THE BUSINESS 

REFERENCE 

MODEL 

VERSION 1.O

A Foundation for Government-wide Improvement

 

 -IINTRODUCTION

E-Government is one of the five key components of the President’s 

Management Agenda because of its importance in facilitating a more 

responsive and effective Government. To achieve the President’s objectives, 

the federal government must derive more productivity from its IT spending, 

currently more than $50 billion. A cornerstone to success is the development of 

a Federal enterprise architecture that enables agencies to derive maximum 

benefit from applying IT to their missions. 

In February 2002, I directed the creation of a Federal Enterprise Architecture 

Program Management Office to begin developing a comprehensive, business-driven blueprint 

for modernizing the Federal government. The Federal EA will serve to inform executive-level 

decision-making and allow for increased collaboration and resource sharing across agencies. 

I am pleased to unveil today the foundational layer of the Federal Enterprise Architecture – the 

Business Reference Model (version 1.0). The Model provides an integrated view of the Federal 

Government’s business, detailing activities that agencies perform to achieve each mission and 

function. With this foundation, government executives can look strategically at Federal business 

operations and understand the gaps, overlaps, and opportunities. The Business Reference 

Model provides OMB and the Agencies with an invaluable new tool for improving the business of 

government – it is a quantum leap forward for the Federal Government. 

The Federal Enterprise Architecture is being constructed through a series of “reference models” 

designed to facilitate cross-agency analysis and improvement. The Business Reference Model 

serves as the foundation for the other reference models that will be published in the future – the 

Performance Reference Model, Data Reference Model, Application-Capability Reference 

Model, and the Technical Reference Model. As the federal architecture effort continues to 

mature, we will be able to make significant progress across the President’s Management 

Agenda and improve the government’s investment in IT resources, human capital, and facilities, 

enabling performance-based budgeting decisions. 

The Business Reference Model has been validated by Federal agencies and is being stored in an 

automated tool to ensure its accessibility, usability, and currency. Completion of the initial 

iteration of the Federal Enterprise Architecture will provide the foundation to ensure that the 

Federal Government is cost effective and responsive to the needs of its citizens. Agencies should 

take maximum advantage of this work in their strategic performance improvement efforts. I am 

proud of this significant first step, I thank the Agencies for their support, and I look forward to the 

finalization of related models of the Federal Enterprise Architecture in the upcoming months. 

Mark A. Forman 
-IITABLE OF ABLE OF CONTENTS 

INTRODUCTION............................................................................................................................................ I

TABLE OF CONTENTS .................................................................................................................................. II

EXECUTIVE SUMMARY................................................................................................................................ 1

BUSINESS REFERENCE MODEL: OVERVIEW OF CONCEPT ........................................................................ 4

THE BUSINESS REFERENCE MODEL APPROACH..................................................................................6

Definition.......................................................................................................................................6

Purpose..........................................................................................................................................6

RELATIONSHIP TO OTHER FEA REFERENCE MODELS ..........................................................................7

Performance Reference Model (PRM) ...................................................................................7

Data and Information Reference Model (DRM)...................................................................7

Application-Capability Reference Model (ARM) .................................................................8

Technical Reference Model (TRM) ..........................................................................................8

BACKGROUND ........................................................................................................................................... 9

THE FEA PROGRAM MANAGEMENT OFFICE.......................................................................................9

Key responsibilities.......................................................................................................................9

The Solution Architects Working Group.................................................................................10

FEAPMO Governance Structure.............................................................................................10

DEVELOPMENT OF THE BUSINESS REFERENCE MODEL ....................................................................11

References..................................................................................................................................11

Validation Process.....................................................................................................................12

USE, MANAGEMENT, AND MAINTENANCE............................................................................................. 13

RELATIONSHIP TO AGENCY EA EFFORTS............................................................................................13

EFFECT OF THE BRM ON CAPITAL PLANNING AND BUDGET PROCESSES......................................13

UPDATES TO THE BRM...........................................................................................................................14

FEDERAL ENTERPRISE ARCHITECTURE MANAGEMENT SYSTEM.......................................................15

THE BUSINESS REFERENCE MODEL VERSION 1.0 ..................................................................................... 16

HIGH-LEVEL OVERVIEW.......................................................................................................................16

SERVICES TO CITIZENS BUSINESS AREA...............................................................................................19

SUPPORT DELVERY OF SERVICES BUSINESS AREA.............................................................................27

INTERNAL OPERATIONS AND INFRASTRUCTURE BUSINESS AREA ....................................................31
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 1

EXECUTIVE SUMMARY

Overview ... 

To facilitate efforts to transform the Federal 

Government into one that is citizen-centered, 

results-oriented, and market-based, the 

Office of Management and Budget (OMB) is 

developing the Federal Enterprise 

Architecture (FEA), a business-based 

framework for Government-wide 

improvement. The FEA is being constructed 

through a collection of interrelated 

“reference models” designed to facilitate 

cross-agency analysis and the identification 

of duplicative investments, gaps, and 

opportunities for collaboration within and 

across Federal Agencies. 

This Federal Enterprise Architecture and 

Business Reference Model is Intended for use 

in analyzing investment in IT and other capital 

assets. It will also serve as a pilot for the 

development of a broader architecture that 

can serve as the foundation for a 

comprehensive budget and performance 

reporting system that supports the budget 

and performance integration initiative. 

Summary of Version 1.0 ... 

The Business Reference Model (BRM) 

presented in this document describes the 

Federal Government’s Lines of Business and its 

services to the citizen – independent of the 

Agencies, bureaus, and offices that perform 

these business operations and provide these 

services. Developed with significant input 

from civilian Cabinet and other Federal 

Agencies (work is currently underway to 

validate those areas of the model relevant to 

the Department of Defense), the BRM 

identifies three Business Areas that provide a 

high-level view of the operations the Federal 

Government performs – Services to Citizens, 

EXECUTIVE 

SUMMARY
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

2 

Support Delivery of Services, and Internal 

Operations/Infrastructure. The three Business 

Areas comprise a total of 35 external and 

internal Lines of Business – the services and 

products the Federal Government provides to 

its citizens; and 137 Sub-Functions – the lower 

level activities that Federal Agencies perform. 

 The Services to Citizens Business Area 

includes the delivery of citizen-focused, 

public, and collective goods and/or benefits 

as a service and/or obligation of the Federal 

Government to the benefit and protection of 

the nation's general population. This Business 

Area includes 22 Lines of Business and 82 SubFunctions. 

 The Support Delivery of Services Business 

Area provides the critical policy, 

programmatic and managerial underpinnings 

that facilitate the Federal Government’s 

delivery of services to citizens and other 

Federal, State and local agencies. This 

Business Area includes 9 Lines of Business and 

32 Sub-Functions. 

 The Internal Operations and Infrastructure

Business Area refers to the “back office” 

support activities that must be performed for 

the Federal Government to operate 

effectively. This Business Area includes 4 Lines 

of Business and 23 Sub-functions. 

 

Other reference models ... 

The BRM serves as the foundation for 

additional reference models that will be 

published in the upcoming months – the 

Performance Reference Model, Data and 

Information Reference Model, ApplicationCapability Reference Model and the 

Technical Reference Model. 

 The Performance Reference Model will 

identify a common set of general 

performance outcomes and metrics that 

Agencies use to achieve much broader 

program goals and objectives. 

 The Data and Information Reference 

Model will describe, at an aggregate level, 

the data and information that support 

program and business line operations. The 

model will aid in describing the types of 

interactions and information exchanges that 

occur between the Federal Government and 

its various customers, constituencies, and 

business partners. 

 The Application-Capability Reference 

Model will identify and classify horizontal and 

vertical IT capabilities that support Federal 

agencies. The model will aid in 

recommending applications to support the 

reuse of business components and services 

across the Federal Government. 

 The Technical Reference Model provides 

a hierarchical foundation to describe how 

technology is supporting the delivery of the 

application capability. The model will outline 

the technology elements that collectively 

support the adoption and implementation of 

component-based architectures. 

Together, the Business and Performance 

Reference Models will define objectives for 

Federal Lines of Business, while the other 

reference models will define how to best 

allocate resources, technology, and services 

to meet those objectives. 

Managing the Program ...

The Federal Enterprise Architecture effort will 

only be successful if a sustainable and 

repeatable process is established and the 

roles of all affected stakeholders are clearly 

defined and communicated. To manage 

and coordinate construction of the FEA, and 

provide a means of participation for all 

interested parties (e.g., senior Federal 

agency IT, budget, planning, and 

procurement officials), OMB established a FEA 

Program Management Office (PMO). Led by 

OMB’s Chief Technology Officer and the FEA 

Program Manager, the PMO is driving the 

development of Component-Based 

Architectures to support the 24 Presidential 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 3

Priority E-Government initiatives, the 

development of the FEA reference models, 

and the identification of new opportunities for 

business process and system consolidation to 

improve the efficiency and effectiveness of 

the Federal Government. A prime means of 

communicating its accomplishments to its 

many stakeholders and customers is the 

PMO’s Website, located at 

www.feapmo.gov. 

The recently chartered Solution Architects 

Working Group (SAWG) is playing a key role in 

assisting Federal Agencies with the technical 

design, development, and deployment of 

their E-Government initiatives. Through close 

collaboration with the E-Government initiative 

teams, the SAWG is providing the leadership 

and guidance necessary to promote the 

principles of Component-Based Architectures. 

Organization of the Document ...

The remainder of this document is organized 

according to the following chapters: 

Chapter 1: Business Reference Model: 

Overview of Concept provides a high-level 

overview of the FEA reference models, with a 

particular focus on the purpose and use of 

the BRM. 

Chapter 2: Background describes the 

information collection and validation process 

for the draft version of the BRM that was 

provided to Federal Agencies in late April 

2002 for review and comment, and discusses 

the role of the FEAPMO. 

Chapter 3: Use, Management, and 

Maintenance describes, at a high level, how 

the BRM should be used by the agencies in 

their EA and Capital Planning processes; how 

the BRM will be updated annually to support 

the budget process; and how an online 

repository will facilitate these efforts. 

Chapter 4: The Business Reference Model 

Version 1.0 provides a complete overview the 

first iteration of the Business Reference Model, 

complete with definitions of each Line of 

Business and Sub-Function. 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

4 

BUSINESS REFERENCE 

MODEL: OVERVIEW OF 

CONCEPT

On February 6, 2002, the development of a 

Federal Enterprise Architecture (FEA) 

commenced. Led by OMB, the purpose of 

this effort is to identify opportunities to simplify 

processes and unify work across the agencies 

and within the lines of business of the Federal 

Government. The outcome of this effort will 

be a more citizen-centered, customerfocused government that maximizes 

technology investments to better achieve 

mission outcomes. 

