The 2023-24 Price range
Introduction
This post supplies an overview of the details technologies (IT) projects in the Governor’s proposed 2023-24 spending budget. We initially give relevant background details on the California Division of Technologies (CDT) and the phases of an IT project. We then determine every single of the spending budget proposals to strategy, create, and implement IT projects. We give our assessment of subjects prevalent to a number of IT project-connected proposals and provide possibilities for legislative consideration. (We do not give in-depth evaluation of any person spending budget request in the post, but hyperlink to other IT project-connected analyses in other publications organized by spending budget region.)
Background
Part of CDT. CDT is an entity inside the Government Operations Agency with broad authority more than all elements of technologies in state government. This post focuses on two of the department’s responsibilities: (1) to assessment and approve IT projects proposed by state entities, and (two) to oversee improvement and implementation of authorized projects till completed.
Phases of an IT Project. A state IT project goes by means of 3 distinct phases: (1) planning, (two) development and implementation (D&I), and (three) maintenance and operations (M&O). Most state IT projects in the preparing phase (referred to as proposed projects) are needed to full CDT’s Project Approval Lifecycle (PAL)—the state’s IT project approval course of action. Some proposed projects, such as low expense and/or low threat projects, are delegated back to entities to strategy, create, and implement with out direct approval and oversight by CDT. Other proposed projects are determined to be exempt from PAL, for instance, minor upgrades to current IT systems. When authorized by means of PAL (referred to as authorized projects), state IT projects start D&I. When D&I is completed, state entities start M&O of the IT method. We describe every single phase in additional detail under:
- Organizing (PAL). The PAL course of action divides state IT project approval into 4 stages: (1) business evaluation, (two) alternatives evaluation, (three) solution evaluation, and (four) project readiness and approval. Each and every stage in the PAL course of action needs entities to submit an connected preparing document to CDT for its approval. Collectively, the preparing documents from the 4 stages give a full project strategy which includes the expense, schedule, and scope of the project. Figure 1 supplies a graphical depiction of the PAL course of action.
- D&I. When CDT approves a proposed IT project, state entities can get started project D&I. Projects can method D&I in a number of strategies: (1) the standard “waterfall” method, (two) the “agile method,” or (three) some mixture of standard and agile approaches. Working with the standard method, entities create the complete scope of the project just before it is implemented. Working with the agile method, by contrast, entities create some of the project scope (in some cases referred to as modules) and implement it when the rest of the scope is becoming created. A mixture of the standard and agile approaches may well create project scope as modules, but combine the modules into a handful of discrete releases for implementation to lessen the frequency of user testing and coaching.
- M&O. When IT project D&I is completed, a project becomes an IT method and enters M&O. M&O involves activities and expenses connected with a state entity’s ongoing upkeep and continuing use of a method.
Relevant Adjustments to IT Project Procurement and Oversight. Two current alterations to state IT project procurement and oversight are relevant to this post.
- Challenge-Primarily based Procurements. In January 2019, Governor Newsom signed an executive order (EO N-04-19) directing CDT and the Division of Common Solutions to create new procurement approaches that defined a trouble for bidders to resolve and asked them to demonstrate their capability to resolve it by means of demonstrations, proofs of idea, and prototypes. We commonly refer to these new approaches as challenge-primarily based procurements in the post. The target of challenge-primarily based procurements is to permit additional bidders to provide options to the state’s complicated complications, rather than requiring the state to pre-define options with detailed specifications-primarily based solicitations.
- Enterprise Modernization Efforts. Big state entities such as the Division of Overall health Care Solutions (DHCS) and the Employment Improvement Division (EDD) are applying an enterprise project management method (that is, managing a quantity of concurrent and frequently connected IT efforts and projects) to modernize their applications and/or solutions. As person IT projects progress by means of distinct phases, CDT tries to give oversight not only of the person IT project but also of the complete enterprise portfolio of IT efforts and projects. Important examples of this method are DHCS’ Medi-Cal Enterprise Systems (MES) Modernization and EDD’s EDDNext modernization work.
Governor’s 2023-24 Price range
Governor’s IT Project Proposals Total $641 Million ($432 Million Common Fund) and 275.two Positions. According to CDT and the Division of Finance (DOF), 40 spending budget proposals in the Governor’s 2023-24 spending budget are connected to IT project proposals (Figure 2). These proposals request a total of $641 million ($432 million Common Fund) and 275.two positions. Some of these proposals include non-IT project-connected funding and/or positions, as we are unable to separate IT project-connected and non-IT project-connected expenses in every single proposal.
