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{"sheet":"Introduction","index":0,"n_rows":33,"n_cols":4,"rows_kept":33,"cut":false,"hidden":false,"merged":[[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],[8,1,8,13],[4,1,4,13],[11,1,11,13],[1,3,1,13],[2,3,2,13]]}
[]
[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."]

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[]
[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,"Contruction Contractors Board"]
[]
[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,"To protect and serve Oregon Consumers, support responsible licensed contractors and promote a positive business climate."]
[]
[null,"Vision"]
[null,"Insert the organization’s vision. Describing WHY the organization exists"]
[null,"To protect and serve Oregon Consumers, support responsible licensed contractors and promote a positive business climate."]
[]
[null,"Values"]
[null,"Insert the organization’s values or guiding principles. List the values that resonate within the organization or the agency"]
[null," \"One Agency\" Focus"]
[null,"Clear Priorities"]
[null,"Transparent Communication"]
[null,"Empowered Staff"]
[null,"Ongoing Evaluation"]
[]
[]
[null,"Goals and Strategies"]
[null,"Insert the organization’s highest-level strategic goals"]
[null,"Sustainable Financial Management"]
[null,"Accountable Service Delivery"]
[null,"Operational Maturity"]
[]
[]
[]
[]
[]
[null,"Measurement"]
[null,"Insert the organization’s business Key Performance Measures"]
[null,"Key Performance Measure Name",null,"Associated Description"]
[null,"Homeowner Awareness",null,"Percent of homeowners who are aware of their rights and responsibilities and the services."]
[null,"Unlicensed Recidivism Rate",null," Percent of homeowners who are aware of their rights and responsibilities and the services."]
[null,"Contractors Who Fail to Pay Damages",null," Percent of licensed contractors operating in Oregon that fail to pay in full final dispute resolution complaints for damages."]
[null,"Enforcement Investigations",null,"Average days to close an enforcement investigation."]
[null,"Dispute Resolution Final Orders",null,"Average days to issue a dispute resolution (claims) final order."]
[null,"Fair and Impartial Dispute Resolution Proces",null," Percent of parties to claims who perceive claims process to be fair and impartial."]
[null,"License and Renewal Processing",null,"Percent of contractors satisfied with the agency's processing of license and renewal information."]
[null,"Customer Service",null,"Percent of customers rating the agency's customer service as \"good\" or \"excellent\". Ratings cover timeliness, accuracy, helpfulness, expertise, availability of information and overall performance."]
[null,"Best Practices ",null,"Percent of best practices met by the Board. "]

{"sheet":"2. 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",{"$f":"IF(Validation!H3=0,\"\",Validation!H3)","v":"Modernize the Experience"},null,"Rationale",null,"Implications"]
[null,null,{"$f":"IFERROR(IF(VLOOKUP(C17,Validation!C2:E25,2,FALSE)=0,\"\",VLOOKUP(C17,Validation!C2:E25,2,FALSE)),\"\")","v":"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."},null,{"$f":"IFERROR(IF(VLOOKUP(C17,Validation!C2:E25,3,FALSE)=0,\"\",VLOOKUP(C17,Validation!C2:E25,3,FALSE)),\"\")","v":"Technology is changing rapidly and when it becomes outdated, it isn’t easy to solve bugs and other problems because of a lack of support and services and obsolete systems become difficult to sustain. "},null,{"$f":"IFERROR(IF(VLOOKUP(C17,Validation!C2:F25,4,FALSE)=0,\"\",VLOOKUP(C17,Validation!C2:F25,4,FALSE)),\"\")","v":"• 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,"Principle",{"$f":"IF(Validation!H4=0,\"\",Validation!H4)","v":"Strategic Adopting of New Technologies"},null,"Rationale",null,"Implications"]
