    [Analytical Perspectives]
    [Crosscutting Programs]
    [9. Integrating Services with Information Technology]
    [From the U.S. Government Printing Office, www.gpo.gov]

    [[Page 157]]

              9.  INTEGRATING SERVICES WITH INFORMATION TECHNOLOGY

      As one of the largest users and acquirers of data, information and
    supporting technology systems in the world, the United States Government
    continues its efforts to strengthen its capabilities in managing
    technology and information in order to be the world's leader in
    information technology. The President proposes to spend nearly $71
    billion for Information Technology (IT) and the associated support
    services. Departments and agencies continue to build upon their
    successes including their efforts with portfolio management by
    continuing to focus on results by applying the principles and methods of
    Earned Value Management (EVM) to achieve improved customer service
    levels and greater savings.

                    ACHIEVING RESULTS FOR THE AMERICAN PEOPLE

      The Federal government continues to make progress by maximizing its IT
    investments to deliver program results through the adoption of
    electronic government management principles and best practices.
    Departments and agencies continue to focus on:

        Improving service levels to citizens and government decision
              makers;
        Securing our systems and data;
        Making better purchasing decisions; and
        Reducing duplication and related costs.

      This Budget chapter and Table 9-1, ``Effectiveness of Agency's IT
    Management and E-Gov Processes,'' fulfill the statutory reporting
    requirement of the Clinger-Cohen Act of 1996. Table 9-1 and other tables
    referenced in the text are available on-line at www.budget.gov or on the
    CD-ROM with printed versions provided by the Government Printing Office.
    Other management guidance provided to Federal departments and agencies
    is included in Table 9-2, ``Management Guidance,'' which accompanies
    this chapter, and individual guidance memoranda are available at
    www.whitehouse.gov/OMB/memoranda.
       Government Performance.--The Federal government has shown improvement
    over the last year in achieving the goals specifically included in the
    President's Management Agenda (PMA), for the Expanded Electronic
    Government (E-Government) initiative. For example, each IT investment
    must have specific performance targets tied to a specific, significant,
    beneficial impact for our citizens with performance being defined to
    deliver measurable results.
      The Federal departments and agencies continue to improve in their
    efforts to guarantee success and results for the taxpayer. There were
    585 major investments representing about $27 billion on the ``Management
    Watch List (MWL),'' i.e., those IT investment justifications needing
    improvement in performance measurement, earned value management or
    system security. Before the start of each fiscal year, agencies are
    directed to remediate the shortfalls identified prior to expending
    additional funds. The agencies work to remediate the weaknesses or put
    measures in place to monitor the progress of an IT investment, which
    could include multiple projects. If an investment is still on the MWL
    agencies must describe their plans to manage or mitigate risk before
    undertaking or continuing development activities related to that
    investment. As of December 31, 2007, 52 percent of the agencies (14 of
    27) had acceptable 2008 business cases. Remaining on last year's MWL,
    there were 134 business cases valued in 2008 at $8.6 billion from
    thirteen agencies. Table 9-3, ``Management Watch List for FY 08,''
    provides a listing of the 134 business cases by department and agency.
    The IT projects associated with these investments have been moved to the
    High Risk List. Table 9-4, ``High Risk IT Projects as of September 30,
    2007,'' is a complete listing to date of all High Risk IT projects being
    monitored by the Office of Management and Budget (OMB) and/or the
    departments and agencies.
      This year, 585 of the 810 2009 major IT investments are on the MWL as
    of December 31, 2007. See Table 9-5, ``Agencies with IT Investments on
    the Management Watch List.'' In the evaluation of the departments' and
    agencies' business cases, the following criteria were used for placing
    investments on the MWL [Table 9-6, ``FY 2009 Exhibit 300 Evaluation
    Criteria,'' provides the explanation for numeric evaluation for the
    business cases]:

        Overall Evaluation of 30 or less;
        Security Evaluation of 3 or less;
        If any other evaluation element has a rating of 2 or less;
        Project Manager Rating mismatched between Exhibit 53 and
              Exhibit 300;
        Project Manager identified has not been validated as
              qualified for the Investment as identified on the Exhibit 53;
        Agencies failing to receive a ``satisfactory'' or better
              evaluation by the agency IG in their annual Federal
              Information Security Management Act (FISMA) reports due to OMB
              on October 1, 2007 for the quality of their C&A process;
        Agencies failing to receive a ``satisfactory'' or better
              evaluation by the agency IG in their annual

    [[Page 158]]

              FISMA reports due to OMB on October 1, 2007 for the quality of
              their PIA process and the investment requires a PIA;
        The agency is currently red for the Cost/Schedule
              Performance element of the PMA E-Gov Scorecard; and/or
        Overall Consistency Issue.

