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IT Strategic Plan

FY2022-2026
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Message from the Chief Information Officer

It gives me great pleasure to present the updated PBGC Information Technology (IT) Strategic 

Plan for 2022-2026. This is an Agency-wide plan that aligns with PBGC’s strategic vision and 

goals and reflects IT support for the short and long-term plans of all PBGC’s business units. It 

identifies our Mission, Vision, Goals, and Objectives for supplying the technology solutions that 

fulfill those initiatives and is based upon the underlying foundation of three core elements:

people, processes, and technology. 

This Plan achieves PBGC’s strategic goals and objectives by leveraging PBGC’s technology 

architectures and maximizing the Administration’s strategy and priorities for a secure Digital 

Government. It capitalizes on a cost-effective mix of Cloud technologies, Shared/Managed 

Services, and internal solutions that adhere to other Government-wide standardized policies and 

procedures. This Plan establishes IT Security as foundational and ensures that IT Security will 

continue to be a top priority for the PBGC. It further identifies IT Security as being everyone’s 

responsibility and not just an Office of Information Technology (OIT) initiative.

To develop this Plan, we interviewed key PBGC stakeholders, conducted surveys, and reviewed 

various supporting documents, and oversight requirements. The results culminated in a plan that 

delivers on PBGC’s strategic initiatives. Therefore, this is our IT Strategic Plan; it belongs to all 

of us at PBGC.

Although a substantial amount of high-quality work went into the development of our Plan, I 

wish to point out that this is a living product that must evolve as needs and priorities change. In 

addition, we must take the next steps to develop the tactical plans that specify the activities, 

milestones, deliverables, roles, and responsibilities to meet the goals and objectives that we have 

outlined. Our tactical plans must include all IT projects and investments, reflect prioritizedinvestment decisions, and align Agency resources with our decisions. 

Only through working together can we develop tactical plans that are cross-cutting, holistic, and 

eliminate redundant technology. With information technology continuing to evolve and mature, 

we need to leverage those practices that are applicable to the PBGC environment. Our plans 

must become seamless and transparent, while continually being refreshed to include current 

efficiencies and cost saving measures. We can learn from other companies and agencies by 

asking how they developed their tactical plans, leveraging their lessons learned, and 

implementing industry best practices.

I am excited about the work that we have done in developing our IT Strategic Plan and look 

forward to working together as we successfully accomplish the tasks ahead.

Bob Scherer 

Chief Information Officer
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Table of Contents

PBGC Overview....................................................................................................................................... 4

IT Mission, Vision and Goals................................................................................................................... 8

Our Concept.............................................................................................................................................. 8

Alignment............................................................................................................................................... 17

Conclusion.............................................................................................................................................. 18

Key Performance Indicators................................................................................................................... 19
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PBGC Overview 

The Pension Benefit Guaranty Corporation (PBGC or the Corporation) is a federal 

corporation established under the Employee Retirement Income Security Act of 1974 (ERISA). 

Congress established PBGC to insure the pension benefits of workers and retirees. ERISA 

Section 4002(a) states that PBGC is to carry out these purposes:

• Encourage the continuation and maintenance of voluntary private pension plans for the 

benefit of theirparticipants

• Provide for the timely and uninterrupted payment of pension benefits to participants and 

beneficiaries under plans to which this title applies

• Maintain premiums established by the Corporation under ERISA Section 4006 at the lowest 

level consistent with carrying out its obligations under ERISA Title IV

Today, the Corporation guarantees payment of basic pension benefits earned by over 33 million 

American workers and retirees in nearly 24,000 plans. While PBGC encourages companies to 

maintain their plans, the Corporation will pay benefits when companies cannot. Since 1974, 

PBGC has become responsible for payment of guarantee amounts that currently cover more than 

1.5 million people in over 5,300 failed single-employer and multiemployer plans, making 

payments of $6.4 billion annually as of FY 2021.

PBGC’s insurance programs are financed differently. The single-employer program is financed 

by insurance premiums paid by companies that sponsor defined benefit pension plans, 

investment income from plan assets trusteed by PBGC and recoveries from companies formerly 

responsible for the plans. Congress sets PBGC premium rates. The multiemployer program is 

financed by premiums and investment income. The American Rescue Plan (ARP) Act of 2021 

enacted on March 11, 2021, allows certain financially troubled multiemployer plans to apply for 

Special Financial Assistance (SFA) payments. Upon approval of an application, PBGC will 

make a single, lump-sum payment to an eligible multiemployer plan to enable the plan to pay 

benefits at plan levels. These payments are derived from appropriated funds. SFA is financed by 

general revenues.

