April 13, 2015 SIG Alignment A Vision for the Future

Page 3 ACT-IAC has engaged in a review of the objectives, scope and operations of the SIGs every five years since 2004 to identify areas of success to build on, and areas where changes could increase the value of SIGs to support ACT-IAC's mission of better government. The EC determined that the significant changes in government since 2009 as well as the anticipated pace of change make this year’s review essential. Why This and Why Now?

Page 4 Volunteers Sherry Weir Martha Przysucha John Teeter Victor Koo Adelaide O’Brien Adam Goldberg ACT-IAC Staff Marietta Allen John Shaw Alignment Team

Page 5 Establish a model for on-going government industry collaboration that provides the most value to all members (government and industry) Goal

Page 6 Determine if the SIGs are aligned appropriately and addressing the right priority areas For our current members To engage new members Determine if the SIGs are structured properly Determine if the SIGs are operating effectively Objectives

Page 7 Eliminate Cross/SIG Overlap Align w/ACT-IAC Strategic Priorities Increase Member Value through effective Communities Increase Government participation through valuable outcomes and opportunities to lead Review and Revise the SIG/WG SOP to enable the new model Outcomes

Page 8 Developed Goal, Objectives and Outcomes Conducted Government and Industry Survey Conducted 2 Day Focus Group with Government and Industry volunteers including Young Executives Council representatives Reviewed Focus Group results Analyzed Findings Considered Options Developed Recommendation Define Next Steps Methodology

Page 9 There was more opportunity to lead critical projects They could attend meetings remotely Information about projects was easily available and widely communicated Topics were more relevant and timely They could collaborate with their government peers on topics they were actually interested in They could engage with industry SMEs They weren’t forced to engage using They were aware of opportunities to engage The SIG/WG model were less complex They could adjust their level of participation or interests on demand SIGs/WGs would provide more value to government members if:

Page 10 More government members participated They could attend meetings remotely Information about projects was easily available and widely communicated Topics were more relevant and timely There were more opportunities to engage on focused projects with government participants There were fewer administrative requirements and were focused on projects Leadership selection was transparent The roles of SIGs/WGs was better defined The SIGs/WGs were focused on “New Problems” They generated more usable outcomes SIGs/WGs would provide more value to Industry members if:

Page 11 Replace the SIG/WG Structure with 1.Communities of Interest (COI) providing insight into all community activities, and 2. Communities of Action (COA) that focus on active, time-boxed projects with identified goals. Recommendation

Page 12 Community of Interest (COI) – Group of self-selecting members and non-members who request to remain aware of all community of interest events and activities. As members collaborate, these interactions are recorded and emerging influencers, SME or leaders can be identified. Community of Action (COA) – COI members who are ACTIAC members who self-select during registration to lead or volunteer for action establish the COA. These are the resources who will execute the Requests for Action. As members collaborate or volunteer to engage in projects, these interactions are recorded and leaders can be recognized. Made up of existing projects that have identified goals, leaders and outcomes. Can be dedicated to a priority such as Customer Engagement/Citizen Experience or Cyber Security or mapped such as financial management committee or DataAct. COI Interest Participation Profile – tracks members’ interest and participation in delivering results in executing Requests for Action or their participation in collaborative engagement. COI Moderator – Ensures strategic priority alignment, oversees the application of ACT-IAC ethics rules, act on community violations - IAC Staff, EC Representative to COIs/Strategic Priority Areas, Committee Chair(s), Activity Leads COI/COA Sage - Former GAP members, SME, Experienced Leaders Community Council – EC Members (at least 1 gov and1 industry) representing each Strategic Priority Request for Action– request initiated from COI with government leader or request directly initiated from agency leadership High Velocity Request– A request for action identified as an immediate requirement Event – A request for action identified to showcase a topic of interest to a COI led by a government member/non-member Project – A request for action identified to analyze best practice, emerging requirement or immediate understanding of interest to COIs led by a government member/non-member Question – A request for action that may result in a project or an event Conceptual Framework

Page 13 Establish the COA through self-selection IAC/ACT member Non-member Enable members to self-identify their interests and engage/dis-engage freely. Sustain a comprehensive list and profile of engaged members (and non-members who could be encouraged to join). Encourage members of non-traditional organizations including universities and colleges to engage. COI open to all COA member only

Page 14 Enable Peer-to-Peer Collaboration Enables COI members to communicate and COA members to initiate topics for engagement/collaboration while tracking engagement profile. Enables remote participation. COI member COA member

Page 15 Enable Action for High Velocity Requests COAs enable ACT-IAC to implement projects faster when high velocity requests are received. The council can select the appropriate team and leaders from the COA via the Participation Profile

Page 16 Act on Requests for Action Requests for Action are proposed, aligned with Strategic Priorities, passed to the Institute for Innovation or resourced through crowd sourcing to COA with results measured for greater visibility.

Page 17 Encourage Engagement Active participation as COA influencer, leader, or participant is rewarded and publicized to encourage engagement

Page 18 Quarterly Forum encourages Collaboration between COI and other ACT-IAC groups Encourages broader collaboration and opportunities for peer-to-peer communication

Page 19 Enables ACT-IAC to focus on important Government initiatives faster Aligns Government IT practitioners to industry and government peers collaborating on more specific topics through social networking Reduces the silos enabling visibility into COI and COA activities Eliminates duplication across the enterprise Allows for members to engage and disengage based upon work requirements and interests Allows for participation by members who’s work or remote location discourages participation Allows for members to have visibility into any topic COI without over-saturation Allows government members to lead or learn Leverages “preferred” method of communication by emerging groups of leaders Allows for insight into contribution from members offering for additional event topics and speakers Enables ACT-IAC to identify key influencers, volunteers and emerging leaders. Reduces complexity by leveraging successful model demonstrated in Secure Sharing and Safeguarding Information by engaging the EC Member representing the Strategic Priority across: Institute for Innovation ACT-IAC Academy Major Events COI/COA COI/COAs Benefit all ACT-IAC Members

Page 20 Discuss concept with Executive Council Realign EC to assign EC Member representing the Strategic Priority directly to engage with : Institute for Innovation ACT-IAC Academy Major Events COI/COA Introduce at Management of Change Establish initial COAs from existing ongoing projects Establish projects and project leader/teams from existing projects Identify COA Sage(s) Identify social network platform to sustain the COI/COA and capture activity – ACT-IAC Ap? Establish SOPs; define COI/COA goals and parameters Assess CEUs applicability to projects/COA events Implement collaboration platform Establish COIs from SIGs, Committees, Focus Group recommendations, or Crowd-Sourcing Nominate initial COI members from existing active committees, SIGs and WGs Solicit COI and COA membership Execute COI framework Next Steps

Page 21 QUESTIONS?