[null,null,{"$f":"IFERROR(IF(VLOOKUP(C20,Validation!C2:E25,2,FALSE)=0,\"\",VLOOKUP(C20,Validation!C2:E25,2,FALSE)),\"\")","v":"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\". "},null,{"$f":"IFERROR(IF(VLOOKUP(C20,Validation!C2:E25,3,FALSE)=0,\"\",VLOOKUP(C20,Validation!C2:E25,3,FALSE)),\"\")","v":"A two-path approach to technology adoption will allow the organization to drive innovative, state of the art technology solutions in balance with managing costs and risks."},null,{"$f":"IFERROR(IF(VLOOKUP(C20,Validation!C2:F25,4,FALSE)=0,\"\",VLOOKUP(C20,Validation!C2:F25,4,FALSE)),\"\")","v":"• 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,"Principle",{"$f":"IF(Validation!H5=0,\"\",Validation!H5)","v":"Innovation and Continuous Improvement"},null,"Rationale",null,"Implications"]
[null,null,{"$f":"IFERROR(IF(VLOOKUP(C23,Validation!C2:E25,2,FALSE)=0,\"\",VLOOKUP(C23,Validation!C2:E25,2,FALSE)),\"\")","v":"The organization culture is a catalyst for continuous innovative change, and actively encourages exploration of technology innovation for business benefit.  "},null,{"$f":"IFERROR(IF(VLOOKUP(C23,Validation!C2:E25,3,FALSE)=0,\"\",VLOOKUP(C23,Validation!C2:E25,3,FALSE)),\"\")","v":"Technology is an integral part of the organization’s business, and the IT group is responsible for spearheading technological innovation and solutions in partnership with business groups for business value. "},null,{"$f":"IFERROR(IF(VLOOKUP(C23,Validation!C2:F25,4,FALSE)=0,\"\",VLOOKUP(C23,Validation!C2:F25,4,FALSE)),\"\")","v":"• 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,"Principle",{"$f":"IF(Validation!H6=0,\"\",Validation!H6)","v":"Quality Business Data"},null,"Rationale",null,"Implications"]
[null,null,{"$f":"IFERROR(IF(VLOOKUP(C26,Validation!C2:E25,2,FALSE)=0,\"\",VLOOKUP(C26,Validation!C2:E25,2,FALSE)),\"\")","v":"Ensure sound data stewardship by providing a secure and accessible data environment."},null,{"$f":"IFERROR(IF(VLOOKUP(C26,Validation!C2:E25,3,FALSE)=0,\"\",VLOOKUP(C26,Validation!C2:E25,3,FALSE)),\"\")","v":"The IT environment must be stable, resilient and secure for all data and intellectual property. "},null,{"$f":"IFERROR(IF(VLOOKUP(C26,Validation!C2:F25,4,FALSE)=0,\"\",VLOOKUP(C26,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."}]

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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":"4. SWOT","index":4,"n_rows":48,"n_cols":3,"rows_kept":48,"cut":false,"hidden":false,"merged":[[35,1,35,2],[11,1,11,2],[4,1,4,2],[3,1,3,2]]}
[]
[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 Example Questions","Weakness Example Questions"]
[null,"1. What are we doing well?\n2. What resources do we have?\n3. What is our strongest asset?","1. Where can we improve?\n2. What services are underperforming?\n3. Where are we lacking resources?"]
[null,"Opportunity Example Questions","Threats Example Questions"]
[null,"1. What new technology can we use?\n2. Can we expand our services?\n3. What demographics are we not targeting?","1. What regulations are changing?\n2. What is keeping us from fulfilling our mission?\n3. How are trends changing?"]
[]
[null,"INTERNAL FACTORS"]
[null,"STRENGTH","WEAKNESS"]
[null,"CCB has strong change management.  ","Current system is aging an cannot be supported much longer."]
[null,"CCB is building current process use cases that are meaningful for the organization and for system replacement.","Current system cannot be brought to current security standards."]
[null,"CCB staffing has several staff that have been with the organization for several years. ","Current system cannot be changed in meaningful ways and does not meet the needs or internal or external interested parties."]
[null,"Outreach to Spanish speaking community has resulted in increased pass rate for initial licensing.","Current data is low quality and we cannot change the front end, therefore we cannot improve the quality of the data being entered."]
