k

December 26, 2019

FY 2019 – FY 2023

Archived Information
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan ii

1 Executive Summary.................................................................................................................... 1

2 Introduction................................................................................................................................. 3

3 Purpose and Authority & Role of the CIO ........................................................................... 4

3.1 Purpose............................................................................................................................................................ 4

3.2 Authority ......................................................................................................................................................... 4

3.3 Role of the CIO............................................................................................................................................ 4

4 IRM Strategic Goals ................................................................................................................... 5

5 IRM Strategic Initiatives ........................................................................................................... 7

5.1 Strategic Goal 1: Strengthen the Department’s IT Governance............................................. 7

5.1.1 Strategic Objective 1.1 – Leverage the Department’s Enterprise Architecture to Drive IT 

Modernization.................................................................................................................................................................. 8

5.1.2 Strategic Objective 1.2 – Improve Investment Lifecycle Management and Oversight for 

the Department’s IT Portfolio ................................................................................................................................... 9

5.2 Strategic Goal 2: Provide Reliable, Mission-Focused IT Solutions......................................11

5.2.1 Strategic Objective 2.1 – Enable the Accomplishment of ED’s Mission by Providing 

Effective IT Solutions...................................................................................................................................................12

5.2.2 Strategic Objective 2.2 – Improve the Efficiency and Effectiveness of IT Service Delivery

14

5.3 Strategic Goal 3: Strengthen the Department’s Cybersecurity Capabilities and Enhance 

Privacy Protections for Department Data and Information............................................................16

5.3.1 Strategic Objective 3.1 – Mature the Department’s Cybersecurity Risk Management 

Program ............................................................................................................................................................................17

5.3.2 Strategic Objective 3.2 – Improve Privacy Protections for Education Data in the 

Educational Community.............................................................................................................................................19

Table of Contents
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan iii

5.3.3 Strategic Objective 3.3 – Enhance Protections for ED’s Information Technology 

Infrastructure, Systems and Data...........................................................................................................................20

5.4 Strategic Goal 4: Improve IT Awareness and Engagement Across the Department..22

5.4.1 Strategic Objective 4.1 – Promote Awareness of Information Management 

Requirements and Capabilities...............................................................................................................................23

5.4.2 Strategic Objective 4.2 – Build Stronger Customer Relationships and Improved IT 

Awareness ........................................................................................................................................................................25

5.4.3 Strategic Objective 4.3 – Improve OCIO’s Approach to IT Communications.......................26

5.5 Strategic Goal 5: Strengthen the Department’s IT Workforce..............................................27

5.5.1 Strategic Objective 5.1 – Promote a Holistic Approach to IT Training ...................................29

5.5.2 Strategic Objective 5.2 – Improve the Effectiveness of the IT Workforce .............................30

5.6 Strategic Goal 6: Improve Data Management, Enhance the Use of Data Analytics, and 

Promote Transparency at the Department.............................................................................................31

5.6.1 Strategic Objective 6.1 – Improve Data Governance and Management within the 

Department .....................................................................................................................................................................33

5.6.2 Strategic Objective 6.2 – Advance Data Analytic Capabilities for the Department...........34

5.6.3 Strategic Objective 6.3 – Implement Solutions that Advance Open Data and 

Transparency...................................................................................................................................................................36

Appendix A – Department of Education Data Governance Board Charter......................... 38

Table 1: IRM Strategic Goals and Objectives.............................................................................................................. 2

Table 2: Strategic Goal Overview ...................................................................................................................................... 6

Table 3: Strategic Goal 1 Overview.................................................................................................................................. 8

Table 4: Strategic Objective 1.1 Overview.................................................................................................................... 8

Table 5: Strategic Objective 1.2 Overview..................................................................................................................10

Table 6: Strategic Goal 2 Overview................................................................................................................................12

Table 7: Strategic Objective 2.1 Overview..................................................................................................................13
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan iv

Table 8: Strategic Objective 2.2 Overview..................................................................................................................15

Table 9: Strategic Goal 3 Overview................................................................................................................................17

Table 10: Strategic Objective 3.1 Overview...............................................................................................................18

Table 11: Strategic Objective 3.2 Overview...............................................................................................................19

Table 12: Strategic Objective 3.3 Overview...............................................................................................................21

Table 13: Strategic Goal 4 Overview..............................................................................................................................23

Table 14: Strategic Objective 4.1 Overview...............................................................................................................24

Table 15: Strategic Objective 4.2 Overview...............................................................................................................25

Table 16: Strategic Objective 4.3 Overview...............................................................................................................26

Table 17: Strategic Goal 5 Overview..............................................................................................................................28

Table 18: Strategic Objective 5.1 Overview...............................................................................................................29

Table 19: Strategic Objective 5.2 Overview...............................................................................................................30

Table 20: Strategic Goal 6 Overview..............................................................................................................................32

Table 21: Strategic Objective 6.1 Overview...............................................................................................................33

Table 22: Strategic Objective 6.2 Overview...............................................................................................................34

Table 23: Strategic Objective 6.3 Overview...............................................................................................................36
 US Department of Education FY 2019-FY 2023 IRM Strategic Plan 1

1 Executive Summary

The Department of Education’s (ED or Department) mission is to promote student academic 

achievement and preparation for global competitiveness by fostering educational excellence 

and ensuring equal access. Critical to achieving this mission is ED’s ability to provide worldclass technology services to its employees and stakeholders nationwide. The Information 

Resources Management (IRM) Strategic Plan sets forth the Chief Information Officer’s (CIO’s) 

vision on the use of information technology solutions and services in support of ED’s

mission. The IRM Strategic Plan outlines six strategic goals that reflect methods and 

approaches towards improving information technology (IT) governance within ED, providing 

reliable, mission focused IT solutions, strengthening cybersecurity capabilities and privacy

protections, improving IT awareness and engagement across the Department, strengthening 

the Department’s IT workforce, and improve data management, enhance the use of data 

analytics, and promote transparency at the Department. The IRM Strategic Plan also aligns 

with and supports the achievement of the Agency’s Strategic Plan goals, the President’s 

Management Agenda (PMA), and Cross Agency Priority (CAP) goals related to Federal IT 

initiatives. The six IRM Strategic Goals are:

• Goal 1: Strengthen the Department’s IT Governance

• Goal 2: Provide Reliable, Mission-Focused IT Solutions

• Goal 3: Strengthen the Department’s Cybersecurity Capabilities and Enhance 

Privacy Protections for Department Data and Information

• Goal 4: Improve IT Awareness and Engagement Across the Department

• Goal 5: Strengthen the Department’s IT Workforce

• Goal 6: Improve Data Management, Enhance the Use of Data Analytics, and 

Promote Transparency at the Department

Overall, the IRM Strategic Plan highlights ED’s ambitious transformation journey from Fiscal 

Year (FY) 2019 to FY 2023 that is designed to usher in marked improvements in overall IT 

service delivery, performance management practices, and enhanced protection of 

government systems and the data therein. 

Table 1 illustrates the Department’s FY 2019 – FY 2023 IRM Strategic Goals and supporting 

Strategic Objectives, and their alignment with the Department’s Strategic Plan. 

1│Executive Summary 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 2

Table 1: IRM Strategic Goals and Objectives

ED FY 2019-FY 2023 Strategic Plan Alignment

Strategic Goal 1: Strengthen the Department’s IT Governance

Objective 1.1 Leverage the Department’s Enterprise Architecture to Drive IT Modernization ED Strategic Goal 4

Objective 1.2 Improve Investment Lifecycle Management and Oversight for the Department’s IT 

Portfolio

ED Strategic Goal 4 

Strategic Goal 2: Provide Reliable Mission-Focused IT Solutions

Objective 2.1 Enable the Accomplishment of ED’s Mission by Providing Effective IT Services ED Strategic Goal 4

Objective 2.2 Improve the Efficiency and Effectiveness of IT Service Delivery ED Strategic Goal 4

Strategic Goal 3: Strengthen the Department’s Cybersecurity Capabilities and Enhance Privacy Protections for 

Department Data and Information

Objective 3.1 Mature the Department’s Cybersecurity Risk Management Program ED Strategic Goal 4

(Objective 4.3) 

Objective 3.2 Improve Privacy Protections for Education Data in the Educational Community ED Strategic Goal 3 

(Objective 3.2)

Objective 3.3 Enhance Protections for ED’s Information Technology Infrastructure, Systems and 

Data 

ED Strategic Goal 4

(Objective 4.3)

Strategic Goal 4: Improve IT Awareness and Engagement Across the Department

Objective 4.1 Promote Awareness of Information Management Requirements and Capabilities ED Strategic Goal 4

Objective 4.2 Build Stronger Customer Relationships through Increased Outreach and 

Engagement

ED Strategic Goal 4

Objective 4.3 Improve OCIO’s Approach to IT Communications ED Strategic Goal 4

Strategic Goal 5: Strengthen the Department’s IT Workforce

Objective 5.1 Promote a Holistic Approach to IT Training ED Strategic Goal 4

Objective 5.2 Improve the Effectiveness of the Department’s IT Workforce ED Strategic Goal 4

Strategic Goal 6: Improve Data Management, Enhance the Use of Data Analytics, and Promote Transparency at the 

Department

Objective 6.1 Ensure that the Collected Data is Accessible and Managed Efficiently ED Strategic Goal 3

Objective 6.2 Advance Data Analytic Capabilities for the Department ED Strategic Goal 3

Objective 6.3 Implement Solutions that Advance Open Data and Transparency ED Strategic Goal 3
 US Department of Education FY 2019-FY 2023 IRM Strategic Plan 3

2 Introduction

Congress established the Department of Education (ED or Department) on May 4th, 1980 

through the Education Organization Act (Public Law 96-88 of October 1979). Under this law, 

some of ED’s primary focuses include, but are not limited to:

• Strengthening the Federal commitment to assuring access to equal educational 

opportunity for every individual;

• Promoting improvements in the quality and usefulness of education through 

Federally supported research, evaluation, and sharing of information;

• Improving the coordination of Federal education programs;

• Improving the management of Federal education activities; and

• Increasing the accountability of Federal education programs to the President, the 

Congress, and the public.

In order to effectively carry out its mission, ED requires effective information technology (IT) 

services. The Office of the Chief Information Officer (OCIO) is responsible for providing the

full range of IT services (including the IT strategy, solutions, guidance, and oversight) needed

to effectively support execution of ED’s mission. 

ED’s Information Resources Management (IRM) Strategic Plan fulfills the Office of 

Management and Budget (OMB) requirement expressed in OMB Circular A-130 for the

agency’s Chief Information Officer (CIO) to develop and maintain a strategic plan which

describes the Department’s technology and information resource goals and how they map 

to the Department’s mission and organizational priorities. The goals, objectives and 

initiatives in this IRM have been formulated to guide the IT modernization efforts that will 

transform the agency from its current state to its desired future state. 

