# Table of Contents {#table-of-contents .Heading}

[**[Executive Summary 1]{.smallcaps}**](#executive-summary)

[1.0 Introduction 3](#introduction)

[1.1 Mission Statement for OCIO and Bureau CIOs
4](#mission-statement-for-ocio-and-bureau-cios)

[1.2 Vision Statement for the 21^st^ Century for OCIO and Bureau CIOs
4](#vision-statement-for-the-21st-century-for-ocio-and-bureau-cios)

[2.0 Environmental Assessment 6](#environmental-assessment)

[2.1 External Assessment 6](#external-assessment)

[2.2 Internal Assessment 7](#internal-assessment)

[2.3 Opportunities and Challenges within DOI
9](#opportunities-and-challenges-within-doi)

[3.0 Management of Enterprise Information Systems
12](#management-of-enterprise-information-systems)

[3.1 Departmental Mission Critical Systems
12](#departmental-mission-critical-systems)

[3.2 Department Administrative Systems
14](#department-administrative-systems)

[3.3 Bureau-unique Applications 14](#bureau-unique-applications)

[4.0 Department of the Interior Focus Areas
16](#department-of-the-interior-focus-areas)

[4.1 Interior Information Architecture
16](#interior-information-architecture)

[4.2 Information Technology Security
20](#information-technology-security)

[4.3 E-government 23](#e-government)

[4.4 IT Capital Planning and Investment
27](#it-capital-planning-and-investment)

[5.0 Strategic Vision Implementation
32](#strategic-vision-implementation)

[6.0 Organizational Resources 39](#organizational-resources)

[7.0 Budget Projections 41](#budget-projections)

[8.0 Policy Considerations and Recommendations
43](#policy-considerations-and-recommendations)

[8.1 Areas for New Policy Consideration
43](#areas-for-new-policy-consideration)

[8.2 Existing Policy Which Should be Considered for Change
44](#existing-policy-which-should-be-considered-for-change)

[9.0 Conclusion 45](#conclusion)

[Appendix A -- IT Strategic Plan Team Members
A-1](#appendix-a-it-strategic-plan-team-members)

[Appendix B -- List of Acronyms B-1](#appendix-b-list-of-acronyms)

# Executive Summary {#executive-summary .Heading}

The long-standing Information Technology (IT) goal for the Department of
the Interior (DOI) is to deliver accurate and timely information to its
many National and worldwide customers. This goal has never been more
important as today, when new and better ways to support Interior's vital
missions are needed. These requirements span improved reporting from the
law-enforcement community in support of Homeland security, assured
continuity of water and power delivery in the West, and more precision
in collecting worldwide scientific data. IT is central to placing
Interior's information in the right hands at the right time.

In preparation for developing the IT Strategic Plan (IT Plan), the
Department and the Bureau Chief Information Officers formed a work team
to examine program requirements, Administrative initiatives, and
emerging technologies. The IT Plan, brings together the President's
vision of an electronic government better serving its citizens,
Secretary Norton's goal for providing service that is both relevant and
dynamic, the mission priorities of Interior's customers and program
executives, and technology solutions from the IT community.

One of the key objectives of the IT Plan is to more closely align IT
with the Department's programmatic areas. DOI senior managers and policy
officials have identified Trust Management, Facilities Maintenance, and
Performance Management, as the top three programmatic areas that could
greatly benefit from IT. This will be discussed further under the
section entitled, "Management of Enterprise Information Systems."

The four major IT components outlined in the IT Plan are as follows:

-   Interior's Information Architecture -- modeling the Departmental and
    bureau business enterprise and future technical direction;

-   IT Security -- assuring continuous information to Interior customers
    especially for mission critical systems;

-   E-government -- providing customer-centric services, information,
    and products using the Internet, the World Wide Web, and other
    electronic media; and

-   Capital Planning and Investment -- aligning mission and program
    technical requirements with budget formulation and execution of IT
    capital investment acquisitions.

Goals, enabling strategies, performance measures, and critical success
factors accompany each of these components and will serve as the guiding
principles during the execution of project plans. While each of these
components are important separately, combined they represent Interior's
overall IT strategy, with enterprise architecture serving as the
integral component to promoting inter-bureau cooperation and improving
data sharing capabilities across business lines. Two of these areas,
E-government and IT Security, have recently been spotlighted by the
Administration through the approval of major E-government plans by the
Office of Management and Budget (OMB) and the establishment of a central
point for coordinating cyber security. Interior is the lead agency on
two of the twenty-three E-government initiatives: Recreations.Gov
information portal, and geo-spatial information delivery.

In constructing the IT Plan goals, the team examined the current IT
environment for strengths and weaknesses, organizational resources, and
policy considerations, and developed budget activities and guidance for
strategic vision implementation.

The department incorporated the Secretary's management reform guidelines
as the overarching benchmarks in establishing project plans and
measuring success. These guidelines will:

1\) Ensure all Interior activities add value and assure effective use of
resources; 2) Establish clear performance measures and hold people
accountable for results; 3) Avoid duplication and achieve economies for
customer service and efficiency; and 4) Use technology to work smarter
and provide single points of Interior access.

In recognition that this Department's mission is critical to the Nation
and that technology support is integral to mission success, Interior is
dedicated to achieving a well trained IT workforce. The Department
completed a workforce analysis report in June 2001 which pointed to
skill imbalances and recruitment and retention issues. The analysis, in
conjunction with the Federal Activities Inventory Reform (FAIR) Act,
enabled us to identify several functions suitable for immediate
consolidation or competitive sourcing. We are committed to creating a
workforce to improve our ability to deliver e-gov services, and increase
our capability to procure goods and services more efficiently and
effectively.

DOI is looking at ways to unify and simplify the IT environment so that
products and services are provided in a cost-efficient and effective
manner. The Department is currently in the process of seeking outside
expertise to propose cost-saving alternatives for IT while maintaining
the same or improved service levels. It is feasible that these
objectives may be achieved through restructuring and potentially
consolidating select IT functions at DOI. Once the study results are
obtained in June 2002, the plan will be updated to reflect major
proposed changes in the IT environment.

# Introduction

DOI heavily relies on accurate and timely information to carry out its
critical mission and programs. IT, most recently aided by the advent of
the Internet and World Wide Web, has enabled the delivery of this
information to our many constituents and stakeholders. However, we can
do more. As we enter the 21^st^ century it is both appropriate and
incumbent for the technology managers of the bureaus and the Department
to define the future IT vision. The Department of the Interior IT
Strategic Plan presents a three year vision of how IT will enable,
improve, and extend the information services provided to the American
public and our employees.

Being bureau-centric, DOI is comprised of many different and distinct
programs and functions. Major activities are grouped within eight
bureaus that are managed by Directors or Commissioners with oversight
provided from program Assistant Secretaries who report to the
Department's Secretary. Funding at DOI is appropriated directly to the
bureaus and program areas as designated by Congress. The Office of the
Secretary (O/S) is a separate entity that is comprised of over 30
offices that report either directly to Secretary Norton or to other
Assistant Secretaries. The Office of the Chief Information Officer
(OCIO) is responsible for providing oversight and guidance for the
overall management of IT at the Department. The OCIO provides cost
assessments to the bureaus on an annual basis to fulfill its policy
oversight function.

In keeping with Secretary Norton's vision, which is characterized as the
four C's---Conservation through Cooperation, Consultation, and
Communication (see Exhibit 1-1), the IT strategic planning team
developed a theme for the IT Strategic Plan. The theme is to support
Interior programs with innovative information, and integrated
information available upon demand.

This theme is central to fulfilling the Department's critical missions
and programs that emphasize five goals: 1) Protect the environment and
preserve the nation's natural and cultural resources; 2) Provide
recreation for America; 3) Manage natural resources for a healthy
environment and a strong economy; 4) Provide science for a changing
world; and 5) Meet DOI's trust responsibility to Indian tribes and
commitments to island communities.

For DOI to be successful in achieving these goals, emphasis should be
placed on improving the delivery of IT services at DOI in a
cost-efficient and effective manner. DOI senior managers and policy
officials have identified three top programmatic areas where this will
be most significant during the next few years.

1)  Trust Management, which requires the Department to develop more
    accurate and timely accounting information for Native American
    information for Native American interests;

2)  Facilities Maintenance Management, where better and more timely
    information is necessary to ensure the accuracy of backlogged
    maintenance activities and effectively plan, schedule, and execute
    such activities; and

3)  Performance Management, where integrated information is necessary
    for key decision making on activities based costing along with
    budget formulation and execution.

Interior's IT Plan closely follows the President's Management Agenda,
which sets forth specific reforms to make Federal government more
citizen-centered by linking accountability, modernization, and
integration.

The IT Plan establishes a framework to also align information technology
resources with the Department's critical missions and programs. Exhibit
1-1 shows this alignment by linking the four IT focus areas covered in
this IT Plan: 1) Interior Information Architecture (IIA); 2) IT
Security; 3) E-government; and 4) IT Capital Planning and Investment, to
Secretary Norton's strategic focus, and to the President's Management
Agenda.

DOI's IT Plan meets the requirements of the Government Performance
Results Act (GPRA) of 1993 and the Clinger-Cohen Act of 1996. The IT
Plan also addresses the guidance issued in the OMB Circular A-130 which
calls for Federal agencies to develop a plan to guide the development of
enterprise architecture and IT capital planning and investment.

The IT Plan was developed by a strategic planning team comprised of OCIO
staff, Departmental staff, and bureau representatives. See Appendix A
for a complete list of participants.

The Team members interviewed the Department Chief Information Officer
(CIO), Daryl White, and the Deputy CIO, Sue Rachlin. The team also
interviewed director of select O/S offices that included the Director of
Planning and Performance Management, Norma Campbell; the Director of
Acquisition and Property management, Debra Sonderman; and the Director
of Office of Financial Management, Sky Lesher. Deputy Assistant
Secretary for Budget and Finance, Robert Lamb, and Assistant Secretary
for Policy, Management and Budget, Lynn Scarlett, were also interviewed
to determine how IT can best support the Department's top programmatic
priorities.

This collaborative effort has culminated in a set of IT goals and
enabling strategies. To ensure these goals are met, and in keeping with
the principles of GPRA, performance measures have been developed. The
OCIO will continue to assess Interior's missions along with new
technologies to determine if changes in the strategic direction are
warranted. Future versions of the plan will reflect the continued
collaboration of the extended IT community which includes program,
administrative, and IT representation. The following are the mission
statement and vision statement for the OCIO and Bureau CIOs.

## Mission Statement for OCIO and Bureau CIOs

Our mission is to oversee and guide the development, management, and use
of information resources and IT Department-wide.

## Vision Statement for the 21^st^ Century for OCIO and Bureau CIOs

Our vision is to provide DOI business owners with innovative information
technologies that enhance service delivery.

# 2.0 Environmental Assessment {#environmental-assessment .unnumbered}

The environmental assessment consists of an analysis of internal and
external factors that will affect the organization's future. Conducting
this assessment helps to set the context for establishing specific IT
goals at DOI over the next few years. The current state of Interior's IT
program is addressed under the "Strengths" and "Weaknesses" subsections.

## External Assessment

The President's Management Agenda has set forth an ambitious management
and performance agenda for Federal agencies, and calls for a government
that is:

-   Citizen-centered;

-   Results-oriented; and

-   Market-based, actively promoting innovation through competition.

The President's Management Agenda contains five government-wide goals to
improve Federal management and deliver results that matter to the
American people:

1)  Competitive Sourcing asks the government to embrace competition,
    innovation, and choice;

2)  Strategic Management of Human Capital calls for the government to be
    pro-active in recruiting creative and talented individuals;

3)  Improved Financial Accountability calls for the government to better
    track its funds and conduct timely audits;

4)  Expanded E-government calls for the government to empower citizens
    to use the Internet and other IT tools to obtain the desired
    information; and

5)  Budget and Performance Integration calls for the government to be
    results-oriented rather than process-oriented.

From an IT perspective, the Interior Architecture team produced the
Common Requirements Vision (CRV) document as part of its effort to
develop IIA. The CRV identifies external environmental trends that
impact all Federal agencies:

-   There is an increasing need for legislative clarity for policies
    impacting public sector information, such as privacy, the Freedom of
    Information (FOIA) Act, and equal access, to ensure a right balance
    between the public's right to information and privacy issues;

-   There is increasing legislative pressure and administrative
    requirements for inter-government systems interoperability and
    coordination with the end goal of providing unobstructed
    information;

-   There is a growing use of E-government services provided via a
    single point of entry that cuts across agency boundaries; and

-   As automation increases, there is an increasing need to assure the
    public's trust in the services and activities provided by government
    organizations.

