CHIEF INFORMATION

OFFICER ORGANIZATION

STRATEGIC PLAN

2020-2023
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CIOO Strategic Plan 2020-2023 i 

MESSAGE FROM THE CIO

It is my pleasure to share with you an update to the Chief Information Officer 

Organization (CIOO) Strategic Plan for 2020-2023. This updated plan presents our current 

information technology (IT) priorities, and emphasizes our commitment to aligning 

budget with strategy, delivering high-quality products and services, and being a capable, 

trustworthy, transparent partner with our business stakeholders. 

Over the next three years, we will continue to focus on modernizing our IT systems and 

practices, as well as improving our culture and transforming CIOO into a high-performing 

team. We will transition our operations to a more agile, user-centered, DevSecOps model; 

formalize IT policy and governance processes; and align our IT investments with business 

strategy to ensure we deliver value for the Corporation. 

I recently shared our new CIOO Vision and Values statements to guide our interactions at 

work. I firmly believe that the better we are at embracing diversity, communicating 

respectfully, and acting with integrity, the more successful we will be in providing secure, 

reliable, and resilient capabilities that deliver business value. 

In developing this Strategic Plan, we followed the balanced scorecard methodology, 

which creates explicit linkages between strategy and our day-to-day activities. Understanding the cause and effect 

relationship between perspectives puts our strategy into context so we understand how CIOO must work together to 

create value. We have streamlined our strategy onto one page to make it easier to talk about our strategy and progress 

to realizing it. 

I am honored to be your CIO, and my promise to the Corporation continues to be to listen to your needs, deliver IT 

services and solutions with excellence, and work with our business partners to find solutions that are forward-looking, 

operationally efficient, and effective in serving the important mission of the FDIC. 

Sylvia Burns

Chief Information Officer, Chief Privacy Officer, and

Director of the Division of Information Technology
CIOO Strategic Plan 2020-2023 ii 

EXECUTIVE SUMMARY

This updated CIOO Strategic Plan for 2020-2023 identifies opportunities for the CIOO to improve internal operations in a 

constantly evolving technology environment. This plan uses the Balanced Scorecard Framework to ensure that themes 

are clearly defined, measurable, and considerate of multiple perspectives.

The plan centers on four Strategic Themes that impact the business at all levels:

 Effective Communication: We promote transparency by sharing timely, relevant information that is 

integrated into daily operations. This enables sound decision-making, optimizes collaboration, and ensures 

operational excellence.

 Strategic Focus: We continuously refine and execute on a clear, comprehensive, multi -year plan. This 

results in a modern, cost-effective, and agile IT environment that fosters business innovation, efficiency, and 

decision-making.

 Excellent Service Delivery: We provide secure, timely, efficient, and high-quality services that consistently 

exceed customer needs and expectations.

 Engaged Organization: We are an engaged and empowered trusted advisor to our customers and 

stakeholders. We develop and share knowledge and expertise to continuously improve the organization. 

Institutional knowledge and new expertise are infused and utilized to uplift the organization. We have the 

optimal resources to meet the needs of the FDIC.

We examine each Strategic Theme through four Perspectives:

 Customer: How well do the CIOO’s programs and services meet customer needs?

 Financial Stewardship: How well is the CIOO aligning budget with strategy to maximize value and the 

effectiveness of our mission?

 Internal Process: How efficient are the CIOO’s processes at delivering value to customers and stakeholders?

 People, Tools, & Technology: How operationally ready is the CIOO to learn, grow, and continuously 

improve?

Eight Strategic Objectives are measurable actions that support each of the themes through the lens of the perspectives:

 Customer Objectives: Improve Customer Satisfaction, Strengthen Partnerships

 Financial Stewardship Objective: Improve Budget & Strategy Alignment

 Internal Process Objectives: Improve the Delivery of Services, Improve Governance

 People, Tools, & Technology Objectives: Enhance Culture; Improve Knowledge, Skills, & Abilities; 

Improve the Use of Technology

The Strategic Themes above, and their associated Strategic Objectives, will provide structure and guidance for major 

initiatives undertaken by the CIOO across the next three years. The eight Strategic Objectives act as concrete and 

measurable stepping stones to move the organization toward its future state. 
CIOO Strategic Plan 2020-2023 iii 

TABLE OF CONTENTS

Message from the CIO .........................................................................................................................................................................i

Executive Summary ..............................................................................................................................................................................ii

Introduction............................................................................................................................................................................................ 1

