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CTS Advisory Council – Strategic Planning Update

This update provides information on the strategic planning efforts of CTS Advisory Council, including mission, values, strengths, weaknesses, opportunities, and threats analysis. It also covers the vision, strategic objectives, goals, and actions to achieve them, along with organizational decisions and expectations from the Advisory Council.

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CTS Advisory Council – Strategic Planning Update

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  1. CTS Advisory Council – Strategic Planning Update December 7, 2011

  2. Agenda • Update on CTS Strategic Planning • Questions for the Advisory Council

  3. Strategic Plan Questions

  4. Mission Values Strengths, Weaknesses, Opportunities, & Threats Where are we now

  5. Mission • We are dedicated to providing innovative technologies and support to our customers through competitive services that deliver measurable value

  6. Mission • We provide innovative technologies and support to our customers through competitive services that deliver measurable value

  7. Values – We are . . . • Guided by the customer’s needs for the services we provide and the delivery of value to the enterprise • Providing technology and service leadership for our customers • Competitively focused on price, quality, reliability, and customer satisfaction • Accountable to ourselves and our customers to deliver on our commitments and are transparent in our actions • Actively seeking and respectful of the views of others • Focused on continuously improving our knowledge, technologies, and services • Professionals; Highly-skilled, adaptable, and committed to getting the job done • Committed to recognizing and celebrating accomplishments

  8. Strengths, Weaknesses, Opportunities, & Threats • Views from Leadership Team and CTS Advisory Council

  9. Strengths

  10. Weaknesses

  11. Opportunities

  12. Threats

  13. Competitive Advantage Vision Where are we going

  14. What is CTS Best At . . . • Financial Transparency • Operating a very complex technology environment • Technical Expertise • Reactive

  15. What can CTS potentially do better than any other organization . . . • Run a data center • Customer Service • Employee engagement • Measuring performance • Right provider for government • Meeting the right need • Partner of choice • Competitive • Excellent internal and external communications • Effective and efficient operations • Work smarter, not harder • Reducing unnecessary process

  16. Vision • The information technology partner of choice for agencies in the State of Washington

  17. Strategic Objectives Goals & Actions How will we get there

  18. Strategic Objectives:Improve Performance to . . . • Be a customer-focused organization • Be a high performing organization • Be a desired employer • Be financially accountable

  19. Matching strengths with opportunities Actions Overcome Weaknesses Mitigate Threats Goals –Work-in-progress

  20. Focusing on Our Externally Facing Approach • Define, protect, and polish the brand • Develop and maintain a customer interaction strategy • Determine, develop, and maintain a program to expand the customer base • Develop and maintain a structure for vendor interactions • Develop and maintain an Outreach program for other interested parties

  21. Implementing Process Efficiencies • Define and rationalize core service offerings • Develop a Strategic Roadmap for core service offerings • Define opportunities to leverage automation • Define process metrics • Determine target operational maturity level

  22. Retaining the Right People for the Right Jobs • Align organizational structure to deliver a customer-focused approach • Formalize employee sharing program with Agencies • Define and establish a customer-focused, required skills development program • Determine individual and organizational performance and reward standards • Establish a healthy work culture

  23. Aligning Financial Processes with Business Priorities • Develop a competitive analysis process to establish rates • Create a mechanism to assign accountability for overhead costs • Rationalize service rates and charges • Develop a standard template to disclose rate detail • Implement a business modeling capability for ongoing investments • Create and validate a business case template that reflects business priorities • Define ROI metrics • Establish agreements with customers, partners, and vendors that define the business relationship

  24. Organizational Structure How will we Organize–Work-in-progress

  25. Organizational Decisions • External or Internal focus • Proactive or Reactive • Services capacity • Customer interaction • Service Value or Priority Decisions • Difference of decision: should we support versus can we support • Within the Agency; Distributed or Centralized decision making

  26. Defining Expectations Advisory Council Questions

  27. Advisory Council Expectations • What do you want from CTS? • What do you need from CTS? • What are the critical success factors for CTS?

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