Organizational Development Plan

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Commonwealth of Massachusetts IT Consolidation Planning Project

Organizational

Development Plan

Version 11.0

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Revision History

The table below serves to track the key revisions made to this document for change control purposes.

Date Version Change Description Author

04/07/2009 V1 Updated outline and developed document ‘shell’ Deloitte Consulting 04/07/2009 V2 Detailed activities and descriptions added Deloitte Consulting 04/08/2009 V3 Executive summary, updated graphics, and

preliminary roadmap added

Deloitte Consulting 4/20/2009 V4 Revised to include organizational development

oversight thread and change strategic recruiting to workforce planning Organizational Development Sub-Committee; Communications Sub-Committee; Deloitte Consulting 4/22/2009 V5 Introduction shortened and immediate next steps

added

Deloitte Consulting 4/24/2009 V6 Revised formatting to reflect the formatting in the

Secretariat shell; adding Gantt chart diagrams; and refining introductory text

Deloitte Consulting

4/26/2009 V7 Gantt chart revisions Deloitte Consulting

4/27/2009 V8 Revisions based on Organizational Development and Communications Sub-Committee Meeting and IT Consolidation Working Group Session

Organizational Development Sub-Committee; Communications Sub-Committee; IT Consolidation Working Group Deloitte Consulting 4/28/2009 V9 Revisions including wording and activity date

changes

Deloitte Consulting 4/28/2009 V10 Revision to some owner designations after a

review to determine SCIO responsibilities

Deloitte Consulting 5/03/2009 V11 Revisions based on a final review Deloitte Consulting

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Acknowledgements

The Commonwealth of Massachusetts Information Technology Division (ITD) is grateful to members of the IT Consolidation Working Group who participated in the development of the IT Consolidation Initiative Organizational Development Plan:

 Claudia Boldman  Mary Ann Bradley  Mark D’Angelo  Paul Dietl  John Glennon  Phil Griffiths  Jeffrey McCue  Ellen Wright

During the organizational development planning startup, analysis, and validation phases, these Working Group Members met as part of the Communications and Organizational Development Sub-committees to provide feedback on the initial scope and approach and to develop and refine the components of the IT Consolidation Organizational Development Plan. Such constructive feedback helped the IT

Consolidation Planning Team refine the tools and processes for participants in subsequent stages of IT consolidation organizational development roll-out.

We greatly appreciate the time sub-committee members devoted to these sessions which served as an additional means of obtaining and clarifying the organizational development needs of Secretariat and agency-level stakeholders.

Finally, the IT Consolidation Working Group also reviewed drafts of this plan as part of the finalization process. This final product was collaboratively refined and produced by both the Communications and Organizational Develop Sub-Committees and the IT Consolidation Working Group. ITD is very grateful to these participants for the time and hard work put forth and captured in this plan, and wishes to

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Executive Summary

Under Executive Order No. 510, certain IT services must be consolidated at the Commonwealth and Secretariat levels. As part of that process, the Information Technology Division (ITD) created a working group of Secretariat CIOs, business unit leaders, HR officials, and others to oversee the planning and implementation of this initiative. This document represents the organizational development strategy developed by the working group to complement the IT consolidation efforts at the Commonwealth, Secretariat, and agency levels.

Developing a Career-Focused Culture

The IT consolidation initiative presents a unique opportunity to use the changing management and operational structure as the basis for developing more comprehensive career development options for the Commonwealth’s IT staff. The overall objective of the organizational development plan is to use IT consolidation to take a more strategic focus toward training and career development opportunities for staff while instituting workforce planning capacity within the Commonwealth’s IT services. With those aims in mind, the organizational development strategy is centered around the following key

components:

Training opportunities allow employees to develop industry-standard and next-generation skills and to increase job satisfaction

Increased Training

Forecasting staffing needs and strengthening recruiting programs will enable the development of a talent strategy and the identification of a talent pipeline Workforce Planning

Career development programs will facilitate knowledge transfer and improve staff retention

Career Development

Workforce Implications for the future:

Increasing training opportunities, providing strong career development, and focusing on workforce planning will allow the Commonwealth to reduce its dependence on IT services

contractors.

