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Chapter 5: Management and Resources
What it Will Take to Achieve Our IT Goals

To achieve the IT goals for 2005, the Department will continue to further centralize the management processes and structures established over the past two years. With oversight by the Undersecretary for Management and IRM Program Board, which provides for broad bureau participation, the CIO will direct the programs and initiatives to be put in place. (See box below.)

The graph shows a representative projection of changes in resources required between 2001 and 2005 to achieve the vision presented in this paper. The figures used for the graph reflect one possible funding scenario, in which the Department’s IT budget is roughly constant over the period based on the Year 2000 funding presentation. Given constant budgets and the need to pursue the investments and priorities consonant with the Goals 2005 vision, the allocations shown in the graph are likely. Increasing investments would be required in personnel – ensuring that our staff can use and support the technology; and in foreign policy applications – reflecting the shift in focus of Goal 2. Given increases in these two areas, the other three would remain flat or decrease to hold the total constant.

Relative Funds Distribution

Of course, other funding scenarios are possible. Budgets could increase, allowing for increases in all areas. The Department could find that networking demands increase even faster and more dramatically than envisioned in this paper. In this case, networking costs may rise, even as unit cost declines. As the end of the century approaches, cost estimates will be refined.

The box below highlights the key management initiatives to be introduced as we prepare for the next millennium. The common thread in all these initiatives is coordination – we must all work together in partnership if we are to achieve the vision articulated in this paper.

Management Enhancements to be Instituted

  • Integration and streamlining of IT planning processes – using the IRM Strategic Plan and IRM Tactical Plan as the drivers, while linking to the International Affairs and State Department Strategic Plans for mission priorities and context for IT management


  • Renewed focus by the CIO on foreign policy support and customer needs – improving coordination and management of decentralized IT investments, and securing consensus throughout the Department for this strategic IRM vision


  • Coordination of strategic human resource planning and training – ensuring a highly skilled workforce of IT professionals, and all staff trained in use of IT resources and tools


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Chapter 6: Performance Measures

Table of Contents