# Presentation: 352109

## From the Strategy to the 300:  Building and Managing E-Government

**Dan Chenok**
- Branch Chief for Information Policy and Technology
- Office of Management and Budget
- Executive Office of the President

## Strategic Management of Human Capital
Adopt IT to capture employees’ knowledge and skills
Acquire and develop talent and leadership
Competitive Sourcing
Improve procedures to evaluate public and private sources
Better publicize activities subject to competition
Improved Financial Performance
Baseline erroneous payments and establish goals for reduction 
Ensure financial systems produce accurate and timely information
Expanded Electronic Government
Simplify and unify around citizen needs
Support projects that performance across agency boundaries
Maximize interoperability and minimize redundancy
Budget and Performance Integration
Use performance information to make budget decisions
Link performance and cost in a performance budget

**Adopt IT to capture employees’ knowledge and skills**
**Acquire and develop talent and leadership**
- Competitive Sourcing
**Improve procedures to evaluate public and private sources**
**Better publicize activities subject to competition**
- Improved Financial Performance
**Baseline erroneous payments and establish goals for reduction **
**Ensure financial systems produce accurate and timely information**
- Expanded Electronic Government
**Simplify and unify around citizen needs**
**Support projects that performance across agency boundaries**
**Maximize interoperability and minimize redundancy**
- Budget and Performance Integration
**Use performance information to make budget decisions**
**Link performance and cost in a performance budget**

- The President’s Management Agenda sets forth a strategy to ensure
- that the Federal Government is well-run and results-oriented

- Page

## The Expanding E-Government Strategy

**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.**E-Government Definition**:  the use of digital technologies to transform government operations in order to improve effectiveness, efficiency, and service delivery.
**The Principles:**
*** ******Citizen-Centered, Results-Oriented, Market-based***
*** ******Integral component of President’s Management Agenda***
*** ******Simplify and Unify***
*“**Government likes to begin things - to declare grand new programs and causes. But good beginnings are not the measure of success. What matters in the end is completion. Performance. Results. Not just making promises, but making good on promises."*  President George W. Bush

## Lesson Learned: Citizen-centered Initiatives can work, but No Magic Formula Exists

**Government to Citizen**

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

**Internal Effectiveness and Efficiency**

**1.  USA Service****	****	****        **
**2.  Free File ****	****	****        **
**3.  Online Access for Loans        **
**4.  Recreation One Stop****	**
**5.  Eligibility Assistance **
**     ****Online**

**1.  e-Vital**
**2.  e-Grants**
**3.  Disaster Management**
**4.  Geospatial Information**
**     ****One Stop **
**5.  Project SAFECOM      **

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

**Lesson Learned: Citizen-centered Initiatives can work, but No Magic Formula Exists**

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

**Managing Partner**
**SSA**
**HHS**
**FEMA**
**DOI**
**FEMA**

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

**Government to Business**

**1.  Federal Asset Sales****	**
**2.  Online Rulemaking Management**
**3.  Expanded Electronic Tax Products**
**4.  Consolidated Health Informatics **
**5.  Business Compliance One Stop**
**6.  International Trade Process Streamlining**

**Managing Partner**
**GSA**
**EPA**
**Treas**
**HHS**
**SBA**
**DOC**

**E-Authentication**

## The Statutory Framework

***PRA:  ***Sets overall framework for OMB oversight of IP and IT
***GPEA:  ***Make all transactions electronic, when practicable, by October 2003.
- -- Along with the Electronic Signatures in Global and National Commerce Act, creates legal framework for online commerce
***Clinger Cohen:  ***Requires sound investment through Capital Planning that is tied to Agency missions and strategic goals
***Federal Information Security Management Act:  ***Attention to security in all agency applications, accountability to OMB and Congress
***Privacy Act:  ***Continues to be the foundation of Federal policy for protecting and sharing personal information
***Section 508:***  Ensure accessiblity for all

## Signed December 2002, Effective April 2003

Codifies OMB’s role: E-Gov Administrator and Office of E-Government

Codifies CIO Council

Agencies develop citizen and productivity-related performance measures to support agency objectives, strategic goals, and mandates.

