How To Sell To The Public Sector

Navigating the Maze How to sell to the public sector Adrian Farley Chief Deputy CIO State of California [email protected]

Mapping the Public Sector market Size of the market Trends Priorities Opportunities

The Public Sector is a Large and Growing Market  State and local governments currently spend more than $60 billion annually on IT.  State of California spends >$2 billion annually on IT goods and services.

 This market is expected to exceed $75 billion by 2011.  Federal government spends more than $66 billion annually on IT – almost even split between civilian and defense.  The Recovery Act includes billions more for Health IT and other tech related spending.

 Total Federal expenditures expected to exceed $80 billion by 2011.

Governments are leveraging the power of Web 2.0 . . .  State of California – agencies leveraging YouTube, Facebook, Twitter and other Web 2.0 technologies to communicate with, and engage the public.  Focus is now on opportunities to realize real program value – improved outcomes, better service at lower costs – through Web 2.0 tools.

 Federal government entered into agreements with YouTube, Flickr and others to enhance government services and improve internal productivity.  CIA using Facebook for recruitment.  The State Department, the Defense Department and Federal intelligence agencies are using Wikis for information sharing.  Center for Disease Control has used multiple social media platforms to educate and engage the public on health issues.

Policy Priorities for State CIOs — — — — —

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Consolidation: centralizing, consolidating services, operations, resources, infrastructure Shared Services: business models, sharing resources, services, infrastructure Budget and Cost Control: managing budget reduction, strategies for savings, reducing or avoiding costs, activity based costing Security: security safeguards, enterprise policies, data protection, insider threat Electronic Records Management/Digital Preservation/E-discovery: strategies, policies, legal issues, opportunities for shared services, emergency preparedness ERP Strategy: acquisition, implementation, expansion, upgrade Green IT: policies, energy efficiency, power management, green procurement, e-waste Transparency: open government, performance measures and data, accountability Health Information Technology: assessment, partnering, implementation Governance: improving IT governance, data governance

Tech Priorities for State CIOs 1. Virtualization (storage, computing, data center) 2. Document/Content/E-mail management (active, repository, archiving, digital preservation) 3. Legacy application modernization and upgrade (ERP) 4. Networking, voice and data communications, unified communications 5. Web 2.0 (services, collaboration technologies, social computing) 6. Green IT technologies and solutions 7. Identity and access management 8. Geospatial analysis and Geographic Information Systems (GIS) 9. Business Intelligence (BI) and analytics applications 10. Mobile workforce enablement

California’s Strategic IT Priorities Enhancing technology reliability and security Transforming government services through technology Promoting public engagement and participation in government Leveraging information assets Utilizing technology to reduce the cost of government while promoting sustainable environmental practices Improving government outcomes through collaboration

California’s Investment Focus Ensuring that IT investments drive program efficiency and effectiveness and improve the quality of government services for Californians. Facilitating improvements in internal business processes and financial management through IT investments. Linking IT investments to state and agency policy and programmatic priorities. Enhancing and promoting enterprise data sharing through IT investments.

Opportunities  As federal, state and local agencies increase their use of online services to share information, there is a clear need for:  Enhancing capabilities to assess comments and questions received and organize and respond to them in a coherent way.  Connecting users within a secure environment to share information and common applications.  Flexible tools to cluster and filter information and data to recognize trends and prioritize people's concerns.  Solutions to enable open government initiatives (e.g., data extraction) and improve the performance of government programs (e.g., educational data systems).

 Tailored solutions that are scalable and that can be deployed quickly.      

GIS Business Intelligence Transaction Processing Content and Relationship Management Case Management Social search

Opportunities Frame your solution within the context of the priorities and strategic plans and priorities of public sector CIOs and other technology leaders. Knowing where public sector CIOs are going and what their “pain points” are will open doors and potential opportunities. Answer their questions before they ask them:  Reliability  Security  Accessibility  Cost saving potential

Resources National Association of State CIOs (www.nascio.org) State CIO – (cio.ca.gov) Contracting opportunities:  Federal Opportunities (www.fbo.gov)  State & Local Opportunities (www.bidsync.com - multiple state and local governments, including California)  California procurement information (www.pd.dgs.ca.gov)  California Multiple Award Schedule ( www.pd.dgs.ca.gov/cmas/default.htm)  California Small Business and Disabled Veteran programs ( www.pd.dgs.ca.gov/smbus/default.htm)

Thank you

Contact info: Adrian Farley Chief Deputy CIO State of California [email protected]