Deloitte Consulting LLP Commonwealth of Massachusetts Statewide Strategic IT Consolidation (ITC) Initiative IT Consolidation Statewide Working Group Discussion Document November 2, 2009 DRAFT – FOR DISCUSSION PURPOSES ONLY

- 2 - DRAFT FOR DISCUSSION PURPOSES ONLY Agenda 1 Review of Updated Workplan (5 min.) Cathy Cho, Deloitte 2 Staff Transition Planning Estimates (25 min.) Katie Beacham, Deloitte 3 Staff Transition Macro Strategy (25 min.) Anne Margulies, CCIO 4 Discussion on the Milestones for Delegated Operations (25 Min.) Katie Luddy, ANF

- 3 - DRAFT FOR DISCUSSION PURPOSES ONLY Staff Transition Planning Estimates

- 4 - DRAFT FOR DISCUSSION PURPOSES ONLY Current State Findings from Change Impact Assessment

- 5 - DRAFT FOR DISCUSSION PURPOSES ONLY Guiding Principles for Staff Transition

- 6 - DRAFT FOR DISCUSSION PURPOSES ONLY Next Steps

- 7 - DRAFT FOR DISCUSSION PURPOSES ONLY 1.Refine change impact assessment based on pending data updates from Secretariats and pending 9C cuts 2.Conduct a meeting with each SCIO to review staffing plans and bucket staff Review model Adjust model based on each Secretariat’s unique requirements 3.Develop a playbook for staff transition, including Process to move certain Secretariat IT staff to ITD Process to retrain IT staff Immediate Next Steps

- 8 - DRAFT FOR DISCUSSION PURPOSES ONLY Discussion on Phased Out Delegated Operations

- 9 - DRAFT FOR DISCUSSION PURPOSES ONLY Imagine if delegated operations were phased out, what would January 1 st look like…  Movement of Wave 1 resources to new or redeployed roles  Communication from CIOs to all IT staff explaining Wave 1 moves and a updates on upcoming waves  Establishment of ITIL training program with Commonwealth trainers trained and ready to go  Input from CIO into how agencies are spending funds for new systems  Confirmation from ANF that CIO has provided input for transfers into UU, or for new expenditures on IT systems prior to ANF approval  CIO provides input into how agencies should take reductions in FY10 (related to 9C) in UU expenditures  New management structure in place  Ability to understand priority of systems and investment needs  Workflow piloted at EEA with lessons learned documented and shared with other SCIOs  H. 2 includes language designating authority to each SCIO for budget approvals  Collaboration between agencies and new colleagues  Change in mission from agency success to secretariat success  Staff working outside traditional silos Staff Financial Decision Making Operations Culture