PBGC’s business operations, information technology (IT) programs, investment portfolios, 

budgets and finances are managed and supported by a multidisciplinary team of professionals 

and administrative staff. The current workforce consists of just under 1,000 federal employees, 

who are supported by contractors. These highly skilled professionals, committed to the work of 

PBGC’s mission include:

• Accountants

• Actuaries

• Attorneys

• Auditors

• Benefits Specialists

• Financial Analysts

• IT and Cybersecurity Experts

Each PBGC employee has an important role in the Corporation’s mission of protecting 

America's pensions.
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IT Program Executive Summary

Our vision is to be a high-performing information and technology organization recognized for 

strategic thinking, collaborative business partnerships, and innovative IT solutions, that support 

the PBGC’s Mission. To attain our Vision, we established two IT goals that align directly with 

PBGC’s goals. These goals pertain to improvements to the efficiency and effectiveness of 

business process and the delivery of secure, highly available and accessible IT products. 

Meeting these goals will be achieved by the effective use of IT and business best practices and 

by achieving success in three core areas; people, processes, and technology.

The plan will also address several critical focus areas to include Cyber/Information Security, 

Enterprise Architecture, Governance, Technology Platforms, Information/Data, Collaboration, 

Mobility, and our Workforce.

Cyber/Information Security is foundational. It acknowledges and promotes the overarching 

importance of the confidentiality, integrity, and availability of PBGC’s IT assets and data. It 

protects PBGC’s networked assets from both internal and external cyber-attacks (Cybersecurity) 

and establishes policies, processes, standards, and controls necessary to ensure PBGC maintains 

a secure IT environment (Information Security).

On the technology front, PBGC will continue the appropriate use of technologies such as Cloud 

Computing to enable convenient, on-demand network access to a shared pool of configurable 

computing resources that can be rapidly provisioned and released with minimal management or 

service provider interaction. In addition, we will continue to leverage Shared Services and other 

available resources such as the Department of Homeland Security’s Contiguous Diagnostics and 

Mitigation (CDM) Program to enhance our technology infrastructure. Over the next few years,

we will work make better use of PBGC’s information and data to enable the organization to 

make better, faster decisions and to improve overall operational efficiency across the 

organization. We will implement tools designed to create a more collaborative organization and 

reshape our applications and tools to enhance mobility options for both our internal and external 

stakeholders where appropriate.

Our Enterprise Architecture and Governance Programs ensure that we have a strategic and 

tactical approach to meeting business needs in a timely and cost-effective manner and that we 

are using the relevant technologies to meet or exceed customer expectations.

Additionally, we will create a high-performing workforce, that will collectively provide 

capabilities that meet the current and future needs of the Corporation. We will recruit, develop, 

and retain a highly qualified, blended Federal and contract workforce appropriately sized to 

deliver secure, scalable, and consumer friendly IT products and services.

Through the implementation of the IT Strategic Plan, PBGC will be better positioned to meet the 

challenges driven by changes in economic conditions, legislation and regulation, administrative 

policy, and industry.
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Introduction

To address PBGC’s business needs we have developed Enterprise Architectures and IT Business 

Processes that deliver enterprise solutions. Working with Agency stakeholders, our enterprise 

architectures describe how PBGC operates today, how it intends to operate in the future, and a 

plan for transitioning to the target state. We have also implemented repeatable IT Business 

Processes that have reduced our costs to develop, operate and maintain solutions. These 

processes help us to ensure the solutions we develop meet the current needs, are integrated with 

other solutions, and have the breadth to address future requirements.

Cyber/Information Security is foundational to our IT program. Our objective is to provide 

information security that is consistently efficient and effective. We have completed our security 

architecture and it meets and supports the Federal Information Security Modernization Act 

(FISMA) and Privacy Act. We also have completed significant work towards meeting the 

security standards and guidelines adopted and promulgated by the National Institute of 

Standards and Technology (NIST). To effectively manage our Plan of Actions and Milestones, 

we are using the Department of Justice Cyber Security Assessment and Management (CSAM)

tool, that is designed specifically for that purpose. 

We are a leader in business unit led application development. For the past several years, we have 

actively used specialized Integrated Project Teams (IPT) to assist our Business Innovation 

Services Department (BISD) staff in gathering business requirements and developing 

technological solutions. These teams are led by Project Management Professional (PMP) 

Certified Project Managers and include enterprise architects, security experts, various 

operational technologists, and subject matter experts from our business partners. This approach 

is aligned with and supports our development methodology. It also fosters business-driven 

application development that protects PBGC’s data, retains application integrity, reduces 

technology costs, and ensures that project solutions meet the mission and functions of PBGC.

We have established multiple oversight organizations to ensure that we are performing the right 

work at the right time with the appropriate technology. Oversight is provided by the PBGC 

Director, Executive Management Committee (EMC), Budget and Planning Integration Team 

(BPIT), Information Technology Portfolio Review Board (ITPRB), and Technology Review 

Board (TRB).

