Implementing the President’s Management Agenda for 

E-Government 

 

E-Government Strategy 

April 2003 
DRAFT E-Government Strategy

Table of Contents 

1 Purpose..................................................................................................................................2

2 Executive Summary..............................................................................................................3

3 Overview of 2002 E-Government Results...........................................................................7

3.1 Introduction ........................................................................................................ 7 

3.2 Results by Agency ............................................................................................. 7 

3.3 Description of E-Government Project Portfolios................................................. 9 

3.4 Highlights of E-Government Initiative Accomplishments.................................. 11 

3.5 Federal Enterprise Architecture ....................................................................... 12 

3.6 Other E-Government Achievements ................................................................ 13 

3.7 The E-Government Act of 2002 (P. L.107-347) ............................................... 14 

4 E-Government Strategy: Challenges and Focus.............................................................15

4.1 Key Challenges................................................................................................ 15 

4.2 Strategies and Goals ....................................................................................... 15 

4.3 Measures of Success....................................................................................... 18 

5 Appendices..........................................................................................................................21

5.1 Description of E-Government Initiative Selection Process ............................... 21 

5.2 President’s Management Agenda E-Government Scorecard (as of Dec. 

31, 2002).......................................................................................................... 23 

5.3 Summary of E-Government Initiative 2002 Progress and 2003/2004 

Milestones........................................................................................................ 24 

5.4 E-Government Act of 2002 Implementation Plan............................................. 38 

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DRAFT E-Government Strategy

1 PURPOSE

In 2001, President Bush initiated several government reform efforts, collectively known as the

President’s Management Agenda (PMA), to make the Federal government more resultsoriented, efficient and citizen-centered. One element of the PMA is Expanding Electronic 

Government. This document describes the E-Government achievements since February 2002 

(the issuance date of the previous E-Government Strategy), the challenges facing EGovernment leaders in 2003 and 2004, and the strategy to address these challenges. 

In addition, it includes detailed information about the initial set of 24 cross-agency EGovernment initiatives and other related efforts. These include selected agency E-Government 

accomplishments, the development of the Federal Enterprise Architecture (FEA), and the initial 

implementation of the E-Government Act of 2002 (P.L.107-347). Also, this report fulfills the

requirements of House Report 107-575 by describing the process (known as “Quicksilver”) used 

by the E-Government Task Force to review and adopt the 24 E-Government initiatives. (See 

Appendix 5.1). 

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DRAFT E-Government Strategy

2 EXECUTIVE SUMMARY

Expanding Electronic Government, or “E-Government,” is one of the five key elements of the

President’s Management Agenda. Initiated in July 2001, this effort is designed to make better 

use of information technology (IT) investments to eliminate billions of dollars of wasteful federal

spending, reduce government’s paperwork burden on citizens and businesses, and improve

government response time to citizens – from weeks down to minutes. A key goal is for citizens

to be able to access government services and information within three “clicks,” when using the 

Internet. 

All of the PMA elements, including Expanding Electronic Government, adhere to three guiding 

principles: 

• Citizen-centered, not bureaucracy or agency-centered; 

• Results-oriented, producing measurable improvements for citizens; and 

• Market-based, actively promoting innovation. 

The Federal government is taking a two-pronged approach in E-Government. One path is 

through modernizing IT investments within agencies using the principles of e-business. The 

second path is through integrating IT investments across agencies centered around groups of

citizens (i.e., individuals, businesses, other governments and federal government employees). 

There have been measurable improvements in how government serves citizens to date, as a

result of both agency-specific efforts and the 24 cross-agency initiatives. 

Since the President proposed these 24 E-Government initiatives in the 2003 Budget, 22 already 

have delivered significant capabilities and results (See examples in Table 1). 

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DRAFT E-Government Strategy

Table 1: Examples of E-Government Progress 

Government Wide 

9 FirstGov.gov: Provides 3 clicks to 

government service; named one of Yahoo’s 

50 most incredibly useful Websites

9 Free File: Enables 60% of taxpayers to 

prepare and file their taxes for free; as of

April 9, 2003, 2.4 million taxpayers used this 

service 

9 GovBenefits.gov: Provides a single point of 

access to over 400 government benefits 

programs; over 4 million hits since its launch 

in Spring 2002; listed as one of USA 

Today’s “Hot Sites”

9 Regulations.gov: Makes it easy to find, read 

and comment on proposed regulations; over 

2.6 million unique visitors since its launch in 

January 2003; expected to save over $90

million 

9 GoLearn.gov: Provides training at pennies 

per course; more than 45,000 registered

users; more than 60 million hits since 

launch on July 23, 2002

g $1.2 billion

9 E-Payroll: Consolidates government payroll 

processing centers from 22 to 2 

partnerships, savin

9 FEA Business Reference Model: Focuses IT 

investments on delivering better results for 

citizens

9 E-Government Act: Signed December 17, 

2002 

Within Agencies 

9 VA, DOE, ED advanced to yellow in status 

on the President’s scorecard; NSF to green 

9 A majority of agencies are making

significant progress in addressing chronic 

problems and joining in citizen-centered E

Governme

-

nt solutions 

9 DOE, VA, and DOJ have elevated CIO roles 

to drive change and results 

9 VA and DOD integrated online patient 

medical records to provide seamless service 

to veterans

9 88% of ED’s transactions with the public can 

be conducted electronically 

9 DOE created I-MANAGE to integrate 

disparate HR, financial management, 

procurement, facilities management, and

budgeting systems 

9 Systems with up-to-date system security 

plans increased to 61% from 40% 

9 Systems certified and accredited to be 

properly secure increased to 47% from 27% 

A significant finding that emerged from the E-Government effort was the need for a Federal 

Enterprise Architecture (FEA). An enterprise architecture is a comprehensive view of what an

organization does, how it does it, and how IT supports it. The Office of Management and

Budget (OMB) is leading the development of the FEA with the support of GSA and the Federal 

Chief Information Officers’ (CIO) Council. The FEA is a business-focused framework that

provides OMB and Federal agencies with a way to monitor, analyze, and control Federal 

investments in information technology. The FEA will make possible horizontal (cross-Federal)

and vertical (Federal, state, and local governments) collaboration and communication with

respect to IT investments. 

Leading organizations outside government have recognized the importance and progress of EGovernment. A September 2002 report from the Pew Foundation found that 71 million 

Americans have used government web sites – up from 40 million in March 2000. A June 2002

United Nations report, Benchmarking E-Government: A Global Perspective, rated the United

States as the world leader in E-Government on the basis of achievements over the last year. 

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DRAFT E-Government Strategy

A survey released in April 2003 by the Council for Excellence in Government noted that 75% of

E-Government users think E-Government has made it easier to get information, and 67% like

doing transactions with government online. Nielsen//NetRatings, the global standard for Internet

audience measurement and analysis, reports that more than one-third of all Internet users 

visited a federal government website in February 2003, and about half of all businesses went 

online in January 2003 to interact with the Federal government. 

Congress recognized the importance of E-Government through the passage of the EGovernment Act of 2002, signed into law by the President on December 17, 2002. The 

Administration sees this Act as a valuable contribution to drive forward the current work that is 

improving government through electronic means. It codifies and expands the E-government

leadership role of OMB through the establishment of an Office of E-Government and Information 

Technology headed by a Presidentially-appointed Administrator. 

In January 2003, the current E-Government project managers met with the members of the

2001 E-Government task force (“Quicksilver Task Force”) that identified the PMA E-Government 

initiatives in 2001. This group of more than 100 government managers shared a number of

insights about unresolved E-Government challenges that the 2003 strategy should address. 

None involved technological barriers – they centered around behavioral or policy changes

needed, such as leadership support, parochialism, funding, and communication. 

Another challenge in 2003 will be to physically migrate agency-unique solutions to each crossagency E-Government solution, reducing costs and generating more citizen-centered results. 

During the first year of work, this was accomplished typically through: establishing single

sources of information, accessible by citizens in no more than three clicks (one stop portals 

such as Recreation.gov and Regulations.gov); developing tools that provide a simple one-stop 

method to access government programs; or establishing common sets of standards for data 

collection and reporting (e.g., Geospatial One-Stop, E-Records). The requirement for 2003 and

2004 is to migrate (i.e., move, consolidate) the management of systems, data, and business 

processes from multiple agencies to a joint solution, supported by one or two service providers. 

Several initiatives, such as E-Payroll, have made significant progress in developing joint

solutions and implementing migration agreements with other agencies; however, most efforts 

last year focused on developing cross-agency solutions that simplify and unify federal IT 

activities. Executing a migration plan will be a primary focus of the projects in 2003. 

In 2003 and 2004, the overall E-Government strategy will address the following areas:

• Driving results and productivity growth: IT and management reform investments that 

create an order of magnitude improvement in value to the citizen, especially in the areas 

of homeland security information sharing and knowledge flow; 

• Controlling IT costs: Consolidating redundant and overlapping investments, enterprise 

licensing, fixing cost overruns, and competing away excess IT services charges; 

• Implementing the E-Government Act of 2002: Including government-wide architecture

governance and web-based strategies for improving access to high quality information 

and services; 

• Improving cyber security: Desktop, data, applications, networks, threat and vulnerabilityfocused, business continuity, and privacy protection; and 

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DRAFT E-Government Strategy

• Building an effective IT workforce: Obtaining needed project management – CIO staff 

and architects who have a passion for solutions for success in leveraging IT spending for 

strategic results vs. piecemeal, redundant, poorly-defined and technology-focused IT 

investments. 

Specific goals have been established for achieving the E-Government strategy:

1. Agencies are focusing IT spending on high priority modernization initiatives. 

2. Major IT projects are within 10% of cost/schedule/performance objectives. 

3. Major IT systems are certified, accredited, or otherwise authorized as being properly 

secured. 

4. Presidential E-Government initiatives are operational and yield benefits (for example,

cost reduction, response time, burden reduction, improved citizen service, etc.). 

5. Negotiate government-wide Enterprise Software licenses. 

6. Reduce redundant IT spending in the six overlapping lines of business identified in the

FY04 Budget, by defining government-wide solutions. 