The FEA is a business-based framework for 

cross-agency, government-wide 

improvement. It provides OMB and the 

Federal agencies with a new way of 

describing, analyzing, and improving the 

federal government and its ability to serve the 

citizen. 

A Business Focused Approach ... 

Drawing from lessons learned through 

unsuccessful architecture efforts in the past, 

the FEA is truly business-driven. As such, its 

foundation is a Business Reference Model 

(BRM), which describes the government’s 

Lines of Business and its services to the citizen 

independent of the agencies and offices 

involved. This business-based foundation 

provides a common reference point and 

foundation for improvement in a variety of 

key areas, such as performance 

measurement, budget allocation, information 

technology (IT) redundancy elimination, crossagency collaboration, and e-Government. 

BUSINESS REFERENCE 

MODEL: OVERVIEW 

OF CONCEPT
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 5

Benefits across the board...

FOR THE CITIZEN: 

The true driver behind the FEA effort is the 

need to improve the government’s delivery of 

services both to and for the public. The 

stovepiped, agency-centric processes that 

have previously characterized government 

must be replaced with integrated, citizencentric processes. The FEA, through its 

support of the 24 Presidential Priority eGovernment Initiatives, as well as other crossagency, citizen-focused e-Government 

efforts, is a key component of the citizenfocused transformation in government. 

FOR THE OFFICE OF MANAGEMENT AND 

BUDGET: 

The FEA provides both the policy and budget 

sides of OMB with a greatly enhanced crossagency analytical capability. OMB is no 

longer solely dependent on the agency-byagency analyses that have characterized the 

planning and budget activities in the past. 

Through the line-of-business perspective the 

FEA provides, OMB will be able to see 

redundancies, gaps, and opportunities for 

collaboration across the federal agencies. 

Examples of the benefits to OMB include: 

 Elimination of investments in redundant IT 

capabilities, business processes, or other 

capital assets 

 Identification of common business 

functions across agencies 

 Integration of performance measurement 

with the budget process along the key 

business lines of the government 

FOR FEDERAL AGENCIES: 

The FEA is not just for OMB, nor is it for any 

single Federal agency. The FEA is exactly 

what it’s name suggests – a high-level 

architecture for the Federal government as 

whole. As such, agencies have played a key 

role in the definition of Version 1.0 of the BRM 

and they will continue to play a role in its 

maturation. To simplify agencies’ 

involvement, all information pertaining to the 

FEA – including the BRM – will be available 

online. A variety of means will be made 

available for agencies to leverage, and more 

importantly, contribute to the FEA. This 

“vision” into the federal-wide architecture 

gives each agency a collection of new 

capabilities for defining and implementing 

their own target environments. Agencies will 

now be able to: 

 Save time and money by leveraging 

reusable business processes, data, and ITcomponents in other agencies 

 Leverage FEA work products as a catalyst 

for agency-specific EA efforts 

 Ensure proposed investments are not 

duplicative with those of other agencies – 

prior to developing business cases and 

submitting them to OMB 

 Suggest modifications to the BRM to 

ensure future versions accurately portray the 

business of the U.S. government, including the 

role specific agencies play 

FOR CONGRESS:

Application of the Federal Enterprise 

Architecture will yield a wealth of information 

on Federal business lines, programs and 

capital investments; and the performance of 

those business lines, programs and capital 

investments. This information will be made 

available to Congress as it considers the 

authorization of and appropriation of funding 

for Federal programs, and as it fulfills its 

oversight responsibilities on behalf of the 

citizen. 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

6 

THE BUSINESS REFERENCE MODEL 

APPROACH 

Definition 

BUSINESS REFERENCE MODEL DEFINITION 

THE FEA BRM IS A FUNCTION-DRIVEN 

FRAMEWORK FOR DESCRIBING THE BUSINESS 

OPERATIONS OF THE FEDERAL GOVERNMENT 

INDEPENDENT OF THE AGENCIES THAT 

PERFORM THEM

The Business Reference Model provides an 

organized, hierarchical construct for 

describing the day-to-day business operations 

of the Federal government. While many 

models exist for describing organizations – org 

charts, location maps, etc. – this model 

presents the business using a functionally 

driven approach. The Lines of Business and 

Sub-Functions that comprise the BRM 

represent a departure from previous models 

of the Federal government that use 

antiquated, stovepiped, agency-oriented 

frameworks. As the first layer of the FEA, the 

BRM will serve as the main viewpoint for the 

analysis of data, applications, and 

technology. 

Purpose 

The purpose of the BRM is to define and 

communicate, for all interested stakeholders, 

a high-level view of how – in business terms – 

the Federal government achieves its various 

missions. It enables users to identify how 

processes are being supported, where they 

are being supported, where there are 

opportunities to reduce redundancies, and 

how to build more cost-effective solutions in 

the future. 

A new perspective ... 

Agencies and oversight bodies have 

struggled for years to develop a concrete 

means of identifying and communicating 

opportunities for cross-agency collaboration 

and simplification. The BRM takes a huge first 

step in providing the government with that 

capability. 

The functional perspective of the BRM 

facilitates identification of common business 

processes, information requirements, and 

opportunities for reengineering across the 

Federal government rather than within the 

confines of organizational stovepipes. It is an 

analytical tool that provides a detailed 

process map to help agencies and OMB 

identify processes, programs, and systems 

that can be made more efficient through 

cross-agency collaboration. 

A common foundation ... 

The BRM serves as the foundation from which 

the other layers of the Federal Enterprise 

Architecture can be developed. It is not, as 

its name might suggest, an attempt to 

describe business for business’ sake. Rather, it 

provides an organizing construct with which 

to describe all the key elements of the 

Federal environment, including stakeholders, 

expected performance outcomes, capital 

assets, applications, data, and underlying 

technology. 

A common understanding ...

Perhaps most importantly, the reference 

model approach facilitates the 

communication of architectural ideas within 

and across the organizations that comprise 

the Federal government. The BRM provides a 

common understanding of the entire 

Government’s business for agencies, oversight 

bodies, IT decision makers, business partners, 

vendors, and even citizens. This single point of 

reference also provides a valuable 

information resource and repository for the 24 

Presidential Priority E-Government Initiatives. 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 7

As these initiatives are developed, and their 

technical designs are communicated through 

the constructs of the FEA, more and more 

agencies will begin to integrate these 

reusable components into their own 

architectures. 

RELATIONSHIP TO OTHER FEA 

REFERENCE MODELS 

The FEA is actually much broader than the 

BRM outlined in this document. The 

architecture is being constructed through a 

series of interrelated reference models 

(Business, Performance, Data and 

Information, Application-Capability, and 

Technical), each of which enables crossagency analysis and improvement in its 

respective area. 

Performance Reference Model (PRM) 

The PRM is a framework for performance 

measurement that provides common 

outcome and output measures throughout 

the Federal government. It allows agencies 

to better manage the business of 

Government at a strategic level while 

providing a means for gauging progress 

towards the target FEA. The PRM 

accomplishes these goals by establishing a 

common set of general performance outputs 

and measures that agencies use to achieve 

much broader program and business goals 

and objectives. The model articulates the 

linkage between internal business 

components and the achievement of 

business and customer-centric outcomes. 

Most importantly, it facilitates resource 

allocation decisions based on comparative 

determinations of which programs/ 

organizations are more efficient and 

effective. 

The PRM will be designed to integrate with 

and complement OMB’s development of the 

Program Assessment Rating Tool (PART) and 

Common Measures Initiative. By defining 

outcome and output measures for Lines of 

Business and Sub-Functions, the PRM will 

provide the tools necessary to measure crossagency initiatives at the federal enterprise 

level. Additional guidance on both the PRM 

and PART will be provided as the linkages 

between these two initiatives are clearly 

established. 

Data and Information Reference 

Model (DRM) 

The Data and Information Reference Model 

(DRM) will describe, at an aggregate level, 

the data and information that support 

program and business line operations. The 

model will aid in describing the types of 

interactions and information exchanges that 

occur between the Federal Government and 

its various customers, constituencies, and 

business partners. It will categorize the 

government's information along general 

content areas and decompose those 

content areas into greater levels of detail. 

The DRM will establish a commonly 

understood classification for Federal data 

and lead to the identification of duplicative 

data resources. A common data model will 

streamline the processes associated with 

information exchange both within the Federal 

government and between the government 

and its external stakeholders. 

The DRM will be produced on a business line 

by business line basis, as opposed to a single 

cumulative effort. This allows for the 

identification of and concentration on key 

The FEA Reference Models The FEA Reference Models 

Business Reference Model (BRM)

•Lines of Business

•Agencies

•Customers/Partners

Application-Capability Reference Model (ARM)

•Capabilities

•Functionality

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)

•Budget/Performance Integration

•Government-wide Performance Measures & Outcomes

•Line of Business-Specific Performance Measures & Outcomes

complete (v1.0)

Business Reference Model (BRM)

•Lines of Business

•Agencies

•Customers/Partners

Application-Capability Reference Model (ARM)

•Capabilities

•Functionality

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)

•Budget/Performance Integration

•Government-wide Performance Measures & Outcomes

•Line of Business-Specific Performance Measures & Outcomes

complete (v1.0)
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

8 

improvement areas, producing clearly 

identified and measurable results. The 

FEAPMO will oversee the focused DRM efforts 

to ensure all appropriate points of integration 

are identified. 

Application-Capability Reference 

Model (ARM) 

The ARM is a business-driven, functional 

framework that classifies application 

capabilities with respect to how they support 

business and/or performance objectives. The 

ARM is envisioned being structured across 

horizontal service areas that, independent of 

the business functions, can provide a 

leveragable foundation for reuse of 

applications, application capabilities, 

components, and business service. 

Technical Reference Model (TRM) 

The TRM is a hierarchical foundation used to 

describe how technology is supporting the 

delivery of application capabilities. The TRM 

will outline the technology elements that 

collectively support the adoption and 

implementation of component-based 

architectures, as well as the identification of 

proven products and toolsets that are 

embraced by government-wide initiatives 

such as FirstGov, Pay.Gov, and the 24 

Presidential Priority E-Government Initiatives. 

Regulatory Management

Support Delivery

of Services

Policy and Guidance Devel.

Public Comment Tracking

Regulatory Development

Rule Publication

Knowledge Management

CRM

PRM

Content Management

Collaboration

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Business

Reference Model

( BRM )

Rule 

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Application-Capability

Reference Model

( ARM )

Content

Management

Platforms and OS

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Data Mgmt

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Business Logic

Technology

Reference Model

( TRM )

Component-Based Architecture

Enterprise Products Services Functional Products

Outputs and Outcomes Outputs and Outcomes

Performance Reference Model (PRM)

Regulatory Management

Support Delivery

of Services

Policy and Guidance Devel.