FDIC Business Challenges ................................................................................................................................................................. 2

IT Landscape........................................................................................................................................................................................... 4

Strategic Themes and Strategic Results ...................................................................................................................................... 5

Perspectives............................................................................................................................................................................................ 5

Strategic Objectives ............................................................................................................................................................................ 6

CIOO Strategy Map ............................................................................................................................................................................. 7

Theme: Effective Communication.................................................................................................................................................. 8

Theme: Strategic Focus...................................................................................................................................................................... 9

Theme: Excellent Service Delivery................................................................................................................................................10

Theme: Engaged Organization .....................................................................................................................................................11

Conclusion and Path Forward .......................................................................................................................................................12

Appendix: Glossary ............................................................................................................................................................................13
CIOO Strategic Plan 2020-2023 1 

INTRODUCTION

OVERVIEW

This plan is the product of a collaborative effort between the CIOO and our business stakeholders who contributed their 

insight and knowledge of Information Technology (IT) challenges, needs, and opportunities. 

CIOO VISION

We value each other, have a healthy culture, and are the most respected and trusted information and technology 

organization within the Federal Government. We achieve this in collaboration with our partners to provide 

secure, reliable, and resilient capabilities that deliver business value. 

CIOO VALUES

Our values represent guideposts for how we interact and function at work. They are not meant to replace the FDIC values 

but rather provide additional guidelines for how to conduct work to meet our objectives and realize our CIOO Vision. 

Teamwork 

 Communicate respectfully, collaboratively, and effectively with one another and our business partners

 Foster a participatory, collegial, open-minded, and diverse environment 

 Mutually support each other to achieve goals and deliver results

Professional Responsibility 

 Maintain professional knowledge in our subject matter areas

 Proactively advance our skills and practices with a continuous learning mindset

 We are reliable, accountable, and embrace compromise while operating in a financially responsible and 

effective manner

 Take measured risks in the best interest of the FDIC and recognize failure is a learning opportunity

People 

 Embrace diversity of thought, backgrounds, experiences, and perspectives 

 Create an environment of inclusion where individuals feel valued and have opportunities to learn, grow, 

and thrive

 Exhibit empathy, respect, and humility

 Demonstrate the ability to apologize or recognize when you are wrong

Flexibility

 Respond to change, adapt to new circumstances, and accommodate environmental conditions

 Recognize that ideas can come from anywhere, be open-minded, acknowledge when others are more 

skilled than you in certain areas, and embrace collaboration

 Work well with diverse groups and uphold a mindset that seek opportunity and problem solving 

Excellence

 Deliver solutions efficiently and effectively within budget

 Strive towards mastery in your craft - products must be accurate and developed with devotion to detail

 Gain clarity on what the needs are and establish plans so we can fulfill the requests effectively

 Capture, share, and leverage lessons learned

Honesty

 Act with integrity 

 Share your truth – be candid and offer your perspective even in difficult situations

 Provide and accept feedback as an opportunity to improve

 Adhere to ethical and professional standards 
CIOO Strategic Plan 2020-2023 2 

FDIC BUSINESS CHALLENGES

IT is a fast-paced industry and being aware of the trends, opportunities and challenges that would impact how FDIC 

conducts business is critical. This information was used to inform the strategy to help prioritize the activities that will 

address the issues identified. Additionally, the CIOO reviewed and discussed business needs and possible potential 

solutions to inform the strategy.

The accelerating pace of technological change impacts the way the financial industry and federal agencies achieve their 

missions. As a result, the FDIC has an opportunity to leverage emerging technologies and other advances in IT to offer 

new foundational ways of delivering IT services.

INFORMATION SECURITY

Cybersecurity breaches are a significant threat to consumers, banks, other businesses, and financial market utilities, as 

well as government agencies, including the FDIC. The FDIC maintains sensitive financial, supervisory, and personal 

information in the conduct of its mission. The FDIC must continue to enhance its responsiveness to the increasing 

number of threats to the security, privacy, and integrity of its large holdings of sensitive data. There are opportunities to

strengthen and merge physical security with enhanced data security where traditional authentication is insufficient to 

keep up with dynamic threats. This requires strong partnerships between security and business operations to develop 

new and innovative approaches to securing data.