Architectures, processes, security programs, development methodologies, integrated project 

teams, and responsible management oversight are identified as IT best practices that we already 

leverage in support of PBGC’s mission. Moreover, we consistently use them in delivering 

information technology solutions. However, we recognize that we must make continuous 

improvements to keep pace with steadily increasing demands for more information technology, 

with the ever-faster increasing needs for answers, information, and solutions. We also recognize 

that our budgets are shrinking. To meet these increasing demands while our budgets are 

shrinking requires that we become more agile. Thus, we must continuously enhance our best 

practices.
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Purpose

Our Information Technology (IT) Strategic Plan provides the framework to align IT resources 

with PBGC’s strategies. It further describes our IT goals and objectives that support PBGC’s 

mission. Our Plan conveys our Mission, Vision, Goals, and Objectives of the Office of 

Information Technology (OIT) and shares our IT Strategy with stakeholders, oversight bodies, 

and external parties.

IT Strategic Framework

The PBGC Strategic Plan for Fiscal Years (FY) 2022-2026 has three overarching strategic goals 

that provide the direction for PBGC’s programs and supporting functions. The IT Strategic 

Framework is based upon these three same strategic goals:

1. Preserve plans and protect the pensions of covered workers and retirees,

2. Pay pension benefits on time and accurately, and

3. Maintain high standards of stewardship and accountability.

Figure 1: PBGC IT Strategic Framework

The key components and hierarchy of our IT Strategic Framework are illustrated in Figure 1: 

PBGC IT Strategic Framework. This framework is divided into two segments - Strategic and 

Tactical. The strategic segment describes what the IT organization does, the ultimate state to 

which it aspires, and the desired results intended to be achieved. Progressing down the

hierarchy, the components become more actionable as they crystallize into the means by which 

we will achieve the strategic results. 

Performance measurements, captured throughout the execution of initiatives, will quantify the 

degree of success achieved against specific goals and objectives. 
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IT Mission, Vision, and Goals

IT Mission: Provide secure, innovative, and cost-effective IT solutions and customer service to 

PBGC stakeholders.

IT Vision: A high-performing technology organization recognized for strategic thinking, 

collaborative business partnerships, and innovative IT solutions that support the PBGC mission. 

IT Goals: The Office of Information Technology has established two IT goals: 

1. Improve the efficiency and effectiveness of PBGC business processes, via Information 

Technology, and

2. Deliver secure, highly available and accessible IT products and services to all PBGC 

stakeholders in a fiscally responsible manner using best practices.

Critical to achieving IT goals and objectives is supporting work in maintaining core capabilities 

in three specific areas: 1) people, 2) processes, and 3) technology. Each of these three core areas

will have specific goals, objectives, and measures that support the two overarching IT goals 

listed above. 

Our Concept

Our Concept is based on the basic premise that an organization has three core elements, people, 

process, and technology that are responsible for its success or failure. Figure 2 illustrates our 

concept and the correlation of the three core elements. Within each of the core elements specific 

objectives and/or performance expectations will be identified.

Figure 2 Figure 2: IT Core Elements Diagram

On the following pages we will examine each of the three core elements in greater detail and 

outline the specific goals, measures, and objectives for each core element.
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Process

Cyber/Information Security

Our foundational process component is Cyber/Information Security. It covers two main 

concepts:

• Cybersecurity defines PBGC’s ability to protect its networked assets from cyber-attacks.

• Information Security defines the PBGC policies, processes, standards, and controls 

necessary to ensure a secure internal IT environment.

The plan and participant assets for which we are custodians are vulnerable to an increasingly 

wide range of known and unknown threats. Our Cyber/Information Security program has been, 

and will continue to be, PBGC’s highest priority with the entire Agency supporting security 

improvements.

Cyber/Information Security is a shared responsibility. Everyone working at PBGC has a role in 

making our data and systems safer, more secure, and resilient. Defending against ongoing, 

increasingly sophisticated cyber-attacks that continue to threaten the confidentiality, integrity 

and availability of our data and information systems requires a more vigorous, risk-based 

approach that will yield more robust protection from increasingly dynamic cyber threats.

Using an enterprise-oriented risk mitigation program, combined with continuous monitoring and 

measurements, we will develop and implement an effective IT security program for continuous 

monitoring, and improve security incident response capability.

For the FY2021 FISMA audit cycle PBGC’s information security program received a maturity

rating of “managed and measurable,” confirming it is operating at an effective level of security.

PBGC will strive to maintain that rating and to continue to mature the IT Security program over 

the life of this plan.