Figure two
Governor’s 2023‑24 Price range IT Project Proposalsa
(In Millions)
Entity
Price range Alter Proposal Name
2023‑24b
TF
GF
OF
Positions
EDD
EDDNext Modernization
$198.
$99.
$99.
—
FTB
Enterprise Information to Income Project two
135.
135.
—
$72.
CDCR
Statewide Correctional Video Surveillance Continuation
87.7
87.7
—
19.
SWRCB
Water Rights Modernization Continuation
31.five
31.five
—
—
DSH
Electronic Overall health Records Organizing
21.five
21.five
—
40.two
DIR
Electronic Adjudication Management Method Modernization
21.1
—
21.1
—
CARB
Heavy‑Duty Car Inspection and Upkeep Plan Per SB 210
14.1
—
14.1
19.
DDS
Uniform Fiscal Method Modernization and the Customer Electronic Records Management Method Project Organizing
12.7
12.7
—
—
DIR
Cal/OSHA Information Modernization Project
12.six
—
12.six
—
CDCR
eDiscovery Ongoing Requirements
ten.
ten.
—
11.
CHP
Wireless Mobile Video/Audio Recording Method and Body‑Worn Camera Statewide Implementation
9.eight
—
9.eight
11.
CDCR
BIS Migration to S/four HANA
eight.1
eight.1
—
—
DHCS
Medi‑Cal Enterprise Systems Modernization
7.eight
1.four
six.four
7.
CDFA
Emerging Threats Facts Management Method
six.7
four.two
two.five
three.
DCA
Small business Modernization Cohort 1 and two
six.
—
six.
—
Caltrans
Transportation Method Network Replacement
five.eight
—
five.eight
11.
CARB
Embodied Carbon Emissions: Building Supplies (AB 2446)
five.7
—
five.7
15.
GovOps
Workplace of the Cradle‑to‑Career Information Method Right‑Sizing
four.9
four.9
—
ten.
CalEPA
California Environmental Reporting Method Project
four.three
—
four.three
—
SOS
Notary Automation Plan Replacement Project (NAP two.)
three.six
—
three.six
two.
CDPH
California Newborn Screening Plan Expansion
three.five
—
three.five
four.
DPR
California Pesticide Electronic Submission Tracking (CalPEST) Project
three.three
—
three.three
two.
SOS
Disqualification from Voting (AB 2841)
three.1
three.1
—
11.
CHHS
Electronic Check out Verification Phase II
two.9
.7
two.two
three.
CalVet
CalVet Electronic Overall health Record Project: Further Activities and Scope Enhance
two.five
two.five
—
—
DGS
Procurement Division E‑Marketplace Implementation
two.four
—
two.four
two.
CalRecycle
CalRecycle Integrated Facts Method
two.three
—
two.three
four.
CARB
SB 1137 Implementation: Overall health Protection Zones
two.two
—
two.two
9.
OEHHA
Building a Statewide Intense Heat Ranking Method (AB 2238)
two.two
two.two
—
four.
CDFA
Stage Gate two Planning—CDFA Licensing and Payment Portal
1.five
1.five
—
—
SOS
Public Entity Staff and Contractors Access to Protected at Residence (SB 1131)
1.five
1.five
—
six.
CalHR
Communications Workplace and Content material Management Method Replacement
1.four
1.
.four
two.
CHHS
California Emergency Health-related Solutions Information Resource Method
1.1
—
1.1
six.
CalVet
Web page Improvement to Boost Digital Communications
1.
1.
—
—
DSS
Reinforce the Caregiver Background Verify Method and the Background Verify Sources
.9
.9
—
—
DIR
Workers’ Compensation Facts Method Upgrade
.eight
.eight
—
—
CDFA
IT Enterprise Transition Help
.five
.five
—
—
Caltrans
Enterprise Information Governance Technologies Remedy Stage four
.four
—
.four
—
OPR
Programmer Position to Preserve and Redesign the CEQA Method
.three
.three
—
1.
CalEPA
CalEPA Geographic Facts Officer
.three
—
.three
1.
Totals
$641.
$432.
$208.9
$275.two
IT Project-Distinct Operate Goods
We do not give in-depth evaluation of any person spending budget request in this post, but we have covered the California Division of Corrections and Rehabilitation (CDCR) BIS Migration to S/four HANA project in a earlier publication The 2023-24 Price range: The California Division of Corrections and Rehabilitation—Migration of Small business Facts Method to Updated Computer software Platform (two/16/2023).