SUPERVISION

The FDIC exercises broad supervisory responsibility for all insured depository institutions (IDI) in the United States, 

although it is the primary federal supervisor only for state-chartered banks and savings institutions that are not members 

of the Federal Reserve System. The FDIC’s roles as an insurer and primary supervisor are complementary, and many 

activities undertaken by the FDIC support both the insurance and supervision programs. Through review of examination 

reports, use of off-site monitoring tools to analyze large sets of data, and participation in examinations conducted by 

other federal regulators (either through agreements with these regulators or, in limited circumstances, under the exercise 

of the FDIC’s authority to conduct special (backup) examination activities), the FDIC regularly monitors potential risks at 

all insured institutions, including those for which it is not the primary federal supervisor. The FDIC also takes into account 

supervisory considerations in the exercise of its authority to review and approve applications for deposit insurance from 

new institutions and other applications from IDIs, regardless of the chartering authority.

The FDIC carries out its supervision programs through a geographically dispersed workforce and in close collaboration 

with other agencies and institutions. The FDIC's ability to carry out its supervision programs depends upon the 

availability of various IT platforms. Better collaboration through systems, processes, and tools; systems enhancements; 

better connectivity; and increased amounts of secure data storage capacity are needed to ensure the continued 

availability and integrity of these IT platforms.

The FDIC maintains large collections of confidential supervisory information and data. The FDIC's ability to carry out its 

supervision programs depends on the security and integrity of this information and data. Enhanced system and database 

security and protection of confidential supervisory information are needed to ensure the security and integrity of this 

information and data.

Finally, the FDIC must be able to ensure continuity of operations to carry out its supervision programs. Continuity of the 

supervision program operations is key to supporting the FDIC's mission of maintaining stability and public confidence in 

the nation's financial system, and its strategic goals of ensuring that FDIC-insured institutions are safe and sound and 

consumers' rights are protected. Infrastructure and business continuity processes need to be strengthened to ensure the 

continuity of the FDIC's supervision programs.
CIOO Strategic Plan 2020-2023 3 

FDIC BUSINESS CHALLENGES

INSURANCE

Deposit insurance is a fundamental component of the FDIC’s role in maintaining stability and public confidence in the 

U.S. financial system. By promoting industry and consumer awareness of deposit insurance, the FDIC promotes 

confidence in banks and savings associations of all sizes. To keep pace with the evolving banking industry and sustain its 

readiness to protect insured depositors, the FDIC prepares and keeps current contingency plans that promptly address a 

variety of IDI failures and conducts large-scale simulations to test its plans.

When IDIs fail, the FDIC ensures that the financial institution’s customers have timely access to their insured deposits and 

other services. Continuity of operations is critical to achieving the FDIC's mission of maintaining public confidence in the 

financial system and its strategic goal of providing depositors with timely access to insured funds and financial services. 

Infrastructure and business continuity processes need to be strengthened to enable the FDIC to continue to provide 

mission essential functions, systems, and operations without interruption.

The FDIC, in cooperation with the other primary federal regulators, proactively identifies and evaluates the risk and 

financial condition of individual IDIs. It also identifies broader economic and financial risk factors that affect all insured 

institutions. It accomplishes these objectives through a wide variety of activities, including the following:

 A risk-based deposit insurance assessment system whereby institutions that pose greater risk to the Deposit 

Insurance Fund (DIF) pay higher premiums.

 A strong examination and enforcement program.

 Collection and publication of detailed banking data and statistics.

 A vigorous research program.

 An off-site monitoring system that analyzes and assesses changes in banking profiles, activities, and risk factors.

 A comprehensive ongoing analysis of the risks in financial institutions with more than $10 billion in assets 

through the Large Insured Depository Institution Program.

 Thorough review of deposit insurance applications and other applications from IDIs. 

 Enhanced data collection and analytic capability is needed to enable the FDIC to keep pace with an evolving 

financial industry and to proactively identity and evaluate risks.

The FDIC also ensures that the public and insured depository institutions have access to accurate and easily understood 

information about federal deposit insurance coverage. As mobile banking and information sharing become more 

prevalent, the FDIC needs enhanced mobile information delivery to ensure easy public accessibility.

RESOLUTIONS AND RECEIVERSHIPS

When an IDI fails, the FDIC is ordinarily appointed receiver under the Federal Deposit Insurance Act. In that capacity, it 

assumes responsibility for efficiently recovering the maximum amount possible from the disposition of the receivership’s 

assets and the pursuit of the receivership’s claims. Funds that are collected from the sale of assets and the disposition of 

valid claims are distributed to the receivership’s creditors according to priorities set by law.