The following are strengths and weaknesses of ongoing DOI efforts in IT,
as they relate to the external environment:

**Strengths**

-   DOI is working with OMB to formally integrate performance with
    budget decisions to generate performance-based budgets beginning
    with the FY 2003 budget submission;

-   As part of its FY 2003 budget submission, DOI submitted a proposal
    to OMB outlining plans to contract out for an independent study to
    examine the current IT infrastructure and look at opportunities to
    unify and simplify the delivery of IT products and services;

-   DOI is working towards meeting the President's competitive sourcing
    goal to open select government jobs to private sector competition;

-   DOI is working to ensure that Federal financial systems produce
    accurate and timely information to support operation, budget, and
    policy decisions; and

-   DOI is working with the new administration to prioritize and manage
    E-gov projects effectively by improving agency IT capital planning
    and investment and building E-gov infrastructure such as
    E-procurement and E-grants.

**Weaknesses**

-   Most Federal agencies remain process-oriented rather than
    results-oriented;

-   There is a lack of consistency in the information and reporting
    framework for performance, budgeting, and accounting
    government-wide;

-   There are organizations within the Federal government which are
    still performing commercial functions that should have been open to
    competition;

-   Federal agencies lack long-term planning and coordination of IT
    investments that could improve connectivity between the government
    and the public; and

-   There is a need for the Federal government workforce to obtain
    additional skills in IT required to fulfill DOI critical missions
    and programs.

## Internal Assessment

Secretary Norton recently stated, "To be a responsive, dynamic, and
relevant government agency which serves its citizens, we must focus our
attention on citizen centered governance." Further, she has outlined a
vision for effective program management at Interior that is organized
around the "four Cs:" Conservation through Cooperation, Consultation,
and Communication. Secretary Norton's management reform strategy is
based on four key principles:

-   **Customer Value:** Ensuring that all of the Interior's activities
    add value and ensure effective use of resources;

-   **Accountability:** Establishing clear performance measures and
    holding DOI managers and employees accountable for results;

-   **Integration**: Identifying opportunities to avoid duplication and
    achieve economies to enhance customer service and efficiency; and

-   **Modernization**: Using technology to work smarter and provide
    single points of access to Interior's services.

Secretary Norton has established several reforms to help ensure
integrated planning, leadership, and assessment of DOI's programs. One
of such reforms includes the establishment of the Management Excellence
Council (MEC) that is comprised of the Deputy Secretary, Assistant
Secretaries, and bureau heads. MEC will provide leadership, direction,
and accountability to implement the Administration's goals and provide
overall direction and oversight of the Department's management reform
activities. To support MEC, a set of senior-level teams has been
established that are linked to the five government-wide initiatives.

From an IT perspective, the Interior Architecture team identified
environmental trends in the CRB that pertain to Interior's internal
business and program operation:

-   There is an increasing need for DOI to easily share information with
    Federal, state, local and tribal governments, and private
    organizations;

-   Continuing advancements in wireless connectivity and voice
    recognition will enable government personnel to spend more time in
    the field using a "location-less office";

-   There is an increasing need for faster, more complete access to
    information by DOI employees to improve service delivery, worker
    productivity, and management of public resources;

-   There is an increasing demand for the capture, electronic storage,
    delivery, and archiving of Interior resources, including those that
    are paper-based; and

-   There is a growing gap between the cycles of technology evolution
    and planning, budgeting, and procurement resulting in acquisitions
    that are obsolete before deployment.

The following are strengths and weaknesses of ongoing DOI efforts in IT,
as they relate to internal environment:

**Strengths**

-   The Department's effort to centrally manage payroll, financial, and
    procurement data housed in the Departmental Administrative Systems
    (DAS) has been effective;

-   DOI is developing a Department-wide enterprise architecture to
    better align technology with its business processes to support it
    critical missions and programs;

-   DOI is in the process of establishing a FOIA tracking system that
    will allow DOI to be responsive to information requests;

-   Emphasis is placed on scientific programs to provide knowledge and
    technologies required to support land and resource decision-making;
    and

-   DOI has web and computer based training, along with video
    conferencing and satellite downlinks.

**Weaknesses**

-   There are weak controls in Interior's financial and other data
    resulting in security risks;

-   There are instances of conflicting data, duplicate applications, and
    redundant technology;

-   There are non-standardized information systems and multiple
    platforms and networks throughout the Department;

-   DOI needs to improve and enforce project management training;

-   Inconsistent release of information undermines DOI's position,
    especially in litigation;

-   Interior lacks a Department-wide customer feedback system; and

-   Improvement is needed for accessing central web sites for policies,
    standards, training and assistance.

## Opportunities and Challenges within DOI

The DOI IT community works within an operational and policy environment
that is dynamic and demanding. IT has become a critical enabler for the
Department's ongoing mission and programs. Understanding the
opportunities and challenges posed by this environment is essential in
framing strategic focus areas and initiatives that can provide relevant
guidance to the DOI IT community over the next few years.

Opportunities exist for DOI to address the President's Management Agenda
as follows:

**Competitive Sourcing** -- DOI's competitive sourcing program focuses
on performance as DOI strives to find and implement the most
cost-effective ways to provide quality products and services to its
customers. DOI is currently implementing an aggressive competitive
sourcing program to meet the goals specified in the FAIR Act related to
opening up select government functions for competitive sourcing. DOI is
also proposing to establish a Center for Competitive Sourcing
Contracting Excellence in February of 2002. The center will be staffed
with DOI employees form a variety of disciplines, including budget,
acquisition, and program managers who would be responsible for tracking
and reporting Department-wide competitive sourcing activities. This
would be the first of a series of planned centers for the centralized
acquisition and delivery of IT products and services.

**Strategic Management of Human Capital** -- An opportunity also exists
to improve strategic management of human capital. Each Federal agency
has been asked to prepare a five-year restructuring plan as part of its
FY 2003 budget request. Interior is committed to improving its workforce
structure to reduce the distance between the citizens and
decision-makers by looking at ways to streamline and consolidate support
services in the areas of acquisition, IT, and human resources. As part
of its FY 2003 budget request, DOI submitted a management reform package
that includes plans to seek outside expertise to evaluate in detail the
feasibility of consolidating select IT services. DOI will rely on such
expertise to determine whether IT consolidation is cost-effective and
necessary to improve the delivery of IT products and services.

**Expansion of E-government** -- Coordinated efforts by the
government-wide Quicksilver Task Force, under OMB leadership, are moving
forward to establish IT standards for the Federal government,
identifying promising new technologies, and incorporate E-gov into
enterprise-wide architectures government-wide. DOI staff are serving on
the Quicksilver Task Force that is working to establish cross-cutting
E-gov initiatives across Federal agencies. Interior can reap substantial
benefits from these interagency programs as it seeks to enhance the
interoperability of its IT infrastructure and enhance its own E-GOV
initiatives. For example, DOI has been asked to lead two government-wide
initiatives -- Recreation One-Stop Service, and Geo-spatial Information
One Stop to promote collaboration within DOI and with other Federal
agencies.

Opportunities also exist for DOI to improve the delivery of IT products
and services in support of its critical missions and programs as
follows:

**DOI Interior Information Architecture Effort** -- Under the leadership
of Secretary Norton, DOI's senior executive staff have developed
strategic business processes to implement a "one Department" vision for
achieving mission and program goals. The Department's strong commitment
to changing legacy management processes provides impetus to the IT
community to implement meaningful change in IT management processes.
This vision is basic to the recently formed Interior Architecture
Strategy Board that is comprised of senior executive representatives
from each Assistant Secretary's office. This board will ensure that the
Interior Information Architecture for the Department is consistent and
seamless for better information from throughout Interior and help bring
about the "One Department" vision.

**Knowledge Management** -- Information technology enables an economy
based on knowledge. The key assets of the Department are intellectual
assets, and they focus on the knowledge worker and corporate data. The
IT community can provide the capability to collect, summarize and
integrate knowledge across information sources through networked
infrastructure and consistent Department-wide data management. In
addition, knowledge management is enhanced through an IT infrastructure
that is fully leveraged to share the knowledge and expertise resident in
the Department, in its key partners, and in stakeholders. Other
opportunities include implementing an IT architecture standards
management approach that supports the ready access to information
anytime, anywhere and the development of an online computer-based
storehouse of expertise.

**Expertise Centers** -- At DOI, bureaus are free to develop IT
solutions based on the specific needs of their programs. Some bureau
program priorities encouraged the early adoption of technology as a
strategic resource, and have developed specialized IT activities that
are considered advanced capabilities within DOI. Developing processes to
allow other DOI components to tap into these centers of expertise will
allow the Department to leverage previous investments, encourage the
adoption of proven standards, and minimize duplication of effort.

**Emerging Technologies** -- Information technologies will continue to
evolve and provide improved opportunities to support the Department's
missions, goals, and objectives. Over the past ten years the information
management function has been influenced by many technology
breakthroughs, such as networking, email, open systems, client server
architecture, Electronic Data Interchange (EDI), document imaging,
mobile computing, groupware, high bandwidth networking, data
warehousing/data mining, and Enterprise Resource Planning (ERP).
Twenty-first century information services have continued to expand on
these technologies. Artificial intelligence decision support, virtual
education, internet telephony, global wireless net-phones, and hand-held
voice recognition PCs, are just some examples of technological
innovations that may change the way DOI conducts its business to better
serve internal and external customers.

**Growth of the Internet** -- One of the most significant technological
breakthroughs has been the growth of the Internet. A generation was
needed for the telephone to achieve widespread acceptance and use.
Internet technologies have achieved the same milestone in seven years.
DOI must embrace the strategic importance of the Internet to
revolutionize how it delivers service to internal and external
customers. Pioneering programs such as Permit.gov and Volunetter.gov
clearly demonstrate that Internet technologies can enhance DOI's ability
to deliver products and services to the public.

The existing challenges that DOI needs to work around to take full
advantage of IT capabilities are as follows:

**Constrained Resources** -- DOI IT plans must take into account fiscal
realities by coordination related activities among bureaus, exploiting
useful economies of scale, fostering common approaches for common
problems, minimizing duplication of effort, and focusing on meeting
customer requirements rather than implementing specific technology
solutions. In addition, DOI's ability to recruit and retain IT
professionals, especially at the journeyman levels, will remain an issue
in the near future. Current market salaries for highly skilled IT
specialties exceed Federal pay scales. DOI can mitigate the impact of
the shortage by developing partnership relations with its contractor
community, participating in incentive based retention programs, limiting
the diversity of technologies supported, and collaborating with other
Federal and state government agencies.

**DOI Bureau-Centric Culture** -- Interior has employed a decentralized
management structure since its inception. Accordingly, bureaus are
accustomed to acting independently in deploying IT. Coordinating IT
activities, which have generally been considered internal bureau
management concerns, is of high significance at this time. The IT
community must foster open communications among Department and bureau IT
stakeholders. IT managers and staff within every Interior organization
need to approach their jobs with the spirit of collaboration and
stewardship. This includes fostering a participatory environment for IT
decision-making among Departmental and bureau organizations.

**Heterogeneous IT Environment** -- DOI's current diverse IT
infrastructure ranges from web-based, client/server, standalone and
networked PCs, to mainframe environments. The customer community for IT
services is also large and diverse and includes state governments,
employers, employees, community-based advocacy groups, academia,
international bodies, as well as DOI headquarters, bureaus, and field
offices. Effectively managing such a complex environment requires
leadership capable of balancing competing needs and building action
oriented coalitions. This environment also requires a strong policy
framework that is based on consensus and inclusiveness.

# Management of Enterprise Information Systems {#management-of-enterprise-information-systems .Heading}

Given the key role that IT plays in supporting DOI's critical missions
and programs, there is a critical need to align IT with the top
programmatic and administrative priorities within the Department. IT's
ability to support these priorities is highly dependent on the effective
and efficient execution of Enterprise Information Systems. One of the
OCIO's key responsibilities is to provide direction and oversight to
effectively manage Departmental mission critical systems, Departmental
Administrative Systems, and core bureau applications. A consistent
capability to manage enterprise information systems is needed across the
Department to ensure that there is sufficient standardization,
interoperability, and integration to carry out the desired programmatic
and/or administrative functions.

## Departmental Mission Critical Systems

Assistant Secretary for Policy, Management, and Budget, Lynn Scarlett,
and Deputy Assistant Secretary for Budget and Finance, Bob Lamb, have
identified Trust Management, Facilities Maintenance, and Performance
Management, as the top three programmatic areas across the Department
that are highly dependent on information systems.

-   **Trust Management --** The main objectives for this program area
    are to develop more accurate accounting records, and streamline the
    process used to track Indian land titles and leases. In September
    2001, the Executive Director of the Office of Historical Trust
    Accounting (OHTA), Bert Edwards, presented Secretary Norton with a
    blueprint for developing the Historical Trust Accounting plan in
    response to the first directive by Secretary Norton regarding Indian
    Trust reform announced on July 10, 2001. The directive charged OHTA
    to prepare a comprehensive description and timetable for completion
    of all steps that are needed to staff and develop a comprehensive
    plan for a historical accounting that meets the Department's
    fiduciary obligations to Individual Indian Money (IIM)
    beneficiaries. The main purpose of the blueprint is to develop and
    implement a valid, timely, and cost-effective assessment of balances
    in IIM accounts so that account-holders can be assured of the
    accuracy of funds in their accounts and the assets held in trust
    from which these funds are derived.

