{"id":55351,"date":"2023-04-04T08:00:00","date_gmt":"2023-04-04T12:00:00","guid":{"rendered":"https:\/\/statescoop.com\/?p=55351"},"modified":"2023-04-04T13:48:57","modified_gmt":"2023-04-04T17:48:57","slug":"state-digital-services-cio-challenges","status":"publish","type":"post","link":"https:\/\/statescoop.com\/state-digital-services-cio-challenges\/","title":{"rendered":"State CIOs want to improve digital services, but it\u2019s \u2018a whopping lot of work\u2019"},"content":{"rendered":"\n

There\u2019s a tradition in state government of not particularly caring about the human psyche.<\/p>\n\n\n\n

State agencies are responsible for providing benefits and services that are essential for millions of Americans, but their shambolic processes reveal an understanding of the monopoly they hold: You can\u2019t get a driver\u2019s license anywhere else, so please fill out this complicated form.<\/p>\n\n\n\n

But that attitude may be shifting, with chief information officers and other IT officials leading the way to erode this bureaucratic apathy.<\/p>\n\n\n\n

A will to change is helpful, but it\u2019s not enough. State CIOs told StateScoop that challenges abound in their organizations, from their decades of legacy tech and processes to organizational and human obstacles, such as finding a way to fund an initiative that everyone seems to want, but few want to pay for.<\/p>\n\n\n\n

\u2018It\u2019s our mission\u2019<\/h4>\n\n\n\n

Connecticut CIO Mark Raymond told StateScoop it\u2019s hard to fund improvements to digital services because funding often needs to come from existing projects. There\u2019s rarely money dedicated to making government easier to deal with.<\/p>\n\n\n\n

\u201cThe business case of solving for a business or a resident\u2019s experience and improving that across multiple different programs, there\u2019s no clear owner of the business case,\u201d Raymond said. \u201cFunding comes from different avenues. Agencies have this program-esque view of the world, and some have limits on how you can spend it.\u201d<\/p>\n\n\n\n

Funding for unemployment insurance, for example, must often go only toward that particular program, which might prohibit spending on software or process redesigns that makes the benefit more accessible. But Raymond said making services more accessible is often integral to their purposes.<\/p>\n\n\n\n

\u201cWe in government often provide those services that are services of last resort for people,\u201d he said. \u201cThey don\u2019t have anywhere else to go and we have to serve them. It\u2019s our mission. But do we really understand how our constituents would like to use our services?\u201d<\/p>\n\n\n\n

\u2018One-stop shop\u2019<\/h4>\n\n\n\n

Delivering services in a seamless fashion is particularly difficult for government because it must serve everyone. People who don\u2019t speak English, lack access to the the internet or have physical disabilities are more likely to struggle with poorly designed instructions on official forms.<\/p>\n\n\n\n

Raymond said many of his state’s decision makers understand this, but it\u2019s still hard to find support for digital service improvements when it requires diverting money away from, say, repairing a bridge.<\/p>\n\n\n\n

One common solution to the digital services problem is creating a unified portal or \u201cone-stop shop\u201d where residents view every potential piece of business they have with their state. No state has yet completely realized such a vision, but many have started by creating sites catering to business, providing owners with easy access to licenses, permits and other information. <\/p>\n\n\n\n

Utah CIO Alan Fuller is among those trying to create a statewide portal. He said it would eliminate the need for residents to remember numerous login credentials and repeatedly enter the same information into the state\u2019s many websites. But even better, he said, the state may install machine-learning software that can recommend to residents various services, boosting convenience and potentially reducing the rate of unclaimed benefits.<\/p>\n\n\n\n

\u2018A whopping lot of work\u2019<\/h4>\n\n\n\n

But creating these portals is hard, Fuller said, particularly in Utah, where he manages a portfolio of more than 1,500 services.<\/p>\n\n\n\n

\u201cEvery agency is out there operating as its own business and they have their own mission, their own funding, their own executive and yes they all report up to the governor in our state, but they operate pretty independently and therefore they all tend to have their own view of the customer,\u201d he said. \u201cThat is the fundamental challenge that we have to address.\u201d<\/p>\n\n\n\n

