[Analytical Perspectives]
[Information Technology Investments]
[22. Program Performance Benefits from Major Information Technology
Investments]
[From the U.S. Government Printing Office, www.gpo.gov]
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INFORMATION TECHNOLOGY INVESTMENTS
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ANALYTICAL PERSPECTIVES
22. PROGRAM PERFORMANCE BENEFITS FROM MAJOR INFORMATION TECHNOLOGY
INVESTMENTS
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22. PROGRAM PERFORMANCE BENEFITS FROM MAJOR INFORMATION TECHNOLOGY
INVESTMENTS
The federal government's investment in information technology (IT) is
estimated to be $59 billion for 2004, up from the 2003 Budget request of
$53 billion. This increase, much of which is expected to occur during
2003, has two primary causes: better reporting by agencies has
identified $2 billion that was not previously reported as IT; and new
spending is planned to support homeland security and the war on
terrorism. The increase in IT spending has primarily been achieved
through reprioritizing to support key Administration goals, with a shift
by agencies toward strategic use of technology to improve performance.
This investment continues to make the federal government the largest
buyer of information technology (IT) in the world, and agencies are
deriving better value from IT. Indeed, more effective use of IT will
improve the government's overall performance. This is occurring within
agencies by modernizing to support their mission and improve their
infrastructure and across agencies by simplifying and unifying
activities around the needs of citizens.
Some improvements have been attained through better IT management
within agencies, which is discussed in detail in Table 22-1 of this
document. Additionally, specific initiatives in the federal IT portfolio
have started to deliver real successes in citizen services and
government operations. For example:
FirstGov: www.firstgov.gov is the gateway to the federal
government. The site was redesigned to provide government
services within ``three clicks''. This was accompanied by the
creation of the Office of Citizen Services at the General
Services Administration, which integrated FirstGov with the
operations of the Federal Consumer Information Center to serve
as a single point of contact to the Government on-line and by
telephone. The new strategy has increased the number of site
visitors by 50 percent, and the site was named ``One of the
Top 50 Most Incredibly Useful Web Sites'' by Yahoo.
GovBenefits: The Government now provides one-stop access to
information and services of almost 200 government programs
representing more than $1 trillion in annual benefits.
GovBenefits.gov receives over 500,000 visitors per month and
appears on USA Today's list of ``Hot Sites.''
Free Filing: The Internal Revenue Service has created a
single-point of access to free online preparation and
electronic tax filing services, provided by industry partners,
to reduce burden and costs to taxpayers. As of January 2003,
this service is available to a substantial majority of
taxpayers at www.firstgov.gov and www.irs.gov.
GoLearn: This on-line training initiative is the number one
most visited e-training site in the world, with more than 36
million hits for information on many thousands of e-training
courses, e-books, and career development resources.
GoLearn.gov has already allowed over 30,000 federal employees
to receive training at a cost of pennies per course that would
not have been possible prior to the launch of GoLearn.
Traditional training approaches only serve a fraction of this
number of people, often at as much as $2,500-$5,000 per class.
Departments of Defense and Veterans Affairs Sharing of
Information Technology: The Department of Veterans Affairs has
incorporated the Department of Defense's eligibility and
enrollment system--providing veterans with seamless services
as they leave the military and apply for benefits at the
Department of Veterans Afairs. The Departments also are
working jointly on computerized patient medical records that
will allow instant exchange of patient information between the
two health care systems by the end of 2005. These joint
efforts escalate the pace of coordination, reducing costs
while increasing efficiency and health care quality for those
who have served our nation.
Performance Based Data Management Initiative (PBDMI): At the
Department of Education, IT is being used to transform how
state student academic performance information is collected
and managed. Currently states and school districts are bogged
down in complicated and redundant reporting that is not
effectively shared among Department of Education programs or
education partners. This initiative will result in a
streamlined data collection process that reduces burden on
state governments and eliminates redundancy across the
department.
I-MANAGE: The cornerstone of the Department of Energy's
efforts to improve management effectiveness, I-MANAGE will
integrate disparate human resources, financial management,
procurement, facilities management, budget formulation,
financial and cost accounting systems. I-MANAGE replaces a
less effective financial management system that was behind
schedule. When implemented, I-MANAGE will provide real-time
information enabling managers to monitor program performance.
The Government has also improved productivity and results from IT
investments because of success in the way agencies identify, select and
manage their IT investments. Some agencies--including Office of Per
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sonnel Management and the Departments of Energy and Labor--have made
significant strides in identifying ``modernization blueprints'', or
Enterprise Architectures, to target IT investments that enable programs
and business lines to high priority effectiveness and efficiency goals.
Improved business cases and other information on agency IT investments
allow the Administration to more accurately identify opportunities for
agencies to achieve results. Specifically, the 2004 Budget includes
roughly 1400 major projects at $35 billion. IT investments are funded
only when agencies demonstrated that the project would provide
significant value to its mission, had a reasonable likelihood for
success in meeting goals and objectives, incorporated sufficient IT
security, helped achieve the President's Management Agenda, and did not
duplicate other investments.
Despite the major gains that the Government has made over the last
year, we still have much work to do. OMB continues to monitor the
performance of IT investments by agencies. For example, of the $59
billion in the 2004 Budget for IT investments, 771 projects representing
$20.9 billion are currently on an ``At-Risk List''. This list includes
mission-critical projects that do not successfully demonstrate
sufficient potential for success through the business case, or do not
adequately address IT security (currently 694 at risk projects
accounting for $18.9 billion). Agencies continually work to improve
these projects and address the weaknesses that placed them on the ``At
Risk List''. OMB will allow investments on the list to move forward only
after agencies present successful business cases.
Specific challenges that remain to better serving the citizen through
E-Government include:
There is a shortfall in qualified project managers and IT
architects needed to successfully manage the federal IT
investments.
IT security continues to be an issue. Many agencies find
themselves faced with the same security weaknesses year after
year and are not adequately prioritizing security improvements
in their IT investment portfolio. As a result, agencies seek
funding to develop new systems while significant IT security
weaknesses continue, especially in their legacy systems.
As this Chapter will discuss, correcting these and other longstanding
issues requires a focused effort across the Government. OMB will
increasingly work to ensure that the federal government consolidates and
improves the quality of IT investments. Under OMB Circular A-11 and
decisions made in preparing this Budget, agencies are required to
leverage existing IT investments when appropriate, and pursue agency-
unique solutions only where a business case justifies such an approach.
Background
The Clinger-Cohen Act of 1996 (CCA) requires that, in conjunction
with the President's budget submission, the OMB Director submit a report
to Congress on the results of federal IT spending. The Act requires that
the report identify ``net program performance benefits achieved as a
result of major capital investments made by executive agencies in
information systems and how the benefits relate to the accomplishments
of the goals of the executive agencies.'' The Act also requires that
appropriate security and privacy controls are identified and implemented
to safeguard the federal government's information and systems. Finally,
the Clinger-Cohen Act and the Federal Acquisition Streamlining Act of
1994 contain IT management reform activities that must be documented in
the President's budget submission to Congress.
More recently, the E-Government Act of 2002 requires OMB to submit an
annual report on the status of E-Government, timed for submission with
the Budget.
The table below provides detail on these statutory requirements.
Background for Legislation
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Legislation Description
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Clinger-Cohen Act of 1996 In 1996, recognizing the importance
of information technology for
effective government, the
President signed the Information
Technology Management Reform Act
and the Federal Acquisition Reform
Act. These two Acts, together
known as the Clinger-Cohen Act,
require the heads of federal
agencies to link IT investments to
agency accomplishments. The
Clinger-Cohen Act also requires
that agency heads establish a
process to select, manage and
control their IT investments.
Federal Acquisition Streamlining There are two major components of
Act of 1994, Title V (FASA V) the Federal Acquisition
Streamlining Act Title V (FASA V).
First, agencies must demonstrate
sound decision-making and a
results-oriented focus when
planning for projects. Second,
agencies must effectively manage
ongoing programs and achieve at
least ninety percent of planned
costs, schedule, and performance
goals.
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The E-Government Act of 2002 The E-Government Act:
Codifies an Office of
Electronic Government, headed by
an Administrator within the Office
of Management and Budget
Requires Agency compliance
with OMB guidance on E-Government
and IT.
Authorizes $345 million
over four years for interagency E-
Government projects
Requires privacy impact
assessments for new IT systems and
information collections that
contain personal information
Authorizes a centralized
online portal (www.firstgov.gov),
so that information and services
are organized according to
citizens' needs
Improves recruitment and
training of information technology
professionals
The Act contains a variety of other
provisions, for example
authorizing online rule-making,
enhanced use of electronic
signatures, and strong new privacy
protections. In addition, it makes
permanent information security
laws under the Federal Information
Security Management Act of 2002,
initially enacted through the
Government Information Security
Reform Act (GISRA).
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This Budget fulfills the statutory requirements through four
components: Chapter 22, Table 22-1, the Agency IT Investments Portfolios
(Exhibit 53 as required by OMB Circular A-11), and ``Performance
Information for Major IT Investments''. Table 22-1 summarizes the
results of IT management processes at major agencies. The table
documents how agency actions are improving the program results from IT
investments, fulfilling the requirements of the Clinger Cohen Act.
The Agency IT Investment Portfolios (available in Exhibit 53 on the
Internet at http://www.whitehouse.gov/OMB) provide details for the 2004
IT investments, including:
Agency summaries of major projects and many significant
projects, and
Current and anticipated funding.
Performance Information for Major IT Investments uses the business
cases provided by agencies to demonstrate project information for major
investments, support of the agency's strategic goals and missions,
performance goals and measures covering two years, and a description of
the planned benefits of the project. Performance Information for Major
IT Investments will be published on the internet at http://
www.whitehouse.gov/OMB by March 31, 2003.
Related documents on IT security and E-Government are discussed below,
and will also be available at http://www.whitehouse.gov/OMB.
Expanding E-Government: Bringing E-Business to the Government
Over the last year, the federal government has made significant
progress toward becoming a transformed and more productive ``E-
Enterprise'' to serve citizens. The Administration has taken a two-
pronged approach to IT reform: modernizing within agencies around the
tenets of e-business, and consolidating and integrating IT investments
across agencies around groups of citizens that include individuals,
businesses, other governments, and federal government employees.
Specific achievements during the past year have included:
Release of the federal government's first E-Strategy last
February, which will be updated later this month.
Implementation of the citizen-centered, cross-agency E-
Government initiatives, discussed in the 2003 Budget, that
have started to make a real improvement in government service.
The redesign of FirstGov and creation of the Office of
Citizen Services at GSA.
The development and use of the Federal Enterprise Architect
(FEA) to focus modernization on better results.
The initial development of a ``content model'', which will
provide a framework to govern how the government makes
information available to the public through the Internet.
Major strides by individual agencies, such as the
Departments of Energy and Veterans' Affairs, in developing e-
strategies that leverage IT to modernize programs and
activities.
The development and use of standard performance measures to
identify progress and areas for improvement within agency IT
security programs.
In addition, the E-Government Act of 2002, signed into law by the
President on December 17, 2002, codifies high-level leadership in OMB to
direct the changes made possible through E-Government, embrace new
initiatives and funding mechanisms, and break down the narrowly focused
agency silos that have served to develop and finance IT for too long.
The statute authorizes a number of the Administration's E-Government
initiatives. It also embraces and furthers this Administration's
citizen-centered, cross-agency and performance-based strategy to reform
government through more effective use of information technology and
sound development of information policy.
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Other major steps that OMB and the agencies have taken in the past
year include:
The Chief Information Officer (CIO) Council members (CIOs,
Deputy CIOs, and Chief Technology Officers) from the Cabinet
level agencies) agreed in May 2002 to work together on
investment and architecture decisions that improve Government
performance, such as more effective use of enterprise licenses
that allow for consolidated software purchasing at
significantly lower prices. This represented a major step
forward to leverage IT activities across agencies, and the CIO
Council's Architecture and Infrastructure Committee has been
restructured to implement this agreement. The Committee's work
will be enhanced with the doubling of visibility into planned
IT purchases; agency business cases now address $35 billion in
the Government's IT portfolio, up from $18 billion last year.
OMB developed guidance under the President's Expanding E-
Government Initiative that requires agencies to create
``modernization blueprints'', identifying the business lines
of the agency, the information needed to manage these business
processes, and the IT that is needed to achieve program and
business goals. Law and policy use the term ``enterprise
architecture'' to identify these agency plans; this Budget
also uses the term modernization blueprints to better describe
strategies that will transform and modernize an agency around
the needs of the citizen.
To provide a framework that will strengthen and integrate
modernization blueprints, last year OMB and the CIO Council
developed the Business Reference Model, the first of five
modules of a FEA. The FEA gives OMB and agencies significant
opportunities to consolidate IT investments around the needs
of citizen groups (including businesses and state and local
governments). Under the FEA, agencies have started to develop
modernization blueprints for IT. OMB used the BRM to identify
redundancies and gaps in agency business lines and proposed IT
investments. More detail on the FEA and next steps can be
found at the end of this chapter.
Continuing Challenges for Federal Information Technology
Even with these important achievements, the government still has a
lot of work to do to address key challenges:
As indicated, the FEA reveals significant redundancies in
agency activities, while ``siloed'' agency-specific buying
perpetuates redundant IT purchases and limits productivity
gains from government technology investments.
Data collected in the 2004 Budget Process revealed that the
federal government has a major shortage of skilled IT program
managers and program management skills.