Public Comment Tracking

Regulatory Development

Rule Publication

Knowledge Management

CRM

PRM

Content Management

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Business

Reference Model

( BRM )

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Application-Capability

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( ARM )

Content

Management

Platforms and OS

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Windows NT

Data Mgmt

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Business Logic

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Reference Model

( TRM )

Component-Based Architecture

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Outputs and Outcomes Outputs and Outcomes

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Regulatory Management

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Policy and Guidance Devel.

Public Comment Tracking

Regulatory Development

Rule Publication

Knowledge Management

CRM

PRM

Content Management

Collaboration

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Reporting

Business

Reference Model

( BRM )

Rule 

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Application-Capability

Reference Model

( ARM )

Content

Management

Platforms and OS

J2EE

.NET

Windows NT

Data Mgmt

ODBC

JDBC

Business Logic

Technology

Reference Model

( TRM )

Component-Based Architecture

Enterprise Products Services Functional Products

Outputs and Outcomes Outputs and Outcomes

Performance Reference Model (PRM)

Regulatory Management

Support Delivery

of Services

Policy and Guidance Devel.

Public Comment Tracking

Regulatory Development

Rule Publication

Knowledge Management

CRM

PRM

Content Management

Collaboration

Search

Reporting

Business

Reference Model

( BRM )

Rule 

Publication

Application-Capability

Reference Model

( ARM )

Content

Management

Platforms and OS

J2EE

.NET

Windows NT

Data Mgmt

ODBC

JDBC

Business Logic

Technology

Reference Model

( TRM )

Component-Based Architecture

Enterprise Products Services Functional Products

Outputs and Outcomes Outputs and Outcomes

Performance Reference Model (PRM)

Regulatory Management

Support Delivery

of Services

Policy and Guidance Devel.

Public Comment Tracking

Regulatory Development

Rule Publication

Knowledge Management

CRM

PRM

Content Management

Collaboration

Search

Reporting

Business

Reference Model

( BRM )

Rule 

Publication

Application-Capability

Reference Model

( ARM )

Content

Management

Platforms and OS

J2EE

.NET

Windows NT

Data Mgmt

ODBC

JDBC

Business Logic

Technology

Reference Model

( TRM )

Component-Based Architecture

Enterprise Products Services Functional Products

Outputs and Outcomes Outputs and Outcomes

Performance Reference Model (PRM)

Regulatory Management

Support Delivery

of Services

Policy and Guidance Devel.

Public Comment Tracking

Regulatory Development

Rule Publication

Knowledge Management

CRM

PRM

Content Management

Collaboration

Search

Reporting

Business

Reference Model

( BRM )

Rule 

Publication

Application-Capability

Reference Model

( ARM )

Content

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Platforms and OS

J2EE

.NET

Windows NT

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ODBC

JDBC

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Reference Model

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Performance Reference Model (PRM)

A conceptual depiction of the interrelationships between the FEA Reference Models. This A conceptual depiction of the interrelationships between the FEA Reference Models. This EA Reference Models. This 

integrated approach will serve as the foundation of Component- integrated approach will serve as the foundation of Component-Based Architecture design. Based Architecture design. Based Architecture design. Based Architecture design. 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 9

BACKGROUND

THE FEA PROGRAM MANAGEMENT 

OFFICE 

The “Practical Guide to Enterprise 

Architecture Planning,” released by the 

Federal CIO Council in February 2001, states 

the following in regards to the creation of an 

EA management office: 

“An EA Program Management Office 

should be established to manage, monitor, 

and control the development and 

maintenance of the EA. The EAPMO staff 

includes experienced architects. The 

EAPMO is also charged with determining 

needed resources and securing funding 

and resource commitments. A primary 

goal of the EAPMO and the EAESC is to 

ensure success of the EA program.” 

The Federal Enterprise Architecture Program 

Management Office (FEAPMO) was 

established on February 6, 2002, in 

accordance with direction issued by the 

Associate Director for IT and E-Government, 

OMB. The lack of an FEA was cited by the 

2001 Quicksilver E-Government Task Force as 

a key barrier to the success of the 24 

Presidential Priority E-Government initiatives 

approved by the President's Management 

Council in October 2001. 

Key responsibilities 

The FEAPMO manages and coordinates 

activities surrounding: 

 Development of a core set of 

standardized Component-Based Architecture 

models to facilitate technology solutions and 

the development of a complete architecture 

(baseline, target, and transition) for each of 

BACKGROUND
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

10 

the 24 Presidential Priority E-Government 

initiatives. 

 Definition of the FEA through a set of 

Government-wide reference models focusing 

on business, performance, applicationcapabilities, technologies and standards, and 

data and information. 

 Assessment and identification – through 

high-level architectural, critical success 

factor, and Line of Business performance 

information – of new opportunities for business 

process and system consolidation to improve 

government efficiency and effectiveness. 

The Solution Architects Working Group 

To support development and implementation 

of the Presidential Priority E-Gov Initiatives, the 

FEAPMO has established a Solution Architects 

Working Group (“SAWG”). The goal of the 

SAWG is to help Federal Agencies with 

activities surrounding the technical design of 

their initiatives and to promote and 

communicate the principles of ComponentBased Architecture and reuse. Specifically, 

the SAWG is responsible for: 

 Providing E-Government initiative teams 

with solution architects who will assist in 

defining initiative blueprints and validate 

system architectures to support the planning 

and implementation of the Presidential Priority 

E-Government initiatives. 

 Establishing linkages between relevant 

Government-wide entities to ensure that 

standards, best practices, and lessons learned 

are leveraged across the entire government. 

 Selecting, recommending, and assisting in 

the deployment of technologies that are 

proven, stable, interoperable, portable, 

secure, and scalable. 

 Facilitating the migration and transition of 

E-Government initiatives from legacy and 

“inward-driven” architectures, to 

architectures that embrace componentdriven methodologies and technology reuse. 

 Identifying and capitalizing on 

opportunities to leverage, share, and reuse 

technologies to support common business 

requirements, activities, and operations 

across the Federal Government. 

 Championing the creation and 

propagation of intellectual capital that can 

assist in E-Government transformation. 

FEAPMO Governance Structure 

OMB’s Chief Technology Officer (CTO) and 

the FEA Program Manager provide leadership 

for the FEAPMO and SAWG. The CTO is 

responsible for ensuring the overall success of 

the Program, overseeing the completion of 

program tasks, and securing the approval of 

program deliverables by senior OMB officials 

and the Program’s external stakeholders (e.g., 

CIO Council, CFO Council, Procurement 

Executives Council, and senior Federal IT, 

planning, budget, and procurement staff). 

The Program Manager provides day-to-day 

guidance on specific tasks, approves all work 

products and deliverables, and secures 

sufficient resources to carry the Program 

forward. Both the CTO and Program 

Manager communicate with the Program’s 

stakeholders, both formally and informally, on 

a regular basis. 

The Program Manager also serves as the 

Chief Architect for the SAWG. In this 

capacity, the Program Manager is responsible 

for determining the appropriate technical 

architecture to be used by the Presidential 

Priority E-Government initiatives, and 

providing the necessary technical oversight of 

the project to ensure that the technical 

architecture is designed, developed, tested, 

and deployed properly and according to 

plan. The Chief Architect works closely with 

the Solutions Architect(s) assigned to each EGovernment initiative to ensure that all 

technical architecture requirements are 

adequately addressed. 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 11

OMB’s IT/E-Gov Working Group provides 

overall guidance to the work of the FEA-PMO. 

This Working Group is comprised of the IT 

leads within the Resource Management 

Offices and officials within the Information 

Policy and Technology Branch. Established in 

February 2002, the ultimate goal of the 

Working Group is to leverage Agency 

management, investments, and processes to 

achieve effectiveness and efficiency goals for 

programs and business lines. The Working 

Group played a key role in developing and 

implementing IT policy in preparation for the 

Fiscal year 2004 budget process, and 

participated in development of the Business 

Reference Model. The Working Group is also 

playing a key role in development of the FEA 

Performance Reference Model. 

Finally, the FEAPMO Support Team was 

established to execute program tasks in 

accordance with the FEAPMO Work Plan. The 

Support Team is responsible for delivering 

draft work products – for example, the FEA 

reference models – to Federal agencies for 

review and comment; and analyzing and 

incorporating comments, as appropriate, to 

produce a final product. The FEAPMO has 

created and maintains a Website, 

www.feapmo.gov, to help ensure that 

Program information is shared with as wide an 

audience as possible. 

DEVELOPMENT OF THE BUSINESS 

REFERENCE MODEL 

References 

In developing the BRM, the FEAPMO 

leveraged previous Federal architecture 

efforts, in particular the business architecture 

designed as a part of the 2001 e-Government 

Task Force’s effort, as starting points for 

designing the government-wide model. Using 

this architecture as a point of departure, the 

FEAPMO then performed extensive research 

on the agencies and the business functions 

they perform to flesh out all the functions of 

the Federal government. 

The primary research was conducted using 

each Agency’s Enterprise Architecture 

documents. The information contained within 

these architectures provides a concise and 

thorough documentation of all the lines of 

business that a particular agency performs. 

Where the Enterprise Architecture reports 

were not available, the FEAPMO used other 

reports or information that might describe an 

Agency’s functions, including Strategic Plans, 

Performance Reports, and Agency website 

materials. The FEAPMO used this detailed 

agency information to increase the 

granularity of the Task Force model by 

identifying “Sub-Functions” for the Lines of 

Business. These lines of business and subfunctions were then normalized to produce 

an exhaustive list of mutually exclusive 

functions performed by the Federal 

Government. 

Once a finite list of Lines of Business and SubFunctions was developed, work began to 

assign definitions to each line of business and 

sub-function to ensure that there was a 

common understanding by all who used the 

BRM. Additionally, Lines of Business and SubFunctions were aligned to the Agencies that 

Key Steps in the Development of the FEA Key Steps in the Development of the FEA 

Business Reference Model Business Reference Model 

Use eGov Task Force LOB’s as default FEA BRM

Identify Sub-Functions for each LOB using various 

Agency information resources

Map Agencies to LOB’s and Sub-Functions

Define LOBs and Sub-Functions

FEA Business Reference Model

Refine eGov Task Force LOB using Sub-Function 

analysis and EA best practices

Release Draft Business Reference Model to Agencies 

for comment and validation

Analyze comments and incorporate into revised 

Business Reference Model

Use eGov Task Force LOB’s as default FEA BRM

Identify Sub-Functions for each LOB using various 

Agency information resources

Map Agencies to LOB’s and Sub-Functions

Define LOBs and Sub-Functions

FEA Business Reference Model

Refine eGov Task Force LOB using Sub-Function 

analysis and EA best practices

Release Draft Business Reference Model to Agencies 

for comment and validation

Analyze comments and incorporate into revised 

Business Reference Model
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

12 

performed them as well as to the Agency’s 

major IT initiatives. Each round of mappings 

illustrated holes in the model, and it was 

substantially modified. Final revisions were 

made to the model and detailed reports 

were prepared to send to agencies for 

validation and comments. 

