Alaskas Information Systems Integration Strategic Planning

1
Alaskas Information Systems Integration
Strategic Planning

• Day 1

2
MAJIC MOA
3
Strategic Plan Goals

• Better coordinate budgets and priorities between
  agencies
• Identify who owns what data and how others can
  get it get system-wide data mapping and
  definition
• Develop a flow chart showing how cases move
  through the system
• Define the criminal justice enterprise and
  identify tools and approaches to make the
  enterprise plan and work better
• Ensure that agency projects (e.g., system
  replacements and upgrades such as APSIN Redesign)
  keep moving forward
• Better coordination within agencies
• Educate executives to understand MAJIC and set
  realistic expectations
• Clarify who owns or is responsible for various
  data
• Avoid duplication and re-importing of data into
  multiple systems
• Avoid conflicting data
• Address gaps in laws and policies as well as
  technology
• Ensure that agencies play well together as a team

4
Scope Mission/Governance Constraint?

• Hawaii Scope
• The initial focus of the HIJIS program is the
  primary justice agencies at State and local
  levels Law Enforcement, Courts, HCJDC,
  Prosecution, Public Safety, Intake Services,
  Probation, and other justice (Victim
  Notification, Juvenile Justice, Intelligence
  Fusion Center and Federal justice agencies) and
  non-justice agencies (e.g., Drivers License,
  Human Services, Health Services). As a
  consequence, HIJIS development will be closely
  aligned with other comparable information sharing
  initiatives contemplated and planned at State and
  County levels throughout Hawaii.
• The conceptual model of the HIJIS is designed to
  portray the initial scope of the HIJIS Program
  and to convey the functional capabilities of the
  program consistent with the core functions and
  operational requirements. It should be noted that
  this conceptual model is not intended to propose
  specific technological solutions or to constrain
  or specify in any material respect the
  technologies that will be developed, procured
  and/or deployed as part of the HIJIS Program.

5
Enterprise Architecture
6
(No Transcript)
7
Business Drivers in IJIS

• Accuracy and Completeness of information used in
  justice decision-making
• Efficiency (especially reducing duplicate data
  entry)
• Need to maintain organizational autonomy
• Privacy concerns/requirements
• Need for agility
• Maximize scarce resources
• Greater public access
• Statutory requirements Adam Walsh Act
  (federal), Sales of alcohol, Victim Notification
• Federal/State Funding Opportunities
• Demands for service/improved delivery of
  service to the public

8
(No Transcript)
9
Environmental Factors

• Budget Constraints (operating)
• Inconsistent priorities/funding
• Lack of coordination between agencies
• On-going need for interagency collaboration
  (duplicating or conflicting with other agency
  efforts)
• Constant Change legislation/mandates/public
  reaction
• State Policies and Administration ETS
  Adoption of State Standards and Tools
• Geography/Demographics Impacts of distance
  (participation). Many small agencies
• Infrastructure bandwidth
• Federal/Grant Requirements (NIEM)
• Best Practices may be in conflict with others
• Technology Trends SOA, mobility and
  accessibility
• Expectation of what technology can provide
• Leveraging outside data sources
• Availability of technical resources
  (unavailability)

10
(No Transcript)
11
Mission Statement

• An effective Mission Statement
• Tells you what the organization is now
• It concentrates on present it defines the
  customer(s), critical processes and it informs
  you about the desired level of performance
• Defines the purpose or broader goal for being in
  existence or in the business
• Serves as an ongoing guide without time frame.
  The mission can remain the same for decades if
  crafted well

12
Current Mission Statement

• The planning team voted to adopt the statement of
  purpose from the MAJIC MOA as the mission
  statement

The Consortium is formed to help agencies more
efficiently share complete, accurate, timely
information with each other in order to enhance
the performance of the criminal justice system as
a whole.
13
Vision Statement

• A Vision statement
• Outlines what an organization wants to be
• Concentrates on future
• Features of an effective vision statement may
  include
• Clarity and lack of ambiguity
• Paint a vivid and clear picture
• Describe a bright future
• Memorable and engaging expression
• Realistic aspirations
• Alignment with organizational values and culture

