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Esri CIO Summit - GovLoop Gov Trends
- 3. I N N O V A T I O N S T H A T M A T T E R
- 4. I N N O V A T I O N S T H A T M A T T E R THE KNOWLEDGE NETWORK FOR GOVERNEMNT
- 5. I N N O V A T I O N S T H A T M A T T E R ARE WE RECREATING THE WHEEL?
- 6. I N N O V A T I O N S T H A T M A T T E R H O W W E H E L P In-Person Training Sessions INFOGRAPHICS HOW WE HELP
- 7. I N N O V A T I O N S T H A T M A T T E R STATE AND LOCAL
- 8. I N N O V A T I O N S T H A T M A T T E R Increasing Demands for Government Services Budget Deficits Rapid Technology Change Retiring Experienced Workforce MACRO TRENDS
- 9. GOV IN TRANSITION - OUTGOING 12states will have gubernatorial elections in 2016 34Senate seats will be contested in 2016
- 10. GOV IN TRANSITION - INCOMING
- 11. MACRO 10 O P P O R T U N I T I E S
- 12. 1.DATA ANALYTICS
- 13. Indiana Fights The Opioid Epidemic “What we’re trying to do here is take these mountains of data that are in different places and turn data into information, turn that information into knowledge, and hopefully turn that knowledge into policy.” - Joshua Martin, Chief of Staff for the Indiana Management and Performance Hub
- 18. 4.TALENT
- 19. “From 2008 to 2014, Pennsylvania’s state workforce shrunk by over 3,000 employees. That means we had 3,000 less salaried employees over that six-year period. We did see some layoffs, but in most cases, those were individuals that attrited through, meaning they resigned, retired or they moved into the private sector, and we never replaced them.” - James Honchar, Deputy Secretary for Human Resources Management, Pennsylvania
- 23. “Most states don’t have the enterprise means to support cybersecurity. Governments currently don’t have the ability to share decision-making around their cybersecurity direction even within their own governments, let alone across boundaries.” - Doug Robinson, Executive Director of NASCIO
- 24. 7.THE CLOUD
- 28. 9.NEW PLAYERS IN S&L
- 31. “This is an important step to creating a sustainable Medicaid program and improving how we serve the state’s most vulnerable residents. These changes will put the emphasis on improving the effectiveness and quality of care provided.” - Marylou Sudders Secretary of Massachusetts’ Executive Office of Health and Human Services
- 33. E S R I & G O V L O O P Meetups Online Trainings
- 34. E S R I & G O V L O O P Resources
- 35. 4/20 Government Innovators Virtual Summit 8/1-2 NextGen Training Summit (in-person) Sign up for more trainings – www.govloop.com/training Access on-demand virtual trainings – academy.govloop.com O T H E R U P C O M I N G T R A I N I N G S
- 36. REACH OUT S T E V E R E S S L E R F o u n d e r , G o v L o o p S t e v e @ G o v L o o p . c o m @ s t e v e r e s s l e r
Editor's Notes
- Green in logo doesn’t doesn’t show for me.