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DRAFT E-Government Strategy

3 OVERVIEW OF 2002 E-GOVERNMENT RESULTS

3.1 INTRODUCTION

Expanding Electronic Government, or “E-Government,” is one of the five key elements of the

President’s Management Agenda. Initiated in July 2001, this effort is designed to make better 

use of information technology (IT) investments to eliminate billions of dollars of wasteful federal

spending, reduce government’s paperwork burden on citizens and businesses, and improve

government response time to citizens – from weeks down to minutes. A key goal is for citizens

to be able to access government services and information within three “clicks,” when using the 

Internet. 

All of the PMA elements, including Expanding E-Government, adhere to three guiding 

principles: 

• Citizen-centered, not bureaucracy or agency-centered; 

• Results-oriented, producing measurable improvements for citizens; and 

• Market-based, actively promoting innovation. 

The Federal government is taking a two-pronged approach in E-Government. One path is 

through modernizing IT investments within Agencies using the principles of e-business. The 

second path is through integrating IT investments across agencies centered around groups of

citizens (i.e., individuals, businesses, other governments and federal government employees). 

There have been measurable improvements in how government serves citizens to date, as a

result of both agency-specific efforts and the 24 cross-agency initiatives. 

Since the President proposed these 24 E-Government initiatives in the 2003 Budget, 22 already 

have delivered significant capabilities and results (See examples in Table 1). 

In addition to constituting an important part of the PMA, the E-Government initiatives will enable 

the implementation of other parts of the PMA: Budget and Performance Integration, Strategic

Management of Human Capital, Competitive Sourcing, and Improved Financial Performance.

For example, programs such as E-Payroll, E-Recruitment, E-Clearance, and E-Training are 

driving systems, process, and role changes that will have a significant impact on the way the 

Federal government manages human capital. In 2003, there will be a continuing effort to

integrate and align the E-Government initiatives with these other components of the PMA. 

This section summarizes the progress-to-date of the 24 cross-agency initiatives, gives examples

of significant agency-driven initiatives, notes other E-government related accomplishments and

provides an overview of the FEA and the E-Government Act of 2002. 

3.2 RESULTS BY AGENCY

The Administration monitors agency progress within all the PMA elements, including EGovernment, through the use of a quarterly “scorecard.” See Appendix 5.2 for the current EGovernment scorecard. Using red, green and yellow indicators, the scorecard depicts an

agency’s current performance, and the progress it is making toward its E-Government goals. 

Through Q2 FY 2003, OMB used several criteria to evaluate an agency’s current performance. 

These included: submission of business cases that meet the requirements of A-11 for all major

system investments, and the operation of all major IT projects within 90% of Form 300 cost, 

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DRAFT E-Government Strategy

schedule, and performance targets. The standards also required agencies to fulfill three of the

following E-Government criteria: 

• Integration of citizen one-stop service delivery through FirstGov.gov, cross-agency call 

centers, and offices or service centers; 

• Minimization of burden on business by re-using data previously collected or using XML 

or other open standards to receive transmissions; 

• Intergovernmental: deployment of E-Grants or Geospatial One-Stop; and 

• Obtainment of productivity improvements by implementing customer relationship 

management, supply chain management, enterprise resource management, or 

knowledge management best practices. 

An agency received a “green" score if it met all of the standards for success. A "yellow" score 

indicated that an agency had achieved some, but not all of the standards; and a "red" score 

indicated that there were significant gaps between agency performance and the expected 

standards of performance. Since the introduction of the scorecards in the FY 2003 Budget, 26

federal departments and agencies have been working to upgrade their ratings. 

Agencies that improved their status score from “red” to “yellow” since the baseline evaluations 

of September 2001 include: the Department of Education, the Department of Energy, and the

Department of Veterans Affairs. The National Science Foundation upgraded its status from 

"yellow" to "green" and continues to serve as a model for how small agencies can successfully 

implement E-Government. 

Agencies that received a “green” progress rating in the first quarter of 2003 are: the Department

of Education, the Department of Housing and Urban Development, Department of Interior,

Department of Energy, Department of Defense, Department of Justice, Department of 

Agriculture, Department of Labor, Department of Transportation, Department of Veterans 

Affairs, the Environmental Protection Agency, National Aeronautics and Space Administration, 

National Science Foundation, Office of Personnel Management, Social Security Administration, 

Small Business Administration, and the Smithsonian. 

The effectiveness of the support that agencies provide to each other as partners in the 24 crossagency E-Government initiatives is a key determinant of their score. In addition to participating

in the E-Government initiatives, many agencies have successfully deployed other EGovernment programs. Some notable examples are: 

• Departments of Defense and Veterans Affairs Sharing of Health Data: The Department 

of Veterans Affairs is currently integrating requirements into the Department of

Defense’s eligibility and enrollment system – providing veterans with seamless services 

as they leave the military and apply for benefits at the Department of Veterans Affairs. 

The Departments also are working jointly on computerized patient medical records that 

will allow instant exchange of patient information between the two health care systems

by the end of 2005. These joint efforts escalate the pace of coordination, reducing costs 

while increasing efficiency and healthcare quality for those who have served our nation. 

• Department of Education Performance Based Data Management Initiative (PBDMI): 

The Department of Education is using IT to transform how state student academic

performance information is collected and managed. Currently states and school districts 

are bogged down in complicated and redundant reporting that is not shared effectively 

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DRAFT E-Government Strategy

among Department of Education programs or education partners. This initiative will 

streamline data collection processes to eliminate redundant, burdensome reporting. 

• Department of Energy I-MANAGE Project: The cornerstone of the Department of

Energy's efforts to improve management effectiveness, I-MANAGE will integrate

disparate human resources, financial management, procurement, facilities management,

budget formulation, financial, and cost accounting systems. I-MANAGE replaces a less 

effective financial management system that was behind schedule. When implemented,

I-MANAGE will provide real-time information to enable managers to monitor program 

performance. 

3.3 DESCRIPTION OF E-GOVERNMENT PROJECT PORTFOLIOS

The government has made considerable progress in integrating IT investments across agencies 

around groups of citizens. Much of this improvement has been accomplished through the

deployment of the E-Government projects. The projects are organized into “portfolios” or

common groupings, defined by the customer segment served. Following is a description of

each portfolio, including 2002 goals:

Government to Citizen (G2C). The objective of the G2C portfolio is to provide one-stop, on-line

access to information and services to individuals. Citizens should be able to find what they

need quickly and easily, and access information in minutes or seconds, instead of days or 

hours. For example, the GovBenefits.gov portal is expanding to provide potential beneficiaries

with instant access to information for all government benefit programs and services through a

single web site. 

Government to Business (G2B). The goals of the G2B portfolio are to reduce burdens on 

business, provide one-stop access to information and enable digital communication using the

language of e-business (XML). The Federal government should not continue to make 

businesses report the same data, multiple times to multiple agencies. The government should 

reuse the data reported appropriately and take advantage of commercial electronic transaction

protocols. The deployment of more effective technology will help streamline the myriad of 

reporting requirements as well as facilitate a more efficient means for businesses to interact with 

the government. For example, with the implementation of the E-Rulemaking initiative,

businesses will no longer need the assistance of a lawyer or lobbyist to participate in the

regulatory process. Citizens and businesses can now easily find, read and comment on

proposed federal rules or regulations at www.regulations.gov. 

Government to Government (G2G). The G2G portfolio’s primary goal is to enable federal, state

and local governments to more easily work together to better serve citizens within key lines of

business. To achieve this goal the Federal government must make it easier for states and 

localities to meet reporting requirements, while promoting the use of performance

measurements. State and local governments will see significant administrative savings and will

be able to improve program delivery because the data necessary to measure performance will 

be more accurate and timely. Improving the way that information is shared among all levels of

government has numerous benefits. For example, one homeland security initiative is a secure

portal that will improve the disaster management process by simplifying and unifying the 

interaction between Federal, state, and local public safety personnel. 

Internal Efficiency and Effectiveness (IEE). The Federal government must modernize internal

processes to reduce costs for federal government agency administration. The IEE portfolio's 

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DRAFT E-Government Strategy

focus is to apply industry best practices to improve government operations. By adopting industry 

best practices in areas such as supply-chain management, financial management, and

knowledge management, agencies will be able to improve effectiveness and efficiency, 

eliminate delays in processing, and increase employee satisfaction and retention. A notable 

model of this practice is the E-Training initiative that is consolidating numerous online federal

training capabilities into a premier E-Training portal (www.GoLearn.gov), providing enhanced

access to high quality training and competency development for federal employees. 

Across the twenty-four initiatives within these portfolios, one initiative, E-Authentication, will 

deliver a solution that supports the initiatives that have requirements for authentication. By 

building an authentication system that supports multiple technologies and is committed to

respecting and protecting the privacy and security of users, the E-Authentication initiative

enables the trust required to make the other E-Government initiatives successful. 

The following are the performance objectives for each E-Government portfolio: 

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DRAFT E-Government Strategy

Table 2: E-Government Portfolio Performance Objectives 

G2C 

• Reduce the average time for citizens to 

find benefits and determine eligibility 

• Reduce the number of clicks to access 

relevant loan information 

• Increase the number of citizens filing taxes 

electronically 

• Reduce the time for citizens to find 

information on recreational opportunities 

G2B 

• Increase the ability for citizens and 

businesses to find, view, and comment on 

rules and regulations 

• Reduce burden on business by enabling 

online tax filing 

• Reduce the time to fill out export forms and 

locate information 

• Reduce time for businesses to file and 

comply with regulations 

G2G 

• Decrease response times for jurisdictions 

and disciplines to respond to an 

emergency incidents 

• Reduce the time to verify birth and death 

entitlement information 

• Increase the number of grant programs 

available for electronic application 

IEE 

• Increase availability of training programs 

for government employees 

• Reduce the average time to process 

clearance forms 

• Increase use of E-Travel services within 

each agency 

• Reduce the time for citizens to search for 

federal jobs 

• Reduce time and overhead cost to 

purchase goods and services throughout 

the Federal government

E-Authentication 

• Reduce the number of credentials by

customer segment needed to interact with 

the Federal government

3.4 HIGHLIGHTS OF E-GOVERNMENT INITIATIVE ACCOMPLISHMENTS 

The E-Government Initiatives are improving the delivery of government services to the citizen.