All of the information (the draft BRM and its 

relationship to the Federal Agencies and their 

major IT initiatives) was stored in a webenabled, relational database – the Federal 

Enterprise Architecture Management System 

(FEAMS). For more discussion on FEAMS, see 

Chapter 3 of this document. 

Validation Process 

Validation reports were sent out by the CTO 

to civilian Federal agencies on April 25 and 

26, 2002, for review and comment on the 

draft BRM and the alignment of the proposed 

business lines to agencies’ major IT initiatives. 

Agency comments were received from May 

10 through May 24, 2002 and were organized 

according to their area (i.e. business model, 

agency mappings, initiative mappings). 

These comments serve as the basis for a 

comprehensive Response to Comments 

Document released in unison with this BRM 

Release document. 

Defense-related functions are still being 

validated with the Department of Defense. 

Future versions of the BRM will include revised 

versions of these important Lines of Business 

and Sub-Functions to ensure the FEA is 

mutually beneficial for DOD, OMB, and other 

Federal agencies. 

During the month of June 2002, the FEAPMO 

analyzed all comments on the BRM and 

revised the model where appropriate. The 

revised model was vetted with the IT/E-Gov 

Working Group to ensure it truly reflected an 

enterprise-wide view of each agency. Once 

the initial version of the BRM was finalized, the 

data in FEAMS was updated to reflect the 

revisions in the new version of the BRM. 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 13

USE, MANAGEMENT, AND 

MAINTENANCE

RELATIONSHIP TO AGENCY EA EFFORTS 

Enterprise architectures submitted by 

Agencies to OMB for the FY 2003 budget 

development process were used as the 

primary information source for the creation of 

the BRM. The President’s annual budget 

development process will remain the primary 

method through which the FEA is updated, 

although maintenance and further 

development and analysis of the FEA will 

continue throughout the year. OMB is in 

discussions considering the revision of Agency 

EA submission requirements to take 

advantage of the Federal Enterprise 

Architecture Management System (FEAMS), 

an automated tool being used to store and 

analyze the FEA. Using the tool will reduce 

paper, allow Agencies to submit EA revisions 

electronically, and reduce work efforts to 

manually enter Agency EA information in the 

automated FEA tool. 

As with any architecture effort, the 

development of an FEA is an iterative and 

continuous process. Since many agencies 

are still in the process of developing their EAs, 

OMB expects that the BRM will initially require 

more frequent revisions and the number and 

frequency of version changes will stabilize 

over time. The current BRM is just the first 

iteration and will be modified periodically as 

conditions evolve and additional agency 

architecture information is provided. 

Changes to the FEA will continue to be 

verified through Federal Agencies and will be 

published to the FEAPMO Website. 

EFFECT OF THE BRM ON CAPITAL 

PLANNING AND BUDGET PROCESSES 

Under OMB Circular A-130, Management of 

Federal Information Resources, all agencies 

USE, MANAGEMENT, 

AND MAINTENANCE
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

14 

are required to document and provide their 

EAs to OMB as significant changes are 

incorporated. In addition, under the 

President’s FY 2004 Budget Preparation 

process outlined in the revised OMB Circular 

A-11, agencies must align their budget 

justifications with the President’s 

Management Agenda, Federal EGovernment initiatives, and the Federal 

enterprise architecture. Specifically relating 

to architecture, agencies must map their 

major IT capital investments to the business 

lines identified in the BRM, and describe how 

their initiatives support the BRM Lines of 

Business and Sub-Functions. 

This FEA and BRM are intended for use in 

analyzing investment in IT and other capital 

assets. It will also serve as a pilot for the 

development of a broader architecture that 

can serve as the foundation for a 

comprehensive budget and performance 

reporting system that supports the budget 

and performance integration initiative. 

When the first iteration of the complete FEA is 

released next fiscal year, as Agencies plan for 

their capital assets, they will be able to 

access the FEA, look across their lines of 

business and identify: 

 Agencies that are building or have 

already built similar application capabilities, 

 Agencies that are already collecting or 

plan to collect similar data, and 

 Suitable technologies already being used 

elsewhere in the Federal government. 

In this manner, the FEA will provide agencies 

with a powerful tool to investigate 

alternatives to costly (and potentially 

duplicative) IT investments up front and 

before a significant expenditure of resources. 

On the other end, OMB will also be using the 

FEA to ensure that proposed Agency IT 

investments are not duplicative and to 

analyze the architecture throughout the year 

to identify opportunities for cross-agency 

collaboration. As such, the FEA will help 

ensure that the Federal Government 

eliminates duplicative and redundant 

investments, and that Agencies save time 

and money by leveraging re-usable business 

processes, data, and IT components. 

UPDATES TO THE BRM 

As the FEA – and the BRM – become 

institutionalized, the maintenance and 

upkeep will be the responsibility of both 

agencies and OMB. Agencies will provide 

the high-level information – often through the 

annual budget preparation process – 

required to maintain (and mature) the FEA. 

However, comments on the BRM may be 

made throughout the year through the 

FEAPMO website as new issues arise. 

This is truly version 1.0 of the BRM; OMB and 

the FEAPMO look forward to a process of 

consistent improvement to all aspects of the 

FEA, and certainly, Federal Agencies must 

play a primary role in the process. OMB will 

receive, compile, normalize, and validate 

comments on the BRM throughout the year. 

A process is being established to integrate the 

BRM revision process with Agencies’ capital 

planning efforts and OMB’s budget review 

and allocation processes to ensure that 

updated versions of the model are issued 

before agencies initiate their annual planning 

processes. 

In summary, OMB envisions a collaborative 

and mutually beneficial management plan 

for the FEA that will result in positive outcomes 

for all stakeholders. OMB will work over the 

coming months to develop and publish a 

formalized FEA Management and 

Maintenance Plan that will provide explicit 

instructions to Agencies on the roles, 

responsibilities, standards, and expectations 

for the management and upkeep of the FEA. 

The high-level information contained herein is 

intended to provide the general concepts of 

current thinking in this area, and is subject to 

modification. OMB commits to obtaining 

Agency comments and feedback on the FEA 

Management and Maintenance Plan. 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 15

FEDERAL ENTERPRISE ARCHITECTURE 

MANAGEMENT SYSTEM 

The FEA maintenance and upkeep process is 

greatly facilitated through the use of an 

Internet-based automated EA repository and 

analysis tool – the Federal Enterprise 

Architecture Management System (FEAMS). 

Agencies will be given access to FEAMS and 

can use it in both capital planning and 

architecture development efforts. 

The FEA reference models and related 

information are being stored in FEAMS. FEAMS 

currently includes general information on 

Agencies’ major IT initiatives, and aligns the 

initiatives to the BRM Lines of Business they 

support. It is OMB’s goal that the FEAMS 

eventually include information on all of the 

capital assets in which Federal Agencies 

invest. 

The FEA, including the BRM, will be released to 

Federal Agencies in two phases through the 

newly established FEAPMO Website, 

http://www.feapmo.gov. Phase I provides 

Agencies with downloadable access to the 

BRM in multiple electronic formats – PDF, 

Word, and XML. Phase II will be launched 

within 60-days and will advance these 

capabilities by providing secure access to 

FEAMS. This will allow designated Agency 

representatives to search across FEA 

reference models to determine the 

availability of services and components they 

may be able to reuse. 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

16 

THE BUSINESS REFERENCE 

MODEL VERSION 1.0 

HIGH-LEVEL OVERVIEW 

The Federal Enterprise Architecture Business 

Reference Model Version 1.0 is organized as a 

functional hierarchy with Business Areas at the 

highest level followed by Lines of 

Business/Internal Lines of Business and Business 

Sub-Functions. There are three Business Areas 

that provide a high-level view of the types of 

operations the Federal Government performs. 

These three Business Areas are comprised of 

35 Lines of Business and Internal Lines of 

Business defined by functional and common 

activities. The Lines of Business are the 

cornerstone of defining the services of the 

federal government and how it delivers these 

services to the public and/or other federal 

agencies. The next, and final, layer of the 

BRM is the Sub-Function level. These 137 

categories are organized according to lowerlevel functional activities each assigned, or 

housed, within a particular Line of Business. 

Business Areas

Sub-Functions

Lines of Business

Internal 

Lines of Business

Relationship between Business Areas, Lines of Relationship between Business Areas, Lines of 

Business/Internal Lines of Business, and Sub- Business/Internal Lines of Business, and SubFunctions Functions 

THE BUSINESS 

REFERENCE MODEL 

VERSION 1.O
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 17

The three Business Areas are each 

differentiated by the service being provided. 

 The Services to Citizens Business Area 

includes the delivery of citizen-focused, 

public, and collective goods and/or benefits 

as a service and/or obligation of the Federal 

Government to the benefit and protection of 

the nation's general population. This Business 

Area includes 22 Lines of Business and 82 SubFunctions. 

 The second Business Area, Support 

Delivery of Services, aids the cause, policies 

and interests that facilitate the Federal 

Government’s delivery of its services both to 

citizens and other federal agencies. This 

Business Area includes 9 Lines of Business and 

32 Sub-Functions. 

 The final business area, Internal 

Operations and Infrastructure, refers to the 

“back office” support activities that must be 

performed in order for the Federal 

Government to operate. This Business Area 

includes 4 Lines of Business and 23 Subfunctions. This business area is further divided 

into two sub-areas: Inter- and Intra-Agency 

Internal Operations. Whereas most agencies’ 

back office activities support their citizenfocused Lines of Business (Intra-Agency), there 

are agencies that provide services for or 

leverage services from other federal 

agencies. These activities are distinguished 

within the Inter-Agency Internal Operations 

Business Area. 

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

Support Delivery of Services

Internal Operations/Infrastructure

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

Human Resources Financial Management 

Admin Supply Chain Management 

Human Resources Financial Management 

Admin Supply Chain Management 

Inter-Agency Intra-Agency

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

Support Delivery of Services

Internal Operations/Infrastructure

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

Human Resources Financial Management 

Admin Supply Chain Management 

Human Resources Financial Management 

Admin Supply Chain Management 

Inter-Agency Intra-Agency

The Federal Enterprise Architecture Business Reference Model Version 1.0 The Federal Enterprise Architecture Business Reference Model Version 1.0 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

18 

The following sections outline and define the 

detailed Lines of Business and Sub-Functions 

that comprise the three high-level Business 

Areas. The list is ordered alphabetically by 

Line of Business and is presented in the 

following manner ... 