Taking a comprehensive and strategic approach to organizational development across all Secretariats and agencies will create a sustainable model that can be adapted to address evolving staff needs

Strategic Focus

In addition to focusing on these components, the strategy was framed using the following guiding principles. An effective organizational development plan must:

• Be “staff-focused” (i.e. the plan should address staffing needs and be designed to increase staff opportunities)

• Identify sustainable training opportunities (i.e. programs that are not dependent on additional funding)

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• Focus on increased staff training as a mechanism to reduce the number of contractors providing IT services in the Commonwealth

The expected benefits of the strategy include improved career development opportunities for the Commonwealth’s IT services staff at all levels, increased levels of job satisfaction among those employees, and a reduced reliance on contractors for the provision of IT services.

Strategic Focus

Creating an IT Organizational Development Advisory Council and an IT Organizational Development Working Group will facilitate the development of a standard baseline of career development opportunities for staff at all Secretariats and agencies. These groups will also build capacity

Commonwealth-wide to share leading practices and pool resources to provide common training. Finally, linking training, career development, and workforce planning efforts at each Secretariat will provide the mechanism for the process to change over time, targeting skills and staffing needs as they evolve.

Increased Training Opportunities

Additional staff training will enable the Commonwealth to take full advantage of the increased flexibility provided by the consolidation effort. In a post-consolidation target state, IT services staff will have access to a common basic level of training. In addition, Secretariats will develop training to meet their specific IT services needs. In the long term, increasing training opportunities for staff will allow the Commonwealth to reduce its reliance on contractors for the delivery of IT services. Where possible, this training will be provided using alternative methods, such as a train-the-trainer model and online

training, to provide courses in the most cost effective manner.

Career Development Programs

Each Secretariat should implement career development strategies to facilitate knowledge-sharing among staff and increase job satisfaction. A formal apprenticeship program should be developed to enable knowledge transfer between senior staff, recently-hired staff, and staff who will be assuming new roles in the near future. In addition, Secretariats should develop career paths and offer mentoring and career coaching programs.

Workforce Planning

IT services throughout the Commonwealth are currently provided by an aging workforce.

Approximately 78% of the IT services staff is over the age of 40, with 60% of those over 50. This staffing situation makes it important for the Commonwealth to forecast staffing needs so they can identify areas of focus for training and recruitment. To address staffing needs, a strategic recruiting program should be developed across Secretariats to build a strong pipeline to fill positions that will open in the next few years.

This plan provides detailed descriptions of tasks needed to implement these programs and consequently, create an IT services career culture in the Commonwealth.

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The timeline for these tasks is depicted in the figure below.

Initiative Timeline

2009 2010

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Key Milestones

Component 1: Strategic Focus

1.1 Org Dev Council 1.2 Org Dev Wkg Group 1.3 Org dev coordinator 1.4 Leading practices 1.5 Sustainable model 1.6 Strategic plan 1.7 Implement model 1.8 Implement plan

Component 2: Increased Training

2.1 UMass program 2.2 Identify needs 2.3 Capacity issues 2.4 Course calendar 2.5 Revision procedure 2.6 Staff trainers 2.7 Online training 2.8 Preliminary courses 2.9 Staff-led courses

Component 3: Career Development

3.1 Career paths 3.2 Mentoring strategy 3.3 Apprentice framework 3.4 Pair mentors/mentees 3.5 Kick-off 3.6 Apprentice leaders 3.7 Apprenticeship roll-out

Component 4: Workforce Planning

4.1 Forecast needs 4.2 5-year staffing picture 4.3 Existing recruiting 4.4 5-year plan 4.5 Standard internships 4.6 Recruiting events Major Milestone Exec Order 510 Compliance Deadline

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1. IT Consolidation Initiative Overview

The Mandate – Executive Order No. 510

On February 19, 2009, Governor Deval Patrick issued Executive Order 510 mandating IT consolidation in all executive departments. The order outlined the provisions for the IT consolidation process, one of the seven initiatives identified in the Commonwealth’s IT strategic plan.

Specifically, the Executive Order stipulates that services will be consolidated at three organizational levels:

 Designated infrastructure services that will be consolidated at the Commonwealth level  Designated IT services that will be consolidated at the Secretariat level

 Agency-specific IT services that will remain at the agency level

• Agency specific applications • Helpdesk services

• Desktop & LAN services

• Web site information architecture

• Application services as proposed by SCIO • Data/telecomm networks

• Data center services

• Web site hosting & portal services • Shared enterprise services (incl.

e-mail & directory)

Additional information of the scope and benefits of the initiative and detailed information on the Secretariat and Commonwealth level consolidation of these IT services is provided in separate

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2. IT Consolidation Organizational Development Strategy

Objectives, Approach, and Expected Benefits

The IT consolidation initiative will change the manner in which IT services are operated and managed throughout the Commonwealth. These structural changes will transform the manner in which IT services are provided throughout the Commonwealth. This plan is intended to incorporate a comprehensive career and workforce development framework into that transformation.

