COVID-19 Recovery Will Be a Mountain to Climb

Why right now is the most challenging time in history for government CIOs

Mark Forman

Roughly every 10 years for the last five decades, the federal government has had to deal with major crises ranging from economic to terrorist to pandemic. We now face the novel COVID-19 pandemic, and it has presented CIOs at all levels of government with unprecedented challenges to respond to the critical needs of the country.

Having worked in the Office of Management and Budget, as a congressional committee staff member, and in industry during previous crises, I have noted a common three-phase cycle always happens, which I'll refer to as the "three Rs": Response, Recovery, and Restructure. The cycle plays out this way:

  • Response: Chaotic triage activity always seems to overwhelm even the best continuity-of-operations plans and key mission-critical programs needed to get benefits and assets to those most in need.
  • Recovery: When the situation stabilizes, agency officials can take a breath and figure out how to bring order out of chaos, taking advantage of OMB M-20-21 guidance to address multiple audits of actions taken in the heat of crisis.
  • Restructure: Audits and reports lead to new agencies, reorganizations, and programs to make sure the country never has to experience the same crisis again (e.g., creation of the Department of Homeland Security based on the 9/11 Commission report).

Recovery and restructure activities during the 21st century have increased major technology spending (33% after 9/11, about 10% after the housing crisis) before flattening. Recovery and restructure phases from COVID-19 necessarily require increased technology spending and may even radically restructure the government.

With the response-phase activities related to our current crisis underway, let's focus on the recovery phase. Stated simply, the recovery phase will be substantially more expensive and less effective if the government does not make a major investment in today's digital government tools and techniques. In fact, with the massive volume of transactions and data generated in the COVID-19 response, CIOs will have to help agency leaders recognize the need for cloud computing, big data analytics, and artificial intelligence/machine learning to meet the historic challenges.

COVID-19 recovery will be substantially more expensive and less effective if the government does not make a major investment in today's digital government tools and techniques.

Here are four areas where the government must apply digital government tools:

  • Administering grants and loans: Without the help of large-scale data analytics and algorithms and the ability to integrate citizen-sourced fraud and abuse insights, it will be extremely difficult to manage risk and achieve performance goals. Traditional ways of sampling won't work for the sprawling, multi-trillion-dollar COVID-19 recovery phase.
  • Logistics accounting: Jerry-rigged supply chains for emergency resources will now have to be quantified and recorded against budgets. The government will face two options: It can either write off losses it cannot account for, or it can apply records management, e-discovery, and robotics tools to quantify spending by funding source. Twenty years ago, it would have been impossible to pull together the information needed to understand this history. This is important for the government to better manage its response to the next crisis  as well as answering congressional inquiries that will inevitably follow for years to come.
  • Financial and performance management required under OMB M-20-21: Aging financial management systems and longstanding system interface issues will make it difficult to reconcile expenditures and obligations related to COVID-19. A look at the last couple years' financial audits shows gaps in controls and systems capabilities. To manage trillions of dollars of stimulus and public health spending, agencies will need extensive investment in open application programming interfaces, robotics, and AI or overhaul their modern financial systems.
  • Home-based federal workforce: Government cannot go back to an operating model based on 25% of people teleworking on any day. I was once told that to understand how government can best leverage technology requires understanding information flows in daily operations. People, processes, and technology will have to reflect a virtual workforce, requiring workflows shifting from documents and consensus to fact-based decision-making and accountability for results. Government will need to deploy a tiered digital architecture to untether people from their desks, leveraging cloud and virtualization techniques with a mixture of open standards, APIs, and chunking of databases and legacy code into interoperable modules.

So what makes this the most challenging time for CIOs? The biggest horror stories are already baked into program offices that resisted help from the CIO or where the CIO organization was unable to fix systems needed for the COVID-19 response. If it was not already a partner in the response phase, the CIO team will face difficulties in being the source of digital transformation needed in the recovery phase. In the past, agency leaders replaced their IT leadership teams and contractors.

We face difficult times ahead, with challenges at a scale that few, if any of us, have encountered in our lives. And, ready or not, we're going to need IT modernization with an urgency agencies had not experienced before.


Go to SAIC'S COVID-19 Information page for more:

Posted by: Mark Forman

VP, Digital Government Strategy

Mark Forman is vice president of digital government strategy for SAIC. In this role, he is responsible for is leveraging deep domain expertise across the SAIC solutions portfolio to provide digital solutions important to U.S. Federal government clients. This includes data analytics, applications modernization, and hybrid cloud services using techniques including low code, containerization, and cloud native. He also co-chairs the SAIC CARES Solutions Task Force.

Forman is an accomplished thought leader with more than 30 years of professional work experience in industry and government, including a Presidential appointment to be the first U.S. Administrator for E-Government and Information Technology, the Federal Government’s Chief Information Officer.

Prior to joining SAIC in 2020 as part of its acquisition of Unisys Federal Systems, Forman was global industry vice president and global head of Unisys Public Sector. In that role, he designed and implemented the successful repositioning of Unisys as a global provider of solutions for Digital Government, Justice, Law Enforcement, Border Security, and Social Services. During his tenor, the Public Sector teams grew rapidly in both new clients and base business expansion, achieving nearly $1 billion in new contracts.

Before joining Unisys, Forman was vice president for IT Services and Cloud Solutions at TASC, Inc./Engility Corp., where his group assisted government agencies in transitioning to the cloud by providing advanced systems engineering, integration and decision-support services to the federal government. This work included building a high quality team of consultants and engineers that developed IT Modernization Roadmaps, a modern IT governance framework, and deployed the Federal Emergency Management Agencies first hybrid cloud environment.

Forman is past President and Co-founder of Government Transaction Services, Inc. which was established in 2010 to be the leading provider of cloud-based business process and transaction services enabling interaction with the federal government. Forman left KPMG LLP in January 2011, where he was a Principal/Partner and the Practice Leader of KPMG’s Federal Performance and Technology Advisory Practice. In this role, Forman created a rapidly growing organization of about 170 consultants assisting federal agencies in business transformation initiatives.

From 2001 through 2003, Forman was the first administrator for E-Government and IT at the Office of Management and Budget, where he instituted most of the Federal IT budgeting and governance processes in use today. From 1997 to late 2000, Forman was a principal in IBM Global Services where he went from leading a federal government practice to creating and growing the national Public Sector e-Business Consulting Services, which he then extended to IBM’s Global Public Sector e-Business Strategy Services practice.

From March 1990 through February 1997, he was a lead staff member in the U.S. Senate for legislative reforms in place today including: Defense and government-wide management, major acquisition programs, and IT and weapons acquisition. He also conducted oversight and investigations on horror stories in major government projects.

Forman holds a bachelor’s degree in economics from The Ohio State University and a master’s degree in public policy analysis from University of Chicago. He currently serves on the Social Security Administration Advisory Board IT Panel and previously served on the Board of Directors for Corio Inc. and the Advisory Board for PureEdge prior to their acquisition by IBM.



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