One of the myriad ways in which state government differs from the private sector is in the concept and process called “governance.”
This is the system of internal approvals (or rejections) that determines whether and how a program goes from idea to iteration to implementation. Generally, governance is a much more formal process in the public sector than for private industry.
At last week’s California Public Sector CIO Academy, held in Sacramento, several breakout sessions touched on “governance” in one way or another. For one breakout in particular, it was the main theme. Among the presenters was Kem Musgrove, director and chief technologist for operations and infrastructure services for the state Franchise Tax Board (FTB).
He explained the three-tiered governance principle for state IT: the project level, the program level, and the enterprise level.
“You need governance at all three levels for success,” he noted.
A key point that Musgrove and other presenters made was the necessity of keeping governance — the decision-making process — "at the lowest level possible." They also counseled patience.
"Governance takes time — doesn't happen overnight," Musgrove said.
Governance: Guidance for and from State IT Leaders
The three-tiered governance principle for state IT — the project level, the program level, and the enterprise level — is essential for success, says the state Franchise Tax Board's chief technologist. “You need governance at all three levels for success."