This section of the plan provides basic information on organizational development components that each Secretariat should include in their consolidation planning effort as part of developing a “career culture” across all IT services to increase opportunities for IT staff.

The organizational development plan focuses on four key components:  Strategic focus

 Staff training  Career development  Workforce planning

The overall objective of the organizational development plan is to use the IT consolidation initiative to apply a more strategic focus toward training and career development opportunities for staff while building workforce planning capacity within the Commonwealth’s IT services. Approach including taking a strategic focus overall to organizational development, identifying training opportunities, building on existing career development programs, and enhancing workforce planning efforts was used to develop this organizational development plan.

Guiding Principles for Developing a Career Culture

Guiding principles were developed to provide a framework for the organizational development plan that moves toward the goals of building opportunities for current staff while reducing the dependence on contractors for the delivery of IT services. The following principles were chosen to create a plan that:

• Is “staff-focused” (i.e., plan should address staff needs and be designed to increase staff opportunities)

• Identifies sustainable training opportunities (i.e., programs that are not dependent on additional funding)

• Focuses on increased staff training as a mechanism to reduce the number of contractors providing IT services in the Commonwealth

Expected Benefits of the Organizational Development Strategy

The benefits of implementing this organizational development strategy include:  Improved career development opportunities for IT services staff  Increased staff job satisfaction

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 Reduced reliance on contractors for the delivery of IT services

3. IT Consolidation Organizational Development Plan

The framework for creating the organizational development plan is divided into four components– strategic focus, increased training, career development, and workforce planning. The figure below highlights the implications each of these components for the future organizational development state.

Training opportunities allow employees to develop industry-standard and next-generation skills and to increase job satisfaction

Increased Training

Forecasting staffing needs and strengthening recruiting programs will enable the development of a talent strategy and the identification of a talent pipeline Workforce Planning

Career development programs will facilitate knowledge transfer and improve staff retention

Career Development

Workforce Implications for the future:

Increasing training opportunities, providing strong career development, and focusing on workforce planning will allow the Commonwealth to reduce its dependence on IT services

contractors.

Taking a comprehensive and strategic approach to organizational development across all Secretariats and agencies will create a sustainable model that can be adapted to address evolving staff needs

Strategic Focus

The table below provides information on the desired target state for each component after

consolidation has been completed. The current state of each of these components varies by Secretariat and at the Commonwealth-level. Each Secretariat level IT consolidation plan and the high-level

infrastructure consolidation plan include a baseline analysis for each of these components at the Secretariat level.

Organizational

Development Component Target State

Component 1: Strategic Focus

 SCIOs, business leaders, and HR directors meet regularly as part of an IT Organizational Development Advisory Council

 A working group of IT and business staff is created to identify staff needs and concerns and work with the IT Organizational

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Development Advisory Council

 Leading practices are leveraged across Secretariats and agencies to build sustainable training programs

 A 5-year plan is used to guide training development and project workforce needs

Component 2: Increased Training

 A basic level of IT training is offered Commonwealth-wide  Secretariat-specific training is developed and offered to relevant

Secretariat staff

 Alternative training methods (e.g. train-the-trainer model, online training, etc) are used to deliver material

Component 3: Career Development

 Mentoring is used to develop new staff

 Apprenticeship programs are used to facilitate knowledge transfer Component 4:

Workforce Planning

 Secretariats use projected staffing needs to build a strategic recruiting plan

 Partnerships with local schools exist to develop an IT talent pipeline

The tables below outline the key activities that each Secretariat should complete in order to move closer to the desired organizational development target state for each organizational development component

Component 1: Strategic Focus

Creating an Organizational Development Advisory Council will facilitate the creation of a standard baseline of development opportunities for staff at all Secretariats and agencies. The Council should consist of IT, business unit, and HR leaders, with representation from staff organizations. This broad-based organization will enable Secretariats to effectively identify organizational development needs and a sustainable approach, including a funding model, for providing these programs both now and in the future. In addition, an IT Organizational Development Working Group composed of IT, business, and HR staff will facilitate the incorporation of staff needs and concerns into the organizational development approach. Finally, linking training, career development, and workforce planning efforts across the Commonwealth will institute a comprehensive and integrated approach to organizational development, building the capacity necessary for the process to change over time, targeting skills and staffing needs as they evolve.