      OMB will release investments remaining on the MWL in the spring of
    2008 for the quarter ending March 31, 2008. Departments and agencies
    have been provided the specific information regarding the weaknesses for
    their investments. Many of the investments still need to address
    security, performance measures, implementation of earned value
    management and other issues prior to obligating funding in 2009. Table
    9-7, ``Comparison of the Management Watch List by Fiscal Year,''
    illustrates the analysis of total portfolio including the number of
    projects on the High Risk List. Table 9-8, ``Number of Recurring
    Investments on the Management Watch List,'' includes by department and
    agency the same investments on the MWL since inception.
      The ``high risk list'' approach is separate and distinct from the MWL
    since it presents oversight authorities with information differing in
    focus, timing and expected results. It is not designed to replace pre-
    existing oversight and internal agency processes, but rather to
    supplement and complement them. The objective of the analysis is to
    manage the risk associated with the IT projects each quarter to achieve
    the intended outcomes. Each quarter agencies evaluate and report to OMB
    on the performance of the high risk projects. These projects are
    considered high-risk, requiring special attention from the highest level
    of agency management and oversight authorities due to size, complexity,
    and/or nature of the risk of the project, but are not necessarily at-
    risk.
      Unlike the MWL, the high risk list contains a mix of major and non-
    major systems, as well as discrete projects and programmatic activities.
    The criteria for inclusion on the high risk list include, but are not
    limited to: Major systems the agency or OMB deems to be high risk due to
    a variety of factors, such as:

        high cost;
        complexity;
        high profile political or citizen interest;
        cross-organizational or agency impact or interdependencies
              with other systems efforts;
        major systems on the MWL at the conclusion of the prior
              fiscal year and continuing to warrant heightened attention
              during project execution;
        major systems formally designated as an E-Government or Line
              of Business (LoB) Shared Service Provider;
        planned or underway E-Government initiative migration
              projects (which are removed upon completion);
        existing or legacy agency systems retiring once their
              functionality has been migrated to a common solution (also
              removed once retired); and
        Program or Program Management Office activities supporting
              government-wide common solutions.

      OMB and agencies monitor the status of projects on the high risk list,
    and track their progress in establishing goals and performance against
    cost and schedule baselines.
      The Report on Information Technology (IT) Spending for the Federal
    Government (Exhibit 53) located at www.whitehouse.gov/OMB, provides
    details of the Administration's proposed 2009 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 in the
    spring of 2008.

      The 2009 proposed IT investments were analyzed for trends and
    potential duplications across government entities. At about $71 billion,
    the 2009 Federal IT portfolio represents a 3.8 percent increase over the
    2008 President's Budget. The following represents the highlights:

                                                                 Percent \1\
                                    FY 2007   FY 2008   FY 2009    Change
    ------------------------------------------------------------------------
    Major IT Investments.........       857       840       810        -4%
    Not Well Planned and Managed.       263       364       535        47%
    Well Planned and Managed.....       594       494       275       -44%
    ------------------------------------------------------------------------
    \1\ Change from 2008 to 2009.

       When duplication across Federal agencies has been identified, the
    Administration has an ongoing process to bring together the appropriate
    agencies and help them to consider broad-based approaches to promote
    inter-agency data sharing and cooperation in building common solutions,
    rather than maintaining separate investments. Upon migration to common,
    government-wide solutions, agencies will shut down existing systems--
    which will not only save money but also free-up resources for agencies
    to better focus on achieving their missions. These inter-agency
    taskforces focus on the agency line of business (LoB) rather than a
    specific technology or investment. The following are the current LoB
    initiatives underway:

        Case Management;
        Federal Health Architecture;
        Financial Management;
        Human Resources Management;
        Grants Management;
        Information System Security;
        Budget Formulation and Execution;
        IT Infrastructure; and
        Geospatial.

      The inter-agency taskforces have driven significant accomplishments
    for each LoB initiative. The IT Infrastructure (ITI) LoB puts in place a
    government-wide approach for measuring and optimizing agency
    infrastructures to enhance cost efficiency/service levels and better
    enable core agency missions and customer-centric services. The ITI LoB,
    with the assistance of industry experts, will provide tools and metrics
    for agencies to leverage in order to optimize their commodity
    infrastructure cost efficiency/service level metrics. The ITI

    [[Page 159]]

    LoB will provide tools and metrics in the following areas:

        Desktop/Seat Management and Support;
        Data Centers; and
        Data Networks and Telecommunications.

