the retirement of legacy infrastructure."},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!S14=0,\"\",'5. Strategy'!S14)","v":"Percent of total best practices met by the commission."}]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Overview'!B30=0,\"\",\"2. \"&'1. Agency Overview'!B30)","v":"2. Effective Education and Outreach"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!O17=0,\"\",'5. Strategy'!O17&\":  \")","v":"AWARE Project Phase 3:  "},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!R17=0,\"\",'5. Strategy'!R17&\": \")","v":"CUSTOMER SERVICE: "}]
[]
[null,null,"OUR VISION",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!P17=0,\"\",'5. Strategy'!P17)","v":"Case management modernization to include ongoing maintenace & support by Allliance as well as customizations."},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!S17=0,\"\",'5. Strategy'!S17)","v":"Percent of customers rating their satisfaction with the agency's customer service as \"Good\" or \"Excellent:\" overall, timeliness, accuracy, helpfulness, expertise, availability of information."}]
[]
[null,null,{"$f":"IF('1. Agency Overview'!B15=0,\"\",'1. Agency Overview'!B15)","v":"Blindness Without Barriers:  A State of Inclusion for Oregonians with Vision Loss"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Overview'!B31=0,\"\",\"3. \"&'1. Agency Overview'!B31)","v":"3. Operational Excellence"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!O20=0,\"\",'5. Strategy'!O20&\":  \")","v":"AWARE Project Phase 4:  "},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!R20=0,\"\",'5. Strategy'!R20&\": \")","v":"CUSTOMER SERVICE: "}]
[]
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[]
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[]
[null,null,{"$f":"IF('1. Agency Overview'!B21=0,\"\",'1. Agency Overview'!B21)","v":"Integrity – Meeting commitments, acting responsibly with public and personal trust, and being accountable for words and actions."},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Overview'!B35=0,\"\",\"7. \"&'1. Agency Overview'!B35)","v":""},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!O32=0,\"\",'5. Strategy'!O32&\":  \")","v":"Chatbot Knowledge Base:  "},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!R32=0,\"\",'5. Strategy'!R32&\": \")","v":"CUSTOMER SERVICE: "}]
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[]
[null,null,{"$f":"IF('1. Agency Overview'!B22=0,\"\",'1. Agency Overview'!B22)","v":"Professionalism – Embodying a commitment to quality and pride in our work."},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"GUIDING PRINCIPLES",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!O35=0,\"\",'5. Strategy'!O35&\":  \")","v":"OCCB Student Services:  "}]
[]
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[]
[]
[]
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[]
[]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('2a. Guiding Principles'!C23=\"\",\"\",'2a. Guiding Principles'!C24)","v":"Using Cloud services allows the organizations to take a strategic look at what infrastructure will best serve each business workload, and can better align to meet specific business goals and values."}]
[]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('2a. Guiding Principles'!C26=\"\",\"\",'2a. Guiding Principles'!C26&\":  \")","v":"Mission First:  "}]
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[]
[null,"AUTOMATIC:  Timeline for Initiatives"]
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[null,{"$f":"IF('5. Strategy'!O23=0,\"\",'5. Strategy'!O23)","v":"Matrixed OCB 2025"},{"$f":"IF('5. Strategy'!V23=0,\"\",'5. Strategy'!V23)","v":"2025-07-01"},{"$f":"Table113[[#This Row],[Planned Start]]","v":"2025-07-01"},{"$f":"IF('5. Strategy'!V23=0,\"\",'5. Strategy'!V23+('5. Strategy'!X23*30))","v":"2027-06-21"},{"$f":"Table113[[#This Row],[Planned Finished]]","v":"2027-06-21"},0,720,0]
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[null,{"$f":"IF('5. Strategy'!O29=0,\"\",'5. Strategy'!O29)","v":"Website Redesign"},{"$f":"IF('5. Strategy'!V29=0,\"\",'5. Strategy'!V29)","v":"2024-01-01"},{"$f":"Table113[[#This Row],[Planned Start]]","v":"2024-01-01"},{"$f":"IF('5. Strategy'!V29=0,\"\",'5. Strategy'!V29+('5. Strategy'!X29*30))","v":"2024-06-29"},{"$f":"Table113[[#This Row],[Planned Finished]]","v":"2024-06-29"},0,180,0]
