Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Start by GovLoop

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Table of Contents 3

Executive Summary

Equity Drives Impactful Technology Transformation

Making the Case for Equity

Taking the Guesswork Out of Government Procurement

Equity + Tech: Improving Public Services

Trading Technical Debt for Managed Services in the Cloud

What Problem Are You Trying to Solve?

What Outcomes Are Driving Your Cloud Strategy?

Conducting Equity Impact Reviews: The How and Why

Are You Prepared to Serve a MultiDomain Workforce?

Leading With Equity and Data

Creating a Culture for Transformation at Your Agency

Know the Barriers that Exacerbate Inequities

How Agile Is Your Cloud Strategy?

A GovLoop Guide

Conclusion

Executive Summary The word equity isn’t new to the government’s expansive vocabulary. But there are times when it seems to get lost in the alphabet soup of acronyms, policy documents and buzzwords that are inherent to public service. Even if you’re not quite sure what the word equity embodies, you’ve seen the impact of its absence or presence. In early 2020, the federal government reported that “the coronavirus (COVID-19) pandemic has revealed deep-seated inequities in health care for communities of color and amplifies social and economic factors that contribute to poor health outcomes.” You can exchange “health care” with “education,” “housing,” “business financing” or other benefits and services that have not played out equitably across communities. In many of these cases, technology has been critical for scaling solutions — from website rollouts to expanded online services to empowering government employees with modern tools to fight this nation’s deeply rooted challenges. Specifically, we’ve seen an acceleration in the use of cloud-based technologies to transform how services are delivered during the pandemic. In the process of that transformation, you don’t want to leave people behind. What might seem convenient and modern to you could be perceived as cumbersome to the people whom tech solutions are intended to help. And good intentions, without the proper framing, can inadvertently exacerbate inequities. You can’t digitize or automate away what’s embedded in policies, laws and programs. But you can apply

a new perspective, one of equity that looks at problem-solving with this in mind:

“…consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment…” — Executive Order On Advancing Racial Equity and Support for Underserved Communities Through the Federal Government

In researching for this guide, our goal was clear:

To share the experiences of technical and nontechnical employees who use a lens of equity to better serve the public. We’ve assembled their takeaways, templates and best practices throughout the guide. Key to their work has been the power of technology, including cloud-based tools that have expanded how and whom agencies can reach. The common thread we heard across these interviews is that when using foundational technologies like cloud computing to ensure equitable outcomes, governments must know what problem they are trying to solve and be clear about it. It’s also critical to know who will be impacted through any kind of resolution, how they will be impacted and who might be overlooked. Whether you serve on the frontlines, provide the underlying technology to support service delivery or make decisions that affect these efforts, this guide is for you. Use this resource as a starting point to rethink and reshape how technology and equity can enhance your work.

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

1 Hold for ad Red River Equity Drives Impactful Technology Transformation Both technology and equity are centered around change. So what if technologists and the mission teams they support considered how a cloud solution or IT service enabled them to serve a diverse public equitably? Embrace change to get the best of what cloud and equity have to offer. Read the article to learn how Red River’s Chief Technology Officer and Design Engineering Manager explain how they oversee Red River’s technology strategy through an equity lens.

READ THE ARTICLE

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Industry Perspective

Equity Drives Impactful Technology Transformation An Interview with Tim Rod, Chief Technology Officer, and Ramon Thomas, Manager, Design Engineering, Red River On the surface, it might appear that technical work and

“The data clearly shows that the more diversity, equity

efforts around equity belong on opposite ends of the

and inclusion you can drive into your organization, the

organizational spectrum. They’re often championed by

better the results,” Rod said. But a mindset shift that

different departments — IT and human resources — which

sees these investments as business enablers and force

have their own language and objectives.

multipliers is necessary.

But what if technologists and the mission teams they

2. Prioritize executive alignment and backing

support considered how a cloud solution or IT service

“I get to see the links between what we’re doing on the

enabled them to serve a diverse public equitably?

technology side and from an organizational perspective,

“Both of these topics center around change,” said Ramon Thomas, a Manager on the Design Engineering team at Red River, which focuses on technology

and then advocate for the executive team to support our entire company strategy, which includes things like cloud and DE&I,” Rod said.

transformation. “Cloud, for example, requires a

Companies that haven’t made that connection yet should

technology change, and equity requires a cultural

be introspective of their leadership team, he added.

change. At Red River, we have embraced both, and

Assembling diverse teams at Red River has been key

we’re dedicated to facilitating that change internally

to the company’s cloud strategy and how it supports

and externally with our government customers.”

government customers serving a diverse public. The

Although change can be perceived as disruptive, it shouldn’t be viewed in an exclusively negative way, said Chief Technology Officer Tim Rod. He knows the benefits

same is true for diversity initiatives, which connect senior leaders and employees across the company to tackle meaningful work together.

of overseeing Red River’s technology strategy through an

3. Address initiatives holistically

equity lens, whether the focus is integration services or

When organizations view equity and cloud holistically,

providing mission-critical expertise in cloud, analytics or

they can bridge education gaps, address the digital

security solutions.

divide and build a connected future. That’s evident

Rod and Thomas work on diversity, equity and inclusion (DE&I) initiatives at Red River and shared how organizations can embrace change to get the best of what cloud and equity offer.

1. Collect the right data Cloud isn’t a singular technology but a business approach that incorporates cost models and nuanced data points to drive a cloud initiative, Thomas said. Similarly, equity is a multifaceted goal.

through initiatives such as Red River’s mentorship program, in which it guides small companies that may be underrepresented in the marketplace and seeking to compete for federal contracts. The team also provides technology training to students at historically black colleges and universities. Prioritizing educational opportunities, whether for clients or mentees, is a core initiative, Thomas said. When equity is intertwined with technical work, holistic and lasting transformation takes place.

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Making the Case for Equity If you’ve seen any of the Biden administration’s early executive orders (EOs) and other presidential actions, you’ve probably picked up on a recurring theme. If not, consider this a quick primer. Many of those actions include a directive for federal agencies to use data and a lens of racial equity to: ■ Improve work conditions for government employees, or ■ Address barriers people face when accessing government benefits and services Since taking office in January 2021, President Joe Biden has issued a spate of presidential

actions, primarily EOs and memorandums, that establish the administration’s vision, goals and policies. One EO in particular, “Advancing Racial Equity and Support for Underserved Communities Through the Federal Government” (EO 13985), outlines core racial equity mandates for agencies. You don’t have to be in a senior role or responsible for making policy decisions to play a part in these efforts. Understanding how equity factors into the decisions you make, the way you do your job and the influence you have in shaping outcomes at your agency is key.

We touched on this in the “Executive Summary,” but here’s the administration’s extended definition of equity, per EO 13985:

“The term ‘equity’ means the consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment.”