Implementation of the Government Information Security Reform
Act (GISRA--now amended to be FISMA, the Federal Information
Security Management Act) has provided a baseline for agency IT
security performance, and the Administration now knows what
has been secured and the workload remaining. The 2002 GISRA
reports documented significant new and remaining gaps in
federal IT security programs.
The Administration is taking steps to address each of these
challenges. Specifically, the next section addresses policy
improvements, as well as actions being taken in response to six
``chronic problems'' discussed in the 2003 Budget.
How Has the Government Responded to These Challenges?
The Principles of E-Government Lie at the Core of OMB Policy. In order
to move the federal IT portfolio toward the General Accounting Office
(GAO) and industry views of best practice, OMB guidance identified how
agencies should provide information that improved the IT portfolio
included in this Budget. This guidance discussed how to collaborate
across government and within agencies, and then informed agencies on the
standards that OMB would use to review and select the portfolio.
Industry best practices for IT Portfolio Management were followed in the
review and analysis.
Business Cases Drive Performance Improvement. As one of the key
elements in the President's Management Agenda, E-Government should close
performance gaps and leverage E-Business techniques to achieve an order
of magnitude improvement in government performance. As in the 2003
budget process, the 2004 Budget continues to use IT investment business
cases in assuring that IT investments generate increased efficiency,
effectiveness, and, most importantly, maximized service to citizens. As
required in OMB Circular A-11, several key criteria were applied to
determine the viability of an agency's business case:
Linkage to the Agency and Program Performance--Performance
goals must be provided for the agency, linked to the annual
performance plan as well as the agency mission and strategic
goals, and performance measures must demonstrate how the
project will support the improvements in the effectiveness and
efficiency of the programs. Agencies must also clearly
demonstrate how the project assists the agency to become more
productive, citizen-centered, and results oriented.
Support of the President's Management Agenda--IT proposals
must include multiple agencies; state, local, or tribal
governments; use E-Business technologies; be governed by
citizen needs; support the FEA Business Reference Model (FEA
BRM) published by OMB; and, where appropriate, be fully
aligned with the President's E-Gov initiatives.
Mitigation of Risk to the federal government--Agencies must
demonstrate an Acquisition Strategy that uses a strong Risk
Mitigation Plan to
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limit the government's risk; accommodates Section 508 (access
for persons with disabilities); and has a program plan with
milestones, a viable program management structure, and a
clearly defined way to implement the Acquisition Strategy.
Management of IT Security and Privacy--Agencies must
demonstrate through their business cases that each investment
is compliant with IT security requirements and security costs
have been identified and integrated in the overall life cycle
costs of the investment. Additionally, each investment must
address privacy implications when collecting personal
information.
The following table documents the process used in applying these
criteria for 2004 IT Budget decisions:
STEPS FOR THE 2004 BUDGET PREPARATION
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1. June: A-11 Guidance published; agencies were
required to submit business case
information that shows project value,
program plan, cost, schedule, risk
management, and leverages partnering around
E-Gov projects and the FEA BRM Lines of
Business.
2. May-August: OMB memoranda identified
potential opportunities for leveraging
cross agency partnering.
3. Agencies submitted business cases and IT
portfolios in September, with ongoing
updates; data arrived via Extensible Markup
Language (XML) and were made available for
on-line analysis within OMB.
4. OMB reviewed and scored business cases based
on A-11 criteria
Individual projects were reviewed
for strategic value, viability, program
decisions, etc
Agencies were provided scores and
resubmitted improved business cases.
5. OMB identifies opportunities for
consolidation in three key areas:
The Presidential E-Government
initiatives
The Lines of Business and sub-
functions of the BRM. There are many
potentially redundant projects within these
35 sub-functions; OMB determined a need to
focus on opportunities in 6 business lines
with multiple IT development requests
totaling more than $100M (human resource
information systems, financial management,
monetary benefits, data and statistics,
public health monitoring, and criminal
investigation)
Comparison of business cases for
agency infrastructure against commercial
best practices and IT spending benchmarks.
Significant opportunities were identified
for consolidating office automation and
infrastructure within an agency, supporting
enterprise licenses and hardware buys as
well as consolidation of enterprise
architecture programs.
6. OMB provided guidance to agencies on Capital
Planning and Investment Control (CPIC),
Enterprise Architecture (EA), business
cases, at risk projects, IT security,
Government Paperwork Elimination Act
(GPEA), and E-Gov initiatives. Investment
increases were directed to priority areas
such as Homeland Security, the war on
terrorism and modernization.
7. Agencies continue to improve business cases
and revise IT Budgets to reflect decisions.
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Information Technology (IT) Performance: Transformation through E-
Government Must Continue to Address Six Chronic Problems
Over the past year, the Administration made significant progress in
addressing the six chronic problems that were identified in the 2003
Budget as limiting IT effectiveness. Indeed, the increased visibility
into major IT projects allows OMB to identify redundancy and
duplication, and provides a wealth of agency data for use in funding
decisions. Consequently, the Administration has implemented IT decision-
making practices that review IT investments across agencies to resolve
these six issues that have previously limited productivity improvements.
Ultimately, agencies must continue to meet these longstanding challenges
in order to deliver measurable improvements in the key areas of program
performance: reduced time to process information and services (``cycle
time''), lower costs for provide information and services, and improved
quality in agency decisionmaking. The 2004 Budget indicates improvement
in the way that agencies are handling these problems, yet there is still
much to do.
1. Automation of existing outdated processes, instead of fixing
underlying management problems or simplifying agency
procedures to take advantage of new E-Business and E-
Government capabilities.
For years IT Investments in the federal government focused on agency
hardware and software needs, without addressing underlying management
issues in the overall design and scope of the project. Consequently,
government agencies traditionally used IT to automate existing processes
rather than create more efficient and effective solutions now possible
because of the state of technology. This approach, commonly referred to
as paving the cowpath, has been documented as a cause of failure in
major IT investments. Systems are often evaluated by the percentage of
time they are working rather than the results delivered to the programs
and citizen they support.
OMB's guidance for the 2004 IT budget process required that agencies
take a comprehensive reform approach in identifying people, processes,
and technology required to deliver significantly better results.
Specifically, criteria were added to the Risk Management Section and the
EA Section of the business cases to address these issues. As a result,
more than 600 projects, representing approximately $20 billion, are on
the ``At Risk List'' for failing to address people and process
transformation needed to ensure success.
In addition, OMB issued guidance to ensure that agency Government
Paperwork Elimination Act (GPEA) implementation plans were not merely
automating existing processes. GPEA requires agencies to reengineer
their business processes in order to maximize the benefits of technology
to create online transactions that are faster, cheaper, and more
efficient to the citizen; GPEA means much more than simply automating a
paper form. While agencies have made significant progress, much work
remains. Of the 5,800 reported transactions,
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only 52 percent are expected to meet the October 2003 statutory deadline
of providing an electronic reporting option. OMB is driving government
compliance with GPEA through its reviews of agency information
collection requests under the Paperwork Reduction Act, use of the
President's Management Agenda scorecard to push agencies to be in full
compliance with GPEA, and leveraging resources across government to
promote electronic transaction through specific E-Government
initiatives. In addition, OMB is working closely with the agencies to
improve their status in complying with the Act.
A key example of an IT investment request that successfully leverages
technology with process redesign is the Entry-Exit program in the new
Department of Homeland Security. To improve the security of our nation's
borders, the processes and systems that support entry and exit from the
United States must be reengineered to ensure improved information
sharing and technology optimization. The Departments of Justice, State,
Treasury, and Transportation, over the last year, have been developing
an entry exit program to more effectively manage the people, cargo, and
transport crossing U.S borders. Ensuring that the appropriate IT systems
support improved entry and exit processes is essential to achieving our
Nation's Homeland Security goals. This effort is now underway and the
Department of Homeland Security will take over the program in 2003.
2. Duplicative IT investments.
OMB policy calls for agencies to make maximum use of shared IT
solutions and to stop redundant IT purchases. Best practices in private
industry identify several opportunities for savings within an IT
portfolio of investments. Three consolidation practices in the private
sector also are applicable to the federal government:
Consolidation of IT around the customer.
Consolidation of IT within a line of business or function.
Consolidation of IT infrastructure.
To identify potential opportunities in these areas, OMB analyzed the
agency IT investment portfolios and provided feedback and suggestions to
the agencies. This consolidation analysis not only identified savings
for the agencies, but also served to strengthen the governance processes
for IT management by identifying and continually pursuing opportunities
in this area. For example, use of enterprise licenses for software can
generate hundreds of millions of dollars in reduced costs.
In order to maximize consolidation opportunities, agencies must
continue to identify and inventory the proposed IT investments within
the agencies and across organizations. These processes are increasing
the agencies' and OMB's visibility into the type of IT investments the
federal government is planning, and provides a vehicle for agencies to
collaborate much more effectively on solutions. Over the past year, OMB:
Determined that due to redundant infrastructure investments,
the federal government was purchasing excess infrastructure
capacity, such as telecommunications, office automation, and
mainframe computers.
Identified redundant IT investments made for the same
purpose and supporting the same lines of business across
multiple agencies.
Developed portfolios and deployed initial versions of IT
investments consolidated around citizen needs. The four
portfolios comprise cross-agency E-Government initiatives for
citizens, businesses, other levels of government, and the
federal government's internal efficiency and effectiveness.
Rejected agency requests for duplicative IT investments
across the federal government, and rather directed agencies to
collaborate together to create one-stop points of service.
In key examples of cross agency consolidations, payroll operations
will be standardized and consolidated from approximately 22 separate
providers to a few federal payroll providers by September 2004. The
current systems employ a variety of paper and electronic processing;
records are not easily shared between agencies as federal employees
change jobs in the federal system; and records are manually retired upon
employees' retirement and resignation. Numerous agencies had targeted
their payroll operations for costly modernization efforts. Millions of
dollars will be saved through shared resources and processes and by
modernizing on a cross-agency, government-wide basis rather than agency-
by-agency. In addition, the Departments of Agriculture and the Interior,
and the Army Corps of Engineers, consolidated into one parks reservation
system, which will allow the public to obtain information and make
reservations for all the recreational opportunities that these agencies
offer.
The Administration continues work to ensure that IT investments:
Reflect consolidation around citizen groups and along lines
of business,
Reduce duplicative collection of data from citizens,
businesses, and state and local government
Purchase enterprise licensees for the federal government
where appropriate, and
Reduce surplus infrastructure capacity.
3. Few IT investments have significantly improved mission
performance.
IT investment results have been limited by significant redundancy in
federal business operations. OMB issued guidance requiring that agency
IT investments synchronize with the FEA. The FEA is a tool that enables
the government to identify opportunities that leverage technology and
alleviate redundancy or to highlight where agency overlap limits the
value of IT investments. Led by OMB, this effort identified
opportunities to simplify processes and unify IT investments across the
agencies and within the lines of business of the federal government. The
Business Reference Model (BRM) is the foundation of the FEA. It
describes the federal government's lines of business, including
operations and services to the citizen--independent of the
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Agencies, bureaus, and offices that perform them. The outcome will be a
more citizen-centered, customer-focused government that maximizes
technology investments to better achieve mission outcomes.
For 2004 Budget decisions, OMB required agencies to map their major IT
investments, as presented in the Exhibit 300, to the BRM. OMB then
mapped Exhibit 300s to the model and captured the information in the
Federal Enterprise Architecture Management System (FEAMS). The system
can now generate analysis reports for agency IT investments by each line
of business, sub-function, and Agency.
As a result, OMB now can ensure that IT resources are being allocated
optimally across common functions that the government performs.
Functions that are performed by multiple agencies are now clearly
delineated, and the opportunities for cross-agency collaboration to
improve performance are readily apparent. Furthermore, because the FEA
has been validated by the agencies, it has become a common framework for
initiating cross-agency performance improvements. Over the past year,
OMB used the BRM to:
Assist agencies in identifying opportunities for
collaborative investments, joint infrastructure projects, and
greater use of enterprise licensing across the government--all
of which can help agencies to focus on their mission and avoid
unnecessary redundant spending.
Deny funding to redundant investments, while directing
agencies to reuse existing IT or join with other agencies
making overlapping investments in the appropriate line of
business.
4. Few agencies have plans demonstrating and documenting the
linkage between IT capabilities and business needs.
While there are many ways to prepare enterprise architecture, the most
important element is identification of how IT can be leveraged best to
improve agency performance of core missions. Many agency Enterprise
Architectures lack focus on business results. As a result, many
agencies, bureaus and operating divisions cannot share information or
systems. This shortfall increases operating costs as well as burden on
citizens and businesses. Additionally, agencies cannot easily analyze IT
security risks and determine investment needs; and agencies make
redundant investments in IT because programs cannot predict whether IT
requirements will be met without buying their own version of a system.
These issues can be addressed through better use of enterprise
architectures that comprise a ``modernization blueprint''.
Although some improvements have been made in recent years through
progress in implementing capital planning and investment control,
agencies still often base IT investments on business cases that fail to
link IT investments to performance improvement. As part of OMB's
evaluation on agency progress in the President's Management Agenda,
agencies are rated on the quality of their Enterprise Architecture as a
modernization blueprint. For the 2004 budget, the Administration added
specific questions to the business case guidance to ensure that agencies
began to tie IT investments to performance goals and measures.
Progress in this area includes:
Agencies are progressing towards fully implementing their
own Enterprise Architecture frameworks, meeting criteria set
by OMB and the General Accounting Office; these criteria are
used to assess agencies on their EA performance as part of the
Administration's Management Scorecard for E-Government. Some
agencies, such as Department of Energy and Environmental
Protection Agency, are basing IT investments on core
modernization initiatives identified using their Enterprise
Architecture activities. These agencies use the Enterprise
Architecture process as an opportunity to identify performance
gaps and ways that technology can be used to help close those
gaps and better serve the citizen.
