[Analytical Perspectives]
[Crosscutting Programs]
[9. Integrating Services with Information Technology]
[From the U.S. Government Printing Office, www.gpo.gov]
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9. INTEGRATING SERVICES WITH INFORMATION TECHNOLOGY
This year the President is proposing to spend about $65 billion for
Information Technology (IT) and associated support services to deliver
results for the American people, providing timely and accurate
information to the citizens and government decision makers while
ensuring security and privacy.
The three major efforts underway will continue this fiscal year to
ensure the Federal government's investment in Information Technology
returns benefits which far outweigh the costs. These efforts are:
Managing for Results
Expanding the Use of Electronic Government
Integrating the Federal Enterprise Architecture
MANAGEMENT FOR RESULTS
Departments and agencies are focused on:
Making it easier for citizens to obtain service and interact
with the Federal government;
Improving government efficiency and effectiveness;
Improving government's responsiveness to citizens; and
Making better purchasing decisions.
With these goals in mind, the Federal departments and agencies are
fulfilling the goals of the Clinger-Cohen Act of 1996. This Act also
requires the Director of the Office of Management and Budget (OMB) to
submit an annual report to the Congress on the results we are achieving
from Federal IT spending. This Budget chapter and Table 9-1,
``Effectiveness of Agency's IT Management and E-Gov Processes,''
included on the CD-ROM, fulfill the statutory reporting requirement.
The Administration continues its oversight of agencies' IT planning
and portfolio activities. Our goal is to be the best manager, innovator
and user of information, services and information systems in the world.
There are great opportunities to apply existing and emerging business
best practices to government to achieve increases in productivity and
delivery of services and information. Agencies are continuing to
establish program performance metrics, identify benefits achieved by
their IT investments and show results in the agency's overall program
performance. Work continues in the operational analysis of cost,
schedule and performance.
Performance of Government.--The measure of success rests in the
results we achieve and the satisfaction of our customers. The ultimate
success is determined by measuring distinct, quantitative, citizen-
centered, performance results which are tied to the overall agencies'
mission goals and outcomes. Each IT investment must have specific
performance targets tied to a specific significant beneficial impact for
our citizens. The IT projects represented by these investments must be
monitored by the agencies and they must continually assess whether or
not the projects are accomplishing their intended outcomes on-time while
staying within their approved budgets.
Departments' or agencies' IT business cases for any planned and/or
operational system critical to the mission of the agency must be
evaluated. Each business case must have a clearly defined vision and
outcomes, including security linked to the department's or agency's
mission through their enterprise architecture. The business cases are
scored on specific criteria, including whether:
the expected benefits outweigh estimated costs;
the likelihood the agency will succeed;
cyber-security, planned or in place, as appropriate;
the acquisition strategy helps manage project risks; and
project management teams and plans are qualified and
complete.
The Federal departments and agencies continue to improve in their
efforts to guarantee the success and results for the taxpayer. The
Administration continues to monitor the performance of its IT projects.
With the release of the Fiscal Year 2005 President's Budget, there were
621 major projects representing about $22 billion on the ``Management
Watch List,'' i.e., those project justifications needing improvement in
performance measurement, earned value management or system security.
Agencies were directed to remediate the shortfalls identified prior to
expending funds before the start of the fiscal year. The agencies have
worked to remediate the weaknesses or have put measures in place to
monitor the progress of the project. If a project is still on the
``Management Watch List,'' agencies must describe their plans to manage
or mitigate risk before undertaking or continuing that project. For
example, the Department of Defense (DOD) successfully addressed
deficiencies for 106 of its 107 business cases on the ''Management Watch
List,'' and developed a remediation plan and schedule for the remaining
program. This year, less than a third (342 of 1,087 projects valued at
$15 billion) are on the ``Management Watch List.'' These projects still
need to address performance, security or other related issues before
obligating funding in Fiscal Year 2006.
The Report on Information Technology (IT) Spending for the Federal
Government (Exhibit 53) located at
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www.whitehouse.gov/OMB, provides details of the Administration's
proposed 2006 IT investments. Related documents on IT security and
Electronic Government (E-Government) will also be available at
www.whitehouse.gov/OMB and will be published by March 1, 2005.