    The Trust Asset Accounting Management System (TAAMS) is a mission
    critical system designed to assist the Department in meeting its
    trust responsibilities to Indian Tribes. In collaboration with the
    Office of the Special Trustee (OST), the Minerals Management Service
    (MMS) and the OCIO, the Bureau of Indian Affairs (BIA) is in the
    process of developing TAAMS as a standard nationwide system for
    tracking BIA trust resource management programs. The main objective
    of this system is to ensure that trust funds and related systems are
    integrated, function together efficiently, are cost-effective, and
    provide a historical database with valid and reliable data. TAAMS
    will replace the current legacy systems used to support land titles
    and resource management functions performed by BIA, and will
    interface with the Office of Trust Funds Management's Trust Funds
    Accounting Systems, and with the MMS royalty management programs.
    Once fully operational, TAAMS will dramatically improve BIA's
    ability to track title ownership, perform realty functions, and
    distribute funds to individuals and tribes.

-   **Facilities Maintenance** -- The President re-enforced his
    commitment to cleaning up the backlog in maintenance in the national
    parks during his visit to Sequoia National Park on May 30, 2001. In
    the FY 2003 budget proposal submitted to OMB, Secretary Norton also
    emphasized the importance of developing a strategy to improve
    management of the NPS maintenance program which would include 1)
    better defining and ranking projects in the backlog; 2) accelerating
    completion of projects in the backlog; 3) improving accountability
    by establishing goals to measure performance; 4) completing the
    deployment of a new maintenance management system; 5) completing the
    assessment of facility condition to set a baseline; and 6) ensuring
    adherence to a schedule for completing tasks. The estimated deferred
    maintenance backlog for the bureaus is between \$4.1 billion to
    \$8.1 billion. The wide range in the dollar amount is due to each
    bureau having relatively limited management tools and varying
    business practices.

    To address the current maintenance backlog, the Department's goal is
    to establish a common, computerized, and standardized maintenance
    management system at select DOI bureaus including the National Park
    Service (NPS), the Bureau of Land Management (BLM), the U.S. Fish
    and Wildlife Service (FWS), the U.S. Geological Service (USGS), and
    the Bureau of Reclamation (BOR), that will provide consistent and
    reliable facilities information to DOI managers, OMB, and Congress.
    NPS has taken the lead in using MAXIMO, with installation in 125
    parks to date. The other mentioned bureaus have also started using
    MAXIMO to document current asset conditions, schedule and program
    maintenance and construction work, estimate the cost of work
    requirements, and document actual expenditures for all constructed
    assets. Once fully operational, MAXIMO will enable DOI to implement
    a systematic process to identify facility deferred maintenance
    requirements and establish facility maintenance business practices.
    MAXIMO can also be used as a predictive tool to estimate the
    quantity of deferred maintenance and the amount of funds needed to
    return these assets to a useable condition.

-   **Performance Management** -- One of the key objectives of GPRA is
    to help Congress, OMB, agency executives, and managers develop a
    clear understanding of what is being achieved in relation to what is
    being spent. Linking planned performance with budget requests and
    financial reports is an essential step in building a culture of
    performance management, and is an important component of the
    President's Management Reform Agenda. This alignment brings
    performance expectations into budgetary deliberations, prompting any
    organization to reassess its performance goals and strategies and
    more clearly understand the cost of performance. To accomplish the
    integration of budget and performance, DOI has formulated a strategy
    that is based on improving the linkages of performance goals to
    program activities in the budget requests and improving cost
    reporting within the Department.

To achieve this objective, the Department is expanding the use of
Activity Based Costing (ABC), a management tool that attempts to ensure
that every cent spent by an organization, including direct and overhead
costs, is allocated to actual products or services. An ABC system gives
visibility to how effectively resources are beings used and how all
activities contribute to the cost of a product. The information produced
is used to compare costs, identify best practices, and improve business
processes. An ABC system integrates performance, budget, cost, and
financial reporting, and complies with applicable accounting standards
and GPRA. This cost management system provides valuable data for
improved decision-making by bureaus managers and facilitates work
process improvements at all levels of the organization by being linked
to work activities. BLM has taken the lead in implementing ABC and is in
the process of integrating cost data with performance measures. The
Department can build on BLM's efforts and use its cost management system
as a prototype for other Interior bureaus attempting to integrate budget
and performance information.

## Department Administrative Systems

Another example of a Department-wide priority effort over the next few
years, is the implementation of an enterprise-wide integrated financial
management system, the Financial Management Systems Migration Project
(FMSMP). The Interior Chief Financial Officer (CFO) Council will engage
in a coordinated cross-functional financial management streamlining
effort that encompasses key business functions such as budget
formulation and execution, personnel and payroll management,
acquisitions and property management, accounting, maintenance, and
travel management. This effort adheres to the Joint Financial Management
Improvement Program's "Framework for Federal Financial Management
Systems."

Thirteen cross-functional teams were established to assess each
financial management business process, identify process improvements,
and outline the data and system requirements used in each process. The
new financial management system will provide more accurate and timely
information, enhance the integrity of data through improved integration
and control, expand E-government capabilities, improve security in
financial systems, and reduce system risks associated with the use of
outdated technology. As an interim measure, quarterly financial
statements will be prepared to assist in the analysis of financial
information throughout the year.

## Bureau-unique Applications

The Department is also responsible for providing guidance and oversight
for core bureau applications that support DOI\'' critical missions and
programs. One example of a bureau initiative is the Enterprise
Geographic Information System (GIS) that is being led by USGS.
Enterprise GIS will provide a more effective and efficient bureau-wide
approach to the collection, management, and delivery of geospatial data
and services. When fully developed, it will include a consistent suite
of integrated, web-accessible GIS tools, together with an
enterprise-wide scientific database restructured for seamless, GIS-based
data retrieval, and real-time mobile GIS capabilities. Access and
transferability to all DOI bureaus will be considered during development
of the USGS enterprise GIS system. USGS will help establish a DOI
enterprise GIS working group that will meet periodically to discuss and
facilitate technology transfer, tool development and lessons learned.
The ultimate goal would be to develop a DOI-wide enterprise GIS system.

Development of a DOI enterprise GIS system can directly support
electronic government by: 1) making it easier for customers to find and
sue geospatially referenced data for a wide variety of applications; 2)
allowing DOI land and resource managers in different DOI bureaus to more
easily share and exchange the data they need for land and resource
analyses; 3) increasing the efficiency of initial field data collection
and storage; and 4) maximizing value of IT capital investments in GIS
implementation and sue throughout the agency by focusing on consistent
and standardized tools, software, and training packages. Enterprise GIS
will be fully compliant and consistent with the development of the
national Spatial Data Infrastructure (NSDI) and the Administration's
e-government Geospatial One-Stop initiative.

A related and complementary activity is that by the year 2010, Interior,
through the USGS, will provide the Nation with current, accurate, and
nationally consistent basic spatial data (including digital data and
derived topographic maps) and deliver spatial information that is not
more than seven days old. To meet this need, USGS has recommended the
development of the National Map, a database of continually maintained
basic topographical spatial data to be used by state, regional, local,
and tribal government, private industry, non-governmental organizations,
and individual citizens. Users will be able to combine data from the
National Map with spatial information available from other
organizations, such as cadastral information from BLM. The National Map
is compliant with the goals of the NSDI; and will enhance the ability of
USGS to contribute to the NSDI Framework data layers.

Technology will continue to evolve, and will provide new ways to
collect, maintain, access, and use basic spatial data. Advances in
computing hardware, and broadband and wireless communications, will
provide the basic ability needed to store, process, and communicate
data. Global Positioning Systems in cell phones and other personal
electronic devices promise increased use of spatial data.

# Department of the Interior Focus Areas {#department-of-the-interior-focus-areas .Heading}

The strategic planning team determined the best way to represent
strategic initiatives was to establish the following IT focus areas. The
goals identified under the four major focal areas reflect the future, or
the desired state of IT at DOI.

*Interior Information Architecture*

*Information Technology Security*

*E-government*

*IT Capital Planning and Investment*

## Interior Information Architecture

**Introduction**

IIA is a model of the Department's business enterprise and future
technical direction. Along with its importance in the capital planning
and investment management area, IIA provides a snapshot in time of the
Department's business and technology assets, and serves as a blueprint
to build the roadmap to systems and business processes. The IIA is
useful in mitigating risk factors in enterprise modernization,
identifying opportunities for innovative technology insertion, and
aiding executives and managers in key decision-making at all levels of
the Interior organization.

IIA's value to the business operations is more than IT investment
decision management. The dynamic changes in technology and business
practices impose greater pressure on DOI to respond more rapidly than
ever before. IIA is a major tool that is used to reduce the response
time for impact assessment, tradeoff analysis, strategic plan
redirection, and tactical reaction in the management of IT.

![](media/image2.wmf){width="1.4661417322834647in"
height="1.5165354330708662in"}**Discussion**

An effective IIA program enables an organization to guide the
development, selection and proposal process, make better informed IT
investment decisions, and control the evolution of the technology
environment. Figure I shows IIA as the central component that promotes
an effective and efficient delivery of IT products and services at
Interior. The development of IIA has to occur first as it sets the stage
for achieving the specified goals in the focal areas outlined in the IT
strategic plan, such as IT Capital Planning, IT Security, and E-gov.

The capacity to create new products or services, and the ability to
transform work into new capabilities, will be driven in large part by
technological innovation. The 21^st^ century DOI stakeholder will be
impacted by such emerging technological trends as knowledge management,
digitization, "smart" products, virtualization, internetworking, reduced
cycle times in business transactions, and electronic commerce. Interior
IT professionals will need to understand these emerging realities and
work with program managers and business owners to assess their
applicability to the Department. A standards based IIA will serve as the
foundation for identifying assessing, implementing, and managing new
information technologies as well as older legacy systems.

**Approach**

A systematic, comprehensive approach to IT management will enable
Interior to improve its service delivery and its internal operation
capabilities. In concert with the Clinger-Cohen Act, DOI is establishing
a framework or blueprint to guide its information technology baseline
and target architectures in support of bureau missions, goals, and
objectives. This approach will ensure that Interior keeps abreast of
technological innovation, evaluates the applicability of the technology
in the DOI environment against standardized criteria, and integrates new
technologies, as appropriate, to support mission and program areas. In
doing so, DOI will be well positioned to provide access to data anytime,
anywhere, in a logical and organized manner. Providing DOI stakeholders
and customers with timely access to information enhances technological
support by making it more flexible and maintainable, and available to
accommodate changes in the internal and external environment. Data
integrity is also improved when it is based on established standards and
architecture, and improves data management.

The IIA includes the IT Enterprise Architecture, the Technical Reference
Model (TRM), and the Standards Profile. The TRM and the standards
profile will be developed based upon input from the domain architecture
teams. DOI will document and submit their initial IIA to OMB and any
subsequent IIA plan updates when there are significant changes to the
architecture. As part of the IIA effort, Interior will use an Enterprise
Architecture Framework (EAF) that will document linkages between mission
needs, information content, and information technology capabilities. The
EAF will also guide both strategic and operation IT planning. It will be
supported by a complete inventory of the Interior information resources,
including personnel, equipment, and funds devoted to information
resources management and IT, at level of detail appropriate to support
IIA. DOI will develop information systems that:

1)  Facilitate interoperability, application portability, and
    scalability of computerized applications across networks of
    heterogeneous hardware, software, and communications platforms;

2)  Meet or exceed information technology needs through effective
    intra-departmental and inter-department sharing; and

3)  Establish a level of security for all information systems that is
    commensurate to the risk and magnitude of the harm resulting form
    loss, misuse, unauthorized access to, or modification of the
    information stored or flowing through these systems.

The IIA process is a long-term, continuous effort. Once developed, the
IIA will be a continuously updated entity with many parts, whether in
the form of a document, database, repository, or web page. To remain
current and of optimal value, this "living architecture" needs continual
care and maintenance.

Currently, DOI IT planning is conducted on a bureau-centric basis at the
program level. The Interior Architecture Program focuses on meeting the
requirements of the Clinger-Cohen Act to establish an enterprise-wide
analysis of business, information and technology practices. This
analysis provides a basis for identifying and managing crosscutting
business, information and technology requirements. In meeting this goal,
the Interior CIO has established a repeatable methodology to conduct the
information gathering and analysis.

The outcome of this analysis is a target IIA for cross-cuttting
business, information and technical issues. The implementation plan is
the outcome of a gap analysis comparing existing architecture within
Interior to the desired target Interior architecture.

The progress of closing the gap between existing DOI architecture and
the target IIA is measured through a Meta Group adopted Capabilities
Maturity Model (CMM) that is used to assist organizations in maturing
their people, process, and technology assets to improve long-term
business performance. CMM is one of the most widely accepted measurement
methodologies in the IT industry.