Plan Timeline, Owners, and Support

In cooperation with ITD, Each Secretariat should complete the identified activities in the table below, to institute a Commonwealth-wide strategic focus toward organizational development.1

Each of the activities is categorized as a preparation activity – an activity needed to prepare for career development program implementation – or an implementation activity – an activity needed to implement a career development program.

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Durations of each key activity are specified in the start and end dates listed in the table below. Resource needs to implement and drive this plan forward are specified below at two levels: (1) Activity Owner – the key person responsible for driving and overseeing the activity, and (2) Activity Support – the types of resources needed to assist the activity owner in executing these activities.

Key Activity Start Date End Date Owner Support

Preparation Activities

1.1 Establish an IT Organizational

Development Advisory Council – made up of SCIOs, Business Leaders, HR Directors, and Staff Organization Leaders - to coordinate organizational development programs across Secretariats 09/30/2009 10/08/2009 CCIO SCIOs, Business, HR, and Union leaders 1.2 Establish an IT Organizational Development Working Group – made up of IT, business, and HR staff – to identify staff development needs and work

collaboratively with the IT Organizational Development Advisory Council 09/30/2009 10/08/2009 CCIO SCIOs, IT, business, and HR staff; NAGE 1.3 Identify an organizational development coordinator to work with the Advisory Council and Working Group and to manage organizational

development efforts at the Commonwealth-level

09/30/2009 10/08/2009 CCIO/HRD 0.5 FTE2

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The organizational development coordinator can be selected from either an IT or HR unit. The one selection criterion is that the selected person must be able to devote a significant amount (at least 50%) of his/her time to coordinating organizational development efforts. This resource commitment is necessary to develop

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1.4 Identify organizational development (i.e. training, career development, & workforce planning) leading practices across Secretariats and agencies

09/11/2009 10/30/2009 IT Organizational Development Working Group Third-party assistance, if necessary 1.5 Develop a sustainable funding model for IT organizational

development activities (i.e. training, career development, workforce planning) 09/30/2009 12/30/2009 IT Organizational Development Advisory Council Third-party assistance, if necessary

1.6 Develop a 5-year strategic plan for IT organizational development programs 09/30/2009 03/30/2010 IT Organizational Development Advisory Council IT Organizational Development Working Group; third-party assistance if necessary Implementation Activities 1.7 Implement sustainable funding model across

Secretariats 12/30/2009 03/30/2010 IT Organizational Development Advisory Council Budget staff; Legislative support, if necessary 1.8 Implement strategic plan

across Secretariats 12/30/2009 On-going IT Organizational Development Advisory Council IT leaders; Business leaders Key Assumptions

 Funding and/or resources are available to allocate fifty-percent of an existing staff member’s time to coordinating organizational development efforts across the Commonwealth

 It is possible to create a sustainable funding model for organizational development activities

Critical Path Dependencies

 Appropriate and sufficient stakeholder participation in organizational development efforts  Appropriate support from leadership to sustain organizational development activities

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Component 2: Increased Training

Additional staff training will enable the Commonwealth to take full advantage of the increased flexibility provided by the consolidation effort. In a post-consolidation target state, IT services staff will receive a common basic level of training. In turn, this training will enable the Commonwealth to reduce its dependence on contractors for the delivery of IT services. Because many training needs will cut across Secretariats, the majority of training activities should be managed at the Commonwealth-level.

The table below identifies key training needs for selected IT services staff.

Common Training Needs Target Group

Project Management Foundation* Management-level IT Staff

Risk / Resource Management* Management-level IT Staff

Cost, Finance, ROI, and Quality* Management-level IT Staff

Training on Standardized Platforms (Hardware & Software) Selected IT Staff

Cross-Agency Application Training Business Analysts;

Application Developers; Senior-Level Architects

JAVA Applications – Course A* Application Developers

JAVA Applications – Course B* Application Developers

Object-Oriented Methodology – Requirements and Use Cases* Business Analysts; Application Developers;

Senior-Level Architects Object-Oriented Methodology – Architecture, Analysis, Design* Application Developers;

Senior-Level Architects Object-Oriented Methodology – Implementation* Application Developers;

Senior-Level Architects

.Net Applications Business Analysts;

Application Developers; Senior-Level Architects Service Oriented Development Applications Applications Developers

ITIL Methodology Selected IT Staff

*These courses are currently part of the Professional Development Pilot Program facilitated by UMass-Boston. In addition to these basic training needs, each Secretariat IT consolidation plan includes information on Secretariat-specific training needs. The high-level infrastructure plan includes information on training specific to IT services provided at the Commonwealth-level.