Under the Orderly Liquidation Authority (OLA) of the Dodd-Frank Act, the FDIC may also be called upon to resolve the 

failure of a large, systemically important financial company. OLA provides a backup authority to place a failed or failing 

financial company into an FDIC receivership process if no viable private-sector alternative is available to prevent the 

default of the company and if a resolution through the bankruptcy process would have a serious adverse effect on U.S. 

financial stability. 

To ensure that the resolution of the failure of a large, complex financial institution could be carried out under bankruptcy 

in an orderly manner, the FDIC assesses the resolution plans submitted by bank holding companies, other covered 

companies, and IDIs. These plans must be able to be transmitted through the FDIC's secure communication channel with 

financial institutions and must be maintained in a secure environment. 
CIOO Strategic Plan 2020-2023 4 

IT LANDSCAPE

Research was conducted across agencies, other financial regulators, and the financial and banking industry, to find 

operational, economic, and technological trends that drive the way IT services are delivered.

INFORMATION TECHNOLOGY TRENDS

Three major IT trends are changing how IT enables businesses cross-industry: mobility, cloud technology, and data 

management. These three trends have become fundamental to modern IT service delivery and continue to be a major 

federal government focus as agencies modernize and enhance their IT capabilities.

 Mobility: Research has shown that agencies embracing mobility have reduced costs, engaged the public better, 

and enhanced flexibility for staff. Mobile applications help organizations become more efficient and enable real 

time access to data. Additionally, pervasive public mobile device adoption is an opportunity for government 

and industry services to become more accessible to authorized users.

 Cloud Technology: The emergence and adoption of cloud technology has forced cross-industry reevaluation of 

how IT supports business functions. Cloud technology enables continuous availability of services, scalable 

computing power and storage, and long-term cost reduction because users pay for only the capacity that is 

actually used. This is a shift from traditional infrastructure and services that are subject to the challenge of 

trying to estimate usage before it occurs, which increases cost regardless of actual usage and provides limited 

scalability. To better enable federal agencies to leverage the benefits of cloud technology, the General Services 

Administration (GSA) established the Federal Risk and Authorization Management Program (FedRAMP) in 2011 

to provide a standardized approach to security assessment, authorization, and continuous monitoring for cloud 

products and services for federal agency use. Agencies and businesses continue to move, build, and buy 

applications, systems, and infrastructure in the cloud. Vendor owned and operated infrastructure has also 

increased in use as agencies continue to move toward shared or managed services, which frees up resources to 

be redistributed as priorities change.

 Data Management: Across the government and industry, there is a recognition that the effective understanding, 

management and governance of data is the lifeblood of an organization’s ability to make well-informed 

decisions to achieve its mission. This requires organizations to shift towards data-centric approaches to 

problem solving and future planning. This includes moving IT security and privacy practices to protecting data 

and not simply the network and IT assets. New tools around the use of “big data” such as artificial intelligence 

and machine learning are mainstream in commercial applications, and government agencies are beginning to 

explore and use these for government data. 

IT SERVICE DELIVERY

Today, annual federal IT budgets continue to spend more on operations and maintenance of current IT capabilities 

leaving less to mitigate the critical risks of technological obsolescence and to develop new and enhanced IT applications. 

IT organizations must take a critical look at the cost of operating and maintaining their existing IT infrastructures and 

legacy application systems and seek opportunities to improve efficiency through the implementation of new or 

enhanced capabilities. This is causing many agencies to consider newer operating models, such as shared or managed IT 

services, to reduce the costs of ongoing operations and maintenance and free up additional resources.

Portfolio management challenges continue to exist. These include the immediate need to address the performance 

shortcomings or deficiencies of existing applications before attention can be given to concerns about technology 

obsolescence and application modernization. In some cases, this may involve the replacement of current applications 

with modular solutions in a shared services environment. Clear criteria and repeatable processes are required to assign 

priority for these actions consistent with available resources.

In many cases, traditional development and delivery techniques are being replaced with rapid experimentation and 

capability delivery. Agile methodologies that enable incremental development can lower upfront costs and provide more 

opportunities to introduce innovation with each successive release of an application.
CIOO Strategic Plan 2020-2023 5 

STRATEGIC THEMES

AND STRATEGIC RESULTS

PERSPECTIVES

This plan has identified a series of business challenges and technological trends placing new demands on the IT 

operating model. In response to the items identified, the CIOO must provide timely delivery of solutions to meet new 

priorities. Whether the priority is a result of increasing security threats and the consequences from incidents, or simply 

the expectation of faster enablement of business operations through IT, timely delivery is required.