Interior has adopted a version of CMM, which details five levels of
process maturity (initial, repeatable, defined, managed and optimized),
to measure the level of information architecture maturity achieved. CMM
addresses 10 measurement categories, each of which is composed of
multiple sub-measures. The FY 2002 target is to achieve Level 2 for 80
percent of the measures. The 10 categories are:

-   Mission Linkage

-   Management Involvement

-   Line-of-Business Definition

-   Architecture Development

-   Architecture Communication

-   Governance

-   Enterprise Program Management

-   Holistic Enterprise Architecture

-   Technology Investment and Procurement

This measurement used by the bureaus in concert with the Information
Architecture Working Group (IAWG) and the IIA Program Management Office
(PMO), gauges the organizational maturation of the architecture process.

**Summary and Goals**

The outcomes of the IIA implementation plan, developed in FY 2002, are
projects focused on specific crosscutting issues identified in the
desired target IIA. The projected improvements for crosscutting business
functions, identified in the target architecture in FY 2003, will be
achieved through the Interior Architecture Program implementation plan.
The architected business and IT environment will improve efficiency,
effectiveness, and responsiveness through better management of business,
information, and technology requirements. It will also be achieved
through the use of common contracting vehicles for crosscutting
technical requirements identified in the target architecture and
implementation plan.

Strategic goals, enabling strategies, performance measurements, and
critical success factors that will enable Interior to achieve a DOI-wide
IIA are shown in Exhibit 4-1. At the same time, the Department will
ensure that all aspects of the IIA initiative conform to relevant
legislative, regulatory, and guidance provisions pertaining to
information collection, privacy, FOIA records management, and security.

#### Exhibit 4-1 {#exhibit-4-1 .unnumbered}

+--------------+-------------------------------------------------------+
| Goal:        | Develop and maintain an Interior Information          |
|              | Architecture and standards program that is fully      |
|              | defined and implemented, meeting all of the           |
|              | mission-related needs of DOI by FY 2004               |
+--------------+-------------------------------------------------------+
| Enabling     | -   Elicit secretarial and senior management support  |
| Strategies:  |     for completion of the IIA                         |
|              |                                                       |
|              | -   Fully engage the DOI business community in        |
|              |     developing the common requirements for IIA        |
|              |                                                       |
|              | -   Utilize the development of the IIA to ensure IT   |
|              |     is aligned with the business requirements         |
+--------------+-------------------------------------------------------+
| Performance  | -   Major IT investments for FY 2004 comply with      |
| M            |     high-level domain architectures in FY 2002        |
| easurements: |                                                       |
|              | -   Plans for bureau/office compliance with IIA       |
|              |     standards will be completed by 2^nd^ quarter of   |
|              |     FY 2003.                                          |
|              |                                                       |
|              | -   All Interior organizations achieve Level 2 on 80% |
|              |     of Architecture CMM measurements by FY 2002       |
|              |                                                       |
|              | -   All Interior organizations achieve Level 3 on     |
|              |     100% of Architecture CMM measurements by FY 2005  |
+--------------+-------------------------------------------------------+
| Critical     | -   Proactive involvement of both business and        |
| Success      |     technical subject matter experts                  |
| Factors:     |                                                       |
|              | -   Approve funding and Departmental resources to     |
|              |     implement and maintain IIA                        |
|              |                                                       |
|              | -   Dedicated DOI architecture personnel assigned to  |
|              |     the IIA                                           |
|              |                                                       |
|              | -   Successful achievement of Level 3 on the CMM      |
+--------------+-------------------------------------------------------+

+--------------+-------------------------------------------------------+
| Goal:        | Align Information Technology with the business lines  |
|              | of the Department of the Interior                     |
+--------------+-------------------------------------------------------+
| Enabling     | -   Define "Interior Information Architecture" in     |
| Strategies:  |     terms that our business managers can understand   |
|              |     and support by 1^st^ quarter FY 2002              |
|              |                                                       |
|              | -   Include the business owners as active             |
|              |     participants in the IIA development process       |
|              |                                                       |
|              | -   Publish and use the target DOI IIA in the         |
|              |     planning of capital investments                   |
|              |                                                       |
|              | -   Identify the linkages between the Department's    |
|              |     strategic plan with the IT strategic goals and    |
|              |     objectives                                        |
|              |                                                       |
|              | -   Establish a working group whereby business owners |
|              |     can translate requirements into IT solutions      |
+--------------+-------------------------------------------------------+
| Performance  | -   Establish an Interior Architecture Strategy Board |
| M            |     to ensure alignment                               |
| easurements: |                                                       |
|              | -   Obtain IIASB's approval of the CRV                |
|              |                                                       |
|              | -   85% of total survey respondents demonstrate an    |
|              |     understanding and agree that the IIA supports     |
|              |     their business line by FY 2003                    |
|              |                                                       |
|              | -   Achieve OMB and Congressional acceptance of OMB   |
|              |     Exhibit 300 submissions                           |
|              |                                                       |
|              | -   All new IT investments are linked to a DOI or     |
|              |     bureau goal described in their relevant GPRA      |
|              |     strategic plan                                    |
+--------------+-------------------------------------------------------+
| Critical     | -   Senior management buy-in and support              |
| Success      |                                                       |
| Factors:     | -   Ongoing communication between DOI business        |
|              |     managers and technical experts                    |
|              |                                                       |
|              | -   Adequate resources                                |
+--------------+-------------------------------------------------------+

+--------------+-------------------------------------------------------+
| Goal:        | Promote inter-bureau cooperation and improve data     |
|              | sharing capabilities across business lines            |
+--------------+-------------------------------------------------------+
| Enabling     | -   Establish a Department-wide data resource         |
| Strategies:  |     management team charged with developing and       |
|              |     Interior data resource management program         |
|              |                                                       |
|              | -   Identify Department-wide data elements that all   |
|              |     bureaus have in common                            |
|              |                                                       |
|              | -   Develop data resource management policies and     |
|              |     standards                                         |
+--------------+-------------------------------------------------------+
| Performance  | -   Establish and implement data standards for        |
| M            |     mission critical areas by FY 2005                 |
| easurements: |                                                       |
|              | -   Complete, approve, and implement a                |
|              |     Department-wide data glossary by the end of FY    |
|              |     2003                                              |
+--------------+-------------------------------------------------------+
| Critical     | -   Involvement of key data stewards                  |
| Success      |                                                       |
| Factors:     | -   Key data elements are identified                  |
|              |                                                       |
|              | -   Dedicated data resource managers at the bureau    |
|              |     level                                             |
+--------------+-------------------------------------------------------+

## Information Technology Security

**Introduction**

As noted earlier, information is the lifeblood of Interior's program
activities and the need to protect this information is not only
important but imperative. DOI, not unlike other Federal agencies is
highly dependent upon its IT systems for communications, processing of
sensitive information, and control of mission critical systems.
Therefore, to ensure the continuous availability of information to the
Department's many customers, the implementation of sound IT security,
especially for mission critical systems, will be a high priority.

**Discussion**

Over the years, processing of information has been decentralized away
from the large mainframe computer data centers and placed closer to
decision-makers and delivery points. Unarguably, this decentralization
of computing along with information delivery tools like the Internet and
the World Wide Web have given us information services on-demand and a
breadth of knowledge sources never thought possible. Unfortunately, the
quest to install processing nodes most anywhere there is a data
resource, the openness of the communications, and the general lack of IT
security as a priority, has increased the risk to Interior's
information.

Federal agencies, along with the Congress and oversight organizations,
have recognized these risks and have brought them to focus by increased
legislation and mandated auditing. The Computer Security Act, OMB
Circular A-130, the Government Information Security Reform Act (GISRA),
and the Special Publication 800 series from the National Institutes of
Standards and Technology are just a few of the guidance sources for IT
security.

Within the Federal CIO Council, the subcommittee for IT security has
developed the Federal Information Technology security Assessment
Framework (Federal Framework) which can be used to assess the maturity
of an organization's IT security readiness. The Framework defines five
(5) levels of achievement starting with documented policies and ending
with fully integrated procedures and controls.

**Approach**

Interior will periodically implement Department-wide computer security
requirements for all National Critical Infrastructure Systems, National
Security Information Systems, and the most significant Interior Mission
Critical Systems during FY 2002, based on an asset valuation by Interior
managers. Included in Interior Mission Critical systems are Indian Trust
Management and Financial Management systems. This approach adopts the
Federal doctrine that application of computer security measures should
be risk based, implemented uniformly and consistently, applied
commensurate with the potential for loss, and quantifiable measurement.

Interior has adopted the Federal Framework to measure the success of the
IT security program. In FY 2002, Interior will achieve compliance with
Level 2 and Level 3 of the Framework for all National Critical
Infrastructure Systems, all National Security Information Systems, and
for thirty-three percent (33%) of Interior's Mission Critical systems.
By FY 2005, the Department will achieve compliance with Level 5 for all
the mentioned categories of systems. The Framework provides for the
following five levels of program maturity:

-   **Level 1** -- Documented policies and standards in the form of an
    Interior Information Technology Security Plan (ITSP) that provides
    the basis for meeting computer security requirements stated in
    public laws, executive branch directions, and Federal standards.

-   **Level 2** -- Documented procedures that include structured
    methodologies with examples of proven processes to enable
    implementation of the policies provided in Level 1. Examples include
    proven risk assessment and system security accreditation processes.

-   **Level 3** -- Implemented procedures and controls in the form of
    demonstrated security operating capabilities specific to the
    Department's policies, standards, and procedures. Examples include
    security life cycle planning, incident handling, system access
    controls, and capital planning.

-   **Level 4** -- Tested and reviewed procedures and controls to
    include certified security plans and appropriately accredited
    (approved to operate) systems.

-   **Level 5** -- Fully integrated procedures and controls that clearly
    reflect Interior management's determination of acceptable risk,
    security priorities, and willingness to apply resources towards the
    appropriate level of risk mitigation. Interior will achieve this
    level through the use of asset valuation procedures that result in
    systems being considered for security implementation based on their
    relative importance to national, public, and Department interests.

Implementation of information security measures for only a portion of
Interior's Mission Critical Systems each year reflects an Interior risk
management determination that not all systems are of equal importance
and that the Department will focus on the most important systems first.
Keeping with the three-year review cycle specified by OMB A-130,
programmatic implementation of the security program for one-third of the
Interior Mission Critical Systems will take place during FY 2002. The
remaining systems will be prioritized evenly across Fiscal Year 2003 and
FY 2004, thus covering all Mission Critical Systems over the three year
period.

The Department plans to continue development and implementation of the
Department-wide IT security program which began during FY 2000. This
program embodies the following key actions.

-   Implementing a Department-wide computer security program based on
    DOI's ITSP that was reviewed and approved during FY 2001. The ITSP
    provides the minimum, uniform requirements applicable for all
    information and information systems categorized as National Critical
    Infrastructure, National Security Information, and Interior Mission
    Critical, and all other sensitive systems, such as those protected
    by the Privacy Act;

-   Implementing uniform asset valuation standards that directly reflect
    senior management's determination of the relative importance of
    information and information systems. This standardized asset
    valuation is an essential step to ensuring that security resources
    are applied to the most important systems first;

-   Implementing an institutional training program to enable successful
    security program implementation for Interior's managers, auditors,
    security managers, system administrators, and system users; and

-   Using the Interior Management Council and Departmental Management
    and Controls Council as a forum to ensure senior management's
    awareness of the progress in meeting programmatic goals.

**Summary and Goals**

The Department has identified strategic goals, enabling strategies,
performance measurements, and critical success factors that will enable
them to achieve their vision of information technology security. These
activities are presented in Exhibit 4-2. At the same time, the
Department will ensure that all aspects of the security program are
consistent with the relevant legislative, regulatory, and guidance
provisions pertaining to information collection, privacy, records
management, and IT security.