[null,"Strong leadership","Any action in the current system must be initiated by a human.  The system is very manual."]
[null,"Partners well with other organizations. ","System was created in 2003 and is written in VB6."]
[null,"Forward thinking","Fees may not keep up with current operational expenditures with the current COLAs and with the planned expenditures for the cost of the new systems.  "]
[null,"Promoting the importance of hiring licensed contractors to consumers can increase demand for regulated contractors, benefitting both contractors and the public.","Staffing level in IT is insufficient to maintain the current system"]
[null,null,"Supporting multiple platforms exacerbates the support problem of the system."]
[null,null,"Oracle is expensive to maintain."]
[null,null,"Unable to move to SDC due to Oracle plus staffing.  "]
[null,null,"Insufficient online services."]
[null,null,"System does not have the ability to meet future needs of the organization."]
[null,null,"Not all critical positions have succession planning in place."]
[]
[]
[]
[]
[]
[]
[]
[]
[null,"EXTERNAL FACTORS"]
[null,"OPPORTUNITY ","THREATS"]
[null,"Replace legacy system with current technology that offers items such as online licensing application and digital record-keeping to streamline processes and improve efficiency.","During economic downturns construction projects may decrease, impacting the demand for contractors and potentially leading to financial challenges. "]
[null,"Move servers from on premise to the State Data Center.","Changes in priorities could lead to shifts in regulations or resource allocations that might impact the Board's effectiveness."]
[null,"Establish succession plan for critical positions.","Contractors operating without proper licenses."]
[null,"Education and Training: Expand the current Clackamas Community College program offerings to other community colleges to assist potential contractors and to increase applicant pass rates.","Enforcement agents in the field may encounter hostile/threatening individuals."]
[null,"Expand application translation services to additional languages.  ","Contractors who disagree with the Board's decisions might pursue legal action, potentially tying up resources and funding in legal battles.  "]
[null,"Increase online access  including initial application.","If the number of contractors in the state continues to go up, the current staffing levels are unsustainable because the current system in so manual activity intensive."]
[null,"Move to a state owned facility to reduce costs.","If funding levels aren't adjusted then we would need to lay off people threatening our enforcement and dispute resolution activities and increasing processing times for new or existing licenses."]
[null,"Have licensure agencies close in proximity for more collaboration.","Changing DAS or EIS requirements could cause last minute additions/changes in what is necessary in the final platform or in the process.  With a typical implementation timeline pf 1-2 years EIS/DAS/DOJ will significantly shift their requirements at some point during the process based on the past several years' experience."]
[null,null,"Other initiatives or legislation could entirely derail the CCB effort at any point simply by consuming all available resources either or both at CCB and at EIS/Procurement/DOJ/etc.  "]
[null,null,"Increased fees to support the implemented system (currently being proposed and defined) are necessary to balance the agency budget over the longer term with the inclusion of the new system maintenance costs.  If such increases are not implemented that could make CCB unable to support the implemented system and cause CCB to halt the process."]
[null,null,"Retirements or other departures in the business could result in the loss of significant business knowledge.  "]

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[]
[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,"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,"❻  STRATEGIC CONSIDERATIONS"]
[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,"Risks, Assumptions, Issues, and Dependencies"]
[]
[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,"Risks, Assumptions, Issues, and Dependencies"]
[null,null,"Sustainable Financial Management",null,null,null,null,null,null,"Strategic Adopting of New Technologies",null,null,null,null,"Licensing System Replacement","Replace licensing and enforcement system with a system that meets the needs of the Constuction Contractors Board, consumers and contractors.",null,"License and Renewal Processing","Reduce the length of time from license application to approval by 23%.",null,1200000,"2024-02-01",{"$f":"IF(V14=0,\"\",YEAR(V14))","v":2024},36,null,"Risks include lack of funding for the project, economic downturn resulting in a less revenue, possible system failure, possible security breach, vulnerability of data, inefficient processing, and lack of customer self-service opportunities. Procurement at DAS is understaffed and poses a significant threat to selection (RFP) and implementation timelines. Those sections of EIS & DOJ which are involved also pose significant threats to successful and, especially, timely completion of a new system selection and implementation."]