OMB has begun to coordinate EA efforts, groups, working
groups, communities of practices, etc., to ensure that the
overall strategy and any guidance for EA is driven by the FEA.
In the place of the redundant and overlapping activities will
be a structured and well-planned modernization effort guided
by the work of the FEA.
For the 2004 business cases, OMB added specific questions to
ensure that agencies began to tie IT investments to the
performance goals and measures of the programs they support.
5. Many major IT projects do not meet cost, schedule, and
performance goals.
Under the Federal Acquisition Streamlining Act (FASA) and the Clinger
Cohen Act, agencies must report and track progress against cost,
schedule and performance goals for IT. Under OMB Circular A-11, agencies
are expected to achieve on average 90 percent of the cost and schedule
goals without reducing the performance capabilities of the items being
acquired. There is wide variation in the performance of agencies against
these benchmarks. The greatest problem for the agencies is identifying
how a project is performing against planned costs, schedule, and mission
improvement goals. Until agencies begin to establish and document
baselines, the Administration's ability to assess whether agencies are
meeting such goals will be limited.
A comparison of agency investment requests for 2003, versus what is
reported as actual costs, provides specific demonstration that too many
IT projects have cost and schedule overruns. A sample comparison of
projects-identified cost growth ranging from 10 percent to 225 percent!
Not surprising, these same projects failed to successfully make the
business case for the 2004 budget and have either been rejected or
placed on the ``At Risk List''.
Over the past year, OMB has approached this issue from two separate
yet complementary standpoints: 1) improving agencies abilities to meet
planned cost, schedule, and performance targets, and 2) raising the
skills of the federal IT workforce and agencies.
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The root problem appears to be a shortfall of skilled IT
professionals to support the magnitude of federal IT projects.
Specifically, nearly 1,200 of this year's IT projects (major and small)
represent IT projects over $5 million; therefore, the federal government
needs a similar number of qualified project managers and solutions
architects. However, review of over 1,000 proposed IT business cases for
2004 indicates a significant shortage of skilled personnel, which
increases the risk that IT projects will fail. A Gartner August 2002
report (Get the federal IT Workforce in Shape, 19 August 2002, Gartner)
found that ``Projects to improve federal security, intelligence and E-
Government will not succeed unless the U. S. government has a talented
and high-caliber IT workforce.'' For a variety of reasons, the current
IT workforce is not able to meet the increased workload and rapidly
changing IT environment.
It is important to note that the skills required of today's IT
workforce have less to do with technology than with developing and
justifying business cases; building and leading cross-functional and
cross-organization teams; and planning and monitoring contractor cost,
schedule, and performance. Solutions architects are needed to oversee
integration of people, process and technology elements of a successful
program. Project managers are needed to lead and direct myriad
government and contractor personnel, while interfacing with program and
oversight officials. Unfortunately, many IT project staff have been
selected based on their education and experience in positions requiring
technology skills without the benefit of honing business and change
management skills. In addition, there is a significant change in the
number of projects in a department from year to year, and IT staff
cannot move across departments in line with shifting requirements. The
skills imbalance was identified by the federal CIO Council, which
established the CIO Council IT Workforce Committee to work with OPM to
implement innovative commercial best practices toward identifying and
closing the skills gap.
The Administration has established a number of efforts to address this
area, including an inventory of skills and training opportunities,
enhanced training programs, and an online ``virtual'' job fair. Most
recently, OPM and the CIO Council IT Workforce Committee developed
federal project management qualifications. Positions requiring those
qualifications will be titled with a ``project management'' suffix. The
qualifications are currently being reviewed by the HR community as well
as the CIO community. Attaining breakthroughs in closing the skills gap
requires partnership of Agency mission program managers, HR officers,
and CIOs. While it was primarily the CIO Council that led the charge,
the project management challenge and the OPM qualifications are
recognized as enterprise tools that apply to project management of every
federal investment.
There are several strategies to improve the government's capacity to
manage its IT portfolio. In response to the President's Management
Agenda, and emerging needs such as homeland security, the federal IT
workforce needs to become flexible to meet these new cross-agency needs.
To address this issue, over the past year, OMB:
Required that all major acquisitions implement an Earned
Value Management System (EVMS), based on the industry
developed ANSI/EIA Standard 748. An EVMS supports program
management by effectively integrating the work scope of a
program with the schedule and cost elements for optimum
program planning and control. The system requires thorough
planning, combined with the establishment and disciplined
maintenance of a baseline for performance measurement.
Directed that by the end of 2004 all major acquisition
programs should have an EVMS in place that will enable
agencies to report accurate information on the achievement of
the baseline cost, schedule and performance goals during 2005.
Indicated that for the 2005 budget submissions, OMB will
compare what was reported in the 2004 business cases against
what agencies report in 2005 to determine whether or not the
investments are meeting cost, schedule and performance goals.
Directed agencies to have a program management plan and a
qualified project manager for projects to be approved for
spending in 2004 and thereafter.
6. Major gaps exist in agency and government-wide computer-
related security.
The Government Information Security Reform Act (GISRA) requires
federal agencies and Inspector General (IGs) to conduct annual IT
security reviews of programs and systems and report the results of those
reviews to OMB and the Congress. OMB issued specific reporting
instructions to agencies and IGs to ensure appropriate and uniform
reporting. GISRA was recently revised under the E-Government Act of 2002
and renamed the Federal Information Security Management Act.
Under the first year of GISRA reporting in 2001, the Administration
was able to establish a baseline of agencies' IT security performance.
OMB is assessing the 2002 agency and IG reports, to identify progress
made against that baseline as well as identify new or remaining
weaknesses. A summary of agency and IG reports will be included in the
annual OMB report to Congress on IT security in 2003. Initial review of
agency and IG reports are mixed. While some agencies (e.g., DOJ, DOT,
and DOL) have demonstrated clear progress over the last year,
significant challenges remain for other agencies.
Agency and IG reviews identify numerous IT security weaknesses. To
ensure that those weaknesses are appropriately addressed, OMB guidance
also requires agencies to develop, implement, and maintain plans of
action and milestones for every program and system where an IT security
weakness was found. Agencies submit these plans along with quarterly
updates on their progress in closing security performance gaps to
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OMB. These plans are tied directly to the budget request for a system.
Agency progress in executing their plans is used in determining the
quarterly E-Government score for the President's Management Agenda
Scorecard. Last year, OMB also increased enforcement of the IT security
criteria for funding new investments. This year, OMB is reinforcing
longstanding policy that agencies address serious IT security weaknesses
in their legacy systems prior to proceeding with new IT investments.
For the first time, the federal government's IT security program now
has a basic set of IT security performance measures, a comprehensive and
uniform process for collecting data against those measures, and a set of
tasks and milestones that enable tracking of federal IT security
progress. Additionally, agency reports reveal that further progress has
been made against the six common government-wide IT security weaknesses
identified in last year's budget:
1. Increasing agency senior management attention to IT security. In
addition to conditionally approving or disapproving agency IT security
programs, OMB used the President's Management Agenda Scorecard to focus
on serious IT security weaknesses. Through the scorecard, OMB and senior
agency officials monitor agency progress on a quarterly basis. As a
result, senior executives at most agencies are paying greater attention
to IT security.
2. Development of IT security performance measures. For the 2002
reporting instructions OMB developed high-level management performance
measures to assist agencies in evaluating their IT security status and
the performance of officials charged with implementing specific IT
security requirements. Agencies reported the results of their security
evaluations and their progress implementing their corrective action
plans according to these performance measures. These measures are
mandatory and help to ensure that accountability follows authority.
3. Improving security education and awareness. Through the
Administration's ``Go-Learn'' E-Government initiative on establishing
and delivering electronic training, IT security courses were available
to all federal agencies in late 2002. Initial courses are targeted to
CIOs and program managers, with additional courses to be added for IT
security managers, and the general workforce.
4. Increasing integration of security into capital planning and
investment control. OMB continues to aggressively address this issue
through the budget process, to ensure that adequate security is
incorporated directly into and funded over the life cycle of all systems
and programs before funding is approved. Through this process agencies
can demonstrate explicitly how much they are spending on security and
associate that spending with a given level of performance. OMB also
provided agencies guidance in determining IT security costs of their IT
investments. As a result, federal agencies will be far better equipped
to determine what funding is necessary to achieve improved IT security
performance.
5. Working toward ensuring that contractor services are adequately
secure. Through the Administration's Committee on Executive Branch
Information Systems Security, an issue group was created to review this
problem and develop recommendations for its resolution, to include
addressing how security is handled in contracts themselves. This issue
is currently under review by the Federal Acquisition Regulatory Council
to develop, for government-wide use, a clause to ensure security is
addressed as appropriate in contracts.
6. Improving process of detecting, reporting, and sharing information
on vulnerabilities. Early warning for the entire federal community
starts first with detection by individual agencies and reporting to
incident response centers at the FBI, GSA, DOD, or elsewhere. While it
is critical that agencies and their components report all incidents in a
timely manner, it is also essential that agencies actively install
corrective patches for known vulnerabilities. To further assist agencies
in doing so, GSA's Federal Computer Incident Response Center (FedCIRC)
recently awarded a contract on patch management. Through this work,
FedCIRC will be able to disseminate patches to all agencies more
effectively.
As agencies conduct more reviews, the number of security weaknesses
they will find is likely to increase. Based on agency and IG IT security
reports, agencies' plans of action and milestones, and IT budget
materials, both progress and weaknesses have been identified. OMB set
targeted milestones for improvement for some of the critical IT security
weaknesses. These targets include:
More agencies must establish and maintain an agency-wide
process for developing and implementing program and system
level plans. Plans of action and milestones must serve as an
agency's authoritative management tool, to ensure that program
and system level IT security weaknesses, once identified, are
tracked and corrected. By the end of 2003, all agencies shall
have an adequate process in place.
Many agencies find themselves faced with the same security
weaknesses year after year. They lack system level security
plans and certifications. Through the budget process, OMB will
continue to assist agencies in prioritizing and reallocating
funds to address these problems. By the end of 2003, 80
percent of federal IT systems shall be certified and
accredited.
While agencies have made improvements in integrating
security into new IT investments, significant problems remain
in ensuring security of new and in particular, legacy systems.
By the end of 2003, 80 percent of the federal government's
2004 major IT investments shall appropriately integrate
security into the lifecycle of the investment.
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Making Use of Statutory Authorities for IT Management
In addition to the cross-cutting steps taken to address each of these
chronic problems as discussed above, OMB has also begun to use one of
the key authorities established in section 5113 ``Enforcement of
Accountability'' of the CCA. Under this authority, the use of which has
been endorsed by the General Accounting Office (GAO), the Director is
required to evaluate information resources management practices of the
executive agencies with respect to IT investments. As part of this
evaluation OMB issued ``Clinger Cohen Letters''. These letters were used
to identify and halt further investment in potentially redundant IT
investments, and are summarized below.
Clinger Cohen Letters Issued:
E-Clearance issued on April 29, 2002 (B-02-03)
``Expedited Processing of National Security Clearances using the
Clearance Verification System''
The Clearance Verification System (CVS) ensures that there
is documentation in a centrally accessible databases of all
government issued security clearances, and is an important
element in the Administration's Homeland Security efforts.
The purpose of this bulletin is to direct Executive branch
departments and agencies whose clearance records are not in
JPAS or an intelligence community database to comply with the
Bulletin's requirements to load clearance information into the
combined environment. The bulletin also gives OPM the
authority to link the DoD and OPM systems to simplify and
automate locating investigations and clearances for anyone in
DoD or any civilian agencies, and will reduce the number of
reinvestigations.
Online Rulemaking Management issued on May 6, 2002 (M-02-08)
``Redundant Information Systems Relating to On-Line Rulemaking
Initiative''
The purpose of this memorandum is to advise agency heads of
the intention to consolidate redundant IT systems relating to
the President's on-line rulemaking initiative.
The memo directs all federal rulemaking agencies to:
--LLeverage and use a single, front-end web application for
receiving public comments on proposed agency rules by December
31, 2002.
--LConsolidate duplicative ``back end'' information
technology systems into an integrated solution built on an
existing system and processes by December 31, 2003.
--LConform agency IT spending to the On-Line Rulemaking
program plan.
Homeland Security issued July 19, 2002 (M-02-12)
``Reducing Redundant IT Infrastructure Related to Homeland Security''
Consolidation and integration of IT infrastructure across
the component agencies of the Department of Homeland Security
presents significant opportunities for savings while providing
the best investments for our homeland security mission.
The memo directs component agencies to:
--LCease temporarily all IT infrastructure system
development and planned modernization efforts above $500,000
pending an expedited review of all DHS component agencies
investments.
--LIdentify any current or planned spending on IT
infrastructure
--LParticipate in the Homeland Security IT Investment Review
Group led by the Office of Homeland Security (OHS) and OMB.
Homeland Security issued July 30, 2002 (M-02-13)
``Review and Consolidation of Business Management Systems for the
Proposed Department of Homeland Security''
An effective DHS requires high quality integrated common
systems. A similar opportunity to integrate IT for
effectiveness and economy exists in the case of management
systems for financial management, procurement, and human
resources.
The memo directs component agencies to:
--LCease temporarily new financial management, procurement,
and HR system development or modernization efforts above
$500,000 pending an expedited review of all DHS component
agency investment plans.