**Codifies OMB’s role: E-Gov Administrator and Office of E-Government**
**Codifies CIO Council**
**Agencies develop citizen and productivity-related performance measures to support agency objectives, strategic goals, and mandates.**

- Endorses and requires agencies to support cross agency e-gov initiatives
- Furthers many of the 24 Presidential E-Gov initiatives

**E-Gov Act**

**Notes:**
Reference Chris at event – If he’s there, he can tell the story

## Current IT Spending Decisions Reflect A Structured Federal IT Capital Planning Process

**June:** A-11 Guidance published; business cases must address project value, program plan, cost/schedule, risk management, and leverage partnering around E-Gov projects and the FEA BRM Lines of Business
**May-August:** OMB memoranda identified potential opportunities for leveraging cross agency partnering.
**September: **Agencies submitted business cases and IT portfolios in September, with ongoing updates; data arrived via Extensible Markup Language (XML) and were made available for on-line analysis within OMB.
**Autumn: **OMB reviewed and scored business cases based on A-11 Criteria–Agencies were provided scores and resubmitted improved business cases. OMB identified opportunities for consolidation. Investment increases were directed to priority areas such as Homeland Security, the war on terrorism and modernization.
**Now:** Agencies continue to improve business cases and revise IT Budgets to reflect decisions.

## Federal IT Investment Portfolio for 2004:  Requested at $59 Billion

**Federal IT Investment Portfolio for 2004:  Requested at $59 Billion**

**(dollars in billions)**

**$52.6**

**$52.6**

**$52.6**

**$1.6**

**$1.6**

**$5.1**

**$48.0**

**$50.0**

**$52.0**

**$54.0**

**$56.0**

**$58.0**

**$60.0**

**2003 Base**

**2003 Updated**

**2004 Request**

**Base**

**Better Reporting**

**Homeland Security, War on Terrorism, and Other Modernization Increase**

**$3.9**

## Visibility Leads to Smarter 

**Visibility Leads to Smarter **
**Decision-Making**

**$34.6B**

**$18B**

**$24.3B**

**$35B**

- Most agencies reported more business cases for 2004.  Several agencies grew significantly – 14 business cases from 2003 to over 100 in 2004, 26 business cases in 2003 to over 100 in 2004, etc.

## 2004 Budget Federal IT Investment 

**2004 Budget Federal IT Investment **
**Portfolio **

** **

**(dollars in billions)**

**$4.7 (IT Security is **

**included in the **

**Mission Area and **

**Office **

**Auto/Infrastructure)**

**$37**

**$21**

**$1**

**Mission Area Projects**

**Office Automation**
**/Infrastructure**

**Enterprise Architecture**

**IT Security**

***300+ projects ($8 Bn) have good  business cases;  over 750 projects ($21 Bn) “At-risk” requiring business case enhancements***
** ****Better project management**
** ****Integration with the Modernization Blueprint**
** ****Satisfy the security criterion **
** ****Link the investment to agency strategic goals and provide performance objectives**
** ****Adequately address the risks**

## Business Cases Drive Performance Improvement

- Agency’s IT Budget Submission
- Business Cases

- Clear Performance Gap IT will address?

- Should the Federal Government perform this function?

- Support the PMA and is it collaborative?

- Part of the Modernization Blueprint?

- Clear performance goals and measures tied to the business?**	**

- 3 Viable Alternatives for closing the performance gap?

- Performance Based Acquisition and Contracts?

- Yes

- Yes

- Yes

- Yes

- Yes

- Yes

- Strong Risk Management Plan?

- Project Management Plan with milestones?

- Addresses Security and Privacy?

- Life-Cycle Costs are well planned and appropriate?

- Yes

- Yes

- Yes

- Yes

- Yes

**$**

## Budget Implementation

**OMB Circular A-11, Preparation and Submission of Budget Estimates**
**Budget Requests**
- Budget Exhibit 53, Agency IT Investment Portfolio
**Strategic Plans & Annual Performance Plans**
**Planning, Budgeting & Acquisition of Capital Assets**
- Budget Exhibit 300, Capital Asset Plan & Justification (Business Case)

- May 21, 2001

## OMB Circulars A-11 and A-130Pulling it all together. . .

**IRM Strategic Plan  ****(Paperwork Reduction Act)**
**Enterprise Architecture  ****(Clinger-Cohen Act)**
**Documented CPIC Process ****(Clinger-Cohen Act)**
**Agency Capital Plan  ****(Circulars A-11 and A-130)**
**CAPs, Agency IT Portfolio, Report of Financial Management Activities and attendant documents, Transforming the Agency discussion, and CPIC Control (all IT Investments).  **
**All Section 53, and 300 documents updated to reflect President’s Decisions and resubmitted. **

## Informing the CPIC Processes – Lessons Learned

**Heightened focus on project management**
**Scrutiny of acquisition strategies (performance based)**
**More enterprise licenses and consolidated office automation and infrastructure buys**
**Continued focus on security and privacy**
**Integrated Business Case for infrastructure**
**Further integration with the budget process**
**Implementing Modernization Blueprints tied to the FEA**