At the same time, the CIOO hopes to drive innovation to serve the mission of the FDIC, while service expectations 

continue to increase without additional funding. In order for the FDIC to deliver on its mission, the IT operating model 

must accommodate increased speed, value, and innovative solutions.

The following Strategic Themes and their corresponding Strategic Results form the backbone of our plan. These are the 

broad, cross-cutting ideas that make the CIOO effective and offer guidance on how the organization can support the 

needs of the FDIC in a time of rapid technological change.

Each Strategic Theme can have impacts across multiple perspectives. The CIOO looked at the following perspectives 

when identifying the Strategic Objectives that inform the Strategic Themes.

Strategic Themes Strategic Results

Effective 

Communication

We promote transparency by sharing timely, relevant information that is integrated into daily 

operations. This enables sound decision-making, optimizes collaboration, and ensures 

operational excellence.

Strategic Focus

We continuously refine and execute on a clear, comprehensive, multi-year plan. This results in a 

modern, cost-effective, and agile IT environment that fosters business innovation, efficiency, and 

decision-making. 

Excellent Service 

Delivery

We provide secure, timely, efficient, and high-quality services that consistently exceed customer 

needs and expectations.

Engaged Organization

We are an engaged and empowered trusted advisor to our customers and stakeholders. We 

develop and share knowledge and expertise to continuously improve the organization. 

Institutional knowledge and new expertise are infused and utilized to uplift the organization. 

We have the optimal resources to meet the needs of the FDIC. 

Perspective Questions Answered

Customer How well do our programs and services meet customer and stakeholder needs?

Financial Stewardship How well are we aligning budget with strategy to maximize value and effectiveness of our 

mission?

Internal Process How efficient are our processes at delivering value to customers and stakeholders?

People, Tools, & 

Technology How operationally ready is our organization to learn and grow and continuously improve?
CIOO Strategic Plan 2020-2023 6 

STRATEGIC OBJECTIVES

Strategic Objectives provide the CIOO with concrete, actionable steps to achieve desired Strategic Results (see page 5).

Strategic Objectives Objective Intended Results

Improve Customer Satisfaction Customer needs and expectations are consistently met. 

Strengthen Partnerships Engaged and trusted partner amongst staff and customers in meeting the divisional 

mission objectives. 

Improve Budget & Strategy 

Alignment We continuously refine and execute on a clear, comprehensive, multi-year plan.

Improve the Delivery of Services Secure and high-quality services are provided in a timely and efficient manner.

Improve Governance Established and communicated governance processes support orderly, repeatable, 

justifiable, and defensible processes across CIOO.

Enhance Culture A set of shared values, attitudes, competencies, and practices are established, 

adopted, and followed.

Improve Knowledge, Skills & 

Abilities

Resources effectively support a modern, secure, cost-effective, and flexible IT 

environment.

Improve the Use of Technology Tangible progress is made against IT modernization goals.
CIOO Strategic Plan 2020-2023 7

CIOO STRATEGY MAP

The CIOO Strategy Map visually represents how Strategic Objectives interact with each Perspective. All Strategic Objectives fall

under the umbrella of our four Strategic Themes: Effective Communication, Strategic Focus, Excellent Service Delivery, and 

Engaged Organization.
CIOO Strategic Plan 2020-2023 8 

THEME:

EFFECTIVE COMMUNICATION

Each Strategic Objective directly addresses a single Perspective. Pairs of Strategic Objectives and Perspectives work 

together to support one or more Strategic Themes. On this page, see how the Strategic Objectives (bold) and Perspectives 

work together to support the Strategic Theme of Effective Communication.

THEME DESCRIPTION

Effective Communication: We promote transparency by sharing timely, relevant information that is integrated into daily 

operations. This enables sound decision-making, optimizes collaboration, and ensures operational excellence.

CUSTOMER PERSPECTIVE

The CIOO shares accurate and timely data about changes to people, process, and technologies with 

internal and external business customers. Business customers understand the strategic plan and roadmap 

of the CIOO, and the CIOO’s priorities reflect those of its customers. This improved communication is 

reciprocated, as the CIOO actively encourages stakeholders to openly exchange information and provide 

feedback. Leadership and employees are actively consulted about changes to the IT environment, 

fostering strengthened partnerships between the CIOO and its business customers. Strong partnerships 

and a commitment to two-way communication about strategic priorities, systems, and services leads to 

improved customer satisfaction.

