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NECCC Strategic Plan ... |
The fiscal year for the NECCC commences on April 1 and concludes on March
31; this plan is for the two-year period ending March 31, 2003 (FY03).
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Mission
To promote electronic government based on emerging issues
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best practices through an alliance of associations. |
Vision
The NECCC uses interdisciplinary collaboration to
improve government performance by:
a) sharing information
b) identifying issues and opportunities and
suggesting solutions and course of action
c) creating opportunities for collaboration and
thought leadership
d) conducting educational events and creating
informational materials
The NECCC conducts its business guided by the principles
of integrity, inclusiveness, consensus, and respect. The work
products and focus areas selected each year will be timely, relevant, and
useful. The intellectual capital of members and volunteers comprises
the most important asset, supplemented by raising additional resources as
needed.
The focus areas represent key issues and opportunities
and form the basis for NECCC Workgroups, Symposium, Annual Conference, and
related deliverables and "White Papers."
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1. |
An examination of the business models, funding options,
and cost/benefit ratio for e-government type projects. Current
economic conditions necessitate the development of innovative and creative
approaches. |
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2. |
An examination of issues and best practices pertaining to
disaster recovery and business continuity. The impact of September
11th compels a new look at a traditional aspect of government. |
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3. |
A continued examination of the issues and strategies to
address privacy, including managing individual and organizational identity
and maintenance of digital records. This will build upon and refine
prior work of the NECCC and others. |
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4. |
A examination of business and technical standards (or
lack thereof) for e-procurement, including catalog content
interoperability. The foundation for a national approach is needed
to drive e-procurement beyond the current phase of non-interoperable,
proprietary systems. |
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5. |
An examination of security from a number of perspectives,
including intrusion detection and prevention, relationship between system
design and the audit community, and federal-state initiatives.
Again, the impact of September 11th compels a high priority to this topic. |
FY02-03 Key Performance Metrics
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Membership - request to be affiliates
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Workgroups - who (public/private)
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Conferences - evaluations; # of states
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Deliverables - $ or work papers
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Financial - adequate fund balance
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Utilization of website - # of hits
Background
The NECCC is comprised of four "sponsoring"
member associations, the National Association of State Auditors,
Comptrollers, and Treasurers (NASACT). te National Association of State
Chief Information Officers (NASCIO), the National Association of Chief
Procurement Officers (NASPO), and the National Association of Secretaries
of State (NASS). In addition there are several "affiliate"
member organizations including the national Governors Association (NGA),
the National Automated Cleqringhouse Association (NACHA), the Information
Technology Association of America (ITAA), the national Association of
State Treasurers (NAST), and the National Association of Government
Archives and Records Administrators (NAGARA) and the national Association
of State Chief Administrators (NASCA). Representatives from these
associations provide the governance and, with input and advise from
workgroup volunteers, set the annual focus areas and strategic plan.
This plan was created from work accomplished on October
12th and 13th. The planning process commenced with an assessment of
forces most important to state government priorities, specifically the
terrorist attacks and the current economic conditions. The process
then focused on perceived strengths and weaknesses in a self-assessment of
NECCC performance. Because the NECCC exists within a web of complex
relationships, a detailed list of other entities and stakeholders was
developed in the categories of federal entities, other state-based
associations, other governmental (mostly sub-state) entities,
industry groups and trade associations, and other interested
parties. A specific plan for outreach and communication was
developed for several of these relationships. A long list of
"candidate" priority focus areas was developed; each item was
discussed and a shorter list (set forth above) was created. The
mission and vision statement was created. At the conclusion of the
session, the key performance metrics were identified.
This document is the result of the October 12-13th
planning process and subsequent review and refinement.
Other Affiliated Organizations - List was developed
by Strategic Planning Participants
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Other State Associations
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Federal Agencies
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Trade
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NCSL
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OMB
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ABA
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CSG
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Cabinets
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Am. Elec. Ass.
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NASBO
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Dept. of Commerce
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Am. Bankers
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NASID
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Federal Trade Commission
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Am. Retail
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AAMVA
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Fed. CIOs
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Privacy Council
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NAAG
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Homeland Security
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Legal XML
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FTA
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FAA
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Consumers Un.
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ABA
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DOT
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Nat. St. Lotteries
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DOJ
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Note: NASCIO, NASPO and NGA withdrew their membership in early
2002. In 2002, the National Institute of Government Purchasers, Inc.
(NIGP) joined NASACT and NASS as a "sponsoring"
association. In addition, the composition of the Executive Committee
changed to include eight additional individual board members and two
ex-officio members.
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