IT Governance

​​​IT Governance is an integral part of enterprise governance and consists of the leadership and organizational structures and processes that ensure that the organization's IT sustains and extends the organization's strategies and objectives. (IT Governance Institute, ITGI)

NIH IT priorities are driven by scientific program needs as guided by NIH's governance and planning processes which include extensive input from key stakeholders through multi-layered advisory structures.

The NIH IT governance process provides for a high-level, trans-NIH strategic approach to IT management. It provides a structured decision-making process around IT investment decisions and promotes accountability, due diligence, and efficient and economic delivery of enterprise IT services.

The Clinger-Cohen Act of 1996 establishes a definitive framework for IT investment management that requires federal agencies to focus on the results they have achieved through IT initiatives and introduces more rigor and structure into how agencies select and manage IT projects.
The Federal Information Technology Acquisition Reform Act (FITARA) of 2014
outlines specific requirements related to:

  • Agency Chief Information Officer (CIO) Authority Enhancements

  • Enhanced Transparency and Improved Risk Management in IT Investments

  • Portfolio Review

  • Federal Data Center Consolidation Initiative

  • Expansion of Training and Use of IT Cadres

  • Maximizing the Benefit of the Federal Strategic Sourcing Initiative

  • Governmentwide Software Purchasing Program

NIH OCIO is working collaboratively with the Department of Health and Human Services (HHS) to set up the structure for meeting FITARA requirements, ensuring that NIH has input into OMB and HHS policies, guidance, and IT management activities.

Likewise, the OCIO collaborates with NIH ICs to implement the requirements of FITARA and Clinger Cohen. NIH OCIO enables and supports the NIH mission by playing a crucial role in IT governance, helping the NIH ICs and OD align information technology investments with the organization’s mission.

NIH OCIO’s supportive role in IT governance at NIH includes the following:

  • Collaborates with NIH ICs to develop effective and appropriate IT governance for NIH investments, and IT capital planning and investment control activities

  • Assures critical support to the NIH IT community and its essential activities through development, implementation, and management of NIH IT policy and related guidance

  • Interprets and defines the NIH implementation of relevant laws, regulations, and HHS, Office of Management and Budget (OMB), and other Federal mandates

  • Reviews NIH investment assessments and reports from General Accounting Office (GAO), OMB and HHS and collaborates with investment managers to provide responses as appropriate

  • Develops IT management tools and training

  • Provides staff support to IT management committees, governance groups, and work groups

  • Conducts special projects and initiatives

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