Since the Administration's guidance was unchanged from Fiscal Year
2005 to Fiscal Year 2006, investments were studied for trends and
duplications across government entities. At about $65 billion, the
Fiscal Year 2006 Federal IT portfolio represents a 9 percent increase
over Fiscal Year 2005 President's Budget (see July 2004, Update to the
Report on Information Technology (IT) Spending for the Federal
Government (Exhibit 53) located at www.whitehouse.gov/OMB.) The
following represents the highlights:
FY 2005 FY 2006 % Change
Major IT Investments................... 1,130 1,087 -4
Rated Unacceptable................... 54 16 -70
Well Planned and Managed............. 385 682 78
(Value in millions)
Major IT Investments................... $32,341 $40,979 27
Rated Unacceptable................... $1,109 $1,497 35
Well Planned and Managed............. $8,478 $24,761 292
In addition to analyzing business cases for major acquisitions, the
Administration identifies overlapping or duplicative IT investments.
When there is duplication across Federal agencies, the Administration
brings together the appropriate agencies and helps them to consider
broad-based approaches to promote inter-agency data sharing and
cooperation in building common solutions, rather than maintaining
separate investments.
These inter-agency taskforces focus on the agency Lines of Business
(LoB) rather than a specific technology or investment. In Fiscal Year
2004, there was significant progress made on five LoB efforts. These
are:
Case Management
Federal Health Architecture
Financial Management
Human Resources Management
Grants Management
The Case Management LoB is the business and technology foundation upon
which new solutions for the Department of Justice and other agencies
will be built. It will also provide a blueprint for sharing information
and best practices across the Federal government. The goal of this LoB
is to improve effectiveness and efficiency of law enforcement,
investigation, and civil and criminal litigation case management
business processes.
Federal Health Architecture (FHA) is focused on improving the
efficiency, standardization, reliability, and availability of
comprehensive health information solutions through a common framework.
FHA is working within the Office of the National Coordinator for Health
Information Technology in the Department of Health and Human Services to
improve the safety and health of citizens by providing easier access to
health-related information and services.
Cross-agency teams analyzed opportunities for integration and
consolidation in the areas of Financial Management, Human Resources
Management, and Grants Management. They have recommended the
establishment of government-wide service providers in the areas of
Financial Management and Human Resources Management. The Grants
Management team is developing plans for the consolidation of Grants
Management activities across the government. The analysis showed savings
of more than $5 billion can be expected over a 10 year timeframe through
the consolidation of Financial Management and Human Resources Management
systems and the standardization and optimization of associated business
processes and functions.
To realize these benefits, the Administration asked agencies with the
skills and capabilities to function as government-wide service providers
in the areas of Human Resources Management and/or Financial Management
to submit business cases for doing so as part of the Fiscal Year 2006
budget process. The business cases were evaluated using a due diligence
checklist developed in conjunction with third-party industry groups.
This checklist assessed potential service providers' abilities in terms
of past performance, current capabilities, and ability to operate a
customer-focused organization. On the basis of the review, the following
agencies were designated as eligible to enter into competitions to
become cross-agency service providers:
Financial Management
Department of the Interior (National Business Center)
General Services Administration
Department of Transportation
Treasury/Bureau of Public Debt
Human Resources Management
Department of the Interior (National Business Center)
Department of Agriculture (National Finance Center)
Department of Treasury
Department of Health and Human Services
Department of Defense
Rather than expend significant effort and resources modernizing
existing systems, agencies will select, through a competitive process,
beginning in Fiscal Year 2005, a government-wide service provider for
Human Resources Management and/or Financial Management services. Upon
migration to common, government-wide solutions, agencies will shut down
existing systems--which will not only save money but also make available
resources for agencies to better focus on achieving their missions.
This Administration continues to leverage government buying power
while reducing redundant purchases through the SmartBUY program.
SmartBUY is a Federal government-wide enterprise software licensing
initiative managed by the General Services Admin
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istration (GSA) to streamline the acquisition process and provide the
best priced, standards-compliant IT. The SmartBUY initiative includes
commercial off-the-shelf software generally acquired using license
agreements with terms and prices that vary based on volume, including
the following types of software licenses: Office Automation; Network
Management; Antivirus; Database; Business Modeling Tools; and Open
Source Software Support. Since the Administration announced the SmartBUY
program in June 2003, the program has completed agreements with four
software vendors and plans to negotiate agreements with the remaining
top software vendors to the Federal government. Based on these
agreements already in place, the Federal government expects to reduce
its annual software licenses expenses by $21.5 million annually. The
Administration estimates when all agencies make joint use of these best
priced software licenses, the Federal government could save in excess of
$100 million per year.
