by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
GCN : October 2013
With newly-mint- ed degrees in law and public policy in the late 1990s, Danny Werfel might not have seemed an obvious choice as a passionate advocate of using technology to solve the ills of gov- ernment. By the time he became controller of the O ce of Manage- ment and Budget in 2009, how- ever, he was a leading force for the application of technology in federal financial management. It was shortly after he first joined OMB more than a decade earlier that Werfel got his initial grounding in what technology could mean for government. He worked on ways to improve the federal student aid application process at a time when nearly all applicants for aid filed paper forms. It was a time when the Web as we know it was still being fleshed out. "There were a lot of forward thinkers at OMB and the Education Department at that time, and it was my first lesson in seeing how di erent the world could be when you move from paper to electronic processes," he said. "It becomes much easier on the user end, and on the government side there are much reduced opportunities for error and the quality of the infor- mation you get is much better." Fast forward to 2009, and even though belief in IT had become much more prevalent, there was a tension in financial management ranks that Werfel said resulted from that belief rubbing up against a history of large systems mod- ernization programs that had not been going well. "When I became controller in October of that year, I knew that oneofthefirstjobsIhadtodo was reconcile that tension," Werfel said. He started by freezing all financial system modernizations in the summer of 2010, then bringing together key agency leaders and subject matter experts to examine every financial system in the gov- ernment. People skills and the ability to form e ective strategies to build- ing solutions is probably as impor- tant to Werfel s success as his understanding of the role of tech- nology, said Dan Chenok, executive director of the IBM Center for The Business of Government. As the then-branch chief at OMB s O ce of Information and Regulatory A airs, Chenok gave Werfel his first government job. "Danny is very perceptive at looking at the forces around him and bringing them together to accomplish change," Chenok said. "Even from the first interview I had with him, he excelled at put- ting together the analysis of an issue with an understanding of the impact of policy and regula- tion, and also demonstrated early on he could have a conversation about that with executives much more senior than he was and keep things focused." All of that led to Werfel being the person the administration called on, especially in recent years, to take on the really hard challenges, such as sequestration, a potential government shutdown or Recovery Act oversight, Chenok said. Werfel helped launch Recovery. gov, which tracked how billions of dollars awarded via the 2009 Recovery Act were spent. And he oversaw the 2010 relaunch of USAspending.gov, which debuted in 2007 to meet requirements of the Federal Funding Accountability and Transparency Act. Werfel recently moved on to help with technology moderniza- tion and other needs at the IRS, where he was appointed acting commissioner on May 15, after controversy forced out the former commissioner. The IRS is already well along with its financial systems modern- ization, Werfel said, noting that he is "pleased that the government- wide requirements we launched and drove during my 16 years at OMB have had an impact on the team here." But there s a critical need for other modernizations at IRS, particularly for fraud detection technology, something he also advocated for while at OMB. "So, now I m rolling up my sleeves to help with that," he said. • DANNY WERFEL: Werfel used IT as an agent of change BY BRIAN ROBINSON 28 GCN OCTOBER 2013 • GCN.COM STAN BAROUH GCNAWARDS| GOVERNMENT EXECUTIVE OF THE YEAR