16. Minnesota Department of Health MDH IT Agenda for 2011 and Beyond John Paulson, Chief Information Officer December 9, 2010
17. Mission: To protect, maintain and improve the health of all Minnesotans Assessing the public’s health What challenges do we face? Promoting sound policies How do we address those challenges? Assuring effectiveness Did we succeed in improving health?
18. Public Health = Longer Lives Life Expectancy at Birth, United States, 1900 - 1996 25 of the 30 years of life gained in the 20th Century resulted from public health accomplishments
19. State CIO Priorities for 2011 1. Consolidation / Optimization: centralizing, consolidating services, operations, resources, infrastructure, data centers 2. Budget and Cost Control: managing budget reduction, strategies for savings, reducing or avoiding costs, activity based costing 3. Health Care: national & state health reform efforts, health enterprise architecture, assessment, partnering, implementation, health information exchange, technology solutions, Medicaid systems (planning, retiring, implementing, purchasing) 4. Cloud Computing: as a service delivery strategy; models, governance, service management, provisioning, security, privacy, data ownership 5. Shared Services: business models, sharing resources, services, infrastructure, independent of organizational structure 6. Governance: improving IT governance, data governance, partnering 7. Security: risk assessment, governance, authority and executive support; budget and resource requirements; insider threats; third party security practices as outsourcing increases; and security frameworks 8. Broadband and Connectivity: strengthening statewide connectivity, public safety wireless network, telehealth 9. Legacy modernization: enhancing, renovating, replacing, legacy platforms and applications, business process improvement 10. Data and Information Management: enhancing the role of data, information / intelligence, knowledge management
20. The most significant MDH IT efforts Participating in the Electronic Health Record exchanges Delivering Technology as a Service Cloud Computing Efficient and Transparent Operations Maintaining Uncompromising Security and Data Practices, While Embracing Efficiencies and Innovation
30. Strategic Statement We will deliver the best in class sales and distribution services to North American retailers and their suppliers across the full product life cycle from licensing and production through distribution and sales to value added services with superior systems and e-commerce support. CONNECTING STRONG BRANDS WITH SMART LOGISTICS IT’S IN OUR DNA! 12
64. Reasons for Skunk Works Tight Budgets Limited Staff User thinks they have a unique problem IT Processes and Procedures Funding Not easy to do business with IT “The Cloud” creates additional opportunities!
65. Discovery How bad is it? Who knows about it? How do we call them out into the open? What do we do about it?
66. Amnesty Program Call them out Carrot and Stick Critical Business Issue Measure their success Based on the success metrics: Kill it Promote it Keep it
67. Kaizen Implementation Standardize an Operation Measure the Standardized Operation Gauge measurements against requirements Innovate to increase productivity Standardize the new, improved operations Repeat Cycle
68. Criteria for Process Improvement Improves Safety Increases Quality Lowers Cost Improves Delivery (Schedule) Improves Morale
69. Refine Processes Before Applying Technology Case Study: Electronic RFI Process Providence Regional Medical Center Everett Overall Results On 2000 RFIs, saved 3000 man hours and 400 reams of paper. RFI Process Improvement: After Kaizen Study: 30 steps 1 website 6 logs 14 handoffs 2.5 hours Paperless RFI Process 20 steps 1 website 3 logs 9 handoffs 2.5 hours Base Case: 53 steps to process 3 websites 9 logs 21 handoffs 4 hours
70. Solutions Can Be Simple! Case Study: Renewable Energy Customer Dashboard Google Maps Application Overall Results Easier Access for customer and automated updates from systems. Google Maps Application New Solution: Scalable Simple No Single Points of Failure Automated Updates Supported Original Solution: Scalability Issues Single Points of Failure Manual Processes Not Supported by IT
72. ANNUAL CIO PANEL TRENDS & CHALLENGES FOR 2011 JODY DAVIDSCIO, BEST BUY
73. 32 The Future of Electric VehiclesOutlook, Challenges & Considerations Minnesota High Tech Association Annual CIO Panel December 9, 2010
74. 33 About Xcel Energy NSP-Wisconsin 7% of earnings * NSP-Minnesota 40% of earnings * Diversified, Fully Regulated, Operating in 8 States Combination Utility Electric 85% of Net Income* Gas 15% of Net Income* Customers 3.4 million electric 1.9 million gas 2009 Financial Statistics Revenue: $9.6 billion NI Ongoing: $690 million NI GAAP: $681 million EPS Ongoing: $1.50 EPS GAAP: $1.48 Dividend Payout: 65% Assets: $25.5 billion Equity ratio: 45% PSCo 44% of earnings * SPS 9% of earnings * * Percentages based on 2009 Ongoing Earnings Xcel Energy is a pure play electric & gas utility operating in key Midwestern states with strong regulatory support
75. 34 Electric Vehicles – Ideal State Vehicles are available and affordable Infrastructure is in place Home Neighborhoods Public places Charging stations work for all vehicle types Distributed storage and generation
76. 35 Electric Vehicles – Key Challenges Current technology (cost effectiveness & load profile) Customer adoption assumptions Advancement of battery technology Infrastructure Regulated vs. privatized cost model Recovery and billing mechanisms TimeOfDay Rates, Remote payment
The challenge is to become more efficient by using new and emerging technologies and trends, but maintaining uncompromised rigor in the area of security and data practices. Examples of the level of complexity of simple efficiency changes like outsource email.
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