This includes “Black, Latino, and Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality.”

A GovLoop Guide

So what does all this mean for government agencies? There are a few milestones you can expect this year that will shape how agencies operate, at least at the federal level. We’ll highlight some of them:

Identify methods to assess equity By late July 2021, the Office of Management and Budget (OMB) director must report on best practices, including methods and potential pilot programs, for assessing equity at agencies. The director will work collaboratively with agencies to identify these approaches and what can be expanded governmentwide to promote equity with respect to race, ethnicity, religion, income, geography, gender identity, sexual orientation and disability.

Conduct equity assessments By early August 2021, agencies must have reviewed and reported on the extent to which certain programs and policies have contributed to public inequities. Specifically, agencies must show if underserved communities and their residents face systemic barriers in accessing available benefits and opportunities.

Promote equity through budgeting and allocating federal resources As you’ve likely noticed, the administration’s budget director will play an integral role in ongoing equity efforts. This is telling because where and how agencies invest federal resources is an indication of where their priorities lie. The budget director is responsible for identifying opportunities to promote equity in the budget that the president submits to Congress. OMB’s director will also work with agency heads to study strategies, consistent with applicable law, for allocating federal resources in a way that increases investment in underserved communities and individuals. The director will report those findings to the president.

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Questions to consider Although many of these efforts are directed at leaders of federal agencies, the effect will trickle down. In other words, you and your colleagues will likely have a hand in answering questions around equity. For state and local employees, the federally funded programs that you administer also fall under this purview. With that in mind, we’re highlighting questions that will and should be asked:

What potential barriers may underserved communities and individuals face to enroll in and access federal benefits and services?

What potential barriers may underserved communities and individuals face in taking advantage of agency procurement and contracting opportunities?

Are new policies, regulations or guidance documents necessary to advance equity in agency actions and programs?

For offices and divisions within your agency that are responsible for advancing civil rights or have mandates that specifically include serving underrepresented or disadvantaged communities, what is their operational status and what institutional resources are available to them?

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Ideally, these are questions that should be asked upfront, long before a program, initiative, service or effort officially launches — whether those impacted are internal or external to the organization. To keep equity at the forefront, consider these types of questions regularly. But the reality is that agencies are retroactively reviewing systems, policies and programs that were not designed with an equity-first mindset. This work is a multipronged effort that cannot rely on good intentions and assumptions but rather sound data, input from diverse voices and the public’s trust. Partnership is key. Biden’s EO specifically states, “The head of each agency shall evaluate opportunities, consistent with applicable law, to increase coordination, communication, and engagement with community-based organizations and civil rights organizations.” Everything described so far is part of a yearlong effort. The goal is to produce a sustainable plan for addressing any barriers to full and equal participation in federal programs. This includes enrollment in and access to benefits and services, and agency procurement and contracting opportunities.

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Fed Tech

without the Friction Federal IT leaders are laser focused on the mission, and the technology needed to advance it. Procurement complexity, however, can slow progress to a crawl. Future Tech clears a path to faster innovation with its commitment to “Frictionless Procurement.” Offering IT solutions from more than 700 OEMs, including Dell Technologies, we’re a single source for your mission-critical technology requirements. We speed access through the latest GWAC contracts—including SEWP V and GSA. And, our ace Federal Acquisitions team is with you every step of

Learn more about how Future Tech and Dell Technologies can accelerate innovation in your agency.

Contact: Govops@ftei.com

the way, taking on the heavy lifting and executing flawlessly so you can focus on what matters most – the mission.

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Industry Perspective

Taking the Guesswork Out of Government Procurement An interview with Jeff Hopkins, Vice President of Business Development, Federal Acquisitions, Future Tech Enterprise, Inc The complexity and scope of government missions

First, he recommended that agencies identify existing

often outpace the technologies employees have at their

contracts that best align with their needs.

disposal. Part of the challenge is staying current with what solutions are available in the market.

NASA’s Solution for Enterprise-Wide Procurement (SEWP V), for example, is a Best in Class (BIC) among

The other side of that coin, however, is figuring out how

the governmentwide acquisition contracts (GWACs) that

to buy what is needed, whether it be cloud, artificial

agencies can use to buy the latest commercial solutions

intelligence (AI) or other technology solutions.

and services.

“There’s a lot of things that can happen through a

“It’s quick, easy to use, great customer service and the

procurement cycle, from the onset of developing

scope is large,” he said. “The procurement community

requirements to ensuring that the customer is taken

needs to become more familiar with the flexibility that

care of,” said Jeff Hopkins, Vice President, Business

this contract offers. I recommend to my customers that

Development Federal Acquisitions, at Future Tech

they familiarize themselves with the agency catalog.

Enterprise, Inc.

The more familiar customers are with the offerings on

A longtime Beltway veteran, Hopkins joined Future Tech

a contract, the easier it is for them to make efficient

in late 2019 and has built a team that prioritizes making

procurements the norm rather than the exception. When

procurement frictionless. “The key parts to frictionless

it comes to buying new technologies, no one wants to

procurement include Future Tech’s comprehensive range

be “first to jump in the pool,” Hopkins said. But opting

of IT solutions, exceptional responsiveness and having

for Best in Class, trusted and widely used contracting

the right contract vehicles,” he said.

vehicles can help ease concerns and reduce the

But sometimes there is a gap between agencies and

unknowns of procuring new technology capabilities.

industry as it relates to what is the best solution to support

The strength of these contracts, along with a diverse

their missions because technology changes every day.

pool of partners we provide to support the government

“There’s a discovery process required for government and new companies,” Hopkins said. “We help bridge that gap to help agencies adopt new technologies, such as bringing AI and virtual reality solutions to federal contracts

requirements, helps. As a women-owned small business, Future Tech excels in bringing together companies with complementary solutions that could ultimately benefit the government.

for the first time. We help to answer questions, introduce

“To me, it’s about transparency, honesty and strong

them to the technology, and support inquiries around the

relationships with our customers and partners,” he said.

technology’s maturity and competencies for testing it.” Hopkins provided tips to avoid some of the parasitic drag in the procurement process while seeking the newest technologies: Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Equity + Tech: Improving Public Services Technology has and will continue to play an integral role in promoting the equitable delivery of government benefits and services, in addition to opportunities. When the nation virtually shut down in 2020, government systems were still processing and disbursing stimulus checks. Program enrollments and transactions — although overwhelmed by the sheer number of applicants — were available online, and virtual communications across digital channels served as essential lifelines connecting the public with their government.

