Florida Technology Magazine is the premier publication exclusively tailored for Florida’s legislators, state agency leaders, CIOs, and local government CIOs. It serves as a trusted resource where state government leaders, industry experts, and the Florida Technology Council collaborate to provide insightful, relevant content. The magazine’s articles focus on advancing Florida through technology, addressing critical issues in governance, cybersecurity, operational efficiency, and more. Delivered at no cost to Florida’s government leaders, this publication is made possible by the Florida Technology Council, the state’s only nonprofit organization dedicated to fostering a stronger, safer, and more efficient Florida through ethical education and collaboration.
2024 Fall Edition
“...This technology is changing the way we coordinate, collaborate, and communicate” Page 22
Leadership, Life, and Technology Page 11
Guidelines for Responsible Use of Generative Arti fi cial Intelligence in Government Page 31
Reshaping Computing in State and Local Governments Page 20
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Contents 16 4 NWRDC: Community Cloud Data Center by Tim Brown
2024 Fall Edition Vol. 1 Number 3
24 Florida’s Future Depends On Connectivity by Jessica Fernandez Crown Castle, Senior Manager, External Affairs, Florida and Puerto Rico 26 Idaho National Lab and Cyber Florida adopt NIST CSF 2.0 to Support Florida’s Public and Private Sectors by Bryan J. Langley 30 Tongue in Cheek: 50 Years of Twisted Logic 31 Guidelines for the Responsible Senior Executive Advisor, Cyber Florida: The Florida Center for Cybersecurity Use of Generative Arti fi cial Intelligence in Government From The FTC Policy Committee 42 Mastering Data Governance: A Step-by-Step Guide for Government Agencies by John Guedel Vice President - Public Sector at Precisely
The Critical Role of Secure Websites in Government Communication and Public Trust by Adrian Esquivel CEO- TECKpert 18 Data-Driven Decision-Making: Leveraging Data Science to Inform Decisions and Improve Outcomes by Emily Saras CEO and Data Scientist, Knowli
Assistant Vice-President of NWRDC & FLVC, Florida State University
7 Why Cyber Risk Should Be Considered a Business Risk and a Government Institution Risk by Juan Pablo Castro Director of Cybersecurity Strategy & Technology (LATAM) at Trend Micro Inc. 9 Opening Opportunity for Untapped Talent by Alice & Mary Hayes Workbay 11 Leadership, Life, and Technology: Insights from David Clark by David Clark 13 KPMG: Leading in Broadband by Maggie Mickler Managing Director, KPMG CEO - MyGovGuide, Managing Partner - Allegiant Strategies Group
20 How AI Technologies Are Reshaping Computing in State and Local Governments by Cameron Chehreh Vice President and General Manager of Public Sector at Intel 22 The Future of Emergency Management: Dreaming Bigger and Moving Faster by Monica Corbin Client Partner, Slalom
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By Tim Brown , Assistant Vice-President of NWRDC & FLVC, Florida State University NWRDC: Community Cloud Data Center
create, this approach created silos, each containing individual systems. This also led to “system sprawl” and the filling of data centers with many small, underused systems. The next step in systems evolution took a lesson from the past. Mainframes had long been able to create virtual logical partitions within one physical server and this rediscovery of virtualization allowed for the useful optimization of underused servers. Virtualization also let us create generic platforms that could easily move between different hardware platforms and operating systems alike. This greater portability led to the next “rediscovery,” known as cloud computing. In that past when we connected to the mainframe for services, we did not usually care, or even know, where the mainframe sat. Virtualization (and high-speed networks) gave us the same freedom and it no longer mattered where the
servers and compute cycles physically sat. Cloud Environments
Mainframes to Cloud In the days of the mainframe, “big iron” provided a shared computing environment that was relatively easy to manage. You could track a user’s consumption of resources, such as CPU time, I/O, or storage. However, these large mainframes were much too large and expensive for everyone to have one and the shared-use model offered a logical alternative. With the evolution of the microchip and the advent of personal computers, the computing workload became dispersed. Client- server computing provided the opportunity for distribution of some tasks to local systems, thus reserving the central computer for heavy calculation, specialized applications, and data distribution. Over time, the use of web-based applications grew, where computing is handled by a mixture of back-end servers. Easy to
There are four basic types of
cloud environments:
• Public: The term “cloud computing” usually refers to public cloud, which can contain many customers from many different organizations. Large public clouds can be distributed globally, involving multiple data centers. This model maximizes resource sharing; however, given its geographically dispersed nature, many government-based organizations have concerns as to the whereabouts of their data. • Private: Some people argue that private clouds are not really clouds at all, in that they belong to a single organization. While the owner can rearrange
