Embracing Digital Transformation – Episode #309
The 2030 Vision: One Portal for All Government Services
Date: December 2, 2025
Host: Dr. Darren Pulsipher
Guest: Andrea Roman, Former Deputy State CIO for California
Overview
This episode delves into the future of digital transformation in government, focusing on the vision for 2030: a seamless, single portal for all government services. Dr. Darren Pulsipher and Andrea Roman discuss the challenges and opportunities of driving change in the public sector, balancing risk, efficiency, and innovation while meeting growing public demand for faster, integrated services. Andrea draws on decades of executive government experience to share real-world insights about people, processes, technology, and the unique role of unions, culture, and policy in public sector transformation.
Key Discussion Points & Insights
Andrea Roman’s Background & Superpower (01:01–04:23)
- Andrea served over 33 years in California government, including roles in the judicial branch, Department of Technology, and the Department of Corrections.
- Her “superpower” is problem solving and fixing things:
“Every job I ever took was always centered around like, what can I fix? How do I… make something better?... solving problems in government became what I did.” (Andrea, 03:57)
Why Government Moves Slowly (04:31–06:33)
- Government’s slow pace is rooted in risk aversion and accountability for public funds.
- Unlike corporations, mistakes are highly scrutinized:
“You're making a decision about how you're spending taxpayer dollars. ... There's a different level of, 'Wow, we gotta be sure that we're doing the right thing.'” (Andrea, 04:57)
The Impact of COVID-19 on Government Transformation (06:33–08:01)
- COVID-19 forced rapid change, showing government can move quickly.
- Post-pandemic, government is reassessing how to continue that momentum responsibly:
“Covid said, you don’t. You tomorrow, you have to operate differently. And we had to spin. …we can do that. Not only can government move that quickly, but our people can move that quickly.” (Andrea, 06:36 & 06:52)
- The public now expects ongoing agility and digital services.
Balancing Pace, Public Demand, and Fiscal Realities (08:01–10:55)
- Citizens now expect service levels akin to online shopping.
- Budget constraints force prioritization:
“We teased them with COVID… now they're saying we want more of that and we want it now. …We have to balance that against the funding.” (Andrea, 08:37)
- Tight budgets breed creative solutions and internal process improvements.
Accountability, Risk, and Innovation in the Public Sector (10:41–12:13)
- Mistakes in government lead to Senate hearings, not just bad quarters; public oversight is strict.
- Lean times push for the most creative efficiency gains.
Barriers to Change: Culture, Policy, and Unions (12:13–16:30)
- Resistance arises from organizational culture, policy, unions, and size/complexity of departments.
“Sometimes the larger the department, the harder the ship to turn…” (Andrea, 12:37)
- Engaging unions early fosters smoother implementations:
“The sooner I had the union working with me, the more effective I was going to be…without question, the union has a… strong power force and, and with purpose...” (Andrea, 14:41)
The Public Nature of Government and Its Services (16:30–18:06)
- Delivery of services is highly public. Public scrutiny and expectations influence change.
- Technology is a catalyst, not the mission—constituents care about service, not systems.
Streamlining Government Processes and Combating Fraud (18:32–19:46)
- Process reengineering is as critical as technology adoption.
- Automating routine tasks and improving fraud detection are ongoing challenges:
“How do I use technology to advance us and enable that transformation and that modernization into what people think that they should be getting and the ease in which people should be accessing government services?” (Andrea, 19:12)
Workforce Evolution and Skills Gaps (19:46–24:41)
- As routine tasks become automated, staff need more analytical and tech skills.
- The challenge: not enough staff to meet service demands, especially in technical areas with private sector competition.
“How do we use the technology that's out there… so that our resources can do more so that they can be more effective and they're doing less of routine stuff and more of the real core analytical and decision making stuff.” (Andrea, 20:28)
The Power of Automation and AI (22:46–24:41)
- Automation can eliminate mundane processes and let humans focus on critical engagement.
- AI is expected to digitize documents, handle basic validations, and free up staff for higher-level work.
Private-Public Partnerships and Opportunities in a Changing Job Market (24:41–25:15)
- Fluctuations in the private tech market create hiring opportunities for government, especially in specialized technical roles.
The 2030 Vision: A Unified Digital Government Portal (25:15–29:12)
[Key Segment: 25:50–29:12]
- Andrea’s future vision: a single, seamless portal for all government services.
“I envision that by 2030… you will access government services through like a single portal, that it won't be a matter of me saying I use EDD services and DMV services and I file my taxes …I wouldn't be going into every single different system… I can come into a one stop shop, I can be verified, validated…” (Andrea, 25:50)
- Centralized identity and eligibility would streamline service, enhance fraud prevention, and improve user experience.
- International examples (like Saudi Arabia) show that this vision is attainable.
Memorable Anecdote
- Andrea shares how even schoolchildren use dozens of interdependent government services every day (from public schools to vehicle regulations to food safety), stressing the invisible pervasiveness and importance of streamlined government.
Notable Quotes
-
On government’s unique responsibility:
“We are stewards of somebody else's money. …Times like this when the money is tight is when I think government gets to be the most creative.”
(Andrea, 10:56) -
On change and unions:
“Instead of trying to fight against them…embrace them in the change, get them on board, get their idea.”
(Darren, 15:29) -
On process, not just technology:
“It’s how we get to the delivery of the service that makes it hard. …If all we had to do was deliver the service, man, that would be easy.”
(Andrea, 15:50) -
On making digital services equitable:
“A lot of your government services support those that…maybe don't have access to the same level of information as others.”
(Andrea, 16:52) -
On the 2030 vision:
“Cradle to grave should be…I should have one…one stop shop.”
(Andrea, 27:37)
Key Timestamps
- 01:32 – Andrea shares her government journey and lessons learned
- 03:57 – Her “superpower” of problem-solving in government
- 04:57 – Why government is slow and risk averse
- 06:36 – How COVID upended and accelerated digital change
- 08:37 – The public’s new expectations for fast, digital government
- 12:37 – Main barriers to change: culture, policy, unions
- 14:41 – The power and role of unions in tech transformation
- 16:52 – The public, and their needs, are at the center of government tech
- 18:32 – Processes, automation, and fraud detection
- 20:28 – Skills gaps and workforce evolution in the public sector
- 22:46 – AI’s transformative promise: more human engagement, less paperwork
- 25:50 – The 2030 vision: a unified digital portal for all services
- 27:37 – Anecdote: children unknowingly rely on dozens of government services daily
Memorable Moments
- Analogy: Monty Python’s vision of bureaucratic paper-stamping (22:05) captures the sort of “old government” that automation and AI must disrupt.
- International Benchmark: Saudi Arabia's cradle-to-grave unified government portal is cited as inspiration and proof of what’s possible (27:22).
Closing Thoughts
Andrea champions a pragmatic yet optimistic view: Transformation is possible, but requires ongoing creativity, responsible governance, partnerships (especially with unions), and a relentless focus on making services accessible for everyone. The 2030 vision of “one portal for all” isn’t just convenient—it could usher in a new era of public trust, efficiency, and better outcomes for all.