In cooperation with ITD, Each Secretariat should complete the identified activities in the table below, to institute a Commonwealth-wide strategic focus toward organizational development.3

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Each of the tasks is categorized as a preparation activity – an activity needed to prepare for training program implementation – or an implementation activity – an activity needed to implement a training program.

2.1 Work with UMass to develop training options and curriculum, including offering another session of existing pilot courses beginning in September 2009

05/18/2009 08/30/2009 HR Directors SCIOs

2.2 Identify basic and Secretariat-level training needs for IT services staff, using such methods as a staff survey and an analysis of services currently provided by contractors 09/30/2009 10/30/2009 IT Organizational Development Working Group IT Organizational Development Advisory Council

2.3 Determine capacity needs for training (e.g. the number of staff that would need access to training, the process for filling openings in training courses, training locations, etc) 10/15/2009 11/15/2009 IT Organizational Development Advisory Council IT Organizational Development Working Group

2.4 Develop course calendar

11/15/2009 11/30/2009 IT Organizational Development Advisory Council IT Organizational Development Coordinator

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2.5 Establish a procedure for continuously reviewing training needs and updating offerings, with a focus on building

succession planning capacity and providing training in emerging technologies 11/15/2009 11/30/2009 IT Organizational Development Advisory Council IT Organizational Development Working Group Implementation Activities

2.6 Identify staff to serve as agency level trainers under train-the-trainer model

10/11/2009 11/11/2009 HR Directors

IT and Business Leadership 2.7 Identify existing online

training opportunities, select additional online training opportunities and implement online training Commonwealth-wide 11/30/2009 5/31/2010 IT Organizational Development Advisory Council IT Organizational Development Working Group; Online training providers 2.8 Begin preliminary course

roll-outs with trainer group 11/30/2009 5/31/2010 UMass HR Directors 2.9 Schedule and conduct

courses led by Secretariat and agency trainers

01/01/2010 On-going Secretariat and Agency Trainers N/A Key Assumptions

 SCIOs are active participants in the training development process

 Funding and capacity exists to develop and implement online training courses

 Appropriate and sufficient stakeholder participation in training development and implementation

 Coordination with other segments of the consolidation effort to determine the appropriate timeline for offering training to facilitate a smooth consolidation process

Component 3: Career Development

To promote career development each Secretariat should implement create career path guidance and facilitate knowledge sharing among staff. Career paths include identified roles and job descriptions for IT staff in each service grouping and at various levels. These are not meant to force staff into a certain development model, but rather to be linked to training and other development programs and to guide staff as they choose the manner in which they would like their careers to progress. A sample career

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path diagram is provided in section 6 of this document. In addition, Secretariats should create

mentoring programs, which would build informal coaching relationships between senior and junior staff, and apprenticeship programs, more formal career development programs targeted primarily at newly-hired staff, to facilitate knowledge transfer. These types of activities will become increasingly important as senior-level staff retire over the next few years (see component 4 for more information on how this plan addresses the issues associated with staff retirement).

In cooperation with ITD, Each Secretariat should complete the identified tasks in the table below, to institute a Commonwealth-wide strategic focus toward organizational development.4

Each of the tasks is categorized as a preparation activity – an activity needed to prepare for career development program implementation – or an implementation activity – an activity needed to implement a career development program.

3.1 Identify and validate preliminary career paths used to guide staff opportunity development (e.g. training, mentoring, etc) 10/11/2009 11/30/2009 IT Organizational Development Advisory Council IT Organizational Development Working Group; NAGE 3.2 Develop strategy for

establishing mentoring and coaching programs at the Commonwealth and Secretariat levels, including the creation of guidelines, standards, and expected outcomes for mentoring programs 10/25/2009 11/25/2009 IT Organizational Development Advisory Council IT Organizational Development Working Group; IT Organizational Development Coordinator; HR Directors

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3.3 Build a framework for an apprenticeship program 10/25/2009 11/25/2009 IT Organizational Development Advisory Council IT Organizational Development Working Group; IT Organizational Development Coordinator; HR Directors Implementation Activities

3.4 Pair mentors and job coaches with mentees based on career goals and needs 11/01/2009 11/25/2009 IT Organizational Development Coordinator HR Directors 3.5 Conduct career development kick-off event(s) 11/25/2009 01/25/2010 IT Organizational Development Coordinator HR Directors

