# Presentation: 061904

## Getting Connected: 

***Getting Connected: ***
***Let’s Unify and Simplify Government ***

**Mark A. Forman**
- Associate Director for IT and E-Government
-  Office of Management and Budget

## E-Government is a Major Management Initiative for the Federal Government

**The Vision: **an order of magnitude improvement in the federal government’s value to the citizen; with decisions in minutes or hours, not weeks or months.
**The Definition**:  the use of digital technologies to transform government operations in order to improve effectiveness, efficiency, and service delivery.
**The Principles:**
*** ******Integral component of Five-part President’s ***
***   ******Management Agenda***
*** ******Market-based, Results-oriented, Citizen-Centered***
*** ******Simplify & Unify***

## Why We Focus on E-government:We Live in a Web of Information Interdependency

**Why We Focus on E-government:****We Live in a Web of Information Interdependency**

***Intra-agency***

***Inter- and Intra-governmental***

***Agency to business***

***Agency to the public***

## Hart-Teeter CEG 2002 Survey:76% of Internet Users Deal with Government On-line 

**Hart-Teeter CEG 2002 Survey:****76% of Internet Users Deal with Government On-line**** **

***(% saying each should be top priority for investing in e-government)***

**31%**

**49%**

**51%**

**65%**

**77%**

**81%**

**Protecting public ****health and safety**
**Providing for defense ****and national security**
**Providing safety net ****for poor and elderly**
**Encouraging science ****and research**
**Informing/involving ****citizens in government**
**Helping businesses meet ****regulations/compete abroad **

## Getting Connected Will Take Much Work 

**Command & Control/Distributed Decision Making**

**Getting Connected Will Take Much Work **
**(On Average 19 Cabinet Departments and agencies per line of Business)**

**Notes:**
3 processes Revise Internal Operations – Underlying processes: 1. Capture, order, fulfillment; 2. Command and control
Simplify a process or Unify around a line of business
Info Value Chain, 

## The bad business architecture yield thousands of forms that feed bureaucratic “islands of automation”

***225 pages listing dozens of form titles***

## Moreover, the islands of automation make it hard to get service

- ?

## Is this citizen-centered

**Is this citizen-centered**

## The Challenge: Move beyond web-enablement

***5600 G2B, G2G, & G2C Transactions to be put on-line***
***About 1000 intragovernmental transactions to be put on-line***
***33+ million web pages operational across the 22,000 federal government websites***
***Process integration and leveraging redundant investments: lack of multi-agency solutions, peer-to-peer models, access controls***

*** ******Few gains from “islands of automation”***
*** ******Fad buying --shows people are open to change, but ...***
*** ******Technology does not replace good management, but good government management requires technology ***
*** ******Communication gap between IT and Lines of Business ***
*** ******Lack of Business Cases and Enterprise Architecture***
*** ******Few performance plan successes***

***Chronic Problems  ***

***E-Problems  ***

**Notes:**
Chronic Problems
Few gains if e-business/e-government applications become new “islands of automation”
  Fad buying of e-business and e-government products --shows people are open to change, but may not be productive use of funds
  Technology still does not replace good management, but good government management requires technology 
  Applications fail to deliver operational results: Technologists and Line of Business professionals do not communicate well
  Lack of Business Cases and Enterprise Architecture lead to poor investment decisions

Also there are Examples of successful e-gov (DOT Rules on line, EPA, IRS)

## Traditional management approaches are the wrong way to proceedAdopted from e-Volve!, Rosabeth Moss Kantor, 2001, pg 77

***  ******Sprinkle Internet responsibilities throughout the government. ( A little website here, a little brochureware there.) Let them all go forward as long as they keep each organization separated.***
***  ******Form a committee to create a new government portal.  Staff it with people from unrelated areas, who are already doing five other things.  Or better yet, just give it all to the IT geeks.***
***  ******Find the simplest, least demanding thing that you can do on the Web.  Don’t do a “killer app;” that may require teaming and integration across silos -- just too hard.***
***  ******Duplicate the traditional program delivery and organization structure online.  Make sure what you do on the Web is exactly as what you do offline.***
***  ******Under the banner of agency autonomy and decentralization, reward each agency for its efforts, and offer no incentives to cooperate in cyberspace.***
***  ******And, never forget that the Government agency, not the citizen, is in the driver’s seat.***

**Notes:**
We are focussed on building easy to find one-stop-shops for citizens-- creating single points of easy entry to access high quality government services.