As part of its management responsibilities, OMB continued using one of
the key authorities established in Section 5113, ``Enforcement of
Accountability'' of the Clinger-Cohen Act. Under this authority, the
Director is required to evaluate information resources management
practices of the executive agencies with respect to IT investments.
Accordingly, OMB has taken several steps to assist the SmartBUY program
in leveraging government buying power and reducing redundant purchases.
The following actions were taken:
Issued M-03-14 ``Reducing Cost & Improving Quality in
Federal Purchases of Commercial Software,'' (06/02/03)
requesting agencies to assist and support the SmartBUY
initiative by providing information on existing agreements,
developing migration strategies, and taking steps to integrate
agency common desktop and server software licenses with the
initiative.
Required, as part of the Fiscal Year 2005 budget process, in
Fiscal Year 2004, agencies to review all commercial software
acquisitions for possible inclusion into the SmartBUY program.
Issued M-04-08 ``Maximizing Use of SmartBUY and Avoiding
Duplication of Agency Activities with the President's 24 E-Gov
Initiatives,'' (02/25/04) to all senior procurement officers
and Chief Information Officers (CIOs) directing agencies to
postpone all further purchase requirements for a category of
software once GSA has notified the agencies that it expects to
award a SmartBUY contract within 30 days for that category of
software.
Established a formal waiver process for agencies with
compelling procurement needs, ensuring compliance with
SmartBUY and promoting negotiating leverage with software
vendors.
Issued M-04-16 ``Software Acquisition,'' (07/01/04),
reminding agencies of policies and procedures covering
acquisition of software to support agency operations. This
directive requires that all agency IT investment decisions be
made consistent with the agency's enterprise architecture and
the Federal Enterprise Architecture, must consider the total
cost of ownership of IT investments, and coordinated, where
applicable, with the SmartBUY program.
Other management guidance provided to Federal departments and agencies
is included on Table 9-2, ``Management Guidance,'' and is available at
www.whitehouse.gov/OMB/memoranda.
Government IT Workforce.--Qualified Federal IT Project Managers with
skilled interdisciplinary teams are the first line of defense against
the cost overruns, schedule slippages, poor performance, and weakened
security which threaten agencies' ability to deliver efficient and
effective services to citizens. OMB issued M-04-19 ``Information
Technology (IT) Project Manager (PM) Qualification Guidance'' (07/19/04)
requiring agencies to submit, by July 30, 2004, a plan to implement the
Chief Information Officer Council (CIOC) guidance on the qualifications
of Federal IT project managers. The CIOC made great strides in the
development of this guidance to further ensure the quality of our IT
process. Agencies were asked to submit plans for meeting the CIOC
guidance and to identify the required PM Level for each investment
requested for their Fiscal Year 2006 IT budget requests. Agencies were
also required to confirm whether the assigned project manager's
qualifications for major IT investments had been validated against the
CIOC guidance.
A review of the top tier of Agencies' IT requests indicates all
agencies directly or indirectly addressed IT project management
qualification standards in accordance with CIOC guidance. According to
the submissions for the fourth quarter of Fiscal Year 2004 President's
Management Agenda (PMA) scorecard reporting, over 75 percent of the
project managers of major IT investments have been validated against
CIOC guidance, and plans are in place across government to ensure
remaining project managers are trained and validated by the end of the
calendar year.
The Office of Personnel Management (OPM) and the CIO Council have
conducted two annual government-wide IT workforce assessments in 2003
and 2004. The surveys revealed five critical jobs: IT Project
Management, IT Security/Information Assurance, Customer Support, System
Analysis, and Applications Software Management. Using these standardized
assessments provides an efficient and effective government-wide view of
competency and skill gaps assuring our critical systems are sufficiently
staffed to provide for security, reliability and efficiency. Agencies
have received the results of the Fall Fiscal Year 2004 survey and are
participating in a specialized job activity target-setting exercise to
provide a more defined skill gap analysis government-wide, and to apply
to agency-specific workforce assessment and planning. A Spring
assessment based on CIO's judgment revealed maintaining a cadre of
qualified IT Project Managers, IT Security Specialists and IT Architects
could best be managed through training programs.
