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September 10, 2020

FY 2020 – FY 2024
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan ii

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

2 Introduction ................................................................................................................................ 4

3 Purpose and Authority & Role of the CIO ........................................................................... 5

3.1 Purpose............................................................................................................................................................ 5

3.2 Authority ......................................................................................................................................................... 5

3.3 Role of the CIO............................................................................................................................................ 5

4 IRM Strategic GoalsIRM Strategic .......................................................................................... 6

5 IRM Strategic Initiatives ........................................................................................................... 8

5.1 Strategic Goal 1: Strengthen the Department’s IT Governance............................................. 8

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

Modernization.................................................................................................................................................................. 9

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

the Department’s IT Portfolio .................................................................................................................................11

5.2 Strategic Goal 2: Provide Reliable, Mission-Focused IT Solutions......................................13

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

Effective IT Solutions...................................................................................................................................................14

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

17

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

Privacy Protections for Department Data and Information............................................................18

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

Program ............................................................................................................................................................................20

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

Educational Community.............................................................................................................................................21

Table of Contents
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan iii

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

Infrastructure, Systems and Data...........................................................................................................................23

5.4 Strategic Goal 4: Improve IT Awareness and Engagement Across the Department..25

5.4.1 Strategic Objective 4.1 – Promote Awareness of Information Management 

Requirements and Capabilities ...............................................................................................................................26

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

Awareness ........................................................................................................................................................................27

5.4.3 Strategic Objective 4.3 – Improve OCIO’s Approach to IT Communications.......................29

5.5 Strategic Goal 5: Strengthen the Department’s IT Workforce..............................................30

5.5.1 Strategic Objective 5.1 – Promote a Holistic Approach to IT Training ...................................32

5.5.2 Strategic Objective 5.2 – Improve the Effectiveness of the IT Workforce .............................33

5.6 Strategic Goal 6: Improve Data Management, Enhance Data Analytics Capabilities, and 

Promote Transparency at the Department.............................................................................................34

5.6.1 Strategic Objective 6.1 – Improve Data Governance and Management................................36

5.6.2 Strategic Objective 6.2 – Advance Data Analytic Capabilities .....................................................38

5.6.3 Strategic Objective 6.3 –Advance Open Data and Transparency...............................................39
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan iv

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

Table 2: Strategic Goal Overview....................................................................................................................................... 7

Table 3: Strategic Goal 1 Overview .................................................................................................................................. 9

Table 4: Strategic Objective 1.1 Overview.................................................................................................................... 9

Table 5: Strategic Objective 1.2 Overview..................................................................................................................12

Table 6: Strategic Goal 2 Overview ................................................................................................................................14

Table 7: Strategic Objective 2.1 Overview..................................................................................................................15

Table 8: Strategic Objective 2.2 Overview..................................................................................................................17

Table 9: Strategic Goal 3 Overview ................................................................................................................................19

Table 10: Strategic Objective 3.1 Overview...............................................................................................................20

Table 11: Strategic Objective 3.2 Overview...............................................................................................................22

Table 12: Strategic Objective 3.3 Overview...............................................................................................................24

Table 13: Strategic Goal 4 Overview..............................................................................................................................26

Table 14: Strategic Objective 4.1 Overview...............................................................................................................26

Table 15: Strategic Objective 4.2 Overview...............................................................................................................27

Table 16: Strategic Objective 4.3 Overview...............................................................................................................29

Table 17: Strategic Goal 5 Overview..............................................................................................................................32

Table 18: Strategic Objective 5.1 Overview...............................................................................................................32

Table 19: Strategic Objective 5.2 Overview...............................................................................................................33

Table 20: Strategic Goal 6 Overview..............................................................................................................................36

Table 21: Strategic Objective 6.1 Overview...............................................................................................................37

Table 22: Strategic Objective 6.2 Overview...............................................................................................................38

Table 23: Strategic Objective 6.3 Overview...............................................................................................................39
 US Department of Education FY 2020-FY 2024 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 Data Analytics Capabilities, and 

Promote Transparency at the Department

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

Year (FY) 2020 to FY 2024 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 2020 – FY 2024 IRM Strategic Goals and supporting 

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

 

1│Executive Summary 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 2

Table 1: IRM Strategic Goals and Objectives

ED FY 2020-FY 2024 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
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 3

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 Data Analytics Capabilities, and Promote Transparency at the 

Department

Objective 6.1 Improve Data Governance and Management ED Strategic Goal 3

Objective 6.2 Advance Data Analytic Capabilities ED Strategic Goal 3

Objective 6.3 Advance Open Data and Transparency ED Strategic Goal 3
 US Department of Education FY 2020-FY 2024 IRM Strategic Plan 4

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 outlined 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. 

