Food Safety and Inspection Service Enterprise Governance Boards ____

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Updated April 2021

UNITED STATES DEPARTMENTOF AGRICULTURE

FOODSAFETY AND INSPECTION SERVICE

Enterprise Governance Board Charters

Enterprise Investment Board Charter

Enterprise Architecture Board Charter

Enterprise Steering Board Charter

 
Food Safety and Inspection Service Enterprise Investment Board

2 | Page

Updated April 2021

 United States Department of Agriculture 

 Food Safety and Inspection Service

Enterprise Investment Board Charter

April 2021
Food Safety and Inspection Service Enterprise Investment Board

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Updated April 2021

TABLE OF CONTENTS

Table of Contents

1 INTRODUCTION.......................................................................................................... 4

1.1 BACKGROUND....................................................................................... 4

1.2 PURPOSE............................................................................................... 4

2 ENTERPRISE INVESTMENT BOARD MEMBERSHIP................................................. 4

2.1 CHAIR .................................................................................................................. 4

2.2 GENERAL MEMBERS.......................................................................................... 4

2.3 MEMBERSHIP TERM ........................................................................................... 4

3 ENTERPRISE INVESTMENT BOARD ROLES & RESPONSIBILITIES........................ 5

3.1 GENERAL............................................................................................................. 5

3.2 CHAIR .................................................................................................................. 5

3.3 GENERAL MEMBERSHIP..................................................................................... 5

3.4 ENTERPRISE ARCHITECTURE BOARD EXECUTIVE SECRETARIAT................. 6

4 ENTERPRISE INVESTMENT BOARD MEETINGS AND VOTES 

AND SUPPORT STAFF............................................................................................... 6

5 DOCUMENTATION AND COMMUNICATION OF BOARD BUSINESS........................ 7

6 DURATION OF THE CHARTER.................................................................................. 7

7 APPROVAL................................................................................................................. 7
Food Safety and Inspection Service Enterprise Investment Board

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Updated April 2021

1. INTRODUCTION

1.1 BACKGROUND

The Food Safety and Inspection Service (FSIS) Administrator establishes the Agency's 

long-term vision through the FSIS Strategic Plan, and, along with the FSIS Deputy 

Administrator, and the FSIS Chief Operating Officer, leads the Management Council 

(MC) in setting annual and long-term priorities and a strategy to meet performance 

measures within those priorities.

The MC is the decision-making body through which the Agency obtains internal approval 

and authorization for all investments, projects, proposed policy initiatives, and changes to 

existing policy decisions and other Agency initiatives that impact FSIS’ mission and goals.

The MC depends on the efforts of standing and ad hoc boards to ensure the accuracy and 

completeness of information presented to it for decision. This charter formalizes the terms

under which the MC has created the Enterprise Investment Board.

1.2 PURPOSE

The purpose of the Enterprise Investment Board (EIB) is to assess, evaluate, review and

make recommendations on Agency and Program Office resource requirements necessary 

for the Agency to conduct its mission.

The Charter establishes roles, responsibilities, processes, and protocols through which the 

Board will make recommendations in a predictable, transparent and accountable manner. 

Changes to this Charter require approval of the MC.

The Board will coordinate its activities and recommendations with other Boards and 

Committees as needed and in accordance with the FSIS Enterprise Governance Decision 

Making Process. The Board will follow the USDA/FSIS Enterprise Governance High-Level 

Initiative Decision Tree.

2. ENTERPRISE INVESTMENT BOARDMEMBERSHIP

2.1 CHAIR

The Enterprise Investment Board will be chaired by the Agency’s Chief Financial Officer.

2.2 GENERAL MEMBERS

The Administrator will determine membership for the Board. Members will be selected from 

the Agency's senior leaders, which typically include the Assistant Administrators, Deputy 

Assistant Administrators, and other Members of the Senior Executive Service.

Alternate member(s) may be designated in extenuating circumstances. To designate an 

alternate member, the Board member will notify the Chair by email and cc the designee. 