Exhibit 4-2

+--------------+-------------------------------------------------------+
| Goal:        | Develop and implement a Department-wide IT Security   |
|              | Program                                               |
+--------------+-------------------------------------------------------+
| Enabling     | -   Clarify roles and responsibilities for IT         |
| Strategies:  |     Security (Department/bureau & IT                  |
|              |     offices/programs) by the end of FY 2005           |
|              |                                                       |
|              | -   Publish DOI-wide IT Security Plan by October 2001 |
|              |                                                       |
|              | -   Provide IT security and awareness training        |
|              |     throughout DOI by end of FY 2004                  |
|              |                                                       |
|              | -   Define and enforce Interior-wide minimum security |
|              |     standards based upon validated business           |
|              |     requirements by the end of FY 2004                |
+--------------+-------------------------------------------------------+
| Performance  | -   Publish and implement Department-wide security    |
| M            |     procedures and standards within the bureaus by    |
| easurements: |     the end of FY 2004                                |
|              |                                                       |
|              | -   80% of DOI employees attended or received         |
|              |     security awareness training by the end of FY 2003 |
+--------------+-------------------------------------------------------+
| Critical     | -   Commitment of top-level management                |
| Success      |                                                       |
| Factors:     | -   DOI has adequate and qualified IT security        |
|              |     program management staff                          |
|              |                                                       |
|              | -   System owners use the security program            |
+--------------+-------------------------------------------------------+

+-------------+--------------------------------------------------------+
| Goal:       | Develop and acquire qualified personnel to develop and |
|             | maintain security for DOI                              |
+-------------+--------------------------------------------------------+
| Enabling    | -   Identify minimum required IT security knowledge    |
| Strategies: |     and skill sets, based on the roles of the Manager, |
|             |     Bureau IT Security Manager, other IT Security      |
|             |     Managers, System Administrator, General User, and  |
|             |     OIT Auditor by the end of FY 2004                  |
|             |                                                        |
|             | -   Conduct IT security knowledge and skills gap       |
|             |     analysis specific to roles by the end of FY 2005   |
|             |                                                        |
|             | -   Develop a staffing strategy to meet security       |
|             |     requirements by the end of FY 2005                 |
|             |                                                        |
|             | -   Establish an internal training program for         |
|             |     maintaining and updating security knowledge and    |
|             |     skills by the end of FY 2005                       |
+-------------+--------------------------------------------------------+
| Performance | -   Ensure all agency-wide program and bureau IT       |
| Me          |     Security Managers meet the minimum knowledge and   |
| asurements: |     skill requirements by the end of FY 2005           |
|             |                                                        |
|             | -   Ensure all IT Security Managers for systems        |
|             |     categorized as National Critical Infrastructure,   |
|             |     National Security Information, and the top         |
|             |     one-third of Interior Mission Critical meet the    |
|             |     minimum and skill requirements by the end of FY    |
|             |     2003                                               |
+-------------+--------------------------------------------------------+
| Critical    | -   Ensure that Interior staff has proper competence   |
| Success     |     in IT security                                     |
| Factors:    |                                                        |
|             | -   Establish a DOI security training program          |
|             |                                                        |
|             | -   Develop strategy for security staff retention      |
+-------------+--------------------------------------------------------+

+-------------+--------------------------------------------------------+
| Goal:       | Develop a DOI intranet network security architecture   |
+-------------+--------------------------------------------------------+
| Enabling    | -   Determine DOI business requirements that would     |
| Strategies: |     drive Intranet needs assessment                    |
|             |                                                        |
|             | -   Determine security requirements from the business  |
|             |     requirements perspective                           |
|             |                                                        |
|             | -   Map the current telecommunications topology        |
|             |                                                        |
|             | -   Specify security implementation under the          |
|             |     Departmental IIA guidance                          |
|             |                                                        |
|             | -   Implement the Intranet security program            |
+-------------+--------------------------------------------------------+
| Performance | -   100% of the Intranet perimeter network access      |
| Me          |     points are protected by firewall and network       |
| asurements: |     control devices by FY 2002                         |
|             |                                                        |
|             | -   100% of security policies, procedures, and         |
|             |     implementation guidance's are documented by FY     |
|             |     2003                                               |
|             |                                                        |
|             | -   100% of systems within the Intranet conform to     |
|             |     Department-wide IT security requirements by FY     |
|             |     2004                                               |
+-------------+--------------------------------------------------------+
| Critical    | -   Resources are available to implement Intranet      |
| Success     |     security standards and policies                    |
| Factors:    |                                                        |
|             | -   Security standards and policies are in place       |
|             |                                                        |
|             | -   Department-wide management support is in place     |
+-------------+--------------------------------------------------------+

## E-government

**Introduction**

Meeting public expectations for providing reliable and timely
information in a more cost effective and process efficient manner is a
high priority among all Federal agencies. In response to this priority,
the government is moving more of its services and information on-line.
Fundamental to this goal is the need to provide exceptional
"customer-centric" service. Becoming customer centric means creating the
environment for understanding and improving the customer relationship.
DOI's strategy is centered on the following guiding principles:

-   Public information is accessible anywhere, anyplace, anytime, unless
    protected under FOIA, the Privacy Act, and the Computer Security
    Act;

-   Information is completely integrated;

-   Delivery of services are customer-and citizen-centric;

-   Citizens and the public sector are networked together;

-   Partnerships are leveraging citizens, government, and the private
    sector;

-   Processes are agile and innovative in retrieving and presenting
    information; and

-   Information that is sensitive and privileged will be protected.

**Discussion**

The Administration is advancing the E-government (e-gov) strategy by
supporting projects that offer performance gains across agency
boundaries. The Quicksilver Task Force, consisting of representatives
from Federal agencies, OMB, and the President's Management Council, has
identified 23 e-gov projects that can deliver significant productivity
and performance gains Governmentwide. The projects focus on improving
interaction between the government and citizens, government and
business, federal and other government agencies, and internally within
agencies. Quicksilver identified the systematic barriers that have
previously deterred e-gov advances and emphasized creating easy-to-find
single points of access to government services to: 1) reduce the
reporting burden on businesses; 2) share information more efficiently
between the federal, state, local, and tribal governments; and 3) reduce
costs through automating internal processes.

Interior is the managing partner for two such projects -- Recreation One
Stop Service, and Geospatial Information One Stop Service. Recreation
One-Stop will improve interaction between the government and citizens by
allowing users to locate federal and state recreational areas on-line,
generate maps and driving directions, and make reservations for popular
services. Geospatial One Stop will enhance the government to government
relationship by providing better coordination of investments and new
services to citizens, including an on-line index of computer mapping
data collected by federal, state, and local government, and an
electronic "Government Blue Pages" containing locations and directions
to government services.

DOI also established a senior level E-Government Leadership Team that
directly reports to the Secretary's MEC. The E-gov team will review
current and future policies to determine how DOI will work with
Quicksilver, private industry, other Federal agencies, and state and
local governments in forming partnerships. The team will also ensure
that all aspects of DOI's e-gov strategy conform to legislative,
regulatory, and agency policy provisions with respect to FOIA privacy,
security, and records management. Project specific roles and
responsibilities for the team include:

1.  Developing and maintaining policy, guidelines, and strategy for the
    implementation of Public Key Infrastructure (PKI) electronic
    signature technology, and ensuring that the records and management
    program is aligned with the Government Paper Elimination Act (GPEA),
    and the National Archives and Records Administration (NARA);

2.  Addressing the security concerns associated with the Department's
    e-gov initiative to develop a coherent, risk-based Department-wide
    program to improve information security and ensure that broad e-gov
    activities occur within a secure environment;

3.  Integrating and developing strategies for the continuous
    development, improvement, and support of cross-agency web portals;

4.  Developing and E-gov Strategic Plan to establish a Department-wide
    governance/policy for multi-agency e-gov initiatives;

5.  Providing the guiding principles and strategies for the development
    and implementation of the E-government Program Plan that addresses
    the use of e-gov in enhancing DOI operating efficiency, and
    improving all transactions with citizens and other users; and

6.  Evaluating the Interior Department Electronic Acquisition
    System-Electronic Commerce (IDEAS-EC), a web-based electronic
    commerce module that allows buyers to issue solicitations, receive
    quotes and issue awards over the Internet.

The Department and its service bureaus currently support thousands of
web-based pages and applications that give customers direct access to
information from almost any location at any time. While Interior has
made tremendous progress in advancing its business processes to meet the
demands of today's electronic environment and provide better service to
the public, much work remains to balance information sharing against
security needs to ensure that information does not get in the wrong
hands.

**Approach**

DOI will accomplish its E-government goals by pursuing an
enterprise-wide approach that integrates Customer Relationship
Management, Organizational Capabilities, Interior Information
Architecture, Information Assurance, and Information Management
components designed to improve the Department's service delivery to its
employees and customers.

Descriptions of the primary components of the Department's E-government
program are provided below:

-   **Customer Relationship Management (CRM)** -- The methodologies,
    technologies, and capabilities that help the Department identify
    customers, determine what customers want, and how to meet and
    continuously improve customer service. Customer relationship
    management requires developing a dialogue with customers. CRM is
    characterized by personalized services that are timely and
    consistently at the highest levels of excellence. *Customer
    Relationship Management helps to prioritize E-government projects.*

-   **Organizational Capability (OC) --** The policies, plans people,
    and management processes that are required to develop, implement,
    and sustain a high level of digital services in support of the
    Department's mission. Inclusive in this category is strategic plans,
    investment review boards, IT capital planning processes, systems
    development methodologies, workforce plans, and training.
    *Organizational Capability helps to select E-government projects and
    ensure successful management and delivery of the projects.*

-   **Interior Information Architecture (IIA) --** The explicit
    description and documentation of the current and desired
    relationships among business and management processes and
    information technology. The IIA describes the "current" architecture
    and the "target" architecture. It also includes the rules and
    standards to optimize and maintain IT investments and portfolios.
    *The IIA helps to identify E-government opportunities and provide
    the infrastructure to support E-government initiatives.*

-   **Information Assurance (IA) --** The integrated planning framework
    and unified approach to developing and implementing security
    policies, procedures, and plans, including the analysis of threats
    and vulnerabilities as well as risk mitigation and management.
    *Information Assurance helps to create a safe environment for
    E-government transactions.*

-   **Information Management (IM) --** The development and management of
    an electronic records management strategy and implementation plan.
    IM also includes formulating FOIA and privacy act policy and
    guidance to ensure FOIA and privacy concerns are considered up front
    and ensuring that current and future policy is consistent with
    Section 508 of the Americans Disabilities Act which calls for easy
    access to electronic information for individuals with disabilities.
    *Information Management helps to ensure overall information privacy,
    exceptional records management, and that current and future policy
    is consistent with the requirements of FOIA and Section 508.*

**Summary and Goals**

Exhibit 4-3 identifies E-government strategic goals, enabling
strategies, performance measurements, and critical success factors that
will enable the vision of an exceptional DOI customer-centric
organization to be achieved. A centralized Departmental Intranet will
facilitate better communication and enable Interior managers to better
leverage programmatic assets. Further, the use of IIA will provide for
common IT development and seamless delivery of information.

Exhibit 4-3

+-------------+--------------------------------------------------------+
| Goal:       | Ensure that E-government initiatives are effectively   |
|             | delivered to citizens and stakeholders                 |
+-------------+--------------------------------------------------------+
| Enabling    | -   Develop a strategy to re-examine business          |
| Strategies: |     practices and enable compliance with the           |
|             |     President's and Secretary's goals                  |
|             |                                                        |
|             | -   Partner with private sector to facilitate the      |
|             |     development of "DOI E-government"                  |
|             |                                                        |
|             | -   Identify and prioritize business processes that    |
|             |     best lend themselves to electronic transactions in |
|             |     the delivery of services to Interior customers     |
|             |                                                        |
|             | -   Provide means to address customer complaints       |
|             |                                                        |
|             | -   Develop a survey process to gain feedback on       |
|             |     Interior's electronic services                     |
|             |                                                        |
|             | -   Develop and enhance multi agency portals that      |
|             |     provide "one stop" services (i.e. Recreation One   |
|             |     Stop, Geospatial Information One Stop, etc)        |
+-------------+--------------------------------------------------------+
| Performance | -   Citizen and stakeholder levels of satisfaction     |
| Me          |     rates 85%+ on surveys                              |
| asurements: |                                                        |
|             | -   50% of existing automated systems that provide     |
|             |     services to the public have incorporated some      |
|             |     method of user feedback (such as focus groups      |
|             |     and/or electronic surveys) by FY 2004              |
|             |                                                        |
|             | -   A common, standards-based approach is used for     |
|             |     E-government governance and investments by FY 2003 |
|             |                                                        |
|             | -   Electronic access will be provided for 50% of      |
|             |     appropriate Interior services by the end of FY     |
|             |     2002                                               |
+-------------+--------------------------------------------------------+
| Critical    | -   Involvement of customers                           |
| Success     |                                                        |
| Factors:    | -   Business processes are clearly identified          |
|             |                                                        |
|             | -   Requirements of citizens and stakeholders are      |
|             |     clearly identified                                 |
|             |                                                        |
|             | -   Management is able to clearly articulate the       |
|             |     E-government strategy to DOI staff                 |
|             |                                                        |
|             | -   E-government technology foundation is built        |
|             |                                                        |
|             | -   Customers are confident they can conduct           |
|             |     transactions with DOI in a secure environment      |
+-------------+--------------------------------------------------------+
| Goal:       | Develop a Department-wide Intranet for DOI employees   |
+-------------+--------------------------------------------------------+
| Enabling    | -   Establish and document business requirements for   |
| Strategies: |     an Intranet                                        |
|             |                                                        |
|             | -   Define a vision for the purpose of an Intranet     |
|             |     related to serving DOI employees                   |
|             |                                                        |
|             | -   Design and implement an Intranet architecture      |
+-------------+--------------------------------------------------------+
| Performance | -   All bureaus are connected to the DOI Intranet by   |
| Me          |     FY 2002                                            |
| asurements: |                                                        |
|             | -   All employees have access to the DOI Intranet by   |
|             |     FY 2003                                            |
|             |                                                        |
|             | -   DOI Intranet meets 80% of identified requirements  |
|             |     by FY 2004                                         |
+-------------+--------------------------------------------------------+
| Critical    | -   Infrastructure is in place to support Intranet     |
| Success     |                                                        |
| Factors:    | -   DOI consensus on need for Intranet                 |
|             |                                                        |
|             | -   Intranet platform selected and implemented by the  |
|             |     end of FY 2002                                     |
|             |                                                        |
|             | -   Adequate funding is secured                        |
+-------------+--------------------------------------------------------+

