District of Columbia: Harnessing the Power of Information and Communication Technology to Enable Good Governance

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Case Details:

Case Code : ITSY061
Case Length : 22 Pages
Period : 2007-2008
Pub Date : 2009
Teaching Note :Not Available
Organization : District of Columbia
Industry : Public Sector
Countries : USA

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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"The District of Columbia, however, is at the forefront of a new era of governance, one in which technological advances now allow people from around the world unfettered access to their government. Through these advances, constituents can hold their government accountable from the privacy of their own homes."¹

- Vivek Kundra, Chief Technology Officer, District of Columbia, in 2008.

"Some CIOs find themselves swimming upstream against a turbulent combination of dysfunctional organizations and political leaders scared of technological change. Yet across the country, a pool of new talent is entering the CIO ranks -- many bringing private-sector experience to their new roles -- and finding themselves in a position to instill real change. These CIOs are making progress, in part because they have developed a sophisticated understanding of the political and business objectives of their jurisdictions and made clear how the IT organization can play a constructive role."²

- Public CIO³, June 2008.

Introduction

In January 2009, the Office of the Chief Technology Officer (OCTO)⁴, District of Columbia (DC), announced the launch of two new websites⁵ to make procurement transactions of the government open to the public for the first time in the district's history.

Through the new portals, potential bidders and residents could view, download related data,⁶ and participate in procurements carried out by the government agencies in the district.

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1] "Building the Digital Public Square," www.appsfordemocracy.org, October 15, 2008.
2] David Raths, "New Generation of Public CIOs Bring Talent, Innovation," www.govtech.com,June 25, 2008.
3] Public CIO is a magazine that provides technology news and solutions to public sector C-level technology executives.
4] The Office of the Chief Technology Officer (OCTO) is the district's central technology agency with over 700 employees and an annual operating budget of approximately US$72 million as of 2008. The aim of OCTO is to develop and provide technological infrasructure and services to district agencies, employees, residents, businesses, and visitors.
5] One of the new procurement sites was http:// contracts.dc.gov where visitors could view and participate in the procurement process. The other site offered complete information on the procurement of contract staff including their position, hourly rate, start date, and subcontracting vendor.
6] The district's procurement procedure became transparent as these websites provided related data such as Request for Proposal (RFP), questions and answers, videos of pre-bidding conferences, and public announcements.

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