REVISED December 31, 2009

MISSION

“HELP INDIVIDUALS AND FAMILIES IN NEED, HELP THEMSELVES LEAD SAFER, HEALTHIER, MORE INDEPENDENT AND PRODUCTIVE LIVES THROUGH EFFECTIVE AND TIMELY APPLICATION OF INFORMATION TECHNOLOGY.”

This is accomplished by having:
Creative professional staff; being
Responsive and
Innovative, and utilizing
Sound business practices and
Proven technologies.

VISION

“Narrowing the digital divide, expanding capabilities and providing better Information Technology services.”

STRATEGY

“To deliver innovative Information Technology solutions WHERE and WHEN needed to effectively serve the citizens of Oklahoma”

GUIDING PRINCIPLES

Respect – Our most valued attitude

We respect our fellow team members, vendors, and customers and recognize their individual and collective needs. We support the professional, technical, and personal growth of all with whom we come in contact.

Team Play – Our most valued work ethic

We work together to accomplish organizational objectives. Our teaming together allows individuals
to attain exceptional results.

Commitment – Our most valued service

We deliver excellence in our products and services with a passion for accountability,
quality, timeliness, and customer service.

Creativity – Our most valued opportunity

We provide an environment that fosters talented  team members to identify solutions through innovation, imagination and responsible risk taking.

EXECUTIVE SUMMARY

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:

• 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.
• 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.
• DSD is struggling to recruit, reward, and retain the best possible Information Technology personnel resources to deliver the solutions demanded by our customers.
• 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.

Future Technology and Innovation Agenda

DSD’s internal assessment coupled with an external outlook has yielded the following areas for Technology innovation for OKDHS in the next five years.

A. Services Oriented Architecture (SOA)
B. Enterprise Applications
C. Data Warehousing
D. Enterprise Architecture
E. Hardware and Software Virtualization
F. Collaboration and Enhanced Communications
G. Security Management and Enhancements