Equity must be central to conversations around the why and how of what you’re trying to accomplish. And true equity recognizes where technology’s capabilities end and people’s needs continue. Consider people who:

Don’t own a device

Don’t have broadband access in their homes

For example, agencies that adequately invested in digital services and cloud-based tools before the pandemic were better positioned to continue serving the public while employees worked remotely. They quickly transitioned to signing and routing documents digitally, collaborating virtually with team members, and finding creative ways to interact with constituents and vendors. In the words of Tanya Hannah, Chief Information Officer of King County, Washington, cloud is your how, providing a mechanism for how you can achieve an outcome. To make the most of what cloud has to offer — agility, flexibility, accessibility and more — you must first understand your why.

Can’t find online documentation in their preferred language

Are unbanked and cannot use digital payment options

You’ll hear more on this issue from Hannah later in the guide. (See page 24.)

“It’s always about the why: Why does this matter?” she said. Are you trying to pivot quickly? Are you trying to reach more people?

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At the federal level, the U.S. CIO and CTO will join forces with the administrator of the U.S. Digital Service (USDS) to assist agencies in carrying out the administration’s equity agenda. There’s no denying the interdependencies of technology, public trust and equitable outcomes.

What’s the U.S. Digital Service? USDS was founded in August 2014 during President Barack Obama’s administration. The agency quickly made a name for itself by revamping HealthCare.gov so that its design and infrastructure were simpler

“The pandemic shined a brighter light on how some of our most critical systems are not meeting people’s needs.”

for users. USDS recruits top designers, engineers,

— U.S. Digital Service

Employees partner with other federal organizations to

product managers and digital policy experts, bringing private-sector ingenuity to public-sector obstacles. tackle some of the government’s biggest challenges. Dana Chisnell, Policy Design @USDS and founding cohort

Have you assembled the right tech team? “IT teams should embrace a product mindset where they focus on creating technology that addresses the needs of end users, such as patients, residents looking for housing and families that need food assistance,” wrote GovLoop featured contributor Jenn Noinaj. Noinaj is a social impact strategist, researcher and designer who is passionate about using design to solve society’s most pressing challenges. She’s currently leading the Public Interest Technology Field Building portfolio at the Beeck Center for Social Impact + Innovation. Using technology to equitably address users’ needs requires bringing in new skills and competencies around things like human-centered thinking and product management, Noinaj said. She encouraged agencies and CIOs to think outside the traditional box and consider how product development and tech roles can better support the delivery of government services.

Traditional Roles Network administrators System administrators IT program managers Quality assurance testers Systems engineers Security analysts

VS. Product Development Roles Product managers User researchers User experience designers Data scientists Software engineers Site reliability engineers DevOps engineers

Read more from Noinaj about reimagining IT teams to support government service delivery here. She’s also part of the team that crafted the USDS Discovery Sprint guide, which highlights methods for running a discovery phase within an organization to fully understand the problem you’re trying to solve. Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

How to be smart about tech resources Whether or not you’ve actually uttered these words to your colleagues in IT, perhaps you’ve at least thought them: “I wonder if I could download this free online tool. It would help me do my job with far less hassle.” The intent isn’t malicious or to circumvent IT, right? In fact, using a given tool could help you complete work faster and create an equitable work environment for you and your colleagues. These internet-based resources are often userfriendly, ideal for remote employees, accessible from laptops and cell phones, and easy to add to workflows. Recognizing this reality while also balancing security requirements, many government agencies have shifted from skeptical bystanders to active participants in the world of ubiquitous, convenient and on-demand network services, better known as cloud computing. They’re proactively investing in secure, agile technologies to remove barriers to employees’ pursuit to better serve a diverse public. “The first thing to accept is that not all projects are appropriate for the cloud, and not all organizations have the skills necessary to fully take advantage of the cloud,” Bill Hunt, former Cloud Policy Lead at OMB, wrote on his personal blog. During his time at OMB, Hunt worked to develop the 2019 Federal Cloud Computing Strategy, called Cloud Smart.

“... Agencies must be actively investing in their staff. Agencies should allocate two to three times the standard training budget for IT and technology-adjacent staff, including project managers, program managers, and acquisition professionals. Some vendors provide a limited amount [of] complementary training, but inevitably agencies need more than these free offerings. This training should include non-IT topics as well, including diversity awareness training, accessibility, plain language writing, project management, agile development techniques, and budgeting and procurement.” With adequate and ongoing training, employees are better equipped to align with the spirit and intent of Cloud Smart. The strategy operates on the principle that: “agencies should be equipped to evaluate their options based on their service and mission needs, technical requirements, and existing policy limitations. Computing and technology decisions should also consider customer impact balanced against cost and cybersecurity risk management criteria.”

As part of his series on cloud myth-busting, Hunt highlights an issue that will be key to advancing equitable outcomes for all: staff training.

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$$$ The Centers for Medicare and Medicaid Services, the Veterans Affairs Department and the U.S. Air Force have been the top spenders on cloud computing since fiscal 2015. Source: Bloomberg Government

$8.5 billion:

Projected federal cloud spending in fiscal 2023 Source: Bloomberg Government

At least 32 states –

including states with cloud-first statues – had cloud-related strategies in 2020. Source: Internet Association

Investments in cloud are unlocking billions of dollars in cloud-adjacent spending on digital services and artificial intelligence. Source: Bloomberg Government

$6.6 billion:

Delaware, Minnesota and New Jersey

Federal spending for cloud infrastructure, platforms and software in fiscal 2020, up from $6.1 billion in fiscal 2019

are among the states that had cloud-first statutes in 2020. Cloud-first statutes prioritize cloud solutions over non-cloud tools.

Source: Bloomberg Government

Source: Internet Association

Throughout this guide, you’ll hear from diverse voices across technology, policy, data science, community-based, performance management and design groups, all of whom see equity as integral to their ongoing work. You’ll hear how they are working collaboratively with their colleagues and the public to find equitable solutions that ensure access to government services and benefits.

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

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Industry Perspective

Trading Technical Debt for Managed Services in the Cloud An interview with Billy Downing, Cloud Architect, Sterling There’s no disputing the integral role technology plays in supporting nuanced government work. What is up for debate, however, is how much of that tech infrastructure agencies can and should maintain themselves. “Agencies are not in the business of managing infrastructure,” said Billy Downing, Cloud Architect at Sterling. “Their business is to provide value to the mission directly, through technology.” For more than two decades, Sterling has been partnering with customers to solve the most complex issues of their IT requirements. Within the Navy, for example, Downing and his team are helping a customer embrace an IT infrastructure design centered on software-defined data centers, rather than hardware that can quickly become obsolete. This isn’t a beeline to the cloud, but it does create viable options for the future. A number of the agencies that Sterling partners with are in the assessment phase of adopting technologies such

2. Application modernization “For us, application modernization is the means to solve problems that exist today in stagnant, immobile and platform-dependent applications,” Downing said. Modernization is also about a long-term future that might include moving applications to different sites or enhancing them in new ways to extend their capabilities. He is an advocate of breaking down application components to run more efficiently in different environments, including the cloud. Historically, applications have been built in silos under the assumption that all functions of an app must reside within it. But that doesn’t have to be the case. Take user authentication, for example. Rather than developers writing authentication mechanisms within the application, that capability can be offloaded and consumed as a managed service. Developers can then focus on the core function of the application that

as cloud, and that’s why education is critical. Downing

provides direct value to the customer.

shared three benefits of consuming inexpensive,

3. Using hybrid cloud to leverage existing investments

managed services in the cloud that agencies should keep in mind on their journey.

