{"id":10685,"date":"2019-09-16T20:19:30","date_gmt":"2019-09-16T20:19:30","guid":{"rendered":"https:\/\/one.sightlinemg.com\/federaltimes\/uncategorized\/2019\/09\/16\/the-skill-sets-agencies-need-in-a-data-driven-government\/"},"modified":"2026-08-08T04:32:42","modified_gmt":"2026-08-08T04:32:42","slug":"the-skill-sets-agencies-need-in-a-data-driven-government","status":"publish","type":"post","link":"https:\/\/one.sightlinemg.com\/federaltimes\/it-networks\/2019\/09\/16\/the-skill-sets-agencies-need-in-a-data-driven-government\/","title":{"rendered":"The skill sets agencies need in a data-driven government"},"content":{"rendered":"\n

Some federal employees are starting to see job functions change and the need to learn new skill sets as the government pushes to increase the use of data in its missions.<\/p>\n\n\n\n

The General Services Administration is seeing shifts in employees\u2019 roles, said GSA Chief Data Officer Kris Rowley. Speaking at the Professional Services Council Tech Trends conference Sept. 16, he said that GSA data practitioners are helping agency\u2019s executives with their jobs by posting data analysis on a common GSA platform, which Rowley said is a “good disruptive mentality.\u201d<\/p>\n\n\n\n

But the problem, he said, is the mid-level managers, who are skipped over in the process, don\u2019t feel the same way. The disruption is causing the reevaluation of manager roles and the need for employees to be data literate.<\/p>\n\n\n\n

\u201cIf I\u2019m at that senior manager role and I have a data team, what is the role of the person managing that team?\u201d Rowley said. \u201cAnd that\u2019s something that we\u2019re going to see change over the next couple of years.\u201d<\/p>\n\n\n\n

He added, \u201cWhat we really need them to do now is look at what are the types of algorithms and methodologies being applied to this data … what types of prediction is it showing, and with your years of experience, is there anything missing from this type of analysis and recommendation? This is a different work stream for the manager level and we\u2019re stating to see this evolve now.\u201d<\/p>\n\n\n\n

A new reskilling program from OMB?<\/b><\/p>\n\n\n\n

In the last few years, the Office of Management and Budget has pushed various initiatives for federal agencies to embrace cloud computing, data and other emerging technologies. But the four-year timeline of potential administration changes and subsequent reprioritization presents challenges to ultimate program success.<\/p>\n\n\n\n

Margaret Weichert, OMB\u2019s deputy director for management, broke down the challenges that the government\u2019s digital push faces, saying that she\u2019s never been apart of a transformation agenda \u201ceven remotely possible in less than three years.\u201d And that was in the private sector.<\/p>\n\n\n\n

\u201cSo in federal government, we\u2019re looking at things that are probably going to be, optimistically, four- to six-year timelines for long-term change,\u201d Weichert said. \u201cAnd guess what? The political cycle doesn\u2019t run on that time frame. By the time we get an administration in place and organized around an agenda, a year has gone by. And then by the time you\u2019re really humming, two years have gone by.\u201d<\/p>\n\n\n\n

Weichert also discussed the need for investment in human capital through reskilling and training, a perpetual problem discussed by federal officials when talking about modernization. OMB is just days away from graduating its second class of a cybersecurity retraining program<\/a>.<\/p>\n\n\n\n

Weichert also said that lack of action from Congress is to blame for a lack of more robust reskilling and training programs, noting that lawmakers hasn\u2019t appropriated necessary funds to develop the \u201cmost productive workforce of the 21st century.\u201d<\/p>\n\n\n\n

\u201cWe don\u2019t have tools for that,\u201d Weichert said. \u201cWe\u2019ve attempted in several of the president\u2019s budgets to try different, more innovative ways to … reinvest in training and skills development. None of those have been taken up by Congress and so we\u2019ll come up with more ideas.”<\/p>\n\n\n\n

OMB has worked to come up with new ideas through its Government Effectiveness Advanced Research (GEAR) Center challenge, meant to help the government find new ways to innovate. The GEAR challenge winners were announced Sept. 10, with proposals that could help the government in both cybersecurity and data analytics. Like with cybersecurity, Weichert hinted that there could be a data reskilling program based on the GEAR results.<\/p>\n\n\n\n

\u201cWe got a lot of opportunities in the cyber reskilling space. We\u2019re going to be doing similar things around data and other technology-type careers,\u201d Weichert said.<\/p>\n\n\n\n

The GEAR results provided OMB with some \u201cseeds of good ideas\u201d but it hasn\u2019t \u201cfully formed [its] ideas on the data front.\u201d<\/p>\n\n\n\n

\u201cWe definitely are looking and a couple of the challenge winners have very interesting ideas about how to do work around data,\u201d Weichert said. \u201cI think one of the ones that I thought was really, really interesting was looking at how individuals with different skill sets from the autistic community are actually amazing data analysts when it comes to the cyber realm. And actually leveraging that skill set, I think, was a really interesting human-centered construct.\u201d<\/p>\n\n\n\n

Acquisition in the 21st century<\/b><\/p>\n\n\n\n

Weichert also said that the government needs to be more \u201cinnovative\u201d in how it approaches acquisitions. Michael Wooten, administrator of OMB\u2019s Office of Federal Procurement Policy, said he would like to see changes to the acquisition process to help it move faster. At the top of his list, he wants an acquisition workforce with different skill sets.<\/p>\n\n\n\n

\u201cNot just the skills that rely on following flow chart-able decisions that they\u2019re able to glean from the FAR [federal acquisition regulations]. That\u2019s [a] very risk-averse approach,\u201d Wooten said. \u201cI want them to be able get that information very quickly and then spend more of their time on making the business judgments to make the right decisions.\u201d<\/p>\n\n\n\n

Wooten spent much of his speech talking about the race to develop artificial intelligence and ensuring that \u201cour AI acquisition … is not outpaced by our near peers.\u201d<\/p>\n\n\n\n

\u201cIt\u2019s not the bigger dog in the fight, but it is the faster dog,\u201d Wooten said.<\/p>\n","protected":false},"excerpt":{"rendered":"

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