For example, instead of putting thousands of government forms and reams of information

online, the Federal government is using technology as a tool to better serve citizens and

improve efficiency. All of the projects are providing higher quality information often at a lower 

cost to the government. People are better able to choose how and when to access information

and transact business. 

Details about key milestones and accomplishments for each of the 24 E-Government initiatives 

are provided in Appendix 5.3 of this document. Following are notable E-Government

accomplishments since February 2002: 

• FirstGov.gov: The American citizens’ gateway to over 186 million pages of information

in more than 22,000 Federal and state web sites. Named one of the “Top 50 Most 

Incredibly Useful Web Sites” by Yahoo in July 2002, it was recently redesigned to

provide government services within “three clicks.” The new “three clicks” strategy has 

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DRAFT E-Government Strategy

increased the number of unique site visitors dramatically, from 5 million in FY01 to over 

28 million in FY02. 

• Volunteer.gov: Works in support of the President’s USAFreedomCorps initiative

allowing citizens to volunteer for more than 100,000 openings at national parks, veteran

hospitals and other federal facilities.

• Recreation.gov: Provides citizens with one-stop online access to America’s National 

Parks and public recreation areas. The web site includes links to over 2500 public 

recreation sites. 

• GovBenefits.gov: One-stop access to information and services of over 400 government 

programs representing more than $2 trillion in annual benefits. GovBenefits.gov receives 

over 500,000 visitors per month and is listed as one of USA Today’s “Hot Sites.” 

• IRS Free Filing: Over 78 million Americans can file their taxes online for free. In the

2003 tax season, 3.5 million Americans are expected to use this service. 

• Integrated Acquisition Environment: IAE has recently launched a number of key web

sites and tools, including the Past Performance Information Retrieval System 

(www.PPIRS.gov), which provides for a single search and retrieval of contractor past 

performance information; and the Federal Technical Data System (www.FedTeDS.gov),

which provides for the secure transmission and dissemination of sensitive acquisition 

material. 

• BusinessLaw.gov: BusinessLaw.gov is an online resource guide designed to provide 

small businesses quick access to legal and regulatory information, compliance 

assistance tools, and the ability to perform online transactions. Also, the site acts as a

gateway to federal, state and local information. Estimates indicate that businesses will 

save at least $56 million annually by searching for information in an organized, userfriendly manner through one portal. 

• Regulations.gov: Regulations.gov is estimated to save $94 million by creating a single 

system supporting the rulemaking process. Since its launch on January 23, 2003, the

site has had approximately 2.6 million hits. 

• GoLearn.gov: This on-line training initiative is the number one most visited e-training

site in the world, with more than 60 million hits for information on over 2,000 e-training

courses, e-books, and career development resources. GoLearn.gov has over 45,000 

registered users who can receive training at a cost of pennies per course -- training that

would not have been possible prior to the launch of GoLearn. Traditional training

approaches only serve a fraction of this number of people, sometimes costing as much 

as $2,500-$5,000 per class. 

• E-Payroll: The initiative is consolidating government payroll processing centers from 22

to two payroll provider partnerships (DoD/GSA and USDA/DOI). $1.2 billion will be

saved over the next 10 years by modernizing fewer providers. 

• E-Clearance: E-Clearance has deployed an integrated database that will help enable

reductions in the security clearance backlog. 99% of all clearances now are available 

electronically. 

3.5 FEDERAL ENTERPRISE ARCHITECTURE

A significant finding that has emerged from the E-Government effort is the need for a Federal 

Enterprise Architecture (FEA). An enterprise architecture is a comprehensive view of what an 

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DRAFT E-Government Strategy

organization does, how it does it, and how IT supports it. The FEA provides the following value 

to IT management: 

• Improves decisions about IT system investments (e.g., enables an agency to determine

if a system is redundant) 

• Aligns IT support with business objectives 

• Aligns IT investments with business drivers 

• Reduces redundancy 

• Improves interoperability between processes and systems 

• Supports realization of economies of scale 

The Office of Management and Budget (OMB) is leading the development of a Federal 

Enterprise Architecture with the support of GSA and the Federal CIO Council. The FEA is a

business-focused framework that provides OMB and Federal agencies with a way to monitor,

analyze, and control federal investments in IT. The FEA will govern and guide IT investment 

decisions within agencies, and support the identification of opportunities to collaborate on,

consolidate, and integrate current and planned initiatives. Also, the FEA will make possible

horizontal (cross-federal) and vertical (federal, state, and local governments) collaboration and

communication with respect to IT investments. 

3.6 OTHER E-GOVERNMENT ACHIEVEMENTS

In addition to the successful E-Government initiative deployments, there were a number of other 

E-Government-related achievements in 2002: 

• Initial development of a “content model”, which will provide a framework to govern how

the government makes information available to the public through the Internet; 

• Major strides by individual agencies, such as the Departments of Energy and Veterans’ 

Affairs, in developing e-strategies that leverage IT to modernize programs and activities. 

• Re-launch of the www.egov.gov website, including an E-Government logo. The website 

is an up-to-date, public source of information about the project and portfolio plans and

their accomplishments.

• Use of the $5 million E-Government fund to provide tools to integrate agency 

investments. These tools were new and not redundant with other existing agency 

expenditures and were integrated into projects such as GovBenefits.gov, E-Rulemaking,

E-Authentication and E-Training. 

• Development and use of standard performance measures to identify progress and areas 

for improvement within agency IT security programs. 

• Use of a variety of federal government and intergovernmental governance groups,

including the Presidents Management Council (PMC), the PMC E-Government

subcommittee, the Federal CIO Council and related subcommittees, the Quad Council, 

and the Office of Intergovernmental Solutions (GSA). These groups meet regularly to 

provide leadership, technical guidance, and outreach support to the 24 E-Government 

initiatives and related E-Government efforts. 

Leading organizations outside government recognized the progress and importance of EGovernment. A September 2002 report from the Pew Foundation found that 71 million 

 13 April 2003 
DRAFT E-Government Strategy

Americans have used government web sites – up from 40 million in March 2000. And based 

on a poll commissioned by the Council for Excellence in Government in February 2002, citizens

overwhelmingly believe that electronic government leads to better government. In addition, the

June 2002 United Nations report, Benchmarking E-Government: A Global Perspective, rated the 

United States as the world leader in E-Government on the basis of achievements over the last

year. 

Current E-Government surveys and reports continue to affirm citizens’ positive experiences 

when they access government information and services online. A survey released in April 2003 

by the Council for Excellence in Government noted that 75% of E-Government users think EGovernment has made it easier to get information, and 67% like doing transactions with 

government online. 

 

Nielsen/NetRatings, the global standard for Internet audience measurement and analysis,

reports that more than one-third of all Internet users visited a federal government website in

February 2003, and about half of all businesses went online in January 2003 to interact with the 

Federal government. In total, traffic to Federal government web sites jumped 26 percent from 

December 2002 to February 2003 to nearly 44.9 million surfers. Garnering more than 9 million

additional unique visitors from home and work over this three-month period, government

organizations are harnessing the power of the Internet to communicate with Americans. 

Also, the Nielsen/NetRatings report noted that “. . . government sites are an excellent source for 

information, and in most cases the resources these sites provide come free of charge. With no 

cost barriers, government sites provide an easy incentive for all Web users to utilize their online 

services . . .” The report listed the U.S. Government among the top Internet parent companies

in number of online visitors, following AOL Time Warner, Microsoft, and Yahoo. A parent

company is defined as a consolidation of multiple domains and URLs owned by a single entity. 

3.7 THE E-GOVERNMENT ACT OF 2002 (P. L.107-347) 

Congress recognized the importance of E-Government through the passage of the EGovernment Act of 2002, signed into law by the President on December 17, 2002. The 

Administration sees this Act as a valuable contribution to drive forward the current work that is 

improving government through electronic means. In summary, this legislation: 

• Codifies and expands the E-Government leadership role of OMB through the 

establishment of an Office of E-Government and IT headed by a Presidentiallyappointed Administrator; 

• Authorizes several initiatives (E-Rulemaking, Geospatial One-Stop, E-Records 

Management, E-Authentication and Disaster Management), and endorses the 

FirstGov.gov portal; 

• Sponsors ongoing dialogue with state, local and tribal governments, as well as the 

general public, the private, and non-profit sectors to find innovative ways to use IT to

improve the delivery of government information and services; and 

• Establishes an E-Government Fund, administered by GSA, to support IT projects

approved by OMB, that enable the Government to conduct activities electronically. 

The Act authorizes funding through FY07. 

OMB and the agencies will implement many of the E-Government Act requirements in 2003. 

Appendix 5.4 includes a summary of OMB’s implementation plan and timetable. 

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DRAFT E-Government Strategy

4 E-GOVERNMENT STRATEGY: CHALLENGES AND FOCUS 

4.1 KEY CHALLENGES

In January 2003, the current E-Government project managers met with the members of the

2001 E-Government task force (“Quicksilver Task Force”) that identified the PMA E-Government 

initiatives in 2001. This group of more than 100 government managers shared a number of

insights about unresolved E-Government challenges that the 2003 strategy should address. 

None involved technological barriers – they centered around behavioral or policy changes

needed, such as: 

• Leadership support: strengthen the connection between Lead Agencies, Partner 

Agencies, CIOs, and the PMC and improve how agency leaders work together to 

implement projects. 

• Parochialism: address current policies and budget practices that reinforce “small 

hat,” agency-centric thinking. 

• Funding: provide more resources in general (dollars and staff) and make the 

budget process more transparent and effective. 

• Communication: better understand the inter-relationships among the EGovernment initiatives, improve the interface between OMB and the Lead Agencies, 

and create a more cohesive, effective relationship with the Hill. 

Another challenge in 2003 will be to physically migrate agency-unique solutions to each crossagency E-Government solution, reducing costs and generating more citizen-centered results. 

During the first year of work, this was accomplished typically through: establishing single

sources of information, accessible by citizens in no more than three clicks (one stop portals 

such as Recreation.gov and Regulations.gov); developing tools that provide a simple one-stop 

method to access government programs; or establishing common sets of standards for data 

collection and reporting (e.g., Geospatial One-Stop, E-Records). The requirement for 2003 and

2004 is to migrate (i.e., move, consolidate) the management of systems, data, and business 

processes from multiple agencies to a joint solution, supported by one or two service providers. 

