The NYS Forum, Inc.

1. The NYS Forum, Inc. Strategic Plan October 1, 2011 - September 30, 2013

2. Welcome! We are pleased to present The New York State Forum, Inc.’s Strategic Plan. This plan provides a fresh outlook for the next two years while building on our role as a springboard for innovation and leadership across New York. The Forum leadership recognizes the significant contributions that our corporate and government members make in advancing the state’s priorities. Members play a critical role in driving our programs, developing deep opportunities for learning and collaboration, and connecting The Forum with the world. This Plan reflects our progress and is a view of our future. With this publication, we celebrate our recent successes, congratulate our staff, members and partners for their contributions, and present our revitalized Strategic Plan for the future. We look forward to continuing our journey to build a world class organization that enables New York Public Sector to effectively serve the businesses and citizens of New York through information technology. Deborah V. Buck Executive Director PICTURE HERE Mark M. Mitchell ‘10-’11 Board Chair Duane Averill ‘11-’12 Board Chair

3. Table of Contents

4. Introduction Section I

5. To advance New York State’s public sector information technology (IT) practices through collaboration and knowledge transfer with the NYS IT, business and government communities. Why Do We Exist? Mission

6. To be the first choice for IT practitioners, managers and customers to collaborate and share knowledge to improve the delivery of services to New Yorkers. Where are we going? Vision

7. How Do We Operate? Values

8. “What an outstanding resource. The NYS Forum is the channel for IT professionals to exchange ideas, make contacts and learn from other agency innovations.” State Government Member “The Forum provides a unique setting for self-motivated individuals, in both the public and private sectors, to apply their efforts toward a common goal of improving the IT environment within the State. When it comes to The Forum, the more effort you put into it, the more satisfaction you get out. Get involved!” IT Corporate Roundtable Member

9. The NYS Forum creates value for its membership through delivery of high quality forums that allow public and private sector professionals to collaborate in a vendor neutral, no-sales environment. Members from organizations of all sizes gain knowledge and insight, and realize opportunities to collaborate and network. Public Sector The Forum Private Sector “Leave your business cards at the door!” Our Value Proposition

10. The NYS Forum is the place for collaboration in a fully neutral environment, where state and local IT organizations and corporations come together to share knowledge and ideas that foster mutual understandings, facilitate public sector progress, and provide insight into what government can be for all of those it serves. Established 1987 Number of Events in 2010 - 2011 27 Number of Entities Participating 117 Number of State Government Agencies 57 The ForumBy The Numbers Number of Corporate Members 64 Number of MWBE/Small Corporate Members 30 Total Staff 3 Number of Individuals Served in 2010 - 2011 2,751 10

11. Each year, new technologies, new ideas, and new processes emerge from the IT industry and New York State. These trends shape the way work gets accomplished. Our job at The Forum is to make sense of these new trends, to share the best practices, and • IT Consolidation As the State moves toward a more consolidated IT footprint, The Forum is helping our members to understand and develop approaches in shared services and consolidations. • Business Transformation Agencies are faced with unprecedented challenges. From budget cuts to retirements, agencies must drastically rethink how they deliver their services. The Forum is shaping an agenda around this topic that will help agency leaders, managers and individual contributors be effective. Trends in Public Sector IT

12. Accomplishments Section II

13. Our Corporate Members

14. Our Corporate Members

15. Our Corporate Members

16. Partners & Collaborators The NYS Forum is pleased to acknowledge the many organizations with which it partners on research, events and other programs. Upstate NY NYC “The first annual PMI-UNI/Forum Executive Symposium was a great success. Specific comments on the program were very positive. As we did not have many chapter attendees, I feel the program succeeded in its strategic goal of outreach to the PM Community.”

17. 2010/11 Accomplishments

18. The Forum ‘s Work Groups are a core component of the organization. Work Groups organize face-to-face and web-based educational events; facilitate sessions to obtain member input; and, develop tools and resources. Selected 2010-2011 Work Group accomplishments include: Accessibility • Integrating Web 2.0 into Accessible Online Learning • Web Accessibility: Know Your Responsibilities Business Continuity • Business Continuity and Risk Management During a Time of Fiscal Crisis Emerging Technologies • Master Data Management • Desktop Virtualization; Forensic E-Discovery; Cloud Computing Greening • Grants and Funding: Finding the Green for Your Green Projects • NYS e-Waste Law • Environmentally Preferable Purchasing Procurement • 2011 IT Procurement Day 2010/11 Accomplishments

19. Project Management • Spotlight on NYS Projects • Developed survey to identify the value of project management • Security • Delivered 5 MS-ISAC National Webcasts • Manage Risk by Building Security Into Projects • The Intranet Schism – “Security Matters” • Skills Development • Developed and published Community of Practice Starter Kit • Facilitated session to identify NYS Agencies IT skills development needs • Small/Medium/Local • Two series of sessions on IT Strategic Planning for participants from state and local governments • Webmasters’ Guild • Seven educational sessions addressing technical, policy, project management and design-related topics 2010/11 Accomplishments

