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Enterprise Governance Structure

Enterprise governance sets a common destination for State IT by identifying the priorities and projects that will move Minnesota forward. Five teams work closely with Minnesota’s Chief Information Officer to plan for the future of the state in today’s digital landscape.

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Financial Team

Forecasting - Budgeting - Expending


  • Budget and expend to enable IT operations
  • Provide transparency
  • Maximize time available to make spending decisions


  1. Match spending levels to reflect priorities
  2. Communicate spending budgets and expenditures
  3. Adjust level of spending to reflect priorities
  4. Proactively work with other sub-teams to ensure financial efficiency
  5. Maintain a close working relationship with the Service sub-team

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Service Team

Align Shared Services


  • Govern Shared Services
  • Define and select Shared Services
  • Set delivery terms and performance standards


  1. Align Shared Services to increase business value
  2. Select and provision as centralized, decentralized or hybrid
  3. Develop and maintain value metrics
  4. Develop and maintain SLS’s
  5. Charter sub-teams for solution matching
  6. Maintain a close working relationship with the Financial sub-team

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Steering Team

Decide – Oversee - Govern Purpose


  • Key decision-making body
  • Provides oversight and steering to governance teams 
  • Charter sub-teams to manage specified IT operations 
  • Establish a process for assigning issues and requests


  1. Develop and communicate a statewide strategic IT plan
  2. Determine how IT is used by the business/agencies
  3. Set direction for internal operations
  4. Direct investments
  5. Develop legislation to align IT capabilities
  6. Communicate IT decisions and directions
  7. Charter additional sub teams
  8. Ensure IT staff is available
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