LINE OF BUSINESS – Definition of Line of Business 

 SUB-FUNCTION 1 – Definition of SubFunction 1 

 SUB-FUNCTION 2 – Definition of SubFunction 2 

 ETC...
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 19

SERVICES TO CITIZENS BUSINESS AREA 

SERVICES TO CITIZENS DEFINITION 

THE SERVICES TO CITIZENS BUSINESS AREA 

INCLUDES THE DELIVERY OF CITIZENFOCUSED, PUBLIC, AND COLLECTIVE GOODS 

AND/OR BENEFITS AS A SERVICE AND/OR 

OBLIGATION OF THE FEDERAL GOVERNMENT 

TO THE BENEFIT AND PROTECTION OF THE 

NATION'S GENERAL POPULATION.

The Services to Citizens Business Area 

recognizes a distinction between two types of 

services the federal government provides. 

Many functions of the federal government 

involve the development and enforcement of 

regulations and laws (Compliance) while 

others involve direct services or obligations 

the federal government provides to and for its 

constituents (Program Administration). 

Because the activities that support these 

types of service are at times inherently 

different, the lines of business within Services 

to Citizens are arranged on a scale with two 

sub-areas: Compliance and Program 

Administration. For example, the line of 

business, Law Enforcement, is placed on the 

right hand side of the diagram representing a 

Compliance sub-area, whereas Insurance is 

placed on the left hand side of the diagram 

representing a Program Administration subarea. This distinction, however, is not 

absolute. Many lines of business, such as 

Environmental Management, have aspects of 

both Compliance and Program 

Administration because they involve the 

provision of a service alongside an 

Cultural Archives and Artifacts

Public Funds

Public Facilities

Public Records/Data Management

Public Asset

Management

Financial Asset Management

Personal Property Management

Real Property Management

Marketable Asset

Management

Anti-Terrorism

Border Control

Intelligence Gathering

Military Operations

Weapons Control

Defense &

National Security Ops

Conflict Resolution

Foreign Socio-Economic and Political

Development

Treaties and Agreements

Diplomacy &

Foreign Relations

Illness Prevention

Immunization Management

Public Health Monitoring

Public Health

Disaster Monitoring and Prediction

Disaster Preparedness/Planning

Disaster Repair and Restore

Emergency Response

Disaster Management

Energy Distribution

Energy Production

Energy Resource Management

Energy Management

External Training and Education

Advising and Consulting

Promote Education

Education

Business/Industry Development

Monetary Control

Domestic Economy

Data & Statistics Development

Scientific Research and Development

Socio-Economic Research

Technology Research & Development

Research &

Development & Science

Burial Services

Community Development

Food Assistance

Housing Benefits

Medical Services

Monetary Benefits

Social Services

Air Traffic Control

Land Transportation

Maritime Transportation

Space Operations

Transportation

Environmental Monitoring

Environmental Remediation

Pollution Prevention and Control

Environmental Management

Job Creation

Labor Rights Management

Worker Safety

Workforce Management

Judicial Hearings

Legal Defense

Legal Investigations

Legal Prosecution/Litigation

Resolution Facilitation

Legal

Conservation Planning

Land and Monument Management

Tourism Management

Recreation & Natural Resources

License Issuing and Control

Permit Issuing and Control

Regulated Activity Approvals

Insurance Issuing

Insurance Servicing

Insurance

Debt Collection

Tax Collection

Other Revenue Collection

Revenue Collection

Firearms and Explosives Safety

Antitrust Control

Consumer Products Quality Assurance

Monetary Protection

Consumer Safety

Criminal Apprehension

Criminal Incarceration

Criminal Investigation and Surveillance

Citizen Protection

Crime Prevention

Intellectual Property Protection

Leadership Protection

Property Protection

Substance Control

Law Enforcement

Export Promotion

Merchandise Inspection

Tariff/Quotas Monitoring

Trade Law Enforcement

Trade (Import/Export)

Services to Citizens

The Lines of Business and Sub- The Lines of Business and Sub-Functions of the Services to Citizens Busi Functions of the Services to Citizens Busi Functions of the Services to Citizens Business Area ness Area ness Area 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

20 

enforcement activity. Their graphical 

representation, on the right or the left, 

indicates which sub-area they are most 

affiliated with, but should not preclude any or 

all mappings that may not appear as an 

absolute Compliance or Program 

Administration sub-area. 

The Services to Citizens Lines of Business and 

Sub-Functions are defined below: 

CONSUMER SAFETY - Consumer Safety includes all 

activities associated with the monitoring and 

enforcement of laws and regulations addressing 

the safety and well being of the consumer. 

 ANTITRUST CONTROL - Antitrust Control 

involves the prevention of anti-competitive 

business mergers and practices as well as 

regulation of fair market practices. 

 CONSUMER PRODUCTS QUALITY 

ASSURANCE - Consumer Products Quality 

Assurance supports activities associated 

with the inspection, education and 

evaluation of food, pharmaceuticals and 

other consumer products. 

 FIREARMS AND EXPLOSIVES PROTECTION 

- Firearms and Explosives Protection 

involves the education, safety, and 

protection of citizens from firearms, and 

explosives.

 MONETARY PROTECTION - Monetary 

Protection includes the activities involved 

in supervising and ensuring the integrity of 

the commercial financial industry and the 

services it delivers. 

DEFENSE AND NATIONAL SECURITY OPERATIONS - 

Defense & National Security Operations 

encompasses all activities associated with 

protecting U.S. citizens and property, as well as 

foreign allies from enemy aggression. This includes 

but is not limited to military operations, border 

protection, and intelligence gathering activities. 

 ANTI-TERRORISM - Anti-terrorism 

involves all actions taken in the monitoring 

and assessment of the leadership, 

motivations, plans, and intentions of 

foreign and domestic terrorist groups and 

their state and non-state sponsors. 

 BORDER CONTROL - Border Control 

involves enforcing the laws regulating the 

admission of foreign-born persons (i.e., 

aliens) to the United States. This involves 

the patrolling and monitoring of borders as 

well as deportation of illegal aliens. 

 INTELLIGENCE GATHERING - 

Intelligence Gathering involves the 

development and management of 

accurate, comprehensive, and timely 

foreign intelligence on national security 

topics. 

 MILITARY OPERATIONS - Military 

Operations involve the activities that take 

place during base trainings, military 

conflicts, and peacekeeping missions. 

 WEAPONS CONTROL - Weapons 

Control involves the actions taken to 

monitor and protect U.S. weaponry, as well 

as the oversight and control of arms in 

other countries. Weapons Control applies 

to conventional, biological, chemical, and 

nuclear weaponry. 

DIPLOMACY & FOREIGN RELATIONS - Diplomacy & 

Foreign Relations involves the activities that 

promote U.S. policies and interests beyond our 

national borders. This includes the negotiation of 

conflict resolution, treaties, and agreements. In 

addition, this function includes the promotion of 

foreign economic development and 

social/political development. 

 CONFLICT RESOLUTION - Conflict 

Resolution involves the mitigation and 

prevention of disputes stemming from inter 

and intra-state disagreements. 

 FOREIGN SOCIO-ECONOMIC AND 

POLITICAL DEVELOPMENT - Foreign SocioEconomic and Political Development 

refers to the implementation of programs 

relating to debt relief, foreign investments, 

poverty alleviation and food relief, foreign 

market expansion, and donations, as well 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

 21

as the establishment of policies and 

procedures to facilitate economic 

development. 

 TREATIES AND AGREEMENTS - Treaties 

and Agreements involves the negotiation 

and implementation of accords with 

foreign governments and organizations in 

efforts related to arms reduction and 

regulation, trade matters, criminal 

investigations and extraditions, and other 

various types of foreign policy. 

DISASTER MANAGEMENT - Disaster Management 

involves the activities required to prepare for, 

mitigate, respond to, and repair the effects of all 

disasters whether natural or man-made. 

 DISASTER MONITORING AND 

PREDICTION - Disaster Monitoring and 

Prediction involves the actions taken to 

predict when and where a disaster may 

take place and communicate that 

information to affected parties. 

 DISASTER PREPAREDNESS AND 

PLANNING - Disaster Preparedness and 

Planning involves the development of 

response programs to be used in case of a 

disaster. This involves the development of 

emergency management programs and 

activities as well as staffing and equipping 

regional response centers. 

 DISASTER REPAIR AND RESTORE - 

Disaster Repair and Restore involves the 

cleanup and restoration activities that 

take place after a disaster. This involves 

the cleanup and rebuilding of any homes, 

buildings, roads, environmental resources, 

or infrastructure that may be damaged 

due to a disaster. 

 EMERGENCY RESPONSE - Emergency 

Response involves the immediate actions 

taken to respond to a disaster. These 

actions include, but are not limited to, 

providing mobile telecommunications, 

operational support, power generation, 

search and rescue, and medical life 

saving actions. 

DOMESTIC ECONOMY - Domestic Economy 

captures the activities required to promote both 

private sector/industry development and 

sustainable monetary controls. Note: The 

promotion of U.S. business overseas is captured in 

the function, "Diplomacy and Foreign Relations." 

 BUSINESS/INDUSTRY DEVELOPMENT - 

Business/Industry Development supports 

activities related to the creation of 

economic and business opportunities and 

stimulus, and the promotion of financial 

and economic stability for corporations 

and citizens involved in different types of 

business. 

 FISCAL/MONETARY CONTROL - 

Monetary Control is any activity relating to 

the creation, regulation, and control of 

the nation’s currency and coinage supply 

and demand. 

EDUCATION - Education involves the actual 

instruction of the American public. This includes 

formal education, training, advising, and 

consulting. 

 ADVISING AND CONSULTING - Advising 

and Consulting involves the guidance and 

consultative services provided by the 

federal government.

 EXTERNAL TRAINING AND EDUCATION - 

External Training and Education supports 

all training and formal educational 

activities performed by the government 

for the general public's use and 

edification (e.g., Military Academies, 

ROTC, and USDA Graduate School). 

 PROMOTE EDUCATION – Promote 

Education involves marketing and 

advancing educational services and 

outcomes. 

ENERGY MANAGEMENT - Energy Management 

involves the procurement and management of 

energy resources and production, the sale and 

distribution of energy, and the management of 

spent fuel resources. Energy management 

includes all types of mass-produced energy (e.g., 

hydroelectric, nuclear, wind, solar, or fossil fuels). 
THE FEDERAL ENTERPRISE ARCHITECTURE 

BUSINESS REFERENCE MODEL

22 

Also included in this Line of Business is the oversight 

of private industry. 

 ENERGY DISTRIBUTION - Energy 

Distribution involves the sale and 

transportation of commodity fuels such as 

coal, oil, natural gas, and radioactive 

materials. This function also includes 

distributing and transferring power, electric 

generation, and/or storage located near 

the point of use.