--LIdentify any current and planned spending on IT systems
directly for or related to financial management, human
resources management, and procurement.
--LParticipate in the Business Systems IT Review Group led
by OMB and OHS.
Recreation One-Stop issued on December 17, 2002 (M-03-03)
``Redundant Reservations Systems Relating to Recreation One-Stop
Initiative''
The purpose of this memorandum is to advise agency heads of
the intention to consolidate redundant IT systems relating to
recreation reservations systems as part of the President's
Recreation One-Stop Initiative.
Affected agency IT spending for recreation reservation
systems must conform to the Recreation One-Stop reservation
program plan and the October 2003 consolidation. If necessary,
OMB will apportion funds consistent with a migration plan
developed by the Recreation One-Stop reservation initiative
team.
E-Payroll issued on January 10, 2003 (M-03-05)
``Consolidating and Standardizing Federal Civilian Payroll''
The purpose of this memorandum is to advise agency heads of
the actions required to consolidate federal government Payroll
providers. Specific actions include:
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--LDoD, GSA, DOI, and USDA will proceed with payroll
processing migration and consolidation to two partnerships
under OPM's leadership.
--LAgencies who receive payroll processing from DoD, GSA,
DOI or USDA will remain with those providers through September
30, 2004.
--LAgencies identified to migrate to a new provider must
confirm selection of payroll processing provider with OPM no
later than February 3, 2003.
--LAgencies other than DoD, GSA, DOI, and USDA shall not
spend 2003 funds for modernization of payroll processing
unless that IT investment facilitates the agency migration to
one of the consolidated payroll processors.
Many agencies made significant progress in accomplishing the goals of
expanded E-Government, leveraging information technology to become more
citizen-centered and results oriented. For more information on agency
implementation of the Expanding E-Government initiative, see Table 22-1;
and for more information about the PMA Scorecard, see the ``Governing
with Accountability'' chapter in the Budget volume.
Improving Performance and Citizen Service Across Government through the
E-Gov Initiatives:
The expanded E-Government initiatives are improving the delivery of
government services to the citizen. Instead of putting thousands of
government forms and reams of information online, the federal government
is using technology as a tool to better serve citizens and improve
efficiency. IT provides higher quality of information at an often lower
cost to the government. People are able to choose when they access the
information and utilize these government services electronically. The
government is making progress both in agency-specific efforts and in the
cross-agency initiatives. Detail on these cross-agency initiatives is
provided in Table 22-2 of this document. Here are some highlights of
major successes since February 2002:
Volunteer.gov: Works in support of the President's USAFreedomCorps
initiative, allowing citizens to volunteer for more than 100,000
openings at national parks, veteran's hospitals and other federal
facilities.
Recreation.gov: One-stop online access to America's National Parks and
public recreation areas. The website includes links to 1900 federal
parks with over 750,000 site visitors per month.
GovBenefits.gov: One-stop access to information and services of almost
200 government programs representing more than $1 trillion in annual
benefits. GovBenefits receives over 500,000 visitors per month and is
represented on USA Today's list of ``Hot Sites.''
Integrated Acquisition: Supports cost-effective acquisition of goods
and services by agencies, while eliminating inefficiencies in the
current acquisition environment by providing a one-stop portal for
vendor registration. In addition, this initiative is providing
government purchasing managers with a past performance information
retrieval system and an on-line catalog of items available at different
prices from multiple agency contracts.
Progress has also improved in agencies becoming more citizen-centered
and results oriented, based on results from the perspective of the four
key citizen-centered groups.
Government to Citizen (G2C). The objective of the portfolio
is to provide one-stop, on-line access to information and
services for the citizen. The portfolio has met most of its
objectives, but work remains to be done. GovBenefits.gov has
compiled most government benefit programs online and developed
a tool so citizens can easily determine their eligibility for
benefit programs. The portfolio is reusing this tool on
specific benefit topics like seniors, loans, and
disabilities--multiplying its impact for the citizen. 77
percent of government site users have gotten tourism and
recreation information from government websites (Pew Internet
& American Life Project, April 2002). Recreation.gov has
merged recreation data from across the government into an easy
to use site that addresses this demand. It also provides the
same data to private sector sites that pick subsets for their
specific topic web site--``franchising'' much like GovBenefits
above. Finally IRS Free Filing is using a private-public
partnership to deliver free Internet tax filing to the public.
70 percent of those who filed their taxes online say have
saved time and about half say they saved more than an hour
(Pew).
Government to Business (G2B). The goal of the Government to
Business portfolio is to reduce burdens on business, provide
one-stop access to information and enable digital
communication using the language of E-Business (XML).
Businesses have started to receive benefits as a result of our
efforts through a series of one-stop portals and soon as a
result of limited information re-use across agencies. Success
from the Business Compliance One-Stop initiative can already
be found in Businesslaw.gov where businesses can access
information about laws and regulations and can use expert
tools that make it easier and cheaper to understand and comply
with laws and regulations. Exciting work has also begun to
form the basis for a unified portfolio of health data domains
that will allow for the sharing of medical record information
across government agencies and healthcare organizations. Under
the E-Rulemaking initiative, businesses will no longer need
the assistance of a lawyer or lobbyist to participate in the
regulatory process. Citizens and businesses can now easily
find, read and comment on proposed federal rules or
regulations at the regulations.gov website. Finally, the
Expanding Electronic Tax Products for Businesses Initiative
will benefit 5.4 million corporations by reducing
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the burden associated with filing the 1120/1120S (Corporate
Income Tax) Forms.
Government to Government (G2G). The G2G portfolio's primary
goal is to enable federal, state and local governments to more
easily work together to better serve citizens within key lines
of business. There are mixed results. Tremendous progress was
made on two initiatives, E-Grants and E-Vital. In 2002, both
projects worked closely with state and local governments to
create standards and pilots that facilitate data integration
and deliver measurable benefits to all levels of government.
Three other projects, relate to Homeland Security.
Stakeholders in these initiatives serve vital constituencies,
and in many cases maintain significant existing infrastructure
investments. The Disaster Management initiative launched a
portal (disasterhelp.gov) for public safety personnel that
includes secure messaging and tools to facilitate
communication and disaster response.
Internal Efficiency and Effectiveness (IEE). This
portfolio's focus is to apply industry best practices to
government. Accomplishments in 2002 initiated business
transformation successes by advancing agency partnering,
citizen focus, and reduction of stovepipe systems. DOT's
Virtual University investment was leveraged to deliver the E-
Training government-wide online training portal (Golearn.gov);
migrating online training services from over 40 agencies to
one, while supporting areas of competency in achieving Human
Capital goals. E-Payroll, through the efforts of multi-agency
teams, is initiating the migration of agencies from the
present 22 providers to two payroll partnerships, with a
projected lifecycle cost savings of $1.2 billion. Integrated
Acquisition has resulted in an agency-shareable single vendor-
performance file; a single vendor registration area that makes
it easier to do business with the federal government, and a
community platform for the Intra-Governmental Transfers, a
significant governmental accounting challenge. E-clearance has
defined the aggregation and sharing of clearances along a
single entry point, 98 percent of investigations will be
located with one search.
Looking to the Future: Overall Governance Process
In order to generate performance improvement from IT across the
government, it is necessary to rethink the organizational, governance,
and funding structures that hamper cross-agency coordination. Actively
managing federal IT investments as a consolidated portfolio is needed to
obtain more productivity from the federal IT investments. There are
major policy decisions that must be made, including what will be the
roles of agencies with overlapping responsibilities. These decisions
must be made to drive productivity and better deliver the services to
the citizens.
To facilitate the federal government working as one enterprise, the
government has developed a number of new tools. The FEA is helping to
identify opportunities for agencies to collaborate and eliminate
redundant spending. The FEA BRM describes the federal government by
common lines of business, and opportunities for key cross organization
initiatives. By describing the federal government around common business
areas instead of the stovepiped agency-by-agency view, it promotes
agency collaboration. The Performance Reference Model (PRM) provides a
framework for identifying performance improvement opportunities in
quality, costs, and cycle time, spanning traditional organizational
structures and boundaries.
In addition, the Expanding E-Government Initiative requires agencies
to develop modernization blueprints that will close performance gaps and
more effectively perform their mission to the citizens. Together, the
FEA and agency modernization blueprints identify what agencies have IT
investments and where there are gaps in leveraging technology for
performance improvement or opportunities to consolidate IT spending.
Agencies have started to come together under the leadership of the
President's Management Council (PMC) to establish a framework for
collaboration. The PMC has identified three of the E-Government
initiatives (Project SAFECOM on wireless interoperability, Disaster
Management, and E-authentication) as needing full PMC involvement, while
determining the remaining 21 should be managed by either the team of
agencies affected or a lead agency that has primary mission
responsibility addressed by an initiative.
In 2004 OMB proposes to add staff to the new Office of Electronic
Government and IT to develop and use the FEA. The FEA will be used to
identify both significant gaps as well as redundancies across agency
major IT investments.
While there are new tools to foster collaboration, agencies' CIOs have
not felt empowered to develop new joint investments. Using agency
business case data and the BRM, OMB identified that as much as 20
percent of agency IT requests could benefit from a joint agency
approach. However, of the approximately 1300 major projects that were
submitted in 2004, a small number were joint submissions from multiple
agencies. The government will continue to incorporate enterprise
architecture criteria into the regular process of developing joint IT
investment proposals as well as to use the budget process to reduce
duplicative spending.
Emerging from this process will be a systematic way to group
interagency initiatives into three areas. In each area, it will be
critical to assign clear responsibility to the agency or agencies that
must take the lead in implementing the initiatives. The three areas are:
1. IT and E-Government projects where it is clear that one agency has
the lead. These can be implemented through the normal agency-specific
budget process.
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2. IT and E-Government projects where a subset of agencies are
involved. These may require joint ownership and funding.
3. IT and E-Government projects that are common to all agencies or
rise and govern at a level of major policy significance. These will
require action from the PMC as a whole to be successful, as well as a
new way to finance their operations.
Expanding the Transformation by Modernizing Across Agencies
In order to continue, enhance, and make lasting E-Government
transformation, the Administration is working to integrate the FEA with
federal budget preparation and execution processes. The fully integrated
processes will allow continuous integration and consolidation of systems
and processes in order to better fulfill citizen needs. The FEA is a
powerful tool for identifying both key gaps and redundant efforts and
can be used to determine the most effective investment of IT.
A recent report by the National Commission on the Public Service,
chaired by Paul A. Volcker, entitled ``Urgent Business for America:
Revitalizing the Federal Government for the 21st Century'', found that
``Across the full range of government activities, new demands are
accelerating, and the pace of change is quickening. At the same time,
the federal government has had difficulty in adapting to the knowledge-
based economy and taking advantage of the significant advances in
technology.'' The FEA will allow the government to address these
challenges by identifying both significant gaps as well as opportunities
to leverage technology across agency processes. The FEA BRM describes
the federal government by common lines of business, and points to
opportunities for key cross organization initiatives.
Working with the Chief Information Officer's (CIO) Council, OMB built
a first version of the BRM. It has used this model to assess agency IT
investments for 2004 and identify areas for future integration across
agencies. The Administration is incorporating enterprise architecture
criteria into the regular process of developing joint IT investment
proposals. In addition, the new E-Government Act should the
identification and use of cross agency initiatives consistent with this
approach. The process is premised on several critical success factors:
The Director of OMB and the PMC work together to establish
targets for consolidation of IT initiatives to achieve
substantial cost and citizen service gains.
Federal agencies analyze IT redundancies and gaps in order
to achieve citizen outcome goals.
Business line owners in agencies are identified and provided
with the authority and resources to lead cross-agency
consolidation efforts.
Resources are committed by both the business line owners and
the involved agencies to ensure that complete and accurate
analysis of consolidation opportunities are conducted.
OMB oversees the overall process, utilizing the FEA, of
evaluating agency progress in eliminating redundancies and
gaps through the budget process.
Communication with key Congressional stakeholders, including
GAO and the appropriate committees, occurs regularly.
The Administration has defined an annual cycle for identifying,
analyzing and deploying opportunities to integrate and consolidate
activities along business lines that cross agency boundaries. The policy
of the Administration is that IT transformation will be based on
consolidation along lines of business and citizen needs: agencies will
have to make the business case for developing a unique solution.
As a result of deployment and use of the FEA BRM in evaluating 2004
agency IT budgets requests, OMB has been able to identify potential
redundancies in six business lines:
Financial Management--involves the aggregate set of accounting
practices and procedures that allow for the accurate, efficient,
transparent, and effective handling of all government revenues, funding,
and expenditures. This includes cost management, funds management,
financial reporting, general ledger management, payment management and
accounts receivable management. OMB identified over $250 million in
financial projects that are candidates for further analysis of potential
savings.
Data and Statistics--includes activities performed in providing data
and information pertaining to the current state of the nation in areas
such as the economy, labor, weather, international trade, etc.
Human Resources--includes all activities associated with the
recruitment, management and separation of employees. It includes
recruitment, staffing, employee and labor relations, advancement and
awards, benefit management, payroll management and expense
reimbursement, resource training and development and security clearance
management. Based upon a review of systems in the Human Resources
business line, OMB identified systems requests of over $50 million that
should be further assessed for potential savings.
Monetary Benefits--involves the allocation of money to members of the
public for retirement (e.g., Social Security), welfare, unemployment,
medical services (e.g., Medicare, Medicaid), and other related services.
Initial review revealed an estimated $200 million in investments that
require further assessment.
Criminal Investigations--includes the systems that support the federal
government's criminal investigation activities. Initial review revealed
an estimated $300 million in investments that require further
assessment.