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The E-Government Act of 2002 requires the assessment and reporting of
current training offerings and the oversight of development of
curricula, training methods, and training priorities to meet projected
personnel needs. In July 2004, OPM published its report on the
``Establishment of a Government Information Technology Training
Program.'' The training report establishes a common IT training
framework and identifies a baseline of current government-wide IT
training. The report reviewed and assessed the adequacy of existing
government-wide IT training programs with the Clinger-Cohen Act core
competencies as the basis for evaluation. This report also served as a
baseline for OPM to track IT and Information Resources Management (IRM)
training availability and adequacy across government in its ongoing
responsibility to identify where gaps in IT and IRM training do not
satisfy personnel needs.
OPM also recommended a government-wide IT training framework using the
IT Workforce Development Roadmap as a foundation to link existing IT and
IRM training programs. The framework supports the OPM requirement to
assist agencies in establishing and operating IT training programs.
Agency use of this framework will enable their workforce to obtain
government-wide competencies and skills that improve the ability of the
government to achieve agency missions and program goals. This framework
fosters the development of highly skilled Federal IT workers who are
better able to deliver essential services to the American people in the
increasingly technical E-Government environment. However, skill gaps
remain in the IT Workforce. The CIO Council will work in conjunction
with OPM to develop guidelines for assisting departments and agencies in
identifying the skill gaps in their workforce.
OMB asked agencies to report their use of training plans as well as
their integration of IT plans in overall human capital planning. Most
agencies have shown progress in identifying IT and the needs of the IT
workforce as part of their overall human capital planning. Most indicate
coordination and cooperation between their agencies' Chief Human Capital
and Chief Information Officers and staffs to improve IT project
management skills. Most agencies refer to their human capital planning
efforts as a way to ensure the Federal government has sufficient highly
qualified IT professionals to deliver services to citizens, businesses,
and government entities, effectively and in direct alignment with the
mission of the agency. A number of agencies discussed the importance of
the government-wide survey data in relation to agency succession
planning. Agencies also referred to OPM's report as the basis for
selecting training in filling current workforce gaps, especially in the
IT project management arena. The Administration's goal during Fiscal
Year 2005 is to have no more than 50 percent of the agencies with IT
skill gaps within their workforce.
On January 15, 2004, OPM published proposed regulations to implement
an Information Technology Exchange Program. OPM has completed analysis
of comments received from the public on the proposed IT Exchange Program
Regulations. In accordance with Executive Order 12866 ``Regulatory
Planning and Review'' (01/11/96), the final regulation is being provided
to OMB for concurrence prior to publication in the Federal Register.
The IT Exchange Program can improve the skills of Federal IT managers
by exposing them to cutting-edge management and technical trends in the
private sector. The Program can improve the government's capability to
apply advances in IT to enhance governmental functions and services,
achieve more efficient performance, increase access to government
information, and increase citizen participation in government.
Securing Government Systems.--Over the last four years the Federal
government has improved the identification and resolution of long-
standing, serious, and pervasive IT security problems. Agencies report
both quarterly and annually on their efforts to address IT security
weaknesses against key IT security performance measures.
For example, the Department of Labor and the Department of
Transportation have excelled this year in protecting their information
technology assets. Both agencies have increased the number of certified
and accredited systems, with Labor moving from 58 percent to 96 percent
accredited, and Transportation improving from 33 percent to 98 percent.
Agency Inspectors General have approved the quality of these
certification and accreditation processes as well as the effectiveness
of agency remediation plans. By focusing on cyber-security, the
Department of Labor and the Department of Transportation have taken
great steps to protect the integrity of their agencies.
The overall security status and progress in percentage of systems*,
from Fiscal Year 2002 to Fiscal Year 2004, is as follows:
FY 2002 FY 2003 FY 2004
Effective Security and Privacy Controls 47% 62% 77%
(C&A).................................
``Built in'' with Security Costs....... 62% 77% 85%
Tested with Contingency Plans.......... 35% 48% 57%
--------------------------------
*Total Systems reported.............. 7,957 7,998 8,623
The number of agencies where the Inspector General has verified the
process exists to remediate IT security weaknesses (POA&M):
FY 2002...................... N/A (was not required in until FY 2003)
FY 2003...................... 12
FY 2004...................... 18
While notable progress in resolving IT security weaknesses has been
made, challenges remain and new threats and vulnerabilities continue to
materialize. Agencies continue to improve the security of the
information and systems supporting the Federal government's missions. To
address these challenges, the Administration works with agencies,
Inspectors General, the Congress and the Government Accountability
Office (GAO) to assure appropriate cost-effective IT security
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programs, policies, and procedures are in place to protect government
systems. OMB issued M-04-25 ``FY 2004 Reporting Instructions for the
Federal Information Security Management Act'' (08/23/04) providing
updated instructions for the agency reporting under the Federal
Information Security Management Act of 2002 (FISMA). Agencies were
directed to transmit their Fiscal Year 2004 reports on the effectiveness
of their security programs to OMB by October 6, 2004.