Several initiatives, such as E-Payroll, have made significant progress in developing joint

solutions and implementing migration agreements with other agencies; however, most efforts 

last year focused on developing cross-agency solutions that simplify and unify federal IT 

activities. Executing a migration plan will be a primary focus of the projects in 2003. 

Other key trends in the IT industry that government is tracking are: 

• Broadband content 

• Transactional interoperability between government, industry and individuals 

• Web services 

• Privacy and security 

4.2 STRATEGIES AND GOALS

In 2003 and 2004, the E-Government initiatives will deliver more and better services to citizens

through more effective inter- and intra-governmental teamwork. The government will deliver

 15 April 2003 
DRAFT E-Government Strategy

these services at a lower cost, through the reduction of redundant systems and applications.

The Office of E-Government and IT will pursue the following strategies to accomplish these 

goals and address the challenges described in Section 4.1:

1. Simplify work processes to improve service to citizens. The individual E-Government

projects will be driving the migration of systems, data and processes to a common solution 

that better meets citizen needs. Agencies will be setting up solutions that cross traditional 

organization “silos,” based on e-business principles of “buy once, use many” and “collect

once, use many.” The FEA models and other migration guidelines and standards developed

by OMB will guide these transitions. 

Program managers will need to have a clear understanding of agency requirements, gain

agreements and funding commitments from agencies, and prepare detailed transition plans 

to implement successful migrations. As in 2002, a key success factor will be how the 

program managers and lead agency leadership work with their partners to communicate, 

educate and build an understanding of the changes that will occur with migration. In

addition, it will be important to use the regulations and governing groups already in place, 

such as the President’s Management Council, the Federal CIO Council, the Clinger-Cohen 

Act, and the annual budget process, to drive cross-agency and inter-governmental 

cooperation and collaboration. 

2. Use the annual budget process and other OMB requirements to support EGovernment implementation. OMB will use current budgetary processes and authorities 

provided by the E-Government Act of 2002 to drive more effective and less redundant IT 

and E-Government spending. There will be a continued consolidation of work plans and 

investments in technologies acquired by different agencies for like purposes, and externalfacing transactions platforms. Agencies will continue to reduce redundant spending and

improve the return on IT investments through the use of business cases, the Capital 

Planning, Investment and Control (CPIC) process, and through other means, such as 

enterprise licensing. 

A key project supporting enterprise licensing is an effort led by GSA called SmartBUY 

(Software Managed and Acquired on the Right Terms). It will establish contracting vehicles 

to better leverage the buying power of the Federal government. It will reduce the cost for 

commodity software while achieving the same level of quality; employ “smart” buying

practices to reduce acquisition and support costs, including software asset management;

and increase the use of standards-compliant software. 

 

3. Improve project delivery through development, recruitment and retention of a 

qualified IT workforce. OMB will support the efforts of the Office of Personnel

Management, the General Services Administration and the Federal CIO Council to analyze

federal information resource management and personnel needs and assess and upgrade 

current IT training programs. For the project managers leading the E-Government

initiatives, OMB will provide support to improve their effectiveness. For example, the EGovernment PMO will continue to hold monthly project manager meetings and frequent oneon-one meetings with individual project leaders and teams to identify and resolve barriers to

success.

4. Continue to modernize agency IT management around citizen-centered lines of 

business. The next series of E-Government initiatives will drive improvement in the way the

 16 April 2003 
DRAFT E-Government Strategy

Federal government makes and monitors IT investments. The Administration has defined an 

annual cycle for identifying, analyzing and deploying opportunities to integrate and 

consolidate activities along business lines that cross agency boundaries. The policy of the

Administration is that IT transformation will be based on consolidation along lines of

business and citizen needs: agencies will have to make the business case for developing a

unique solution. 

As a result of using of the FEA Business Reference Model to evaluate FY 2004 agency IT 

budgets requests, OMB has been able to identify potential redundancies in six business 

lines: 

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. This includes cost management, funds 

management, financial reporting, general ledger management, payment management and

accounts receivable management. OMB identified over $250 million in financial projects

that are candidates for further analysis of potential savings. 

Data and Statistics - includes activities performed in providing data and information

pertaining to the current state of the nation in areas such as the economy, labor, weather,

international trade, etc. 

Human Resources - includes all activities associated with the recruitment, management

and separation of employees. It includes recruitment, staffing, employee and labor relations, 

advancement and awards, benefit management, payroll management and expense 

reimbursement, resource training and development and security clearance management. 

Based upon a review of systems in the Human Resources business line, OMB identified

systems requests of over $50 million that should be further assessed for potential savings. 

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. The initial review revealed an estimated $200 million

in investments that require further assessment.

Criminal Investigations - includes the systems that support the Federal government's 

criminal investigation activities. The initial review revealed an estimated $300 million in 

investments that require further assessment. 

Public Health Monitoring - involves activities associated with monitoring the public health 

and tracking the spread of disease. 

In 2003, funding for systems in these areas will be subject to continuing review and potential 

integration or consolidation. Teams composed of representatives of each partner agency, 

the lead agency or “business line owner”, and appropriate OMB officials will conduct a 

thorough assessment of the potential redundancies in each business line for implementation 

as part of the 2004 budget. 

 

5. Engage agency leadership to support E-Government project implementation. OMB will

use current leadership groups and establish others, as appropriate, to accelerate and 

improve the deployment of the E-Government program. OMB leadership and the Federal

CIO Council will use the knowledge and experience of agency leaders more often and

 17 April 2003 
DRAFT E-Government Strategy

meaningfully in the support of the 24 current initiatives. OMB portfolio managers will work

with project managers and agency leaders to identify process requirements, create

memorandums of understanding, reduce redundant spending and execute migration plans.

The Administrator of E-Government and IT will work with the PMC, CIO Council and other 

leadership groups to address and resolve barriers to progress.

4.3 MEASURES OF SUCCESS 

OMB established goals for E-Government and IT and reiterated the performance criteria for the

E-Government portion of the agency scorecard: 

1. Agencies are focusing IT spending on high priority modernization initiatives. 

2. Major IT projects are within 10% of cost/schedule/performance objectives. 

3. Major IT systems have been certified, accredited, or otherwise authorized as being

properly secured. 

4. 24 Presidential E-Government initiatives are operational and yield benefits (for example,

cost reduction, response time, burden reduction, improved citizen service, etc.) 

5. Negotiate government-wide Enterprise Software licenses. 

6. Reduce redundant IT spending in the six overlapping lines of business identified in the

FY 2004 Budget, by defining government-wide solutions. 

The milestones for each these goals are detailed in the following table. 

 18 April 2003 
DRAFT E-Government Strategy

Table 3: E-Government 2003/2004 Milestones 

1. Agencies are focusing IT spending on high priority modernization initiatives. 

• Define, with agency CIOs and Dep Secs, the key elements of each agency 

modernization blueprint, including highest priority IT projects and inventory 

• Publish Federal Enterprise Architecture reference models 

• Engage with agencies to ensure FY 2005 IT budget reflects strategic priorities 

2003 

• Overlay planned agency IT investments and modernization plans against FEA 

• Conduct pre-submission review of key agency IT investment requests 

2003 

2. Major IT projects are within 10% of cost/schedule/performance objectives. 

• Close IT project management training gap by ensuring staff who need training are

assigned to an agency training course 

2003 

• Hold virtual job fair at USAJobs for IT Project Managers and Solution Architects 

• Assess business cases for major IT investments

2003 

• Lock-in baseline cost, schedule and performance targets for FY 2004 major IT

investments and use of Earned Value Management System 

• Agree on Risk Management Plan for on-going FY 2003 projects experiencing cost

and schedule overruns or performance shortfalls 

2004 

• Work with agencies and RMOs to address “at risk” projects Ongoing 

3. Major IT systems have been certified, accredited, or otherwise authorized as being properly

secured. 

• Review and comment on business cases, agency and IG FISMA reports, and 

revised POA&Ms 

• Assist in prioritizing funds to address key IT security weaknesses 

2004 

• Implement (w/DHS) Incident Warning and Response process 2004 

• Prepare OMB FISMA Report to Congress 2004 

• Review agency progress in achieving Plan of Action and Milestones (POA&M) Ongoing 

• Assist in prioritizing funs to address key IT security weaknesses Ongoing 

4. 24 Presidential E-Government initiatives are operational and yield benefits (cost reduction,

response time, burden reduction, citizen service, etc.). 

• Issue financing guidance with MOU template 2003 

• Ensure migration plans and agency agreements are completed 2003 

• Implement final business case, including remediation actions 2004 

• Monitor progress and issues with lead agency, assist in resolution Ongoing 

5. Negotiate government-wide Enterprise Software licenses. 

• Select target licenses for aggregation opportunities 2003 

• Charter/Launch SmartBuy Program Office and obtain resources for negotiations 2003 

• Endorse results and initiate implementation Ongoing 

6. Reduce redundant IT spending in the six overlapping lines of business identified in the FY 

2004 budget by defining government-wide solutions. 

