Financial Management System – Dr. Oliver served as the Assistant Administrator for Financial Systems in FEMA’s Office of the Chief Financial Officer (OCFO).  He took this assignment, at the request of FEMA’s Administrator, to move the FEMA’s financial system modernization (FSM) forward. At the time, the replacement of FEMA’s core financial system was several years behind schedule. Under his leadership, the program received full funding and staffing and began working closely with DHS to finally make FEMA FSM a reality. FEMA’s new financial systems will be a COTS solution that includes integrated acquisition and asset management as well as interfaces with with several FEMA mixed financial systems. During the modernization process, Dr. Oliver also oversaw the sustainment of FEMA’s legacy financial systems.

National Flood Insurance Program System – Prior to leading the FSM effort, Dr. Oliver was asked by the FEMA administrator to move to FEMA’s Federal Insurance and Mitigation Administration (FIMA) to address significant program challenges with the modernization of the National Flood Insurance Program (NFIP) insurance system.  Under the NFIP, there are currently more than 5.1 million flood policies in force across more than 22,000 communities. The NFIP pays flood insurance claims averaging $1.9 billion per year and has over 1 trillion dollars in exposure, making it one of the ten largest insurance entities in the U.S.  Yet, it’s information technology systems was a 30-year-old cobalt programmed system.

To address this matter, he played a significant role in the reorganization of FIMA, including creating a new Division to meet the budget, contract, program management and IT challenges facing the NFIP. As part of this new division, Dr. Oliver oversaw business operations, including stabilizing and modernizing nine legacy information technology (IT) systems with an annual IT spend of approximately $100 million that support the NFIP. The systems within Dr. Oliver’s purview were generally significantly outdated in both system design and architecture as well as system security and resiliency.

Dr. Oliver led the successful effort to receive authorization to replace the antiquated NFIP IT system with a new $200 million IT solution. Modernization efforts used agile software development and governance methodologies that substantially improved the resiliency of these systems. As a result, the new system reach full Operating Capability on time and substantially under budget. As the accountable executive for NFIP IT systems, Dr. Oliver was also responsible for business continuity and continuity of operations (BC/COOP) planning and execution.