 2│Introduction
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 4

3 Purpose and Authority & Role of the CIO

3.1 Purpose

The purpose of the IRM Strategic Plan is to establish OCIO’s strategic priorities and set forth 

the CIO’s vision for how the Department will use information management resources to 

support its mission over a four-year time span. The IRM Strategic Plan supports ED’s

Strategic Plan and details the goals, objectives and initiatives to effectively prioritize and 

manage ED’s IT investments. 

3.2 Authority

The IRM Strategic Plan integrates external policies and directions as defined by Congress 

and the Administration. The Plan responds to:

• Clinger-Cohen Act of 1996

• Federal Information Technology Acquisition Reform Act (FITARA) of 2014

• OMB, Revised Circular A-130

• Federal Records Act of 1950

• 36 Code of Federal Regulations (CFR) B – Records Management

• OMB/National Archives and Records Administration (NARA) Managing Government 

Records Directive (M-12-18)

• Federal Information Security Modernization Act of 2014

• Evidence-Based Policymaking Act (Evidence Act)

3.3 Role of the CIO

As the Department’s executive agent for IT resources, the CIO works with multiple 

organizational Principal Office Components (POC) in planning and evaluating technology 

needs and providing advice and assistance to the Secretary of Education on the acquisition 

and management of information resources. Specifically, the CIO works with ED’s Senior 

Leadership and others to develop a shared vision for conducting and optimizing ED’s 

business processes. The CIO also develops policies to effectively manage information 

resources, ensures value-added technologies are available to fulfill mission needs, and 

provides IT services to ED components. 

3│Purpose, Authority

& Role of the CIO
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 5

4 IRM Strategic Goals

The CIO’s vision is to support ED’s mission through the acquisition and effective 

management of value-added technologies that implement best-in-class solutions. The IRM 

Strategic Plan describes the strategic goals for IT necessary to achieve the CIO’s vision. 

Through effective implementation of the IRM Strategic Plan, the CIO will ensure that the 

Department can accomplish its strategic goals and objectives with the support of missionfocused IT solutions. 

The six Strategic Goals defined in the IRM Strategic Plan are:

1. Strengthen the Department’s IT Governance | Ensure IT investments are 

appropriately managed through their lifecycle – from initiation to retirement – and 

foster transparency across the IT portfolio to effectively support ED’s mission 

objectives while delivering business value. 

2. Provide Reliable, Mission-Focused IT Solutions | Strive to meet or exceed customer 

expectations in a variety of settings through the acquisition and deployment of 

reliable technology solutions that will assist customers in accomplishing the ED’s 

mission.

3. Strengthen the Department’s Cybersecurity Capabilities and Enhance Privacy 

Protections for Department Data and Information | Strengthen ED’s ability to 

protect and safeguard the personal and financial data housed within its systems,

optimize ED’s risk posture, and mature the organization’s ability to identify, protect, 

detect, respond, and recover from cybersecurity threats. 

4. Improve IT Awareness and Engagement Across the Department | Ensure that 

Department staff are aware of information technology resources and requirements 

through increased outreach, engagement activities and effective IT communications.

5. Strengthen the Department’s IT Workforce | Optimize the IT capabilities of the 

Department’s workforce through training and professional development activities, 

while also identifying strategies for expanding the IT workforce itself. 

6. Improve Data Management, Enhance the Use of Data Analytics, and Promote 

Transparency at the Department | Improve ED’s data governance and data 

4│IRM Strategic Goals
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 6

management, build staff and technological capabilities to support data analytics, and 

promote open data and transparency. 

Table 2: Strategic Goal Overview

Strategic Goal Overview

Strategic Goal Goal Leader

Strategic Goal 1 – Strengthen the Department’s IT 

Governance

OCIO Director, Information Technology 

Program Services

Strategic Goal 2 – Provide Reliable, Mission-Focused IT 

Solutions

OCIO Director, Enterprise Technology 

Services

Strategic Goal 3 – Strengthen the Department’s 

Cybersecurity Capabilities and Enhance Privacy 

Protections for Department Data and Information

OCIO Director, Information Assurance 

Services

Strategic Goal 4 – Improve IT Awareness and 

Engagement Across the Department

OCIO Chief of Staff

Strategic Goal 5 – Strengthen the Department’s IT 

Workforce

OCIO Executive Officer

Strategic Goal 6 – Improve Data Management, Enhance 

the Use of Data Analytics, and Promote Transparency at 

the Department

ED Chief Data Officer

 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 7

5 IRM Strategic Initiatives

As previously mentioned, several actions must take place to effectively execute the IRM

Strategic Plan. The following sections provide a detailed look at the strategic objectives and 

corresponding initiatives that address the IRM Strategic Goals.

5.1 Strategic Goal 1: Strengthen the Department’s IT

Governance

GOAL LEADER: OCIO DIRECTOR, INFORMATION TECHNOLOGY PROGRAM SERVICES

Goal Overview

OCIO is responsible for establishing and operating the agency’s IT governance framework, 

which is cross-functional in nature and integrates all aspects of IT investment management 

(ITIM) to include capital planning, lifecycle management of IT investments and projects, and 

Enterprise Architecture (EA). This governance framework links standalone processes 

managed by Chief Executive Officer (CXO) entities (Budget, Acquisition, Human Resource 

Management, etc.) with OCIO IT management functions such as operations management, 

cybersecurity and privacy. The purpose of the IT governance framework is to facilitate 

enterprise governance and increase rigor in the procurement and lifecycle management of 

IT resources to better enable informed decision making on the effectiveness and efficiency 

of the IT portfolio.

Anticipated Outcomes

Implementing a common and integrated approach to IT governance and investment 

management practices will enable ED to: (1) assess the technologies required to support the 

strategic goals and priorities of the Department, (2) select IT resources that provide 

maximum value to business operations, (3) monitor the agency’s ability to meet established 

cost, schedule and performance parameters for IT projects, and (4) prioritize funding needed 

to address the modernization and enhancement of IT services in a timely and cost effective 

manner.

5│IRM Strategic Objectives
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 8

Table 3: Strategic Goal 1 Overview

Strategic Goal 1 – Strengthen the Department’s IT Governance

Strategic Objective Objective Leader

Objective 1.1 – Leverage the Department’s Enterprise 

Architecture to Drive IT Modernization

ED Enterprise Architect

Objective 1.2 – Improve Investment Lifecycle 

Management and Oversight for the Department’s IT 

Portfolio

OCIO Branch Chief, Investment and 

Acquisition Management Team

5.1.1 Strategic Objective 1.1 – Leverage the Department’s Enterprise 

Architecture to Drive IT Modernization

A key component of effective IT governance is a sufficiently defined EA, updated on a 

continual basis and available for ED staff to use in the planning and implementation of IT 

modernization and performance improvement initiatives. ED’s current EA contains artifacts 

that describe the business processes, information and data flows, and IT systems and 

technologies in the IT portfolio. Through the initiatives described below, OCIO will further 

integrate EA into IT planning activities through descriptions of ED’s current state and desired 

future state, along with identification of the investments and transition activities required to 

move from the current to the future state. 

Table 4: Strategic Objective 1.1 Overview

Strategic Objective 1.1 – Leverage the Department’s Enterprise Architecture to Drive IT 

Modernization

Strategic Initiative Initiative Leader

Initiative 1.1.1 – Implement an automated EA to enable access 

to ED’s technological capabilities through a self-service portal

ED Enterprise Architect

Initiative 1.1.2 – Drive digital transformation of ED’s services to 

the public through web modernization and other services in 

accordance with requirements of the 21st Century Integrated 

Digital Experience Act

ED Enterprise Architect

Initiative 1.1.3 – Develop an enterprise cloud strategy ED Enterprise Architect
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 9

5.1.1.1 Initiative 1.1.1 – Implement an automated EA to enable access to ED’s

technological capabilities through a self-service portal

OCIO will develop and launch an EA platform and associated processes that will provide 

greater transparency and understanding of existing and future IT solutions across the 

Department. This initiative supports effective IT planning and evaluation by improving 

transparency within the Department’s EA repository for ED stakeholders when evaluating 

business needs. The automated EA will help avoid duplication of technology solutions 

and promote shared service opportunities.

5.1.1.2 Initiative 1.1.2 – Drive digital transformation of ED’s services through 

modernization of website and other services in accordance with 

requirements of the 21st Century Integrated Digital Experience Act

OCIO will support the implementation of the requirements of the 21st Century IDEA 

Century Integrated Digital Experience Act by facilitating the modernization of the ED’s 

web platforms, with the goal of enhancing service delivery and improving customer 

engagement experiences via sites that enable business flexibility through mobile devices 

and the automation of paper-based transaction services. 

5.1.1.3 Initiative 1.1.3 – Develop an enterprise cloud strategy

ED’s IT Modernization Roadmap calls for the consolidation of the number of cloud

service providers and provides the overarching strategy for how ED will use cloud 

computing services. This initiative will expand ED’s adoption of cloud service models and 

services by establishing an enterprise portfolio of cloud service offerings that are 

centrally authorized and managed. Through IT governance and in conjunction with ED’s 

IT Modernization Roadmap, the Department will evaluate applications and systems on an 

ongoing basis to identify further opportunities for cloud migration. 

5.1.2 Strategic Objective 1.2 – Improve Investment Lifecycle 

Management and Oversight for the Department’s IT Portfolio

Effective IT governance depends on the successful implementation of ED’s IT governance 

framework, and the cooperation and engagement of cross-functional governance bodies 

that include senior executives to ensure ITIM functions are unified (Capital Planning and 

Lifecycle Management). To successfully accomplish this, it will be essential to mature ED’s
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 10

governance framework to strengthen comprehensive reviews of the acquisition, planning, 

performance and risk management of the IT portfolio. 

Table 5: Strategic Objective 1.2 Overview

Strategic Objective 1.2 – Improve Investment Lifecycle Management and Oversight for the 

Department’s IT Portfolio

Strategic Initiative Initiative Leader

Initiative 1.2.1 – Mature ED’s enterprise IT governance 

framework

OCIO Branch Chief, Investment and 

Acquisition Management

Initiative 1.2.2 – Establish an enterprise Program 

Management Office (PMO) Center of Excellence

OCIO Branch Chief, Project Management

Initiative 1.2.3 – Use Technology Business Management 

to improve cost transparency

OCIO Branch Chief, Investment and 

Acquisition Management

Initiative 1.2.4 – Facilitate implementation of FITARA to 

improve IT portfolio management

OCIO Branch Chief, Investment and 

Acquisition Management

5.1.2.1 Initiative 1.2.1 – Mature ED’s enterprise IT governance framework

OCIO will mature the IT governance framework by operationalizing cross-functional IT 

governance boards to improve oversight and the efficient acquisition and use of IT, as 

well as promote the use of standardized investment and project management. Increasing 

the scope of oversight and improving the reporting for the IT portfolio will allow OCIO 

to better identify opportunities to optimize acquisition strategies and the use of 

emerging technologies and reduce the use of duplicative or inefficient IT systems and 

services. 

