Vision 2020 - California Department of Technology - State of California

Vision 2020 - California Department of Technology - State of California

VISION 2020 CALIFORNIA TECHNOLOGY STRATEGIC PLAN Edmund G. Brown Jr., Governor Marybel Batjer, Secretary California Government Operations Agency Amy...

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VISION 2020 CALIFORNIA TECHNOLOGY

STRATEGIC PLAN

Edmund G. Brown Jr., Governor Marybel Batjer, Secretary California Government Operations Agency Amy Tong, Director California Department of Technology and State of California Chief Information Officer

One digital government securely delivered by a dynamic workforce.

Message from the State CIO and Deputy State CIO We are pleased to present California’s Statewide Technology Strategic Plan—“Vision 2020”. This plan is the culmination of input from hundreds of policy, program and technology leaders representing numerous departments, all with one aim: Improve the way government services are delivered to Californians. We are humbled by the passion and commitment of the people who serve this great state, and by the magnitude and scope of our responsibilities as technology professionals.

Amy Tong State of California Chief Information Officer and Director of California Department of Technology

As we looked across the landscape of services we provide and the people we serve, one thing became abundantly clear: we need to put Californians, our customer, at the heart of all we do. We have been entrusted with the resources and information to provide essential services that people rely on. The fact that we are their sole option should compel us to take great pride in our role as public servants and seek to continually improve the responsiveness, effectiveness and efficiency of government services. Our commitment to utilize technology to break down organizational silos, combined with the talent within our state government, provides tremendous opportunities to innovate and transform how government services are delivered. Our technology community has been energized by the vision to create “One digital government delivered securely by a dynamic workforce”. To realize this vision, we will need to empower our workforce, take calculated risks, innovate, collaborate, share resources and ideas, and seek to continuously improve. It is our hope that this strategic plan serves as a beacon for the technology community, our program leaders, vendor partners and the public. It will be the guide that charts our course toward a better future for all Californians.

Chris Cruz State of California Deputy Chief Information Officer and Chief Deputy Director of California Department of Technology

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Table of Contents Guiding Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Goals and Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Goal 1: Create One Digital Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Goal 2: Ensure Secure Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Goal 3: Build a Dynamic Workforce . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Measures of Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Governing the Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 What We Heard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 How We Heard It . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

OUR GUIDING PRINCIPLES for Simplicity – We build disciplined processes, streamline organizational • Strive structures, improve managerial practices, and simplify service portfolios to deliver quality services with greater scope and speed.

VISION 2020

One digital government securely delivered by a dynamic workforce.

MISSION

To support the delivery of services to the people of California through secure, effective and innovative technology solutions.

PRINCIPLES

Strive for Simplicity  Put Customers Front and Center  Be Innovative  Focus on Outcomes  Own it  Take a Statewide Perspective

Customers Front and Center – We practice user and customer-centered • Put design and delivery. We leverage technology to improve communication, increase transparency and provide greater access to data in our pursuit of inclusive engagement with all Californians.

GOALS Create One Digital Government

Ensure Secure Delivery

Build a Dynamic Workforce

Increase customer satisfaction through improved responsiveness, efficiency, and effectiveness of government services.

Advance the maturity of information security across California government.

Build a dynamic technology workforce that takes pride in delivering quality services and innovative solutions to their customers.

PRIORITIES

PRIORITIES

PRIORITIES

1. Increase operational agility and performance in the delivery of technology services.

1. Protect California’s information assets and maximize data access.

1. Create a culture of innovation and collaboration.

2. Develop a robust and collaborative security risk reduction strategy.

2. Develop the capabilities of both technology leaders and functional experts.

Innovative – We take calculated risks to solve problems purposefully and to create • Be greater mission value. We collaborate with our program partners and the private sector to simplify complexity and deliver creative solutions.

Focus on Outcomes – We are flexible, responsive, results-oriented facilitators of success, • who overcome constraints to achieve our objectives. It – We demonstrate accountability through transparency, self-evaluation, • Own openness to feedback and the pride we take in our work. a Statewide Perspective – We are one, interdependent, and interconnected • Take technology community serving One California. Therefore, we value our diversity, seek to understand the perspectives of others, and look to collaborate and contribute to each other’s success for the sake of all Californians.