Alternate member(s) must be part of the MC and if they are not, Board Chair approval is 

required. Alternate member(s) must be authorized to make decisions on matters within the 

scope of the Board responsibilities and are expected to participate fully regarding agenda 

items on behalf of their respective member.

2.3 MEMBERSHIP TERM

Membership duration will be determined by the Agency Administrator.
Food Safety and Inspection Service Enterprise Investment Board

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3. ENTERPRISE INVESTMENT BOARD ROLES& RESPONSIBILITIES

3.1 GENERAL

The primary responsibility of the Enterprise Investment Board is to make recommendations 

on the Agency's plans and priorities on a corporate, Agency-wide basis.

• Organizational Commitment. Take the appropriate management actions to 

ensure that the process will endure and evolve, including the recommendation 

and review of investments, projects, policies, and senior management

sponsorship.

• Portfolio Management. Determine and recommend decisions regarding 

investments, based on comparisons and trade-offs between competing 

investments and projects with an emphasis on meeting mission goals.

• Enterprise Governance.Take the appropriate management actions to

ensure the effective integration of governance processes and reviews in 

support of FSIS' mission and goals.

The three Boards (ESB, EIB, EAB) coordinate routinely via weekly Triage meetings between 

Board Chairs and Executive Secretariats. The ESB, EIB, and EAB are equal entities; 

however, issues that need substantial consideration related to Information Technology will 

first be considered by the EAB; issues that constitute substantial investment, or that 

significantly impact the Agency budget and financial processes, will first be considered by 

the EIB. Issues may come before neither, one, or both (EAB, ESB) boards (as 

recommended by the Triage Committee) before coming to EIB. The Triage Committee may 

elect to send informational or decisional briefs directly to the Joint Board.

3.2 RESPONSIBILITIES OF THE CHAIR

• Preside at board meetings. If the Chair is not available, he/she will designate 

a voting member to chair the meeting.

• Ensure that Enterprise Investment Board recommendation(s) and 

prioritization(s) have received appropriate coordination across Enterprise 

Governance.

• Coordinate with OA, Management Council members and governance 

subcommittee Chairs to ensure that their recommendations and activities are 

fully informed by the EIB processes.

• Provide executive-level direction to the Enterprise Investment Board.

• Ensure that the Enterprise Investment Board is adequately staffed and

supported.

• The Chair represents the Enterprise Investment Board at Triage meetings.

• Ensure that proposals are processed in a timely manner and obstacles are 

communicated and addressed expeditiously.

3.3 RESPONSIBILITIES OF THE MEMBERS

• Review and assess proposals to ensure that the submissions meet the Agency 

mission critical needs.
Food Safety and Inspection Service Enterprise Investment Board

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• Ensure that Agency mission critical investment requirements are met in a timely, 

complete, and accurate fashion.

• Review the recommendations provided by presenters, taking into account the 

organizational impact and reaction by Agency stakeholders.

• Ensure that all recommendations are appropriately coordinated across the Agency 

and are aligned with Agency priorities and plans.

3.4 ENTERPRISE INVESTMENT BOARD EXECUTIVE SECRETARIAT AND SUPPORT 

STAFF

EIB Executive Secretariat

The Chair is supported by a designated Executive Secretariat. Responsibilities of the Board 

Executive Secretariat are:

• Act as point of contact for Enterprise Governance Forms for issues submitted 

for consideration to the Board.

• Ensure that MC decisions are informed by the Board’s recommendations and 

are clearly documented, and that concrete action plans, with milestones, 

deliverables, and owners, are created and tracked in a central location 

accessible by the MC.

• Prepare and distribute meeting agendas.

• Schedule meetings, record proceedings, and draft and distribute meeting 

documentation.

• Record and document decisions.

• Create and track concrete action plans, with milestones, deliverables, and 

owners.

• Prepare position papers and Board documents, as assigned.

• Liaise regularly with Executive Secretariats from other Boards.

