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| IT Planning Council | |
|---|---|
| Name | IT Planning Council |
| Formation | 1990s |
| Type | Advisory body |
| Headquarters | Washington, D.C. |
| Region served | United States |
| Leader title | Chair |
| Leader name | (varies) |
| Parent organization | (interagency) |
| Website | (official) |
IT Planning Council The IT Planning Council is an interagency advisory body that coordinates information technology planning across multiple federal agencies and related institutions. It has served as a forum linking senior officials from agencies such as the Department of Defense, Department of Homeland Security, Department of Commerce, Department of Health and Human Services, and Department of the Treasury with stakeholders including the Office of Management and Budget, the General Services Administration, the National Institute of Standards and Technology, and the Federal Communications Commission. The Council engages with external partners such as the National Science Foundation, NASA, United States Agency for International Development, Smithsonian Institution, and major private-sector firms and associations.
The Council emerged during the 1990s as part of broader reforms following initiatives like the Clinger–Cohen Act, the Paperwork Reduction Act, the Presidential Records Act, and the modernization efforts spearheaded by the Office of Personnel Management and the White House Office of Management and Budget. Early participants included leaders from the Social Security Administration, the Internal Revenue Service, the Department of Veterans Affairs, the Department of Education, and the Federal Aviation Administration. Over time the Council interfaced with landmark events and programs such as the Y2K remediation, the post-9/11 restructuring involving the Homeland Security Act, the Hurricane Katrina response, and federal cybersecurity directives influenced by the National Cybersecurity Protection System initiatives. It has convened alongside forums like the Chief Information Officers Council, the Federal CIO Council, and advisory entities linked to the Council of Economic Advisers and the Government Accountability Office.
The Council's mission aligns with statutes and directives such as the Paperwork Reduction Act and guidance from the Office of Management and Budget to improve IT acquisition, interoperability, and service delivery across agencies like the Centers for Medicare & Medicaid Services, the Food and Drug Administration, the Environmental Protection Agency, and the Securities and Exchange Commission. Responsibilities include advising on enterprise architecture frameworks exemplified by Federal Enterprise Architecture and standards from the National Institute of Standards and Technology, promoting practices referenced by the Project Management Institute, and coordinating with procurement authorities like the General Services Administration and the Federal Acquisition Regulatory Council. The Council also contributes to disaster resilience planning tied to the Federal Emergency Management Agency and to health informatics efforts connecting with the Centers for Disease Control and Prevention.
The Council typically organizes into working groups and committees mirroring structures found in entities such as the National Science and Technology Council and the Homeland Security Council. Subgroups have focused on domains represented by the Department of Energy, the Department of Transportation, the Environmental Protection Agency, and the National Aeronautics and Space Administration. Leadership includes a chair and vice chairs drawn from senior officials at agencies such as the Office of the Director of National Intelligence, the Department of Justice, and the Treasury Department. Technical advisory panels have included representatives from academic institutions like Massachusetts Institute of Technology, Stanford University, Carnegie Mellon University, and corporations such as Microsoft, Amazon, Google, IBM, and Oracle Corporation.
Membership is composed of chief information officers, chief technology officers, and senior procurement officials from agencies including the Department of State, the Department of Labor, the Department of Agriculture, the Federal Deposit Insurance Corporation, and the Export–Import Bank of the United States. Governance draws on models from the Federal Advisory Committee Act, with practices informed by reports from the Government Accountability Office and oversight by bodies like the Congressional Budget Office and relevant committees in the United States Senate and the United States House of Representatives. The Council liaises with inspector general offices such as the Department of Defense Office of Inspector General and the Department of Health and Human Services Office of Inspector General when evaluating compliance and risk.
Strategic planning has addressed priorities seen in national strategies including the National Cyber Strategy, the National Strategy for Trusted Identities in Cyberspace, and initiatives promoted by the Office of Management and Budget and the Office of Science and Technology Policy. Major initiatives have focused on cloud adoption models like those advocated by the General Services Administration's Federal Risk and Authorization Management Program and interoperability standards promoted by the National Institute of Standards and Technology and the International Organization for Standardization. The Council has coordinated efforts related to digital services reforms akin to those by the United States Digital Service and advised on modernization projects similar to the Centers for Medicare & Medicaid Services systems overhaul and the Internal Revenue Service IT modernization.
Funding and budgeting mechanisms reflect engagement with appropriations processes overseen by the United States Congress and budgetary guidance from the Office of Management and Budget, with programmatic funding flowing through agencies such as the Department of Defense, the Department of Homeland Security, and the National Institutes of Health. The Council's recommendations influence portfolio decisions involving multiyear contracts managed by the General Services Administration and grant programs administered by the National Science Foundation and the Department of Commerce. Fiscal oversight references audits and reports from the Government Accountability Office and hearings before committees in the United States Senate Committee on Appropriations and the United States House Committee on Appropriations.
Proponents cite coordination successes comparable to efforts by the Chief Information Officers Council, citing improved interoperability for systems used by the Department of Veterans Affairs, the Social Security Administration, and the Centers for Disease Control and Prevention. Criticism echoes concerns raised in reports by the Government Accountability Office and commentary from think tanks like the Brookings Institution and [Heritage Foundation] regarding bureaucracy, duplication with entities such as the Federal CIO Council, and limited enforcement authority relative to statutory agencies like the Office of Management and Budget and the Congressional Budget Office. Debates also reference judicial and legislative actions involving the United States Supreme Court, the United States Court of Appeals for the Federal Circuit, and oversight by congressional committees including the House Oversight Committee.