2. Improve the design and delivery of digital services. 3. Foster collaboration and boundaryless behavior. 4. Transform and simplify the way government does business through innovation. 5. Accelerate the adoption of common technology platforms and shared services.

3. Develop an enterprise approach to security leadership and governance. 4. Improve and invest in security capabilities to protect mission-critical systems and data. 5. Foster a security-minded culture throughout California’s workforce.

3. Improve employee engagement and increase retention of quality employees. 4. Expand our pool of skilled and experienced technology professionals. 5. Foster a diverse and unified technology community.

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Vision 2020: One digital government securely delivered by a dynamic workforce

Vision 2020: California Technology Strategic Plan 2017-2020

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GOAL CREATE ONE DIGITAL GOVERNMENT customer satisfaction through improved responsiveness, 1 Increase efficiency, and effectiveness of government services. California state government primarily operates in organizational and technology silos, limiting our ability to provide customers with a simple, streamlined and responsive experience. It is imperative that we take steps toward creating One Digital Government for the people of California. This will involve improving the agility and responsiveness of our technology operations, accelerating the move toward common platforms and shared services, embracing usercentered design concepts and leveraging technology to fundamentally transform government process and operations. For this to be possible, we must work together in a collaborative and boundaryless manner —transcending the rigid lines of bureaucracy and departmental boundaries to create an open, sharing climate that seeks to harness the combined strength of California’s technology community.

OUTCOMES: The information and services that customers need delivered anytime, anywhere, and through the most efficient, effective, and responsive method possible.

“The government doesn’t own anything. We are public servants and stewards of the resources we have been entrusted. All our technology, applications, websites, and various solutions are owned by the people of California. Everything we do should be for the people, to make their lives better, and to make their interaction with their government as easy and streamlined as possible.” Tim Garza Agency Chief Information Officer, California Natural Resources Agency

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OUR PRIORITIES 1. Increase operational agility and performance in the delivery of technology services. To keep pace with customer expectations and the ever-changing technology landscape, we will adopt an agile and continuous improvement mindset to running our technology businesses. To achieve this, we will accelerate the planningto-execution cycle time, remove barriers to innovation, streamline and simplify the project approval process and the acquisition of technology goods and services by balancing the need for proper due diligence while eliminating unnecessary control friction. We will seek to improve how we measure the efficacy of our operations and the impact of our investments in delivering business value.

2. Improve the design and delivery of digital services. Elegant, simple, and user-centric design is an important first step to improving customer experience and engagement with government services. To achieve this, we will adopt a humancentered design approach to our projects, equip our workforce with new skills in design thinking, and embrace a customer-centric approach to service delivery. We will also take steps to increase the availability and accuracy of data retained by the State.

3. Foster collaboration and boundaryless behavior. The rapid pace of change and complexity inherent in our societal, organizational, and technological systems requires that we leverage our collective knowledge and work across organizational silos. We strive to be mindful that we are One Technology Community serving One California. Our technology leaders will model desired behaviors, build trust, and seek to eliminate siloed-thinking by promoting

cross-departmental initiatives and the sharing of resources, data, technology, talent, and other capabilities. In addition, we remain committed to partnering with local governments and educational entities to meet their technology needs.

4. Transform and simplify the way government does business through innovation. We will continually seek to improve the way we deliver services. We will simplify and streamline processes through lean practices, reduce bureaucracy, and innovatively apply technology to deliver better government services. We will avoid simply automating ineffective or inefficient business processes and bureaucracy. We will value and reward the innovators, change agents and calculated risk takers within our workforce.

5. Accelerate the adoption of common technology platforms and shared services. We will seek to reduce the often-duplicative technology investments that exist across the State. An increased emphasis on shared platforms, services, and data will provide the State with a cost-effective and innovative opportunity to redirect talent away from lower value, duplicative support functions into more strategic, thoughtful and creative work that directly supports business programs. Shared services can significantly reduce technology debt by eliminating “one-off” business solutions and duplicative investments and encourage the negotiation of statewide agreements.

