Louis Gutierrez recalls a painful second tour as head of the state's IT department
Louis Gutierrez reflects on a painful second tour as head of the state’s IT department.
What did you do between 1998 and 2006?
The most significant in-between effort was joining a corporate-turnaround team at Harvard Pilgrim Health Care, in an attempt to avert the bankruptcy and dissolution of one of Massachusett’s three largest health insurers, from 1999 to early 2002.
What do you consider your greatest career achievements?
Working as part of a team that implemented state government’s first enterprise data warehouse, playing a part in the rescue of a great Massachusetts health plan; and architecting, developing and deploying the Virtual Gateway to Health and Human Services. The Virtual Gateway — and the business-process changes it introduced between the state and every hospital and health center in the state — was one (if only one) contributor to a 15+% drop in the state’s uninsured in the past two years.
Did you seek the state CIO job, or were you recruited?
The job is a tremendous one, and an honor for any holder — but having been state CIO once before, I was not looking to return. There were special circumstances this year — the final year of an administration, truly extraordinary conflict around IT policy, and the need to both defend and stabilize the institution we had worked with the Legislature to statutorily enable in 1995. I received a call asking that I consider returning to ITD following Peter Quinn’s departure.
Quinn resigned amid controversy regarding the commonwealth’s move to Open Document Format and attacks over his travel expenses. Did these events lead you to anticipate a rough road ahead as CIO?
I would not have taken the job if I didn’t think it was going to be a rough year. There were others that would have deserved that opportunity.
Why did you decide to come back, and what had changed over the years?
I care about information technology in the public purpose. This has been my core passion for a long time. I knew that I would be walking back into an agonizing year. But if I could play some beneficial role in leading ITD through the worst of it, I felt that would be the best thing I could do.
The greatest treasure coming back was rejoining many staff I had worked with in the ’90s — very good people — and getting to know exceptional new staff as well. ITD had also grown to about twice the size it was when I was there the first time.
What are the key differences between managing in the private and public sectors?
A state operates at a very large scale — overall state IT expenditure is upwards of $400 million annually, supporting this $25+ billion conglomerate of Massachusetts government services. The size actually has many benefits, though, as it can generally sustain a deeper pool of specialists in various IT disciplines, and many of the secretariat/departmental CIOs and central IT department deputies, are tremendous leaders in their own right.
Managing IT infrastructure in government is a full-contact sport, with several teams on the field, an opportunity to engage many stakeholders to make sure that the direction you’re heading is supported broadly by the electorate.
Why did you resign?
My assignment this year was really as a kind of relief pitcher in the final year of an administration. It was not sold to me, and I did not accept it, with the anticipation of a second major career run as state CIO. With that context in mind, pulling the departure date forward by 60 days in order to publicly highlight the deep exposure faced by the statewide run-out in project funds may appear somewhat more understandable. Regardless, these were among the longest eight months of my dog-life.
Describe the state’s IT funding situation.
On an operating basis, things are OK — pretty solid for the moment. But imagine a $25 billion enterprise that has run dry of IT project funding. First, there are a limitless number of things that governments should be doing to streamline services, and how they work with citizens and businesses. There are real economic losses from unrealized improvements. Second, it takes very little time for capacity consumption and real depreciation to get ahead of the investment curve. Third, when you get out of the practice of sound IT project and investment management, IT governance itself starts to decay.
What were the most important projects and initiatives that you struggled to get funded?
A replacement to the state’s tax systems (MASSTAX2), the state’s backup data center, an integrated criminal-justice system initiative . . . and 40 other continuing or newly accepted IT investment initiatives.
What were the biggest challenges you faced, and how did you try to maintain morale in the department?
The biggest challenges were a piece of legislation that threatened to strip ITD of its authorities, inaction on the funding bill, and intense stakeholder engagement and media coverage of the Open Document policy direction. We tried to maintain morale by reminding ourselves that what we do matters and that it’s more important to do what state government staff do quietly and effectively every day than to lose focus.
What advice would you give to anyone who wants to go into IT in the public sector?
One should never underestimate the costs, the most corrosive of which is a pervasive social message that “government is the problem, as are the bureaucrats who run it.” But if you are willing to make a few sacrifices, there is nothing I know that yields quite the same charge as tackling a big problem, trying to make things better for our own communities, and make a difference.
How do you think the election results will change anything within the ITD?
I don’t think (or at least I hope) that there is not much about IT that needs to be political. In fact, I often find that IT allows the connection between two formerly opposed goods (like more services and lower costs). But it is sometimes easier to move forward at the start of an administration – so it’s my hope that the election allows everyone to turn a page and start fresh.
What advice would you give your successor?
Learn to love tight-rope walking. It really is exhilarating in the best of times.
What was your last day on the job like? Any farewell parties and the like?
I spoke at a conference and then worked late into the evening with wrap-up e-mails and cleanup. Very quiet and well-ordered, as I hoped it would be. The reins passed to my deputy, Bethann Pepoli – who is a tremendously capable person. I’ll get together with staff for drinks for a gentler farewell.
What is next for you?
I need time to reflect and recharge, then I am rejoining good friends and former colleagues at IT consultancy Exeter Group.
