1. Welcome Georgia Infrastructure Transformation 2010 Kick-off Meeting January 30, 2008

2. 2 December 11, 2007 Governor Perdue announces strategy for modernizing the state’s IT infrastructure

3. 3 Why Are We Here? Implement the Governor’s decision to outsource and consolidate Create a long-term solution for the state’s management of IT Transform the state’s ability to deliver solutions for Georgia’s citizens through technology

4. 4 Why Are You Here? You are part of the solution You play a critical role in defining the business requirements for your agency and the enterprise To be involved

5. 5 Material issues are a combination of RISK with sub-standard performance TechnicalFinancial Process Why Today?

6. 6 Balance of Transition

7. 7 Started with a review of all previous work ▪Commission for a New Georgia findings, April 2003 ▪Georgia Department of Audits and Accounts Conducted professional assessment ▪Interviewed agency IT professionals, business managers ▪Gathered and assessed extensive amounts of data Assessment contains: ▪Operational view ▪Process view ▪Financial view First comprehensive assessment of the state’s IT needs leading to a solution Approach to IT Assessment

8. 8 Scope of the IT Infrastructure Assessment In millions

9. 9 A lot of dedicated, hard working people Absence of processes, documentation, skills, standards and plans Thinly staffed  critical business knowledge often held by one or two key people 21% of GTA eligible for retirement by October 1, 2008 Gaps in critical skills, can’t attract or afford Heavily supplemented by contractors in key functions, e.g. database design and administration What We Found – Dedicated People

10. 10 Spending the same dollar again and again Multiple and conflicting views of spend, little or no measurement or reporting, no clear lines of responsibility for service outcomes ▪Computer room infrastructure  raised floor, physical security, fire suppression ▪Data network design, deployment and support is often duplicated to maintain “control” ▪Capacity may sit idle while redundant facilities/capabilities are planned for and deployed by individual business units ▪Data storage and backup infrastructure ▪System migration to virtualization and development of related architecture, technology directions and IT support skills agency by agency What We Found – Duplicate Spend

11. 11 What We Found – Funding Under funding of critical initiatives  no hardened facilities Little visibility within the agencies of the risks involved Disaster recovery  data backed up, stored offsite with no formalized and/or tested plans of how it would be recovered Facilities ▪Except for one, all are in office settings with limited growth capability ▪No redundancy and minimal protection from commercial or building power disruptions  power, cooling, communications Security often not built into solutions

12. 12 GTA is not operating effectively; it is a highly inefficient and dysfunctional organization that delivers expensive services State agencies mistrust GTA’s motives and capabilities Agency decisions and current practices are placing key business systems and operations at risk State is paying more than it should for IT services as agencies create redundant islands of operations to work around GTA Without coordinated changes across the enterprise, the problems observed will continue Capabilities within the state to fix the problem have deteriorated to such an extent that only an enterprise-wide initiative that draws services and skills from the market has the opportunity to make timely repairs TPI’s Summary Observations

13. 13 Self-funding solution GTA manages consolidated IT infrastructure through External Service Providers Competitively bid 5-7 year contracts valued at $1.2-$1.4 billion Winning vendors commit about $40 million Continual investment program = current technology base $22 million per year reduction in IT infrastructure spending Reduce FTE’s from 1095 to 170 Renegotiate telecom contracts Decision Summary Second data center Enterprise disaster recovery Server consolidation Tools to manage and diagnose Best practice operational management

14. 14 What Does the Future Look Like? Clarity into the state’s IT spend and the value it creates Improved: ▪Maturity of our IT enterprise ▪Agency service delivery ▪Citizen access to government services GTA delivers value through: ▪Managing delivery of IT services ▪Reduced overhead Georgia is the best managed state in the nation

15. 15 Why We Will Succeed Agency involvement Strong team Strong extended team New focus at GTA Right partners on board Right thing to do

16. 16 Guiding Principles Candor Communication Commitment to the Cause “Do No Harm”

17. 17 What’s Next GTA continues its transformation RFP development: January – March 2008 Bid process: April – October 2008 Transition: November 2008 – March 2009

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