• Complete opportunity analysis and create cross agency line of business teams 2003 

• Complete business cases for line of business consolidation 2003 

• Issue guidance in support of business case implementation, if necessary 2004 

 19 April 2003 
DRAFT E-Government Strategy

Agencies need to meet the following criteria to achieve a “green” on the quarterly E-Government 

scorecard: 

• The agency has a Modernization Blueprint that focuses IT investments on important

agency functions and defines how those functions will be measurably improved 

• All major systems investments have an acceptable business case (security, measures of 

success linked to the Modernization Blueprint, program management, risk management,

and cost, schedule, & performance goals) 

• For all major IT projects, cost and schedule overruns average less than 10% and

performance shortfalls average less than 10% 

• Inspector General verifies that there is a Department-wide IT Security Plan of Action and 

Milestone remediation process 

• 90% of operational major IT systems are properly secured (certified, accredited, or 

otherwise authorized), including mission critical systems 

• Agency contributes to, and participates in, 3 of the 4 categories of E-Government

initiatives rather than creating redundant, or agency unique, IT projects 

Agencies need to meet the following criteria to achieve a “yellow” on the quarterly EGovernment scorecard: 

• More than 50% of major systems investments have an acceptable business case

• Security Reports to OMB document consistent security improvement and either: 

 80% of operational major IT systems are properly secured OR 

 Inspector General verifies that there is a Department-wide IT Security Plan of 

Action and Milestone remediation process 

• For all major IT projects, cost and schedule overruns average less than 30% and

performance shortfalls average less than 30% 

• Agency contributes to, and participates in, 2 of the 4 categories of E-Government

initiatives rather than creating redundant, or agency unique, IT projects 

 20 April 2003 
DRAFT E-Government Strategy

5 APPENDICES

5.1 DESCRIPTION OF E-GOVERNMENT INITIATIVE SELECTION PROCESS

In July 18, 2001, OMB Director Mitchell E. Daniels initiated an interagency E-Government Task 

Force to identify the action plan for implementing the President’s E-Government initiative. The 

Task Force of nearly 80 federal employees from across the Federal government followed a 

rapid, methodical process to identify the high payoff projects and key barriers to be addressed in 

the President’s Expanding E-Government initiative. The process is documented in the report EGovernment Strategy: Implementing the President’s Management Agenda for E-Government

(http://www.whitehouse.gov/omb/inforeg/egovstrategy.pdf). The method used reflected 

commercial e-strategy best practices, identifying strategic initiatives and key barriers using the 

method defined in text books such as Unleashing the Killer App and Net Ready. The

Administration supplemented the strategy method by using operations research techniques,

including Multi-Attribute Utility scoring to ensure objectivity and completeness. 

Twenty-four initiatives were selected to simplify and consolidate redundant, poorly defined 

projects that were planned or underway at federal agencies. The E-government task force

identified twenty-three of the initiatives through the following activities: 

1. E-Government Task Force conducted 71 interviews with more than 150 senior government 

officials during the process to gather and identify strategic E-Government opportunities. In 

addition, nearly 200 projects were identified from e-mails sent primarily by federal 

employees. The interview and data collection process produced more than 300 potential EGovernment projects; most were underway or proposed in agency plans for FY 2002. On 

the basis of overlaps in purpose and citizens affected, the potential projects were 

consolidated to approximately 45 initiatives. 

2. A steering group of President’s Management Council members met to narrow the number of 

initiatives to 10 per citizen centered group (Government to Citizen, Government to Business, 

Government to Government, and Internal Efficiency and Effectiveness). The steering group 

selected a set of 30 E-Government initiatives using two rounds of prioritization after 

discussing potential citizens affected by each initiative, policy priorities and further 

opportunities for consolidation. 

3. The Task Force created four teams of subject matter experts involved in similar efforts, 

reflecting the four citizen centered groupings. The teams developed mini-business cases for 

each of the 30 initiatives, providing estimates of benefits, costs and risks. Each team 

conducted a 15-day assessment of costs, benefits, and risks for 5 to 10 of the 30 initiatives. 

The estimates were rough order of magnitude and more specific in some cases. The teams 

used data from existing agency assessments, efforts underway by other governments, or 

analysis conducted during the 15 days. Twenty-four of the 30 would derive significant 

benefits from simplifying the underlying processes, and 17 of the 30 would derive significant 

benefits from unifying infrastructure and operations across agency silos. 

4. Each team applied Multi-Attribute Utility analysis and used their data to assign a numeric 

score for each project in the following categories: value to citizens, number of citizens

affected, potential improvement in agency efficiency, the likelihood of deployment within 18-

to-24 months, and resource requirements. The teams assigned a numerical score of 1-10 

to each one. Scores for each component were added to produce a final overall score for an 

initiative. Each initiative was scored as follows: 

 21 April 2003 
DRAFT E-Government Strategy

a. Improvement in Service Delivery:

• Convenience/ease of doing business with the government (10 = significant 

paperwork or similar burden reduction; 1 = little reduction) 

• Order of magnitude benefit (two orders of magnitude improvement in program 

results for citizen = 10; little improvement = 1; and 

• Number of customers (10 = hundreds of millions; 1 = hundreds of thousands) 

b. Doable Category:

• Timeframe for initial deployment of capability with the overall timeframe of 18-24 

months (10 = less than 6 months; 8 = 6-12 months; 6 = 12-18 months; 4 = 18-24 

months; 2 = 24 months or longer) 

• Risk of implementation: (10 = key risks are being addressed projects underway; 5= 

the availability of COTS or government best practices; 1 = initiatives which required 

new development and projects where there was significant resistance or failure todate) 

c. Benefits Category:

• Monetary benefit: potential return on investment from consolidating redundant 

spending on IT or reducing inefficient program administration resources (10 = tens of

billions in reduced redundancy; 1 = hundreds of thousands); 

• Improvements in operational effectiveness: including response time reduction (10 = 

high; 1 = low) 

d. Resource Requirements: rough order of magnitude investment needed ranging from 

less than $5 million (scored as 10) to over $100 million (scored as 2) 

5. The Task Force steering group met to evaluate and reduce the number of initiatives and 

identify responses to the major barriers determined to be inhibiting the Federal 

government’s progress in E-Government. From this analysis, 20 initiatives were selected, 

plus three for further business case development.

6. The final selections were made by a steering group comprised of the members of the 

President’s Management Council under the leadership of the OMB Director. The full 

President’s Management Council approved 23 initiatives at the October 3, 2001 meeting. 

Subsequently, payroll processing (“E-Payroll”) was added as the 24th initiative based on the 

criteria used by the Task Force. 

Lead agencies were identified and cross-agency teams were established to develop detailed 

business cases (per OMB A-11 guidance) which were incorporated into the FY 2003 budget, 

while agencies integrated planned FY 2002 efforts into the 24 E-Government initiatives. It is 

important to note that the E-Government Task Force did not create new projects; it 

consolidated, leveraged, and integrated projects already underway or planned. 

 22 April 2003 
DRAFT E-Government Strategy

5.2 PRESIDENT’S MANAGEMENT AGENDA E-GOVERNMENT SCORECARD (AS OF DEC. 31, 2002) 

Human Competitive Financial E-Gov Budget/Perf. Human Competitive Financial E-Gov Budget/Perf.

Capital Sourcing Perf. Integration Capital Sourcing Perf. Integration

AGRICULTURE

COMMERCE

DEFENSE

EDUCATION

ENERGY

EPA

HHS

HOMELAND

HUD

INTERIOR

JUSTICE

LABOR

STATE

DOT

TREASURY

VA

AID

CORPS of

ENGINEERS

GSA

NASA

NSF

OMB

OPM

SBA

SMITHSONIAN

SSA

Executive Branch Management Scorecard

Current Status as of December 31, 2002

Progress in Implementing President's 

Management Agenda

arrows indicate change in status since 

baseline evaluation on September 30, 2001

 23 April 2003 
DRAFT E-Government Strategy

5.3 SUMMARY OF E-GOVERNMENT INITIATIVE 2002 PROGRESS AND 2003/2004 MILESTONES

Government to Citizen 

Project Lead Agency & Project Website Description 

GOVBENEFITS.GOV DOL www.govbenefits.gov Provides a single point of access for 

citizens to locate and determine 

potential eligibility for government 

benefits and services. 

Performance Metrics Progress to Date Key Migration Milestones

 Hits to site per month (Target: 

350,000) 

 # of referrals to partner benefit sites 

(Target: 10% increase) 

 Average time to find benefits and 

determine eligibility (Target: 20 

minutes or less) 

 Initial services locator launched on 

as a screening tool to identify 

services for which citizens may

qualify (Now at over 400 programs)

 Established first iteration of virtual 

benefits data standards with states 

 Q1 2004 – Make progress in 

migrating SSA and VA forms 

toward a single site, that may be 

maintained by one of these 

agencies

Project Lead Agency & Project Website Description 

RECREATION ONE-STOP DOI www.recreation.gov Provides citizens with a single-point of 

access to a web-based resource, 

offering information and access to 

government recreational sites in a userfriendly format. 

Performance Metrics Progress to Date Key Migration Milestones

 # of partners sharing data via 

Recreation.gov (Target: 35 partners 

added) 

 # of facilities listed in 

Recreation.gov (Target: 25% 

increase) 

 Customer satisfaction 

 First county/state data added to 

Recreation.gov as part of 

intergovernmental "Government 

Without Boundaries" initiative, May 

2002 

 Recreation.gov relaunched with

enhanced map interface and state 

data in September 2002 

 Joined OASIS and initiated RecML 

data standard process December

2002 

 

 05/31/03 – Add new map capability 

 09/30/03 – Complete Recreation 

data standard (RecML) 

 10/31/03 – Re-launch online crossgovernment reservation system; 

De-activate Park Service 

reservation system 

Project Lead Agency & Project Website Description 

IRS FREE FILING TREAS www.irs.gov Creates a single-point of access to free 

online preparation and electronic tax 

filing services provided by Industry 

Partners to reduce burden and costs to 

taxpayers. 

Performance Metrics Progress to Date Key Migration Milestones

 % coverage of tax filing public 

(Target: minimum of 60%) 

 # of citizens filing electronically 

(Target: 15% increase) 

 Signed agreement with Industry 

Partners to offer free tax services

for the 2003 tax season 

 Deployed industry partnership for 

free online tax filing solution for 

2003 tax season 

 24 April 2003 
DRAFT E-Government Strategy

Project Lead Agency & Project Website Description 

ONLINE ACCESS FOR LOANS ED Creates a single point of access for 

citizens to locate loans. Improves the 

efficiency and reduces burden of loan 

programs. 

Performance Metrics Progress to Date Key Migration Milestones

 # of clicks to access relevant loan 

information (Target: 3 clicks) 

 Improve Agency access to risk 

mitigation data (Target: Reduce 

response time to access by 50%) 

 Customer satisfaction 

 PMC endorsement of business 

case and loan program 

improvement opportunities

 09/30/03 – Release eLoans 

Gateway: a plain speak website 

that educates citizens on federal 

loan programs, with links to federal 

agencies and private sector

resources

 09/30/03 – Web enable risk 

mitigation data for agency access 

Project Lead Agency & Project Website Description 

USA SERVICES GSA Develop and deploy government wide

citizen customer service using industry 

best practices that will provide citizens 

with timely, consistent responses about 

government information and services. 