Execution of this IRM is subject to final approval of corresponding implementation plans as 

well as the availability of funding and other resources as managed through the 

Department’s IT governance processes. The Department may re-prioritize activities based 

on internal or external drivers that necessitate changes.

 2│Introduction
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 5

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, initiatives, and targets 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

• Foundations for Evidence-Based Policymaking Act of 2018 (Evidence Act)

• 21st Century Integrated Digital Experience Act (21st Century IDEA)

• Paperwork Reduction 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 (POCs) 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 POCs. 

3│Purpose, Authority

& Role of the CIO
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 6

4 IRM Strategic GoalsIRM Strategic

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 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 IT 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 Data Analytics Capabilities, and Promote 

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

advance data analytics capabilities, and advance open data and transparency. 

 

4│IRM Strategic Goals
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 7

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 Chief of Staff

Strategic Goal 6 – Improve Data Management, Enhance 

Data Analytics Capabilities, and Promote Transparency 

at the Department

ED Chief Data Officer

 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 8

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 inform decision makers and improve 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 2020 - FY 2024 IRM Strategic Plan 9

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 by defining ED’s current and desired future state,

along with the identification of 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 Enterprise 

Architecture 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 IDEA

ED Enterprise Architect

Initiative 1.1.3 – Develop an enterprise cloud strategy ED Enterprise Architect
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 10
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 11

5.1.1.1 Initiative 1.1.1 – Implement an automated Enterprise Architecture 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 to the public 

through web modernization and other services in accordance with 

requirements of the 21st Century IDEA Act

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

by facilitating the modernization of 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 2020 - FY 2024 IRM Strategic Plan 12

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 – Implement an enterprise Program 

Management Office (ePMO)

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. 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 13

5.1.2.2 Initiative 1.2.2 – Implement an enterprise Program Management Office

OCIO will move forward with implementing 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. This approach will 

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
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 14

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 

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, 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 15

dependable and secure. 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 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 Branch Chief, 

Operational Support Services

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

Technology Services

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

Operational Support Services

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

Operational Support Services

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 transitioned ED from a single service provider to 

multiple service providers. Specific outcomes of this transition and modernization effort 

included migrating personal storage to cloud-hosted storage, decommissioning legacy 

circuits and upgrading to Ethernet circuit, Wi-Fi bandwidth upgrade, implementing ondemand 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.

The transition to new services provided a number of operational and cost effective 

capabilities to the Department. For example, the migration of storage to a more cost-
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 16

effective cloud-hosted storage solution reduced storage costs by 92%, and the upgrade 

of circuits and other associated infrastructure allowed for the Department to smoothly 

transition to 100% telework in response to the Covid-19 Pandemic. 

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 

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

undertaken in FY 2021- FY 2023.

In the transition period there will be like-for-like service migration to support 

streamlined continuity of operation for various core services. In the following years, 

there will be infrastructure modernization projects that will provide several state-of-theart network capabilities to the Department. 

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 

customer’s 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. 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 17

The enterprise laptop refresh provided equipment that significantly reduced boot up 

times while improving accessibility and security. As a result, employee downtime due to 

slow laptop boot up was reduced by nearly 96%. 

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 responsibility 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.

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 – Ensure Department users have access to IT 

solutions and assets that meet mission needs

OCIO Branch Chief, Operational 

Support Services

Initiative 2.2.2 – Implement tools to improve IT service 

delivery

OCIO Branch Chief, Operational 

Support Services

Initiative 2.2.3 – 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 – 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 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 18

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.