[]
[null,"Modernization","Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration",null,"Risks, Assumptions, Issues, and Dependencies"]
[null,null,"Accountable Service Delivery",null,null,null,null,null,null,"User Focused - Ease of Use",null,null,null,null,"Field Investigator Hardware Refresh","Provide field investigators with tools and technology to enable them to perform all of their work on-site.",null,"Enforcement Investigations","Increase the number of field investigations by 5% per year with more streamlined processes for writing reports.",null,20000,"2025-01-01",{"$f":"IF(V17=0,\"\",YEAR(V17))","v":2025},6,null,"Assumes solution is mobile enabled. Adoption of new technology is a risk but CCB has strong change management to manage this risk.  This is dependent on software configuration."]
[]
[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,"Risks, Assumptions, Issues, and Dependencies"]
[null,null,"Accountable Service Delivery",null,null,null,null,null,null,"User Focused - Ease of Use",null,null,null,null,"Licensing System Replacement","Provide the ability for contractors to apply for licenses on-line.",null,"Customer Service","50% of all new applications are submitted on-line.",null,null,null,{"$f":"IF(V20=0,\"\",YEAR(V20))","v":""}]
[]
[null,"Modernization","Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration",null,"Risks, Assumptions, Issues, and Dependencies"]
[null,null,"Sustainable Financial Management",null,null,null,null,null,null,"Modernize the Experience",null,null,null,null,"Licensing System Replacement","Provide more services online giving the customer an opportunity to self-serve.",null,"Customer Service","Reduce the number of licensing phone calls by providing more services on-line.",null,null,null,{"$f":"IF(V23=0,\"\",YEAR(V23))","v":""}]
[]
[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,"Risks, Assumptions, Issues, and Dependencies"]
[null,null,"Sustainable Financial Management",null,null,null,null,null,null,"Strategic Adopting of New Technologies",null,null,null,null,"Licensing System Replacement","Reduce the amount of non-legal documents mailed to licensees by providing documentation in an alternative way.",null,"Customer Service","Email 85% of notices to licensees.",null,null,null,{"$f":"IF(V26=0,\"\",YEAR(V26))","v":""}]
[]
[null,"Modernization","Business Goal or Strategy",null,null,null,null,null,null,"Guiding Principle",null,null,null,null,"Initiative Name","Initiative Description",null,"Key Performance Measure","Success Measure",null,"Cost","Start",null,"Duration",null,"Risks, Assumptions, Issues, and Dependencies"]
[null,null,"Sustainable Financial Management",null,null,null,null,null,null,"Innovation and Continuous Improvement",null,null,null,null,"Data Center Move","Move on premises servers to the State Data Center",null,"Best Practices ","Decrease the amount of time spent on non-core business activities such as system and network administration within IT by 30%. ",null,12000,"2025-07-01",{"$f":"IF(V29=0,\"\",YEAR(V29))","v":2025},6]
[]
[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,"Risks, Assumptions, Issues, and Dependencies"]
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[null,null,{"$f":"IF('1. Agency Overview'!B11=0,\"\",'1. Agency Overview'!B11)","v":"To protect and serve Oregon Consumers, support responsible licensed contractors and promote a positive business climate."},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Overview'!B28=0,\"\",\"1. \"&'1. Agency Overview'!B28)","v":"1. Sustainable Financial Management"},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,{"$f":"IF('5. Strategy'!O14=0,\"\",'5. Strategy'!O14&\":\")","v":"Licensing System Replacement:"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!R14=0,\"\",'5. Strategy'!R14&\": \")","v":"License and Renewal Processing: "}]
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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,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,{"$f":"IF('5. Strategy'!P14=0,\"\",'5. Strategy'!P14)","v":"Replace licensing and enforcement system with a system that meets the needs of the Constuction Contractors Board, consumers and contractors."},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!S14=0,\"\",'5. Strategy'!S14)","v":"Reduce the length of time from license application to approval by 23%."}]
[]
