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					       TRANSITION REPORT OF THE TECHNOLOGY
                    COMMITTEE
                                            SUBMITTED BY:

                             Suzanne Peck and Adam Rubinson
                                            Co-Chairpersons

                                    EXECUTIVE SUMMARY

The committee was led by Suzanne Peck, CTO, WMATA and Adam Rubinson, Consultant, Deloitte
Consulting. The committee’s mission was to assess the past performance of the Office of the Chief
Technology Officer (OCTO) and provide recommendations to align the agency’s mission with Mayor
Gray’s strategic agenda.

The committee interviewed a number of OCTO employees including the Chief Technology Officer,
Bryan Sivak. The committee also spoke with various DC Government Agency technology professionals
and business users who are OCTO’s customers. In addition, Chief Technology Officers from the State of
Delaware, Commonwealth of Pennsylvania, Philadelphia, Arlington County, Fairfax County, Prince
George’s County, and Montgomery County were interviewed in an effort to learn “Best Practices” that
could be employed by DC Government.

OCTO has many strong programs and attributes, including: 1) the tremendous potential of D.C.-owned
Broadband Data and Voice Network (DCNet); 2) mature, high-functioning ERP systems already in place
in the areas of human resources, procurement and payroll; 3) a mature Citywide Data Warehouse ; 4)
agency performance dashboards (Track DC) already in place; 4) strong CIOs in place within District
agencies; and, 4) a reputation for experimentation and innovation (with projects such as Code for
America, Gov 2.0 and the Apps for Democracy Contest).

There are also a number of areas where OCTO needs improvement, such as focusing on better alignment
with District and agency priorities; a degradation of agency customer-service capacity; inefficient, costly
distribution of technology resources District-wide; a need for usability improvements on the DC.gov
website; a need for better use of social-media tools; and dissatisfaction among some agencies with the
chargeback model because of its lack of competitiveness with the private sector.

The committee focused on recommendations to build on OCTO’s strengths while offering suggestions to
lower the structural cost of delivering government services and/or produce new revenues, and support the

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implementation of the core of Mayor Gray’s agenda: education, job creation, and restoring the public
trust.




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                                           REPORT
The Committee
The committee was led by Suzanne Peck, Chief Technology Officer for the Washington
Metropolitan Area Transit Authority; and Adam Rubinson, Consultant, Deloitte Consulting. A
number of technology stakeholders were also involved in the process, including D.C.
government employees, representatives of local businesses and citizens.

Purview
The committee’s mission was to assess the past performance of the Office of the Chief
Technology Officer (OCTO) and provide recommendations to align the agency’s mission with
Mayor Gray’s strategic agenda.


Methodology
The committee interviewed a number of OCTO employees. The committee also spoke with
various D.C. government agency technology professionals and business users who are OCTO’s
customers. In addition, chief technology officers from other jurisdictions were interviewed in an
effort to learn best practices that could be employed by the District government.

The committee focused on recommendations to lower the structural cost of delivering
government services and/or produce new revenues and support implementing the core of the
Gray agenda: education, job creation, and restoring the public trust.




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Findings and Recommendations
Policy Goal 1: Lower Costs / Produce New Revenue


                          Centralize
                         •Centralize agency IT staff, budgets and contracts under the
                          CTO
                          Reorganize
                         •Reorganize technology functions and budget to institute
                          stronger central control
                          Give
                         •Give new CTO aggressive citywide cost cost-cutting goal
                          Assess                   cost-effectiveness of IT-ServUs
                         •Assess the benefits and cost
                          Perform
                         •Perform citywide IT asset survey and consolidate redundant
                          infrastructure
  Short Term              Assess                        DCNET,
                         •Assess revenue potential of DCNET, broadband and voice
                          network
                          Assess
                         •Assess current state of Financial Systems modernization
                          Initiate
                         •Initiate a citywide enterprise asset management solution




                          Plan
                         •Plan high return investments such as agency financial
                          management systems, enterprise asset management,
                          Medicare/Medicaid delivery modernization
                          Embed
                         •Embed IT directors at agencies, similar to Financial Director
                          and Procurement Officer model