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resources and direct them where most needed, the organization still has purchased or acquired all the resources, creating a strong likelihood of underused resources. This means that any resources not currently used are an expense without benefit to the organization. On the positive side, the customer knows where all data is stored, and tighter organizational control could be implemented if needed. • Community: A community cloud leverages the best features of public and private clouds. Resources are shared but among organizations with a common function. Multiple customers provide for more effective use of resources, and the common focus allows for a greater level of control and security. Furthermore, the community cloud gives a greater level of specialization and control while still sharing resources and costs. “GovCloud” is often used in reference to a public cloud setting exclusively for the use of government organizations and can be considered a type of community cloud. • Hybrid: A hybrid cloud is any combination of the above models that allows sharing resources between local sites and a community-based cloud. This model recognizes the need for greater availability and access to resources in a shorter timeframe. For peak usage, customers could augment local resources by tapping into another cloud. Community Cloud Data Center An example of a community cloud exists as the Northwest Regional
Data Center (NWRDC) at Florida State University (FSU). Established in 1972 as one of four regional data centers for the State University System of Florida, NWRDC initially offered mainframe services to universities across the state. Today, NWRDC provides a wide range of services to public sector entities across the State of Florida. A common concern over cloud computing – especially community cloud technology – is loss of control. To address this concern, NWRDC and FSU adopted a shared governance model to give all participants a sense of ownership. This move has essentially alleviated the trust issue and has been key to the community cloud service's success. By working together, the member-customers have access to enterprise-level services and facilities that would be difficult and expensive to implement individually. As a self-funded auxiliary of FSU, NWRDC receives no funding from the university or the State of Florida – it is 100 percent funded by its charges for services to its customers. As a nonprofit state entity, NWRDC cannot charge more for a service than what it actually costs to
provide. Each service or cost center must be self-supporting and operate within the guidelines of the Charter of Operation. For its Community Cloud, NWRDC provides a resource-on- demand model. The core component of NWRDC's General Computer cluster (vCB-G), allowing customers to subscribe to dedicated resource pools and run multiple virtual machines as needed. This flexibility empowers customers to dynamically allocate resources based on their current needs and prioritize them within the dedicated environment. NWRDC’s hybrid cloud architecture collaborates with its partners in the public and GovCloud space, including Microsoft Azure, Amazon Web Services, and Oracle Cloud Infrastructure to provide customers with extensive support and a variety of options. Leveraging the purchasing power of its entire user base, customers benefit from competitive pricing, discounts, and streamlined purchasing directly through us. Its holistic cloud computing solutions are designed to enhance compliance with the State of Florida’s Cloud First Initiative.
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Why Cyber Risk Should Be Considered a Business Risk and a Government Institution Risk By Juan Pablo Castro , Director of Cybersecurity Strategy & Technology (LATAM) at Trend Micro Inc.
W ith over two decades of experience in the field of cybersecurity, I have seen firsthand how cyber risk has evolved from being a technical issue confined to IT departments to a critical business and operational concern. This shift is evident across both private sector businesses and government institutions. Recognizing cyber risk as a core business risk is crucial for safeguarding operational continuity, financial stability, and public trust. The 4Vs framework—Value,
Velocity, Variety, and Visibility— provides a comprehensive approach to understanding and managing these risks. Cyber Risk as a Business Risk In my work with various businesses, I’ve observed that cyber risk management is essential for protecting financial health and operational resilience. Cyberattacks can lead to significant financial losses through data breaches, ransomware, and business
interruptions. The average cost of a data breach can be staggering, encompassing lost revenue, remediation efforts, and potential legal penalties. Cyber incidents can also severely damage a company’s reputation, resulting in loss of customer trust and long-term market position. To address these risks, businesses must consider the 4Vs: 1. Value: Understanding the value of digital assets is crucial.
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the high stakes for robust cyber risk management in the public sector. Recognizing cyber risk as a core operational risk involves: 1. Value: Government institutions must prioritize the these assets ensures that resources are allocated appropriately. 2. Velocity: Government entities must be prepared to respond quickly to cyber threats. Implementing real-time threat protection of sensitive data and critical infrastructure. Understanding the value of detection and response mechanisms is crucial to protect national interests and public safety. 3. Variety: The range of cyber threats faced by government institutions requires a comprehensive defense strategy, including protecting against insider threats and state-sponsored attacks. 4. Visibility: Government agencies need complete visibility into their IT environments to detect and respond to threats effectively. This involves continuous monitoring and threat intelligence sharing. In conclusion, based on my experience spanning more than twenty years, cyber risk is a pervasive threat impacting both businesses and government institutions. Recognizing it as a core business risk is essential for protecting assets, maintaining operational integrity, and safeguarding public trust. By integrating the 4Vs—Value, Velocity, Variety, and Visibility— into their risk management strategies, organizations can better prepare for and mitigate the effects of cyber threats in our increasingly digital world.