Support Staff

The Chair is also supported by a designated logistical support person. Responsibilities of the 

logistical support person are:

• Attend Board meetings and record proceedings

• Draft and distribute meeting documentation based on feedback from the 

Chair and Executive Secretariat

4. ENTERPRISE INVESTMENT BOARD MEETINGS AND VOTES

• The board will hold scheduled and timely meetings for the purposes described above. Any 

Board member can request an ad hoc meeting by contacting the Board Chair and copying 

the Executive Secretariat.
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• Not all EIB meetings are decisional; informational briefings may be scheduled to keep the 

Board members apprised on significant ongoing initiatives, and to get input from Board 

Members. The Board Member who introduced the agenda item under discussion must 

make clear the expected purpose and outcome of the meeting.

• All Members are voting Members. 

o Quorum will be achieved when 1/2 of the members (plus the Chair) are 

present.

o All members may vote in person or by proxy (the vote may be cast during 

the meeting or via evote). 

o The Board seeks to reach consensus on all issues before them. 

 The Chair will present the consensus recommendation to OA prior to 

the Management Council Vole.

 If consensus is not reached, the Chair will present the board 

perspectives to OA prior to the Management Council vote.

5. DOCUMENTATION AND COMMUNICATIONS OF BOARD BUSINESS

The Board Executive Secretariat will routinely record and document all business that comes 

before the Board, as well as all decisions and votes made by its members. Board minutes 

and other documentation are located on the Board SharePoint site. The Board Executive 

Secretariat will periodically add previously presented initiatives to the agenda for discussion 

on what to communicate as a follow-up to submitters and presenters. The Board Executive 

Secretariat will invite submitters and presenters of initiatives back to present updates and 

outcomes to the Board.

The Agency will communicate the Governance process to the FSIS employees through 

periodic all-employee communication outlets.

6. DURATION OF THE CHARTER

This charter will be updated as required.

7. APPROVAL

This Charter is approved by the following:

 

4/21/21

Administrator Date 
Food Safety and Inspection Service Enterprise Architecture Board

8 | Page

Updated April 2021

 UnitedStatesDepartment of Agriculture 

 Food Safety and Inspection Service

Enterprise Architecture Board Charter

April 2021
Food Safety and Inspection Service Enterprise Architecture Board

9 | Page

Updated April 2021

TABLE OF CONTENTS

1 INTRODUCTION........................................................................................................ 10

1.1 BACKGROUND..................................................................................... 10

1.2 PURPOSE............................................................................................. 10

2 ENTERPRISE ARCHITECTURE BOARD MEMBERSHIP.......................................... 11

2.1 CHAIR ................................................................................................................ 11

2.2 GENERAL MEMBERS........................................................................................ 11

2.3 MEMBERSHIP TERM ......................................................................................... 11

3 ENTERPRISE ARCHITECTURE BOARD ROLES & RESPONSIBILITIES................. 11

3.1 GENERAL........................................................................................................... 11

3.2 CHAIR ................................................................................................................ 12

3.3 GENERAL MEMBERSHIP................................................................................... 12

3.4 ENTERPRISE ARCHITECTURE BOARD EXECUTIVE SECRETARIAT............... 13

4 ENTERPRISE ARCHITECTURE BOARD MEETINGS AND VOTES

AND SUPPORT STAFF............................................................................................. 13

5 DOCUMENTATION AND COMMUNICATION OF BOARD BUSINESS...................... 14

6 DURATION OF THE CHARTER................................................................................ 14

7 APPROVAL............................................................................................................... 14
Food Safety and Inspection Service Enterprise Architecture Board

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Updated April 2021

1. INTRODUCTION

1.1 BACKGROUND

The Food Safety and Inspection Service (FSIS) Administrator establishes the 

Agency's long-term vision through the FSIS Strategic Plan, and, along with the FSIS 

Deputy Administrator, and the FSIS Chief Operating Officer, leads the Management 

Council (MC) in setting annual and long-term priorities and a strategy to meet 

performance measures within those priorities.

