Time to Redefine Local Government Technology Leadership

Jack Belcher, FMR Chief Innovation Technology Officer, Arlington County Government

Problem Statement

Today, we are at an inflection point for local government technology leadership. Ancritical moment, if not addressed, that will have a dramatic impact on us allwho depend on safety, maintenance, emergency support, health care, and housing from the local jurisdictions where we reside.

The era of government as usual, where we can accommodate new digital advances is over. it does not work for we who entrust our well-being to local public servants.

For a long as we can remember technology organizations in local government are for the most part back office, unassuming, and anonymous. That has worked, but it will shortly be realized that that is not sufficient to meet community needs.

The problem begins with the chief administrative officers of every jurisdiction. Their persona can be generalized as competent administrators who quietly believe that they are capable of handling any problem they meet, especially technology. But in truth they are to be surprised

“I propose the solution is to create the position of an Chief Enablement Officer who is charged with setting the vision for the future. This position is a major upgrade of the current definitions of current technology leadership.”

They seek out IT Directors and Managers who can run the technology shop, make sure constituents receive the necessary technical support to pay their taxes, request service from the government, and engage, but not influence policy. In  truth, they have done little more than to check the box to assure constituents and residents that these technologists have their ear and are at the table when important policy decisions affecting the jurisdiction are being considered.

Rarely is the technology leadership of the jurisdiction at the table when important decisions are being made. Why? Because, by definition, they are a distraction. In truth the technology leadership frequently does not have a sense of the pulse of the community and its recommendations commonly equate to cost and time to implement. The Administrative Officers simply do not have the time to deal with this unnecessary discussion.

How to Begin?

It begins with an awareness of what the roots of the problem are.

There is a ‘ground shift’ in how we approach technology enablement and resiliency. In the table below, I have laid out some of the significant changes that have taken place that require a reassessment of where local government is.

What this table defines is that like it or not there has to be a ‘rethinking by local government IT leadership as to their goals and priorities. That ‘rethinking’ needs to begin today.

Leadership Conundrum

The most important assessment has to do with Leadership.

Today and tomorrow’s local leadership must begin with a reassessment and restatement of the IT Leader. The pace of technology introduction has grown at an exponential rate. Estimates are that what had taken a decade to realize will be compressed into the next 18 to 24 months. This begins with defining a new persona for the IT Leader. Yes, the persona.

First and foremost, the new technology leader must understand and know the community they serve. To do so, these following criteria must be sought after.

● The role is no longer back office, but the front office.

● Involvement in all community engagement activities to continue to gain that necessary understanding of the community

● Access to the Chief Executive Officer of the Jurisdiction

● Ability to envision what might be.

● Emotional IQ to complement their Digital IQ

● They must be willing to ‘get dirty’, simply dive into the most detail and seemingly inconsequential details of any event affecting the community, from insufficient restrooms at a new community park, underserved k through 12 remote educational support, unprecedented storm water overflow, unexpected power outages, resident complaints as to residential parking preferences, to inefficient technology support for public safety response.

● On duty and ready to respond to any and all events where technology plays a role. Since Covid, I call these IT leaders our Digital First Responders.

Where do you find such Digital First Responders?

It be a significant challenge. The traditional sources of such talent from the federal, business or higher education disciplines are not appropriate. There needs to be a reformation of will who should assume this role.  How to find the right fit and define the position appropriately. That will be the challenge.

I propose the solution is to create the position of an Chief Enablement Officer who is charged with setting the vision for the future. This position is a major upgrade of the current definitions of current technology leadership

It starts with senior leadership who must understand that there isa senseof urgency, the position is meaningless and left to the various department leads to consider and prioritize the importance.

In the absence of strong leadership by the County or City Executive it is difficult if not impossible for the Enablement Officer to succeed.

We have to recognize that Organizational Transformation will be driven by Technology, but to lead with this is fruitless. Organizational Transformation comes from a sense of urgency that what we are doing today may not work tomorrow.

The Enablement Officer must have a foundational knowledge of technology, its capabilities, and its potential, but they must also possess a sense of the needs of their community with untethered, unrestricted access to those bureaucratic administrators who manage the local government.

What will create that awareness in those jurisdictions where complaceny predominates, which I fear is the majority of local jurisdictions today.

● It will happen

◦ as the result of the exponential growth of disruptive technologies that will affect each and every one of us. Local Government leadership must be prepared to respond

◦ When your privacy is compromised without your knowledge.

◦ When policy decisions are made without necessary data to validate the policy recommendations

◦ When you are subject to unexpected natural environmental events that could have been avoided with predictive analysis

◦ When the community you are living in, is not where you prefer to live, work, learn, and play in a safe, secure environment.

That is why this discussion matters. Now let’s go forward and recognize the urgent need to recruit and empower the Enablement Officer classification category in local government!

Government Technology