+-------------+--------------------------------------------------------+
| Goal:       | Utilize the DOI IIA to make decisions and implement    |
|             | solutions to facilitate E-government                   |
+-------------+--------------------------------------------------------+
| Enabling    | -   Define E-government objectives for DOI             |
| Strategies: |                                                        |
|             | -   Tie IT initiatives to business objectives          |
|             |                                                        |
|             | -   Identify specific E-government principles to be    |
|             |     incorporated in the development of the DOI IIA     |
|             |                                                        |
|             | -   Select E-government representatives to participate |
|             |     on IIA project teams                               |
+-------------+--------------------------------------------------------+
| Performance | -   75% of current E-government initiatives are        |
| Me          |     implemented in accordance with the DOI IIA by FY   |
| asurements: |     2003                                               |
|             |                                                        |
|             | -   100% of E-government projects conform to the DOI   |
|             |     IIA by FY 2004                                     |
+-------------+--------------------------------------------------------+
| Critical    | -   Completion of the DOI IIA is mandatory             |
| Success     |                                                        |
| Factors:    | -   PKI standards and policies are identified and      |
|             |     implemented                                        |
|             |                                                        |
|             | -   Electronic records management is implemented       |
+-------------+--------------------------------------------------------+

## IT Capital Planning and Investment

**Introduction**

If performed correctly, IT Capital Planning ensures that DOI's portfolio
of IT investments support DOI's mission and programs. To be compliant
with the Clinger-Cohen Act, all Federal agencies must develop a capital
planning process that maximizes the value of IT while minimizing the
risk of IT acquisitions. Clinger-Cohen requires Federal agencies to view
their investments in IT as a single portfolio of investments, similar to
a portfolio of financial investments. Currently, Interior bureaus
develop capital plans and justifications for all capital asset
acquisitions, including major IT systems. In several bureaus this
process includes betting of the draft plans through an internal review
board process. These review boards determine the viability of the plan
based on criteria such as requirement relationship to mission,
benefit-cost analysis (BCA), and adherence to internal technical and
business architectures.

**Discussion**

The Clinger-Cohen Act of 1996 requires Federal agencies to support their
IT capital investments by having a sound enterprise architecture (EA).
In addition, OMB requires all Federal agencies to complete a Capital
Asset Plan for each high priority IT project and to manage all IT assets
as a portfolio of investments. Major projects with capital asset plans
represent the bulk of the portfolio. Capital Asset Plans represent the
business case for the project, and must demonstrate its value to
furthering effective delivery of program missions. These plans must
specify that the proposed investment is:

-   Compliant with the Federal Financial Management Information Act
    (FFMIA);

-   Included in the GPEA Plan if appropriate; and

-   Compliant with the requirements of the GISRA.

The plans must include spending data for the major project stages:
planning, acquisition, and maintenance. Each agency will justify how the
investment supports its critical mission and programs, explain the
acquisition strategy that will be used to manage or mitigate project
risks, indicate whether a BCA has been performed to measure return on
investment, and address how the investment supports the agency's
architecture.

Finally, agencies must complete a cost and schedule baseline that
identifies:

-   The major phases/milestones for the projects;

-   The anticipated costs for the project at various stages of the
    system life-cycle; and

-   The planned completion date of each stage of the project.

Federal agencies should track this baseline and establish corrective
measures for cost, schedule, and performance goals when there is a
variance greater than 10%. DOI calls for the establishment of corrective
measures for these goals if the variance is greater than 5%.

**Approach**

In accordance with these requirements, Interior will establish and
maintain a Capital Planning and Investment Control Process (CPIC) that
links mission needs, information, and IT in an effective and efficient
manner. The five tenets of strategic IT investment at DOI are as
follows: 1) IT investments should be managed as a portfolio; 2) Each IT
investment should be justified and demonstrate benefit to DOI's mission;
3) The portfolio should strive to balance investments so that strategic
infrastructure and IT projects supporting DOI programs are in harmony;
4) The process used to select, control, and evaluate investment should
be integrated with bureau and Department processes for budget, financial
and program decisions; and 5) Bureau and Department managers are
responsible and accountable for management of respective IT investments.

The Department is currently evaluating its IT capital planning and
investment process to ensure that there is adequate rating and ranking
criteria in place to establish funding priorities for top IT capital
investments. Efforts are also underway to provide the Interior CIO with
a technical oversight committee that has the expertise to evaluate and
rank top priority projects in the IT investment portfolio, and make
recommendations to DOI's Executive Review Committee regarding which
projects to fund.

DOI currently lacks a sufficient level of project management expertise
to oversee major IT investments and therefore, a key component of
capital planning is to develop a consistent capability to manage
information systems including DAS and bureau-unique applications. This
would include administrative systems, spatial systems, web portals, and
other data management projects. Business systems planning and analysis
expertise is also needed to identify efficiencies gained through using
common business, information, and technical architectures.

There must be a link between the capital planning process and the IIA
which allows viewing a project from both capital planning and technical
perspectives. The IIA is managed as a program that facilitates
systematic change by continuously aligning technology investments and
projects with DOI's mission needs as presented with the Department's
strategic plans and annual performance plans. The IIA transition plan,
which moves DOI from the baseline to the target architecture, will serve
as a guide for decision-makers to use when considering proposed projects
for funding.

In order to maintain the continuing perspective on the overall IT
portfolio, a circular process has been implemented that includes
selections, control, and evaluation components.

The selection components consist of deciding which projects are the best
assets for DOI. To make these decisions, DOI will do the following:

-   Approve new projects on an individual basis, based on established
    criteria;

-   Score, rank, and evaluate projects against the major criteria to
    establish funding priorities;

-   Review projects for sufficiency and compliance in established areas,
    including IIA conformance, security, privacy, portfolio impact, and
    telecommunications impact;

-   Support work processes that have been simplified or otherwise
    redesigned to reduce costs, improve effectiveness, and make maximum
    use of commercial off the shelf (COTS) products;

-   Reduce risk by avoiding or isolating custom designed components,
    using components that can be fully tested or prototyped prior to
    production, and ensuring involvement and support of users;

-   Demonstrate a projected return on the investment that is clearly
    equal to or better than alternatives uses of available public
    resources;

-   Prepare and update a BCA for each information system throughout its
    life-cycle. A BCA will provide a level of detail proportionate to
    the size of the investment; and

-   Ensure that the selected system or process maximizes the usefulness
    of information, minimizes the burden on the public, and preserves
    the appropriate integrity, usability, availability, security, and
    confidentiality of information throughout the life-cycle of the
    information.

The control component consists of ensuring that IT investments are
managed effectively. For this to occur, DOI will need to do the
following:

-   Ensure that adequate project management expertise is in place to
    monitor the IT investment throughout its life-cycle;

-   Ensure there are clear standards in place for systems development
    Department-wide, and that adequate steps are taken to mitigate any
    risks identified in a BCA;

-   Institute measures and management processes that monitor actual
    cost, schedule, and performance goals against the initial cost,
    schedule, and performance goals reflected in the Capital Asset Plan;

-   Establish corrective measures for cost, schedule, and performance,
    if the variance is greater than 5%;

-   Establish oversight mechanism that require periodic review of
    information systems to determine how mission requirements might have
    changed, and whether the information system continues to fulfill
    ongoing and anticipated mission requirements;

-   Ensure that major information systems proceed in a timely fashion
    towards agreed-upon milestones in an information system life cycle;

-   Prepare and update a strategy that identifies and mitigates risks
    associated with each information system;

-   Provide for the appropriate management and disposition of records in
    accordance with the Federal Records Act; and

-   Ensure that DOI's IIA procedures are being followed. This includes
    ensuring that IIA milestones are reached and documentation is
    updated as needed.

This evaluation component is used to ensure that projects selected for
funding fulfill a mission need, remain within cost limits, and merit
continuance relative to all other assets. For this to occur DOI will:

-   Conduct post-implementation reviews of information systems and
    information resource management processes to validate estimated
    benefits and costs, and document effective management practices for
    broader use;

-   Evaluate systems to ensure positive return on investment and decide
    whether continuation, modification, or termination of the systems is
    necessary to meet DOI mission requirements;

-   Document lessons learned from the post-implementation reviews.
    Redesign oversight mechanisms and performance levels to incorporate
    acquired knowledge;

-   Re-assess an investment's business case, technical compliance, and
    compliance against the IIA; and

-   Update IIA and IT capital planning process as needed.

**Summary and Goals**

Exhibit 4-4 identifies capital planning and investment strategic goals,
enabling strategies, performance measurements, and critical success
factors. Concurrently, the Department will ensure adequate tools and
resources are available to support capital planning, that IT investment
decisions are closely aligned with IIA, and that the CPIC process
implemented at the bureau level is integrated with the Department's CPIC
process.

Exhibit 4-4

+-------------+--------------------------------------------------------+
| Goal:       | Implement a Capital Planning program to facilitate     |
|             | acquisition of IT solutions that enhances program      |
|             | delivery                                               |
+-------------+--------------------------------------------------------+
| Enabling    | -   Adopt Federal "best practices" for capital         |
| Strategies: |     planning and investment                            |
|             |                                                        |
|             | -   Work with the Federal CIO Council to implement IT  |
|             |     capital planning and acquire an investment toolkit |
|             |     that meets Federal guidelines                      |
|             |                                                        |
|             | -   Train a cadre of qualified project managers to     |
|             |     oversee system planning, development, and          |
|             |     maintenance for program delivery                   |
+-------------+--------------------------------------------------------+
| Performance | -   Draft policies, procedures and guidance delivered  |
| Me          |     to bureaus for implementation of a capital         |
| asurements: |     planning program by the end of FY 2001             |
|             |                                                        |
|             | -   Investment portfolios have been identified and are |
|             |     managed; with the first phase completed by June    |
|             |     2002                                               |
|             |                                                        |
|             | -   Bureau mission programs have incorporated the CPIC |
|             |     process into their respective program planning     |
|             |     decisions by the end of FY 2005                    |
|             |                                                        |
|             | -   The capital planning program contributed           |
|             |     measurably to the achievement of the DOI business  |
|             |     goals                                              |
|             |                                                        |
|             | -   All new IT investments are linked directly to a    |
|             |     validated bureau or DOI business goals             |
|             |                                                        |
|             | -   Achieved OMB and Congressional acceptance of OMB   |
|             |     300 submissions                                    |
+-------------+--------------------------------------------------------+
| Critical    | -   Upper management support                           |
| Success     |                                                        |
| Factors:    | -   COTS based toolkit is defined and acquired to      |
|             |     accomplish the capital planning and investment     |
|             |     requirements of the Department                     |
|             |                                                        |
|             | -   Adequate resources are available to implement and  |
|             |     maintain the selected toolkit                      |
|             |                                                        |
|             | -   Adequate funding is available to provide staff     |
|             |     support                                            |
|             |                                                        |
|             | -   The toolkit is defined as processes, policies,     |
|             |     procedures, standards, and evaluation criteria     |
+-------------+--------------------------------------------------------+

+-------------+--------------------------------------------------------+
| Goal:       | Ensure IT Capital Planning and Investment decisions    |
|             | are aligned with the IIA                               |
+-------------+--------------------------------------------------------+
| Enabling    | -   Implement and enhance the capital planning process |
| Strategies: |                                                        |
|             | -   Develop governance processes to enable the         |
|             |     alignment of IT capital planning and investment    |
|             |     activities with the IIA                            |
+-------------+--------------------------------------------------------+
| Performance | -   Capital planning and investment decisions for FY   |
| Me          |     2004 are submitted in accordance with the current  |
| asurements: |     version of the IIA                                 |
|             |                                                        |
|             | -   IT Review Board will review results for 75%        |
|             |     compliance with OMB Exhibit 300's with the IIA by  |
|             |     FY 2003                                            |
|             |                                                        |
|             | -   All capital asset plans have documented their      |
|             |     compliance with the Architecture within one year   |
|             |     of the final IIA                                   |
+-------------+--------------------------------------------------------+
| Critical    | -   All IT capital investments conform to the IIA, or  |
| Success     |     have approved wavers                               |
| Factors:    |                                                        |
|             | -   Capital planning and investment process is fully   |
|             |     in use by FY 2005                                  |
|             |                                                        |
|             | -   IIA is completed by the end of FY 2005             |
+-------------+--------------------------------------------------------+

# 5.0 Strategic Vision Implementation {#strategic-vision-implementation .unnumbered}

The implementation of the specific action items identified in this
section is aimed at filling the gap between DOI's current IT state
identified in the environmental assessment, and the desired state
identified under the four focal areas. The strategic vision will be
implemented through management practices and processes that ensure a
comprehensive, integrated approach to achieving an IT environment that
is cost-efficient, effective, and responsive to the needs of Interior
employees and customers. These implementation activities include:

-   **Progress Reports** -- The Office of the Chief Information Officer
    will make periodic reports to the Department's Management
    Initiatives Team (MIT) to assess progress toward implementing the
    initiatives identified in this Plan and determine the impact of
    these initiatives on the strategic focus areas.