Public Health Monitoring--involves activities associated with
monitoring the public health and tracking the spread of disease.
Funding for systems in these areas will be subject to review and
potential integration or consolidation. Teams composed of
representatives of each partner agency, the lead agency or ``business
line owner'', and
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appropriate OMB officials would be established to conduct a thorough
assessment of the potential redundancies in each business line. Based on
these assessments, funding would be aligned; the funding would then be
managed by the business line owners. A portion of the savings from
eliminating redundant systems within these business lines could be re-
allocated to higher priority activities, as appropriate, in coordination
with the agency.
Conclusion
E-Government is an integral part of the President's Management
Agenda, making it easier for citizens and businesses to interact with
their government, save taxpayer dollars and streamline citizen-to-
government transactions. Table 22-1 summarizes the results of IT
management processes at major agencies while Table 22-2 provides summary
information on each of the Presidential E-Government initiatives. A copy
of the President's E-Government strategy, which includes additional
information on each of the E-Government Initiatives, is available on the
OMB Web site at www.omb.gov.
In conclusion, while the federal government has made significant
progress in implementing E-Government to better serve the citizen
efficiently, work remains. The federal government must further
rationalize its architecture to eliminate redundant IT investments that
are both costly and often create unnecessary burden to the citizen. OMB
expects the number of interagency E-Government initiatives to grow
significantly in the 2005 budget process as a result of the further
deployment of other FEA Reference Models and the expansion of OMB's FEA
governance processes, as discussed above. Agencies must continue to
collaborate together to develop innovative solutions and work as one
federal enterprise instead of individual agencies. OMB will continue to
focus agencies on achieving measurable results from IT investments.
Agencies must also continue to improve their workforce to better manage
its IT investment and improve the security of these investments.
[[Page 421]]
Table 22-1. EFFECTIVENESS OF AGENCY'S IT MANAGEMENT AND E-GOV PROCESSES
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Capital Planning and Investment Enterprise Architecture (EA) Process Improvement Milestones for
Control (CPIC) Effectiveness Effectiveness Business Cases for IT Projects E-Gov Progress Calendar Year 2003
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Agriculture
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USDA's CPIC process is used in USDA's EA is continuing to focus on For the 2004 budget, USDA prepared 50 USDA continues to participate in many The Department should create an
concert with their Modernization the business, data, application, and business cases. 48 made the business E-Gov initiatives including Safecom, integrated EA effort that
Blueprint, EA, and their E-Gov technology layers of the EA. USDA is case. USDA will review its IT Gov-Benefits, Geospatial, e-Loans, e- consolidates the myriad of EA
Strategy throughout the budget also working to integrate the EA investments to ensure that projects Grants, e-Payroll, e-Training, e- efforts underway in the Department.
process. The CPIC and EA are working efforts throughout the department. and systems that meet the criteria Travel, Integrated Acquisition, and All organizations within USDA
toward full integration. for major projects provide business e-Authentication. Starting in 2003, should partner with the
cases. USDA will participate in the e- Department's Office of the CIO to
Grants pilot by using the new eliminate the redundant EA efforts
standard for grant applications and and to continually pursue
synopsis data. The USDA E-loans opportunities for consolidating
initiative must be aligned and office automation.
coordinated with the government wide
e-Loans initiative managed by the
Department of Education. As a
federal payroll provider, USDA is
responsible for financing and
migration strategies to ensure e-
Payroll goals are met. USDA's
progress in complying with GPEA has
58 percent (272) of its 469 total
transactions projected to meet the
deadline.
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[[Page 422]]
Commerce
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All components (CIO, CFO, Procurement DOC's EA work is identifying key Commerce provided business cases for DOC's International Trade In 2003, Commerce should continue
Executive) participate in the CPIC business modernization issues and all major systems and 60 percent of Administration is the managing their efforts to align the agency
process. DOC has made progress has made progress on developing the its total IT investments. partner of the International Trade EA with the Federal Enterprise
toward integrating its CPIC and EA 4 layers (Business, Data, Process Streamlining initiative Architecture. The department will
processes. Application, Technology). The EA is (ITPS), and NOAA and Census are continue and increase involvement
used to make budget decisions about actively involved in the Geospatial in the development and deployment
IT investments. One-Stop initiative. DOC is also of the President's E-Government
participating in the integrated initiatives. By mid-February, the
project team of Project SAFECOM and Department will update the Agency's
is involved in Rec-One Stop, e- IT Strategic Plan, tie to specific
Grants, e-Training, e-Travel, measurable results and identify 2-3
Integrated Acquisition and e- major modernization initiatives for
Authentication. DOC has made the department that are also
progress in meeting its GPEA strongly linked to measurable
requirements; only 11 significant outcomes/results.
transactions (transactions with over Commerce will submit a revised
5000 respondents) will be delayed Enterprise Architecture that
beyond the end of 2003. reflects these major modernization
initiatives.
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[[Page 423]]
Department of Defense
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DoD operates a lengthy budget review DoD's Enterprise Architecture, the DoD submitted complete business cases DoD is involved in many of the E-Gov DoD will release the newest version
process, the Planning, Programming Global Infrastructure Grid (GIG), is for 184 major projects, as defined initiatives including, Online (version 2.0) of the department's
and Budgeting System (PPBS), which a good start for developing an by DoD, totaling about $14 billion. Rulemaking Management, Disaster Enterprise Architecture, known as
serves as the capital planning and Enterprise Architecture. The newest This shows a substantial improvement Assistance and Crisis Response, the Global Information Grid (GIG)
investment control process for DoD. version, Version 2.0, to be released by the department to increase the Project Safecom, e-Grants, in January 2003 for Departmental
The PPBS system often fails, in January 2003 for departmental visibility into the Information Geospatial One-Stop, Integrated coordination. DoD will release the
however, to link budget and coordination, is expected to expand Technology portfolio. In addition, Acquisition, e-Authentication, and e- Financial Management ``To-Be''
performance for Information the scope of the current version of the quality of the business cases Records. DoD is commended for the Architecture in April 2003. DoD
Technology systems and to integrate the Enterprise Architecture. The DoD improved greatly. work it has done with the E- will continue to determine the most
Information Technology efforts with Chief Information Officer will work Clearance and E-Authentication E-Gov appropriate alignment of the
the mission of the department. to ensure the Financial Management projects. DoD is also working with department's Enterprise
Architecture (FMA) effort is other federal agencies in the e- Architecture and the Financial
consistent with the department's Payroll initiative. DoD is improving Management Architecture with the
Enterprise Architecture, the Global the coordination and alignment of Federal Business Reference Model.
Infrastructure Grid. the medical care delivery systems in
DoD and the Department of Veterans
Affairs (VA). DoD continues to make
progress implementing the
requirements of GPEA. DoD projects
that 69 percent (94) of 137 total
transactions will meet the deadline
to comply with GPEA.
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[[Page 424]]
Education
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All components (CIO, CFO, PEC) Education's EA work has made progress Many of ED's projects failed to make ED's E-Gov efforts are resulting in In terms of EA, ED must develop a
participate in its CPIC process. The on developing the 4 layers successful business cases because of tangible efficiencies and comprehensive strategy that
Department has developed an (business, data, application, and security weaknesses and will be improvements. ED has improved its clarifies:
integrated CPIC process which will technology), but does not yet fully placed on the ``At-Risk'' list for business cases and investment review the factors that will guide
allow for analysis of IT investments address security. ED has developed a monitoring. ED will report to OMB on process and is significantly ahead EA development prior to One-ED
for compliance with the EA. draft Security Reference Model which a quarterly basis the progress made of other agencies on GPEA completion;
addresses this shortfall. ED should toward certifying and accrediting requirements. The Department is how IT decisions will be
continue its work to align FSA's EA each system described in an ``At- involved in a number of the E-Gov coordinated with both an
with the Department's EA and the Risk'' business case. initiatives including Gov-Benefits, ``interim'' EA and ongoing
Federal Enterprise Architecture. e-Loans, e-Grants, e-Travel, e- information provided by One-ED; and
Training, Integrated Acquisition and how agency-wide IT
e-Authentication. The Department decisions will be coordinated with
should begin implementation of the e- FSA IT decisions prior to the
Loans initiative. ED has made completion of an integrated EA. ED
progress in meeting GPEA should continue the implementation
requirements: 74 percent (126) of of system risk assessments and
its transactions (representing 88 associated corrective action plans,
percent of the total respondent and certify and accredit all major
burden) are projected to have an systems.
electronic option. ED is developing
a plan for the incorporation of the
remaining relevant transactions.
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[[Page 425]]
Energy
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The Department has a strong CPIC DOE has made significant progress on The Department has made significant The Department should continue The Department should create an
process that is integrated with both its EA efforts and should continue progress on providing business cases working on the E-Gov initiatives. It integrated EA effort that
the EA efforts and the budget working on aligning its EA with the compliant with A-11 and A-130. is currently a partner in including accommodates the myriad of EA
process. Federal Enterprise Architecture However, many of DOE's projects Gov-Benefits, E-Records, E-Grants, E- efforts underway in the Department.
(FEA) effort. failed to make successful business Training, E-Travel, Integrated All organizations within DOE are
cases and will be placed on the ``At- Acquisition, and E-Authentication. directed to partner with the
Risk'' list for monitoring. DOE must DOE's progress in complying with Department's Office of the CIO to
report to OMB on a quarterly basis GPEA indicates three of the eliminate the redundant EA efforts
on the progress made toward projected 19 transactions will meet and to continue to pursue
strengthening business cases for the deadline of 10/03. opportunities for consolidating
``At-Risk'' projects and the office automation and
management of the projects. infrastructure buys by utilizing
enterprise licenses and
Departmental purchases. DOE is also
reviewing all financial management
systems and efforts to ensure
alignment with the Department's
plans for I-MANAGE.
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Health and Human Services
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HHS shows evidence of commitment to The departmental EA efforts are in HHS' IT projects are generally HHS has continued to lead well on E- Improve coordination of HHS's
strengthening its central CPIC the early stages, not addressing tracking well on cost, schedule, and Grants and Consolidated Health internal IT activities with E-
process. Progress must continue and equally all parts of the Department, performance. However, more than 50 Informatics (CHI). On the cross- Grants, Geospatial One-stop and E-
produce results including a true and manifested in several separate percent of the HHS major system agency E-Gov agenda front, HHS has Gov initiatives related to
integration of IT capital planning Enterprise Architecture efforts. business cases (Ex. 300s) require moved forward on many detailed simplifying administrative systems.
with the general budget decision- improvement because they implementation issues encountered in OMB notes that work on the
making process. inadequately address security. HHS E-Grants, filed the Ex. 300 for Enterprise Architecture should
did not submit Ex. 300s for some Consolidated Health Informatics, and progress quickly to an integrated
large projects. increased commitment of resources. and comprehensive departmental
HHS's progress report on complying process for EA, to identify and
with GPEA shows 63 percent (212) of reduce redundancies, and map the
its 337 total transactions projected Departmental EA to the Federal
to meet the deadline. Additional Enterprise Architecture efforts of
progress is dependent upon OMB.
establishing a Public Key
Infrastructure for electronic
signatures, working with the E-
Authentication initiative.
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[[Page 426]]
Housing and Urban Development
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HUD has a strong CPIC process that is HUD has made significant progress on HUD submitted business cases on 100 HUD has continued to be a partner in HUD will develop an Action Plan for
integrated with both the EA efforts their EA efforts and should continue percent of major systems for the many of the 24 E-Gov initiatives, meeting milestones in major
and the budget process. working on aligning their EA with 2004 Budget and were operating including: Gov-Benefits, Online systems. HUD must continue to make
the Federal Enterprise Architecture within 90 percent of submitted cost, Rule, E-Grants, E-Loans, E-Training, progress in delivering new working
(FEA) effort. schedule, and performance targets. E-Travel, Integrated Acquisition, systems, including the FHA Ledger
and E-Authentication. HUD delivered Project and other important
the New FHA module on time. Given delivery milestones to be laid out
HUD's number of transactions, it is by HUD.
recommended that HUD move to
aggressively implement the
requirements of GPEA.
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Interior
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Interior's CPIC process and Interior is reviewing its many Significant strides have been made to Recreation One-Stop is making good The Department is creating an
governance document was piloted in separate and uncoordinated EA identify all IT investments and to progress and will expand to include integrated and comprehensive
2002, revised, and reissued to efforts and creating an integrated use OMB's Exhibit 53 and 300s to enhanced links to reservation and departmental process for EA to
bureaus for implementation. and comprehensive departmental display and track IT investments. other services. Geospatial One-stop identify and reduce redundancies of
process for EA. OMB was briefed on The initial budget submission is being coordinated with Federal EA efforts across the department
the strategy and the agency is included business cases for 35 agencies, states, and local and working with OMB to develop a
moving forward on these efforts. projects with 20 of them remaining governments. Interior hired a department-wide EA process.
on the ``At-Risk'' list. Interior permanent Executive Director and Interior continues its efforts to
has recently submitted additional established an intergovernmental map the departmental EA to the
business cases and strengthened Board of Directors for the project. Federal Enterprise Architecture
business cases initially submitted. Interior is making progress in efforts of OMB. OMB endorses the
Interior will continue strengthening complying with GPEA. OMB identified process used by Bureau of Land
the business cases on the ``At- 271 eligible GPEA transactions for Management. The EA should be fully
Risk'' list and the projects they Interior to review. Of these, developed to a detail level that
represent. Interior will review its Interior identified an initial 80 ensures the efficient management of
IT portfolio and ensure that all eligible for conversion--50 percent Department IT resources, not merely
projects meeting the major project will be completed by the deadline a high-level overview. The
definition provide business cases. and Interior will make every effort Department will implement an inter-
Interior and OMB will work together to complete the others by the bureau IT consolidation. Interior's
to improve the linkage between deadline. For the remaining possible CPIC process will be implemented at
budget data and IT investment data eligible transactions, Interior is the bureau level in 2003. The
from Exhibit 53. reviewing the transactions to remaining 50 percent (40) of
determine the feasibility of making initial eligible GPEA transactions
those transactions electronic in will have plans in place to be
tandem with its information completed post 10/2003.
technology modernization.