As part of the enhanced IT governance framework, OCIO will develop and promote the 

use of standardized evaluation criteria for IT investments or projects, allowing for 

improved performance evaluation for IT investments. This approach will utilize 

established entry and exit criteria to evaluate progress against expected outcomes and 

require the development of IT investment performance metrics to effectively measure 

the costs and benefits of the IT portfolio. 

5.1.2.2 Initiative 1.2.2 – Establish an enterprise PMO Center of Excellence

OCIO will establish a standard approach for planning, managing, and governing IT 

project delivery through its lifecycle, providing a comprehensive and effective 

methodology to guide IT program and project management. Such an approach will 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 11

promote and support the timely, effective, multi-disciplinary review of IT projects using 

proven project management practices to deliver IT systems or services in a cost-effective 

manner. Maturation of this initiative will include the establishment of an enterprise 

governance board to oversee project lifecycles, develop a program management 

dashboard, and document standards, policies, and guidelines to aid successful delivery 

of ED’s IT projects.

5.1.2.3 Initiative 1.2.3 – Use Technology Business Management to improve cost 

transparency

Through the adoption and maturation of Technology Business Management (TBM), OCIO 

will integrate the management of ED’s IT budget and IT spending to improve overall IT

cost transparency and the understanding of factors that drive IT costs. Implementation 

of TBM will provide decision-makers with the needed information to allow ED to 

optimize its IT footprint by retiring legacy platforms, accurately evaluate the ongoing 

costs of maintaining an IT system and better identify modernization opportunities. 

5.1.2.4 Initiative 1.2.4 – Facilitate implementation of FITARA to improve IT 

portfolio management

OCIO will mature ED’s processes for ensuring transparency of IT resources by 1) 

assessing risks for all applicable IT investments through a consistent, repeatable, and 

recurring process to ensure that risk ratings reflect the current level of risk for the 

investment’s ability to accomplish its goals and 2) completing reviews (e.g., TechStat) for 

troubled or at-risk investments. OCIO will also improve the rigor and documentation of 

the CIO’s review and approval of all acquisition plans, acquisition strategies, or other 

contract actions that contain IT by updating various ITIM policies and procedures. 

5.2 Strategic Goal 2: Provide Reliable, Mission-Focused IT 

Solutions

GOAL LEADER: OCIO DIRECTOR, ENTERPRISE TECHNOLOGY SERVICES

Goal Overview

In order to achieve its mission, ED relies on OCIO to provide the IT services necessary to 

effectively and efficiently perform the day-to-day work needed to serve the nation’s 

students, teachers, and communities. As the work of the agency continues to evolve, there is 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 12

a constant demand from ED components for new or modified IT solutions to accomplish 

ED’s mission. Equally important, the IT services and solutions provided must be both reliable 

and accessible, as disruptions in IT services inevitably undermine ED’s ability to deliver the 

essential services to communities and individuals across the nation. Objectives and initiatives 

under this goal reflect efforts and projects aimed to improve the quality, diversity, and 

capabilities of the IT solutions available for ED staff, while also improving the quality, 

consistency, and timeliness of IT service delivery.

Anticipated Outcomes

As a result of the strategic objectives and corresponding initiatives under this goal, the 

Department will achieve the technical flexibility and agility needed to easily address new and 

changing mission needs. Through improved service delivery processes and enhancements in

customer service capabilities, OCIO hopes to improve customer satisfaction with the delivery 

and usability of IT services and solutions.

Table 6: Strategic Goal 2 Overview

Strategic Goal 2 – Provide Reliable, Mission-Focused IT Solutions

Strategic Objective Objective Leader

Objective 2.1 – Enable the Accomplishment of ED’s Mission 

by Providing Effective IT Solutions

OCIO Branch Chief, Technology 

Solutions

Objective 2.2 – Improve the Efficiency and Effectiveness of IT 

Service Delivery

OCIO Branch Chief, Technology 

Implementation and Integration

5.2.1 Strategic Objective 2.1 – Enable the Accomplishment of ED’s 

Mission by Providing Effective IT Solutions

The IT services provided by OCIO are essential for not only ED staff to complete their duties

but the nation’s public to access and interact with ED services. Employees rely on the 

desktop, printing, network, and telecommunication services OCIO provides to complete their 

work and communicate with colleagues and individuals across the nation. The nation’s

public and education entities rely on ED IT solutions to be effortlessly accessible and 

dependable. As technology continues to evolve, new challenges and opportunities 

frequently arise that warrant development and deployment of new solutions intended to

improve the capabilities and efficiency of agency services. The following initiatives are 

focused on ensuring ED’s core IT infrastructure and supporting business processes are 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 13

updated to reflect the changing needs of the organization and position ED to fully execute 

and achieve the desired outcomes of ED’s IT Modernization Roadmap.

Table 7: Strategic Objective 2.1 Overview

Strategic Objective 2.1 – Enable the Accomplishment of ED’s Mission by Providing Effective IT 

Solutions

Strategic Initiative Initiative Leader

Initiative 2.1.1 – Modernize the Department’s core IT infrastructure OCIO Director, Enterprise 

Technology Services

Initiative 2.1.2 – Modernize and consolidate network operations OCIO Branch Chief, 

Technology Solutions

Initiative 2.1.3 – Mature ED’s ability to leverage cloud services OCIO Branch Chief, 

Technology Solutions

Initiative 2.1.4 – Enhance mobility of the ED workforce OCIO Branch Chief, 

Technology Solutions

5.2.1.1 Initiative 2.1.1 – Modernize the Department’s core IT infrastructure

The predominant method by which OCIO supports ED’s mission is through the design, 

provision, and operation of ED’s core IT infrastructure – network, telecommunications, 

end-user computing, email, data center, helpdesk, disaster recovery, and printer services

utilized by Department staff in the conduct of their business. In order to modernize this 

core infrastructure, in FY 2019 OCIO will transition ED from a single service provider to 

multiple service providers, while also evolving the capabilities and performance standards 

for the various services that comprise the core infrastructure. Specific outcomes of this 

transition and modernization effort will include migrating personal storage to cloudhosted storage, implementing on-demand cloud printing services and managed print 

services, deploying improved desktop solutions, and updating and improving the 

integration of voice services and video conferencing with other IT components.

5.2.1.2 Initiative 2.1.2 – Modernize and consolidate network operations

In FY 2019, OCIO will begin the process of transitioning ED’s networking and 

telecommunication services from the current legacy contract to a new contract vehicle. 

The initial stage of this process, to be completed during FY 2020, will allow for a 

consolidation of networking and telecommunication services. Additional network and 

telecommunication modernization efforts to include the migration to the new General 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 14

Services Administration (GSA) Enterprise Infrastructure Solutions (EIS) contract will be 

undertaken in FY 2021- FY 2023.

5.2.1.3 Initiative 2.1.3 – Mature the Department’s ability to leverage cloud 

services

A key element of ED’s IT modernization effort involves increased utilization of cloud 

computing services; cloud services improve the mobility, flexibility, and cost effectiveness 

of ED’s IT services. The adoption of increased cloud service offerings will provide ED’s 

POCs and end-users with ubiquitous, convenient, on-demand network access to a shared 

pool of configurable computing resources that can be rapidly provisioned and released 

with minimal management effort or service provider interaction.

5.2.1.4 Initiative 2.1.4 – Enhance the mobility of the ED workforce

The option of mobile computing gives greater flexibilities to employees and can enhance 

overall productivity, allowing ED to leverage talent from all over the country, while also

enabling ED employees to be agile in response to agency needs. Key components of this 

initiative will include utilization of virtual desktops, enabling compatibility and 

interoperability across multiple hardware devices, and utilization of cloud services to 

make applications and software accessible from multiple devices across multiple 

locations. 

5.2.2 Strategic Objective 2.2 – Improve the Efficiency and 

Effectiveness of IT Service Delivery

The broader Department relies on OCIO to not only identify the technology solutions 

necessary to facilitate the agency’s mission, but also to ensure that those services are 

reliable, resilient, consistent, accessible, and able to be fully utilized in the course of 

accomplishing ED’s mission. OCIO maintains primary responsible for ensuring that 

technology solutions operate efficiently, that changes and updates are implemented 

effectively and without disruption of services, that customer issues are addressed timely and 

professionally, and that users understand how to fully utilize and operate provided services. 

As such, it is essential that OCIO continue to explore strategies to improve its IT service 

delivery, including its customer service capabilities. Through the initiatives outlined below, 

OCIO will implement new tools and processes to improve the timeliness, responsiveness and 

efficiency of its IT service delivery.
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 15

Table 8: Strategic Objective 2.2 Overview

Strategic Objective 2.2 – Improve the Efficiency and Effectiveness of IT Service Delivery

Strategic Initiative Initiative Leader

Initiative 2.2.1 – Fully integrate change management into IT 

governance

OCIO Branch Chief, Technology 

Implementation and Integration

Initiative 2.2.2 – Ensure Department users have access to IT 

solutions and assets that meet mission needs

OCIO Branch Chief, Operational 

Support Services

Initiative 2.2.3 – Implement tools to improve IT service 

delivery

OCIO Branch Chief, Operational 

Support Services

Initiative 2.2.4 – Ensure effective use of IT solutions through 

targeted training opportunities

OCIO Branch Chief, Technology 

Implementation and Integration

5.2.2.1 Initiative 2.2.1 – Fully integrate change management into IT governance

Deployment and implementation of a solution or service does not conclude an IT 

organization’s responsibility for service delivery. Once a service or solution is in use, the 

IT organization must ensure that, over its lifecycle, that changes, updates and 

improvements are implemented in an orderly fashion and that new risks or interruptions 

in service capabilities do not occur. To meet this need, OCIO will work to improve 

processes and procedures to include more rigorous change management processes that 

will support the delivery of reliable IT services.

5.2.2.2 Initiative 2.2.2 – Ensure Department users have access to IT solutions and 

assets that meet mission needs

OCIO has a responsibility towards the rest of the agency to ensure that IT solutions and 

assets that are deployed for use throughout the agency are accessible and useable for 

their intended beneficiaries, whether for specific users, for the entire Department, or for 

the public. As such, it is important that OCIO ensure that its IT service delivery processes 

include an emphasis on verifying accessibility and operational capabilities for IT solutions 

during the deployment process. Through this initiative and working with the Enterprise 

Architect, OCIO will work to reduce the amount of time needed for IT service 

deployment and ensure smooth transitions for existing services and onboarding of new 

services and solutions.
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 16

5.2.2.3 Initiative 2.2.3 – Implement tools to improve IT service delivery

OCIO is fundamentally a customer service-focused organization; the IT services and 

solutions provided are intended to meet the needs of the rest of ED, who effectively 

take on a customer relationship with OCIO. As such, OCIO will implement new tools and 

processes, including a self-service customer service portal and expanded IT service

catalogs, to improve the customer service experience, decrease the response times for 

customer service requests, allow POCs direct access to IT service information, and 

enhance monitoring of service delivery efforts. 