-   **IT Investment Management** -- The strategic focus areas and
    enterprise initiatives identified in this Plan will be closely
    tracked to ensure investment decisions align with the strategic
    focus. Alignment with the strategic focus areas will become and
    investment management criterion for all future IT initiatives. The
    Department will periodically assess the "portfolio" of IT
    initiatives supporting these strategic focus areas to track progress
    toward achieving our strategic vision and as feedback to the IT
    strategic planning process.

-   **Information Technology Architecture Management** -- IASB will
    guide ongoing activities to establish the Department's IT standards
    adoption and retirement processes, and provide stewardship of the
    Department's enterprise architecture baselines, target architecture,
    and migration activities. The Board is accountable to DOI's Chief
    Information Officer for approval of its recommendations. Depending
    on the scope and impact of the recommendations, joint approval and
    ratification by the CIO Council and MIT may be needed.

-   **Regular IT Strategic Planning** -- The Department will conduct
    collaborative IT strategic planning assessment sessions on a regular
    basis. The purpose of these planning sessions will be to determine
    whether the strategic vision identified in this plan meets the needs
    of the changing environment. These sessions will focus on conducting
    environmental analyses and strategy refinement to achieve the
    Department's IT strategic vision. These periodic IT strategic
    planning activities will be based on Departmental strategic plan
    updates and will be timed to influence annual budget guidance.

-   R**egular IT Strategic and Budget Guidance** -- The strategic focus
    areas and initiatives identified in annual IT strategic planning
    efforts will be communicated in Departmental strategic and budget
    guidance documents to ensure the strategic and budgeting activities
    are well integrated and strategic initiatives are funded and
    implemented.

-   **Operational Planning** -- Additional operational planning relating
    to the strategic initiatives identified in this Plan will be
    conducted by bureau representatives or cross-functioning working
    groups. These plans will be developed as part of the Department's
    standard business planning and budgeting processes.

-   **Performance Measurement** -- Although the IT function does not
    fall within the GPRA reporting requirements, DOI is committed to
    creating an effective IT environment. As a result, the OCIO staff
    and bureau representatives will identify performance measurements in
    accordance with GPRA in the tactical level plans that will be
    developed to follow the initiatives identified in the IT Plan.

Creation of this Plan has caused the DOI IT community to think
creatively about common concerns and to accept responsibility for
implementing a shared IT vision. Maintaining this collaborative
environment remains key to integrating IT into Interior's core mission
and program functions.

The following paragraphs reflect the specific strategic direction for
implementing each of the four focus areas identified in the DOI Focus
Areas section of this IT Strategic Plan.

**Interior Information Architecture**

To successfully implement and manage the IIA, senior level support is
needed from DOI senior level managers and policy officials. It is
imperative for the IASB to provide a business perspective for all the
IIA initiatives no later than the 1^st^ quarter of FY 2002. This
function will involve business people from bureaus and the Department to
assist in defining the business architecture. IIA requires a completed
CRV that aligns IT products and services with DOI business processes,
the creation of Conceptual Architecture that guides the engineering of
information systems and technology infrastructure, and the development
of a technical architecture that links IT solutions to DOI business
requirements.

The OCIO will work with the bureaus to complete a current and target
architecture gap analysis, and begin the migration and implementation of
the planning phase. It is essential to develop and publish a
communications plan to gain and maintain support for the program
throughout DOI. For IIA to be successful, data standards for mission
critical systems should be established and implemented. Department-wide
systems should also be evaluated against the Interior TRM. Data resource
management policies need to be implemented and enforced. IIA teams need
to be established for each technical domain to create standards,
practices, and guidelines.

**Information Technology Security**

Implementation of information security measures will require the annual
prioritization of Interior's Mission Critical systems. Adhering to the
three-year review cycle specified by OMB, programmatic implementation of
the security program for one-third of the Interior Mission Critical
Systems will take place in FY 2002. The remaining systems will be
prioritized evenly in FY 2003 and FY 2004.

Intranet technologies should support architectural decisions that are
mapped to business requirements. The DOI IT Security Plan provides the
basis for addressing Intranet security requirements. The implementation
of an Intranet or multiple Intranets is linked to IIA, and is not
inherently an IT security function. The support of issue-specific policy
development is linked to the implementation of the agency-wide and
corresponding bureau-specific IT security programs. It will be necessary
to determine the security requirements, from the business requirements
in order to proceed through the implementation phase.

**E-government**

To achieve the E-government goals, the DOI E-gov senior leadership team
needs to provide the necessary policies, guidelines, and governance
across the Department. One of their first responsibilities should be to
develop an overall strategy and tactical plan to both review and
construct business processes and ensure compliance with the Presidential
and Secretary's goals.

The E-gov team will then incorporate E-gov objectives into the DOI IIA
and the Capital Asset Planning processes. The team will need to ensure
that the E-gov requirements are linked to and establish a customer
satisfaction process to enhance the overall E-gov service delivery to
the internal and external DOI customer bases.

**IT Capital Planning and Investment**

Successfully implementing and managing the CPIC process depends largely
upon its alignment with IIA. This process must conform to OMB A-11 and
A-130 requirements and the Trust Management Reform Act. It is vital that
the Interior CIO enforce a common, standards-based approach for
developing the processes, procedures, and policies aimed at guiding the
Department's CPIC activities. It is imperative that all CPIC processes
be documented and provided to DOI staff in a timely manner that is
consistent with the budget process. In order to receive feedback and
confirm compliance, survey programs will need to be established and
monitored annually. The goals established to enhance IT capital planning
at Interior will provide a mechanism for maintaining progress and
helping projects maintain their cost, schedule, and performance goals.

The following Gantt Chart (Exhibit 5-1) shows the key delivery dates
associated with the IT strategic focus areas identified in this plan.
The dates are reflected in Fiscal Years which begin on October 1^st^ and
end on September 30^th^. (See Legend below). These milestones are drawn
from the enabling strategies, performance measurements, or critical
success factors or each focus area. The dates reflect targeted dates for
completion and represent the target fiscal year indicated. While it is
acknowledged that each milestone is important in its own right, the
order in which they appear does not necessarily represent the priority.
Although some of the milestones are targeted fro FY 2005, the majority
fall within FY 2002 -- FY 2004 timeframe.

[Legend]{.underline}:

FY 2001 = October 1, 2000 -- September 30, 2001;

FY 2002 = October 1, 2001 -- September 30, 2002;

FY 2003 = October 1, 2002 -- September 30, 2003;

FY 2004 = October 1, 2003 -- September 30, 2004; and

FY 2005 = October 1, 2004 -- September 30, 2005;

**Exhibit 5-1**\
![](media/image3.png){width="8.820833333333333in"
height="5.958333333333333in"}

![](media/image4.png){width="7.938194444444444in"
height="6.269444444444445in"}

![](media/image5.png){width="7.2652777777777775in"
height="6.092361111111111in"}

![](media/image6.png){width="8.720833333333333in"
height="5.139583333333333in"}

# 6.0 Organizational Resources {#organizational-resources .unnumbered}

This section reflects the organizational structure that is required to
achieve the major goals outlined in the IT plan. Overall, for DOI to be
successful in achieving the specified goals a more unified and
simplified IT infrastructure may be necessary.

The IT services at Interior are currently bureau-centric and
decentralized at the regional and field levels. There are numerous
applications, non-standardized information systems, and multiple
networks throughout the Department. There is also an increase in the
proliferation of web servers throughout the Department. In FY 2002,
about \$600 million is provided for IT-related activities. There are
about 2,255 professionals in IT-related fields, with 70% located at 28
sites in the Western and Southwestern States. Of the total IT
professionals, 17% are located in Reston, VA, and DC, and 19% are
located in Lakewood, CO.

The current IT environment poses a number of challenges for Interior: 1)
weak controls in Interior's financial data result in security risks; 2)
Interior is no in full compliance with Federal security standards for
IT; 3) there are numerous instances of conflicting data, duplicate
applications, and redundant technology; 4) there are non-standardized
information systems and multiple networks throughout the Department; 5)
there are non-standard e-mail applications; and 6) there is an
increasing proliferation of uncontrolled web sites. In addition, the
bureau-centric IT environment makes it difficult for the Department to
realize the potential cost-savings achieved from consolidating select IT
functions.

Consolidating select IT functions at Interior could potentially address
the mentioned management challenges. Having fewer points of IT service
delivery would help DOI to implement a comprehensive agency-wide program
that meets all the statutory and practical requirements for IT security.
In addition, compliance with IIA would be more consistent and timely,
resulting in fewer instances of conflicting data, duplicate
applications, and redundant technology. Consolidation would also support
Interior's commitment to launching enterprise licenses, similar to the
recently established Oracle enterprise license. This would enable DOI to
better leverage its IT resources by obtaining additional discounts.
Other potential benefits include a more efficient deployment of software
and other applications to bureau regions and field offices, better
management and deployment of network resources, and better management of
the content that is sent over the network to Interior and non-Interior
clients.

DOI's experience with centralizing select IT services has been positive.
DOI's efforts to centrally manage payroll, financial, and procurement
data housed in the DAS, have been effective. In addition, the Virtual
Exchange Point for data communications in Denver provides Interior
bureaus with a single point of entry to DAS, eliminating the need to
establish additional networks. Finally, Interior recently acquired a
single enterprise licensing agreement with Oracle, making it possible
for the Department to obtain additional discounts for Oracle
applications. There may be additional opportunities to realize cost
savings and management efficiencies through consolidation.

BLM has also experienced success with centralizing selected IT services.
Recently, BLM completed the deployment of their Tivoli enterprise system
management software that will enable the bureau to centrally perform: 1)
automated hardware and software inventories; 2) unattended national
software deployments; and 3) remote user support. BLM has also
centralized its network firewall operations in Denver and Portland vice
state-by-state operations. BLM has also recently leveraged its
bureau-wide purchasing power by awarding a three-year enterprise
licensing agreement to Microsoft for office automation and operating
system software. In August 2001, BLM had an opening ceremony for its
National Computer Operations Center (NCOC) located at the Denver Federal
Center in Lakewood, Colorado. BLM envisions using NCOC to expand those
IT services that can be efficiently, effectively, and responsively
centralized. All of these efforts are aligned with the BLM's Bureau
Enterprise Architecture strategies.

In August 2001, DOI contracted with the META Consulting Group to
evaluate the feasibility of consolidating DOI's IT infrastructure, and
determine the potential cost savings that may result from this effort.
The contractor stated that infrastructure consolidation has become a
common and proven strategy for world-class IT organizations to decrease
cost, gain technical advantage, and improve competitiveness in today's
global economy. In terms of economics, Meta indicated that many IT
functions are subject to economies of scale -- the larger the function,
the lower the cost per unit. These savings can be achieved in labor,
hardware, software, and outsourcing costs. In relation to performance,
Meta indicated that service levels can often be improved by centralizing
key functions within IT: 1) data center; 2) help desk; 3) desktop
support; 4) application development and maintenance; and 5) voice and
data networks.

Building on the initial feasibility study, the OCIO recently awarded a
contract to SAIC to conduct an analysis over the next six months that
identifies opportunities to unity and simplify the delivery of
Department IT products and services while maintaining the same or
improved service levels. The mentioned functional areas will be
examined, as well as other areas identified in the course of the
analysis. The scope of the analysis will include a look at all IT
services and products used by bureaus within DOI and NBS. There are no
constraints on the solutions proposed, including possible consolidation
and/or the use of commercial services.

SAIC will project future Department IT resource needs based on current
program plans and future technologies and provide a final report by June
2002 that includes an overall analysis of viable alternatives for
organization restructuring accompanied by a business case, as well as a
detailed implementation plan that identifies the specific steps that DOI
needs to take in the area of IT to operate more efficiently. Once we
obtain the final study recommendations, we will review and update the IT
plan to reflect any proposed changes in the organizational structure and
resources that will yield a more efficient and effective IT environment
at DOI.

# 7.0 Budget Projections {#budget-projections .unnumbered}

IT resources at DOI are currently decentralized, with bureaus supporting
various initiatives out of their own budgets. The OCIO is responsible
for providing oversight and direction across the Department to ensure
that IT activities are carried out in accordance with the Clinger Cohen
Act, OMB A-130 circular, GPRA, and other Federal mandates. To be able to
provide policy oversight and direction for Federally mandated activities
such as enterprise architecture and IT security, the OCIO provides cost
assessments to the bureaus on an annual basis which are placed into the
Department's working capital fund. The bureaus in turn establish their
own funding priorities for IT in the context of the Federal budget
cycle. This presents a fragmented approach to supporting IT priorities
across the Department on a consistent basis. The main purpose of
developing the IT Plan is to ensure a more consistent management of IT
across the board and do away with this fragmented process of supporting
select IT projects.

DOI's ability to meet the specific goals identified under the four focus
areas of the IT Plan is highly continent upon having adequate budget and
staffing resources at the Department and bureau level. Adequate funding
is needed, beginning in FY 2002 and beyond, to implement the specific
tasks identified as milestones in the Strategic Vision Implementation
section.