Protecting high-value assets, such as customer data and intellectual property, is a top priority. 2. Velocity: The speed at which cyber threats evolve requires businesses to react swiftly. Rapid threat detection and response are essential to mitigate damage. 3. Variety: Cyber threats come in various forms, including phishing, malware, ransomware, and advanced persistent threats (APTs). A multi-layered defense strategy is necessary to address this variety. 4. Visibility: Achieving comprehensive visibility into the organization’s IT
Cyber Risk as a Government Institution Risk In my collaborations with government institutions, I’ve noted that they face similar, if not greater, cyber risks. The implications of a cyberattack on a government entity can be profound, affecting national security, public safety, and the delivery of essential services. Critical infrastructure sectors such as healthcare, energy, and transportation are particularly vulnerable, and disruptions can have widespread consequences. Government agencies are custodians of vast amounts of sensitive data, including personal information of citizens and confidential national security information. Breaches in government systems can lead to identity theft, espionage, and even geopolitical conflicts, highlighting
infrastructure is key. Enhanced visibility allows for proactive risk management and timely threat mitigation.
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Opening Opportunity for Untapped Talent
By Alice & Mary Hayes , Workbay
“The challenge facing the United States today is to rebuild the links among work, opportunity, and economic security for all Americans in the face of accelerating technological change.” - U.S. Council on Foreign Relations
T he domain of people who earn below median income— together with those who support them in education, worker retraining, apprenticeships, and local economic initiatives—forms a massively valuable network crucial to everyone’s economic and social future. This network serves approximately 30 million Americans who are underemployed and unemployed, connecting them with government and community resources as well as employer HR teams. An initiative to provide a system of support for people without jobs and jobs without people emerged from Orlando Florida in 2015. This effort evolved from over a decade of experience in delivering
occupational training for Fortune 500 companies. The goal was to address the issue of frontline workers losing their credentials when moving between employers. Consequently, a platform was developed to help job-seekers attain, promote, and maintain their credentials pre-hire, during employment, and post-hire, and making these credentials available to employers and economic development agencies across communities. Hidden Workers Represent a Massive Economic Potential As an example of this network in action, a trial statewide initiative
aims to see 10,000 people who would normally be expected to earn close to minimum wage placed into employment at least $18/hour (approx. $36K/year) – a better paying job than would be normally expected. This represents a potential $100 million/year economic impact. The technology platform teaches, practices, and assesses skills, matches individuals to employment opportunities, and provides digital support through recruitment, onboarding, and retention. Partnerships with government and community resource partners, chambers of commerce, and employers – both national and local – are vital to this endeavor.
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the best regionally available education and employment opportunities for their skills. Igniting Workforce Potential National and international recognition has been given to these efforts by organizations such as the JFF/Schmidt Foundation’s “Billion Dollar Wage Gain Challenge,” the White House’s “Using Technology to Improve Community” symposium, the Retail Opportunity Network, Unreasonable Futures’ “Future of Work,” the Pearson Digital Advisory Network, the National Science Foundation Learning Data Institute, the US Dept Education Future Finder Challenge, and through statewide adoptions and selections for regional initiatives like the EDA Good Job Challenge. By connecting education, workforce development, and employment opportunities through appropriately designed and used
technology, there is a promising pathway to rebuild economic security and opportunity for all Americans.
Utilizing AI in Workforce Matchmaking to Overcome Barriers for Low-to-No Income Workers A few decades ago, nearly all major decisions that impact our lives – employment, mortgages, credit, government services, healthcare – were made by humans. Today, automated systems rank, filter, and make predictions about people, with digital data gathering and tracking becoming routine. Machine Learning (ML), a subset of AI, involves training computer systems to automatically improve their performance on specific tasks by learning from data and experience, similar to how Netflix and Amazon use ML algorithms to provide personalized recommendations for movies and products. Since 2015, the development of Machine Learning recommendation algorithms has enabled the connecting of people to
About the Author Alice and Mary Hayes , the
mother-daughter team behind this initiative, founded their company Workbay in 2015 after over a decade of delivering occupational training for Fortune 500 companies. Together, they have built training programs for 30 Fortune 500 companies across 45 countries in six languages, impacting millions of frontline workers. Recognizing the need for a system to help job-seekers maintain and promote their credentials, they created this platform to support employment opportunities and economic development. Based in Orlando, Florida, Alice and Mary are dedicated to advancing workforce development and leveraging technology to connect untapped talent with meaningful careers, thereby driving economic growth and community improvement.
