As part of Techwire’s ongoing efforts to inform readers about state agencies, their IT plans and initiatives, here’s the latest in our periodic series of interviews with departmental IT and cybersecurity leaders.
Jim Switzgable is chief information officer and deputy director of the Information Technology Division (ITD) at the California Department of Developmental Services, roles he has had since Feb. 1. His two previous roles at DDS, both in ITD, were as chief of its Portfolio Planning Management Branch, starting in July 2018; and as chief of its Data and Development Branch, starting in May 2016. Before joining DDS, Switzgable was CIO for the California Department of Emergency Medical Services Authority from February 2014 to April 2016, his first role with the state. Before entering public service, his private-sector experience included serving in an executive role for global implementation at Paradigm Management Services from July 2010 to September 2012; and as U.S. head of governance for Xchanging from March 2009 to June 2010.
Switzgable has a Bachelor’s of Science in Economics/Marketing from Cornell University and a Master of Business Administration in Management Science/Finance from the State University of New York at Buffalo. He’s a 22-year-plus Lions Clubs International member with roles including president, secretary and vice president.
Techwire: As CIO of your organization, how do you describe your role; and how have the role and responsibilities of the CIO changed in recent years?
Switzgable: My role as DDS’ CIO is to collaborate with DDS executives to optimize technology investments and develop the IT organization’s skills, in support of DDS’ strategic direction. The role has changed dramatically in the last several years with the evolution of digital business. The CIO is no longer just a technologist, but a business executive making strategic investments in technology and staff skills, designed to provide DDS’ team with new capabilities. In addition, the increases in the capabilities and complexities of technologies such as cloud, software development, data and analytics et al., require the CIO to have, and continue to develop, a solid nucleus of managers and technology experts for maximum effectiveness. The strategic investments made today can make or break an organization’s workflow come tomorrow. For example, the IT system improvements to get DDS ready for our 2021 move to a new building, such as moving our environment to the cloud, shifting staff to tablets and incorporating Microsoft Teams into our project environments helped us rapidly pivot to telework options at the beginning of the COVID-19 pandemic. Adding video conferencing and collaboration tools to this foundation enabled DDS employees to do their jobs from anywhere, any time.
Techwire: How big a role do you personally play in writing your organization’s strategic plan?
Switzgable: IT is a critical component to the successful development and execution of DDS’ strategic planning. Most of DDS’ strategic goals require a significant technology component to achieve desired outcomes. I work closely with the department director, chief deputy directors and program leaders to identify and implement a technology strategy and road map to support DDS’ work. We align our technology investments, projects and training to directly support the department’s strategic direction and execution of a variety of critical policy initiatives. As IT leadership, I and the others on my team must work closely with our program leaders, listening to their needs and looking at ways to proactively inject technical solutions.
Techwire: What big initiatives or projects are coming in 2021? What sorts of RFPs should we be watching for in the next six to 12 months?
Switzgable: Within the past six months, we awarded contracts for two major projects that we have been planning for several years: our Electronic Visit Verification (EVV) project and our Reimbursement System Project (RSP). EVV is a federal requirement for care providers to report certain data when providing personal care services to beneficiaries in their homes. RSP involves modernization of the system, which supports our strategy for optimizing federal participation.
Techwire: How do you define “digital transformation,” and how far along is your organization in that process? How will you know when it’s finished?
Switzgable: Digital transformation is a continuous process. I don’t see DDS ever being "finished.” To me, digital transformation means we are optimizing our digital environment to meet DDS’ business needs. When I first arrived at DDS, “digital transformation” meant building a solid digital foundation with projects like implementing a cloud strategy and converting to digital processes and storage from paper-based records. With our recent move into the new Clifford L. Allenby building, we are now approximately 80 percent in the cloud and our paper records have been digitized. Since digital transformation is a process and new digital technologies are always presenting themselves, there will always be opportunities to improve business services. We remain diligent with our security environment, to stay ahead of the risks posed by creating this flexibility. The near-term digital transformation will continue with the implementation of RSP, EVV and future efforts.
Techwire: What is your estimated IT budget and how many employees do you have? What is the overall budget?
Switzgable: We have ~80 staff in IT and approximately a budget of $44.6 million. That’s a little low because it doesn’t include federal funding for some newly approved projects. The department has an overall budget of nearly $10.5 billion.
Techwire: How do you prefer to be contacted by vendors, including via social media such as LinkedIn? How might vendors best educate themselves before meeting with you?
Switzgable: Unfortunately, there’s just not enough time in the day for us to field cold calls or social media solicitations, so I strongly recommend avoiding those. The best way for vendors to potentially work with DDS is to respond to any RFPs or RFOs we send out via the state’s procurement/contracting processes. My staff and I also attend webinars and trade shows to continue learning and welcome networking opportunities at appropriate times during those kinds of events.
Techwire: In your tenure in this position, which project or achievement are you most proud of?
Switzgable: I am most proud of DDS’ Reimbursement System Project, currently in development. The original system was developed in the 1980s when the federal government only offered one waiver for federal reimbursement. Since then, the number of waivers and state plan amendments has grown to eight, and California now serves more than 360,000 individuals with intellectual or developmental disabilities, covering a wider variety of services and programs. DDS’ IT team has gamely maintained the original system, but we’re all looking forward to a more flexible and responsive system that will allow our program teams to implement new federal waivers with minimal input from the technical team. This project has also given the department the experience necessary to move ahead with additional projects that will implement technology that emphasizes compassionate, human-centered solutions to optimize services to individuals with developmental disabilities in California.
Techwire: If you could change one thing about IT procurement, what would it be?
Switzgable: I would like to see more flexibility in the state’s terms and conditions for IT vendors, with additional consideration for the unique attributes of complex technology procurements. Terms and conditions are very important for protecting the state, especially for security and data protection. Unfortunately, we are seeing vendors that will not agree to the standard T&Cs (terms and conditions), requiring back and forth between department legal staff and the vendor’s legal team. This delays the acquisition process, and in some cases, agreement can’t be reached, and we must forgo the procurement. There of course is a balance between flexibility and maintaining necessary controls and safeguards.
Techwire: What do you read to stay abreast of developments in the govtech/SLED sector?
Switzgable: I used to read a lot of different technical papers, but these days I rely on my staff subject matter experts and key consultants to direct me to the best reading. Techwire is one of my go-tos for state updates, and I like Wired magazine to stay up to date on what’s out there and for inspiration/new ideas.
Techwire: What are your hobbies, and what do you enjoy reading?
Switzgable: I am a BIG sports fan, especially football and hockey! The Buffalo Bills have been my team since way back in 1965 when my dad and I started going to games. Another big hobby/interest of mine is music – almost all genres. I have thousands of albums, both vinyl and on CD. Authors you’ll find me picking up in my downtime include Vonnegut and Steinbeck, and I like historical topics and biographies. I just finished Vonnegut’s “Breakfast of Champions” and have Edmund Morris’ trilogy of books on Teddy Roosevelt waiting for me. I consider myself a lifelong learner, and there is no better way to broaden horizons than reading a wide variety of subjects and sources.
Editor’s note: This interview has been lightly edited for style and brevity.
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