      Accomplishments of this LoB and the remaining LoB initiatives as well
    as the next steps are included in Table 9-9, ``Lines of Business (LoB)
    Update.''
      The Administration continues to leverage government buying power while
    reducing redundant purchases through the SmartBUY program. Launched in
    June 2003, the SmartBUY program continues to provide increased cost
    avoidance savings to Federal agencies through new and existing
    agreements with commercial software providers. The SmartBUY Office
    located at the General Services Administration (GSA) continues to manage
    a total of twenty-five agreements within nine programs. In June 2007,
    SmartBUY awarded the multiple award agreement in support of OMB policy
    memorandum, M-06-16, ``Protection of Sensitive Agency Information,''
    which would include data at rest and remote access. These agreements
    included the ability of the state, local and tribal governments to
    procure products leveraging the federal government's buying power and
    receiving reduced pricing to meet their needs. In October 2007, the
    Administration broadened the scope of the current SmartBUY agreements to
    offer cost savings to all U.S. Federal government agencies (including
    DoD) for volume purchases. This ensures optimal pricing and leverages
    federal purchasing power. To date, the Federal government has avoided
    and/or saved more than $600 million dollars ($133 million in 2007)
    through the use of this program.
      In August 2006, OMB released Memorandum 06-22 (M-06-22), Cost Savings
    Achieved Through E-Government and Line of Business Initiatives. M-06-22
    asked agencies to identify legacy investments impacted by agency use of
    an E-Gov or LoB initiative and develop baseline cost estimates for these
    investments. Going forward, it is expected agencies savings will be
    realized by the migration of functions from their legacy systems, which
    can be terminated, to government wide common solutions. Agencies were
    requested to measure actual costs for the identified investments on an
    ongoing basis to provide the basis for estimating these savings.
      Based on agency-reported estimated costs for 2007 as compared to
    agency-reported actual costs for the 2007, estimated gross cost savings
    is approximately $508 million.

    2007 Baseline Cost Estimate--Investments    2007 Actual     2007 Gross
                Impacted by E-Gov                  Costs       Cost Savings
    ------------------------------------------------------------------------
    $7,331M.................................         $6,823M           $508M
    ------------------------------------------------------------------------

      OMB is continuing to work with agencies to identify additional legacy
    investments impacted by E-Gov and LoB initiatives.
       Government IT Workforce.--With rapid advances in IT, improved program
    performance is first and foremost driven by the Federal employees who
    manage the IT projects and portfolios. Qualified project managers and an
    IT workforce with the necessary skills and competencies help ensure
    agency investments are well planned and managed.
      In 2007, an IT Workforce Assessment Survey was developed and
    administered by the Chief Information Officers (CIO) Council. Using the
    survey results, agencies prepared a gap analysis report and improvement
    plan which identified competencies for improvement, staffing targets,
    and milestones with specific dates to successfully reach targets
    established. Agencies submitted plans to Office of Personnel Management
    (OPM) in June 2007. Progress against these plans is measured and
    included in the President's Management Agenda Human Capital Scorecard.
    As of September 1, 2007, 24 of 25 scorecard agencies have IT
    professionals on board have:

        met planned skill or competency gap closure milestones; and
        met or are consistently meeting their IT hiring targets.

      The table below provides a summary of agency progress toward hiring
    goals.

                                                                Number of
                                             Current Number     Positions
                                              of Positions    Filled on June
                                                 Filled          30, 2008
    ------------------------------------------------------------------------
    Enterprise Architecture...............            1,673            1,670
    Solutions Architecture................            1,457            1,472
    IT Security...........................            8,407            8,449
    IT Project Management.................            6,248            6,061
                                           ---------------------------------
      Total...............................           17,785           17,652
    ------------------------------------------------------------------------