14
MAJIC Vision Statement

• MAJIC envisions a criminal justice system that
  provides the right information to the right
  person at the right time.
• Adopted Feb 12, 2008

15
Guiding Principles

• Good principles have the following
  characteristics
• Can conflict with one another
• Weigh in favor of a particular outcome
• Are often subjective
• Should be controversial

16
Values (1-4)

• Values (Shared Principles) Adopted from the MAJIC
  MOA
• We see a need for innovation and creativity in
  planning and developing integration technology
• We value the work being done at the national
  level to develop functional, process,
  information, and technical standards for
  information sharing
• We believe that decision making by consensus is
  the best way to achieve integration
• We acknowledge the Constitutional independence of
  parties charged with public protection and
  administration of justice, but to operate
  effectively, each must cooperate with others

17
Values (5-8)

• Values (Shared Principles) Adopted from the MAJIC
  MOA
• We recognize the need to protect the
  confidentiality of investigatory and deliberative
  processes to ensure effective operation of the
  justice system
• We also recognize that public access to records
  declared open by law can help citizens obtain
  services more efficiently and help ensure
  accountability for the justice system
• We understand the need to keep our information
  and systems secure and to protect the privacy,
  due process, and other rights of citizens under
  the United States and Alaska Constitutions
• We seek opportunities to collaborate and
  cooperate with justice-related organizations at
  all levels of government to enhance the
  performance of the system as whole.

18
MAJIC Guiding Principles

• The needs of the criminal justice enterprise
  should be factored into Agency projects
• Data should be captured only once at the
  originating point, re-used as needed, and not
  duplicated
• Integrated justice information sharing should
  leverage operational systems of participating
  agencies
• Agencies should retain the right to design,
  operate and maintain internal systems to meet
  their own operational requirements
• Security, privacy and accessibility of
  information will be priorities in development of
  integrated justice information sharing
  capabilities
• Owner of data should make updates/corrections
  available to all subscribers
• Agencies should establish written agreements on
  the use and dissemination of data
• Information sharing initiatives should be
  business-driven and based on best practices
• Procedures and technology should be implemented
  to ensure positive identification of the subject
  at every stage in the criminal justice process
• Integrated justice projects should be supported
  by strong project management, well-defined/standar
  d metrics and objective criteria

19
Goals and Objectives

• Goals
• Explicitly state achievements/expectations in
  terms of the results it needs/wants to achieve in
  the medium/long term
• Should relate to the expectations and
  requirements of all the major stakeholders, and
  should reflect the underlying reasons for running
  the business
• Objectives
• Specific interim or ultimate time-based
  measurements to be achieved by implementing
  strategies in pursuit of the company's objectives
• Should be quantifiable, consistent, realistic and
  achievable

20
FY09 MAJIC Responsibilities

• Formalize MAJIC (for planning and budget
  purposes)
• Establish governance structure
• Prepare FY10 budget request
• Obtain State funding to maintain administrative
  position
• Develop Communications Plan
• Finalize and approve Strategic Plan
• Identify and prioritize needs that support the
  vision
• Establish an objective method for evaluating
  Project Plans based on alignment with the
  Strategic Plan
• Establish baseline metrics
• Conduct cost/benefit analysis on selected as-is
  and to-be exchanges
• Sustain MAJIC interagency collaboration and
  capabilities
• Educate MAJIC members
• Fund an analyst position
• Establish a framework for an Justice Enterprise
  Architecture
• Define and document at a high level selected
  as-is data exchanges
• Create a list of current criminal justice
  projects
• Analyze Service Oriented Architecture standards
  for recommendation
• Analyze adoption of NIEM for recommendation

21
Metrics

• Are we doing the right things?
• Are we doing things right?
• Is the investment we are making in this program
  appropriate?
• How can we manage our day-to-day operations more
  effectively with performance measures?