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[null,{"$f":"IF('5. Strategy'!O35=0,\"\",'5. Strategy'!O35)","v":"OCCB Student Services"},{"$f":"IF('5. Strategy'!V35=0,\"\",'5. Strategy'!V35)","v":"2025-07-01"},{"$f":"Table113[[#This Row],[Planned Start]]","v":"2025-07-01"},{"$f":"IF('5. Strategy'!V35=0,\"\",'5. Strategy'!V35+('5. Strategy'!X35*30))","v":"2025-12-28"},{"$f":"Table113[[#This Row],[Planned Finished]]","v":"2025-12-28"},{"$f":"IFERROR(D15-C15,\"\")","v":0},{"$f":"IFERROR(IF(F15>E15,E15-D15,((E15-D15)+(F15-E15))),\"\")","v":180},{"$f":"IFERROR(IF(D15>E15,E15-D15,0)+F15-E15,\"\")","v":0}]
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[null,"Schedule Indicator"]
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[null,"AUTOMATIC:  Investment Calculations"]
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[null,"Investment by Goal",null,null,"Year over Year",null,null,"Temporary Data",null,null,"Chart Data"]
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{"sheet":"Validation","index":10,"n_rows":25,"n_cols":9,"rows_kept":25,"cut":false,"hidden":true,"merged":[]}
["Budget Period","Control","Principles","Description","Rationale","Implications","Value","Guiding Principles Results","Header"]
[2022,true,"User Focused - Ease of Use","Technology solutions will be designed to optimize the user’s experience while maximizing sharing and reuse of technologies.","Technology solutions need to be user-centric in design, delivery and deployment to maximize business value and adoption.","• Solution process and methods must take the user experience into account.\n• The user’s experience will be optimized based on the user’s authorizations and the capabilities of the user’s device and access channel.\n• User experience solutions will maximize sharing & re-use of technologies and services across all devices and channels for consistency.",true,{"$f":"IFERROR(_xlfn._xlws.FILTER(Validation!C2:C25, G2=Validation!B2:B25),\"\")","v":"User Focused - Ease of Use"},{"$f":"_xlfn.CONCAT(\"Information Technology Modernization Plan:  \",Period,\" - \",FINISH)","v":"Information Technology Modernization Plan:  2023 - 2027"}]
[2023,false,"Controlling Technology Risks","IT risk will be evaluated through standard policies, procedures, and a governance model to identify appropriate mitigations. ","The tradeoffs between business value and risk must be considered at the enterprise level.  Evaluating and communicating acceptable levels of risk will ensure optimum protection of resources within the business and the enterprise overall","• Business-specific technology risks will be managed at the appropriate level (e.g., by Governance bodies and working groups such as IT Governance Committee) in accordance standards, policies, and procedures, and escalated to EIS as appropriate\n• Criteria and thresholds will be defined so independent oversight will occur on technology implementation projects.\n• The solution architecture process will define the solution that meets the business unit’s acceptable risk standard in balance with other factors, including cost and functionality.",null,"Quality Business Data"]
[2024,false,"Focused IT Investments","Management of IT investments (e.g. allocation of IT resources, funding of projects) will align with the strategic objectives and the governance process.","Focusing IT investments on the most important priorities maximizes business benefit achieved from IT resources.","• IT investments will be well-defined by business cases to:\n    o   Provide an analysis of costs, benefits, value and risks\n    o   Demonstrate compliance with need Business Service Levels\n• IT investments will be guided by defined governance with equitable representation from executive, business and technology groups.",null,"Cross-organization Collaboration"]
[2025,false,"Fiscally Responsible Investments","Where possible participate in multi-organization IT initiatives to take advantage of economies of scale, and strive for return on investment, and predictability in technology costs.","Sharing of costs for commonly used IT resources and assets will increase consistency, transparency and cost efficiencies.","• Business group-specific IT resource costs may not be shared.\n• Budgeting, pricing, cost models, allocation practices and reporting will be implemented and communicated across the Enterprise.",null,"Cloud-Smart Approach"]
