 | GAO's Cicco: A new management approach |
- After his employees registered the lowest morale ratings
of any unit in the Government Accountability Office, Tony Cicco, CIO in
GAO’s Office
of the Comptroller General, was forced to take a hard look at his management
style. In this session, he discusses his
decision to take himself and his employees in a new direction – and
the difficulties he has encountered along the way.
(7 minutes)
- Cicco shares some of the unusual ways he has gone about transforming
the work environment and building employees’ trust.
(5 minutes)
 | Delaware's Jarrett: A new role for the CIO |
- When Gov. Ruth Ann Minner took office in 2001, one
of her first initiatives was to tackle the lack of leadership, trust and
confidence in the state’s
Department of Technology and Information. She defined a new CIO role and
hired Tom Jarrett to fill it. In this session, he describes the radical changes
he made and how running the department as a business is not the
same as running it like a business.
(7 minutes)
- Although not many CIOs have the opportunity to build their departments
from the ground up, Jarrett highlights some of the ways CIOs
can learn from Delaware’s model.
(7 minutes)
 | Frederick County's Spangenberg: Into the political fray |
- Dale Spangenberg, CIO for Frederick County, Md., had a long federal career
that included stints at the Interior Department, the National Institutes of
Health, and the National Institute of Standards and Technology. In this session,
he discusses the unexpected rewards of making the switch to local government.
(6 minutes)
- At the local level, it’s crucial for CIOs to understand
elected officials’ priorities — and Spangenberg explains why
knowing how technology works isn’t one of them.
(5 minutes)
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