On May 12, 2021, President Biden issued Executive Order 14028 Improving the Nation’s 

Cybersecurity. PBGC is dedicated to meeting the varied requirements of this Executive Order in 

a timely manner. As part of PBGC’s response to the EO, OIT will plan for and begin 

development of a Zero Trust Architecture to ensure PBGC’s systems and data are secure.

Process Goal 1: Secure PBGC’s IT to ensure confidentiality, integrity, and availability of

systems and data

Process Goal 1 Measure: The Annual FISMA Report score will be used to measure PBGC’s 

progress in this strategic process area.

Specific Process Goal 1 Objectives:

• Improve IT security governance and oversight via annual assessment(s) (continuous)

• Align agency resources to ensure 100 percent active compliance with Executive Order 

14028 requirements and the corresponding agency reporting

• Improve access controls and configuration management (continuous)

• Improve PBGC’s ability to continuously monitor the IT environment (continuous)

• Maintain or exceed “Level 4: Managed and Measurable Rating” or as determined by the IG

(continuous)

• Utilize cloud technology and build towards a Zero-Trust Architecture (ZTA) as effective 
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overall on the Cybersecurity Framework Functions (continuous)

• Complete MFA access for public facing systems (FY23)

• Complete PBGC-wide implementation of Identity, Credential, and Access Management 

(ICAM) capabilities (FY23)

• Improve POA&M on-time milestone completion rate to 95% (FY26)

Process

IT Governance

PBGC has several mature Governance processes that support the Office of Information 

Technology and the Corporation as a whole. Collectively, the Enterprise Architecture, IT 

Capital Planning and Portfolio Management, Program and Project Management, Solution 

Life Cycle Methodologies, and IT Service Delivery processes ensure that we deliver the right 

products and the right time and the right cost.

Keeping pace with ever-changing business requirements necessitates that we continuously 

incorporate more agility and flexibility into our governance boards and governance processes. 

As we reach greater levels of maturity, we will improve and streamline governance functions 

and boards. We also will incorporate processes to re-calibrate priorities continually throughout 

the fiscal year.

Through the continuous improvement of our Information Technology Solutions Life Cycle 

Methodology (ITSLCM) and governance boards (Technology Review Board (TRB), 

Information Technology Portfolio Review Board (ITPRB), Change Advisory Board (CAB), 

Governance Coordination Board (GCB), we will streamline and optimize the Governance 

functions. We will continuously evaluate the effectiveness of the ITSLCM, TRB, ITPRB, and 

CAB policies and directives, standards, and guidelines, and eliminate non-value 

processes/activities. These actions enable more agility in developing and implementing 

technology.

Process Goal 2: Mature IT Governance to foster business agility

Process Goal 2 Measures: Performance to plan, schedule, and budget, and the adoption 

appropriate acquisition and delivery methods.

Specific Process Goal 2 Objectives:

• Continue to mature and improve all facets of the IT Governance Program and its 

integration with overall PBGC governance efforts (continuous)

• Use the IT Governance Program to drive sound investment and business decisions 

(continuous)

• Implement modernized solution delivery methods that enable faster delivery of 

functionality to business units (continuous)

• Improve IT acquisition processes to drive overall cost savings(continuous)

• Deliver IT projects on schedule and on cost 95% of the time (continuous)

• Incorporate Technology Business Management (TBM) into the IT Budget Process

(continuous)

• Complete all IT budget submission activities in a timely manner (continuous)
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Process

Data Governance

The Foundations for Evidence-Based Policymaking Act of 2018 (“Evidence Act”) emphasizes 

collaboration and coordination to advance data and evidence-building strategies in the Federal 

Government. The President’s Management Agenda emphasizes the need to leverage data as a 

strategic asset and calls for the development of a Federal Data Strategy to improve government 

operations and evidence-based policymaking.

In meeting Federal requirements, PBGC appointed a Chief Data Officer (CDO) and established 

a Data Governance Board (DGB) to develop and execute the Corporation’s Data Strategy. The 

CDO and DGB ensures enterprise-wide data synergy by establishing principles, policies, and 

processes for the business units to implement along with appropriate frameworks and metrics.

Additionally, the CDO and DGB provides oversight to effectively manage data from the 

creation through the disposition phases. The CDO and DGB will continue to deliver on the 

Federal Data Strategy through achieving mission objectives, serving the public, while protecting 

privacy.

