2.1.3:  Allow new services and devices to come to 

market by expediting processes. 

2.2.1: Promote a flexible approach to oversight and 

foster investment in 5G networks by considering 

actions that address real problems in the marketplace. 

Decisions will be fact‐based relying on economic 

analysis, ongoing fact‐gathering initiatives and data 

analysis.

2.2.2:  Promote investment in infrastructure and 5G 

networks by eliminating unnecessary administrative 

burdens.

4.1.1:  Provide information about the status of matters pending

before the FCC by developing and posting information online 

and communicating with stakeholders.

4.1.3:  Ensure the Commission’s ability to meet its Mission 

Essential Functions and other critical activities

4.3.1:  Make information readily available to agency 

management for decision‐making by improving Commission 

systems.

4.3.2:  Carry out the agency’s mission by upgrading and 

enhancing technology and tools used by Commission staff.

4.3.3:  Maintain a high level of cybersecurity readiness and 

presence by providing FCC staff with a secure digital 

infrastructure.

1.2.1:  Efficiently support broadband deployment where it is 

most needed by implementing USF reverse auctions that use 

market‐based funding mechanisms that are grounded in sound 

economics.

1.4.2:  Continue post‐incentive auction repacking and 

reimbursement efforts for broadcasters.

1.4.3:  Conduct effective and timely spectrum licensing and 

equipment authorization activities. 

1.4.4:  Facilitate broadband deployment and access by 

employing effective and efficient means, such as reverse 

auctions.

FCC IT Strategic Plan FY2021-2023 

The FCC IT Mission:

Our mission is to facilitate and enable the FCC to securely conduct it’s business by delivering flexible, stable, reliable, cost-efficient

 leading edge IT capabilities to the Commission anytime, anywhere, while taking care of our people.

GOAL 1

CLOSING THE DIGITAL DIVIDE

GOAL 2

PROMOTING INNOVATION

GOAL 3

PROTECTING CONSUMERS & PUBLIC SAFETY

GOAL 4

REFORMING THE FCC’S PROCESSES

AREA 4:

Organizational Agility and Performance

Ensure 25% of code development projects are delivered via 

automated DEVOPS pipeline

Identify requirements for the ULS data warehouse and begin 

implementation

Work with IT/BO's for a seamless transition to new HQ

100% of essential documents and deliverables are captured in new 

contracts

Revise governance and incorporate into contracting actions

Publish a FCC data inventory on FCC.gov by end of Q4‐21

Deliver Licensing Data Warehouse

Publish 1 FCC dataset to data.gov each quarter

Identify requirements for the ULS data warehouse and begin 

implementation

Define additional datasets to support Universal Service Goals

Publish 2021‐24 IT Strategic Plan

Implement On‐Line Market Surveillance Tool for noncompliant radio 

frequency devices

All Networx contracts have been transitioned to EISECFS, ULS, COALS, 

DIRS, and Intranet have been modernized

CDM services have been evaluated, established, and implementation 

is underway

AREA 2:

Customer Experience and Technology

Maintain first call resolution >80%

Reclaim and dispose of end‐of‐life laptops by Q3

Publish a FCC data inventory on FCC.gov by end of Q4‐21

Implement the Enterprise Data Management Program

Ensure Universal Service Goals are supported by geospatial 

analysis capabilities

Provide training solutions for self‐service tools including 

Teams, Power‐BI, and Socrata

Modernize OS Templates, ECFS, DIRS Video Program 

Distributors (VPD), COALS, OFACS, and ELS 

Implement Electronic Records Management Plan

Modernize FCC.gov and re‐brand in coordination with the 

HQ Move

Fully deploy Teams for conferencing calls and WebEX Cloud‐

based VoIP

Implement Adaptive Multi‐factor and Risk‐Based 

Authentication

3.3.2:  Collect and analyze outage information for 

communications networks and 911/NG911 

networks by working with stakeholders to 

understand and address problems.

