2. INSERT THE NAME OF YOUR ORGANIZATION
STRATEGIC PLAN
2016 – 2020
INSERT PICTURE OF YOUR ORGANIZATION
3. THE MISSION
• INSERT THE
ORGANIZATION
MISSION
THE
ORGANIZATION
PUBLIC IMAGE
PEOPLE
EMPLOYEES
CITY
INFRASTRUCTU
RE
CYBERSECURITY
E-
GOVERNMENT
SMART CITY
4. EXECUTIVE SUMMARY
• THIS DOCUMENT PRESENTS THE (INSERT THE NAME OF THE DEPARTMENT)
STRATEGIC PLAN
• THE PURPOSE OF THIS DOCUMENT IS TO PROVIDE A ROADMAP FOR THE
(DEPARTMENT) ON HOW IT WILL IMPLEMENT AND DELIVER SERVICES THAT
SUPPORT THE ORGANIZATION’S MISSION
• THIS STRATEGIC PLAN IS PART OF THE OVERALL PLANNING INITIATIVE THAT
ENSURES THE SHARED VISION FOR THE DEPARTMENT
• THE STRATEGIC PLAN ALSO ENSURES THE ALIGNMENT OF TECHNOLOGY
INITIATIVES WITH THE CITY’S PRIORITIES
5. STRATEGIC PLAN PROCESS
Gather Inputs
Conduct an
Assessment
Analyze Inputs Plan of Action
Continous
Monitoring and
Update
Assessment
Third party
Assessment
Strengths Analysis
Weakness Analysis
Opportunity
Threat
Internal Assessment
Tickets
Trends
Strategies
Priority Matrix
Analyze findings
Competitor analysis
Align Strategies
Prioritize goals
Industry Analysis
Strategic Plans
POA&M
Create strategic
goals and objectives
Create a tactical
Plan
Align resources to
actions
Create Plans
Create Matrixes
Create PKI
Execute Projects
POA&M
Create strategic
goals
Create a tactical Plan
Align resources to
actions
Create Plans
Create Matrixes
Create PKI
Execute Projects
Gather Inputs
Business
Requirements
State and Federal
Laws
Interviews
Meet stakeholders
Review polices
Competitor analysis
Industry Analysis
Strategic Plans
6. GUIDING PRINCIPLES
• INSERT YOUR GUIDING PRINCIPLES
• EXAMPLE:
• PEOPLE, PROCESSES, AND TECHNOLOGY (PPT) IS THE METHODOLOGY AND
PHILOSOPHY OF THE IT DEPARTMENT ON HOW TO MANAGE AND DELIVER SERVICES.
IT IS ALL ABOUT THE PEOPLE. WE WORK TOGETHER TO ESTABLISH A TRUST
RELATIONSHIP WITH THE EMPLOYEES AND THE PUBLIC. WE STRIVE TO ESTABLISH A
TRANSPARENT SYSTEM AND ENABLE THE PUBLIC TO PARTICIPATE AND
COLLABORATE THROUGH PROCESSES, FACILITATION, COMMUNICATION,
COLLABORATION, AND INNOVATION, IN ORDER TO ENHANCE DELIVERY OF
SERVICES. OUR MISSION IS TO FOSTER TECHNOLOGY MOBILITY AND FLEXIBLE IT
ARCHITECTURE, AND USE TECHNOLOGY AS AN ENABLER TO MANAGE BUSINESS
APPLICATIONS AND MEET BUSINESS NEEDS.