[2026,false,"Effective Build - Buy Decisions","For best long-term outcomes decisions will follow a rigorous process that will follow a formal framework favoring acquiring the functionality in Commercial of the Shelf (COTS) or Cloud based systems or services, and consider business process re-engineering and custom development as the last alternative.","Clear articulation and adherence to prioritized criteria for reuse / buy / build decisions will ensure greater flexibility, extensibility and cost/time efficiencies in technology solution development, deployment, and maintenance.\n ","• Existing organization technology assets (e.g. applications, services, tools, components and functions) will be documented and available for reuse.\n• Prioritized criteria for reuse/buy/build decisions will be documented and used consistently in analysis for delivering new functionality.\n• For functionality that cannot be acquired business process re-engineering should be considered, and custom development used as the last alternative.\n",null,"Mission First"]
[2027,false,"Modernize the Experience","Running outdated applications causes many problems and challenges, and may not align with business goals. Modernization is focused on improving the employee and customer experience.","Technology is changing rapidly and when it becomes outdated, it isn’t easy to solve bugs and other problems because of a lack of support and services and obsolete systems become difficult to sustain. ","• The organization will take advantage of mainstream technologies and solutions, to minimize lock-in and to make use of best-of-breed solutions.\n• The organization will play an active role defining requirements while adopting common technology standards for future-proofing systems.  \n• Business technology solutions will align with the state Enterprise Architecture principles to the benefit of the organization.  \n",null,"Advance Diversity, Equity, Inclusion"]
[2028,false,"Meet Standards & Compliance","IT solutions and services will comply with security, privacy, technical, and other standards, and will meet appropriate audit, regulatory and legal requirements. ","Well-documented and consistent adoption of organization standards will protect enterprise resources.","• Organization standards will be reviewed and communicated on an on-going basis to ensure compliance.\n• This principle should be applied when negotiating IT service contracts."]
[2029,false,"Ensuring System Availability","Architecture processes in developing new systems or services will ensure that service levels for availability, performance, capacity, and scalability are specified.","Explicit service levels and agreements will enable delivery of required services.","• Contract management will be required to review and monitor service level agreements and ensure appropriate contract leverage.\n• Reporting of performance against documented Service Levels will be required to provide transparency and identify trends or service improvement needs."]
[2030,false,"Strategic Adopting of New Technologies","The adoption of technology will rely on following the lead of other agencies for \"systems of record\", and will consider early adoption for \"systems of innovation and differentiation\". ","A two-path approach to technology adoption will allow the organization to drive innovative, state of the art technology solutions in balance with managing costs and risks.","• The organization will be quick to adopt proven technologies based on available resources\n• The organization will consider technologies closer to the bleeding edge for innovative business solutions and areas where technical currency is a key driving factor."]
[null,false,"Innovation and Continuous Improvement","The organization culture is a catalyst for continuous innovative change, and actively encourages exploration of technology innovation for business benefit.  ","Technology is an integral part of the organization’s business, and the IT group is responsible for spearheading technological innovation and solutions in partnership with business groups for business value. ","• The organization will selectively support and evaluate innovation pilots/prototypes to determine how they can be adopted. \n• External IT service providers are expected to enable and offer innovation where it brings benefit to the organization.  \n• Service providers are also expected to drive continuous improvement by understanding of organization needs, and by measuring outcomes against the expectations defined in system business cases."]