Performance Metrics Progress to Date Key Migration Milestones

 Average time to respond to

inquiries through Firstgov.gov and 

FCIC (Target: 100% of inquiries 

responded to within 24 hours) 

 Average time to resolve inquiries

through Firstgov.gov and FCIC 

(Target: 48 hours) 

 # of government-wide inquiries call 

center and e-mail systems can 

handle (Target: 3.3M calls/year and 

150,000 emails/year) 

 Achieve cost savings by 

outsourcing Tier 1 citizen inquiry 

contact center requirements to USA 

Services (Target 10 Agencies by 

end of Year 1)

 Created an Office of Citizen 

Services at GSA to provide crossagency customer service for 

citizens 

 Integrated Federal Citizen 

Information Center’s (FCIC) call 

center with Firstgov.gov to provide 

citizens with ability to contact the 

Federal government via telephone, 

email, letters, or fax. 

 Add e-mail capability to FCIC’s 

National Contact Center 

 07/03 – USA Services rollout 

 04/01/04 – Launch expanded 

National Contact Center

 25 April 2003 
DRAFT E-Government Strategy

Government to Business 

Project Lead Agency & Project Website Description 

E-RULEMAKING EPA www.regulations.gov Allows a citizen to easily access and 

participate in a high quality, efficient 

rule making process. Improves the 

access to, and quality of the rulemaking 

process for individuals, businesses, and 

other government entities while 

streamlining and increasing the 

efficiency of internal agency processes. 

Performance Metrics Progress to Date Key Migration Milestones

 # of electronic comments submitted 

through Regulations.gov (Target = 

200,000) 

 # of online docket systems 

decommissioned with the 

associated cost savings and cost

avoidance (Target = 5 systems; 

Cost Savings: $8M; Cost 

Avoidance: $3M) 

 # of downloads of rules and 

regulations (Target = 4 million) 

 # of public participants in 

rulemaking process 

 Developed a cross agency frontend web application for receiving 

public comments on proposed 

agency rules 

 Firstgov.gov links to all agency 

regulatory docket sites 

 Completed the benchmarking study 

and evaluation of existing agency 

websites

 Clinger-Cohen letter issued to 

consolidate redundant and agencycentric websites 

 Launched government-wide portal 

giving citizens the ability to find, 

view, and comment on all proposed 

rules 

 07/03 – Complete enhancement of 

common e-docket system 

 07/03 – Begin migration of legacy 

web-based system agencies to the 

federal-wide system 

 07/03 – Begin converting five non –

web based system agencies to the 

federal-wide systems 

 09/30/04 – Complete migration and 

conversion of the identified

Agencies 

Project Lead Agency & Project Website Description 

EXPANDING ELECTRONIC 

TAX PRODUCTS FOR 

BUSINESSES 

 TREAS Reduces the number of tax-related 

forms that businesses must file, 

provides timely and accurate tax 

information to businesses, increases 

the availability of electronic tax filing, 

and models simplified federal and state 

tax employment laws. 

Performance Metrics Progress to Date Key Migration Milestones

 Burden reduction for corporations

per return and/or application filed 

(Target = $63.3M in savings to 

businesses)

 Administrative cost to Federal 

government per return filed (Target 

= TBD)

 Cycle time to grant Employer 

Identification Number (EIN) - 

interim EIN granted immediately 

(Target for response = 5 sec. by 

Internet, immediately by phone, 4 

days by fax, 10 days by paper) 

 # of electronic tax-related 

transactions (all forms) (Target 

= 615K) 

 Completed a proof-of-concept for 

Pre-Screening Notice and 

Certification Request for the Work 

Opportunity and Welfare-to-Work 

Credits (Form 8850) 

 Deployed Form 94X - Employment 

tax form built in XML format to 

make business returns easier to file 

electronically

 01/04 – Initial implementation of 

1120 e-file for business to facilitate 

end to end tax administration 

(Modernizing E-File System) 

 04/03 – Complete deployment of 

Internet EIN application 

 26 April 2003 
DRAFT E-Government Strategy

Project Lead Agency & Project Website Description 

FEDERAL ASSET SALES GSA www.firstgov.gov Identify, recommend, and implement 

improvements for asset recovery and 

disposition, making it easier for 

agencies, businesses, and citizens to 

find and acquire/buy federal assets. 

Performance Metrics Progress to Date Key Migration Milestones

 At least 10 Federal departments 

and agencies actively contributing 

and supporting FAS effort by 

offering assets for sale by end of 

FY03 

 Reduce the number of existing web 

sites that sell or list federal assets 

for sale by 25% in FY04 

 Reduce the cost to process a 

personal property sales transaction 

by 5% in FY04 

 Increase the number of unique 

visitors to FAS by 5 times January 

’03 baseline in FY04 

 Decrease average cycle time 

associated with the personal 

property asset disposition process 

by 21 business days in FY04 

 Migrated Fedsales.gov to 

Firstgov.gov and improved search 

capabilities for items that agencies 

are trying to sell 

 Released Request for Info (RFI) 

 Business requirements completed 

for personal property 

 Business requirements completed 

for real property 

 01/04 – Personal Property Asset 

Sale Deployment 

 04/04 – Real Property Asset Sales 

Deployment 

 07/01 – Financial Property Asset 

Sales Deployment 

Project Lead Agency & Project Website Description 

INTERNATIONAL TRADE 

PROCESS STREAMLINING 

 DOC www.export.gov Makes it easy for Small and Medium 

Enterprises (SMEs) to obtain the 

information and documents needed to 

conduct business abroad. 

Performance Metrics Progress to Date Key Migration Milestones

 Time to fill out export forms and 

locate information (Target: 10% 

annual reduction) 

 # of unique visitors to Export.gov 

(Target: 15% increase) 

 # of trade leads accessed by 

SMEs through Export.gov (Target: 

10% increase) 

 # of registered businesses on 

Export.gov 

 Defined solution architecture for 

simplifying export processes 

 Deployed online collaborative 

workspace that consolidates all 

information gathered by trade 

specialists and disseminates it 

through Export.gov to SMEs 

 05/03 – Automate NAFTA 

certificate of origin guidance 

 04/03 – Deploy integrated 

Export.gov/Buy USA 

04/03 – Migrate content from

Foreign Agriculture Service to 

export.gov 

 06/03 – Access more forms and 

partner agencies online 

 27 April 2003 
DRAFT E-Government Strategy

Project Lead Agency & Project Website Description 

ONE-STOP BUSINESS 

COMPLIANCE 

 SBA www.businesslaw.gov Reduces the burden on businesses by 

making it easy to find, understand, and 

comply with relevant laws and 

regulations at all levels of government. 

Performance Metrics Progress to Date Key Migration Milestones

 Time savings for business 

compliance and filing (Target: 50% 

reduction)

 Regulatory agency savings through 

transition to compliance from 

enforcement through automated 

processes (Target: 25% increase) 

 # of days reduced for issuing 

permits and licenses

 Cycle time to issue permits and 

licenses issued (Target: within 24 

hours) 

 # of visitors/page views (Target: 10-

20% increase) 

 Reduction in redundant IT 

investments 

 Launched Businesslaw.gov 

 Piloted Portal Maximizer for 

improved navigation 

 Created two transactions online: 1) 

A national Business Registration for 

state identification and an IRS EIN 

and 2) a proof of concept Report 

Harmonization tool for coal miners 

that saves 25,000 hours annually in 

reporting burden to five federal and 

one state agency 

 07/03 – Launch compliance portal 

for trucking industry 

 05/03 – Complete 30 expert tools 

(from multiple agencies, including 

OSHA, EPA, IRS, INS, DOT, DOE) 

designed to help businesses

comply with relevant regulations in 

the environment, health and safety, 

employment, and taxes 

Project Lead Agency & Project Website Description 

CONSOLIDATED HEALTH 

INFORMATICS 

 HHS Adopts a portfolio of existing health 

information interoperability standards 

(health vocabulary and messaging) 

enabling all agencies in the federal 

health enterprise to “speak the same 

language” based on common 

enterprise-wide business and 

information technology architectures. 

Performance Metrics Progress to Date Key Migration Milestones

 # of federal agencies & systems 

using the standards to store and/or 

share health information 

 # of contracts requiring the 

standards

 Impact on patient service, public

health and research 

 % increase in common data 

available to be shared by users 

 Government-wide health IT 

governance council established 

 Resubmitted business case 

including full work breakdown

structure and in-kind financing plan 

 Proposed messaging and 

laboratory data standards under 

consideration by partners 

 Established & institutionalized 

federal health data standards 

governance; announced council 

 Announced four messaging and 

one vocabulary standard including 

initial deployment efforts 

 Announced 25 target priority 

vocabulary domains for initiative 

and scheduled for federal adoption 

 09/03 – Begin deploying health 

informatics standards, including 

laboratory and messaging 

vocabularies in federal systems 

 09/03 – Standards maintenance 

and ever greening processes in 

place 

 28 April 2003 
DRAFT E-Government Strategy

Government to Government 

Project Lead Agency & Project Website Description 

GEOSPATIAL ONE-STOP DOI Provides federal and state agencies

with single-point of access to maprelated data enabling consolidation of 

redundant data. 

Performance Metrics Progress to Date Key Migration Milestones

 # of data sets posted to portal 

(Target = 1,000 in Month 

One with 20% growth per month for 

remainder of Year 1) 

 # of users (Target = 20 Federal 

agencies, 40 States, 500 Counties) 

 # of cost sharing partnerships for 

data collection activities (Target = 

10 cost sharing partnerships) 

 # of data-set hits (Target = 5,000 

the first quarter with 10% growth 

per month for remainder of Year 1) 

 Complete draft standards for critical 

spatial data themes (framework 

data) 

 Kick started development of open 

standards-based interoperable 

portal 

 05/03 – Deploy first iteration of the 

planned metadata 

 05/03 – Deploy first iteration of the 

Geospatial One-Stop Portal 

Project Lead Agency & Project Website Description 

DISASTER MANAGEMENT DHS www.disasterhelp.gov Provides federal, state, and local 

emergency managers online access to 

disaster management-related 

information, planning and response 

tools. 

