Magazine

Pay and Power Deficits

February 1, 2001

ince the Clinger-Cohen Act first created the role of government chief information officer back in 1996, scores of people have held the title. Many agencies have had three or four CIOs since 1996, and many have had long-term acting CIOs while full-scale searches were launched for permanent CIOs. Last year's CIO departures included Agriculture Department CIO Anne Reed, who left in February; Environmental Protection Agency CIO Alan Pesachowitz, who departed in March; and Veterans Affairs Department CIO Harold Gracey, who exited in May.

In most cases, CIOs have left government service frustrated by low pay and a lack of respect. "Those who are true CIOs understand that they aren't being given the authority they need to have," says Gloria Parker, Housing and Urban Development Department CIO. "And a lot of them don't have a lot of responsibility-they don't manage the IT budget and don't have the authority over IT issues and operations."

Burnout is another factor behind the high attrition rate. "The effort that went into Y2K was exhausting. These CIOs were working weekends and nights and vacations," says Sally Katzen, deputy director for management at the Office of Management and Budget.

But the biggest driver by far, many say, is the lack of pay parity between CIOs in government and private industry. "I'm making $130,000 for trying to work with a $58 billion agency that would be No. 11 in the Fortune 500," says George Molaski, Transportation Department CIO. "My pay would be five or six times that in the private sector. I'm here because I want to effect change in government, but there are still times when you just get worn down and ask yourself why you're doing this."

Parker, in her work with the CIO Council, is fighting for more money for CIOs. "We may very well get an increase, but even if that happens, the salary will only rise to about $150,000," she notes.

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