Testimony of Lindsey V. Parker, Chief Technology Officer DC Office of the Chief Technology Officer June 12, 2020 Office of the Chief Technology Officer
Testimony of Lindsey V. Parker, Chief Technology Officer DC Office of the Chief Technology Officer Agenda 1. How OCTO performed during COVID response 2. What we learned 3. How we move forward 4. Budget highlights 2
OCTO in COVID response Business Stakeholder Data Integration Digital Health 4 5 1 2 3 Continuity Communications & Visualization Transformation Response Launched and maintain Streamlined agency Built CRM system Curated helpful tech Used data warehouse DC’s main website for requests for VPN and for DOES to better solutions by to help agencies clean response at virtual mtg accounts manage cases at the requesting ideas at and centralize data for coronavirus.dc.gov expanded UI call covid19ideas.dc.gov better integration and Created remote work center analysis portal for secure Stood up remote and Helped build DOH access to apps & self- extended call centers Built mobile friendly mobile testing site Helped the Emergency help tools - for : CFSA, DOES, DHS, intake form for tracking and results Operations Center and remote.dc.gov DOH, DBH, among DOES’ PUA system application others visualize data in others dashboards , including Created codes for Streamlined intake Networked mass those online at easier tracking of Quickly created survey process of agencies casualty site for coronavirus.dc.gov/data people hours and tools for ReOpen DC needing DGS & OCME procurement requests Advisory Group, DME, OCTO for reopening Working to use multiple DERT, OP and more in requests Stood up DFS’ online data sources to model Helped procure hard to solicit community portal for health policy impacts of to find laptops, feedback & concerns Helped agencies providers to request reopening phases phones and other digitize paper & receive test results devices processes 3 Office of the Chief Technology Officer
Questions we asked ourselves 1. What have we learned? (About ourselves, our teams, our customers, our processes) 2. What should we try to continue doing post COVID? 3. What are some areas that we need to improve for our customers? 4 Office of the Chief Technology Officer Office of the Chief Technology Officer
Describe OCTO during the COVID response as: helpful, responsive, communicative • Used collaboration tools to continue working remotely: Teams, Webex • What we NEEDS: • OUR better understanding of what OCTO offers and how it charges for services, • CLIENTS learned better understanding of what systems, processes and tools other agencies are using • HOPES: • given budget cuts, that OCTO will pay for more IT costs • Describe OCTO during the COVID response as: communicative • Have provided helpful ideas through covid19ideas.dc.gov and provided flexible and expanded services for • critical virtual collaboration tools and other licenses OUR NEEDS: • PARTNERS better understanding of where OCTO and agency IT shops are going, so they can offer better pricing • and plan business investments in an unpredictable market HOPES: • given budget cuts, that OCTO will centralize purchasing to improve predictability • We describe each other as: impressive, creative, flexible, adaptive, resilient, productive, skilled • We’ve communicated more intentionally, seeing the benefits of Teams • Working remotely has positively impacted productivity • OUR NEEDS: • TEAM self help, intake system, process repository & project management centralized tools • HOPES: • To not lose the momentum gained à become more strategic & goal-oriented • 5 Office of the Chief Technology Officer
CO COVID Unleashing the Possible Reorganization Reorganizing our teams to meet our customers where they are: Strategic (1) One stop shop for all traditional IT operations requests Stakeholder insights Planning (2) Digital services center to fast track automation and data usage (3) Cyber Security Operations to continue managing our cyber risks Continued meetings New vision and Competency Buildup with CIOs , including mission continue to budget brainstorms ring true - Unleash Document how OCTO operates , for more accountability & transparency by cluster. the possible in the Establish easy-to-search Knowledge Center to educate users on current digital age by: technology options available to them, self help guides and OCTO processes Continued (1) Providing valued Finish OCTO’s Financial Model so our customers know what they pay for & why #UnleashthePossible services , meetings with Create Cluster-based Roadmap so everyone understand FY21 priorities (2) Advising industry partners agencies, & Implementation & Transition (3) Collaboratively Surveys and regular governing IT meetings with all Refocus tech review boards to determine annual and 5-year tech hands , including investments for DC Government Budget realities have “what we learned” Release enterprise contract vehicles to take advantage of broader purchasing helped focus initial conversations power commitment areas Implement Cluster-based plan and find 3-5% cost savings 6 Office of the Chief Technology Officer
#TechTogether 2 1 The COVID pandemic amplified the need Increase Access Increase Access to for bridging the digital divide in DC. to Internet Internet-enabled Service Devices & Support During the recent stay-at-home order, residents without regular access and training on computer and internet usage were at a severe disadvantage as schools conducted 3 classes online, job applications and 4 interviews were conducted online, and Demystify Increase government announcements and services Technology through Technology were made available online. Awareness, Training Savviness within & Access to DC Government As Mayor Bowser has charged, during our Opportunities reopening we must find more equitable and better ways to move forward. 7 Office of the Chief Technology Officer
DC Government Budget Highlights The Mayor’s FY21 proposed budget cut $774 million in operating funds and $1.2 billion in capital funds. 9 Office of the Chief Technology Officer
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OCTO Budget Highlights The Mayor’s FY21 proposed budget for the Office of the Chief Technology (OCTO) includes $119.13 million in operating funds and $11.57 million in capital funds. 120.65 119.13 The proposed FY 2021 gross budget represents a 1.3 percent decrease from the FY 2020 budget. 12.7 11.57 FY 2020 FY 2021 Operating Capital 11 Office of the Chief Technology Officer
FY21 Budget Impact Opportunities Adjusted discretionary spending Restructure how we do business, so we for IT consultants by $3.2M can keep people who get the work done Streamlined GIS & Data Analytics Program by $2.7M Build out a financial model so that agencies understand their share Reduced Special Purpose Revenue fund balance by $2.1M Expand the DCNet footprint, given reliance on the network by many 12 Office of the Chief Technology Officer
FY 2021 Key Capital Projects – $11.5M Directory Services Modernization Data Privacy & Anonymization • • Citywide IT Security Initiative Core Infrastructure Network Upgrade • • Disaster Recovery & Coop Implementation Human Capital Management Enterprise • • Application Modernization FY 2021 Enhancements – $2.8M Cyber Enhancement Cyber Enhancement Government-wide End Enhancement to Maintain On- of Life Windows 7 Security Software Premise PASS Network Access Operating System System Control (NAC) Replacement $800K $715K $1.2M 13 Office of the Chief Technology Officer
Questions? 14 Office of the Chief Technology Officer
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