[null,false,"Extending the Life of Systems","Management of the lifecycle for IT products and services to mitigate obsolescence, security risks, and decreased business value.","IT Lifecycle management is needed to contain the O&M cost of the IT portfolio and to maintain technical currency and supportability","• Lifecycle management will leverage the original business case associated with the system to facilitate periodic assessments of functional, technical, and financial aspects of organization IT services, applications and infrastructure.\n• On-going lifecycle management will determine appropriate future actions based on risk management and alignment with state Enterprise Architecture principles."]
[null,false,"Adherence to Best Practices","Where custom solutions are needed to support the business, all development will follow leading industry practices and processes, including the clear definition of requirements.","Common methods will ensure improved quality, predictability, reliability and efficiency of application development and delivery.","• Joint participation by the business and technology staff throughout the development process will ensure business focused activities including solid definition of business requirements.\n• Rigorous, repeatable practices and processes, such as those consistent with the Software Engineering Institute’s Capability Maturity Model (SEI CMM) Level 3 should be used.\n• organization-wide project reporting standards will be followed to ensure stakeholders stay involved."]
[null,false,"Leverage Enterprise Services","DAS & EIS systems and services are preferred solutions as a means to decrease costs and internal support, provide flexibility of scale, and reduce risks. ","Use of Enterprise Information systems and services provides a cost and support advantage allowing the organization to focus on its core mission.","• To service the needs of the organization, DAS/EIS will build upon and implement standards for common Enterprise related systems.\n• Assessment of need or operation performance will be evaluated on a recurring basis.  \n"]
[null,false,"Business Continuity and Reputation","Business continuity is a responsibility of the business groups while IT disaster recovery is a shared responsibility among business and technical group, and IT outsourced vendor(s).","The organization’s business and technology groups, as well as outsourced vendor(s) will collaborate and plan to ensure minimal disruption to business operations.","• The allocation of resources to business continuity shall be determined by the impact of service disruption, the cost of service availability protection and the cost of service restoration.\n• Business Continuity Plans maintained by the business groups will serve as inputs to the IT disaster recovery approach and plan.\n• Any data that is needed for mission critical operations must be backed up using a backup/restore solution consistent with the Enterprise Architecture.  "]
[null,true,"Quality Business Data","Ensure sound data stewardship by providing a secure and accessible data environment.","The IT environment must be stable, resilient and secure for all data and intellectual property. ","• Simultaneously, accurate, usable information and data should be available as appropriate to each user in a timely fashion. \n• Providing this environment while maintaining compliance with applicable laws and regulations is a shared responsibility."]
[null,true,"Cross-organization Collaboration","We will work within and across organizational structures to meet strategic goals and identify opportunities for innovation and improvement.","Solving strategic problems and making IT decisions cannot be done in isolation, as the impacts of decisions have far-reaching effects. ","• Achieving strategic goals requires creative problem-solving across myriad stakeholder groups. \n• Collaboration provides opportunities to benefit from diverse viewpoints and draw from multiple resource bases to address critical needs."]
[null,false,"Transparency in Decisions","We will be transparent in our decision-making and resource use both internally and ","Significant IT decisions should be made via established governance processes in a manner that solicits input from relevant stakeholders, as transparent processes will lead to better acceptance of decisions and improved outcomes.  ","• The IT community should communicate with stakeholders about impacts of IT decisions and campus stakeholders should consult with the IT community concerning current performance and anticipated needs."]
[null,false,"Business Driven Outcomes","Our IT decisions will align with the business goals and strategic plan","The strategic plan includes its priorities, vision and goals surrounding its core missions","• Alignment with organization priorities is a fundamental facet of this and any IT strategic plan and the decisions based upon it.  \n• The plan provides decision-makers, particularly those in IT, with the opportunity to stop and evaluate whether the decisions being made will advance the organization priorities."]