## Key Elements Of The FY03 and FY04 IT Agenda

***Driving results & productivity growth: IT and management reform investments that create an order of magnitude improvement in value to the citizen, especially homeland security info sharing and knowledge flow***
***IT Cost Controls: Consolidation of redundant and overlapping investments, Enterprise Licensing, Fixing cost overruns, Competing away excess IT Services charges ***
***E-Gov Act implementation: Government wide architecture governance, including web-based strategies for improving access to high quality information and services***
***Cyber Security: Desktop, data, applications, networks, threat and vulnerability focused, business continuity, privacy protection***
***IT workforce: Conduct training and recruitment to obtain project management skills, strategic CIO staff, and architects that have a Passion for Solutions***

## The Federal Enterprise Architecture will drive consolidation and transformation 

_**Business Reference Model (BRM)**_

-  Lines of Business
-  Agencies, Customers, Partners

_**Service Component Reference Model (SRM)**_

-  Capabilities and Functionality
-  Services and Access Channels

_**Technical Reference Model (TRM)**_

-  IT Services
-  Standards

_**Data Reference Model (DRM)**_

-  Business-focused data standardization
-  Cross-Agency Information exchanges

**Business-Driven Approach**

_**Performance Reference Model (PRM)**_

-  Government-wide Performance Measures & Outcomes
-  Line of Business-Specific Performance Measures & Outcomes

**The Federal Enterprise Architecture will drive consolidation and transformation **

**Federal Enterprise Architecture (FEA)**

**Component-Based Architecture**

## What Will the FEA Reference Models Do?

**Provide consistent definitions and constructs of the business, performance and technology of the Federal Government. **
**Serve as a foundation to leverage existing processes, capabilities, components and technologies to build target enterprise architectures.  **
**Facilitate cross-agency analysis and the identification of duplicative investments, gaps, and opportunities for collaboration within and across Federal Agencies (e.g., 6 LOBs).**

## Lessons Learned: Need to Simplify and Unify Business Lines 

**On average 10 Cabinet Departments and agencies per Line of Business**

**On average 21 Cabinet Departments and agencies per Line of Business**

**All 24 Cabinet Departments and agencies per Line of Business**

***Government-***
***to-Citizen***
***Access Channels***

***Employee- ***
***to-Employee ***
***Access Channels***

- Internal Operations / Infrastructure

**Human Resources,  Financial Management Admin                       Supply Chain Management **

**Human Resources,  Financial Management Admin                       Supply Chain Management **

**Inter-Agency**

**Intra-Agency**

- Support Delivery of Services

**Legislative Management**
**Business Management of Information**
**IT Management**
**Planning and Resource Allocation**
**Regulatory Management**

**Controls and Oversight**
**Public Affairs**
**Internal Risk Management and Mitigation**
**Federal Financial Assistance**

- Web
- Services

- Telephone
- Voice
- Interactive

- E-system
- to System

- Public/Private
- Partnerships

- Fax

- Face to
- Face

- Mail

- Program Admin

- Compliance

- Services to Citizens

**Public Asset Management**

**Marketable Asset Management**

**Defense & Nat’l Security Ops**

**Diplomacy & Foreign Relations**

**Disaster Management**

**Domestic Economy**

**Education**

**Energy Management**

**Insurance**

**Public Health**

**Recreation & National Resources**

**Social Services**

**R&D & Science**

**Regulated Activity Approval**

**Consumer Safety**

**Environmental Management**

**Law Enforcement**

**Legal**

**Revenue Collection**

**Trade (Import/Export)**

**Transportation**

**Workforce Management**

**Program Admin**

**Compliance**

- Services to Citizens

**Public Asset Management**

**Marketable Asset Management**

**Defense & Nat’l Security Ops**

**Diplomacy & Foreign Relations**

**Disaster Management**

**Domestic Economy**

**Education**

**Energy Management**

**Insurance**

**Public Health**

**Recreation & National Resources**

**Social Services**

**R&D & Science**

**Regulated Activity Approval**

**Consumer Safety**

**Environmental Management**

**Law Enforcement**

**Legal**

**Revenue Collection**

**Trade (Import/Export)**

**Transportation**

**Workforce Management**

- Internet/
- Portal

- Intranet/
- Portal

**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, 

## What it takes to get to Green

- Agency E-government Progress
- Modernization Blueprint -- Enterprise Architecture
- Business Cases -- Capital Planning and Investment Control
- IT Program Management
- IT Security
- Agency is a Solution Partner in Multi-agency E-Government Initiatives (3 of 4 Citizen-centered groups)

## Overcoming Chronic Problems Requires a Passion for Solutions!

***Citizens Get  Value & Agencies Get Green***

***Federal IT Investment Portfolio***

- Enterprise Architecture

- Authentication

- Security

- e-Gov Policy

- Privacy

- Capital Planning

- Teamwork

- Process Improvement

- LOB Ownership

- Cross- Information Sharing

- Strategic Alignment

- Data Standardization

- Joint Business Cases

- Project Management