The Planning Process
The Planning Process
Michigan's ICT strategic plan is developed in partnership with
state agencies and citizens. It relies on national best practices in
information, communications and technology (ICT). Activities leading to
the publication of this plan include:
- planning sessions and surveys with the Michigan Information
Technology Executive Council (MITEC), an advisory board of state
- in-depth participation in and review of leading ICT issues, trends
- strategic planning retreats, discussions and surveys with Michigan's
ICT staff and leadership.
- engagement with Michigan citizens and students on preferences and
- alignment of tools and solutions to statewide cabinet-level
- discussions and feedback from leading researchers.
- issue assessments, service and functional plans, which are discussed
in the plan's appendices.
Across the five-year planning cycle, regular updates and adjustments to
the plan are made, along with reports on progress to stakeholders. In this
way, Michigan's ICT operations enable and move government service
The Funding Imperative
Throughout the fiscal year, DTMB forecasts and
tracks ICT-related budget items. In partnership with its state-agency
clients, DTMB is optimizing business value for Michigan citizens, ensuring
that taxpayer dollars spent on technology today produce an optimal return
on investment tomorrow. MITEC and the Agency Operation Partnership Team
(A-OPT) both provide input and feedback to support the budgeting process.
Over the years, the budgeting process has been
improved and refined through service level agreements with agencies as
well as the establishment of a statewide service catalog. Last year, a new
agency-focused call for projects process captured a two-year horizon of
projects and enabled a meaningful prioritization process. This process
will be repeated and refined annually.
By striving for a precise balance of internal- and
customer-directed investments, Michigan's enterprise ICT portfolio
governance and management model has increased productivity, organizational
agility and assurance that desired outcomes will be met. Looking ahead to
the 2012 budget cycle, DTMB is developing ways to enhance the
budget-planning process and explore an enterprise funding model for ICT
projects across the agencies.
Technology standardization, service enhancements,
operational innovation and increasing demand allow DTMB regularly to
reduce enterprise rates charged to client agencies. The illustration below
shows a leading example of this trend.