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Vision 2020: One digital government securely delivered by a dynamic workforce

GOAL ENSURE SECURE DELIVERY the maturity of information security across 2 Advance California government. Information security attacks, data breaches, ransomware — these are the daily headlines impacting the world’s digital landscape. California government is not immune. As one digital government, we must collectively challenge threats to the information entrusted to us by our residents and business program partners. California’s information security community will protect our network infrastructure, safeguard our vast information assets, invest in world-class security capabilities, enhance our enterprise approach to security leadership, and foster a security-minded culture throughout California’s workforce.

OUTCOMES: Proactive leadership from a security governance team formed with the State’s vital security partners, information protection policies and processes that are flexible and effective, data availability within a stable and resilient technology infrastructure, a measurable and improved risk baseline, and a security-aware and vigilant workforce.

“Californians entrust state entities with their confidential information. It is our obligation to use all that is available to us including tools and services such as the State’s Security Operation Center to safeguard the information.” Andrew Armani Deputy Secretary for Information Technology California Business, Consumer Services and Housing Agency

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Vision 2020: One digital government securely delivered by a dynamic workforce

OUR PRIORITIES 1. Protect California’s information assets and maximize data access. Californians and government business programs need a secure infrastructure and access to vast pools of information. A catastrophic security failure could do significant damage to California’s economic engine, one of the largest in the world. We will protect our information assets through the promotion of secure design and delivery of government services thus enabling the State’s digital transformation. We will embrace security-resiliency—the ability to anticipate, endure, and recover when the inevitable cyberattack and information security breaches occur.

2. Develop a robust and collaborative security risk reduction strategy. A complex infrastructure shared by hundreds of government entities is only as strong as the weakest link. We will implement a scalable and collaborative approach to security risk reduction to ensure appropriate protection of both critical and non-critical information. We will conduct regular security vulnerability assessments to measure the effectiveness of our security policies. We will collect, track, and analyze security events and trends to maximize our security resources. We will share security intelligence with our partners to most effectively combat cyberattacks.

4. Improve and invest in security capabilities to protect mission-critical systems and data. Identified security gaps mandate value-added enterprise investments. Security vulnerability assessment results, analysis of risk incidents, and awareness of current and future threats all contribute to sound security investment decisions. As we continue to develop improved in-house security expertise, we will balance our use of private and public service providers. We will be vigilant and unwavering in our commitment to the privacy and protection of the State’s information assets.

5. Foster a security-minded culture throughout California’s workforce. Security is everyone’s duty. We will broaden security awareness by establishing a securityminded culture in which each State employee believes that security is their responsibility. To further develop the expertise of our existing security professionals, we will implement comprehensive security skills education and training. In addition, we will increase the pool of qualified candidates through innovative recruiting that attracts private sector security professionals to public service.

3. Develop an enterprise approach to security leadership and governance. Security governance and policies impact everyone in our government. We will strengthen our security governance structure through expanded participation, refined roles and responsibilities, and improved communication of policy. The governance body will oversee security policies, standards, procedures, performance measures, disaster recovery plans, and statewide security resources.

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GOAL BUILD A DYNAMIC WORKFORCE a dynamic technology workforce that takes pride in delivering 3 Build quality services and innovative solutions to their customers. Technology is a dynamic industry, marked by rapid and constant change, revealing opportunities for innovation and greater publicsector customer engagement. Therefore, it is essential that we attract, develop, and retain a dynamic workforce – people who are ‘positive in attitude and full of energy and new ideas’. An adaptable, sustainable, skilled and engaged workforce that can embrace these challenges and enable us to fulfill our mission.

OUTCOMES: An engaged, skilled, and dynamic technology workforce that provides the strategic leadership and functional expertise necessary to create innovative solutions that enable the State’s programs and departments to fulfill their mission.