FINANCIAL STEWARDSHIP PERSPECTIVE

Technologies and systems are well-utilized, and duplicative software is retired. Effective communication 

within the CIOO reduces costs associated with the redundant purchases of goods and services across the 

organization. Systems, networks, and governance structures are simplified to support effective project 

deployment, and improving our budget and strategy alignment ensures resources are allocated to the 

most strategic initiatives. 

INTERNAL PROCESS PERSPECTIVE

The CIOO improves delivery of services by developing and releasing new, innovative products and 

services in a timely manner. Decisions are made at the lowest appropriate level, and are well-informed. 

Improved governance encourages defined objectives for new and legacy IT investments and 

initiatives.

PEOPLE, TOOLS, AND TECHNOLOGY PERSPECTIVE

The CIOO improves the knowledge, skills, and abilities of its staff to meet the FDIC’s needs; the 

Organization provides training opportunities and encourages staff to complete a Career Development 

Plan to further their professional growth while minimizing skill gaps. Clear standard operating procedures 

help to transition technical and organization knowledge within the CIOO. 
CIOO Strategic Plan 2020-2023 9 

Each Strategic Objective directly addresses a single Perspective. Pairs of Strategic Objectives and Perspectives work together 

to support one or more Strategic Themes. On this page, see how the Strategic Objectives (bold) and Perspectives work 

together to support the Strategic Theme of Strategic Focus.

THEME DESCRIPTION

Strategic Focus: We continuously refine and execute on a clear, comprehensive, multi-year plan. This results in a modern, 

cost-effective, and agile IT environment that fosters business innovation, efficiency, and decision-making.

CUSTOMER PERSPECTIVE

Strengthened partnerships help business clients understand the CIOO’s strategic plan and roadmap. 

Insight into the CIOO’s priorities enhances two-way communication and improves customer satisfaction

with the CIOO.

FINANCIAL STEWARDSHIP PERSPECTIVE

CIOO’s budget and strategy are aligned. Costs are published and transparent, and operations and 

service budgets reflect strategic priorities. IT investments and initiatives are selected for funding and 

execution based on strategic roadmaps.

INTERNAL PROCESS PERSPECTIVE

Service delivery is improved as services and contracts better align with overarching CIOO strategy. 

A clear strategy also improves governance, resulting in timely, well-informed decisions. 

PEOPLE, TOOLS, AND TECHNOLOGY PERSPECTIVE

Clear strategic priorities allow the CIOO to align and improve knowledge, skills, and abilities to meet its 

future needs; key positions are filled in a timely manner, decision authority is delegated to the lowest 

appropriate level, and staff are given the training and resources to align their skills with CIOO priorities. 

THEME:

STRATEGIC FOCUS
CIOO Strategic Plan 2020-2023 10 

THEME:

EXCELLENT SERVICE DELIVERY

Each Strategic Objective directly addresses a single Perspective. Pairs of Strategic Objectives and Perspectives work together 

to support one or more Strategic Themes. On this page, see how the Strategic Objectives (bold) and Perspectives work 

together to support the Strategic Theme of Excellent Service Delivery.

THEME DESCRIPTION

Excellent Service Delivery: We provide secure, timely, efficient, and high-quality services that consistently exceed 

customer needs and expectations.

CUSTOMER PERSPECTIVE

Shared goals and expectations for service delivery strengthen partnerships between CIOO staff and 

customers. Business and CIOO personnel share the responsibility for excellent service delivery and rely on 

strong communication and trust. Through increased engagement with customers, CIOO staff will have an 

improved understanding of the FDIC business domain and can anticipate customer needs. Increased 

knowledge of customer needs and shared goals lead to improved customer satisfaction.

FINANCIAL STEWARDSHIP PERSPECTIVE

Strong understanding of customer needs helps the CIOO invest in impactful activities while reducing 

spending in areas with low return on investment. Investing in and executing on a comprehensive multiyear strategic plan and aligning budget and strategy ensures we will pursue strategy over financial 

performance, and focus on executing strategic initiatives as a first priority. 

INTERNAL PROCESS PERSPECTIVE 

Service and product delivery are timely and accurate. CIOO maintains a catalogue of self-service-based 

tools that are customized to meet customer needs. Strong project management improves the delivery of 

services by ensuring consistent, reliable communication and service. Processes are well -

documented, and repeatable, and staff are authorized to make decisions where appropriate. Improved 

governance means that CIOO staff and customers are empowered, not hindered, by bureaucracy. 

