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When one thinks about high-tech states, one typically thinks of places such as California and Massachusetts. But....Alabama?

The Southern state was the only state government on CIO Magazine’s top 100 institutions for excellence in information technology. According to CIO, the state provides more than 130 e-government applications through the . The magazine Government Technology also praised the state

Other projects sponsored as part of Gov. Bob Riley's "Plan for Change" include using Google Earth's Geographic Information System technology for viewing a "virtual Alabama."

CIO cited a number of specific examples of how Alabama is making e-government work. For example, in 2007, 64 percent of home-builder licenses were renewed online with the Alabama Home Builders Licensure Board. In June 2007, the Alabama Department of Revenue had 336 users file for tax extensions online, which resulted in payments totaling more than $7.2 million, compared with 49 users filing $804,000 in payments in 2006.

Currently, the state is testing a "media portal" to provide information about the state, including videos.

The state was also cited for its distance learning program, which lets Alabama public high school students take Advanced Placement (AP), elective and other courses to which they may not otherwise have access. Such distance learning programs are particularly useful in rural states that might have trouble getting certified teachers in some areas.

Alabama has also consolidated its email system, making it easier for citizens to contact government employees.

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As noted, recognition from national outlets can put a small state on the map. That visibility is useful, but long-term leadership comes from repeatable practices and measurable outcomes rather than one-off projects. The practical question years later is not whether a state had a headline, but whether it built the institutions to sustain progress.

Checklist to judge sustained IT leadership:

  • Published performance metrics and public dashboards (uptime, cost per transaction, user satisfaction, digital adoption).
  • Clear enterprise governance (an empowered CIO role, enterprise architecture, cross-agency policy).
  • Shared platforms and modular procurement to reduce duplication and vendor lock-in.
  • Risk-managed security and privacy programs with continuous monitoring and third‑party review.
  • Accessibility and multiple service channels so improvements aren’t limited to only well‑connected users.
  • Open data, documented APIs, and an active developer/community engagement program.
  • Workforce strategy: training, retention, and partnerships with local universities/industry.

Concrete next steps and resources: require public performance reporting, codify CIO authority and budgeting, adopt a risk-management framework for security, and move to modular contracts for modernization work. For practical guidance, see NASCIO’s resources on state IT governance, the NIST Cybersecurity Framework for security and risk management, the W3C WCAG standards for accessibility, and Digital.gov for service design and delivery practices (NASCIO, NIST Cybersecurity Framework, WCAG, Digital.gov).

Cautions: watch for funding cliffs, political turnover, and shiny pilots that don’t scale. Independent audits, transparent ROI reporting, and citizen-facing metrics are the simplest ways to separate genuine, lasting modernization from short‑term headlines.

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