      Agencies have also made progress in assignment of project managers to
    major IT investments. As reported by agencies on their 2009 Exhibit 53
    submissions, 88 percent of major IT investments have qualified project
    managers, an increase from approximately 83 percent in agency 2008
    submissions.
      Going forward, agencies will continue to carry out the actions in
    their IT gap analysis and improvement plans. In June 2008, agencies will
    submit a measured results report to OPM comparing projected goals
    established in 2007 to actual outcomes in 2008.
      Securing Government Systems.--The Federal government continues to
    improve information security performance relative to certification and
    accreditation rates and testing of security controls and contingency
    plans. In 2007, the percentage of certified and accredited systems rose
    from 88 percent to 92 percent. Even greater gains were reported in
    testing of security controls--from 88 percent of systems to 95 percent
    of systems--and for contingency plan testing--from 77 percent to 86
    percent. Several larger agencies reported especially notable progress
    regarding these measures, including the National Aeronautics and Space
    Administration

    [[Page 160]]

    (NASA), the Department of State, Treasury, and the Department of
    Defense.
      Agencies have also maintained or improved performance relative to
    Inspector General qualitative assessments of IT security processes.
    Overall quality of the certification and accreditation processes as
    determined by agency Inspectors General (IG) increased compared to 2006,
    with76 percent of agencies reporting ``satisfactory'' or better
    processes, up from 60 percent the prior year. 76 percent of agencies
    also demonstrated they have an effective process in place for
    identifying and correcting weaknesses using Plans of Action and
    Milestone (POA&M) management processes.
      Departments and agencies progress against their corrective actions
    plans is measured in the President's Management Agenda Expanded
    Electronic Government Scorecard. Agencies report quarterly on their
    efforts to address IT security weaknesses against key IT security
    performance measures.
      The overall security status and progress in percentage of systems,
    from 2002 to 2007, is as follows:

                                                    (In Fiscal Years)
    ----------------------------------------------------------------------------------------------------------------
                                                            2002      2003      2004      2005      2006      2007
    ----------------------------------------------------------------------------------------------------------------
    Effective Security and Privacy Controls (C&A).......       47%       62%       77%       85%       88%       93%
    Tested Contingency Plans............................       35%       48%       57%       61%       77%       86%
    Tested Security Controls............................       60%       64%       76%       72%       88%       95%
    Total Systems Reported..............................     7,957     7,998     8,623    10,289    10,595    10,304
    ----------------------------------------------------------------------------------------------------------------

      The number of agencies where the IG 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
    FY 2005..............................  19
    FY 2006..............................  18
    FY 2007..............................  19

      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, 2008 and will be made available on OMB's
    website.
       Protecting Privacy.--In May 2006, the President signed an Executive
    Order creating the Federal Identity Theft Task Force. The Task Force
    issued its strategic plan which was submitted to the President. It is
    available at http://www.idtheft.gov. Several of the Task Force's
    recommendations address the need to improve data security in the
    government, improve the agencies' ability to respond to data breaches,
    and reduce the risk to personally identifiable information.
      In this context, OMB has continued to issue security and privacy
    policy and advisory memoranda. These memoranda reemphasize agency
    responsibilities under law and policy regarding protection and safeguard
    of sensitive personally identifiable information, including information
    accessed through removable media, and incident reporting. They are
    included in Table 9-2, ``Management Guidance,'' and are available at:
    www.whitehouse.gov/OMB/memoranda.
      To help ensure safeguard of personally identifiable information,
    agencies are required to report on several performance metrics related
    to information privacy. In 2007's annual FISMA report, agency IGs also
    provided a qualitative assessment of the quality of the agency's Privacy
    Impact Assessment process. The 2007 agency FISMA reports no overall
    percentage improvement in meeting several key privacy performance
    measures:

        Privacy Impact Assessments (PIAs). In 2007, 84 percent of
              applicable systems government-wide have publicly posted
              privacy impact assessments verses the goal of 90 percent.
        System of Records Notices (SORNs). In 2007, 83 percent of
              systems government-wide with personally identifiable
              information contained in a system of records covered by the
              Privacy Act have developed, published, and maintained current
              systems of records notices verses the goal of 90 percent.
        IG assessment of Quality of agency PIA process. In 2007, 76
              percent of IG's rated the agency's PIA process as satisfactory
              or better. (Two agencies did not complete the assessment due
              to time constraints, as this metric was added to the annual
              report requirements only 2 months prior to the report due
              date.)

