[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
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
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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
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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
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(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
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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
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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.