“Vision 2020 is a thoughtful, wellcrafted and forward-looking plan for the state’s information technology future. I applaud the plan’s recognition of our talented IT workforce, their contributions today and into the future, and the commitment to continued investment in their development. In the end, it is our IT workforce who will deliver the outcomes envisioned in the plan.”

OUR PRIORITIES 1. Create a culture of innovation and collaboration. Leadership will encourage technologists and program leaders to innovate in order to increase mission value. We will create opportunities that encourage innovative technology, low risk experimentation and the adoption of processes that allows us to learn from failure. We will promote crossdepartmental collaboration through the sharing of knowledge, practices and talent.

2. Develop the capabilities of both technology leaders and functional experts. We are committed to the development of technology-savvy program leaders and business-savvy technologists. The State of California will continue to lead the way through technology education, technical training and leadership academies. To facilitate more relational and collective learning, we will encourage formal and informal mentoring and the establishment of communities of practice.

3. Improve employee engagement and increase retention of quality employees. Leadership will strengthen workforce engagement and accountability by promoting an outcome-oriented culture that recognizes and rewards innovation and results. In partnership with CalHR, we will regularly survey employees and take steps to build a unified culture and improve employee engagement. We will raise awareness of the importance and impact of our work through clear communication of our mission and increased field exposure for our technologists.

4. Expand our pool of skilled and experienced technology professionals. We will continue to implement strategies that clarify and communicate what we do, our mission, and the difference our work makes. We will address potential skill gaps through creative outreach and recruiting. We will expand outreach to educational institutions, industry, and through job fairs.

5. Foster a diverse and unified technology community. We will continue to develop strategies and implement initiatives that directly support the concept of “One Technology Community”. These strategies will include enhancing communication, expanding opportunities for networking, and promoting events that encourage the deepening of community and shared purpose. We will look for opportunities to maximize the diverse skills and experience found across the multiple generations present in today’s workforce. We are committed to activities that promote and encourage the application of our shared vision, mission, and guiding principles.

Richard Gillihan Director, California Department of Human Resources (CalHR)

9 8 Vision 2020: One digital government securely delivered by a dynamic workforce

MEASURES OF SUCCESS

GOVERNING THE IMPLEMENTATION

By 2020, we will...

Increase customer satisfaction through improved responsiveness, efficiency, and effectiveness of government services. 1. Reduce the time it takes for new technology initiatives to go from concept to minimum viable product (MVP). 2. Establish policies, standards and guidelines that promote, encourage and enable departments to acquire and share technology services.

Create One Digital Government

2. Refine our security investment decisions based on comprehensive analysis of vulnerability assessments, incident reports, and identified security gaps. 3. Increase the utilization of private and public security services to reduce overall costs and alleviate the burden on the already strained resources. 4. Bolster our statewide security governance through broader involvement, clarity of roles and responsibilities, and improved communications. 5. Establish programs to enhance the skills of security professionals and improve the security awareness for all current employees.

Build a dynamic technology workforce that takes pride in delivering quality services and innovative solutions to their customers. 1. Develop new programs with educational institutions to attract new talent. 2. Improve messaging and marketing effectiveness about the benefits of career opportunities within the State. 3. Establish formal mentoring programs and measure their effectiveness.

Build a Dynamic Workforce

4. Promote the adoption of evidence-based practices that increase employee engagement. 5. Increase access to educational opportunities in emotional intelligence, analytical and innovative thinking, culture-shaping and strategic leadership.

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Technology Services Advisory Council

Vision 2020: One digital government securely delivered by a dynamic workforce

Information Security Advisory Council IT Executive Council

4. Increase the adoption of human-centered design principles in future technology projects across the state. 5. Increase the application of lean practices in daily operations and new initiatives.

1. Reduce the time from security incident detection to remediation across the enterprise.

Ensure Secure Delivery

Operations Council

3. Implement solutions that facilitate cross-departmental sharing of resources, ideas, capabilities, data, technology, and talent.

Advance the maturity of information security across California government.

Information Technology Executive Council (ITEC) Central decision-making body comprised of executive leadership to oversee statewide technology strategy, policy, oversight and service offerings.