 ENERGY PRODUCTION - Energy 

Production involves the transformation of 

raw energy resources into useable, 

deliverable energy. 

 ENERGY RESOURCE MANAGEMENT - 

Energy Resource Management involves 

the management of energy producing 

resources including facilities, land, and 

offshore resources. 

ENVIRONMENTAL MANAGEMENT - Environmental 

Management includes all functions required to 

determine proper environmental standards and 

ensure their compliance. 

 ENVIRONMENTAL MONITORING - 

Environmental Monitoring involves the 

observation of environmental conditions 

including regulated and non-regulated 

emissions. 

 ENVIRONMENTAL REMEDIATION - 

Environmental Remediation supports the 

immediate and long-term activities 

associated with the correcting and 

offsetting of environmental deficiencies or 

imbalances. 

 POLLUTION PREVENTION AND CONTROL 

- Pollution Prevention and Control includes 

activities associated with the 

establishment of environmental standards 

to control the levels of harmful substances 

emitted into the soil, water and 

atmosphere. 

INSURANCE - Insurance involves the issuing and 

servicing of insurance products. 

 INSURANCE ISSUING - Insurance Issuing 

is any activity required of the provision of 

insurance such as Provider Approval, 

Underwriting, and Endorsements. 

 INSURANCE SERVICING - Insurance 

Servicing supports activities associated 

with administering and processing 

insurance. These activities include 

Payment Processing, Initial and Final 

Closings, Loss Mitigation, Claims 

Management, and Retiring Insurance. 

LAW ENFORCEMENT - Law Enforcement involves the 

protection of people, places, and things from 

criminal activity resulting from non-compliance 

with U.S. laws. This includes patrols, undercover 

operations, response to emergency calls, as well as 

arrests, raids, and seizures of property. 

 CRIMINAL APPREHENSION - Criminal 

Apprehension supports activities 

associated with the tracking and capture 

of groups or individuals believed to be 

responsible of committing federal crimes. 

 CRIMINAL INCARCERATION - Criminal 

Incarceration includes activities 

associated with the housing, custody and 

general care of criminals sentenced to 

serve time in a Federal penitentiary. 

 CRIMINAL INVESTIGATION AND 

SURVEILLANCE - Criminal Investigation and 

Surveillance includes the collection of 

evidence required to determine 

responsibility for a crime and the 

monitoring and questioning of affected 

parties. 

 CITIZEN PROTECTION - Citizen 

Protection involves all activities performed 

to protect the general population of the 

United States from criminal activity. 

 CRIME PREVENTION - Crime Prevention 

entails all efforts designed to create safer 

communities through the control and 

reduction of crime by addressing the 

causes of crime and reducing the 

opportunities of crime. 

 INTELLECTUAL PROPERTY PROTECTION - 

Intellectual Property Protection involves 

law enforcement activities involving the 
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 23

enforcement of intellectual property 

including inventions, literary and artistic 

works, and symbols, names, images, and 

designs used in commerce. 

 LEADERSHIP PROTECTION - Leadership 

protection involves all activities performed 

to protect the health and well being of the 

president, vice-president, their families, 

and other high-level government officials. 

 PROPERTY PROTECTION - Property 

protection entails all activities performed 

to ensure the security of civilian and 

government property. 

 SUBSTANCE CONTROL - Substance 

Control supports activities associated with 

the enforcement of legal substances (i.e., 

alcohol and tobacco) and illegal 

narcotics laws including trafficking, 

possession, sale, distribution, and other 

related activities. 

LEGAL - Legal involves all activities necessary for 

the development and oversight of Federal 

programs. 

 JUDICIAL HEARINGS - Judicial Hearings 

includes activities associated with 

conducting a hearing in a court of law to 

settle a dispute. 

 LEGAL DEFENSE - Legal Defense refers 

to the representation of a defendant in a 

criminal/civil court of law in an attempt to 

provide constitutional guarantees to legal 

representation. 

 LEGAL INVESTIGATION - Legal 

Investigation supports activities associated 

with gathering information about a given 

party (government agency, citizen, 

corporation) that would be admissible in a 

court of law, in an attempt to prove guilt 

or innocence. 

 LEGAL PROSECUTION/LITIGATION - 

Legal Prosecution/Litigation includes all 

activities involved with presenting a case 

in a legal proceeding both in a criminal or 

civil court of law in an attempt to prove 

guilt/responsibility. 

 RESOLUTION FACILITATION - Resolution 

Facilitation involves all activities outside of 

a court of law that may be used in an 

attempt to settle a dispute between two 

or more parties (government, citizen, 

corporation). 

MARKETABLE ASSET MANAGEMENT – Marketable 

Asset Management encompasses the activities 

associated with the acquisition, oversight, tracking, 

and sale of non-internal assets managed by the 

federal government with a commercial value and 

sold to the private sector. 

 REAL PROPERTY MANAGEMENT - Real 

Property Management involves the 

actions of storing, marketing, sale, and 

delivery of houses, land, apartments, 

commercial buildings etc. owned by the 

Federal Government to the private citizen. 

 PERSONAL PROPERTY MANAGEMENT - 

Personal Property Management involves 

the actions of storing, marketing sale and 

delivery of boats, cars, planes, jewelry, 

mineral rights, etc. owned by the Federal 

Government to the private citizen. 

 FINANCIAL ASSET MANAGEMENT - 

Financial Asset Management involves the 

actions of marketing, sale, and delivery of 

mortgages, securitized loans, savings 

bonds, securities etc. owned by the 

Federal Government to the private citizen. 

PUBLIC ASSET MANAGEMENT - Asset Management 

encompasses the activities associated with the 

acquisition, oversight, and tracking of non-internal 

assets managed by the Federal Government and 

considered a public good without a commercial 

value. 

 CULTURAL ARCHIVES AND ARTIFACTS - 

Cultural Archives and Artifacts involves the 

storage and management of records, 

documents, memorabilia, art, and other 

materials of national, historical, 

archaeological, or cultural interest. 

 PUBLIC FACILITIES – Public Facilities 

involves the construction, maintenance, 

and management of facilities used to 
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24 

provide services and access to the public 

(ex. dams, cemeteries, etc.). 

 PUBLIC FUNDS – Public Funds involves 

the monitoring and management of 

public financial instruments for citizens 

such as treasury bonds and trust funds (ex. 

Indian Trust Fund). 

 PUBLIC RECORDS/DATA MANAGEMENT - 

Public Records/Data Management 

involves the management of federal 

records, registers and documents on 

behalf of the citizen including, but not 

limited to, historical documents, patent, 

trademark, and copyright information, 

and other citizen-focused records. 

PUBLIC HEALTH - Public Health involves the 

protection and improvement of the health of the 

nation by such means as preventive medicine and 

immunizations, control of communicable diseases, 

application of sanitary measures, and monitoring 

of public health hazards. 

 ILLNESS PREVENTION - Illness Prevention 

supports activities associated with the 

prevention and mitigation of illness and 

diseases. 

 IMMUNIZATION MANAGEMENT - 

Immunization Management includes all 

activities associated with the preparation, 

storage, and use of inoculations and 

vaccinations. 

 PUBLIC HEALTH MONITORING - Public 

Health Monitoring involves activities 

associated with monitoring the public 

health and tracking the spread of disease. 

RECREATION AND NATURAL RESOURCES - 

Recreation and Natural Resources includes all 

activities involved in conservation planning, land 

management, forecasting, and tourism that affect 

the nation's natural and recreational resources 

both private and federal. Note: Energy-related 

natural resources are covered in the Energy 

Management line of business. 

 CONSERVATION PLANNING - 

Conservation Planning manages activities 

to preserve land, water, wildlife, and 

natural resources both domestically and 

internationally. 

 PUBLIC LAND AND MONUMENT 

MANAGEMENT - Public Land and 

Monument Management involves the 

responsibilities of surveying, maintaining, 

and operating public lands and 

monuments. 

 TOURISM MANAGEMENT - Tourism 

Management involves the management 

of national parks, monuments, and tourist 

attractions as well as visitor centers, 

campsites, and park service facilities. 

REGULATED ACTIVITY APPROVALS – Regulated 

Activity Approvals involves granting permission to 

conduct a regulated activity within the United 

States. 

 LICENSE ISSUANCE AND CONTROL - 

License Issuance and Control supports 

activities associated with granting, 

revoking, and the overall management of 

licenses necessary to perform a task or 

function. Note: Licenses are generally 

easy to obtain and do not require rigorous 

oversight by the issuing body. 

 PERMIT ISSUANCE AND CONTROL - 

Permit Issuance and Control supports 

activities associated with granting, 

revoking, and the overall management of 

permits necessary to perform a task or 

function. Note: Permits can be very 

difficult to obtain and generally require 

rigorous oversight by the issuing body. 

RESEARCH & DEVELOPMENT AND SCIENCE - 

Research & Development and Science involves 

the creation of new knowledge or understanding, 

the gathering and analysis of data, dissemination 

of results, and development of new products, 

methodologies, and ideas. This also includes the 

development of equipment/tools/facilities to 

support research and development activities. 

 DATA & STATISTICS DEVELOPMENT - 

Data & Statistical Development includes 

activities performed in providing data and 

information pertaining to the current state 

of the nation in areas such as the 
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economy, labor, weather, international 

trade, etc. 

 SCIENTIFIC RESEARCH AND 

DEVELOPMENT - Scientific Research and 

Development supports activities 

associated with research and 

development performed in the biological 

and physical sciences such as physics, 

chemistry, and genetics. 

 SOCIO-ECONOMIC RESEARCH AND 

DEVELOPMENT - Socio-Economic Research 

and Development supports activities 

associated with the research and 

development in the social and economic 

areas such as sociology, anthropology, 

and economics. 

 TECHNOLOGY RESEARCH AND 

DEVELOPMENT - Technology Research and 

Development includes research and 

development in the high-tech areas such 

as electronics, aeronautics, and software. 

REVENUE COLLECTION - Revenue Collection 

includes the collection of government income 

from all sources. 

 DEBT COLLECTION - Debt Collection 

supports activities associated with the 

collection of money owed to the United 

States government from both foreign and 

domestic sources. 

 TAX COLLECTION - Tax Collection 

includes activities associated with the 

implementation of the Internal Revenue 

Code and the collection of taxes in the 

United States and abroad. 

 OTHER REVENUE COLLECTION - Other 

Revenue Collection includes activities 

associated with the collection of revenue 

owed to the United States government for 

distinct, special purpose, or 

unconventional means. 

SOCIAL SERVICES - Social Services involves all 

activities associated with the provision of goods, 

services, and benefits in kind to enhance the 

social welfare of the U.S. public. This includes 

earned and entitled assistance programs that 

provide services such as medical care, housing, 

and welfare. 