1. Democratization of advanced services Government agencies are weighing their options for using advanced services, such as machine learning and streaming telemetry, which allow them to monitor data

When agencies modernize applications with portability in mind, a hybrid cloud approach becomes more feasible. This foundational work ensures that apps won’t become obsolete when demands change. Instead, agencies can scale current investments via the cloud

from network devices more efficiently and continuously.

and consume them as needed.

“Previously, investing in these capabilities required an

“Our goal is to educate and execute,” Downing said.

enormous upfront spend on on-premises solutions,”

“We help ensure that agencies are taking the correct

Downing said.

steps today so they don’t accrue technical debt down

Cloud computing has changed that model by allowing

overhead that is required in the infrastructure they use

agencies to use these services as commodities and consume them as needed without making extensive

the road. That includes helping them offload the to run their applications.”

infrastructure investments up front. Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

What Problem are You Trying to Solve? As you set out on this very substantial and substantive journey of elevating equity, it might sound basic and perhaps overly simplistic to devote an entire section to emphasizing the importance of identifying the problem you’re trying to solve. But in our research, we found time and again that stating, understanding and getting consensus on what problems need to be addressed can make the difference between flourishing and floundering endeavors. It’s likely that technology, in some shape or form, will be part of your effort. You could be relying on a database, online portals, analytics, geographic information systems or an enterprise system unique to your agency. Now, more than ever, being able to access these capabilities from different locations and devices is critical. Technology, though, is a means to an end, and this ongoing journey is most effective when the problem is defined and revisited regularly.

Not defining a problem to solve at the start

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An interview with Mike Sarasti, CIO and Director of Innovation and Technology for the city of Miami

Mike Sarasti, CIO and Director of Innovation and Technology for the city of Miami, shared how concise and clearly defined problem statements or objectives guide the work that he and his team do. You’ll hear more from Sarasti in the “Leading With Equity and Data” section on page 33. Before we give you a peek into his thought process, you should know that he is one half of an electro-rock duo. This matters because his identity as a musician is intertwined with his approach to problem-solving. “I think of myself as a creative,” Sarasti said, highlighting his mission to unlock creativity throughout the city by positioning problemsolving as a creative act. That includes changing the way that information or requests are made to his team and encouraging IT employees to view and solve problems differently. That’s especially needed during a time when agencies are being asked to tackle persistent inequities, in some cases without the guarantee of added resources to do it. That requires ingenuity and the ability to ask the right questions and be clear about how limited resources — time, money and energy — will be allocated. Sarasti shared some differences between the former and current problem-solving approaches that his team uses.

Old way • Employees relied primarily on longerformatted scope documents from the onset. • They gleaned useful nuggets from these detailed documents. • Over time, they became less useful because the team lost sight of the problem they were trying to solve.

New way • Employees kick off every program with a one- to two-page brief that leads with a problem statement. • Staff are encouraged to start their emails with the problem statement when responding to requests to change a product or system. • The goal is to create consistency so that people always expect the problem statement to be front and center. He shared that a customer-focused approach to problem-solving benefits employees in several ways: • More enjoyable work for those responsible for solving problems • Better outcomes because employees aren’t required to solve problems in a predefined manner • More opportunities for innovation as employees creatively think through new approaches and techniques • A healthy environment where leaders and team members can share their thought processes and perspectives

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

We also gleaned some practical tips from our chat with Sarasti that you can begin applying today.

Tip #1

Tip #2 Set a cadence for your team. • Identify the rhythm and cadence of how your team works, and practice working and collaborating at that pace.

Focus the problem statement directly on the customer. • “We want to go paperless” is not a sufficient problem statement, Sarasti said. • Why do you want to go paperless? • How is that changing someone’s life?

Tip #3

Tip #4

Engage your colleagues during meetings and program discussions. • When discussing program or project updates, try asking them this question: Whom did you help this week? • Whether the customer is a colleague down the hall or a constituent, draw the connection to the customer experience. Example: “I helped Devin, a business owner, get his permit this week.”

• For example, use that cadence to plan program meetings and project sprints, and embed that into your team’s DNA. Understand what is doable within twoweek intervals and give your team a vision to hold on to.

Create meaningful connections to human stories. • Once you get people talking about human experiences, you’ll foster more conversations about what’s happening in your community, particularly at state and local government levels. • Stories about the community are stories about equity.

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When equity is an integral part of problem-solving at your agency: “Things start to emerge about the neighborhoods and communities and the people that maybe haven’t been getting the attention that they should,” Sarasti said. “All of a sudden you realize you’re missing a bunch of stories because you’re helping, maybe, the wealthier part of town, or you’re helping all the people that you’re used to helping every day, but this is inconsistent with your experience as a resident in town.”

As these stories unfold, ask yourself: Who is missing from our problem statements? Why are they missing from our problem statements? “As you change the way that you talk about projects, and you focus on problems, and you focus on people, those things become more apparent,” Sarasti said. “It’s really just about creating transparency about what’s happening.”

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

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Industry Perspective

What Outcomes Are Driving Your Cloud Strategy? An interview with Carsten Paulsen, Solutions Architect, Data Center Portfolio, Wildflower International Estimating what you need to complete a task isn’t easy,

For example, at the labs, that means considering the

whether you’re a team of one or 1,000. That’s especially

broader social issues of using a particular technology and

true for complex missions in which technology and

what best supports overall outcomes.

equity are integral to achieving desired outcomes. For the team at Wildflower International, a small, woman-owned IT hardware and software solutions company, taking a proactive approach to problemsolving has been key. That has meant understanding how technologies such as cloud computing are evolving in the market and how it directly ties to business outcomes for customers, which include the Energy Department’s National Laboratories. As a Solutions Architect with Wildflower’s data center portfolio, Carsten Paulsen knows firsthand how integral cloud is to supporting these labs’ massive missions, such as climate science and hazardous-materials storage, and their impacts on local communities. “We work to stay in front of emerging technologies like cloud and its implications for agencies,” he said. For

2. Assess the impacts of your decisions As you consider the outcomes, also think through how the solution affects users, local communities, the public and your organization’s ability to positively effect change. These types of questions are woven into the fabric of Wildflower’s core values and how it operates as a Historically Underutilized Business Zone company. “As we grow, we’re directly and positively affecting business zones that have been historically underutilized,” Paulsen said. “We have a deep culture of showing the community that we are grateful for the fact that we are a part of it, and Wildflower was just recognized as the Dell Technologies Federal Partner of the Year for Excellence in Social Impact.”

the labs, that has meant the ability to quickly transition

3. Understand your current environment

workloads to the cloud as they expand, without

Having a trusted guide on your migration journey can help

disrupting meaningful work. So what can public servants take away from the impactful

you assess where you are today and where you want to be in the future. Cloud readiness doesn’t look the same for

work that Wildflower supports? Paulsen shared these

every agency and evolves as users’ needs change.

best practices for using technologies such as cloud to

“We assess and identify all assets present in the network

guide your efforts.