Project Management Advisory Council Civic Advisory Council

Workforce Development Advisory Council Vendor Advisory Council

Key Roles and Responsibilities Members will monitor Vision 2020 • ITEC performance, lead efforts to prioritize

Operations Council (OC) Customer-focused body comprised of executive leadership to provide customer-centered input on shared services, rates and opportunities for crossagency collaboration. Information Security Advisory Council (ISAC) Security-focused body comprised of state security representatives to provide input and training on security policy, procedures, standards, and guidelines. Project Management Advisory Council (PMAC) Project delivery-focused body comprised of state project management professionals to provide input on project challenges, opportunities, shared services, standards and frameworks.

investments, and enable strategies that ensure accountability, alignment and the achievement of the plan’s goals. Encourage boundaryless behavior, statewide solutions, and multi-department initiatives.

Technology Services Advisory Council (TSAC) Services-focused body comprised of state and local government technologists that provide input on CDT services offerings.

in their focus area that contribute to the successful implementation of the strategic goals and priorities outlined in Vision 2020.

Workforce Development Advisory Council (WDAC) Workforce-focused body comprised of executive leadership, training and HR representatives that provide input on workforce development initiatives.

Technology Advisory Councils will • State develop statewide initiatives and strategies

Leaders will develop • Department departmental technology strategic plans

aligned with Vision 2020. Collaborate to develop cost-effective, customer-centered and innovative solutions.

Civic Advisory Council (CAC) Performance improvement-focused body comprised of (non-vendor) business and technology executives to provide input on trending technologies, industry best practices and potential enhancements to CDT’s services portfolio.

effective, shared services that facilitate implementation. Focus on simplicity, outcomes, and value creation in procurement and oversight functions.

Vendor Advisory Council (VAC) Service improvement-focused body comprised of vendor representatives to provide input on trending technologies and potential enhancements to CDT’s services portfolio.

Department of Technology • California will develop policy and provide cost-

Vision 2020: California Technology Strategic Plan 2017-2020

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WHAT WE HEARD Compilation of opportunities, challenges, and expectations heard from state technology and program leadership through various discovery sessions and focused workgroups.

HOW WE HEARD IT 6 Discovery Sessions 7 Focused Workgroups 32 Agencies and Departments Represented 112 Participants

VISION 2020

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We would like to acknowledge the following individuals and thank them for their contributions to the California Technology Strategic Plan. Carlos Aguilera, Government Operations Agency Alicia Albornoz, Government Operations Agency Michele Ames, Department of Motor Vehicles Andrew Armani, Business, Consumer Services and Housing Agency/ Government Operations Agency Tamara Armstrong, Department of Technology Jorge Avila, Department of Technology Wayne Babby, Department of Corrections and Rehabilitation Steve Barnett, State Water Resources Control Board Michelle Bobell , Department of Motor Vehicles Steve Bonta, California Energy Commission Thomas Boom, Governor’s Office of Business & Economic Development Shivani Bose, Department of Technology John Boule, Office of Systems Integration Bill Buffington, Department of Corrections and Rehabilitation Jonathan Calabretta, Department of Human Resources Pete Cervinka, Department of Social Services Sandra Chamberlin, Department of Corrections and Rehabilitation Jeff Christ, Department of Corrections and Rehabilitation Scott Christman, Office of Statewide Health Planning and Development Debra Connick, Department of Technology Blake Cooke, Franchise Tax Board Chad Crowe, California Department of Human Resources Matt Curran, Air Resources Board Carrie Daves, Department of Corrections and Rehabilitation Scott Davidson, Department of Corrections and Rehabilitation Patrick Dennis, Department of Technology Veronica Dodd, Air Resources Board Adam Dondro, California Health and Human Services Agency Stuart Drown, Government Operations Agency Niles Friedman, California Health and Human Services Agency Jeff Funk, Department of Corrections and Rehabilitation George Gaborek, Department of Business Oversight Tim Garza, California Natural Resources Agency Richard Gilihan, California Department of Human Resources Lynda Gledhill, Government Operations Agency Erica Gonzales, Department of Finance Scott Gregory, Department of Technology Sergio Gutierrez, California Environmental Protection Agency Brandon Hansard, Department of Technology Russell Hernandez, Water Resources Control Board Cheryl Holden, State Water Resources Control Board