Process Goal 3: Collaborate and coordinate advance data management and evidence-building 

through data lifecycle technologies in accordance with the Federal Data Strategy Plan,

Process Goal 3 Measure: Complete and publish the Federal Data Strategy requirements

Specific Process Goal 3 Objectives:

• Maintain PBGC’s Open Data Plan (continuous)

• Manage PBGC's data assets to include, data format standardization, data sharing, records 

management, and data publishing (continuous)

• Improve the use of data for decision-making, policy making, accountability, innovation, 

oversight, and learning (continuous)

• Enable PBGC data to be more accessible and useful to businesses units, employees, and 

our customers (continuous)

Process

Customer Service

Our relationship with our business partners must be complementary and unified. For this 

relationship to be successful, we must view the business units as customers as well as partners.

Our IT Service Desk serves as the initial point of contact for PBGC’s internal customers and 

handles inquiries via email, phone, walk-ins, and self-service channels. We will expand 

Information Technology Infrastructure Library (ITIL) service management best practices and 

service level driven performance management to modernize customer service across the 

following key areas:
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IT Service Management

Based on prioritization of service needs solicited from the business, we will develop a roadmap 

that implements additional ITIL best practices. We will explore opportunities to improve our 

first call resolution by leveraging standard service desk technologies such as Integrated Voice 

Response (IVR) and Automated Call Distribution (ACD) and fostering a deeper understanding 

of PBGC business applications and business processes.

SLAs and OLAs

We will increase the use of formal Service Level Agreements (SLAs) for contractors and 

vendors involved in IT operations. We will establish Organization Level Agreements (OLAs) as 

performance management mechanisms to improve response time of Tier 3 capabilities.

Comprehensive SLAs and OLAs, coupled with continual feedback mechanisms, will be used to 

continuously monitor, manage, and improve standards for service delivery and collaboration.

Process Goal 4: Improve IT service delivery to add business value, achieve efficiency, and 

increase customer satisfaction

Process Goal 4 Measures: Service Desk response times and customer surveys.

Specific Process Goal 4 Objectives:

• Standardize existing IT service processes and operations through IT service management 

best practices (continuous)

• Improve the IT service desk's ability to support business applications (continuous)

• Ensure end-to-end IT services are provided in a cost-effective, transparent, and efficient 

manner (continuous)

• Customers rate their overall experience with the IT Service Desk and Incident Management 

as Good or Excellent at least 85% of the time (annual)
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Technology

This section of the IT Strategic Plan will outline the approach, technologies, and tools that 

PBGC will use to meet existing and emerging requirements of both external and internal 

stakeholders. It will focus on five areas; Cloud Computing, Shared/Managed Services, Data 

Strategy, Social Collaboration and Mobility.

Cloud Computing & Shared Services

We will make appropriate use of Cloud Computing technologies and Shared/Managed Services 

for line-of-business applications and to optimize our internal infrastructure. We will work, both 

within and with other agencies, to reduce costs, streamline development, apply consistent 

standards, and ensure consistency in how we create and deliver information.

Technology Goal 1: Modernize and innovate PBGC’s IT solutions using cloud computing, 

shared/managed services, and in-house systems to enable a flexible, reliable, secure, and costeffective environment

Technology Goal 1 Measures: Balanced portfolio of technical platforms

Specific Technology Goal 1 Objectives:

• Create a cost-effective tiered approach of Cloud Computing, Shared/Managed Services,

and in-house systems to support PBGC business and administrative functions(continuous)

• Optimize the use of technology in support of business function (continuous)

Data Strategy

PBGC will optimize our IT capabilities to better support data strategy by using technology and 

tools to improve data communication and collaboration across the agency and public facing data 

sets. As a data-driven organization, PBGC will integrate cloud technology and real-time 

dashboards to strengthen our enterprise Data Management Framework (DMF) and improve data 

life cycle management processes to effectively and efficiently conduct PBGC business. 

PBGC will strive to migrate from an application-centric to a data-centric architecture where data 

exists independently of a singular application and can empower a broad range of information 

stakeholders. We will promote the common identification, use, and appropriate sharing of 

data/information across systems and work to identify and classify key data elements as 

authoritative data sources records. We will evaluate the feasibility of implementing the data 

orchestration process to take siloed data from multiple data storage locations, combining and 

organizing it, to streamline data-driven decision making. 

Technology Goal 2: Optimize the use of technology to improve data access, data management, 

data sharing, and data usage through technology.

Technology Goal 2 Measure: Optimize the data usage across PBGC.

Specific Technology Goal 2 Objectives:

• Enable sound business decisions through effective use of Enterprise and operational data

(continuous)

• Create tools and platforms that enable self-service across the agency and the public use

(continuous)
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• Encourage business owners to create dashboards and promote data products to drive 

mission-centric decisions (continuous)

Technology

Social Collaboration

Collaboration

Collaboration comprises the processes and technologies that help multiple people interact and 

share information. PBGC will be among the organizations that embrace collaboration tools. Our 

customers and employees will no longer view social collaboration as an innovation initiative, 

but as a critical component of existing communications, customer services, human resources, 

and business strategies. Enriching our channels of communication and collaboration to adopt 

and implement this transformation required that we enhance the following key areas:

Enterprise Collaboration

We have implemented improved, accessible, integrated tools with our business applications to 

enable online document sharing, instant messaging, collaboration, video conferencing, and webbased meetings with screen sharing abilities. Training was developed and provided in the use of 

these technologies to promote widespread adoption and use. These collaboration tools allowed 

PBGC to continue to perform in an efficient and effective manner throughout the COVID 

pandemic.