The MC is the decision-making body through which the Agency obtains internal 

approval and authorization for all investments, projects, proposed policy initiatives, 

and changes to existing policy decisions and other Agency initiatives that impact FSIS’ 

mission and goals. The MC depends on the efforts of standing and ad hoc 

subcommittees to ensure the accuracy and completeness of information presented to 

it for decision. This charter formalizes the terms under which the MC has created the 

Enterprise Architecture Board.

1.2 PURPOSE

The EAB is instituted in compliance with Department Regulation (DR) #3185-001

Enterprise Architecture. This DR establishes the United States Department of Agriculture 

(USDA) policy and approach to Enterprise Architecture (EA).

The EAB ensures the existence of an effective architectural governance process for the 

FSIS EA program in accordance with FSIS architecture principles, providing guidance, and 

ensuring that architecture is integral to and supports the enterprise governance

processes. The EAB reviews, concurs, and recommends the prioritization of IT-related 

investments following the Agency Governance Process. The EAB is also responsible for 

evaluating and updating the Agency architecture. Much of the detailed work required to 

accomplish these objectives will be performed by the EA program staff, who are charged 

to provide the majority of support to theEAB.

FSIS's EA supports the Agency's priorities and commitments to leveraging reduced 

support costs and economies of scale by employing common enterprise hardware and 

applications. The EAB ensures that the governance process supports enterprise-wide and 

external initiatives, including the Federal Enterprise Architecture. 

This Charter establishes roles, responsibilities, processes, and protocols through 

which the EAB will make recommendations in a predictable, transparent and 

accountable manner. Changes to this Charter require approval of the MC.

The Board will coordinate its activities and recommendations with other Boards and 

Committees as needed and in accordance with the FSIS Enterprise Governance Decision 

Making Process. The Board will follow the USDA/FSIS Enterprise Governance High-Level 

Initiative Decision Tree.
Food Safety and Inspection Service Enterprise Architecture Board

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2. ENTERPRISE ARCHITECTURE BOARDMEMBERSHIP

2.1 CHAIR

The Enterprise Architecture Board will be chaired by the Agency’s Assistant Chief 

Information Officer. 

2.2 GENERAL MEMBERS

The Administrator will determine membership for the board. Members will be selected 

from the Agency's senior leaders, which typically include the Assistant Administrators, 

Deputy Assistant Administrators, and other Members of the Senior Executive Service.

Alternate member(s) may be designated in extenuating circumstances. To designate an 

alternate member, the Board member will notify the Chair by email and cc the designee. 

Alternate member(s) must be part of the MC and if they are not, Board Chair approval is 

required. Alternate member(s) must be authorized to make decisions on matters within the 

scope of the Board responsibilities and are expected to participate fully regarding agenda 

items on behalf of their respective member.

2.3 MEMBERSHIP TERM

Membership duration will be determined by the Agency Administrator.

3. ENTERPRISE ARCHITECTURE BOARD ROLES & RESPONSIBILITIES

3.1 GENERAL

The primary responsibility of the EAB is to make recommendations on the Agency's plans 

and priorities on a corporate, Agency-wide basis. 

EA must be continually updated to reflect all changes made to it through approved Agency 

groups and follow the Agency Enterprise Governance process. Proposed IT-related 

investments and changes to existing legacy systems must undergo architecture alignment 

and assessment, resulting in one of threeoutcomes:

1. IT-related investments are sufficiently aligned with the 

architecture such that they can be recommended to proceed.

2. Proposed new IT-related investments or enhancements are not

recommended to proceed because of poor architectural alignment.

3. IT-related investments are determined to be valid even though not officially 

aligned to the EA, and the EA is updated to reflect new or missing alignment, 

functions, and the target application; however, a separate review may result in 

the need for a new or consolidated IT-related investment to be resubmitted 

through the Agency Enterprise Governance process.

