Assessing the Impact of the Clinger-Cohen Act on CIO-related Issues at the National Center for Telehealth and Technology
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There are challenges in implementing and overseeing major IT investments. Given the pervasiveness of IT, it will remain a challenge. It is important that a CIO never loses sight of the intent of the CCA. The CCA is enforceable legally as shown by the recent removal of the T2 head of the organization (Kelley, 2014). Following the intent of the CCA for the four certified programs has been helpful in following IRM and implement IT project approval processes, acquisition processes, strategic plans, and proper execution of IT funds processes in going forward (Moe, 2014). These processes will change some during use, but it is the new “norm” at T2 after a 30-day pause of the entire organization’s operations to become compliant (R. Campise, personal communication, May 17, 2014). Now the hard work begins to follow the intent of the CCA through new processes and change the culture. Below are the results T2 has taken since the head of the organization’s removal.
IT Workforce Alignment
The organization was informed that there will be major organizational changes at T2, and the status quo is not an option (R. Stoltz, personal communication, March 28, 2014). To meet the intent of the CCA in terms of “developing strategies and specific plans for hiring, training, and professional development” (CCA, 1996, p. 35), T2 will eventually align with DHA Health IT (HIT). This alignment will provide CIO management control of the IT/IM personnel and ensure standards are at the right level to retain the staff needed for current and future IT work. It will take time to execute the change, but will align T2’s OCIO under the DHA OCIO. Resulting in meeting the intent of DoD Directive 8000.1 of having a reporting mechanism for the T2 CIO to the DHA CIO to ensure...
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