[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.