     Medium               Plan
                         •Plan migration of all systems off of mainframe infrastructure
                          Eliminate
                         •Eliminate redundant email systems (Gmail and Exchange)

      Term                Assess
                         •Assess cost savings opportunities through private/public
                          partnership models




                          Implement high-return-efficiency investments such as agency
                         •Implement high         efficiency
                          financial-management
                          financial management systems, enterprise asset management,
                          Medicare/Medicaid delivery modernization
                          Continue
                         •Continue move to proven openopen-source systems
                          Harvest
                         •Harvest new high functioning systems from Code For America
                          investments
  Long Term               Use
                         •Use innovative private/public partnership models to leverage
                          District technology assets into new revenue opportunities




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Policy Goal 2: Education



                       • Assess Statewide Longitudinal Educational Data warehouse (SLED)
                         and Unique Student Identifier (USI) programs; If assessment is
                         positive, award SLED and USI procurements
                       • Conduct “post mortem” from failed SLED and Special Education
                         system
                       • Assess DCPS ERP implementations (HR, Payroll, Finance, etc.)
  Short Term           • Assess success of delivery of shared services to DCPS
                       • Support change initiatives as requested by Chancellor and
                         Education transition team




                       • Form Birth to 24 education cluster technology steering committee
                       • Implement SLED and USI programs or their successors
                       • Complete DCPS ERP implementations
                       • Create comprehensive strategic IT plans for schools regarding asset
    Medium               management and financial ERP system
                       • Create comprehensive strategic IT plan for support of special
     Term                education change initiatives




                       • Implement Unique Teacher Identifiers
                       • Leverage OCTO work into educational programs at UDC and
                         Community College
                                     K-24
                       • Implement K 24 integration of key education systems including DC
                         Stars, SLED, Charter Schools, UDC and community college systems
  Long Term            • Implement Asset Management, Financial ERP, Special Education
                         automation for education cluster




                                             5
Policy Goal 3: Job Creation



                   • Assess and update current plan for DOES system modernization
                                                                            start-ups to
                   • Create a Commission to aggressively recruit technology start
                     Washington, DC
                                                      technology-related
                   • Involve Summer Youth Interns in technology related projects to prepare
  Short Term         them for careers in the industry
                   • Implement First Source Act systematic support




                   • Implement partnerships with UDC and the new community college to
                     allow students to do internships, get technology training and
                     certifications through working with OCTO and its contractors
                   • Put together comprehensive strategic plan for offering systematic
    Medium           support for the First Source Act including linking local businesses to
     Term            potential DC residents who would qualify for tax and other incentives



                   • Create a local incubator or technology hub that will serve as a magnet
                     for high tech firms
                   • Create a partnership between OCTO, OSSE, DME, DCPS, DCPCS, UDC, and
                     DCCC to address the lack of qualified technology professionals living in
                     the District
  Long Term        • Implement DOES system modernization
                                                         small-business-creation process
                   • Implement interfaces to streamline small            creation
                     between OTR, DCRA and DOES




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Policy Goal 4: Restoring the Public Trust


                     • Invite in a set of independent auditors and investigators to give the
                       Gray administration an unbiased assessment of what went wrong with
                       the IT security department
                     • Hold public hearings with residents, activists, bloggers and
                       government advocates about what data sets need to be made
                       transparent in the DC government in order to restore the public trust
  Short Term         • Continue leadership of the Code for America program and other Gov
                       2.0 programs


                     • Publish security assessment results and implement recommendations
                             establish
                       to re-establish sufficient internal controls
                     • Present a comprehensive strategic plan for upgrading the current Track
                       DC website information to include feedback from public hearings
                     • Enhance CAPstat system to support collaborative deep dives between
    Medium             city administrator and agency directors
                     • Improve the way information is delivered via DC.Gov website. The site
     Term                                    user-friendly
                       must become more user friendly and provide access to more
                       government data




                     • Enhance public data with contextual information to empower
                       meaningful analysis as requested by users
                                                                     re-engineering
                     • Perform consistent, citywide business process re engineering at key
                       agencies to support normalized data in the Citywide Data Warehouse
  Long Term            program




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