Chief Information Officer or Chief Operating Officer or Consulta

8/6/2019 Chief Information Officer or Chief Operating Officer or Consulta

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PAUL S. MALEBRANCHE [email protected]

7911 OXFARM CT. BOWIE, MARYLAND 20715HOME: 301-464-8228CELL: 301-646-4698

OVERVIEW

Chief of Information Systems / CIO

Successful, industrious, hands-on senior IT manager with a record of development, implementation and maintain day to day operation of IT departments in an environment of government shrinking budgets. Identifying and implementing strategiesto support and optimize demanding business processes and operations, increase productivity with reduced staff. Within the scope of business requirements evaluate and respond to diverse information technology issues. I thrive in an environment of rapidly changing challenges. I am a hands-on leader, coach and mentor; I gain the employees confidence and work to utilize their talents and knowledge. My core competencies include:

- Executive IT Leadership- Business Process Management- Solutions Delivers

- Team Management- Project Management- Legal Help Desk Support- Document Management- Web Based Technologies- Business Support- Budget Control- Systems Development- Change Management

Accomplishments

While working for the District of Columbia Office of the Chief Technology Office

(OCTO) I helped develop and implement the current IT budget tracking proceduresfor the District of Columbia. I completed the business analyses which lead toa successful implementation of a Fleet Management System. I managed several teams responsible for the successfully implemented the ProLaw Matter Management system (a Legal Case tool) at the Office of the Attorney General. While working for the IRS my team developed the aClose Casea functionality for their Tax Systemmodernization program. At Defense Mapping Agency I lead the team that successfully developed and implemented the digital mapping and targeting project for thePershing missile system. I lead the international team that completed the initial operational tasks for the Cruise Missile system, the Sensor Image Simulationsystems, and I worked on the Fire Finder artillery system. I lead a team that successfully completed Year 2000 (Y2K) applications and business analysis at theIRS, Maryland Department of the Environment (MDE) and Virginia Department of hea

lth. At MDE, my team successfully completed Y2k corrections for over 250 majorpieces of hardware containing computer chips or software and over 1000 differentsoftware packages. While working for USDA I led a team that implemented the first fully automated cartographic system at Soil Conservation Service.

EMPLOYMENT HISTORY:2004-2010 District of Columbia, Department of Human Services (Chief OIS/CIO)2002-2004 District of Columbia, Office of the Attorney General (Acting CIO)1997-2002 Headstrong Inc. (Project and Program Manager)1992-1997 Internal Revenue Service (Section Chief and Development Manager)



1987-1992 Systemhouse Inc. (Senior Consultant)1981-1987 Defense Mapping Agency (Section Chief and Program Manager)1976-1981 USDA Soil Conservation Service (Cartographer and Section Chief)

Department of Human Services for the District of Columbia (DHS)CHIEF OF THE OFFICE OF INFORMATION SYSTEM (OIS)/CIODate: 12/04 a" 3/10

As Chief of OIS and CIO I was the Information Technology (IT) lead for the District of Columbia Department of Human Services (DHS). I led teams responsible forthe new implementation of a modern Case tool and Document Management system. Iwas responsible for the day to day IT operations at DHS. I initiate new IT projects for the mainframe, server and desktop operations including Seat Managementand document management. I support mainframe applications both hardware and software. I provide weekly and monthly management reports and develop and implement IT training for as many as 1100 DHS users. I had a staff of 34 programmers, Database Administrators and support team members programming in ADABASE, Natural,CICS and Cobol. A second team was responsible for small database development including Microsoft ACCESS and SQL. My OIS staff provides mainframe administrative support. I was responsible for network programming, LAN and WAS support, infrastructure upgrades, PC operations both hardware and software and internet applications

Office of the Attorney General for the District of ColumbiaSUPERVISORY INFORMATION TECH SPECIALIST / DEPUTY CIODate: 02/04 a" 12/04

Supervisory Information Technical Specialist/Deputy CIO for the Office of the Attorney General for the District of Columbia (former Office of the Corporation Counsel). I was the operations, implementation and Support Desk manager. I oversaw the development of business requirements and operation of the ProLaw Legal Matter Management system at Office of the Attorney General (OAG). I was instrumental in the implementation of the seat management system at OAG. I was responsible for the operational hardware both desktop and LAN, the software, the ProLaw case tool system, and the implementation of the document management and automatedreports development system. I developed and provide unique training classes fo

r all ProLaw users.

CHIEF INFORMATION OFFICERDate: 06/03-02/04

As CIO I was the Information Technology (IT) leader for the Office of the Corporation Counsel. I initiated new IT projects for Legal Case integration, developed the business analysis leading to Seat Management system and document management systems. I completed infrastructure upgrades for PC operations and ProLaw Legal Matter Management system. I provided weekly and monthly management reportsand maintained the desktop and server software and hardware and the ProLaw database. My teams developed and implemented standard training for the OCC ProLaw users.