Social Media

PBGC will continue to expand and optimize the use of existing social media channels for 

organizational functions and augment our knowledge sharing platform with blogs, podcasts, 

wikis, etc.

Strategic Communication

We will take a deliberate, structured approach to communicate more effectively with the 

business. This includes activities such as conducting forums and focus groups to increase 

awareness of IT products, services, and capabilities (including social collaboration) and 

launching other IT-specific communication endeavors. We will collaborate with cross-agency 

subject matter experts to assess the effectiveness of our technology strategies in meeting 

business requirements. We will communicate IT priorities and provide transparency into IT 

projects conducted across the organization.

Technology Goal 3: Improve internal and external collaboration using information technology

Technology Goal 3 Measures: Implement and measure the use of collaboration tools.

Specific Technology Goal 3 Objectives:

• Implement and promote the use of platforms and technologies for enterprise collaboration 

with all stakeholders (continuous)

• Engage internal and external customers and use customer feedback on social collaboration 
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tools to implement data- driven changes to improve customer satisfaction (continuous)

• Measure collaboration tool use and adjust promotion and tool sets accordingly

(continuous)

Technology

Mobility

Mobility is more than embracing the newest technology; it reflects a fundamental change in 

how, when, and where our customers and employees work and interact.

Mobile Device Management

Successfully mobilizing the PBGC workforce while controlling cost and risk requires that we 

will develop an enterprise mobility strategy based upon people, processes, and technologies. The

strategy will define the controls, technologies, and standards that support PBGC’s mobility 

vision and ultimately determines PBGC’s Mobile Device Management (MDM) construct. The 

MDM includes the MDM software tools, authentication tools, and application delivery methods.

Mobile Workforce

PBGC’s workforce has the ability to access data anytime, anywhere. This capability allowed 

PBGC to effectively continue existing business operations and take on new program 

responsibilities during the COVID pandemic without missing a beat. 

Mobile Applications

PBGC’s future business applications will be characterized by employees and customers easily,

yet securely accessing information and applications from a mobile device to conduct common 

transactions. As part of our mobility strategy, we will identify the internal and customer-facing 

applications that will be mobile-enabled.

Technology Goal 4: Provide mobility options to support the changing needs of PBGC’s 

customers and workforce

Technology Goal 4 Measures: Ability for stakeholders to access and use PBGC public facing 

systems anytime/anywhere on any device and ability for PBGC to support a mobile workforce.

Specific Technology Goal 4 Objectives:

• Mobile devices enable applicable PBGC application functions(continuous)

• Improve business processes, agility, and efficiencies using mobile technologies 

(continuous)

• Enable mobile workforce practices, including policies and procedures around teleworking, 

and the use of mobile applications (continuous)
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People

IT Staffing

A well-trained, experienced workforce is vital to providing quality IT products and services. To

build and sustain a skilled IT workforce in the increasingly competitive market, we must 

continuously re-evaluate the effectiveness of our IT workforce strategies, renew recruiting and 

development practices, and pay special attention to the engagement and retention of our key IT 

talent and top performers.

High-performing IT workforce

IT workforce strategies are an integral part of our IT strategic and tactical planning processes. 

We will plan for both the short- and long-term, minimizing the use of more expensive 

supplemental resources to fulfill the demand for new skills. We will continually refresh our IT 

human capital plan to ensure the proper balance between federal and contract staff and train our 

existing IT workforce on existing and emerging technologies. Having the appropriate balance of 

federal and contract staff, combined with up-to-date skills in current technologies and historical 

knowledge of PBGC’s operations will strengthen and deepen our expertise, enabling us to be a 

more proficient, high-performing IT workforce.

Recruitment and Retention

To foster retention while attracting and retaining the best and brightest candidates, we must 

create and sustain an environment that fosters high morale. Creating that environment requires 

that we solicit and understand employees’ needs and wants and identify incentives that will 

encourage them to perform at their best while achieving personal success. We will also employ 

various initiatives centered on training and marketing.