22
Sourcing Decisions

• How does the environment in which we operate
  affect our ability to work successfully?
• Procurement requirements/constraints?
• Resource capabilities and limitations?

23
(No Transcript)
24
Governance

• A well formed and representative governance
  structure is a fundamental requirement of
  effective information sharing initiatives.
• Kelly J. Harris, Integrated Justice Information
  Systems Governance Structures, Roles and
  ResponsibilitiesA Background Report,
  (Sacramento, CA SEARCH Group, Inc.) September
  2000.

25
Executive Leadership Must

• Champion the project
• Be mindful of the enterprises overall
  priorities, goals and mission
• Provide the necessary budget and other resources
• Balance the needs of all stakeholders
• Provide proper monitoring and efficient project
  management
• Accept responsibility for problems escalated from
  the project manager

26
Leadership Responsibilities

• Vision
• Scope
• Planning
• Leadership
• Advocacy
• Delegation
• Operational Issues
• Resource prioritization
• Policies
• Privacy
• Security and Access
• Financial Support

27
Typical Governance Structure
MAJIC
28
Governance Questions

• Whose in Charge?
• Single Executive
• Committee
• Selective
• Representative
• How does work get done?
• Decision-making
• Organization
• Execution

29
MAJIC GovernanceLiaison Responsibilities

• Serve as the agencys policy, business, and
  information technology point of contact for
  Consortium activities
• Assist the Consortium with projects involving the
  agency
• Keep appropriate personnel within the agency
  informed of Consortium activities and convey
  agency concerns to the Consortium.

30
MAJIC GovernanceConsortium Steering Committee

• Agency liaisons willing to perform additional
  duties will form a Steering Group to
• Meet biweekly to improve communications and
  knowledge transfer between agencies and
  disciplines
• Identify and endorse information sharing
  standards
• Develop a strategic plan
• Solicit, evaluate, prioritize and provide
  assistance for justice integration projects
• Charter project teams to implement or assist in
  implementing approved data exchange projects
• Develop a repository of as is and to be
  information exchange documentation
• Participate in state, regional and national
  forums to share knowledge

31
Current MAJIC Governance Structure

• Statutory
• Inactive
• Repository focus

• Informal
• Active
• Voluntary

CJWG
CJIAB
MAJIC

• Liaison from each agency
• Signed agreement

32
MAJIC GovernanceConsortium Administrator

• The Alaska Court System will appoint an employee
  to perform these administrative duties
• Chair and distribute agendas for bi-weekly
  Steering Group meetings
• Administer Alaskas Justice Information Exchange
  Model (JIEM) in coordination with SEARCH, the
  organization that maintains the JIEM database
• Maintain a Consortium library including this
  Agreement contact information for Consortium
  liaisons and Steering Group members meeting
  minutes strategic plans project proposals
  project files reference materials, and other
  publications
• Keep Consortium liaisons and other interested
  persons informed of Steering Group meetings,
  strategic planning, project proposals, projects,
  and other activities.

33
MAJIC Authority

• Nothing in this agreement grants the Consortium
  the authority to
• Impose rules or standards on any agency
• Commit the resources of any agency
• Create, change, use, or disseminate information
  other than as authorized by law

34
Funding

• Local
• Centralized/Cost-share?
• State
• Multi-year commitments?
• Funding for local projects?
• Federal
• Shifting priorities?
• Multi-year commitments?
• Alternatives
• Dedicated fees, private sector, grants

35
Alaskas Information Systems Integration
Strategic Planning

• Day 2

36
Day 2 Agenda
37
Approach

• Assess current capabilities, optimal future
  capabilities and growth opportunities in the
  following areas
• Business Process/Architecture
• Information Architecture
• Technology Architecture
• Solutions Architecture

38
(No Transcript)
39
Business Process/Architecture Current
Capabilities

• Current Capabilities
• Promote agreed-upon standards
• Promote best practices
• Facilitate communication
• Educate policy makers and stakeholders
• Identify and recommend projects that further
  overall objectives
• Promote resource coordination