The three Boards (ESB, EIB, EAB) coordinate routinely via weekly Triage meetings 

between Board Chairs and Executive Secretariats. The ESB, EIB, and EAB are equal 

entities; however, issues that need substantial consideration related to Information 

Technology will first be considered by the EAB; issues that constitute substantial 

investment, or that significantly impact the Agency budget and financial processes, will first 

be considered by the EIB. Issues may come before neither, one, or both (EIB, ESB) 
Food Safety and Inspection Service Enterprise Architecture Board

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Updated April 2021

boards (as recommended by the Triage Committee) before coming to EAB. The Triage 

Committee may elect to send informational or decisional briefs directly to the Joint Board.

3.2 RESPONSIBILITIES OF THE CHAIR

• Preside at board meetings. If the Chair is not available, he/she will designate a 

voting member to chair the meeting.

• Ensure that EAB recommendations and prioritizations are fact-based and have 

received the appropriate coordination across the Agency.

• Coordinate with OA, Management Council members and governance 

subcommittee Chairs to ensure that their recommendations and activities are fully 

informed by the EAB processes.

• Ensure alignment of the FSIS EA with the Departmental EA set forth by the USDA 

CIO and OMB guidance.

• Provide executive-level direction to the EAB.

• Ensure that the EAB is adequately staffed and supported.

• The Chair represents the Enterprise Architecture Board at Triage meetings.

• Ensure that proposals are processed in a timely manner and obstacles are 

communicated and addressed expeditiously.

3.3 RESPONSIBILITIES OF THE MEMBERS

• Review suggestions on individual IT-related investments, and make 

recommendations for all FSIS IT-related investments based on both a corporate 

perspective, as well as the perspective of his/her Program Area, but consistent with 

the architectural criteria and thresholds adopted by the MC.

• Provide architectural guidance for inter- and intra-Agency FSISprojects.

• Direct, oversee, and approve the FSIS EA so that the Agency has a 

comprehensive, consolidated, and integrated architecture based on performance

improvement.

• Ensure that FSIS EA demonstrates alignment with approved EA methodology.

• Ensure that EA products are periodically updated.

• Ensure that EA guidance documents comply with applicable laws, Government 

Accountability Office (GAO) audits, Office of Management and Budget (OMB) 

guidance, USDA OCIO guidance, FSIS mission and strategic goals and objectives, 

and Inspector General (IG) findings.

• Ensure that MC decisions and final actions based on the EAB's recommendations 

are clearly documented.

• Review the recommendations provided by programs and processes, taking into 

account the organizational impact and impact to external stakeholders.

• Ensure that all recommendations are appropriately coordinated across the Agency 

and are aligned with Agency priorities and plans.
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• Coordination with the EIB and the ESB. The coordination will be provided through 

the Board Chairs.

3.4 ENTERPRISE ARCHITECTURE BOARD EXECUTIVE SECRETARIAT AND 

SUPPORT STAFF

EAB Executive Secretariat

The Chair is supported by a designated Executive Secretariat. Responsibilities of the 

Board Executive Secretariat are:

• Act as point of contact for Enterprise Governance Forms for issues submitted for 

consideration to the Board.

• Ensure that MC decisions are informed by the Board’s recommendations and are 

clearly documented, and tracked in a central location accessible by the MC.

• Prepare and distribute meeting agendas.

• Schedule meetings, record proceedings, and draft and distribute meeting

documentation.

• Record and document decisions.

• Create and track concrete action plans, with milestones, deliverables, and 

owners.

• Prepare position papers and Board documents, as assigned.

• Liaise regularly with Executive Secretariats from other Boards.

Support Staff

The Chair is also supported by a designated logistical support person. Responsibilities 

of the logistical support person are:

• Attend Board meetings and record proceedings

• Draft and distribute meeting documentation based on feedback from the Chair and 

Executive Secretary

4. ENTERPRISE ARCHITECTURE BOARD MEETINGS AND VOTES

• The board will hold scheduled and timely meetings for the purposes described above. 

Any Board member can request an ad hoc meeting by contacting the Board Chair and 

copying the Executive Secretariat.