1. Elevate outcomes above a particular technology “Keeping the solution that you’re solving for relevant has to be a priority,” Paulsen said. “It can’t be about

and determine resource usage, interconnectedness, and interdependencies with other physical and/or virtual devices or applications,” Paulsen said. “The ultimate goal is to craft a cloud strategy that is appropriate for your agency’s journey and mission.”

having the latest and greatest.” For his team, that means ensuring whatever technology solution they choose is relevant to how the laboratories do business.

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Conducting Equity Impact Reviews: The How and Why We asked Hannah to share some takeaways from the EIRs:

An interview with

Tanya Hannah, Chief Information Officer of King County, Washington

Earlier in the guide, we highlighted efforts underway to assess equity across government services and programs. And, yes, this might feel like novel work to some. But for others, equity is hardwired into how they think, work and serve communities. “All of our work is about people,” said King County’s Hannah. You won’t hear her talking cloud or any other technology business model without including people and how their lives are impacted. And she backs up her talk with action. The county’s Equity Impact Review (EIR) Tool is actually a process and a tool to “identify, evaluate, and communicate the potential impact — both positive and negative — of a policy or program on equity.” The goal is to help departments and agencies increase equity and social justice work in the community and within the services King County government provides. Since at least 2018, Hannah’s team has been conducting EIRs of technology initiatives, which is now standard practice for all IT projects regardless of size. This shift was born out of necessity, not compliance. There was a need and desire to better understand internal and external customers and how technology decisions affect their lives. 24

• Before implementing a new technology, understand the motivations for people to connect with your organization or service. • Understand what they need to engage with you. • Focus on the customer experience of those you serve. • Not all technology is created equally. Know the difference when it comes to quality and what experience you’re trying to create for customers. When it comes to using cloud technologies, in particular, leading with people first means viewing cloud (your how) as an opportunity to be nimbler and reach more people (your why). She’s especially concerned about schoolage children and adults who have become increasingly disconnected because of the pandemic. “Tech is there to make it easier, to help eliminate barriers,” Hannah said. With the rise of more internet-connected devices, though, comes the increasing threat of security risks. That must all be factored in as technologists collaborate across departments and rethink what service delivery looks like today and in a post-pandemic world.

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Equity Impact Reviews Perception vs. Reality

Conducting internal reviews

One of the valuable lessons that Hannah has learned from conducting EIRs is that what’s perceived as modern, helpful and intuitive internally might not be viewed that way by the very people that tech solutions are meant to help.

Hannah also sees value in conducting EIRs on internal technology rollouts. The reasons: • Technology changes affect employees, and their input is valuable. • EIRs can support change management efforts, including training and communications with staff.

For example, as part of the county’s process to modernize its property tax system, there’s a public-facing component that allows seniors to go online and see if they qualify to claim certain tax exemptions based on age, income, disability status and other factors. The goal is to help seniors stay in their homes despite rising property values and taxes. As part of the EIR, Hannah’s team ran usability tests and gleaned feedback from potential users by partnering with AARP and senior centers.

“If you don’t understand who you’re serving [and] what their needs are, you may take for granted or overlook certain aspects that communities may find important,” she said.

Learning moment

“We had individuals from 55 up to 95 years old providing feedback,” Hannah said. “Things that we thought were cutting-edge, simplistic, they were like, ‘Why do I have to answer your questions to see if I qualify? Why don’t you just tell me?’” Simply put, users generally wanted to know the qualifications upfront, rather than having to enter personal information to verify if they qualified.

The voice and perspectives of customers are critical, and learning how to view the world through their eyes is what brings equity to life. As a Black woman in tech, Hannah’s life experiences shape her work in rich ways and guide how she shows up for diverse communities, what questions she asks, and how she listens and responds with empathy.

“We had to go back and redesign,” she said. The technology didn’t impress users. They wanted an experience they found easy to use and understand.

• Understanding your employee community is equally important as understanding the business community and the wider public that you serve.

And as someone who wears glasses and has spent considerably more time in front of a screen since the pandemic, she’s keenly aware of how government websites are presented digitally. There are people on her team, for example, who use screen readers or text-to-speech tools, to review websites and digital content for accessibility. The pandemic has reaffirmed the urgency of her team’s work to revamp the county’s online presence. The focus is making websites easier to navigate so that residents can find what they need when they need it.

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Website design is complex work that requires a lens of equity. That’s why the federal government is sharing solutions and best practices for building accessible and mobilefriendly government websites. You can find them here. If your agency doesn’t have a .gov domain, check out the process for requesting one at home.dotgov.gov/registration.

underbanked. They either do not use banks or banking institutions, or they typically use cash, money orders or prepaid debit cards for transactions. How are you serving those who are unbanked and aren’t part of the digital economy? Especially for local governments, are you regularly considering how you serve people who are unbanked?

Identifying the disparities in your user community It’s one thing to make decisions based on what you know and understand about the people accessing your services. But what about the people who are hesitant, unsure or unable to connect with your agency using current methods? “The pandemic has really brought to the stream of consciousness that there are communities that are underserved, that do not have access to devices, internet connectivity or the digital literacy skills to be able to engage in a digital economy,” Hannah said. “And then there are large parts of the country that because they are rural just don’t have infrastructure.” Hannah added that “People now recognize that there are kids who cannot connect for school. If you’re trying to do unemployment benefits, or you’re trying to do a job search, or you’re trying to schedule yourself for a vaccine,” it’s challenging and frustrating when you’re directed to a website but cannot access it.

Before you rush to digitize… Hannah shared some considerations to make as you keep equity at the forefront while also embracing new technologies and capabilities. She’s especially passionate about government serving constituents who are unbanked or

Additional questions to consider: How do people connect with your organization? Who is not connecting with your organization but should be? What’s available for your user base to access, and are they using those resources? How does the public perceive your digital communications and messaging? Are you providing the best delivery methods to reach your users, particularly underserved individuals and communities? Are you effectively partnering with community-based organizations, such as libraries, senior centers and social justice organizations, to better understand the makeup and needs of the communities that you serve?