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Leadership, Life, and Technology: Insights from David Clark By David Clark , CEO - MyGovG uide , Managing Partner - Allegiant Strategies Group
I n the ever-evolving landscape of technology, leadership takes on a unique and challenging dimension. As I reflect on my journey and experiences, I find that the interplay between leadership, technology, and life is a rich tapestry woven with lessons, innovations, and personal growth. The Essence of Leadership in Technology Leadership in the technology sector is not merely about managing teams or projects; it’s about fostering an environment of innovation and continuous improvement. As a leader, one must be a visionary, guiding the team through uncharted territories while ensuring that the core values
and objectives of the organization are upheld. The role of a leader is to inspire and empower. It’s about creating a culture where every team member feels valued and has the opportunity to contribute to the organization’s success. In my career, I’ve learned that the best leaders are those who listen, adapt, and lead by example. They are not afraid to make tough decisions, but they do so with empathy and a deep understanding of their team’s capabilities and aspirations. Embracing Technological Advancements Technology is the cornerstone of modern innovation. It’s a powerful tool that, when harnessed correctly, can drive significant change and
improvement. However, the rapid pace of technological advancements can be daunting. As a leader, it’s crucial to stay abreast of these changes and understand their potential impact on your industry and organization. One of the key aspects of leveraging technology is recognizing its role as an enabler. It’s not about adopting every new gadget or software that comes along but about strategically integrating technology to enhance productivity, streamline processes, and create value. For instance, the advent and acceleration of artificial intelligence and machine learning has revolutionized data analysis, providing insights that were previously unattainable. As leaders, we must be open to these
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innovations and ready to incorporate them into our strategic planning. Navigating the Intersection of Life and Technology Technology has also profoundly affected our personal lives, blurring the lines between work and home. The ubiquitous nature of smartphones, social media, and digital communication means that we are constantly connected, which can be both a blessing and a curse. In my experience, maintaining a healthy balance between leveraging technology and preserving the essence of human interaction is crucial. While technology can enhance our lives, it’s essential to recognize the importance of unplugging and nurturing real-world relationships. This balance is vital for mental health and overall well-being. Trust me, I’m preaching to myself about this part as much as I am sharing my recommendation to others. I strive daily to achieve this balance, having learned the consequences of neglecting it can be costly. As a leader, setting an example in this regard is important. Encourage your team to find this balance, respect their time, and understand that constant connectivity does not equate to productivity. By fostering a culture that values work-life balance, you create an environment where employees can thrive both professionally and personally. The Human Element in Technological Leadership Despite the significant role technology plays in our lives, it’s essential to remember that at the heart of every technological innovation is the human element. The creativity, ingenuity, and passion that drive technological
advancements come from individuals who dare to dream and push boundaries. As leaders, our job is to cultivate these qualities within our teams. This involves creating an inclusive environment where diverse perspectives are valued, and innovation is encouraged. It’s about recognizing and nurturing talent, providing opportunities for growth, and celebrating achievements. Moreover, ethical considerations should always be at the forefront of technological innovation. As we push the boundaries of what is possible, we must also consider the broader implications of our actions. This includes issues of privacy, security, and the potential societal impact of new technologies. Leadership in technology requires a commitment to ethical practices and a responsibility to use technology for the greater good. Lifelong Learning and Adaptability In the fast-paced world of technology, one of the most valuable traits a leader can possess is adaptability. The ability to learn, unlearn, and relearn is crucial in staying relevant and effective. This mindset of lifelong learning not only enhances your capabilities as a leader but also sets a precedent for your team. Encourage a culture of continuous learning within your organization. Provide opportunities for professional development, invest in training programs, and promote a growth mindset. By doing so, you ensure that your team is equipped to handle the challenges of an ever- evolving technological landscape. Personal Re fl ections and Growth My journey in technology and leadership has been marked by
numerous challenges and triumphs. Each experience has provided valuable lessons that have shaped my approach to leadership and life. One of the most profound lessons I’ve learned is the importance of resilience. The ability to persevere in the face of adversity, to learn from failures, and to keep moving forward is what distinguishes successful leaders. Another key lesson is the power of collaboration. The most innovative solutions often come from the collective efforts of a team of diverse thoughts and skills. As a leader, facilitating collaboration and encouraging open communication can lead to breakthroughs that might not have been possible in isolation. Leadership in the realm of technology is a dynamic and multifaceted challenge. It requires a balance of vision, adaptability, resilience and a deep commitment to ethical practices. It’s about harnessing the power of technology to drive innovation while maintaining the human element that is at the core of every advancement. As we navigate the complexities of the modern world, the interplay between leadership, technology, and life continues to evolve. By embracing these changes with an open mind and a commitment to continuous learning, we can lead our teams to new heights and make a positive impact on the world. Reflecting on my journey, I am reminded that leadership is not a destination but a continuous process of growth and learning. It’s about inspiring others, embracing change, and making a difference. In the words of Steve Jobs, “Innovation distinguishes between a leader and a follower.” Let us strive to be the leaders who drive innovation and create a better future for all.