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[[Page 427]]
Justice
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All components (CIO, CFO, PEC) DOJ has made progress toward DOJ prepared 2004 business cases for The Department issued its Strategic The Department will create an
participate in the CPIC process. integrating their CPIC and EA. their major investments; however, Plan in July of 2002. The Department integrated and comprehensive
Justice's work on its EA shows many will be placed onto the ``At- was active in a number of E-Gov departmental process for EA,
progress in developing the 4 layers Risk'' List due to deficiencies that initiatives including E- including identifying and reducing
(business, data, application, and must be addressed. Authentication and E-Grants. It was redundancies in these separate
technology), but does not yet fully also involved in other E-Gov approaches. Justice will work with
address security. Justice does use initiatives including Disaster, OMB to develop a department wide EA
the EA to make decisions about IT Safecom, e-Travel, e-Training, and process and continue its efforts to
investments. The Department appears Integrated Acquisition. It should map the Departmental EA to the
to have many separate and continue to stay an active Federal Enterprise Architecture
uncoordinated Enterprise participant in these initiatives. As efforts of OMB. The Department
Architecture efforts. part of the e-Authentication should conduct an analysis to map
Initiative, DOJ is requested to its major system 300s to business,
coordinate its E-Commerce Controlled stakeholders, and selected other
Substances Ordering System effort layers of the IT architecture.
with the e-authentication project
and report its progress in Spring
Review. DOJ's progress in complying
with GPEA has 63 percent (68) of its
108 total transactions projected to
meet the deadline.
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[[Page 428]]
Labor
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DOL's CPIC process is used to DOL's EA is a Modernization Blueprint Only 15 of DOL's 55 business cases DOL was the first department with a GovBenefits should work with State
implement the Modernization for improving agency mission were evaluated as ``At-Risk''. Most central IT fund to promote cost- governments to define virtual
Blueprint and EA throughout the performance and is consistent with of these were for lack of security effective investments to serve its social services application forms.
budget process. The CPIC and EA are the FEA BRM. It addresses the four reviews that were already in mission. The percentage of Labor should complete
fully integrated. layers (business, data, application, progress but not complete. All of investments in this fund, while implementation of its common e-mail
technology) and security. It is used these business cases are scheduled still small, increased from 13 system, which is scheduled for 5/
to make budget decisions about IT. for revision within the first percent in 2002 to 17 percent in 03. DOL should establish an
DOL should continue to work to quarter of CY 2003. 2003. DOL is the managing partner of integrated, publicly accessible
ensure that its EA efforts are GovBenefits, which was launched website for Service Contract Act
consistent with the Federal publicly April 29, 2002. DOL is a wage determination data. DOL should
Enterprise Architecture. partner agency and active complete its IT improvements to its
participant in 12 other E-Gov Davis-Bacon system.
initiatives. DOL's progress in
complying with GPEA has 73 percent
of their transactions projected to
meet the deadline. In 2003, it
should work toward ensuring the
streamlining of all of its
electronic transactions that had
until recently been paper-based. In
this way, DOL will move toward being
an exemplar for converting paper to
E-Government transactions.
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[[Page 429]]
State
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State is currently reviewing its CPIC State's initial EA is heavily focused Since September 30, 2001, State has State is a participating partner in State and USAID agreed to develop a
process and has negotiated an on the technical aspects of the markedly improved its business several E-Gov initiatives; however, joint Enterprise Architecture and
improvement plan with OMB to address enterprise and does not provide a cases. None of the business cases it seems that State is continuing to identify opportunities for
CPIC, EA, and E-Gov issues. Modernization Blueprint for the submitted with the 2004 budget develop systems in isolation that collaboration and consolidation of
agency. OMB received an EA Project failed. 15 of 24 are on the ``At- would benefit from collaboration IT systems, beginning with
Plan from State with milestones that Risk'' list, a big improvement over with other agencies, in particular financial management. State is
clearly defines how the agency will last year. State should continue USAID. State Department is beginning launching a major new system,
move forward on their EA work. strengthening those business cases to partner with the E-Government e- SMART, designed to replace many key
on the ``At-Risk'' list and the Training project management team. functions (cables, messaging,
projects they represent. State State's progress in complying with document management). This project
should also review its IT portfolio GPEA has 48 percent (45) of its 94 could be the lynchpin of State's
to ensure that all projects meeting total transactions projected to meet operations. We expect that State's
the definition of ``major'' provide the deadline. management team will diligently and
successful business cases. carefully plan, design, and
evaluate this new system. One key
aspect that must be considered is
how SMART meshes with the E-Gov
initiatives and how it will
function as a shared multi-agency
tool. State's new E-diplomacy
office should work in concert with
State's Information Resource
Management Office to assess how IT
systems meet the Administration's
goals to unify, simplify, and
reduce redundancy in IT systems
government-wide.
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[[Page 430]]
Transportation
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DOT has made progress in the area of DOT's EA is still in the early stages The department has made tremendous DOT is an active partner and continue The Department will provide OMB an
its CPIC process, including of development. DOT needs to progress in terms of providing to be in many of the E-Gov update on its progress at least
finalization of its overall IT CPIC maintain its focus on a business business cases as part of the initiatives including Rec-One Stop, quarterly and further integrate its
policy and convening of the driven EA that addresses all of the budget, though much work remains to Disaster, Safecom, Online EA into the budget process for
Departmental Investment Review necessary security issues and an EA be done in this area. The initial Rulemaking, Geospatial, e-Grants, e- future years. DOT should work with
Board, which resulted in the that is aligned with the Federal budget submission included business Training, e-Travel, Integrated the Online Rulemaking Management
consolidation of multiple redundant Enterprise Architecture effort. cases for 85 projects. 44 of these Acquisition. DOT's progress in Initiative managing partner (EPA)
systems. This consolidation effort projects remain on the ``At-Risk'' complying with GPEA has 90 percent to develop and adopt a common
is underway and will be reflected in list and Transportation should (338) of its 375 total transactions rulemaking solution. As part of E-
the 2005 submission. The department continue to strengthen the business projected to meet the deadline. Authentication, it should
should continue strengthening the cases and the projects they coordinate with the Common Access
process and ensure that the CPIC is represent. Architecture--Public Key
fully integrated with the budget and Infrastructure (PKI) for Digital
EA. Signature project with the E-
authentication team to determine if
this system is redundant with e-
authentication.
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[[Page 431]]
Treasury
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While Treasury's CPIC process has Treasury's EA has a very strong The Department cannot demonstrate Treasury is leading two E-Gov Develop a project plan that
existed within the Department it technology layer with little that its IT investments are initiatives, Free Filing and describes how Treasury will achieve
does not appear to be integrated business and data information. achieving at least 70 percent of Expanded Electronic Tax Products for an integrated CPIC process across
with the budget process. The bureaus Treasury should continue work on planned costs, schedule, and Business and is actively supporting the Department during 2003 before
within the Department have their EA and provide information in performance goals. The majority of expansion of Pay.gov. It should publication of the President's
independent CPIC processes that fail the four layers (business, data, its business cases for 2004 did not deploy the Internet application for Budget. Create an integrated and
to be integrated into one Department application, and technology) with a successfully make the business case EINs as part of the One-Stop comprehensive departmental process
wide process. clear view of how Treasury will use and therefore will be placed on the Business Compliance project. for Enterprise Architecture (EA).
the EA to modernize the agency. ``At-Risk'' list. Treasury should carefully review the To do this, it would help to
IT portfolios of its bureaus to identify and reduce redundancies in
ensure that the bureaus are the current separate bureau by
investing in projects in a manner bureau approaches. These
fully consistent with the government- architecture efforts should include
wide E-Government initiatives and efforts to map the Departmental EA
continue participating in such to the Federal Enterprise
projects as Free Filing, Online Architecture. All bureau-specific
Rule, Expanding Electronic Products EA efforts should be put on hold
for Business, e-Training, e-Travel, until a Department-wide EA plan,
Integrated Acquisition, and e- consistent with the Federal
Authentication. Treasury's progress Enterprise Architecture efforts, is
in complying with GPEA has 36 developed.
percent (256) of its 700 total
transactions projected to meet the
deadline. 86 percent of these
transactions are from IRS, who
should continue to make progress
towards GPEA compliance and the goal
established by the IRS Restructuring
and Reform Act of 1998 (RRA98) of 80
percent of all tax and information
returns being filed electronically
by 2007.
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[[Page 432]]
Veterams Affairs
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VA has implemented a CPIC process VA should continue its efforts to The 2004 budget submission VA has expanded its participation in VA will continue to implement the
governed by its Senior Management modernize IT using the EA effort and demonstrates significant improvement E-Gov initiatives, including centralization of IT authority
Committee (SMC). VA has made report quarterly progress on in VA's business cases. While a becoming a significant partner in at under the CIO. VA will continue
progress toward integrating their milestones to OMB. VA should number of the business cases were on least one project in each of the populating the One-VA Enterprise
CPIC and EA. continue looking for opportunities the ``At-Risk'' list, the department four E-Gov portfolios. VA will Architecture. It should complete
to unify, simplify, and consolidate has continued to strengthen these continue participation in E-Gov the crosswalk of the VA EA with the
around the needs of the veterans. business cases and the projects they initiatives, especially e-Payroll, e- Federal EA and Business Reference
represent. There are opportunities Grants, e-Loans, e-Travel, e- Model (BRM). VA and DoD
for VA and DoD to expand Training, e-Authentication and Gov- collaboration milestones: VA and
collaboration on projects. VA should Benefits. VA's progress in complying DoD should provide OMB with a joint
increase its coordination and with GPEA has 88 percent (156) of draft site selection proposal three
alignment with VA's and DoD's its 177 total transactions projected weeks prior to submission to
medical care delivery systems. This to meet the deadline. Congress, quarterly reports
effort will allow both Departments detailing progress on development
to better serve their beneficiaries, of the pilot projects (starting
many of whom are dually eligible, April 1, 2003), and a joint
while using Federal funds more implementation plan before
efficiently and effectively. These proceeding with operations at the
efforts should be in addition to pilot sites (by July 15, 2004).
efforts currently underway.
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[[Page 433]]
Environmental Protection Agency
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EPA's CPIC process has all the EPA has provided a baseline ``As Is'' EPA submitted revised 2004 business As the managing partner for the EPA is already working to better
components (CIO, PEC, CFO) architecture and is rapidly creating cases as required. After final Online Rulemaking initiative, EPA integrate their budget planning and
participating in the process. EPA a Modernization Blueprint and review, 100 percent of business has established a highly capable CPIC processes. The agency
has made progress toward integrating identifying key business cases received passing scores. program management office for this submitted its Target Architecture
CPIC and EA. However, additional modernization issues as part of project and is poised to deliver the in December and is continuing to
work remains to integrate the CPIC their target architecture. It has rulemaking website ahead of develop a robust Enterprise
and budget processes. made progress on developing the 4 schedule. Overall, EPA is currently Architecture that will serve as the
layers of the Enterprise participating in 14 of the 24 E- Agency's Modernization Blueprint.
Architecture (business, data, Government initiatives. EPA's EPA should also continue its
application, and technology), but progress in complying with GPEA has involvement in all appropriate E-
does not fully address security. EPA 26 percent (131) of its 505 total Government initiatives including e-
should continue its work to align transactions projected to meet the Travel, Disaster Management,
agency EA efforts to the Federal deadline. Geospatial, Integrated Acquisition,
Enterprise Architecture. e-Records, and e-Authentication. To
support this, the agency should
continue its centralized mechanisms
for ensuring its active
participation in the initiatives.
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[[Page 434]]
General Services Administration
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GSA has all of the appropriate GSA has developed a satisfactory ``As- GSA has made progress on providing GSA continues to provide good support GSA should demonstrate it is making
organizational components (CIO, PEC, Is'' financial management business cases compliant with A-11 for the five E-Gov initiatives for IT decisions across the enterprise,
CFO) participating in its CPIC architecture and recently submitted and A-130. However, many of GSA's which GSA is managing partner and with full service involvement (e.g.
process. GSA has made progress the ``To-Be'' architecture for its projects failed to make successful OMB E-Gov activities generally. It the work begun on Enterprise wide
toward integrating its CPIC and financial management functions. business cases because of security should continue its participation in Infrastructure, web page content
Enterprise Architecture (EA). GSA While GSA has made progress towards weaknesses and will be placed on the the E-Gov initiatives as managing management, and Customer
issued a 5 year IT Strategic Plan in developing a modernized financial ``At-Risk'' list for monitoring. GSA partner of Federal Asset Sales, e- Relationship Management). GSA must
December, 2002. management architecture approach must report to OMB on a quarterly Travel, Integrated Acquisition, USA continue to fully leverage its
because these financial management basis on the progress made toward Services, and e-authentication. It partner resources for the five E-
functions constitute most but not strengthening business cases for should also continue its Gov initiatives it manages; and
all of the enterprise, the EA is ``At-Risk'' projects and the participation in e-Payroll and e- actively participate in the
still technology-driven, and not management of the projects. Records. By March 14th 2003, GSA internal efficiency initiatives
business driven. should provide OMB a schedule for where GSA currently has redundant
adding the Federal Acquisition or complementary systems (e-
Institute and the Applied Learning Training and Recruitment One Stop).