      Though the overall percent of systems with PIAs and SORNs for those
    systems require one stayed the same in 2007's annual FISMA report
    compared to the 2006 FISMA annual report, it is important to note
    agencies have increased the number of systems identified as requiring
    PIAs and SORNS significantly, collectively by more than 500 and 700
    systems respectively. Thus to maintain the overall percentage of
    completion despite a sizable increase in the inventory is indicative of
    continued progress.
      Initiative to Secure Federal Information Systems and Facilities.--
    Inconsistent agency approaches to facility security and computer
    security are inefficient and costly, and increase risks to the Federal
    government. On August 27, 2004, the President issued Homeland Security
    Presidential Directive 12 (HSPD-12) titled, ``Policy for a Common
    Identification Standard for Federal Employees and Contractors,'' to
    address the recommenda

    [[Page 161]]

    tion of the 9-11 Commission to improve the security of our federal
    facilities and information systems. In accordance with HSPD-12, agencies
    are required to follow specific technical standards and business
    processes for the issuance of federal credentials including a
    standardized background investigation to verify employees' and
    contractors' identities. In October 2006, agencies met the major
    milestone of their HSPD-12 implementation plans to begin issuance of
    compliant identification cards.
      As of September 2007, departments and agencies had issued HSPD-12
    identity credentials to 1 percent of the total workforce. OMB issued
    additional instructions to improve public reporting of the federal
    government's progress towards our milestones. As of December 31, 2007,
    with more accurate reporting from the departments and agencies, the
    required background investigations for 56 percent of federal employees
    and 43 percent for contractors have been completed. In accordance with
    their HSPD-12 implementation plans, by October 27, 2008, agencies are
    expected to complete background investigations for all existing
    employees and contractors and have their infrastructure and capabilities
    in place so they are issuing credentials as standard business practice.
      Initiative for Improving Government Networking Capabilities.--In order
    for the departments and agencies to overcome technical limitations
    arising from this need to interoperate and support emerging requirements
    and technologies, the Administration set June 2008 as the date by which
    all agencies' infrastructure (network backbones) must be IPv6-capable.
    Since the publication of OMB guidance in August 2005, agencies have been
    working toward the demonstration of capability to route IPv6 packets
    within their respective network backbones, to meet the June 2008
    mandate. At the same time, the National Institute of Standards and
    Technology (NIST) has been working toward development of a technical
    profile and testing infrastructure for longer term product compliance.
      The NIST will release a standards profile in March 2008 which will
    become effective 24 months following its publication date. The profile
    is a forward looking planning tool for Agencies, IPv6 equipment
    suppliers, testing laboratories, test equipment suppliers and
    Accreditation bodies. Since it is vital to protect critical US
    infrastructure, the technical profile includes sufficient security
    requirements, including a specification for Network Protection Devices
    as a first barrier against unauthorized access, and also effective
    deployment of the latest IP Security (IPsec) specifications, to provide
    integrity and authentication. In addition, the Federal Acquisition
    Regulation Council is finalizing language linking identifiable compliant
    IPv6 products with acquisition regulations.
       Making Government Accessible to All.--Agency public websites continue
    to provide citizens timely information and services. For example,
    General Services Administration's (GSA's) Office of Citizen Services and
    Communications manages the operations of USA.gov, which serves as a
    consolidated gateway to all Federal websites and the information they
    publish.
      Providing access to government information helps ensure a well-
    informed citizenry, and promotes public participation in agency
    activities. An example is Regulations.gov, a government-wide website for
    rulemaking which facilitates public participation in the Federal
    regulatory process. Regulations.gov allows citizens, business and other
    government entities to easily find, view, and comment on Federal
    regulatory action. The portal allows the public to communicate with a
    wide range of government agencies whose regulations may affect their
    daily lives. The site acts as a mechanism for the public to have a voice
    in influencing upcoming Federal regulations.
      An E-Rulemaking analysis of Regulations.gov projects the initiative
    will save the Federal government more than $100 million over a five-year
    period since agencies will not need to deploy or maintain duplicative
    electronic comment management systems.

                    SUCCESSFULLY USING ELECTRONIC GOVERNMENT

      The departments and agencies continue to leverage information
    technologies to make government services available to citizens 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
    will far outweigh the cost of implementation. Increased agency adoption
    and customer utilization continues to be measured. The expanded
    availability of government information and the utilization of an
    increased percentage of transactions between the Federal government and
    citizens is being measure and made available on line at http://
    www.egov.gov.
      Examples of how the tenets of E-Government are helping to deliver
    services to the citizen and make the government more effective include:

    Department of State

    Virtual Presence Posts

      State's Virtual Presence Posts (VPPs) are an innovative approach to
    extend the reach of State Department diplomatic services and consular
    information to cities and populations not served by physical embassies
    and consulates. The VPPs use information technology to deliver services
    cost-effectively, without the risks and challenges of staffing
    additional overseas posts. Currently, 41 VPPs are in operation in all
    regions of the world. These VPP web sites are designed to serve both