Internal and external customers maintain awareness of the full suite of IT Services offered by the CIOO, 

and they understand how new services, products, and processes will affect their business. 

PEOPLE, TOOLS, AND TECHNOLOGY PERSPECTIVE

Technology enables the secure, reliable, and scalable delivery of services by reducing manual processes 

and providing access to self-service capabilities. The CIOO improves the use of technology by keeping 

systems current with the latest features and increasing automation. The CIOO improves our employees’ 

knowledge, skills, and abilities to meet the demands of this new technology by offering training 

opportunities, focusing on knowledge management within the organization, and hiring key positions. 
CIOO Strategic Plan 2020-2023 11 

Each Strategic Objective directly addresses a single Perspective. Pairs of Strategic Objectives and Perspectives work together 

to support one or more Strategic Themes. On this page, see how the Strategic Objectives (bold) and Perspectives work 

together to support the Strategic Theme of Engaged Organization.

DESCRIPTION

Engaged Organization: We are an engaged and empowered trusted advisor to our customers and stakeholders. We 

develop and share knowledge and expertise to continuously improve the organization. Institutional knowledge and new 

expertise are infused and utilized to uplift the organization. We have the optimal resources to meet the needs of the 

FDIC.

CUSTOMER PERSPECTIVE

The CIOO shares accurate and timely data about changes to people, process, and technologies with 

internal and external business customers. Business customers understand the strategic plan and roadmap 

of the CIOO, and the CIOO’s priorities reflect those of its customers. Leadership and employees are 

actively consulted about changes to the IT environment, fostering strengthened partnerships between the 

CIOO and its business customers. Strong partnerships and a commitment to two-way communication 

about strategic priorities, systems, and services leads to improved customer satisfaction.

FINANCIAL STEWARDSHIP PERSPECTIVE

Strong understanding of customer needs and a commitment to continuous improvement drives the CIOO 

to invest in impactful activities while reducing spending in areas with low return on investment. 

INTERNAL PROCESS PERSPECTIVE

Service delivery is improved as services and contracts better align with overarching CIOO strategy, 

and high-quality services are provided in a timely manner. A clear strategy also improves governance, 

resulting in well-informed decisions. 

PEOPLE, TOOLS, AND TECHNOLOGY PERSPECTIVE

Technology enables the secure, reliable, and scalable delivery of services by reducing manual processes 

and providing access to self-service capabilities. The CIOO improves knowledge, skills, and abilities to 

meet the demands of this new technology by offering training opportunities, focusing on knowledge 

management within the organization, and hiring key positions. 

THEME: 

ENGAGED ORGANIZATION
CIOO Strategic Plan 2020-2023 12 

CONCLUSION

AND PATH FORWARD

The updated CIOO Strategic Plan for 2020-2023 reaffirms CIOO’s commitment to supporting the mission and business 

of the FDIC. In approaching strategy from the perspectives of our customers, financial stewardship, internal process, and 

people, tools, and technology, this plan ensures that the needs of all stakeholders are met and that outcomes reflect the 

priorities of the FDIC. 

Moving forward, this Strategic Plan will serve as a dynamic and adaptive tool to guide the work of the CIOO across four 

Strategic Themes:

 Effective Communication

 Strategic Focus 

 Excellent Service Delivery

 Engaged Organization

The Strategic Themes above, and their associated Strategic Objectives, will provide structure and guidance for major 

initiatives undertaken by the CIOO across the next three years. While the plan does not exclusively dictate CIOO 

operations and strategies, it will guide the CIOO’s future.

The roadmap for much of the technical work introduced in the CIOO Strategic Plan is the CIOO’s IT Modernization 

Plan. The IT Modernization Plan builds on the Strategic Themes and Objectives identified in the Strategic Plan and, like 

the Strategic Plan, it approaches its goals from multiple perspectives. However, where the CIOO Strategic Plan is broad, 

the IT Modernization Plan identifies the specific actions required to modernize the FDIC’s IT environment. The roadmap 

will consider changes needed to people, processes, and technology to achieve our future state.
CIOO Strategic Plan 2020-2023 13 

APPENDIX: GLOSSARY

Balanced Scorecard

An integrated strategic planning and performance management system that communicates 

with clarity an organization’s vision, mission, and strategy to employees and other 

stakeholders; aligns day-to-day work to vision and strategy; provides a framework for 

prioritizing programs and projects; and uses strategic performance measures and targets 

over four perspectives to measure progress.