SUPERVISORY INFORMATION TECHNICAL SPECIALISTDate: 02/02-06/03

As Supervisory Information Technical Specialist for the District of Columbia, Office of Corporation Counsel (OCC) I was manager for the Support/help Desk. I oversaw all aspects of the ProLaw Legal Matter Management system for OCC. I develop reports, maintain the software and work with the Matter Management database changing, updating and maintaining the case tool application for OCC while managing the hardware maintenance contractors.



Headstrong Inc.PROJECT MANAGER,OFFICE OF CORPORATION COUNSEL (OCC) LEGAL CASE MANAGEMENTDate: 7/01-02/02

As the Program Manager for the District of Columbia, Office of Corporation Counsel (OCC) Legal Matter Management project. I supervise a team of Headstrong consultants that successful implemented the ProLaw Matter Management software for OCCincluding software, hardware and training for the OCC ProLaw users. My team conducted organizational and operational analysis. We developed system screens for every OCC division and section, purchased operational equipment and upgraded the infrastructure. We created specialized training classes for each division and trained over 350 users in 6 months. I created an OCC Support Desk and staffedthe desk with the best-qualified members of my team. I developed a best practice documents for senior OCC staff and created special screens for, testing, dataconversion, and training.

CONSORTIA MANAGER,CASE AND FLEET MANAGEMENTDate: 2/01-6/01

As project manager I led a senior analysis and development team that developed and led several management consortia that developed business processes reengineer

ing requirements for multiple agency systems. I lead the Fleet Management and Case Management consortia. I supervised two additional teams of District employeesand consultants that performed business readiness assessments, compiled best practice analysis and planning, high level requirements analysis, and produce statements of work (SOW) and request for proposals (RFP). I facilitates cross agencymeetings to build consensus and cooperation within the District agencies.

PRINCIPAL TEAM MEMBER,INFORMATION TECHNICAL SYSTEMS PLANDate: 8/00-1/01

As Lead Senior Management team supporting OCTO. I reviewed the District's IT Strategic Plan, provided technical expertise and provided critical analysis that he

lped to set the IT direction for 28 mission Critical agencies. I evaluated agency existing agency IT environments and citywide IT projects. He worked with agency Directors, CIO's and CFO's to develop agency specific IT operating plan and capital budget needs for the Districts four-year budget cycle.

PROJECT MANAGEMENT,MARYLAND DEPARTMENT OF THE ENVIRONMENT (MDE)Date: 9/98-1/00

I was team leader and project manager for the very successful Year 2000 team atthe Maryland Department of the Environment (MDE). The JMGC MDE Year 2000 team completed the initial Year 2000 analysis for PC and LAN hardware, software and embedded chip equipment. The team compiled and delivered the Phase I MDE initial Ye

ar 2000 inventory and assessment in three month. I then lead the team that completed all the MDE Phase II Year 2000 software and hardware renovation, corrections and upgrade. We successfully corrected over 1200 software programs and 2000 pieces of hardware. The work was completed on time and within budget.

PROJECT MANAGEMENT,VIRGINIA DEPARTMENT OF HEALTH (VDH)Date: 6/98-8/98

Project manager for the Year 2000 team at the Commonwealth of Virginia, Departme



nt of Health (VDH). The JMGC VDH Year 2000 team completed the initial Year 2000analysis for hardware, software, embedded chip equipment, supply chain and dataexchanges. We were working with very critical medical equipment. The team compiled and delivered the VDH initial Year 2000 inventory; assessment and renovationplan on time and within budget.

PROJECT MANAGEMENT,EXECUTIVE OFFICE OF THE PRESIDENT (EOP)Date: 1/98-5/98

I led the Y2K analysis team that successfully compiled the EOP Y2K software andhardware inventory, created the Configuration Management (CM) guidelines, and completed the Y2K assessment. The Y2K tasks were completed using the James MartinInformation Engineering Systems methodology, TSRM(R) (The Software Reengineering Methodology).

PROJECT MANAGEMENT,HEALTH CARE FINANCING ADMINISTRATION (HCFA)Date: 1/97-1/98

As project manager I led a team of consultants pursuing multi million dollar Y2Kbusiness with the State of Maryland, the Commonwealth of Virginia, the Districtof Columbia and the State of Louisiana. I worked at Heath Care Financing Administration (HCFA) to implement and complete the Y2K tasks, including the Y2K softw

are and hardware inventory and Y2K assessment and renovation. All the Y2K taskswere completed using the James Martin Information Engineering Systems Methodology, including the fully automated Architect tool and the TSRM(R) (The Software Reengineering Methodology) blueprint.