 BURIAL SERVICES - Burial Services 

involves all ceremonies and procedures 

performed to bury former or current U.S. 

Servicemen. 

 COMMUNITY DEVELOPMENT - 

Community Development involves 

implementing programs aimed at social 

development such as job creation, 

community service programs, and the 

resolution of racial and ethnic tensions. 

 FOOD ASSISTANCE - Food assistance 

involves providing food or food vouchers 

for underprivileged individuals as well as 

providing these services to victims of 

disasters. 

 HOUSING BENEFITS - Housing Benefits 

involves the provision of housing, both 

temporary and permanent, for 

underprivileged individuals as well as the 

victims of disasters. It also includes the 

implementation of programs that promote 

home ownership or provide rental 

assistance. 

 MEDICAL SERVICES - Medical Services 

involve the direct delivery of medical 

services, including providing checkups, 

emergency medical services, regular 

medical services, medical treatment, and 

pharmaceuticals. 

 MONETARY BENEFITS - Monetary 

Benefits involves the allocation of money 

to members of the public for retirement 

(e.g., Social Security), welfare, 

unemployment, medical services (e.g., 

Medicare, Medicaid), and other related 

services. 

TRADE (IMPORT/EXPORT) - Trade encompasses all 

activities associated with the importing and 

exporting of goods to and from the United States. 

This includes goods declaration, fee payments, 

and delivery/shipment authorization. 

 EXPORT PROMOTION - Export 

Promotion involves the development of 

opportunities for the expansion of U.S. 

exports. 
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 MERCHANDISE INSPECTION - 

Merchandise Inspection refers to the 

verification of goods and merchandise as 

well as the surveillance, interdiction, and 

investigation of imports/exports in violation 

of various Customs laws. 

 TARIFFS/QUOTAS MONITORING - 

Tariffs/Quotas Monitoring refers to the 

monitoring and modification of the 

schedules of items imported and exported 

to and from the United States. 

 TRADE LAW ENFORCEMENT - Trade Law 

Enforcement refers to the enforcement of 

anti-boycott, international loan, and 

general trade laws. 

TRANSPORTATION - Transportation involves all 

federally supported activities related to the safe 

passage, conveyance, or transportation of goods 

and/or people. 

 AIR TRAFFIC CONTROL - Air Traffic 

Control supports all activities related to the 

safe separation and movement of aircraft 

departing, landing, and maneuvering in 

the airport environment as well as 

providing aircraft instructions, air traffic 

clearances, and advice regarding flight 

conditions during the en route portions of 

flights. 

 LAND TRANSPORTATION - Land 

Transportation supports the activities 

related to the safe passage of passengers 

or goods over land. 

 MARITIME TRANSPORTATION - Maritime 

Transportation supports the activities 

related to the safe passage of passengers 

or goods over sea and water. 

 SPACE OPERATIONS - Space 

Operations includes all activities 

associated with the oversight and control 

of commercial, NASA, and military space 

launches/missions. 

WORKFORCE MANAGEMENT - Workforce 

Management includes the development and 

enforcement of regulations and the 

implementation of programs to promote equal 

employment opportunities, workplace safety, and 

disability related issues, etc. Note: Labor statistics 

are developed in the Research and Development 

Line of Business and disseminated in the 

Communications and Outreach Sub-Function 

within the Public Affairs Line of Business. 

 JOB CREATION - Job Creation involves 

activities designed to promote job growth 

and increase employment opportunities 

for the general public of the United States. 

 LABOR RIGHTS MANAGEMENT - Labor 

Rights Management supports activities to 

ensure employees and employers are 

aware of and abide by all laws and 

regulations concerning labor rights. 

 WORKER SAFETY - Worker Safety 

involves all activities designed to ensure 

workplace and worker health and safety. 
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SUPPORT DELVERY OF SERVICES 

BUSINESS AREA 

SUPPORT DELIVERY OF SERVICES DEFINITION 

SUPPORT DELIVERY OF SERVICES PROVIDES THE 

CRITICAL POLICY, PROGRAMMATIC AND 

MANAGERIAL UNDERPINNINGS THAT FACILITATE 

THE FEDERAL GOVERNMENT'S DELIVERY OF 

CITIZEN SERVICES.

The Support Delivery of Services Lines of 

Business and Sub-Functions are defined 

below: 

BUSINESS MANAGEMENT OF INFORMATION – 

Business Management of Information involves the 

coordination of information collection processes, 

information storage, and information 

dissemination, as well as managing the policies, 

guidelines, and standards regarding information 

management. 

INFORMATION COLLECTION - 

Information Collection involves the day-today processes of gathering data from 

agency programs, partners, and 

stakeholders. 

 RECORD RETENTION - Record 

Retention involves managing the policies, 

standards, storage, and security involved 

with the maintenance of agency records 

and data. 

 INFORMATION SHARING - Information 

Sharing involves managing the permissions 

and connections required to share data 

both inside and outside of an agency. 

Information Collection

Record Retention

Information Sharing

Business Management

of Information

Corrective Action

Program Evaluation

Program Monitoring

Controls and Oversight

Policy and Guidance Development

Public Comment Tracking

Regulatory Creation

Rule Publication

Regulatory Management

Customer Service

Communications and Outreach

Product Marketing

Public Relations

Public Affairs

Budget Formulation

Capital Planning

Enterprise Architecture

Project Planning

Strategic Planning

Budget Execution

Planning and Resource Allocation

Contingency Planning

Continuity of Operations

Service Recovery

Internal Risk Management

and Mitigation

Grants Assistance

Loans Assistance

Subsidies

Federal Financial Assistance

Legislation Tracking

Legislation Testimony

Proposal Development

Legislative Management

System Development

Lifecycle/Change Management

System Maintenance

IT Management

Support Delivery

of Services

Lines of Business and Sub- Lines of Business and Sub-Functions of the Support Delivery of Services Business Area Functions of the Support Delivery of Services Business Area Functions of the Support Delivery of Services Business Area 
THE FEDERAL ENTERPRISE ARCHITECTURE 

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28 

CONTROLS AND OVERSIGHT - Controls and 

Oversight ensures that the operations and 

programs of the Federal government and its 

external business partners comply with applicable 

laws and regulations and prevent waste, fraud, 

and abuse. 

 CORRECTIVE ACTION - Corrective 

Action involves the enforcement of 

activities to remedy internal or external 

programs that have been found noncompliant with a given law, regulation, or 

policy. 

 PROGRAM EVALUATION – Program 

Evaluation involves the analysis of internal 

and external program effectiveness and 

the determination of corrective actions as 

appropriate. 

 PROGRAM MONITORING - Program 

Monitoring involves the data-gathering 

activities required to determine the 

effectiveness of internal and external 

programs and the extent to which they 

comply with related laws, regulations, and 

policies. 

FEDERAL FINANCIAL ASSISTANCE - Federal Financial 

Assistance involves the management of 

instruments that provide direct monetary 

assistance to the recipient intended to carry out a 

public purpose (e.g. education, research & 

development). 

 GRANTS ASSISTANCE - Grants 

Assistance entails the awarding of money 

for the implementation of programs to 

support public services. Grants are not 

repayable and are used in many areas 

such as research and education. 

 LOAN ASSISTANCE - Loan Assistance 

entails the awarding of Federal funds with 

set terms for payback such as educational 

loans. 

 SUBSIDIES – Subsidies include the 

payment of funds from the government to 

affect the production or prices of various 

goods to benefit the public.

IT MANAGEMENT - IT Management involves the 

coordination of information technology resources 

and systems required to support or enable a citizen 

service. 

 LIFECYCLE/CHANGE MANAGEMENT – 

Lifecycle/Change Management involves 

the processes that facilitate a smooth 

evolution, composition, and workforce 

transition of the design and 

implementation of changes to agency 

resources such as assets, methodologies, 

systems, or procedures. 

 SYSTEM DEVELOPMENT - System 

Development supports all activities 

associated with the in-house design and 

development of software applications. 

 SYSTEM MAINTENANCE - System 

Maintenance supports all activities 

associated with the maintenance of inhouse designed software applications.

INTERNAL RISK MANAGEMENT AND MITIGATION - 

Internal Risk Management and Mitigation involves 

all activities relating to the processes of analyzing 

exposure to risk and determining appropriate 

counter-measures. 

 CONTINGENCY PLANNING - 

Contingency Planning involves the actions 

required to plan for, respond to, and 

mitigate damaging events. 

 CONTINUITY OF OPERATIONS - 

Continuity of Operations involves the 

activities associated with the identification 

of critical systems and processes, and the 

planning and preparation required to 

ensure that these systems and processes 

will be available in the event of a 

catastrophic event. 

 SERVICE RECOVERY - Service Recovery 

involves the internal actions necessary to 

develop a plan for reinstituting operations 

after a catastrophe occurs, such as a fire 

or earthquake. 
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 29

LEGISLATIVE MANAGEMENT - Legislative 

Management involves activities aimed at the 

development, tracking, and amendment of public 

laws through the legislative branch of the Federal 

Government.

 LEGISLATION TRACKING – Legislation 

Tracking involves following legislation from 

conception to adoption.

 LEGISLATION TESTIMONY - Legislation 

Testimony involves activities associated 

with providing testimony/evidence in 

support or, or opposition to, legislation 

from conception to adoption.

 PROPOSAL DEVELOPMENT – Proposal 

Development involves drafting proposed 

legislation that creates or amends laws 

subject to Congressional legislative action.

REGULATORY MANAGEMENT - Regulatory 

Management involves activities associated with 

providing input to the lawmaking process in 

developing regulations, policies, and guidance to 

implement laws. 

 POLICY AND GUIDANCE DEVELOPMENT

- Policy and Guidance Development 

involves the creation and dissemination of 

guidelines to assist in the interpretation 

and implementation of regulations. 

 PUBLIC COMMENT TRACKING - Public 

Comment Tracking involves the activities 

of soliciting, maintaining, and responding 

to public comments regarding proposed 

regulations. 

 REGULATORY CREATION - Regulatory 

Creation involves the activities of 

researching and drafting proposed and 

final regulations.

 RULE PUBLICATION - Rule Publication 

includes the all activities associated with 

the publication of a proposed or final rule 

in the Federal Register and Code of 

Federal Regulations. 

PLANNING AND RESOURCE ALLOCATION - Planning 

and Resource Allocation involves the activities of 

determining strategic direction, identifying and 

establishing programs and processes to enable 

change, and allocating resources (capital and 

labor) among those programs and processes. 

 BUDGET FORMULATION - Budget 

Formulation involves the development of 

an itemized forecast of future funding and 

expenditures during a targeted period of 

time. 