Center training activities to the e-
Training website. GSA's recent GPEA
report to OMB has all of GSA's
remaining 48 transactions, which are
not yet GPEA compliant projected to
meet the October 2003 deadline.
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Agency for International Development
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USAID has made progress in updating USAID EA has a very strong technology Since September 30, 2001, USAID has USAID and State will develop a joint State and USAID will develop a joint
its CPIC process since last year layer with some business and data markedly improved its business Enterprise Architecture and identify Enterprise Architecture and a plan
primarily through its Business information. USAID has been in the cases. None of the business cases opportunities for collaboration and for increased IT collaboration.
Transformation Executive Committee process of updating their EA. They submitted with the 2004 budget consolidation of IT systems, USAID will also investigate
(BTEC). It is in the process of should continue these activities and failed, however all six of the beginning with financial management. potential collaboration with other
defining requirements for its newly provide information in the four business cases that were submitted In addition, USAID has begun more agencies on their grants and
established Capital Investment layers (business, data, application, were placed on the ``At-Risk'' List. active participation in government- acquisition systems. Finally, USAID
Working Group. USAID will update its and technology) with a clear view of USAID should continue strengthening wide initiatives, including e- will bring their business cases in
CPIC process to reflect the group's how AID will use the EA to modernize those business cases on the ``At- Grants. USAID's GPEA plan shows that compliance with A-11 requirements
participation in the agency's CPIC the agency and collaborate with Risk'' list and the projects they 92 percent of its transactions are and be a full and active
process. State. represent. USAID should also review projected to meet the deadline. participant in relevant government-
its IT portfolio to ensure that all wide initiatives, including e-
projects meeting the definition of Grants and Integrated Acquisition.
``major'' provide successful
business cases.
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[[Page 435]]
National Aeronautics and Space Administration
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NASA's has all the appropriate NASA has aligned its Enterprise NASA has made great strides in NASA is aggressively increasing its NASA should create an integrated
stakeholders participating in the Architecture with the Federal refining its plans and processes for integration of E-Government CPIC process that incorporates the
CPIC process (e.g., the CIO, Business Reference Model and monitoring and reporting on its IT activities internally, and continues various centers and enterprises
Procurement Executive (PEC), and discussed it with the OMB Chief investments. However, only two of to participate in four interagency E- into one unified CPIC process. NASA
CFO). Technology Officer. NASA's 14 IT business cases were Gov initiatives. Additionally, NASA has made some progress toward
judged to be adequate and not ``At- is providing informal support to integrating its CPIC and Enterprise
Risk''. NASA and OMB will continue five other interagency initiatives. Architecture (EA). NASA needs to
to review its IT portfolio to NASA has a key role in cross-agency create an integrated EA effort that
improve the information that NASA certification of Public Key accommodates the various EA efforts
collects and to determine which IT Encryption. NASA should continue underway in the agency. All centers
investments require business cases. being an active participant in the and enterprises within NASA are
following E-Gov intiatives: e- directed to partner with NASA's
Travel, Geospatial, e-Training, Office of the CIO on these EA
Integrated Acquisition, and e- efforts, eliminate any redundant EA
Authentication. NASA will take efforts, and continually pursue
necessary steps to make its OneNASA opportunities for consolidating
Portal operational by February 2003. office automation and
The NASA CIO and Comptroller have infrastructure buys.
issued new guidance letters on the
collection of information to address
IT investments and their alignment
with IT security. As NASA already
provides online access to a majority
of its transactions, the agency is
making progress towards compliance
with GPEA. However, NASA should
concentrate its efforts on the
information collections related to
IFMP.
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[[Page 436]]
National Science Foundation
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NSF's CPIC process is used to NSF's EA is consistent with the NSF submitted 5 business cases. While NSF receives over 99 percent of its NSF should continue work to ensure
implement the agency's Enterprise Federal Enterprise Architecture some of them were initially placed annual proposals electronically that the agency's EA efforts map to
Architecture (EA) throughout its Business Reference Model. on the ``At-Risk'' list, NSF has through its FASTLANE system. NSF and support the Federal Enterprise
budget process. The CPIC and EA are continued to strengthen these continued as an active partner in e- Architecture. Based on its upcoming
fully integrated. business cases and the projects they Grants, it has paid its full share Business Analysis, NSF will develop
represent. of e-Grants Phase I costs. It should its next generation Enterprise
continue its involvement in the E- Architecture that supports and maps
Gov initiatives and seek additional to the Federal Enterprise
opportunities to participate in the Architecture. It will include the
E-Gov initiatives. NSF's progress in development of a phased
complying with GPEA is excellent. Of implementation plan for the
NSF's nearly 25 transactions, it has identified new technologies. NSF
only one transaction that lacks a should ensure that its five-year IT
date for GPEA compliance. strategic plan is consistent with
government-wide E-Gov efforts.
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Office of Personnel Management
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OPM uses its CPIC process to OPM's EA is a Modernization Blueprint Business cases for major projects OPM leads five of the 24 Continue to achieve planned security
implement the Modernization for improving agency mission substantially comply with the governmentwide E-Gov initiatives-- remediation activities for 42
Blueprint and EA through the budget performance. The next update will requirements of OMB Circular No. A- Recruitment One-Stop, e-Training, e- program systems and report progress
process. align OPM's business lines to the 11 and A-130. Major projects with Clearance, Enterprise HR quarterly.
Federal Enterprise Architecture and approved cost, schedule & Integration, and e-Payroll--that
the governmentwide and agency E-Gov performance goals are on time, support the federal employee
initiatives. within budget and meeting lifecycle and help to transform
performance objectives. federal human capital management. At
least 81 percent of OPM's
information transactions will meet
the GPEA deadline for electronic
options.
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[[Page 437]]
Small Business Administration
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SBA's CPIC process has all the Through SBA's EA work, the agency is Submitted revised 2004 business cases Established BusinessLaw.gov to SBA is steadily improving its IT
necessary components (CIO, PEC, CFO) currently identifying key business as required. After final review, 100 provide small businesses easy access processes and business cases have
participating in the decision making modernization issues, and has made percent of business cases received to information on how to find, shown improvements. SBA must
process. SBA has made progress progress on developing the 4 passing scores. understand, and comply with formally implement its EA process
toward integrating its CPIC and EA. critical IT layers (business, data, government regulations. Citizen one- and ensure that CFO, procurement,
SBA needs to improve IT program application, technology). stop service delivery integrated and other officials partake in the
performance oversight. Nonetheless, the EA does not yet through Firstgov.gov. SBA plans to investment decision and review
fully address security. SBA should enhance management and support of process.
continue aligning its EA efforts customers and partners through
with the Federal Enterprise implementation of relationship
Architecture. models, including the elimination of
program ``stove-pipes'' and better
integration of all programs and
delivery systems through one-stop
shops and/or supply chain
management. techniques. SBA should
continue its participation in e-
Loans, One Stop Biz, e-Training,
Integrated Acquisition, and e-
Travel. SBA projects that 81 percent
(47) of its 58 total transactions
will meet the GPEA deadline.
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Social Security Administration
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SSA's CPIC process is integrated with SSA's EA work is currently SSA provided business cases for all SSA remains a paper-driven agency but SSA should continue working to align
business modernization plans and the identifying key business major projects but does not show is building capacity to reduce its EA efforts with the Federal
budget process. The CPIC and EA are modernization issues, has made that 90% of projects meet cost, reliance on paper-based processes Enterprise Architecture and
fully integrated. progress on developing the 4 layers schedule, and performance goals. and provide integrated service actively pursue opportunities to
(business, data, application, delivery in the future. SSA is the collaborate with other agencies to
technology), but does not yet fully managing partner for e-Vital, which design and deliver systems around
address security. is on schedule, and participates in the needs of the citizens.
e-Authentication, e-Training and
other cross-agency initiatives. SSA
formulated performance indicators
for customer Internet usage and
established baseline data. SSA
projects that 16 percent (32) of
SSA's 201 total transactions will
meet the GPEA deadline.
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[[Page 438]]
National Archives and Record Administration
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NARA's CPIC process has all of the NARA's EA work is currently NARA has made significant progress on NARA serves as the Managing Partner NARA should continue working to
components (CIO, PEC, CFO) identifying key business providing business cases compliant for the E-Records E-Gov initiative. align its EA efforts with the
participating. NARA has made modernization issues, has made with A-11 and A-130. However, most It should continue to be an active Federal Enterprise Architecture. It
progress toward integrating their progress on developing the 4 layers of NARA's projects failed to make participant in the e-Travel and should develop a strategy for using
CPIC and EA. (business, data, application, successful business cases and will Integrated Acquisition projects. its EA as the Modernization
technology), but does not fully be placed on the ``At-Risk'' list NARA's progress in complying with Blueprint for the agency.
address security. for monitoring. NARA is working to GPEA has 6 percent (3) of its 50
improve the business case for their total transactions projected to meet
``Electronic Records Archives.'' the deadline.
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Nuclear Regulatory Commission
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NRC uses its CPIC process to NRC's EA work is currently NRC submitted business cases for its NRC should continue participating in NRC should continue work to align
implement its Modernization identifying key business major IT investments and exceeded the e-Travel and Integrated its EA with the Federal Enterprise
Blueprint and EA throughout its modernization issues, has made the performance goal of at least 60 Acquisition E-Gov initiatives. NRC Architecture and continue working
budget process. progress on developing the four percent of its IT budget request should also work with the Online to ensure that its EA will serve as
layers (business, data, application, accompanied by business cases. Rulemaking Management Initiative the agency's Modernization
technology), but does not fully However, many of the business cases (OLRM) managing partner (EPA) to Blueprint. NRC should continue
address security. did not successfully make the develop and adopt a common working to ensure full alignment
business case and therefore will be rulemaking solution. and integration of all NRC
placed on the ``At-Risk'' list. enterprise-wide IT policies and
processes, to include best
practices systems development,
CPIC, EA, systems security
certification and accreditation,
and routine E-Gov reviews of
existing and proposed IT
investments.
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[[Page 439]]
Corps of Engineers
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The Corps uses the CPIC process to The Corps conducted significant work All of the business case the Corps As part of Recreation One Stop, the The Corps will develop an action
implement its EA throughout the to integrate its EA activities with submitted will be placed on the ``At- Corps should have a plan for plan with milestones for developing
budget process. the work of the Federal Enterprise Risk'' List. Only 11 percent of the accommodating the Department of an Enterprise Architecture that
Architecture. The Corps needs to Corps 2004 IT budget request was Interior in the National Recreation will serve as the agency's
develop a more robust EA that should accompanied with business cases and Reservation Service. The Corps Modernization Blueprint. The Corps
serve as its Modernization therefore it did not meet the should continue working on the other will develop additional business
Blueprint. performance goal of major projects E-Gov initiatives they are currently cases for 2005 to increase the
accounting for at least 60 percent involved with including Geospatial visibility of its IT Portfolio.
of the IT investment portfolio for and Integrated Acquisition. Corps'
2004 reporting. (A-11, Section 53) progress in complying with GPEA has
all of its 17 transactions projected
to meet the deadline.
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[[Page 440]]
Table 22-2. Government to Citizen--By Projects
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Lead Agency & Project Website Description Performance Metrics Progress to Date Key Migration Milestones
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
GOVBENEFITS.GOV
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DOL www.govbenefits.gov Provides a single point of access for Hits to site per month Initial services locator 03/31/03--Establish first
citizens to locate and determine (Target: 350,000) launched on 04/29/02 as a screening iteration of virtual benefits data
potential eligibility for government # of referrals to partner tool to identify services citizens standards with states
benefits and services. benefit sites (Target: 10% increase) may qualify for (Now at 200 04/30/03--Online screening
Average time to find programs) tool for 225 benefit programs from
benefits and determine eligibility current 200
(Target: 20 minutes or less) Q1 2004--Make progress in
migrating SSA and VA forms toward a
single site, which may be
maintained by one of these agencies
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RECREATION ONE-STOP
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DOI www.recreation.gov Provides citizens with a single-point # of partners sharing data First county/state data 4/30/03--Add new map
www.volunteer.gov/gov of access to a web-based resource, via Recreation.gov (Target: 35 added to Recreation.gov as part of capability
offering information and access to partners added) intergovernmental ``Government 09/30/03--Complete
government recreational sites in a # of facilities listed in Without Boundaries'' initiative, May Recreation data standard (RecML)
user friendly format. Recreation.gov (Target: 25% 2002 10/31/03--Online cross-
increase) Recreation.gov relaunched government reservation system
# of online reservations with enhanced map interface and relaunches; Park Service
Customer satisfaction state data in September 2002 reservation system de-activated
Joined OASIS and initiated
RecML data standard process December
2002
Data provided in a
consistent format for 2,471
recreation sites managed by 10
Federal organizations, 4 states, and
1 county, January 2002
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IRS FREE FILING
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TREAS www.irs.gov Creates a single-point of access to % coverage of tax filing Signed agreement with 01/16/03--Deploy industry
free online preparation and public (Target: minimum of 60%) Industry Partners to offer free tax partnership for free online tax
electronic tax filing services # of citizens filing services for the 2003 tax season filing solution for 2003 tax season
provided by Industry Partners to electronically (Target: 15%
reduce burden and costs to increase)
taxpayers.