7. CODE OF ETHICS
• THE IT DEPARTMENT’S CODE OF ETHICS IS PLACED IN A MNEMONIC DEVICE –
ACTION – ACHIEVEMENT, CREATIVITY, TEAMWORK, INTEGRITY, OWNERSHIP,
AND NOW. THE IT EMPLOYEES ARE ACCOUNTABLE FOR:
8. ACTION
• ACHIEVEMENT. EMPLOYEES ARE EXPECTED TO BE EXCEPTIONAL, CONSTANTLY IMPROVE AND ACHIEVE GOALS ON TIME
AND WITHIN BUDGET. EMPLOYEES ARE EXPECTED TO GET THINGS DONE SUCCESSFULLY BY SHOWING EFFORT,
COURAGE AND PLANNING, IMPLEMENTING, AND FULFILLING THEIR TASKS SUCCESSFULLY. THEY ARE ALSO EXPECTED
TO DOCUMENT THEIR LESSONS LEARNED AND LEARN FROM THEIR MISTAKES - EMPLOYEES ARE EXPECTED TO PLAN TO
BE SUCCESSFUL AND PRODUCE SUCCESS THAT CAN BE MEASURED.
• CREATIVITY. EMPLOYEES ARE EXPECTED TO BE CREATIVE, INNOVATIVE, AND ACT WITH CONFIDENCE AND BRAVERY.
EMPLOYEES ARE EXPECTED TO BE CREATIVE BY TURNING NEW IDEAS INTO REALITY. THEY MUST BE ABLE TO FIND
HIDDEN PATTERNS AND MAKE CONNECTIONS BETWEEN UNREALIZED PHENOMENA, IN ORDER TO CREATE SOLUTIONS
AND OVERCOME CHALLENGES AND OBSTACLES
• TEAMWORK. EMPLOYEES ARE EXPECTED TO ACT COLLABORATIVELY BY COMBINING INDIVIDUAL STRENGTHS AND
UNITING AROUND COMMON GOALS. LEADERS ARE EXPECTED TO CREATE TEAM EMPLOYEES WHO REPRESENT THE
DIVERSITY OF THE ORGANIZATION AND VIEWS OF KEY EMPLOYEES, VOLUNTEERS, AND OTHER GROUPS.
• INTEGRITY. EMPLOYEES ARE EXPECTED TO ACT WITH TRUTHFULNESS AND TRANSPARENCY. EMPLOYEES ARE
EXPECTED TO POSSESS AND DEMONSTRATE INTEGRITY BY ILLUSTRATING STRONG COMMITMENTS TO PERSONAL
MORALS AND THE COMPANY’S VALUES
• OWNERSHIP. EMPLOYEES ARE EXPECTED TO BE ACCOUNTABLE, AND ACT WITH PERSONAL PRIDE. CHOICES MUST RISE
ABOVE PERSONAL’S CIRCUMSTANCES. EMPLOYEES ARE EXPECTED TO DEMONSTRATE THE OWNERSHIP NECESSARY TO
ACHIEVE DESIRES MEASURABLE RESULTS.
• NOW. ALL THE ABOVE IS EXPECTED TO BE DONE NOW. EMPLOYEES ARE EXPECTED TO PERFORM ALL THESE ETHICS’
ATTRIBUTES IMMEDIATELY. ONCE THE CODE OF ETHICS IS DRAFTED AND APPROVED BY SENIOR MANAGEMENT,
LEADERS ARE EXPECTED TO DISSEMINATE THE CODE OF ETHICS IMMEDIATELY; THEY ARE EXPECTED TO LEAD BY
EXAMPLE
9. STRATEGIC GOALS AND OBJECTIVES
• THE IT DEPARTMENT IS USING THE GUIDANCE PRINCIPLES AND CODE OF ETHICS
TO TRANSLATE THE IT VISION INTO STRATEGIC GOALS AND OBJECTIVES. THE
IT VISION DESCRIBES HOW WE WILL OPERATE IN THE YEARS TO COME. THE
VISION GUIDES US IN THE DEVELOPMENT OF THE STRATEGIC GOALS AND
OBJECTIVES. THESE GOALS ARE THEN TRANSLATED INTO THE TACTICAL PLAN
IN FORM OF PROJECTS AND STRATEGIC INITIATIVES.