Performance Metrics Progress to Date Key Migration Milestones

 Reduce response recovery time by 

15% 

 Improve situational awareness 

planning capability by 25% 

 Increase the number of first 

responders using Disaster

Management Information System 

tools by 10%

 Public launch of Disasterhelp.gov 

portal 

 04/03 – Re-launch of 

Disasterhelp.gov portal 

 06/03 – Release of agent ID tool 

 06/03 – Develop knowledge 

management, responder 

application basic tools, and level 1 

interoperability 

 10/03 – Deploy an integrated 

channel for access to Disaster 

Management organizations, 

knowledge, services, and tools 

 06/04 – Develop responder 

applications, advanced tools, and 

level 2 interoperability 

 29 April 2003 
DRAFT E-Government Strategy

Project Lead Agency & Project Website Description 

SAFECOM DHS Provides interoperable wireless 

solutions for federal, state and local 

public safety organizations and ensures 

they can communicate and share 

information as they respond to 

emergency incidents. 

Performance Metrics Progress to Date Key Migration Milestones

 # of agencies that can 

communicate with one another 

(Target = 5% increase) 

 Response times for jurisdictions

and disciplines to respond to an 

event (Target = 10% reduction) 

 # of wireless grant programs that 

include SAFECOM-approved 

equipment (Target =10% increase) 

 Voice, data and video convergence 

(Target = 5% increase) 

 Identified existing wireless network 

integration solutions fielded by 

federal, state, tribal, and local 

public safety agencies proven to 

provide interoperability. Solutions 

are used as models to provide a 

baseline from which to further 

implement options for 

interoperability within the public 

safety community. 

 Modified an existing web-based tool 

as a channel of distribution for the 

identified wireless network 

integration solutions 

 Developed common guidance for 

wireless grant funding to state, 

tribal, and local organizations 

 07/03 – Define the requirements for 

first responder interoperability at 

state, local, tribal, and federal levels 

to develop a long-term architecture 

 09/03 – Identify gaps between 

existing wireless systems and 

interoperability requirements 

 09/03 – Develop national 

architecture 

 10/03 – Develop concept of

operations for interoperability 

Project Lead Agency & Project Website Description 

E-VITAL SSA Establishes common electronic

processes for federal and state 

agencies to collect, process, analyze, 

verify and share birth and death record 

information. Also promotes automating 

how deaths are registered with the 

States. 

Performance Metrics Progress to Date Key Migration Milestones

 Time for state to report death to 

SSA (Target: 15 days) 

 # of verified death records 

 Time to verify birth and death 

entitlement factors (Target: 24 

hours) 

 # of false identity cases

 Birth information from eight states 

(CO, HI, MO, MS, MN, IA, CA, OK) 

is available online for Social 

Security to use 

 Three states (MN, MT, SD) and 

New York City have signed 

contracts to implement an improved

death registration process 

 06/04 – Launch production

Electronic Verification of Vital 

Events (EVVE) hub 

 10/03 – Deploy an initial capability 

for Electronic Death Registration 

(EDR) records with DC, NJ, and NH 

 30 April 2003 
DRAFT E-Government Strategy

Project Lead Agency & Project Website Description 

E-GRANTS HHS www.grants.gov Creates a single, online portal for all 

federal grant customers to find and 

apply for grants, thus making it easier 

for potential recipients to obtain 

information about federal grants. 

Performance Metrics Progress to Date Key Migration Milestones

 # of grant-making agencies

publishing grant opps in portal 

(Target = 26 100% announcement) 

 # of grant programs available for 

electronic application (Target = 50 

~8% of programs) 

 % of reusable information per grant 

application (Target = 60% "core" is 

60% of average application 

collected via E-Grants) 

 # of applications received 

electronically (Target =15,000 – 

3-5% of total) 

 Unified grant application standard 

completed 

 Initial operating capability of "find" 

pilot 

 06/03 – Deploy E-Grants "apply" 

pilot 

 06/03 – Re-launch FedGrants.gov 

 10/03 – Deploy simple, unified 

grant application mechanism 

 31 April 2003 
DRAFT E-Government Strategy

Internal Efficiency and Effectiveness 

Project Lead Agency & Project Website Description 

E-TRAINING OPM www.golearn.gov Provides a single point of online training

and strategic human capital 

development solutions for all federal 

employees, reducing instructor and 

travel costs and improving human 

capital management. 

Performance Metrics Progress to Date Key Migration Milestones

 Cost avoidance: total tuition/travel 

cost reductions for participating 

agencies (Target: minimum of 

$50M in reductions) 

 % of executive branch agencies

receiving their e-training via 

GoLearn.gov 

 E-Training is supplier of choice to 

fulfill human capital training at all 

Cabinet-level agencies

 Launched on 07/23/02 and as of 

March has had over 60 million 

visitors with over 45,000 registered 

users 

 Variable training costs have been 

reduced to less than a penny per 

student 

 Recently launched IT security

courses that map to the GISRA and 

NIST requirements (developed in 

collaboration with, and endorsed by 

NSA) 

 Launched Module 2 on 01/31/03 

which includes additional free and 

fee-for-service course (contains 

user and managerial tools such as

virtual classrooms and evaluation 

tools, FLETC CoP, KARTA) 

 06/30/03 – Launch Module 3 which 

establishes CoPs/Knowledge 

Domains categorized by profession, 

linked to competencies, KSAs, and 

mapped to E-Training courses 

 09/30/04 – Interface to/shutdown of 

existing online training systems 

Project Lead Agency & Project Website Description 

RECRUITMENT ONE-STOP OPM www.usajobs.opm.gov Deliver state-of-the-art on-line 

recruitment services to job seekers that 

include intuitive job searching, on-line 

resume submission, applicant data 

mining, and on-line feedback on status

and eligibility. 

Performance Metrics Progress to Date Key Migration Milestones

 Cost-per-hire 

 Time-to-fill vacancies 

 % of federal job applicants using 

Recruitment One-Stop (Target: 

80%) 

 Availability of applicant status 

(Target: Real-time) 

Additional metrics can be captured

based on market-based metrics 

incorporated in the Recruitment 

One-Stop solution

 An improved site was re-launched 

on 06/30/02

 Soft launched best practice site 

with commercial partner in March 

2003 

 08/29/03 – Implement applicant 

database mining; fully integrate 

agency assessment tools; track 

applicant status 

 12/31/03 – Shutdown agency job 

search engines and resume

builders 

 32 April 2003 
DRAFT E-Government Strategy

Project Lead Agency & Project Website Description 

ENTERPRISE HR 

INTEGRATION 

 OPM Streamlines and automates the 

exchange of federal employee human 

resources information. Replaces 

official paper employee records. 

Performance Metrics Progress to Date Key Migration Milestones

 Cost/cycle time savings per 

transaction due to reduction in 

manual paper processing

 Time for inter-agency transfers

(Target: 50% reduction in data error 

rate) 

 Usage of analytics by all Cabinetlevel agencies in the Human 

Capital Planning process (Target: 9 

of 18 agencies use analytics tool) 

 Gained agreement of federal 

human resource officers on

common data standards 

 Demonstrated Workforce Analysis 

and Support System (WASS) and 

Civilian Forecasting (CIVFORS) 

tools to EHRI Partners 

 05/1/03 – Propose data standards 

and standard components to CIO 

Council Architecture Committee 

 01/30/04 – Deploy EHRI Repository

to support CPDF replacement, EPayroll and E-Clearance 

 06/30/04 – Establish 

standardization policy 

 06/30/04 – Deploy EHRI Repository

to support Inter-Agency Employee 

Transfer Requirement 

 06/30/04 – Deploy EHRI Repository

to support RSM 

Project Lead Agency & Project Website Description 

E-CLEARANCE OPM Streamlines and improves the quality of 

the current security clearance process. 

Performance Metrics Progress to Date Key Migration Milestones

 Cost per application (Target: 5% 

reduction in cost or $4.6 M 

annually) 

 Reciprocation between agencies 

(Target: Eliminate all unnecessary 

investigations of similar or lesser 

scope on the same person by 

different agencies, within one year 

of each other) 

 Average time to process clearance 

forms (Target: Eliminate at least 7 

days of time from when a security 

officer of a governing agency 

receives a new SF86 to when an 

investigation case is scheduled) 

 Average time to complete 

clearance forms 

 Time to locate and evaluate 

previous investigations and 

clearances

 Finalizing testing of federal security 

questions (SF86) 

 Consolidated clearance 

investigation results to a DOD and 

civilian database, May 2002 

 Deployed Clearance Verification 

System (CVS) in January 2003 

 05/31/03 – Imaging: All agencies 

begin imaging background

investigation information 

 06/30/03 – Implement e-QIP 

 33 April 2003 
DRAFT E-Government Strategy

Project Lead Agency & Project Website Description 

E-PAYROLL OPM Consolidates 22 federal payroll systems 

to simplify and standardize federal 

human resources/payroll policies and 

procedures to better integrate payroll, 

human resources, and finance 

functions. 

Performance Metrics Progress to Date Key Migration Milestones

 Payroll cost per transaction per 

employee 

 Accuracy of Treasury

Disbursements (Target: 100%); 

Post Payroll Interfaces (Target: 

95%); and Periodic Reporting 

(Target: 95%) 

 Selected four qualified payroll 

providers; negotiated with the best 

qualified group on terms and 

conditions of Memorandum of

Agreement 

 Customer education forum – 

12/5/02 

 Identified 87 opportunities to 

standardize policies affecting 

payroll 

 Agencies and OPM announced

selection of payroll providers 

 Began move from the 22 existing 

providers to the two selected 

payroll partnerships in March 2003 

 07/28/03 – Standardize payroll 

processes

 09/30/03 – Complete first 

consolidations (DOE, EPA,) 

 09/30/04 – Migrate Executive 

agencies to one of two payroll 

partnerships 

 34 April 2003 
DRAFT E-Government Strategy

Project Lead Agency & Project Website Description 

E-TRAVEL GSA Provides a government wide webbased service that applies world-class 

travel management practices to 

consolidate federal travel, minimize 

cost and produce superior customer

satisfaction. The E-Travel Service will 

be commercially hosted to minimize 

technology costs to the government 

and guarantee refreshed functionality. 