Customers

Customers are the direct beneficiaries of the organization's services or products. Sometimes 

it is the end user of the organization’s services or product, while other times it is the 

stakeholder with which value is given for value received (usually money in exchange for a 

product or service).

Enterprise 

Architecture 

A discipline for proactively and holistically leading enterprise responses to disruptive forces 

by identifying and analyzing the execution of change toward desired business vision and 

outcomes.

Federal Risk and 

Authorization 

Management 

Program (FedRAMP)

A government-wide program established in 2011 to provide a standardized approach to 

security assessment, authorization, and continuous monitoring for cloud products and 

services.

Governance Process The act or process of governing. Providing authorization, direction or control. 

Information 

Technology 

Investment

This term refers to the expenditure of IT resources to address mission delivery and 

management support. An IT investment may include a project or projects for the 

development, modernization, enhancement, or maintenance of a single IT asset or group of 

IT assets with related functionality, and the subsequent operation of those assets in a 

production environment.

IT Asset

Anything (tangible or intangible) that has value to an organization, including, but not limited 

to: a computing device, IT system, IT network, IT circuit, software (both an installed instance 

and a physical instance), virtual computing platform (common in cloud and virtualized 

computing), and related hardware (e.g., locks, cabinets, keyboards) as well as people and 

intellectual property (including software). Assets are the lowest level at which IT is planned, 

acquired, implemented, and operated.

Term Definition
CIOO Strategic Plan 2020-2023 14 

APPENDIX: GLOSSARY

Term Definition

IT Modernization 

Roadmap

A document that describes the business and technology plan for the entire organization 

using EA methods. The Roadmap provides current views, future views, and transition plans at 

an appropriate level of detail for all IT investments, services, systems, and programs. The 

Enterprise Roadmap also contains an IT asset inventory using the Federal Enterprise 

Architecture Reference Models and other attachments or appendices for capital planning 

and investment control, enterprise architecture, shared service, and other planning products 

that provide additional information regarding Roadmap plans. 

Key Positions Positions that exert critical influence on the operational activities or strategic objectives of 

the organization. 

Operations

The day-to-day management of an asset in which the asset is in operations production 

environment and produces the same product or provides a repetitive service. Operations 

include, but are not limited to, activities that operate data centers, help desks, operational 

centers, telecommunication centers, and end-user support services.

Performance 

Measure

Measurement is the description, often quantification, of a property of an object, activity, 

process, or result that enables comparisons across items being compared, or across time. 

Performance measures provide objective evidence of progress towards a strategic goal and 

are an analytical basis for decision-making.

Perspective

A Perspective is a view of organizational strategic performance viewed through a particular 

“lens.” Typical perspectives include financial (or stewardship in the public sector), customer 

(stakeholder), internal process, and people, tools, and technology (or organizational growth). 

The organization's business model, which encompasses its mission, vision, and strategy, 

determine the appropriate perspective names.

Project

A temporary endeavor undertaken to accomplish a unique product or service with a defined 

start and end point and specific objectives that, when attained, signify completion. Projects 

can be undertaken for the development, modernization, enhancement, disposal, or 

maintenance of an IT asset. 

Stakeholder

The universe of people, groups, and organizations that have an interest in the organization; 

examples include: customers, employees, vendors, regulators, directors, suppliers, and 

community groups.

Strategic Objective

The specific continuous improvement activities, balanced across the perspectives that break 

down strategy into smaller components and make strategy actionable by involving all 

employees in operationalizing the organization’s goals. 

Strategic Planning

An organizational management activity that is used to set priorities, focus energy and 

resources, strengthen operations, ensure that employees and other stakeholders are working 

toward common goals, establish agreement around intended outcomes/results, and assess 

and adjust the organization's direction in response to a changing environment. It is a 

disciplined effort that produces fundamental decisions and actions that shape and guide 

what an organization is, who it serves, what it does, and why it does it, with a focus on the 

future. Effective strategic planning articulates not only where an organization is going and 

the actions needed to make progress, but also how it will know if it is successful. The result 

of the planning process is a strategic plan.

Strategic Results End outcomes from successfully executing the organization’s strategy.

Strategic Themes

The four strategic focus areas that build on the customer value proposition to define the 

organization’s high-level business strategy, break down the vision and mission into action, 

and focus energy on desired strategic results. 

Strategy Map

A graphic that shows the most predominate cause-and-effect relationships between 

objectives in four perspectives. Linked objectives show how value is created by the 

organization.