Internal Revenue Service (IRS)PROGRAM MANAGERDate: 4/92-1/97

I was Supervisor and Program Manager for the Information Engineering Responsibility Center (IERC) Y2K analysis, risk assessment and development at the IRS. I managed a staff senior Computer System Analysts and Management Analysts. I coordinated analysis, review, development, change, design, modifications, and implement

ation of the IRS Y2K strategy with the overall project manager. My team used theInformation Engineering Systems methodology, TSRM(R) (The Software Reengineering Methodology) to implement and complete the Y2K tasks for the IRS.

Systemhouse (Inc.)CONSULTANTDATE: 12/87-01/92

I led one of the teams that coordinated the hardware analysis, evaluation, and implementation of a Postal Service Live Technical Demonstration (LTD). I wrote the technical responses for a LAN implementation, training and maintenance proposal at the Postal Service. This LAN provides 1000 + users access to a series of software packages including WordPerfect, dBase, Lotus and graphics packages using

Compaq and other generic PCs.

I was project manager leading a team doing requirements analysis for replacementof the current USA Today ad management system. The analysis included extensiveinterviews, and led to a design phase currently being undertaken. I prepared theanalysis and conceptual design, and helped implement a consolidated trouble tracking system for Contel ASC. I conducted requirements analysis through extensiveinterviews, and used results of the analysis for the analysis and conceptual design documents. I also provided technical expertise for the project implementati



on.

Defense Mapping Agency (DMA)PROGRAM MANAGERDate: 6/81-11/87

I was the program manager leading the DMA digital cartographic data acquisitionprogram for the development and implementation of the 5-year digital products development program for Headquarters. I assigned and managed the resources for thedigital mapping program for domestic mapping agencies and foreign organizations. I managed the DMAHTC data collection program for digital mapping. Working withgovernment agencies (CIA, USGS, USDA and NOAA), I evaluated, coordinated, and validated the data requirements. I requested data collection to meet the agency production schedules. Reviewed and evaluated source materials for availability, adequacy and completeness. I provided feasibility studies and position papers forequipment usage and production goals. I provided departmental and agency levelmonthly status and program briefings to the DMAHTC Agency head, Undersecretariesof DOD, Agriculture, Commerce and the Joint Chiefs of Staff. I was staff Duty Officer for DMAHTC on a monthly rotational basis.

USDA, Soil Conservation Service (SCS)SYSTEM MANAGEMENTDate: 5/76-6/81

A Assistant Chief I supervised the Soil Conservation Service Automated Mapping System (SCSAMS). I developed new automated mapping programs, tested new hardwareand software, I managed a team of 10 Cartographic Technicians with responsibility for the digitizing and development of new automate4d soils maps. I provided technical guidance and training to cartographers and cartographic technicians in the completion of thematic maps using new automated methods. I planned, scheduled, provided cost estimated, ordered automated photographic materials and monitored work assignments. I reviewed, accepted and gathered all necessary source materials used to develop the final map products. I created and conducted presentations and tours for the new automated system. I provided training in techniques, developed procedure and policies. I wrote training manuals for new employees.

TECHNICAL SKILLS

IBM and compatible PCs, Digital Equipment Corporation (Compaq) PDP 11/XX series,VAX 11/XXX series IBM 370, UNIVAC 1050, Data General ECLIPSE S250, CALCOMP 950,SUN, MAC +, MAC II, Scanners, Digitizing table,WordPerfect XX, Microsoft Software XX (includes Excel, Word, Access, Project), dBase IV+, Lotus 123, C & C++, Oracle , SQL, Visual Basic, BASIC, ARC/INFO XX, FORTRAN, PASCAL, ASSEMBLER, NATURAL, ADABASE, IBM OS JCL, IEW, IEF, Designer, Windows NT, Windows XX, SUN OS XX, OS/MVS, OS/2, Novell XX, ProLaw

Project Management:

Project Scheduler XX, RiskTrack, PlanView, Excelerator, Revolve, PowerBuilder, M

icrosoft Project, Forest & Trees, System Architect. Quickbase,, Easyproject, Rational Plan, FastTrack.

TRAINING/CERTIFICATIONS

a NIMS ISC Certification (ISC 100. 200, 400 & 700)a Information Engineering Methodology (IEM),a Business Area Analysis (BAA),a Business System Design (BSD),a Technical Design (TD),



a The System Redevelopment Methodology (TSRM),a System Architect,a Risk Planning,a Project Management

EDUCATIONSept. 2009 Certified Public Manager Certification

from GW UniversityOngoing Postgraduate ClassesAug. 1970 Roosevelt University, Chicago

BA -GeographyJune 1968 Central Community College, ChicagoAA - General Studies

Documents

Chief Information Officer or Chief Operating Officer or Consulta