5.2.2.2 Initiative 2.2.2 – 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. 

5.2.2.3 Initiative 2.2.3 – 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 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 19

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; 

• 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

Objective 3.3 – Enhance Protections for ED’s 

Information Technology Infrastructure, Systems and 

Data

OCIO Branch Chief, Cyber Operations
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 20

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 

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 cybersecurity planning, awareness, and risk 

posture visualization around the IT portfolio. An additional key focus will be to increase 

phishing awareness and exercise reporting rates while reducing susceptibility to phishing 

attacks through lessons learned and increased vigilance.
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 21

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.

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. OCIO will mature the 

existing sets of security controls, including the implementation and integration of CDM 

capabilities for Department systems. 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 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 22

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

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.
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 23

5.3.2.3 Initiative 3.2.3 – 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 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.

5.3.2.4 Initiative 3.2.4 – Implement integrated and comprehensive privacy and risk 

Department-level scorecard and reporting

OCIO will work to enhance current risk and privacy scoring capabilities to fully integrate 

NIST Privacy framework constructs. In collaboration with the Department’s Senior 

Agency Official for Privacy (SAOP), OCIO will establish a plan for the development of an 

integrated Risk and Privacy scorecard to further improve the program and ensure 

compliance with new requirements. New privacy scoring processes will be developed 

and integrated within the CSF Risk Scorecard to ensure comprehensive cybersecurity risk, 

privacy, and data breach risks are quantified and prioritized, as well as providing a 

notification mechanism to automate both proactive and reactive process requirements. 

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 

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. To this end, 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 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 24

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 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 

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 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 25

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:

• 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, 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 26

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. 

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
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 27

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 of 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 enhance the 

Department’s Federal records management directive and information retention policies 

to 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.

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
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 28

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 Branch Chief Operations 

Support Services

Initiative 4.2.2 – Revise customer needs assessment approach to 

better identify Department IT needs

OCIO Branch Chief Operations 

Support 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 

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. 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 29

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 and services 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 

• 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.
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 30

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 CHIEF OF STAFF

Goal Overview

The effectiveness of IT operations is highly dependent on having a workforce that has the 

skills, competencies, and engagement of both the IT and non-IT workforce. Due to the 

ever-changing IT workforce, it is necessary that IT professional are afforded the opportunity 

to seek out state-of-the-art training opportunities, receive training funds and attend those 

training opportunities. 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 must meet a full range of knowledge needed to 

successfully execute their responsibilities, and that any skill or talent gaps are identified an

aggressively met. For non-IT professionals, there is also 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 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 31

information. It is also necessary that non-IT professionals receive non-IT training that 

enable maintaining certifications and in meeting other critical work-related needs.

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:

• Partnering with the Department’s Chief Human Capital Officer (CHCO) in conducting a 

workforce review that will culminate in identifying both IT and non-IT skills and 

experience needed for mission accomplishment.

• 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.

IT workforce development strategies need to closely align with the CHCO’s overarching 

strategy for enterprise-wide workforce development and leverage any applicable policies, 

guidance, processes, and tools.

Through working with the CHCO, OCIO will also partner with the Department’s OHR in 

undertaking a Workforce Planning Project. The Workforce Planning Maturity Model, that 

OCIO will use will assess our current state and to measure progress in implementing 

effective workforce planning across OCIO, as well as our Workforce Planning Approach and 

it will include timelines.

It is important to note that the OCIO’s partnership with OHR will drive reviewing the 

Workforce Planning (WFP) process, Maturity Model, and the OCIO WFP Package contents. 

This project will be launched in the spring of 2020 and it will continue throughout the 

summer as OCIO will be conducting a baseline assessment and develop an action plan, 

which will be approved by OCIO senior leadership and the Chief Human Capital Officer 

(CHCO).

Anticipated Outcomes
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 32

The intended outcome of the objectives and initiatives outlined above 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 establish a significant return on the 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 CHIEF OF STAFF

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

Workforce

OCIO CHIEF OF STAFF

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 assigned duties. The key mechanism to accomplish 

this objective is through holistic, realistic and need based training and professional 

development opportunities. Historically, IT trainings has been 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. Future training must be designed around having identified 

training that builds on current skills or fills skill gaps. 