20. Spotlight: Organizing for Improved Value and Performance • The Forum’s work groups are the nucleus of the organization. Work groups are responsible for program development and the delivery of relevant, high quality products and services to Forum constituents. The structure and operation of Forum work groups historically served the organization well, but this old way of doing business presents significant challenges in the current environment with its severe fiscal constraints and rapidly changing political and programmatic landscape. • When asked “what doesn’t work” with respect to the current way of doing business, here’s what Forum members said: • Work group operations are not consistent across all groups • The relevance and purpose of some work groups is unclear; there is a need to regularly review and validate to make sure that we have the right groups to address the issues at hand • There is little coordination or collaboration among groups and no process for on-boarding new ideas • Work group operating costs are unknown • Many events are “free” creating the unintended perception that “no cost means no value” “Work Groups are the nucleus of The Forum. The old way of doing business is not viable for The Forum and its constituents”

21. Spotlight: Organizing for Improved Value and Performance To meet the challenges of today and the future, The Forum will operate like a business with clear and meaningful criteria to determine when it’s appropriate to form a new work group or retire an existing work group, how work groups should function to achieve high standards of relevance and viability, and how work group performance will be measured. The vision for the future—The Forum operates like a business with clear and meaningful criteria for establishing and operating work groups and measuring their performance.

22. Goals, Strategies, and Objectives Section III

23. The Need for Goals “Planning is a process of choosing among many options. If we do not choose to plan, then we choose to have others plan for us.” ~  Richard I. Winwood Goals drive performance. They focus teams and individuals on results. And, their accomplishment is the clearest measure of success. There is no radical departure, but rather a sharpening; a honing. The emphasis was about clarifying the goals and their objectives to make them more relevant, more present to our customers and our workforce. These goals set our priorities and narrow our collective focus. These goals have been revised and focused based on our experience over the past two years, direct feedback from our customers, best practices Information Technology, and the judgment of Forum leadership.

24. Section III: 2011-2013 Strategic Plan 1 2 Develop Great Programs Produce High Quality Programs For Our Membership 3 Build Awareness Advance The Forum’s Value Proposition and Brand Awareness 4 Improve Operations Improve Organizational Effectiveness of The NYS Forum Forum Goals and Strategies: 2011-2012 Create Strong Finances Build and Maintain a Strong Financial Foundation

25. Developing great programs will encourage and enable the sharing of relevant, timely, and valuable solutions to NYS at all levels to assist NYS government to meet its IT initiatives Goal 1: Produce High Quality Programs For Our Membership Specific Objectives Include: 1.1 Increase Membership Awareness and Skills Via Training And Education 1.2 Expand and Improve Capacity to Support Online Information Exchanges 1.3 Expand and Improve Networking and Knowledge Sharing Opportunities 1.4 Measure the Performance and Effectiveness of Our Programs Regularly 1. Develop Great Programs

26. Goal 1 Produce High Quality Programs For Our Membership Objective: Increase Membership Awareness And Skills Via Training And Education Objective: Expand and Improve Capacity to Support Online Information Exchanges Objective: Expand and Improve Networking and Knowledge Sharing Opportunities Objective: Measure the Performance and Effectiveness of our Programs Regularly Strategies: Host one or more signature events Conduct training events Expand use of webinars Foster & support an environment of active involvement for Partnerships with educational organization Support on-the-job performance improvement Establish a speakers’ bureau Strategies: Revise The Forum website Leverage tools to promote member communications Establish a framework for writing, publishing, and distributing member-driven information Strategies: Host a series of executive-level events as a venue for cross-member networking, information sharing and highlighting emerging trends and effective practices. Establish and support work group structure for information sharing and networking Strategies: Establish metrics to measure program performance Implement methods to capture membership feedback on key issues Publically maintain dashboards to communicate Forum performance Recognize leadership, innovation and effective practices

27. Establishing a marketing program will increase The Forum’s ability to deliver its core messages to a broader audience and expand collaborations and partnerships. Goal 2: Advance The Forum’s Value Proposition and Brand Awareness Specific Objectives Include: 2.1 Establish relationships and partnerships to effectively align with NYS IT functions and structure 2.2 Advance The Forum as a resource and partner 2.3 Develop a NYS Forum marketing/communication plan to inform leadership, members, stakeholders and collaborators 2. Build Awareness

28. Goal 2 Advance The Forum’s Value Proposition and Brand Awareness Objective: Establish Relationships and Partnerships to Effectively Align with NYS IT Functions and Structure Objective: Advance The Forum as a Resource and Partner Objective: Develop a NYS Forum Marketing / Communication Plan to Inform Leadership, Members, Stakeholders and Collaborators Strategies: Engage and collaborate with CIOs, CIO leadership, and other executive-level leaders Participate on special councils and task forces Monitor and inform members of policy and programmatic initiatives Strategies: Develop and strengthen relationships with key strategic partners Educate, establish and strengthen relationships with key government policymakers and decision-makers Establish mechanism to engage members to contribute to informing key policymakers Strategies: Identify target audiences, key messages and priority growth markets Create a long range marketing / public communication plan Implement marketing / communications plan

