This type of COO/CMO might be appropriate for a larger organization; (3) a second deputy position could be created to bring strong focus to the integration and business transformation of the agency, while the other deputy position would be responsible for leading the operational policy and mission-related functions of the agency. For a large and complex organization undergoing a significant transformation to reform longstanding management problems, this might be the most appropriate type of COO/CMO. (Dejewski, 2007)

Stated as GAO recommended considerations in regards to the criteria and strategies for development of COO/CMO positions in major federal agencies are those stated as follows:

(1) the GAO has long advocated that DOD and DHS could benefit from a senior level COO/CMO position, with a term appointment of at least 5 to 7 years, and a performance agreement. GAO continues to identify DOD's approach to business transformation and implementing and transforming DHS on GAO's biennial high risk list of programs. DOD dominates GAO's list of agencies with high-risk programs designated as vulnerable to waste, fraud, and abuse of funds, bearing responsibility, in whole or in part, for 15 of 27 high-risk areas;

(2) as Congress considers COO/CMO positions for federal agencies, the criteria and strategies identified should help to highlight key issues that need to be considered, both in design of the positions and in implementation; and (3) While Congress is currently focused on two of the most challenging agencies -- DOD and DHS -- the problems they face are, to varying degrees, shared by the rest of the federal government. Each agency, therefore, should consider the type of COO/CMO that would be appropriate for its organization, either by designating an existing position as the COO/CMO or creating a new position, and adopt the strategies we outline to implement such a position. (Dejewski, 2007)

The following illustration shows the implementation timeline in the initiative of MHS Pre-Certification Authority Designation.

Figure 2

Implementation Timeline

Source: Dejewski (2007)

Organizational changes and transformation such as these which are being reported to have been implemented by and within the defense branches of the federal government are only part of the continuous and ongoing changes required in the organization for example the work published by the Medical Group Management Association of Greater St. Louis entitled: 'Organizational Transformation: The Dynamics of Change states that organizations are required to "continually reinvent themselves in response to an ever changing and continuously more complex environment. This presentation offers insight on the dynamics of change through organizational transformation. There are two approaches to change management, namely, reactive and proactive." (nd)

It is stated in the testimony of the Comptroller David M. Walker that a department-wide information technology (it) governance framework -- including controls (disciplines) aimed at effective management of it-related "people, processes and tools is vital to DHS's transformation efforts." (Walker, 2007) Inclusive in these controls and disciplines are the following:

(1) having and using an enterprise architecture, or corporate blueprint, as an authoritative frame of reference to guide and constrain it investments;

(2) defining and following a corporate process for informed decision making by senior leadership about competing it investment options;

(3) applying system and software development and acquisition discipline and rigor when defining, designing, developing, testing, deploying, and maintaining systems;

(4) establishing a comprehensive information security program to protect its information and systems;

(5) having sufficient people with the right knowledge, skills, and abilities to execute each of these areas now and in the future; and (6) centralizing leadership for extending these disciplines throughout the organization with an empowered Chief Information Officer. (Walker, 2007)

Walker states in his testimony that the Department of Homeland Security has progressed somewhat in the transformation of its human capital systems but that however, much more work remains to be done.

Stated to be the most pressing of all challenges related to human capital are those as follows: (1) successfully completing its ongoing transformation; (2) forging a unified results-oriented culture across the department (line of sight); (3) linking daily operations to strategic outcomes; (4) rewarding individuals based on individual, team, unit, and organizational results; (5) obtaining, developing, providing incentives to, and retaining needed talent; and most importantly, (6) leadership at the top, to include a chief operating officer or chief management officer. (Walker, 2007)

The problem that is stated to be most urgent is the low morale of employees and the Department of Homeland Security is stated to score "at the bottom or near the bottom of all federal agencies in the four areas which provide the standards of success for agencies to measure their progress." (Walker, 2007)

Furthermore, there is a critical need for organization of it leadership and responsibilities as well as for the initiation of strategic planning for it human capital. Strategic human capital management is stated to be "...the centerpiece e of any transformation effort." (Walker, 2007)

DHS is reported to have finalized "its human capital regulations and it is vital that DHS implement its human...