Assessment
Improved Use of Challenge-Primarily based Procurements With no Evaluation. A quantity of the IT project proposals in the Governor’s 2023-24 spending budget utilised challenge-primarily based procurements (such as the State Water Sources Manage Board’s Water Rights Modernization Continuation proposal) or are preparing to use mentioned procurements. Some procurements might need upfront funding from the state for demonstrations, proofs of idea, and prototypes (such as the Division of Meals and Agriculture’s Emerging Threats Facts Management Method proposal). Having said that, we have observed no evaluation performed by the administration of challenge-primarily based procurements to identify whether or not, for instance, added preparing expenses for these demonstrations, proofs of idea, and prototypes led to enhanced project D&I outcomes.
Big Enterprise Modernization Efforts Make Legislative Oversight Extra Difficult. Two IT project proposals in the Governor’s 2023-24 budget—DHCS’s MES Modernization proposal and EDD’s EDDNext Modernization proposal—are enterprise modernization efforts that include a quantity of IT projects in distinct phases of PAL, D&I, and M&O. For each of the efforts, the Legislature authorized quarterly reporting specifications and, for MES Modernization, CDT began portfolio-level independent project oversight reports to track IT efforts and projects that are element of the bigger modernization work. In each instances, we uncover these oversight tools to be insufficient to monitor complicated and expensive modernization efforts with substantial programmatic effects. For instance, when person efforts and projects are tracked inside the portfolio, what efforts or projects are most important to the good results of the modernization work and/or pose the most threat if they are not thriving frequently is unclear. Also, programmatic effects are not usually evident, as person efforts and projects may well be focused on modernization of technical functions inside IT systems (such as claims processing or drawing down federal funds) rather than particular applications and/or solutions. Understanding how substantially a complicated, significant modernization work will expense and more than what time frame also is challenging for the Legislature to oversee as the scope of the work is not usually recognized at the outset.
Projects Increasingly Use Combined Agile and Regular D&I Approaches With Mixed Outcomes. We uncover that additional IT project management employees are familiar with the agile method to project D&I. We also uncover that additional projects acknowledge the realities each of the annual legislative spending budget course of action and of state entities’ continued programmatic responsibilities that necessitate some components of the standard method to project D&I. Combinations of agile and standard approaches to project D&I, for that reason, are becoming additional prevalent. For instance, for the Division of Social Services’ Youngster Welfare Solutions – California Automated Response and Engagement Method project, the project D&I method changed to a mixture of agile and standard approaches since county eligibility workers necessary to limit the quantity of user testing and coaching needed. Discrete releases of new functionalities, rather than continuous implementation of new functionalities, permits workers to continue to concentrate on their key workload. Having said that, we uncover that new oversight tools from CDT for agile or combined agile and standard projects are insufficient. For instance, CDT introduced an annual iterative project report (IPR) for authorized IT projects applying an agile or combined agile and standard method to permit, for instance, reprioritization of modules with out a Specific Project Report (SPR). (An SPR is a report needed for projects that deviate from their baseline expense, schedule, and scope by about 10 percent.) Having said that, the IPR as introduced might compromise legislative oversight if the project expense, schedule, and scope adjust on an annual basis with out clear measures of good results.
Solutions for Legislative Consideration
Direct CDT and DOF to Lead Evaluation of Challenge-Primarily based Procurement Adjustments. We suggest the Legislature adopt supplemental report language (SRL) that directs each CDT and DOF to evaluate, at a minimum, whether or not added preparing expenses requested by state entities for challenge-primarily based procurements have led to enhanced project D&I outcomes. DOF could use quarterly project preparing expenditure reports for proposed IT projects to inform their evaluation. We also suggest the Legislature request this report no later than April 1, 2024 to inform the 2024-25 spending budget course of action.
Direct CDT and DOF to Operate With Legislature on Oversight of Enterprise Modernization Efforts and Projects Working with Agile Strategy. We suggest the Legislature adopt SRL that directs CDT and DOF to perform with legislative employees on possibilities to strengthen oversight of enterprise modernization efforts and projects applying an agile method or combined agile and standard approaches to project D&I. The report could take into account, for instance, whether or not new standardized reports for these efforts and projects, each to CDT and the Legislature, are warranted. The report also could take into account whether or not alterations in CDT’s PAL course of action are necessary to regularly strategy these efforts and projects. We also suggest the Legislature request this report no later than April 1, 2024 to inform the 2024-25 spending budget course of action.