3.6 Identify and train apprenticeship program leaders 11/25/2009 01/31/2010 IT Organizational Development Coordinator HR Directors 3.7 Roll-out apprenticeship program 02/01/2010 On-going IT Organizational Development Coordinator HR Directors Key Assumptions

 There is sufficient staff interest in and leadership support for career path development  There is sufficient staff interest in and leadership support for apprenticeship and mentoring

programs

 Appropriate and sufficient stakeholder participation in career development efforts  Appropriate support from leadership to sustain career development activities

Component 4: Workforce Planning

IT services throughout the Commonwealth are currently provided by an aging workforce.

Approximately 78% of the IT services staff is over the age of 40, with 60% of those over 40 falling into the 50 and above demographic. This staffing situation makes it necessary for Secretariats to forecast staffing needs in order to identify areas of focus for training and recruitment. To address staffing needs Secretariats should also implement programs to provide the opportunity for seasoned staff to pass their

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valuable institutional knowledge on to other staff and to build a strong pipeline exists to provide continuity of services as aging staff retire.

In cooperation with ITD, Each Secretariat should complete the identified tasks in the table below, to institute a Commonwealth-wide strategic focus toward organizational development.5

Each of the tasks is categorized as a preparation activity – an activity needed to prepare for strategic recruiting program implementation – or an implementation activity – an activity needed to implement a strategic recruiting program.

4.1 Conduct analysis to forecast retirement trends among IT

services staff 10/11/2009 02/26/2010 IT Organizational Development Coordinator HR Directors

4.2 Develop aggregate picture of staff skills needs for the next 5

years across all Secretariats 10/18/2009 02/26/2010

IT Organizational

Development Coordinator

HR Directors

4.3 Identify existing recruiting partnerships (e.g. internship programs, links to IT programs at local colleges, etc) at Secretariats and agencies

10/18/2009 11/01/2009 IT Organizational Development Coordinator HR Directors; Recruiting Directors 4.4 Develop a 5-year plan for

addressing projected staffing

and recruiting needs 11/01/2009 02/01/2010

IT Organizational Development Advisory Council IT Organizational Development Coordinator; HR Directors Implementation Activities 4.5 Standardize internship programs across all

Secretariats 02/01/2009 04/30/2010 IT Organizational Development Coordinator HR Directors

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4.6 Conduct recruiting events with partner schools 02/01/2009 On-going IT Organizational Development Coordinator HR Directors; Recruiting Directors Key Assumptions

 Data is available to forecast recruiting and skills needs

 Funding is available to expand internship and recruiting opportunities

 Appropriate and sufficient stakeholder participation in career development efforts  Appropriate support from leadership to sustain recruiting activities

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5. Organizational Development Roadmap

The graphic below depicts a roadmap for developing and implementing the four organizational development components.

Initiative Timeline

2009 2010

Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Key Milestones

Component 1: Strategic Focus

1.1 Org Dev Council 1.2 Org Dev Wkg Group 1.3 Org dev coordinator 1.4 Leading practices 1.5 Sustainable model 1.6 Strategic plan 1.7 Implement model 1.8 Implement plan

Component 2: Increased Training

2.1 UMass program 2.2 Identify needs 2.3 Capacity issues 2.4 Course calendar 2.5 Revision procedure 2.6 Staff trainers 2.7 Online training 2.8 Preliminary courses 2.9 Staff-led courses

Component 3: Career Development

3.1 Career paths 3.2 Mentoring strategy 3.3 Apprentice framework 3.4 Pair mentors/mentees 3.5 Kick-off 3.6 Apprentice leaders 3.7 Apprenticeship roll-out

Component 4: Workforce Planning

4.1 Forecast needs 4.2 5-year staffing picture 4.3 Existing recruiting 4.4 5-year plan 4.5 Standard internships 4.6 Recruiting events Major Milestone Exec Order 510 Compliance Deadline

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6. Sample IT Career Paths

The table below includes a potential career pathway for Commonwealth IT staff under the consolidation model.

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7. Immediate Next Steps

 Incorporate organizational development tasks into Secretariat IT consolidation plans

 Create the IT Organizational Development Advisory Council and IT Organizational Development Working Group

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Appendix: Activity Objectives and Outputs

Component 1: Strategic Focus - Key Activities Objectives and Expected Outputs

Each key activity listed in the first component section of the plan – strategic focus - is tied to an objective or purpose and expected results. The table below provides these objectives and outputs.