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Scott Howland, California Highway Patrol Marion Hughes, Franchise Tax Board Ellen Ishimoto, Department of Technology Karen Johnson, Covered California Marcie Kahbody, California State Transportation Agency Peter Kelly, Office of Systems Integration Kimberly Kirchmeyer, Medical Board of California Karl Kopper, Department of Transportation Elbert Lawrence, Department of Technology Peter Liebert, Department of Technology Jennifer Maestretti, Office of Public School Construction Ricardo Martinez, Department of General Services Mike Mason, California Highway Patrol Melissa Matsuura, Department of Technology Julie Moreno, Franchise Tax Board Tony Morshed, California Natural Resources Agency Khaim Morton, Government Operations Agency Kem Musgrove, Franchise Tax Board Steve Nash, Franchise Tax Board Robert Nelson, Office of Traffic Safety Russ Nichols, Department of Corrections and Rehabilitation Cruz Nieto, Department of Technology Gary Nodine, Department of Public Health Greg Norrish, Department of Social Services George Okamoto, Labor and Workforce Development Agency Jose Orozco, Franchise Tax Board Vitaliy Panych, Department of Corrections and Rehabilitation Keith Parker, Department of Technology James Parsons, California Military Department Scott Paterson, Department of Technology Marlon Paulo, Department of Technology Heidi Perris, Department of Corrections and Rehabilitation Jason Piccione, Department of Consumer Affairs Michael Pieri, Department of Technology Kevin Piombo, Department of Technology Angelica Quirarte, Government Operations Agency Dave Rechs, Government Operations Agency Ezac Reyes, Department of Insurance Chris Riesen, California State Lottery Ken Ritzman, Department of Corrections and Rehabilitation Ron Robinette, Department of Technology Richard Rogers, Department of Technology

Jan Ross, State Treasurer's Office Rico Rubiono, Department of Motor Vehicles Nicki Ruszczycky, Department of Resources Recycling and Recovery David Saika, Department of Motor Vehicles Rogene Sears, Department of State Hospitals Lisa Senitte, Department of Veteran Affairs Dwight Shelor, Department of Pesticide Regulation Caroline Short, Department of Technology Daniel Signorotti, Office of Statewide Planning & Development Sam Silva, Department of Pesticide Regulation Carla Simmons, California Governor’s Office of Emergency Services Margaret Skaggs, California Highway Patrol Sumi Smith, Department of Child Support Services Jay Song, California Highway Patrol Colin Stevens, California Governor’s Office of Emergency Services

Danny Stratton, Department of Housing and Community Development James Swartzlander, Department of Toxic Substances Control Holly Tabor, California Public Employees’ Retirement System Victor Tam, Office of Environmental Health Hazard Assessment Keith Tresh, California Governor’s Office of Emergency Services Michael Valle, Office of Statewide Health Planning and Development Myrna Viloria, California Highway Patrol Andy Wertin, Department of Technology Julie Whitten, Government Operations Agency Michael Wilkening, California Health and Human Services Agency Gretchen Williams, Department of Technology Jana Wolf, Department of Technology Ryan Wong, Department of Corrections and Rehabilitation Ben Word, Department of Technology

Strategic Planning Project Team Adrian Farley, Department of Technology Manveer Bola, Department of Technology Tina Rau, Department of Technology Keith Aldrich, Continuity Consulting Chris Baltzley, Continuity Consulting Jeff Pfeiffer, Continuity Consulting

Communications Team Adelina Zendejas, Department of Technology Michael Todd, Department of Technology Michelle Wagner, Department of Technology Sydney Kuyama, Department of Technology Bryce Brown, Department of Technology

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1325 J Street, Suite 1600 • Sacramento, CA 95814 Phone: (916) 319-9223