EXECUTIVE SUMMARY
Dec. 27, 2007

Strategic planning is the activity through which DSD addresses the decisions that are highly important or integral to its business objectives.  Strategic decisions define DSD's relationship to its environment; provide direction for and constraints upon administrative and operational activities throughout DSD; and contains specific actions, which ultimately define what DSD is, what it does, and why it does it.

The DSD strategic plan takes the entire organization as the unit of analysis, and it depends on inputs from every functional area to ensure that the resultant plan is realistic and can be agreed to by all levels of management, and can be supported by the entire organization.  The DSD strategic plan is a long-term planning tool that extends out three to five or more years, and identifies assumptions, risks, and environmental factors.

In order to develop strategies that will take DSD to a desired state, it is necessary to understand where DSD is today, and where it has to be positioned in the future in order for it to not merely survive, but to thrive.  The Data Services Division must consider the business drivers as well as technology and internal drivers and develop strategies to address them.

Strategic Appraisal

With the exciting future that lies ahead comes the challenge of managing the changes necessary to bring it to fruition.  DSD has conducted an assessment of its current state to specifically expose the weaknesses that must be resolved in order for the division to flourish.  There are several enterprise-wide themes that were found during our assessment to be present in every unit within the division.  The four primary enterprise-wide themes were:

1. DSD lacks the agility to routinely meet the demands of today's technology savvy business partners, though it is well positioned to address the future needs if properly focused.
2. Archaic processes and procedures need to be evaluated and redeveloped to enable operational excellence and efficiency.  Processes must be developed around desired outcomes and a culture change is required to change the mindset of staff entrenched in antiquated processes and thinking.
3. DSD is struggling to recruit, reward, and retain the best possible Information Technology personnel resources to deliver the solutions demanded and required by our customers.
4. The increased cost of delivering IT solutions has outpaced the division's budget, but cost savings and cost avoidance programs have not been given sufficient focus.
   
   

Addressing these problems is paramount for the Data Services Division in order for the organization to operate effectively for the next one to five years, and for the division to continue to improve its ability to deliver technology services to the agency's business units.

Division Goals

Goal 1:  Data > Information > Knowledge

DSD WILL Transform data to information, to enable knowledgeable decision-making.

Goal 2:  Service

DSD WILL Promote a customer service practice in everything we do.

Goal 3:  Infrastructure Preparedness

DSD WILL Ensure the overall environment is prepared for current demand and new solutions.

Goal 4:  Access Anywhere, Anytime

DSD WILL Maximize availability of technology solutions.

Goal 5:  Maximize Resources

DSD WILL improve utilization of resources.

Data Services Division Goals are best accomplished with a BALANCE of the following:

Criteria for Success

• Simple - Technology solutions are for people, cut through the complexity and "Keep it simple."
  
• Fast - Deliver solutions sooner rather than later and "Keep a sense of urgency."
  
• Flexible - Allow for different approaches and "Keep our options open."
  
• Reliable - Serve the needs consistently and "Keep it working."
  
• Cost Effective - Get the best value for our money and "Keep the cost down".