40
Business Process/Architecture Optimal Future
Capabilities

• Optimal Future Capabilities
• Actively support the implementation of standards
• Refine and extend the scope standards
• Actively support the use of best practices and
  tools to manage projects
• Publish performance against benchmarks
• Create and fund projects that promote the
  objectives of MAJIC.
• Advise policy makers on information sharing
  initiatives
• Identify and recommend projects that further
  overall objectives
• Actively coordinate resources

41
Business Process/Architecture Capability Growth
Opportunities

• Gap 1
• Gap 2
• Gap 3

42
(No Transcript)
43
Information ArchitectureCurrent Capabilities

• Current Capabilities
• Repository of architecture information
• JIEM
• IEPDs/XML Schemas
• Repository of Project Information
• Project Resource Information
• Informal Knowledge base

44
Information ArchitectureOptimal Future
Capabilities

• Optimal Future Capabilities
• Maintain a project portfolio of information
  sharing projects to include resources and
  dependencies.
• Maintain Alaska Component Library for the storage
  and discovery of GJXDM data structures.
• Knowledge Base

45
Information Architecture Capability Growth
Opportunities

• Gap 1
• Gap 2
• Gap 3

46
(No Transcript)
47
Technology ArchitectureCurrent Capabilities

• Current Capabilities
• Promote the adoption of open standards to
  facilitate information sharing

48
Technology ArchitectureOptimal Future
Capabilities

• Optimal Future Capabilities
• Advise on the adoption of open standards

49
Technology Architecture Capability Growth
Opportunities

• Gap 1
• Gap 2
• Gap 3

50
(No Transcript)
51
Solutions ArchitectureCurrent Capabilities

• Current Capabilities
• Capability 1
• Capability 2
• Capability 3

52
Solution ArchitectureOptimal Future Capabilities

• Optimal Future Capabilities
• Capability 1
• Capability 2
• Capability 3

53
Solutions ArchitectureCapability Growth
Opportunities

• Gap 1
• Gap 2
• Gap 3

54
Alaskas Information Systems Integration
Strategic Planning

• Day 3

55
Day 3 Agenda
56
Current Exchange Projects

• JIEM Analysis MAJIC
• Court Charge-Disposition Reporting
• Courts, Motor Vehicle, DPS
• IEPD completed
• Develop exchange using ESB Software AG
  Orchestrator
• Electronic Citation
• LE, Courts
• Crash Reporting
• LE, DMV, DOT
• Anchorage DV Bail Conditions
• Anchorage Muni Pros, LE, Courts, Social Services,
  SAC
• Alaska Uniform Table of Offenses (MAJIC)
• Courts, Pros, LE, Juvenile Justice, Local
  governments, DMV, DOC

57
Current Exchange Projects

• Local Law Enforcement Interface
• LE, DPS
• DL Mugs Photos (DMV web service)
• DMV, DPS, DOC
• Images (Court Judgments, Finger Prints)
• DPS
• Electronic Criminal Case Intake and Disposition
• ALEISS - Alaska LE Information Sharing System
• LE
• Alaska Sex Offender Registry Service
• DPS

58
Future MAJIC Projects

• Evaluate Future Infrastructure Options
• Document MAJIC Enterprise Architecture
  (graphical)
• Images of Judgments
• Courts to Dept of Law (civil)
• Person information from PFD
• Revenue to all
• Prosecution dispositions to DPS/LE/Labs
• Bail/Conditions of Release
• Courts to LE

59
Future MAJIC Projects

• DUI TraCS (Traffic and Criminal Software) LE to
  DMV, Crime Lab
• Notice and Order of Revocation
• Juvenile Court Dispositions
• Courts to Juv Justice
• Access to Court Documents/Images
• By LE, DPS, JJ, DOC, Pros
• Juvenile Delinquency Recidivism Research
• Provide Juv Intake/Disposition to LE
• Juv Probation officer and conditions to LE
• Juv AWOL and Warrants

60
Future MAJIC Projects

• Juvenile DNA retention and collection
• Crime lab, JJ