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Stringer 2013 - 'IT Czar'

Stringer 2013 - 'IT Czar'

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Published by Scott Stringer
STRINGER PROPOSES APPOINTING AN “IT CZAR” TO WORK WITH CITY AGENCIES TO ELIMINATE WASTE AND FRAUD
STRINGER PROPOSES APPOINTING AN “IT CZAR” TO WORK WITH CITY AGENCIES TO ELIMINATE WASTE AND FRAUD

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Published by: Scott Stringer on Aug 27, 2013
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08/27/2013

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FOR IMMEDIATE RELEASE Contact 
: Audrey Gelman 646-436-3296agelman@skdknick.com  
 
RE-IMAGINING THE OFFICE OF NEW YORK CITY COMPTROLLER 
STRINGER PROPOSES APPOINTING AN “IT CZAR”
TO WORK WITH CITY AGENCIES TO ELIMINATE WASTE AND FRAUD
August 27
 th 
, New York, NY 
 
Citing the city’s history of enormous cost 
over-runs with large technology contracts, Manhattan Borough President Scott M. Stringer today outlined his proposal to appoint an 
―IT Czar‖ to 
monitor and audit major information technology projects across all agencies as part of his campaign to re-imagine the city
Comptroller’s office.
 
―We need to reboot the way we monitor large technology contracts,
because clearly taxpayers have not been gett 
ing their money’s worth,‖said Stringer. ―As comptroller, I will focus like a laser on rooting out waste and fraud in every corner of the city’s budget, so that we can 
invest the savings in growing jobs, supporting our schools and other program that really
matter to working people.‖
 
 
As Comptroller, Scott will appoint an 
IT Contracting ―Czar‖ to help 
ensure more efficient and effective technology procurements. The IT 
 
Czar will work with agencies from the beginning of the contractingprocess to make sure that taxpayers are protected from waste and fraud.In addition, this office will be empowered with the authority to initiate audits of existing IT projects, as well as  the ability to utilize  the office's contracting and auditing powers. Stringer noted that too many IT contracts also rely on networks of shadowy subcontractors and sub-sub contractors. Every contractor adds 
―pass through‖ costs, costing taxpayers millions. The contract review 
process must be improved so that the City has the ability to limit the amount of expensive, subcontracted work that can get passed along to  taxpayers.Over the past decade, the City has taken on substantial information 
 technology (―IT‖) projects designed to improve service delivery and 
improve efficiency. Far too often, however, these projects end uunder-delivering and over budget.The most well-known is CityTime, a software program designed to 
improve the City’s payroll system using complex technology, including
biometric readers. In 2002, the Office of Payroll Administration (OPA)expected CityTime to cost $73 million. Within a year, however, OPArequested a contract modification to $100 million. The modifications only grew 
to $244 million, then $329 million, and beyond. By2009, seven modifications had been appro 
ved, ballooning the project’s 
cost to over $625 million.While the CityTime scandal is well known, it is unfortunately not alone among technology projects that have run off the rails in recent years.In 2004, following the August 2003 blackout that affected millions of New Yorkers, the City launched the Emergency Communications Transformation Program (ECTP) in order to consolidate FDNY, NYPD,

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