IE 11 Not Supported

For optimal browsing, we recommend Chrome, Firefox or Safari browsers.

Indiana Chief Data Officer Departs for Nonprofit Role

Indiana CDO Darshan Shah left civil service for a position at a not-for-profit supporting the life sciences. Management Performance Hub Chief of Staff Josh Martin will serve as the interim state CDO.

Darshan Shah GT video
Government Technology
The Indiana Management Performance Hub (MPH) announced today the departure of Chief Data Officer Darshan Shah, who accepted a role at a not-for-profit supporting life sciences.

Shah served as the state’s CDO since spring 2017 when he was charged with leading MPH, which provides agencies with data and analytics to aid in decision and policy-making. Shah was instrumental in developing MPH into a stand-alone agency, according to the press release announcing his departure.

MPH spokeswoman Ashley Hungate said Shah’s last day was Dec. 20. Josh Martin, the department’s chief of staff, has been tapped as interim CDO to “assure continuity of operations moving forward.”

A recent initiative overseen by Shah was a partnership between MPH and Indiana University to create the Indiana Data Partnership (IDP), which launched in July to create visualizations of data sets collected by state departments, nonprofits and academia.

He told Government Technology at the time that the goal of the of IDP was to create cluster maps for organizations to better understand how each other is connected, thereby improving service delivery to residents. The IDP contains use cases addressing the opioid epidemic and improving education and workforce development.

“Innovation under his leadership has propelled MPH to become the envy of many, if not all, other state governments,” the release states. “He has brought a business mindset and no-nonsense outlook that has driven this growth.”

Patrick Groves was a staff writer for Government Technology from 2019 to 2020.
Special Projects
Sponsored Articles
  • How the State of Washington teamed with Deloitte to move to a Red Hat footprint within 100 days.
  • The State of Michigan’s Department of Technology, Management, and Budget (DTMB) reduced its application delivery times to get digital services to citizens faster.

  • Sponsored
    Like many governments worldwide, the City and County of Denver, Colorado, had to act quickly to respond to the COVID-19 pandemic. To support more than 15,000 employees working from home, the government sought to adapt its new collaboration tool, Microsoft Teams. By automating provisioning and scaling tasks with Red Hat Ansible Automation Platform, an agentless, human-readable automation tool, Denver supported 514% growth in Teams use and quickly launched a virtual emergency operations center (EOC) for government leaders to respond to the pandemic.
  • Sponsored
    Microsoft Teams quickly became the business application of choice as state and local governments raced to equip remote teams and maintain business continuity during the COVID-19 lockdown. But in the rush to deploy Teams, many organizations overlook, ignore or fail to anticipate some of the administrative hurdles to successful adoption. As more organizations have matured their use of Teams, a set of lessons learned has emerged to help agencies ensure a successful Teams rollout – or correct course on existing implementations.