[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,{"$f":"IF('1. Agency Overview'!B29=0,\"\",\"2. \"&'1. Agency Overview'!B29)","v":"2. Accountable Service Delivery"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!O17=0,\"\",'5. Strategy'!O17&\":  \")","v":"Field Investigator Hardware Refresh:  "},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,{"$f":"IF('5. Strategy'!R17=0,\"\",'5. Strategy'!R17&\": \")","v":"Enforcement Investigations: "}]
[]
[null,null,"OUR VISION",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!P17=0,\"\",'5. Strategy'!P17)","v":"Provide field investigators with tools and technology to enable them to perform all of their work on-site."},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,{"$f":"IF('5. Strategy'!S17=0,\"\",'5. Strategy'!S17)","v":"Increase the number of field investigations by 5% per year with more streamlined processes for writing reports."}]
[]
[null,null,{"$f":"IF('1. Agency Overview'!B15=0,\"\",'1. Agency Overview'!B15)","v":"To protect and serve Oregon Consumers, support responsible licensed contractors and promote a positive business climate."},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,{"$f":"IF('1. Agency Overview'!B30=0,\"\",\"3. \"&'1. Agency Overview'!B30)","v":"3. Operational Maturity"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!O20=0,\"\",'5. Strategy'!O20&\":  \")","v":"Licensing System Replacement:  "},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,{"$f":"IF('5. Strategy'!R20=0,\"\",'5. Strategy'!R20&\": \")","v":"Customer Service: "}]
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[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Overview'!B31=0,\"\",\"4. \"&'1. Agency Overview'!B31)","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,{"$f":"IF('5. Strategy'!O23=0,\"\",'5. Strategy'!O23&\":  \")","v":"Licensing System Replacement:  "},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!R23=0,\"\",'5. Strategy'!R23&\": \")","v":"Customer Service: "}]
[]
[null,null,"OUR CORE 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,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,{"$f":"IF('5. Strategy'!P23=0,\"\",'5. Strategy'!P23)","v":"Provide more services online giving the customer an opportunity to self-serve."},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!S23=0,\"\",'5. Strategy'!S23)","v":"Reduce the number of licensing phone calls by providing more services on-line."}]
[]
[null,null,{"$f":"IF('1. Agency Overview'!B19=0,\"\",'1. Agency Overview'!B19)","v":" \"One Agency\" Focus"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Overview'!B32=0,\"\",\"5. \"&'1. Agency Overview'!B32)","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,{"$f":"IF('5. Strategy'!O26=0,\"\",'5. Strategy'!O26&\":  \")","v":"Licensing System Replacement:  "},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!R26=0,\"\",'5. Strategy'!R26&\": \")","v":"Customer Service: "}]
[]
[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,{"$f":"IF('5. Strategy'!P26=0,\"\",'5. Strategy'!P26)","v":"Reduce the amount of non-legal documents mailed to licensees by providing documentation in an alternative way."},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!S26=0,\"\",'5. Strategy'!S26)","v":"Email 85% of notices to licensees."}]
[]
[null,null,{"$f":"IF('1. Agency Overview'!B20=0,\"\",'1. Agency Overview'!B20)","v":"Clear Priorities"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Overview'!B33=0,\"\",\"6. \"&'1. Agency Overview'!B33)","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,{"$f":"IF('5. Strategy'!O29=0,\"\",'5. Strategy'!O29&\":  \")","v":"Data Center Move:  "},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!R29=0,\"\",'5. Strategy'!R29&\": \")","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,{"$f":"IF('5. Strategy'!P29=0,\"\",'5. Strategy'!P29)","v":"Move on premises servers to the State Data Center"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!S29=0,\"\",'5. Strategy'!S29)","v":"Decrease the amount of time spent on non-core business activities such as system and network administration within IT by 30%. "}]
[]
[null,null,{"$f":"IF('1. Agency Overview'!B21=0,\"\",'1. Agency Overview'!B21)","v":"Transparent Communication"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('1. Agency Overview'!B34=0,\"\",\"7. \"&'1. Agency Overview'!B34)","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,{"$f":"IF('5. Strategy'!O32=0,\"\",'5. Strategy'!O32&\":  \")","v":""},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!R32=0,\"\",'5. Strategy'!R32&\": \")","v":""}]
[]