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 CHIEF OF STAFF
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 33

Initiative 5.1.2 – Ensure all Department staff receive appropriate 

role-based IT training

OCIO CHIEF OF STAFF

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 role-based 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 

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 Chief of Staff
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 34

Initiative 5.2.2 – Identify innovative strategies for optimizing the 

Department’s IT workforce

OCIO Chief of Staff

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 and non-IT workforce. 

5.5.2.2 Initiative 5.2.2 – Identify innovative strategies for optimizing the 

Department’s IT workforce

In FY 2019, OCIO collaborated with OMB to spearhead a Cybersecurity Reskilling effort 

in support of the PMA. The Cybersecurity Reskilling Academy provided 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 

Data Analytics Capabilities, 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.
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 35

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.

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 reliable. 

 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 36

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 Data Analytics Capabilities, and 

Promote Transparency in the Department

Strategic Objective Objective Leader

Objective 6.1 – Improve Data Governance and Management Associate Commissioner, 

Administrative Data Division

Objective 6.2 – Advance Data Analytics Capabilities Deputy Chief Data Officer for 

Analytics

Objective 6.3 –Advance Open Data and Transparency Deputy Chief Data Officer for 

Governance

5.6.1 Strategic Objective 6.1 – Improve Data Governance and 

Management 

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 have been responsible for the stewardship of those data including appropriate 

protections and effective use to validate taxpayer investments. The establishment of a CDO 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 37

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 – Improve Data Governance Management

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

5.6.1.1 Initiative 6.1. 1 – Identify high priority leverage points for improving data 

governance and management

ED, under the direction of the CDO, has established formal enterprise-wide data 

governance through 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 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. 

5.6.1.2 Initiative 6.1.2 – Fund and develop enterprise technology solutions for high 

priority leverage points

ED 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. The 

DGB is developing an ED Data Strategy as a roadmap for priority actions and 

investments for data management and governance. Many of the priority leverage points 

identified will require technological solutions that build on process and policy 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 38

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 master data management, 

data standards, data quality controls, data storage, and data user support.

5.6.2 Strategic Objective 6.2 – Advance Data Analytic Capabilities

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 the 

Department capability for data analytics. This broadly includes the need to increase data 

skills throughout the Department, improve the capacity of ED data professionals to access 

and analyze data, and 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 

Deputy Chief Data Officer for 

Analytics

Initiative 6.2.2 – Leverage modern technologies to facilitate 

access to and use of Department data

Deputy Chief Data Officer for 

Analytics

5.6.2.1 Initiative 6.2.1 – Design and implement programs to increase staff capacity 

for data analytics 

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, in 2020 the 

Department developed and administered the ED Data and Evidence Use Survey aligned 

with professional development opportunities. 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 also identify 

opportunities to collaborate with university data science programs, industry leaders in 
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 39

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. 

5.6.2.2 Initiative 6.2.2 – Leverage modern 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 modern technologies can facilitate the merging of data 

and creation of analytic extracts to support the production of evidence related to 

Department programs and operations. While the focus of this initiative is on modern

technologies, the Department recognizes that it currently has a stable infrastructure 

which includes existing technologies supporting data access and use. Potential activities 

under this initiative include the development of a data lake to hold and integrate data 

from the Department’s many disparate sources and an analytics platform that will 

facilitate combining and analyzing Department data in new ways. The Department will 

also investigate 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.

5.6.3 Strategic Objective 6.3 –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 create strategic plans for 

implementing open data efforts and make their data “open by default.”

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 –Advance Open Data and Transparency
 US Department of Education FY 2020 - FY 2024 IRM Strategic Plan 40

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, when issued, supporting OMB guidance. In developing its plan, 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. 

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 was 

expanded in the fall of 2019 to enable additional transparency and student decisions 

among not only institutions but within academic fields of study. The Department’s Open 

Data Platform, launched in summer 2020, will 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. ED will 

further promote transparency by ensuring that the data assets lists in its comprehensive 

data inventory are made available to the Federal Data Catalogue in line with “open-bydefault” requirements.