5.2.2.4 Initiative 2.2.4 – Ensure effective use of IT solutions through targeted 

training opportunities

To effectively implement technologies for the Department, the technologies not only 

have to be accessible, flexible, extensible, and integrated, but users need to know how 

they can be used to support their business processes and functions. OCIO will provide 

training on specific technologies to ED users to ensure they have the skills to effectively 

navigate new and legacy systems and datasets, and to execute critical business and 

mission processes. OCIO will also educate business process owners on IT solutions that 

could automate their manual processes or improve inefficient processes. 

5.3 Strategic Goal 3: Strengthen the Department’s 

Cybersecurity Capabilities and Enhance Privacy Protections 

for Department Data and Information

GOAL LEADER: OCIO DIRECTOR, INFORMATION ASSURANCE SERVICES

Goal Overview

Cybersecurity is critical to the business and mission of an organization. A lack of focus and 

investment in cybersecurity can directly impact ED’s ability to serve the public. Cyber threats 

and incidents cause disruption in day-to-day operations incurring the additional burden to 

repair affected systems all resulting in financial and reputational loss. By improving 

cybersecurity capabilities, the Department can better manage cybersecurity risks to: 

• Protect data and assets from unauthorized access;

• Improve business and continuity management; 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 17

• Improve stakeholder confidence; and,

• Improve recovery times in the event of a breach.

This IRM Strategic Goal is aligned with ED’s Strategic Objective 4.3. ED’s Strategic Objective 

4.3 requires the agency to strengthen is cybersecurity more generally by focusing on 

providing proactive cybersecurity services, improving continuous monitoring and threat 

intelligence capabilities, and strengthening ED’s cybersecurity workforce. 

Anticipated Outcomes

Within the below stated objectives, ED’s cybersecurity strategy identifies eight key initiatives, 

which will encompass several projects over the next four years that will reduce the risk of 

cybersecurity incidents. This strategy also serves as an established guide and approach 

needed to drive both short and long-term priorities for ED’s enterprise cybersecurity 

program. Finally, this strategy will provide a roadmap to improve the Department’s posture 

and protect its systems, applications, infrastructure, and information from cybersecurity 

threats.

Table 9: Strategic Goal 3 Overview

Strategic Goal 3: Strengthen the Department’s Cybersecurity Capabilities and Enhance Privacy 

Protections for Department Data and Information

Strategic Objective Objective Leader

Objective 3.1 – Mature the Department’s Cybersecurity 

Risk Management Program

OCIO Branch Chief, Governance, Risk 

and Compliance

Objective 3.2 – Improve Privacy Protections for 

Education Data in the Educational Community

OCIO Director, Information Assurance 

Services

5.3.1 Strategic Objective 3.1 – Mature the Department’s Cybersecurity 

Risk Management Program

To ensure that cybersecurity risks are known and managed across ED, cybersecurity risk will

need to be considered in all phases of ED’s IT governance framework. Enhancing ED’s 

policies, processes, standards, and guidelines as it pertains to cybersecurity risk management 

is key to growing and improving ED’s cybersecurity risk management program. OCIO will 

work to reduce ED’s cybersecurity risk through the development of policies and processes 

that will directly influence and enable monitoring of ED’s cybersecurity hygiene. OCIO will 

also design and implement cybersecurity requirements, measures, and solutions which will

harden ED’s enterprise, and align those activities with cybersecurity risk assessments to 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 18

identify, categorize, and prioritize risk to drive decision making. The implementation of 

automated tools, strengthening of internal controls, and standardization of processes and 

reporting will further reduce ED’s cybersecurity risk. 

Table 10: Strategic Objective 3.1 Overview

Strategic Objective 3.1 – Mature the Department’s Cybersecurity Risk Management Program

Strategic Initiative Initiative Leader

Initiative 3.1.1 – Enhance organizational capabilities to 

manage cybersecurity risk

OCIO Branch Chief, Governance, Risk 

and Compliance

Initiative 3.1.2 – Enable cybersecurity data dominance to 

inform decisions

OCIO Branch Chief, Security 

Engineering and Architecture

Initiative 3.1.3 – Develop and implement enterprise 

controls to reduce risk

OCIO Branch Chief, Security 

Engineering and Architecture

5.3.1.1 Initiative 3.1.1 – Enhance organizational capabilities to manage 

cybersecurity risk

OCIO will formalize ED’s Cybersecurity Risk Management governance processes through 

the incorporation of cybersecurity risk management into ED’s IT investment 

management, project management, procurement, and resource management processes. 

OCIO will also enhance its Cybersecurity Framework (CSF) Risk Scorecard to mature and 

modernize data points captured to improve cyber awareness around the IT portfolio. 

5.3.1.2 Initiative 3.1.2 – Enable cybersecurity data dominance to inform decisions

OCIO will continue to foster its advanced analytics and innovative techniques to track, 

collect, and analyze risk to demonstrate the effectiveness of risk reduction measures 

across the ED enterprise. Through the development of a Cyber Data Lake and 

enhancements to ED’s Continuous Diagnostics and Mitigation (CDM) capabilities, OCIO 

will continue to augment its data analytics capabilities around the cyber-space. OCIO will

also establish data models and data quality standards to ensure the quality, accessibility, 

and use of data to inform cybersecurity risk decisions. Additionally, OCIO will identify, 

develop and provide training on policies, procedures and practices that emphasize datadriven decision-making specific to cybersecurity.
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 19

5.3.1.3 Initiative 3.1.3 – Develop and implement enterprise controls to reduce 

risk

OCIO will continue to mature ED’s Common Controls Catalog to ensure that its use is 

integrated into risk management processes and that governance processes around 

shared risks are established. OCIO will also continue to improve on standards around 

identity and access management, incident recovery, and contingency planning, to include 

the implementation of an enterprise-wide Identity, Credentials, and Access Management 

(ICAM) solution and integration of ED systems with this solution. In addition to maturing 

the existing sets of security controls, OCIO will continue exploring and adapting modern 

types of controls, with a focus on controls that will result in cybersecurity risk reduction 

on an enterprise-wide scale, such as the adoption of Zero Trust controls and the 

maturation of Trusted Internet Connection (TIC) 3.0 capabilities.

5.3.2 Strategic Objective 3.2 – Improve Privacy Protections for 

Education Data in the Educational Community

Given ED’s responsibilities as a steward of the data it collects in conducting its mission, it is 

essential that the agency has protections in place to ensure that the increased use of data 

for program evaluation and policymaking is accompanied by improved privacy protections 

and better transparency of data practices both within ED and throughout the education 

community, in accordance with Strategic Goal 3 of ED’s Strategic Plan. As such, OCIO will 

develop increased knowledge of all the data types within the ED enterprise, and improve its

understanding of how data is stored, collected, and processed. OCIO’s efforts to improve 

ED’s privacy protections will focus on processes and procedures that will assist in driving 

day-to-day tasks throughout the enterprise.

Table 11: Strategic Objective 3.2 Overview

Strategic Objective 3.2 – Improve Privacy Protections for Education Data in the Educational 

Community

Strategic Initiative Initiative Leader

Initiative 3.2.1 – Strengthen protections around the Title IV funds ED 

provides to borrowers through Institutions of Higher Education

OCIO Director, Information 

Assurance Services

Initiative 3.2.2 – Partner with external non-government 

organizations to strengthen information systems and services

OCIO Director, Information 

Assurance Services

Initiative 3.2.3 – Implement strategies around General Data 

Protection Regulation and offensive cybersecurity

OCIO Director, Information 

Assurance Services
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 20

5.3.2.1 Initiative 3.2.1 – Strengthen protections around the Title IV funds ED 

provides to borrowers through Institution of Higher Education

OCIO will evaluate and pursue opportunities to strengthen agreements with Institutions

of Higher Education (IHE) to ensure greater protection of funds to reduce threat to 

borrowers from fraud and misuse. This strategic initiative requires the collaboration and 

support of stakeholders across the Department and a close partnership between OCIO 

and Federal Student Aid (FSA).

5.3.2.2 Initiative 3.2.2 – Partner with external non-government organizations to 

strengthen information systems and services

ED’s technical and cybersecurity leadership will develop and implement an engagement

approach to assist IHEs and other non-government organizations (NGO) in identifying 

effective strategies for protecting assets entrusted to them and to help build cyber 

resilient services. While the focus of this initiative is on the protection of information 

systems that process, store, and transmit financial assets on behalf of ED, the 

collaboration and information sharing could have much broader and positive impact on 

the cybersecurity of information systems that support and contribute to the educational 

journey of the nation’s students.

5.3.2.3 Initiative 3.1.3 – Implement strategies around General Data Protection 

Regulation and offensive cybersecurity

OCIO will work to enhance awareness of the General Data Protection Regulation (GDPR), 

and current and future privacy safeguards. OCIO will identify gaps within the program 

and plan future projects to further improve the program to ensure compliance with new 

requirements. New processes will be developed to ensure data protections are being 

adhered to, as well as providing a notification mechanism to automate both proactive 

and reactive process requirements. Under this initiative, OCIO will also increase the 

ability to conduct full life-cycle audits and maintain associated audit trails.

5.3.3 Strategic Objective 3.3 – Enhance Protections for ED’s 

Information Technology Infrastructure, Systems and Data

A central element of ED’s Strategic Plan is the need to enhance and evolve ED’s 

cybersecurity program in alignment with the functions outlined in the National Institute for 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 21

Standards and Technology’s CSF. As such, the following initiatives are intended to allow ED 

to make incremental and continuous progress towards increasing levels of maturity for each 

of the CSF components. The goal of these efforts is to achieve the “managed and 

measurable” maturity level in each CSF area, and to achieve “optimized” where practical.

OCIO has identified enterprise-wide cybersecurity situational awareness geared towards 

gaining actionable intelligence as a critical need. As such, the focus of this Strategic 

Objective is to provide a unified and standardized approach to cybersecurity data collection 

and shared analytics through collaboration and Security Operations Center (SOC) 

maturation. OCIO will work with stakeholders such as FSA to consolidate and streamline 

SOC processes where possible and with the Department’s Federal Senior Intelligence 

Coordinator (FSIC) to enhance the insider threat capability as it pertains to 

counterintelligence and enhanced threat management.