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- Transitions Going On (Mayor, S/L, National, Workforce)
- Transitions Going On (Mayor, S/L, National, Workforce)
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- THE PROBLEM The way government delivers its services and what citizens expect from those services are changing rapidly. As technology evolves, the computer is often faster and more efficient when it comes to solving problems. But many agencies are slow to accept the help. THE SOLUTION Although you shouldn’t expect a government-issued robot to start filling out your tax forms for you, it might be time to prepare for artificial intelligence in government. As agencies attempt to keep up with new user expectations and private-sector technologies, they increasingly find themselves short on resources, time or know-how to get the job effectively done. To fill this gap, organizations may start turning to cognitive technologies, which use data analytics, machine learning, natural language processing, speech recognition and other functionality to automatically adapt to new needs, preferences and scenarios. According to Deloitte University Press, these technologies allow organizations to avoid the tradeoff in speed, quality and cost that normally accompanies adaption to changing industry or user dynamics. Here’s how: When an agency determines that a service must be created or revamped, it can develop and deploy a solution that fits current user needs and expectations. With cognitive technologies already included in the product or service, that solution will then evolve without hands-on support from the product team. As a result, the organization doesn’t have to worry about its solution becoming outdated or exhausting its resources on constant updates. For citizens, these technologies could make government services more personal by allowing online applications to progressively and automatically adapt to the likes, dislikes and patterns of interaction with an individual user. TAKEAWAY As the pace of technological and citizen demands accelerates, government agencies must find automated ways to stay up-to-date without exhausting resources or
- vets.gov (one user face) Bloomberg challenge SMS/text
- vets.gov (one user face) Bloomberg challenge SMS/text
- -PA – Mentor/Mentee Knowledge Transfer (Talent transition) -New ways of training
- Relate back to workforce in transition Direct knowledge transfer - In Pennsylvania, doing a mentor-mentee matching program that ensures that at least one spcific task/skill is transferred and then over time completely taken over by the mentee One of the best ways to share knowledge across generations is through mentoring. Pennsylvania is four years into a program that pairs cross-generational mentors and mentees for one year. “What makes this program diferent,” said Honchar, “is that through the course of the year, the mentor has to ofload one program or project process to the mentee, so that at the end of the year, the mentee is now trained or actively managing a product that was previously under the control of the mentor. This process allows us to share institutional knowledge in a very natural and efective way.” The program has been so successful there is a months-long waiting list to sign up.
- Now, more than ever before, the projects run by governments at every level are under intense scrutiny. We’ve all heard the horror stories: bloated projects coming in over budget by millions of dollars; inefficient programs delayed by months, if not years; and projects that are never even completed but still cost taxpayers money. At the same time, transparency and openness efforts are requiring ever more documentation, while demands for efficiency grow ever louder. All this is happening while budgets are tighter, resources are scarcer and more government workers are retiring. Seeing organized efforts (18f, USDS, OPM innovation lab) at federal level, but more sporadic and later adoption at S&L level
- Agile development is becoming the norm to meet rising citizen demands and delivery better services, faster… Iterative process that focuses on flexibly reacting to the needs of your mission and the citizens you serve… and now there’s DevOps added to the mix for digital services If DevOps were a superhero, it would be the supportive, team-enhancing Robin to Agile’s Batman. Many people mistakenly frame DevOps as an alternative to Agile project management. But it’s not an alternative to Agile project management, but a complement to that iterative approach. Agile development requires software to be incrementally created, released, and updated based on stakeholder feedback and testing.
- Have been in reactive state of cybersecurity but finding that’s not enough, especially as threats become more sophisticated and seek to expose vulnerabilities/flaws rather than dig through security… now moving to proactive stances Requires working together because proactivity takes lots of resources and information sharing
- Cybersecurity has been a top 10 priority for state CIOs for the past 10 years, according to NASCIO. Despite the clear need and desire for increased cybersecurity best practices and frameworks, however, many state and local governments are still struggling to implement strong cybersecurity governance structures. “Most states don’t have the enterprise means to support cybersecurity,” NASCIO’s Robinson said. “Governments currently don’t have the ability to share decision-making around their cybersecurity direction even within their own governments, let alone across boundaries.” Many states are only dipping their toes in the advanced cyber analytics area, but some have seen their cybersecurity budgets and awareness increase. “In 2012, the state of Colorado had $6,000 allocated to information security improvement annually,” said Blyth. “Colorado’s Integrated Ofice of Technology put together a Colorado Information Security Advisory Board who helped create Secure Colorado — our vision of how we would strategically implement security improvements across the state. Now that Secure Colorado program was extremely efective in getting us funding, because if you fast forward to 2015, our budget for security improvements across the state is now $5 million annually.” Colorado saw a huge increase in funding, but security still amounts to only a small portion of a state or local government’s budget. According to InfoSecurity magazine, “the typical state or local government agency spends less than 5% of its IT budget on cybersecurity, compared to over 10% in the typical commercial enterprise.”