• The EAB will hold scheduled and timely meetings to support the efficient and effective 

planning, management, and oversight of FSIS' EA and EA program and the alignment 

of IT-related investments to the FSIS EA.

• All EAB members must attend the EAB meetings. EAB meetings can address a broad 

array of activities from information sharing to decision-making. The EAB member 

presenting on the topic under discussion must make clear the expected purpose and 
Food Safety and Inspection Service Enterprise Architecture Board

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outcome of the meeting. If board member is unable to attend a scheduled meeting, the 

member should notify the executive secretariat as soon as possible.

• Not all EAB meetings are decisional; informational briefings may be scheduled to keep 

the Board members apprised on significant ongoing initiatives, and to get input from 

Board Members. The Board Member who introduced the agenda item under 

discussion must make clear the expected purpose and outcome of the meeting.

• All Members are voting Members. 

o Quorum will be achieved when 1/2 of the members (plus the Chair) are 

present.

o All members may vote in person or by proxy (the vote may be cast during the 

meeting or via evote). 

o The Board seeks to reach consensus on all issues before them. 

 The Chair will present the consensus recommendation to OA prior to 

the Management Council Vole.

 If consensus is not reached, the Chair will present the board 

perspectives to OA prior to the Management Council vote.

5. DOCUMENTATION AND COMMUNICATION OF BOARD BUSINESS

The Board Executive Secretariat will routinely record and document all business that comes 

before the Board, as well as all decisions and votes made by its members. Board minutes 

and other documentation are located on the Board SharePoint site. The Board Secretariat 

will periodically add previously presented initiatives to the agenda for discussion on what to 

communicate as a follow-up to submitters and presenters. The Board Executive Secretariat 

will invite submitters and presenters of initiatives back to present updates and outcomes to 

the Board.

The Agency will communicate the Governance process periodically to the FSIS employees 

through all-employee communication outlets.

6. DURATION OF THECHARTER

This charter will be updated as required.

7. Approval

This Charter is approved by the following:

4/21/21

Administrator Date
Food Safety and Inspection Service Enterprise Steering Board

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Updated April 2021

UNITED STATES DEPARTMENTOF AGRICULTURE

FOODSAFETY AND INSPECTION SERVICE

Enterprise Steering Board Charter 

April 2021
Food Safety and Inspection Service Enterprise Steering Board

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Updated April 2021

TABLE OF CONTENTS

1 INTRODUCTION........................................................................................................19

1.1 BACKGROUND..................................................................................................19

1.2 PURPOSE..........................................................................................................19

2 ENTERPRISE --- BOARD MEMBERSHIP ..................................................................19

2.1 CHAIR.................................................................................................................19

2.2 GENERAL MEMBERS.........................................................................................19

2.3 MEMBERSHIP TERM..........................................................................................20

3 ENTERPRISE --- BOARD ROLES & RESPONSIBILITIES..........................................20

3.1 GENERAL ...........................................................................................................20

3.2 CHAIR.................................................................................................................20

3.3 RESPONSIBILITIES OF THE ENTERPRISE STEERING BOARD........................21

3.4 ENTERPRISE – BOARD EXECUTIVE SECRETARIAT........................................21

4 ENTERPRISE --- BOARD MEETINGS AND VOTES...................................................22

5 ENTERPRISE STEERING BOARD PROCESS FLOW................................................22

6 DURATION OF THE CHARTER.................................................................................22

7 APPROVAL................................................................................................................22
Food Safety and Inspection Service Enterprise Steering Board

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1. INTRODUCTION

1.1 BACKGROUND

The Food Safety and Inspection Service (FSIS) Administrator establishes the 

Agency's long-term vision through the FSIS Strategic Plan, and, along with the FSIS 

Deputy Administrator, and the FSIS Chief Operating Officer, leads the Management 

Council (MC) in setting annual and long-term priorities and a strategy to meet 

performance measures within those priorities.