[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,{"$f":"IF('5. Strategy'!P32=0,\"\",'5. Strategy'!P32)","v":""},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('5. Strategy'!S32=0,\"\",'5. Strategy'!S32)","v":""}]
[]
[null,null,{"$f":"IF('1. Agency Overview'!B22=0,\"\",'1. Agency Overview'!B22)","v":"Empowered Staff"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"GUIDING PRINCIPLES"]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('2. Guiding Principles'!C14=\"\",\"\",'2. Guiding Principles'!C14&\": \")","v":"User Focused - Ease of Use: "},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,"ROADMAP",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,"INVESTMENT PORTFOLIO"]
[]
[null,null,{"$f":"IF('1. Agency Overview'!B23=0,\"\",'1. Agency Overview'!B23)","v":"Ongoing Evaluation"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('2. Guiding Principles'!C14=\"\",\"\",'2. Guiding Principles'!C15)","v":"Technology solutions will be designed to optimize the user’s experience while maximizing sharing and reuse of technologies."},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,"5-YEAR 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,"INVESTMENT LEVEL BY OBJECTIVE"]
[]
[]
[]
[null,null,{"$f":"IF('1. Agency Overview'!B24=0,\"\",'1. Agency Overview'!B24)","v":""},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('2. Guiding Principles'!C17=\"\",\"\",'2. Guiding Principles'!C17&\":  \")","v":"Modernize the Experience:  "}]
[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,{"$f":"IF('2. Guiding Principles'!C17=\"\",\"\",'2. Guiding Principles'!C18)","v":"Running outdated applications causes many problems and challenges, and may not align with business goals. Modernization is focused on improving the employee and customer experience."}]
[]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('2. Guiding Principles'!C20=\"\",\"\",'2. Guiding Principles'!C20&\":  \")","v":"Strategic Adopting of New Technologies:  "}]
[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,{"$f":"IF('2. Guiding Principles'!C20=\"\",\"\",'2. Guiding Principles'!C21)","v":"The adoption of technology will rely on following the lead of other agencies for \"systems of record\", and will consider early adoption for \"systems of innovation and differentiation\". "}]
[]
[]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"COST PROJECTIONS"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF('2. Guiding Principles'!C23=\"\",\"\",'2. Guiding Principles'!C23&\":  \")","v":"Innovation and Continuous Improvement:  "}]
[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,{"$f":"IF('2. Guiding Principles'!C23=\"\",\"\",'2. Guiding Principles'!C24)","v":"The organization culture is a catalyst for continuous innovative change, and actively encourages exploration of technology innovation for business benefit.  "}]
[]
[]
[]
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[null,"AUTOMATIC:  Timeline for Initiatives"]
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[null,"Schedule Indicator"]
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[null,"AUTOMATIC:  Investment Calculations"]
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[null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'5. Strategy'!U23","v":0},0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'5. Strategy'!U26","v":0},0,0,0,0,0,0,0,0,0,0,0]
[null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'5. Strategy'!U29","v":12000},0,0,12000,0,0,0,0,0,0,0,12000]
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{"sheet":"Validation","index":9,"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 Strategic Plan:  \",Period,\" - \",FINISH)","v":"Information Technology Strategic 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,"Modernize the Experience"]
[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,"Strategic Adopting of New Technologies"]
[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,"Innovation and Continuous Improvement"]
[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,"Quality Business Data"]
[2027,true,"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"]
[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,true,"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,true,"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,false,"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,false,"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,false,"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,false,"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). "]