**Interior Information Architecture** -- Resources are required for
bureaus to implement the enterprise architecture standards. Adequate
funding is needed for DOI to ensure that all Interior organizations
achieve the desired compliance with CMM measurements in FY 2002 and
beyond, complete and implement a Department-wide data glossary in FY
2003, and establish and implement data standards for critical mission
areas by FY 2005.

**IT Security** -- Resources are required for DOI to achieve full
security compliance with the IT Federal security framework. Adequate
funding is needed to implement Department-wide computer security
requirements for all National Critical Infrastructure Systems, National
Security Information Systems, and 33 percent of Interior's Mission
Critical systems in FY 2002, and prioritize the remaining Mission
Critical Systems by FY 2005. Funding is also needed to provide adequate
training to DOI IT security managers and other DOI employees to ensure
that they have the adequate skills and knowledge to achieve the required
security compliance.

**E-government** -- Resources are required to ensure that DOI E-gov
initiatives are consistent with the Department's business processes and
are compliant with the President's and Secretary Norton's management
goals for E-gov. Funding is needed to implement Intranet platforms in FY
2002, ensure that DOI E-gov initiatives are compliant with the
Department's IIA in FY 2003, and provide all appropriate on-line
services in accordance with GPEA in FY 2004.

IT Capital Planning & Investment -- Resources are required to enhance
DOI's CPIC in FY 2002, which would include provide training and/or help
desk support for CPIC in FY 2002, ensuring that all bureaus are using
the adopted Departmental toolkit in FY 2003, and ensuring that the
bureaus have fully incorporated the CPIC process into their respective
program planning decision-making in FY 2005.

To date no cost estimates have been established to coincide with the
tasks and milestones identified in the strategic vision implementation.
The next step of IT strategic planning process is for the OCIO staff to
meet with the bureau CIOs and other representatives to develop the cost
estimates required to implement the various tasks outlined under the
four focal areas, and establish top funding priorities given the
constrained resource level. Once the cost estimates are identified for
FY 2002 and beyond, the bureaus will be in a better position to
determine the extent to which their current level of resources is
sufficient to implement the desired tasks and assess the level of
additional resources that may be required. The OCIO will continue to
provide annual cost assessments to the bureaus to fulfill its function
in establishing policy oversight and guidance for IT Department-wide.

Given that funding decisions for DOI have already been made for FY 2002
and FY 2003, the bureaus have to work within their existing resource
level to implement the tasks outlined in the IT Plan. In some stances
this may require shifting funds within existing accounts to meet the
goals specified in the IT Plan. As part of the FY 2004 budget process,
the OCIO staff will need to work closely with the bureaus to ensure that
the funding requ4ests for IT include additional resources to meet the
goals outlined tin the IT Plan, particularly in the areas of enterprise
architecture and IT security.

As part of the IT strategic planning effort at DOI, the OCIO will need
to work closely with the bureaus to ensure that their IT strategic plans
and the annual performance plans reflect the IT priorities highlighted
in the Department's IT Plan for FY 2002 and beyond. Integrating planning
for information systems with plans for resource allocation and use is
required by Clinger Cohen and OMB Circular A-130. The ultimate objective
is for the Department and bureaus to fully integrate IT planning with
the Federal budget process, beginning in FY 2004.

# 8.0 Policy Considerations and Recommendations {#policy-considerations-and-recommendations .unnumbered}

At the foundation of all successful programs are the policies that serve
as the common principles and agreements by which the program will
operate. Good policies will set the overall tone for Interior's IT
program. Policy will also be flexible. Care will be taken when policy is
developed to have full participation of bureaus and offices so that the
policy:

1)  Support the "One Department" vision of Secretary Norton;

2)  Responds to the basic requirements whether it is law or best
    practice;

3)  Is reasonable and understandable; and

4)  Can easily be implemented in bureaus and offices.

The IT strategic planning team evaluated policy areas and grouped them
in the sections presented in the following paragraphs. Guidelines and
handbooks may be both necessary and desirable to provide specific
instructions for policy implementation.

## Areas for New Policy Consideration

1)  E-mail policy should be developed that is Department-wide in scope
    so that there are standardized policies that guide what information
    is to be saved, and what information should be deleted;

2)  Procurement policies for consolidating acquisitions of specific IT
    goods and services should be formulated and include a unified budget
    process with capital investment planning and technology refreshment
    consideration. Application Service providers (ASPs) should also be
    included when developing policy;

3)  PKI policies should be developed and follow government-wide
    guidance;

4)  Data warehousing policy should be developed based on both Interior
    and non-Interior experience;

5)  Policies on competitive outsourcing of IT services should be
    written;

6)  Telecommuting policy is currently being developed;

7)  Wireless computing policy should be considered along with the
    revision to the telecommunications manual due for re-issuance in
    December 2001;

8)  System Life Cycle Methodology policy which would incorporate change
    management and business case development should be developed so that
    Interior systems will have a business case that reflects the full
    cost and business impact;

9)  Data and Information Management policies should be developed;

10) E-government governance policy should be formulated that will
    include multi-bureau and multi-agency implementation;

11) Fundamental policy should be developed which details the roles and
    responsibilities for the Departmental and bureau Chief Information
    Officer organizations and their relationships with each other; and

12) Policies should be developed for training and development of the IT
    personnel community for activities such as project management
    life-cycle management, network management/implementation, and IT
    capital planning.

## Existing Policy Which Should be Considered for Change

All DOI IT policy, procedures, and guidelines should be reviewed with an
emphasis on life-cycle management. The following policies should be
addressed specifically:

1)  Current IT investment policy (376DM4) should be modified or
    incorporated into a Capital Planning and Investment Control policy;

2)  Establish a process to ensure that Government privacy requirements
    for e-gov are implemented in a timely way as new initiatives are
    being developed to prevent delays at the end of a project;

3)  DAS policy should be changed to reflect collaboration with bureaus
    and the National Business Center;

4)  Franchising policies for bureaus should be addressed based on
    Departmental Policy;

5)  Security policies for bureaus/offices dealing with Trust management
    must clearly delineate access and use requirements as specified by
    the Solicitor's Office; and

6)  Records Management policy should require all systems to have an
    official agency records designation document.

# 9.0 Conclusion {#conclusion .unnumbered}

The Department's IT Plan is a road map of where DOI could be in three to
five years. Since the September 11^th^ attack on America, the priorities
of this country have changed and now more than ever, it is imperative
for DOI to deliver accurate and timely information to its customers
without compromising security standards. As important as Interior's
programs are to the nation, especially during a time of war at home and
abroad, competing for resources will be a constant reality and one that
must be faced with cost conscious innovation and determination.

Implemented correctly, the major IT Strategic Plan focus areas can
provide for both immediate and long term cost savings and at the same
time show improvement in the way information is processed and delivered.
A few examples include:

-   **Consistent Management of Enterprise-wide Information Systems** --
    cost savings and efficiencies through strategic design and modular
    implementation across the Department of both administrative and
    programmatic systems;

-   **Standardized Information Architecture** -- cost savings and
    efficiencies through ease in integration of information for delivery
    to the public and for strategic decision-making;

-   **Strengthened IT Security** -- cost avoidance and efficiency
    through ensuring protection of information from accidental or
    purposeful events including cyber-terrorism;

-   **Expanded E-government** -- cost savings and efficiencies in
    serving information directly to clients and eliminating unnecessary
    and costly human processing; and

-   **Enhanced (CPIC) Process** -- cost savings and efficiencies in
    application of life-cycle management and minimizing losses from poor
    investments.

Two items are essential to implementing Interior's IT strategy. First,
is sound project management. The Department and bureaus must have well
trained project managers who have experience in leading successful
efforts. They must understand urgency, detail, and know how to motivate
people. In addition, once the decision is made to support an IT
investment, managers must have the expertise to carry out the project.
Secondly, is the willingness across the organization to work together as
a team, *the same team*, in bringing about the changes necessary to
break down barriers and to remember the American public is the customer.
Vocal support from the Secretary and Assistant Secretaries is mandatory
and regular reporting to these levels is essential to maintain project
support and momentum.

The IT Plan addresses priorities that depend on close collaboration
among Departmental and bureau managers and employees. Given the key role
that IT currently plays in supporting DOI's critical missions and
programs, there has never been a better time for DOI to implement the
strategic IT direction outlined in this plan.

# Appendix A -- IT Strategic Plan Team Members {#appendix-a-it-strategic-plan-team-members .Heading}

###### OAS {#oas .unnumbered}

Rick Millis

###### OCIO {#ocio .unnumbered}

Joe Chesser

Samantha Goldstein

Faye Lee

Sue Rachlin, Deputy CIO

Leslie Roberts

Steve Schmidt

John Snyder

Daryl White, CIO

Anny Woo

###### OFM {#ofm .unnumbered}

Clarence Smith

###### OIG {#oig .unnumbered}

Ron Malone

Harriet Thiesen

###### OSM {#osm .unnumbered}

Doug Wink

###### OST {#ost .unnumbered}

Robert McKenna

###### PAM {#pam .unnumbered}

Wiley Horsley

###### POB {#pob .unnumbered}

Kai Newby

###### PPM {#ppm .unnumbered}

Dave Anderson

Tammy Washington

###### PPP {#ppp .unnumbered}

Norma Campbell, Director

John Mahone

###### BIA {#bia .unnumbered}

Debbie Clark, Acting CIO

###### BLM {#blm .unnumbered}

Tim Foley

###### BOR {#bor .unnumbered}

Pam Hajny

###### MMS {#mms .unnumbered}

Robert Brown, CIO

Craig Ekholm, Deputy CIO

Ann Potter

###### NPS {#nps .unnumbered}

Dom Nessi, CIO

###### USGS {#usgs .unnumbered}

Donna Scholz, Deputy CIO

Anne Frondorf

###### USFWS {#usfws .unnumbered}

Shane Compton, Deputy CIO

###### NBC {#nbc .unnumbered}

Roberta Heintz

Robert Scheibel, CIO

**[G&B Solutions, Inc.]{.underline}**

Linda Berdine

Crystal Gaines

Jonathan Scmid

# Appendix B -- List of Acronyms {#appendix-b-list-of-acronyms .Heading}

  ------------------- ---------------------------------------------------
  ABC -               Activity Based Costing

  ASP -               Application Service Provider

  BCA -               Benefit-Cost Analysis

  BIA -               Bureau of Indian Affairs

  BLM -               Bureau of Land Management

  BOR -               Bureau of Reclamation

  CFO -               Chief Financial Officer

  CIO -               Chief Information Officer

  CMM -               Capabilities Maturity Model

  COTS -              Commercial Off the Shelf

  CPIC -              Capital Planning and Investment Control

  CRM -               Customer Relationship Management

  CRV -               Common Requirements Vision

  DAS -               Departmental Administrative Systems

  DOI -               Department of the Interior

  EA -                Enterprise Architecture

  EAF -               Enterprise Architecture Framework

  EDI -               Electronic Data Interchange

  ERP -               Enterprise Resource Planning

  FAIR -              Federal Activities Inventory Reform Act

  FFMIA -             Federal Financial Management Information Act

  FMISMP -            Financial Management Information System Migration
                      Project

  FOIA -              Freedom of Information Act

  GIS -               Geographic Information Systems

  GISRA -             Government Information Security Reform Act

  GPEA -              Government Paper Elimination Act

  GPRA -              Government performance and Results Act

  GPS -               Global Positioning System

  IA -                Information Assurance

  IASB -              Interior Architecture Strategy Board

  IAWG -              Interior Architecture Working Group

  IDEAS -             Interior Department Electronic Acquisition System

  IIA -               Interior Information Architecture

  IIM -               Individual Indian Money

  IM -                Information Management

  IT -                Information Technology

  ITSP -              Information Technology Security Plan

  KPA -               Key Process Areas

  MEC -               Management Excellence Council

  MMS -               Minerals Management Service

  NARA -              National Archives and Records Administration

  NBC -               National Business Center

  NCOC -              National Computer Operations Center

  NPS -               National Park Service

  NSDI -              National Spatial Data Infrastructure

  O/S -               Office of the Secretary

  OAS -               Office of Aircraft Services

  OC -                Organizational Capability

  OCIO -              Office of the Chief Information Officer

  OFM -               Office of Financial Management

  OHTA -              Office of Historical Trust Accounting

  OIG -               Office of Inspector General

  OMB -               Office of Management and Budget

  OSM -               Office of Surface Mining

  OST -               Office of Special Trustee

  PAM -               Office of Acquisition and Property Management

  PCs -               Personal computers

  PKI -               Public Key Infrastructure

  PMO -               Program Management Office

  POB -               Office of Budget

  PPM -               Office of Planning and Performance Management

  PPP -               Office of Personnel Policy

  TAAMS -             Trust Asset Accounting Management Systems

  TRM -               Technical Reference Model

  USFWS -             U.S. Fish and Wildlife Service

  USGS                U.S. Geological Service
  ------------------- ---------------------------------------------------