Table 12: Strategic Objective 3.3 Overview

Strategic Objective 3.3 – Enhance Protections for ED’s Information Technology Infrastructure, 

Systems and Data

Strategic Initiative Initiative Leader

Initiative 3.3.1 – Strengthen ED’s threat management and 

counterintelligence capabilities

OCIO Branch Chief, Cyber 

Operations

Initiative 3.3.2 – Security Operations Center maturation initiative OCIO Branch Chief, Cyber 

Operations

5.3.3.1 Initiative 3.3.1 – Strengthen ED’s threat management and 

counterintelligence capabilities

OCIO will take a phased capability approach to implement heightened threat 

management and counterintelligence capabilities. Enhancements to the Department’s 

insider threat capability will promote communication and decision-making within all ED 

environments to include policy, protections, and resource allocations. OCIO will create 

insider threat technology policies, processes, and procedures to establish insider threats 

as a core competency objective to protect IT applications, systems, and networks. OCIO 

will work to develop quantitative metrics to address the core competencies of the insider 

threat capability for senior leadership awareness. OCIO will monitor emerging technical 

threats and vulnerabilities as part of continued process improvement to modify 

measures as needed for enhance safeguards. Evolution of ED’s threat management and 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 22

counterintelligence capabilities will be accomplished in concert and collaboration with 

the FSIC, as appropriate.

5.3.3.2 Initiative 3.3.2 – Security Operations Center maturation initiative

To increase the overall maturity of ED’s SOC capability, improve the protection of High 

Valued Assets (HVAs), and improve the security of ED’s IT environment, ED plans to

consolidate the SOC operations and incorporate continuous process improvements. This 

initiative will streamline Tier I, II, and III incident response operations to optimize process 

execution while reducing process duplicity. Through common processes and team 

consolidation, the improved SOC environment will increase Tier III capabilities in 

advanced threat analysis, identity and access management, enhanced digital forensics,

and security data collection and analysis. Through maturation, the SOC function will 

result in enterprise-wide governance, human capital, staffing, and training plans. The 

maturation of SOC functions will be guided by common processes and procedures 

across all environments; increasing core competencies to include data loss prevention, 

intrusion prevention, incident triage, and incident management.

5.4 Strategic Goal 4: Improve IT Awareness and Engagement 

Across the Department

GOAL LEADER: OCIO CHIEF OF STAFF

Goal Overview

For OCIO to execute its mission of effectively providing IT services for the Department, it is 

essential that OCIO ensure all Department staff are aware of IT and information 

management requirements, understand the full range of IT resources and assets available to 

meet their needs, and that OCIO’s relationship with other POCs encourages bi-directional 

communication and continuous engagement.

Anticipated Outcomes

Through the objectives and initiatives described below, OCIO will ensure that it maintains 

effective and consistent communication and engagement with the rest of the Department. 

Specific outcomes to be achieved in conjunction with this effort include:
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 23

• Optimization of OCIO communication channels to prevent information gaps from 

developing and to ensure full accessibility of relevant information disseminated by 

OCIO 

• Standardization of OCIO’s communication planning and dissemination processes to 

improve the quality and consistency of OCIO’s communications 

• Increased frequency and quality of outreach efforts to improve the relationship 

between OCIO and other parts of the Department, which will help address 

communication barriers and increase awareness and investment in OCIO services 

Ultimately, through these efforts, OCIO hopes to improve overall awareness and 

engagement by the broader Department with respect to IT resources and requirements, 

which in turn should improve the utilization of services, compliance with applicable 

requirements, and return on IT investments.

Table 13: Strategic Goal 4 Overview

Strategic Goal 4 – Improve IT Awareness and Engagement Across the Department

Strategic Objective Objective Leader

Objective 4.1 – Promote Awareness of Information Management 

Requirements and Capabilities

Agency Records Officer

Objective 4.2 – Build Stronger Customer Relationships and 

Improved IT Awareness through Increased Outreach and 

Engagement 

OCIO Director, Enterprise 

Technology Services 

Objective 4.3 – Improve OCIO’s Approach to IT Communications OCIO Chief of Staff

5.4.1 Strategic Objective 4.1 – Promote Awareness of Information 

Management Requirements and Capabilities

One of the key roles for OCIO is to ensure that all ED staff are aware of their responsibilities 

for managing the information that they collect, produce, and disseminate. This includes 

insuring that Department staff are appropriately classifying and storing all records and 

making information accessible both internally and externally to individuals with disabilities. 

Doing so ensures not only that ED meets its statutory requirements, but also that the 

information managed by ED is effectively and efficiently managed and readily accessible for 

those who need it. 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 24

Table 14: Strategic Objective 4.1 Overview

Strategic Objective 4.1 – Promote Awareness of Information Management Requirements and 

Capabilities

Initiative Initiative Leader

Initiative 4.1.1 – Ensure understanding and awareness of records 

and information management requirements

Agency Records Officer

Initiative 4.1.2 – Ensure accessibility factors are considered for 

information resource deployment

OCIO Branch Chief, 

Information Management

5.4.1.1 Initiative 4.1.1 – Ensure understanding and awareness of records and 

information management requirements

Through the development of a directive and operational manual ED will gain a better 

understanding on how to handle sensitive information associated with functions such as 

grants, personnel and loans. This new directive and its associated operating procedures 

will standardize how ED protects its most sensitive information. OCIO will create a 

Federal records management directive and information retention policies that will enable 

ED to transition its business and recordkeeping processes to a digital environment. OCIO 

will also launch a new joint Federal records management and Controlled Unclassified 

Information (CUI) training program to enable employees to understand what information 

they create and how it should be protected. Finally, OCIO will launch a change 

management initiative to determine how employees, contractors and partners are 

affected by CUI requirements and what is necessary to remedy any challenges. 

5.4.1.2 Initiative 4.1.2 – Ensure accessibility factors are considered for information 

resource deployment

Through updates to current policies and procedures to officially establish, maintain and 

promote requirements in Sections 504 and 508 of the Rehabilitation Act of 1973, ED will 

ensure that information technology will continue to be accessible to people with 

disabilities, including employees and the public. OCIO will establish a community of 

action to proactively assist POCs in navigating the complicated requirements of the 

Rehabilitation Act.
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 25

5.4.2 Strategic Objective 4.2 – Build Stronger Customer Relationships 

and Improved IT Awareness

Given the nature of OCIO’s mission as a service provider, it is essential that OCIO utilize an 

effective approach for engaging its customers to ensure fidelity of service delivery, 

understanding of IT requirements, and effective management of ED’s IT assets. While OCIO 

regularly engages staff, including both IT professionals and non-IT professionals, additional 

efforts could improve the feedback received and outcomes achieved for OCIO provided 

services.

Table 15: Strategic Objective 4.2 Overview

Strategic Objective 4.2 – Build Stronger Customer Relationships and Improved IT Awareness 

through Increased Outreach and Engagement

Strategic Initiative Initiative Leader

Initiative 4.2.1 – Increase the quality and frequency of customer 

outreach and engagement activities

OCIO Director, Enterprise 

Technology Services

Initiative 4.2.2 – Revise customer needs assessment approach to 

better identify Department IT needs

OCIO Director, Information 

Technology Program Services

5.4.2.1 Initiative 4.2.1 – Increase the quality and frequency of customer outreach 

and engagement activities

OCIO has recently embarked upon a series of engagements with Department customers 

structured as “OCIO Town Halls,” as well as bi-annual visits to the Department’s regional 

offices. The initial feedback on these efforts has been positive, and there is potential to 

expand OCIO’s engagement strategy to include more focused outreach efforts. This 

initiative will concentrate on the development of a new customer engagement strategy 

to strengthen its relationships and engagement levels with ED’s lines of business 

stakeholders, and regional offices, allowing OCIO to get a better sense of the IT needs 

and issues in the execution of their mission, allow for collaboration to identify 

appropriate IT solutions, and obtain direct feedback on services being provided on a 

continuous basis. 

5.4.2.2 Initiative 4.2.2 – Revise customer needs assessment approach to better

identify Department IT needs

To ensure that IT solutions and services are utilized to accomplish ED’s mission, it is 

important that OCIO have processes in place to assess the agency’s IT needs and verify 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 26

that provided solutions are meeting identified needs. While, in many instances, OCIO 

learns of customer needs through requests from across the agency, OCIO will establish 

improved procedures for proactively working with ED stakeholders to identify IT needs 

and opportunities for IT service improvements that could enhance the agency’s ability to 

execute its mission. 

5.4.3 Strategic Objective 4.3 – Improve OCIO’s Approach to IT 

Communications

OCIO will engage Department stakeholders to implement a holistic IT communications 

strategy. This initiative will include a comprehensive review of communications channels

and delivery methods to identify opportunities to consolidate, streamline, and improve 

OCIO’s overall effectiveness in keeping our customers informed of strategic and tactical 

changes as they relate to IT. This initiative also looks at the bi-directional nature of 

communications to ensure that our customers know how to engage OCIO and obtain the 

assistance they need across each of OCIO’s IT service areas.

Table 16: Strategic Objective 4.3 Overview

Strategic Objective 4.3 – Improve OCIO’s Approach to IT Communications

Strategic Initiative Initiative Leader

Initiative 4.3.1 – Standardize OCIO’s internal communications 

framework

OCIO Chief of Staff

Initiative 4.3.2 – Improve accessibility and visibility of OCIO 

enterprise IT communications

OCIO Chief of Staff

Initiative 4.3.3 – Strengthen OCIO’s communication planning 

process for new projects

OCIO Chief of Staff

5.4.3.1 Initiative 4.3.1 – Standardize OCIO’s internal communications framework

Effective communication is impossible without a clear and consistent communication 

process and standards; predictable communication standards and dissemination channels 

allow staff to better ensure that communications are consistent, timely, of high quality, 

and sufficiently accessible to intended audiences. As such, efforts will be made to 

improve the clarity and efficiency of OCIO’s communications framework, including: 

• Standardizing the communication clearance process;

• Providing communication templates and quality standards; and 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 27

• Implementing enhanced messaging controls through consolidation and streamlining 

of OCIO communication channels.

Collectively, these changes should both improve the overall quality of OCIO 

communications and decrease the time and effort needed for communication 

development and clearance.

5.4.3.2 Initiative 4.3.2 – Improve accessibility and visibility of OCIO enterprise IT 

communications

Regardless of the quality or clarity of the communications OCIO generates, the 

effectiveness of those communications will be limited if they are not accessible to the 

intended audiences. Currently, OCIO utilizes three primary tools to disseminate digital 

communications – OCIO’s connectED site, OCIO’s ED.Gov site, and email. Given that 

OCIO services have continued to evolve in recent years, there is a need to evaluate the 

structure and content articulated through these channels to maximize their utility. 

5.4.3.3 Initiative 4.3.3 – Strengthen OCIO’s communication planning process for 

new projects and initiatives

Each new initiative, process, or project pursued by OCIO will inevitably involve 

communications. Improving oversight of communication planning and facilitating effective 

planning through improved tools and clearly articulated expectations will help ensure that 

communication gaps do not undermine the effectiveness of OCIO solutions and services.

5.5 Strategic Goal 5: Strengthen the Department’s IT 

Workforce

GOAL LEADER: OCIO EXECUTIVE OFFICER

Goal Overview

The effectiveness of IT operations is highly dependent on the skills, competencies, and 

engagement of both the IT and non-IT workforce. It is essential that investments are made 

to ensure that ED’s workforce is sufficiently prepared to meet the technology needs of their 

work. For ED’s IT professionals, this means taking steps to verify that there are clear 

expectations and standards and that all IT professionals have the full range of knowledge 

needed to successfully execute their responsibilities, and that any skill or talent gaps are 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 28

identified and filled. For non-IT professionals, there is a need to ensure that training is 

provided regarding IT requirements and IT capabilities to create the baseline IT competency 

needed to minimize cybersecurity risks and foster correct utilization of ED IT assets and 

information.