A GovLoop Guide

Equity Impact Review Process 2. Assess Equity & Community Context

nd iti ons

Source: Kingcounty.gov

mmuni ty y co b pr d e

e rm Info

5. Ongoing Learning

Gu id

1. Scope

ies rit io

We’ve outlined the key steps involved in King County’s Equity Impact Review Process, as well as context around each step. Use the county’s framework as a starting point at your agency and tweak as you see fit.

3. Analysis & Decision Process

by co y curr t i ent equ

4. Implement

Phase 1: Scope. Identify who will be affected. □ Identify how your action will affect/serve people and places using demographic information. Consider, in particular, low-income populations, communities of color and limited-English speaking residents. • Reach: which people and places will be affected by your action? • Intensity: what effects, impacts and/or outcomes will your action have on people and places? • Duration: how long will the action have an effect– short-, medium-, and/or long-term? □ Identify the group of stakeholders and affected parties – including those who have historically not been/felt included or engaged – and their roles in decision-making.

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Phase 2: Assess equity and community context. □ Learn about affected communities’, employees’, and/or stakeholders’ priorities and concerns. □ Know which determinants of equity will be affected by your intended outcomes – both directly and indirectly. □ Know how your proposed course of action will affect known disparities within relevant determinants. (Use quantitative data and/or gather new information.) □ Identify potential unintended equity-related outcomes of this action.

Phase 3: Analysis and decision process. □ Project or map out how key alternatives will affect community and employee priorities and concerns. □ Evaluate each alternative for who will be disproportionately burdened or benefit— now and in the future. How will alternative actions differ in improving or worsening current equity conditions? □ Include upstream alternatives (and related costs) that target root causes to eliminate disproportionate impact. □ Prioritize alternatives by equitable outcomes and reconcile with functional and fiscal policy drivers.

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Phase 4: Implement. Are you staying connected with communities and employees? □ Communicate with communities, stakeholders and employees about how you will implement your action. □ Engage with affected communities and employees to guide successful implementation. □ Advance “pro-equity” opportunities when possible, i.e. contracting, hiring and promotion, materials sourcing, etc. □ Measure and evaluate your intended outcomes in collaboration with affected communities. Are there sufficient monitoring and accountability systems to identify unintended consequences? How will course corrections be handled if unintended consequences are identified?

Phase 5: Ongoing learning. Listen, adjust and co-learn with communities and employees. □ Evaluate whether your action appropriately responds to community priorities and concerns. □ Learn with the community to adjust your action as their priorities and concerns shift. □ Communicate progress to all stakeholders. Plan to include community feedback into future planning.

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

A GovLoop Guide

Industry Perspective

Are You Prepared to Serve a Multi-Domain Workforce? An interview with Peter Dunn, Chief Technology Officer, Defense & Intelligence Agencies, CDWGovernment (CDW-G) Optimizing existing cloud use and moving more workloads to cloud have been steady priorities for many government IT departments. For some, the recent move was born out of necessity to accommodate a newly distributed workforce.

2. Enterprise Cross Domain Solution Enterprise Cross Domain Solution, or ECDS, gives agencies the capability to access services at multiple levels of classification. “So, in other words, where you used to have to sit in a facility or build these tremendous

Although the reasons for adopting cloud vary by

secure facilities to protect the data, now you can access

agency, the reality remains the same. “Cloud initiatives

that information from your home or another location,”

are not going away anytime soon,” said Peter Dunn,

Dunn said.

Chief Technology Officer of Defense and Intelligence Agencies at CDW-G, a technology solutions provider. “And the longer that agencies delay getting to the cloud, the more it’s going to cost, and the less return on investment they’re going to see.” “COVID-19 opened the door for tele- everything,” he said. Couple this expanding requirement for ubiquitous online access with government mandates for secure cloud adoption, and you get the necessary capabilities for supporting a Multi-Domain Operations (MDO) workforce. MDO is more frequently associated with the military to describe this era in which personnel are having to fight, train and plan across multiple domains: air, land,

The National Security Agency’s Commercial Solutions for Classified program has been integral in supporting this work. The program is designed to enable commercial products for use in layered solutions protecting classified national security systems data.

3. Enterprise Security Management Infrastructure “What we’ve done with IT modernization is show agencies ways to automate deployments,” Dunn said. Using CDW-G’s Security Management Infrastructure (SMI) Mitigates Risk, for example, agencies can actively manage and monitor the security of their infrastructure

maritime, space and cyberspace. Although non-defense

in an automated way.

agencies aren’t facing the same battles, they do have

4. Enterprise IT Modernization

to consider how they support and equip employees in various work environments.

Under this model, agencies outsource some core IT services to the private sector, including network

Dunn outlined four key enterprise capabilities that a

transport, device provisioning, cloud services and even

cloud-enabled approach provides agency workforces

help desk functions. The goal is to save money, keep

across various domains.

pace with technology innovation and allow agency IT

1. Enterprise Virtual Training Cloud

personnel to focus on cybersecurity and other core,

Enterprise Virtual Training Cloud is a 21st-century

mission-driven functions.

training solution that sits on top of a private cloud-based

“With all of these enterprise capabilities, the key is proper

solution. It enables agencies to either host training

planning,” Dunn said. “The goal is to ensure that agencies

solutions on their own internal private clouds or the

are well-informed on the best approach, whether that’s

private cloud of an external organization.

on premises, in the cloud or hybrid, all of which CDW-G can accommodate.”

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Leading With Equity and Data An interview with Cheriene Floyd, Director of Performance and Analytics, Office of Equity and Inclusion, Miami-Dade County

Making equity a priority doesn’t permeate the workforce through good intentions. Equity is elevated when leaders set a clear vision and plan that all employees understand and can identify with based on their respective roles. “Vision is so important,” Floyd said. “It’s actually what really led me to work for the mayor. She has a bold vision for this work. She told me she wanted to be a global model.” In a contributed piece for the Miami Times, MiamiDade County Mayor Daniella Levine Cava detailed the vision she described in her first State of the County address in January 2021. She outlined four Es that will define her administration: • Equity as a sharp focus • Economic opportunities • Engagement, including input from everyone • Environmental investments Levine Cava was clear about what equity is and is not. “Equity doesn’t mean equality. Equity means doubling down on investments in communities that have been historically disenfranchised and underserved. This means a focus on racial equity, as well as expanding access and economic opportunity to all groups who have not been on a level playing field – including women, the LGTBQ+ community, and people with disabilities.” The mayor tapped Floyd to advance the county’s equity agenda through data. Specifically, she’s responsible for using the power of data to 32