3.3.4:  Fulfill the FCC’s responsibilities to the 

National Preparedness System, including support 

to Emergency Support Function #2 (ESF#2) – 

Communications.  Provide situational awareness 

of communications systems; coordinate with 

industry and other Federal partners to facilitate 

communications network preparedness, response, 

and restoration by working closely with local, 

state, Tribal, territorial and Federal partners during 

a crisis.

FCC Strategic 

Goals

FCC 

Performance 

Goals with IT 

Implications

IT Projects, 

Change 

Initiatives, & 

Performance 

Measures

AREA 1:

Results that Support Commission Initiatives

Enhance B/O leadership engagement

Hold quarterly IT/BO leadership meetings to determine BO 

priorities and to provide status updates on initiatives

Coordinate with the B/O's on the FY 2023 budget request to 

align with BO IT needs

Publish a FCC data inventory on FCC.gov by end of Q4‐21

Prepare Enterprise Level Data Architecture

 Implement a solution for National Security Review of Foreign 

Owners applying for FCC 214 Authorization

Continue 508 Program enhancements

Complete Auctions Data Warehouse 

Create a Tip sheet and decision‐matrix as FCC self‐publication 

tools

AREA 3:

Cybersecurity and Defense of the Enterprise

100% of FCC Business Applications monitored by new 

End‐to‐End Monitoring

Ensure no more than 10% of all unremediated 

vulnerabilities each quarter have a risk rating of critical 

or high

Resolve, reduce in impact, or accept with executive 

awareness 20% of total ERM risks

Achieve a 75% on‐time successful POAM closure each 

quarter

Improve one FISMA Maturity Level in 2 of the 5 

functional areas 

Fully implement FCC safe traveler program (joint 

effort between IB and OMD); security monitoring for 

assets abroad, oversight and governance, 

investigative capabilities (i.e. mobile forensics)

Execute HSPD‐12 technical PIV solution for enterprise 

usage

Continue ATO achievement goals by reaching 80% 

ATO approval for FCC FISMA boundaries

Continue to streamline the ATO process

Implement the Wireless Emergency Alert System

IT Focus Areas

Strengths:   

 Committed and capable Federal & contractor workforce

 New HQ Facility provides new tools, technologies, and workspaces

 Unwavering support from Managing Director and OMD staff

 25% of compute environment in the cloud, remainder in managed provider space

 Well established 508 Accessibility Program with permanently assigned staff

Opportunities:   

 Continue to maximize current cloud architecture with full array of flexible capabilities

 Modernization path includes 3‐5 years of increasing success stories

 Increase transparency across IT efforts to improve coordination and joint successes

Threats:   

 Pandemic poses additional challenges and accelerated timelines for collaboration enhancements

 Unsupported technology and outdated equipment used by production systems

 20%+ of workforce retirement eligible within 5 years

 Challenges in retaining a highly skilled IT workforce

Weaknesses:   

 Unfilled FTE vacancies impact capacity to deliver

 Contracting capabilities need to be become more agile and streamlined to support modernization efforts 

 Policies and procedures are not well established and lack maturity and agility regarding cloud platforms

Strengths, 

Weaknesses, 

Opportunities, & 

Threats

VDI & User Experience 

Improve the user experience 

with work from anywhere 

solutions that integrate  collaboration and information 

sharing across the 

Commission and community.

Make the Move 

Successful

Deliver top‐tier capabilities 

and services on time in the 

new building with a  world‐class, user friendly IT 

environment.

Prioritize IT Security & 

HSPD‐12

Make security an operational  enabler via awareness, 

engineering, testing, 

remediation, and risk 

management.  Meet 100% of HSPD‐12 goals.

Leverage Investments 

to Deliver Cost Savings  and Better Results

Standardize on cloud 

platforms to lower costs, 

reduce complexity, and 

improve availability of data  and advanced tools.

Auctions Support & 

Improving FCC 

Capabilities

Support FCC goals with new  auction and licensing 

capabilities to support 

multiple quick succession  auctions and a high 

operational tempo.

Take care of our 

people

Ensure opportunities for 

training,  advancement, and work‐life 

balance. Provide meaningful  ways to build personal  satisfaction and results in a 

team environment

v. Jan 6, 2021

FY21