- For many local governments budgeting, testing, purchasing and using new technologies such as the cloud is incredibly dificult. To lessen costs and risks, many local communities are working together. In Michigan, five communities have teamed up to create G2G Cloud Solutions. The idea is that by working together and forming a technological network, they can cut costs and improve online services. “We know we can’t go alone in many of these technologies and many of these systems,” Phil Bertolini, Oakland County CIO, told a Michigan news outlet. “We have to work together.”
- We all know location is important (we’re at Esri afterall) but S&L are stating to engrain location in everything they do… mostly by using IoT
- The Internet of Things (or IoT for short) is basically a catchall phrase for the billions of devices, appliances, vehicles and wearables that connect to the Internet. The cool part is sensors enable these devices to communicate with each other and feed data back and forth automatically. Here’s a real life example: The city of San Francisco is already using IoT to connect several thousand of its parking meters using sensors. The sensor data powers a simple mobile app that drives can use to find open parking spaces. It also sets pricing based on demand, to increase revenue for the city where it makes sense…. Ultimately creating a win-win for government and citizens. Another example? Some cities have IoT-enabled trash cans. Yes, trash cans. The reasoning? Efficiency. Think about it… rather than wondering when or if a trash can is full, sensors can tell you exactly when to pick up the trash. This means big time efficiencies for improving garbage truck routes.
- Civic tech has always been working alongside government, but we’re finally getting to the place of true collaboration and sharing And we’re also seeing more federal players in the S&L space to help with resource constraints, as well as learn from innovation on the ground
- The past few years has seen a major increase in the number of civic companies interested in working with and for state and local government. Bloomberg Philanthropies has granted more than 150 local communities worldwide (predominately in the US) funds to grow innovation in their offices. Much of the funds have gone to chief resiliency officers and chief data officers. 18F is using federal funds to grant state and local governments upgrade their digital services. NIST is helping sponsor more than 50 Internet of Things nationwide. All of those projects are also in partnership with local companies. Everything from trash bags to weather are things the governments are looking to improve with automation and IoT.
- For starters, all state and local governments receive some sort of federal funding, which often acts as a baseline for revenue in the state’s budget. “If you look across the United States today, 30 percent or more of a state’s budget is comprised of federal funds,” explained Doug Robinson, Executive Director of the National Association of State Chief Information Oficers (NASCIO). The Congressional Budget Ofice estimates that in 2015, the federal government appropriated more than $600 billion to states to execute federal programs such as Medicare and Medicaid. With those federal funds, state and local governments must create a cost allocation methodology that the federal government approves before they can act. (The regulations section of this guide will delve into how these funds are implemented.) The federal government mandates how those funds are spent and the technologies used to implement them. Therefore if those systems are old and outdated (aka legacy systems) the state is required to maintain those systems even if they want to modernize. F ollowing the passage of the Afordable Care Act (ACA) in 2010 the Massachusetts Department of Health and Human Services had to restructure. Before ACA, MassHealth combined the Medicaid and the State Children’s Health Insurance Program in the commonwealth. Since ACA, it provides health care coverage to 1.3 million of its most vulnerable residents and ACA subscribers. The additional participation caused MassHealth’s productivity and customer service experience to falter. The work to reform MassHealth began in January 2015 as part of the fiscal 2016 budget process, which also called for major cuts in spending. The updated structure brings in new talent to MassHealth and creates greater organizational emphasis on customer service and better integration of behavioral health and other supportive care. To facilitate that collaboration, the new alignment created the position of Chief of Behavioral Health and Supportive Care. That person will push for more reforms to better coordinate and integrate care for behavioral health, physical health and long-term services in addition to supporting the elderly and people with disabilities. The restructuring also created a new unit within MassHealth that will lead a shift away from the current payment system, which is based on the number of services provided, and toward new payment models focused on keeping people healthy and lowering overall costs. “This is an important step to creating a sustainable Medicaid program and improving how we serve the state’s most vulnerable residents,” said Marylou Sudders, Secretary of Massachusetts’ Executive Ofice of Health and Human Services , in a press release. “These changes will put the emphasis on improving the efectiveness and quality of care provided.” All of these changes to the basic structure of the agency will go a long way to rein in spending and improve the customer experience.
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