Additional information and detail concerning the Federal government's
IT security program and agency IT security performance can be found in
OMB's Annual Report to Congress on IT Security. The next such report
will be issued by March 1, 2005 and will be made available on OMB's
website.
Additionally, the Administration intends to focus on the
implementation of a security LoB to reduce costs and increase security
effectiveness across government. Working with agencies, the
Administration will analyze commonly used IT security processes and
controls in an effort to identify the extent to which consolidation
opportunities exist.
Protecting Privacy.--The Administration continues to work with
departments and agencies to assure that privacy issues are addressed
across boundaries providing a uniform and systematic process to protect
citizen information. One method is through the Privacy Impact Assessment
(PIA) process. The PIA is a description of business processes, data
flows and technologies in the context of applicable privacy principles.
Agencies have been conducting PIAs since the last budget cycle,
submitting them to OMB as necessary and making them publicly available.
The CIO Council has released a Security and Privacy Profile to be used
in conjunction with the Federal Enterprise Architecture and the agency's
specific enterprise architecture to ensure privacy and security are
properly addressed within the planned IT investment. Because of the
visibility of the PIA's and the work done, OMB did not request reporting
on this activity this year.
The Administration plans for greater transparency on the part of the
government agencies as it relates to information collection and will
continue to use the PIA effort to provide this service.
Making Government Accessible to All.--Information technology is
increasing access to Federal information and services. The Federal
government continues to ensure electronic information technology is
accessible to people with disabilities as required by Section 508 of the
Rehabilitation Act of 1973. The creation of the Buy Accessible Wizard, a
web-based application developed by GSA, helps agencies to determine
relevance, applicability, and compliance to Section 508 when managing
electronic and information technology products and services. The
application helps Federal program managers to consistently and correctly
apply the Federal Acquisition Regulation to their market research.
Agencies have also established inventories of the types of information
available on their websites, as well as priorities and schedules for
posting content. The inventories and schedules help ensure agency
information products are adequately categorized and preserved so
citizens can easily retrieve them when searching. These practices
improve the quality and timeliness of the Federal government's
information resources.
SUCCESSFUL USES OF ELECTRONIC GOVERNMENT
E-Government continues to seek to leverage information technologies to
make government services available to the citizen while ensuring
security of those systems, the privacy of the citizen information and
the prudent use of taxpayer money. E-Government is about providing
direct and measurable results supporting departments' and agencies'
mission and goals. For departments and agencies, the benefits must far
outweigh the cost of implementation. In the coming months, the
Presidential E-Government initiatives graduate from development and
implementation phases to mature service offerings supported by service
fees. Increased agency adoption and customer utilization will become the
primary measures of success. The expanded availability of government
information and the utilization of an increased percentage of
transactions between the Federal government and citizens will be
measured, where appropriate.
Examples of how the tenets of E-Government are helping to deliver
services to the citizen and make the government more effective include:
In Fiscal Year 2003, the Department of Labor (DOL) fully deployed the
Safety and Health Information Management System (SHIMS) which manages
employee injury reports and worker compensation claims and produces
management reports and data to help guide intervention activities.
Previously, claim forms were manually written and mailed which resulted
in a two week response. With SHIMS, DOL electronically receives the
claim within 24 hours and provides a response within two days. The cost
savings are attributed to the implementation of the SHIMS in DOL. The
system demonstrates a reduction in workers' compensation costs through
quicker claims processing and the ability to identify persons able to
return to work. As a result of this effort, DOL saved over $3.23 million
from FY 2003 to FY 2004 in workers' compensation costs. Fourteen Federal
agencies have agreed to implement SHIMS with six agencies working
towards a January 2005 implementation target. DOL's successful project
management performance in attaining Federal goals is a major factor in
agencies seeking to partner for use of SHIMS.
The Department of Transportation's (DOT) Federal Motor Carrier Safety
Administration implemented the Motor Carrier Management Information
System providing businesses with an online, efficient method to apply
for operating authority and register for a U.S.
