Strategic Planning for Integrated Justice

Strategic Planning for Integrated Justice 2002 SEARCH Symposium Integrated Justice Information Systems Strategic Planning Is: An ongoing, disciplined process that produces fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it Strategic Planning for IT Is Different It is dependent upon the strategic plan of the organization It determines how an organization will acquire and deploy technology resources to support the accomplishment of the mission and goals of the organization It lays out a strategy for short-term activities to accomplish long-term objectives Strategic Planning for Integration Is Different It is not done for an organization, it is done for a confederation of independent organizations with sometimes competing and conflicting objectives Strategic Planning for Integration Is Similar Organizational leadership supports the effort Operational and technical managers typically do most of the work Policy leaders and line staff participate Policy leaders adopt the final product Strategic Planning for Integrated Justice Unifies the participating organizations Defines shared vision and goals Determines priorities for building the system Creates consensus about funding needs Focuses the work of the organizations on a common set of activities Promotes communication, collaboration, and cooperation Strategic Planning for Integrated Justice Planning must be realistic The planning process is more important than the plan Integration Is: The automation of information exchange between justice system organizations Query/response Push/pull/publish data transfer Subscription/notification Without Integration the Justice System Has: Most of the expense of automation Few of the benefits of automation Strategic Planning for Integrated Justice 2002 SEARCH Symposium Integrated Justice Information Systems Why Strategic Planning “If you do not know where you’re heading, you’re likely to end up somewhere else.” Yogi Berra Standish Group • One third of projects will be canceled before they are completed • More than half will cost 2x original est. • Only 16% of software projects are completed on-time and on-budget • 42% - 74% of the originally-proposed features and functions is provided The Standish Group, 1995 http://www.scs.carleton.ca/~beau/PM/Standish-Report.html Essentials of IT Strategic Planning 1. Senior management involvement 2. Governance Structure 3. Stakeholders (internal & external) 4. Agency – wide vision 5. Alignment with mission & goals Essentials of IT Strategic Planning 6. Information needs assessment 7. Plan for the future 8. Rethink the enterprise structure 9. Evaluation of projects 10. Expertise / external consultants Content of SITP • • • • • Introduction Assumptions Methodology Strategic mission & goals IT mission and environment Content of SITP • • • • • Funding and personnel Information requirements Strategic IT goals – outcome based Operational IT goals Policy IT goals Content of SITP • Technical IT goals • Project priorities • Five year action plan with time, personnel, and cost estimates • Risk analysis Strategic Alignment • Agency goals must be supported by the IT plan and goals • Every IT project must link to the mission, goals of the organization Example: Police Dept Goal • Officers will be held accountable for crime activity occurring in their assigned response area • Officers are expected to know what crime activity is occurring in their areas and develop strategies quickly to address emerging trends. Strategic IT Goals • Develop systems that provide officers with call for service and crime activity data occurring in their assigned response areas • Make the data accessible from any precinct (mobile) within two hours of being reported (real time). Operational Objectives • • • • Adopt Executive Sponsor philosophy Reorganize data processing unit Increase IT staffing requirements Adopt formal project planning methodology Policy Objectives • Document all software application and data collection efforts in the agency • Establish procedures for all hdw/sfw acquisitions Technology Objectives • Implement mission critical systems that are redundant and fault tolerant • Develop systems that allow access via a single point of entry Plan Goals • • • • • • Clear goals and objectives Performance measures Capabilities / obstacles On-going process Long term investments Action plan to move forward Suggested Books • Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations (John Bryson Set), Revised Edition • Includes Strategic Planning for Public and Nonprofit Organizations, John M. Bryson, Farnum K. Alston ISBN: 0-787-95408-X Cloth, 442 Pages November 1999, Jossey-Bass ($48) • http://www.josseybass.com/cda/product/0,,078795408X,00.html Websites • www.it.ojp.gov - sample IT plans • www.gao.gov - GAO reports • www.search.org - reports, case studies GAO Resources • • GAO/AIMD-94-115 (1994). Executive Guide: Improving Mission Performance Through Strategic Information Management Technology.). GAO/AIMD-97-163 (1997). Executive Guide: Measuring Performance and Demonstrating Results of Information Technology Investments. • • GAO-01-583T (1997). Information and Technology Management: Achieving Sustained and Focused Government-wide Leadership. GAO/T-AIMD-96-46 (1996). Information and Technology: Best Practices Can Improve Performance and Produce Results. • GAO/AIMD-96-64 (1996). Information Technology Investment: Agencies Can Improve Performance, Reduce Costs, and Minimize Risks. Download in .pdf at www.gao.gov IT Strategic Planning Principles and Content For Integrated Justice Elements of an Integration Plan 1. Analysis of information exchanges that must be automated 2. Standards • • • • Functional Business process Data Technical Elements of an Integration Plan 3. Architecture • • • • • • • • Anarchy model Network model Centralized model Umbrella model Warehouse model Middleware model Statewide model Standardized interface model Elements of an Integration Plan 4. Infrastructure • • • • • • PCs LANs WANs Servers TC equipment Wiring • • • • Operating software Office automation E-mail WWW Browser Elements of an Integration Plan 4. Infrastructure • • • • • • PC technicians LAN administrators Communications specialists Computer operators Help desk User support? Elements of an Integration Plan 5. Applications • • • Standards based Infrastructure compatible Integration enabled Elements of an Integration Plan 6. Plan defines a series of independent projects to: • • • Build missing components Enhance inadequate components Automate transfers Elements of an Integration Plan 7. Project management • • • Organizational dynamics magnified Channels of communication are multiplied Level of conflict is intensified Strategic Planning Principles for Integrated Justice Mediocre plans succeed with sound governance Best plans fail without good governance Critical Success Factors • • • • • • • Leadership from organization heads Involve users Guiding vision and plan Lifecycle planning Lifecycle funding Project management Education and communication Critical Success Factors • • • • Dedicated resources Identify needs, problems, and requirements Standards Realistic estimation – the triple constraint Critical Risk Factors • • • • • Resistance to change Selecting technology without requirements Inadequate resources Improper training Failure to consider human factors Strategic Planning for Integrated Justice 2002 SEARCH Symposium Integrated Justice Information Systems