 Businesses: We must reduce burden on businesses through use of Internet protocols.  This is about being able to communicate with businesses in the language of e-business to streamline the myriad reporting requirements as well as facilitate a more efficient means for business to do business with the government.

 Intergovernmental: We must make it easier for states to meet reporting requirements, especially for grants, and provide the valuable information the federal government must have to measure the performance and results of national programs.

 Internal efficiency and effectiveness: We must automate internal processes to reduce costs for federal government administration by using best practices in areas such as supply chain management and financial management, and more effectively leverage knowledge management investments to make government employees more productive.

## Our target for being connected: “Click & Mortar” Business Design

***Supplier relationships***
**e-procurement**
**Supply chain management**

**Enterprise Resource Management**

**Enterprise Information Management & Integration (e.g. Portal)**

***Customer relationships***
**Personalization and Service Quality**
**Web-based access and delivery channels**
**Multi-channel Customer Relationship Management**
**Accessible to all**

***Internal Business Operations***

**Our target for being connected:***** “Click & Mortar” Business Design***

## We Must Simplify Processes and Work as a Team 

***Unify***
***e-business/e-government will integrate “islands of automation” while providing a secure environment and protecting privacy***
**Unify Now:**
- Within lines of business (across agencies)
- Empowering employees
**Unify Next Year:**
- Across lines of business
- Across agencies and levels of government
- Empowering government’s customers

- &

***Simplify***
***We must simplify business processes to maximize the benefit from technology***
**Must redesign processes to make it easier for the user**
- Automating the past has no benefit
- Take advantage of new capabilities
- Take advantage of newly unified information flows
**Result:**
- Processes that will be faster, cheaper, and more effective

***While working within available funding and using an e-government fund for seed money***

**Notes:**
security and privacy are key elements of implementation plans, as is ensuring accessibility to all users

## Four Portfolios of Initiatives To Get Government Connected  

***Individuals:*** building easy to find one-stop-shops for citizens -- creating single points of easy entry to access high quality government services.
***Businesses:*** reduce burden on businesses through use of Internet protocols and by consolidating myriad redundant reporting requirements.
***Intergovernmental:*** make it easier for states to meet reporting requirements, while enabling better performance measurement and results, especially for grants.
***Internal efficiency and effectiveness:*** reduce costs for federal government administration by using best practices in areas such as supply chain management and financial management, and knowledge management.

**Notes:**
We are focussed on building easy to find one-stop-shops for citizens-- creating single points of easy entry to access high quality government services.

 Businesses: We must reduce burden on businesses through use of Internet protocols.  This is about being able to communicate with businesses in the language of e-business to streamline the myriad reporting requirements as well as facilitate a more efficient means for business to do business with the government.

 Intergovernmental: We must make it easier for states to meet reporting requirements, especially for grants, and provide the valuable information the federal government must have to measure the performance and results of national programs.

 Internal efficiency and effectiveness: We must automate internal processes to reduce costs for federal government administration by using best practices in areas such as supply chain management and financial management, and more effectively leverage knowledge management investments to make government employees more productive.

## E-Government Initiatives and Managing Partners

**Government to Citizen****	****	****	**

**Government to Government**
**	****	****	**

**Internal Effectiveness and Efficiency**

- 1.  USA Service
- 2.  EZ Tax Filing
- 3.  Online Access for Loans
- 4.  Recreation One Stop
- 5.  Eligibility Assistance
-      Online

- 1.  e-Vital (business case)
- 2.  e-Grants
- 3.  Disaster Assistance
-      and Crisis Response
- 4.  Geospatial Information
-      One Stop
- 5.  Wireless Networks

- 1.  e-Training
- 2.  Recruitment One Stop
- 3.  Enterprise HR	Integration
- 4.  e-Travel
- 5.  Integrated Acquisition
- 6.  e-Records Management
- 7.  Payroll Processing

**E-Government Initiatives and Managing Partners**

**Managing Partner**
- OPM
- OPM
- OPM
- GSA
- GSA
- NARA
- OPM

**Managing Partner**
- SSA
- HHS
- FEMA
- DOI
- Treas

**Managing Partner**
- GSA
- TREAS
- DoEd
- DOI
- Labor

**Government to Business**
**	****	**

- 1.  Federal Asset Sales
- 2.  Online Rulemaking
-      Management
- 3.  Simplified and Unified
-      Tax and Wage Reporting
- 4.  Consolidated Health	** **
-      Informatics (business case)
- 5.  Business Compliance
-      One Stop
- 6. International Trade Process Streamlining