Key Activity Objective (Purpose) Expected Outputs 1.1 Establish an IT

Organizational Development Advisory Council – made up of SCIOs, Business Leaders, HR Directors, and Staff Organization Leaders - to coordinate organizational development programs across Secretariats

To develop a coordinated and comprehensive Commonwealth-wide approach to organizational development

 Regular interaction between IT, business, HR, and staff

organization leadership to discuss organizational development programs  Commonwealth-wide

standards for training, career development, and workforce planning programs

 Strategies for building the capacity necessary to meet those standards at each Secretariat 1.2 Establish an IT

Organizational Development Working Group – made up of IT, business, and HR staff – to identify staff

development needs and work collaboratively with the IT Organizational Development Advisory Council

To account for staff needs and concerns during the

organizational development process

 Organizational

development programs that reflect staff needs and concerns

1.3 Identify an organizational development coordinator to work with the Advisory Council and Working Group and to manage

organizational development efforts at the

Commonwealth-level

To build the capacity for standardized organizational development programs at the Commonwealth and Secretariat levels

 Comprehensive organizational

development programs for IT staff throughout the Commonwealth

1.4 Identify organizational development (i.e. training, career development, & workforce planning) leading practices across Secretariats

To build a repository of organizational development best practices and inform career development strategies  A better understanding of organizational development possibilities  Increased availability of

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Key Activity Objective (Purpose) Expected Outputs

and agencies effective organizational

development programs 1.5 Develop a sustainable

approach, including a funding model for IT

organizational development activities (i.e. training, career development, workforce planning)

To build capacity to sustain organizational development programs over time

 Consistent organizational

development programs (i.e. training that does not stop due to funding issues)

1.6 Develop a 5-year strategic plan for IT organizational development programs

To develop a strategic approach to providing organizational development opportunities in the short-term

 Organizational

development programs that can be changed over time to meet evolving staff needs 1.7 Implement sustainable

funding model and approach across Secretariats

To build capacity to offer training in the most cost-effective manner across Secretariats

 Consistent organizational

development programs 1.8 Implement strategic plan

across Secretariats

To build capacity to think strategically about

organizational development and plan for future skills and staff needs

 The capacity to move organizational

development programs forward based on a strategic plan

Component 2: Increased Training - Key Activities Objectives and Expected Outputs

Each key activity listed in the second component section of the plan – increased training - is tied to an objective or purpose and expected results. The table below provides these objectives and outputs.

Key Activity Objective (Purpose) Expected Outputs 2.1 Work with UMass to develop

training options and curriculum, including offering another session of existing pilot courses beginning in September 2009

To utilize existing pilot program as a pilot and partner with UMass to develop other, more cost-effective, training models

 Increased access to the courses developed under the pilot program  More cost-effective

training options  Additional training

curriculum 2.2 Identify basic and

Secretariat-level training needs for IT services staff, using such methods as a staff survey and an analysis of services currently provided by contractors

To develop a standard training curriculum across all IT services and Secretariat-specific

curriculum at the Secretariat level

 A targeted skill level for IT services staff

 Opportunities for staff to increase skills in certain key areas, including skills areas where contractors are currently providing services

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Key Activity Objective (Purpose) Expected Outputs  A determination, based

on survey findings, of staff-identified training needs

2.3 Determine capacity needs for training (e.g. the number of staff that would need access to training, the process for filling openings in training courses, training locations, etc)

To determine the scope of training needed and the

availability of training resources

 A better understanding of the training needs of staff

 Data on the number and location of staff

interested in particular training opportunities  A catalogue of training

resources throughout IT services including online training capabilities, training centers, and existing training partnerships 2.4 Develop course calendar To create a plan for rolling out

training to staff

 A training timeline 2.5 Establish a procedure for

continuously reviewing training needs and updating offerings, with a focus on building succession planning capacity and providing training in emerging technologies

To build capacity to adapt training offerings as staff needs evolve

 Targeted training that utilizes resources effectively

 Training programs that can be adjusted over time to build needed skills capacity internally 2.6 Identify staff to serve as

agency level trainers under train-the-trainer model

To build capacity to implement training in a relatively cost-effective manner

 Cost-effective training that will enable sustainability despite changes in funding levels

2.7 Identify existing online training opportunities, select additional online training opportunities and

implement online training Commonwealth-wide

To build capacity to implement training in a relatively cost-effective manner

 Cost-effective training that will enable sustainability despite changes in funding levels

2.8 Begin preliminary course roll-outs with trainer group

To develop staff who can serve as trainers for their peers

 Cost-effective training  Staff who can not only

train their peers through formal courses, but serve as informal advisors

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Key Activity Objective (Purpose) Expected Outputs courses led by Secretariat

and agency trainers

trained in targeted areas

Component 3: Career Development - Key Activities Objectives and Expected Outputs

Each key activity listed in the third component section of the plan – career development - is tied to an objective or purpose and expected results. The table below provides these objectives and outputs.