People Goal 1: Build, equip, and maintain a highly capable IT workforce with the competencies 

and tools to support future IT initiatives

People Goal 1 Measures: Employee Satisfaction, Reduction in Skill Gaps, and Employee 

Retention

Specific People Goal 1 Objectives:

• Identify and create an appropriate blended IT workforce to support PBGC business and 

technology needs (continuous)

• Recruit, select, develop, and retain a diverse IT workforce capable of supporting current 

and planned IT systems and services(continuous)

• Expand employee understanding of emerging and existing federal regulations, mandates, 

and technologies(continuous)

• Identify and close skill gaps – technical and non-technical (continuous)

• Use Federal Employee Viewpoint Survey Results to drive improvements in OIT

(continuous)
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Alignment

PBGC’s Strategic Goals

PBGC’s three strategic goals flow directly from the purposes the Corporation was created to 

accomplish. These strategic goals are:

• Preserve plans and protect the pensions of covered workers and retirees 

• Pay pension benefits on time and accurately 

• Maintain high standards of stewardship and accountability 

The two IT strategic goals and their corresponding objectives align with and support PBGC’s 

Corporate goals. The chart below shows that alignment.

Table 1: Alignment of IT Goals and Objectives to PBGC Corporate Goals

IT Goal # Focus IT Goals & Supporting Effort Objectives Preserve plans 

and protect the 

pensions of 

covered workers 

and retirees

Pay pension 

benefits on 

time and 

accurately

Maintain high 

standards of 

stewardship 

and 

accountability

1 Strategic Improve the efficiency and 

effectiveness of PBGC business 

processes, via Information 

Technology,

Mission Support

Technology Modernize and innovate PBGC’s IT 

solutions using cloud computing, 

shared/managed services, and inhouse systems to enable a flexible, 

reliable, secure, and cost-effective 

environment

Support Mission 

Systems in a 

Secure and Costeffective manner

Process Secure PBGC’s IT to ensure 

confidentiality, integrity, and 

availability of systems and data

Protect PBGC, 

Covered Workers 

and Retirees 

Data

Technology Optimize the use of technology to 

improve data access, data 

management, data sharing, and data 

usage through technology

Get the Right 

Information to 

the Right People 

at the Right Time

Process Mature IT Governance to foster 

business agility

Deliver IT 

Products and 

Services on Time 

and within 

Budget
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Conclusion

We are committed to maintaining a secure, reliable, and cost-effective IT environment. We also 

are committed business advisors to and partners with the business areas. Through these 

commitments, we will implement our IT Strategic Plan. Through our IT Strategic Plan, we 

support the achievement of PBGC’s strategic goals.

We will continue to execute our IT roadmap and addressing the IT security needs of the 

organization. We will continue to implement appropriate Cloud Computing and 

Shared/Managed Services solutions to further reduce the IT footprint at PBGC, gain cost 

efficiencies, and enable innovative business initiatives. We will continue to mature our 

enterprise data management and embrace the use of collaboration and mobility tools to enable 

better methods for interacting and sharing information within and outside of PBGC.

We will continue engaging our customers to understand their needs, enhancing our programs to 

meet their requirements while emphasizing excellent IT customer service. We will make 

continuous improvements to our governance programs to ensure increasing agility of our IT, 

verify that we are doing the right work at the right time, and confirm the PBGC is receiving the 

best value for its investment dollars. We will create a high-performing workforce by providing 

requisite training to our staff and empowering them with the appropriate authority to carry out 

their responsibilities.

IT Goal # Focus IT Goals & Supporting Effort Objectives Preserve plans 

and protect the 

pensions of 

covered workers 

and retirees

Pay pension 

benefits on 

time and 

accurately

Maintain high 

standards of 

stewardship 

and 

accountability

2 Strategic Deliver secure, highly available and 

accessible IT products and services to 

all PBGC stakeholders in a fiscally 

responsible manner using best 

practices.

High Standards 

of Stewardship 

and 

Accountability

Technology Improve internal and external 

collaboration using information 

technology

Make it easier for 

PBGC staff to get 

things dome

Technology Provide mobility options to support 

the changing needs of PBGC’s 

customers and workforce

Secure & Reliable 

Access to PBGC 

Systems 

Anytime, 

anywhere

Process Improve IT service delivery to add 

business value, achieve efficiency, and 

increase customer satisfaction

Improve Internal 

Operations

People Build, equip, and maintain a highly 

capable IT workforce with the 

competencies and tools to support 

future IT initiatives

Right People 

properly 

Motivated in the 

Right Place at the 

Right Time
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Key Performance Indicators

The old saying what gets measured gets done is true. We are committed to meeting or exceeding 

our people, process, and technology performance measures. To ensure that our focus remains on 

the critical things we need to do as an organization to remain successful, a set of key 

performance indicators is included in this IT Strategic Plan.