29. Goal 3: Improve Organizational Effectiveness of The NYS Forum Specific Objectives Include: 3.1 Improve Governance of NYS Forum 3.2 Improve Operational Structure and Capacity To Effectively Deliver Services 3.3 Transform Membership Engagement Model 3. Improve Operations

30. Goal 3 Improve Organizational Effectiveness of the NYS Forum Objective: Improve Governance of The NYS Forum Objective: Improve Operational Structure and Capacity to Effectively Deliver Services Objective: Transform Membership Engagement Model Strategies: Review and amend By-Laws Evaluate, review or establish Board operating practices, procedures and approval methods Review, revise and develop governance policies and positions Develop and provide orientation and resources for the Board Explore and provide Board training Strategies: Expand and improve IT infrastructure and support Expand staffing capacity Develop policies and procedures to guide Forum management and programmatic operations Provide opportunities to train, education and develop Forum staff Develop communications strategy to inform stakeholders about Forum performance Strategies: Align current and future initiatives with mission and strategic plan Review and implement new model for sustainable membership engagement Develop and implement strategies to increase number and diversity of active members Provide opportunities for member leadership development

31. Goal 4: Build and Maintain a Strong Financial Foundation Specific Objectives Include: 4.1 Improve Financial Management 4.2 Stabilize and Improve Revenue Opportunities 4.3 Create a Culture of Financial Stewardship 4. Create Strong Finances

32. Goal 4 Build and Maintain a Strong Financial Foundation Objective: Improve Financial Management Objective: Stabilize and Improve Revenue Opportunities Objective: Create a Culture of Financial Stewardship Strategies: Develop and adopt budget that supports the Strategic Plan and is consistent with available revenue Strategies: Revise and implement membership dues structure Aggressively pursue increasing membership Explore relationships with potential partners, funders and other strategic stakeholders Identify products and services as a potential source of income Strategies: Provide Board members with training in financial oversight Develop financial procedures and policies to guide investments and savings reserve practices Improve membership understanding of non-profit requirements and increase financial transparency

33. Spotlight on The Forum: The Strategic Planning Collaborative In 2010 and 2011, the NYS Forum sponsored the Strategic Planning Collaborative, a highly interactive course designed to build the strategic planning expertise across New York State. The collaborative, a course in five distinct sessions, focused on the development of agency plans across a variety of business environments. More than 35 state and local public sector managers completed this cost-free course. Unlike traditional “training,” the SPC instructors act as facilitators, guiding an experienced group of participants through a process of discovery. The content is engaging, with rich examples and exercises designed to elicit high quality discussion from the participants. This course covers not only strategic planning theory, but also the realities of working with a wide range of stakeholders and organizational environments.

34. Conclusion Section IV

35. This plan builds on the foundation established in our earlier strategic planning efforts. The relationships that the NYS Forum is building will result in the solutions that NYS needs to deliver the right information to the right people at the right time. The Forum will focus on delivering technology to enable the delivery of information, to improve the effectiveness of the NYS workforce, and to engage with our constituents. Our success will only be possible through a complete partnership and collaboration with our members and stakeholders . Through our combined efforts, we can deliver solutions that result in new resources within NYS. Our Strategic Plan provides a roadmap for the future, helping people to work smarter, and enabling The Forum to succeed in delivering on its mission. If we are not delivering the needed resources that enable people to innovate and to do their jobs better, faster and more cost effectively , then we are not doing our job. This plan is designed to be adaptable and resilient. It is designed to be relevant to many audiences, within across NYS and with our many external partners. Conclusion

36. Next Steps

37. 2011-2013 Strategic Goal Review Annual Goals Marketing Plan Forum Annual Planning Cycle Operations and Performance Measurement

38. ACKNOWLEDGEMENTS Section V

39. Acknowledgements The Forum appreciates the time and commitment of the following members and contributors to the strategic planning process…….. Core Strategic Planning Team Work Group Modeling Board Of Directors Mark Mitchell, NYSERDA Duane Averill, DHCR Leslie Brennan, DEC Kathy Bohecek, DMNA Nancy Mulholland, DOT Ellen Kattleman, Civil Service Debi Orton, GOER Peter Hilton, OSC Diane Taylor, OSC Jim Lieb, Tax & Finance Adam Gigandet, DMV Theresa Pardo, CTG Joe Merces, NYC Dept of Law Carter Yepsen, CISCO Nancy Mulholland, DOT Kathy Bohacek, DMNA David Young, NYSERDA Kristen Albright, OMH Karen Pratt, Washington County Donna Canestraro, CTG Leo Pfohl, IBM Peter Chynoweth, CMA Renee Roth-Oneil, Tailwind Associates Jeffrey Dickert, Deloitte Vivian Conboy, Tax & Finance Gina Smith, DMV Nancy Mulholland, DOT Christian Greco, Time Warner Mike Barry, Microsoft Doug Lapham, Line of Sight Staff Deborah Buck Rebecca Buchner Mike Chamber