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[[Page 441]]
ONLINE ACCESS FOR LOANS
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DOED Creates a single point of access for # of clicks to access PMC endorsement of business 09/30/03--Release eLoans
citizens to locate loans. Improves relevant loan information case and loan program improvement Gateway: a plain speak website that
the efficiency and reduces burden of Improve Agency access to opportunities educates citizens on federal loan
loan programs. risk mitigation data programs, with links to federal
Customer satisfaction agencies and private sector
resources
09/30/03--Web enable risk
mitigation data for agency access
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USA SERVICES
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
GSA Develop and deploy government wide Average time to respond to Created an Office of Citizen Develop a pilot multi
citizen customer service using inquiries through Firstgov.gov and Services at GSA to provide cross- channel contact center by 06/03/03
industry best practices that will FCIC (Target: 100% of inquiries agency customer service for citizens 01/04--Develop and deploy a
provide citizens with timely, responded to within 24 hours) Integrated Federal Citizen pilot government wide citizen
consistent responses about Average time to resolve Information Center's (FCIC) call customer service using industry
government information and services. inquiries through Firstgov.gov and center with Firstgov.gov to provide best practices that will provide
FCIC citizens with ability to contact the citizens with timely, consistent
# of government-wide federal government via telephone, responses about government
inquiries call center and e-mail email, letters, or fax. information and services
systems can handle (Target: 3.3M 11/30/03--Define call-
calls/year and 150,000 emails/year) center/email architecture
Customer satisfaction
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[[Page 442]]
Table 22-2. Government to Business--By Projects
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Lead Agency & Project Website Description Performance Metrics Progress to Date Key Migration Milestones
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
E-RULEMAKING
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
EPA www.regulations.gov Allows citizens to easily access and # of electronic comments Developed a cross agency 01/03--Launch of government-
participate in high quality, submitted through regulations.gov front-end web application for wide portal giving citizens the
efficient rule making process. # of online docket systems receiving public comments on ability to find, view, and comment
Improves the access to, and quality decommissioned with the associated proposed agency rules on all proposed rules
of, the rulemaking process for cost savings and cost avoidance Firstgov.gov links to all 02/03--Begin development of
individuals, businesses, and other # of downloads of rules and agency regulatory docket sites the E-Rulemaking back office tools
government entities while regulations Completed the benchmarking 07/03--Complete enhancement
streamlining and increasing the # of public participants in study and evaluation of existing of EPA system
efficiency of internal agency rulemaking process agency websites 07/03--Begin migration of
processes. Clinger-Cohen letter issued legacy web-based system agencies to
to consolidate redundant and siloed the federal-wide system
agency websites 07/03--Begin converting
five non-web based system agencies
to the federal-wide systems
09/30/04--Complete
migration and conversion of the
identified Agencies
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EXPANDING ELECTRONIC TAX PRODUCTS FOR BUSINESSES
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
TREAS Reduces the number of tax-related Burden reduction for Completed development of the 01/28/03--Deploy Phase 1
forms that businesses must file, corporations per return and/or Employment Tax (Form 94x) and online EIN
provides timely and accurate tax application filed Internet EIN applications. 01/6/03--Deploy Form 94X--
information to businesses, increases Administrative cost to Completed a proof-of-concept Employment tax form building in XML
the availability of electronic tax Federal government per return filed for Pre-Screening Notice and format to make business returns
filing, and models simplified Cycle time to grant Employer Certification Request for the Work easier to file electronically
federal and state tax employment Identification Number (EIN)--interim Opportunity and Welfare-to-Work 01/04--Initial
laws. EIN granted immediately Credits (Form 8850) implementation of 1120 e-file for
# of electronic tax-related business to facilitate end to end
transactions (all forms) tax administration (Modernizing E-
File System)
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FEDERAL ASSET SALES
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
GSA www.firstgov.gov Creates a single, one-stop access Cycle time reduction for Migrated Fedsales.gov to 07/03--Vendor contract
point for businesses to find and buy asset disposition Firstgov.gov and improved search awarded
government assets. $ cost avoidance for capabilities for items that agencies 12/03--First program
personal property are trying to sell federal asset sale
Return on assets (ROA) Released Request For Info
(RFI)
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[[Page 443]]
INTERNATIONAL TRADE PROCESS STREAMLINING
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
DOC www.export.gov Makes it easy for Small and Medium Time to fill out export Defined solution 03/03--further integrate EX-
Enterprises (SMEs) to obtain the forms and locate information architecture for simplifying export IM insurance filing processes and
information and documents needed to (Target: 10% annual reduction) processes products into Export.gov
conduct business abroad. # of unique visitors to 02/27/03--Deploy online
Export.gov (Target: 15% increase) collaborative workspace that
# of trade leads accessed by consolidates all information
SMEs through Export.gov (Target: 10% gathered by trade specialists and
increase) disseminates it through Export.gov
# of registered businesses to SMEs
on Export.gov 05/03--Automate NAFTA
certificate of origin guidance
TBD--Migrate BuyUSA to GTN
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ONE-STOP BUSINESS COMPLIANCE
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
SBA www.businesslaw.gov Reduces the burden on businesses by Time savings for business Launched Businesslaw.gov 02/03--Launch compliance
making it easy to find, understand, compliance and filing (Target: 50% (Dec 2002) portal for trucking industry
and comply with relevant laws and reduction) Piloted Portal Maximizer for 05/03--Complete 30 expert
regulations at all levels of Regulatory agency savings improved navigation tools (from multiple agencies,
government. through transition to compliance Created two transactions including OSHA, EPA, IRS, INS, DOT,
from enforcement through automated online: 1) A national Business DOE) designed to help businesses
processes (Target: 25% increase) Registration for state comply with relevant regulations in
of days reduced for issuing identification and an IRS EIN and 2) the environment, health and safety,
permits and licenses a proof of concept Report employment, and taxes
Cycle time to issue permits Harmonization tool for coal miners 08/03--Design and
and licenses issued (Target: within that saves 25,000 hours annually in implementation for five most common
24 hours) reporting burden to five federal and applications for the food
# of visitors/page views one state agency processing vertical
(Target: 10-20% increase)
Reduction in redundant IT
investments
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[[Page 444]]
Table 22-2. Government to Government--By Projects
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Lead Agency & Project Website Description Performance Metrics Progress to Date Key Migration Milestones
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
CONSOLIDATED HEALTH INFORMATICS
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
HHS Adopts a portfolio of existing health # of federal agencies & # Government-wide health IT # 02/02--Establish &
information interoperability systems using the standards to store governance council established institutionalize federal health
standards (health vocabulary and and/or share health information # Resubmitted business case data standards governance; announce
messaging) enabling all agencies in # of contracts requiring the including full work breakdown council
the federal health enterprise to standards structure and in-kind financing plan # 02/03--Announce four
speak the same language based on # Impact on patient service, # Proposed messaging and messaging and one vocabulary
common enterprise-wide business and public health and research laboratory data standards under standard including initial
information technology # increase in common data consideration by partners deployment efforts
architectures. available to be shared by users # 02/03--Announce 25 target
priority vocabulary domains for
initiative and schedule for federal
adoption
# 09/03--Begin deploying
health informatics standards,
including laboratory and messaging
vocabularies in federal systems
# 09/03--Standards
maintenance and ever greening
processes in place
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GEOSPATIAL INFORMATION ONE-STOP
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
DOI Provides federal and state agencies # of data sets posted to Created a draft standard to 02/03--Complete draft
with single-point of access to map- portal ensure consistency among data sets standards for critical spatial data
related data enabling consolidation # of users that describe transportation routes themes (framework data)
of redundant data. # of cost sharing and allows governments to share data 02/03--First iteration of
partnerships for data collection about transportation related issues the planned metadata
activities Kick started development of 05/03--Deploy first
# of data-set hits open standards based interoperable iteration of the Geospatial One-
portal Stop Portal
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DISASTER MANAGEMENT
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
FEMA www.disasterhelp.gov Provides federal, state, and local Reduce response recovery Pilot launch on 11/25/02 10/1/03--Deploy an
emergency managers online access to time by 15% integrated channel for access to
disaster management related Improve situational Disaster Management organizations,
information, planning and response awareness planning capability by 25% knowledge, services, and tools
tools. Increase the number of first
responders using DMIS tools by 10%
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[[Page 445]]
SAFECOM
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
FEMA Provides interoperable wireless # of agencies that can Identifying existing 02/03--Develop short-term
solutions for federal, state and communicate with one another wireless network integration interim solution for immediate
local public safety organizations Response times for solutions fielded by federal, state, integration of wireless networks
and ensures they can communicate and jurisdictions and disciplines to tribal, and local public safety 07/03--Define the
share information as they respond to respond to an event agencies proven to provide requirements for first responder
emergency incidents. # of wireless grant programs interoperability. Solutions will be interoperability at state, local,
that include Safecom-approved used as models to provide a baseline tribal, and federal levels to
equipment from which to further implement develop a long-term architecture
Voice, data and video options for interoperability within 09/03--Identify gaps
convergence the public safety community. between existing wireless systems
Modifying an existing web- and interoperability requirements
based tool as a channel of 10/03--Develop concept of
distribution for the identified operations for interoperability
wireless network integration 09/04--Develop national
solutions architecture
Developing process for grant
funding to state, tribal, and local
organizations
Plans in place to launch a
requirements definition and analysis
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E-VITAL
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
SSA Establishes common electronic Time for state to report As of Dec 2002, birth and 06/1/04--Launch production
processes for federal and state death to SSA (Target: 15 days) death information from eight states EVVE hub
agencies to collect, process, # of verified death records (CO, HI, MO, MS, MN, IA, CA, OK) is 10/31/03--Deploy an initial
analyze, verify and share birth and Time to verify birth and available online for Social Security capability for Electronic Death
death record information. Also death entitlement factors (Target: to use Registration (EDR) records with DC,
promotes automating how deaths are 24 hours) Three states (MN, MT, SD) NJ, and NH
registered with the States. # of false identity cases and New York City have signed
contracts to implement an improved
death registration process
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E-GRANTS
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
HHS www.fedgrants.gov Creates a single, online portal for # of grant-making agencies Launched on 8/30/02 10/1/03--Deploy simple,
all federal grant customers to publishing grant opps in portal Unified grant application unified grant application mechanism
access and apply for grants, thus # of grant programs standard completed 10/1/02
making it easier for potential available for electronic application HHS reached an agreement
recipients to obtain information % of reusable information with agencies, universities and
about federal grants. per grant application nonprofits, setting data standards
# of applications received for grant applications
electronically
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[[Page 446]]
Table 22-2. Internal Efficiency and Effectiveness--By Projects
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Lead Agency & Project Website Description Performance Metrics Progress to Date Key Migration Milestones
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------E-TRAINING-------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
OPM www.golearn.gov Provides a single point of online Cost avoidance: total Launched on 07/23/02 and as 01/31/03--Launch Module 2
training and strategic human capital tuition/travel cost reductions for of October has had over 35 million which includes additional free and
development solutions for all participating agencies (Target: visitors with over 28,000 registered fee-for-service course (contains
federal employees, reducing minimum of $50M in reductions) users user and managerial tools such as
instructor and travel costs and % of executive branch Variable training costs have virtual classrooms and eval tools,
improving human capital management. agencies receiving their e-training been reduced to less than a penny FLECT CoP, KARTA)
via golearn.gov per student 06/30/03--Launch Module 3
E-Training is supplier of Recently launched IT which establishes CoPs/Knowledge
choice to fulfill Human Capital security courses that map to the Domains categorized by profession,
training at all Cabinet-level GISRA and NIST requirements linked to competencies, KSAs, and
agencies (developed in collaboration with, mapped to E-Training courses
and endorsed by NSA) 09/30/04--Interface to/
shutdown of existing online
training systems
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
RECRUITMENT ONE-STOP
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
OPM www.usajobs.opm.gov Outsources delivery of USAJOBS Cost-per-hire An improved site was re- 01/03--Contract award
Federal Employment Information Time-to-fill vacancies launched on 06/30/02 3/10/03--Implement improved
System to deliver state-of-the-art % of federal job applicants Evaluating vendor proposals job application submission process,
on-line recruitment services to job using Recruitment One-Stop (Target: job searching, job vacancies /
seekers that include intuitive job 80%) announcements and linkage to agency
searching, on-line resume Availability of applicant assessment tools
submission, applicant data mining, status (Target: Real-time) 08/29/03--Implement
and on-line feedback on status and Additional metrics can be captured applicant database mining; full
eligibility. based on market-based metrics integration to agency assessment
incorporated in the Recruitment One- tools; applicant status tracking
Stop solution 12/31/03--Shutdown of
agency job search engines and
resume builders
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[[Page 447]]
ENTERPRISE HR INTEGRATION
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
OPM Streamlines and automates the Cost/cycle time savings per Gained agreement of federal 02/11/03--Demonstrate
exchange of federal employee human transaction due to reduction in human resource officers on common analytics and forecasting
resources information. Replaces manual paper processing data standards 05/1/03--Propose data
official paper employee records. Time for inter-agency Demonstrated Workforce standards and standard components
transfers Analysis and Support System (WASS) to CIO Council Architecture
Usage of analytics by all and Civilian Forecasting (CIVFORS) Committee
Cabinet-level agencies in the Human tools to EHRI Partners 01/30/04--Deploy EHRI
Capital Planning process Repository to support CPDF
replacement, E-Payroll and E-
Clearance
06/30/04--Establish
standardization policy