“We have access to so much information. It’s tempting to take a tweet with a buzzword and a data point and run with it. I think we need to slow down and practice the discipline of drilling down on what’s really happening.” — Cheriene Floyd, Director of Performance and Analytics, Office of Equity and Inclusion, MiamiDade County

develop and measure inclusive policies, and to create a central dashboard and other tools to track equity metrics. Floyd shared how she’s approaching this massive undertaking and how her life experiences and previous role working for the city of Miami will aid in those efforts. In the words of the mayor, the goal is to operationalize equity. But what does that mean exactly? “We’re looking at every corner of government, from who’s working with us, to our employees, to our programs,” Floyd said. “So that’s a big bite. That’s a big vision, which I like. But we’ve got to start somewhere.” As part of the initial discovery phase, she’s getting a lay of the land by understanding and articulating: • What data the county has • The condition of the data • Where data is located • What tools are used to store, process and analyze the data • What’s known, based on current data • What opportunities exist to improve data quality around certain topics • Where can we connect the dots and/or scale some of the amazing work currently happening in the county

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“I think we all know anecdotally there are disparities and there are inequities, and I think there are a lot of groups that are taking good stabs at quantifying the problem in different categories,” Floyd said. In the coming months, her focus will be on providing situational awareness and context around what equity looks like in the county in high-priority areas. As part of this work, she keeps these truths at the forefront: Data analytics is a process. Sometimes it provides clear answers, but most of the time it leads to more questions. Everyone has an opinion on what they believe is wrong. If we’re not careful, we’ll lead with our set opinions and leave behind creativity and curiosity. The key is properly focusing that energy toward shared goals. Be obsessed with the customer and connect your work to the impact on people’s daily lives. In government we’re dealing with the reality of mistrust. We can take simple steps to improve relationships with customers by being consistent and sincere. Technology is important, but when you don’t harness it with clear problems to solve and good data, good technology efforts can run afoul. A shared vision can unite people across teams and redirect the intelligence and institutional knowledge in the room to solve problems collaboratively. That vision starts at the top. For example, the mayor often calls herself the Collaborator in Chief, which sets the tone for problem-solving

countywide and beyond the walls of government. In February 2021, Miami-Dade launched the largest nonpartisan, issue-oriented survey in its history, according to Thrive305, a countywide civic engagement initiative. The data will inform the mayor’s agenda and action plan for supporting an equitable and thriving community. Another point to keep in mind: Remember that you have influence, whether or not you’re leading a team. As more states and cities hire equity and inclusion officers and directors, we can all advance this meaningful work by heeding advice from Floyd’s former colleague and CIO of Miami, who shared his problem-solving techniques earlier in the guide. When Sarasti was Chief Innovation Officer for the city, he was a team of one, and his goal was to put himself out of business. He shared how that same mindset can apply to equity work: “In our organization of 4,000, you have 4,000 innovation officers, right? That’s the goal. I think that is what needs to happen [with equity], the same way that you bring [an] innovation mindset to the masses. I think it’s a similar life cycle we’re going to see on the equity piece. I think an Office of Equity and Inclusion is really cool because you’re sending a message that that is important to the organization. The real magic happens when you take that and you scale it. And you have, in the case of the county, 26,000 employees. You have 26,000 equity officers.” Try this: Depending on time and the size of your group, ask team members to share how they define the problem that needs solving. Yes, this sounds rudimentary, and there may be people who have been working to address a particular problem for years. The goal is to collectively agree on what problem your team is trying to solve. “The problems are huge,” Floyd said. “When we start articulating things we want to solve for, it allows us to address them in bite sizes.”

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

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Industry Perspective

Creating a Culture for Transformation at Your Agency An interview with Michael Nardone, U.S. National Cloud and DevOps Practice Leader, Insight Digital Innovation There’s mounting pressure on government agencies to

At Insight, this belief is core to the respectful and

provide better outcomes for constituents, whether that’s

inclusive environment that’s fostered at every level of its

making communities healthier and safer or improving

business. Through the company’s 15 Teammate Resource

water quality.

Groups (TRGs), employees can connect with colleagues

Although the outcomes may vary, there’s a common

on a deeper level and unlock their collective potential.

technology thread driving this work. “These global

2. Processes

changing conditions have increased the consumption

Cloud adoption will undoubtedly stretch your existing

that we see across all major public cloud providers,” said Michael Nardone, U.S. National Cloud and DevOps Practice Leader for Insight Digital Innovation. Insight helps agencies innovate smarter with transformative technology and data-driven experiences. Nardone said that agencies aren’t just adopting cloud because it’s different or better but because it unlocks impactful results. Take the Iowa Department of Public Health, for example. The agency partnered with Insight to modernize COVID-19 data workloads, accelerating reporting from monthly to real time, per federal requirements. “Cloud is also the great equalizer because it levels the playing field,” Nardone said. “It democratizes advanced technologies, making them available to communities and individuals who might not have had access to them.”

processes for purchasing technology services, collaborating across teams and more, Nardone said. It’s vital that you have a prescriptive framework to guide that journey. Having a cloud center of excellence to serve as a joint task force or tiger team that leads those efforts is a best practice widely used in public and private sector organizations. “You have to have a dedicated, focused team if you want to maximize your investment in cloud,” he said. “That multidisciplinary team is able to help upskill your organization and drive adoption.”

3. Technologies There’s a lot of complexity when it comes to managing multiple public clouds. “Having the right strategy and accelerated decisionmaking around which technologies apply to which use

Adopting public cloud can be challenging, even for the most seasoned IT departments. Nardone shared best practices for creating a culture that embraces transformation through public cloud adoption.

cases to drive the outcomes that you’re looking for is absolutely critical,” Nardone said. Ultimately, to get the most out of the public cloud, you can’t treat it like another data center, he said. It has the power to serve individuals at state, local and

1. People Successful cloud adoption from a people perspective is about understanding that you need large, diverse, multidisciplinary teams that are willing and eager to

federal levels, better. “Partnering with the right team is how you will lead a successful cloud adoption and outcomes that you’re looking for.”

learn, Nardone said. Having the right team is key to keeping pace with the extreme rate of change and complex needs that arise across user communities. Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Know the Barriers that Exacerbate Inequities An interview with

Tracey Patterson, Senior Program Director, Social Safety Net

Eric Giannella, Data Science Director

GovLoop sat down with members of the Code for America team to help identify and unpack some of the underlying barriers to elevating equity in government. We spoke with Tracey Patterson, Senior Program Director, Social Safety Net, and Eric Giannella, Data Science Director. Their comments were lightly edited for brevity and clarity.

Don’t treat equity like a standalone research project Patterson: Unfortunately, it’s the first time that we’ve seen equity be raised at the federal level when it comes to both policy design and delivery. I think it was especially encouraging in that executive order to see it so closely linked to delivery. This isn’t just a standalone research project so that we can study the inequities. We need to both study them and change how we’re delivering programs so that we’re not merely studying the program and continuing to deliver on the status quo.

barriers in signing up for benefits. And a lot of those things work against you the less stable your life is and the less resources you have in terms of your personal networks and assets and things like that. So if you don’t have a stable mailing address, or if your phone is unreliable, getting a call from a caseworker to get an interview or getting a notice of what documents you need to submit to the county are even harder — much less going online and finding those documents.

