In this context, effective IRM is key to successful accomplishment of State’s critical missions. These elements include top-level management commitment to improving IRM; a strategic IRM planning process that is based on mission and business needs and that integrates the planning and budgeting functions; an acquisition process in accordance with legal requirements and applicable policy guidance; and an organizational framework that includes leadership and authority for IRM, an executive-level review process to prioritize and oversee investment projects, and an IRM organization that provides adequate guidance and support for agencywide customers. Recently, however, the Under Secretary for Management, recognizing that effectively managing State’s information resources is critical for the Department to meet its various missions, initiated several efforts to address the Department’s information management problems. State has also not had a mechanism to ensure adequate funding for initiatives to address long-standing IRM problems. As a result of its failure to follow the best IRM practices, major IRM improvement initiatives remain at risk of failure. Recommendations

To institute modern information resources management practices in support of departmentwide mission and business needs, we recommend that the Secretary of State designate a Chief Information Officer, above the Assistant Secretary level, with the authority necessary to oversee the implementation of departmentwide IRM initiatives and standards, and strengthen the recently established new IRM investment review board by (1) increasing regional and functional bureau representation and (2) ensuring that the board’s determinations are implemented. The Department has a number of initiatives aimed at addressing these weaknesses. State has consequently embarked on a program to modernize its aging information technology infrastructure.
Why GAO Did This Study

Pursuant to a congressional request, GAO reviewed the Department of State's information resources management (IRM) program and ongoing IRM improvement efforts.

What GAO Found

GAO found that: (1) State has poorly managed its information resources and continues to use inadequate and obsolete information technology, which has resulted in critical information shortfalls and interrupted operations; (2) although State has a number of initiatives to improve IRM, its failure to follow the best IRM practices and commit top-level management to IRM jeopardizes its improvement efforts; (3) State lacks an adequate mechanism to prevent IRM duplication and ensure sufficient funding; (4) State needs a chief information officer (CIO) to provide leadership and guidance for IRM and an investment and oversight process involving senior regional and functional bureau managers; and (5) State needs to address long-standing fundamental barriers to effective IRM and commit to a departmentwide IRM approach to meet its critical mission and business functions.