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KPMG: Leading in Broadband
By Maggie Mickler , Managing Director, KPMG Helping Florida and other states deliver high-speed internet and economic opportunity
I t is a common understanding among our society that utilities such as electricity and water are pivotal resources and key components to support our quality of life. Any service interruption is deemed a potential humanitarian crisis. With the relentless proliferation of technology in nearly all aspects of our lives, high-speed internet is fast joining the ranks as a necessity we simply cannot prosper without. The digital landscape in rural areas across the country is no exception with sectors like precision farming, digital supply chain management, online healthcare, and education services. Additionally, citizens and businesses increasingly rely on high-speed internet for their daily activities. Yet, like many other states, hundreds of thousands of Floridians still live without access to broadband – the infrastructure that
delivers affordable, high-speed internet. Broadband is deemed increasingly essential for any community’s economic growth, ongoing education, access to healthcare, and living a more connected lifestyle. Government officials have long recognized this widening gap and, since 2020, began making statewide expansion efforts a top priority for state and local communities. Florida proliferation of technology in nearly all aspects of our lives, highspeed internet is fast joining the ranks as a necessity we simply cannot prosper without. ” “ With the relentless
state leaders, including legislative support, secured available state and federal funding to create strategic plans and are now implementing a public-private partnership approach to support the state’s economic vitality. KPMG, as a contracted vendor, serves as a strategic advisor to several states’ broadband efforts across the country to assist with program design and implementation serving many stakeholders throughout the nation. Combined, the funding from the various state and federal programs, including the now active Broadband Equity, Access, and Deployment (BEAD) program, is used to build new broadband infrastructure, upgrade existing networks, and implement innovative solutions to improve internet connectivity in underserved areas. continued on page 14 »
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positive future growth and success. Furthermore, there is potential to generate significant value by fostering the growth of new digital ecosystems in areas like agriculture, education, energy, financial services, healthcare, and logistics. The advantages of robust broadband networks across the nation in “ The (broadband) approach is akin to the 1930s when the focus was on bringing poles and lines to the last pockets of the United States without electricity. ” enhancing productivity and efficiency are becoming increasingly evident in these sectors as they transition to digital operations. Often, technology investment correlates to a multiplier effect stimulating the growth of support jobs, including non-skilled, which enhances the quality of life for all. Realizing this potential value demands broad adoption of high- speed internet services and comprehensive implementation of the broadband infrastructure across the entire nation. About the Author Maggie Mickler is Managing Director of KPMG where she focuses on helping agencies address challenges related to grants management, disaster recovery, and risk management. She has previously held roles with Florida Department of Children and Families,
Intended Results In Florida, the planned outcomes are far-reaching: • Workforce Development: A connected economy is realized when robust workforce development initiatives result in the creation and sustainability of high-quality, high-paying jobs and career paths for residents, particularly in communities that are rural and/or underserved. • Education: In order to create successful career pathways, there must be greater access to educational opportunities and educational choice for students and families, while promoting enhanced collaboration between educational institutions and private sector businesses. “ As Florida and other states embark on settling the digital frontier and their communities join the standard for 21st Century connectivity, all will bene fi t by unlocking even more potential. ” • Healthcare: Increased availability of telehealth and public health services in typically underserved communities will play a vital role in promoting healthier citizens and supporting their ability to be successful in all other facets of their lives. How It Works Since the return of investment isn’t often realized for many years,
the initial high cost of installing fiber optic deters internet service providers (ISPs) from investing in less densely populated areas. The approach is akin to the 1930s when the focus was on bringing poles and lines to the last pockets of the United States without electricity. To address broadband, various state implementation plans cover investing in infrastructure by working closely with ISPs and local communities to identify areas in need of improved broadband access and to implement initiatives that promote broadband deployment. The result is an initial investment of high capital costs and more rapid connectivity by a previously underserved public. To prioritize efforts, many states have mapped out the most critical areas and work through a community-centered response to allow for a transparent process that focuses on strengthening the connections between workforce investments, economic development, and the communities they serve. Also, the future broadband work – over the next five years – means significant jobs from fiber installation through ongoing servicing to future customers and expanded economic growth. A Bright Outlook As Florida and other states embark on settling the digital frontier and their communities join the standard for 21st Century connectivity, all will benefit by unlocking even more potential. This will no doubt set the stage for fueling
FloridaCommerce, and Florida Department of Management Services. For more information about KPMG’s Florida government team site, scan in the QR code.