Fuller said creating a single view of each resident requires solving two main technical challenges. The first is creating an \u201centerprise master person index,\u201d a means of resolving identity across the state\u2019s many databases: Is the Bob Smith who holds a beekeeper\u2019s license the same Bob Smith who recently applied for a building permit?<\/p>\n\n\n\n

\u201cIt\u2019s a big lift because you have to go out there and change hundreds and hundreds of applications now to recognize this single sign-on,\u201d Fuller said. \u201cThere\u2019s a process you have to do for every single application out there. That\u2019s a whopping lot of work and it\u2019s hard to do.\u201d<\/p>\n\n\n\n

The second challenge, he said, is connecting the portal to the data held by those hundreds of applications. One-stop portals aren\u2019t intended to replace existing services, but to serve as a concierge for the services that already exist. But notifying Bob Smith that his library book is overdue requires the portal to have an API connection to the library. And then every other service needs an API, too.<\/p>\n\n\n\n

The Utah legislature in 2021 passed a law<\/a> requiring the state to build a digital portal that connects all its services. Fuller said the goal is to collectively save Utahns one million hours per year. But his passion, he said, is to spare the most pressured members of society from what\u2019s currently a \u201ccircular and Byzantine\u201d process of applying for benefits.<\/p>\n\n\n\n

\u201cWe can make it a better, more seamless process,\u201d Fuller said. \u201cI really do think it\u2019s doable. \u201cIt\u2019s a big job because there\u2019s a lot of complexity behind the scenes, but I really think we\u2019re going to make a big difference on this in the next couple years.\u201d<\/p>\n\n\n\n

\u2018Turn it upside down\u2019<\/h4>\n\n\n\n

Minnesota CIO Tarek Tomes also wants to improve his state\u2019s digital services, but his approach focuses on “personas” \u2014 like small business owners or single parents \u2014 rather than treating everyone the same.<\/p>\n\n\n\n

\u201cThe approach of a singular hub is a view of a destination from the service provider\u2019s perspective, and we want to challenge that model and turn it upside down and put Minnesotans at the center of how we approach process work related to how we render those services,\u201d Tomes said. \u201cThat means really understanding the variety of personas government interacts with, which is not always \u2018customers.\u2019\u201d<\/p>\n\n\n\n

Like Utah\u2019s Fuller, Tomes said he wants to save people’s time. He said the state has already collectively saved Minnesotans a collective 30 years of tedious form-filling through its revamped social services portal, MNbenefits. That project, developed with the civic-tech nonprofit Code For America, cut the average application time from one hour to under 10 minutes, he said.<\/p>\n\n\n\n

But Minnesota isn\u2019t concerned with putting every service on one website, Tomes said.<\/p>\n\n\n\n

\u201c[We\u2019re] attempting to tackle what\u2019s most meaningful, which is how do people transact with the services,\u201d Tomes said. \u201cIf ultimately that is all in one type of service hub, that\u2019s fantastic. That is certainly an aspiration, but the value part of it has to be a priority and come first before we seek some of those more delivery-related transformations like a singular hub.\u201d<\/p>\n\n\n\n

\u2018Earning that transaction\u2019<\/h4>\n\n\n\n

Delivering services \u201chow people want to consume them,\u201d rather than in a way that\u2019s most convenient for government will require \u201ca huge cultural shift,\u201d Tomes said. He said the fact that state governments have a monopoly on certain services should make them work even harder to ensure they\u2019re delivered well.<\/p>\n\n\n\n

\u201cWe really want to think about it from the perspective of earning that right and earning that transaction and making sure that what we design really serves everyone,\u201d he said.<\/p>\n\n\n\n

And in Minnesota, Tomes said, improving digital services is necessitating a shift from project-based work to product-based work, where services are continually updated, not forgotten once they\u2019re online.<\/p>\n\n\n\n

Connecticut\u2019s Raymond told StateScoop that not long after he became state CIO in 2011, a state lawmaker asked him when the state was going to be done spending on technology.<\/p>\n\n\n\n

\u201cIn the back of my head, I\u2019m like \u2018when government stops changing we\u2019ll be done,\u2019\u201d he said. \u201cAnd government doesn\u2019t stop changing. I don\u2019t think being done is even a goal.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

Many state IT leaders say their digital services need an upgrade, but legacy tech and organizational baggage are hindering 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