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Information Management (IM) and Information Technology (IT) in the Department of the Navy (DON) provide Navy and Marine Corps warfighters with the tools required to win. This strategic plan describes the Department's vision, mission, governing principles, goals, objectives, and key performance indicators for IM/ IT to support the warfighter. It is driven by, and aligned to, the overarching departmental goals articulated by the Secretary of the Navy. To accomplish our mission, we must provide the foundation for success by providing the right IM/IT tools and infrastructure for the warfighter. We are in the process of right-sizing our architecture. As a Department, we must be smarter about leveraging our limited resources through effective IM/IT governance. To this end, we should manage our application portfolio, requiring a clear strategic or financial return for each IM/IT investment to ensure the warfighter is getting the best return on investment. This includes moving from decentralized to centralized management where it makes sense. The intent of this plan is to assist DON leadership by providing a vision that describes desired departmental outcomes and identifies how they will be achieved and measured. For our commands, this plan will help strengthen their alignment to DON IM/IT goals and help clarify resource priorities. For the IM/IT workforce, this plan provides understanding of the direction of IM/IT in the DON, and how their contributions support this broader vision. This is the fifth DON IM/IT Strategic Plan published by the DON Chief Information Officer (CIO). This is the fifth DON IM/IT Strategic Plan published by the DON Chief Information Officer (CIO).
"This book provides understanding on the achievement of interoperability among organizations, focusing on new structural design concepts"--Provided by publisher.
Due to concerns about long standing delays in the security clearance process, Congress mandated reforms in the Intelligence Reform and Terrorism Prevention Act of 2004, which requires, among other things, that the executive branch report annually to Congress. The Office of Personnel Mgmt. conducts much of the government¿s clearance investigations. In 2007, the Dir. of National Intelligence and DoD established a Joint Reform Team to coordinate governmentwide improvement efforts for the process. This statement addresses: (1) progress in reducing delays at DoD; (2) opportunities for improving executive branch reports to Congress; and (3) the extent to which joint reform efforts reflect key factors for reform. Illustrations.
The Dept. of Defense (DoD) spends billions of dollars to sustain key business operations intended to support the warfighter. DoD is at high risk because of vulnerabilities to fraud, waste, abuse, and mismanagement and also should have a broad-based transformation needed to achieve greater efficiency, effectiveness, and sustainability. The author provide his views on: (1) actions needed to achieve measurable outcomes in DoD's high-risk areas; and (2) DoD's progress in strengthening its mgmt. approach for business transformation, including establishing the Chief Mgmt. Officer position. Includes info. regarding the high-risk area related to contract mgmt. at the Dept. of Energy's National Nuclear Security Admin. Illustrations.
The DON IM/IT workforce Strategic Plan identifies the goals and objectives that will allow the DON to identify, develop, and maintain the IM/IT Workforce of the future.
The Defense Information Systems Agency (DISA) spends about $3.5 billion annually providing critical information technology (IT) support to the military services, military commands, and Dept. of Defense (DoD) agencies, as well as operating and maintaining crucial command, control, and communications systems. In response to a mandate in the FY 2001 Defense Authorization Act, the General Accounting Office (GAO) studied the agency's management of its 500 Day Action Plan, as well as its efforts to establish important institutional management controls.