This Strategic Goal aligns with the PMA CAP Goal related to IT Workforce for the 21st 

Century. The PMA CAP Goal on IT Workforce emphasizes effective and efficient mission 

achievement and improved service to America through enhanced alignment and strategic 

management of the Federal IT workforce. OCIO’s IT workforce goal focuses on:

• Investing in and developing the workforce based on identification of emerging and 

mission critical skills;

• Reskilling and redeploying employees from lower value work activities to higher value 

work activities; and,

• Ensuring a comprehensive and coordinated approach to skill and competency 

development and deployment across the agency.

The successful implementation of this Strategic Goal requires a close partnership with the 

Department’s Chief Human Capital Officer (CHCO). IT workforce development strategies 

need to align with the CHCO’s overarching strategy for enterprise-wide workforce 

development and leverage any applicable policies, guidance, processes, and tools.

Anticipated Outcomes

The intended outcome of the objectives and initiatives under this goal will result in 

improvements in the competencies and skills of the Department’s workforce, both for IT and 

non-IT professionals, which will in turn lead to improvements in the utilization of IT services 

and the return on IT investments. Improved understanding of IT requirements and 

cybersecurity practices will also help minimize cybersecurity risk and improve agency 

compliance with important IT rules and regulations.

Table 17: Strategic Goal 5 Overview

Strategic Goal 5 – Strengthen the Department’s IT Workforce

Strategic Objective Objective Leader

Objective 5.1 – Promote a Holistic Approach to IT Training OCIO Executive Officer

Objective 5.2 – Improve the Effectiveness of the Department’s IT 

Workforce

OCIO Executive Officer
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 29

5.5.1 Strategic Objective 5.1 – Promote a Holistic Approach to IT 

Training

One of the key responsibilities of OCIO is to ensure that all ED staff, both IT professionals 

and non-IT professionals, have the full range of IT skills and competencies needed to 

effectively and efficiently execute their duties. The key mechanism to accomplish this 

responsibility is through training and professional development opportunities. Historically, IT 

trainings were developed in response to specific identified needs – the imposition of a new 

IT requirement or a specific cybersecurity threat, for example. However, in order to ensure 

that the full range of professional development needs of the agency are addressed, OCIO 

will work towards a more holistic approach to IT training and proactively identify and work 

to address the full range of needed trainings for all ED staff.

Table 18: Strategic Objective 5.1 Overview

Strategic Objective 5.1 – Promote a Holistic Approach to IT Training

Strategic Initiative Initiative Leader

Initiative 5.1.1 – Establish standards and guidance for the 

development and delivery of IT training

OCIO Executive Officer

Initiative 5.1.2 – Ensure all Department staff receive appropriate 

role-based IT training

OCIO Executive Officer

5.5.1.1 Initiative 5.1.1 – Establish standards and guidance for the development 

and delivery of IT training

OCIO provides a broad range of IT training for ED staff – from trainings on specific IT 

systems to Department-wide modules related to best practices for avoiding cybersecurity 

threats. For any of these trainings to be successful, it is important that they are of 

sufficient quality and appropriately targeted for their intended effect. To ensure that any 

training OCIO offers meet needed quality and professional learning standards, OCIO will 

develop standards and guidance for creating new or updating existing training modules.

5.5.1.2 Initiative 5.1.2 – Ensure all Department staff receive appropriate rolebased IT training

ED staff, including staff across OCIO, require training and development opportunities 

based on the needs of their specific role within the Department. Accordingly, OCIO will 

develop a strategy for mapping the specific IT trainings based on the various roles of 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 30

individual staff at ED, including the trainings needed for all staff and for individual 

positions or categories of positions. Such an approach will ensure that training resources 

are focused and targeted to meet identified training needs.

5.5.2 Strategic Objective 5.2 – Improve the Effectiveness of the IT 

Workforce

ED relies on a wide range of IT professionals, both within and outside OCIO, to ensure the 

effective operation of the agency’s IT assets and compliance with all IT requirements. As 

ED’s IT needs and requirements are constantly changing, the agency’s IT workforce must 

continue to evolve as well.

Table 19: Strategic Objective 5.2 Overview

Objective 5.2 – Improve the Effectiveness of the IT Workforce

Initiative Initiative Leader

Initiative 5.2.1 – Establish standard performance expectations for 

IT professionals

OCIO Executive Officer

Initiative 5.2.2 – Identify and leverage opportunities for 

knowledge sharing

OCIO Executive Officer

Initiative 5.2.3 – Identify innovative strategies for optimizing the 

Department’s IT workforce

OCIO Executive Officer

5.5.2.1 Initiative 5.2.1 – Establish standard performance expectations for IT 

professionals

OCIO, in collaboration with the CHCO, will identify and implement standard performance 

elements for key IT roles. The partnership will ensure that standard performance 

expectations are established and incorporated into individual performance plans for 

members of the IT workforce. 

5.5.2.2 Initiative 5.2.2 – Identify and leverage opportunities for knowledge 

sharing

IT services are executed by IT and non-IT professionals across the Department, each 

working within their own context. It is important for OCIO to identify opportunities for 

staff across ED who engage with IT systems and services to interact and learn from each 

other, building relationships and sharing knowledge and experiences in order to 

collectively grow IT skills and competencies across the Department.
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 31

5.5.2.3 Initiative 5.2.3 – Identify innovative strategies for optimizing the 

Department’s IT workforce

In FY 2019, OCIO will collaborate with OMB to spearhead a Cybersecurity Reskilling 

effort in support of the PMA. The Cybersecurity Reskilling Academy will provide an 

opportunity for non-IT federal employees to develop the basic skills necessary to 

transition into cyber careers. Based on the results and lessons learned from the initial 

reskilling effort, OCIO will identify other potential avenues for reskilling or redeploying IT 

and non-IT professionals to meet workforce needs. 

 

5.6 Strategic Goal 6: Improve Data Management, Enhance the 

Use of Data Analytics, and Promote Transparency at the 

Department

GOAL LEADER: ED CHIEF DATA OFFICER

Goal Overview

In the course of executing its mission, ED collects, acquires, generates, manages, and uses 

extensive data relating to education services, finances, and performance from across the 

Department and the nation. Given the volume of data relevant to fulfilling the ED mission, 

organizing, managing, and making data available for staff and stakeholders represents a 

significant challenge and requires investment in processes, tools, and solutions to ensure 

timely and predictable data access. Further, effective management and use of data are key 

elements of ED’s responsibilities for data stewardship and evidence use, helping ensure that 

data are used transparently for their necessary purposes while preserving privacy and 

confidentiality when promised.

The importance of data governance and management is highlighted by the Foundations for 

Evidence-Based Policymaking Act of 2018 (Evidence Act) and related guidance on its 

implementation, which indicates that “the Evidence Act mandates a systematic rethinking of 

government data management to better facilitate access for evidence-building activities and 

public consumption.” The guidance further mandates an ED Data Governance Body, chaired 

by the Chief Data Officer (CDO), which must be included in the Strategic Information 

Resources Management Plan.
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 32

These requirements are further echoed in ED’s 2018-2022 Strategic Plan Goal 3 to 

“strengthen the quality, accessibility and use of education data through better management, 

increased privacy protections and transparency.” Through this Strategic Goal, ED has 

committed to improving how staff and stakeholders access, use and share meaningful data 

on education, improving public access to the information needed to evaluate educational 

outcomes, and ensuring that decisions are made internally using information that is accurate 

and reliable1

. 

Anticipated Outcomes

The intended outcome of the objectives and initiatives under this goal is to better leverage 

the use of data across ED by improving data governance and management, building staff 

and technological capabilities for data analytics, and promoting open data and transparency. 

Improving data governance and management will help ensure that ED data are available to 

internal and external stakeholders, coordinated to maximize interoperability across ED offices 

to leverage data sources in combination for improving programs and operations, and of 

high enough quality to rely on for analyzing priority agency questions and meeting 

stakeholder needs. Building staff and technological capabilities for data analytics will support 

meaningful analyses resulting in customer-focused reports to inform decisions for program 

administration, Department operations, and other policy matters. Promoting open data and 

transparency will increase public dialogue and trust and unleash the power of data for 

commercialization and public use. By using data more effectively to drive decision-making, 

ED should be able to better target its efforts, understand the impacts and outcomes of its 

programs, and identify redundancies or inefficiencies.

Table 20: Strategic Goal 6 Overview

Strategic Goal 6 – Improve Data Management, Enhance the Use of Data Analytics, and 

Promote Transparency in the Department

Strategic Objective Objective Leader

Objective 6.1 – Improve Data Governance and Management in 

the Department

Associate Commissioner, 

Administrative Data Division

Objective 6.2 – Advance Data Analytics Capabilities within the 

Department

Deputy Chief Data Officer for 

Analytics

Objective 6.3 – Implement Solutions that Advance Open Data 

and Transparency

Deputy Chief Data Officer for 

Governance

1 See Appendix A of this document for information on the Department’s Data Governance Board.
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 33

5.6.1 Strategic Objective 6.1 – Improve Data Governance and 

Management within the Department

Historically, data governance and management has been relatively decentralized within ED; 

individual POCs have identified their own processes for the data they collect and acquire 

and been responsible for the stewardship of those data including appropriate protections 

and effective use to validate taxpayer investments. The establishment of a CDO with the 

responsibilities prescribed under the Evidence Act presents the requirement for even more 

conscious design of roles, processes, policy, and technology necessary to fulfill the agency’s 

overall responsibilities and leverage Department data as a coordinated, managed asset. 

Table 21: Strategic Objective 6.1 Overview

Strategic Objective 6.1 – Ensure that Collected Data is Accessible and Managed Efficiently

Strategic Initiative Initiative Leader

Initiative 6.1.1 – Identify high priority leverage points for 

improving data governance and management

Associate Commissioner, 

Administrative Data Division

Initiative 6.1.2 – Fund and develop enterprise technology 

solutions for high priority leverage points

Associate Commissioner, 

Administrative Data Division

Initiative 6.1.1 – Identify high priority leverage points for improving data 

governance and management 

ED, under the direction of the CDO, will establish formal enterprise-wide data 

governance by way of the Department Data Governance Board (DGB). The scope of the 

DGB’s authority covers all data created, collected, acquired, maintained, shared, or 

disseminated by ED or entities governed by the Department’s regulatory purview, 

pursuant to relevant statute and regulation. The DGB will assist the CDO in assessing 

and adjudicating competing proposals for high priority leverage points aimed at 

achieving and measuring desirable Departmental outcomes and priorities. The DGB, with 

support from the office of the CDO, will assess the Department’s existing data and 

related infrastructure maturity using an industry standard framework that fits the 

Department’s needs, and develop a final Data Maturity Level Findings report with

conclusions, strategies, and next steps for planning and improvement. 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 34

5.6.1.1 Initiative 6.1.2 – Fund and develop enterprise technology solutions for 

high priority leverage points

ED now has wide-ranging responsibilities in managing data assets, ensuring maximum 

use of data in the agency, engaging agency employees, the public and contractors in 

using public data assets, and encouraging collaborative approaches to improve data use.