[null,true,"Cloud-Smart Approach","Using Cloud services allows the organizations to take a strategic look at what infrastructure will best serve each business workload, and can better align to meet specific business goals and values.","Cloud computing is the on-demand delivery of a range of computing resources over remote networks allowing agencies to work more flexibly and scale up operations easily and affordably. ","• Cloud will be the first and preferred option for all new IT investments, yet is not be conflated with the idea of “cloud everything”. \n• Cloud migration decisions will be driven by considerations of business agility and overall cloud value, in addition to considerations of cost, time, effort and risk.\n• Software-as-a-Service (SaaS) will be the preferred approach and be evaluated before other cloud types requiring more involved support models (i.e., PaaS or laaS). "]
[null,false,"Ensure Systems are Secure","The need to maintain the integrity of information and protect IT assets requires an ongoing commitment by the organization by adhering to policies, standards, and procedures. ","Effective information security management protects all IT assets to minimize the business impact of security vulnerabilities and incidents.","• The performance of security monitoring and periodic testing and implementing corrective actions reduces identified security weaknesses or incidents. \n• Systems and services are kept current with latest updates and security patches, and third-party IT provides are held to the same standards byway of contracts.\n• Security is built-in up front in system or service being implemented or enhanced following industry standards and state guidelines."]
[null,true,"Mission First","IT exists to support and enable the mission of the organization, and business strategy will drive IT strategies and initiatives. ","Providing a responsive environment  IT service activities will be designed first to enhance the experience of our Oregonians and secondarily to support staff in their administrative activities. ","• The organization will hone in on its mission and be open to changing business processes to leverage best practice inherent in acquired systems to met objectives.\n• Constituents will be consulted to identify business and system requirements, examine existing solutions, and consider alternatives for improved alignment."]
[null,false,"Cost Sensitive Solutions","Cost imperatives drive the organization and a structured approach to making choices will involve specifying objective and deriving a set of possible outcomes (values of the objective) associated with each choice.","Using alternatives analysis will lead to better financial decisions and the value of systems or services is expressed as the improvement in the expected business value for both initial and on-going cost. ","• The total cost of ownership (TCO) method using the purchase price of a system or service plus the costs of operation represents the bigger picture look at what the business value is over time.\n• TCO includes initial acquisition price, repairs, maintenance costs, upgrades, service or support contracts, network integration, security, software licenses and employee training."]
[null,true,"Advance Diversity, Equity, Inclusion","One of the primary ways of interacting with Oregonians and staff is through digital means and during the process of investing in technology DEI is being assessed as part of the organization’s prioritization process.","The objectives outlined within the Oregon State Diversity, Equity, and Inclusion Action Plan map out key attributes related to digital engagement with people. The gap between these key attributes relates to those who have access to technology, the internet, and those that possess digital literacy and those who do not.","• To address Diversity user demographics are assessed and the use of Multilingual Information Access is aligned accordingly.\n• Equity within systems will address Accessibility standards for people with disabilities, and systems are purpose-built for reducing barriers to information by providing Mobility & Adaptive Capable flexible digital access.\n• Inclusion within systems will incorporate ease of use to ensure people feel their positive interaction in a process is valued more than conforming to a rigid business process. "]
[null,false,"Flexibility / Nimbleness","The organization will invest in systems or services that can be changed more easily and provides users with applications, data, and analytical tools so they can manage processes themselves. ","To improve how the organization operates it is hard to avoid changes to the information systems that enable business processes. Delays and high expenses in changing information technology (IT), or choosing manual workarounds that are less efficient delay or stall business goals from being met.","• Using “lean techniques” and documenting processes (e.g., the voice of the customer, demand management, just-in-time, level scheduling, and cross-training) the organization can implement technology changes faster.\n• Leverage IT environments that can adapt to spikier workloads, interdependent applications, and common data pools to better connect customers, partners and employees (e.g. configurable integrated platforms/workflows). "]