    [[Page 162]]

    local country residents and US citizens. VPP sites connect Americans and
    foreign nationals at the government to government, government to foreign
    national, and American citizen to foreign national levels. They provide
    a variety of services tailored to local requirements by the country
    team. These services usually include consular information, web-based
    engagement (through web chats and online forums) and other limited
    services.
      State regularly tracks the activities of VPP and tracks the number of
    visits to each of these sites. The VPPs are a highly leveraged and cost-
    effective mechanism for promoting US interests and engaging local
    populations around the world. The Department's Human Resources Bureau
    estimates to maintain a single US Foreign Service Officer costs at least
    $1 million annually, including $400,000 for employee costs. Establishing
    a Virtual Presence Post (VPP), costs approximately $10,000 for the
    website, $1,000 for annual hosting, and approximately $10,000 for
    Embassy visits to that city.
      The VPPs using web technologies assist those with visual or mobility
    disabilities to access USG information. VPP websites are section 508
    compliant and are easily accessible from anywhere internet access is
    available; homes, public locations such as American Corners, Binational
    Centers and internet cafes. This wide availability can be especially
    helpful to those who face difficulties in traveling to the nearest
    embassy or consulate. While The VPP program has been managed through
    State's capital planning as a minor investment it is following State
    department's processes and procedures to ensure the VPP's deliver their
    intended benefits to the communities.

    Department of Housing and Urban Development

    National Housing Locator Service

      When disaster occurs, emergency response agencies and staff need
    flexible, innovative tools to quickly address basic human needs such as
    housing, food, and medical services. The Department of Housing and Urban
    Development (HUD), in support of FEMA, State and Local Housing
    Authorities, and other First Responders, launched the intergovernmental
    National Housing Locator Service (NHLS) website in January 2007. The
    NHLS is an accessible, searchable, web-based clearinghouse of over
    200,000 rental housing vacancies available nationwide for emergency use.
      In less than a year, the NHLS has come to represent a new model for
    quickly developing information applications to address HUD's strategic
    requirements and allows HUD to interoperate easily with other government
    organizations. Prior to this solution, government housing agencies and
    first responders would manually, over the course of weeks, collect,
    compile, and verify vacancy information from multiple agency legacy
    systems and on-line sources one by one. With NHLS, there is now one
    streamlined business process supported by state-of-the-art technology
    delivering quality data, day or night.
      The move to the NHLS citizen-centric, one-stop portal is transforming
    the housing locator process and is realizing cost savings through the
    efficiencies achieved by reducing the housing locator process from weeks
    to seconds. This modern approach to application development allows HUD
    to invest incrementally in the program, in response to real-world
    requirements that evolve quickly in step with the nation's disaster-
    response capabilities.
      The Administration continues the focus of the department and agency
    specific services movement to citizen-centered services. Overall funding
    for the President's E-Government initiatives has reduced annually since
    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 9-10, ``Status of the
    Presidential E-Government Initiatives,'' provides an update for each
    project.

                          CONTINUING TO ACHIEVE RESULTS

      In 2009 and beyond, the Federal government will continue to identify
    IT opportunities for collaboration and consolidation while improving
    services. The Federal government has huge potential and opportunities
    for growth and to ensure program success and results through the
    effective use of information technology. In the coming year, each
    department and agency will leverage existing capabilities to the maximum
    potential while ensuring reliability, security, privacy and continuity
    of services. Key milestones will be achieved by the departments and
    agencies to strengthen their information resources programs. The
    deployment of the Federal Desktop Core Configuration in conjunction with
    IPv6, optimization of infrastructure in particular limiting external
    access points (Trusted Internet Connections initiative) with authorized
    access to physical and logical systems (HSPD-12 credentials) are all
    being realized in 2008. The institution of the management practices
    along with the strengthened infrastructure within each department and
    agency and throughout the government will ensure these results. GSA in
    conjunction with OMB will work with the Chief Information Officers (CIO)
    Council and individual departments' and agencies' CIOs to put into place
    a program to assess the policy uptake. This program will assist the CIO
    to ensure clear results are being demonstrated to achieve the outcome of
    improved information assurance, optimization of resources and
    performance levels. By completing these initiatives, the departments and
    agencies will be able to continue to improve their program and mission
    delivery and evolve their services into the next generation, Web 2.0
    services.