As part of Industry Insider — California’s ongoing efforts to educate readers on state agencies, their IT plans and initiatives, here’s the latest in our periodic series of interviews with departmental IT leaders.
Abdul Rahim Shaik is deputy executive officer for technology and chief information officer at the California Victim Compensation Board, roles he has had since July 2022. His state career dates to April 2007, and Shaik has worked at entities including the Department of Corrections and Rehabilitation, the Employment Development Department and the Financial Information System for California, where he was most recently an IT manager from May 2021-July 2022.
Shaik holds a bachelor of science degree in mechanical engineering from Dayalbagh Educational Institute in Agra, India, and a master of science degree in industrial engineering from the University of Oklahoma. His professional licenses and certifications include being certified as a Project Management Professional by the Project Management Institute. He is a graduate of the California Department of Technology’s Information Technology Leadership Academy.
Industry Insider — California: As CIO and deputy executive officer for technology at your organization, how do you describe your role? How have your role and responsibilities changed in recent years in terms of their intersection with IT and innovation?
Shaik: As the deputy executive officer for technology and the CIO at the California Victim Compensation Board (CalVCB), I see my role as a close strategic partner working with the Board’s executive officer, the chief deputy executive officer, and all the divisional executive officers. As part of this close collaboration, and with my 25 years of IT experience, I offer IT solutions to business initiatives based on industry best practices and lessons learned from the large projects I worked on at the Department of FI$Cal (Financial Information System for California), the Employment Development Department, and the California Department of Corrections and Rehabilitation. As the CIO of CalVCB, I provide direction and oversee all areas of IT including the enterprise application architecture, application development life cycle, IT infrastructure, service management, production support, and information security and privacy office. My role is more strategic and is not strictly focused on technology, but how technology can support the vision, mission and goals of CalVCB. I strive to build strong relationships, foster the culture of innovation and change, and support the ideas and efforts of CalVCB as well as other state initiatives.
IICA: Does your organization have a strategic plan, and may we hyperlink to it? How big a role do you personally play in writing that strategic plan?
Shaik: CalVCB’s strategic plan and framework for 2012-2024 is published on CalVCB’s website as part of the annual report. This drives the values, direction and initiatives for the Board. After joining CalVCB in July 2022, I have had the opportunity to provide my technology and cybersecurity insights into this annual report.
IICA: What big initiatives or projects are coming up? What sorts of developing opportunities and RFPs should we be watching for in the next six to 12 months?
Shaik: With our close partnership with the California Department of Technology, we have been working on enhancing the victims’ payment adjustments and overpayments business processes and improving our Microsoft Windows and Microsoft SQL Server architecture, which could result in a couple of requests for offers (RFOs) this fall.
IICA: In your opinion, what should local state government be doing more of in technology?
Shaik: To improve services for the people of California, we should be looking at improving usability and accessibility as well as enhancing transparency in terms of the status of a victim’s application for help, for example. We should make use of social media technologies and data from other sources such as the California Department of Corrections and Rehabilitation, the Department of Justice, court systems, and law enforcement agencies to increase awareness about the Victim Compensation Program. We should also be leveraging new technologies, such as artificial intelligence and robotic process automation to automate manual processes and procedures, consequently facilitating the redirection of the staff working on these manual processes to more fulfilling and analytical jobs, leading to improved staff morale and job satisfaction. The state government should invest in technology improvements to easily exchange data between agencies. This will lead to tremendous improvements in business processes in several agencies.
IICA: How do you define “digital transformation?” How far along is your organization in that process, and how will you know when it’s finished?
Shaik: My definition of digital transformation is the implementation of technology-powered capabilities using industry best practices into the organization’s business processes. In my opinion, the value of digital transformation is most evident when we create meaningful efficiencies, increase transparency, and improve the user experience. As with many agencies in the state, CalVCB is continually transforming. I do not anticipate a day where we say we are finished; only a day where we ask ourselves what we’re going to tackle next.
IICA: What is your estimated IT budget and how many employees do you have? What is the overall budget?
Shaik: We currently have 32 positions in our information technology division. CalVCB’s overall budget can be found here. The IT division’s budget varies by fiscal year based on the different projects we undertake.
IICA: 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?
Shaik: LinkedIn is a great option as it provides a way to quickly understand what the vendor’s organization is about (and minimizes the email clutter we all experience). Vendors can educate themselves about CalVCB by visiting our public website prior to reaching out, so they have a good understanding of how a product or service may be relevant and useful to the board.
IICA: In your tenure in this position, which project or achievement are you most proud of?
Shaik: In the last 10 months in this position, along with effectively managing the IT operations, being a Project Management Professional (PMP), I have been able to provide guidance and coaching to the IT staff and management team in following structured project management in properly planning, executing and monitoring project progress for some key critical projects, such as the implementation of IT hardware refresh and development of a new system for disbursing payments from offenders to victims.
IICA: What has surprised you most this year in government technology?
Shaik: To me, the most surprising thing about government technology and the state workforce is the ability to deliver services effectively even when forced to switch to teleworking during the COVID-19 pandemic. The pandemic highlighted the need to invest more in digital services, automation, and collaborative tools.
IICA: What do you read to stay abreast of developments in the gov tech/SLED sector?
Shaik: I read articles from GovTech*, TechRepublic, and of course, Industry Insider newsletter emails.
IICA: What are your hobbies and what do you enjoy reading?
Shaik: In my spare time, I enjoy singing with my friends. We are a part of a couple of karaoke groups in town. I also spend time with my family, watching game shows such as “Jeopardy!” and movies. I also keep myself up to date with local news and events.
*Government Technology magazine is a publication of e.Republic, which also produces Industry Insider — California.
Editor’s note: This interview has been lightly edited for style and brevity.
State Victim Board CIO: Pandemic Highlighted ‘Need to Invest More in Digital Services’