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DOT Number. The system improves the sharing of commercial motor carrier
information among the levels of government. Federal, state, and local
agencies all access the system for their safety, enforcement, licensing,
and insurance needs. Prior to October 2003, Cargo Tank Manufacturers
could not register online. Now over 4,000 Cargo Tank Manufacturers have
registered online. This investment reduces costs and improves
efficiencies in various ways by providing centrally-hosted information
for all interstate carriers and targeting enforcement activities by
utilizing motor carrier safety data.
The departments and agencies continue to focus on service improvements
and best value for their customers. The government is managing itself as
one entity. Through the continued work of the multi-agency E-Government
initiatives, such as Recreation.gov and Disaster Management, multiple
agencies work together to provide service to the citizen from a single
location.
Recreation.gov makes it easier for all citizens to make reservations
at any of 3,000 Federal parks and other recreation sites without regard
to which Federal agency manages the facility. Disaster Management,
through DisasterHelp.gov has over 34,000 users registered with disaster
management services being used in 69 actual emergencies as well as 344
disaster preparedness exercises.
The Administration continues the focus of the department and agency
specific services movement to citizen-centered services. We have reduced
overall E-Government funding annually since Fiscal Year 2004 as the
initiatives have met their milestones and have become incorporated into
the daily operations of Federal departments and agencies. This reduction
has come as result of moving the initiatives to fee-for-service models
where appropriate, thereby eliminating the need for agency
contributions. Chapter 9, Table 9-3, ``Status of the Presidential E-
Government Initiatives,'' included on the CD-ROM, provides an update for
each project.
FEDERAL ENTERPRISE ARCHITECTURE
The Office of Management and Budget's (OMB) E-Government and
Information Technology Office with the support of the General Services
Administration and the Federal Chief Information Officers (CIO) Council,
established the Federal Enterprise Architecture (FEA) Program to build a
comprehensive business-driven blueprint of the entire Federal
government. The development of this framework has and will continue to
enable the Federal government to identify opportunities to leverage
technology to:
Reduce redundancy;
Facilitate horizontal (cross-federal) and vertical (federal,
state and local) information sharing;
Establish a direct relationship between IT and mission/
program performance to support citizen-centered, customer-
focused government; and
Maximize IT investments to better achieve mission outcomes.
The FEA framework and its five supporting reference models
(Performance, Business, Service, Technical and Data) are now used by
departments and agencies in developing their budgets and setting
strategic goals. With the recent release of the Data Reference Model,
the FEA will be the ``common language'' for diverse agencies to use
while communicating with each other and with state and local governments
seeking to collaborate on common solutions for services.
Using these reference models, the FEA identified five major
collaborative initiatives with potential to transform the Federal
government, improve services and deliver substantial savings. Launched
in February 2004, these initiatives, known as the Lines of Business
(LoB), used EA principles to identify common solutions. These
initiatives are projected to save $5 billion across government over the
next 10 years.
Sharing Technology and Information Across Agencies Will Drive
Results.--The Administration's continued use of the Federal Enterprise
Architecture data to drive lines of business analysis will continue to
be a central focus in our efforts to direct information technology
investments to support delivery of services to citizens and other
entities. The Administration will continue to improve performance and
achieve results by linking IT investments to another analytical tool
used by the Administration, the Program Assessment Rating Tool (PART).
Looking Ahead.--In 2006 and beyond, the government will continue to
identify IT opportunities for collaboration and consolidation. The
Federal government continues to make significant progress in
implementing E-Government to better serve the citizen, but much could
still be done. Through the PMA, the Clinger-Cohen Act, the E-Government
Act, budget guidance and other management tools, the Federal government
has the ability to make it easier for the citizens and businesses to
interact with their government. The FEA Framework will continue to guide
the interfaces between systems and re-use of data and applications where
appropriate. This service-oriented architecture approach will ensure
future government IT investments will leverage existing capabilities to
their maximum potential and will provide the most efficient and
customer-centered services.
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The Federal government is managing its IT more professionally as a
resource for improving results. Seventy percent of the Federal
government's IT systems are secure; 72 percent of the departments and
agencies have mechanisms in place to validate performance relative to
cost, schedule and performance goals for the IT investments; about half
of those departments and agencies meet at least 90 percent of their cost
and schedule goals. We have huge potential and opportunities for growth.
This Administration will continue to work in all aspects of expanding E-
Government to deliver results the American people deserve.