The MC is the decision-making body through which the Agency obtains internal approval 

and authorization for all investments, projects, proposed policy initiatives, and changes to 

existing policy decisions and other Agency initiatives that impact FSIS’ mission and 

goals. The MC depends on the efforts of standing and ad hoc subcommittees to ensure 

the accuracy and completeness of information presented to it for decision. This charter 

formalizes the terms under which the MC has created the Enterprise Steering Board as a 

standing Subcommittee.

1.2 PURPOSE

The Enterprise Steering Board (ESB) is the Governance board that ensures alignment of

Agency plans and priorities. The ESB makes recommendations on and coordinates the 

implementation of policy and/or business practices with consideration of the functions of 

multiple program areas. The ESB is a forum for information sharing and debate, where 

members provide input and oversight on issues that impact multiple FSIS Program Areas. 

ESB recommendations are presented to MC for final decision.

The Charter establishes roles, responsibilities, processes, and protocols through which the 

Board will make recommendations in a predictable, transparent and accountable manner. 

Changes to this Charter require approval of the MC.

The Board will coordinate its activities and recommendations with other Boards and 

Committees as needed and in accordance with the FSIS Enterprise Governance Decision 

Making Process. The Board will follow the USDA/FSIS Enterprise Governance High-Level 

Initiative Decision Tree.

2. ENTERPRISE STEERING BOARD MEMBERSHIP

2.1 CHAIR

One of the program area AAs, as appointed by the FSIS Administrator will chair the ESB.

2.2 GENERAL MEMBERS

The Administrator will determine membership for the Board. Members will be selected 

from the Agency's senior managers, which typically include the Assistant Administrators, 

Deputy Assistant Administrators, and other Members of the Senior Executive Service.

Alternate member(s) may be designated in extenuating circumstances. To designate an 

alternate member, the Board member will notify the Chair by email and cc the designee. 

Alternate member(s) must be part of the Management Council and if they are not, Board 
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Chair approval is required. Alternate Member(s) must be authorized to make decisions on 

matters within the scope of the Board responsibilities and are expected to participate fully 

regarding agenda items on behalf of their respective member.

2.3 MEMBERSHIP TERM

Membership duration will be determined by the Agency Administrator.

3. ENTERPRISE STEERING BOARD ROLES & RESPONSIBILITIES

3.1 GENERAL

The primary responsibility of the ESB is to make recommendations on and coordinate 

implementation of external or internal, new, or revised policy and/or business practices 

that impact multiple program areas. The ESB ensures performance accountability of 

Agency operational processes and strategic plan initiatives, i.e., alignment with the FSIS 

mission. When a issue arises in FSIS, the ESB will assist in defining operational and 

strategic needs to determine a solution. Issues presented to the ESB should describe and 

depict the linkage between internal operational processes and the achievement of 

strategic outcomes. The ESB will ensure this linkage is sustained by identifying,

managing, and closing gaps between the status and Strategic Plan goals. In making 

recommendations the ESB ensures the integration of all relevant considerations of 

Program Area initiatives, Agency performance management and measurement, mission 

critical investments, and related projects and policies.

The three Boards (ESB, EIB, EAB) coordinate routinely via weekly Triage meetings 

between Board Chairs and Executive Secretariats. The ESB, EIB, and EAB are equal 

entities; however, issues that need substantial consideration related to Information 

Technology will first be considered by the EAB; issues that constitute substantial 

investment, or that significantly impact the Agency budget and financial processes, will first 

be considered by the EIB. Issues may come before neither, one, or both (EAB, EIB) 

boards (as recommended by the Triage Committee) before coming to ESB. The Triage 

Committee may elect to send informational or decisional briefs directly to the Joint Board.

3.2 RESPONSIBILITIES OF THE CHAIR

• Preside at board meetings. If the Chair is not available, he/she will designate a voting 

member to chair the meeting.

• Coordinate with OA, Management Council members and governance subcommittee 

Chairs to ensure that their recommendations and activities are fully informed by the 

ESB processes.

• Ensure that ESB recommendations and prioritizations are fact-based and have 

received appropriate coordination across the Agency.