Understand participation gaps in your programs Giannella: This starts to put attention on the barriers to enrollment that actually, I think, do have sometimes unfair repercussions across class and race and language. And there’s also a kind of barrier in terms of trust and participation. So if you look at participation gaps for various federal programs, often they are skewed in terms of language and age.

Don’t make equity an afterthought Patterson: Often, equity comes too late. The promising moment that we’re in is that equity is not the sort of lens you put on something, or just an analysis you do, but it actually needs to be woven in, both to the policy, to administration, to evaluation, so that what you’re measuring as success really takes all that into account.

Pay attention to procedural barriers Giannella: The barriers that exacerbate inequities are actually the kind of procedural 36

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Know the impacts of good intentions

See equity as more than a compliance exercise

Patterson: I’ll give an example from the Supplemental Nutrition Assistance Program (SNAP), the food stamp program. There is a congressional policy that says you may not make a question about race or ethnicity a required question on an application for SNAP. Great intent. You would never want to put someone in a compromising position where they have to define themselves as a requirement of getting benefits.

Giannella: A lot of this grows out of equity considerations being an afterthought and being treated as a compliance issue. We have to report these numbers, and so we will gather data that is barely sufficient for creating some reports that we have to provide. And then the system isn’t really built to do anything with those numbers.

However, the feds require that states report the race of each participant, and so what happens in practice is that caseworkers guess or assign the race to a person that they are speaking to on the phone, or by looking at a name. And so what starts as two well-intentioned things becomes much more inequitable because now you have caseworkers making judgment calls on someone’s identity, rather than allowing them to self-identify.

So I think that one challenge is, apart from the bad data, there’s not really an over-time analysis of what’s happening to people from various groups as they try to seek out help from the government. I think one thing that could be useful is looking at the experiences of different people seeking out help. What are the barriers they experience and how are those shaped by where they’re coming from?

Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Rick HaRdy, executive vice PResident sales and alliances 9045 Junction dRive annaPolis Junction, Md 20701 www.feddata.coM alliances@feddata.coM (410) 533-8040

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Industry Perspective

How Agile Is Your Cloud Strategy? An interview with John Rehmert, Data Center Architect, FedDataTechnology Solutions Think about all the technology capabilities and internet-

2. Select the right platform

connected devices that have not only impacted where

As agencies invest in the power of hybrid cloud, they

employees work but how they work.

also have to be mindful of selecting a platform that

Data collection and processing and network access,

allows seamless management of all investments.

for example, aren’t relegated to a specific building.

“There isn’t built-in consistency and agility between

Instead, these critical tasks are happening at the “edge,”

those cloud providers, and they each tend to do things

whether that’s in a branch office, another state or in a

a little differently,” Rehmert said. So if you use those

remote location.

cloud service providers without a consistent platform

In many cases, cloud computing has been the foundational thread supporting these efforts, specifically hybrid cloud models that support agile and consistent delivery of government services. “For each service, application, or dataset, considering stakeholders and business outcomes are the two key things to realizing value from any platform, whether that’s hybrid or public cloud,” said John Rehmert, Data Center Architect at FedData Technology Solutions, a systems integrator. He offered these best practices for agencies to ensure they are both ready and smart about how they invest in cloud.

1. Prepare, prepare, prepare In the early days of government cloud adoption, there was a lot of misunderstanding around needing to be in the cloud at all costs versus taking a measured, analytical approach.

that allows you to remove the uniqueness across vendors, you’ll miss out on the mobility and agility that cloud offers. He highlighted VMware Cloud Foundation as an alternative. It’s a single platform that provides a consistent and secure way to automate predictable and repeatable deployments and operations. That’s true across on premises and public clouds, including AWS, Microsoft Azure, Google Cloud and IBM Cloud. This level of flexibility empowers agencies to be more agile and efficient by quickly aligning cloud capabilities to support mission needs.

3. Seek strong partnerships Cloud adoption isn’t a solo journey, and that’s evident through successful partnerships FedData Technology Solutions has with government agencies. “We’ve been supporting Naval Sea Systems Command (NAVSEA) with the implementation of a Dell Tactical Azure Stack,” which is a ruggedized hybrid cloud

In a cloud ready or cloud smart organization, most

platform available for tactical edge deployments,

of the time technologists are embedded with the

Rehmert said. That support also includes capabilities

business units because they need to understand the

to move data on or off premises as needed.

requirements and how best to translate them for an on premises or, cloud service provider model, or a hybrid cloud model, Rehmert said.

“Ultimately, strong partnerships take into account that cloud adoption isn’t just organizational but cultural, he said.”

“Cloud is not just someone else’s computer,” he added. “It really is a paradigm shift for an organization to move to a cloud-ready approach.” Delivering Government Services Through a Lens of Equity: Technology, Policies and Conversation Starters

Conclusion Equity can’t be another buzzword. The stakes are too high. The large-scale challenges that the government is tackling require a fresh perspective that values and prioritizes equitable outcomes for all, whether it’s the COVID-19 response, access to technology, economic recovery, education or securing critical systems that we all rely on. When we set out to tell the stories of how equity, policy and technology are improving the delivery of government services, the experts featured in this guide forced us to pause and rethink how we share both success stories and pitfalls. They challenged us to consider what conversations aren’t happening in departments or offices that should be. We chose to spotlight those discussions in hopes of helping you find your place in this conversion. As a next step, we encourage you to go back through the guide, start using EIRs for technology and other projects, and host brainstorms with your team to tap into the foundational ingredient that elevates equitable public services: collaboration.

About GovLoop

Thank You

GovLoop’s mission is to inspire public sector professionals by serving as the knowledge network for government. GovLoop connects more than 300,000 members, fostering crossgovernment collaboration, solving common problems and advancing government careers. GovLoop is headquartered in Washington, D.C., with a team of dedicated professionals who share a commitment to the public sector.

Thank you to CDW Government, Dell Technologies, Federal Data Systems, Future Tech Enterprise, Insight Enterprises, Red River, Sterling Computers Corporation and Wildflower International for their support of this valuable resource for public sector professionals.

For more information about this report, please reach out to info@govloop.com.

Designers

Authors Nicole Blake Johnson, Managing Editor

Nicole Cox, Jr. Graphic Designer

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Equity. Equality. Empowerment. Breaking through barriers takes breaking down barriers. That’s why we’re committed to identifying and mitigating bias and cultivating belonging in all that we do. DellTechnologies.com/SocialImpact

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