The CDCR's vision is to end the causes and tragic effects of crime, violence, and victimization in our communities through a collaborative effort that provides intervention to at-risk populations and quality services from the time of arrest that will assist their clients in achieving successful reintegration into society.
CDCR is California's largest state agency with a yearly budget of approximately $10B, making it the largest agency in the U.S. CDCR houses over 165,000 prisoners in 33 major prison facilities. CDCR's business requirements are safety for citizens and reduction of recidivism. CDCR has 48 mission-critical applications, hundreds of non-missioncritical applications, thousands of reports, and at least 12 major IT projects in-flight per year. The State Office of the Chief Information Officer (OCIO) has mandated that all reportable projects be approved in advance by the OCIO through an EA program. In response, CDCR has therefore needed to initiate, instantiate and mature an EA program.
Business effectiveness and efficiency are required for public and private sector organizations. These organizations have established inertia in how they deliver mission services, making change difficult. In most cases technology investments grow by solving many small problems, with little potential for efficiency related to business needs. Small business changes occurs daily, making strategic direction difficult, as each change is not brought into alignment with the enterprise Vision and Strategy. Pressure for greater effectiveness and efficiency is therefore often out of alignment with the enterprise direction. Problems continue to outnumber the available resources to resolve them, disrupting plans. Business and technology are not in harmony, so architecture must be the element to pull them together.
Implementing and sustaining an EA program brings the right information to leaders and managers to help them make informed decisions for the projects or programs that can effectively achieve the required business results. If seen only as an IT initiative, EA may fall significantly short in understanding how competitive the business needs to be, and this can be a critical point of failure. EA programs also fail as compliance organizations. While EA may be served well through forms of compliance, it is the EA services that will help all parties understand the value and benefit of doing things differently. This is the optimal approach to EA; it is the only way to ensure the appropriate investments are made in the right sequence to bring about optimal results.
This solution contributes to enterprise performance effectiveness. Productivity is improved in alignment with business objectives. Sub-optimization within silos is gradually reduced, gaining crossfunctional benefits. Business services are no longer held hostage to low-level investment decisions. Resource effectiveness is improved through prioritization, and resource waste is reduced through initiative synergy. Interoperability improvements drive reductions in formerly high support operations cost. Business outcomes begin to lead peer organizations. Results for investment gradually improve the enterprise image and credibility with customers. Enterprise potential is realized more frequently and service-to-cost ratios are lowered. In the final analysis, it is the business customer's expectations that drive recognition for how architecture has improved business performance.
Project Profile - CDCR - Enterprise Architecture Maturity Initiative (EAMI) - (.PDF 453KB)