 CAPITAL PLANNING - Capital Planning 

involves the processes for ensuring that 

appropriate investments are selected for 

capital expenditures. 

 ENTERPRISE ARCHITECTURE - Enterprise 

Architecture is an established process for 

describing the current state and defining 

the target state and transition strategy for 

an organizations people, processes, and 

technology. 

 PROJECT PLANNING - Project Planning 

activities ensure that projects are 

effectively planned and implemented 

accounting for scheduling and budgeting 

constraints. 

 STRATEGIC PLANNING - Strategic 

Planning entails the determination of longterm goals and the identification of the 

best approach for achieving those goals. 

 BUDGET EXECUTION – Budget 

Execution involves day-to-day requisitions 

and obligations for agency expenditures, 

invoices, billing dispute resolution, 

reconciliation, service level agreements, 

and distributions of shared expenses. 

PUBLIC AFFAIRS - Public Affairs involves the 

exchange of information and communication 

between the Federal Government, citizens and 

stakeholders in direct support of citizen services, 

public policy, and/or national interest. 

 CUSTOMER SERVICES - Customer 

Services supports activities associated with 

providing and managing the delivery of 

information and support to the 

government’s customers. 

 COMMUNICATIONS AND OUTREACH - 

Communications and Outreach includes 
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BUSINESS REFERENCE MODEL

30 

all efforts to provide information the 

external stakeholders through the use of 

various types of media, such as video, 

paper, web, etc... 

 PRODUCT MARKETING - Product 

Marketing relates to the broadcast of 

services and programs to the general 

public in an attempt to increase the 

number of customers/beneficiaries of 

those services and programs. 

 PUBLIC RELATIONS - Public Relations 

involves the efforts to promote an 

organizations image through the effective 

handling of citizen concerns.
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 31

INTERNAL OPERATIONS AND 

INFRASTRUCTURE BUSINESS AREA 

INTERNAL OPERATIONS AND INFRASTRUCTURE 

DEFINITION 

INTERNAL OPERATIONS AND INFRASTRUCTURE

REFERS TO THE BACK OFFICE SUPPORT ACTIVITIES 

THAT ENABLE THE GOVERNMENT TO OPERATE 

EFFECTIVE

INTER-AGENCY OPERATIONS - Inter-Agency 

Operations includes all processes associated with 

the provision of back office or infrastructure 

support between two or more agencies. 

INTRA-AGENCY OPERATIONS – Intra-Agency 

Operations includes all processes associated with 

the provision of back office or infrastructure 

support within a single agency.

The Lines of Business and Sub The Lines of Business and Sub of Business and Sub-Functions of the Internal Operations and Infrastructure Business Area Functions of the Internal Operations and Infrastructure Business Area Functions of the Internal Operations and Infrastructure Business Area Functions of the Internal Operations and Infrastructure Business Area 

Advancement and Awards

Benefits Management

Labor Management

Payroll Management and

Expense Reimbursement

Resource Training and

Development

Security Clearance Management

Staff Recruitment and

Employment

Human Resources

Facilities, Fleet,

and Equipment Management

Help Desk Services

IT Infrastructure Maintenance

Security Management

Travel

Workplace Policy Development

and Management

Administration

Goods Acquisition

Inventory Control

Logistics Management

Services Acquisition

Supply Chain Management

Cost Management

Financial Reporting

Funds Management

General Ledger Management

Payment Management

Receivable Management

Financal Management

Intra-Agency Operations

Internal Operations/Inf rastructure

Advancement and Awards

Benefits Management

Labor Management

Payroll Management and

Expense Reimbursement

Resource Training and

Development

Security Clearance Management

Staff Recruitment and

Employment

Human Resources

Facilities, Fleet,

and Equipment Management

Help Desk Services

IT Infrastructure Maintenance

Security Management

Travel

Workplace Policy Development

and Management

Administration

Goods Acquisition

Inventory Control

Logistics Management

Services Acquisition

Supply Chain Management

Cost Management

Financial Reporting

Funds Management

General Ledger Management

Payment Management

Receivable Management

Financal Management

Intra-Agency Operations

Advancement and Awards

Benefits Management

Labor Management

Payroll Management and

Expense Reimbursement

Resource Training and

Development

Security Clearance Management

Staff Recruitment and

Employment

Human Resources

Facilities, Fleet,

and Equipment Management

Help Desk Services

IT Infrastructure Maintenance

Security Management

Travel

Workplace Policy Development

and Management

Administration

Goods Acquisition

Inventory Control

Logistics Management

Services Acquisition

Supply Chain Management

Cost Management

Financial Reporting

Funds Management

General Ledger Management

Payment Management

Receivable Management

Financal Management

Intra-Agency Operations

Internal Operations/Inf rastructure

Advancement and Awards

Benefits Management

Labor Management

Payroll Management and

Expense Reimbursement

Resource Training and

Development

Security Clearance Management

Staff Recruitment and

Employment

Human Resources

Facilities, Fleet,

and Equipment Management

Help Desk Services

IT Infrastructure Maintenance

Security Management

Travel

Workplace Policy Development

and Management

Administration

Goods Acquisition

Inventory Control

Logistics Management

Services Acquisition

Supply Chain Management

Cost Management

Financial Reporting

Funds Management

General Ledger Management

Payment Management

Receivable Management

Financal Management

Intra-Agency Operations
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BUSINESS REFERENCE MODEL

32 

The Internal Operations and Infrastructure

Lines of Business and Sub-Functions are 

defined below: 

ADMINISTRATION - Administration involves the dayto-day management and maintenance of the 

internal infrastructure. 

 FACILITIES, FLEET, AND EQUIPMENT 

MANAGEMENT – Facilities, Fleet, and 

Equipment Management involves the 

maintenance, administration, and 

operation of offices buildings, fleets, 

machinery, and other capital assets 

considered as possessions of the federal 

government. 

 HELP DESK SERVICES - Help Desk 

Services involves the management of a 

service center to respond to government 

employees' technical and administrative 

questions. 

 IT INFRASTRUCTURE MAINTENANCE - IT 

Infrastructure Maintenance involves the 

planning, design, and maintenance of an 

IT Infrastructure to effectively support 

automated needs (i.e. platforms, networks, 

servers, printers, etc.). 

 SECURITY MANAGEMENT - Security 

Management involves the physical 

protection of an organization’s personnel, 

assets, and facilities. 

 TRAVEL - Travel involves the activities 

associated with planning, preparing, and 

monitoring of business related travel for an 

organization’s employees. 

 WORKPLACE POLICY DEVELOPMENT 

AND MANAGEMENT - Workplace Policy 

Development and Management includes 

all activities required to develop and 

disseminate workplace policies such as 

dress codes, time reporting requirements, 

telecommuting, etc. 

FINANCIAL MANAGEMENT - Financial Management 

involves the aggregate set of accounting 

practices and procedures that allow for the 

accurate, efficient, transparent, and effective 

handling of all government revenues, funding, and 

expenditures. 

 COST MANAGEMENT - Cost 

Management measures the total cost and 

revenue of Federal programs, and their 

various elements, activities and outputs. 

Cost Management is essential for 

providing accurate program 

measurement information, performance 

measures, and financial statements with 

verifiable reporting of the cost of activities. 

 FINANCIAL REPORTING - Financial 

Reporting includes the activities necessary 

to support: management’s fiduciary role; 

budget formulation and execution 

functions; fiscal management of program 

delivery and program decision making; 

and internal and external reporting 

requirements. 

 FUNDS MANAGEMENT - Funds 

Management entails the establishment of 

a system for ensuring an organization does 

not obligate or disburse funds in excess of 

those appropriated or authorized. 

 GENERAL LEDGER MANAGEMENT - 

General Ledger Management is the 

central sub-function of financial 

management. The general ledger is the 

highest level of summarization and must 

maintain account balances by the 

accounting classification elements 

established in the Core Financial System 

Management function. 

 PAYMENT MANAGEMENT - Payment 

Management provides appropriate 

control over all payments made by or on 

behalf of an organization, including but 

not limited to payments made to: vendors 

in accordance with contracts, purchase 

orders and other obligating documents; 

state governments under a variety of 

programs; employees for salaries and 

expense reimbursements; other Federal 

agencies for reimbursable work 

performed; individual citizens receiving 

Federal benefits; and recipients of Federal 

loans. 
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 33

 RECEIVABLE MANAGEMENT - 

Receivable Management supports 

activities associated with recognizing and 

recording debts due to the Government, 

performing follow-up actions to collect on 

these debts, and recording cash receipts.

HUMAN RESOURCES - Human Resources involves all 

activities associated with the recruitment and 

management of personnel. 

 ADVANCEMENT AND AWARDS - 

Advancement and Awards includes all 

activities necessary to assess employee 

performance and determine appropriate 

promotions, recognitions, or awards. 

 BENEFITS MANAGEMENT - Benefits 

Management involves the administration 

of entitled benefits for federal personnel 

such as retirement, medical, disability, and 

insurance. 

 LABOR MANAGEMENT – Labor 

Management involves the administration 

and oversight of federal personnel labor 

rights and grievances and collective 

bargaining negotiations. 

 PAYROLL MANAGEMENT AND EXPENSE 

REIMBURSEMENT - Payroll Management 

and Expense Reimbursement involves the 

administration and determination of 

federal employee compensation. Note: 

See Payment Management sub-function 

for the actual payment of salary and 

expenses. 

 RESOURCE TRAINING AND 

DEVELOPMENT - Resource Training and 

Development refers to the active building 

of capacities in staff members through 

formal, technical, or other means of 

education. 

 SECURITY CLEARANCE MANAGEMENT - 

Security Clearance Management refers to 

the processes associated with ensuring 

employees, contractors, and others have 

been approved to enter Federal buildings, 

utilize Federal services, and access 

sensitive information. This includes 

eligibility determination, badge issuance, 

clearance tracking, and security 

verification services. 

 STAFF RECRUITMENT AND EMPLOYMENT

- Staff Recruitment and Employment refers 

to the active marketing and hiring of 

personnel to fill opportunities and 

vacancies within an organization.

SUPPLY CHAIN MANAGEMENT - Supply Chain 

Management involves the purchasing, tracking, 

and overall management of goods and services. 

 GOODS ACQUISITION - Goods 

Acquisition involves the procurement of 

physical goods, products, and capital 

assets to be used by the Federal 

government. 

 INVENTORY CONTROL - Inventory 

Control refers to the tracking of 

information related to procured assets and 

resources with regards to quantity, quality, 

and location. 

 LOGISTICS MANAGEMENT - Logistics 

Management involves the planning and 

tracking of personnel and their resources 

in relation to their availability and location. 

 SERVICES ACQUISITION - Services 

Acquisition involves the oversight and/or 

management of contractors and service 

providers from the private sector.