From travel planning and authorization 

to reimbursement, end-to-end service 

will leverage administrative, financial 

and information technology best 

practices to realize significant cost

savings and improved employee 

productivity. 

Performance Metrics Progress to Date Key Migration Milestones

 % users expressing high level of 

satisfaction 

 No. of agencies using E-Travel 

 % of use of E-Travel services within

each agency

 No. of trips serviced through ETravel 

 % of trips planned and completed 

online 

 Significant reduction in duplicative 

systems (Currently 6+ online 

booking channels, 50+ travel 

planning/processing channels, 

200+ licensed and governmentdeveloped expense reporting 

systems) 

 Reduction in administrative cost per 

trip (Target: align with commercial 

best practices) 

 Developed government-wide 

inventory and business case 

defining cost/benefits and high-level 

agency migration requirements 

 In final stages of completing MOUs 

with 24 BRM agencies

 Provided an online booking engine

for interim use 

 Approved acquisition plan to 

consolidate and aggregate

government-wide E-Travel services 

 Posted final RFP draft 

 Partnered with VA on 

benchmarking study of agencyspecific end-to-end service 

 Issued Federal Travel Regulation 

guidance and mandates for use of 

the E-Travel service 

 07/30/03 – Compete an acquisition

and award to end-to-end service 

provider

 12/31/03 – Complete pilot to deploy 

first full agency and initiate

migration of all agencies to end-toend service 

 12/31/03 – Begin agency capture of 

detailed travel and financial

information in government-wide 

data warehouse 

 12/31/04 – All agencies fully 

committed to using end-to-end 

solution and replace all existing 

agency end-to-end travel systems 

 35 April 2003 
DRAFT E-Government Strategy

Project Lead Agency & Project Website Description 

INTEGRATED ACQUISITION 

ENVIRONMENT (IAE) 

 GSA Creates a secure business environment

that will facilitate and support costeffective acquisition of goods and 

services by agencies, while eliminating 

inefficiencies in the current acquisition 

environment.

Performance Metrics Progress to Date Key Migration Milestones

 % reduction in time for delivery of 

products and services

cost-per-spend

 % of intra-governmental 

transactions going through IAE 

% reduction in procurement 

transaction errors 

 % of vendors registered in central 

database 

 Launched a Business Partner 

Network, a one-stop portal for 

vendor registration 

 Launched past performance 

information retrieval system (July 

2002) 

 Issued business rules for 

intragovernmental transactions 

(Oct. 2002) 

 Merged SBA Pro-NET Registration 

with CCR Registration

(www.BPN.gov) (Dec. 2002) 

 Registered all agencies for intragovernmental transactions 

(Jan. 2003) 

 Launched Federal Technical Data 

Solution (www.FedTeDS.gov) (Feb. 

2003) 

 Collapsed the DoD Technical Data 

Solution (April 2003) 

 09/30/03 – Contract directory fully 

populated 

 09/30/03 – Publish standardized eTransactions for interface and data 

exchanges 

 10/01/03 – Deploy updated

management information system 

 10/01/03 – Deploy initial intragovernmental exchange portal 

 12/31/03 – Implement online 

representations and certifications

with new clauses; consolidate/ 

leverage contract writing systems 

 36 April 2003 
DRAFT E-Government Strategy

Project Lead Agency & Project Website Description 

E-RECORDS MANAGEMENT NARA Provides policy guidance to help 

agencies to better manage their 

electronic records, so that records 

information can be effectively used to 

support timely and informed decision 

making, enhance service delivery, and 

ensure accountability. 

Performance Metrics Progress to Date Key Migration Milestones

 % of eligible data items 

archived/preserved electronically 

(Target: 70% of NARA's electronic 

holdings) 

 Consolidation of IT investments for 

correspondence systems 

 Document search/retrieval burden 

 Document recovery burden

 Issued guidance for transferring 

permanent email records and 

attachments to the National 

Archives (Sept. 2002) 

 Adopted revised Department of 

Defense standard for common set 

of requirements for records 

management applications DoDwide (June 2002) records to NARA 

 Announced adoption of records 

management application standard 

on 01/15/03

 Completed E-Records transfer 

standards for three formats in 

March 2003 

 06/15/03 – Deploy enterprise-wide

ERM system guidance 

 09/30/04 – Establish policy for 

consistency in implementation of 

ERM 

Cross-Cutting 

Project Lead Agency & Project Website Description 

E-AUTHENTICATION GSA Minimizes the burden on businesses, 

the public and government when 

obtaining services online by providing a 

secure infrastructure for online 

transactions, eliminating the need for 

separate processes for the verification 

of identity and electronic signatures. 

Performance Metrics Progress to Date Key Migration Milestones

 IT cost savings from a coordinated

and streamlined approach to EAuthentication 

 % of GPEA burden associated 

w/transactions that use the EAuthentication gateway

 # of credentials by customer

segment needed to interact with the 

Federal government (Target = 50 

ECPs) 

 % of citizens trusting transactions

with the government (from existing 

surveys) (Target = Taken from the 

Pew survey) 

 Time to access E-Government

applications (Target = 24 hours) 

 Four agencies (DOD, TREAS, 

USDA, NASA) cross-certified with 

Federal PKI Bridge 

 Live interim gateway deployed 

(10/02) 

 Certified and accredited EAuthentication gateway (04/03) 

 Gateway prototype deployed 

 04/03 – Issue government-wide 

authentication guidance 

 05/03 – Deploy first applications to 

use the E-Authentication gateway; 

deploy additional applications 

throughout FY03 and FY04

 08/03 – Establish list of trusted 

credential providers 

 10/03 – Fully deploy EAuthentication gateway

 37 April 2003 
DRAFT E-Government Strategy

5.4 E-GOVERNMENT ACT OF 2002 IMPLEMENTATION PLAN

Required Activity or Product Statutory Timeframe 

Establish Office of E-Government and IT & Administrator (Sec 101, 

3602) 

April 17, 2003 

Sponsor ongoing dialogue with state, local, and tribal governments, as 

well as the general public, the private, and the non-profit sectors to find 

innovative ways to improve the performance of governments in 

collaborating on the use of information technology to improve the 

delivery of Government information and services (Sec 101, 3602) 

Ongoing 

Authorization of CIO Council (Sec 101, 3603) April 17, 2003 

Authorization of E-Government Fund (Sec 101, 3604) April 17, 2003 

Establish program to encourage development of innovative solutions to 

enhance government-wide electronic services (Sec 101, 3605) 

Ongoing 

Annual E-Government Report to Congress (Sec 101, 3606) April 2003 for update of

current E-Government 

strategy; 

March 2004 for Annual 

E-Government Report to 

Congress 

Agencies to develop citizen and productivity-related performance 

measures for use of E-Government and information technology in 

meeting agency objectives, strategic goals, and statutory mandates. 

These measures are to be incorporated into the agency’s annual 

Performance Plan and the agency’s Strategic Plan (Sec 202) 

Ongoing 

Interoperable implementation of electronic signatures for secure 

electronic transactions with Government (Sec 203) 

Ongoing 

Federal Internet Portal (Sec 204) Ongoing 

Timetable for agency compliance with electronic dockets for regulatory 

agencies (Sec 206) 

Required in first EGovernment report to 

Congress March 2004 

Implementation guidance for Information Dissemination (Sec 207) OMB will establish 

Committee by June 

2003 

 38 April 2003 
DRAFT E-Government Strategy

Required Activity or Product Statutory Timeframe 

Establish Interagency Committee on Government Information 

Establish standards for categorizing and indexing government information 

Establish standards for agency websites 

Create a public directory for agency websites (Sec 207) 

By May 2003 

By June 2006 

Standards for agency 

websites by April 2005

Develop guidance on: 

o Categorization and indexing standards 

o Policies to improve agency reporting and dissemination of Federally 

funded R&D (Sec 207) 

By June 2006 

Work with agencies to create public domain directory of agency websites 

(taxonomy) (Sec 207) 

April 2005 

Issue guidance on PIAs and agency privacy notices on websites (Sec 208) By May 2003 

IT Workforce issues (Sec 209) 

o Analyze personnel needs of Federal government in IT and IRM 

o Identify current gaps 

o Oversee development of curricula, training methods, and training 

priorities for projected personnel needs 

o Assess current training offerings in IT

o Issue policies and guidance 

o Oversee the IT exchange program/Digital Tech Corps 

Ongoing 

Ensure that agencies collect standardized information on IT and IRM 

workforce assessments (Sec 209) 

Ongoing 

Develop IT training programs with OPM oversight Ongoing 

IT Workforce Reports to Congress 

I. Report on existing government-wide IT training programs and 

recommendations for improvement or establishment of a program if none 

exist. 

II. IT Exchange Program/Digital Tech Corps 

o Report on existing personnel exchange programs 

o Prepare a bi-annual report for Congress on agency use of the Digital 

Corps and the number of placements/exchanges/assignments (publish 

in Federal Register and online) 

o Report to Congress evaluating the Digital Corps program and making 

an evaluation for its continuation 

January 1, 2003 

April 17, 2004 

Due April 30th and 

October 31st of each 

year 

By April 2007 

Modification of FAR for government-wise use of share-in-savings contracts 

(sec 210) 

By Sept 2003 

Report to Congress on share-in-savings progress (Sec 210) By April 2005 

Report to Congress on State and local use of Federal Supply Schedules (Sec 

211) 

By Dec 31, 2004 

Director to designate up to 5 pilot projects for data integration across agencies 

(Sec 212) 

By March 2004 

OMB to have study conducted on best practices of Community Technology 

Centers (CTC) and submit report to Congress (Sec 213) 

Study by Dec 2004; 

Report by June 2005* 

 39 April 2003 
DRAFT E-Government Strategy

Required Activity or Product Statutory Timeframe 

ED and IMLS to develop online tutorial on government information and 

services (Sec 213) 

TBD* 

OMB, with FEMA, to contract for Crisis Management study (Sec 214) 

Report to Congress 

Contract needed by 

March 2003 

December 2004 

Conduct Digital Divide Study (Sec 215) Ongoing* 

Oversee and coordinate development of common Geospatial Protocols 

designed to maximize the compatibility and accessibility of geographic 

information (Sec 216) 

Ongoing 

* Pending appropriation

 40 April 2003