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The Critical Role of Secure Websites in Government Communication and Public Trust I n today’s digital first world, we The Imperative of Website Security Cybersecurity cannot be By Adrian Esquivel , CEO- TECKpert
have an established expectation to receive and consume information instantly from various social platforms like X, SMS alerts, app notifications, and even the tried- and-true method of emails, with users frequently directed to websites for more detailed content. Yet, while attention is often given to securing critical infrastructure, legacy applications, financial systems, and networks, government public-facing websites are often overlooked and ignored in the spectrum of global cybersecurity. By their basic design, government websites are dynamic platforms for broad communication, citizen engagement, and service delivery. They serve as the primary interface between the public and the government, making them critical conduits for information and interaction. Enhancing Communication and Citizen Engagement To take the conversation further, government websites must also be user-friendly, accessible, and mobile-responsive, ensuring that all citizens can access the information and services they need, regardless of their device or technical proficiency. Given the pace of IT modernization, government websites must also be flexible to updating their core design and
overstated when it comes to protecting our nation’s data
environment. Government websites are often high-level targets for bad actors to unleash sophisticated cyber-attacks to steal sensitive data, cause disruption of public services, and create a loss of public trust. One of the most critical aspects of website security is compliance with the Federal Risk and Authorization Management Program (FedRAMP). FedRAMP is a standardized approach to security assessment, authorization, and continuous monitoring for cloud products and services. It ensures that government data hosted in the cloud is protected by the highest security standards. Understanding FedRAMP FedRAMP compliance is essential for any cloud service provider working with federal agencies. It involves rigorous security assessments and continuous monitoring to ensure that the cloud services meet stringent federal security requirements. This compliance not only safeguards government data but also provides assurance to the public that their information is secure. That is why Government agencies should
content to enhance the end-user experience. Key features such as online forms, chatbots, and interactive tools can significantly improve the efficiency and effectiveness of government services. Moreover, incorporating feedback mechanisms allows citizens to voice their concerns and suggestions, fostering a more interactive and responsive government. In times of emergencies, whether due to hurricanes or national crises, the importance of secure, uninterrupted communication becomes paramount. Government websites must remain operational and secure to ensure that critical information reaches the public without delay or disruption.
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malware, gain unauthorized access to sensitive information, disrupt services, and cause significant financial and reputational damage. Moreover, outdated websites can lead to a poor user experience, with slow load times, broken links, and outdated information. This can frustrate citizens and hinder their ability to access important services and information. In a worst-case scenario, an outdated website can become a tool for disinformation if not regularly monitored and updated. The Need for a Dedicated Team Maintaining a modern, secure, and user-friendly government website requires a dedicated team of professionals. This team should include web developers, security experts, content creators, and user experience designers. Their collective expertise ensures that the website remains up-to-date, secure, and aligned with the needs of the public. If agencies do not have a solution in place, they should consider using services like IT staff augmentation or dedicated solutions from vendors to fill this critical need. Establishing
such a team or solution is essential to ensure continuous website improvement and security. Conclusion The modernization and security of government websites are critical for effective communication, citizen engagement, and service delivery. By adhering to FedRAMP standards and investing in a dedicated team, government agencies can protect their websites from cyber threats and ensure they meet the evolving needs of the public. The stakes are high, but with the right approach, government websites can continue to be powerful tools for transparency, efficiency, and trust in the digital age.
prioritize securing, migrating, or developing new websites on a FedRAMP-authorized platform. For instance, WordPress VIP, the enterprise version of the popular free CMS, has achieved FedRAMP Authority to Operate (ATO), making it a viable option for government agencies looking for a FedRAMP-authorized platforms, government agencies can focus on delivering high-quality digital experiences without compromising on security. The Consequences of Outdated Websites Failing to maintain and update government websites can have severe consequences. In the latest Florida Critical Infrastructure Cybersecurity Intelligence Assessment, published in September 2023 by Cyber Florida, it is highlighted that Florida's critical infrastructure, businesses, and citizens remain prime targets for cybercriminals. Outdated websites are more vulnerable to cyber-attacks, as they often lack the latest security patches and updates. Bad actors can exploit these vulnerabilities to install secure and flexible content management system. With
About the Author Adrian Esquivel is the CEO and Founder of TECKpert. Since establishing TECKpert in 2009, Adrian has helped hundreds of organizations in both the public and private
sectors transform their technology and workforce, significantly expanding their capabilities. A lifelong resident of Florida, Adrian is committed to advancing technology within the public sector, striving to enhance the digital landscape for better governance and public service.