10. (SAMPLE) GOAL 1: CUSTOMER SERVICE
• THE DEPARTMENT WILL MEET OR EXCEED CUSTOMER REQUIREMENTS BY
LEVERAGING EXISTING AND EMERGING TECHNOLOGIES TO ENHANCE, IMPROVE,
AND STREAMLINE BUSINESS PROCESS
• STRATEGIC INITIATIVES:
1. TRAIN THE STAFF TO UNDERSTAND THE BUSINESS APPLICATIONS AND PROCESSES
2. ESTABLISH MOU/MOA/SLA WITH OTHER DEPARTMENTS
3. INSTALL CUSTOMER SERVICE TOOLS FOR TICKETS, ASSET MANAGEMENT, AND
CONFIGURATIONS
4. ESTABLISH A KNOWLEDGE BASE TO DELIVER CONSISTENT SERVICES
5. IMPLEMENT DIGITAL TECHNOLOGIES TO REDUCE PAPER AND EXPEDITE PROCESSES
TIME
11. (SAMPLE) GOAL 2: IT GOVERNANCE
• WE WILL PROVIDE AN EFFECTIVE GOVERNANCE TO MAXIMIZE IT RESOURCES.
THIS ALLOWS THE IT DEPARTMENT TO MAXIMIZE THE VALUE AND MANAGE THE
RISKS ASSOCIATED WITH LACK OF POLICIES AND FRAMEWORKS.
• STRATEGIC INITIATIVES:
1. DEVELOP AN IT POLICY TO DRIVE ALL IT INITIATIVES
2. ADOPT AN ITIL FRAMEWORK
3. ESTABLISH A PMO AND INCREASE PM COMPETENCIES
4. AUTOMATE SOFTWARE LICENSES AND HARDWARE INVENTORY
5. ESTABLISH A PROCESS FLOW
6. ENSURE TRANSPARENCY, ACCOUNTABILITY, AND RESPONSIBILITY, AND
EXPECTATIONS OF THE STAFF AND LEADERSHIP
15. STRATEGIC ALIGNMENT
• THESE DRIVERS
SERVE AS
FOUNDATIONAL
ELEMENTS FOR
THE IT STRATEGY:
Foundations
Elements & Drivers
The CA Public Record Act
Open Data Initiatives S.B. 272
to Publish catalogs of
enterprise systemsCalifornia Security Breach
Information Act (SB-
1386) . notify users of
security breach and
provide (more for identity
theft act)
California Electronic
Communications Privacy Act
(CalECPA)
Senate bill: 573 Chief
Data Officer - Roadmap
to Open Data
16. CRITICAL SUCCESS FACTORS
• THE FOLLOWING FACTORS ARE CRITICAL ELEMENTS FOR THE CITY TO ENSURING
THE ACHIEVEMENT OF THE FIVE STRATEGIC GOALS AND OBJECTIVES:
1. ACTIVE AND VISIBLE SENIOR MANAGEMENT SUPPORT
2. WILLINGNESS OF THE ORGANIZATION’S CULTURE TO EMBRACE CHANGES
3. EFFECTIVE COMMUNICATION ACROSS THE ORGANIZATION AND BETWEEN ALL
STAKEHOLDERS
4. SUFFICIENT RESOURCES TO SUPPORT THE INITIATES
5. WELL-DEFINED AND DISCIPLINED PROCESS FOR BUSINESS ANALYSIS AND
REQUIREMENT DEVELOPMENT
17. CRITIC
AL
SUCCES
S
FACTO
RS
Sr. Mgt
Buy-In
• Active and
visible senior
management
support
Embracing
Changes
• Willingness of
the city culture
to embrace
changes
Communicate
• Effecitive
Communication
accress the city
Transparency
• Transparent
purposes and
processes
Rewards
• Contribution
must be
recognised and
rewarded
Resources
• Sufficient
resources to
manage
initiatives