Table 2: Process Key Performance Indicators (KPIs)

Process Goals Description Target Value Target Date

Goal 1: Secure PBGC’s IT to ensure confidentiality, integrity, and 

availability of systems and data

FISMA Rating in Top 40% Continuous

Measure 1: FISMA CAP Goal Compliance 100% Continuous

Measure 2: Maintain Maturity Levels of the Five Cybersecurity 

Framework Functions

Level 4 or Higher for Each Function Continuous

Measure 3: Complete ICAM Implementation 100% FY2023

Measure 4: OnTime POA&M Milestone Completion Rate 95% FY2026

Goal 2: Mature IT Governance to foster business agility Mature IT Governance Processes that 

Enable Deliver of IT Products and 

Services On Time, within Budget and in 

the Most Efficient Manner

Continuous

Measure 1: Submit OMB Exhibits, Agency IT Portfolio Summary, and

Agency’s IT Business Cases in a Timely Manner

100% Continuous

Measure 2: IT Projects on Schedule and Budget 95% Continuous

Measure 3: Align Support Contracts to Meet Business Needs Improve efficiency of OIT contract use Continuous 

Goal 3: Collaborate and coordinate advance data management and 

evidence-building through data lifecycle technologies in 

accordance with the Federal Data Strategy Plan

Mature Data Governance Processes Continuous

Measure 1: Complete Federal Data Strategy, Annual Action items, 

applicable to PBGC on time

90% Continuous

Goal 4: Improve IT service delivery to add business value, achieve 

efficiency, and increase customer satisfaction

Deliver Cost Effective, Innovative 

Customer Service by Meeting or 

Exceeding SLA & OTA Standards

Continuous

Measure 1: IT Service Desk Management Rated Excellent or Good 85% Continuous

Measure 2: IT Incident Response Rated Excellent or Good 85% Continuous

Measure 3: IT Infrastructure Availability 98% Continuous
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Table 3: Technology Key Performance Indicators (KPIs)

Technology Goals Description Target Value Target Date

Goal 1: Modernize and innovate PBGC’s IT solutions using 

cloud computing, shared/managed services and inhouse systems to enable a flexible, reliable, secure, 

and cost-effective environment

Secure, Robust, and Reliable Balanced 

Portfolio of Technical Platforms

Continuous

Measure 1: Portfolio of Technology Platforms Ratio (Cloud, 

Shared/Managed, In-House)

Reduce In-House Footprint from 2022 

Baseline 

Continuous

Measure 2: Optimize the use of technology in support of business 

function

Continue to leverage enterprise level 

platforms

Continuous

Goal 2: Optimize the use of technology to improve data 

access, data management, data sharing, and data 

usage through technology

On Schedule & Budget with Efficient 

Processes

Continuous

Measure 1: Improve data presentation capabilities Optimize Data Aggregation/Presentation 

Tools

Continuous

Measure 2: Continue to leverage technology to improve business 

processes

Explore opportunities to use 

technologies to perform tasks currently 

done by staff

Continuous

Measure 3: Participate in Government data sharing initiative Supply Applicable Data in a Timely 

Manner

Continuous

Goal 3: Improve internal and external collaboration using 

information technology

Make it Easier for Staff to Get Things 

Done

Continuous

Measure 1: Improve IT Infrastructure to Support On-Site 

Collaboration

Automated conferencing facilities and 

building wide Wi-Fi at new HQ

FY2023

Measure 2: Ongoing Training in Use of Collaboration Tools & 

Measure of Tool Use

Multi-Channel Training & Annual Use 

Measures

Continuous

Goal 4: Provide mobility options to support the changing 

needs of PBGC’s customers and workforce

Secure, Reliable Access to PBGC IT 

Systems, Anytime, Anywhere

Continuous

Measure 1: Enhance Access to PBGC External Facing Applications Continue to Enhance Public Web 

Interfaces

Continuous

Measure 2: Foster Access to PBGC Systems Anytime, Anywhere Improve PBGC’s Telework Capability Continuous

Table 4: People Key Performance Indicators (KPIs)

People Goals Description Target Value Target Date

Goal 1: Build, equip, and maintain a highly capable IT workforce 

with the competencies and tools to support future IT 

initiatives

Right People, Properly Motivated, In the 

Right Place at the Right Time

Continuous

Measure 1: Proper Blend of Government and Contract Staff Based on Internal and External Business 

Needs

Continuous

Measure 2: Address Skill Gaps within Budget Constraints Target Critical Gaps – Agile, SharePoint, 

etc.

Continuous

Measure 3: OIT Vacancy Rate Within 5% Historical Norm <5% Deviation Continuous

Measure 4: Federal Employee Viewpoint Survey Results Employee Engagement, New IQ and 

Global Satisfaction Scores 73% or Greater

Continuous
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