Many of the priority leverage points identified by the CDO and DGB will require 

technological solutions that build on process and policy improvements. The Department 

intends to invest in high impact solutions that leverage IT in full or in part to meet 

emerging agency needs such as data literacy, data user support, master data 

management, data standards, data storage, and enterprise analytics.

5.6.2 Strategic Objective 6.2 – Advance Data Analytic Capabilities for 

the Department

Effective data governance and management is a necessary precursor to effective data access 

and use. In addition to data governance responsibilities, the Evidence Act requires the CDO 

to “ensure that, to the extent practicable, the agency maximizes the use of data in the 

agency, including for the production of evidence...and the improvement of agency 

operations.” 

To fully leverage the use of data as a strategic asset, it is critical to assess and improve ED’s 

capability for data analytics. This broadly includes the need to improve the capacity of data 

professionals in the Department to access and analyze data and to identify new and 

emerging technologies that support access to and use of Department data while protecting 

privacy as required by law.

Table 22: Strategic Objective 6.2 Overview

Strategic Objective 6.2 – Advance Data Analytic Capabilities for the Department

Strategic Initiative Initiative Leader

Initiative 6.2.1 – Design and implement programs to increase 

staff capacity for data analytics across the Department

Deputy Chief Data Officer for 

Analytics

Initiative 6.2.2 – Leverage new and emerging technologies to 

facilitate access to and use of Department data

Deputy Chief Data Officer for 

Analytics
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 35

5.6.2.1 Initiative 6.2.1 – Design and implement programs to increase staff 

capacity for data analytics across the Department

The burgeoning field of data science is geared toward using analytics to make meaning 

from large and sometimes unstructured administrative datasets. Recognizing the value 

that can be generated simply by leveraging existing data in new ways, ED will design 

and implement professional development opportunities, in collaboration with ED’s CHCO 

and ongoing workforce development initiatives, to meet the full spectrum of analytical 

needs. Because of its education mission, the Department is uniquely positioned to 

collaborate with external partners around education and training for data professionals. 

This initiative will identify opportunities to collaborate with university data science 

programs, industry leaders in analytics, and foundations around increasing the supply of 

qualified data professionals with the skills to use state-of-the art data analytics to 

improve policy and practice. This could include, for example, internship and fellowship 

opportunities at the Department to support educational programs and to bring fresh 

perspectives to the use of data analytics leveraging Department data. 

5.6.2.2 Initiative 6.2.2 – Leverage new and emerging technologies to facilitate 

access to and use of Department data

The Evidence Act requires the CDO to “review the impact of the infrastructure of the 

agency on data asset accessibility and coordinate with the CIO of the agency to improve 

such infrastructure to reduce barriers that inhibit data asset accessibility.” In line with this 

requirement, ED will explore how new and emerging technologies can facilitate the 

creation and analysis of datasets to support Department programs and operations. While 

the focus of this initiative is on new and emerging technologies, the Department 

recognizes that it currently has a stable infrastructure which includes existing 

technologies supporting data access and use. The maturity assessment conducted by the 

DGB under Initiative 6.1.1 will include a review of data technology infrastructure so that 

the Department can prioritize resources appropriately to best meet its needs. Potential 

activities under this initiative include the development of an analytics platform to serve 

as a testbed for new and emerging technologies using Department data. Activities could 

also include leveraging new methods to securely link and analyze confidential data, such 

as secure multi-party computation, and emerging methods to make meaning out of 

large volumes of unstructured data.
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 36

5.6.3 Strategic Objective 6.3 – Implement Solutions that Advance 

Open Data and Transparency

Data is a valuable national resource and a strategic asset to the Federal Government, its 

partners, and the public. Making government data accessible, discoverable, and usable by 

the public can help fuel entrepreneurship, innovation, and scientific discovery and expands 

the value of data assets. In supporting the public to leverage data resources, the Congress, 

by way of the Evidence Act, now requires federal agencies to be “open by default” and to 

create strategic plans for implementing open data efforts. 

Among several requirements, open data plans must account for how government will 

improve the timeliness, completeness, consistency, accuracy, usefulness, and availability of 

data assets and should include strategies for acquiring technology, providing training for 

employees, and implementing procurement standards that allow for the acquisition of 

innovative solutions from the public and private sectors.

Table 23: Strategic Objective 6.3 Overview

Objective 6. 3 – Implement Solutions that Advance Open Data and Transparency

Initiative Initiative Leader

Initiative 6.3.1 – Develop, publish, and execute an open data 

plan

Deputy Chief Data Officer for 

Governance

Initiative 6.3.2 – Develop, maintain, and enhance technology 

solutions that foster open data access, public dialogue, and a 

culture of transparency

Deputy Chief Data Officer for 

Governance

5.6.3.1 Initiative 6.3.1 – Develop, publish, and execute an open data plan

ED will develop, publish, and execute an open data plan consistent with the Evidence Act 

and supporting OMB guidance. ED will leverage lessons learned from both prior and 

current efforts to establish an enterprise strategy that ensures compliance with 

requirements, fosters innovation and civic engagement, and balances data access with 

privacy protections. 
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 37

5.6.3.2 Initiative 6.3.2 – Develop, maintain, and enhance technology solutions 

that foster open data access, public dialogue, and a culture of 

transparency

ED has already started development of notable enhancements to technology solutions 

that advance public data access and transparency. For example, the College Scorecard 

has engaged the public with government data that helps inform student choice and will 

be expanded to enable additional transparency and student decisions among not only 

institutions but within academic fields of study. The Department’s Open Data Platform, 

which is currently under development, will be enhanced to better enable a 

comprehensive view of all data assets created by, collected by, under the control or 

direction of, or maintained by the Department while at the same time enabling 

appropriate access to public data assets in a machine-readable form. The portfolio of 

open data and public dialogue solutions will ultimately be aligned with the open data 

plan developed in Initiative 6.3.1.
 US Department of Education FY 2019 - FY 2023 IRM Strategic Plan 38

Appendix A – Department of Education Data Governance Board Charter

Appendix A – Department of Education Data 

Governance Board Charter
U.S. Department of Education

Office of the Chief Data Officer

Data Governance Board Charter

November 2019
Office of the Chief Data Officer

Data Governance Board Charter 2

Revision History 

Version Date Comments By

1 March 2019 Proposal approved IES and OPEPD

2 September 2019 Charter established OPEPD

3 November 2019 Charter revised OCDO
Office of the Chief Data Officer

Data Governance Board Charter 3 

Revision History .................................................................................................................................................... 2

1. PURPOSE ........................................................................................................................ 4

2. AUTHORITY .................................................................................................................... 4

3. SCOPE............................................................................................................................. 4

4. PRINCIPLES OF CONDUCT................................................................................................ 6

5. STRUCTURE .................................................................................................................... 6

5.1. DGB Forums...................................................................................................Error! Bookmark not defined.

5.2. DGB Program Management ...................................................................................................................... 7

6. ADMINISTRATIVE PROCEDURES ...................................................................................... 7

6.1. DGB Meetings ........................................................................................................................................... 7

6.1.1. Meeting Agendas..................................................................................................................................... 8

6.1.2. Forums..................................................................................................................................................... 8

6.1.3. Issue Resolution....................................................................................................................................... 8

6.1.4. Decisions.................................................................................................................................................. 8

6.2. DGB Information Sharing .......................................................................................................................... 9

7. ORGANIZATIONAL DOCUMENTS ..................................................................................... 9

8. CHARTER AMENDMENTS .............................................................................................. 10

9. EFFECTIVE DATE............................................................................................................ 10
Office of the Chief Data Officer

Data Governance Board Charter 4

1. Purpose

This U.S. Department of Education (“Department”) recognizes the strategic and critical need for 

consistent governance and management of its data assets. Moreover, the 2018 Foundations for 

Evidence-Based Policymaking Act (“Evidence Act”) and the 2019 Federal Data Strategy together require 

each agency to implement a coordinated and collaborative approach to oversee strategic data collection 

and acquisition, responsible lifecycle data management, open/transparent release of its data assets, and 

advancements in internal and external uses of data.

In accordance with the Evidence Act, the U.S. Secretary of Education (“Secretary”) has designated a 

Chief Data Officer (“CDO”) for the agency who will chair a Data Governance Board (‘DGB”). The DGB will 

gather input from across the Department to develop and enforce sound data governance policy and 

process decisions through the Office of the Chief Data Officer (OCDO). In coordination with other agency 

bodies, the DGB will sponsor agency-wide actions to develop an open data culture, and work to improve 

the Department’s capacity to leverage data as a strategic asset for evidence building and operational 

decisions, including developing the capacity of data professionals in program offices. The DGB shall also 

coordinate with other agency bodies, such as the Data Integrity Board, Disclosure Review Board, and 

Data Strategy Team.

The purpose of the DGB Charter is to serve as a point of reference outlining the purpose, expectations, 

roles and responsibilities, and procedures governing the work of the DGB. 

2. Authority

The Secretary, as agency head, authorizes the establishment of the DGB as its mandated data 

governance body, as required by Office of Management and Budget (OMB) Memoranda M-19-23 (Phase 

1 Implementation of the Foundations for Evidence-Based Policymaking Act of 2018: Learning Agendas, 

Personnel, and Planning Guidance) and in accordance with the Evidence Act and the 2019 Federal Data 

Strategy. 

3. Scope

The scope of DGB’s role covers all data created, collected, acquired, maintained, shared, or 

disseminated by the Department or entities governed by the Department’s regulatory purview, pursuant 

to relevant statute and regulation. The DGB will assist the CDO in assessing and deciding on competing 

proposals aimed at achieving and measuring desirable Departmental outcomes and priorities.

Other functions in scope may include:

• Maintain the Comprehensive Data Asset Inventory: Developing, governing, maintaining, and 

sharing (as appropriate) a comprehensive, complete, and current inventory of all data assets of 

the Department. Also, ensuring relevant and necessary reporting to the Federal Data Catalog or 

similar requirements identified by the CDO in accordance with government-wide guidance. 
Office of the Chief Data Officer

Data Governance Board Charter 5

• Execute and Maintain an Effective Open Data Plan: Identifying agency datasets, especially 

those key to mission success and/or a priority for stakeholders, and supporting CDO efforts to 

develop, execute, and maintain the Department’s Open Data Plan.

