Case Study:

1
Case Study

• Building the Skills that Produce Success - A Case
  Study from the United States Treasury Department

2
U.S. Treasury Department

• Financial Management
• Financial Industry Supervision
• Tax Collection
• Law Enforcement
• Manufacturing

3
U.S. Treasury Department

• 145,000 Employees
• 9,300 Information Technology Employees
• 1.75 Billion Per Year in IT Spending
• Collects 1.7 Trillion in Annual Revenues

4
Clinger-Cohen Act of 1996

• Requires that the CIO
• Assess Knowledge and Skill Needs for IRM
  Executives and Managers
• Evaluate Agency Executives
• Hire, Train and Develop Execs to Improve Skills
• Annually Report to Agency Head on Progress

5
Good Business Sense

• Better Leadership Leads to Better Results

6
Information Technology Workforce Improvement

• A Comprehensive Program

7
I/T Workforce Improvement

• Identifying Needed Competencies
• Establishing Executive Training Resources
• Coordinating Staff Training Resources
• Developing Strategies for Recruitment and
  Retention
• Leading Government-Wide Efforts

8
Identifying Needed Competencies

• Executive Level Competencies
• Staff Level Competencies

9
CIO Competency Proposal

• Taking the Lead on Improving I/T Management

10
Step 1 -- Identify Needed Skills

• CIO Council -- Core CIO Competencies
• Treasury Subcommittee on I/T Skills Enhancement
• Commissioned University Review
• Met with top 57 IRM Managers in Treasury
• Evaluated and Modified CIO Competencies
• Approval By Treasury CIO Council

11
Approved Competencies

• Policy and Organizational Competencies
• Capital Planning Competencies
• Managerial Competencies
• Technical Competencies

12
Policy and Organizational Competencies

• Mapping I/T to Mission
• Budget Process
• Organizational Process

13
Capital Planning Competencies

• Investment Assessment
• Acquisition
• Implementation and Performance Measures

14
Managerial Competencies

• Leadership
• Process Management
• People Management

15
Technical Competencies

• Information Systems Architectures
• Developing Technologies
• Information Delivery Technology
• Security
• Disaster Recovery
• System Life Cycle
• Software Development

16
Next Steps

• Approval of Competency Structure 3/12/98
• Award Assessment Study
  8/10/98
• Complete Assessments
  10/1598
• Develop Improvement Strategies 11/15/98
• Report to the Secretary
  12/1/98

17
I/T Staff Competencies

• Demonstration of IRS Computer Specialist
  Competencies System

18
Establishing Executive Training Resources

• Treasury Executive Institute --3 Programs in 1998
• Executive Tie-In to Treasury Information
  Technology Conference in July 1998

19
Coordinating Staff Training Resources

• Meeting with CIOs and Key Staff to Define I/T
  Training Needs and Capabilities
• Formulating a Proposal for a Treasury School of
  Information Technology

20
Develop Strategies for Recruitment and Retention

• Promote Bureau Action
• IRS 10 Retention Incentives
• Comptroller Development Funds
• Joint Memorandum on Flexibilities
• Identification of Government-wide Changes Needed

21
Leading Government-Wide Education and Training
Efforts

• Federal CIO Council Committee
• Improved CIO Competencies
• CIO University Concept
• End User Computer Skills
• National Forum to Focus on Issues and Solutions

22
Lessons Learned
23
Intellectual Capital
Knowledge has become the most important fact of
economic life. In the new economy, intellectual
capital -- not natural resources, machinery, or
even financial capital -- has become the one
indispensable asset of corporations. Thomas A.
Stewart
24
Identify a Champion

• Access to CIO
• Knowledge of the Organization
• Respect

25
Start With Core Competencies

• Organization-Wide Buy-In
• Tailor to Environment

26
Sound Strategy

• Start with a Plan
• Gain the Commitment of Leadership
• Take Advantage of Successes
• Keep a Business Focus on Results
• Share Experiences Across the Organization

27
Participate in Government-Wide Activities

• Gain the Benefit of Shared Experiences
• Identify Best Practices
• Identify Sources of Assistance
• Internal HR/Training Organizations
• Other Government Agencies
• Contract Assistance

28
Summary

• Good Business Sense
• Identify Champions
• Comprehensive Approach
• Establish and Agree on Baselines
• Share and Seek New Ideas