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Data-Driven Decision-Making: Leveraging Data Science to Inform Decisions and Improve Outcomes
By Emily Saras , CEO and Data Scientist , Knowli
Big Data: What’s Next? Agencies, counties, and municipalities are inundated with big data, especially in the health and human services sector. From navigating complex data-sharing agreements, to harnessing big data, to making sense of emerging trends in times of crisis, leaders are challenged to go beyond gut instincts and leverage data insights as a part of their decision-making process. Enter data-driven decision- making : using metrics and near-real-time data insights to guide strategic decisions, identify areas for continuous quality improvement, and improve outcomes. Data-driven decision-making empowers not only leadership, but entire organizations, in making improvements in quality, efficiency, and timeliness of services and operations. The benefits are clear: engaging experts who provide data-driven decision-support enables more alignment across an organization, increases accountability, and promotes transparency on the issues that matter most. Invest in Expert Data Science Services Data-driven decision support begins with expert data science: the cleansing, analysis, and modeling of big data to produce actionable insights. Before committing to a course of action, leaders engage data
and accessible source of key metrics and performance indicators. Empowered with customized data dashboards, leadership and their staff can isolate key trends and spot anomalies faster, without needing advanced statistical training to understand and take action. Partnerships for Effective Data-Driven Decision Support Rapid-response data science services are crucial for organizations aiming to make informed decisions quickly and effectively. Flexible service models tailored to the unique needs of executive leadership and their programs are essential for successful data implementation. Collaborating with proven industry experts ensures that these services are executed with precision and expertise, leading to better outcomes and more efficient operations.
scientists to support the process. Data scientists use statistical methods, computational science, and AI/ML methods to quantify key decision points, create and code metrics and key performance indicators, and develop descriptive and predictive analytics that isolate the key data needed for decisions and action. Visualizing Data to Develop Key Insights Visual analytics – the process of visualizing key data trends in impactful dashboards – offers an opportunity for all decision-makers to engage with data trends, not just the technical folks. Data dashboards ensure that stakeholders are all equipped to make business decisions using the same information. When a data dashboard is deployed, it serves as a single source of truth for the organization by offering a centralized, trusted,
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How AI Technologies Are Reshaping Computing in State and Local Governments By Cameron Chehreh , Vice President and General Manager of Public Sector at Intel
U se of AI in state and local governments is growing, and the state of Florida is at the forefront of innovation. Agencies are using AI for cybersecurity, agricultural sustainability, hurricane preparation and more. Meanwhile, the Florida legislature is considering ways to grow AI use in the state in a safe and responsible manner. By harnessing the power of AI, agencies can analyze vast amounts of data to make faster, more informed decisions, ultimately enhancing the lives of citizens. The rise in AI technology has
sparked a computing revolution, ushering in the era of “Siliconomy” – an evolving economy enabled by silicon where semiconductors are essential to maintaining modern economies. This new era emphasizes exponential leaps in computing technology and capabilities needed to speed development and drive innovation – from local government offices to state-run data centers. A More Resilient Semiconductor Supply Chain To meet the increasing demand for processing power, a more
resilient and balanced global semiconductor supply chain is necessary. Currently, 80 percent of the world’s semiconductors are produced in Asia, posing risks to national security and local economies that depend on reliable, resilient semiconductor access. Fortunately, progress is being made. Semiconductor manufacturing job opportunities are increasing. To diversify the supply chain, the CHIPS and Science Act is investing $53 billion in the U.S. semiconductor industry. A year after the Act was signed into law, U.S. companies invested over $825
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billion in semiconductors and electronics manufacturing. Meanwhile, at least 50 community colleges have announced programs to help American workers access good-paying jobs in the semiconductor industry, which benefits local communities by creating employment opportunities. The U.S. Department of Commerce also announced the CHIPS Women in Construction Framework, part of the Million Women in Construction initiative aimed at doubling the number of women in construction over the next decade. This initiative helps expand the local construction workforce, which is crucial for developing infrastructure to support the semiconductor industry. These advancements provide state and local government agencies with the necessary computing resources and capabilities to drive digitally- enabled public services. Emerging foundational technologies assist agencies in balancing opportunity and responsibility, creating a sustainable, resilient digital infrastructure that drives this era of exponential AI growth. Modernizing IT Infrastructure with Sustainability in Mind As we embrace the benefits of AI, it's crucial to consider the environmental impact of the technology. The production of
semiconductors is energy-intensive, and the growing demand for computing power raises concerns about carbon emissions. As semiconductor manufacturers grow their operations to meet increased demand, steps must
be taken to make computing more sustainable. Intel has a record of sustainable manufacturing excellence, reducing the environmental impact of its operations so the public sector can reduce their own environmental impact and exceed sustainability targets by years, even decades. Over the past decade, Intel has avoided over 80 percent of its cumulative Scope 1 and 2 greenhouse gas emissions and is committed to achieving net-zero GHG emissions (Scope 1 and 2) by 2040, among other sustainability targets. State and local governments have a role to play in promoting sustainable technology practices. By investing in renewable energy sources and adopting energy- efficient computing infrastructure, they can reduce their environmental footprint while supporting economic growth.
A Strong Foundation for Innovation To fully capitalize on the opportunities presented by AI, state and local governments need a strong foundation of technological infrastructure. This includes high- speed internet access, cybersecurity measures, and a skilled workforce. By investing in these areas, states and cities can create a thriving innovation ecosystem that attracts businesses, talent, and investment. This, in turn, will drive economic growth and improve the quality of life for residents. The future of state and local government is inextricably linked to the advancement of AI and semiconductor technology. By embracing these innovations and addressing the associated challenges, we can build a more efficient, effective, and sustainable future for our communities.