• Provide executive-level direction to the ESB.

• Ensure that the ESB is adequately staffed and supported.

• The Chair represents the Enterprise Steering Board at Triage meetings.

• Ensure that proposals are processed in a timely manner and obstacles are 
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communicated and addressed expeditiously.

3.3 RESPONSIBILITIES OF THE MEMBERS

• Ensure that the operational processes of the Agency align with the FSIS mission. 

• Analyze and make recommendations on performance measurement, mission critical 

investments, projects, proposed policy initiatives, and changes to existing policy 

decisions and other Agency initiatives consistent with the Agency's strategic plan 

and priorities.

• Establish and oversee supporting structures (Sub-committees, work groups, etc.) 

and processes necessary to address cross-cutting and overlapping interests/issues 

in support of accomplishing the ESB's assigned purpose and responsibilities. 

• Coordinate and communicate regularly with EAB and EIB.

3.4 ENTERPRISE STEERING BOARD EXECUTIVE SECRETARIAT AND SUPPORT 

STAFF

ESB Executive Secretariat

The Chair is supported by a designated Executive Secretariat. Responsibilities of the 

Board Executive Secretariat are:

• Act as point of contact for Enterprise Governance Forms for issues submitted for 

consideration to the Board.

• Ensure that MC decisions are informed by the Board’s recommendations and are 

clearly documented, and that concrete action plans, with milestones, deliverables, 

and owners, are created and tracked in a central location accessible by the MC.

• Prepare and distribute meeting agendas.

• Schedule meetings, record proceedings, and draft and distribute meeting

documentation.

• Record and document decisions.

• Create and track concrete action plans, with milestones, deliverables, and 

owners.

• Prepare position papers and Board documents, as assigned.

• Liaise regularly with Executive Secretariats from other Boards.

Support Staff

The Chair is also supported by a designated logistical support person. Responsibilities of 

the logistical support person are:

• Attend Board meetings and record proceedings

• Draft and distribute meeting documentation based on feedback from the Chair and 

Executive Secretary
Food Safety and Inspection Service Enterprise Steering Board

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4. ENTERPRISE STEERING BOARD MEETINGS ANDVOTES

• The board will hold scheduled and timely meetings for the purposes described 

above. Any Board member can request an ad hoc meeting by contacting the Board 

Chair and copying the Executive Secretariat.

• Decisional issues pertinent to Agency Strategic Plan or operational processes as 

described above should be presented to the ESB, via the ESB Executive Secretariat,

by the Chair of the Sub Committee presenting the issue, or their designee.

• Not all ESB meetings are decisional; informational briefings may be scheduled to 

keep the Board members apprised on significant ongoing initiatives, and to get input 

from Board Members. The Board Member who introduced the agenda item under 

discussion must make clear the expected purpose and outcome of the meeting.

• All Members are voting Members. 

o Quorum will be achieved when 1/2 of the members (plus the Chair) are 

present.

o All members may vote in person or by proxy (the vote may be cast during the 

meeting or via evote).

o The Board seeks to reach consensus on all issues before them. 

 The Chair will present the consensus recommendation to OA prior 

to the Management Council Vole.

 If consensus is not reached, the Chair will present the board 

perspectives to OA prior to the Management Council vote.

5. DOCUMENTATION AND COMMUNICATION OF BOARD BUSINESS

The Board Executive Secretariat will routinely record and document all business that 

comes before the Board, as well as all decisions and votes made by its members. Board 

minutes and other documentation are located on the Board SharePoint site. The Board 

Secretariat will periodically add previously presented initiatives to the agenda for 

discussion on what to communicate as a follow-up to submitters and presenters. The 

Board Secretariat will invite submitters and presenters of initiatives back to present 

updates and outcomes to the Board.

The Agency will communicate the Governance process to the FSIS employees through 

periodic all-employee communication outlets.

6. DURATION OF THECHARTER

The charter will be updated as required. 

7. APPROVAL

This Charter is approved by the following:

4/21/21

Administrator Date