Key Activity Objective (Purpose) Expected Outputs 3.1 Identify and validate

preliminary career paths used to guide staff opportunity development (e.g. training, mentoring, etc)

To build a framework for career development and growth and to provide staff with a better mechanism for determining potential opportunities

 Increased transparency surrounding job roles  More staff awareness of

the possibilities for career development and growth

3.2 Develop strategy for establishing mentoring and coaching programs at the Commonwealth and Secretariat levels, including the creation of guidelines, standards, and expected outcomes for mentoring programs

To create capacity for informal career development and knowledge-sharing among IT services staff  A comprehensive approach to building career development opportunities at each Secretariat  An avenue for knowledge-sharing among staff 3.3 Build a framework for an

apprenticeship program

To develop the plans and approach necessary to establish an apprenticeship program

 A plan for establishing an apprenticeship program for new IT services staff or IT services staff preparing to enter a new service area or new delivery level

3.4 Pair mentors and job

coaches with mentees based on career goals and needs

To build informal career development capacity through mentoring and coaching

 Mentoring and job coaching networks at each Secretariat 3.5 Conduct career development

kick-off event(s)

To connect mentors and

coaches with their mentees and counselees and to build general awareness of the new career development programs

 Awareness of and enthusiasm for career development efforts

3.6 Identify and train apprenticeship program leaders

To establish the apprenticeship program

 The capacity to transfer knowledge between senior and junior staff 3.7 Roll-out apprenticeship

program

To kick-off the apprenticeship program

 More formal career development opportunities for

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Key Activity Objective (Purpose) Expected Outputs leaders and apprentices

Component 4: Workforce Planning - Key Activities Objectives and Expected Outputs

Each key activity listed in the fourth component section of the plan – workforce planning - is tied to an objective or purpose and expected results. The table below provides these objectives and outputs.

Key Activity Objective (Purpose) Expected Outputs 4.1 Conduct analysis to forecast

retirement trends among IT services staff

To build a picture of the future recruiting needs for IT services across Secretariats and agencies

 A better understanding of staff demographics  Data needed to plan for

future staffing needs 4.2 Develop aggregate picture

of staff skills needs for the next 5 years across all Secretariats

To create a Commonwealth-wide picture of future recruiting needs for IT services

 A comprehensive picture of IT services staff demographics 4.3 Identify existing recruiting

partnerships (e.g. internship programs, links to IT

programs at local colleges, etc) at Secretariats and agencies

To identify programs that can be used and expanded to facilitate recruiting efforts

 A catalogue of existing IT services recruiting efforts

4.4 Develop a 5-year plan for addressing projected staffing and recruiting needs

To develop an approach for targeting identified recruiting needs in the near term

 A strategic approach to recruiting

 Increased capacity to address future staffing needs

4.5 Standardize internship programs across all Secretariats

To build the capacity to hire interns in all IT services at all levels (i.e. Commonwealth, Secretariat, agency)

 Comprehensive and standardized intern experience across all services and levels  Increased talent pipeline

for recruiting 4.6 Conduct recruiting events

with partner schools

To build recognition of

opportunities among potential recruits and tap into existing talent pipelines

 Improved recruiting efforts

 Increased demand among for IT services positions with the Commonwealth

Organizational Development Plan

Organizational

Development Plan

Revision History

Table of Contents

Acknowledgements

Executive Summary

1. IT Consolidation Initiative Overview

2. IT Consolidation Organizational Development Strategy

Objectives, Approach, and Expected Benefits

Guiding Principles for Developing a Career Culture

3. IT Consolidation Organizational Development Plan

Component 1: Strategic Focus

Component 2: Increased Training

Component 3: Career Development

Component 4: Workforce Planning

5. Organizational Development Roadmap

6. Sample IT Career Paths

7. Immediate Next Steps

Appendix: Activity Objectives and Outputs