Florida Technology Magazine – 2024 Fall Edition – 21
The Future of Emergency Management: Dreaming Bigger and Moving Faster
By Monica Corbin , Client Partner , Slalom W hen Hurricane Michael slammed into Florida’s
Salesforce. Leveraging this technology has led to the replacement of paper- based forms and legacy operations. From finance to preparedness, response, recovery, and mitigation, DEMES is changing the way Florida responds to emergencies. “With the support of Governor DeSantis and processes across the Division’s business
Panhandle in October 2018, it left an 80-mile swath of destruction in its wake. Power grids flattened. Normal channels of communication inaccessible. Homes destroyed. Livelihoods devastated. To make matters worse, the Category 5 storm impacted some of the most rural and financially constrained counties in the state. Local emergency management officials needed help providing immediate relief and long-term recovery options for residents. The Florida Division of Emergency Management (FDEM), a direct arm of the Executive Office of the Governor, is the central command post for responding to any disaster, weather-related or otherwise. Kevin Guthrie, who has since been appointed by Governor Ron DeSantis as FDEM Executive Director, recalls one employee walking from office to office with a clipboard to obtain signatures needed for invoice payments. Considering the Division’s mission “to provide for the safety and well-
being of Floridians through rapid, coordinated, and effective response to and recovery from emergencies,” he knew there was a better way. Guthrie is one of few executive leaders to have successfully survived the gauntlet of federal paperwork. With a background that includes database operations, he knew there was technology that could automate, streamline, and expedite complex processes across an organization. The aftermath of Hurricane Michael highlighted key areas where a technology-based approach could help FDEM fulfill its responsibilities more effectively. Since 2022, Slalom has been a proud partner of FDEM by helping develop and implement the Division of Emergency Management Enterprise System (DEMES), a digital infrastructure built in
the Legislature, Florida is developing a first-of-its-kind model for emergency management. This technology is changing the way we coordinate, collaborate, and communicate with community stakeholders to create a more
resilient Florida. I’m incredibly proud of how our team and partners are leveraging technology to
22 – Florida Technology Magazine – 2024 Fall Edition
work with partners to facilitate the fastest and easiest recovery possible before, during, and after an emergency. What does all this mean? It means your local first responders can receive resources and funding in a matter of weeks or months, not years. It means our communities and residents can prepare,
eliminate bureaucracy and using all means to protect and serve our great state,” said FDEM Executive Director Kevin Guthrie. Fundamentally, DEMES is increasing the Division’s efficiency, making it possible to get resources and cash to local emergency
response partners and residents faster than ever. Since its implementation, DEMES has yielded a 200% return on investment, allowing the State to pay out more than $4.5 billion
process mutual aid payments to local public safety partners from 450 days to 70 days. DEMES is quickly being recognized as a national best practice for emergency management operations. Currently, there are 22 reported states studying Florida in this emerging and innovative use of technology. Under Guthrie’s leadership, FDEM is one of the state’s fastest-moving agencies, working to promote the development and deployment of an enterprise-wide software solution using the most effective technology and artificial intelligence systems. In fact, this is in direct alignment with Florida’s newly formed Government Technology Modernization Council, which aims to empower state agencies to quickly adopt new enterprise technology systems. Modern cloud software connects internal operations to business partners and networks. These connections
respond, and recover from disasters like never before. It means Florida has taken a major step forward in protecting and serving its own. Experts have projected that 2024 will yield a record number of high- intensity hurricanes. While we can all hope these predictions miss the mark, an active hurricane season sets the stage and highlights the necessity for seamless response and recovery processes. Together, FDEM and Slalom are creating a cutting-edge model for emergency management. They have opened a door that allows the industry and even other state agencies to dream bigger and move faster. Most importantly, they are making it possible for disaster survivors to recover more easily and return to normal faster. This is resilience. This is Florida.
“ Quickly adopting new
enterprise technology is imperative to boosting productivity, enhancing government customer service, and cutting costs. By developing new capabilities, we are positioned to serve Floridians in smarter ways and face inevitable changes in the future. ”
within 22 months, the most FDEM has paid out within that time frame in the last 11 years. For Hurricanes Ian and Nicole, DEMES reduced the time it took to intake, review, and send requests for information for over 650 applications and more than $1 billion in hazard mitigation grant funding – a return on investment of more than 9,000%. Additionally, DEMES has reduced the time to
give state agencies a
system that provides the flexibility and speed they need to serve. That is, of course, the core of FDEM’s mission: to
Florida Technology Magazine – 2024 Fall Edition – 23
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