• Assess Data and Related Infrastructure Maturity: Implementing regular maturity assessments 

focusing on data and related data infrastructure (e.g. organizational structures and knowledge 

bases, policies, workforce skills) needed to answer agency priority questions and meet 

stakeholder needs.

• Identify Opportunities and Resources to Increase Staff Data Skills: Assessing current staff 

capacity and identifying needs for critical data skills for the Department (and relevant sub-units) 

in the areas of analysis, data management, and privacy protection; matching needs to 

professional development resources.

• Optimize Department Data Collections: Reviewing and advising on relevant data collections, 

helping reduce inefficiencies, creating data standards, and minimizing burden for individuals, 

small businesses, educational and nonprofit institutions, Federal contractors, State, local and 

tribal governments, and other persons resulting from the collection of information by or for the 

Federal Government.

• Enhance Data Architecture and Interoperability: Reviewing the impact of the infrastructure of 

the agency on data asset accessibility. Promoting common data architecture (as appropriate), 

data standards, and processes and technologies that demonstrate conscious design and expand 

the use of existing data while minimizing duplication and inefficiency. 

• Monitor and Align Data Quality with Risk Management: Ensuring that data likely to inform 

significant public policy or private sector decisions are of appropriate utility, integrity, accuracy, 

and objectivity.

• Execute Data Strategies: Supporting offices in executing Federal and Department Data 

Strategies. 

• Coordinate Data Management and Stewardship: Implementing data management and 

stewardship responsibilities across program offices in alignment with Department strategic 

plans and learning agendas.

• Propose and Execute Data Policy: Identifying and establishing Department data policy while 

respecting the statutory authorities of the CDO, Statistical Official, Evaluation Official, CIO, 

Senior Agency Official for Privacy, and other relevant officials and entities.

• Champion Data Use: Setting an example and fostering a culture of data stewardship and use by 

targeting human and fiscal resources to maximize the value of data for decision-making, 

accountability, and the public good. Ensuring that, to the extent practicable and legally 

permissible, the Department maximizes its use of data for production of evidence, regulatory 

analysis, and improvement of Department programs and operations.
Office of the Chief Data Officer

Data Governance Board Charter 6 

4. Principles of Conduct

The DGB can effectively fulfill its purpose only when members act upon an agreed set of principles 

governing all conduct. DGB actions require members to collaborate despite sometimes having 

competing interests and needs of their represented offices. The work of the DGB is conducted under 

the following principles:

1. DGB outcomes must support the Department’s mission.

2. DGB decisions will demonstrate ethical governance, conscious design, and a learning 

culture.

3. DGB decisions will be consistent. 

4. DGB will operate under a disciplined, structured, and transparent approach.

5. Each member (office) shares collective responsibility for the success of the DGB, and DGB 

decisions will similarly reflect a vested interest in member offices’ success.

5. Structure

The DGB shall be composed of a CDO (convener and chair), a Steering Committee, one representative 

from each principal office not already represented, and four “at-large” members. As appropriate, the 

CDO and Steering Committee will also engage Subject Matter Consultants on decisions as appropriate.

The Steering Committee shall be selected from principal offices with crosscutting perspectives on—as 

well as authority over critical enablers of—effective data governance. A single Steering Committee 

Member shall be selected from each of the following offices:

Office Perspective

IES Data Collection and Management

OPEPD Policy and Privacy

OCIO Technology and Infrastructure

OFO Budget and Risk

All other principal offices shall be represented on the DGB, each providing subject matter expertise and 

unique perspectives related to their respective function, data assets, and customers. Each of the 

following principal offices shall have one member on the Board:

Additional Board Member Offices

OESE OPE FSA OCTAE OELA OSERS

OCR OGC OS OCO OLCA

Each Steering Committee Member and each Additional Board Member must have sufficient knowledge 

of their respective office’s data operations and resources to ensure adequate deliberation and sufficient 

authority within their office to ensure compliance with DGB decisions. Unless approved by the CDO, 
Office of the Chief Data Officer

Data Governance Board Charter 7

these positions shall not be delegated and shall be filled by senior staff at the Deputy Assistant Secretary 

level or its equivalent. 

The CDO may also designate up to five “at-large” members to ensure sufficient representation of 

technical expertise in transparency policy, privacy policy (including statistical disclosure), performance 

improvement, statistical data, information management, information technology, evaluation and 

research, or other relevant needs. Four of the five “at-large” members will be reserved for the 

Evaluation Officer, Statistical Official, Performance Improvement Officer, and Senior Agency Official for 

Privacy if not already represented.

The CDO or Steering Committee will engage Subject Matter Consultants in decisions relevant to their 

areas of expertise, including as appropriate the Chief Acquisition Officer, Chief Financial Officer, Chief 

Freedom of Information Act Officer, Chief Information Security Officer, Senior Agency Official for 

Geospatial Information, and Senior Agency Official for Records Management. 

5.1. DGB Forums

The CDO or Steering Committee may also designate time-limited or standing DGB Forums to focus on 

specific priority issues or emergent challenges (e.g. Data Quality, Master Data Management, Data 

Literacy, Community Data Standards). Members will join or delegate staff members to join Forums, 

which will develop proposals and work products to satisfy CDO or DGB priorities that require hands-on 

involvement from across the agency. Offices will engage in those Forums that align with their office 

responsibilities or interests. Meetings for established Forums will take place as determined by the 

Forum members.

5.2. DGB Program Management 

DGB Program Management will be carried out by designated staff from the Office of the Chief Data 

Officer (OCDO). Designated OCDO staff will provide administrative support, facilitate strategic 

development, and support DGB operations, including communication. Specifically, designated OCDO 

staff will manage the DGB Collaboration Site, maintain all DGB foundational documents, facilitate DGB 

meetings and Forums, send meeting invites, prepare meeting agenda packets, record and distribute 

meeting minutes, and document action items. Other responsibilities include supporting and maintaining 

the enterprise data architecture, acting as a liaison between the Department’s Enterprise Architecture 

Program Office and the DGB, and performing other responsibilities identified during implementation. 

6. Administrative Procedures

6.1. DGB Meetings

The DGB is a member-driven decision-making body that meets on a regularly scheduled basis, or more 

frequently as needed. Regularly scheduled DGB meetings are attended by members, approved 

delegates, and approved invitees. Meeting minutes will be available to all Department staff. A record of 

participants will be made for all scheduled DGB meetings and included in the meeting minutes. A 
Office of the Chief Data Officer

Data Governance Board Charter 8

meeting may begin with or without a quorum of members present. The CDO or DGB may establish 

additional rules and procedures for conducting business as needed.

6.1.1. Meeting Agendas

The CDO shall bring to the DGB data governance issues, originating from the Steering Committee, 

Members, or other sources, which require deliberation and/or collaborative decision making. An 

agenda, identifying the data governance issue(s) to be addressed, will be distributed at least one week 

in advance of the scheduled DGB meeting. The CDO has discretion in determining a meeting agenda’s 

final contents. 

6.1.2. Forums 

If additional analysis is needed to develop a proposed resolution or work product for an issue or other 

DGB action item, the CDO or Steering Committee may appoint a Forum. A Forum is not a decisionmaking body, rather it is a group responsible for providing DGB with recommended solutions for 

consideration at DGB meetings or executing DGB decisions across multiple offices. Forums will provide 

updates as scheduled during regular DGB meetings.

6.1.3. Issue Resolution

If a dispute, disagreement, question, or claim arises from or related to DGB discussions, members shall 

use their best efforts to settle the dispute. DGB members shall consult with each other in good faith 

and, recognizing the mutual interest in the success of DGB priorities, attempt to reach an equitable and 

satisfactory resolution. If a resolution cannot be reached among members, a vote will be held on the 

disputed issue. 

6.1.4. Decisions

The CDO shall bring to the DGB data governance issues, originating from the Steering Committee, 

Members, or other sources, which require deliberation and/or collaborative decision making. The DGB

shall serve as a forum for the CDO, Steering Committee, and Additional Board Members to discuss 

challenges and potential solutions to those issues.

Steering Committee members shall propose data governance policies and decision points, informed by 

Board deliberation. Where feasible among competing proposals that achieve desirable governance 

outcomes, the Steering Committee shall make efforts to submit proposals that maximize the likelihood 

of unanimous support from all members.

Decisions are considered final when agreed to unanimously by non-abstaining Steering Committee 

Members. When outcomes result in a non-unanimous majority, the CDO may bring those decisions to 

the Secretary or an appropriate individual within the Office of the Secretary for a final determination. 

Prior to escalation, however, the Steering Committee shall make a concerted effort to address concerns 

and reach unanimity.
Office of the Chief Data Officer

Data Governance Board Charter 9 

The DGB shall submit reports of decisions and actions take to the Secretary annually, or more frequently 

on an as-needed basis. The CDO shall submit all mandated reports to OMB and Congress at intervals 

prescribed by law or guidance.

6.2. DGB Information Sharing

The DGB Collaboration Site enables transparency in operation and function, while promoting full 

participation in DGB activities and decisions. The DGB Site provides a central location for storing and 

sharing current and historical documentation of DGB decisions and activities. All DGB meetings are 

documented and notes from scheduled meetings are posted on DGB Site within a week of the meeting 

date. Members are responsible for reviewing the notes and providing suggested changes via the DGB 

Collaboration Site by the Friday after the minutes are posted. If notice of intent is stated prior, they may 

also suggest changes during the next meeting prior to approval of the minutes. As needed, meeting 

minutes are corrected and formally adopted at the next regularly scheduled meeting. 

7. Organizational Documents

DGB organizational documents serve as a reference to the operations and functions of the DGB. All 

organizational documents (with brief descriptions below) will be posted and maintained on the DGB 

Collaboration Site. These documents are maintained by the DGB PMO.

Document Description

Charter Defines the DGB and lays out the authority, principles, and policies by 

which it operates.

Mission & Goals Defines the mission of the DGB and describes its goals. 

Roles & Responsibilities Defines the levels of stewardship for data governance and the tasks 

associated at each component of the Data Governance Board.

Membership List Identifies the Department offices participating in DGB and their official 

representatives.

Escalation Path Establishes the process for data management issue escalation and 

resolution. The DGB serves as an escalation point for other related boards 

and committees.

Communications Plan Articulates how and when DGB information should be shared with groups 

and individuals with an interest in its proceedings, products, and outcomes.

Index of Data Issues Catalogs the issues addressed by the DGB and indicates where information 

on the issues are found on the DGB Collaboration Site.

Official Reports Provides an index to and text of reports to the Secretary, OMB, and 

Congress.
Office of the Chief Data Officer

Data Governance Board Charter 10

8. Charter Amendments

At a minimum, the DGB Charter is to be reviewed annually. Members can provide recommendations to 

the CDO to modify the Charter at any time. Recommendations for modification will be made available 

to DGB members for a period of review before any action is taken. 

9. Effective Date

This Charter becomes effective upon initial approval by the Secretary, and updates are effective upon 

approval of the CDO. Any updates supersede all previous DGB Charters.