**Managing Partner**
- GSA
- DOT
- Treas
- HHS
- SBA
- DOC

## Key Barriers and Actions to Resolve

## The Emerging Government Workers Will Rely on Shared Data to Do Their Jobs

*File Shares*

*Tracking DB*

*Document Library*

*Team Web Site*

*Partner Web Site*

*3**rd** Party Web Sites*
*(e.g., .gov, .org, PTO, EDGAR)*

***Enterprise Data Integration***

*Portal Software, Security/Access/PKI, APIs, OLAP, Advanced Search, KM tools*

***Legacy LOB Apps***

***Enterprise Apps (ERP, etc)***

***Enterprise Application Integration***

## The Government Knowledge Worker Will Require Integrated InformationFrom the Enterprise-Wide Value Chain to Best Respond to Citizen Needs

**The Government Knowledge Worker **Will Require _Integrated Information_From the Enterprise-Wide Value Chain to Best Respond to Citizen Needs

**Supply Chain Mgmt**
- Logistics
- Procurement

**Human Capital Resources**
- (ERP Functions)

**Financial Mgmt**
- GL, AP, Payroll
- Fixed Assets
- Reporting
- (ERP Functions)

**Government CRM Knowledge Environment**
**Collaboration, Document Mgmt, Analytics**

**Enterprise Resources Value Chain**

** **

**Business Processes**

**Service & Decisions **
**for Citizens,**
**Governments, Employees**
**Businesses**

**Request for Service, solution,  or access to program/grant**
- (Program Functions)

## Key Governance Issues Beyond Funding

**Executive Leadership **
**Line of Business Partnerships**
**The challenge: Who “owns”:**
**The process **
**The applications and IT**
**The data**
**The community of interest (staffing, skills, etc.)**
**The infrastructure protection and security implementation**
**The relationship with the citizen**
**Balance between Centralized Command & Control and Distributed Decision-making**
**Who leads, builds, and controls the integration of the delivery channel**

## PORTFOLIO MANAGEMENT OFFICE

- PRESIDENT'S MANAGEMENT COUNCIL

- OMB ASSOCIATE DIRECTOR FOR INFORMATION TECHNOLOGY AND E-GOVERNMENT

- GOVERNMENT
- TO BUSINESS
- PORTFOLIO MANAGER

- GOVERNMENT
- TO GOVERNMENT
- PORTFOLIO MANAGER

- GOVERNMENT
- TO CITIZEN
- PORTFOLIO MANAGER

- INTERNAL EFFECTIVENESS & EFFICIENCY
- PORTFOLIO MANAGER

- CIO, CFO, HR DIRECTOR,AND PROCUREMENT EXECUTIVE COUNCILS WITH SR.AGENCY OFFICIALS
- COMPRISE STEERING COMMITTEES

- CIO COUNCIL ARCHITECTURE COMMITTEE

**Leadership from the top drives achievement of the E-government Initiatives**

***Multi-agency Integrated Project Teams***

- IPTS  FOR:
- E-AUTHENTICATION
- ENTERPRISE ARCHITECTURE ASSESSMENT

## Key Elements Of The FY04 IT Agenda

***Driving results & productivity growth: IT and management reform investments that create an order of magnitude improvement value to the citizen***
***Facilitating Homeland Security Initiatives: leveraging IT and knowledge flow***
***Cyber Security: Desktop, data, applications, networks, business continuity***
***Passion for Solutions, versus piecemeal and redundant IT investments***

## How to get to Green

- Enterprise Architecture (EA)
- Capital Planning and Investment Control (CPIC)
- IT Program Management
- IT Security
- E-Government project participation

## In Conclusion, Success Will Require A Passion for Solutions

**Measures of success linked to program performance**
**Management of Change **
**Unify and simplify around customer needs**
**Address chronic problems, don’t ignore them, e.g.:**
**Good ideas that lack proper security and business case**
**Opportunities to leverage partially funded, redundant IT initiatives to get full benefit**
**Prevent focus on just Web enabling**